CHAPTER 5 TRAINING AND DEVELOPMENT PRACTICES IN HOTEL INDUSTRY

Transcription

1 146 CHAPTER 5 TRAINING AND DEVELOPMENT PRACTICES IN HOTEL INDUSTRY

2 147 CHAPTER 5 : TRAINING AND DEVELOPMENT PRACTICES IN HOTEL INDUSTRY TITLE 5.1 Training development Meaning and importance of training 5.2 Types of Training 5.3 Training and Development practices in hotel

3 148 CHAPTER 5 : TRAINING AND DEVELOPMENT PRACTICES IN HOTEL INDUSTRY One of the control and legitimate purpose of modern management and business is the development of human resources by providing the right environment where the individual may growth to his/her fullest stature and realize his/her fullest potentialities. Hence once an applicant is selected by an organization as a member of its personnel, the next duty is to place him with training and development facilities needed for him to fit his present job as well as future career chalked out for such individual. Moreover organization and their human resources are constantly changing and both must develop new skills to maintain effective operation. In a period of recession and rapidly changing technology, it is even more important for an organization to create a flexible and adaptable employees force competent to use new technology and methods. Human resources development focuses attention on improving the existing capabilities of human resources in an organization and helping them to acquire new capabilities required for the achievement of organizational as well as individual goals. Training development is the most vital tool of human resources development. 5.1 Training development Meaning and importance of training Training is a process of learning a sequence of programmed behaviour. Its application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance. The Manpower Service Commission has define training as a planned process to modify attitude, knowledge or skill behaviour through learning exercise to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and satisfy the current and future needs of the organization. According to Dale S. Beach training is the organized procedure by which people learn knowledge and/or skills for a definite purpose. Ishwar Dayal in the book Managing Training in Organization has viewed training as one important and essential input in management s effort to improve over all performance of the enterprise and not an isolated activity.

4 149 Thus training provides knowledge and skills required to perform the job. It is a successful method of reducing accidents, reducing waste and improving quality. Training is an art of doing the job in a correct, effective and efficient manner. It changes behaviour pattern. The efficiency of any organization depends directly on how well its members are trained. Newly hired employees almost need some training before they take up their work, while senior employees require training to keep them alert to the demands of their jobs and to fit them for promotions and transfers. Training is the core-stone of sound management. It is a key instrument in the implementation of human resources management, policies and practices. Training has become increasingly important at all levels. 1) Training enables employees to develop and rise within the organization and to increase their value, earning power, skill, job security etc. Thus as employees respond to continued training, they can progressively increase their value to the organization and as a result can prepare themselves for promotion. 2) Continuous training can help the employees to develop their ability to learn adapting themselves to new work, methods, learning to use new kinds of equipment, process and adjusting to major changes in job content and work relationship. In this way training can prepare individuals for change, there by avoid many headaches. 3) The essential purpose of training is to develop skills, habits, attitudes and knowledge which in turn contributes to the growth of individuals as well as organization. In this way, it improves skills of employees, changes their attitudes and behaviour. It moulds the employees attitude and help them to achieve a better cooperation with the company and a greater loyalty to it. 4) Training is widely accepted problem solving device. We take more vitamin polls to solve personal health problems and organization uses training programmes to solve manpower problems due to employees turn over, expansion of industry, promotion, transfer, recruitment. It is not always possible to get experienced manpower. So if organization gets inexperienced manpower, they are unknown about their job. Therefore organization must give detailed training. In this way training solves manpower problems. In addition to this, problems like dissatisfaction,

5 150 complains, absenteeism, turn over etc. can be greatly solved when employees are well trained. 5) Training motivates employees to work harder. Employees, who understand their jobs, are likely to have higher morale. They are able to see a close relationships between their efforts and performance. Such abilities can be improved through proper training. 6) Training leads to higher productivity of employees. Well training programmes help employees to increase their performance level and increase in human performance often directly leads to increased operational productivity and increased company profit. 7) Proper training can help to prevent industrial accidents and a safe work environment can be buildup. A safe work environment leads to more stable mental attitudes on the part of employees. 8) Management is benefited due to training in the sense that higher standards of quality are achieved, satisfactory organizational structure is buildup and authority can be delegated. Training also heightens more of employees and reduces dissatisfaction, complains, grievances, absenteeism, turn over etc. and trained employees make a better use of materials and equipments. Therefore wastage and spoilage can be reduced and the need for constant supervision also reduces. Training helps both organization and individual. It forms a major human resources management function and a continuing process in view of dynamic nature of the business and individual economy. It can improve over all skill, behaviour attitude and other requirements to perform job well and creates healthy organization. Accordingly training has become a significant problem solving tool. 5.2 Types of Training The training can be classified into many types according to the feature of the objective and the period of training. No matter what the measure for the classification of the training may be, the aim will be pointed to the trainee. The type of training may be classified into: orientation: actual work training: laboratory training: skill training: practice training: and special training. There are many procedures to be used for the training, depending on the nature of the work and the trainer. Each procedure has its advantages and disadvantages.

