IZVORNI ZNANSTVENI RAD ORIGINAL SCIENTIFIC PAPER Sandra … · ljudski kapital mora biti visoko prilagodljiv filozofiji tvrtke, a Camisón (1996) ukazuje na ôinjenicu kako su kvalificirani

IZVORNI ZNANSTVENI RAD ORIGINAL SCIENTIFIC PAPER

UDK: 640.412(460.35)

JEL classification: L89M14

Sandra M° SÁNCHEZ CAÑIZARES*Tomás J. LÓPEZ-GUZMÁN GUZMAN"

POVEZANOST STUPNJA OBRAZOVANJA, PREDANOSTITVRTKIIZADOVOLJSTVA ZAPOSLENIKA: ANALIZA HOTELSKIH KUÖA U

ANDALUZIJI (áPANJOLSKA)

THE RELATIONSHIP BETWEEN LEVEL OF EDUCATION,ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION: AN ANALYSIS

IN HOTEL ESTABLISHMENTS IN ANDALUSIA (SPAIN)

SA¿ETAK: Nisu svi zaposlenici sposobni getierirati vjeätine i resurse kojima bi se ostvarilaorganizacijska produktivnost. Samo su kvalificirani ljudski resursi (HR), prepoznati i odani politicitvrtke, dio organizacijskih kompetencija. Stoga su Cimbenici zadovoljstva zaposlenika radom tepredanost tvrtki dvije kljuCne varijable koje moramo analizirati kako bismo ispravno procijenili ipravilno upravljali ljudskim kapitalom tvrtke. Posebno se velika vaánost pridaje vrijednostiobrazovanja zaposlenika u svjetlu konkurentnosti turizma, ato je u skladu s pretpostavkom kakostupanj obrazovanja zaposlenika izravno utjeCe na kvalitetu turistiôkih usiuga. Cilj je ovog ölankaanalizirati zadovoljstvo radnim mjestom i organizacijske obveze zaposlenika hotelskih kuca uAndaluziji (Spanjolska), destinaciji Cija je nesumnjiva konkurentska vainost u turizmu neupitna.Pronadene su evidentne razlike u stupnju obrazovanja zaposlenika, tako da rezultati svakakoohrabruju odjele upravljanja ljudskim resursima na identifikaciju, odriavanje i razvoj resursa ipotencijalnih sposobnosti njihovog Ijudskog kapitala.

KLJUÔNE RIJEél: obrazovanje, zadovoljstvo zaposlenika, predanost tvrtki. ljudski resursi,hoteli, Andaluzija

SUMMARY: Not all employees are capable of generating skills and resources that may result inorganizational productivity. Only qualified Human Resources, identified and committed to thecompany policy, are a part of the organization's competences. Therefore, elements like the worker'sjob satisfaction or the organizational commitment are two fundamental variables that need to beanalyzed for the measurement and correct management of the company's human capital. Furthermore,the importance that the value of the workers' education presents towards competitiveness in tourism ishighlighted since it is assumed that staff education is directly related to the quality of tourist service.The purpose of this paper is to analyze the relationship among educational level, job satisfaction, andorganizational commitment of the employees of the hotel establishments in Andalusia (Spain), adestination of undeniable competitive significance in tourism. Evident differences were found amongthe level of education of workers, so the results have to encourage the human resources managementto identify, maintain, and develop the resources and potential capabilities of their human capital.

KEYWORDS: education, job satisfaction, organizational commitment, human capital, hotels,Andalusia

* Professor Sandra M" Sánchez Cañizares, University of Cordoba, doctor in Management Science•• Professor Tomás J. López-Guzmán Guzman, University of Cordoba, phD in Economics

38 Acta turistica. Vol 22 (2010), No 1, pp 1-130

1. UVOD

Vaznost proucavanja ljudi i njihova po-naáanja u danasnjim je organizacijama neu-ptina, posebice kada govorimo o usluznomsektoru. Iz rastucih je globalizacijskih tren-dova proizagla potraga za novim strategi-jama koje omogucavaju dosezanje konku-rentske prednosti te, kada konkurencijamoze tako imitirati proizvode i usluge, lo-jalnost potroSaca mora se podrzavati razti-kovnim faktorima umjesto samo opiptjivimkarakteristikama ustuge. Dokazana je ¿inje-nica kako je razvoj tjudskih resursa vitatnopitanje koje se nametnuto u svjetskom turi-zmu dana§njice te ce se ono u buducnostinaci u sredistu interesa turistickog menadz-menta (Esichaikul i Baum, 1998; Connolty iMcGing, 2006), buduci da je u njemu sadr-zana sama bit kvalitete turisticke ponude(Amoah i Baum, 1997).

Stoga, zbog povecane potrebe za prila-godavanjem novim trendovima, Ijudski sekapital smatra kljuönim i diferencirajucimelementom iz ôijih se sposobnosti mogu ra-zviti trajne konkurentske prednosti. Ljudskikapital u turizmu mozemo deflnirati kaokolicinu znanja (know-how) i vjeätina ko-jima raspotaze osobtje zaposleno u navede-nom sektoru, a koje su proizasle iz ulaganjau formalno obrazovanje te stjecanje praktic-nih znanja radnim iskustvom. (Lillo et al.,2007).

Nadalje, vaínost koju stupanj obrazova-nja zaposlenika ima u ostvarivanju konku-rentnosti u turizmu nagla§ava se indikato-rima kao sto su Monitor konkurentnosti{Competitiveness Monitor) koji je razviloSvjetsko vijece za putovanja i turizam(World Tourism and Travel Council -WTTC) u suradnji sa SveuöiliStem u Nottin-ghamu. Ovim se Monitorom profllirao in-deks turistiöke konkurentnosti koji sadrziosam skupina faktora, a medu njima je i je-dan koji se odnosi iskljuöivo na Ijudske re-surse. Ovim se indikatorom ocjenjuje kva-

1. INTRODUCTION

The importance of the study of peopleand their behaviour in today's organizationsis unquestionable, especialty when referringto the service sector. The increasing global-ization has provided the search for newstrategies that permit to obtain competitiveadvantages and, once products and servicesare easily imitable by competitors, the cus-tomer's toyalty has to be supported by dis-tinct factors rather than just the tangible at-tributes of the service. Human resource de-vetopment has been identified as the vitatissue facing wortd tourism today, and it de-vetops into the ftiture as the central focus ofmanagement in hospitality industry (Esi-chaikul and Baum, 1998; Connolty andMcGing, 2006), since it constitutes the veryessence of quality in totirism supply(Amoah and Baum, 1997).

Thus, the increasing necessity of adap-tation to this new scenery considers the hu-man capital as an essential and differentia-ting element, capable of introducing dtirablecompetitive advantages. We can deflne hu-man capital in tourism as the quantity ofknow-how and skills owned by the staff inthis sector, which originated in investmentsthrough formal education and work training(Lillo e/a/., 2007).

Furthermore, the importance that thevalue of the workers' education presentstowards competitiveness in tourism is high-lighted through indicators such as the Com-petitiveness Monitor developed by theWorld Tourism and Travel Council in coop-eration with the University of Nottingham.This Monitor develops an index of touristcompetitiveness, combining eight groups ofindicators where we can find a specific oneregarding Human Resources. This indicatorevaluates the quatity of the factor work ac-cording to the Education Index of theUnited Nations, because it is assumed thatstaff level of education is directly related to

s.M. Sánchez Cañizares, T.J. López-Guzmán Guzman: Povezanost stupnja obrazovanja, predanosti tvrtki... 39

liteta faktora rada prema Indeksuobrazovanosti Ujedinjenih naroda (the Edu-cation Index of the United Nations), buducida se pretpostavija kako je stupanj obrazo-vanja zaposlenika direktno povezan s kva-litetom turistiôke usluge. Problematika vaz-nosti ljudskih resursa te njihova obrazovanjaza potrebe turizma u cjelini analizira se ustruônoj literaturi (Amoah i Baum, 1997;Baum i Nickson, 1998; Esichaikul i Baum,1998; Jayawardena, 2001; O'Mahony i Sil-litoe, 2001; Knowles et al., 2003; Littlejohni Watson, 2004; Connolly i McGing, 2006).

S druge pak strane, nisu svi zaposlenicisposobni generirati vjeätine i resurse kojimabi se ostvarila organizacijska produktivnost.Stoga, Messmer (1999) zakljuCuje kakoljudski kapital mora biti visoko prilagodljivfilozofiji tvrtke, a Camisón (1996) ukazuje naôinjenicu kako su kvalificirani ljudski resursi,prepoznati i odani politici tvrtke, dioorganizacijskih kompetencija. Stoga suôimbenici poput zadovoljstva zaposlenikaradom koje ukazuje na stupanj naklonostiprema radnim zadacima ili predanost tvrtki, usmislu osjecaja pripadnosti i identificiranja sistom, dvije kljuône varijable koje moramoanalizirati kako bismo ispravno procijenili ipravilno upravljali ljudskim kapitalom tvrtke,ili, kao ato Collins (2004:309) naglaäava"stara premisa, kako su ljudi vaäe najvecebogatstvo, potpuno je promaäena. Pravi suljudi vaä najvainiji resurs".

