Developing training program assessment instrument for employee in the hotel industry
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2017
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2560
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eng
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230 leaves
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b203139
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Tanida Lakornsri (2017). Developing training program assessment instrument for employee in the hotel industry. Retrieved from: https://repository.nida.ac.th/handle/662723737/6026.
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Developing training program assessment instrument for employee in the hotel industry
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Abstract
Training is a foundation for improving staff competency, staff satisfaction, and
staff commitment. Thus, this research aimed to develop an instrument to assess the
training program to be a training program effectiveness. This study also attempted to
fulfill the research gap examining the relationship among staff reaction towards
training program, training satisfaction, and staff commitment. To achieve the research
aim, four research questions have stated: 1) How does an organization develop a
training program? 2) How to measure operational training program? 3) How is
training program related to training satisfaction? 4) How is the staff training
satisfaction related to staff commitment? Furthermore, the hypotheses were proposed
based on the conceptual framework. The two main hypotheses have proposed: H1:
The training program positively related to entry-level staff training satisfaction. H2:
The training satisfaction positively related to staff commitment to work within the
hotel industry.
diheM ethoMs approach was employed to examine the findings of this study. The qualitative and qualntitative has simultaneously conducted. The former approach employed the face-to-face technique to develop the training program assessment instrument with seven directors of human resource and training and development managers of international hotel chains originating from Bangkok, Thailand were interviewed to answer research question one. Twenty-two immediate supervisors and managers of the department have conducted the interview to answer research question. At the same time two the letter involved approach the survey questionnaire
was administered to 410 hotel entry-level staff in the same study area as conducting qualitative. This process started from the mid-January until mid-April, 2018. The survey has collected for 386 in total. Besides, the Mescriptive statistic anM exploratory factor (EFA) analysis 20 were performed on SPSS to measure a reliable of the research instrument and for reducing the extensived large data set of variables into smaller indices or factors based on the data provided and to maximize the number of variances explained. Moreover, a multiple regression technique was conducted to test the hypotheses.
The findings proposed the final conceptual framework of a training program assessment instrument that showed three new aspects within the organizational strategy and the other three critical aspects under the operational strategy component to be a criterion for assessing the training program. The last component presented the distinguish linkage among training program , training satisfaction, and staff commitment. The findings highlighted the importance of having self-development evaluation, the qualification of the instructor and training equipment and facility for staff satisfaction, which significantly leads to staff commitment to the hotel organization. This study also provied the contributions and implications emphasizing the best practice for human resource management and training and development managers, mainly to be the best practice for practitioners in small hotels. The training hotel needs to consider the i portance of its training program assessment; especially, by employing this systematic instrument, which generates the training program effectiveness and increases staff commitment for the future sustainability in labor and services competition within the hotel industry
diheM ethoMs approach was employed to examine the findings of this study. The qualitative and qualntitative has simultaneously conducted. The former approach employed the face-to-face technique to develop the training program assessment instrument with seven directors of human resource and training and development managers of international hotel chains originating from Bangkok, Thailand were interviewed to answer research question one. Twenty-two immediate supervisors and managers of the department have conducted the interview to answer research question. At the same time two the letter involved approach the survey questionnaire
was administered to 410 hotel entry-level staff in the same study area as conducting qualitative. This process started from the mid-January until mid-April, 2018. The survey has collected for 386 in total. Besides, the Mescriptive statistic anM exploratory factor (EFA) analysis 20 were performed on SPSS to measure a reliable of the research instrument and for reducing the extensived large data set of variables into smaller indices or factors based on the data provided and to maximize the number of variances explained. Moreover, a multiple regression technique was conducted to test the hypotheses.
The findings proposed the final conceptual framework of a training program assessment instrument that showed three new aspects within the organizational strategy and the other three critical aspects under the operational strategy component to be a criterion for assessing the training program. The last component presented the distinguish linkage among training program , training satisfaction, and staff commitment. The findings highlighted the importance of having self-development evaluation, the qualification of the instructor and training equipment and facility for staff satisfaction, which significantly leads to staff commitment to the hotel organization. This study also provied the contributions and implications emphasizing the best practice for human resource management and training and development managers, mainly to be the best practice for practitioners in small hotels. The training hotel needs to consider the i portance of its training program assessment; especially, by employing this systematic instrument, which generates the training program effectiveness and increases staff commitment for the future sustainability in labor and services competition within the hotel industry
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Thesis (Ph.D. (Integrated Tourism Management))--National Institute of Development Administration, 2017