6 151 Therefore more than one procedure may be used for one training. The training procedure may be classified as follows: 1) Lecture: This is the same way as the institute. This is a way to transmit knowledge and the concept of the lecturer through the wordings only. The lecturer may allow the attendant to ask some answers. The good point here is that there can be a large group of attendants, with low expenses and taking less time. 2) Conference: This is a meeting to exchange opinion between the participants, through the oral participation. Hence, various knowledge and idea in the topic can be assembled. The good point is that the participants have more rights to show their opinion than in the lecture. Hence they will not become tedious. 3) Case Study: The trainer will bring up some case studies including related information for the trainees to analyze and to find a solution. The good point is that the trainees can learn the way to analyze and solve the problem from the actual case. Moreover, the trainees will be trained to assent the importance of accepting other people s opinion which is the main point in solving problems. 4) Role Playing: This type of training usually goes along with other types, e.g. the lecture. The role playing is similar to the case study. In the role playing, the participants will pretend to be in the real situation instead of using their vision only. The good point is that the trainees have the chance to use their knowledge in the actual practice, causing excitement and interest. 5) Demonstration: The trainer will demonstrate the way to use some tools, and give explanations until the trainees got it. Then it is the turn for each trainees to operate. The good point is that the trainees takes less time in learning, and can solve the encountering problem on the spot. 5.3 TRAINING AND DEVELOPMENT PRACTICES IN HOTEL To identify the level of training & development practice in hotel responses by total employees as well as the responses of the employees belonging to different groups of sex, age, level of education, mean and standard deviation were calculated. There were 33 statements included in the scale to measure training & development practice in hotel. The data were score by the summing the weight assigned to the statements of the scale. For the total score of the scale to measure the training & development practice in hotel, the maximum possible score of each

7 152 respondents was thus 1650 whereas the minimum possible score of each respondent was thus each respondent was thus 32. i To decided weather the score indicates the level of the training & development practice in hotel, the score were converted into the criteria which was mentioned as follow:. The score thus divided by the number of statements of the scale which was 32. The results of the analysis are given in table 4.1 and interpretation has been followed by the table. TABLE 5.1 MEAN AND STANDARD DEVIATION OF TRAINING & DEVELOPMENT PRACTICE OF HOTEL EMPLOYEES (N= 1,650) ITEM STATEMENTS : LEVEL OF AGRJEEMENT X S.D. REMAR 1 KS 1 You have increased academic knowledge from High training. 2 You developed your working skills after training High 3 You gain self-confidence in the working skills High 4 After training, you can work qualitatively High 5 You can increased the standard of you output High 6 You have better attitude after completed the i training. ; 7 You participate in orientation when you join the High work in this hotel High 8 Orientation was useful for your success of work High 9 The training fees sponsored by the hotel High 10 The training improved your conceptual skills High 11 Hotel increase the salary of employee who have successfully undergone training programmes High 12 Promotion chances reduce for those candidates who have failed in training exam or who has net under gone training High

8 153 TABLE 5.1 (CONTINUED) ITEM STATEMENTS j LEVEL OF AGREEMENT 13 The evaluation form about the trainers is filled up at X S.D. REMARKS the end of training programmes High 14 After undergoing training, there was increasing in production productivity High 15 You satisfied the method of training like: conference or seminar method, group discussion, audio visual aids, computer assistant instruction, power point High 16 Importance is given to the development of human resource in this hotel High 17 All hotel employees are aware of1 the human resources development policies followed in the hotel High 18 There is a vast scope for acquiring new skills and development in this hotel : High 19 Induction training is provided to the newcomers to make them learn about the hotel High 20 Norms and values of the hotel are clearly explained to all the employees High 21 Training needs are identified before sending the employees to undertake it High 22 Training programmes are taken seriously by the employees.! High 23 Employees are encouraged and sponsored to attend seminars and workshops High 24 Employees undertaking training programmes are clear of what they are expected to acquire High 25 Discussion is undertaken with participants to j understand what they have learnt and how to implement it High

