Human resource management, commitment and performance links in Iran and Turkey

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dc.authoridKuzey, Cemil/0000-0003-0141-1744|Torlak, Nuri Gökhan/0000-0003-1229-0554
dc.authorwosidKuzey, Cemil/AAT-6872-2020
dc.authorwosidTorlak, Nuri Gökhan/GLU-5744-2022
dc.contributor.authorTorlak, N. Gokhan
dc.contributor.authorKuzey, Cemil
dc.contributor.authorRagom, Maral
dc.date.accessioned2024-07-18T20:47:15Z
dc.date.available2024-07-18T20:47:15Z
dc.date.issued2018
dc.departmentİstanbul Bilgi Üniversitesien_US
dc.description.abstractPurpose The purpose of this paper is to investigate the influences of human resource management (HRM) practices on organizational commitment (OC), individual job performance (IJP) and organizational performance (OP) and the effects of OC on IJP and OP at travel agencies in Iran and Turkey. Given research site observation, improving HRM practices fostering OC, IJP and OP was essential to high service quality in hospitality industry. Design/methodology/approach Data were collected through a survey based on interview and e-mail from 440 employees working at travel agencies in both countries. Analysis methodology included demographic statistics, descriptive statistics, factor analysis, reliability analysis, correlation analysis and multiple regression analysis. Findings Only reward (RE), teamwork (TW), job description (JD), delegation (DL) and career management (CM) influenced affective commitment (AC); JD and CM affected continuance commitment (CC); and recruitment and selection (RS), RE, salary and wage (SW), TW, DL, job security (JS) and CM influenced normative commitment (NC) significantly and positively. Likewise, only RS, TR, SW, TW, DL and CM affected IJP; and TR, JS and CM affected OP significantly and positively. Finally, AC, CC and NC influenced IJP and only AC and CC impacted OP significantly and positively. Research limitations/implications Sample and number of respondents were limited. Generalization of findings was not possible. E-mail respondents raised the problem of who filled the form. Scales did not include personality traits, socio-cultural features and economic conditions which should be explored. However, the research provided recommendations to travel agencies in both countries. Originality/value This study filled the gap in hospitality industry in Iran and Turkey where research works into wide-ranging HRM practices-OC-IJP-OP links were few and far between.en_US
dc.identifier.doi10.1108/IJPPM-11-2017-0298
dc.identifier.endpage2017en_US
dc.identifier.issn1741-0401
dc.identifier.issn1758-6658
dc.identifier.issue9en_US
dc.identifier.startpage1994en_US
dc.identifier.urihttps://doi.org/10.1108/IJPPM-11-2017-0298
dc.identifier.urihttps://hdl.handle.net/11411/7744
dc.identifier.volume67en_US
dc.identifier.wosWOS:000451336200029en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofInternational Journal of Productivity and Performance Managementen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectOrganizational Commitmenten_US
dc.subjectOrganizational Performanceen_US
dc.subjectHuman Resource Management Practicesen_US
dc.subjectIndividual Job Performanceen_US
dc.subjectTravel Agencyen_US
dc.subjectOrganizational Commitmenten_US
dc.subjectHrm Practicesen_US
dc.subjectNormative Commitmenten_US
dc.subjectJob-Performanceen_US
dc.subjectWorken_US
dc.subjectTeamworkingen_US
dc.subjectImpacten_US
dc.subjectAntecedentsen_US
dc.subjectContinuanceen_US
dc.subjectTurnoveren_US
dc.titleHuman resource management, commitment and performance links in Iran and Turkeyen_US
dc.typeArticleen_US

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