EMPLOYEE RECRUITMENT AND SELECTION ...

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IWACT 2017 INTERNATIONAL WEST ASIA CONGRESS OF TOURISM RESEARCH 28 SEPT – 01 OCT 2017 VAN- TURKEY http://iwact.org/

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EMPLOYEE RECRUITMENT AND SELECTION PROCESS WITHIN HOTEL ESTABLISHMENTS: A COMPARATIVE CASE STUDY Yrd. Doç. Dr. Kadir Çakar Mardin Artuklu University, Higher School of Tourism and Hotel Management [email protected]

ABSTRACT Human resources are regarded as one of the most significant assets of hotel establishments and resort communities. Due to the increasing intensity of competition resulting from globalization, the employee selection and recruitment process is becoming increasingly important for hotel establishments to meet customers’ needs and expectations. By using a qualitative research method, the present study aims at examining the employee selection and recruitment process of hotel establishments. This research paper is based on a comparative analysis of two hotel establishments in two different cities: Antalya in Turkey and Athlone in Ireland. Data was obtained from the general manager of a four-star hotel in Athlone and the human resource manager of a five-star hotel in Antalya. Results show that the employee recruitment and selection process of both establishments reflects different characteristics rather than similar features. Implications for the tourism industry and suggestions for future studies are offered. Keywords: Human Resource Management, Employee Selection, Recruitment Process, Hotel Establishments 1. INTRODUCTION In the present era, organizations are faced with the need to reduce costs, while at the same time sustain their productivity, in order to gain the edge in competing with major competitors (Mahapatro, 2010). For this reason, the issue of employee recruitment and selection is regarded as one of the key factors affecting organizations. The same situation applies to hotel establishments within the tourism industry. The recruitment and selection process of labour for such establishments is crucial for several reasons: the increasingly intense competition among hotel establishments; customers’ changing expectations, needs and desires; the nature of an industry that is dependent on an extensive labour supply; and the globalization process which has given rise to a mobile cross-border workforce, leading to the issue of diversity management (Bae & Rowley, 2001; Erdem, 2016; Festing & Eidems, 2011; Magoshi & Chang, 2009; Nickson, 2007; Valkonen et al., 2013; Welch, 1994). The aims of this study are twofold: a) to investigate the employee recruitment and selection process of two hotel establishments; and b) to understand the mechanism (i.e., the policy and principles of human resource management) involved and the application process of human resources in both hotel establishments, regarding employee recruitment and selection, from a comparative analysis perspective. In light of these aims, this paper has adopted a qualitative research methodology. Data was gathered via email from the general manager of a four-star hotel in Athlone, Ireland, and the HR manager of a five-star hotel in Antalya, Turkey. The first section of the present paper briefly reviews the relevant literature underscoring the significance of the concepts of recruitment and selection. The next section provides information on the methodology used, followed by a section on research findings, which discusses emergent THE CONGRESS BOOK OF FULL TEXTS-IWACT 2017-ISBN-978-605-67761-8-2 GENİŞLETİLMİŞ BASKI

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themes and categories. The final section addresses managerial implications for both hotel and human resource managers, while including suggestions for future research. 2. LITERATURE REVIEW There is a significant difference between the terms ‘recruitment’ and ‘selection’, even though they are often regarded as indistinguishable from each other (Orlitzky, 2007). ‘Recruitment’ refers to the process of collecting talented candidates who are likely to be hired by an organization (Chan & Kuok, 2011), while ‘selection’ addresses the final stage following the recruitment process, in which an ideal candidate who is eligible to fill a vacant position is chosen (Pynes, 2004). Overall, there are three main phases of recruitment and selection that are mostly used by HR managers: defining requirements, attracting candidates and selecting candidates (Armstrong, 2006: 27). Recruitment can be applied in two main ways, namely, using formal and informal techniques (Mencken & Winfield, 1998), or can be labelled as utilizing external or internal sources for hotel establishments within the hospitality industry (Hayes & Ninemeier, 2009). The informal technique is adopted by friends, relatives and employees while the formal technique consists of advertisements, and public and private employment agencies (Nivalainen, 2014). Technological developments have helped hotel establishments with the process of recruitment and selection (Hogler et al., 1998), in particular, by the use of internet and social networking websites, like Facebook and LinkedIn, from which both jobseekers and HR managers can benefit (Nikolaou, 2014; Ruggs et al., 2013). The use of the internet ensures that organizations can increase their effectiveness in terms of cost, while at the same time it facilitates accessibility to applicants on a global scale (Searle, 2009). From this perspective, such organizations use electronic human resource (eHR) systems by facilitating the e-selection and e-recruiting of job applicants in order to fill vacant positions (Gueutal and Stone, 2005). 3. METHODOLOGY Research Design: The present research has adopted a case-study approach, which has been split into four main categories: single, multiple, holistic and embedded. This type of case-study design encapsulates more than one case that can be holistically examined by itself, and then compared to other cases (Yin, 2009). The selection criteria of units of analysis based on a holistic multiple-case design was used as the main aim of this study is to examine similar situations while collecting data to be analysed for the same dimensions (Yıldırım & Şimşek, 2011).