9 154 TABLE 5.1 (CONTINUED) ITEM STATEMENTS LEVEL OF AGREEMENT X S.D. REMARKS 26 Job rotation is undertaken to facilitate the employees High all round development Training in human skills is provided to develop human relation competency High 28 Employees also participate in determining their own training needs High 29 Training is given to union leaders on their role in human resource development High 30 Administrator encourages the employees for their potential development High 31 Career planning is undertaken for employee development High 32 There is a continuous assessment and monitoring of training activities High Total High From table 5.1, it can be seen that the mean score of training & development practice for hotel employees is 4.36 (S.D.=0.75), which is in the high level. It is further seen that the first priority of agreement concerned to the statement of Importance is given to the development of human resource in this hotel. (X = 4.49, S.D. = 0.67). The second priority of agreement concerned to the statement of The training improved your conceptual skills (X = 4.48, S.D. = 0.71). The lowest agreement concerned to the statement of There is a vast scope for acquiring new skills and development in this hotel (X = 4.15, S.D. = 0.99). The results of the study indicate that the training & development practice of hotel employees was in high level.

10 155 TABLE 5.2 MEAN AND STANDARD DEVIATION OF THE TRAINING & DEVELOPMENT PRACTICE OF HOTEL EMPLOYEES CLASSIFIED BY DIFFERENT VARIABLES (N = 1650) N X S.D. LEVEL OF VARIABLES TRAINING & DEVELOPMENT PRACTICE SEX (1) Male High (2) Female High AGE (1) Years Very High (2) Years High (3) Years High LEVEL OF EDUCATION (1) Under Graduate Very High (2) Graduate High From table 5.2, it can be seen that the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to male group is 4.44 (S.D.= 0.67) whereas the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to female group is 4.28 (S.D.= 0.77). According to the criteria mentioned in table 3.10, the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to different groups of sex were found in high level. The mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to years of age is 4.51 (S.D.= 0.69) whereas the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to years, years of age are 4.37(S.D.= 0.60) and 4.20 (S.D,= 0.77) respectively. According to the criteria mentioned in table

11 , the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to different groups of age were found in very high and high level. The mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to under graduate group is 4.54 (S.D.= 0.65) whereas the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to graduate group is 4.18 (S.D.= 0.78). According to the criteria mentioned in table 3.10, the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to different groups of level of education were found in very high and high level. For further evidence, the difference between the mean scores of training & development practice of hotel in Bangkok rated by hotel employees were tested for its significant by t-test and F-test. It is given in table as follow: The comparison of the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to two groups of sex, and two groups of level of education has been identified by t-test and presented in table 5.3, 5.6. The comparison of the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to three groups of age has been identified by F-test and presented in table 5.4, 5.5. TABLE 5.3 A COMPARISON OF MEAN SCORES OF TRAINING & DEVELOPMENT PRACTICE OF HOTEL IN BANGKOK RATED BY HOTEL EMPLOYEES CLASSIFIED BY SEX VARIABLES N X S.D. t-value & Significance SEX (1) Male ** (2) Female df /0.05 = 1.96 /0.01 = 2.58 ** = Significant at 0.01 level of confidence