U brojnim je studijama dokazana vezaizmedu stupnja obrazovanja, profesionalnogzadovoljstva te predanosti tvrtki: Morris iSherman (1981), Hunt et al. (1985), Kokkoi Guerrier (1994), Clark i Oswald (1996),Sloane i Williams (1996) Grund i Slivka(2001), Gazioglu i Tansel (2002). Sliônotome, utvrdeno je postojanje pozitivne vezeizmedu stupnja obrazovanja, zadovoljstva tepredanosti u orijentaciji prema potroaaôu(Ceyhan, 2004). U turizmu je stoga kljuônopoznavati povezanost navedenih varijablibuduci da se radi o aktivnosti ôiji je glavnifaktor konkurentnosti ostvarivanje adekva-tno orijentirane usluge prema potroaaôima.

the quality of tourist service. The impor-tance of human resources and their educa-tion for the tourism industry has been ana-lyzed in the specialized literature (Amoahand Baum, 1997; Baum and Nickson, 1998;Esichaikul and Baum, 1998; Jayawardena,2001; O'Mahony and Sillitoe, 2001;Knowles et al., 2003; Littlejohn and Wat-son, 2004; Connolly and McGing, 2006)

On the other hand, not all employees arecapable of generating skills and resourcesthat may result in organizational productiv-ity. Thus, Messmer (1999) maintains thatthe human capital has to present a highadaptability to the company's philosophy,and Camisón (1996) indicates that qualifiedHuman Resources, identified and committedto the company policy, is a part of the or-ganization's competences. Therefore, ele-ments like the worker's job satisfaction, thatindicates a degree of the level of well-beingtowards his/her task, or the organizationalcommitment, as a sense of belonging andidentification with the organization, are twofundamental variables that need to be ana-lyzed for the measurement and correct man-agement of the company's human capital.As Collins (2004:309) asserts "the old adagethat people are your most important asset iswrong. The right people are your mostimportant asset".

In numerous studies, the connectionbetween level of education, career satisfac-tion and organizational commitment hasbeen proved: Morris and Sherman (1981),Hunt et al. (1985), Kokko and Guerrier(1994), Clark and Oswald (1996), Sloaneand Williams (1996) Grund and Slivka(2001), Gazioglu and Tansel (2002).Likewise, a positive connection is found inboth level of education, satisfaction andcommitment on customer orientation(Ceyhan, 2004). Thereby, in tourism, under-standing the dependence between these va-riables is capital, since we are dealing withan industry whose main competitivenesssign is an adequate customer service.


Tako dolazimo do glavnog cilja ovogôlanka: analizirati povezanosti stupnja obra-zovanja, zadovoljstva zaposlenika i preda-nost tvrtki zaposlenika u tvrtkama koje sudominantno orijentirane na usluzni sektor:hotelskim kucama. Ostali ciljevi ovogôlanka su sljedeci:

• Analizirati varijable koje dovode do vi-äeg/nizeg stupnja sveukupnog zadovolj-stva zaposlenika, kroz povezanost sastupnjem obrazovanja radne snage

• Istraziti utjecaje koje pojedini elementiradnog procesa imaju na stupanj preda-nosti tvrtki (prema stupnju obrazovanjazaposlenika).

Terensko se istrazivanje odvijalo u des-tinaciji smjeätenoj na Iberskom poluotoku,destinaciji ôija je nesumnjiva konktirentnavaznost u turizmu neupitna: Andaluzija(Spanjolska). Koriätenjem specifiônih stati-stiôkih tehnika prouôavane su raziike u stu-pnju obrazovanja Ijudskoga kapitala ove de-stinacije te utjecaj stupnja obrazovanjazaposlenika na njihovo zadovoljstvo radom,kao i stupanj njihove predanosti tvrtki.

Dobiveni ce nam rezultati omogucitiproäirivanje znanja o ljudskoj komponentiove grane hotelskog menadzmenta s obzi-rom na njegovu znaôajnu vaznost u turizmukoja proizlazi iz direktne povezanosti s kli-jentima, bez posrednika. Ti ce zakljuôciukazati na korake u upravljanju Ijudskim re-sursima potrebnima kako bi se implementi-rale strategije koje ce omoguciti identiflci-ranje, odrzavanje te razvijanje resursa ipotencijalnih sposobnosti koje nudi Ijudskikapital pojedinih tvrtki.

2. TEORIJSKI OKVIR

U ovom ce se radu revidirati varijable uskiadu s literaturom; sveukupno zadovolj-stvo zaposlenika i predanost tvrtki, nakonôega ce uslijediti analiza utjecaja stupnjaobrazovanja na navedene varijable.

Having said that, the main purpose ofthis paper is to analyze the relationship be-tween the level of education, job satisfac-tion, and organizational commitment of theemployees in certain types of organizationsthat have considerable weight in the servicesector: hotel establishments. The speciflctargets of the study are as follows:• The analysis of variables that lead to a

higher/lower degree of overall job satis-faction, identified in relation to theworkforce's education.

• The research of the influence that someelements of the work have on the levelof organizational commitment, accor-ding to the worker's education.

The fleldwork has been developed inone destination located in the Iberian Penin-sula and of undeniable competitive signifl-cance in tourism: Andalusia (Spain). Bymeans of distinct statistical techniques westudy the differences in the level of educa-tion of the human capital at this destinationand the influence of the workers' educationon their job satisfaction, plus their level ofcommitment towards the organization.

The results obtained will permit broad-ening tlie knowledge of the human compo-nent of this branch of hotel management dueto its signiflcant relevance in this sector, be-cause of its direct interrelation with clients,without any intermediaries. The achievedconclusions will indicate the steps of humanresources management towards the imple-mentation of strategies that will permit toidentify, maintain, and develop the resourcesand potential capabilities that the hiunancapital of the organizations has to offer.

2. THEORETICAL FRAMEWORK

At this section, we will make a revisionof the variables according to specialized li-terature, overall job satisfaction and organi-zational commitment, followed by theanalysis of the influence of the level of edu-cation on those variables.


2.1. Zadovoljstvo poslom

Temeljem brojnih definicija ovog pojmakoje se mogu pronaói u organizacijsko-bi-hevioralnim studijama, sveukupno se zado-voljstvo poslom moie smatrati "multi-dimenzionalnim i multidisciplinarnimkonceptom koji obuhvaca emocionalno sta-nje, stavove, osjecaje ili razinu blagostanjakoje pojedinac povezuje sa svojim zaposle-njem, ato pak proizlazi iz vece ili manje dis-krepancije u odnosu na ranija ili trenutnaoöekivanja zaposlenika, a koja se odnose nabonuse i vaánosti njihova radnog mjesta,kao i do koje su mjere njihova oöekivanjaefektivno ispunjena (Sánchez et o/., 2007).

Pregledom literature naglaäene su pos-ljedice ove ideje na varijable kao ato su:fluktuacija radne snage (Sousa-Poza i Hen-neberger, 2004; Harrison et al., 2006); od-sutnost (Johansson i Palme, 1996; Engströmet al., 2003; Harrison et al., 2006); produk-tivnost (Iaffaldano i Muchinsky, 1985; Or-gan i Ryan, 1995; Hwang i Chi, 2005); tezadovoljstvo potroäaöa (Ugboro i Oben,2000; Judge et al., 2001; Amett et al.,2002). Povezano s time, Gallupova istrazi-vanja (Cornfield, 1999) potvrdila su kako seu odjelima s boljim radnim okruzenjem i vi-äim zadovoljstvom zaposlenika biljeái vecaproduktivnost, rentabilnost i zadovoljstvopotroäaöa. Stoga se analiza zadovoljstva za-poslenika, kada se identificira kao faktorpoboljSanja kvalitete rada koji direktno ut-jeöe na zadovoljstvo potroäaöa, mora smat-rati prioritetom upravljanja Ijudskim resur-sima pojedine organizacije.

U turizmu, kada se preostale opipijivekarakteristike mogu Iako imitirati, konku-rentna prednost organizacije mora ukljuöi-vati potragu za izvrsnoäcu neopipljivih ka-rakteristika usluga.

Ljudski je kapital pojedinih tvrtki jedanod potpornih stupova konkurentnosti desti-nacije. Stoga je u organizacijama gdje per-cepcija usluge od strane potroäaöa ovisi oizravnom kontaktu sa zaposlenicima - kao

2.1. Job Satisfaction

Based on the numerous definitions ofthis element that can be found in organizati-onal behaviour studies, overall job satisfac-tion may be considered a "multidimensionaland multidisciplinary concept that assumesthe emotional state, attitude, sensation orwell-being degree experimented by the in-dividual towards his/her job, as conse-quence of a larger or smaller discrepancyfound in their past and present expectations,regarding the rewards and the role played bytheir jobs and to what degree these expec-tations are effectively achieved" (Sánchez etai, 2007).

Literature revision highlighted the reper-cussion of this construct over variables suchas staff turnover (Sousa-Poza and Henneber-ger, 2004; Harrison et ai, 2006); absenteeism(Johansson and Palme, 1996; Engström etal, 2003; Harrison et ai, 2006); performance(Iaffaldano and Muchinsky, 1985; Organ andRyan, 1995; Hwang and Chi, 2005); andclient's satisfaction (Ugboro and Oben, 2000;Judge et al.., 2001 ; Arnett et ai., 2002). Beingso, Gallup's studies (Cornfield, 1999) haveverified that departments with better workingenvironments and higher employees' satis-faction register higher productivity, renta-bility and clients' satisfaction.

Therefore, the analysis of the workers'satisfaction has to be considered a priorityby the human resources management of theorganizations, once it is assumed as a factorof improvement of the work quality thatdirectly influences the clients' satisfaction.

In tourism, the competitive advantagesofthe organizations must involve the searchfor the excellence ofthe intangible elementsofthe services, once the remaining tangibleattributes are easily imitable.

The human capital of the organizations isone ofthe supports for the competitiveness ofthe destination. Thus, in organizations wherethe clients' perception regarding the service itdepends on the direct contact witli theemployees of the organization - such as the


ato SU hoteiske kuce - od kljuöne vaznostiosigurati zadovoljstvo poslom, buduci da todirektno utjece na njihovu produktivnost ikvalitetu rada.

hotel establishments - it is crucial to ensurethe workers' degree of job satisfaction as itdirectly influences their productivity and thequality of their performance.

