AN EVALUATIVE STUDY OF TRAINING

PROGRAMMES EFFECTIVENESS IN INDIAN HOTEL

INDUSTRY
A SYNOPSIS
SUBMITTED TO
MAHARSHI DAYANAND UNIVERSITY, ROHTAK
FOR THE REGISTRATION OF
DOCTOR OF PHILOSOPHY
IN
FACULTY OF MANAGEMENT SCIENCE

Supervised By: Submitted By:

Dr. Sumegh Ms. Arti
Assistant Professor Research Scholar
IHTM-MDU, Rohtak IHTM-MDU,
Rohtak

Institute of Hotel & Tourism Management

Maharshi Dayanand University, Rohtak
(2019)
Introduction
The hospitality industry’s backbone is created by customer service, a concept shared by all
segments of the industry. Hospitality refers to the relationship between a guest and a host,
wherein the host receives the guest with goodwill, including the reception and entertainment
of guests, visitors, or strangers. In 2017, the travel and tourism industry in India contributed
around 234 billion U.S. dollars to the country’s GDP (Statista Research Department, 2019).
According to the source, the Indian domestic hotel market is projected to grow to around 9.5
billion U.S. dollars by 2020. According to WTTC (World Travel and Tourism Council, 2018)
the total contribution of Travel & Tourism in global GDP was USD 8,272.3 billion (10.4 per
cent of GDP) in 2017, and was forecast to rise by 4.0 per cent in 2018, and to rise by 3.8 per
cent to USD 12,450.1 billion (11.7 per cent of GDP) in 2028. In India the total contribution
of Travel & Tourism in GDP was INR 15,239.6 billion (USD 234.0 billion) which accounts
to 9.4 per cent of GDP in 2017, and is expected to contribute 9.9 per cent in GDP by 2028.
During 2018, foreign tourist arrivals (FTAs) in India stood at 10.56 million, achieving a
growth rate of 5.20 per cent year-on-year. FTAs in January 2019 stood at 1.10 million, up
5.30 per cent compared to 1.05 million year-on-year. Till now the industry in India accounted
for 8 per cent of the total employment opportunities generated in the country in 2017,
providing employment to around 41.6 million people during the same year. The number is
expected to rise by 2 per cent annum to 52.3 million jobs by 2028. International hotel chains
are increasing their presence in the country, as it will account for around 47 per cent share in
the Tourism & Hospitality sector of India by 2020 & 50 per cent by 2022. The Indian
government has realised the country’s potential in the tourism industry and has taken several
steps to make India a global tourism hub. Some of the major initiatives planned by the
Government of India to give a boost to the tourism and hospitality sector of India are as
follows:

 Statue of Sardar Vallabhbhai Patel, also known as ‘State of Unity’, was inaugurated in
October 2018. It is the highest standing statue in the world at a height of 182 metre. It
is expected to boost the tourism sector in the country and put India on the world
tourism map.
 The Government of India is working to achieve 1 per cent share in world's
international tourist arrivals by 2020 and 2 per cent share by 2025.
  Under Budget 2019-20, the government allotted Rs 1,160 crore (US$ 160.78 million)
for development of tourist circuits under Swadesh Darshan.

