A Comparative Study of Training Programs and Their Impact on Employee Satisfaction in Luxury and Budget Hotels
Keywords:
training programs, employee satisfaction, training effectiveness, hospitality management, luxury hotels, budget hotelsAbstract
This study examines and compares training programs and their impact on employee satisfaction in luxury and budget hotels. Adopting a positivist philosophy, a deductive approach, and a quantitative descriptive-comparative design, primary data were collected from 400 hotel employees (200 luxury, 200 budget) through a structured questionnaire measured on a five-point Likert scale. Data were analysed using frequency and percentage analysis, mean and standard deviation, independent-sample t-tests, Pearson correlation, and multiple regression. The results show that training effectiveness, training quality, and training frequency are strongly and positively associated with employee satisfaction, with the regression model explaining 73.3% of the variance in satisfaction (R² = 0.733). Luxury hotels recorded significantly higher mean scores than budget hotels across all dimensions, including training effectiveness (4.22 vs. 3.82) and employee satisfaction (4.24 vs. 3.81). All five alternative hypotheses were supported. The study concludes that effective, high-quality, and frequent training is a key determinant of employee satisfaction, motivation, and performance, and that luxury hotels currently outperform budget hotels in training outcomes. Recommendations include greater use of technology-based learning, specialised and refresher training, and increased investment in employee development.
References
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474.
Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice (15th ed.). Kogan Page.
Boxall, P., & Purcell, J. (2016). Strategy and human resource management (4th ed.). Palgrave Macmillan.
Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International Journal of Training and Development, 14(4), 309–322.
Chiang, C.-F., Back, K.-J., & Canter, D. D. (2005). The impact of employee training on job satisfaction and intention to stay in the hotel industry. Journal of Human Resources in Hospitality & Tourism, 4(2), 99–118.
Costen, W. M., & Salazar, J. (2011). The impact of training and development on employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in Hospitality & Tourism, 10(3), 273–284.
Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419–430.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137–147.
Hughes, C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743–757.
Jameson, S. M. (2000). Recruitment and training in small firms. Journal of European Industrial Training, 24(1), 43–49.
Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132–140.
Kim, H. J., & Jang, J. M. (2020). The impact of training on employee outcomes in the hospitality industry. International Journal of Hospitality Management, 88, 102532.
Kuruüzüm, A., Çetin, E. I., & İrmak, S. (2009). Path analysis of organizational commitment, job involvement and job satisfaction in Turkish hospitality industry. Tourism Review, 64(1), 4–16.
Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill Education.
Pfeffer, J. (1998). The human equation: Building profits by putting people first. Harvard Business School Press.
Poulston, J. (2008). Hospitality workplace problems and poor training: A close relationship. International Journal of Contemporary Hospitality Management, 20(4), 412–427.
Sañcan, M., & others. (2018). Training practices and employee satisfaction in the hotel sector. Journal of Tourism and Hospitality Management, 6(2), 88–101.
Tracey, J. B., & Tews, M. J. (2005). Construct validity of a general training climate scale. Organizational Research Methods, 8(4), 353–374.
Tsai, P. C.-F., Yen, Y.-F., Huang, L.-C., & Huang, I.-C. (2007). A study on motivating employees’ learning commitment in the post-downsizing era. Journal of World Business, 42(2), 157–169.
Zeithaml, V. A., Bitner, M. J., & Gremler, D. D. (2018). Services marketing: Integrating customer focus across the firm (7th ed.). McGraw-Hill Education.
Downloads
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
