I. Introduction
Many employee studies revealed that training and development have a considerable impact in improving job satisfaction and employee retention. Thus, training and development is important in the hospitality industry, not only as a means avoid the high cost associated with employee turnover, but also to reduce the time spent in hiring and training new staffs. A better understanding of the significance of training may lead to the implementation of high quality training in hospitality industries. This paper aims to analyze the staff and management view of training for employees’ satisfaction and motivation in Ritz Carlton Seoul, Korea.
II. Background of the Study
Employee training is vital in any industry, and this is especially so in the hospitality industry where the employees should have the needed people skills. This study is conducted with the intent to analytically assess different literatures on staff training and how this was perceived by the employees and management, moreover, its impact on employee motivation will also be examined. It is also the objective of this study to investigate the different views and motivation of management and staff at Ritz Carlton Seoul, Korea.
III. Rationale
The highly competitive environment of the hospitality industry requires skillful and able employees. There is therefore a need for a well-planned and high quality training for employees, not only to satisfy the customers, but to keep the employees motivated.
III. Literature Review
Staff training is a critical objective of any human resource management that aims to improve the provision of customer services, while aiming to retain highly competent and motivated employees. While training is often perceived as an additional cost, the better way to look at it is in it being an investment. According to an article published by Ameeg et al (2013), training plays an important role in having a profitable organization. In Pakistan where the hotel industry often experiences lean months due to the threat of terrorism, the hospitality business thrive by the development “of an environement where training is supported and valued by employees” (Ameeg et al, 2013). The human resource and management of the hospitality industry in UK also recognized the need for increasing productivity, and this can be done by making staff training and development accessible to employees (Pendrous, 2005).
The employee’s access to training is helpful in improving employee performance, especially among those who were constantly in contact with customers. In Whitelaw et al (2009), it was suggested that training is proven to increase efficiency and motivation of the workers. Moreover, staff training are proven to increase employee productivity (Bayless, 2012). However, the authors also claimed that while there are many educational institutions that offer high quality training, there are “providers who offer poor and inconsistent training” (Whitelaw et al, 2009). Moreover, quality training should also be coupled with other retention strategies as the motivation of employees are influenced by many factors.
In the article by Olaniyan et al (2008), “ training was defined as the “systematic development of the knowledge, skills and attitudes required by employees to perform adequately on a given task or job.” The principle of human development is giving people the option by providing them with better opportunities by widening their horizons. In principle, these choices can be infinite and change over time. However this should not only be focused on providing them better financial standing, rather, the human resource management effort must also be directed towards the individual development.
There are two factors tha affect employee motivation, these are the internal and external factors. The former are referred to as the provision of “ employees satisfaction over business responsibility” (Kingir & Mesci, 2010). In addition to providing employee satisfaction, internal factors also pave way for better career opportunities. In an article by Wan-Jing & Chang (2010), it was established that internal factors influences job satisfaction, and this can be related to the provision of training opportunities. On the other hand, external factors are those that refer to salaries, promotion, and job security among others.
A discussion by Jerome (2013) on the application of Maslow’s hierarchy of need theory revealed that while the theory can be subjected to bias due to differing opinion, it is nevertheless applicable and relevant to many business organizations today. Accordingly, the human resource management plays a vital role in any organization, as they served as “a multidisciplinary organizational function that draws theories and ideas from various fields” (Jerome, 2013). In addition to the five level of needs offered by Maslow, there is also the ‘need to know concept’, where the organization is encouraged to stimulate learning by pre-work and on-the-job training.
The use Herzberg's motivation-hygiene theory which is also referred to as as the two-factor theory was considered a practical way to motivate employees. In a report published in the Asian Academy of Management Journal, it was found that the hygiene factors were the leading stimuli in the job satisfaction of sales personnels (Teck-Hong & Waheed, 2011). Further result of the study showed that the working conditions proved to be tne motivating factos among sales personnel, followed by recognition, company policy and salary. Cheng & Brown (1998), indicated in their article that a factor that negatively affect the hospitalization industry employees is the limited training opportunity, among other elements such as low salary and lack of opportunity for career advancement.
Another study on employees who were employed in hotel and hospitality industry in Hong Kong indicated the importance of training programs, motivation and support from management, and clear policies, independence and flexibility as the basic factors that motivate workers ( Wong & Pang, 2003) In addition to theses researches; in his research carried out in five-star hotel business in Antalya region, Aksu (2005) found that before giving training programs employees need, they should be motivated.
