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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 Management – Emerald Publishing

Published: May 30, 2008

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

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