Travel Reference
In-Depth Information
Table 6. Result of the unrotated factor extraction from
the 3 questions representing performance appraisal.
has a comprehensive flexible benefits scheme
statistically significant. This is in concurrent with
Gounaris (2008) contention that compensation
has a direct affect to employee job performance
and satisfaction. As for the performance appraisal
practices, it was found that the employer inform
the performance appraisal result to hotel employ-
ees by using formal feedback system. Furthermore,
it was also found that hotel employers include set-
ting up objectives and goals before the perform-
ance appraisal is conducted. The most important
analysis in performance appraisal was that it was
found that hotel employer' emphasis job relevant
criteria in appraising employees in which Crick
and Spencer (2011) asserted as the main ingredi-
ent to excellent performance appraisal program. In
this study, from the academic perspective, revealed
that the compensation and performance appraisal
practice in the selected sampling (Klang Valley)
met the standard of best practices. Practically, this
study helps hotel employer to acknowledge the
importance of compensation and performance
appraisal system as part of the Human Resource
Management practice. To sum up, it is worth not-
ing that this study enhances our understanding of
the current Human Resource Management prac-
tices predominantly towards the compensation
and performance appraisal practice.
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
=
0.70
Bartlett's Test of Sphericity
=
208.959, Significance
=
.00
Source: Data analysis 2013
Table 7. The result of varimax rotated factor matrix for
performance appraisal.
Source: Data analysis (2013); LD: Factor Loading
is statistically significant. (Hair, et al., 2004) There is
a high degree of interrelationship between the ques-
tions within the scope of the Performance Appraisal.
The unrotated factor solution extracted shows the
Eigenvalues are equal to one and according to Table
6, these three factors account for 100 percent of the
explained cumulative percentage, with the first fac-
tor explaining 71.0 percent of the variance.
The pattern loadings, factor structure and
factor interpretation are shown in Table 7. The
dimensions were defined by the variables with sig-
nificant factor loadings of 0.60 and above. Relia-
bility tests on each of the factors indicated that the
Cronbach's Alpha coefficient was above 0.79. This
means that the three questions were all accepted.
Based on the analysis, the respondents' reports that
their employer inform the performance appraisal
results to them using a formal system (0.82). Other
than that, it was also found that, their perform-
ance appraisal includes the setting of objectives
and goals by the supervisor for a period ahead
when consultation with them (0.86). In addition,
the employers also do emphasize job relevant crite-
ria in the performance appraisal (0.85). Therefore,
the respondents' are all agreed that their employer
have developed an effective performance appraisal
system based on their feedback in this study.
REFERENCES
Ahmad, R. & Ali, N.A. (2004). Performance appraisal
decision in Malaysian public service. International
Journal of Public Sector Management, 17 (1), 48-64.
Arnett, D.B., Laverie, D.A. & McLane, C. (2002). Using
job satisfaction and pride as internal-marketing tools.
The Cornell Hotel and Restaurant Administration
Quarterly, 43 (2), 87-96.
Crick, A.P. & Spencer, A. (2011). Hospitality quality:
New directions and new challenges. International
Journal of Contemporary Hospitality Management,
23 (4), 463-478.
Euromonitor Report. (2010). Euromonitor internation-
al's top 100 city destination ranking Passport Travel
Tourism. Euromonitor International .
Frye, M.B. (2004). Equity-based compensation for
employees: firm performance and determinants. Jour-
nal of Financial Research, 27 (1), 31-54.
Gould-Williams, J. (2003). The importance of HR prac-
tices and workplace trust in achieving superior per-
formance: a study of public-sector organizations.
International Journal of Human Resource Manage-
ment, 14 (1), 28-54.
Gounaris, S. (2008). Antecedents of internal marketing
practice: Some preliminary empirical evidence. Inter-
national Journal of Service Industry Management,
19 (3), 400-434.
Hair, J., Anderson, R., Tatham, R. & Black, W. (2004).
Multivariate data analysis (5th ed.). Madrid: Prentice
Hall.
5
DISCUSSIONS AND CONCLUSION
Based on the analysis, it was found that hotel
employees' financial reward consists of expecta-
tion, promotion based on seniority and employee
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