ÖrgÜtsel baĞlilik İle demografİk Özellİkler arasindakİ...

Cilt 15 - Sayı 27, Haziran 2012 319

ÖRGÜTSEL BAĞLILIK İLE DEMOGRAFİK ÖZELLİKLER ARASINDAKİ İLİŞKİNİN İNCELENMESİ: BİR UYGULAMA

ÇALIŞMASI İsmet KAYA1·

ÖZETProblem Durumu:Çalışanlarınörgütselbağlılıkseviyesinindüşükolması

işten ayrılma, iş tatminsizliği vemotivasyon eksikliği gibi istenmeyen sonuçlaranedenolabilmektedir. Budurum işletmelerinverimliliklerininyanı sıra hizmetinkalitesini ve müşterileri de olumsuz etkilemektedir. Çalışanların demografiközellikleriörgütselbağlılığıetkileyenönemlifaktörlerarasındadır.

Araştırmanın Amacı: Bu çalışmada Edremit Körfezindeki konaklamaişletmelerinde çalışan personelin örgütsel bağlılıklarının demografik özelliklertarafındanetkilenipetkilenmediğitespitedilmeyeçalışılmıştır

Yöntem:ÇalışmadaEdremitKörfezi’ndeyeralan24konaklamaişletmesindedaimiçalışan120personeleanketyapılmışvebunlarındeğerlendirilmesindeistatikselanalizaracıolaraktekyönlüvaryansanalizivebağımsızt-testikullanılmıştır.

Bulgular ve Sonuçlar:Yapılan araştırmada duygusal bağlılık en yüksekbağlılık çıkarken, en düşük bağlılık devam bağlılığı olarak tespit edilmiştir.Çalışanların örgütsel bağlılıklarının cinsiyetlerine, medeni durumlarına, otellerinyıldızlarına, işletmedeki ve meslekteki çalışma sürelerine bağlı olarak değiştiğigörülmüştür.

Öneriler:Örgütsel bağlılığı güçlendirmek için alınabilecekbirçokönlembulunmaktadır.Bunlardanbazıları:Çalışanlarıntakdiredilmesiveödüllendirilmesi,çalışanlara eğitim yoluyla işletme amaç ve değerlerinin benimsetilmesi, örgütiçi iletişimin ve bilginin şeffaf olması, çalışma koşullarının ve ücretlerininiyileştirilmesidir.

Anahtar Kelimeler: Konaklama İşletmeleri,Örgütsel Bağlılık,DuygusalBağlılık,DevamBağlılığı,NormatifBağlılık,DemografikÖzellikler.

ANALYZING THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT AND DEMOGRAPHIC CHARACTERISTICS: AN

EMPIRICAL STUDY

ABSTRACTProblem Statement:Loworganizational commitment of staffmay cause

undesirable results such as employeewithdrawal, job dissatisfaction and lack ofmotivation.Thissituationcannegativelyaffectservicequalityandcustomersaswell

1 Yrd.Doç.Dr., Balıkesir Üniversitesi Burhaniye Meslek Yüksekokulu

Balıkesir Üniversitesi Sosyal Bilimler Enstitüsü Dergisi

Cilt 15 - Sayı 27, Haziran 2012320

asestablishments’productivities.Demographiccharacteristicsofstaffareincludedintheimportantfactorswhichaffectorganizationalcommitment.

Research Aims: In the study, it was aimed to determine whetherdemographiccharacteristicsaffecttheorganizationalcommitmentofstaffworkingataccommodationestablishmentsinEdremitBay.

Method:Questionnaireswereapplied to120permanentemployees in24establishmentsexistinginEdremitBayandastatisticalmeanone-wayanalysisofvarianceandindependentt-testwereusedtoanalyzethem.

Findings and Results:Affectivecommitmentwasfoundtobethehighestresultwhilecontinuancecommitmentwasthelowestinthestudy.Itwasfoundthatorganizationalcommitmentvarieddependingonemployees’gender,maritalstatus,hotels’starrating,workingtimeinestablishmentandworkingtimeasaprofessional.

