Journal of Hospitality and Tourism Management 20 (201 (2013) 3) 61e 61 e67
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Journal of Hospitality and Tourism Management j o u r n a l h o m e p a g e : h t t p : / / w w w . j o u r n a l s. s. e l s e v i e r . c o m / j o u r n al al - o f - h o s p i t a l i t y and-tourism-management
Training needs assessment in a hotel using 360 degree feedback to develop competency-based training programs Jeou Shyan Shyan Horng a, Lin Lin b a b
,
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Hungkuang University, No. 1018, Sec. 6, Taiwan Boulevard, Shalu District, Taichung 43302, Taiwan, ROC Department of Culinary Art, I-Shou University, No.1, Sec. 1, Syuecheng Rd., Dashu District, Kaohsiung 84001,Taiwan, ROC
a r t i c l e
i n f o
Article history: Received 11 November 2012 Accepted 27 June 2013 Available Available online Keywords: Hotel training Competence-based Competence-based training Training needs assessment 360 Degree feedback Importante Importanteperformance analysis
a b s t r a c t
Training in small and medium-size hotels is frequently unsystematic and fails to achieve the desired results, and analyzing training needs is the � rst step in devising an effective training program. This study devises a competency-based training framework incorporating Training Needs Assessment (TNA). A case study and importancee importanceeperformance analysis are adopted to identify competency gaps. Based on the manageri managerial al competen competency cy framework framework,, the importanc importance e of competen competency cy is determin determined ed using the Fuzzy Fuzzy Delphi, and the performance is estimated via 360 degree feedback. The effectiveness of TNA is con �rmed, and the TNA framework can be applied to other hotels to optimize training programs. 2013 The Authors.
1. Introduct Introduction ion
Human resources are the most important asset for the service industry. Human resource quality determines service quality, service delivery ef �ciency ciency and customer customer satisfaction satisfaction (Chapm Chapman an & Lovell, 2006). 2006). Nevertheless, the service industry faces continuous challe challenge ngess from from employ employee ee incomp incompete etence nce,, partic particula ularly rly at the managerial managerial level. These These challenges challenges may result result from employees employees lacking motivation and not being committed to their work, and alter alternat native ively ly can be attrib attribute uted d to insuf insuf �cient training opportunities (Martin, Mactaggart, & Bowden, 2006). 2006). In the hospitality industry, changi changing ng demand demand for human human resou resourc rces es is frequ frequent ently ly ful�lled lled just just in time, time, making making it dif �cult to establish establish a long-term long-term employment employment relationship. Under the circumstances of employment problems, employers have only minimal willingness to invest in employee traini training ng (Bau Baum, m, 2007 2007). ). Compar Compared ed with with oth other er indust industrie ries, s, the tourism industry fails to provide enough career development and planning planning opportuni opportunities, ties, because most businesse businessess are small and medium-sized enterprises (SMEs), which are unable to invest suf�cient money, time, and resources in human resource development. Thus, in the tourism industry, employee training and career development are often unsystematic and inconsistent, resulting in employee incompetence and high turnover (Hjalager (Hjalager & Anderson,
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Corresponding author. Tel.: þ 886 988922231. E-mail address:
[email protected] (L.
[email protected] (L. Lin).
