Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
The author notes that this is one way to improve training for some 18,000 people at 1,800 locations with only 11 trainers, using nteractive web-based training, including instructor-led segments, to teach reservation operations, house-keeping duties, supervision, and even specific skills such as dealing with surly guests. Included in these packages are products to help deliver interactive audio and video to virtual classrooms and also to manage enrollment, self-paced learning, and testing and tracking. Internet training reduces training time by about 50%.
More specialized areas of training are becoming more necessary to provide better service, such as the diversity training program used by one chain. Adam's Mark Hotels & Resorts launched a diversity training program for its nearly 11,000 employees chainwide at which all employees are to participate in a daylong seminar to learn sensitivity and to provide quality service to every guest (Tri-State Defender Publishing, 2001).
This is precisely the sort of training recommended by Yama*****a (2004) in his study of the hotel industry in Minneapolis, stating a belief that "developing multicultural diversity training programs is needed to build better work relationship among people who work together in hospitality industry" (p. ii). Yama*****a sees this need as part of the globalization of the hospitality industry. He cites Rynes and Benson (1998) on some of the reasons why organizations adopt training programs in general, noting that they tend to focus on the dramatic increase in organizational training programs that are not meant to transmit technical job knowledge but at influencing employee attitudes, values, and ways of relating to one another.
Spillane (2007) agrees with this idea and with the need for diversity training because of changes in the global economy. His own study was centered in Southeast Asia and shows how training can improve hotel operatons. Olsen and JinLin (1997) agree and stat that the environment for international hotel operations has changed radically in recent years, moving from the old-style business model in which hotel managers were focused inwards on the hotel and its operations to a new paradigm encompassing a more externally oriented focus. They find that this especially relates to the need for asset productivity and includes a constant assessment of how the environment is changing and what competitive practices need to be adopted to achieve competitive advantage over other companies, including ongoing training.
March (1997) says that such a consumer-oriented focus must recognize the similarities and differences among tourists, with training for employees to be able to serve the needs of each group identified.
A survey of a number of studies on the hotel industry shows several problems cited, such as finding and keeping workers willing to work in entry-level, minimum-wage jobs, which is a major concern in the industry, and hospitality industry professionals state that in many cases they are having to pay more for labor than their peers in major markets, such as New York, Chicago, and San Francisco. Another problem that might be cited is possible over-building in the hotel industry, or the inability of the industry to keep up with technologies that change faster than they can master them or finance them. This also makes it more difficult to find and keep good employees.
The research with current employees found what those workers thought of their orientation and training and where the training may have failed. It was found that the employees saw their training as boring and ineffective, and the kind of service they delivered showed that it was certainly ineffective. The training method used relied heavily on videotapes. Benchmarking was used, meaning examining high standards found elsewhere in the hospitality industry to serve as goals or norms by which to measure the performance in this particular company. It has been found that training that includes high employee involvement is most effective, as is training that involves fun. Such training is also more likely to generate a positive employee attitude, and this is also considered a critical element of exceptional customer service.
In looking at employee motivation programs, it was found that most such programs in the industry were shaped around a limited number of big-ticket rewards. However, employees also point out that they find it difficult to maintain interest in a program that takes too much effort to achieve one or a limited number of rewards over a long period of time.
Hospitality companies today are giving more attention to training and are more cognizant of the possibilities and the limitations of training, of the need to develop better and more effective training methods, of ways of using new technologies in training, and of how costs can be cut without losing the value or efficiency of the training programs being used. Designers of training programs look to the industry to see what issues need to be addressed in training and then include those issues in general training and in more targeted programs for specific issues. Training effectiveness can be indicated by improved performance and higher retention rates.
Bassi, L.J., & Van Buren, M. (1999). Sharpening the Leading Edge.
Training and Development Journal 53, 22-33.
Buckley, P.A. (1996). Nonpermanent Work Arrangements and Outsourcing. Manufacturers Alliance Economic Report, ER-388-December.
David, J.S., Grabski, S., & Kasavana, M. (1996). The productivity paradox of hotel-industry technology. www.highbeam.com/Search.aspx?q=%22hotel+industry%22+and+training+and+management%20publication:%5B%22Cornell%20Hotel%20&%20Restaurant%20AdministrationQuarterly%22%5DCornell Hotel & Restaurant Administration Quarterly. Retrieved August 10, 2007 at http://www.highbeam.com/doc/1G1-18327746.html.
Faircloth, a. (1998, May 11). Exam Time at Hotel Cornell. Fortune, 44.
Gainey, T.W. (2002). Outsourcing the Training Function: Results from the Field. Human Resource Planning, Volume 25, Issue 1. Retrieved August 9, 2007 at http://www.questia.com/PM.qst?a=o&d=5000776511.
Greer, C.R., Youngblood, S.A., & Gray, D.A. (1999). Human Resource Management Outsourcing: The Make or Buy Decision. Academy of Management Executive 13, 85-96.
Kapp, K.M. (2000). Moving Training to the Strategic Level With Learning Requirements Planning. National Productivity Review 19, 27-33.
