Volume 04 Issue 08-2024
177
American Journal Of Social Sciences And Humanity Research
(ISSN
–
2771-2141)
VOLUME
04
ISSUE
08
P
AGES
:
177-185
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
ABSTRACT
Purpose: Diagnosing the reality and role of employee engagement in addressing the problems of reducing high
performance in tourism education institutions.
Theoretical framework: employee engagement is one of the relatively recent management concepts in the field of
administrative and organizational literature, in addition to identifying the concept of job performance and how to
raise performance through the availability of job integration for the employee.
Method/design/approach: Using the analytical descriptive approach by analyzing the opinions of a sample of
administrative and academic leaders in universities and tourism institutes.
Results and conclusion: The employee integrated at work and his presence emotionally, cognitively and physically has
a significant impact on raising and improving performance, especially in academic tourism organizations.
Research practical & Social implications: In recent years, interest in the issue of functional integration has increased
because it represents a bright spot for employees who care about the future of the organization and who express
their willingness to invest their efforts in its favor.
Research Article
EMPLOYEE ENGAGEMENT OF HUMAN RESOURCES AND ITS IMPACT
ON THE DEVELOPMENT OF TOURISM PERFORMANCE (AN
EXPLORATORY STUDY FOR A NUMBER OF TOURISM EDUCATION
INSTITUTIONS IN IRAQ)
Submission Date:
Aug 16, 2024,
Accepted Date:
Aug 21, 2024,
Published Date:
Aug 26, 2024
Crossref doi:
https://doi.org/10.37547/ajsshr/Volume04Issue08-14
Anwar Talib Matrood
College of Tourism sciences, University Mustansiriyah, Iraq
Journal
Website:
https://theusajournals.
com/index.php/ajsshr
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
Volume 04 Issue 08-2024
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American Journal Of Social Sciences And Humanity Research
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VOLUME
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OCLC
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1121105677
Publisher:
Oscar Publishing Services
Servi
Originality /value :The research presents numerical indicators on the research variables to guide college leaders to
raise the state of job integration and is expected to contribute to broadcasting steps on how to achieve the highest
level of performance.
KEYWORDS
Employee engagement, tourism performance, tourism education institution.
INTRODUCTION
Now days organizations face huge challenges due to
different factors, such as globalization, fierce,
stakeholder pressure, information technology, and
rapid changes in customer expectation (Masood et al.,
2016).Therefore, it was necessary to adopt modern
administrative methods that keep pace with the
development in tourism academic institutions, and the
employee engagement factor is one of the most
important keys to developing academic performance.,
because of the direct and in direct relationships
between engagement ,productivity and performance
(Zhang, 2018). As achieving the stage of integration
and employee between the individual and his job is
considered an advanced and important stage in his
career path, and it is a necessity imposed by the large
betting of business organizations on the human
resource reaching the highest level of performance
and transforming it into a competitive advantage in a
highly competitive environment, other studies also
discuss the work environment that affects employee
performance states that a comfortable work
environment causes employee to focus on work and
this condition causes employee work productivity to
increase so that organizational targets are achieved
(Susanto, 2022). The more the work environment is
characterized by acceptance and satisfaction, it makes
individuals integrated in their jobs, and the job
becomes an important aspect of their lives, as they
spend a large part of their time in the job, employee
engagement is an effective factor for motivating
workers, guiding behavior, reducing turnover and
absence rates, and increasing voluntary behavior
(Khan, 2011).