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Case-Selection Criteria Purposeful (Typicality)

Criteria

Convenience

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Table 1: Case-Selection Criteria Selection of Both Hotel Establishments - Both of the samples selected for the case study have enough typical characteristics with which to explore the phenomenon being investigated (i.e., both hotel establishments are situated in regions where golf tourism is popular). - Selected individuals meet the research criterion as they both hold authoritative positions within the process of employee recruitment and selection. - Participants have enough work experience to provide the knowledge required for the issue being studied. - The researcher has been able to more easily obtain information from the selected samples due to their convenient locations.

Source: (Veal, 2011: 295) Research Participants

Participant P1

Age 43

P2

35

Table 2: Demographic Profile of Participants Gender Position Experience M GM 25 Years M

HRM

19 Years

Education University Graduate University Graduate

Data Collection and Analysis Data was gathered from the general manager of a four-star hotel in Athlone, Ireland, and the human resources manager of a five-star hotel in Antalya, Turkey, based on a qualitative semistructured and structured questionnaire sent to the participants via email. The questionnaire consisted of fourteen questions, such as: ‘What kind of general qualifications (knowledge, skills and abilities) is your establishment looking for?’, ‘Are you benefiting from outsourcing (external provider) for the recruitment and selection process? If yes, for which positions?’, ‘Which sources (internal or external) do you prefer using for the selection and recruitment process? Please indicate your reasons for considering internal or external sources?’, ‘Who is/are the main person/people responsible for the evaluation of job descriptions (tasks, duties and responsibilities)?’, ‘What kind of selection techniques do you (mostly) prefer?’, ‘Do you use the internet for the selection and recruitment process?’, ‘Do you consider an employment application form with or without a photo? If yes, please indicate the reason(s) why?’ During the data analysis process, content analysis was utilized. Once the completed questionnaires were received, they were subjected to a coding process involving two independent human coders. After the coding process was completed, those categories on which two coders had mostly reached an agreement were extracted, namely, employment test, internal source, external source and outsourcing.


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4. FINDINGS The results of the analysis revealed more differences than similarities, in terms of the employee recruitment and selection process of both hotel establishments. While one of the research participants (P1) stated that the general manager, department supervisors, assistant managers, the head bar manager and the head housekeeper chef are mainly responsible for the evaluation of job descriptions, the other research participant (P2) explained that only human resource management is responsible. Results indicate that both hotel establishments are more prone to benefit from outsourcing (external providers) for the recruitment and selection of their employees, since it has the advantage of mitigating costs while increasing the quality of service. Results also illustrate that the internet is mostly used by both hotel establishments for the recruitment and selection process due to its manifold benefits. Moreover, results confirm that both hotel establishments prefer to use an employment test during recruitment and selection, stating their reasons as follows: […] It provides a reliable and objective indicator of a candidate’s future success in a given role. They provide an objective measure in determining which candidate possesses the requisite skills to perform in a given role. Employment tests have proven to be reliable indicators of job performance stemming from the fact that they measure a wide range of both hard and soft skills, such as software knowledge, mathematical proficiency, problem-solving, learning and applying new concepts. (Participant 1) Usually professional knowledge verbally tested by the related department manager with whom the candidate will work. (Participant 2) From the above statements it can be seen that the application process and mechanism (i.e., policy and principles of human resource management) of both hotel establishments are quite different regarding the use of the employment test. This stance is supported by the below opinions, expressed in response to the question of ‘Do you consider an employment application form with or without a photo? If yes, please indicate the reason(s) why?’ It does not matter if there is a photo [on the application form] during the face-to-face interviews; but we request the applications that we receive via email with a photo. We do not consider [email] applications without a photo. (Participant 2) No, I believe it to be sexist. (Participant 1) Such statements prove that not only is the employee recruitment and selection process different in each hotel, but so too are HR policies and principles. 5. DISCUSSION AND CONCLUSION The purpose of this study was to better understand the employee recruitment and selection process, as well as the mechanism involved regarding the policy and principles of human resource management and its application. Results obtained from this study have provided some