With turnaround of the 21st century, the focus on the service industry has been drawn
dramatically. Several factors can be accounted for the increasing emphasis on the service
industry such as new technology enhancements, customers diverse needs, and more choices
available for customers, and skyrocketing competitions among companies. Consequently, it
has become more challenging to keep with the changing patterns of consumer needs and
expectations. As one of the core segments of the service industry, the hospitality industry has
experienced the same challenges as others in maintaining skilled and qualified workforce to
cope with the current challenges and cater to changing needs of today’s customers. A student
training is becoming a necessity for every organization now-a-days. Students are entrusted
different roles and responsibilities in the organization. Training enables them to carry out
these roles and responsibilities efficiently.
In India hotel management institute are approved by NCHM & CT (National Council for
Hotel Management and Catering Technology) & AICTE (All India Council for Technical
Education). There are different –different course run by the institute: UG (Under Graduate),
PG (Post Graduate) & Diploma. There are approximately 123 hotel management institute in
India which are approved by AICTE & approximately 71 hotel management institute in India
which are approved by NCHMCT. From these Institute near about 15,000 students will
undergoes training in various hotels. Most of the Indian hotels offered training twice in a year
i.e. training in winter & summer batches for the hotel management students. As training is an
integral part of their course curriculum.
Training is a part of the human resource development, along with the other human resources
activities, such as recruitment, selection and compensation. The role of human resource
department is to improve the organization’s effectiveness by providing the training to
students to enhance the knowledge, skills and attitudes that will improve their current or
future job performance. A long this the industry also provide training to students of
hospitality courses because they will be the potential employee to this industry. However,
Hotel industry uses following types of training: Industrial, On-the-job, Management training,
Vocational, Internship etc. In order to implement the right training methods, the training
specialist should be aware of the pros and cons and effectiveness of each training method.
Hospitalty industry with their people learn new skills so as to be able to perform well. It has
been confirmed that organizations with more progressive people - oriented policies have
excelled, leaving the competition behind. This is mainly because when organizations invest in
people, in their training, what they get in return higher skill and greater competence that
improves morale and productivity. As people’s growth is linked with the organizations
growth in view of long- term profitability, organizations need to invest in their people. The
Organizational structure of the future is a learning organization focusing at creating and
gaining knowledge for improved performance and building competitive edge. The truly
successful organizations of the future will discover how to tap people’s commitment and
capacity to learn at all levels.

For training initiative to be effective, organization need to examine the extent to which
training and HRD system closely connected with the organizational strategy, and more
important, the measure to ensure the effectiveness of training and development activities
(Haslinda & Mahyidin, 2009). The evaluation is carefully designed to utilize the four levels
of training effectiveness: reaction, learning, behavior and result derived from the program
(Hamid Khan, 2002). Organizations are increasingly lay emphasis on the contribution of the
training program to organizational strategic goal and based the evaluation of training as the
perquisite for investment in training program. Training is an important ongoing investment in
human assests to asist employees in leraning skills and acquiring knowledge to achieve
organizational goals. To maximize training effectiveness, three mojor activities of needs
assessment , program design and delivery , and training evaluation need to be well –prepared
to make trainees be satisfied with the training.

REVIEW OF LITERATURE

Different authors and researcher have published their work on training having different
aspects on study. The purpose of a review is to analyse critically segment of a published
literature of knowledge through summary, classification of prior research studies, review of
literature and theoretical articles. The review of literature consists by three parts: Training,
training effectiveness and satisfaction from training.

Training

Stewart (1996) & John (2000) appropriate training can develop managers at all levels
including the knowledge and skills required to gain competency in order to manage change in
organization in any business environment. In multinational companies, training can provide
an important impetus to achieve shared values and facilitates network building between
headquarters and subsidiaries.

According to Armstrong (2000) training is an organized process to improve employee

proficiencies so that they can accomplish its objectives. In the conventional approach to
training, most organizations never used to believe in training. Training was considered very
expensive and worthless. But from last two decade the scenario in the globalization and
throat cutting competition is however changing. Organizations are realizing the importance of
training as it has become the prominent and effective tool for skill development, job
satisfaction, and retention of employees. Training is now considered as a satisfaction,
commitment and retention tool than a cost (Torrington , 2004).

Huang (2001) an educated and well trained workforce is considered to be essential to the
maintenance of a business firm’s competitive advantage in a global economy.

Harzing (2004) & Shen (2006) found that the formal training programs are an effective way
of directly transferring the organizational goals and values to a whole group of people
simultaneously.

Chow, Haddad and Singh (2007) analyzed that a training is important as it is part of the
service quality that drives the performance of hotels. Chow, Haddad and Singh found in their
study of 46 hotels in San Diego that by providing training and development, the hotels
employee morale, productivity and job satisfaction improved, which in turn can improve
managers’ morale.

Ryan (2008) suggested that the training and development are integral to a Hotel’s growth
and success. Hotels can however under-train their employees by being unwilling to take the
time to explain new staff tasks that need to performed. When this unwillingness occursstates
that three scenarios may take place – the employee will not be able to help a client the way
they should, the client will be left unsatisfied by the hotel’sservice level, and lastly the
employee will become frustrated by the company and his or her service level will drop to a
minimum.

