Topic: A study on the Impacts of Training on Employee Development: A Case Study of Hotel Yak and Yeti

1. Introduction

The significance of training in the service organizations has been constantly increasing in the situation of growing complexity of work, introduction of new methods and techniques, and to cope with the internal and external changes and to gain a competitive position. In particularly, the hotel industry is labor intensive and demands skilled and competent employees (Habib et al., 2016). Employee training and development is an essential yet challenging task for the human resource development managers in the hospitality sector for improving workforce capabilities and performance for the organizational success (Davidson et al., 2011). Consequently, in hotel establishments, training is widely recognized as a source for creating competing advantages and a key function of human resources in improving the workforce performance/ productivity by developing new knowledge of modern techniques and trends, enhancing skills and competencies to specialize in their work to achieve organizational objectives. However, despite the training impact on employees and employer organization, many hotels take training as a formality which poses affect the development of the employees (Khattak et al., 2014; Nasurdin et al., 2015). In this labour intensive and highly competitive industry, there is need for the hotel organization to develop competent and flexible workforce that accommodate its skills and acquire knowledge during to adjust with technological developments, external changes and adjust to modern ways of service delivery. However, the very few hotel organizations are focusing the training interventions to develop their workforce for future role and responsibilities as majority of hotel organization focus on improving the knowledge and skills for existing work and role.  The force of employee corporate training on development of employees is not being realized fully for long –term orientation (Sandstrom, 2015). The topic of this research project is regarding the impact of training on employee development in context of a hotel organization.

The proposal of this research project include an introductory chapter that discusses the research problem statement, and main aim of the research and related objectives. This is followed by development and listing of research questions that will be investigated to accomplish the research aim and objectives. The justification for the proposed research is provided along with the expected output of the research on completion. In the subsequent part, conceptual framework is developed and discussed to the purpose of theoretical understanding of the research topic and the development of hypothesis. In the later part, the methodology is proposed for carrying out the investigation in an efficient manner which includes research approach, data sources, method of data collection and analysis. The report also includes the project budget, project schedule with the use of Gantt chart for the proposed research.

1.1 Problem statement

There are hotel managers and management that are taking training to be as a rule requirement and formality (Prayag & Hosany, 2015). Thus, these fails to recognize the significance of training to get competitiveness and an effective utilization of the available valuable human capital/ resources and fail to realize the impacts of training on the employee development aspects for its both personnel and professional improvement. Such lenient behavior can impact in a negative way on the hotel staff development especially in the case of five-star hotels (Nasurdin et al., 2015). There are few instances where hotel organizations have started realizing the consequence of training for the development of their workforce.  But, there is still a large scope and need of comprehending the direct impacts of training on employee development to align the workforce developmental needs with the organization training goals and to achieve success in formulating policies to establish the training intervention programs in the hotel organizations for their employee development.

1.2 Research aim and objectives

The aim of this project report is to investigate on the impacts of training on the employee development in the context of a five- star hotel organization (in service sector). The chosen organization is Hotel Yak and Yeti in Kathmandu in Nepal. To accomplish this aim, the following objectives are identified:

  • To review the current training programs/ practices and their purpose in the chosen hotel organization
  • To identify the impact of inadequacy of training on employee development
  • To find out the positive and negative factors of training activities on employee development area
  • To propose appropriate training interventions for the chosen hotel organization

1.3 Research questions

The research project will concentrate on the following questions:

RQ1: Are the existing training practices and programs affecting the staff development in the hotel organization?

RQ2: How lack of training affect on the employee development aspect in the hotel sector?

RQ3: What are the positive and negative factors that affect the employee development activity/ area in the hotel organization?

RQ4: What can be suitable training interventions for the hotel organization that positively contribute in the employee development?

1.4 Research Justification

The area of staff training and development is widely researched. However, the previous studies have focused on the impact on training on employee performance, organization performance, worker productivity, job satisfaction, employee motivation, employee retention and in general on the employee behavioral outcomes or attitude but not studied or included employee development in isolation. On the other hand, there are limited existing studies that have directly considered training impact on employee development. There is also no research in the knowledge of the researcher that has been conducted for employee development in isolation considering the impact of training for a five star hotel employees. Thus, the researcher felt the need to investigate the employee development area to fill the existing literature gap and contribute to the existing literature by new knowledge and inferences on the impact of training in the employee perspective.