1447-6770/$ e 1447-6770/$ e see front matter 2013 The Authors. http://dx.doi.org/10.1016/j.jhtm.2013.06.003
2001). Chan 2001). Changi ging ng huma human n reso resour urce ce dema demand nd and and inad inadeq equa uate te training may be mutually reinforcing reinforcing factors that ultimately ultimately lead to a vicious cycle. To enhance enhance long-te long-term rm competit competitiven iveness, ess, the hospital hospitality ity industry should enhance human resource development development to improve busin business ess perfo perform rmanc ance e and servi service ce quali quality ty (Te Tenson nsone, e, 2004 2004). ). Recently, career development has attracted considerable attention from from researc researchers hers interes interested ted in tourism tourism and hospita hospitality lity (Lucas & Deery, 2004). 2004). Increasing numbers of hospitality businesses are devoting devoting themselves themselves to employee employee career development development to reta retain in the the best best tale talent nt (Yang & Wa Wan, n, 2004 2004). ). Furthermore, Furthermore, managerial-level employees require more lifelong learning opportunities, as well as a long-term, systematic personal training plan (Hjalager (Hjalager & Anderson, 2001). 2001). Training Training program program design design should should systemati systematically cally include include the following eight stages: assessing training needs, de�ning training objectives objectives,, describing describing training objective objectivess in detail, detail, developin developing g a training training program, program, establishin establishing g assessment assessment criteria, criteria, monitoring monitoring training progress, assessing training effectiveness, and obtaining feedback (Goldstein, (Goldstein, 2002). 2002). Individual stage development and data collection should be systematic. Given the time and � nancial constraints, it is crucial to optimize the training results, and this is where training needs assessment (TNA) becomes important. TNA helps managers or trainers to determine training program objectives tives and conte content nt and also also ensur ensure e its effect effective ivenes nesss and applic applicabi ability lity.. Restated, TNA de�nes the scope of training, ensures training meets objectives objectives,, and conserves conserves corporate corporate resourc resources es ( Ta Tao, o, Yeh, & Sun,
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2006). TNA data should be collected systematically and validly, and be considered with a comprehensive perspective. More and more organizations integrate multi-source feedback and 360 degree feedback in their competence development program by collecting assessment data from supervisors, subordinates, peers and employees themselves. 360 Degree feedback is applied for performance appraisals and employee development feedback, and also can be used as a reference in TNA (Seifert, Yukl, & McDonald, 2003). Employees participate in 360 degree feedback process would increase their self-awareness, and willingness to improve their competence performance (Fletcher & Bailey, 2003). However, previous studies on hospitality human resource development neglected TNA, and so this study reviewed the literature, presented TNA methods and framework for hotel human resource development, conducted a case study involving intervention with TNA, assessed the applicability of TNA, analyzed the training needs of hotel employees, and provided suggestions for applying TNA to the hotel industry. 2. Method
According to the literature, the design of TNA includes analysis of three dimensions: organization, task, and individual. Additionally, data is gathered from self- and peer evaluation to help ensure TNA is systematic. Training program content is based on a competency-based model in which each competency is prioritized. This study develops a TNA framework for the hotel industry (as shown in Fig. 1) and assesses its feasibility via a case study. The study objectives include the following: (1) Con�rm the importance of and prioritize each management competency required by the hotel industry, (2) Con�rm the feasibility and application of the TNA framework proposed study, and (3) Provide suggestionsand limits on TNA A forhotel management.
2.1. Participants and context
This study used a case study in which a resort hotel franchise was invited to participate. The hotel franchise had seven hotels in eastern and southern Taiwan, each of which sent senior hotel managers to participate in the training program, providing a total of 15 participants. These 15 participants were requested to conduct TNA on their immediate subordinates. Additionally, another 77 hotel employees participated in the 360-degree feedback, including trainees and trainee supervisors, subordinates, or peers. One hundred and thirty-seven questionnaires were issued (some employees completed two or more questionnaires) and 124 copies were returned, representing a response rate of 90.5%. The research team used the results of competency analysis to conduct interviews and discussions with the hotel general manager and human resource manager. The results of TNA, the feedback of the general manager, and in-depth analysis not only revealed the corporate culture, operating guidelines, and status quo of the managerial personnel, but also provided guidance and shaped the training program content. 2.2. Fuzzy Delphi method
This study adopted Fuzzy Delphi Method, based on experts opinions to con�rm the importance of the competencies required in a senior hotel manager. Hotel management competencies identi�ed from previous qualitative research are used as analytical indicators. The analysis includes 18 competency domains and 107 competency items (Horng, Hsu, Liu, Lin, & Tsai, 2011). Eleven experts (hotel general and associate general managers) were recommended and invited to complete the fuzzy Delphi questionnaires. The Fuzzy Delphi Method was adopted to �lter the important professional competencies of top managers. Fuzzy Delphi employs a four-step approach to data analysis. First, we establish competency items through reviews of the literature and the results of
Fig. 1. Conceptual framework of TNA in hotel industry.
