Training and its Impact on Organizational Commitment among Lodging Employees

Abstract

Training is one of the key methods managers employ to control hospitality products and services. The purpose of this research was to examine the attitudes U.S. hotel employees have about the training that they have received and to test for a relationship between training and their commitment to the organizations. Other variables that addressed employee satisfaction, such as awareness of rules, morale, and perceived quality of management, were examined to assess if indirect effects occurred between training and organizational commitment. These results demonstrated that persuasive evidence speaks loudly to the necessity of implementing high-quality training programs. Training is consequential to the success of franchise lodging organizations because it has not only a direct positive relationship with morale, perception of supervisor quality, and awareness of rules but also a significant indirect effect on organizational commitment.

Human resource development in the hotel industry of Mauritius: myth or reality?

“…Roehl & Swerdlow, 1999;Kandampully, 2006;Aksu, 2005;Chand & Katou, 2007) but differ from those identified in other industries (McCracken & Wallance, 2000;Tseng & McLean, 2008). The lack of a clear link between HRD and corporate strategy may explain these results (Garavan, 1991;Nolan, 2002).…”

The Mediating Role of Job Satisfaction between Training and Development Practices and Organizational Commitment: Responses from Private Banking Sectors of Karachi, Pakistan

“…Nonetheless, T&D assists the business by filling the skill deficiency gap of the newly appointed workers (ibid). Additionally, the researchers have argued that the core of all learning activities should be aimed for enhancing the skills and project development because it contributes towards the existing and new employees' career empowerment and establishment (Roehl & Swerdlow, 1999;Zehra, 2016;Faridi et al, 2017).…”

“…The study of Roehl and Swerdlow (1999) found that with the provision of adequate training and development the chances of committed employees leaving the organization significantly reduce. However, wide range of researches revealed that no matter how much training sessions are given to some employees, they would quit the organization for the sake of fun or trying something new (Syrett, 1994, Barnett, 1995, Khatri et al 2001Haque & Yamoah, 2014).…”

Linking Selective Hiring to Organizational Commitment: Evidence From the Hotel Industry of Malaysia

“…In the hospitality literature, several studies have examined the effects of individual HRM practices on employee commitment, which include empowerment (Kazlauskaite et al, 2006;Yang, 2012), career mentoring/development (Chew &Wong, 2008;Hemdi, 2009), recognition (Yang, 2012), competence development/training (Doug, Ruth, &Lawson, 2001;Hemdi, 2009;Roehl &Swerdlow, 1999;Yang, 2012), compensation/rewards (Doug et al, 2001;Walsh &Taylor, 2007;Yang, 2012), information sharing (Yang, 2012), orientation (Lundberg &Young, 1997), and performance appraisal (Doug et al, 2001;Hemdi, 2009). To our knowledge, none have looked into the impact of hiring practices on employee commitment.…”