Daniels (2008) studies have shown that training programs increase employee satisfaction,
employee morale and employee retention, and decreases turnover and hiring rates. Training
has been shown to improve knowledge and in turn knowledge improves the delivery of
hospitality business related activities. Daniels mentions in her article that in the current
economic situation, companies may be tempted to cut their training budgets, but they should
not however abandon training. Hotels should instead use this situation as an opportunity
because training boosts morale and commitment by showing employees they are a valued and
important resource. The training itself provides skills and enthusiasm to help participants
provide amazing customer service. Great customer experiences lead to brand loyalty. Skills’
training that equips employees with the tools to increase customer loyalty is not overhead, a
cost, or a frill.

Hellriegel, D. & Slocum, J.W. (2008) stated that training of employees in organization
increases higher productivity through better job performance, more efficient use of human
resources, goals and objectives more effectively met, reduced cost due to less labour
turnover, reduced errors, reduced accidents and absenteeism, more capable, and mobile
workforce and retention of the existing staff.

Echard and Berge (2008) stated that effective training techniques can produce significant
business results especially in customer service, product development, and capability in
obtaining new skill set. This linkage of training to business strategy has given many
businesses the needed competitive edge in today’s global market. Echard and Berge, (2008)
also provides that effective training and development improves the culture of quality in
business, workforce, and ultimately the final product.

Hower (2008) analyzed that a training does bear fruitful results not only to the organization
but also to the employees. In addition, Hower pointed out that the purpose of training is to
empower associates with the skills necessary to make decisions and accomplish their daily
tasks and skills that help them give extraordinary service to customers. In the business of
customer service, training is essential to the impact made on the customers. Customer service
and problem resolution are trainable skills and will determine whether the customer impact is
positive or negative. It also prepares employees for their next career move. This move may be
in the organizations or in life in general. Lynton and Pareek (2000) argue that to enhance
individual motivation for training, the employees should be part and parcel of what it
communicates to applicants through all its contacts with them. This would make applicants
feel confident that the training foci are clear and shows perceptive concern for people taking
part in the program. Furthermore, (Guerrero and Sire 2001) supported Lynton and Parreek’s
view but they explained motivation with regard to teachers. They found that systematic
observations by a colleague of a candidate’s behavior in a session and sharing indications of
his effectiveness with him subsequently greatly enhanced the candidate’s motivation for
training. Moreover, (Bushartand Fretwell, 1994) emphasizes that training employees leads to
an increment in employees’ satisfaction, updating of skills and an increased commitment to
the organization.

Training & development increase the employee performance in service sector and hospitality
organizations (Iftikhar Ahmad and Siraj-ud-din, 2009). Another researcher said that
employee performance is the important factor and the building block which increases the
performance of overall organization(Qaiser Abbas and Sara Yaqoob).

Forgacs described training is as a deliberated activity aimed at improving employees skills

and performance by helping them realize an requisite level of indulgent through the
impartation of information (Forgacs ,2009).

Amisano (2010) employee performance depends on many factors like job satisfaction,
knowledge andmanagement but there is relationship between training and performance.This
shows that employee performance is important for the performance of the organizationand
the and the training & and development is beneficial for the employee to improve the
performances.

Quresh (2010) examined that the training is defined as function that comprises all procedures
of activities learning experiences whose aim is to influence and increase performance and
other behavior through skills, attitudes, new knowledge and beliefs. Therefore, training
replicates activities that are planned to affect the capability and inspiration of employees.
Researchers concluded that employee training has a positive impact on job satisfaction; such
as, increasing productivity where employers and employees were able to contribute their
performance through employee training and share the benefits from training.

Farooq & Khan ( 2011) analyzed that a training is to identify and distinguish the skill gaps of
the organization. The gap will be the skills and capabilities that current individuals have
within an organization and the skills and capabilities that an organization would like to have
or required. Employee training will assist a business management in order requirements and
needs, also enhancing business market value. Training considers an added value to
individuals who will be trained, as the same time training will add value to the organization
itself. The aim of the training is to obtain the capability which links to the group or an
individual within an organization in order to achieve an effective performance. Human
capital considers as a core of the business's success, such us employee‘s experience,
capabilities, knowledge and skills. Consequently, it is enormously significant to frequently
educate the individuals and develop their possible and information. Training goals to increase
performance standards and efficiency by changing individual‘s behavior within an
organization, the process of training contains development, analysis, design, execution and
assessment (Jehanzeb & Bashir, 2013).

Batool (2012) suggested that the training comprises management development, education,
traditional training and vocational training. Training is defined as a learning method offers to
individual with a clear explanation and understanding of the performance standard and value
of the organization.

