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Hospitality workplace problems and poor training: a close relationship

Hospitality workplace problems and poor training: a close relationship Purpose – This paper seeks to examine common hospitality problems with the aim of identifying relationships between them, and the central issue. Design/methodology/approach – Self‐completed questionnaires were used to collect data from hospitality students and employees, and analyses of variance used to identify relationships between the problems, and isolate the central issue. Findings – The paper finds that poor training is associated with workplace problems, and improving training is likely to reduce problems such as under‐staffing and theft. Research limitations/implications – The collection of data on exact lengths of employment would have facilitated a more rigorous analysis of the causes and effects of staff turnover and is recommended for future studies of training and turnover. Practical implications – Investment in training is recommended even when turnover is high, as training reduces workplace problems. Originality/value – This study focuses on the relationships between problems, rather than investigating them in isolation, facilitating an holistic approach to solving staff turnover. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Hospitality workplace problems and poor training: a close relationship

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References (80)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0959-6119
DOI
10.1108/09596110810873525
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper seeks to examine common hospitality problems with the aim of identifying relationships between them, and the central issue. Design/methodology/approach – Self‐completed questionnaires were used to collect data from hospitality students and employees, and analyses of variance used to identify relationships between the problems, and isolate the central issue. Findings – The paper finds that poor training is associated with workplace problems, and improving training is likely to reduce problems such as under‐staffing and theft. Research limitations/implications – The collection of data on exact lengths of employment would have facilitated a more rigorous analysis of the causes and effects of staff turnover and is recommended for future studies of training and turnover. Practical implications – Investment in training is recommended even when turnover is high, as training reduces workplace problems. Originality/value – This study focuses on the relationships between problems, rather than investigating them in isolation, facilitating an holistic approach to solving staff turnover.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: May 30, 2008

Keywords: Training; Hospitality services; Employees; Dismissal; Harassment; Employee turnover

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