1.5 Research potential output

The potential outcome from this research project is expected to throw light into the positive and negative impact of training on the development of employee in the five-star hotel organization. The investigation will provide the knowledge of the important factors that needs to be included in the training intervention and in formulating training and development policies to develop opportunity for high level of employee development and achieve positive impact of training on development of employee in a five star hotel. The research provide recommendations towards the training aspects for a five-star hotel organization to enhance the positive impact of training in contributing for the employee development for better outcomes for the hotel employees as well as the hotel organization which is operating in a highly competitive service sector.

2. Conceptual framework

2.1 Training in hotel sector, its need and significance

The research of Prayag & Hosany (2015) emphasize the importance and need of training in the hotel sector owing to its customer orientation and labour intensive nature which demands high skilled/ trained staff. Dhar (2015) elaborates the needs of competent workforce in hotel sector to provide high quality customer service, effective resolve customer complaints and maintain positive customer relations. In support of this, the study of Habib et al. (2016) consider training to offer excellent customer service to hotel guests along with handling the multiple tasks and responsibilities in an efficient manner to improve organizational performance and develop competitiveness. On the similar side, the research of Hossain (2017) found the need of continuous training in the hotel sector to staff technical competence, skills and knowledge as per the changing job requirements and develop improved work related behavior. The author added that training programs holds relevance in improving the ability of staff in developing a high professional attitude. In related manner, Khattak et al. (2014) found that training is required in hotel and other service organization to improve employee performance to develop organizational competitiveness.

Differently, Elnaga & Imran (2013) argue that training in hotel is needed to narrow the performance gap created by declining employee perforce owing to work stress, high workload, working conditions, low morale and obsolete knowledge, skills of workforce. The author also stated that training was significant in improving the level of commitment of staff toward the work responsibilities and employer organization. In addition, the research of Khattak et al. (2014) also found that that training needs is not limited to organization and employee performance but to develop a performing culture for improving manager-subordinate interaction among. Nasurdin et al. (2015) further elaborates that the rise of multicultural teams required the development of cross cultural competence and avoid workplace conflict which increased the need of training in hotel sector. From the above findings, view and arguments, it can be stated that there are several reasons that highlight the need of training in the hotel sectors. The researchers have signified the training significance in perspective of both employee and organizational performance.

2.2. Impacts of employee training

The existing literature highlights that several researchers and authors have studied the impact of training in the context of the hospitality, banking and other service sectors. From the research of Elnaga & Imran (2013) on impact of employee training, it is analyzed that training directly impacts the employees’ performance. Another study conducted by Khan et al. (2011) on the impact of training and development revealed that it impacts organizational performance. Tahir et al. (2014) found the impact of employee training on the level of organization commitment and turnover intentions which influenced the workplace performance and employee productivity. The study by Jehanzeb et al. (2013) found that training program has a positive impact on the job satisfaction and employee motivation in improving work commitment and employee retention. Babakus et al. (2008) research also highlight similar finding that reveals employee training impact on employee motivation in situation of work overload, stress, and fatigue in the hotel sector. These studies can be supported by the research of Westover et al. (2010) that state highly motivated and satisfied employees in job exhibit high work commitment, productivity and performance than employees who has low morale and less satisfaction in their job. Thus, the impact of training in largely reflected on the employee factors that directly and indirectly influences employee performance and organizational commitment and performance.

2.3 Relationship between training and employee development

There has been limited literature that throws light on the direct association between training and employee development. The employee development has been associated with training in relation to the acquisition of new knowledge and skills as well as enhancement of existing skills under the impact of training and development literature (Habib et al., 2016). The research conducted by Nasurdin et al. (2015) revealed that employee training impacts on the behavioral outcomes that positively affects the employee performance at job, positive work attitude, job satisfaction and negatively affect employee turnover intensions. The research of Prayag & Hosany (2015)  describe similar finding that revealed impact of training on employee development perceptions resulting in high work commitment, positive employee motivation, and more work engagement. In support of these findings, Habib et al. (2016) analyzed that an effective training program is linked to improved employee career growth and personal awareness in the current organization. It can be understood that this area has been less researched by the field experts, researchers, and academicians and the impacts of training on the employee development in stated by researchers and authors in indirect ways.