Proposals:Therearemanyactionstobetakenforenhancingorganizationalcommitment.Someoftheseare:rewardingandappreciatingofemployees,makingemployeesadoptestablishments’goalsandvaluesviaeducation,makinginformationandcommunicationtransparentinsideorganizationandimprovingworkconditionsandwagesofemployees.

Keywords: AccommodationEstablishments,OrganizationalCommitment,Affective Commitment, Continuance Commitment, Normative Commitment,DemographicCharacteristics.

1. INTRODUCTION It isexpected that the tendency to leave theorganization ishigher for the

employeeswhosecommitmenttotheirorganizationsislow.Incasetheemployeesleavethefirm,itisatimeconsumingandcostlyperiodforthebusinessestofindandtrainemployees. Indeed,personnel leaving the jobwillbothcausean investmentloss and an additional cost tomake new investments for new personnel.On theotherhand,theincreasingcompetitionconditionsamongbusinessesleadtoarisein demand for an educated and specializedworkforcemaking it difficult to findqualifiedpersonnel(DurnaandEren,2005).Itisseenthatpeoplewithahighlevelof commitment are easy-going and satisfied, have higher productivity andmoredeveloped feelingsof loyalty and responsibility andbring cost advantages to theorganization(Ayyıldız,YükselandHançer,2007;Yalçınandİplik,2005).Therefore,itisessentialthatstudiesthataimatstrengtheningtheorganizationalcommitmentofthepersonnelshouldbemadeinbusinesses.


There are several studies with regards to organizational commitment.A part of these studies are directly related with organizational commitment andfactors affecting it while another part ismade for the purpose of examining therelationshipbetweenorganizationalcommitmentandtermssuchasquittingwork,job satisfaction, career etc., which are affected by the former. One of the mostimportant of the factors affecting organizational commitment is the demographicfactors.Asaresultofthestudiesperformed,itisfoundthatinthetourismsectorthedemographicfactorsasgender,maritalstatus,age,educationperiodandtimespentintheorganizationaffectorganizationalcommitmentandthattherearerelationshipsbetween these factors and organizational commitment (Chen, 2007;Gümüş andHamarat,2006;Yalçınandİplik,2005;Yalçınandİplik,2007).Indeed,inastudybyFeinsteinandVondrasek(2001)conductedwithpeopleworkinginfoodservice,itwas found that demographic factors such as education, age,marital status andworking perioddetermined job satisfaction and job satisfaction could provide anideaaboutorganizationalcommitment.

However, different conclusions can be reached in studies examining therelationshipsbetweendemographiccharacteristicsandorganizationalcommitment.Whileinsomestudiesitwasfoundthatoneorsomeofthedemographiccharacteristicsaffectorganizationalcommitment,inothersthereisnorelationshipfoundbetweenthesamedemographiccharacteristicsandorganizationalcommitment.Forinstance,instudiesconductedbyCohen(2009)andIunandHuang(2007)itwasconcludedthat employees’ age made a significant difference in terms of organizationalcommitment while Brown (2003) put forth that organizational commitment didnot change depending on age but level of education. In the study, no significantrelationshipwasfoundbetweenageandeducationandorganizationalcommitment.Thisrequiresfurtherresearchontherelationshipbetweenorganizationalcommitmentanddemographiccharacteristics.

The purpose of the study is to put forth whether the organizationalcommitment of the employeesworking in accommodationorganizations changesdependingonthequalityoftheorganization,gender,levelofeducation,age,maritalstatusandtitleoftheemployees,thedepartmentinwhichtheyworkandhowlongtheyhaveworkedthere,howlongtheyhavebeenwiththeorganizationandinthesamepositionaswellastheircurrentworkplace.

The basic hypothesis developed in order to determine whether theorganizationalcommitmentoftheemployeesworkinginhotelbusinessesanditssub

Turizm İşletmeciliği ve Otelcilik Anabilim Dalı



dimensions(affective,continuanceandnormativecommitment)changedependingontheirdemographicalcharacteristicsareasfollow:

H1: Employees’ organizational commitment changes depending on theirdemographicalcharacteristics.

