BACHELOR THESISgecziova

Analyzing the System for Employee Training and Development
in Order to Improve Service Quality in Radisson Blu Alcron

Hotel in Prague
Bachelor dissertation
Natália Gécziová
Institute of Hospitality Management in Prague
Department of Hospitality management
Major field of study: Hospitality Management

Dissertation advisor: Donna Dvorak, M.A.
Date of submission: 2015-04-23
Date of defense: 2015-06
Email: Natalia.gecziova@hotmail.com
Prague 2015
Oath
I swear
that the bachelor dissertation titled Analyzing the system for employee training and
development in order to improve service quality in Radisson Blu Alcron Hotel in Prague
was written by me independently, and that all literature and additional material used are
cited in the bibliography and that this version is exactly the same as the work submitted
electronically.
In accordance with §47b law no. 111/1998 coll. on higher education institutions, I agree
to my dissertation being published in its complete form in the publicly accessible
electronic database of the Institute of Hospitality Management in Prague.
……………………………………
Natália Gécziová
In Prague on 23.04.2015
Acknowledgements
I would like to express my deepest appreciation to the advisor of my dissertation Donna

Dvorak, M.A. who continually and persuasively guided me throughout the whole writing
process. I would like to thank her for her advice and the worthy support I have got from
her during my entire study at the Institute of Hospitality Management in Prague. Without
her supervision, kindness and constant help this dissertation would not have been
possible.
I would also like to thank to the Radisson Blu Alcron Hotel in Prague and its employees
for the possibility to write my thesis focused on this hotel. Special thanks go to
the Training and Development manager, Zuzana Varmužová for her help and willingness
to give me so much of the information needed to complete this dissertation, the F&B
manager, David Pátek for his time and willingness to answer my questions, my dear friend
Bc. Marek Kameništiak for his kind help and support and to Bc. Monika Kodešová for her
assistance and contribution. My thanks also goes to all FOH employees who responded to
my questionnaire promptly and very kindly.
Last but not least, I acknowledge the support, knowledge and possibilities I have got from
the Institute of Hospitality Management in Prague during my entire study there and the
possibility to study and work abroad which also enriched my professional opinion, gave
me amazing friendships and most importantly, helped me to overcome my own limits.
At the end, from the bottom of my heart, I would like to thank my family who supported
me throughout my entire study, especially to my dear mother, Alena Gécziová, MBA who
has consistently supported my education, dreams and desires and who always stands by
my side during all the important decisions in my life. Without her endless love and
support I would not be where I am now, and thus would not be able to successfully
complete this work.
Abstract
GÉCZIOVÁ, Natália. Analyzing the System for Employee Training and Development in
Order to Improve Service Quality in Radisson Blu Alcron Hotel in Prague. [Bachelor
dissertation] Institute of Hospitality Management in Prague. Prague: 2015. 51.
The human factor is the most important component for success in any kind of business.
The hotel industry as a part of the service field is very specific and working in this sphere
requires a lot of knowledge and skills together with the ability and potential of individuals
to meet expectations not only of customers but also of the management and organization
itself. To be able to achieve the organization´s goals and provide an excellent service,
employees need to be fully trained and motivated to succeed on a daily basis. Employee
training and development is introduced as an essential part of human resource
management (HRM).
The purpose of this thesis was to raise awareness of the importance of staff training and
development in order to systematically improve service quality and to put to the
forefront the role of investment into the human factor in every institution.
This thesis explains the role and operations of the HRM, employee training with its costs
and benefits for the organization, management and employees together with the
significance of employee development and empowerment in the hotel. The methodology
part explains how the data in the Radisson Blu Alcron Hotel is collected and why the
method of interviews and questionnaires are used. The results and findings part discusses
the system, methods and areas of how the employee training and development in the
chosen organization is provided together with the management's and employees
perception of the impact of those system on the service quality and customer
satisfaction.
Results showed that various important trainings are provided by the hotel and both
management and employees perceive that the service quality is highly influenced by
appropriate training and the performance of employees.
Key words: employee training, employee development, service quality, hospitality

industry, hotel industry, service delivery, human resource management.
Abstrakt
GÉCZIOVÁ, Natália. Analýza Systému Trénovania a Rozvoja Zamestnancov v Dôsledku

Zvyšovania Kvality Servisu v Radisson Blu Alcron Hoteli v Prahe. [Bakalárska práca] Vysoká
škola hotelová v Prahe. Praha: 2015. 51.
Ľudský faktor je najdôležitejším elementom pre úspech v akomkoľvek biznise. Hotelový

priemysel ako súčasť servisového odvetvia je veľmi špecifický a práca v tomto odvetví si
vyžaduje množstvo vedomostí a zručností spolu so schopnosťou a potenciálom
jednotlivca splniť očakávania nielen od zákazníkov, ale aj od manažmentu a organizácie
samotnej. Na to, aby bol zamestnanec schopný dosiahnuť ciele stanovené organizáciou
a poskytnúť excelentný servis musí byť plne trénovaný a motivovaný dennodenne uspieť.
Tréning a rozvoj zamestnancov je predstavený ako základná súčasť manažmentu ľudských
zdrojov (HRM).
Cieľom tejto práce bolo zvýšiť povedomie o dôležitosti tréningu zamestnancov a ich vývoj
v dôsledku neustáleho zlepšovania kvality servisu a dať do popredia rolu investovania do
ľudského faktoru v každej inštitúcii.
Táto práca vysvetľuje úlohu a funkcie HRM, tréning zamestnancov spolu s jeho nákladmi
a prínosmi pre organizáciu, manažment a zamestnanca spolu s významom vývoja
a splnomocnenia zamestnancov v hoteli.
Metodická časť vysvetľuje ako boli zozbierané dáta v Radisson Blu Alcron Hotel, a prečo
na to boli použité metódy ako dotazník a rozhovory. V praktickej časti sa rozoberá systém,
metódy a oblasti, v ktorých hotel zabezpečuje tréning a vývoj zamestnancov spolu
s vnímaním vplyvu tohto systému na kvalitu servisu a spokojnosť zákazníkov zo strany
manažmentu a zamestnancov.
Výsledky ukázali, že hotel organizuje rôzne dôležité tréningy a že oba pohľady, zo strany
manažmentu aj zo strany zamestnancov potvrdzujú, že kvalita servisu je vysoko
ovplyvnená vhodným tréningom a výkonom zamestnancov.
Kľúčové slová: tréning zamestnancov, rozvoj zamestnancov, kvalita servisu, pohostinstvo,

hotelový priemysel, poskytnutie servisu, manažment ľudských zdrojov.
Table of Contents
List of illustrations, tables and graphs..............................................................................I
List of abbreviations, symbols, and explanations............................................................II
Chapter 1- Introduction..................................................................................................1
1.1 Introduction..........................................................................................................1
1.2 Background information........................................................................................1
1.3 Aim of the research...............................................................................................2
1.3.1 Research questions.........................................................................................2
1.4 Research plan........................................................................................................2
1.5 Structure of the thesis...........................................................................................3
Chapter 2- Literature review...........................................................................................4
2.1 Hospitality industry in 21st century........................................................................4
2.1.1 Organizational and staffing characteristics in hotels........................................4
2. 2 A background to the industry´s workforce and contemporary issues within the

industry......................................................................................................................5
2.3 Human resource management (HRM)...................................................................7
2.3.1 Strategic human resource management (SHRM).............................................8
2.3.2 Role of Human resource department (HRD) in hotel........................................9
2.4 Employee training...............................................................................................10
2.4.1 Staff training in the hotel industry.................................................................10
2.4.2 Benefits and costs of staff training................................................................12
2.5 Employee development.......................................................................................16
2.6 Employee empowerment and service quality......................................................17
2.7 Learning process..................................................................................................18
2.7.1 Conditions for effective learning by employees.............................................18
Chapter 3- Methodology...............................................................................................21
3.1 Empirical data collection......................................................................................21
3.1.1 Primary research...........................................................................................21
3.1.2 Secondary research.......................................................................................21
3.2 Interview with the training and development manager.......................................22
3.3 Interview with the management.........................................................................22
Chapter 4- Results and Findings....................................................................................25
4.1 Introduction of the case company.......................................................................25
4.1.1 Introduction of the case hotel.......................................................................26
4.1.2 Main business activity of the hotel................................................................27
4.2 The training system of FOH employees................................................................27
4.3 Management satisfaction with training methods and employees performance and
its influence on service quality..................................................................................32
4.4 Employee satisfaction with training methods and professional development and
how it is influence a service quality...........................................................................36
4.5 Effect of training and development of employees on service quality....................43
4.6 Conclusion and recommendations.......................................................................45
Chapter 5- Conclusion and Recommendations..............................................................47
5.1 Conclusion...........................................................................................................47
5.2 Recommendations...............................................................................................50
Reference list................................................................................................................III
Appendices..................................................................................................................VII
Appendix 1..............................................................................................................VIII
Appendix 2.................................................................................................................IX
Appendix 3................................................................................................................XII
Appendix 4..............................................................................................................XIV
Appendix 5..............................................................................................................XVI
Appendix 6...............................................................................................................XX
Appendix 7..............................................................................................................XXII
List of illustrations, tables and graphs
Figure 1: Job Analysis (Woods, 2006 p.56)..........................................................................12

Figure 2: Effect of staff training benefit (author´s own image)...........................................16
Figure 3: Important factors of managing people in the hospitality industry (author´s own
illustration)...........................................................................................................................18
Figure 4: Kolb´s Cycle of Experiential Learning (Kolb, 1984 cited in Center for Teaching and
Learning, n. d.)......................................................................................................................20
Figure 5: 6 point Likert scale used for the questionnaire (author´s own image)................24
Figure 6: Difference between trainings provided for all employees and those necessary for
supervisors (author´s own illustration)................................................................................29
Figure 7: All trainings provided by the Radisson Blu Alcron Hotel......................................31
Figure 8 (left): Sex of respondents on questionnaire (author´s own illustration)
Figure 9 (right): Age of respondents (author´s own illustration)........................................37
Figure 10: Job positions of respondents (author´s own illustration)...................................37
Figure 11: Results from question No. 1...............................................................................40
Figure 20: Results of the last open question from questionnaire (author´s own illustration)
.............................................................................................................................................42
I
List of abbreviations, symbols, and explanations
HRM-human resource management
HR- human resource
SHRM- strategic human resource management
HRD- human resource department
FOH- front of house
CRHG- Carlson Rezidor Hotel Group
QC- Quorvus Collection
F&B- food and beverage
OHS- occupational health and safety
HOD- head of department
II
Chapter 1- Introduction
1.1 Introduction
For many people, the hospitality industry is one of the most exciting and interesting
industries to work in. Hospitality means to serve someone, to behave hospitably to your
guests. Some people working within the industry were born with this skill, but some of
them have to learn how to act in people-oriented businesses. The hotel industry is not
just about management and managerial skills. Every employee has to be trained in order
to achieve the company goals. Every person working in the hotel is somehow connected
to the guest experience. In addition, the importance of employee training and
development in hospitality cannot be overstated, because every job ultimately aims for
guest satisfaction.
1.2 Background information

The question of well trained staff is a huge issue in the hospitality industry. The business
behind customer satisfaction involves many people, operations and appropriate training.
It is very important to involve all employees to maximize hotel standards and gain more
repetitive and satisfied customers. The appropriate employee training and development
benefits both the employee and employer. Every hotel has a different scenario; deals
with different demands from customers, but every hotel is trying to achieve the same
goals- higher profit, satisfied customers and motivated employees. The case hotel for the
topic was Radisson Blu Alcron Hotel in Prague. The history of this hotel dates to the year
1932 when the hotel was opened for the very first time and it became the most luxurious
and revolutionary building in the whole country. During the next 60 years, Alcron played
an important role during the 2 nd World War, as well as in the history of Czechoslovakia. In
the year 1998, the hotel was renovated by the famous London designer Maria Vafiadis
and it still operates as one of the most luxurious hotel in Prague.
In today’s modern times, it is very important to understand the fact that the most
important aspect in achieving quality in the hotel industry is still the human factor. The
author decided to choose this topic, because of a deep interest in appropriate employee
training and development, which will in the author´s opinion, improve the overall quality
of the hospitality industry in the 21st century. Many years spent actively working within
the industry taught the author that appropriate training, well-targeted motivation and
1
recognition from colleagues, together with the satisfied and grateful customer is the right
combination to be a satisfied and productive employee. With this thesis, the author
wanted to get closer to the issue of investment into quality and permanent employees
from both the management and the employees points of view. Often, the problem is that
both sides see investment in human factors in various forms from different perspectives
causing many problems to arise within the industry. To eliminate this problems it is very
important to pay attention to the needs and requirements of the employees, not just the
company´s goals.
1.3 Aim of the research

The aim of this research is to analyze how employee training and development influence
the quality of customer service within the Radisson Blu Alcron Hotel, and to explain the
importance of training and development in the chosen organization and to determine
possible ways to improve the system of employee training and development.
1.3.1 Research questions

 What are the types, methods and areas of employee training offered in Radisson
Blu Alcron Hotel in Prague?
 How do employee training and development influence the service quality from the
perspective of management?
 How do employee training and development influence the service quality from the
perspective of employees?
1.4 Research plan

Before anything else, it was necessary to collect all information about the hospitality
industry workforce in the 21st century, along with the organizational and staffing
characteristics in the hotel. After the analyzing of the contemporary issues in managing
people in the hotel industry, the role of human resource management in hotel was
researched. After that employee training, development and empowerment along with the
characteristics of learning process were discussed. Next important step was to create the
research questions which needed to be answered by this analysis. Furthermore, to clearly
understand the topic, a practical example was needed. The author chose the Radisson Blu
Alcron Hotel in Prague as an example of an internationally recognized hotel group,
Radisson Blu Hotels & Resorts. The aim was to analyze the attitude to employee training
2
and development- how far does this extend, and initially- what changes should the
organization be considering. At the end, it was necessary to collect some materials used
within the hotel and cross reference the quality of training and development programs
with the results in customer satisfaction. The whole process of empirical data collecting
and usage of internal materials will be explained in depth in chapter 3- methodology.
1.5 Structure of the thesis

This thesis is divided into five main parts. The first part provides a general introduction
and background to the topic and helps reader to orientate themselves throughout the
thesis. The research questions and research plan are also introduced in this section. The
second chapter covers a literature review. This section consists of all academic and
theoretical sources related directly to the topic and research questions given at the
beginning of the research plan. In this section, the qualitative research is provided to help
identify unbiased and valid studies. It might identify areas of controversy in the literature
and formulate questions that need further research. The third chapter deals with the
methodology, where the complete process of gaining data and information about the
case hotel will be explained in depth. The next chapter covers the case company- Carlson
Rezidor Hotel Group (CRHG) and the case hotel of this thesis- Radisson Blu Alcron Hotel in
Prague. This part is divided into sub-chapters including, introduction of the case company,
case hotel, the training system used in the hotel and its results, as well as employee and
management satisfaction with the ongoing system. An identification of management and
employee perception about training and development programs is also provided in this
section. Moreover, customer satisfaction with trained staff and quality of service delivery
together with the influence of appropriate training and development of employees on
service quality is analyzed. There will also be a conclusion and recommendation part at
the end of this chapter. Final conclusion and possible improvements will take place after
the Results and Findings, the last chapter of this thesis. In this chapter, the summary of
the whole thesis is given along with the author´s suggestions for possible improvements
and changes.
3
Chapter 2- Literature review
2.1 Hospitality industry in 21st century

