1. Introduction
Human resources, as an intangible asset, can provide a contribution to the gaining of an organizationally competitive advantage. Skills and experts from human resources can be unique and difficult to imitate for competitors. Organizations wanting to win amid tight competition should focus on human resource upgrading. This is included in tourism human resource. To increase tourism sector performance, improving the quality of human resources is a strategic step.
Indonesia is a country with so many interesting tourism resorts. East Java, one of Indonesia’s provinces, is considered an autonomous region with leading tourism destinations and is continuously building tourism competitiveness to improve regional income [
1]. Perspective analysis of tourism destination, an indicator related to the success of the national development program in the field of sustainable tourism, can be achieved using empowerment as comprehensive development paradigm [
2]. The number of foreign and domestic tourist’s intention to visit East Java was portrayed in an in-stability condition at the point of achievement which was not yet significant [
3]. This can be seen in
Table 1, years 2014–2019, showing the number of foreign and domestic tourists coming to East Java. Besides that,
Table 1 also shows the contribution of the tourism sector to the gross regional domestic product (GRDP) of East Java and its labor absorption. Therefore, the aspects and indicators of tourist enhancement are needed [
4].
The solution is to empower MSMEs in the tourism sector [
5]. Consequently, management, development, and empowerment of the tourism related sector MSMEs are expected to meet the needs and satisfaction of tourists. At the same time, it will improve the number of tourists coming. In turn, the condition will significantly impact on communities’ welfare.
A brief analysis of quantity of MSMEs in East Java in all sectors shows the growing number of HR. The number of MSMEs was 6,825,931 while number of MSMEs’ HR was 11,117,439 in 2019. It is more specific that 45% of existing MSMEs in East Java with a total number of HR reaching up to 4,550,200 is the tourism sector. Such conditions implied that MSMEs in the tourism sector play a pivotal role in increasing in the number of domestic as well as foreign tourists.
Implementation of aspects of HR related strategy in MSMEs in the tourism sector is estimated to be able to serve entire aspects of tourism because of its favorable characteristics, unique and not possessed by others [
6]. A willingness to serve other people is considered as added value needed by HR in the tourism sector. Thus, HR in tourism sector MSMEs has a potential intermediation function [
7]. Hermawati [
8] identified the phenomenon of weak “business volume” of MSMEs in the tourism sector. Solution to the problems include revitalizing HR strategy by optimizing employee performance, HR training & development, HR planning and integrated human resource performance. One of basic problems in tourism sector MSMEs is the phenomenon of HR [
9]. Thus, improving quality of human resource will be urgent to do to increase the effectivity of organization [
10].
From the description above, it is highly relevant to change the role of HR today. A humanistic perspective management approach places HR as a central factor. This will contribute to the gaining of a competitive advantage [
11]. Thus, it is relevant to address critical issues of human resources for the tourism sector MSMEs in optimizing the level of performance [
5]. As the focus of achievement, it is important to develop a model of responsible tourism marketing from a human resources aspect to improve the competitiveness of sustainable tourism in East Java. Findings from this study focus on scientific development of a strategy for HR and marketing [
12]. Further, the research findings will contribute to the sustainable tourism sector in East Java.
After all, the aim of the research is to get a clearer depiction of the level of satisfaction and importance of MSMEs’ human resources (HR) and the tourism sector community in East Java. The findings will provide an important contribution to the main tourism stakeholders, especially for culture and tourism office to make many needed actions.
The rest of the article will cover a literature review concerning human resource management and marketing management in
Section 2.
Section 3 presents a method of the research. It will be about the kind of the research, population and sample of the research, analysis tool used.
Section 4 is concerning result of the research. Meanwhile, a discussion of the research is given in
Section 5.
Section 6 provides a conclusion of the research containing limitations and a future research agenda.
4. Result
The following is elaboration of the measurement of IPA in various cities with all the variables shown in the Cartesian diagram. The aim here is to see the position of each variable in a priority concept. The measurement results of various variables are based on the level of interest of tourists and the level of performance of the MSMEs. The result can help the MSMEs to make improvements on the variables that are perceived important by tourists and MSMEs’ employees.
- (1)
Batu City
The measurement of all variables in Batu City is described in the Cartesian diagram presented in the following figure, which centers on the X and Y axes. Axis X is the average value of performance level and the Y axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants (see
Figure 1).