THEORETICAL FRAME
2.1. The Concept of Employee Engagement
The concept of (E.E) is one of the relatively recent
concepts that has achieved great resonance in the
world of business and modern management and the
two sides of the equation (the organization and the
employee). There has been much interest in employee
engagement in the past few years, but the lack of a
global definition of employee engagement is
Volume 04 Issue 08-2024
179
American Journal Of Social Sciences And Humanity Research
(ISSN
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2771-2141)
VOLUME
04
ISSUE
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P
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177-185
OCLC
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1121105677
Publisher:
Oscar Publishing Services
Servi
noticeable. This term entered management literature
when (1990 Willam Khan) a professor at Boston
University in Organizational Behavior presented a
research paper entitled “The Psychological Conditions
of Personal Integration and Non-
Integration at Work”
and defined it as harnessing the self of members of the
organization for their work roles in participating and
expressing themselves physically, cognitively and
emotionally while performing roles (Shroryia &
Dhanda, 2020) and (Dessler, YEAR) mentions that the
engaged employees understand how they and their
departments contribute to the success of the more
engaged organization and indicates how their efforts
can contribute to the big picture of the success of the
organization, and that the employee engagement rose
when they experienced what they called meaning
researchers Psychological (i.e. realizing that the role of
the individual in the organization is worthwhile and of
value to the organization) ( Dessler, 2018) employee
engagement results from the employee's cognitive
judgment about the self-image that he has about his
ability in organizational performance in the
organization,(Jose & Mampilly, 2014) and define
employee engagement (Fan et al., 2016), He sees (Jefe
et al., 2015) employee engagement as the emotional
commitment of the employee towards the
organization and its goals. Meere (2019), described
three levels of engagement (1) engaged-employee
who work with passion and feel a profound connection
to their organization,(2) not engaged-employees who
attend and participate in work but are time serving and
put no passion or energy in to their work and(3)dis
engaged-employees who are un happy at work and
who act out their unhappiness at work,. Moreover
indicates (Duc , 2022),there are many theories related
to employee engagement are also closely related to
the process that enterprises conduct regarding the
motivation of employees, factors such as salary, bonus,
space to regenerate labor force, protective equipment
at work ,community activities, celebration of the
company’s traditional day ,recognition and reward for
achievements, appointment and promotion, or the
opportunity to be sent for training to improve their
qualifications to develop themselves, are the typical
for motivational activities to be made for employee.
2.2. The Concept of Employee Performance
Employee performance is a multi-component term, as
it is mainly the operational aspect of it that can be
distinguished as: “a set of functional behav
ioral
processes that lead to an expected result and the
behavior here refers to the behavior that shows the
individual’s achievement and work. (Rabindra &
Latatendu, 2016).
The concept of performance is related to both the
behavior of the individual and the organization and
occupies a special place within any organization as it is
the final product of the outcome of all activities at the
level of the individual and the organization (it is an
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interaction between the employee's effort and his
capabilities within the work environment) (Alfandi,
2020), performance can be as a quantitative and
qualitative expression of a person or group to carry out
and complete work to achieve goals ,using the
knowledge ,skills and abilities possessed (Altindag &
kosedagi, 2015), define employee performance
Fulfilling the requirements of a particular job, i.e. the
manner in which the employee performs his job
(Fazely, 2016), Performance is the worth of a collection
of employee actions that either positively or
negatively affect the achievement of company
objectives.(Suharton, 2023). while you see (Rimeta,
2021) employee performance A set of purposeful
behaviors and results achieved by the worker when he
performs tasks and practices limited responsibilities at
the level of the job he occupies in the organization. It is
noteworthy that there are three types of behavior that
constitute employee performance (1) the performance
of tasks, which means the performance of duties and
responsibilities that contribute to the production of a
good, service, or administrative tasks, (2) it is
citizenship, and it is expressed by actions that
contribute to building the psychological environment
of the organization, such as helping others when need,
support organizational goals, and treat co-workers
with respect, (3) negative behavior that leads to
adverse productivity, which is actions that harm the
organization's activity, and these actions include
stealing and destroying the organization's property,
and acting rough towards workers (Shaju et al., 2017)
in the end, performance. To put it simply, employee
performance is defined as how much an individual
helps create a superior end result. (Shamsudin &
Velmurugan, 2023).
METHODOLOGY
3.1. Study Problem
In view of the fact that human resources are
considered one of the most important and valuable
resources possessed by institutions, especially
educational ones, due to the active role they play in
planning the activities of these institutions, leading
them and implementing performance, however, the
researcher noticed, through continuous field visits,
that many of the human cadres in these institutions,
whether they are Professors or employees perform
their jobs as a daily routine only dictated by some
administrative orders, with the exception of a group
that performs its tasks with effort and an additional
role and feels self-responsible towards the institution
to which it belongs, in addition to the presence of some
staff who do not perform the tasks entrusted to them
with their results required or correct,
3.2. The Aim of Study:
1- To identify the basic rules that can be used to achieve
employee engagement of human cadres in educational
institutions.
