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STAFF TRAINING IN HOSPITALITY SECTOR AS BENEFIT

FOR IMPROVED SERVICE QUALITY

Ivanka Nestoroska

Irina Petrovska

Scientific paper

Abstract Contemporary hotel industry is facing many challenges which are closely connected to the

changes that occur both in the field of tourist demand and tourist supply. The changes refer to

quality of services at first place, since the needs of tourists change rapidly towards higher quality

and different products. Having in mind the character of the activities in hospitality industry

where a direct contact between employees and guests is necessary for providing and realizing the

services, the success of service realization and fulfill guests’ satisfaction depends the most on the

employees.

Purpose – of this paper is to present findings from conducted research related to the issue of the

importance of staff training in hospitality sector as important management activity for improved

service quality.

Design – of the research is created to present the advantages of staff training programs and the

need for continuing training within hospitality sector in the Republic Macedonia for providing

services with higher quality and achieve competitive advantage.

Methodology - quantitative and qualitative methods, by implementing theoretical and empirical

approach through selected methodological procedures.

Approach – is focused on two key areas and questions related to those areas: Segments: two

groups of hotels and two groups of interviewees for collecting data related to research problem,

and Needs: what is the opinion for benefits from staff training for improved hotel’s service

quality.

Findings – of the research confirmed the importance for appropriate employee structure within

the process of providing services. Staff training in hospitality sector is very important for

continuous training of currently employed staff, and for new employees, as well. Due to high

competition, they need to upgrade their skills, according to the job positions. A scope of training

courses includes different programs with wide range of issues that meet industry standards, and

can lead to employee’ professional development and improved service quality delivering.

Originality – this is the first study of its kind related to the issue of staff training in hospitality

sector in Republic of Macedonia.

Keywords staff training, hospitality sector, service quality, training programs

INTRODUCTION

Service in hospitality sector is an object of exchange within the relations between

tourist demand and tourist supply. It can be defined as an activity with main purpose to

satisfy the needs of other persons. The “other persons” in hospitality sector are the

guests/tourists as clients. Usually the structure of the service is consisted of the

following: professionalism, job responsibility, the ways how they welcome guests, how

they handle with their demands, needs and wishes, the attitude towards guests while

serving them, and all the activities and services that lead to complete satisfaction and

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experience 1 . Having in mind the character of the activities in hospitality industry where

a direct contact between employees and guests is necessary for providing and realizing

the services, the success of service realization and fulfill guests’ satisfaction depends

the most on human factor i.e. the employees. This implies to the stressed need and

importance for appropriate employee structure within the process of providing services.

There are many studies that deal with training staff in different business sectors and

industries, and also a research is devoted to the hospitality sector. Main research is

done on human resources in the hotel industry by different authors (Armstrong, M.,

1992; Dessler, G., 2006; Analoui, F., 2007; Woods, R.H., 2006; Sommerville K. L.,

2007), and in Republic Macedonia such data is still almost non-existent (Rakicevic, G,

2003). A research on the issue of staff training is needed at all levels of management

for better understanding the nature of hotels’ operations and business.

A basic motto to which employees have to keep to is “satisfying the guests’ needs”. By

achieving this motto, the guests will be satisfied, cheerful, in a good mood, and filled

with positive experience. In relation, we can ask the following question:

How the needs will be fulfilled and how the guests will be satisfied?

To this question the easiest and most simple answer would be:

With service quality.

But there is another raised question from this answer:

What does it means?

Service quality cannot be accomplished only by engaging well educated and trained

employees. It is more. It should be composed by different sub-services that will lead to

guests’ positive and unique experience, with the service that will be directly promoted

to friends, relatives, business partners and acquaintances for the specific hotel, or

resort, restaurant, club. More, the quality of the services doesn’t depend only on

employees, but on all organizational employee structure.

For that purpose the management must focus to the choice of employee structure that

will suit the best to all job positions. Such approach will ensure creation of appropriate

organizational job structure that will be trained and ready for satisfying guests’ needs.

