THE ROLE OF CULTURAL VALUES IN MOTIVATING THE COMPETENCIES OF HINDU BALINESE HUMAN RESOURCES IN TOURISM TO GAIN MANAGER LEVEL POSITIONS IN RATED HOTELS IN BALI

In response to the new era of the ASEAN Economic Community (AEC) since year 2015 – Bali, as the primary gateway of Indonesian tourism, must improve the quality of Hindu Balinese human resources in tourism (HB HRT). Winata (2014: 6) explained that adat istiadat (customs and traditions) is one of the cause for their low commitment in their job, as HB HRT often take leave due to adat obligations. Therefore, one of the impact, as in the case of a hotel in Kuta, is that hotels often avoid recruiting HB HRT. Hence, issue to be discussed in this study is to understand the role of Balinese Cultural Values as a potential and as an obstacle in HBHRT’s competency to achieve managerial positions in star-rated hotels in Bali. The research will use a concurrent triangulation method on data collected through interviews and questionaires. While sampling will be done with Purposive Sampling method on star-rated hotels located in Sanur, Kuta and Nusa Dua. Finally, the data analysis will be carried out by referring to Motivation Theory (McClelland, 1976), Competency Theory (Spencer and Spencer, 1993), Value Orientations Theory (Kluckhohn and Strodtbeck, 1961), through a descriptive interpretative qualitative approach as well as a quantitative approach based on Principal Component Analysis (PCA) statistics. The research results will show that based on the data, HB HRT have good set of competencies, and these good competencies are inseparable from their background of Balinese Cultural Values (BCV), mainly derived from Hindu culture and religion. As part of upholding their culture, a HB HRT is a person with pawongan concept of harmonious relationship between human beings indicated by 79.1% people with tresna (love)


INTRODUCTION
Bali, as the primary gateway of Indonesian tourism, is growing rapidly. The rapid development of tourism on the island has become a magnet for job seekers, who come from either Bali, other provinces in Indonesia, or overseas, who have their eyes set on strategic positions in the industry. The activation of the ASEAN Economic Community (AEC) has imposed greater challenge in the tourism human resources market for Balinese. In facing this challenge, the quality of the Hindu Balinese Tourism Human Resources (HB HRT) must be improved. Therefore, strengthening the HB HRT competencies, aspiration, and competitiveness for the top manager positions in star-rated hotels is a prioritiy. This is certainly an irony given the fact that the majority of hotels in the island employ foreigners for the top manager positions. The reason is mainly because the foreign HR has proven record of competencies and stronger job commitment needed. According to Spencer and Spencer (1993: 9), competent people are those who possess motives, knowledge, skills, a self-concept, and traits in accordance with the job requirements in order to actively participate in the work place.
In respond to the increasing number of foreign workers occupying strategic positions, the local Balinese must begin to change their mindset related to their traditions and religious practices and make greater effort to improve their competencies. They must be encouraged to become hotel leaders or managers, or other decision-making positions, not only the operational level positions. For this, strong motivation is required.
Thus, strong motivation is a very important aspect for HB HRT.
With it higher level of productivity, accomplishments and competitiveness in obtaining the top posts can be reached. This study will explore further the role of cultural values in shaping the competencies of Hindu Balinese Tourism Human Resources to achieve the manager level positions in star-JOURNEY Volume 1 Nomor 1 Desember 2018 rated hotels in Bali. Specifically, as described in the introduction, and based on theoretical and empirical ideas, it will explore and explain about the role of Balinese cultural values as a potential and obstacle in HBHRT's competency to achieve such positions.
Each human resource should possess competenciesthese abilities or adroitness that point toward a matter which illustrates a person's qualifications or capabilities (Pelly, 1994: 1). Motivation is an important force for a person to improve the competence. The word motivation originates from the Latin word movere meaning an impulse, desire, cause, or reason for someone to do something. According to Manullang (1982: 150), motivation provides employees passion to work; in other words, it stimulates human resources to optimize their competencies. McClelland (1976) put forth Achievement Motivation Theory which asserts that human beings essentially have ability to excel beyond others (Robbins, 2001: 173). This theory has an assumption that the need for achievement is different and is distinguishable from other types of needs. According to McCelland, there are three types or three behavioral characteristics of human needs, which are related to achievement needs for achievement (N-Ach), need for power (N-Pow), and the need for social relations (N-Aff).
The need for achievement (N-Ach) is the impetus of one's behavior to achieve more standards and to strive to succeed. The need for power or strength (N-Pow) is encouragement that can make a person behave to master leadership in such a way that will not behave otherwise. On the other hand, the need for a friendly and intimate social relationship (N-Aff) is the motivation of one's desire for interpersonal harmony within the organization.
There are a number of cultural values in the human society which are interrelated in such a way that they appear as a system. This system is a guideline for the ideal concept in any culture which influences the direction and orientation of the community. Anthropology experts, Kluckhohn and Strodtbeck (1961) explained that any culture consists of five basic human problems for determining value orientations, namely: 1) the character of human nature; 2) human being's relationship to the nature environment; 3) human beings sense of space and time; 4) the modality of human activity; and 5) the nature of human being's relationship to other people.

