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TURİZM SEKTÖRÜNDE BUMERANG YÖNETİCİLER: NEDEN GİTTİLER? NEDEN DÖNDÜLER?

Year 2023, Volume: 10 Issue: 1, 670 - 687, 29.03.2023
https://doi.org/10.30798/makuiibf.1220201

Abstract

Araştırmada, bumerang çalışan olan otel işletmeleri yöneticilerinin bumerang çalışan olma nedenleri süreçleri araştırılmıştır. Gönüllü geri dönüş literatüründeki temel tartışmalardan türeyen bumerang kavramı ise ilke olarak 1990’ların sonu itibariyle akademik literatürde kullanılmaya başlanmıştır. Eskiden çalıştığı işletmeden çeşitli sebeplerle ayrılıp daha sonra ayrıldığı işletmeye dönen çalışanlara, ya da başka bir deyişle aynı örgüt tarafından tekrar işe alınan çalışanlara bumerang çalışan denmektedir. Bu çalışmada bumerang çalışan olan konaklama işletmeleri yöneticilerinin bu süreçle ilgili görüşleri araştırılmıştır. Mülakat yönteminin kullaıldığı araştırmada 10 yönetici ile görüşmeler yapılmıştır.

References

  • Almeda, D., ve Schawbel, D. (2015). The corporate culture and boomerang employee study. WorkplaceTrends. Eirişim adresi: https://brieflynotedonline.wordpress.com/tag/the-corporate-culture-and-boomerang-employee-study/
  • Antoniu, E. (2010). Career planning process and its role in human resource development. Annals of The University of Petroşani, Economics, 10(2), 13-22.
  • Arnold, J. D., Van Iddekinge, C. H., Campion, M. C., Bauer, T. N., ve Campion, M. A. (2021). Welcome back? Job performance and turnover of boomerang employees compared to internal and external hires. Journal of Management, 47(8), 2198-2225.
  • Baumbusch, J. (2010). Semi-structured interviewing in practice-close research, Journal for Specialists in Pediatric Nursing, 15(3), 255-258.
  • Boies, K., ve Rothstein, M. G. (2002). Managers’ interest in international assignments: The role of work and career satisfaction. International Journal of Intercultural Relations, 26(3), 233- 253.
  • Carnahan, S., ve Somaya, D. (2015). The other talent war: Competing through alumni. MIT Sloan Management Review. Erişim adresi: https://sloanreview.mit.edu/ article/the-other-talent-war-competing-through-alumni/.
  • Caraher, L. (2017). The boomerang principle: Inspire lifetime loyalty from your employees. Routledge.
  • Çanakçı, T., ve Birdir, S. S. (2020). Dört ve beş yıldızlı otel mutfak şeflerinin işten ayrılma nedenleri. İşletme Araştırmaları Dergisi, 12(2), 1176-1191.
  • Dachner, A.M. ve Makarius, E., (2021) Turn departing employees into loyal alumni. Harvard Business Review, March-April. Erişim adresi: https://hbr.org/2021/03/turn-departing-employees-into-loyal-alumni.
  • Dachner, A. M., ve Makarius, E. (2022). Follow the trails: A path to systematically designing corporate alumni programs. Organizational Dynamics, 100897.
  • Eren, A., ve Saraçoğlu, B. (2007). Gönüllü işten ayrılmalar üzerine ekonometrik bir yaklaşım. Dokuz Eylül Üniversitesi İktisadi İdari Bilimler Fakültesi Dergisi, 26(1), 1-15.
  • Florentine, S. (2015). Seven reasons to hire back the right former employees. CIO. Erişim adresi: https://www.cio.com/article/245213/7-reasons-to-hire-back-the-right-former-employees.html
  • Gürkan, G. Ç., ve Demiralay, T. (2013). İlişki ve görev çatışması ile işten ayrılma niyeti ilişkisinin araştırılması: Konaklama işletmeleri çalışanları üzerinde bir araştırma. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, 14(2), 59-79.
  • Hang-Yue, N., Foley, S. and Loi, I.R., (2005), Work role stressors and turnover intentions: a study of Professional clergy in Hong Kong, Int. J. of Human Resource Management 16(11), 2133–2146.
  • Hirschman, C. (2000). Reserve space for rehires. Society for Human Resource Management. Erişim adresi: https://www.shrm.org/hr-today/news/hr-magazine/pages/reserve-space-for-rehires.aspx.
  • Kallio, H., Pietil€a, A.M., Johnson, M. and Kangasniemi, M. (2016). Systematic methodological review: developing a framework for a qualitative semi-structured interview guide, Journal of Advanced Nursing, 72(12), 2954-2965.