H2: Employees’ affective commitment changes depending on theirdemographicalcharacteristics.

H3: Employees’ continuance commitment changes depending on theirdemographicalcharacteristics.

H4: Employees’ normative commitment changes depending on theirdemographicalcharacteristics.

For this purpose, firstly, definitions and studies regarding organizationalcommitment were mentioned and next, the importance of the issue in terms ofaccommodationfacilitieswasexamined.Lastofall,informationwithregardstothestudymadewasgivenandresearchfindingswereassessed.

2. DEFINITIONS AND STUDIES REGARDING ORGANIZATIONAL COMMITMENT

Theories regardingorganizational commitmentcommencedwithBecker’s(1960)andPorter’s(1974)handlingtheissueassingledimensionalandproceededup until today with the multi-dimensional approaches of O’reilly and Chatman(1986) andMeyer andAllen (1984) in the 1980s (WeiBo,Kaur and Jun, 2010).While “Mowday et al. (1979) defines organizational commitment as attitudinalcommitmentconcept;PriceandMueller(1986)defineitasbehavioralcommitment.”(Gunlu,AksarayliandPerçin,2010).

With regards to thecontentof theconceptoforganizationalcommitment,researchers present different opinions. Boylu, Pelit and Güçer (2007) state thatdefinitionsregardingtheconcepthavequitedifferentcontents;however,theyaddthatdefinitionsarebasedonanattitudinalorbehavioralbasisandKara(2006)stressesthatdefinitionsonorganizationalcommitmentareincompliancewiththeissueoforganizationalcommitment.Bayram(2005)pointsoutthatthisconceptcouldnotbeclearlydefinedbytheacademiciansandpractitionersandthatthereisaconceptualconflictinvariousaspects.Ontheotherhand,itisindicatedthatthereisageneralideathattheconceptcanhavedifferentshapesandtheconceptcanbeledtowardsdifferentselectionsinandoutoftheorganization(MeyerandParfyonova,2010).


The most accepted definition of organizational commitment is stated as“the strong and confident acceptance of the organization’s purposes, the desiretowork for the organization and the determination to continuemembershipwiththe organization” (Uygur, 2007). Similar to this definition, it was asserted thatorganizational commitmentwascharacterizedbyat least three factors,whicharea) strongly adapting the values and purposes of the organization; b) being eagertomake an effort that is in favorof theorganization and c) beingdetermined tostayintheorganization(Mowday,SteersandPorter,1979).Therearealsowritersdefiningtheorganizationalcommitmentasattitudinalcommitment.Organizationalcommitment plays an important role in determining several behaviors, such asabsence,quittingwork,jobsatisfactionandworkmotivation(PoolandPool,2007).Allthesedefinitionsstresspositiveemotionsandformpositiveenergyforobtainingandconductingthepurposesofthebusiness(Chen,2007).

Meyer andAllen (1991) conceptualize organizational commitment threedimensionallyasaffective,continuanceandnormativecommitmentandstressthatthesethreeformsofcommitmentreflectapsychologicalstatusthata)characterizestherelationshipsoftheemployeeswiththebusinessandb)ensuresthatemployeesdecideuponthecontinuanceoforganizationalmembership.Accordingtothewriters,affective commitment implies that the employee integrateswith the organizationand feels emotionally attached to the organization; continuance commitmentdemonstrates that the employee is attached to the organization by realizing thecost that may emerge in case the employee leaves the organization. Normativecommitmentisakindofcommitmentwhichisrelatedtothefeelingofbeingobligedtostayintheorganization(loyalty).

The factors affecting and determining organizational commitment andits scopes (affective, continuance and normative commitment) are various.While personal characteristics affect organizational commitment and all that thisencompasses,experiencesrelatedtotheworkplayadeterminingroleinaffectivecommitment, and investments in work play a determining role in continuancecommitment. Social experiences and organizational investments are effective inaffectivecommitment(Meyer,Stanley,HerscovitchandTopolnytsky,2002).