In this research we used a combination of different research methods and techniques

depend on the data we want to gain for obtaining as more as objective facts. In this

research we applied analytical and synthesis methods, induction and deduction, method

of description, and comparative research.

Conducting this research understands application of theoretical and empirical research

through the following methodological procedures: defining and collection of data,

research works and information, collection, revision and analysis of literature, cabinet

and field research and processing of primary and secondary data, analysis and

interpretation of gained results, content analysis, identify possibilities for future

development and defining guidelines for development, and conclusions.

1 Nestoroska, I., Animations in Tourism, FTU-Ohrid, Mikena-Bitola, 2005.

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Quantitative and qualitative methods are used in this research, which is the first study

of its kind related to the issue of staff training in hospitality sector in Republic of

Macedonia. With aim to explore the problem we selected comprehensive focus groups

that have mandate in decision making on higher level of management.

We chose a representative sample of 30% of research problem, and conducted guiding

discussion with general and departmental managers in 3 and 4 stars hotels. We created

a research design that enables us to approach the problem. Delivered questionnaires

have resulted with satisfactory response rate. Content analysis enabled to come to

findings and conclusions about the research problem.

1. EMPLOYEES - A KEY TO SERVICE QUALITY

The creation of employee structure depends on the following: scope of the hotel

capacity, assignment, and orientation towards specific guests segment. In order to

achieve service quality, the employees have to be trained and qualified to understand

and satisfy the guests’ needs. If contrary, they will fail. Therefore, in order to fulfill and

achieve these conditions, depending on organizational structure of employees, a very

important role play managers and professionals for human resources who apply

different techniques and methods towards the improvement and accomplishment of

employees’ abilities: engagement of appropriate professionals, selection, continuing

training, specialization, courses or creating team work programs 2 . By implementing

these techniques and methods, and with appropriate communication and dedication to

the job position and tasks, working environment and atmosphere will satisfy the best

guests’ needs. For that purpose, in many organizational structures, managers use

different methods that provide services with high quality, which in current conditions

of high market competition signify a necessity in orientation of all hotel business

sectors.

Figure 1: Employee’ roles in relation with the guests

: Source: Authors’ identification of employees’ roles in relation with the guest

2 Cook, R.A., Yale, L.J. and Marqua, J.J., Tourism-the business of travel, Prentice Hall, New Jersey, 2002.

Employee

Host

Representati

ve

Specialist

Professional

Organizer

Informant

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Appropriate employee structure engagement is necessary for all types of job positions

and levels. But most important attention has to be paid to those that are directly

involved in contact with guests, no matter on job position: whether receptionist,

restaurant manager, waiter, chambermaid, sales manager, banquet manager, animator,

etc. Service is “care for the guest” and it is a task and duty of every employee who

contacts with guests. Hotel employee is a person that takes care of the guests during

their stay, who is responsible to enable them to spend their time as much as more

comprehend, pleasant, and fulfilled, after which they will leave with feel of

satisfaction. Therefore, an employee can appear in different roles that come out of

his/her main job task to take care for guests needs, as it is presented in the Figure 1.

Depending on the job position, more or less, every employee takes care to deliver the

guests’ services they paid for. As representative of its organization and good host, the

employee at same time takes care to deliver the services that will be in best way

organized, carefully and professionally composed. Such approach will ensure good

impression for guests about the hotel by providing high level of service quality.

Figure 2: Job analysis

Source: Woods, R.H., Managing hospitality Human Resources, 4

th Edition, USA Educational Institute.

American Hotel & Lodging Association, 2006

Employee engagement at different job positions enjoin necessity for processing special

knowledge gain through formal education and training, and be a professional and

specialist on the job, by providing guests with all needed services and related

information about different issues during their stay. In this manner, professionalism and

specialism are particularly important for successful job performance for every

employee. The success of organization depends on the proper structure of employees

who need to have appropriate knowledge, skills and required abilities for specific job

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position at the work 3 . These specifications enable them to perform the best their tasks,

responsibilities and duties which are described in job analysis by Woods 4 (Figure 2).