In recent years the term 'hospitality' has become increasingly well known as a concept
which covers the world famous organizations including hotels, restaurants or catering
services. Although, the hospitality industry has been making great progress for several
years, according to Forbes (2014) travel and hospitality trends for the year 2015 are
based mainly on the following facts: extensive development in travel and transportation
possibilities, shifting economics, enormous progress in technology, increased competition
between hoteliers and increased unique demands from shifting demographics. Hospitality
and tourism industries became one of the fastest growing industries in the world (Walker,
2010). As it was mentioned above, one of the largest areas within hospitality industry
represents hotels.
2.1.1 Organizational and staffing characteristics in hotels

In this section, it is very important to mention that hotels are not a homogeneous
grouping. It means that not all characteristics are applicable to all hotels. Various levels of
staff mobility and turnover, different divisions and operations and individual skills
required from employees are also a proof of homogeneity in this sector. Hotels have a
number of important organizational and staffing features which may be applicable also to
other sectors of the hospitality industry. Staffing is a critical organizational function
concerned with the acquisition, deployment, and the selection of the appropriate human
capital. According to Online Learning Centre (n. d.), the human capital refers to the
knowledge, competence, and ability of people, and their motivation to use all these
factors successfully in their jobs.
Additionally, Mullins (2001) describes some of the organizational and staffing

characteristics in the hotel industry:
 Large numbers of individual units in different sizes, located throughout the whole
country and internationally
 No closing time, many units operate for 24 hours a day, 7 days a week
 There are high fixed costs influenced by fluctuation, seasonality and unpredictable
demand
4
 It is both a production and service industry, with the manufacture and sales
operating in the same place
 Variety of needs and expectations of the diverse range of customers
 Wide range of operations provided simultaneously
 The majority of personnel have a low salary
 High level of staff turnover and mobility of labor
 Often multicultural environment
 Good coordination and time management skills required
 Expectation of working long and 'unsocial' hours
 Different skills required from the employees
 Also a high percentage of unskilled staff
According to the points mentioned above, it is noticeable that the hotel industry is
putting great pressure on its workforce either mentally or physically. Although, the
hospitality industry has a number of specifics, there are also many common features with
other businesses. Despite the differences among individual organizations, there are at
least four common elements in any work institution: People, Objectives, Structure and
Management.
Earlier research (Mullins, 2001) demonstrated that it is the interaction of people in order
to reach objectives which represent the core of the organization. The structure is needed
to interact, challenge and coordinate the workforce and all this is happening through the
process of managing the activities of the establishment together with the performance of
its members connecting with the objectives and goals of the organization.
2. 2 A background to the industry´s workforce and contemporary issues

within the industry
There is no doubt that all contributors of development in tourism and economy over the
last fifty years or so help to create many jobs within the hospitality industry. "However,
whilst the quantity of jobs is unquestionable, the quality of many of these jobs is of great
concern to academics and policy-makers alike. Despite the rhetoric of policy-makers and
business leaders that people are the industry’s most important asset, many remain
unconvinced that such a view is borne out by empirical evidence" (Nickson, 2007, p.17).
According to this statement, there are many problems with the quality of work provided
5
by the industry´s workforce. One of the reasons could be the high employee turnover. As
Boella (1992) states industry has bad reputation for rapidly changing staff. According to a
Deloitte Hospitality report (n. d. cited in Hotel Marketing Strategies, 2015) the average
hotelier spends 33 percent of revenues on labor costs alone. While, the average level of
employee turnover is 31% in U.S., in the UK this problem resulted in 34 %. In many cases,
the fact that the hoteliers have to train and pay attention to the new employees, results
in poor service quality and performance of working teams. According to a report by the
Cornell Center for Hospitality Research Studies, co-workers’ attitudes over time play a
large role in whether a person leaves or stays with the organization (Marketing Strategies,
2015). The employee turnover can also cause many financial problems, for example pre-
departure costs or recruitment process to find a new employee. Furthermore, the
'contagion effect' is when the overall attitude in an organization becomes impossible to
ignore and the repeated substituting of employees reflects the bad reputation of
company culture and its workforce. It may result in situation that even satisfied employee
will no longer be a part of the company. However, the 'contagion effect' can cause many
problems in business; it also works in the opposite way. It means that the great company
culture motivates employees to be engaged and have high morale (Hotel Marketing
Strategies, 2015).
The low average salary is considered to be another big issue for the industry´s employees.
The fact is that the hospitality industry was always seen as a long-hours and low-wages
sector. According to Mullins (2013), it is very important to motivate employees with the
psychological reward and personal growth. However, it is not that applicable in the
hospitality industry, where most of the employees are hourly workers. Positions such as
dishwasher, housekeeping, waiter or cook are not significantly changing among different
companies, so such staff are working mostly for their paychecks. Additionally, McBride
(2012) mentions the main reasons why people in such positions may be under-paid.
Often, there is a low skills and experience requirement for such positions. Most of this
workforce is temporary or seasonal and in many cases, a significant number of part-
timers, migrants, students and people in secondary employment working within the
companies. When it comes to these positions, one issue still remains- a high staff
turnover with high unemployment offering easily available replacements.
6
Nevertheless, managers, office and support staff, specialists and professional staff (e.g.
chefs and event managers) and executive roles have different position in determination
of salary. The main reason why people working in such positions have higher salaries than
temporary or seasonal workforce is that there is a high demand of specific skills and
experience for work on particular managerial or executive positions. This demand creates
a talent war to appeal to the right people in professional roles and therefore many
companies are trying to maximize the competitive advantage in order to lure the best
professionals on the market. On the one hand, the opportunity to rise through and
transfer to other branches or locations is usually offered as a benefit for those workers.
On the other hand, formal training programs or paths are seen as a beneficial investment
for organizations to keep their full-time professionals as long as possible.
If the question: Is the hospitality industry really a low-paid business is given, the situation
might not be as negative as many people think. As two categories of workforce were
mentioned above, there are also differences between the salaries. Moreover, there are
also some differences between the perceptions of the industry´s opportunities by people
working in this field. According to Hotel Online (2007), the main problems with the
industry workforce are connected to demographics, lagging wage rates, industry
reputation and de-emphasis on training and worker satisfaction. However, there are
many issues within the industry. It is important to examine more closely how it is possible
to train and develop the workforce to increase labor productivity and achieve better
service and more satisfied customers. This thesis now turns to the question of human
resource management and its role in the hotel.
2.3 Human resource management (HRM)

The human resource management can be defined logically as managing a human factor
and all operations connected to it. Although, various definitions of the HRM exist,
according to Heery and Noon (2001 cited in Nickson, 2007, pp. 22-23) the meaning and
dynamics of HRM can be defined in several ways:
A label HRM is another name for personnel management. Despite the fact that nowadays
this fact is clear enough, as Boella (1992) mentions there was a big discussion about the
differences between the term human resource management and personnel management
in the past 15 years.
7
"A convenient shorthand term that allows for the grouping together of a whole series of
sub disciplines that are broadly concerned with people management: such as employee
relations, industrial/labor relations, personnel management and organizational behavior"
(Nickson, 2007, p. 23).
HRM involves a range of personnel practices that can be integrated to gain a professional
approach to managing people and have to fully meet the expectations from the external
environment.
HRM can be also defined as "A competitive advantage where HRM is the means by which
an organization can gain competitive advantage, a view best captured by the cliché of
‘our people are our greatest asset" (Nickson, 2007, p. 23).
2.3.1 Strategic human resource management (SHRM)

Every management decision affects the people working within the organization. Today´s
trend is to move human resource (HR) from its administrative role to the implementation
into the everyday planning process and strategic planning itself (Taylor and Finley, 2009).
This concept was expanded in response to developed human capital or human assets
within the organizations. Taylor and Finley (2009) defines the human capital as including
"skills, judgment, and intelligence of the firm´s employees" (Barney& Wright, 1998 cited
in Taylor and Finley, 2009, p. 84).
SHRM includes principles for connecting people with the business strategies (Miles and
Snow, 1984 cited in Taylor and Finely, 2009, p. 85). The HR model of functions in an
organization is divided into the 2 categories and 5 individual levels, where an employee is
seen as a competitive advantage or as a cost and resource for the hotel. If there is a
situation where the employee is considered to be a competitive advantage for the
company, HR becomes a strategic partner responsible for getting the maximum value
from the employee and their usage for the company´s benefit (Kearns, 2004 cited in
Taylor and Finley, 2009, p. 85).
Strategic HR managers are looking at employees as a source of strategic advantage and

benefit for the company, not as a cost which have to be minimized (Pfeffer, 2005 cited in
Taylor and Finley, 2009, p. 85).
8
2.3.2 Role of Human resource department (HRD) in hotel
The HRD plays a very important role in the hotel, in every one of its operations. Jones and
Pizam (1993) found that the organizing and managing of international HR functions is
directly connected to all macroeconomics problems to which the company´s management
philosophy faces. The system to manage these issues must be very straight forward and is
important for the company. The HRD has to operate very proactively, work on a strategic
level and not just cover the administrative support role in the hotel (Jones and Pizam,
1993).
The HRD operations can be divided into a few categories. According to website Az Central
(n. d.), the HRD´s role is to support the organization by taking care of the company’s most
valuable asset and let the management concentrate on doing the business itself. One of
the most important functions is to take care of employment concerns. This function
includes roles such as hiring, staffing and recruiting the employees. As a hotel´s function
is to cater and serve people, the HR department is responsible to hiring and training the
best possible workforce hand in hand with the company´s aim and philosophy. HR´s role
also contains compensation and benefits administration. This includes a process of
comparing the level of salaries and benefits with the competition and making sure that
the levels are roughly satisfying for both, management and employees and whether these
levels are consistent with the Labor Code of the specific country.
Another function is taking care of morale and mentoring the employees. This role
includes training and development programs for employees, which allow them to
continue their professional growth, achieve company´s goals and meet the expectations
from management as well as foster their moral responsibility for the company. This
results in benefits for both, employee and employer. The concrete benefits from the
employee training and development possibilities within the company will be discussed in
detail later.
The safeguarding of employees during various employment practices, protect both,

employees and companies from litigation and is also a role of the HRD. Because of many
situations, when hospitality organizations employ too few or too many personnel it often
leads to employee exploitation on one side or compulsory holidays on another. The HRD
is in charge to avoid these situations and obey the Labor Code of the country.
9
Differences such as religion, sex, opinions or diverse backgrounds in large and diverse
work teams may also cause different forms of harassment or other problems and in such
cases it is necessary for the HRD to intervene (Mullins 1992; Megginson, 2003; Az Central,
n. d.).
In conclusion, "HR must have significant input into strategy, into the organizational
structure, into the development of management style, as well as into the traditional and
highly influential HR technicalities of recruitment, training and management
development" (Jones and Pizam, 1993, p. 153).
2.4 Employee training

The natural need to train and develop new skills has become a usual aspect in every day
working life. As a result of the progress of new trends and technology the training which
was provided at the start becomes obsolete and needs to be improved and customized to
the present trends and needs (Boella, 1992). Although, the importance of employee
training is mostly undeniable, according to Pettinger and Frith (2002) there are still many
organizations which attach a very low priority to it and when it comes to hard times, the
employee training and development is one of the first operations to be cut and required
to restrict its operations.
As the role of human resource management was explained above, one of the most
important roles of management is systematic training of employees. Employee training
and development is a part of the HR department. However, nowadays the position of the
training manager is quite common in big hotel chains, but it doesn´t always have to be a
separate function. Often, it is an HR manager who is taking care of the training and
development of the employees.
2.4.1 Staff training in the hotel industry

Cousins and Lillicrap (2010, p. 373) stated that the training may be defined as "a
systematic development of people". The main purposes of the training lead to:
 Increase in the quantity and quality of performance by improving skills of

workforce
 Reduction of damages and accidents
1
 Increase in employees personal benefits such as salary boost, appreciation and
other rewards that motivates employees to work hard
 Reduce the amount of materials and equipment needed in production in order to
make the organization more profitable
 Concentration of supervisors to lead and plan instead of systematic correction of
mistakes and problems
 Minimization of terminations of employment due to the insufficient skills of
personnel
 Improvement in morale and achievement of good work place culture
 Adaptation of new methods and trends, motivation of employees to meet their
job requirements, manage any potential transfers to different positions or other
hotels within the chain and help new employees to adapt in a new work place
 Encouragement of employee willingness, loyalty and their interest in company´s
wellbeing aligned with the rewards and appreciation they deserve
Before any training is given, the important role of the HR and Employee training manager
is to have the right people working in the right positions. There are several steps when it
comes to the job analysis and general terms used in the staff training process. First of all,
it is very important to define a job itself. Job refers to all tasks fulfilled by the specific
employee who is taking care of prescribed duties within the particular working
environment (Cousins and Lillicrap, 2010). Then it is necessary to pair the right person
with the right position. In this stage, the job description and job specification need to be
created (see figure 1). On the one hand, job description contains the detailed description
of each task, responsibility and duty needed to fulfill the particular job. Job description
also includes information such as job title, purpose and scope of job, place of work, key
performance measures and also whom the employee responds to (Cousins and Lillicrap,
2010). On the other hand, job specification defines the combination of knowledge, skills
and abilities of particular employee which are necessary to carry out the specific job
(Woods, 2006).
1
Figure 1: Job Analysis (Woods, 2006 p.56)
2.4.2 Benefits and costs of staff training

As the importance and role of staff training was explained above, the adequate and
consistent training of a workforce show a number of benefits for the employees,
management and organization itself. However, there are also several costs connected to
investment in trainings and they may have variable, fixed or priority characters.
The most visible burdens for any company are definitely financial costs, e.g. paying for
courses and other support activities during the on-the-job training and off-the-job
training or training instructors, paying for managerial, supervisory, staff time and
resources.
Fixed character costs may be represented in terms that the management development
requires a substantial amount of otherwise salaried and occupational time and giving
staff time to do such work and supervising it. Priorities may also represent a fixed cost in
cases where managers must be able to block off periods of their time in order to do their
job and understand their domain and environment. Opportunity costs may occur in the
form of fixed costs involved in staffing that require greater emphasis on organizational
1
development and employees or management involved in training who cannot be doing
anything else at that time.
Moreover, there is a certain amount of variable costs such as disruption of regular work
flows and patterns. In addition to all possible costs connected to training of workforce
mentioned above, sometimes there could be a presence of capital costs including
accommodation, rent and equipment needed for training programs (Pettinger and Frith,
2002).
Despite to number of costs required for employee training programs and procedures, the
benefits of proper staff training show significant impact on business as well as pay back
on investment.
2.4.2.1 Benefits for the employee

