Background
Question:
Discuss About The Job Training Of Employees In Hotel Garcia?
It is very evident and clear that the organisations across the globe are striving hard for achieving high competitive advantages and success in the industry they operate. For accomplishing this goal, organisations are required to obtain and effectively take use of their human resources. In order to keeping the human resourced up-to-date and extremely effective, it is essential that the organisational managers must keep concerned attention to one of the key elements of human resource management i.e. training and development as it plays a vital role in almost all the organisations (Asfaw, Argaw and Bayissa, 2015). The study, therefore, will have a key discussion on the significance and importance of on-job training of employees in the hospitality sector and its impact on the employees’ performances and customer satisfaction.
In spite of the increased and continuous trainings and focus upon the human resource management of the organisations, there is an important issue which takes place i.e. the increased rate of employee turnover due to the challenges and issues in the HRM department of the organisation. Another key research problem is to identify the most effective ways to manage the overall satisfaction of the customers in the hospitality sector (Ahammad, 2013). The satisfaction and accomplishment of the needs of the customers is the key area by which the service of any hospitality organisation is measured. Thus, de-motivated employees and enhanced turnover rate negatively impacts the customer experience too (Dardar, Jusoh and Rasli, 2012). The study will try to minimize the gap through effective literature and analysis derived and contributing in making clear the positive impact of on-job training for enhancing the customers’ satisfaction as well as enhancing the performance of the employees and motivating them to retain in the organisation for a much longer time period.
In context with the above background, the purpose of the research paper is to analyse the impacts of on-job training on the employees’ turnover rate, customer satisfaction and employees performance in the hospitality sector. The significance of the study is that it explains the benefits of on-job training, the objectives behind the training offered to the employees, the way in which the training lay down an impact of the performance of the employees, benefits reaped by the organisations of on-job training and also the career development and creative thinking of the employees. All in all, the outcomes and the results demonstrate way of improving the human resources of the organisations for achieving increased number of competitive benefits in the hospitality sector (Elnaga and Imran, 2013).
Importance of On-Job Training
This study has a wide scope as it will highlight some of the key aspects such as training, human resource management, development, human resource development, employee performance, and employee turnover and customer satisfaction (Vasudevan, 2014). The paper will highlight the significance of the subject through a literature review farmed from getting insights from several peer-reviewed journal, articles and thesis. A qualitative approach will be used for analysing the evaluating the importance of on-job training in the several organisations in the hospitality sector.
One of the core aspects of the HRM functions and the one that has a direct and in-depth relevance to the efficient utilization of human resources is on-job training. Number of researchers and theorists has presented the significance of training as a key factor for the success and growth of an organisation. As compared with the past literature and the pioneering viewpoints of the authors, the organisations now need on-job training instead of just regular training. On-job training can be understand as training offered to the employees at the work place or their work station which can be the organisation or any other location where they are working (Alipour, Salehi and Shahnavaz, 2009). The organisational employees are the most important asset and extremely crucial resources of the companies. In order to attain efficient and enhanced performance, it is essential to emphasis upon the employees’ contribution in the fulfilment of the organisational goals and objectives. The significance of on-job training as a central and core function of management has been evaluated by numerous research studies. The on-job training helps the employees in developing work related knowledge, attitudes and skills so that the overall performance can be improved (Bercu, 2017).
The authors argued that the huge acknowledgment of the significance of on-job training in the past few decades has been extremely influenced by the intense market competition. The recognizable growth of the organisations is a result of huge investment on the on-job training of the employees (Nassazi, 2013). The authors had a view point that the continuous organisational change and rapid technological innovations have led many of the organisational managers to the realization that the growth of the organisation has a huge dependence upon the abilities and competencies of their human resources, and it demonstrates the need of continuous and huge investment on the on-job training of the employees (Long, Perumal and Ajagbe, 2012). As per the views of the author, the concept of human resource management for example organisational commitment and success have emphasized the organisational managers to realize the significance of on-job training for the employees to have a long term association with them (Nestoroska and Petrovska, 2014).