2. THE ROLE OF STAFF TRAINING FOR IMPROVED SERVICE QUALITY

According to Torres & Adler, a common human resource management cliché states

that “people are your best asset” 5 . Arguably an organization’ success or failure will

depend in large part on the quality of its talent pool. Recruiting the best talent is

important to an organization’s success, especially when it comes to professional and

managerial personnel. However, an organization’s human resource can also be a major

liability for employers. From an organizational perspective, it is in the “how” a

business manages their talent that will account for success or failure.

It should be take into account that customer expectations and their perceptions of

service quality vary, so employees should be able to and can evaluate and adapt as best

they can to the needs of guests. Besides individual capabilities and commitment of

employees to achieve high quality of service, teamwork is very important aspect of this

issue. Teamwork in many companies in hospitality industry is an important prerequisite

for successes and leadership.

Therefore it is notable that employees are the major pillar in every organizational sector

of hospitality industry, because of which evolves the meaning and the importance for

their continuing education through training. For improvement of work performances in

hospitality, it’s necessary to implement different methods that will contribute in

providing high quality of services. Very common is staff training that is used for giving

the employees new and advanced knowledge or skills that will assist them to their

better job performance.

Staff training concerns implementing effective behavioral interventions which require

that all those involved in the intervention are thoroughly knowledgeable about and

competent in the use of specific intervention techniques“ 6 .Staff training is about

implementing rules and procedures, to which staff has to be familiar with, before they

start working in any organization. Additional formulation is that staff training also

shows them how to do the work properly and most effectively. As selection matches a

manager or employee with a job, training prepares managers and employees to perform

a specific job effectively, that will lead to satisfied guests.

3 Woods, R.H., Managing hospitality Human Resources, 4

th Edition, USA Educational Institute. American

Hotel & Lodging Association, 2006. 4 Ibid.

5 Torres, E. N., & Adler, H.,“Hospitality management graduate perceptions of management development

practices”,in International CHRIE Conference on Rebuilding Hospitality & Tourism Education, PuertoRico,

USA, 2010, Retrieved from http://scholarworks.umass.edu/cgi/viewcontent.cgi?article=1433&context=

refereed 6 http://www.usu.edu/teachall/text/behavior/BEHAVglos.htm

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According to Amirtharaj, B., Cross, K.R. and Vembar, V., training gives employees

new skills or knowledge that will assist in their job performance 7 . However, both are

used hand–in-hand as employers seek to make their employees more knowledgeable

and their organizations more competitive. In order to provide the level of training there

are several things that must take place within an organization. Further, the authors

argue that training should include evaluations of what skills are needed to perform a

job, and also the assessment of the skills employees already have. Therefore, they

emphasize that the gap between the two becomes the subject of training. Since an

employee is the biggest asset in hospitality industry, building loyalty and keeping

him/her motivated is a function of two things among others. By showing a clear carrier

growth path to the employee and training him/her to achieve those meaningful goals

supplemented by monetary compensation, and job satisfaction will go a long way to

retain them.

A very common question that rises to staff training is related to the main staff training

methods.

What type of training do employees need?

How to equip them with the necessary skills that would keep them going through their

professional carrier development?

Employees need to be trained on the job for better orientation at the beginning as new

employee, and then for better performance and organization of their work. As

Sommerville says: “training is a process that provides employees with the knowledge

and the skills required to operate within the systems and standards set by

management.” 8 . It is dedicated to develop and improve employees’ qualities that are

related to their knowledge, skills and competences, and it includes techniques for

informing, motivating, changing behavior, improving performance and even rewarding.