 Job satisfaction and motivation among employees
One of the most important benefits for the employee is the satisfaction with the work
and positive work environment. If this is provided, the employee is motivated to work
harder and meet company and management expectations alongside their own
satisfaction and fulfillment of a working life.
 Increased capacity to adopt new technologies and methods of innovation in

strategies and products
Sustainable training can improve the employees’ ability to learn and understand new
methods and adapt their skills. This may lead to a better understanding of duties and
responsibilities of personnel and also to improved quality of work performance.
 Increased service quality
Poor service quality is not only bad for the organization, but also for the employees who
deliver it. The general aim of the training should be to build a strong and highly motivated
workforce with a natural effort to provide an excellent service. If the organization seeks
to apply this goal in its highest interest, it would also attract high-quality employees to be
a part of the finest working environment (Teare and Olsen, 1992).
1
2.4.2.2 Benefits for the management
 High-quality enduring management-staff relations
Highly-developed relationships between management and staff will often help with early
identification of problems or any further gaps in knowledge or skills. Moreover, as long as
the management provide support and encouragement to the employees, the satisfaction
is visible on both sides and the management can count on full organizational,
environmental and operational understanding from the employees’ side.
 Measuring employee performance and reward system
When training is provided on a regular basis, it is easier for management to find out the
improvement or worsening of employees´ performance. Therefore, it is also easier to
measure their output and fairly reward staff with bonuses. It is very important for
management to know how the employees respond to the training and if the
improvement in service quality is visible. According to website Go2HR (n. d.), the more
engaged and involved employees are, the better reward is given. Furthermore, the
evaluation and measuring of employees’ performance is also helpful in further planning
of training program and analyzing training needs.
 Flexibility and efficiency
Management should be able to cross-train employees to be capable in more aspects of

the field. It is important to educate employees in sales, promotion, administration,
operations and customer service. If the employees are trained to be capable of more than
one skill or duty it will keep them interested in business and often motivate them to
perform better in order to gain a higher position. This will result in greater help for the
management, when setting schedules or filling in for absences as well as when
transferring among positions and other hotels within a chain is needed (Go2HR, n. d.).
2.4.2.3 Benefits for the organization

 Increased efficiencies in processes resulting in financial gain
The most important benefit for the organization is connected to profit. Employee training
helps to increase efficiency and effectiveness of workforce performance and it results in
higher profit for the organization. Research carried out the question of successful
1
business by Gummesson (1992 cited in Teare and Olsen, 1992, p. 318) found that the
golden triangle of success consists of quality, productivity and profitability, when quality
effects both, productivity and profitability and productivity leads to higher profitability.
 Reduced employee turnover
As it was discussed in section 2.2, high employee turnover is one of the biggest
contemporary issues in hospitality businesses. Employee training and development helps
to minimize this issue by giving the employees a reason to stay and work in a progressive
and developing company which fosters them to expand their knowledge and team spirit.
Organizations may also take advantage of seasonal workers by giving them the
opportunity to stay working for the company and invest in the training and development
of their actual skills and knowledge and benefit from their experience instead of hiring
someone new when the whole training process for the new employees is necessary.
 Enhanced company image
Overall company image is very important for any organization. It influences the guest
expectations and feelings before, during and after they stay, partners and suppliers as
well as the expectations of further or existing employees. The sustainable investment in
employee training and development lead to a successful and highly professional company
image on the market.
 The relationship between professional and occupational harmony and effective

product and service delivery
Trained employees will be better equipped to handle customer inquiries, make a sale or
use computer systems. Everything contributes to the development of attitudes, values
and behavior, and therefore collective cohesion and harmony, as well as expertise in
product and service output and delivery (Megginson and Whitaker, 2003).
The effect of staff training and its influence on all participants is depicted in Figure 2.
1
Oganization Management
Staff training
benefit
Guests Employee
Figure 2: Effect of staff training benefit (Author´s own image)
2.5 Employee development

Employee development can be defined as an act of ´encouraging employees to acquire
new or advanced skills, knowledge, and viewpoints, by providing learning and training
facilities, and avenues where such new ideas can be applied´ (Business dictionary, n. d.).
This definition points to the general function and meaning of the employee development
programs. Various employee development activities help workforces to increase their
skills and utilize their actual know-how in order to boost success and effective operation
of the organization. In addition, training needs as well as specific training programs
are closely related to the process of mastering employee development. Needless to say,
trainings and all employee development activities lead employees to be a reliable
resources for the organization and motivate them to provide their best performance.
Trainings on a regular basis form and prepare individuals for unpredictable changes in the
system or unexpected negative situations (Management study guide, n. d.).
Latest research (Bartram, 2014) shows that involvement of comprehensive and efficient
professional development within a company can be an exhaustive task for management
and the implementation requires a significant investment of time and resources from
both, management and employee. On the one hand, there are some considerable
investments from the management and organization side, but on the other hand, the
positive impact on employees’ performance and improved will multiply the investment
and boost the overall company’s image (Tisch and Weber, 2007).
1
Unfortunately, many organizations are still worried and reconsidering the fact that if they
train their key staff, it might happen that they will leave the company due to some better
job offer. The problem is, that the core workforce will certainly do this, if they do not get
the opportunities to put into practice what they have learned, or if they feel that they are
stagnated in one place without any vision of further development and usage of their skills
and knowledge (Pettinger and Frith, 2002).
2.6 Employee empowerment and service quality

"Employee empowerment is giving employees a certain degree of autonomy and
responsibility for decision-making regarding their specific organizational tasks. It allows
decisions to be made at the lower levels of an organization where employees have a
unique view of the issues and problems facing the organization at a certain level"
(Study.com, n. d.). According to this definition, employees are able to participate in the
decision-making process within the company and in some cases also perform and deal
with some situations without any supervision. Empowerment fosters employees to be
motivated and involved in customer satisfaction and making the front-of-house (FOH)
employees more responsive to customer needs and meet their expectations and at the
same time working productively and reducing company’s costs (Lashley, 2001).
Empowerment represents one of the current trends in managerial fields of study.

Nevertheless, managers are trying to foster the FOH employees´ level of responsibility
and accountability by multi-skilling them and providing a wide range of trainings and
development programs. The empowerment process works very effectively when it is
supported by adequate levels of resources, regular managerial support, ongoing job
training and organizational commitment to admit and accept the decisions of the
empowered staff (Pettinger and Frith, 2002). In addition, Lashley (2001) states that the
FOH employee has very often to produce the service under pressure and in front of
inquisitive eyes of customers so the form of empowerment is needed when it comes to
the service delivery. Often, the decision how to handle some unpredictable situation with
a customer or quality of given service is just up to the particular employee. This may be
very likely to occur because the manager or supervisor is not able to control every
employee, especially during a busy service time.
1
Employee empowerment helps to build a creative and successful company through
reduced costs, raising the morale, direct accountability of employees and improvement in
employee-management relationships. With a right balance between freedoms in
decision- making of employees and control or supervision from the management side,
empowered workforces help with planning of training and development processes of
employees as well as with the overall responsibility and service delivery. Employees who
feel confident that their input will be listened to, valued or rewarded from the
perspective of management will be more willing to share their suggestions and ideas and
that is beneficial for both sides (Small Business, n. d.).
Attract Educate Motivate Train Develop Empower Reward
Figure 3: Important factors of managing people in the hospitality industry

(Author´s own illustration)
2.7 Learning process

In section 2.6 the factors contributing to the managing of people in the hospitality
industry were summarized. However, there is a certain way in which every employee is
able to learn and respond to various training and development methods. Before any
training or development program is given, the effective learning style needs to be
established.
2.7.1 Conditions for effective learning by employees

There are many factors influencing the effective learning and absorbing of information
during training programs or during daily routine duties. Additionally, every employee is
unique and has a different mental, psychological and physical condition. Therefore, it is
not easy to set a uniform training program for all frontline employees. According to
Pattinger and Frith (2001) there are certain conditions that effect learning, development,
enhancement and advancement of employees:
 Capability
Employees involved in training must be capable of learning. Usually, trainers and lecturers
are trying to tailor the materials and teaching methods to the capabilities of a group.
1
It is also necessary to support anyone who is struggling with the course and motivate
them to overcome their limits.
 Willingness and commitment
People must want to learn and develop themselves. On the one hand, management
should provide employees with support and create opportunities for systematic training
and development but on the other hand, employees must be willing to educate
themselves and be committed to attendance, participation and involvement. The
important step is to put into practice what has been learned and identify other possible
gaps in knowledge. Additionally, this is a partnership between management and staff and
therefore it is important to cooperate and achieve the organization´s goals together.
 Rewards
Employees as well as organizations expect rewards and benefits from training and
development activities. Organizations expect loyalty of employees and improved
performance. However, employees expect higher a salary, better career growth
opportunities and also to use what they have learned in practice. Moreover, to
successfully implement rewards into motivation factors for effective learning, rewards
have to meet employees expectations, must be delivered to individuals as promised and
the bonuses have to be on both sides, not only from the organizational point of view.
 Equality
An effective learning environment has to create equal opportunities for everyone. The
partnership between organization and staff requires a fundamental equality and balance
of appraisal, assessment, delivery and evaluation without paying attention to the race,
gender, religion, ethnic origin, marital status and age of employees participating in
development programs and training. The idea of fundamental equality has a special
meaning for international businesses where managers have to lead and manage a
multicultural environment.
Kolb´s cycle of effective learning (Kolb, 1984 cited in Center for Teaching and Learning, n.
d.) depicts the experiential learning process. This process includes integration of
knowledge, activity and reflection. At the beginning of the process, employees go
1
through concrete experience or have a reinterpretation of previous experience. This
allows them to observe reflectively the new experience and therefore see inconsistencies
between experience and understanding. In the third stage, the reflection encourages
employees’ new ideas or how it is possible to modify the existing abstract concept. In the
last stage of the process, the learner applies new ideas and skills into practice to see how
it works (Simply Psychology, 2013).
Figure 4: Kolb´s Cycle of Experiential Learning (Kolb, 1984 cited in Center for
Teaching and Learning, n. d.)
The next chapter will deal with the question of methodology. The process of obtaining
information needed as well as methods of research provided within the Alcron Radisson
Blu Hotel will be explained more closely in chapter 3.
2
Chapter 3- Methodology
In this chapter, all research methods will be introduced and discussed. The process of
collecting data needed to complete this thesis will be also explained in detail along with
the justification of particular data collecting methods.
3.1 Empirical data collection

To find information about the perception of employee training from both, management
and employee a plan for collecting internal data was needed. The author used interviews
for management and a well-structured questionnaire for employees to find out more
about their perception about the importance of employee training and development
inside of the Radisson Blu Alcron Hotel. In addition to these methods, internal and ethical
codes for employees, Rezidor Hotel Group standards and internal materials were also
used and processed.
3.1.1 Primary research

As a primary research tool, interviews and questionnaires were used. Interviews seemed
to be a desirable data collection method because a lot of in-depth data needed to be
identified and collected (Brotherton, 2008). Additionally, questionnaires seemed to be to
best possible option to collect opinions from employees. In this case, mostly quantitative
data was required, so questions were mostly structured more specifically. Qualitative
data were desired in just two open questions such as the job position of respondent and
opinion about the possible improvements in future trainings provided by the hotel.
3.1.2 Secondary research

As secondary research tools, internal and ethical codes for employees, Rezidor Hotel
Group standards and some internal materials from management were used. Rezidor
Hotel Group standards provided information about mandatory trainings given by the
Rezidor Hotel Group and all internal materials helped to understand the system which
Radisson Blu Alcron Hotel use. This data helped with the orientation among many
different trainings provided by the hotel and to design the simple table contained in all
trainings offered to employees (see figure 6). Internal code for employees gave
information about the responsibilities of employees and labor discipline, which also
helped to understand the internal environment of the hotel. Ethical code provided
2
information about the respectful, loyal and highly ethical working environment that is
demanded in every hotel within the CRHG.
3.2 Interview with the training and development manager

First of all, to find out all internal details about trainings and methods for employee
development used within the hotel, the interview with the employee training and
development manager of Radisson Blu Alcron Hotel had to be done. The idea to interview
training manager was also connected to the fact that the position of training and
development manager is relatively new and usually combined with the position of HR
manager in most hotels. Nevertheless, Radisson Hotels & Resorts Group is systematically
creating this individual position of training manager within its hotels as a response to
their vision that the systematic employee training and development within the hotel is
extremely important and has tremendous meaning. The interview consist of 19 broadly
targeted open questions and the whole interview was divided into 4 categories (see
appendix 2). Sections of the interview covered background information about the
trainings and development programs used in Radisson Blu Alcron Hotel and also within
the whole Radisson Blu Hotels & Resorts Group, employee motivation for sustainable
training and development, employee’s response to trainings and the last part- future
plans and visions of management investing into employee training and development of
the human factor. The interview lasted an hour and a half and was recorded with the
permission of the interviewee (see appendix 1). This interview was the main data
collection instrument for this research.
3.3 Interview with the management

F&B manager (Food and Beverage) and two restaurant supervisors
Next step was to interview three representatives of management within the Radisson Blu
Alcron Hotel. The idea was to choose representatives with various skills and time spent in
managerial positions.
The first interviewee was the F&B manager of the Radisson Blu Alcron Hotel. This person
represents the highest managerial position in the Food and Beverage Department and is
in charge of taking care of service quality in two restaurants and the bar. He has worked
in this position for the last 8 years and knows the training system of FOH employees very
well. Often, he discusses the content of the service trainings with the training manager.
2
Questions for the F&B manager covered topics such as employees’ response to trainings,
evaluation or monitoring after trainings but also the strengths and weaknesses of
restaurant and bar employees were discussed.
The other two interviewees were restaurant supervisors and therefore answer to the F&B
manager. The aim of interviewing the restaurant supervisors was to identify their
perception of management decisions about employee trainings and development
programs as they are in closest contact with FOH employees. As supervisors, they are
basically in the middle of management and employees. On the one hand, their role is to
monitor and help employees with their everyday duties, but on the other hand, they have
to inform the F&B manager about any possible problems or lack of knowledge of
restaurant employees. Both supervisors worked in such positions for different lengths of
time. One of them has worked as a supervisor for the last 2 years but the other has been
in charge for just the last 4 months. The idea was to find out how differently they see
things and to identify how even trainings for supervisors has changed. Questions covered
the same topics as for the F&B manager except the evaluation and monitoring after
trainings are done. Instead of that part, supervisors were asked about their own trainings
as leaders of FOH staff and how prepared they feel to manage their subordinates after
those trainings.
The interview consisted of 8 open questions (see appendix 3), and the whole interview
was structured in a more flexible, open-ended, discursive way and was more like a non-
directive, two-way conversation (Brotherton, 2008). All three interviews took place
individually in Radisson Blu Alcron Hotel and lasted approximately 20 minutes each. All
interviewees participated voluntarily and interviews were recorded with their kind
permission (see appendix 1).
3.4 Questionnaire for the FOH staff

The method of a questionnaire was used for FOH employees in Radisson Blu Alcron Hotel
in Prague. The primary aim of this questionnaire was to identify the employee’s opinion
and perception of trainings provided by the hotel as well as to find out if they feel
sustainable support and investment in them from the management side. The purpose was
also to double-check if they are really participating in all mandatory trainings as it was
2
said by the management and if employees find trainings valuable and usable for their
professional duties. All respondents were aware that all information provided on the
questionnaire would be treated in confidence and would be used for academic purpose
only.
The questionnaire consisted of 11 multiple choice questions including 2 open questions