Balay (1999) stated role conflict, job insecurity, organizationalcommunication, personality, job satisfaction, policy andusing authority, personalpolicies and practices, promotion opportunities, commitment to the occupation,occupationalstages,status,justicedistribution,meetinginnerandouterneedsand




othervariablescomingtothefrontasthedeterminantsoforganizationalcommitment.Thesevariablesresultinimportantconclusionsbothfortheemployeesandforthebusinessbycausingdifferenteffectsonthestaffintheorganization.Accordingtotheresearchers,apersonworkingcanexperienceallthreeformsoforganizationalcommitmentatdifferentdegrees(MeyerandAllen,1991;Wasti,2005).Thesethreeformsarenotkindsoforganizationalcommitmentbutelementsthatcanbeseparatedfromeachotherandthereisarelationshipamongthem(AllenandMeyer,1990).However,theundesiredtypeofcommitmentintermsoforganizationsisgenerallythe continuance commitment. Indeed, employees stay at the organization as pertheconditionssincetheperceivedworkalternativesaresofewandtheypresentaminimumlevelofperformance(UyguçandÇımrın,2004).

There is a considerable number of studies in both domestic and foreignliterature in various sectors regarding organizational commitment. For instance,DurnaandEren(2005),UyguçandÇımrın(2004)dealtwiththehealthsectorwhileBaysalandPaksoy(1999)andBoyluetal.(2007)examinedtheeducationsectorandUygur(2007)maderesearchinthebankingsector.Thereisalsoalargeamountofstudiesinthetourismsectorwithregardstothisissue(Forinstance,Ayyıldızetal., 2007;Chen, 2007;Kazlauskaite,Buciuniene, andTurauskas, 2006;Gunlu etal.,2010;GümüşandHamarat,2006;ÜngürenandDoğan,2010;Yalçınandİplik,2007;Yalçınandİplik,2005).

Insomestudiesonly theorganizationalcommitmentof theadministratorswere discussed (i.e. Chow, 1994; Özkaya et al., 2006; Pool and Pool, 2007),whereaseinothersemployees’organizationalcommitmentwasexamined(i.e.Gunluetal.,2010;UyguçandÇımrın,2004).Yetsomestudieswereconductedonbothemployeesandadministrators (for instance,GümüşandHamarat,2006;ÜngörenandDoğan,2010).

3. THE IMPORTANCE OF ORGANIZATIONAL COMMITMENT IN THE TOURISM SECTOR

The tourismsector is the fourthbiggest sectorof theworld following thepetrol, chemical and automobile sectors (UNWTO,2010).A total of 210millionpeopleworldwideareworkinginthissectorandthisnumbermakesup7.6%ofthetotalemployment.RegardingTurkey, thereare1.7millionpeopleworking in thetourismsectorand7.2%ofthetotalemploymentofthecountryisprovidedbythissector(ISPAT,2010).


Hotelbusinessesaretheunitswiththehighestlaborintensiveemploymentamongallbusinesses.Furthermore,thequalityperceptionoftheserviceprovidedbythehotelbusinessesisdeterminedbythequalityofthestaffmorethanthephysicalmaterial.Thus,attitudesandbehaviorsoftheemployeesservingthecustomersaffectbothcustomersatisfactionandservicequality(Gallardo,Sanchez-Canizares,Lopez-GuzmanandJesus,2010).Itisacommonlyacceptedfactbymostcustomersthatgood humored, sympathetic, helpful and kind personnel affect and contribute tocustomers’toleratingseveralproblemsoccurringatthehotels.Thisshowsthatthelevelofqualityandquantityofhumanresourcesatthehotelshasadirecteffectontheservicequalitybesidesthephysicalfactorsatthehotel.Thus,theadministrationof thebusinessdemands that employeeshaveahigh levelof commitment to theorganization.Indeed,itisexpectedthatemployeeswithahighlevelofcommitmentstayattheirorganizationandbecomemoresuccessful(Chow,1994).