Staff training contributes to increased productivity of the organization, improved

service quality and developed professional knowledge. Therefore training is accepted

as important element of human recourse management and development, and as a key to

motivation of employees to improve their job performance. It can be organized for the

following purposes:

• to help everyone to be more united and to respect team work • to build stronger ties between managers and operational staff • to improve professional knowledge and skills that will help employees to meet

clients needs with higher level of service quality

• to enhance the capabilities of employees and strengthens their competitive advantage

• to improve the personal characters and professional abilities • to improve business performance.

7 Amirtharaj, B., Cross, K.R. and Vembar,V., “Role of training and development in promoting the growth of

hospitality industry”, International Journal of Management (IJM), Volume 2, Number 1, Jan-April (2011),

pp. 126-133. 8

Sommerville K., L., Hospitality Employee Management And Supervision, concepts and practical

applications, New Jersey, John Wiley & Sons, 2007.

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Figure 3: Staff training benefit circle

Source: Authors’ identification of staff training benefit

Benefits from staff training

organization and clients (figure 3). By training

kind of the role their job position plays and it

leads to increased employee’s job satisfaction and recognition,

confidence for future self

goals. During the training, management can identify employees’ developed skills,

knowledge and capabilities as drivers for their future job promotion or recruitment.

Results of staff training are related to improved job

leads to improved profitability, and better economic performance of the organization

on one side, and on the other side which is not less important although last mentioned

is satisfaction of clients by providing them with qua

depend on the training

engagement of trainees.

3. ADVANTAGES OF STAFF TRAINING FOR HOSPITALITY SECTOR IN

REPUBLIC OF MACEDONIA

Hospitality as tertiary sector

different from primary and secondary sectors the quality of delivered service depends

the most on the participation of employees and their qualifications

modernization in the process

factor in hospitality sector. For that purpose, as a first step that should be done in the

process of delivering appropriate service quality is to identify

needs. It can be provided through continuous communication with them, constant

9 Nestoroska, I., International Tourism,

Clients

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Staff training benefit circle

identification of staff training benefit

taff training are not only for employees, but also for management,

organization and clients (figure 3). By training, the employees are introduced about the

kind of the role their job position plays and its contribution to whole business, which

leads to increased employee’s job satisfaction and recognition, increased self

future self-development and achievement of personal and professional

During the training, management can identify employees’ developed skills,

knowledge and capabilities as drivers for their future job promotion or recruitment.

Results of staff training are related to improved job performance of employees that

leads to improved profitability, and better economic performance of the organization

on one side, and on the other side which is not less important although last mentioned

is satisfaction of clients by providing them with quality services. But, these benefits

depend on the training program planning, preparation, organization, realization and

engagement of trainees.

ADVANTAGES OF STAFF TRAINING FOR HOSPITALITY SECTOR IN

REPUBLIC OF MACEDONIA

Hospitality as tertiary sector faces a challenge for providing the “right asset”, because

different from primary and secondary sectors the quality of delivered service depends

the most on the participation of employees and their qualifications 9 . Despite the

modernization in the process of services providing, still human resources are Number 1

factor in hospitality sector. For that purpose, as a first step that should be done in the

appropriate service quality is to identify and understand clients’

provided through continuous communication with them, constant

International Tourism, FTU-Ohrid, Mikena-Bitola, 2006.

Staff training benefit

Employee

Manageme nt

Organizati on

443

not only for employees, but also for management,

the employees are introduced about the

contribution to whole business, which

increased self-

vement of personal and professional

During the training, management can identify employees’ developed skills,

knowledge and capabilities as drivers for their future job promotion or recruitment.

performance of employees that

leads to improved profitability, and better economic performance of the organization,

on one side, and on the other side which is not less important although last mentioned

But, these benefits

ation, realization and

ADVANTAGES OF STAFF TRAINING FOR HOSPITALITY SECTOR IN

faces a challenge for providing the “right asset”, because

different from primary and secondary sectors the quality of delivered service depends

. Despite the

of services providing, still human resources are Number 1

factor in hospitality sector. For that purpose, as a first step that should be done in the

and understand clients’

provided through continuous communication with them, constant

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communication between managers and operational level employees, and accept their

suggestions or remarks.