2.2. Predanost organizaciji

U literaturi se nude razne definicije"predanosti" (Porter et al., 1974; Blau iBoal, 1987; Price, 1997; Testa, 2001; Meyeri Herscovitch, 2001). Medutim, sve one is-ticu ideju kako ce predani radnik izraziti ci-Ijeve i vrijednosti tvrtke u skiadu sa zelje-nim nacinom napredovanja u profesionalnojkarijeri unutar te organizacije te uloziti ve-liki trud da ostvari svoj cilj (Mowday et al.,1979). Predanost tvrtki tako postaje "psiho-loákom poveznicom" koja utjeöe na djelo-vanje radnika u skiadu s ciljevima tvrtke cijije zaposlenik (Porter et al., 1974). Dakako,ne bismo smjeli zamijeniti pojam predanostisa zadovoljstvom. Zaposlenik moze biti za-dovoljan svojim poslom a da ne osjeti pri-padnost tvrtki koja ce ga udobrovoljiti daostane njen zaposlenik. Gledajuci s organi-zacijske pozicije, predanost je globalnija ka-rakteristika, konstantna u vremenu koja od-razava ukupni afektivni odnos prema tvrtki,dok je zadovoljstvo direktno povezano s ra-dnim polozajem i odredenim aspektima po-sla (Baker i Baker, 1999), s izravnijim reak-cijama na opipljive zadatke povezane sobavljanjem odredenog posla.

Istrazivanja vezana uz posljedice proiza-§le iz predanosti tvrtki kao i sveukupnog za-dovoljstva zaposlenika dominantno su sebazirala na uöinke fitiktuacije (Lin i Ma,2004; Van Breukelen et al., 2004), namje-rama da odu iz organizacije (Gellatly, 1995;Powell i Meyer, 2004), kao i na produktiv-nosti ili rezultate radnika koji su predanitvrtki (Ward i Davis, 1995; Leung et al.,1996). Tako se moze pretpostaviti kako cepredani zaposlenici ostati ¡ojaini te ce opti-malnim obavljanjem radnih zadaca indi-rektno doprinijeti lojalnosti potroäaca. Pos-ljediöno ce se, temeijem lojalnosti potroäaöa

2.2. Organizational Commitment

The literature presents varied defmitionsof "commitment" (Porter et al., 1974; Blauand Boal, 1987; Price, 1997; Testa, 2001;Meyer and Herscovitch, 2001). Nevertheless,all these definitions point out the idea that acommitted worker will share the objectivesand values of the organization in a way thathe/she wishes to progress in his/herprofessional career inside the organizationand put a lot of his/her effort in (Mowday etal., 1979). The organizational commitmentthen becomes a "psychological link" that in-fluences the worker into acting according tothe organization's targets. (Porter et al.,1974). But one should not conñise commit-ment with satisfaction. The worker may feelsatisfaction with his/her job and still notexperience that he/she belongs to the orga-nization in a sense that would make him/herstay in the organization. From the organiza-tional point of view, commitment is a moreglobal attitude, constant in time, which ref-lects a general affective response towards theorganization, while satisfaction is directlyconnected to a job position and certainaspects of the work (Baker and Baker, 1999)with more immediate reactions to tangibleaspects of certain tasks related to the job.

In relation to the consequences that re-sult from the organizational commitment aswell as from overall job satisfaction, the re-search studies have been essentially basedon the effects of turnover (Lin and Ma,2004; Van Breukelen et al., 2004) and theintention to leave (Gellatly, 1995; Powelland Meyer, 2004), as well as onproductivity or performance of the workerscommitted to the organization (Ward andDavis, 1995; Leung et al., 1996). Therefore,it can be assumed that committedemployees remain loyal and will perform

s.M. Sánchez Cañizares, T.J. López-Guzmán Guzman: Povezanost stupnja obrazovaiija, predanosti tvrtki... 43

i rasta profitabilnosti, ostvariti napredak uposlovanju. Stoga je Iako razumijeti da me-nadzeri Ijudskih resursa mogu profitiratiukoliko prepoznaju predanost organizaciji:mogu djelovati na naöin da povecaju preda-nost zaposlenika kako bi pozitivno utjecalina tvrtku,

Predanost tvrtki mora biti dvosmjerna,tj., ne samo od strane zaposlenika prema po-slodavcu vec i obrnuto. Predsjednici upravamoraju stvoriti radno okruzenje koje ce po-ticajno djelovati na stvaranje osjecaja pre-danosti potrebnog zaposlenicima. Iz toga senamece sljedece pitanje: ato pobuduje osje-caj predanosti radu i organizaciji kod zapo-slenika?

Ovim ce se istrazivanjem analizirati ut-jecaji pojedinih elemenata izvräenog rada narazinu predanosti tvrtki prema stupnju obra-zovanja zaposlenika.

2.3. Stupanj obrazovanja

Evaluacija stupnja obrazovanja pojedi-naca ukljuöenih u turistiöke aktivnosti pós-tala je prikladan pokazatelj ocjenjivanjakvalitete radne snage. Stoga Monitor konku-rentnosti {Competitiveness Monitor), krei-ran u svrhu mjerenja turistiöke konkuren-tnosti pojedine destinacije (Gooroochurn iSugiyarto, 2005), ukljuöuje indikator Ijuds-kih resursa u kojem se, nakon utvrdivanjadirektne povezanosti s kvalitetom turistiö-kog proizvoda za ocjenjivanje uöinkovitostiprimjenjuje Indeks obrazovanja (ÊducationIndex) Ujedinjenih naroda'. Vainost zapoä-Ijavanja visokoobrazovanih zaposlenika po-staje kljuöna u trenutku promjena tendencijaturistiöke aktivnosti i sofistikacije novihproizvoda. U protivnom se moáe javiti pro-blem manjka konkurentnosti u odnosu naostale destinacije (Mariscal Galeano, 2005).

Indeks obrazovanja {Education Index)UN-a sastoji se od öetiri kategorije: bez ob-

next to their optimal level indirectly contri-buting to clients' loyalty. In consequence,based on the clients' loyalty, higherprofitability and development of the busi-ness can be achieved. Consequently, it iseasy to understand how human resourcesmanagers may benefit from perceiving theorganizational commitment: they may act ina way that induces the employees' commit-ment in order to benefit the organization.

The organizational commitment has tobe bidirectional, i.e., not only from theemployees towards the organization but alsovice versa. The CEOs have to create job en-vironments that help generate the commit-ment required by those professionals thatbelong to the organization. Thus, this raisesthe question: what makes an employee feelcommitted to his work and organization?

This present research will elaborate ananalysis ofthe infiuence that some elementsofthe work that was carried out have on thelevel of organizational commitment, accor-ding to the worker's education.

2.3. Levei of education

The valuation of the level of educationof the individuals involved in tourist activi-ties has become an appropriate indicatorwhen it comes to quantify the quality ofworforce. Thus the CompetitivenessMonitor, which was created to measure thetourist competitiveness of a destination(Gooroochurn and Sugiyarto, 2005), inclu-des a Human Resources' indicator in whichthe Education Index ofthe U.N.' is applied,in order to evaluate its efficiency, once it isconsidered directly related to the quality ofthe tourist product. Furthermore, the im-portance to incorporate employees with ahigh level of education becomes crucial in achange moment at tendencies in touristactivity and sophistication of new products.

'http://hdr.undp.org/en/mediacentreAiews/title,l5493,en.html

44 Acta turistica, Vol 22 (2010), No 1, pp 1-130

razovanja (ne öita niti ne pi§e); primarno,Sekundarno i tercijarno obrazovanje.

S obzirom na utjecaj stupnja obrazova-nja na osjecaj zadovoljstva i predanosti,moguce je, prema pojedinim radovima, pro-naci negativne utjecaje na zadovoljstvo(Clark i Oswald, 1996; Sloane i Williams,1996; Grund i Slivka, 2001; Gazioglu i Tan-sel, 2002). Ovo se, pak, moíe opravdati vi-Sim oöekivanjima obrazovanijih zaposle-nika. Takoder se istice faktor neuskiadenostistupnja obrazovanja s odredenim poslom.Ukoliko je zaposlenik "preobrazovan" iliima viSi stupanj obrazovanja negó 5to jepotrebno, mogu se javiti negativni utjecajina zadovoljstvo poslom, Sto pak rezultirademoralizacijom i eventualno smanjenomproduktivnoScu. Ova je situacija ¿esta uturizmu gdje je uobiéajeno da iznadpros-jecni zaposlenici obavljaju manje zahtjevnezadatke koji nisu u skiadu s njihovim obra-zovanjem. U svom su istrazivanju finskogugostiteljstva Kokko i Guerrier (1994)pronaSli inverznu povezanost dviju varija-bli: previsokog obrazovanja i zadovoljstvazaposlenika. Na tragu povezanosti preda-nosti tvrtki i stupnja obrazovanja, prijaSnjeje istrazivanje pokazalo inverznu korelaciju(Morris i Sherman, 1981; Hunt et al., 1985).Dolazi ili do pada predanosti u obrazovani-jih zaposlenika, ili pak nije pronadena ko-relacija (Sager i Johnston, 1989).

Prema Lamu et al. (2001) hoteiske kucetraze zaposlenike s nadprosjeônim stupnjemobrazovanja. Ustvari, empirijskom suanalizom hotela u Hong-Kongu autoriutvrdili kako najviäe kvalificirani za-poslenici nisu zadovoljni svojim poslovima,§to se moze objasniti njihovim visokim oöe-kivanjima i ambicijama. Autori sugerirajuhotelskom menadzmentu da motiviraju ovekategorije zaposlenika i omoguce im da is-kazu vi§e potencijala dajuci im viäe samos-talnosti i ulcljuöujuci ih u procese donoSenjaodluka. U isto su vrijeme zaposlenici s pri-marnom razinom obrazovanja izjavili kakosu veoma zadovoljni radnim kolegama i

Otherwise, there could be a problem of lackof competitiveness with another destinations(Mariscal Galeano, 2005).

The Education Index used by the U.N.points out four staff categories: no studies(no read nor write); primary, secondary andtertiary studies.

Regarding the influence that the level ofeducation may have on satisfaction andcommitment, it is possible to find a negativeeffect on satisfaction, according to someworks (Clark and Oswald, 1996; Sloane andWilliams, 1996; Grund and Slivka, 2001;Gazioglu and Tansel, 2002). This may bejustified by the higher expectations of betterqualified staff And it is referred that if thelevel of education is not suitable for the jobcategory - if the employee is over-educatedor has a higher level than required - overalljob satisfaction can be negatively affected,causing demoralization and eventuallylower productivity. This situation occursfrequently in tourism where it is usual tofind above average employees performinglow exigent tasks, not corresponding to theireducation. Kokko and Guerrier (1994) intheir research about the Finnish hospitalityindustry, found an inverse relation betweenthe two variables: over-education and jobsatisfaction. With regard to the relationbetween organizational commitment andeducation level, previous research hasshown an inverse correlation (Morris andSherman, 1981; Hunt et al, 1985). Eithercommitment drops in higher education, orno correlation is found (Sager and Johnston,1989).