Itisgenerallystatedthatemployeesworkingintheaccommodationsector,whichisalocomotivesub-sectorofthetourismsector,havelowerjobmoraleandthat thesectorhasahigher labor turnoverratio(Ayyıldızetal.,2007;Yalçınandİplik,2005).Thelabourturnoverratiowasfoundtobe60%onaverageinastudybyWasmuthandDavisconductedinfivedepartmentsof20hotelsinNorthAmericaandEuropein1983,whichtookthreeyears(HinkinandTracey,2000).Foley(1996)statesthatthisratioisexpectedtochangebetween60and300%inhotels(Milman,2003).Itisalsostatedthatthetourismsectorformsapeculiarlaborturnovercultureandthatthereisanormativebeliefamongtheemployeesthatahighleveloflaborturnoverratioisordinary.Thus,peopleworkinginthissectorgenerallybeginwithanexpectationofashorttermjob(IversonandDeery,1997).

Thecostofhighlaborturnoverishighinaccommodationfacilities.BasedonastudyconductedatfourdifferenthotelsintheUSAthecostoflaborturnoverofafrontdeskpersonnelrangesapproximatelyfrom6000dollarsto12000dollars(HinkinandTracey,2000).InastudymadeinsixHotelsinTurkey,itwasfoundthatlaborturnovercostchangesfrom411TLto7650TLandastherankincreasesthecostincreasesaswell(Aksu,TarcanandAtılgan,2000).Oneofthereasonswhylaborturnoverratiosarehighinaccommodationfacilitiesisthattheorganizationalcommitment of the employees is weak. There are several factors causing thedissatisfaction of the employees working in the accommodation sector and thuscausing them to leave thebusiness.PizamandEllis (1999) indicate these factorsas theseasonalcharacteristicsof thesector, thedominanceofsmallbusinessesin




the sector, bad working conditions, inappropriate working hours, lack of careeropportunitiesandlowsalaries(DiPietro,2008).ChalkitiandSigala(2010)addlowjob satisfaction, emotional workforce and unsatisfactory work relations to thesefactorsandcategorizetheminthreemaingroupsasbusiness,individualandsector.

Inastudy,itwasrevealedthat37%ofthepeopleworkinginfourandfive-starhotelsworksmorethan16hoursadayand29%worksbetween13–15hoursaday.Inthesamestudy,morethanhalfoftheemployeeswerefoundtobeworkingfortheminimumwage(Yenipınar,2005).Inanotherstudy,itwasrevealedthat30%oftheemployeeshadamoderatelevelofjobsatisfactionand40%wasfoundtohavelowjobsatisfaction(Akıncı,2002).Naturally,itisnotexpectedthatemployeeswithmoderateorlowjobsatisfactionaswellasheavyworkloadandlowsalarieshavehighorganizationalcommitment.Inbrief,itiscloselyrelatedtohighqualityhuman resourcesaswell asemployees’ levelof commitment to thefirmwhetherhotelbusinessesreachtheireconomicandsocialpurposes.

4. RESEARCH

4.1. Selecting the Data Gathering Instrument Asurveyformwasused in thestudyas thedatagathering instrument. In

ordertodeterminetowhatextenttherespondentsagreewiththestatements,afive-pointLikerttypescaleincludingtheoptionsas“stronglydisagree”,“disagree”,“notdecided”,“agree”and“stronglyagree”wasused.Thesurveyformiscomposedoftwoparts.Inthefirstpart,thereisinformationaboutdemographiccharacteristicsofthepeopleansweringthesurveyandinthesecondpartthereistheorganizationalcommitment survey. The questions used in the study are taken from the PhDdissertationbyErtancompletedin2008.

4.2. Sample Selection in the Study Accommodation facilities located in the districtsAyvalık, Burhaniye and

Edremit,whichareonthenorthernAegeancoastofBalıkesir,wereselectedforthestudy.ThereasonwhyEdremitBaywaschosenforthestudyisthattherehasnotbeenanystudymaderegardingthisissueinthisregionbefore.StudiesconductedinthetourismsectoraregenerallyfocusedontheMediterranean,SouthernAegeanandMarmararegions.