In an article about job satisfaction before and after training, it was established that the factos affecting job satisfaction before the training are different from the factors that impacts the job satisfaction after the training (Divyaranjani & Rajasekar, 2014). As many businesse recognizes the importance of employee training, employers are seizing on this factor to retain employees. There responsibility to hire, train and retain the best employees rest on the part of the employer.
A good and responsible employer attracts and retains its employees, and achieved this through the provision of sufficient employee training (Terera & Gnirander, 2014).
Theoretical Framework
1. Maslows Heirarchcy of Needs
Maslow’s hierarchy of needs has five levels of stages, arranged in ascending order with the most basic needs at the bottom. Maslow posited that one stage must be satisfied before a person can experience the higher order. The following are the five stages; 1) physiological needs, 2) safety needs, 3) love needs, 4) esteem needs, 5) self-actualization (Boeree, 2006).
2. Herzberg's Motivation Theory
This theory is also referred to as the two-factor theory, based on the idea that there are two need system, they hygiene and the motivation factors. The hygiene factors are referred to as the dissatisfiers and they generally comprise of salary, job security and the relationship with other employees. On the other hand, the motivation factors include the sense of purpose and achievement one feels in the performance of one’s job (Ball, 2003).
3. Performance Model
The objective of performance modeling is to have a better understanding of a system and to use this understanding to improve a certain process. The practice of measuring and managing worker’s performance is necessary for the growth, development and survival of an organization. Performance management deals with the act of “ defining, measuring, and stimulating employee performance with the ultimate goal of improving organisational performance” (Hartog et al, 2004).
Rationale of Training and Peformance
There is a pressing need for organizations have to hire, train and retain the best possible human resources. With this in mind, the human resource management should find ways to design the organizational structure to better achieve the set objectives. Part of the strategy is to provide assistance to the workforce in gaining the needed skills for better work performance. This is in line with the concept that employees that are highly trained do better at their job because they do not only have the skill but also the motivation to work.
References
Ameeg, A., Hanif, F., (2013) 'Impact of training on employee’s development and performance in hotel industry of Lahore, Pakistan', Journal of Business Studies Quarterly, 4(4), pp. .
Ball, J., (2003). Understanding Herzberg’s motivation theory. Retrieved from http://www.chinaacc.com/upload/html/2013/06/26/lixingcun841e7885772f4e7f907bf6272b185c41.pdf
Bayless, (2012), “It's Time for a Tune-Up!” Gourmet Retailer; Feb2012, Vol. 33 Issue 1, p34-35, 2p
Boeree, G., (2014). Abraham Maslow: Peronality Theories. Retrieved from http://www.social-psychology.de/do/pt_maslow.pdf
Divyaranjani, R., Rajasekar, D., (2014) A study on job satisfaction before and after training and development programme in insurance company’s. International Journal of Research in Management 1 (1)
Hartog, D., Boselie, P., Paauwe, J., Performance management: A model and research agenda. Applied Pscyhology: An Internationa Review 53(4). Pp. 556-569
Kingir, S., & Mesci, M., (2010) Factors that affect hotel employees motivation: The case of of Bodrum. Serbian Journal of Management 5(1), 59-76
Jerome, N. (2013) 'Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance',International Journal of Business and Management Invention, 2(3), pp. 39-45.
Olaniyan, D., Ojo, L., (2008) 'Staff training and development: A vital tool for organisational effectiveness', European Journal of Scientific Research, 24(3), pp. 326-331.
References
Pendrous, (2005), “Pay back time for training.” Food Manufacture; Nov2005, Vol. 80 Issue 11, Special section p7-8.
Peshave, M., Gujarahi, R., (2013) 'Impact of employment practices adopted by hotels on productivity of Its employees', International Journal of Business and Management Invention, 2(10), pp. 27-39.
Teck-Hong, T., Waheed, A., (2011) 'Herzber's motivation-hygiene theory and job satisfaction in the Malaysian retail sector: The mediating effect of love of money', Asian Academy of Management Journal, 16(1), pp. 73-94.
Terera, S. & Ngirander, H., (2014). The impact of training on employee job satisfaction and retention among administrative staff members: A case of a selected tertiary institution. Journal on Social Sciences 39(1), pp. 43-50
Wan-Jing April Chang, (2010), “The impact of human resource capabilities on internal customer satisfaction and organizational effectiveness.” Total Quality Management & Business Excellence; Jun2010, Vol. 21 Issue 6, p633-648, 16p
Whitelaw, P., Barron, P., Buultjens, J., Cairncross, G., Davidson, M., (2009) 'Training needs of the hospitality industry', Sustainable Tourism, (), pp. .
Wong, S., & Pang, L. (2003). Motivators to creativity in the hotel industryperspectives of managers and supervisors. Tourism management, 24: 551-559
