dEjournals Home Page
Economica
Opening page Current
Archives Search
Register Login

Economica

Vol. 15 No. 1-2 (2024)
Articles

Study of employee performance measurement, evaluation and management practices in tourism and catering companies in Szeklerland(with special reference to Harghita county)

Published:
2024-05-22
DOI Linkhttps://doi.org/10.47282/economica/2024/15/1-2/13493
Author
Annamária Lőrincz
View
pdf (Hungarian)
Keywords
performance measurement benchmarking performance management human resources business performance
How To Cite
Selected Style: APA
Lőrincz, A. (2024). Study of employee performance measurement, evaluation and management practices in tourism and catering companies in Szeklerland(with special reference to Harghita county). Economica, 15(1-2), 22-32. https://doi.org/10.47282/economica/2024/15/1-2/13493
Abstract

As a resource, people are one of the most important factors in the modern economy. From a subjective measurement approach, it can form the basis of business performance measurement. In this research, I am looking for answers to the question: what does business practice show, and how consistent is it with theoretical findings? The results of the research show that companies operating in the hospitality sector in Harghita County are consistently aware of the fact that employee performance contributes greatly to company performance.  For this very reason, employee guidance, performance monitoring and feedback are considered significantly important. Employee performance is measured and evaluated informally, often on a monthly basis. The standardised, formal form of measurement, on the other hand, is only done annually, from time to time when necessary. However, its frequency increases significantly with the size of the company. Companies are moderately satisfied with the current employee performance measurement and evaluation. They are therefore aware that there is room for improvement. In their opinion, the introduction of a performance management system in the future would make a significant contribution to solving the problems discussed in the research. In doing so, it would also contribute to the improving of the company's business performance at the same time. Our development objective could be to provide guidance in this area for the future.

References
  1. Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Using performance management to win the talent war. Business Horizons, 55(6), 609-616.
  2. Becker, B., & Huselid, M. (2006). Strategic human resource management: Where do we go from here?. Journal of Management, 32(6), 898–925.
  3. Bianchi, C., Bovaird, T., & Loeffler, E. (2017). Applying a dynamic performance management framework to wicked issues: how coproduction helps to transform young people’s services in Surrey county Council, UK. International Journal of Public Administration, 40(10), 833-846.
  4. Bourne, M., Franco-Santos, M., Micheli, P., & Pavlov, A. (2018). Performance measurement and management: a system of systems perspective. International Journal of Production Research, 56 (8), 1-12.
  5. Chivu, L., Georgescu, G., Bratiloveanu, A., & Bancescu, I. (2020). Under pressure: Romania's labour market review. Landmarks of labour shortages (No. 200325). Working Papers.
  6. Csesznák, A., & Wimmer, Á. (2012). Vállalati teljesítménymérés a döntéstámogatás tükrében. Vezetéstudomány-Budapest Management Review, 43(7-8), 99-116.
  7. Dajnoki K., & Filep R. (2020). A teljesítménymérés módszerei a KKV szektorban. Jelenkori társadalmi és gazdasági folyamatok, 15 (3-4), 55–64.
  8. Datt, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labour productivity: Does industry matter?. Academy of Management Journal, 48(1), 135–145.
  9. Garengo, P., Sardi, A., & Nudurupati, S. S. (2022). Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review. International Journal of Productivity and Performance Management, 71(7), 3056-3077.
  10. Kampkötter, P. (2017). Performance appraisals and job satisfaction. International Journal of Human Resource Management, 28(5), 750-774.
  11. Krajcsák, Z. (2018). Az alkalmazotti elkötelezettség relatív fontossága a munka megváltozó világában. Vezetéstudomány-Budapest Management Review, 49(2), 38-44.
  12. Kubiak, E. (2022). Increasing perceived work meaningfulness by implementing psychological need-satisfying performance management practices. Human Resource Management Review, 32(3), 100792.
  13. Lappalainen, P., Saunila, M., Ukko, J., Rantala, T., & Rantanen, H. (2019). Managing performance through employee attributes: implications for employee engagement. International Journal of Productivity and Performance Management, 69(9), 2119-2137.
  14. Márkus, G., & Rideg, A. (2021). A magyar mikro-, kis-és középvállalatok versenyképessége és pénzügyi teljesítménye. Közgazdasági Szemle, 68(6), 617-644.
  15. Nankervis, A., & Stanton, P. (2010). Managing employee performance in small organisations: challenges and opportunities. International Journal of Human Resources Development and Management, 10(2), 136-151.
  16. Nankervis, A., & Compton, R. (2006). Performance management: theory in practice?, Asia Pacific Journal of Human Resources, 44(1), 74–81.
  17. Poovathingal, J.S., & Kumar, D.V. (2018). Quantifying the contribution of competencies toward performance. International Journal of Productivity and Performance Management, 67(4), 693-716.
  18. Pollitt, C., (2017). Performance management 40 years on: a review, Some key decisions and consequences. Public Money & Management, 38(3), 167-174.
  19. Saridakis, G., Lai, Y., & Cooper, C. L. (2017). Exploring the relationship between HRM and firm performance: A meta-analysis of longitudinal studies. Human resource management review, 27(1), 87-96.
  20. Sardi, A., Sorano, E., Ferraris, A. & Garengo, P. (2020). Evolutionary paths of performance measurement and management system: the longitudinal case study of a leading SME”. Measuring Business Excellence, 24(4), 495-510.
  21. Sardi, A., Garengo, P., & Bititci, U.S. (2019). Measurement and management of competences by enterprise social networking. International Journal of Productivity and Performance Management, 68(1), 109-126.
  22. Schultz, T. W. (1982). Investing in people: The economics of population quality. Univ of California Press.
  23. Smith, M., & Bititci, U.S. (2017). Interplay between performance measurement and management, employee engagement and performance. International Journal of Operations and Production Management, 37(9), 1207-1228.
  24. Smith, M.K. (2018). High-involvement innovation: views from frontline service workers and managers. Employee Relations, 40(2), 208-226.
  25. Szondi, R., & Gergely, É. (2021). A teljesítményértékelés és visszajelzések összefüggései a karriersikerrel. Jelenkori Társadalmi és Gazdasági Folyamatok, 16(1-2), 91-101.
  26. Thuy, N., & Trinh, E. (2020). Human Resource Development: Overview of the Performance Evaluation and Performance Appraisal viewpoints. Journal La Bisecoman, 1(5), 15-19.
  27. Wimmer, Á. (2004). Üzleti teljesítménymérés az értékteremtés szolgálatában. Vezetéstudomány-Budapest Management Review, 35(9), 2-11.