Based on the data of Balıkesir City Culture and Tourism Directorate, inAyvalıkthereare18,inBurhaniyetherearethreeandinEdremitthereare13tourismcertificatedhotelbusinessesin2011,whichmakes34tourismcertificatedhotelsinthebayarea.InAyvalıktherearetwofive-starhotels,onefour-starhotel,fivethree-starhotelsand twoone-starhotels. InBurhaniye, thereare twofour-starandonetwo-starhotels.InEdremit,therearethreefour-star,fivethree-star,twotwo-starandthreeone-starhotels.

In the study, the surveys were handed out to 34 tourism certificatedaccommodationfacilitiesintotal,whicharelocatedintheEdremitBayAreaand24oftheserepliedthesurveys.Fourofthesebusinesseshaveonestar,sixofthemhavetwo,nineofthemhavethreeandfiveofthemhavefourstars.Twofive-starhotelsdidnotreply.Therefore,thesurveyswerecollectedfromone,two,threeandfour-starhotels.Atotalof157ofthe204permanentpersonnelworkinginthefacilitiesreturningthesurveyswerereached.Morethan15%ofthequestionsinthe37ofthesurveysreturnedweremissingsowereleftoutoftheassessmentand120surveysintotalwereincludedintheassessment.Thisnumberconstitutes59%ofthetargetpopulation.Sinceinthespringmonthswhenthesurveywasadministered,mostofthebusinessesaregettingreadyfor theseason, theydidnothire temporarystaff.Thus, the numbers indicated as temporary staff are estimated numbers. Sinclair,MartinandMichael(1999)foundthatorganizationalcommitmentofpart-timeandfull-timepersonnelchangesdependingontheirdemographicalcharacteristics.Theresultsofanotherstudyrevealedthatseasonalortemporaryworkersworkingatthehotelsdonotcareabouttheirjobs(Lee-Ross,1999).

4.3. Factor and Reliability Analysis SincethequestionsareamixtureofthescalesdevelopedbyMeyer(1991)

andWasti (2000) (Ertan, 2008), factor analysis is needed. 0.50 coefficient wasdeterminedasthefactorloadofthequestions.Inordertotesttheconvenienceofdatastructureforfactoranalysisintermsofthesamplesize,theresultofKMOandBartlett’stestwasfoundtobe0.852.Thisvalueisconsideredas“good”(Çokluk,Şekercioğlu andBüyüköztürk, 2010).The questions asked and the results of thefactoranalysisareshowninTable1.Asaresultofthefactoranalysis,fiveofthe22questions in totalwere takenout of the analysis.Thequestions takenout areseparatelyshownintable.7,andtherestofthe17questionswerefoundtoberelatedto affective attachment, five of themwith continuance attachment and five with




normativeattachment.NextthescalewassubjecttothenormalitytestandtheresultoftheKolmogorov-Smirnovtestwasfoundtobe0.200.Sincetheresultofthistest,whichisusedincaseswherethenumberofobservationsare29andhigher,isgreaterthan5%,itisacceptedthatdataisnormallydistributed(Kalaycı,2008).Lastly,thereliabilityanalysiswasdonewiththedataandtheCronbachAlphacoefficientwasfoundtobehigh(0.894).

Table 1.Surveyquestionsandfactoranalysis

4.4 The Change in Organizational Commitment of the Employees Depending on Demographic Characteristics

SPSS16statisticalpacketprogramwasusedinordertodeterminewhetheremployees’organizationalcommitmentandthesubdimensionsoftheorganizationalcommitmentwhichareaffective,continuanceandnormativecommitmentchangedepending on the demographic characteristics. The number of stars hotels have,


gender,age,education,maritalstatusdepartment, titleof theemployees,workingtimeat thebusiness andworking time inprofessionwere selected as the controlvariables. Independent t-testwas used for the gender variable and for the otherssingle-wayvarianceanalysis(Anova)wasused.Moreover,LSDtest,whichisoneofthemultiplecomparison(post-hoc)tests,wereappliedinordertoputforththedifferencesamongthetests.