To satisfy clients, employees should have a positive approach to services, to possess

the basic skills, to learn and properly perform their tasks and be flexible in order to

meet the different needs and expectations. Therefore, they require proper education and

training to meet the standards and policies of operations, resulting with high quality

and satisfaction on both sides: the clients and the employees / managers. Because staff

training in hospitality sector is with aim to improve service quality by organizing

professional training seminars, workshops and other forms and techniques, the main

objective of the training is to improve management, employee and organization

performance by motivate people to give their best at work.

Hospitality sector in Republic of Macedonia as others service sector is facing with

challenges due to current socio-economic environment. Increased tourism performance

of the country during last decade has positive impacts on development of hospitality

sector that resulted with registered increase in capacities. Such development of

hospitality sector during the last decade, with evident 30% increase in total capacities 10

indicate to positive trend. In hospitality sector we can classify hotels, restaurants, pubs,

clubs, inns, travel agencies and private accommodation. But, although statistically this

is impressive achievement for hospitality sector for such period, as major challenge “on

the ground” for this sector is lack of employees with skills and knowledge that will

meet clients needs, despite the satisfactory number of employees. Since the number of

foreign tourists is increasing from year to year a question related to providing service

quality raises more to surface. It is not only the question of number of capacities, but

the question is more about the delivered service quality.

Improvisations in the hospitality sector, especially when it comes to foreign tourists are

already past, and if think about the future it means that quality service have to be in

accordance with international standards for quality. Since a very important element of

hospitality sector in developing countries, and in Republic Macedonia as well, is to

attract as much as possible foreign visitors, the most appropriate way to achieve this is

to provide them with quality of service that will lead to satisfaction. This certainly

emphasizes the need for additional training of human resources in hospitality, the need

to rebuild already acquired knowledge that must be adapted to today's requirements by

tourists, as well as the need for adequate professional education which must come from

education institutions and professionals that are inconstant communication with new

trends in hospitality worldwide.

Despite of the increased growth of hotel sector in Republic Macedonia within last

decade, yet most of managers don’t keep up with the evolving changes within this

sector. Identification of a need for improved business performance becomes more

evident as an issue, and very often is identified as important element for development

strategy of hotels. As a result, different programs are and should be implemented by

hotels’ management and in cooperation with training institutions, government agencies

10

“Accommodation capacity in catering trade and services”, STATISTICAL REVIEW: Transport, tourism

and other services, State Statistical Office of the Republic of Macedonia, Skopje, 2013.

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and international organizations 11

. Such programs related to improved hotel business

performance include following:

• strategy, concept and positioning • assessment of hotels • control and budgeting • controlling-check • reorganization and reposition • marketing and sales • operational marketing plan • human recourse management • pricing policy • quality management • mystery-check • contracts management • expansion bid • staff training • internal restructuring

Staff training is mainly related to new employee’ on-the-job training at the company

level with limited to basic familiarization of employee with hotel’ profile and his/her

job responsibility. At departmental level training is provided through observation by

departmental managers or shadowing by senior co-workers like an apprentice learning.

But, it is more important to implement staff training for those employees that are

currently employed and have work experience. Such training contributes to

improvement of job performance through a process of continuing education as very

common applied module. Such situation encouraged us to conduct a research by

exploring the issues associated to staff training. A quantitative and qualitative research

was conducted where guiding discussion was used with general and departmental

managers in 3 and 4 stars hotels. In our research design we had two approaches:

• we divided these two groups of interviewees in order to collect data about their opinion for benefits from staff training for improved hotel’s service quality.

• we choose 3 and 4 stars hotels in capital City Skopje and in Ohrid Lake Region as representative sample because they have the highest percentage rate of all hotel

capacities in the country.