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) with respect to the tourism sector MSMEs’ employees and tourists in Batu City. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A1 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the TL, which is equal to 0.58. Therefore, the main variable that needs to be improved is TL. Meanwhile, the variable that has the smallest difference between expectations and reality received is the variable of QWL and work engagement (WE) which is equal to 0.2. This shows that the QWL and WE received by MSMEs’ employees and tourists in Batu City are in line with expectations.
- (2)
Malang Regency
The measurement of all variables in Malang Regency is described in the Cartesian diagram presented in
Figure 2, which centers on the X and Y axes. Axis X is the average value of performance level and the Y axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) with respect to the tourism Sector MSMEs’ employees and tourists in Malang Regency. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the value of expectations and reality received by employees and tourists for all variables ranges from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A2 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the OCB, which is equal to 0.52. Therefore, the main variable that needs to be corrected is OCB. Meanwhile, the variable that has the smallest difference between expectations and reality received is the TL which is equal to 0.26. This shows that TL received by MSMEs’ employees and tourists in Malang Regency is in line with expectations.
- (3)
Malang City
The measurement of all variables in Malang City is described in the Cartesian diagram presented in
Figure 3, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) received by the tourism Sector MSMEs’ employees and tourists in Malang City. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4.2. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on
Figure A3 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the JI, which is equal to 0.63. Therefore, the main variable that needs to be improved is EE. Meanwhile, the variable that has the smallest difference between expectations and reality received is the QWL, which is 0.31. This shows that the QWL received by MSMEs’ employees and tourists in Malang City is in line with expectations.
- (4)
Pasuruan City
The measurement of all variables in Pasuruan City is described in the Cartesian diagram presented in
Figure 4, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) received by the tourism Sector MSMEs’ employees and tourists in Pasuruan City. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality concerning employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A4 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the HRP variable, which is 0.47. Therefore, the main variable that needs to be improved is HRP. Meanwhile, the variable that has the smallest difference between expectations and reality received is the JI, which is 0.14. This shows that WI, which is received by MSMEs’ employees and tourists in Pasuruan City, is in line with expectations.
- (5)
Pasuruan Regency
The measurement of all variables in Pasuruan Regency is described in the Cartesian diagram presented in
Figure 5, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
Based on the
Figure A5 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the QWL variable, which is 0.55. Therefore, the main variable that needs to be improved is QWL. Meanwhile, the variable that has the smallest difference between expectations and reality received is the HRP, which is equal to 0.26. This shows that the HRP received by MSMEs’ employees and tourists in Pasuruan Regency is in line with expectations.
- (6)
Sidoarjo Regency
The measurement of all variables in Sidoarjo Regency is described in the Cartesian diagram presented in
Figure 6, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
Based on the
Figure A6 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the variable STC, which is equal to 0.58. Hence, the main variable that needs to be improved is STC. Meanwhile, the variable that has the smallest difference between expectations and reality received is the RM variable, which is 0.33. This shows that RM, which is accepted by MSMEs’ employees and tourists in Sidoarjo Regency, is in line with expectations.
- (7)
Kediri Regency
The measurement of all variables in Kediri Regency is described in the Cartesian diagram presented in
Figure 7, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) received by the tourism Sector MSMEs’ employees and tourists in Kediri Regency. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A7 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the OCB variable, which is equal to 0.54. Therefore, the main variable that needs to be corrected is OCB. Meanwhile, the variable that has the smallest difference between expectations and reality received is the TL, which is equal to 0.26. This shows that TL, received by MSMEs’ employees and tourists in Kediri Regency is in line with expectations.
- (8)
Kediri City
The measurement of all variables in Kediri City is described in the Cartesian diagram presented in
Figure 8, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the RHP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) received by the tourism Sector MSMEs’ employees and tourists in the Kediri City. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A8 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the RM, which is equal to 0.69. Therefore, the main variable that needs to be improved is RM. Meanwhile, the variable that has the smallest difference between expectations and reality received is the HRP, which is 0.27. This shows that the HRP received by MSMEs’ employees and tourists in Kediri City is in line with expectations.
- (9)
Blitar Regency
The measurement of all variables in Blitar Regency is described in the Cartesian diagram presented in
Figure 9, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) according to the tourism sector MSMEs’ employees and tourists in Blitar Regency. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A9 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the HRP, which is equal to 0.51. So, the main variable that needs to be improved is HRP. Meanwhile, the variable that has the smallest difference between expectations and reality received is the TL, which is 0.32. This shows that TL received by MSMEs’ employees and tourists in Blitar Regency is in line with expectations.