2.4 Hypothesis development

From the review of existing literature, the research project intends to test the succeeding proposed hypotheses.

Hypothesis 1

H0: The current training program does not have a negative impact on the hotel staff development.

H1: The current training programs have a negative impact on the hotel staff development.

Hypothesis 2

H0: The training does not have a positive impact on the employee skill, and knowledge acquisition.

H1: The training has a positive impact on the employee skill, and knowledge acquisition.

Hypothesis 3

H0: The training does not have a positive impact on the employee personal/ professional growth in the hotel.

H1: The training has a positive impact on the employee personal/ professional growth in the hotel.

Hypothesis 4

H0: The training does not have a significant impact on the development of employees.

H1: The training has a significant impact on the development of employees.


  1. Proposed Methodology

3.1 Research Approach

At the time of providing the research study justification, some research approaches are selected by the researcher as this is helpful to collect the specific information in its research. There are two types of research approaches with respect to accomplishing the research study within time and more effectiveness. These two approaches are the inductive approach and deductive approach to undertaking the research work. In concern of this, Jackson (2015) mentions that a deductive approach is used to examine the research hypothesis by formulating the concepts as well as theories related to the research. Instead of this, the inductive approach is selected by the researcher while including the theories that have been designed by the past researcher after observing the different facts as well as figures. Under this, the data is collected by quantitative research methodology in concern of the impact of training on the employee development under the hotels. As per this research topic, the deductive approach is effective because this restudy is proved through hypothesis (Singh, 2015).

3.2 Sources of data and data collection technique


The target population will be the employees of the Hotel Yak and Yeti that is in Kathmandu, Nepal.


The Non- probability sampling will be selected as per this research. In order to conduct the research study, the researcher will select the 50 employees of the Hotel Yak and Yeti as the sample size under the survey.


In the research methodology, the data collection method is an important factor for the researcher in order to accomplish the research with effective outcomes. In this way, it is defined as the process for collecting the essential information by using relevant resources to find the important facts for research statement (Fusch & Ness, 2015). Under the data collection methods, there are two types of data collection methods such as primary data collection, and secondary data collection that is used by the researcher in his research study (Johnston, 2017).

In the primary data collection, the data is collected by the researcher by himself.  This kind of data is original by nature but at the same time, it is very time-consuming because the data authenticity needs to be ensured. In this, it is also important that the data should be collected from relevant resources in the research. The main sources of primary are data surveys, focus group, observations and questionnaire etc (Choy, 2014). Instead of this, secondary data collection is done through already available data in relation to the research topic. Under this, the researcher does not waste time to collect the data first time that is why he selects the data that has been collected by another person for same or another purpose. There are some various resources such as trade journal, magazines, books, internet, newspaper, various publications, reports and historical documents etc that can be adopted by the researcher. Thus, as per the research topic, the primary and secondary data collection method both are selected by the researcher because for accomplishing the research, quantitative data is used that is more reliable and clear data collected by survey technique using questionnaire and by using literature review (Cavallo, 2018).

3.3 Method of Data analysis

Under the research study, it is essential to analyze the collected data and it can be done by adopting the data analysis methods. As per the research nature, there are several options that can be used by the researcher within the research. In these several research options, statistical analysis, factor analysis, cluster analysis and content analysis etc is considered in respect to examining the research results.  In a similar manner, Wickham (2016) depicts that another reason to use the data analysis is to achieve the research objective by conducting the effective and efficient research on time. Apart from this, the data analysis is also essential to evaluate and scrutiny of the gathered information that is arranged through several resources of data collection. In this way, it is determined that a researcher chooses the data analysis method on behalf of the research issue and the needs of the research topic (Silverman, 2018). As per this research topic, it is found that statistical analysis through Ms-Excel is more beneficial for the researcher because, with the help of this, data can be analyzed through using graphs, tables and statistic techniques for determining the research results.

3.4 Organization of the study

Under this research, the organizational study is as follows:

  • Chapter one will be the research proposal as determined in this study.
  • Chapter two will contain the description of the impact of training on employee development under the hotels as well as their training needs.
  • Chapter three will outline the information of methodologies such as literature review, data series, and the survey technique.
  • Chapter four will consider the several findings and analysis related to a given research topic.
  • Chapter five will be the summary of important findings and discussion on the implications within the training as well as strategies for improving the current conditions.