(see appendix 4). Employees were asked to circle the expression which described their
perception most. The 6 point Likert scale (see figure 5) was used to garner a positive or
negative answer in order to avoid indecisive answers and to be able to get more concrete
opinions from respondents.
Figure 5: 6 point Likert scale used for the questionnaire (Author´s own image)
1- strongly
The next chapter will deal disagree
with the results and findings in the case of Radisson Blu Alcron
2- disagree
Hotel, the system of trainings and how
3- somewhat both, management and employees perceive the
disagree
4- somewhat
importance of sustainable agree
training and development of the workforce.
5- agree
6- strongly agree
2
Chapter 4- Results and Findings
In this section, the case company and hotel will be described. There will be given
information about the hotel history, facilities and services provided. After that a detailed
description of trainings and employee development programs provided by the hotel will
be explained and the perception of employee training and investment into the human
factor from the perspective of management and the perspective of employees will be
given. In this section, methods such as interviews and questionnaire explained in the
methodology part above will be used to provide all necessary information regarding the
results and findings of the research within the case hotel. At the end, the summary,
conclusion and some recommendations for the case hotel will be provided by the author.
4.1 Introduction of the case company

Carlson Rezidor Hotel Group (CRHG) is one of the fastest growing hotel companies in the
world. With a credo ´A brand is a promise´ CRHG represents hotel brands such as
Radisson Blu, Park Inn by Radisson, Radisson Red and Quorvus Collection (QC). On the
one hand, Park Inn by Radisson group represents 155 energetic, family-friendly hotels
that take pride in delivering the real needs such as a good comfortable bed in a clean and
safe environment for families with kids. On the other hand, Radisson Blu Hotels & Resorts
is the biggest group of hotels in CRHG portfolio. 267 first class, full service hotels that
combine a stylish and contemporary approach to design, with a culture of innovative
thinking designed to fulfill customer’s expectations and meet their specific needs.
Radisson Red is a whole new brand concentrating on a new lifestyle market segment and
the brand is launching worldwide in 2015. Moreover, Quorvus Collection is a new
generation of very luxurious hotels inspired by the sensibilities and lifestyle of
contemporary travelers. QC represents just three hotels (in Edinburgh, Kuwait and
London) now, but the vision is very promising. CRHG represents not only hotels but also
restaurant & bar brands such as Filini, RBG Bar & Grill, Verres En Vers and Sure Bar and a
Loyalty Programme- Club CarlsonSM, which is the global hotel rewards program from the
Carlson Rezidor Hotel Group.
To examine Carlson Rezidor Hotel Group standards for employee training such as the
unique Yes, I Can! service philosophy or Responsible Business trainings and some of the
2
trainings that can be provided individually within the Radisson Blu hotel, the research
now turns to the case hotel- Radisson Blu Alcron Hotel in Prague.
4.1.1 Introduction of the case hotel

Radisson Blu Alcron Hotel is a part of the internationally recognized hotel chain- Radisson
Blu Hotels & Resorts and therefore part of the Rezidor Hotel Group. Alcron hotel was
opened in 1932 and has continuously operated as one of the most luxurious hotel in
Prague. This five star luxury hotel is situated in the very heart of Prague. The hotel is
located just a few minutes by foot from Wenceslas Square and the Old Town Square
which offer a perfect combination of the historical, cultural and shopping districts of
Prague. This beautiful historic hotel offers 206 rooms and suites with high ceilings,
antique lighting and contemporary amenities. The real pride of the hotel is the dining
area which consists of two restaurants- La Rotonde and The Alcron. Both of them won
multiple awards but the most famous is definitely a third time defended Michelin star for
The Alcron restaurant. The hotel offer a luxury spa area including free-of-charge fitness
center and sauna for hotel guests. Concierge service, room service, free internet, super
breakfast menu or One Touch Service button on the room telephone to call for any
request or assistance come as a standard for all guests. Additional services include garage
parking, express checkout, late checkout, 3hour express laundry or grab and run concept
of take away breakfast with quality food and drinks. The hotel also provides a perfect
space for business conferences, important celebrations and romantic weddings.
The hotel Lobby Bar- Be Bop Bar is a perfect place to enjoy a cocktail with a wide range of
beverages and quality staff constantly gaining very positive reviews from customers.
Radisson Blu Alcron Hotel provide an unforgettable experience in the form of cooking
classes with the famous executive chef Roman Paulus. Chef teaches guests how to
prepare delicious food and these classes are also provided for kids.
The hotel is very famous and sought-after because of its rich history and symbolism of
luxury and high-quality services. In April 2015, the hotel had 130 employees in total.
There are 25 employees working in front of house. Moreover, there are 5 part-time
employees and 10 employees working in managerial positions. Additionally, the hotel has
a significant number of staff members "on call"̎ who are asked to work when needed and
therefore it is hard to give exact numbers.
2
4.1.2 Main business activity of the hotel
The main business activity of the Radisson Blu Alcron Hotel can be divided into three basic
functions, such as:
 Accommodation
 Catering services
 Convention services
As it was mentioned above, the hotel has also a variety of additional services. However,
these services do not constitute the main business activity of the hotel.
Although, the main service is to accommodate guests and provide them all other services,
thanks to the excellent reputation of the hotel´s kitchen, the hotel enjoys a great number
of walk-in guests coming to the restaurants. One of the reasons is certainly the fact that
The Alcron restaurant was, in years 2012, 2013, 2014 and 2015 awarded a Michelin Star
and is regularly placed on the highest rungs of various Awards.
4.2 The training system of FOH employees

In an interview (see appendix 2) findings about the training system were discussed.
According to Ms. Varmužová, training manager of Radisson Blu Alcron Hotel, all
operations and training systems within the hotel are given by the Carlson Rezidor Hotel
Group. Three main training programs which are mandatory for all employees of Rezidor
Company are therefore given by the directorship. These three corporate mandatory
trainings are: New Team Member Orientation, Yes, I Can! Delivering the Promise and
Living Responsible Business.
 New Team Member Orientation
This training is mandatory for every employee who wants to be a part of the Rezidor
Group. The all-day long training includes everything from introduction to the company´s
standards and its background, concepts of meeting rooms and any services offered by the
hotel. During this stage the employee is introduced to new colleagues in every
department and OHS (occupational health and safety) training is also given at this stage
to every employee. The knowledge about the history of Alcron hotel is also part of this
training added by Ms. Varmužová. According to her, the reason why every employee
2
needs to know about the rich history of the Alcron hotel is that it represents good
marketing and sales methods.
 Yes, I Can! Delivering The Promise
However, this training is focused on service mainly, it is not mandatory just for the FOH
employees. This all-day long training covers the right approach to guests, how to talk to
them and give them special treatment all the time. Employees also practice their verbal
and nonverbal communication skills. As Ms. Varmužová states "Radisson Hotels & Resorts
is not generally focused on 5 star service in its hotels. Usually, hotels within this group are
4 star hotels and just a very few reach 5 star level. Therefore, our hotel is one of the best
within the Radisson Group and we work so hard to push the service within our hotel to
the maximum level."
 Living Responsible Business
This half day training program is divided into three main parts: think planet, think people
and think together. Basically, the training is focused on ecology, health and safety and
security standards, all technical standards necessary to fulfill everyday duties. This
corporate training was also designed to teach employees how to avoid or eliminate waste
of food and raw materials as well as the work of their colleagues. The last part of this
training is focused on understanding charity work and an introduction to various charities
and organizations supported by the Carlson Rezidor Hotel Group.
Every employee needs to pass the first two corporate trainings right after signing a
contract while the third one, living responsible business, needs to be completed within
three months from the commencement of employment. All these trainings are
mandatory for every employee, including full-time, part- time and seasonal workers. The
only exception applies to the external staff, e.g. housekeeping and gatehouse security
staff from external agencies.
All these three training programs are regularly monitored and from time to time changed
or updated by the Rezidor Company, usually when some new product is introduced.
Rezidor Group regularly controls the attendance sheets for all corporate trainings and
especially when it comes to Yes, I Can! training. Moreover, there are some changes within
2
the character of the corporate trainings when it comes to supervisors or any managerial
positions (see figure 6). Leading Yes, I can! and Leading Responsible Business are trainings
mandatory for supervisors and the content of these trainings is given from a different
point of view and focus mainly on the process of motivation and leading of subordinates.
As Ms. Varmužová explained, there is a new requirement from the Rezidor Company
according to which every hotel needs to have its own training manager who is able to
train supervisors. The position of training and development manager is relatively new and
not very common in every hotel company. However, CRHG is trying to focus on providing
quality training for every employee working within the company. The newest project will
be the training for supervisors which can by only taught by the manager with a specific
certificate. This certificate may be granted by a special business school for training
managers which is held once per quarter always in another destination. After
participation in this business school and gaining the certificate, Rezidor Group can
officially approve you to train the new program for supervisors.
The new training is called Program for Supervisor Development and it will take two
months always with just a few days of course followed by few days off. This training
should teach supervisors the right way to communicate with their subordinates, how to
manage various situations in the workplace and also focus on effective division of tasks.
Every hotel is given strict directives about the corporate trainings where the whole
process of a particular training is explained in detail.
Figure 6: Difference between trainings provided for all employees and those
necessary for supervisors (author´s own illustration)
All employees Supervisors

Yes, I Can! Leading Yes, I Can!
Living Responsible Business Leading Responsible Business
Program for Supervisor Development
However, though the hotel needs to operate under restrictions given by the Rezidor
Company, there are certain training programs and employee development strategies
given by the Radisson Blu Alcron Hotel itself.
2
The aim of the additional service-oriented trainings is to retrain all employees who have
any contact with guests. After they pass Yes, I Can! training, this 4 module service course
has been used for the last few months and shows individual approaches to every
customer, the right behavior in the workplace, problem-solving skills and how to 'wow'
customers in a different way. Employees are also taken to a hotel lobby bar to try and
evaluate the service from the guest point of view. They can observe which aspects of
service guests see in the first place. The method of video recording is used in this training.
Thanks to the videos, most employees can see the mistakes they are making in body
language, coordination or gestures. According to Ms. Varmužová, this is definitely the
most successful teaching tool when it comes to service and personal appearance.
This training usually takes 4 months, while every module is trained once per month and is
mandatory for all employees chosen by the management. As Ms. Varmužová said "after
all FOH employees pass this training, some new ideas will come. Future trainings will be
definitely connected to service delivery, because that is the most important area for
sustainable development in our hotel".
Other additional trainings and courses provided by Radisson Blu Alcron Hotel include
language courses offering English classes for beginners but also advanced students.
Appropriate language skills are highly demanding in the hotel not just because of its
importance to handle communication with guests but also because the working
environment is very multicultural. There are employees from different countries working
within the hotel so smooth and unhesitating communication and cooperation between
colleagues is necessary on a daily basis. Language courses are available for all
departments including housekeeping. Sommelier, bar and barista courses and
communication skills training are also given. There are a few trainings provided by
specialists from certain departments from the hotel such as IT analyst who is teaching MS
Excel for beginners and advanced students to help employees create various tables, etc.
Financial department organize once per year a course for better understating of financial
shortcuts and basic meanings from the financial world to help employees with
terminology used during meetings and also for their personal benefit. The sales and
marketing department organize a course where employees can find out more about the
competition in Prague, the systems by which all data connected to prosperity of the hotel
3
are monitored and also which marketing and sales strategies and techniques are used and
why. There are also additional Occupational Health and Safety (OHS) and first aid and
defibrillation courses available for all employees. The possibility to participate in
internship abroad chosen by the F&B manager and Executive Chef is offered to service
and kitchen staff. Chosen employees have the opportunity to participate in wine tours in
Italy, France or Spain and also to join the team in a Michelin restaurant in London for a
few weeks. There is also a possibility to be chosen for some individually organized training
abroad specifically for some positions, e.g. head waiters in the Michelin restaurant or
bartenders. These opportunities are considered to be one of many motivational tools
used to encourage employees to learn new things, systematically improve service quality
and most importantly stay working in the hotel. All trainings provided by the Radisson Blu
Alcron Hotel including corporate trainings given by the Carlson Rezidor Hotel Group and
those created by the Radisson Blu Alcron Hotel itself are summarized in the table below
(see figure 7).
Figure 7: All trainings provided by the Radisson Blu Alcron Hotel

(author´s own illustration)
New Team Member Corporate training given by Rezidor Hotel Group,
Orientation mandatory for all employees
Yes, I Can! Delivering Corporate training given by Rezidor Hotel Group
the Promise mandatory for all employees
Leading Yes, I Can! Corporate training given by Rezidor Hotel Group
mandatory for supervisors
History of the Radisson Training given by Radisson Blu Alcron Hotel,
Blu Alcron hotel mandatory for all employees
Living Responsible Corporate training given by Rezidor Hotel Group;
Business mandatory for all employees
Leading Responsible Corporate training given by Rezidor Hotel Group;
Business mandatory for all supervisors
Program for Supervisor Future training for supervisors given by Rezidor Hotel Group,
Development new course; will be mandatory for all supervisors
4-module Service Training given by Radisson Blu Alcron Hotel, mandatory for
trainings chosen employees who are in contact with customers
Language courses Obligatory trainings for all employees (English classes
for beginners or advanced students)
3
Sommelier, Bar and Mandatory trainings given to the FOH staff
Barista courses
First Aid and Additional first aid and defibrillation course; mandatory for all
Defibrillation employees
MS Excel for beginners Understanding and orienting in MS excel, obligatory for all
and advanced employees, mandatory for all supervisors
Communication Skills Additional training focused on gestures, body language, etc.;
training available for all employees
Financial Shortcuts and Additional course focused on understanding financial shortcuts
Basic Financial and basic information about financial markets;
Information obligatory for all employees
Sales and Marketing Understanding of main competition in Prague, selling and
Techniques marketing techniques used within Radisson Blu Alcron Hotel as
well as in whole company; mandatory for all employees
OHS (Occupational Trainings about the right behavior in case of fire, evacuation or
Health and Safety) how to use fire extinguishers; obligatory for all employees,
mandatory for all supervisors and managers
Internships Abroad Program for kitchen and service staff chosen by executive chef
(cross-trainings) and F&B manager; certain form of motivation and reward
4.3 Management satisfaction with training methods and employees