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2-Statement of the most prominent standards of job
performance that constitute the ideal image and the
duty of organizations and individuals to strive to
achieve them.
3.3. The Importance of Studying:
1-
The importance of the study lies in its
presentation of a product that contributes to the
service of human staff in tourism education institutions
in knowing the factors that contribute to the
integration of these staff in their work.
2-
The importance of the study stems from the
importance of the study community, represented by
the leadership of tourism education institutions In
institutes and universities, as they represent a
cornerstone in establishing values and work systems in
the tourism and hotel sector.
3.4. Study Hypotheses:
It can be classified according to the following points:
The first main hypothesis: The first main hypothesis:
There is a significant effect between integration in
tourism performance, and the following sub-
hypotheses branch out from this hypothesis.
1.
There is a significant effect between the
emotional dimension and tourism performance in
tourism education institutions in Iraq.
2.
There is a significant effect between physical
integration and tourism performance in tourism
education institutions in Iraq.
3.
There is a significant effect between
knowledge integration and tourism performance in
tourism education institutions in Iraq.
Testing the effect of hypotheses, the first main
hypothesis of the research was identified: There is a
statistically significant effect of the dimensions of
employee
engagement
combined
(emotional
integration, physical integration, cognitive integration
in tourism performance).
(Table) (1) (Multiple Linear Regression of The Effect of Employee
Engagement Dimensions in The Dimensions of Tourism Performance in
A Way.
Dimension
Pointers
F
Α
Β
AR²
R²
T
P
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The first model
perform tasks
emotional engagement
27.864 1.159
0.440
0.426 0.411
4.057 0.000
physical engagement
0.255
3.860 0.001
The Second model
creative performance
emotional engagment
37.514 0.155
0.702
0.500 0.487
5.339 0.000
Physical engagement
0.294
3.222 0.002
the three model
citizenship behavior
physical engagement
17.038 0.716
0.400
0.312 0.294
3.987 0.000
Cognitive engagement
0.481
3.307 0.001
The source is the output of program (spss v28).
Table (2): The Effect of Employee Engagement in Its Dimension in Tourism
Performance
The independent
variable
Performance tourism
Α
Β
R²
A R² P-V
T
F
Emotional
engagement
0.758
0.514
0.592 0.582
0.000
5.715
54.510
physical engagment
0.294
0.000
4.693
Cognitive
engagement
0.139
0.112
1.608
The source is the output the program (spss v28).
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Tourism educational institutions have shown high
interest in performing their tasks and in a way that
enhances their tourism performance, resulting from
the focus of their management on achieving a state of
harmony between the energies of their human
resources and their set goals, as they provide all the
means that enable them to perform their work
perfectly.
RESULTS AND DISCUSSION
The interest of tourism educational institutions in
emotional engagement became evident, and they
sought to improve it in a way that enhances functional
integration, especially as it worked to make work in it
of important value in the lives of members of the
organization and at various administrative levels, as
well as finding jobs and jobs that are motivated by its
members and its constant endeavor to improve
functional integration through Developing the skill
base and intellectual perceptions as a base adopted by
its management in drawing up training policies, as well
as providing a large margin of creativity in the
processes of completing various activities in a way that
enhances its performance resulting from the focus of
its management on achieving a state of harmonization
between the energies of human resources and their
marked goals .
CONCLUSION
At the end of the study, it can be concluded that is the
employee engagement most important factor in the
process of improving performance in tourism
academic organizations. A committed employee is a
person who understands his role in the business
strategy and has a strong emotional attachment to the
organization, He is more involved and strives to
achieve success and learn new things, employee
engagement improves the ability of employees and
organizations.
Therefore,
tourism
education
institutions must check the level of integration of
employees from time to time and try to integrate with
them to gain information and knowledge about their
grievances,
and
employees
must
be
given
opportunities and training to hone their skills and
improve their performance, And the trend towards
promoting the culture of sharing and establishing its
concepts as part of the philosophy of management,
whether in decision-making, profits, or taking
responsibility, and that the college works to open
distinct channels to attract new employees.
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