Research Project on Hospitality Industry Chapter-6


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

Benefits to the employees

Capital Improvement - when the organization doing training programmes they spend more money during that time they think the employees are as set 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 what, and how job role play during 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 the what type of role they play in the business. They are more confident in their work so they provide more services

More employees closer to personal goal -in this rainy period the employees also determined their capability and potential of the work in present as well as future for the promotion.

Effective problem solver- in the practical training the employees also help make decisions at the right time for right decision.

Employees become more productive - during the training, the employees have filled their knowledge, skills, and abilities, and improve their efficiency in doing work in the organisation so that they also improve their productivity.

Employees Performance - the performance level of employees increased and essential help, in offering sound services to the customer's hotel increased the even attained in the marketplace it boosts customer satisfaction to the customers.

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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 organization and also makes the more efficient and competent in the company Marriott International. Hotels are used the major for offering services and dealing with customers training is the more essential element of the service industry so that the employees can be motivated the 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 - it is the ongoing training method it is based on relationship-oriented 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 this training method the immediate manager also involved this process.

Coaching - It is based on task-oriented 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 skill to the competency
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 which 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:

  • case study methodologies
  • incident methodologies
  • role play
  • in basket method
  • business games
  • grid training
  • lectures
  • simulation
  • management education

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

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 should be 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.

Whereas, it is also completed that within the hospitality organization implementing 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 on 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 on-the-job training method is considered an effective form of training methods.

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 to engage 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 theory that would support conducting the research in effective manner. Both primary and secondary sources have been used to collect highly authentic and diversified data for the realization of precise results. In addition, qualitative techniques have been used to analyze the data which has been collected. With the assistance of these tools and techniques, the researcher was able to gather precise information in respect to the training and development being practised in Mariott Hotel.

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  • Beier, M. E., Teachout, M. S. and Cox, C. B., 2012. 23 The Training and Development of an Aging Workforce. The Oxford Handbook of Work and Aging, pp.436.
  • Bertolino, M., Truxillo, D. M. and Fraccaroli, F., 2011. Age as a moderator of the relationship of proactive personality with training motivation, perceived career development from training, and training behavioural intentions. Journal of Organizational Behavior. 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. and, 2011. An examination of the relationship between training comprehensiveness and organizational 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 Organizations: 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, 2012. The relationship between job dissatisfaction and training transfer. International Journal of Training and Development. 16(1). pp.39-53.

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