performance and its influence on service quality
According to information gained by the interviews with the management (see appendix 2
and 3) all interviewees agreed that the Radisson Blu Alcron Hotel is extremely service-
oriented and that the hotel has a top position in its category not only in Prague but in the
whole country. Moreover, the idea is to not be that uniform type of hotel as for example
Four Seasons hotels are, but Radisson Blu Alcron Hotel is trying to keep each personality
of its employees and with ongoing trainings and courses just to tune the rest. Basically,
management agree that all employees are familiar with the aim and ideas of the company
and they understand what their role in the customer satisfaction process is. Employees
must be familiar with the Internal Code (see appendix 5) which is a document where all
duties and responsibilities of Radisson Blu Alcron Hotel´s employees are presented and
they need to be followed and respected by everyone working in the company. Internal
code also describes duties of both employees and organization including the organization
´s promise to train and lead employees to meet company´s goals or employee promise to
participate in OHS trainings or any other mandatory trainings. Ethical Code (see appendix
6) is another important document where aims, goals and rules that need to be respected
by everyone working under CRHG are introduced. Moreover,
3
employees must be familiar with a current vision and mission statement of the company
as well as values and strategy that need to be followed all the time (see appendix 7).On
the other hand, according to F&B manager, Mr. Pátek, service trainings given by the
Radisson Blu Alcron Hotel itself are managed by the training manager (Ms. Varmužová)
together with the Head of Department (HOD). When some training is prepared for the
employees, it is firstly tested on management (F&B manager and supervisors, other HOD)
so these competent people are able to identify if the training content is appropriate and
developed enough to teach staff something new or practice already acquired knowledge.
The content of the trainings is mostly focused on areas such as problem-solving,
communication with guests, the WOW effect. Mr. Pátek stated that the high ranking of
the hotel is definitely thanks to the sustainable trainings of hotel employees.
Research showed that Radisson Blu Alcron Hotel is not using competitiveness as a
motivational factor for improving employee’s performance. The idea is to have one team
that always cooperates together and there must be 100% teamwork. There is one goal set
out for all employees together and according to Ms. Varmužová, competitiveness has no
place in this hotel. Results showed that it works very successfully because on the one
hand numbers go up and on the other hand, employees are supporting each other.
According to Mr. Pátek, the area which needs to be improved is definitely knowledge
about the products, including wines, ingredients in food, food and wine pairing, allergens,
types of meat, etc. He mentioned that it is very good that employees are trained in
service and communication with guests but it is necessary to combine these abilities with
excellent knowledge about the products sold to customers. The hotel often hires people
with low skills or no previous education in this field but if they have a desire to learn and
appropriate attitude, they are in the right place. According to this fact, the author points
out that it is often easier to teach someone many new things then to correct previous bad
habits and to direct employees to the goals and aim of the particular hotel.
Interviewed supervisors answered that they consider trainings for supervisors extremely
valuable. Ms. Kodešová is in charge of supervising FOH employees in the restaurant La
Rotonde for only the last four months. She said that the most valuable part of trainings
for supervisors was the process of learning how to be fair to all subordinates, how to
equally divide duties to all employees so the restaurant is operating at the highest
3
standards. Mr. Kameništiak, who is working as a restaurant supervisor for the last 2 and
half years, stated that being a supervisor is quite a difficult position because you need to
be able to work between the F&B manager and employees themselves. As Mr.
Kameništiak stated, the best training in any supervision or managerial position is time. It
is important to find a balance between what management want and how to deliver this
information to employees. According to Mr. Kameništiak, the most difficult part in the
training process for supervisors is the difference in how to solve problems or complaints
from the position of waiter and supervisor. As a supervisor you need to be more matured
in decision making processes, be able to quickly decide what to do to in stressful
situations and manage the responsibility for the whole team. Probably the most difficult
part of being a supervisor is to learn how to change the approach to colleagues who were
on the same line and now they are subordinates and need to be lead.
Supervisors agreed that strengths of FOH employees are found in the individuality of each
team member and friendly approach to guests. When it comes to their weaknesses,
the area that needs to be improved is employee’s knowledge of products and sustainable
investment into team work. According to all interviewees, there is no particular weakness
when it comes to service delivery.
When it comes to differences between performance and response to trainings of males

and females, management mostly agreed that females are often more studious and
accept trainings better than males. Sometimes management experienced that males have
problems to admit that they are doing something wrong even when their colleagues
confront them with their opinions and suggestions. Usually, there is a problem with their
egos. Ms. Varmužová mentioned that the hotel is systematically accepting international
employees which helps to destroy language barriers and also because the more diverse
workforce the hotel has, the better. Every country has its specifics, so every foreign team
member brings some specifics into the hotel operations. Currently the team is enriched
by representatives of Turkey, Moldavia, Russia, France, England, and Costa Rica. As Ms.
Varmužová said that foreigners in comparison with locals are sometimes more willing to
learn and they appreciate the chance to develop their skills more.
It is very important to encourage and motivate employees to trainings and ongoing

development of their performance. According to interviews, trainings are also developed
3
compared with a few years ago. Nowadays, trainings are more interesting, managers do
not want to use any methods or approaches that employees do not like. As was
mentioned in chapter 2.7 of this work, every employee has a specific learning process
during training and development programs depending on their condition for effective
learning. It is very important to take into account that every employee has a different
process of absorbing new information. The aim of the Radisson Blu Alcron Hotel is to
make employees feel comfortable during all trainings and results showed that also
employees´ feedback on new trainings is very positive. One of the most positive things on
this new trainings is the fact that there is a mix of employees from different departments
who never met or talked before. During trainings, they get to know each other, becoming
friends, trainings are more interesting for them and after that communication on a daily
work basis is much easier between people who actually know each other.
When interviewees were asked about the right motivation for the employees they had
diverse but mostly similar opinions. According to management, one of the biggest
motivation is definitely the name Alcron, Michelin Star restaurant and the overall prestige
of the hotel. Many people also perceive working for the big corporation as one of the
biggest advantages. One of the biggest motivational factors is possibility of career growth
within the company. 99% of vacancies are firstly offered for internal interviews, except
the top management positions within the hotel. Nevertheless, last two positions in top
management were occupied by internal recruitment. Another change is also in speed by
which it is possible to go higher. For example, an employee who started on a bar is now a
head waiter on The Alcron restaurant so all these rules are also slightly changing within
the last few months. Additionally, there are many other forms of motivation or bonuses
for employees, including discount vouchers to CRHG hotels and resorts, massages, taxi,
etc. However, this is not the most important factor for employees. Rewards or
appropriate bonuses is a very difficult concept because every employee has different
wants and desires. On the one hand, internships and wine tasting tours are perfect for
young career-oriented people but on the other hand, older employees who have kids and
taking care of their families prioritize financial bonuses.
Interviewed management agreed that employees are mostly willing to learn and practice
new skills. Most employees supposedly understand that it is also for their own benefit.
3
Pursuant to information gained from Ms. Varmužová, management is usually not
participating in trainings provided by the hotel except the corporate trainings which are
given by the Rezidor Group. One of the reasons should be that is not mandatory for them
and therefore they are not pushed to participate. Some of them are sometimes present at
the beginning but it is rarely happening. The only exception is the F&B manager who is
also training staff.
4.4 Employee satisfaction with training methods and professional

development and how it is influence a service quality
Employee’s perception of training methods and sustainable development of workforce
was examined by questionnaire (see appendix 4). The aim and structure of this
questionnaire was explained in detail in Chapter 3-Methodology. The method of
questionnaire was used to anonymously get information from FOH employees to analyze
their point of view on current systems of training and investing into them by the hotel.
There was a lot of information gained from the interviews with the Training &
Development manager and F&B management. In this section, the information about the
respondents are given as well as the results of the questionnaire being introduced.
The number of respondents was 30 and there were both females and males. Figure 8
shows the percentage of females and males who participated in this questionnaire.
According to this graph, from the total number of 30 respondents, 57% consist of female
and 43% of respondents were males, which means that there were 17 females and 13
males.
Figure 9 depicts the age range of respondents. The results showed that most respondents
are in the 26-33 age range (16 respondents) which was more that 50% of all respondents,
after that there were employees in 18-25 age range represented 27% of all respondents
(8 employees) followed by 20% of employees between 34-41 years (6 respondents).
There were no respondents in the 42 and more age range.
This questionnaire was designed for FOH employees only but it does not include
restaurant employees only. Figure 10 shows the various job positions of respondents.
Questions were responded to by waiting staff represented by 16 employees of which 11
were females and 5 males, 7 front desk employees including 5 males and 2 females, 2
bartenders of which 1 was female and 1 was male, 1 doorman, obviously represented by
3
male only, 2 guest relations including 1 male and 1 female employees and at finally 2
female concierge representatives.
Sex of respondents Age of respondents

42-more 0%
34-41
males 43% 20% 18-25
27%
female 57%
26-33
53%
males female 18-25 26-33 34-41 42-more
Figure 8 (left): Sex of respondents on questionnaire (author´s own illustration)

Figure 9 (right): Age of respondents (author´s own illustration)
Job positions of respondents
males
5
females
11
0 5 10 15
concierge guest relations doorman

bartender front desk waiting staff
Figure 10: Job positions of respondents (author´s own illustration)

Results showed various opinions between females and males and that is why each graph
is divided into 2 categories depicting answers of females and males separately. According
to Training & Development manager Ms. Varmužová, female staff members mostly take
trainings more seriously and respond better to practicing their skills. That was another
reason to show answers of males and females separately and compare the opinion of
management with the results from questionnaires.
Results showed that 12 respondents strongly agree with the opinion that they are
participating in all mandatory trainings related to their positions (see figure 11). Other 9
3
employees answered that they agree and 5 of them somewhat agree. However, 1
respondent said that he somewhat disagree with this statement and other 3 respondents
stated that they strongly disagree. According to Ms. Varmužová who stated that all
employees must participate in mandatory trainings related to their position, these
negative answers are surprising.
Second question was checking the employee’s opinion about the value of trainings and its
use in practice (see figure 12). Results showed that more females then males are actually
very satisfied with trainings and males mostly somewhat agree with a statement. Only 3
respondents express some kind of disagreement including 2 females and 1 male
respondents.
With the third question (see figure 13) respondents were asked if trainings motivate them
to improve their work performance. According to results, most answers were positive or
very positive. Nevertheless, respondents provided 6 somewhat agree and 5 somewhat
disagree answers. Additionally, there was one strongly disagree answer from female
respondent.
Employee’s satisfaction with the training methods and content of training programs was
analyzed in question No. 4 (see figure 14). 50% of respondents stated that they are
satisfied with training methods and the content of training programs given by the hotel.
Surprisingly, three females respond that they somewhat disagree with a statement given
in this question.
The next question analyzed if the company culture and reputation of the hotel influence
work performance and satisfaction at the workplace (see figure 15). 60% of respondents
stated that they agree with a statement given in this question and 17% strongly agree.
Surprisingly, there was 1 female respondent who stated that she somewhat disagrees
with this statement.
Question No. 6 (see figure 16) shows employees´ perception about the management´s
systematic care of their professional development and investing into professional growth
of personnel. On this question, answers from both males and females were almost
identical. 7 males and 7 females answered that they agree with a statement used in this
question and 3 male and 3 female answers represented strong agreement.
3
Moreover, 2 men and 2 women stated that they somewhat disagree with a statement
stated in this question. The only difference appeared because of a higher number of
female respondents.
The questionnaire also showed the employees opinion about their empowerment in the
decision making process (see figure 17). Answers showed that employees mostly agree or
are very close to agreement with a 5 male and 5 female respondents. Additionally, there
were also 3 female respondents who stated that they somewhat disagree with this
statement.
Employees were also asked if they think that the quality of service in Radisson Blu Alcron
Hotel is excellent (see figure 18). Again, this question showed exactly the same answers
from both females and males. Despite of 1 female and 1 male respondents the rest of the
opinions showed that employees really think that the quality of service in the hotel is
excellent.
Question No. 9 (see figure 19) asked employees if they think that the systematic training
and developing of new skills influence customer satisfaction. In this question, almost all
respondents answered positively. 11 respondents stated that they strongly agree, 13
respondents agree and additionally, 5 females somewhat agree. Remarkably, one female
respondent stated that she strongly disagreed with the opinion given in this question.
The last question in the questionnaire was about the ideas and thoughts of employees for
further possible changes or improvements in training methods or areas offered by the
Radisson Blu Alcron Hotel (see figure 20). 9 answers were not specified, 4 respondents
stated that they are satisfied with the current system within the hotel and want no
changes, 2 answers point out on the great meaning of trainings about the cultural
differences that should be taught in the hotel, 3 employees would welcome more wine
tastings and degustations, 1 respondent would like to focus more on handling stress
situations, 2 employees would welcome special barista courses for restaurant and bar
employees, 2 respondents stated that is necessary to improve the quality of ongoing
professional development offered to employees, 5 respondents said that practicing
communication skills would be a great idea to work on and finally 2 employees stated
that they would like to work on their foreign language skills.
3
1. I am participating in all mandatory
2. I think that trainings provided by
trainings related to my position.
the hotel are valuable for my job
7 position and it find use in practice.
6
5 7
4 6
5
3
2 4
males 3
2
1 1 males
0 females 0
females
Figure 11: Results from question No. 1 Figure 12: Results from question No.2
3. Trainings motivate me to improve 4. I am satisfied with the training

my work performance. methods and the content of the
7 training programs.
6 9
5 8
7
4 6
3 5
2 4
3
2
males males
1
0 females 01
females
Figure 13: Results from question No.3 Figure 14: Results from question No. 4
4
5. I believe that the company culture 6.I agree that the management is
and reputation of the hotel influence systematically taking care of
my satisfaction in a workplace and employee´s development and
therefore influence my performance. investing into our professional growth.
12 8
10 7
8 6
5
6 4
4 3
2 males 2
1 males
0 0
females females
Figure 14: Results from question No. 5 Figure 15: Results from question No. 6
7. I feel empowered in decision 8. I think that the quality of service in

making process. our hotel is excellent.
8 9
7 8
6 7
5 6
4 5
3 4
2 3
1 males 2 males
0 01
females females
Figure 16: Results from question No. 7 Figure 17: Results from question No. 8
9. Systematic training and

development of new skills influence
the customer satisfaction.
10
8
6
4
2 males
0
females
Figure 18: Results from question No. 9
4
10. What kind of improvements or changes
would you welcome in employee training?
(open question)
satisfied and want no

2 4 changes
not specified
5
cultural differences
wine tasting
stress situation
2 9
languages
2 ongoing professional
development
1 communication skills
3 2
barista training
Figure 19: Results from the last open question of the questionnaire (author´s
own illustration)
According to results from the questionnaire, employees are mostly satisfied with the
current system of trainings and ongoing development possibilities used within the hotel.
Results showed many differences between answers from females and males. However,
there were 4 more females from the total number of 30 respondents so this fact needs to
be considered as well. In the end, the author finds females more disagreeing at some
points which shows that the reality might be slightly different from what the
management think it is. According to the Training manager who stated that female’s
respond slightly better to trainings and are more willing to learn new things than male
staff members who often respond either close to the very positive line or to the very
negative line. Males answered mostly close to the positive line but often, their answers
were close to the middle and showed that they repeatedly somewhat agreed to
statements used in questions. However, despite the results from the questionnaire, there
are much more FOH employees working in the hotel and their perception of training
systems and satisfaction at the workplace cannot be unilaterally assessed.
On the one hand, the questionnaire showed some gaps in employees perception of
the trainings and current educational systems used within the hotel as well as the fact
that not all employees strongly agreed that they are participating in all mandatory
trainings. On the other hand, results showed that employees are predominantly content
4
working in Radisson Blu Alcron Hotel, mostly feel empowered in the decision-making
process, agree that the hotel is systematically investing into the human factor and are
motivated constantly to improve their work performance. Additionally, almost all
respondents agreed that a systematic training and development of employees influence
the customer satisfaction.
4.5 Effect of training and development of employees on service quality