Impact on Employee Performance
As per the author, on-job training is basically a learning activity which is primarily directed towards the achievement of the particular skills, abilities and knowledge for the aim of some work or job-role. The key emphasis of on-job training is the work performed at the workplace for example, the requirement for having standard and efficiency in the business operations while serving to the customers in the hospitality sector or the requirement for efficient customers’ services to mention but a few (Ahammad, 2013). To grow the required knowledge and competencies of the employees, to execute in a more efficient manner on the job role, needs appropriate on-job training programs which can also have a direct impact on the organisational commitment and employee motivation. The employees possess a power to break or make the profitability as well as the brand image of the organisations in the eyes of the customers. As well as the employees are also accountable for numerous activities that can impact the satisfaction of the customers in terms of services offered by them and the quality of the services (Verhees, 2012). According to the author, on-job training is a systematic and planned restructuring or changes of the behaviour by the means of programs, activities, learning activities that outcomes in the employees’ attainment of increased levels of abilities, knowledge and competencies for carrying out the services in a more improved manner. A formal on-job training activity is the initiative of the organisations to offer an opportunity to the existing workforce to attain enhanced knowledge and skills in context with their job role. This means for the hospitality sector industries to succeed in attainment of the objectives of the on-job training function and its adequate execution must be systematically planned as well as must be customized for increasing the productivity and the individuals’ performances (Aryee, et al., 2015). Most of the organisations have already realized the importance of the on-job trainings and by effective implementation of the same they have attained huge recognition and success in their business operations (Ben Mansour and Naji and Leclerc, 2017).
As per the extensive literature and diverse views of authors, the literature emphasized that there is a direct association between the on-job training and the employees’ performances (Gruman and Saks, 2011). The authors explain the scenario as when the on-job trainings are offered to the employees, their individual skills and knowledge enhances that result in decrease in the number of issues that takes place at the time of working. Therefore, enhancing the employees’ performances is one of the key reasons behind implementing the on-job training programs in the organisations (Dhar, 2015). There is also a direct impact of the on-job training on the employee turnover rate as when the employees are not able to have a balance between their skills and knowledge with that of the required competencies to match the job roles, there occur a number of challenges that deteriorates the individuals performances and de-motivate them which results in increased rate of turnover of the employees due to upsurge issues related to job-role and complexity of tasks (Mowday, Porter and Steers, 2013). The authors explains the significant role on-job training in resolving the issue of employee turnover as on-job training offers a smooth understanding of the tasks and job by getting more in-depth knowledge and development of the competencies (Sila, 2014).
Impact on Employee Turnover
(Source: Long, Perumal and Ajagbe, 2012)
The relation between on-job training, employee performances and employee turnover can also be understand by one of the renowned theory i.e. reciprocity theory. According to this theory, it is based upon few of the assumptions where the individuals get more committed with the organisation and the work when they are provided with more adequate training as they wanted to give fruitful results to the organisation in respect with their investments and subsequently, there has been experienced a sudden decline in the intention of the employees to leave the organisation (Xanthopoulou, et al., 2009). It is a kind of reciprocal affect i.e. give and take scenario, where the organisations receives employee commitments against the training offered to them. As with the training, there is development of the competencies of the employees, they get more committed towards the accomplishment of their tasks. And thus, the theory fits in stating that on-job training enhances employees’ performances that ultimately results in decreased turnover rate of the workforce (Horng and Lin, 2013).
The literature also develops an association between customer satisfaction and on-job training. In the hospitality sector, the most important factor for the organisations is to grow and positive publicity is by the means of satisfaction of the customers’ needs. It is essential that the services offered to them are adequate and as required (Tahir and Monil, 2015). The authors have analysed that when there is no proper training is offered to employees, they lack in services and offering the most efficient services to the customers which made a negative impact on the customers and thus, it results in negative reviews for the organisation from the customers’ end (Aguinis and Kraiger, 2009). The authors also have emphasized upon the importance of on-job training on the level of customer satisfaction. When an unsatisfied employee serves a customer, it results in ineffective delivery of services which can deteriorate the image of the organisation as well as also result in detachment of the customers and switching to other competitive organisations (Rana and Sharma, 2015). The relation between the customer satisfaction and on-job training can also be explained by the means of Human Capital Theory developed by Becker. According to this theory, human capital is considered as a part of the global notion of capital. Human capital is one of the most precious assets, an experience accumulated and a bundle of knowledge (Truitt, 2011). It is a set of inherent competencies, abilities, skills and knowledge which is taken used by the individuals. For attaining sustainable and continuous positive outcomes, the organisations are required to have a proactive approach in exploiting the human resources and recognized them as intellectual capital (Nischithaa and Rao, 2014). When on-job training is offered to the employees, they tend to gain new competencies and knowledge and then there is increased market value if those human resources and they are known as human capital which helps in enriching the businesses. If in the hospitality sector, the employees are offered such training, they will experience improvement and it will ultimately show in the level of services they will offer to the customers (AlBattat and Som, 2013). A more enhanced service experience will give high level of satisfaction to the customers and they will be converted as reliable customers of the organisation. The human capital theory is grounded over the assumption that increased on-job training will have a positive influence on employees that will boost their motivation and help them in delivering more improved services to the consumers (Mehta, Kurbetti and Dhankhar, 2014).