12 157 From table 5.3, it can be seen that the mean score of training & development practice of hotel in Bangkok rated by hotel employees is 4.44 (S.D. = 0.67) whereas the mean score of training & development practice of hotel in Bangkok rated by hotel employees is 4.28 (S.D. = 0.77) respectively. The difference between the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to different group of sex was tested for its significant by t-test. The obtained t-value of 4.15 is significant at 0.01 level of confidence. It can be concluded that the mean score of training & development practice of hotel in Bangkok rated by hotel male employees have greater value than that of the mean score of the training & development practice of hotel in Bangkok rated by hotel female employees. TABLE 5.4 SUMMARY OF RESULTS OF ANOVA FOR THE TRAINING & DEVELOPMENT PRACTICE OF HOTEL IN BANGKOK RATED BY HOTEL EMPLOYEES CLASSIFIED BY AGE SOURCE OF VARIANCE df SS MS F Between Groups ** Within Group Total F Value Significant at 0.05 = 2.99, F Value Significant at 0.01 = 4.60 ** = Significant at 0.01 level of confidence From table 5.4, it can be seen that the F-ratio on ANOVA of training & development practice of hotel in Bangkok rated by hotel employees belonging to different groups of age is which is significant at 0.01 level. Hence, it can be concluded that age does affect on the level of training & development practice of hotel employees. The finding indicates that the calculation of F-test is greater than the F-test of table value. It can be said that there is the significant difference between the mean scores of training & development practice of hotel in Bangkok rated by hotel employees classified by age.

13 158 For finding out the pairs having significant difference, the Newman Kuels Method (The Studentized Range Statistics Test (q)) was applied to ANOVA. Edwards, A.L. (1936:156) has suggested that "Suppose we have test a set of "K" means by the analysis of variance and have concluded that the means differ significantly. We would usually like to know how the means differ. Is every mean significantly different from every other? Are there significant differences between some of the means and not between other? A variety of methods have been proposed for investigating the differences existing between a set of K" means. These test procedures are useful whenever we are concerned with 'Multiple comparisons among the means... The Newman Kuels Method (The Studentized Range Statistics Test (q)) is the method to be described for making multiple comparisons. The first step in applying the studentized range statistics test (q)) is to arrange the means in order of magnitude. The differences between pairs of means are tested in the following order: the largest minus the smallest, the largest minus the second smallest, and so on up to the largest minus the second largest. Then test the difference between the second largest minus the smallest, the second largest minus the second smallest, and so on, until to test the second smallest minus the smallest. The next step is to open the table: Distribution of the studentized range statistics and find out the q value (df = N - K). To calculate the q", the following formula was applied: q JMSw (Kanchana Watthayu. 2002: ) Where: MSW = Mean square within group which have shown in "F-value". The last step is to compare the q" value (calculated) and the uq" from the table. The summary of the pairs having significant difference is given in table as follow:

14 159 TABLE 5.5 SUMMARY OF STUDENTIZED RANGE STATISTICS TEST (q) APPLIED TO ANOVA FOR THE DIFFERENT PAIRS OF MEAN SCORES OF TRAINING & DEVELOPMENT PRACTICE OF HOTEL IN BANGKOK RATED BY HOTEL EMPLOYEES CLASSIFIED BY AGE GROUPS YEARS YEARS YEARS MEANS ** 0.31** * F F q q ** = Significant at 0.01 level of confidence From table 5.5, the following relationship between the mean scores of the training & development practice of hotel in Bangkok rated by hotel employees can be derived. It reveals that the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to years group of age has grater value than that of the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to years and years group of age. The mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to years group of age has greater value than that of the mean score of training & development practice of hotel in Bangkok rated by hotel employees belonging to years group of age. The difference between the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to different groups of age mentioned above are significant at 0.01 level.

15 160 TABLE 5.6 A COMPARISON OF MEAN SCORES OF TRAINING & DEVELOPMENT PRACTICE OF HOTEL IN BANGKOK RATED BY HOTEL EMPLOYEES CLASSIFIED BY LEVEL OF EDUCATION VARIABLES N X S.D. t-value & Significance (1) Under Graduate ** (2) Graduate # = 1498 /0.05 = 1.96 ro.ol = 2.58 ** = Significant at 0.01 level of confidence From table 5.6, it can be seen that the mean score of the training & development practice of hotel in Bangkok rated by under graduate hotel employees is 4.54 (S.D. = 0.65) whereas the mean score of training & development practice of hotel in Bangkok rated by graduate hotel employees is 4 18 (S.D. = 0.78) respectively. The difference between the mean scores of training & development practice of hotel in Bangkok rated by hotel employees belonging to different groups of level of education was tested for its significant by t-test. The obtained t-value of 9.12 is significant at 0.01 level of confidence. It can be concluded that the mean score of training & development practice of hotel in Bangkok rated by under graduate hotel employees have smaller value than that of the mean sccre of training & development practice of hotel in Bangkok rated by graduate hotel employees.