The responses showed that some HRM practices were
more preferred by employees than others. Table I above
presents the highly preferred statements or practices in each
dimension. The Planning Job Practice shows that most Saudi
hotel sector employees preferred (highly) tight formal
planning, and the designing of jobs where they have a lot of
contact with other people. Further, they prefer short-term
planning to long-term planning. The results on the
Recruitment and Selection Practice emphasised that most
employees had a high preference for on making the criteria used for selection very clear to all job applicants. Further, they
preferred sophisticated selection tools for jobs, and preferred
to make performance and competence the top priority for
important promotions, rather than making loyalty and
seniority the top priority. In addition, creating a climate in
which people at work organise a variety of social activities
scored highly preferred rather than treating work and social
activities in the company as separate matters. Finally, most
employees preferred that employee promotions be announced
or published, officially, rather than their being kept a private
issue.
In terms of Performance and Evaluation Practice, most
employees preferred the creation of official evaluation systems
in which forms are always filled out and processed.
Furthermore, they preferred that employee performance be
evaluated by his/her supervisor and not by subordinates or
peers. The Salary and Wages Practice results revealed that
employees preferred that the overall wage be primarily
determined by market rates, and not by a comparison to
similar jobs. Additionally, the employees preferred that their
pay increases be determined mainly by the individual’s job
performance not by the group performance. The provision of a
very strong guarantee for job security, as well as having
personal pay levels kept secret, were also preferred. They also
revealed a preference for becoming shareholders in the
company.
Finally, the Training Practice statements showed that most
employees preferred to spend one week, each year,
undertaking off-the-job training. Further, they also preferred to
have training programs that improved their skills and
knowledge of their present job within the firm, and that
identified their own training practice needs. In addition, the
employees indicated a high preference for continuous training
opportunities as matter of policy.
The responses showed that some HRM practices weremore preferred by employees than others. Table I abovepresents the highly preferred statements or practices in eachdimension. The Planning Job Practice shows that most Saudihotel sector employees preferred (highly) tight formalplanning, and the designing of jobs where they have a lot ofcontact with other people. Further, they prefer short-termplanning to long-term planning. The results on theRecruitment and Selection Practice emphasised that mostemployees had a high preference for on making the criteria used for selection very clear to all job applicants. Further, theypreferred sophisticated selection tools for jobs, and preferredto make performance and competence the top priority forimportant promotions, rather than making loyalty andseniority the top priority. In addition, creating a climate inwhich people at work organise a variety of social activitiesscored highly preferred rather than treating work and socialactivities in the company as separate matters. Finally, mostemployees preferred that employee promotions be announcedor published, officially, rather than their being kept a privateissue.In terms of Performance and Evaluation Practice, mostemployees preferred the creation of official evaluation systemsin which forms are always filled out and processed.Furthermore, they preferred that employee performance beevaluated by his/her supervisor and not by subordinates orpeers. The Salary and Wages Practice results revealed thatemployees preferred that the overall wage be primarilydetermined by market rates, and not by a comparison tosimilar jobs. Additionally, the employees preferred that theirpay increases be determined mainly by the individual’s jobperformance not by the group performance. The provision of avery strong guarantee for job security, as well as havingpersonal pay levels kept secret, were also preferred. They alsorevealed a preference for becoming shareholders in thecompany.Finally, the Training Practice statements showed that mostemployees preferred to spend one week, each year,undertaking off-the-job training. Further, they also preferred tohave training programs that improved their skills andknowledge of their present job within the firm, and thatidentified their own training practice needs. In addition, theemployees indicated a high preference for continuous trainingopportunities as matter of policy.
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