Based on the descriptive statistics, employees’ level of organizationalcommitmentwasfoundtobe3.71,levelofcontinuancecommitmentwas3.42andlevelofnormativecommitmentwas3.64.Itcanbesaidthatlevelofcommitmentwasfoundtobeabovetheaverageandcontinuancecommitmentwasrelativelylow.Theaffectivecommitmentoftheemployeesishigherthantheotheraspects.

4.4.1. Testing the Hypothesis Findings of the independent t-test and single way variance analysis are

shown inTable 2.Accordingly, it is seen that the organizational commitment ofemployeesworkinginaccommodationfacilitieslocatedinEdremitBayAreadoesnot change depending on gender (p=0.195), age (p=0.198), level of education(p=0.936),department(p=0.496),title(p=0.449),thequalityofthehoteltheyworkat(p=0.210),workingtimeinprofession(p=0.307)andnumberofworkplacestheyhaveworkedat(p=0.830);ontheotherhand;itchangesdependingontheemployees’maritalstatus(p=0.057)andworkingtimeintheorganization(p=0.052).Therefore,H1 hypothesis “organizational commitment of employees changes depending ondemographiccharacteristics”waspartiallyaccepted.

Sinceitisseenthataffectivecommitmentoftheemployeesdoesnotchangedepending on any control variable (p > 0.10), the H2 hypothesis “employees’affective commitment changes depending on demographic characteristics” wasrejected.Thecontinuancecommitmentofemployeeswasseentochangedependingongender(p=0.026),maritalstatus(p=0.029)andthequalityofthehoteltheyworkat(p=0.077),theH3hypothesis“continuancecommitmentoftheemployeeschangesdependingonthedemographiccharacteristics”waspartiallyaccepted.

Since the normative commitment of the employees was seen to changedepending on the quality of the hotel they work at (p=0.088) and the workingtime in the profession (p=0.050), theH4 hypothesis “the normative commitmentof employees changes depending on demographic characteristics” was partiallyaccepted.




Table 2.Descriptivestatistics,independentt-testandresultsofANOVA

Scalevalues:1=Stronglydisagree,5=Stronglyagree.Levelofsignificance:*p<.10,**<.05

Table 2contd:


Scalevalues:1=Stronglydisagree,5=Stronglyagree.Levelofsignificance:*p<.10,**<.05

5. RESULTS AND EVALUATION The findings demonstrate that employees’ affective commitment is high

whiletheircontinuancecommitmentisrelativelylower.InanotherstudyconductedinluxurioushotelsinLithuania,theemployees’affectivecommitmentwasfoundtobehigherthantheircontinuancecommitment(Kazlauskaiteetal.,2006).

It was found that there is a relationship between the total organizationalcommitment,continuancecommitmentandnormativecommitmentinthesuggestedhypothesisanddemographiccharacteristicswhilenorelationshipwasfoundbetweenaffectivecommitmentanddemographiccharacteristics.

Accordingtotheresultsoftheindependentt-testintermsofgendervariable,it is seen that female employees have higher organizational commitment in allaspectsthanthemaleemployees.

The independentvariablesmaritalstatusof theemployeesand thequalityofthehotels,whicharethedemographiccharacteristicsfoundtohaveasignificantdifferencebasedonAnova results,werealso subjected to theLSD test,which isoneofthemultiplecomparison(post-hoc)techniqueanddifferencesamonggroupswererevealed.Basedon thefindingsobtained,significantdifferenceswerefoundamongsingleandmarriedandwidow(er)employees in termsofcontinuanceandorganizationalcommitmentaspects.Accordingly,itisseenthatmarriedandwidow(er)employees have higher organizational, affective and normative commitment thansingleemployees.Thiscanbeexplainedwiththefactthatmarriedandwidow(er)employeeshaveagreaterresponsibilitythansingleemployees.However,inastudybyÜngürenandDoğan(2010)madeatfive-staraccommodationfacilities,thelevelofjobsatisfactionofsingleandyoungemployeesaswellastheonesinmanagerialpositionsishigherthanthatofothergroups.Ahigherlevelofjobsatisfactionaffectsorganizationalcommitmentpositively.Thismaybearesultofthefactthatthehotel




is afive-star hotel and shows that there canbedifferent results inorganizationalstudiesandrelatedstudies,creatingthenecessitythatmoreresearchshouldbedoneinthisfield.