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meaningful insights and significant implications for the tourism industry, and informed HR managers and general managers on the process of employee recruitment and selection. Overall, the findings have indicated that there are many differences, rather than similarities, regarding the employee recruitment and selection process of both hotel establishments. First, the results of research have confirmed that the internet is important as a source of employee recruitment to both hotels, as it facilitates the effective utilization of certain social networking websites. Second, both participants stated that they tend to work with their employees, using internal sources to ensure adaptability to the working environment, unless they need a line manager to be hired for a vacant position. They also explained that they often prefer to use outsourcing (external providers) for the recruitment and selection of their employees. An interesting area of difference of opinion concerns the acceptance of application forms with or without an attached photo. One participant’s (P2) stance of not accepting a form without a photograph may adversely affect the issue of diversity management in relation to gender, as well as precipitating legal issues regarding discrimination, which can affect directly or indirectly the employee recruitment and selection process (Ruggs et al., 2013; Magoshi & Chang, 2009). Another area of difference is that of the use of internships. Participant (P2) stated that his hotel chooses to employ interns in order to meet the needs of the workforce, whereas the other participant (P1) clarified that they do not hire interns to fill vacant positions. The research findings cannot be generalized as the sample consists of only two establishments. Future studies can investigate to what extent the labour laws adopted by different states have an effect on the employee recruitment and selection process of hotel establishments. Another area of research would be to explore if there is any relationship between culture and human resource management policy and application.

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Hogler, R.L., Henle, C., & Bemus, C. (1998). Internet Recruiting and Employment Discrimination: A Legal Perspective. Human Resource Management Review, 8(2): 149164. Magoshi, E., & Chang, E. (2009). Diversity Management and the Effects on Employees’ Organizational Commitment: Evidence from Japan and Korea. Journal of World Business, 44 (1): 31-40. Mahapatro, B.B. (2010). Human Resource Management. New Age International Publishers: India. Mencken, F.C., & Winfield, I. (1998). In Search of the “Right Stuff:” The Advantages and Disadvantages of Informal and Formal Recruiting Practices in External Labor Markets. American Journal of Economics and Sociology, 57(2): 135-154. Nickson, D. (2007). Human Resource Management for the Hospitality and Tourism Industries. Elsevier: USA. Nikolaou, I. (2014). Social Networking Web Sites in Job Search and Employee Recruitment. International Journal of Selection and Assessment, 22(2): 179-189. Nivalainen, H. (2014). Internet-Based Employer Search and Vacancy Duration: Evidence from Finland. Labour, 28(1): 112-140. Orlitzky, M. (2007). Recruitment Strategy. In Peter Boxall, John Purcell & Patrick Wright (Eds.). The Oxford Handbook of Human Resource Management, (pp.273-299). Oxford University Press: USA. Pynes, J.E. (2004). Human Resource Management for Public and Nonprofit Organizations. Second Edition, John Wiley & Sons: USA. Ruggs, E. N., Speights, S., & Walker, S.S. (2013). Are You In or Out? Employment Discrimination in Online and Offline Networks. Industrial and Organizational Psychology, 6(4): 457-462. Searle, R. (2009). Recruitment and Selection. In David G. Collings & Geoffrey Wood (Eds.), Human Resource Management: A Critical Approach, (pp.151-168). Routledge: Abingdon. Valkonen, J., Huilaja, H., & Koikkalainen, S. (2013). Looking for the Right Kind of Person: Recruitment in Nature Tourism Guiding. Scandinavian Journal of Hospitality and Tourism, 13(3): 228-241. Veal, A.J. (2011). Research Methods for Leisure and Tourism: A Practical Guide. England: Pearson Education Limited. Welch, D. (1994). HRM Implications of Globalization. Journal of General Management, 19(4): 52-68. Yıldırım, A., & Şimşek, H. (2011). Sosyal Bilimlerde Nitel Araştırma Yöntemleri [Qualitative Research Methods in Social Sciences]. Ankara: Seçkin Yayınevi. Yin, R.K. (2009). Case Study Research: Design and Methods, Fourth Edition. Sage Publications: USA.


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