Lucas, S. (1996, April 1). Misfits with a Mission. Memphis Business Journal, 46.
March, R. (1997). Diversity in Asian Outbound Travel Industries: A Comparison Between Indonesia, Thailand, Taiwan, South Korea and Japan.
International Journal of Hospitality Management 16(2), 231-238.
Moncure, S.S. (1991, Novembeer 7). University training video to be used in hotel industry. UpDate 11(10), 6.
Olsen, M.D. & Zhao-JinLin (1997). New Management Practice in the International Hotel Industry. Travel and Tourism Analyst No. 1, 53-77.
Rettig, E. (1998, June 8). Strong Economy Equals Higher Wages, Fewer Workers. Indianapolis Business Journal, 27.
Roberts, B. (1998, August).://training via the desktop:/ / - Web-based training. HR Magazine 43(9). Retrieved August 9, 2007 at http://findarticles.com/p/articles/mi_m3495/is_n9_v43/ai_21079705.
Rynes, S. & Rosen, B. (1995). A field survey of factors affecting the adoption and perceived success of diversity training. Personnel Psychology 48(2), 247-270.
Spillane, J.J. (2007). With the need for diversity training because of Managing Diversity in the Hotel Industry: The Case of Yogyakarta, Indonesia. Retrieved August 10, 2007 from iajbs.org/Images/AEImages/spillane.doc.
Tri-State Publications (2001, March 14). Diversity training underway at Adam's Mark Hotels & Resorts. Tri-State Defender. Retrieved August 9, 2007 at http://www.highbeam.com/doc/1P1-79653794.html.
Watkins, E. (2006, February 1). Why are your employees angry? Lodging Hospitality. Retrieved August 10, 2007 at http://www.highbeam.com/doc/1G1-144154419.html.
Yama*****a, K. (2004, May). Importance of developing multicultural diversity training program in hotel industry in Minneapolis area. The Graduate School, University of…[continue]
"Hospitality Industry Training The Hospitality" (2007, August 11) Retrieved October 27, 2016, from http://www.paperdue.com/essay/hospitality-industry-training-the-73324
"Hospitality Industry Training The Hospitality" 11 August 2007. Web.27 October. 2016. <http://www.paperdue.com/essay/hospitality-industry-training-the-73324>
"Hospitality Industry Training The Hospitality", 11 August 2007, Accessed.27 October. 2016, http://www.paperdue.com/essay/hospitality-industry-training-the-73324
Accreditation/Certification Schemes in Hospitality Industry Accreditation and certification schemes exist to recognize best practices in any industry. In the hospitality industry some compulsory standards are established through variety of means including accreditation, legislation and industry membership requirements that are meant to recognize good practices in various areas including "health and safety, competence standards, occupational safety, land use planning, licensing of businesses and consumer protection." (Font and Harris, 2004) Some voluntary standards also
WORKPLACE LEARNING AND MANAGER'S PERFORMANCE IN THE HOSPITALITY INDUSTRY Relationship between Workplace Learning and Managers' Performance in the Hospitality Industry Relationship between Workplace Learning and Managers' Performance in the Hospitality Industry Manager's Role as a Leader Workplace Learning Why is Workplace Learning Important The 'ideal' Workplace Learning Situation Methods of Workplace Learning Hospitality Industry Supports and Values Training and Learning Management Skills in Workplace Learning Manager's Role in the Hospitality Industry Optimize Communication between Managers and Employees Effective Managers in Hospitality
Hospitality Industry be Environmentally Friendly? Studies have proved that companies and industries that have a negative impact on environment always surpass the industries that support and adopt measures for environmental friendliness. However, it doesn't mean at all that investment in environmental efforts be stopped. It is highly required by the industries to endeavor continuously for an enduring environment. Only then the greatest outcomes could be achieved. The industries that use
Hospitality Identification of the Articles This essay intends to critique and analyze two important articles related to human resources management and this concept's relationship to the hospitality industry. The first article, "Strategic Human Resource Development in Hospitality Crisis Management: A Conceptual Framework for Food and Beverage Departments," is taken from the International Journal of Business Administration written by AbuKhalifeh, Som and AlBattat and was published in January of 2013. The second article
The academic requirement for a person to become a hotel manager is a mixture of three to six months training and/or experience in the field (Zupek, 2007). However, academic qualifications are not the only requirements for hotel clerks since there are personality traits and characteristics that the individual should possess. Some of the major characteristics for the individual include the ability to provide instant and excellent customer service, computer literacy
Often, an expanded market means that a company will need to undertake a strong marketing strategy based upon thorough research in order to see how the expansion would affect another market. The problem is, not all companies wish to do so because not all are good or successful at this undertaking. Yet again, if a company wishes to stay competitive, make its profits year after year, and enjoy a
Communication Deficiencies Many of these challenges can be related to communication deficiencies. In other words, when people from different backgrounds are thrown together and asked to complete a specific task, it can be difficult for them to effectively communicate their wants, needs, and desires. In some instances, these communication deficiencies are the result of a language barrier. In others, cultural understandings of the way a task is performed, the time needed