  • Keller, J. R., Kehoe, R. R., Bidwell, M., Collings, D., ve Myer, A. (2021). In with the old? Examining when boomerang employees outperform new hires. Academy of Management Journal, 64(6), 1654-1684.
  • Kumavat, P. P. (2012). Boomerang of Employees:“The Strategic way of filling the Organizational Talent Gap”. International Journal of Management and Social Sciences Research, 1(2), 14-17.
  • Maier, C., Laumer, S., Weitzel, T., ve Joseph, D. (2021). Are IT professionals better off when they return to their former employer? An employee perspective on IT boomerang careers. In Proceedings of the 2021 on Computers and People Research Conference (71-78).
  • Maurer, R. (2015). Attitude on rehiring boomerang workers changing. HRNews, Alexandria, Erişim Ardesi: https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/rehiring-boomerang-workers.aspx.
  • Medina, F. J., Munduate, L., Dorado, M. A., Martínez, I., ve Guerra, J. M. (2005). Types of intragroup conflict and affective reactions. Journal of managerial psychology, 20(3-4), 219-230.
  • Pierre, R. R. (2019). A Phenomenological Study of the Boomerang-Employment Experience of Scientists and Engineers (Doctoral dissertation, The George Washington University).
  • Prommegger, B., Arshad, D., ve Krcmar, H. (2021). Understanding Boundaryless IT Professionals: An Investigation of Personal Characteristics, Career Mobility, and Career Success. In Proceedings of the 2021 on Computers and People Research Conference (pp. 51-59).
  • Raj, V. S., ve Hundekar, S. G. (2013). Developing a successful rehiring model. International Research Journal of Social Sciences, 2(6), 39-42.
  • Raveendra, P. V., ve Satish, Y. M. (2022). Boomerang hiring: strategy for sustainable development in COVID-19 era. Human Systems Management, 277-282.
  • Rusbelt C.A., Farrell D., Rogers G., Mainous A.G. (1988). Impact of Exchange Variables on Exit, Voice, Loyalty and Neglect: an İntegrative Model of Responses to Decline Job Satisfaction, Academy of Management Journal, 31(2), 599-627.
  • Sara, H. J. (2014). 5 things to consider before rehiring boomerang employees.Employee Benefit News (Online), NewYork.
  • Shipp, A. J., Furst‐Holloway, S., Harris, T. B., ve Rosen, B. (2014). Gone today but here tomorrow: Extending the unfolding model of turnover to consider boomerang employees. Personnel Psychology, 67(2), 421-462.
  • Singh, J. K., ve Jain, M. (2013). A study of employees’ job satisfaction and its impact on their performance. Journal of Indian research, 1(4).
  • Snyder, D. G., Stewart, V. R., ve Shea, C. T. (2021). Hello again: Managing talent with boomerang employees. Human Resource Management, 60(2), 295-312.
  • Somaya, D., ve Williamson, I. O. (2011). Embracing turnover: moving beyond the “war for talent”. In Global talent management (90-102). Routledge.
  • Sullivan, J. (2006). Boomerangs: The Strategic Process of Rehiring Your Former Employees, Part 1, Erişim adres: https://www.ere.net/boomerangs-the-strategic-process-of-rehiring-your-former-employees-part-2/ ( Erişim tarihi: 15 Aralık 2022).
  • Swider, B. W., Liu, J. T., Harris, T. B., ve Gardner, R. G. (2017). Employees on the rebound: Extending the careers literature to include boomerang employment. Journal of Applied Psychology, 102(6), 890.
  • Terre Blanche, M.T.; Durrheim, K.; Painter, D. (2006), Research in Practice: Applied Methods for The Social Sciences, Cape Town: University of Cape Town Press.
  • Tian, Z., Yuan, Q., Qian, S., ve Liu, Y. (2022). The generative mechanism of boomerang ıntention: From the perspective of legacy identification. Frontiers in Psychology, 12, 6691.
  • Tees, D. M. (2009). Redefining employee retention: A paradigm shift (Doctoral dissertation, University of Pennsylvania).

BOOMERANG MANAGERS IN TOURISM SECTOR: WHY DID THEY RESIGN? WHY HAVE THEY COME BACK?

