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Training and Development in Marriott Hotel: Recommendations and Conclusion

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CHAPTER 6 - RECOMMENDATIONS AND CONCLUSION

With the help of the above findings and discussion, it has been summarised that training and development aspects within the organisation play significant roles, as they support the development of the skills and abilities that ultimately impact the delivery of their services.

Benefits of Employee Training and Development

Capital Improvement 

When the organisation are doing training programmes, they spend more money during that time. They think the employees are an asset; they are concerned about making a profit rather than the development of employees. This is the ongoing training.

Boost job satisfaction and recognition

During the training period, the employees will be introduced to the work and the 'w'how' of' and how job role play in the hotel. It helps them understand the work, and they also motivate that work.

Encourages self-development and self-confidence

When we trained the employees, they also understood what type of role they play in the business. They are more confident in their work so they provide more services

Achieving Personal Goals

In this rainy period the employees also determined their capability and potential for the work in the present as well as the future for the promotion.

Enhancing Problem-Solving Skills

in the practical training the employees also help make decisions at the right time for right decision.

Increased Employee Productivity

During the training, the employees have filled their knowledge, skills, and abilities and improved their efficiency in doing work in the organisation so that they also improve their productivity.

Improved Employee Performance

The performance level of employees increased, and essentialhelp inn offering sound services to the customer's hotel increased the evenness attained in the marketplace. It boosts customer satisfaction for the customers.

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Recommendations for Marriott Hotel

Certain recommendations for improving the training and development practices mainly focus on different strategies such as:-

With the help of the study of training and development, we can say this plays a vital role in the organisation and also makes the company Marriott International more efficient and competent. Hotels are used mainly for offering services and dealing with customers. Training is the most essential element of the service industry so that the employees can be motivated to work; they achieve the goal and objective of the organisation. The Marriott hotel also used the training programme for giving the training to its employees.

Mentoring as a Continuous Training Method

  • Mentoring - it is the ongoing training method that is based on relationships. The Marriott hotel also used the training programme because the employees interacted and had better relations with the customers, so the goodwill of the hotel also increased. In this training method, the immediate manager is also involved in this process.

Coaching for Task-Based Learning

  • Coaching - It is based on task-orientated; it is the process of managing effectively how to frame the strategy for the business; it is the short time period of time acquiring the knowledge and skills to the competency

Off-the-Job Training Techniques

  • Off-the-job training methods - there are many methods which the company has adopted for the training and development of its employees in Marriott. These are the methods that are activated away from the field of the job. Various methods by which the company can enhance the training and development of the employees in Marriott are as follows:
  • case study methodologies
  • incident methodologies
  • role play
  • in the basket method
  • business games
  • grid training
  • lectures
  • simulation
  • management education

With the help of these methods, the manager of Marriott aims to improve the training and development of the employees of the company.

Importance of Employee Feedback

Another method of improving the development and training method is getting feedback from the employees. It means that the manager should ask for feedback from the company about suggestions and advice regarding the business operations. The manager should involve the employees to get feedback, and also they should be involved in the decision-making process so that they are aware of the way in which decision-making is done. It increases the capability of the employees by which they can feel motivated and feel like family in the hotel.

On-the-Job Training Effectiveness

Whereas, it is also concluded that within the hospitality organisation implementing the on-the-job training method is reviewed as one of the most impelling methods that support amending and improving the skills and competencies of hospitality staff so that they may easily render quality services to their numerous guests and customers. This is because, with the help of adopting the job training method, it will support the staff to amend their skills and learning while performing the actual job within the working environment. Hence, it is stated that from the different methods, the on-the-job training method is considered an effective form of training method.

Research Methods Used

In order to conduct the present research, effective tools have been deployed by the researcher. With the assistance of these research methodology techniques, highly diversified and authentic data has been gathered for conducting the research. The descriptive style of research design has been applied, as it supports the researcher in engaging in carrying out the in-depth information for measuring the impact of training and development on the performance of employees. Further, an inductive technique has been applied for the development of a tentative hypothesis and formulation of a theory that would support conducting the research in an effective manner. Both primary and secondary sources have been used to collect highly authentic and diversified data for the realisation of precise results. In addition, qualitative techniques have been used to analyse the data which has been collected. With the assistance of these tools and techniques, the researcher was able to gather precise information with respect to the training and development being practised in the Marriott Hotel.

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REFERENCES

  • Beier, M. E., Teachout, M. S. and Cox, C. B., 2012. 23 The Training and Development of an Ageing Workforce.  The Oxford Handbook of Work and Ageing, p. 436.
  • Bertolino, M., Truxillo, D. M. and Fraccaroli, F., 2011. Age is a moderator of the relationship of proactive personality with training motivation, perceived career development from training, and training behavioural intentions.  Journal of Organisational Behaviour. 32(2), pp. 248-263.
  • Brown, K. G. and Sitzmann, T., 2011. Training and employee development for improved performance.
  • CG Davidson, M., McPhail, R. and Barry, S., 2011. Hospitality HRM: past, present and the future.  International Journal of Contemporary Hospitality Management. 23(4). pp.498-516.
  • Clarke, N., 2012. Evaluating leadership training and development: a levels-of-analysis perspective.  Human Resource Development Quarterly. 23(4). pp. 441-460.
  • Costen, W. M. and Salazar, J., 2011. The impact of training and development on employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in Hospitality & Tourism. 10(3). pp. 273-284.
  • Ehrhardt, K. et al., 2011. An examination of the relationship between training comprehensiveness and organisational commitment: further exploration of training perceptions and employee attitudes.  Human Resource Development Quarterly. 22(4). pp. 459-489.
  • Harrison, R., 2011. Learning and development. Development and Learning in Organisations: An International Journal. 26(1).
  • Ip, C., Leung, R. and Law, R., 2011. Progress and development of information and communication technologies in hospitality.  International Journal of Contemporary Hospitality Management. 23(4). pp. 533-551.
  • Jodlbauer, S. and et al., 2012. The relationship between job dissatisfaction and training transfer.  International Journal of Training and Development. 16(1). pp.39-53.

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