According to Lam et al. (2001 ) the hotelestablishments require workers with educa-tion levels above average. In fact, in theirempirical analysis of hotels in Hong-Kong,the authors found that employees with thehighest qualifications were not happy intheir jobs, which can be explained by theirhigh expectation and ambition. The authorssuggest that the hotel management shouldmotivate this type of workers that show hig-


svojim zadacama, ali popriliino nezado-voljni svojom radnom uôinkovitoScu te mo-gucnoScu napredovanja.

Nadalje, ukoliko bi bilo moguce ispunitioöekivanja vezana uz visinu placa, poticaja ipregovora, a koja rezultiraju napetoScuukoliko su neispunjena, razina zadovotjstvazapostenika porasta bi medu najviSe obra-zovanim zaposlenicima (Lydon i Chevalier,2002; Nikolaou et ai, 2005).

U radu se analiziraju razlike u zadovolj-stvu i predanosti zapostenika s obzirom na¿Setiri kategorije obrazovanja kao i radnapitanja kojima se obje varijabte uvode u na-vedene öetiri kategorije.

3. METODOLOGIJA

Metodotogija koriStena u ovom empirij-skom istrazivanju temeiji se na anketnimupitnicima koje su ispunili zapostenici ho-tetskih kuca na podruöju obuhvacenom, is-traiivanjem: Andaluzija (Spanjotska).

Nemoguce je ignorirati turistiöku va¿-nost ove destinacije. U 2006. godini Anda-luzija je ugostita viSe od 25,1 mitijun turistakoji su ostvariti 43,8 milijuna nocenja, uzprosjeCnu dnevnu potroänju od 53,03 € poturistu (Junta de Andalusia, 2007); ovebrojke jasno pokazuju u kolikoj mjeri turi-zam sudjeluje u gospodarstvu ove auto-nomne pokrajine.

Opea poputacija obuhvacena ovim istra-¿ivanjem obuhvaca zapostenike svih odjela,iz svih hotelskih kategorija ovog podruöja;30.548 pojedinaca zapostenih u 1.490 hotetau Andatuziji (izvor: Encuesta de OcupaciónHotelera para la Comunidad Andaluza).

Ispitanici su izabrani putem stratiflcira-nog nasumiönog uzorka utemeljenog naukupnom broju hotela svake pojedine kate-gorije te brojem lezajeva u svakom pojedi-nom hotelu. U Andaluziji^ je ukupan broj od

her potential, by enriching their professionalpositions giving them more autonomy andinvolving them in decision taking processes.Meanwhile, workers with primary educationdeclared to be very happy with their coltea-gues and their tasks, but quite unpteasedwith their own professional performanceand their option for job progression.

Furthermore, if the expectations aboutsalaries, incentives and negotiation (that ge-nerate tension when not accomplished) co-uld be achieved, the levels of satisfactionwould rise up in the category of workerswith the highest education levels (Lydonand Chevalier, 2002; Nikolaou et ai, 2005).

In the present study we will analyse thedifferences concerning satisfaction and com-mitment according to four categories of levelsof education, as well as labour issues that leadboth variables to each of those four categories.

3. METHODOLOGY

The methodology used in our empiricalresearch is based on a questionnaire surveyanswered by the employees of hotel establi-shments located in the studying area: Anda-lusia (Spain).

No one can ignore the tourist retevanceof this destination. In 2006, Andalusia haswelcomed over 25.1 million tourists with atotal of 43.8 million nights-stay and an es-timated average daily expenditure of 53.03€ per tourist (Junta de Andatusia, 2007);these numbers ctearty indicate the weighttourism represents in the economy of thisAutonomous Community.

The universe population of the researchcomprises workers from alt departments inestablishments of alt types of categories lo-cated in the area: 30,548 individualsworking in 1,490 hotels in Andatusia (so-urce: Encuesta de Ocupación Hotelera parala Comunidad Andaluza).

Podaci preuzeti iz Projekta "Análisis de la satisfacción laboral como indice de calidad del servicio: aplicaciónempírica en el sector hotelero andaluz" djelomiCno financiranog od strane Dirección General de Calidad.


3.382 anketnih upitnika distribuirán u 165hotela, od ôega je vraceno 2.064 vaíecihanketnih upitnika, §to daje odaziv ispitanikau visini od 61,03%.

Prema kategorijama hotela, distribucijaanketnih upitnika je sljedeca: 87 (4,22%) suiz hotela s jednom zvjezdicom, 186 (9,01%)iz hotela s dvije zvjezdice, 590 (28,58%) izhotela s tri zvjezdice, 1.090 (52,81%) izhotela s cetiri zvjezdice, te 111 (5,38%) izhotela s pet zvjezdica.

Instrument istrazivanja se sastoji od ce-tiri kategorije:

• Podaci 0 radu dobiveni od ispitanika -duljina radnog staza, odjel, broj radnihsati tjedno, satnica, vrsta ugovora o radu,itd. - sakupljeni su u prvom dijelu (10parametara).

• U drugome se dijelu, s ukupno 18 para-metara, mjerilo sveukupno zadovoljstvoposlom, ali i njihovo specifiéno za-dovoljstvo pomocu 14 radnih obrazaca sLikertovom skalom od pet stupnjeva (1-veoma nezadovoljan, 5 - veoma zado-voljan). Odabrani su specifiöni radni ob-rasci temeljeni na Shinnarovom (1998)hotelskom anketnom upitniku. Koriäte-njem Cronbachove alfe osigurana je in-terna konzistentnost i pouzdanost ovogdijela. Navedeni je koeficijent iznosio0,9034, §to premaáuje minimainu razinukoju predlaze Nunnally (1967).

• U trecem se dijelu mjerila predanost or-ganizaciji, klasiénim Upitnikom o pre-danosti organizaciji (OrganizationalCommitment Questionnaire), (Porter iSmith, 1990): Likertova skala od pet to-öaka (1 - potpuno se ne slazem, 5 - pot-puno se slazem) s 15 parametara.

• Demografski aspekti sakupljeni su u öe-tvrtom i zavränom dijelu: spol, braönostanje, dob, stupanj obrazovanja, itd. (11parametara).

The population was selected through astratified random sample based on the totalnumber of hotels of each category and in thenumber of hotel beds in each one. InAndalusia^, a total of 3,382 questionnaireswere allocated to 165 hotels. 2,064 validquestionnaires were received, giving aresponse rate of 61.03 per cent.

According to the hotel category, the dis-tribution was as follows: 87 (4.22 per cent)were from one-star hotels, 186 (9.01 percent) from two-star hotels, 590 (28.58 percent) from three-star hotels, 1.090 (52.81per cent) from four-star hotels, and 111(5.38 per cent) from five-star hotels

The research instrument was comprisedof four sections:

• Labour data about the respondents - te-nure, department, working hours perweek, wage, type of employment con-tract, etc. - were collected in the firstsection (10 items).

• The second section, with a total of 18items, meastired not only the respon-dents' overall job satisfaction, but theirsatisfaction with 14 specific facets oftheir jobs, using a five-point Likert scale(1- very dissatisfied, 5 - very satisfied).The facets selected were based on theShinnar (1998) hotel questionnaire. TheCronbach's alpha that was used ensuresthe internal consistency and reliability ofthis section. This coefficient was 0.9034,which exceeds the minimum levelsuggested by Nunnally (1967).

• The third section measured organizatio-nal commitment using the classic Orga-nizational Commitment Questionnaire(Porter and Smith, 1990): a five-pointLikert scale (I - strongly disagree, 5 -strongly agree) with 15 items.

• Demographic aspects were collected inthe fourth and final section: sex, maritalstatus, age, education, etc. (11 items).

Innovación v Prospectiva Turistica (Consejeria de Turismo. Comercio y Deporte de la Junta de Andalusia)(Ref CO-10'/06).


U ovom se empirijskom istrazivanju ko-risti struktura kojom se na ôetiri razine ana-tizira stupanj obrazovanja radne snage. Natemelju proflla Ijudi zapostenih u hotelskimkucama navedene su cetiri razine: srednjaSkola iti nize; strukovna zanimanja; prvos-tupnik; magistar.

StatisticSke tehnike koristene za obradudobivenih rezultata baziraju se na dvovari-jatnoj analizi: ANO VA test i korelacije temultivarijatna anatiza.

Kako bi se ispitato do koje mjere razinazadovotjstva hotelskih zaposlenika ovisi oraznim demografskim i radnim karakteristi-kama, binarni je modet logit podataka izra-den za svaki pojedini stupanj obrazovanja.Razlog odabira upravo ovog modela jestendógena varijabla: zadovoljstvo je poslomkvalitativan koncept. Iako je zbog zavisnevarijable modela bito nuzno smanjivanjebroja odgovora na dvije opcije - zadovotjaniti nezadovotjan - model ipak donosi nekeprednosti u odnosu na ostale statistiôkemetode, kao ato je primjerice dis-kriminantna analiza (Hair et ai, 1999).

4. REZULTATIISTRAZIVANJA

4.1. Stupanj obrazovanja zaposlenikau hotelijerstvu u Andaluziji

Prevladava vi§e ili nize srednjoSkolskoobrazovanje (graflöki prikaz 1). Drugi je va-zan podatak postotak zapostenika sa zavräe-nim studijem (viäi iti visoki stupanj) koji iz-nosi 39,1%. U tom je svjetlu razinomzapostenosti s obzirom na stupanj obrazo-vanja u trgovaökom i hotetskom sektoruAndatuzije nagtaáeno, a prema postjednjimpodacima Instituta za statistiku Andatuzije idokazano, kako samo t7,57% zaposlenika uovoj branSi ima sveuöiliänu diptomu. Stiönotome, broj diplomanata znaôajno je veci odonog proizaälog iz ostatih istrazivanja pro-vedenih u hotetijerstvu: u Ramosu et ai(2004), postotak zapostenika-diptomanatana Batearskim otocima (§panjotska) je iz-

In the present empirical research we wiltuse a four tevet structure to anatyse theworkforce level of education. According tothe employees' proflle in hotel establis-hments, our levels are as follows: secondaryor below; vocational training; bachelor deg-ree; master degree.

