Training Paradox in the Hotel Industry

Abstract

Abstract This study was undertaken to assess how hospitality managers perceive the relative effectiveness of alternative employee‐training methods to attain specific training objectives. Data was obtained from 56 hotel managers in member organizations of the Norwegian Hospitality Association (RBL). Respondents rated the effectiveness of 15 training methods for prospective use in six training situations. Training methods included were case study, videotape, lecture, one‐to‐one training, role‐play, games, computer simulations, paper‐and‐pencil‐programmed instruction, audiotapes, self‐assessments, movies/films, multi‐media presentations, computer‐assisted instruction, videoconferences, and sensitivity training. Training objectives were knowledge acquisition, changing attitudes, problem solving, interpersonal‐skill development, participant acceptance, and knowledge retention. Results indicate that one‐to‐one training is perceived the best training method across five of six objectives. For interpersonal skill development role‐play is perceived to be better than one‐to‐one training. The study is partly a replication of previous studies. The respondents were also asked which training methods they currently employ. Except from the most frequently employed method, one‐to‐one training, findings indicate that training methods in use deviate from methods perceived to be effective. This may point out a training paradox. Due to the nature of the research field, the current study is regarded as an explorative study in the Norwegian field of hospitality‐management research. Keywords: Employee traininghuman resource managementmanager perceptionshospitality industryNorway