- (10)
Blitar City
The measurement of all variables in Blitar City is described in the Cartesian diagram presented in
Figure 10, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the expectations (importance) and reality (performance) received by the tourism Sector MSMEs’ employees and tourists in Blitar City. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A10 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the OCB variable, which is 0.44. Therefore, the main variable that needs to be corrected is OCB. Meanwhile, the variable that has the smallest difference between expectations and reality received is the EE, which is equal to 0.1. This shows that WI, which is received by MSMEs’ employees and tourists in Blitar City, is in line with expectations.
- (11)
East Java
The measurement of all variables in East Java is described in the Cartesian diagram presented in
Figure 11, which centers on the TL and HRP axes. Axis TL is the average value of performance level and the HRP axis is the average value of importance. The two axes form two perpendicular lines that intersect each other, dividing the Cartesian diagram into four quadrants.
The Cartesian diagram above illustrates the importance (importance) and reality (performance) received by the tourism sector MSMEs’ employees and tourists in East Java Province. Based on the diagram, it can be seen that TL, QWL, JI, OCB, HRP, RM, and STC are in quadrant II (Keep up the Good Work). This shows that the expectations and reality received by employees and tourists for all variables are equally high. Specifically, the expectation and reality values received by employees and tourists for all variables ranged from 3 to 4. The difference between expectations and reality received by employees and tourists for each variable is shown in the following bar graph.
Based on the
Figure A11 in
Appendix A, it can be seen that the variable that has the biggest difference between expectations and reality received is the RM, which is 0.43. Therefore, the main variable that needs to be improved is RM. Meanwhile, the variable that has the smallest difference between expectations and reality received is the TL variable, which is equal to 0.1. This shows that TL, received by MSMEs’ employees and tourists in East Java Province, is in line with expectations.
5. Discussion
Based on the description of the results of the study discussed earlier, each area of tourism potential in East Java (as a sample) has a gap between expectations (importance) and reality (performance) that is different from the variables studied. Certainly, what needs to be considered here is the biggest gap, such that improvements to the variable are needed in order to create balance between expectation (importance) and reality (performance), both for MSMEs’ HR and the tourism sector in East Java. For clearer description, the following is results table (see
Table 4).
As an example, for Batu City, the main variable that needs to be improved is TL. In Malang Regency, the main variable that needs to be improved is OCB. For Malang City, the main variable that needs to be improved is EE. For Pasuruan City, the main variable that needs to be improved is HRP. Pasuruan Regency, the main variable that needs to be improved is QWL. For Sidoarjo Regency, the main variable that needs to be improved is STC. For Kediri Regency, the main variable that needs to be improved is OCB. Kediri City, the main variable that needs to be improved is RM. For Blitar Regency, the main variable that needs to be improved is HRP. Blitar City, the main variable that needs to be improved is OCB.
Overall, for the East Java region, the main variable that needs to be improved is RM. Therefore, marketing activities must be carried out based on the philosophy of thought of RM. According to [
37], the concept of marketing is “the rationale for how marketing activities can be carried out based on a comprehensive philosophy, which reveals responsive and RM.” A company in carrying out its activities must run the marketing concept so that the expected benefits can be realized properly. This indicates that marketing activities within the company must be coordinated and managed in an enhanced method. The core concepts of marketing include needs, wants, and demands.
In relation to tourism, responsible tourism marketing is a description of sustainable tourism development in tourism marketing. Sustainable development is vastly relevant in the development of tourism because tourism products are almost always in the form of nature or culture of the community. The tourism sector is very interested in the preservation of natural and cultural resources which are the products that are sold, those which attract tourists from other places to enjoy it.
RM in general is also known as green marketing [
38] or [
39] environmental marketing. Both concepts are still relevant in the development of responsible tourism marketing. It is only that the principles of sustainable tourism development expand at the same time, influencing the concept of responsible tourism marketing (see
Figure 12).
Responsible tourism marketing adds sustainability principles as a variable in marketing decision-making standards. However, this variable is unique and special because it is present wherever and whenever, as a background, when all strategic decision making is carried out [
40]. All decisions in tourism marketing, such as product development, promotion, and marketing efforts to attract and win tourist loyalty must incorporate these principles. Implementation of a RM strategy has two objectives [
41], namely: (1) developing products that balance the needs of costumers (in this case tourists) for quality, affordable prices, and comfort with the protection of environmental, social, and cultural resources, and (2) creating a high-quality image, which also includes sensitivity to the environment and a track record of environmental maintenance for tourism products developed by a destination.