There are certain reasons why the appropriate training and development of employees
has a positive impact on service quality. On the one hand, Ms. Varmužová said that it is
not easy to determine what has changed after new service trainings are used and also it is
hard to measure quality of employee’s performance after some training is done. However,
according to feedback from guests and ranking on Booking.com and TripAdvisor portals,
the reputation of the hotel is constantly growing and a lot of positive feedback concerns
the attitude of employees and quality of service provided for the guests. Once per week
when the meeting for management is organized, one of the main topics is also the
situation on all feedback channels such as TripAdvisor or Booking.com, etc. On the one
hand, if there is some positive feedback on employees, management will express their
praise to him and his performance is taken into further consideration in case he will want
to be promoted, etc. The goal is not a financial reward for concrete service to avoid
misuse of the system. On the other hand, if there is a negative comment about some
technical problem, it is something that can happen and it is quite easy to fix it. However,
if there appear some negative comment about service it is taken very seriously and the
process of solving this problem involves many processes, such as personal confrontation
with an employee or department and ensuring that it will not happen again. To increase
employee’s recognition of customers reviews, there are LCD screens installed everywhere
in the back of house including kitchen, offices, canteen, dressing rooms, etc. Additionally,
employees get financial bonuses when the ranking of the hotel achieves a desired level
given by the management. Financial bonuses are given to the whole team, not just to the
individuals. The reason is to support a collective spirit and put to the forefront that goals
and objectives are common for all employees. A few years ago, evaluations were made
personally by the Training manager but now it is a more individual process between four
eyes. "It is all about the attitude. If there is someone who does not react positively on
4
appropriate service delivery, usually this person is not working in our hotel for a long
time" said Ms. Varmužová.
Referring back to chapter 2.4.1 of this work, it is also very important to have the right
person working in the right position. According to management in Radisson Blu Alcron
Hotel, usually there are 4 stages of the recruiting process even for a waiter. Firstly, there
is a HR manager, then HOD, supervisors and at the end also a managing director of the
hotel. The reason why the system is so long is that it is very important to have the right
workers in the right position for the highest service quality. The hotel has to make sure
that a new applicant is suitable for a given job description and job specification. Moreover,
it is also very important to fit into the existing team.
According to management and results from the questionnaire service quality within the
hotel is at a very high level. Additionally, customer reviews and feedback confirm the
same. On the one hand, it is thanks to the systematic investment into trainings and
development of employee’s skills and knowledge but on the other hand it is also a desire
and willingness of employees to continuously upgrade the reputation of the hotel.
Without the positive responses of the employees, any training will not help to maintain or
improve the quality of service. It is a process depending on agreement and investment
into wants and needs of both sides. After all, service delivery is always dependent on
employees themselves. Managers and supervisors can help them to do their job better
but they cannot be present in every employee-customer confrontation all the time. If
they are correctly motivated and feel empowered enough to make their own decisions in
positive ways the result will mostly be a satisfied guest, satisfied employee and therefore
satisfied management.
The biggest advantage of effective training and development of employees is definitely a

successful working team. Management agreed that to have a successful working team it is
important to allure studious and aspiring people to work for the hotel, improve financial
rewards including salary conditions, maintain the prestige of the hotel so that also
employees can benefit from that and systematically take care of the work environment
and relationships in the workplace which will again leads to the excellence in provided
services.
4
4.6 Conclusion and recommendations
In conclusion, the system of employee training and development in the Radisson Blu
Alcron Hotel was provided. With the possibility to interview the Training and
Development manager, F&B manager and two restaurant supervisors, a lot of valuable
information about the system within the hotel was provided. In the first section,
management opinions about the system of training and attitude of employees were given.
The second part focused on the employee’s point of view and how they perceive the
system of trainings, possibilities to develop their skills and atmosphere in the workplace.
After that the impact of trainings and employee development on service quality was
described.
After evaluation of both sides, it is obvious that it is very important to achieve goals
important to the company such as profit, high ranking of the hotel and its prestige.
Moreover, it is equally important to achieve goals important for the employees, such as
salary requirements, ongoing professional growth and appropriate working conditions. If
both sides feel that they are on the right track to gain their goals, objectives become
uniform. Basically, it means that employees would be interested in gaining goals that
were firstly more important only for the organization and vice versa.
Positive findings were that most of the employees are satisfied with the system of
training and development given by the hotel as well as management agreeing that the
overall quality of service thanks to the cooperation with the employees is at a very high
level. Additionally, results also showed that the company culture and work environment
are at a very high level.
However, some negative findings showed that not all interviewed employees stated that
they participated in mandatory trainings related to their position. Another problem is,
that some obligatory trainings are during the free time of employees and mostly early in
the morning so even if they are interested in the content of the training, they would
prefer to stay at home because they are very tired and have just a little free time.
Research also showed some discrepancies between opinions of management about the
performance of females and males and the results from the questionnaire. Management
perception was that females respond more positively to trainings and to correcting their
mistakes compared to males. According to the questionnaire, results showed that
4
females responded sometimes more negatively then males. In addition, results cannot be
completely uniform as there were only 30 respondents and the hotel has many more FOH
staff.
Nevertheless, there were a few employees who stated in the questionnaire that they are
satisfied with the training systems provided by the hotel and want no change plus some
respondents did not give specific answers there were certain ideas about trainings that
employees would welcome in the future. According to their answers, they would like to
focus more on cultural differences, wine tastings and barista courses, handling stressful
situations, language courses and communication skills with guests and improvements in
ongoing professional development of employees.
In comparison with employees, the F&B manager would like to see future trainings
focused on knowledge gaps and not only the service techniques.
The Training and Development manager mentioned that further trainings will be again
focused on service delivery because that is the most important area to train and develop
employees. New service trainings will be again given in quite a different way, mostly
through personal experiences, role plays, etc.
Supervisors advised having more trainings focused on wine and particular wine regions,
body language of FOH employees, rhetoric and culture of language.
As the management agreed, a successfully working team is very important for service
delivery and overall service quality. Moreover, feedback from customers mostly shows
that they are very satisfied with the service quality within the hotel and it is in the
management´s best interest to keep hotel guests satisfied and most importantly
repeatedly coming back.
4
Chapter 5- Conclusion and Recommendations
In this chapter, the final conclusion and recommendations of the author will be given.
This chapter represents the last part of the entire thesis. In the first part of this chapter,
the research questions set at the beginning of the writing process will be answered
together with the evaluation of if the aim and purpose of the research was reached. The
second part of this chapter will deal with the recommendations and suggestions of
possible improvements given by the author.
5.1 Conclusion
In conclusion, organizational and staffing characteristics of the hotel industry showed a
significant number of differences between the hotel industry and any other industry.
Requirements to work long and 'unsocial hours', no closing time and seasonable and
unpredictable demands are some of the characteristics of working within the hospitality
sector. However, there are 4 main and most important components that are present in
any work institution such as people, objective, structure and management. After
investigating the background of the industry workforce, there are some advantages and
disadvantages that affect people's opinions about why to work and why not to work in
this field. On the one hand, the vision of interesting work with people and career growth,
possibility to travel, etc. represent the positive attitude of the industry´s workforce. On
the other hand, certain negative opinions point to the high employee turnover, low
salaries and long and unpredictable working hours. Overall, the hospitality industry will
always be a highly discussed field. There are certain pros and cons like in any other
industry, but maybe some of them are more visible than in other types of job. It is
obviously hard to work in the service industry itself because working with the various
personalities of people on a daily basis could be stressful and exhausting and there is no
place to escape when you are not in the mood. Nevertheless, in the author´s opinion, if a
person working within the hospitality sphere really loves to work with people and is
passionate about the industry then work become a person´s lifestyle, adventure and
sometimes even shelter and most of the negative aspects cease to be that important.
Thanks to the opportunity to closely investigate this topic, there was a chance to
understand the role of the HRM in the hotel together with the individual duties
4
of the HRD. Based on the research, job analyzing and detailed job description is crucial for
the effective functioning of a working team. Moreover, research showed that an
inseparable part of the HRD is the training and development management. Additionally,
strategic planning includes operations directly connected to organizational behavior and
is integrated to gain a professional approach to managing people. Understanding the
importance of systematic training, empowerment and development of the employees
was a crucial finding of the research as it is directly linked to the service quality and
effective service delivery. However, there are certain costs connected to investment into
the mastering of employee´s performance, benefits for the organization, management
and also for the employees themselves far outweigh the costs. Employee training,
development and empowerment require an experiential learning process which is subject
to appropriate conditions for effective learning by employees.
Research questions introduced in chapter 1 of this work are answered as follows:
• What are the types, methods and areas of employee training offered in Radisson
Blu Alcron Hotel in Prague?
The Radisson Blu Alcron Hotel in Prague is a member of the Carlson Rezidor Hotel Group.
Therefore the hotel uses 3 main corporate trainings set out by the Rezidor Company.
These trainings include New Team Member Orientation training, Yes! I Can Delivering the
Promise training and Living Responsible Business training. Along with these trainings are
also provided modified versions of corporate trainings designed especially for supervisors
plus new training called Program for Supervisor Development. All corporate trainings are
mandatory for all employees. In addition to the corporate trainings, Radisson Blu Alcron
Hotel provides a wide range of its own trainings designed by the Training and
Development manager in cooperation with HODs. These trainings include: History of
Radisson Blu Alcron Hotel, 4-module Service trainings, Language courses, Sommelier, Bar
and Barista courses, First Aid and Defibrillation, MS Excel for beginners and the advanced,
Communication Skills training, Financial Shortcuts and Basic Financial Information, Sales
and Marketing Techniques, OHS and Internships Abroad. Based on research, 4module
service trainings are the most important trainings designed by the hotel itself because of
the high service-oriented aim and goals of the organization. However, additional trainings
provided by the hotel are mostly obligatory, though there are some exceptions when
4
particular training is mandatory for employees chosen by the management. Most of
trainings evaluated in the research are designed especially for the FOH staff but many of
them are available for all employees of the hotel. Additionally, the hotel uses methods
such as role plays and training through own experiences as well as videotaping of
employees during practicing their skills in order to identify mistakes in body language or
other areas. Management agreed that the reputation and high ranking of the hotel is
highly motivational for both management and employees.
• How do employee training and development influence the service quality from the
perspective of management?
Representatives of management were 4 people including the Training and Development

manager, F&B manager and 2 restaurant supervisors. According to interviews with these
representatives it is clear that the hotel is highly service-oriented and every staff member
has to follow the objectives and goals given by the organization. Management feel it is
important to lead and motivate employees to continuously improve the service
excellence and understand the exceptional role of the human factor within this process.
Based on the research, management perceive continual training and development of
employees as one of the most important factors for successful operation of the hotel.
Management agreed that employees are mostly willing to learn new things and develop
their skills as they mostly understand that it is also for their own benefit. According to
interviewees a new 4-module service training mentioned above is specifically designed to
help employees to handle communication with a guest on a very high level and always
give the hotel guest a WOW effect. In conclusion, management agreed that the service
quality is highly dependent on the systematic training and development of the employee
´s ability to deliver the highest standards in any form on a daily basis.
• How do employee training and development influence the service quality from the
Questionnaire results showed that employees understand the importance of systematic

training and deepening of their knowledge as well as its connection to customer
satisfaction. Employees feel mostly satisfied in the workplace and also believe that the
reputation of the hotel and company culture influence their work performance.
4
Respondents significantly agreed that the level of service in Radisson Blu Alcron Hotel is
excellent. However, 2 answers were slightly negative. Employees are also satisfied with
the content of the trainings provided by the hotel and mostly agreed that knowledge
gained on trainings find its use in practice. Some employees responded that they are
satisfied with the system of training provided by the hotel but some of them provided
possible suggestions for further development of training programs. However, according
to management, employees very often refuse to participate in additional trainings
because of lack of their free time and heavy work schedules. Additionally, employees are
highly motivated by opportunities given by the hotel such as fast career growth,
internships abroad or financial bonuses as well as by the reputation and prestige of the
hotel. This fact supports the author´s idea that the prospering and highly prized hotel
facility provide a higher quality of service because its employees are well motivated and
satisfied at work.
In conclusion, the aim of the research was to analyze how employee training and
development influence the quality of customer service within the Radisson Blu Alcron
Hotel and to explain the importance of training and development in the chosen
organization. The aim of this work was also focused on the determination of possible
ways to improve the system of employee training and development in the Radisson Blu
Alcron Hotel. Thanks to the answered research questions, deep analysis of the topic and
data collected from the interviews and questionnaires by the employees of the chosen
organization, the aim and purpose of the research was achieved.
5.2 Recommendations
Based on the information given by the management and employees more specific
trainings should be organized in the Radisson Blu Alcron Hotel. According to information
and evaluation provided in chapter 4.6 of this work, the author´s suggestions and
recommendations are as follows:
 Because the service quality is one of the most important area to train and develop
employees, to focus on service oriented trainings in the future is necessary as it
was confirmed by the Training and Development manager.
5
In addition to service oriented trainings, there are other areas where the training,
development and some changes are equally important and necessary.
 Trainings should be more focused on knowledge gaps about products such as wine
and food recommendation, particular wine regions and barista skills based on the
information gained from the F&B manager and the employees.
 Concentration on body language of employees and rhetoric together with a
culture of language is necessary as it was proposed by the supervisor.
 Implementation of trainings oriented more on cultural differences, language
courses and communication skills with guests based on the opinions of the
employees.
 Raise awareness of trainings among management too. The context in which
organization and employee development is to take place clearly requires
involvement of the management. Obviously, it is not necessary for every
managerial position but in the author´s opinion management also need to be
trained and especially when it comes to resolving particular situations.
 Rescheduling of additional trainings. Morning lessons are not satisfactory for most
employees. The reason is mostly caused by late working hours and lack of free
time. Even if they are interested in a particular training, they would prefer to stay
at home. The rescheduling of several trainings could help to involve more
employees and maybe some of the trainings could also be organized during the
paid time of chosen employees. In fact, it will not cost the hotel more, it will be an
investment into employees who may be more motivated and also lead to the
improvement of service.
 Add more psychology oriented trainings focusing on behavior of individuals in
various, mostly unpredictable situations. In author´s opinion, the service industry
is all about working as a team. However, individuals have to firstly know their own
limits and capabilities and to understand how they can overcome this limits to
successfully enrich the team and vice versa. Every person has their own unique
personality, especially in such a multicultural team. Thanks to this fact, the service
given to the customers can sometimes even overcome the limits given by the
organization.
5
 Pay more attention to attendance of employees on mandatory trainings.
Finally, the employee training and development system in the Radisson Blu Alcron
Hotel in Prague was analyzed. Additionally, its direct connection with the service
quality was researched. In the end, it is very important to continuously improve
service quality because if the company do not take care of its customers, someone
else will. Moreover, in today´s time when the customer can choose from a countless
number of hotel brands, restaurants, bars etc. this idea should be a well-intentioned
advice not only for hoteliers and restaurateurs, but also for any other business.
5
Reference list
Az Central, 2015. Role of Human Resource Department in Hospitality Organization.