Chung (2013) said that however, to achieve greater effectiveness in diversity training, before
training trainee’s preparation is needed and it will encourage favourable climate.

Nischithaa and Narasimha Rao (2014) highlighted the importance of training activities in
hotel industry, they reported that training is important for better and improved performance of
students. Also that through training morale and satisfaction of students increases which
results in company productivity and improvement of service quality.

Nagaraju and Archana (2015) discussed the importance of training and development
activities in increasing job satisfaction. It was also concluded that after need identification
employee with similar need may be grouped together for better results.

Sankar and Pavithra (2017) explained that “Evaluation of Training & Development” have
discussed about the different training evaluation models. The authors have reported that there
is a dearth of proper scientific model for training evaluation, as almost all evaluation models
are descriptive and subjective in nature. It is also reported that the reaction level for training
evaluation of Kirkpatrick model is widely used.

Training Effectiveness

Shepherd (1999) explained criteria for measuring the success of training which encompasses
direct cost, indirect cost, and efficiency, performance to schedule, reactions, learning,
behaviour change, and performance change. On the other hand, Zaciewski (2001) examined
that employee individual characteristics such as motivation, attitude, and basic ability, which
effect a training programme and its potential success in hospital industry. The work
environment is also a major factor for making successful training programme.

Whereas Burke & Baldwin (1999) dwelled upon the transfer of training and viewed that it
could be enhanced by using real-world organizational problems. Case study method or live
problem or project assignment could be used to enhance the transfer of training.

Ibrahim (2004) “Measuring Training Effectiveness”, in their article focused on the trainee’s
reaction towards the training program and skills and knowledge gained from the program.
Through training sessions, the trainer motivated trainees to work hard to gain the desired
skills and knowledge.
Birdi (2005) found that poor managerial support or an unfavourable departmental climate
could limit the impact of creativity training with regard to influencing idea implementation.
Unfavourable environment affects the training effectiveness. According to him training will
be affected negatively if there is less support from department or there is unfavourable
condition for training.
Saks & Haccoun (2007) discussed that psychological states of trainees especially motivation,
self-efficacy, perceived control and the realities of the organizational context affects the
training outcomes.
Zhao, Zhan & Namasivayam (2008), in their research paper “Factors Affecting Training
Success in China” identified two main factors, termed internal factors. Internal factors refer
to issues pertaining to the design and implementation of the training program and external
factors refer to issues pertaining to the training climate of the organization. The results
indicate that external factors have a greater impact on training effectiveness.
Anstasiou (2011) in their Research paper “Assessing Training Effectiveness in Larnaca’s
Hotels” concluded that On-the-job training is an important source of implied knowledge,
promoting novelty ideas and maintaining a defence mechanism to operational drawbacks,
such as diversity and low performance. However, training needs’ assessment and training
evaluation policies do not exist in all hotels. HRMs miss an opportunity to implement the
assessment process as a diagnostic tool in evaluating the achievement of training and to
decide whether or not training has met the pre-set training goals.
Dahiya & Jha (2011) discussed about the steps in the training programme development, are
planning, programme implementation, and programme evaluation and follow-up. According
to them a training programme is not complete until and unless methods and results have been
evaluated.
In the real world, there are many factors that influence the effectiveness of training and
development in an organization. One similar factor i.e. the human resource policy of training
and development has been identified by Haywood (1992). He mentioned that too many
training programmes place emphasis on ease and the purpose behind the design of programs
namely learning, skill development and behavioural change, has defeat the original purpose
and goals of training are lost. Everything is affected by its surrounding weather directly or
indirectly and similarly training effectiveness is also affected by many factors.
Fischer & Ronald (2011) stated that open-mindedness is also a significant moderator of
training effectiveness. It has been found that training become more successful if the
participant’s and trainer work with open-mindedness.
Driskell (2011) concluded in his study that type of training implemented, training content and
trainee expertise also affect the training outcomes. Success of a training programme always
depends on how the training was given, what was the content and who was the trainer.
Beigi & Shirmohammadi (2011) found that emotional training has significant impact on
service quality. It means there is a relationship between behaviour and learning, and service
industry can be benefitted by emotional training because service industry is basically related
to marketing and verbal communication.

Borate (2014) analyzed that the effectiveness of training program using Kirkpatrick model of
training evaluation in the quality department of a multinational company and reported that the
four factors of the Kirkpatrick model i.e. reaction, learning, behaviour, results hold good in
the particular study and are found to be significant in explaining training effectiveness.