METHODOLOGY
A concurrent triangulation design will be used to collect both qualitative and quantitative data through in-depth interviews with twentythree informants and distribution of questionnaires to respondents. All results will be analyzed with descriptive interpretative method through Principal Component Analysis (PCA) statistics.
The data sampling with purposive technique and sample selections have lead to Three, four, or five-star hotels as 1) The hotels have a structured and detailed managerial system that allows to find the results of the formulation of predetermined problems; 2) The hotels are strategically located in dense tourism areas and easily accessible. The sampling location will be limited to three well-known tourist areas, which are Sanur in the Denpasar municipality, Kuta, and Nusa Dua in the Badung Regency.

THE ROLE OF BALINESE CULTURAL VALUES AS A POTENTIAL AND AS AN OBSTACLE IN HBHRT'S COMPETENCY TO ACHIEVE MANAGERIAL POSITIONS IN STAR-RATED HOTELS IN BALI
HB HRT have good competencies. Based on Spencer and Spencer (1993: 9-11), the results from the interviews show that more than 50% of the informants agree that HB HRT are competent in their self-concept, knowledge, and skills. These three competency characteristics are considered as the key sets of competences for managerial positions.
Therefore, HB HRT are supposed to be able to occupy any manager positions in star-rated hotels in Bali.
The good competencies of HB HRT are inseparable from the Balinese Cultural Values (BCV). The result of the analysis shows that most HB HRT firmly uphold the pawongan concept of harmonious relationship between human beings evidenced by a weight factor of 94.3%. This is followed with a 92.6% weight factor for the parhyangan concept of harmonious relationship between human beings and God and then an 87.9% factor for the palemahan concept of harmonious relationship between human beings and nature. HB HRT tend to care most for pawonganharmonious relationships between human beings indicated by 79.1% agreeing to the importance of tresna (love) and always serving with smile.
The second strongest cultural value for HB HRT is parhyanganthe harmonious relationship between human beings and God indicated by 75% engaging in dharma yatra pilgrimages and study of nature. HB HRT self-concept always adheres to dharma yatra or value of integrity. By upholding such value, HB HRT strongly avoid any dishonesty in competition to achieve successful career and believe that learning to advance knowledge to achieve such success is a form of worships to God.
The third strongest cultural variable for HB HRT is palemahanthe 7 harmonious relationship between human beings and nature, indicated by 69.8% valuing Bali shanti (a peaceful Bali). This is evidenced by high HB HRT preference for peaceful work environment where all people feel calm and happy to complete their respective tasks without conflicts, or in simple term, Bali shanti (a peaceful Bali), which eventually affects HBHRT's motivation. So, based on the description of these cultural variables, a HB HRT is a person who feels tresna (love), shows friendliness, engages in dharma yatra-likes to study, and aspires to create Bali shanti (a peaceful 2. The second problem concerning the relationship of human beings to the nature and environment HB HRT believe that nature is magnificent, an essential proof of God's power and grace in which human must submit to and respect (conservative culture), this is seen from the strong response to indicators of dharma yatra culture (pilgrimage and learn from nature) with a weight of 75%. Some HB HRT like to seek harmony from the nature (transition), so they strongly respond to cultural concepts of karma phala with a weight of 73.7% and Asih (feeling of love towards nature) with a weight of 68.9%.
However, there are also HB HRT who see nature as a mystery to be solved and to be ruled over as a gift from the God to mankind (progressive), by responding to the strong cultural concept of dharma karya with a weight of 73.4%. These three point of views can be seen from the way HB HRT interact with their natural and work environment, in which one or more will be applied appropriately to create the working environment with local talent that is based on the concept of Tri Hita Karana. Another group of HB HRT believes in individual self-reliance, so their leadership style will be authoritarian. It relates to strong response of asta brata culture with a weight value of 71.8%, followed by karang awake tandurin culture indicator (hone themselves) with a weight value of 68.4%, and jemet culture with a weight of 67.6%, while polos culture (honest and forthright) has a weight of 61.2%. All of which corespond to strong response of dharma karya culture (work ethic with high creativity) indicated by 73.4%, and cultural concept of tri kaya parisudha (thoughts, words and actions that must be purified in order to be good and right) with a weight of 67.5%.

CONCLUSIONS AND RECOMMENDATIONS
The conclusions of this study indicate that HB HRT are equipped with good competences and capability of occupying managerial position at star-rated hotels in Bali. These are inseparable from their BCV background which is derived from the concepts of Hindu Balinese culture.
With such unique qualities, most HB HRT has comparable competence and even superior when compared to non-Balinese human resources.
HBHRT's BCV will be able to improve CuQ (cultural quotient) and SQ (spiritual quotient) as a stimulus for the growth of (social quotient), AQ (adversity quotient), CQ (creativity quotient), and XQ (execution quotient) that are based for HBHRT's LQ (leadership quotient).
However, a misinterpretation of the BCV, specifically about leaders controlling power can translate to low CuQ and SQ about the importance of the manager's position for some HB HRT. A special strategy is required to convince HB HRT about the importance of manager positon for HB HRT by strengthening its CuQ and SQ. One approach is to give motivational programs for career development through internal development, such as programs to align the understanding of the role of leadership in their BCV, as contributing factor towards the improvement of living standard, the company's betterment, and the surrounding environment, ultimately fulfilling God's mission for human beings.