Impact on Customer Satisfaction
The SERVQUAL model was established by a group of few of the American authors named Len Berry, Valarie A. Zeithaml and ‘Parasu’ Parasuraman in the year 1988. With the use of this model, there is highlighted the key components of the supreme quality service. There are primarily ten factor on the basis of which there is performed evaluation i.e. responsiveness, empathy, tangibles, assurance and reliability. The organisation using the SERVQUAL for managing and measuring the quality deploy a research questionnaire which measures the expectations of the customers in terms of the above five mentioned dimensions and their respective perception for what they receive. When the expectations of the customers are more than their respective perception of the services they received, the quality of the services are termed as low (Manhas and Tukamushaba, 2015). Therefore, it is essential to measure the effectiveness and quality of the services for analysing the need of improvements by evaluating each and every impact of the efforts of the improvement. The service quality level is attained by subtracting the determined average score from the expected score and the calculated difference is a quantified measure (Choi, et al., 2014).
This chapter of the paper offers a description of the research methodology which has been employed in the study. It explains the method and techniques for data collection, sampling, data analysis and the ethical considerations associated with the research undertaken.
For conducting research there are two primary methods i.e. the quantitative research method and qualitative research method. Some of the researchers also take use of both qualitative and quantitative based upon the needs of the research. There are some of the reasons why researchers take use of these methods
|
Quantitative Method |
Qualitative Method |
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· The key focus is on verification and testing · Emphasis on social events and facts · Critical and logical approach · Objective in nature and there is distant from data · Hypothesis testing · It is result oriented |
· The key focus is on understanding · Emphasis on understanding the view point of respondent · Rational approach and interpretation · Subjective in nature and there is closeness to data · Explorative orientation · It is process oriented |
(Elnaga and Imran, 2013).
For answering the research questions, the study will take use of the qualitative research method. In such research, there is taken use of semi-structured or structured questionnaires and interviews. The reason behind selecting qualitative approach is that it helps in gathering the insights about the happenings and it is also flexible in nature for identification of the missing info. In context with such research, a qualitative approach is considered as more relevant. The study will emphasize on interview approach as the research strategy atht will be based on a questionnaire (Dardar, Jusoh and Rasli, 2012). The reason behind selecting interview approach is that there is a need to have a broader view of information and discussion on the subject. The second way of collective data is also qualitative i.e. by reviewing and analysing the reviews of the customers for the services of The Grace Hotel of Sydney. It will help in fetching the data on which the hotel and its services lack as well as the further steps of the hotel to overcome those issues through on-job training.
Reciprocity Theory
The interview was performed with the manager of one of the recognized hotels of Sydney named “The Grace Hotel”. The reason behind conducting interview with of the manager and a highly qualified and skilled person in the hospitality sector is to get in-depth knowledge and information for conducting research.
For the analysis of the data collected there has been taken use of Nvivo research tool which a recognized qualitative tool for performing analysis of the data collected by the means of interview, open ended questions and other prominent ways (Miles, Huberman and Saldana, 2013). The SERVQUAL model will also be taken use as it is the renowned research instrument which is designed for measuring the quality of the services by gathering the perceptions and the expectations in context with the five magnitudes of service quality.
Ten ethical considerations associated with the research is that there is less of objectivity in the data collection as because of the fact that the reviews collected from the site of trip advisor can be questioned on the basis of objectivity and accuracy. Thus, from the ethical point of view it is not considerable.