Year 2023, Volume: 10 Issue: 1, 670 - 687, 29.03.2023
https://doi.org/10.30798/makuiibf.1220201

Abstract

In the research, the processes of the reasons why hotel managers who are boomerang employees are boomerang employees were investigated. The concept of boomerang, which derives from the main debates in the voluntary repatriation literature, started to be used in the academic literature as a principle in the late 1990s. Employees who leave the business they used to work for for various reasons and then return to the business they left, or in other words, employees who are rehired by the same organization are called boomerang employees. In this study, the opinions of the managers of accommodation establishments who work with boomerangs about this process were investigated. In the research in which the interview method was used, interviews were conducted with 10 managers.

References

  • Almeda, D., ve Schawbel, D. (2015). The corporate culture and boomerang employee study. WorkplaceTrends. Eirişim adresi: https://brieflynotedonline.wordpress.com/tag/the-corporate-culture-and-boomerang-employee-study/
  • Antoniu, E. (2010). Career planning process and its role in human resource development. Annals of The University of Petroşani, Economics, 10(2), 13-22.
  • Arnold, J. D., Van Iddekinge, C. H., Campion, M. C., Bauer, T. N., ve Campion, M. A. (2021). Welcome back? Job performance and turnover of boomerang employees compared to internal and external hires. Journal of Management, 47(8), 2198-2225.
  • Baumbusch, J. (2010). Semi-structured interviewing in practice-close research, Journal for Specialists in Pediatric Nursing, 15(3), 255-258.
  • Boies, K., ve Rothstein, M. G. (2002). Managers’ interest in international assignments: The role of work and career satisfaction. International Journal of Intercultural Relations, 26(3), 233- 253.
  • Carnahan, S., ve Somaya, D. (2015). The other talent war: Competing through alumni. MIT Sloan Management Review. Erişim adresi: https://sloanreview.mit.edu/ article/the-other-talent-war-competing-through-alumni/.
  • Caraher, L. (2017). The boomerang principle: Inspire lifetime loyalty from your employees. Routledge.
  • Çanakçı, T., ve Birdir, S. S. (2020). Dört ve beş yıldızlı otel mutfak şeflerinin işten ayrılma nedenleri. İşletme Araştırmaları Dergisi, 12(2), 1176-1191.
  • Dachner, A.M. ve Makarius, E., (2021) Turn departing employees into loyal alumni. Harvard Business Review, March-April. Erişim adresi: https://hbr.org/2021/03/turn-departing-employees-into-loyal-alumni.
  • Dachner, A. M., ve Makarius, E. (2022). Follow the trails: A path to systematically designing corporate alumni programs. Organizational Dynamics, 100897.
  • Eren, A., ve Saraçoğlu, B. (2007). Gönüllü işten ayrılmalar üzerine ekonometrik bir yaklaşım. Dokuz Eylül Üniversitesi İktisadi İdari Bilimler Fakültesi Dergisi, 26(1), 1-15.
  • Florentine, S. (2015). Seven reasons to hire back the right former employees. CIO. Erişim adresi: https://www.cio.com/article/245213/7-reasons-to-hire-back-the-right-former-employees.html
  • Gürkan, G. Ç., ve Demiralay, T. (2013). İlişki ve görev çatışması ile işten ayrılma niyeti ilişkisinin araştırılması: Konaklama işletmeleri çalışanları üzerinde bir araştırma. Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi, 14(2), 59-79.
  • Hang-Yue, N., Foley, S. and Loi, I.R., (2005), Work role stressors and turnover intentions: a study of Professional clergy in Hong Kong, Int. J. of Human Resource Management 16(11), 2133–2146.
  • Hirschman, C. (2000). Reserve space for rehires. Society for Human Resource Management. Erişim adresi: https://www.shrm.org/hr-today/news/hr-magazine/pages/reserve-space-for-rehires.aspx.
  • Kallio, H., Pietil€a, A.M., Johnson, M. and Kangasniemi, M. (2016). Systematic methodological review: developing a framework for a qualitative semi-structured interview guide, Journal of Advanced Nursing, 72(12), 2954-2965.
  • Keller, J. R., Kehoe, R. R., Bidwell, M., Collings, D., ve Myer, A. (2021). In with the old? Examining when boomerang employees outperform new hires. Academy of Management Journal, 64(6), 1654-1684.
