TOURISMOS is an international, multi-disciplinary, refereed (peer ...
TOURISMOS is an international, multi-disciplinary, refereed (peer ... TOURISMOS is an international, multi-disciplinary, refereed (peer ...
TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM Volume 6, Number 1, Spring 2011, pp. 193-212 UDC: 338.48+640(050) Table 10 Non-Monetary Aspects Topics Averages Increasing of Quality 44.5 Decreasing of Costs 44.5 Decreasing of Production Time 44.5 Increasing of Productivity 44.5 Increasing of Sales 44.5 Decreasing of Risks 43 Increasing of Guest Satisfaction 42 Increasing of Employee Satisfaction 43 General Average 43.8 In terms of non-monetary benefits, the first five topics have the highest averages in Table 10. ROI measurement enables identification of monetary and non-monetary aspects of training. CONCLUSIONS For the sample hotels, Sales-Food & Beverage software training program was used in order to increase participants’ productivity, time saving, decrease of faults and improve hotel processes. An average of 5.67 for a 7 Likert Scale was shown for ‘reaction level’, that indicates participants are satisfied with instructor, environment, software program, and business impact. For ‘learning level’, participants have an average of 5.9 (last day of training) and 5.3 (10 days after training). Over a longer time, they may have lower averages. In this context effectiveness of software training must be considered; especially over the middle- or longer-term. During the research period, most of the participants mentioned that training was useful for them in increasing quality of service, auditing and complying to technological standards. This research can be evaluated as a ground-breaking study with regard to measuring training results. In future, these kind of studies will become more popular and will contribute valuable input to human resource management applications. With the increase in the number of ROI studies it will be easier to persuade management of hotels to give training. As a limitation of the study, the findings represent only one hotel operating in Antalya city center. Therefore it is not possible to generalize 209
A. Akın Aksu & Sevcan Yildiz the findings. No attempt was made by the authors’ to generalize the conclusions of the study. The application in this study can be duplicated during a whole year period and differences in results could be noted for improving training programs. Due to lack of other ROI studies in the tourism sector of Turkey, it was not possible to compare the results of this study with others. REFERENCES Akıncıoğlu, N. (2005). Örgütlerde Eğitim Programlarının Maliyet Etkililik Açısından Değerlendirilmesi: TCMB İçin Bir ROI Modeli Uygulaması, Basılmamış Uzmanlık Yeterlilik Tezi, Türkiye Cumhuriyeti Merkez Bankası İnsan Kaynakları Genel Müdürlüğü. Aykaç, B. (1999). İnsan Kaynakları Yönetimi ve İnsan Kaynaklarının Stratejik Planlaması. Ankara, Nobel Yayın Dağıtım. Baltaş, A. (2000). Eğitim Sürecinde Sorumluluk Paylaşımı, Kaynak, Vol. 1, No.4, pp.1. Binbaşıoğlu, C. (1995). Eğitim Psikolojisi. Ankara, Yargıcı Matbaası. Cengizhan S. ve Ersun, O. (2000). Büyük Ölçekli İşletmelerde Eğitim Geliştirme Çalışmalarının Durum Saptaması, Paper presented at the 8.Ulusal Yönetim ve Organizasyon Kongresi Bildiriler, Erciyes Üniversitesi, Kayseri, 25-27 Mayıs 2000. Chmielewski, T.L. and Phillips, J.J. (2002). Measuring Return-On-Investment in Government: Issues and Procedures, Public Personel Management, Vol. 31, No.2, pp.227. Choe, C.W. et al. (1997). Applying the Balanced Scorecard to Small Companies. Management Accounting, August, pp.76. Fındıkçı; İ. (2000). İnsan Kaynakları Yönetimi. İstanbul, Alfa Basın Yayın. Frigo, M.L. (2002). Strategy and Balanced Scorecard. Strategic Finance, November, pp.48. Kaplan, R.S. & Norton, D.P. (1992). The Balanced Scorecard-Measures That Drive Performance. Harvard Business Review, January-February, pp.71- 79. Kaygusuz, S. (2005). Yönetim Muhasebesinin Performans Yönetimi Fonksiyonunda Geldiği Son Nokta: Balanced Scorecard. Endüstri İlişkileri ve İnsan Kaynakları Dergisi, Vol. 7, No.1, pp.81-103. Kirkpatric, D.L. (2000). Evaluating Training Programs: The Four Levels. The ASTD Handbook of Training Design and Delivery. USA, Mc Graw-Hill. Miller, M.