[online] Available at: <http://yourbusiness.azcentral.com/role-human-resource-
department-hospitality-organization-8084.html> [Accessed 9 March 2015].
Bartram, S., 2014. Investing in people. [article] Vol. 49, Issue 11, p53-53. 1p. Available
through: EBSCO
<https://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=abc868c9-e900-49e4-
9b7d-444a2fe57a37%40sessionmgr4004&vid=8&hid=4206> [Accessed 21 March 2015].
Boella, M. J., 1992. Human Resource Management in the Hospitality Industry. 5th ed.
Cheltenham: Stanley Thornes, Ltd..
Brotherton, B., 2008. Researching Hospitality and Tourism. A Student Guide.. London:
Sage Publications Ltd..
Business Dictionary, n. d.. Definition of Employee development. [online] Available at:

<http://www.businessdictionary.com/definition/employee-development.html> [Accessed
19 March 2015].
Carlson Rezidor Hotel Group, S. A., n. d.. Ethical code for employees. [code]Prague:
Radisson Blu Alcron Hotel
Center for Teaching and Learning, n. d.. Experiential Learning Defined. [online] Available
at: <http://ctl.utexas.edu/teaching/engagement/experiential-learning/defined>
[Accessed 23 March 2015].
Cousins, J. and Lillicrap, D., 2010. Food and Beverage Service. 8th ed ed. London: Hodder
Education.
Forbes, 2015. Travel and Hospitality Trends for 2015. [online] Available at:
<http://www.forbes.com/sites/ey/2014/12/31/travel-and-hospitality-trends-for-2015/>
[Accessed 21 February 2015].
Go2HR, n. d.. Employee training is worth to investment. [online] Available at:

<https://www.go2hr.ca/articles/employee-training-worth-investment> [Accessed 17
March 2015].
Hotel Marketing Strategies, 2015. Employee turnover is a hospitality industry problem.

Here´s 5 ways to fix it. [online ] Available at:
III
<http://www.hotelmarketingstrategies.com/employee-turnover-is-a-hospitality-industry-
problem-heres-5-ways-to-fix-it-17175/> [Accessed 8 March 2015].
Hotel Online, 2015. Top Ten Issues in the Hospitality Industry for 2007: International
Society of Hospitality Consultants. [online] Available at: <http://www.hotel-
online.com/News/PR2006_4th/Nov06_ISHC.html> [Accessed 7 March 2015].
Jones, P. and Pizam, A., 1993. The International Hospitality Industry. Organizational and
Operational Issues. London: Pitman Publishing.
Kameništiak, M., 2015. Management perciption of employee training and development in

Radisson Blu Alcron Hotel, Prague [interview] (25 March 2015).
Kodešová, M., 2015. Management perciption of employee training and development in

Lashley, C., 2001. Empowerment HR strategies for service excellence. Oxford: Elsevier
Butterworth Heinemann.
Management Study Guide, n. d. Methods/Ways of Employee Development. [online]

Available at: < http://www.managementstudyguide.com/employee-development-
methods.htm > [Accessed 21 March 2015].
McBride, K., Winter 2012/2013. Is hospitality really a low-pay sector? [article] Issue 28,
p19-19. 1p. Available through: EBSCO < https://web.b.ebscohost.com/ehost/detail/detail?
vid=19&sid=ef6661e9-6745-43d4-849f-
eb0aa8f2b8c8%40sessionmgr113&hid=124&bdata=Jmxhbmc9Y3Mmc2l0ZT1laG9zdC1saX
Zl#db=hjh&AN=84332788 > [Accessed 8 March 2015].
Megginson, D. and Whitaker, V., 2003. Continuing Professional Development. London: The
Chartered Institute of Personnel and Development.
Mullins, L. J., 1992. Hospitality Management. A Human Resources Approach. London:

Pitman Publishing.
Mullins, L., 2001. Hospitality Management and Organizational Behaviour. 4th ed ed. Essex:
Pearson Education Limited.
Nickson, D., 2007. Human Resource Management for the Hospitality and Tourism
Industries. Oxford: Elsevier, Ltd..
IV
Online Learning Centre, n. d.. The Nature of Staffing. [pdf] Available at:
<http://highered.mheducation.com/sites/dl/free/0070948291/447846/heneman_sample
ch01.pdf> [Accessed 8 March 2015].
Pátek, D., 2015. Management Perciption of employee training and development in

Pettinger, R. and Frith, R., 2002. Mastering Employee Development. Basingstoke: Palgrave.
Quorvus Collection, 2015. Discover excellence. [online] Available at:

<http://www.quorvuscollection.com/> [Accessed 2 April 2015].
Radisson Blu, 2015. Radisson Blu Alcron Hotel, Prague. [online] Available at:
<http://www.radissonblu.com/hotel-prague> [Accessed 2 April 2015].
Radisson Blu Alcron Hotel in Prague, 2008. Internal code for employees. [code]Prague:
Radisson Blu Alcron Hotel
Radisson Blu Alcron Hotel in Prague, n.d.. Vision, mission, strategy statements and values.
[document]Prague: Radission Blu Alcron Hotel
Rezdor Hotel Group, 2015. Hotel brands. [online] Available at:

<http://www.rezidor.com/phoenix.zhtml?c=205430&p=brandshotel> [Accessed 2 April
2015].
SimplyPsychology, 2013. Kolb - Learning Styles. [online] Available at:

http://www.simplypsychology.org/learning-kolb.html> [Accessed 31 March 2015].
Small Business, n. d.. What Are the Benefits of Employee Empowerment? [online]
Available at: <http://smallbusiness.chron.com/benefits-employee-empowerment-
1177.html> [Accessed 23 March 2015].
Study.com, n. d.. Employee Empowerment: Definition, Advantages & Disadvantages.

[online] Available at: <http://study.com/academy/lesson/employee-empowerment-
definition-advantages-disadvantages.html > [Accessed 23 March 2015].
Taylor, M. Finely, D., 2009. Strategic Human Resource Management in U.S. Luxury
Resorts- A Case Study. Journal of Human Resources in Hospitality & Tourism, [case study]
8:82-95. Available through: EBSCO host
<https://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ef6661e9-6745-43d4-
849f-eb0aa8f2b8c8%40sessionmgr113&vid=27&hid=124 > [Accessed 8 March 2015].
V
Teare, R. and Olsen, M., 1992. International Hospitality Management. Corporate Strategy
in Practice. London: Pitman Publishing.
Tisch, J. M. and Weber, K., 2007. Chocolates on the pillow aren´t enough: Reinventing the
customer experience. New Jersey: John Wiley & Sons, Inc..
Varmužová, Z., 2015. Employee Training and Development in Radisson Blu Alcron Hotel,
Prague [interview] (11 March 2015).
Walker, J., 2010. Introduction to Hospitality Management. London: Pearson Education.
Woods, R. H., 2006. Managing Hospitality Human Resources. 4th ed. USA: Educational
Institute of American Hotel and Motel Association.
VI
Appendices
Appendix 1 Permission for recording the interviews
Appendix 2 Questions for the interview with the Training manager
Appendix 3 Questions for the interview with the F&B manager and restaurant supervisors
Appendix 4 Questionnaire for the FOH employees
Appendix 5 Internal codex for the employees
Appendix 6 Ethical codex for the employees
Appendix 7 Current vision, mission, strategy statements and values of the Radisson Blu
Alcron Hotel in Prague
VII
Appendix 1
Permission (sample)
I am aware that this interview will be audio recorded and may be transcribed and that the
information may be used in the Bachelor Thesis of the interviewer. I have been informed
that the purpose of the study is to analyze and evaluate the importance of employee
training and development in Alcron Radisson Blu Hotel in Prague and I hereby declare that
my participation in this research is voluntary. I am aware that the Bachelor Thesis will be
made available for the public, not just for the purpose of The Institute of Hospitality
Management in Prague.
Print Name Signature Date
Natália Gécziová
Interviewer
VII
Appendix 2
Questions for the interview with the Training and Development manager
A: Background information about trainings used within the hotel
1. Describe the system that the Radisson Hotels & Resorts Group use to train
front-of-house staff. Are there some practices you as a hotel can made by
yourself or you have to follow only a standards given by Radisson Hotels &
Resorts Group? How often you receive new materials or requests for
training from the headquarters? Is there any form of monitoring or
control from their side?
2. What are some specific forms of training you are using in Radisson Blu
Alcron Hotel? Are all trainings mandatory?
3. How often you preparing courses or trainings for employees? Is

management also participating on this trainings?
4. What are you consider to be a most difficult area to teach people on

trainings? (most difficult area to get the positive respond from them)
What do you consider to be the most effective learning method? What do
you consider to be the most difficult area in customer-
provider relationship in which you have to train employees? (e. g. problem
solving, unpredictable situations…)
5. Do you also provide some language trainings? What is the level of fluent
English or other languages between your employees?
B: Employees motivation for training and sustainable development
6. What the management does to encourage employees to participate in

training?
(Note: Many companies use training or some course as a form of reward
for the employee.
7. For example, if an employee works hard and performs well, his reward is
for example professional bar course with a certificate. Do you use this
IX
form of reward in your hotel? If yes, how does it work and name some
examples. If not, do you think this method would be met with a positive
response from employees? Are you planning to use this method?)
Competitiveness can be a motivating factor. Do you think that there is

some form of rivalry or competitiveness between the employees?
8. What kind of motivational and reward system are you currently use for
the employees?
9. How do you measure change or improvement after trainings?

If there is the situation that some guest is complaining about the particular
service/employee, what is the procedure from management then?
10. What about the career growth within the hotel? What is the procedure
when there is a job vacancy in supervisor or management line?
C: Employees response to trainings
11. How much improvement do you see in the employees' performances after
trainings?
12. Do you see the difference between employees from other countries and
employees from Czech Republic in the way how they respond to trainings?
13. Differences between males and females in the way how they respond to
trainings?
14. How willing are employees to learn new things and develop their skills?
15. Can you see the improvement within last months since you are using your
own service trainings?
16. Are employees from the same area working as one team? Are they
showing a signs of solidarity?
X
17. How do you measure the feedback from customers related to
the employee performance?
D: Future plans and visions
18. Are you planning some kind of improvements any time soon? Is there
anything you are planning to implement?
19. What need to be done to have successful and efficient working team
according to Radisson policies and philosophy?
20. Are there any sort of internal study and how it is connected to your
future choice of training for employees? What is your vision regarding to
the employee training and development in the next 5 years?
Natália Gécziová
Interviewer
XI
Appendix 3
Questions for the interview with the F&B manager and restaurant supervisors
1. What do you think about the current training programs for the FOH
employees? Can you see the improvement after some training program is
done?
(Note: examples of trainings according to my interview with the training manager-
New team member orientation, Yes I can delivering the promise (focused on
service), living responsible business (ecology, safety, security of employees,
charity)
2. Except for a corporate trainings mentioned above, you are now for a last few
months using a new service trainings for FOH employees (Note: 1, 5 hour training
+ 4 modules (bar, communication with a guest...) How does it influenced the
service delivery and customer feedback? What has changed (what works and what
doesn't)?
3. Questions for supervisors: How do you as a supervisor perceive the quality of

training programs for supervisors? Did you feel prepared to lead some
employees after this training? What do you consider to be most valuable
experience from that training and what would you like to practice more in depth
after some experience in practice?
(Note: training programs for supervisors- Leading yes I can and leading responsible
business)
Questions for F&B manager: Are you participating on training programs for
employees? Are you discussing the content of trainings with a training manager?
How do you evaluate employees’ performance after some training is done? Are
you testing their knowledge about products to identify the gaps in knowledge?
4. How do employees respond to trainings? Are they willing to learn new things
and practice their skills?
XII
5. What do you consider to be a most effective reward or motivation for the
employee to be productive for the company and satisfied with his work at the
same point?
6. Where do you see a strengths and weaknesses of the employees when it comes to
service delivery?
7. How would you describe a company culture and reputation of the hotel? How do
you think this affect a satisfied employee?
8. What kind of training or learning program you suggest for the FOH employees to
improve the overall service quality within a hotel?
Natália Gécziová
Interviewer
XII
Appendix 4
Questionnaire for the front-of-house employees in Radisson Blu Alcron Hotel
Questionnaire for the employees of Radisson Blu Alcron Hotel in Prague
How do employee training and development influence the service quality from the
Please, read each sentence and circle what describe your perception most. There are no
right or wrong answers. Your answers will be kept secret and will be used for the
academic purpose only. Thank you for your time and willingness.
Natália Gécziová
1- strongly disagree
2- disagree
Sex: MALE FEMALE 3- somewhat disagree
4- somewhat agree
Age: 18-25 26-33 34-41 42-more 5- agree
6- strongly agree
1. What is your position in the hotel?
……………………………………………………………………………
2. I am participating in all mandatory trainings related to my position.

1- strongly disagree 2 3 4 5 6- strongly agree
3. I think that trainings provided by the hotel are valuable for my job position and it
find use in practice.
4. Trainings motivate me to improve my work performance.

5. I am satisfied with the training methods and the content of the training programs
XI
6. I believe that the company culture and reputation of the hotel influence my
satisfaction in a workplace and therefore influence my performance.
7. I agree that the management is systematically taking care of employee’s

development and investing into our professional growth.
8. I feel empowered in decision making process.
9. I think that the quality of service in our hotel is excellent.
10. Systematic training and development of new skills influence the customer
satisfaction.
11. What kind of improvements or changes would you welcome in employee training?
Please, specify your opinion.
…………………………………………………………………………………………………………………………
XV
Appendix 5
Internal code for all Radisson Blu Alcron Hotel´s employees (extract)
PRACOVNÍ ŘÁD
ZAMĚSTNANCŮ SPOLEČNOSTI CROWN-WSF, s. r. o.
Společnost Crown-WSF, spol. s r.o. (dále jen zaměstnavatel), se sídlem Štěpánská 40, 110
00 Praha 1,
zastoupená panem Michalem Chourem, generálním ředitelem hotelu Radisson Blu Alcron,
jednajícím na základě plné moci, vydává tímto na základě ustanovení § 82 zák. č. 65/1965
Sb., ve znění pozdějších předpisů (Zákoník práce) tento:
VSTUPNÍ POUČENÍ
O bezpečnosti práce a ochraně zdraví
Základní práva a povinnosti zaměstnanců v oblasti bezpečnosti a ochrany zdraví při práci
jsou zakotveny v Zákoníku práce – především v ustanovení části druhé, hlavy první v § 35
a části druhé, hlavy páté v § 135.
pracovník je povinen podle pokynů organizace konat osobně práce podle pracovní
smlouvy ve stanovené pracovní době a dodržovat pracovní kázeň.
zaměstnanci mají právo na zajištění bezpečnosti a ochrany zdraví při práci, na informace o
rizicích jejich práce a na informace o opatřeních na ochranu před jejich působením.
zaměstnanci jsou oprávněni odmítnout výkon práce, o níž mají důvodně za to, že
bezprostředně a závažným způsobem ohrožuje jejich život nebo zdraví, popřípadě život
nebo zdraví jiných osob, takové odmítnutí nelze posuzovat jako nesplnění povinnosti
zaměstnance.
zaměstnanci mají právo a povinnost podílet se na vytváření zdravého a bezpečného

pracovního prostředí, a to zejména uplatňováním stanovených a zaměstnavatelem
přijatých opatření a svou účastí na řešení otázek bezpečnosti a ochrany zdraví při práci.
každý zaměstnanec je povinen dbát podle svých možností o svou vlastní bezpečnost, o své
zdraví i o zdraví osob, kterých se bezprostředně dotýká jeho jednání, popřípadě
XV
opomenutí při práci. Znalost předpisů a požadavků zaměstnavatele k zajištění bezpečnosti
a ochrany zdraví při práci je nedílnou a trvalou součástí kvalifikačních předpokladů
zaměstnance.
Zaměstnanec je zejména povinen:
účastnit se školení zajišťovaných zaměstnavatelem v zájmu bezpečnosti a ochrany zdraví

při práci a podrobit se ověřením jejich znalostí
podrobit se lékařským prohlídkám, očkování, vyšetření a diagnostickým zkouškám

stanoveným zvláštními právními předpisy. Dodržovat právní a ostatní předpisy a pokyny
zaměstnavatele k zajištění bezpečnosti a ochrany zdraví při práci, s nimiž byl řádně
seznámen, a řídit se zásadami bezpečného chování na pracovišti a informacemi
zaměstnavatele.
Dodržovat při práci stanovené pracovní postupy, používat stanovené pracovní prostředky,
dopravní prostředky, osobní ochranné pracovní prostředky a ochranná zařízení a tato
svévolně neměnit a a nevyřazovat z provozu.
Nepožívat alkoholické nápoje a nezneužívat jiné návykové látky na pracovištích

zaměstnavatele a v pracovní době i mimo tato pracoviště, nevstupovat pod jejich vlivem
na pracoviště zaměstnavatele a nekouřit na pracovištích, kde pracují také nekuřáci, nebo
je to zakázáno. Zákaz požívání alkoholických nápojů se nevztahuje na zaměstnance v
horkých provozech, pokud požívají pivo se sníženým obsahem alkoholu, a na
zaměstnance, u nichž požívání těchto nápojů je součástí plnění pracovních úkolů, nebo je
s plněním těchto úkolů obvykle spojeno.
Oznamovat svému nadřízenému nedostatky a závady na pracovišti, které by mohly

ohrozit bezpečnosti nebo zdraví při práci, a podle svých možností se účastnit na jejich
odstraňování I bezodkladně oznamovat svému nadřízenému svůj pracovní úraz, pokud mu
to jeho zdravotní stav dovolí, a pracovní úraz jiné osoby, jehož byl svědkem, a
spolupracovat při vyšetřování jeho příčin
Podrobit se na pokyn příslušného vedoucího zaměstnance stanoveného v pracovním řádu