  • Kumavat, P. P. (2012). Boomerang of Employees:“The Strategic way of filling the Organizational Talent Gap”. International Journal of Management and Social Sciences Research, 1(2), 14-17.
  • Maier, C., Laumer, S., Weitzel, T., ve Joseph, D. (2021). Are IT professionals better off when they return to their former employer? An employee perspective on IT boomerang careers. In Proceedings of the 2021 on Computers and People Research Conference (71-78).
  • Maurer, R. (2015). Attitude on rehiring boomerang workers changing. HRNews, Alexandria, Erişim Ardesi: https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/rehiring-boomerang-workers.aspx.
  • Medina, F. J., Munduate, L., Dorado, M. A., Martínez, I., ve Guerra, J. M. (2005). Types of intragroup conflict and affective reactions. Journal of managerial psychology, 20(3-4), 219-230.
  • Pierre, R. R. (2019). A Phenomenological Study of the Boomerang-Employment Experience of Scientists and Engineers (Doctoral dissertation, The George Washington University).
  • Prommegger, B., Arshad, D., ve Krcmar, H. (2021). Understanding Boundaryless IT Professionals: An Investigation of Personal Characteristics, Career Mobility, and Career Success. In Proceedings of the 2021 on Computers and People Research Conference (pp. 51-59).
  • Raj, V. S., ve Hundekar, S. G. (2013). Developing a successful rehiring model. International Research Journal of Social Sciences, 2(6), 39-42.
  • Raveendra, P. V., ve Satish, Y. M. (2022). Boomerang hiring: strategy for sustainable development in COVID-19 era. Human Systems Management, 277-282.
  • Rusbelt C.A., Farrell D., Rogers G., Mainous A.G. (1988). Impact of Exchange Variables on Exit, Voice, Loyalty and Neglect: an İntegrative Model of Responses to Decline Job Satisfaction, Academy of Management Journal, 31(2), 599-627.
  • Sara, H. J. (2014). 5 things to consider before rehiring boomerang employees.Employee Benefit News (Online), NewYork.
  • Shipp, A. J., Furst‐Holloway, S., Harris, T. B., ve Rosen, B. (2014). Gone today but here tomorrow: Extending the unfolding model of turnover to consider boomerang employees. Personnel Psychology, 67(2), 421-462.
  • Singh, J. K., ve Jain, M. (2013). A study of employees’ job satisfaction and its impact on their performance. Journal of Indian research, 1(4).
  • Snyder, D. G., Stewart, V. R., ve Shea, C. T. (2021). Hello again: Managing talent with boomerang employees. Human Resource Management, 60(2), 295-312.
  • Somaya, D., ve Williamson, I. O. (2011). Embracing turnover: moving beyond the “war for talent”. In Global talent management (90-102). Routledge.
  • Sullivan, J. (2006). Boomerangs: The Strategic Process of Rehiring Your Former Employees, Part 1, Erişim adres: https://www.ere.net/boomerangs-the-strategic-process-of-rehiring-your-former-employees-part-2/ ( Erişim tarihi: 15 Aralık 2022).
  • Swider, B. W., Liu, J. T., Harris, T. B., ve Gardner, R. G. (2017). Employees on the rebound: Extending the careers literature to include boomerang employment. Journal of Applied Psychology, 102(6), 890.
  • Terre Blanche, M.T.; Durrheim, K.; Painter, D. (2006), Research in Practice: Applied Methods for The Social Sciences, Cape Town: University of Cape Town Press.
  • Tian, Z., Yuan, Q., Qian, S., ve Liu, Y. (2022). The generative mechanism of boomerang ıntention: From the perspective of legacy identification. Frontiers in Psychology, 12, 6691.
  • Tees, D. M. (2009). Redefining employee retention: A paradigm shift (Doctoral dissertation, University of Pennsylvania).
There are 36 citations in total.

Details

Primary Language Turkish
Journal Section Research Articles
Authors

Pınar Çelik Çaylak 0000-0003-0599-4086

Nisa Ekşili 0000-0002-6717-3665

Cenk Tufan 0000-0002-2809-3996

Publication Date March 29, 2023
Submission Date December 16, 2022
Published in Issue Year 2023 Volume: 10 Issue: 1

Cite

APA Çelik Çaylak, P., Ekşili, N., & Tufan, C. (2023). TURİZM SEKTÖRÜNDE BUMERANG YÖNETİCİLER: NEDEN GİTTİLER? NEDEN DÖNDÜLER?. Journal of Mehmet Akif Ersoy University Economics and Administrative Sciences Faculty, 10(1), 670-687. https://doi.org/10.30798/makuiibf.1220201