The statistical techniques applied to ob-tain the results were based upon bivariantanalysis: ANOVA test and bivariant corre-lations; and multivariant analysis.

To examine the extent to which hotelemployees job satisfaction depends on diffe-rent demographic and labour data, a binarylogit model was done for each level of edu-cation.The reason for choosing this model isthe endogenous variable: job satisfaction isa qualitative construct. Even though it wasnecessary to reduce the answer of the mo-del's dependent variable to two options -satisfled or dissatisfled - this model doespresent some advantages over other statisti-cal methods, such as the discriminantanalysis (Hair et ai, 1999).

4. RESEARCH RESULTS

4.1. Level of education of employeesin hotel industry in Andalusia

The predominant level is higher-secondary course or below (graphic t).Another retevant data is that the percentageof employees with university degrees, (me-dium or superior) is almost 40 % (39. t %).Therefore, the rates of occupation for tevel ofstudies at the commerce and hospitality inAndalusia highlight, according to the tastdata of the Statistic Institute of Andalusia,that only the 17.57% of the employees in thisbranch of activity have a university degree.Likewise, graduates' number is meaningfullysuperior than the one acknowledged in otherstudies on hotel industry: in Ramos et ai(2004), graduate employees' rate in BalearicIslands (Spain) is between t5 and 17%(depending on hotel standard). In the studyabout the Algarve region in Portugal (López-

48 Acta turistiea, Vol 22 (2010), No 1, pp 1-130

medu 15 i 17% (ovisno o hotelskom stan-dardu). U studiji o pokrajini u Portugalu(López-Guzman et al. (2009) ) ovaj je pos-totak jedva 14%; u studiji Esichaikula i Ba-uma (1998) istiôe se kako samo 15% taj-landskih turistickih radnika ima sveuöiliSnudiplomu.

Mozemo zakijuöiti kako je stupanj obra-zovanja veoma visok u äpanjolskoj pokrajiniSto daje osnovu za jaku konkurentsku pred-nost organizacija koje su locirane u ovompodruöju. Medutim, neki struônjaci(Connolly i McGing, 2006) sugeriraju kakose tercijarne kvalifikacije ne smatraju nuz-nima za menadzerska ili nadzomicka radnamjesta u turizmu te kako bi se fokus §kolo-vanja trebao vratiti na usavräavanje stru-kovnih znanja. U ovom primjeru, 20,4%zaposlenika ima strukovnu naobrazbu.

Guzman et al. (2009) that rate is barely 14%;in Esichaikul and Baum (1998) it is pointedout that only 15% of Thai tourist industryemployees are graduates.

We can conclude that the education levelis very high in the Spanish region, whichsuggests a basis for strong competitiveadvantage for the establishments located inthis area. However, some researchers(Connolly and McGing, 2006) hold thattertiary qualifications are not considerednecessary for management or supervisoryroles in tourism and suggest that maybe areturn to more vocational type training ismerited. In this sample, 20.4% of employeeshave a level of education of vocationalcourses.

Grafickiprikaz I. Postotak zaposlenih s obzirom na stupanj obrazovanja

Graphic 1. Percentage of employees per each educational level

M aster degree

Bachelor degree

Vocational courses

Second, school orbelow

O ,5

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s.M. Sánchez Cañizares, T.J. López-Guzmán Giizmán: Povezanost stiipiija obrazovanja, predanosti tvrtki... 51

Kada analiziramo vezu izmedu stupnjaobrazovanja i raznih druätvenih i radnih obi-ljezja (tablica 1), primjecujemo vi§i posto-tak zena na nizim stupnjevima obrazovanja,ali i neSto vi§i postotak zena medu visokoo-brazovanim zaposlenicima. Povezanost sbrojem godina je inverzna; tj. ato su zapos-lenici mladi, to imaju vi5i stupanj obrazova-nja i, sliôno tome, medu zaposlenicima sta-rijim od 50 godina nema nijednog s visokimobrazovanjem.

Logiöno, analizom visine placa ustanov-Ijeno je kako zaposlenici koji mjeseéno za-raduju manje od 1.000 eura neto imaju ma-nji stupanj obrazovanja, pa cak i kada jemedu zaposlenicima postotak od gotovo30% sa sveuCiliänom diplomom. Uz to, svizaposlenici koji zaraduju vi5e od 2.500 euramjeseöno imaju najviäi stupanj obrazovanja.Medutim, nuzno je naglasiti kako su place uovom sektoru veoma smanjene. U anketnomje uzorku 67% ispitanika izjavilo kako zara-duju manje od 1.000 eura, dok 94% zara-duje manje od 1.500 eura mjeseöno.

Vrsta ugovora o radu takoder je uskovezana uz stupanj obrazovanja. Tako 64,5%radnika na odredeno vrijeme nema diplomusveuéiliSta. Brojka je 10% manja kod zapo-slenika s ugovorom na neodredeno vrijeme(54,7%). Treba istaknuti kako je postotakzaposlenih na odredeno vrijeme medu ispi-tanicima veoma visok (52%). Sliöno tome,podaci Instituta za statistiku Andaluzijesvjedoöe kako je broj zaposlenih na odre-deno vrijeme manji medu akademski obra-zovanim zaposlenicima u svakom pojedi-nom sektoru (samo 33,09% zaposlenika sovom razinom obrazovanja radi na ugovorna odredeno vrijeme).

Konaöno, s obzirom na odjele rada, ja-sno je vidljivo kako zaposlenici koji rade urestoranima, na odriavanju i osobito öiäce-nju imaju nizi stupanj formalnog obrazova-nja. Odjeli u kojima rade viäe obrazovanizaposlenici su administracija, raéunovod-stvo i recepcija.

When we analyze the relationshipbetween level of education and different so-cial and working characteristics (table 1),we notice there is a higher percentage ofwomen in the low grade of studies, compa-red to men, yet the percentage of womenwith university degrees is slightly superior.The relation regarding age is inverse, i.e. theyounger the employees are the higher levelof advanced studies they have, and,similarly, among employees over 50 years,there is not one holding a university degree.

Not surprisingly, when analyzing salary,those who earn less than 1,000 net euros permonth have inferior education, even whenthere is a percentage of almost 30% withuniversity level. In addition, practically thetotal of those whose salary exceeds 2,500euros per month, hold a superior universitydegree. Yet, it is necessary to emphasizethat salaries in the hospitality sector areextremely reduced. In the sample, 67% ofrespondents declare a salary under 1,000 eu-ros, and 94% earn a salary below 1,500 eu-ros per month.

The type of contract also presents a de-pendence of the educational level. Thus,64.5% of temporary workers do not have auniversity degree. The number is 10% infe-rior with those who have a permanent con-tract (54.7 %). Nevertheless, it is necessary topoint out that the temporary employees'percentage in the sample is very high (52 %).Likewise, the data of the Statistic Institute ofAndalusia evidence that the rates of tempo-rality are inferior in academically trainedemployees in every sector of activity (only a33.09% of the employees with this level offormation have a temporary contract).

Finally, relating to work-department, itis clearly observed that the workpeople ofrestaurant, maintenance and especially clea-ning department are the ones with lowerformative levels. Departments where it ispossible to find a higher percentage of gra-duates are administration, accounting andreception.


4.2. Odnos izmedu stupnjaobrazovanja, sveukupnogzadovoljstva, predanosti tvrtki teostalih predodzbi posla

ANOVA testom analiziraju se razlikepovezane s radnim iskustvom i izrazitimpredodlbama zaposlenika o njihovu radu,prema stupnju obrazovanja. Trajanje radnogodnosa mjeri se godinama, dok se ostalimvarijablama prikazuje razina zadovoljstva snekoliko radnih obrazaca prema Likertovojskali od 5 stupnjeva (1 - vrlo nezadovoljan,5 - vrlo zadovoljan). Posljednja u nizu vari-jabli prikazuje predanost organizaciji nakontinuiranoj skali raspona od 1 do S, dobi-venoj prema aritmetiökoj sredini od 15 pa-rametara anketnog upitnika OCQ (uz okre-tanje skale za paramètre upisane unegativnom obliku: 3, 7,9, 11, 12 i 15).

Za anketni su uzorak (tablica 2), svaodstupanja dokazano statistiöki znaöajna.

Napredovanje na radnom mjestu je di-rektno povezano s viäim stupnjem formalnogobrazovanja (preko 5 godina) za zaposlenike stitulom magistra znanosti. Ova je öinjenicaosobito vaina ukoliko uzmemo u obzir visokufluktuaciju radne snage u turizmu uAndaluziji. Medutim, u studiji o hotelima uAlgarvama (Portugal), koju su proveli Lopez-Guzman et al. (2009), se zakljuöuje kako je zanapredovanje na radnom mjestu za cjelokupnuispitanu populaciju Andaluzije potrebno samo3,3 godine u odnosu na vrijeme napredovanjana istom radnom mjestu koje u AlgarvamapremaSuje osam godina.

Sveukupno je zadovoljstvo radnim mje-stom vi§e kod nize obrazovanih zaposle-nika. Ovu je öinjenicu moguce objasniti ni-zim oöekivanjima tih zaposlenika. Inverznapovezanost sveukupnog radnog zadovolj-stva i stupnja obrazovanja éesta je öinjenicau struCnim publikacijama. Ovi su rezultatipotvrdeni u studiji o hotelima autora Kok-koa i Guerriera (1994) kao i u Sloana iWilliamsa (1996), Gmnda i Slivke (2001),Gazioglua i Tansela (2002) u ostalim gra-nama gospodarstva.