An interview was conducted with the manager of ‘The Gracia Hotel in response with the interview questions framed for the research. All the answers collected by the means of face-to face interview and recording the same in an audio format.
Following are the answers and results attained from the interview:
Q1 The on-job training offered in The Grace Hotel is optical in nature which supports the organisational goal, brand reputation, customer satisfaction and employees’ satisfaction. The on-job training offered at the hotel helps in self motivating the employees and also helps in maintaining a certain degree of standards. SOP i.e. Service of procedure is one of the on-job training that is frequently provided to the employees. It helps the existing as well as the new staff to learn the procedures of the services offered to customers.
Q2 The key objectives of offering the on-job training to the employees is firstly to save money as per the views of the manager as by these training the unnecessary costs are saved which arise due to lack of efficiency in the services offered to the customers. Other key objectives of such training are to reduce the employee turnover, increasing staff satisfaction and enhancing the service skills.
Q3 The on-job training offers a clear set of guidelines which mentions what the employees are required to do and this helps in meeting the organisational goals. In every quarter around three to four times the training is offered as well as orientation is done which helps the organisations in rapid achievement of the objectives.
Conclusion
Q4 The on-job training boosts the level of confidence in the employees and makes them more comfortable. They possess complete knowledge of their work, and there is development of their skills through these trainings which helps in faster and efficient accomplishment of the task. They are not lost in the workplace and develop the ability to understand complete procedure and manage their own task.
Q5 The on-job training is not only beneficial for the hotel but also for the customers and the employees. As an after effect of the on-job training, when the customers consistently get certain level of services that are superior and more efficient in nature then there are no complaints an increased customer satisfaction. Thus, it helps the employees also to increase their level of satisfaction.
Q6 Negative implication of such training is that once the employees get trained, they have a perception that they know everything. There is a procedure which is required following but as the experienced staff they try to skip some of the basic steps. And it poses a wrong impression on the newly joined employees as they follow the same and thus they lose effectiveness.
Q7 Continuation of the on-job training depends upon the task and job. If it is a similar task, there is no need of continuous training as once it is given; there is only need to update any kind of changes. But if there is a specific work, then trainings are offered to sustain the market competition.
Q8 The evaluation is performed every month as it is the task of the HR team to offer training, check productivity, comparing the revenues that whether they have increased or not, analysing customer satisfaction and the employee turnover rate.
Q9 it also enhances the personal development of the employees as they do not have any idea what else they can learn but offering them trainings help them to conquer new challenges and learn new things so that they can get growth and development at individuals levels too/.
Q10 The on-job trainings have offered valuable results to the investments made for the on-job trainings both for the customers as well as with the staff as it helps the employees in achieving more improved skills, abilities and capabilities to manage the tasks. It also offers positive implications on eth revenues as they tend to increase by increased customers satisfaction and enhanced customer base.
Results on the basis of Customers’ reviews on Trip Advisor
(Source: tripadvisor, 2017)
From the customer reviews captured from the trip advisor site, it has been analysed that the customers are highly satisfied as the overall rating is 4.5 out of 5 which indicates that there are very less number of customers that are not satisfied or certainly less satisfied from the services of the hotel. A total of 53 percent has rated excellent to the service of The Gracia Hotel which account for 3,092 customer reviews out of a total of 5,834 (tripadvisor, 2017).
The general objective of the research undertaken was to analyse and evaluate the importance of on-job training on the performance of the employees of the hotel industry in respect with one of the renowned hotels of Singapore i.e. The Gracia Hotel in Sydney. The responded was the manager of the hotel and has a wide experience of offering such trainings to the employees in the organisation. The finding and analysis is in line with the recommendations of the organization’s manager should comprise of offering others the ability and vision to perform for the flourishing achievement of the goal and objective of the organisation such as increased customer satisfaction (Yücel, 2012). From the results and findings of the research it can be critically analysed that the response gather and analysed from the aspect of the Reciprocity theory, it is evaluated that the employees tend to perform well with more increased attention on customer satisfaction if they are offered with the trainings as they can have improvement which leads to self motivation and self-improvement and thus there are reduced chances of faults (Xanthopoulou, et al., 2009). From the results, it can also be discussed that there is a positive relation between three key elements i.e. on-job training, employee performance and organisational effectiveness. On-job training is an independent variable computed with the employee performance which ii a dependent variable are positively correlated. The relationship was tested by the increase in the good customer reviews and the revenues of the organisation after offering such on-job trainings as described by the respondent (Rose, Kumar and Pak, 2009). From the aspect of Human Capital theory and response to the research questions of offering value to the organisation, it has also been analysed that when the organisation invest in the development of the employees by the means of on-job trainings, there has been realized that fruitful results are gained as the performance and satisfaction of the employees gets increased (Almeida and Aterido, 2010). And thus, it is evaluated that their level of motivation get boosted and they tend to drop the plan of leaving the organization which in turn decreases the employee turnover rate and saves organisational cost. From the overall findings, results and analysis, it can be evaluate that the on-job trainings is highly beneficial for the organisation s it has a significant role in increasing the customer satisfaction level and revenues of the organisation. And, it is believed that it offers several opportunities to the organisations of the hospitality sector to achieve success like the Hotel Gracia by implementing the on-job trainings on a regular basis.