(nebo v jiném vnitřním předpisu organizace) zjištění, zda není pod vlivem alkoholu nebo
jiných návykových látek.
DALŠÍ PRÁVA A POVINNOSTI ZAMĚSTNAVATELE A ZAMĚSTNANCŮ
Ust. § 1 odst. 4 – v pracovněprávních vztazích je zakázána jakákoliv diskriminace

zaměstnanců z důvodu rasy, barvy pleti, pohlaví, sexuální orientace, jazyka, víry a
náboženství, politického nebo jiného smýšlení, členství nebo činnosti v politických
XV
stranách nebo politických hnutích, odborových organizacích a jiných sdruženích,
národnosti, etnického nebo sociálního původu, majetku, rodu, zdravotního stavu, věku,
manželského a rodinného stavu nebo povinností k rodině. Je zakázáno I takové jednání
zaměstnavatele, které diskriminuje nikoliv přímo, ale až ve svých důsledcích.
Ust. § 7 odst. 2 – nikdo nesmí výkonu práv a povinností vyplývajících z pracovněprávních

vztahů zneužívat na újmu jiného účastníka pracovněprávního vztahu nebo k ponižování
jeho lidské důstojnosti. Za ponižování lidské důstojnosti se považuje I nežádoucí chování
sexuální povahy na pracovišti, které je nevítané, nevhodné nebo urážlivé nebo které může
být druhým účastníkem pracovně-právního vztahu oprávněně vnímáno jako podmínka
pro rozhodnutí, která ovlivňují výkon práv a povinností vyplývajících z pracovně-právních
vztahů.
Ust. § 141 a – pracovník je povinen prohlubovat si soustavně kvalifikaci k výkonu práce

sjednané v pracovní smlouvě (popisu práce), prohlubováním kvalifikace se rozumí též její
udržování a obnovování. Organizace je oprávněna uložit pracovníku účast na školení k
prohloubení kvalifikace.
Ust. § 142 odst. 2 – organizace je rovněž povinna zaškolit nebo zaučit pracovníka, který
přechází na nové pracoviště nebo na nový druh práce nebo způsob práce, pokud je to
třeba zejména při změnách v organizaci práce nebo jiných racionálních opatřeních.
Ust. § 171 odst. 1 – pracovník je povinen počínat si tak, aby nedocházelo ke škodám na
zdraví a majetku ani k bezdůvodnému obohacení na úkor společnosti nebo jednotlivce.
Hrozí-li škoda, je povinen na ni pracovník upozornit vedoucí pracovníky.
Ust. § 171 odst. 2 – je-li k odvrácení škody hrozící organizaci neodkladně třeba zákroku, je
zaměstnanec povinen zakročit, nemusí tak učinit, bráni-li mu v tom důležitá okolnost,
nebo jestliže by tím vystavil vážnému ohrožení sebe nebo ostatní zaměstnance.
Ust. § 190 odst. 1 – došlo-li u pracovníka při plnění pracovník úkolů nebo v přímé
souvislosti s ním k poškození na zdraví nebo k jeho smrti úrazem (pracovní úraz),
odpovídá za škodu tím vzniklou organizace, u níž byl pracovník v době úrazu v pracovním
poměru
Ust. § 190 odst. 2 – pracovním úrazem není úraz, který se pracovníkovi přihodil na cestě o
zaměstnání a zpět
Ust. § 191 odst. 1 – organizace se sprostí odpovědnosti za škodu zcela, prokáže-li, že
škoda byla způsobena tím, že postižený pracovník svým zaviněním porušil právní nebo
ostatní předpisy k zajištění bezpečnosti a ochrany zdraví při práci nebo ostatní předpisy k
XV
zajištění bezpečnosti a ochrany zdraví při práci nebo pokyny k zajištění bezpečnosti a
ochrany zdraví při práci, ačkoliv s nimi byl řádně seznámen a jejich znalost a dodržování
byly soustavně vyžadovány a kontrolovány
škodu si přivodil postižený pracovník svou opilostí nebo v důsledku zneužití jiných
návykových látek a organizace nemohla škodě zabránit a tyto skutečnosti byly jedinou
příčinou škody
Ust. § 191 odst. 2 – organizace se sprostí odpovědnosti zčásti, prokáže-li že postižený

pracovník porušil svým zaviněním právní nebo ostatní předpisy nebo pokyny k zajištění
bezpečnosti a ochrany zdraví při práci, ačkoliv s nimi byl řádně seznámen, a že toto
porušení bylo jednou z příčin škody,
jednou z příčin škody byla opilost postiženého zaměstnance nebo zneužití jiných
návykových látek postiženým zaměstnancem,
c) zaměstnanci vznikla škoda proto, že si počínal v rozporu s obvyklým způsobem

chování tak, že je zřejmé, že ač neporušil právní nebo ostatní předpisy nebo pokyny k
zajištění bezpečnosti a ochrany zdraví při práci, jednal lehkomyslně a musel si přitom být
vzhledem ke své kvalifikaci a zkušenostem vědom, že si může přivodit újmu na zdraví.
Podmínky obsažené v interním řádu jsou závazné pro všechny zaměstnance.
Zaměstnavatel se zavazuje informovat zaměstnance o veškerých změnách informací

uvedených v této příručce. Příručka by však neměla být považována za jediný zdroj
informací poskytovaných zaměstnancům. Zaměstnanci jsou povinni se seznámit se všemi
standardy a postupy zaměstnavatele a jednotlivých oddělení.
Praha, 30. 11. 2008
XI
Appendix 6
Ethical code for all employees of Carlson Rezidor Hotel Group S. A.
ETICKÝ KODEX ZAMĚSTNANCŮ SPOLEČNOSTI

THE REZIDOR HOTEL GROUP S. A.
Respekt je klíčový pro každou naši činnost.

Respektujeme zákon.
Respektujeme jeden druhého.
Respektujeme své podřízené a respektujeme také své nadřízené.
Respektujeme všechny své hosty a celé své okolí.
Respektujeme životní prostředí.
Respektujeme rozmanitost a všechny kultury.
Respekt si musíme získat stejně jako důvěru.
Abychom byli respektováni, musíme také respekt prokazovat.
Proč musíme prokazovat respekt?
Na celém světě mají všichni naši partneři právo očekávat, že skupina Rezidor Hotel Group
a všichni její zaměstnanci budou v klíčových otázkách obchodní etiky jednat a vystupovat
v jednotném duchu. Každý, kdo pracuje pro Rezidor, musí ve všech záležitostech, které se
týkají Rezidor Hotel Group, uplatňovat zdravý úsudek určovaný nejvyššími osobními
standardy čestnosti a bezúhonnosti. Je to věc odpovědnosti, přesvědčení a důvěry.
Protože působíme v řadě zemí a kultur, považujeme rozmanitost za přednost. Zvyky a

mravní zásady se samozřejmě na našich trzích poměrně významně liší. Někdy se liší také
zákony a nařízení. Povinností je, aby všichni naši lidé dodržovali platnou místní i
mezinárodní legislativu.
Naše zásady obchodní etiky ukazují, jak chceme, aby byla naše společnost vnímána.
Takový je prostě náš způsob práce.
• Dodržujeme zákon.
• Prokazujeme úctu všem lidem za všech okolností.
• Přemýšlíme eticky.
• Jednáme poctivě.
XX
• Z žádného důvodu nikoho nediskriminujeme.
• Jsme upřímní a transparentní.
• Jsme loajální vůči svému zaměstnavateli.
• Nezneužíváme podnikové zdroje.
• Vždy bereme ohled na bezpečnost.
• Staráme se o Zemi.
Každý, kdo pracuje pro Rezidor, musí ve všech záležitostech, které se týkají skupiny
Rezidor Hotel Group, uplatňovat zdravý úsudek určovaný nejvyššími osobními
standardy čestnosti a bezúhonnosti.
Složení našich zaměstnanců by mělo odrážet rozmanitost společnosti, ve které

pracujeme.
Proč musí být práce fair?
Jsme hrdí na to, že jsme fair zaměstnavatel. Život nemusí být vždy fair, ale práce ano.
Klademe velký důraz na rovné příležitosti a nediskriminaci. Při všech procesech, které se
týkají lidí, např. při náboru, odměnách, výhodách, pracovním postupu, přístupu ke
školení, ukončení pracovního poměru, odchodu do důchodu a dalších vztazích mezi
zaměstnancem a zaměstnavatelem, se musí se všemi lidmi zacházet rovným způsobem.
Nesouhlasíme s diskriminací z důvodu pohlaví, rasy, společenského postavení,
náboženství, věku, stavu, postižení, sexuální orientace, členství v odborech, politické
příslušnosti nebo sociálního či etnického původu. Se všemi zaměstnanci a uchazeči o
zaměstnání budeme zacházet v souladu s formálními a objektivními kritérii. Složení našich
zaměstnanců by mělo odrážet rozmanitost společnosti, ve které pracujeme. Věříme
v rozmanitost – rozmanitost je dobrá.
Co se týče práv zaměstnanců a pracovního práva, je nutné dodržovat národní pravidla a

nařízení. V případech, kdy je národní legislativa méně přísná než mezinárodní pracovní
standardy, které stanovují úmluvy Mezinárodní organizace práce (ILO), budeme
dodržovat mezinárodní standardy. Jako progresivní a starostlivý zaměstnavatel se skupina
Rezidor Hotel Group snaží:
1. Zaměstnávat a rozvíjet nejlepší možné lidi.

2. Udržovat mzdy a výhody na úrovni přinejmenším srovnatelné s úrovní v podobných
společnostech.
3. Udělat maximum pro to, aby na volná pracovní místa nastupovali interní uchazeči
s odpovídající kvalifikací.
4. Jednat se svými zaměstnanci v souladu se zákonem.
5. Nabízet bezpečné a čisté pracovní prostředí, školit zaměstnance ve
speciálních pracovních metodách a nástrojích.
6. Jednat se všemi zaměstnanci s respektem.
XX
Appendix 7
Current vision, mission, strategy statements and values of the Radisson Blu Alcron Hotel
in Prague
XX

BACHELOR THESISgecziova

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BACHELOR THESISgecziova

Uploaded by

Copyright:

Available Formats

Analyzing the System for Employee Training and Development

in Order to Improve Service Quality in Radisson Blu Alcron

Institute of Hospitality Management in Prague

Department of Hospitality management

Major field of study: Hospitality Management

I would like to express my deepest appreciation to the advisor of my dissertation Donna

Key words: employee training, employee development, service quality, hospitality

GÉCZIOVÁ, Natália. Analýza Systému Trénovania a Rozvoja Zamestnancov v Dôsledku

Ľudský faktor je najdôležitejším elementom pre úspech v akomkoľvek biznise. Hotelový

Kľúčové slová: tréning zamestnancov, rozvoj zamestnancov, kvalita servisu, pohostinstvo,

List of abbreviations, symbols, and explanations............................................................II

1.2 Background information........................................................................................1

1.3 Aim of the research...............................................................................................2

1.3.1 Research questions.........................................................................................2

1.4 Research plan........................................................................................................2

1.5 Structure of the thesis...........................................................................................3

Chapter 2- Literature review...........................................................................................4

2.1 Hospitality industry in 21st century........................................................................4

2.1.1 Organizational and staffing characteristics in hotels........................................4

2. 2 A background to the industry´s workforce and contemporary issues within the

2.3 Human resource management (HRM)...................................................................7

2.3.1 Strategic human resource management (SHRM).............................................8

2.3.2 Role of Human resource department (HRD) in hotel........................................9

2.4 Employee training...............................................................................................10

2.4.1 Staff training in the hotel industry.................................................................10

2.4.2 Benefits and costs of staff training................................................................12

2.5 Employee development.......................................................................................16

2.6 Employee empowerment and service quality......................................................17

2.7 Learning process..................................................................................................18

2.7.1 Conditions for effective learning by employees.............................................18

3.1.1 Primary research...........................................................................................21

3.1.2 Secondary research.......................................................................................21

3.2 Interview with the training and development manager.......................................22

3.3 Interview with the management.........................................................................22

Chapter 4- Results and Findings....................................................................................25

4.1 Introduction of the case company.......................................................................25

4.1.1 Introduction of the case hotel.......................................................................26

4.1.2 Main business activity of the hotel................................................................27

4.2 The training system of FOH employees................................................................27

4.5 Effect of training and development of employees on service quality....................43

4.6 Conclusion and recommendations.......................................................................45

Chapter 5- Conclusion and Recommendations..............................................................47

Figure 1: Job Analysis (Woods, 2006 p.56)..........................................................................12

HRM-human resource management

HR- human resource

SHRM- strategic human resource management

HRD- human resource department

FOH- front of house

CRHG- Carlson Rezidor Hotel Group

QC- Quorvus Collection

F&B- food and beverage

OHS- occupational health and safety

HOD- head of department

1.2 Background information

1.3 Aim of the research

1.3.1 Research questions

1.4 Research plan

1.5 Structure of the thesis

2.1 Hospitality industry in 21st century

2.1.1 Organizational and staffing characteristics in hotels

Additionally, Mullins (2001) describes some of the organizational and staffing

2. 2 A background to the industry´s workforce and contemporary issues