4.2. The relationship betweeneducational level, overallsatisfaction, organizationalcommitment and other workperceptions

ANOVA test analyzes the differences inrelation to the seniority and distinct percep-tions of the employees about their work ineach level of studies. Seniority is measuredin years and the other variables present theaverage of satisfaction with several laborfacets according to Likert's scale of 5 points(1 - very unsatisfied, 5 - very satisfied). Thelast variable represents the organizationalcommitment in a continuous scale of 1 to 5,obtained according to arithmetical mean ofthe 15 items of OCQ questionnaire (inver-ting the scale for items written up in a nega-tive way: 3,7,9, 11, 12 and 15).

For the sample (table 2), all the differen-ces prove to be statistically significant.

The seniority has a direct relation withthe formative level with a notably superiormean, (over 5 years) for employees withuniversity master's degree. This fact isespecially relevant taking into account thehigh levels of turnover in the hospitalitysector in Andalusia. However, the study onhotel resorts in the Algarve (Portugal) byLopez-Guzman et a\. (2009) states averageseniority in more than eight years, the ave-rage for years working at the same establis-hment for the entire sample in Andalusia isonly of 3.3 years.

Overall job satisfaction is higher forthose employees with a low level of studies.This can be explained by these workpeople'slower expectations. The inverse relationbetween global job satisfaction and educa-tion level is a recurring fact in specializedpublications. These results confirm the onesin Kokko and Guerrier (1994) study onhotel resorts as well as those in Sloane andWilliams (1996), Grund and Slivka (2001),Gazioglu and Tansel (2002) in otherindustries.

S.M. Sánchez Cañizares, T.J. López-Guzmán Guzman: Povezanost stupnja obrazovanja, predaiiosti tvrtki... 53

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U svezi visine place, zaposlenici s dip-lomom prvostupnika znatno su manje zado-voljni buduci da smatraju da nisu nagradeniprema svojim oöekivanjima. Medutim, za-dovoljstvo samostalnogcu u obavljanju po-sla najnize je kod zaposlenika s diplomomprvostupnika, a viäe je kod zaposlenika smagistarskom titulom. Moguce je da u pr-vom sluéaju nadredena osoba direktno kon-trolira njihov posao Sto im smanjuje slo-bodu, dok su mnogi zaposlenici s magiste-rijem ujedno i sami menadzeri.

Zaposlenici sa sveuöiliänim diplomamanajmanje su zadovoljni mogucnoâcu profe-sionalnog napretka i usavräavanja te profe-sionalnog razvoja buduci da navedeni para-metri ne ispunjavaju u potpunosti njihovaoöekivanja na poslu.

Konaöno, predanost koja dovodi do lo-jalnosti prema ciljevima tvrtke i koja najöe-äce korespondira s nizom zaradom i izos-tankom s posla vi§e je izrazena kodzaposlenika sa srednjoSkolskom ili nizomstruönom spremom. U ovom sluöaju zapos-lenici drze kako su povratne informacijekoje dobivaju od poslodavca dovoljne dazadovolje njihove profesionalne ambicije. Sdruge pak strane, za visoko obrazovane za-poslenike, sliöno kao i s razinom sveukup-nog zadovoljstva, prosjeôni je rezultat nizibuduci da oni rade naprednija istrazivanja imisle kako njihovi zaposleniôki napori nisuadekvatno nagradeni. Time je potvrdenapovezanost izmedu stupnja obrazovanja ipredanosti tvrtki, sliöno kao i kod autoraMorrisa i Shermana (1981) te Hunta et al.(1985).

As to the salary, the employees with abachelor degree show a notably inferior sa-tisfaction, since they do not consider theremuneration obtained is equitable if theycompare it to the salary they expect.However, the satisfaction with autonomyreveals the lowest result in employees withbachelor degree and the higher mean scorein workers with master. It is possible that inthe first case, a direct supervisor controlstheir work, so their freedom at work isreduced, while many of employees withmaster degree are managers themselves.

For professional development, poss-ibility for promotion, and received for-mation, employees with university degreesshow the lowest satisfaction, as they do notperceive the ftilfillment of their expectationsat work.

Finally, the commitment that leads to aloyalty toward the organizational objectivesand that usually corresponds to a lower levelof turnover and absenteeism shows a higherscore in employees with secondary schoolor below. In this case, the employees consi-der that the feedback they receive from theorganization is enough to respond to theirambitions according to their formative le-vels. On the other hand, for university edu-cated employees, similarly to what happe-ned with global satisfaction, the mean scoreis lower, whilst they present more advancedstudies, and they do not think their laborrequests are rewarded. Therefore, relationbetween education level and commitmenthas been confirmed, as well as was in bothMorris and Sherman (1981) and Hunt et al.(1985).


4.3. Analiza socio-demografskih iradnih varíjabli koje utjeëu nazadovoljstvo zaposlenika uhotelijerstvu u Andaluziji

Nekoliko je modela logistiöke regresijeprocijenjeno u svrhu analizé medusobneovisnosti zadovoljstva poslom zaposlenikahotela i raznih demografskih te radnih vari-jabli te se prepoznaju dva modela: jedan zazaposlenike bez visoke struöne spreme (se-kundamo obrazovanje ili nize, niza i stru-kovna zanimanja) i drugi za zaposlenike svisokom struönom spremom (titula prvostu-pnika ili magistra).

Kako bismo to uöinili, morali smo reko-dirati endogenu varijablu, sveukupno zado-voljstvo poslom, u dihotomnu: oznaka 1 za-dovoljava vrijednosti Likertove skale od 5toôaka (4 i 5), oznaka O ne zadovoljava (od1 do 3 Likertove skale od 5 toôaka). Slje-dece su varijable predodredujuce:

• spol: 1 - muSki, 0-¿enski; bracno sta-nje: 1 - samci, O - ostalo; ispitanikovadob; vrsta ugovora o radu (ugovor): 1 -na neodredeno, O - na odredeno; radnasmjena, tabliöno prikazana kao 5 diho-tomijskih varijabli: jutarnja, poslijepod-nevna, nocna, rad u smjenama te dvok-ratni rad. Referentna varijabla je pos-Ijednja; nadnica; odjel, tablicno prika-zan u 9 dihotomijskih varijabli: Admini-stracija, raöunovodstvo, restorán, recep-cija, odrzavanje, éiacenje, ostali odjeli,menadzment i kuhinja. Kao referentnavarijabla uzet je odjel kuhinje.

Tablica 3 prikazuje rezultate za svakupojedinu skupinu.

4.3. Analysis of the socio-demographic and labourvariables that influence in jobsatisfaction for each educationallevel of employees in hotelindustry in Andalusia

Several models of logistic regressionhave been estimated to analyze the depen-dence of hotel employees'job satisfaction todifferent demographic and labour variables,distinguishing two models: one foremployees with no university degree(secondary education or inferior and vocati-onal courses) and another one foremployees with university degrees (bache-lor or master's degree).

In order to do that, we had to recode theendogenous variable, overall job satisfac-tion, into a dichotomous one: we set 1 tosatisfied values of the 5-items Likert scale(4 and 5), and 0 to dissatisfied values (from1 to 3 in the 5-items Likert scale). Prede-terminate variables are the following:

• sex: 1- male, 0-female; marital status:1- single, 0- rest of statuses; therespondent's age; type of contract (con-tract): 1- permanent contract, 0-temporary contract; work shift,tabulated as five dichotomic variables:morning, afternoon, night, rotatory andmorning and afternoon. The referentialvariable is the last one; wage;department, tabulated as 9 dichotomicvariables: Administration, accounting,restaurant, reception, maintenance,cleaning, other departments, managerialand kitchen. The referential variable isthe kitchen department.

Table 3 shows the results for each group.

s.M. Sánchez Caflizares, T.J. López-Guzmán Guzman: Povezanost stupnja obrazovanja, predanosti tvrtki... 57

Tablica 3. Binarni logit model o sveukupnom zadovotjstvu zaposlenikaprema stupnju obrazovanja

BINARNI LOGIT

VarijablaSpolBraino stanjeDobUgovorJutarnja smjenaPoslijepodnevna smjenaNo¿na smjenaRad u smjenamaNaditicaAdministrativni odjelRafunovodstveni odjelOdjel restoranaOdjel recepcijeOdjel odrîavanjaOdjel ¿iSênjaOstale djelatnostiMenadzerski odjelKonstantaIndeks ocjene prilagodbe-2Log vjerojatnostHi-kvadrat distribucijeV} od Cox-SnellR od Nageikerke

Osnovno i srednjeobrazovanje

Koefîcijent p-vrijednost2,4741,078

-0,0550,680

-10,689-8,731-6,696-8.3930,059-5.830

-1,5290,2391,5744,67310,1840,1844,905

(0,000*)(0,000*)(0,746)

(0,001*)(0,638)(0,700)(0,768)(0,711)(0,808)(0,921)

—(0,961)(0,994)(0,960)(0,882)(0,762)(0,835)0,822

848.676397,52 (0,000*)

0,3470,471

ViSe i visoko

Koefîcijent1,561

-3,341-2,7620.8522,078-1,335-0,395-1,776-0,245-7,7092,222

-13,364-3,799

...-10,184-5,3461,58910,295

obrazovanje

p-vrijednost(0,000*)(0,000*)(0,000*)(0,000*)(0,000*)

(0,046**)(0,506)

(0,000*)(0,197)(0,550)(0,864)(0,549)(0,768)

—(0,809)(0,678)(0,765)(0,425)

644,361325,765 (0,000*)

0,3720,496

* Znaôajno na razini 0,01; ** ZnaCajno na razini 0,05

Zabiljeäka: (1) -2Log vjerojatnost, R od Cox-Snell i R od Nageikerke samo su pokazatelji buduéi damogu imati umjerene ili niske vrijednosti, Cak i kada bi utvrdeni model mogao biti prikladan i koris-tan, s obzirom na Cinjenicu da je ovisna varijabla kategorijska (Pardo i Ruiz, 2002).