From the analysis and discussion over the results of the study, it can be recommended to the organisations in the hospitality sector to first analyse various on-job trainings which can be offered to the employees and secondly make the employees understand the need of such trainings from their individual as well as organisational perspective. To implement and execute the on-job training successfully, it is essential that the core benefits associated with such training must be conveyed to each and every participant in an in-depth manner (Eneh, Inyang and Ekpe, 2015). It will help the organisations to get complete support and involvement of the employees in accomplishment of the trainings. Another recommendation which can benefit the hospitality sector as well as The Hotel Gracia is that they must have a continue process in the organisations of such on-job training programs so that the already existing as well as the new employees can also have an adequate understanding and improved knowledge, abilities and skills regarding their job role. For accomplishing the objective of increased level of customer satisfaction, there can also be taken feedbacks from the customers that on what all factors they seek that there can be improvement in the services offered to them (Talwar and Thakur, 2016). And on the basis of the analysis of those feedbacks, there can be framed the training programs so that the employees can improve on those areas and offer the customers with mote enhanced and customized services and thus their satisfaction level can be upsurge. Recommendation to have a more positive impact on the on-job training in context with decrease in the employee turnover rate, there can be understand the issues of the employees by taking exit interviews as well as one-on-one discussion with the existing employees (Vasudevan, 2014). By such discussions, it can be analysed that which factors are need to be considered to motivate the employees and for resolving their issues. And those factors can be a part of the on-job training programs and can successfully result in declining in the employee turnover rate. There are also few other suggestions that are recommended of improved results such as there must a proper budget for on-job training activities for the purpose of utilizing the human resource in more efficient manner. There must also be an increased employee engagement and involvement in the evaluation activities so that inputs can be received from them too and the best practices can be scale up in future (Jehanzeb, Hamid and Rasheed, 2015).
Conclusions
The research report offers a significant response to the aims and objectives or the questions of the research. The aim of the report was to analyse the importance of the on-job trainings to the employees and it can be concluded that in the Hotel Gracia, such practices of on-job trainings are much valuable for achieving increased customer satisfaction as well as improvement in the performances of the employees. All the research questions are answered in a well-manner which has offered in-depth analysis of the importance of on-job training in the improvement of the employees’ performance. It has been concluded that in the Hotel Gracia has taken use of SOP as the on-job training method i.e. Service of Procedure that offers adequate training of all the procedures to the employees so that there can be enhancement of their skills, abilities and capabilities.
The study and the research confirmed a significant gap in all the aspects of the service quality which are analysed in the SERVQUAL model in the hotel industry in context with the services of The Hotel Gracia. For measuring the effectiveness of the on-job training, the SERVQUAL model is one of the best instruments that can be used in the study. Thus, the management of the hotel may take use of this tool for analysing and measuring the effectiveness of the training and the quality of the services attained from time to time. Moreover, due to the noticeable gap identified among all the dimensions of the service quality model, the management of the hotel must have its focus upon all such dimensions for enhancing the skills and services of the employees that they offer to the customers.
The limitation of the study is that the sample size is small as there is taken interview of some of the organisational manager from the hospitality sector. There comes individuality in the opinion. It is essential that to have a wider scope and analysis, there must be increase sample size. So that, a broader view of analysis could be gained and better results can be attained from the research.
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