Unconventional incentive schemes in tourism enterprises, does it make sense?
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Unconventional incentive schemes in tourism enterprises, does it make sense? Maciej Kozłowski1
© The Author(s) 2019
Abstract The purpose of this article is to describe the model of the most important employee financial participation (EFP) programs and give some proposals aiming at wider promotion of financial participation in tourist companies in order to show the occurring relations between the programs applied and the socioeconomic results of enterprises. The research has been based on available literature and own research conducted on the sample of Polish companies listed on Warsaw Stock Exchange. The author’s research could serve as a guide to carry out similar research in the tourist resort. Financial participation programs existing in particular countries differ because of various circumstances in which they are applied, various range and eligibility of employees, though it is possible to find such elements which they have in common. What can be expected is a radical change in workers’ attitudes towards a higher commitment, stronger identification with the company, and as a result taking responsibility for its future. It is even more important in tourist industry (in transnational tourist companies) in a comparison to the traditional one. It can be assumed that the awareness aspect plays here a vital role in the way to a success of the whole company and individual employees’ as well. Unfortunately, this is not a common condition. We can expect that EFP programs generally would have a positive influence on the functioning of the tourist enterprise. However, the effects could be rather social than economic. More rigorous statistical analysis is needed to know more about economic results in tourist industry, unfortunately such studies are not conducted in tourism, so the question in the title is still open. Keywords Financial participation · Model approach · Tourist companies · Incentive schemes · Recommendations
1 Introduction Enterprises in the tourism industry, wanting to stay on the market and gain a competitive advantage, are increasingly faced with the need to take actions closely related to the changes in the management of these enterprises. The changes may concern not only the * Maciej Kozłowski [email protected] 1
University of Lodz, Lodz, Poland
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introduction of modern forms of management, but also the change in the role of all participants towards greater decision-making participation, which in turn is associated with different forms of motivating employees than those used so far. Motivating employees is one of the main components of human resources management [apart from planning, recruitment and selection, evaluation and development of personnel (Kostera 1994)], and as it is known, individual employees are the owner of the human resource and they ultimately decide about the degree of involvement of this resource at work (Pocztowski 2003). In turn, the most important components of the human resource are: knowledge, abilities, skills, health, a
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