(1999). Evaluate Training on These Four Levels, Credit Union Magazine, Vol. 65, No.5, pp.25. Moscoe, F.K. (1996). Evaluating Training Prorams: The Four Levels, Journal of Career Planning & Employment, Vol. 57, No.1, pp. 16. Mucuk, İ. (2001). Modern İşletmecilik. İstanbul, Türkmen Kitapevi. 210
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A. Akın Aksu & Sevc<strong>an</strong> Yildiz<br />
the findings. No attempt was made by the authors’ to generalize the<br />
conclusions of the study.<br />
The application in th<strong>is</strong> study c<strong>an</strong> be duplicated during a whole year<br />
period <strong>an</strong>d differences in results could be noted for improving training<br />
programs.<br />
Due to lack of other ROI studies in the tour<strong>is</strong>m sector of Turkey, it<br />
was not possible to compare the results of th<strong>is</strong> study with others.<br />
REFERENCES<br />
Akıncıoğlu, N. (2005). Örgütlerde Eğitim Programlarının Maliyet Etkililik<br />
Açısınd<strong>an</strong> Değerlendirilmesi: TCMB İçin Bir ROI Modeli Uygulaması,<br />
Basılmamış Uzm<strong>an</strong>lık Yeterlilik Tezi, Türkiye Cumhuriyeti Merkez<br />
B<strong>an</strong>kası İns<strong>an</strong> Kaynakları Genel Müdürlüğü.<br />
Aykaç, B. (1999). İns<strong>an</strong> Kaynakları Yönetimi ve İns<strong>an</strong> Kaynaklarının Stratejik<br />
Pl<strong>an</strong>laması. Ankara, Nobel Yayın Dağıtım.<br />
Baltaş, A. (2000). Eğitim Sürecinde Sorumluluk Paylaşımı, Kaynak, Vol. 1, No.4,<br />
pp.1.<br />
Binbaşıoğlu, C. (1995). Eğitim Psikoloj<strong>is</strong>i. Ankara, Yargıcı Matbaası.<br />
Cengizh<strong>an</strong> S. ve Ersun, O. (2000). Büyük Ölçekli İşletmelerde Eğitim Geliştirme<br />
Çalışmalarının Durum Saptaması, Paper presented at the 8.Ulusal<br />
Yönetim ve Org<strong>an</strong>izasyon Kongresi Bildiriler, Erciyes Üniversitesi,<br />
Kayseri, 25-27 Mayıs 2000.<br />
Chmielewski, T.L. <strong>an</strong>d Phillips, J.J. (2002). Measuring Return-On-Investment in<br />
Government: Issues <strong>an</strong>d Procedures, Public Personel M<strong>an</strong>agement, Vol.<br />
31, No.2, pp.227.<br />
Choe, C.W. et al. (1997). Applying the Bal<strong>an</strong>ced Scorecard to Small Comp<strong>an</strong>ies.<br />
M<strong>an</strong>agement Accounting, August, pp.76.<br />
Fındıkçı; İ. (2000). İns<strong>an</strong> Kaynakları Yönetimi. İst<strong>an</strong>bul, Alfa Basın Yayın.<br />
Frigo, M.L. (2002). Strategy <strong>an</strong>d Bal<strong>an</strong>ced Scorecard. Strategic Fin<strong>an</strong>ce,<br />
November, pp.48.<br />
Kapl<strong>an</strong>, R.S. & Norton, D.P. (1992). The Bal<strong>an</strong>ced Scorecard-Measures That<br />
Drive Perform<strong>an</strong>ce. Harvard Business Review, J<strong>an</strong>uary-February, pp.71-<br />
79.<br />
Kaygusuz, S. (2005). Yönetim Muhasebesinin Perform<strong>an</strong>s Yönetimi<br />
Fonksiyonunda Geldiği Son Nokta: Bal<strong>an</strong>ced Scorecard. Endüstri İlişkileri<br />
ve İns<strong>an</strong> Kaynakları Derg<strong>is</strong>i, Vol. 7, No.1, pp.81-103.<br />
Kirkpatric, D.L. (2000). Evaluating Training Programs: The Four Levels. The<br />
ASTD H<strong>an</strong>dbook of Training Design <strong>an</strong>d Delivery. USA, Mc Graw-Hill.<br />
Miller, M.(1999). Evaluate Training on These Four Levels, Credit Union<br />
Magazine, Vol. 65, No.5, pp.25.<br />
Moscoe, F.K. (1996). Evaluating Training Prorams: The Four Levels, Journal of<br />
Career Pl<strong>an</strong>ning & Employment, Vol. 57, No.1, pp. 16.<br />
Mucuk, İ. (2001). Modern İşletmecilik. İst<strong>an</strong>bul, Türkmen Kitapevi.<br />
210