3.5 Project budget

As per the proposed research, the budget is $ 8,000 to accomplishing the project with more efficiency and within the provided time that is given in the Gantt chart. There are several reasons for specified reasons. In this, the literature review is undertaken so different journals, textbooks articles and online resources are required (Serrador & Turner, 2015). This will need the cost around $ 2,000. In addition, data collection is also being conducted for collecting the relevant facts this will cost around $ 3,000. In addition, the cost of data analysis will be $ 2,000. The remaining amount will be for other components.

S. No.PurposeEstimated Amount for the Research
1Literature review$ 2,000
2Data collection$ 3,000
3Data analysis$ 2,000


3.6 Project schedule and activities

4. References

Babakus, E., Yavas, U., & Karatepe, O. M. (2008). The effects of job demands, job resources and intrinsic motivation on emotional exhaustion and turnover intentions: A study in the Turkish hotel industry. International Journal of Hospitality & Tourism Administration, 9(4), 384-404.

Cavallo, A. (2018). Scraped data and sticky prices. Review of Economics and Statistics100(1), 105-119.

CG Davidson, M., McPhail, R., & Barry, S. (2011). Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.

Choy, L. T. (2014). The strengths and weaknesses of research methodology: Comparison and complimentary between qualitative and quantitative approaches. IOSR Journal of Humanities and Social Science, 19(4), 99-104.

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.

Fusch, P. I., & Ness, L. R. (2015). Are we there yet? Data saturation in qualitative research. The qualitative report20(9), 1408-1416.

Habib, A., Hossain, S., & Essien, D. D. (2016). Assessing the Effect of Training on Employees’ Performance in Nigeria Hotel Industry: A Case Study of Sheraton Hotel and Resorts Lagos. Singaporean Journal of Business, Economics and Management Studies, 51(3785), 1-13.

Hossain, T. (2017). Human resource management practices recruitment, training & benefits: a study on Radisson Blu Dhaka Water Garden Hotel.

Jackson, S. L. (2015). Research methods and statistics: A critical thinking approach. US: Cengage Learning.

Jehanzeb, K., Rasheed, A., & Rasheed, M. F. (2013). Organizational commitment and turnover intentions: Impact of employee’s training in private sector of Saudi Arabia. International Journal of Business and Management, 8(8), 79.

Johnston, M. P. (2017). Secondary data analysis: A method of which the time has come. Qualitative and Quantitative Methods in Libraries3(3), 619-626.

Khan, R. A. G., Khan, F. A., & Khan, M. A. (2011). Impact of training and development on organizational performance. Global Journal of Management and Business Research, 11(7).

Khattak, A. N., Rehman, S., & Rehman, C. A. (2014). Organizational success through corporate trainings: A case study of hotel industry of Pakistan. Journal of Business Studies Quarterly, 6(1), 167.

Nasurdin, A. M., Ahmad, N. H., & Tan, C. L. (2015). Cultivating service-oriented citizenship behavior among hotel employees: the instrumental roles of training and compensation. Service Business, 9(2), 343-360.

Prayag, G., & Hosany, S. (2015). Human resource development in the hotel industry of Mauritius: myth or reality?. Current Issues in Tourism, 18(3), 249-266.

Sandstrom, J. K. (2015). Elements of sustained hotel success: Three case studies. Washington DC: Washington State University.

Serrador, P., & Turner, R. (2015). The relationship between project success and project efficiency. Project Management Journal46(1), 30-39.

Silverman, B. W. (2018). Density estimation for statistics and data analysis. UK: Routledge.

Singh, K. D. (2015). Creating your own qualitative research approach: Selecting, integrating and operationalizing philosophy, methodology and methods. Vision19(2), 132-146.

Tahir, N., Yousafzai, I. K., Jan, S., & Hashim, M. (2014). The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan. International Journal of Academic Research in Business and Social Sciences, 4(4), 86.

Westover, J. H., Westover, A. R., & Westover, L. A. (2010). Enhancing long-term worker productivity and performance: The connection of key work domains to job satisfaction and organizational commitment. International Journal of Productivity and Performance Management, 59(4), 372-387.

Wickham, H. (2016). ggplot2: elegant graphics for data analysis. Germany: Springer.


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