Whenthequalityofthehotelswasconsidered,therearedifferencesbetweenone-star hotels and three and four-star hotels and also differences between two-starhotelsandthree-starhotels.Thelevelofcontinuancecommitmentworkingatone-starandtwo-starhotelswasfoundtobelowerthanthreeandfour-starhotels.Particularly,thecontinuancecommitmentoftheemployeesworkingatone-starhotelsisthelowestvalueinallthestudy.Ontheotherhand,interestingly,peopleworkingatone-starhotelshavehighernormativecommitment than thepeopleworkingatthreeandfour-starhotels.Thiscanbe interpretedas thefact thatpermanentstaffislessbecausesingle-starhotelsaresmallandtherearetightrelationsbetweenthebusiness/ownerofthebusinessandtheemployees.Hence,themoralresponsibilitythepermanentstaffworkinginsmalltouristicregions,wherefindingjobopportunitiesarerelativelydifficult,feel towardsthebusinessandtotheownerof thebusinessmaybewelldeveloped.

Whentheworkingtimeatthebusinessisconsidered,thereisasignificantdifferencebetweenthepeoplewithexperienceofoneyearorlessandpeoplewithexperienceof6-10years,11-15yearsandmore.Astheworkingtimeinbusinessincreases,leveloforganizationalcommitmentisseentoapparentlyincrease.Varona(1996) stated that employees’ organizational commitment changes depending ontheirworkingtime.Staffwhohaveworkedlessthanayearintheorganizationcouldnotdevelopthefeelingoforganizationalcommitmentsufficiently.Thereasonforthiscanbestatedastheshortperiodoftimeandthecomplianceproblemsexperiencedintenselyinthefirstyearbetweenthebusinessandthepersonnelmember.Intermsoftheworkingperiodintheprofession,aninterestingresultemergedamonggroupsinthenormativecommitmentaspect.Thelevelofnormativecommitmentofpeoplewith6-10yearsofexperiencewasfoundtobelowerthanthatofthepeoplewith1-5yearofexperienceandwithexperiencemorethan16years.

When results are interpretedbasedondescriptive statistics, it is seen thatyoungpersonnelmembers’ levelofcommitment is lower in termsofagegroupswhereascommitmentincreaseswithage.Itisfoundthatthehighestlevelofaffectivecommitmentbasedontheeducationleveloftheemployeesbelongstograduatesofanassociatedegreewhilethelowestlevelofcommitmentbelongstothegraduatesofprimaryschoolinthecontinuancecommitmentdimension.Anotherstrikingfinding


isthatemployeeswhohavechangedfourormoreworkplaceshavelowerlevelofcommitmentcomparedtotheoneswhohavenotworkedinanywhereelsebefore.

Thefollowingcanbesuggestedassomeprecautionsinorder toformanddevelop organizational commitment in accommodation facilities: Directing andenlighteningtheemployeesinlinewiththegoalsoftheorganization,trainingtheemployees, providing transparency in information and communication, ensuringtheparticipationofemployeesindecisionmaking,improvingworkingconditions,providing financial support, rewarding successful people, giving importance tocooperationandteamwork,approachingdiversityamongemployeeswithtoleranceand avoiding attitudes and behaviors that may affect employees’ motivationnegatively.

Although in thestudy70%of thebusinesses located in theEdremitBayArea and59%of the staffworking at thesebusinesseswere reached, itmade itimpossible to assess the five-star hotels as no five-star hotel had given feedbackto the study. However, while only two five-star hotels were present during theperiodthestudywasconducted,newfive-starhotelsthatmaybeopenedsoonareinquestion.Assessingthesewithinthescopeofsimilarstudiestobedoneinthefuturewillprovideabroaderassessmentanddiscussionsetting.Ontheotherhand,sincetherecanbedifferentresultsofsuchstudies,itwillbebeneficialthatsuchstudiesarerepeatedatcertainintervalsinboththeEdremitBayareaandotherregionsofTurkeyintermsofcomparingtheresults.

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