THE ROLE OF HUMAN RESOURCE MANAGEMENT STRATEGIES IN REDUCING EMPLOYEE TURNOVER IN THE TURKISH TOURISM SECTOR
Abstract
Purpose of the Study: The study aimed to assess the effectiveness of human resource management strategies in decreasing employee turnover within the Turkish tourism sector. It sought to identify, based on past data and practices, which strategies were most successful and how they influenced staff retention.
Methodology: In this study, a mixed-method approach was employed to gather both quantitative and qualitative data. Surveys were distributed to employees in the Turkish tourism sector to collect quantitative data on turnover rates and the perceived effectiveness of various HR strategies. Concurrently, in-depth interviews were conducted with HR managers from a selection of companies in the industry to gain qualitative insights into the specific HR practices and their impacts. The collected data was then analyzed using statistical methods to determine the relationship between HR strategies and employee turnover.
Result: The study revealed that well-implemented human resource management strategies had a significant positive impact on reducing employee turnover in the Turkish tourism sector. Employees who felt valued and adequately supported by their organizations were less likely to leave, indicating that factors such as competitive compensation, opportunities for advancement, and a positive work environment were key to staff retention. The qualitative interviews with HR managers reinforced these findings, highlighting the importance of continuous employee engagement and effective communication. Overall, a correlation was found between strategic HR practices and lower rates of employee turnover, demonstrating the critical role of HR management in the industry's sustainability.
Conclusion: The study concluded that strategic human resource management plays a pivotal role in reducing employee turnover in the Turkish tourism sector. It underscored the necessity of investing in employee satisfaction and engagement through robust HR practices to ensure the sustainability and success of businesses within the sector.
Recommendation: The study recommends that organizations in the Turkish tourism sector enhance their HR strategies by focusing on employee satisfaction, competitive compensation, and career advancement opportunities. Firms should also prioritize maintaining a positive work environment and investing in regular training and development programs to equip employees with the skills needed for their roles. Lastly, it is encouraged to conduct continuous reviews of these strategies to ensure their effectiveness and adapt to changing industry trends and employee expectations.
Keywords: Human resource management, Employee turnover, Turkish hospitality sector, Tourism sector Performance
References
Ali, A., Zhang, Z., & Aman, N. (2021). Game of organizational politics leading to turnover intention. Khushk, AA, Zengtian, Z.., & Aman, (2021), 35-49.
Al-Suraihi, W. A., Samikon, S. A., Al-Suraihi, A. H. A., & Ibrahim, I. (2021). Employee turnover: Causes, importance and retention strategies. European Journal of Business and Management Research, 6(3), 1-10.
Amah, O. E., & Oyetuunde, K. (2020). The effect of servant leadership on employee turnover in SMEs in Turkey: the role of career growth potential and employee voice. Journal of Small Business and Enterprise Development.
Asghar, M., Tayyab, M., Gull, N., Zhijie, S., Shi, R., & Tao, X. (2021). Polychronicity, work engagement, and turnover intention: The moderating role of perceived organizational support in the hotel industry. Journal of Hospitality and Tourism Management, 49, 129-139.
Choi.y. & Dickson.D. (2020) A case study in the benefits of management training programs. Impact of Hotel employee turnover and satisfaction level. Journal of human Resources in Hospitality and Tourism.
Dessler, G. (2018). Human Resource Management. Upper Saddle River, NJ: Pearson/Prentice Hall.
Dessler, G. (2021). Human Resource Management, 12th Ed. New Jersey: Prince Hall.
Fudge, R. S., & Schlacter, J. L. (1999). Motivating employees to act ethically: An expectancy theory approach. Journal of Business Ethics, 18(3), 295-304.
Gupta C. B. (2013). Human Resource Management Sultan Chard and Sons Educational Publishers New Delhi.
Hassan, M. M., Jambulingam, M., Alagas, E. N., Uzir, M. U. H., & Halbusi, H. A. (2020). Necessities and ways of combating dissatisfactions at workplaces against the Job-Hopping Generation Y employees. Global Business Review, 0972150920926966.
Huang, C., Du, P. L., Wu, L. F., Achyldurdyyeva, J., Wu, L. C., & Lin, C. S. (2021). Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support. Leadership & Organization Development Journal.
Jiang, W., Wang, L., Chu, Z., & Zheng, C. (2019). Does leader turnover intention hinder team innovation performance? The roles of leader self-sacrificial behavior and empathic concern. Journal of Business Research, 104, 261-270.
Kang, E., & Lee, H. (2021). Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners. Sustainability, 13(3), 1049.
Kysilka.D. & Csaba.N. (2013) Employee turnover in the hospitality industry.
Mathibe, I. (2008). Expectancy theory and its implications for employee motivation. Academic Leadership: the Online Journal, 6(3), 8.
McEvoy,Glenn m, Cascio w (2020) strategies for reducing employee turnover Professional.
Nasurdin, A. M., Ling, T. C., & Khan, S. N. (2018). The Relation between Turnover Intention, High Performance Work Practices (Hpwps), and Organisational Commitment: A Study among Private Hospital Nurses in Malaysia. Asian Academy of Management Journal, 23(1).
Oruh, E. S., Mordi, C., Ajonbadi, A., Mojeed-Sanni, B., Nwagbara, U., & Rahman, M. (2020). Investigating the relationship between managerialist employment relations and employee turnover intention: The case of Turkey. Employee Relations: The International Journal.
Pasha, N., & Rezaei, S. (2021). Mediating Role of Mentoring between Job Stress and Job Satisfaction in Employees of an Iranian State Bank. Psychological Thought, 14(2), 527.
Putri, A. A., Dhewanto, W., & Nurdayat, I. F. (2020). Understanding the role of job satisfaction in workplace from millennial generation’s perspective toward organizational performance. KnE Social Sciences, 1047-1063.
Qaiser, N., Sattar, N., Arshi, S., Asif, M. F., & Afridi, J. R. (2021). Impact of thriving on job performance, positive health and turnover intention: Consequences of thriving at workplace. International Journal of Information, Business and Management, 13(2), 97-107.
Santhanam, N., Kumar, J. R., Kumar, V., & Saha, R. (2021). Employee turnover intention in the milieu of human resource management practices: moderating role of work-life balance. International Journal of Business Innovation and Research, 24(1), 57-75.
Wabba, M. A., & House, R. J. (1974). Expectancy theory in work and motivation: Some logical and methodological issues. Human relations, 27(2), 121-147.
Yadewani, D., & Wijaya, R. (2021). The Effect of Compensation and Career Development on Employee Turnover Intention in the Culinary Sector. ADPEBI International Journal of Business and Social Science, 1(1), 37-44.