We delivered questionnaires for interview in17 hotels as representative sample out of

56 (42 - 3 stars hotels and 24- 4 stars hotels). The structure of interviewees was

consisted of General Managers – 17 and Department Managers – 68. We received 71

answered questionnaires that equals to 60.4% response rate.

11

Since 1998 EBRD Business Advisory Services (BAS) and the Enterprise Growth Programme (EGP) have

been improving the competitiveness and level of sophistication of the MSME sector in Republic Macedonia.

As a part of this program During last 5 years it was implemented to several hotels in the capital city of

Skopje and Lake Ohrid region as most developed country’s tourist destination with staff training for financial

department managers, restaurant waiters and bar tenders together with KILIZMA Hotel Consultng.

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Time scope of conducted survey was within the period October 21, 2013-December 20,

2013. Structure of questions was grouped in two sections: the first section was

comprised of questions related to general background information, job positions, work

experience; the second section was comprised of questions about the purposes and

goals of the training programs in the hotel and advantages of training programs.

Gained information resulted with general conclusion that both, general and department

managers put high emphasize on employees since the nature of business is working

with people and for satisfying people needs. Education background is important in

relation to job positions. For General Managers very important issue is good working

environment with established and well defined relationship between employees and,

employees and management. This makes firm basis for ensuring hotel business with

established quality of services, and also basis for improved service quality.

Staff training is concerned as very important method of management that delivers

benefits for employees at first place and, management and hotel business also. It is seen

as practical solution for improving and expanding knowledge of all employees’ job

positions starting from upper to lower level. On-the-job training is preferred by

managers for operational staff by using the method “learning by working” either with

senior co-worker supervisor or training consultant on specific issues, after which they

get professional certificate. As very important training for most of department

managers is “in-house” training by using hotel facilities that limits time spent on

training for employees outside the hotel. Outside training is preferred for general and

department managers by participating on seminars, workshops or conferences.

As identified problems that can be solved by training that will improve employees’

skills are language training, guest relations, sales skills, job safety and cross-training.

Namely, in most of the hotels, although it is necessary for hotel employee to speak one

or two foreign languages, most of employees don’t meet that criterion. Cross-training

of staff is seen as important issue for improving the communication and knowledge

about other departments that will lead to generally hotel improved service quality.

CONCLUSION

Hospitality sector is not only about providing clients quality services. It is more. And it

is about providing services that will be on-time delivered, fulfill with appropriate

employee attitude, knowledge, skills and content. Such service can be delivered only if

employee structure is chosen appropriate by the management that has responsibility to

maintain the quality of its employees. Service quality is in close relation with

employees’ training, weather on-the-job or outside. Training shouldn’t be occasionally,

periodically or once in a while. It should be continually with different educational

programs that will upgrade skills according to job positions.

Although interviewees approve training as very useful tool from which their business

will benefit with improved service quality and increased market competitiveness, yet

very little of them practice staff training on continuous basis. Results show that only

28% of all hotels implement staff training on continuous basis. These results lead us to

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conclusion that the awareness of continually training of employees in hotels in

Republic Macedonia is not on satisfactory level. The situation must change, because

it’s not enough anymore to have employee structure that is engaged according to job

position requirements but more important is to have skilled and trained employee

which is definitely a key to service quality.

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Ivanka Nestoroska, PhD, Associate Professor

University St. Kliment Ohridski, Bitola

Faculty of Tourism and Hospitality-Ohrid

Kej M. Tito, # 95, 6000, Ohrid

Republic of Macedonia

Tel: ++389 (0) 46 262 147

Fax: ++389 (0) 46 262 147

E-mail: [email protected]; [email protected]

Irina Petrovska, PhD, Associate Professor

University St. Kliment Ohridski, Bitola

Faculty of Tourism and Hospitality-Ohrid

Kej M. Tito, # 95, 6000, Ohrid

Republic of Macedonia

Tel: ++389 (0) 46 262 147

Fax: ++389 (0) 46 262 147

E-mail: [email protected]

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