Izvor: prema podacima iz istrazivanja autora

58 ^cta turistica. Vol 22 (2010), No 1, pp 1-130

Table 3. Binary iogit model of overall job satisfaction in each education ievel

BINARY LOGITVariableSexMarital statusAgeContractMorning shiftAfternoon shiftNight shiftRotating shiftWageAdministration dept.Accounting dept.Restaurant dept.Reception dept.Maintenance dept.Cleaning dept.Other departmentsManagerial dept.ConstantGoodness of fit index-2Log LikelihoodChi-SquareRôfCoxySnellRôfNagelkerke

No university degreeCoefficient

2,4741,078

-0,0550,680

-10,689-8,731-6,696-8.3930,059-5.830

—1,5290,2391,5744,67310,1840,1844,905

p-value(0,000*)(0,000*)(0,746)(0,001*)(0,638)(0,700)(0,768)(0,711)(0,808)(0,921)

—(0,961)(0,994)(0,960)(0,882)(0,762)(0,835)0.822

848,676397.52 (0,000*)

0,3470,471

University degreeCoefficient

1,561-3,341-2,7620,8522,078-1,335-0,395-1,776-0,245-7,7092,222

-13,364-3,799

--10,184-5,3461,58910,295

p-value(0,000*)(0,000*)(0,000*)(0,000*)(0,000*)

(0,046**)(0,506)(0,000*)(0,197)(0,550)(0,864)(0,549)(0,768)

—(0,809)(0,678)(0,765)(0,425)

644,361325,765 (0,000*)

0,3720,496

* Significant at 0.01 level; ** Significant at 0.05 level

Note that: (1) -2Log Likelihood, R of Cox-Snell, and R of Nagelkerke are for guidance only sincethey can take moderate or low values, even when the estimated model could be appropriate and use-ful, due to the fact that the dependent variable is categorical (Pardo and Ruiz, 2002).

Source: authors'research

Analizom dobivenih podataka moie seuzeti u obzir nekoliko koeficijenata znaôaj-nih za oba stupnja obrazovanja. Za zaposle-nike bez diplome sveuôiliata varijable spola,braônog stanja i vrste ugovora o radu imajupozitivan i statistiôki znaôajan koeficijent, izôega proizlazi kako postoji veca vjerojatnostzadoyoljstva poslom ukoliko je zaposlenikmuäkog spola, neoienjen, te zaposlen naneodredeno vrijeme, odnosno ima karakteri-stike zaposlenika bez obiteljskih obaveza.

Analyzing the results obtained, we canappreciate several significant coefficients inboth educational levels. For workpeoplewith no university studies the variables sex,marital status and type of contract have apositive and statistically significant coeffi-cient. That is, there is a higher probability tobe satisfied at work if the employee is amale, single man and has a permanent con-tract, which evidences an employee withoutfamily responsibilities.


Za zaposlenike s diplomama postoji viSestatistiöki objaänjivih koeficijenata. Stoga,spol i vrsta ugovora o radu predstavljaju po-zitivne i znaöajne rezultate, sliöno kao i kodzaposlenika bez diplome. Razlika izmeduove dvije skupine zaposlenika evidentna jeu preostalim znaöajnim koeficijentima. Nataj naöin, zaposlenici u jutarnjoj smjeni po-kazuju pozitivne rezultate koji implicirajuvécu vjerojatnost zadovoljstva nakon §tozaposlenik usavrái svoje radne zadace uovoj radnoj smjeni. S druge pak strane, koe-ficijenti braönog stanja, dobi, poslijepod-nevnog i rotacijskog smjenskog rada su ne-gativni. Ovo ukazuje na porast vjerojatnostida ce radnik biti tim zadovoljniji poslom §toje stariji, jednako kao i neozenjeni muSkizaposlenici te oni koji rade u navedenimsmjenama. U ovom je sluöaju interpretaci-jom dobivenih podataka dokazano kako vi-soko obrazovani zaposlenici, bez obiteljskihobaveza, imaju veca oöekivanja koja s godi-nama rastu. Iz toga proiziazi kako je vjero-jatnost postizanja zadovoljstva poslom niiau tim sluöajevima, osobito ako su radnesmjene rotacijske buduci da je takav obra-zac rada jedna od najvainijih neugodnostina koju zaposlenici ukazuju.

4.4. Povezanost zadovoljstvazaposlenika s nekoliko aspekatarada i pripadnosti organizaciji

Na saniom zavrSetku ove empirijskestudije analizirani su Spearmanovi korela-cijski koeficijenti (zbog kvalitativne prirodepodataka) izmedu razine zadovoljstva zapo-slenika i nekolicine radnih obrazaca i pre-danosti tvrtki. U tablici 4 prikazani su dobi-veni rezultati.

There are more statistically interpretablecoefficients for employees with universitystudies. Thus, sex and type of contract pre-sent positive and significant results as it oc-curred with employees with no universitydegrees. The differences between the twogroups are in the remaining significant coef-ficients. This way, the morning shift showsa positive value that implies a higherprobability of satisfaction when the workerdevelops his/her tasks in this work shift. Onthe contrary, for marital status, age and af-ternoon and rotating shifts, coefficients arenegative. It means a decrease in theprobability to be satisfied at work when theworker is older, as well as unmarried menand the ones that work at these work shifts.In this case, the interpretation evidencesthose individuals with university formationthat do not have family responsibilities havehigher expectations, which are increasingwith age. Hence, the probability of satisfac-tion is inferior in these cases, especially ifthe work shift is rotating because this facetis one of the most important inconveniencesindicated by employees.

4.4. Relationship between employees'satisfaction with several aspectsof work and organizationalcommitment

To end this empirical study we haveanalysed the Spearman's correlation coeffi-cient (since the data are qualitative) amongthe level of satisfaction with several facetsof work and the organizational commitment.Table 4 shows the results obtained.


Tablica 4. Povezanost zadovoljstva zaposlenika s nekoliko obrazaca radai pripadnosti tvrtki

SPEARMANOV KORELACIJSKI KOEFICIJENT

Osnovno i srednje obrazovanje

Obrazac rada

Matedjalni uvjeti

Sveukupno zadovoljstvo

Odnos s pretpostavljenima

Korelacija(p-vrijednost)

0,667 (0,000)*

0,651(0,000)*

0,563 (0,000)*

ViSe i visoko obrazovanje

Obrazac rada

Organizacija hotela

Odnos s pretpostavljenima

Sveukupno zadovoljstvo

Korelacija(p-vrijednost)

0,813 (0,000)*

0,778 (0,000)*

0,699 (0,000)*

* Znaíajni na razini 0,01

Izvor: prema podacima iz istrazivanja autora

Table 4. Relationship among employees' satisfaction with several facets of work and or-ganizational commitment

SPEARMAN CORRELATION COEFFICIENT

No university degree

Job facet

Material conditions

Overall satisfaction

Relationship with supervisors

Correlation(p-value)

0,667 (0,000)*

0,651 (0,000)*

0,563 (0.000)*

University degree

Job facet

Organization of the hotel

Relationship with supervisors

Overall satisfaction

Correlation(p-value)

0,813(0,000)*

0,778 (0.000)*

0,699 (0,000)*

' Significant at 0.01 level

Own source

Analizirano je 14 razliôitih obrazacarada te predodzbe koje zaposlenici o njimaimaju. Svi navedeni aspekti pokazuju pozi-tivnu i znaöajnu korelaciju s predanoäcu za-poslenika tvrtki. Usprkos tome, prikazana susamo tri najvaznija obrasca za svaku sku-pinu zaposlenika (stupanj obrazovanja: os-novno i srednje ili viäe i visoko obrazova-nje). Tri su obrasca izabrana na temeljuSpearmanovog koeficijenta vi§e vrijednosti.Stoga, uoöljivo je kako kod zaposlenika bezvisoke struône spreme, aspekti koji znaCaj-nije utjeöu na porast razine predanosti orga-nizaciji su materijalni uvjeti rada, sveuku-pno zadovoljstvo i odnos koji imaju sdirektno pretpostavljenima.

We have analyzed 14 different facets ofwork and the employees' perception aboutthem. All these aspects present a positiveand significant correlation with the worker'scommitment with the organization. Never-theless, we have only indicated the threemain important facets for each group ofemployees (education level: no universitydegree or university degree). The three fa-cets have been selected according to theSpearman's coefficient higher value. Thus,it is noticed that for workpeople withouthigher education, the aspects that presentmore influence to expect a higher level ofcommitment are the material conditions ofwork, the overall satisfaction and the rela-

S.M. Sánchez Cañizares, T.J. López-Guzmán Guzman: Povezanost stupnja obrazovanja, predanosti tvrtki... 61

Za visokoobrazovane zaposlenike tako-der je najvainiji osjeéaj sveukupnog zado-voljstva i odnos s pretpostavljenima, iako jeu njihovu sluöaju predanost hotelskoj tvrtkivisoko korelativan obrazac. Stoga, dok sezaposlenik s niiim stupnjem formalnog ob-razovanja nada kako ce u adekvatnim mate-rijalnim uvjetima razviti svoje radne sposo-bnosti, koje se vecinom sastoje odizvrSavanja rutinskih zadataka, zaposlenik sviáim stupnjem obrazovanja zainteresiranijije za stjecanje adekvatnih organizacijskihsposobnosti buduci da se njegov/njezin po-sao temelji na njima. Medutim, ni u ovomsluöaju razina retribucije nije jedan od naju-tjecajnijih obrazaca na predanost zaposle-nika tvrtki.

5. ZAKLJUCAK

Posljednjih je nekoliko godina organiza-cija sustava turizma suoöena s promjenamabez presedana na rastucem tríiStu. Pritisaknovih trzi§ta, postojanje konkurentskihkompanija iz cijelog svijeta, utjecaj inter-neta i brze promjene preferencija potroäaöa,razlozi su zbog kojih organizacije morajuusvajati poslovne strategije koje ce im omo-guciti brze reagiranje, bolju mogucnost pri-lagodbe i, viäe negó ikad prije, strategijekoje uzimaju u obzir i ispunjavaju oöekiva-nja potroSaöa

Stoga, nema sumnje kako je upravoljudski faktor diferencirajuci öimbenik kojiu turizmu igra temeijnu ulogu u postizanjuadekvatne razine kvalitete usluge. Institucijei organizacije u podniöju turizma intenzivi-raju istrazivanja te poboljSaju svoj vlastitiljudski kapital. NiSta manje nije bitan zak-Ijuöak kako ce samo zadovoljni, motivirani,predani i obrazovani zaposlenici moci pru-¿iti profesionalnu kvalitetu usluge koja cerezultirati zadovoljstvom potroäaöa. Ovajrad predstavlja analizu stupnja obrazovanjazaposlenika hoteiskih kuca smjeätenih u do-bro poznatom turistiökom podruöju koje za-uzima visoko konkurentne pozicije medu

tion that they maintain with their direct su-pervisors. Facets as the level of remunerati-on or the received formation are underneath.