Arghode and Wang (2016) found that trainer have a vital role to play in training. They make
decisions on every step of training which affect the training . They are always involved
exchange of information with trainees. Effectiveness of a training programme can be
increased with the help of feedback from employees (Sharan, 2017). Firms recognise the fact
that employs with better skills can drive them ahead of their competitors.

Training and satisfaction

Glance (1997) & Batool (2012) posited that workforce training augments employee
commitment with the organizations and motivating the employees to perk up their work
performance. It is a proven fact that employees who are satisfied with their jobs attaina higher
rate of success while performing their job than dissatisfied employees. Employee training
remains one of the widely driven forces toward job satisfaction. On the basis of these
literature reviews, it is concluded that there is a positive association between satisfaction and
training effectiveness.

Wagner (2000) companies which are willing to spend money on their employees, give value
to work with those companies, even though thatinvestment eventually benefits the
organization itself. Companies which provide training and development programs for their
employees are achieving a high level of employee satisfaction and low employee turnover .

John (2002) Bhalla (2006) & Hower (2008) training is an opportunity for promotion and self-
improvement, improved job satisfaction through better job performance, a chance to learn
new things and there is greater ability to adapt and cope with changes.

Bashir (2012) employees get a lot of benefits from the employee training and development
program. Most employees recognize the importance of a training program and would like to
increase their salaries (Dillich, 2000).

Fardaniah & Aziz (2014) expained that, trainees with higher level of training motivation
would acquire knowledge and skills compared to those employees with lower level of
training motivation.

Stansbie & Nash (2016 ) Training enable students to acquire first-hand knowledge about the
hospitality industry, improve their social and communication skills, professional
development, self-confidence, and examining theory through practice.

McHugh (2017) found that students are usually young and inexperienced, work-based social
support is imperative if they are to maximise learning during the training period.

A need is felt to investigate the aspects of hospitality training effectiveness an area that has
only recently been discussed in training and development studies and research. Moreover,
investigating the use and effectiveness of current training modules can unlock the doors for
future development strategies and at the same time it can address the key issues encountered
by students.
The review clearly establishes the quantum of importance given to training and training
effectivness by scholars of the world. But in Indian context this trend is rare for hospitalty,
particularly. This fact motivated me to select the topic.
Research objectives

1. To find out the effectiveness of industrial training programmes offered by Indian hotel
industry.
2. To explore the factors influencing effectiveness of industrial training programmes in
Indian hotels.
3. To investigate the trainees’ learning outcomes of the industrial training programmes
in sampled hotels.
4. To examine the effect of industrial training programme on learning outcomes in hotels
of India.

Research methodology
Universe of the Study
The population addressed under the present study consists of students and training &/or
human resource managers and others heads of operational departments of selected hotel of
India.
Sampling
The study requires samples Hotel Management students as trainees. Convenient sampling
techniques will be used to extract sample from the population. A sample of students will be
drawn out of the students who have completed at least one industrial training programme in
hotel of India.
Methods of data collection:
The study will be based on primary as well as secondary data. For collecting the primary
data, structured interviews will be conducted and questionnaire with open ended and closed
questions consisting of various aspects of training and its role in overall development of the
students will be prepared.
Similarly, in case of secondary data, the data can be collected from Annual Reports,
Reports of the stakeholders, books, journals, periodicals, abstracts, indexes, directories,
conference papers, internal record of organizations, newspapers and magazines.
Statistical tools for Analysis
The respones will be analysed with help of Predictive Analytics Software . Appropritate
statistical test e.g. percentage, mean, t-test, chi-square test, regression analysis etc will be
performed on the data to achieve the objective of the study.
Organization of the study:
The present study will be divided into following chapters:

Chapter 1-Introduction , will provide general overview of Indian hotel industry and student
training, types and methods of training, training practices and need and impact of training
effectiveness and learning outcomes from industrial training in Indian hotel industry.
Chapter 2-Review of Literature and Research Design, will comprise of review of existing
literature, Research Design of the study, Need and Scope of study, limitations and
organization of the study.
Chapter 3 -Analysis and interpretation, comprise of analysis, result and interpretation of
the data collected.
Chapter 4-Findings and Suggestion, the last and most important part of the study will
consist of findings and suggestion on the basis of results.

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