For the employees with university deg-rees, also the overall satisfaction and therelation with supervisors are essential, al-though in this case, the more correlated fa-cet with the commitment is the organizationof the hotel. Thus, while an employee withlower formative level hopes to develophis/her work with adequate material condi-tions since it probably consists of routinetasks, a worker with superior formation ismore interested in having an adequate orga-nization, since his/her work is involved inthis task. However, neither in this case is theretributive level one of the most influentialfacets of the employee's commitment.

5. CONCLUSION

In the recent years, the organizations intourism have been facing unprecedentedchanges in broadening scenery. The pres-sure from new markets, the existence ofcompetitor companies all around the world,the Internet impact and the speed in thechanges of consumers' preferences, presumethe need for the organizations to developstrategies for a faster response, bettercapacity to adapt and, more than ever, stra-tegies which understand and meet the cli-ents' expectations.

Hence, there is no doubt that the humanfactor is a differentiating element in the tou-rist services which plays a ftindamental rolein the achievement of the adequate levels ofservice quality. It is therefore necessary thatinstitutions and organizations in tourism en-hance the research and improvement of theirown human capital. Nevertheless, it isnecessary to retain that only satisfied, moti-vated, committed and educated human ca-pital will, in fact, correctly provide the pro-fessional quality service which generatestourists' satisfaction.


turistiôkim destinacijama, uz produbljivanjerazlika izmedu stupnjeva obrazovanja kojese oôituju u sveukupnom zadovoljstvu zapo-slenika i njemu karakteristiônim pitanjima,kao i u predanosti tvrtki od strane zaposle-nika.

Ovim je istrazivanjem utvrdeno postoja-nje evidentnih razlika u stupnjevima obra-zovanja. Iako prevladavaju radnici s nizimobrazovanjem, znaôajan je postotak visokoobrazovanih zaposlenika (39,1%). Ovaj po-datak upucuje na znaôajne konkurentskeprednosti turistiôkog sustava, buduci da setrajanje radnog odnosa produljuje s viäimstupnjem obrazovanja. Ipak, broj godinakoje zaposlenik provede radeci na jednomradnom mjestu veoma je malen u Andaluzijigdje je fluktuacija zaposlenika znaôajanproblem. Ukoliko se uzme u obzir ôinjenicakako su, nesumnjivo, viäa razina sveukup-nog zadovoljstva poslom i predanost tvrtkikarakteristike visoko obrazovanih za-poslenika, odjeli upravljanja ljudskim resur-sima moraju se potruditi analizirati razlogeza zadovoljstvo/nezadovoljstvo najkvalifici-ranijih zaposlenika kako bi ih zadrzali naradnim mjestima. Time bi se podigla razinapredanosti tvrtki i smanjili se troskovi nas-tali fluktuacijom radne snage. Edukacija za-poslenika kapitalna je investicija koja bimogla propasti ukoliko ce zaposlenici brzonapustiti tvrtku u potrazi za kvalitetnijimradnim mjestom. Uostalom, glavni su raz-lozi za nezadovoljstvo, naznaôeni u svimprikupijenim podacima koriätenim u ovojstudiji bili, bez obzira na stupanj obrazova-nja zaposlenika, visina place i radni sati.Ukoliko se ovim parametrima ne uspiju za-dríati najkvalificiraniji zaposlenici, koji biradije pronaäli atraktivnije zaposlenje neg-dje drugdje, potrebno je raditi na jaôanjumotivacije zaposlenika te stvaranju uvjetakoji ce kao posljedice imati zadovoljstvo ipredanost. Zajedno s ulaganjima u eduka-ciju zaposlenika, ovime bi se izbjeglo danajboiji zaposlenici napuste tvrtku i ulozenibi se napori isplatili.

The study presents an analysis of the le-vels of education of the workers of hotelestablishments located in a well-known tou-rist area which occupy highly competitivepositions amongst tourism destinations (An-dalusia, located in the South of the IberianPeninsula), having deepened the differencesthat education levels show when facing ove-rall job satisfaction and its distinct issues, aswell as when facing organizational com-mitment of workers.

In this study evident differences werefound between the levels of education. The-refore, although there is a predominance ofworkers with lower education, it is also pos-sible to find a high percentage of universitygraduates (39.1%). This is a meaningfulcompetitive advantage in tourism, above all,since seniority rises with level of education.And yet, the number of years that anemployee remains in an organization is verylow in Andalusia, where turnover is a seri-ous issue. If we consider the fact that,undoubtedly, the higher global levels ofoverall job satisfaction and organizationalcommitment correspond to the graduates,the Human Resources Management mustmake an effort to analyse reasons for satis-faction/dissatisfaction in the most qualifiedemployees in order to keep them. So, theirorganizational commitment level would riseand expenses due to turnover would drop.Staff training is a capital investment, there-fore it could be acknowledged useless ifemployees are to leave shortly to higherquality jobs. In fact, the main dissatisfactionreasons highlighted by all stuff in this study,no matter their education level, have beensalaries and working hours. If these measu-rements fail to keep the most qualifiedemployees, who would rather find a moreattractive position elsewhere, stuff motiva-tion reinforcement is required, managingtheir satisfaction and commitment triggeringfactors, so they could feel happy at workand committed to their organization. Toget-her with training investment, this wouldavoid the best professionals taking their le-ave, so efforts performed would not vanish.


S druge pak strane, proSirivanjem istra-zivanja na druStvene i radne varijable kojeutjeöu na vjerojatnost pronalaska zadovolj-nih odnosno nezadovoljnih zaposlenika,prema logiökom modelu binamih podataka,nije moguce detektirati previäe razlika iz-medu zaposlenika s i bez diplome. Oôite sudiskrepancije u braCnim statusima (nize ob-razovani samci sretniji su od vi§e obrazova-nih samaca), kao i radnim smjenama, kojesu izvor nezadovoljstva visokoobrazovanihzaposlenika. Konaöno, ôimbenici koji jaôeutjeôu na predanost tvrtki u obje skupinezaposlenika su sveukupno zadovoljstvo za-poslenika te odnos s pretpostavljenima, iakoje primjetno kako zaposlenici s nizim stup-njem formalnog obrazovanja cijene, prijesvega, materijalne uvjete rada, dok visokoobrazovana radna snaga naglaäava vaznosthotelske administracije kao glavnog ôimbe-nika predanosti tvrtki.

Ovo ce istraiivanje i provedena analizapomoci timovima menadiera pri donoáenjuboljih odiuka za buduce poslovne strategije.Mnoge tvrtke naglaSavaju vaènost ljudskogkapitala kao njihove najvaznije imovine, aliova se premisa ne reflektira u njihovoj pos-lovnoj politici kojom se ne potiöe izvrsnostzaposlenika. Stoga, predanost nije ne§to atobi samo zaposlenici trebali iskazivati tvrtki,vec i tvrtka mora naöiniti korake premakvalitetnom upravijanju ljudskim resursima.Hotelske kuce trebaju investirati u edukacijuzaposlenika kao i u razvijanje njihovih po-tencijala i talenata kako bi postigle visokukvalitetu usiuge koju nude potroáaCima.

Edukacija zaposlenika mora biti vaznastavka koja ce omoguciti predanost zaposle-nika tvrtki i kvalitetnu usiugu potroSaöima,ali samo ukoliko je kvalitetno implementi-rana i rukovodena. U suprotnom ce vjeätinei sposobnosti, koje pripadaju pojedincima-zaposlenicima a nisu vlasniátvo tvrtke ukojoj rade, biti izgubljene zbog fluktuacijevisoko kvalificiranih zaposlenika.

On the other hand, extending our rese-arch to social and labour variables that in-fluence the probability of finding satisfiedor non-satisfied workers with the job, ac-cording to the logit model, it is not possibleto detect too many differences betweenemployees with or without university deg-rees. Discrepancies are shown in maritalstatus (singles are happier in lower educa-tion but unhappier among graduates), aswell as in work-shifts, which is a source ofdissatisfaction among workers with superioreducation. Finally, the issues that morestrongly influence organizational commit-ment are global satisfaction and relationswith superiors in both groups of workers,although one can observe how the workerswith lower formative levels appraise, aboveall, the material conditions of the job, whilethe graduates emphasize the hotel adminis-tration as the main correlation with com-mitment.

This research and analysis will help ma-nagement teams to take better decisionsabout future action strategies. Many organi-zations acknowledge human capital as theirmost precious asset but their practice doesnot reflect this finding and does not induceto excellence in managing individuals. Thusthe commitment should not be just from theworkers toward the organization but theorganization must also make an efforttoward quality-management. Hotel es-tablishments are required to invest in trai-ning as well as to improve staff attitudesand talents pursuant to achieve a highquality customer service.

The education of human resources has tobe considered a valuable asset, which maygenerate commitment and good services forthe clients, but only when it is wellimplemented and managed. Otherwise,skills aijid talent, which belong toindividuals and not to the organization, maydisappear with the high turnover of highlyqualified professionals.


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Primljeno: 18. ozujka 2009. /Submitted: 18 March 2009

Prihvaceno: 12. travnja 2010. /Accepted: 12 April 2010

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IZVORNI ZNANSTVENI RAD ORIGINAL SCIENTIFIC PAPER Sandra … · ljudski kapital mora biti visoko prilagodljiv filozofiji tvrtke, a Camisón (1996) ukazuje na ôinjenicu kako su kvalificirani