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J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67
interviews, and competency indices are extracted and modi �ed to formulate a draft questionnaire on professional competencies, which were reviewed by two hotel industry experts to determine their appropriateness. Second, the surveying expert opinions are determined from an open-ended questionnaire to determine whether or not corrections are necessary. Third, we organize expert opinions collected from questionnaires into estimates and establish triangular fuzzy numbers fourth; this study �lters evaluation criteria and subjectively optimizes them with respect to the whole system under consideration (Roventa & Spircu, 2003). This study analyzed the importance of professional competencies with the total scores derived from defuzzi �cation, and then assigned each competency an importance score. 2.3. 360 Degree feedback
Grant (2002) proposed that when assessing competency-based training needs, gap analysis involves comparing performance with stated intended competencies by self-assessment, peer assessment, or objective testing. This study employed 360-degree feedback to assess hotel employee management competencies in the case study. Four assessment inventories were developed based on the hospitality management competencies model (Horng et al., 2011) to assess trainee management competencies, including selfassessment inventory, immediate supervisor assessment inventory, subordinate assessment inventory, and peer assessment inventory. Each item was rated on a scale ranging from one to � ve. The combined results of the four inventories demonstrated the performance of the trainees in each management competency. The scores from each inventory were combined and weighted to produce a performance score for each trainee. Previous studies and related literature did not suggest the most appropriate weighting for each inventory, so each inventory, based on the panel discussionwith the senior managerial personnel and general manager of the hotel franchise was assigneda weighting re�ecting organizational training consideration. The weighting of the immediate supervisor inventory was 70%, while each of the other three inventories (self-assessment, subordinate assessment, and peer assessment) had a weighting of 10%. The results of the 360-degree feedback of each trainee were presented in a 360-degree feedback report covering individual assessment results, and benchmarked to the group average. 2.4. Importancee performance analysis, I PA
Importanceeperformance analysis was used to explore hotel management competence gap for the purpose of TNA. The importance score obtained via the Fuzzy Delphi method and those obtained from 360-degree feedback were analyzed using IPA. The average performance score of each competency was set as a benchmark, with scores above the benchmark being considered highly competent while those below were considered less competent. The importance of competency was classi�ed based on Fuzzy Delphi analysis. The average scores of all competencies were set as a benchmark, with scores exceeding the benchmark being considered important while those below it were considered less important. The competencies rated as important but with lowerthan-average performance scores were considered in need of improvement and incorporated into the training needs of the hotel. 2.5. Interview
After conducting the TNA on the hotel franchise, an interview with managerial personnel and the human resources manager was conducted to con �rm the study ef �cacy and discuss trainee feedback and comments on the assessment results. The general
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manager and the human resource manager of the hotel franchise were both interviewed before and after the TNA, before the TNA, the interview is focus on the organizational training goals; after the TNA, the interview is conducted for con �rming and discussing the result of 360 degree feedback and competency gap of the trainees. Following the training program, six trainees were randomly selected for interview to explore the factors that the assessment was subject to and the challenges to TNA in the hotel industry. 3. Results
3.1. Importance and performance of managerial competency
This study invited eleven experts to � ll out Fuzzy Delphi questionnaires, and the analytical results con�rmed the importance score of each hotel management competency. The analytical results (Table 1) show that top managers in Taiwan focus more on generic practice-oriented professional competencies, and the most important �ve competencies are: leadership, crisis management, problem-solving, communication, personal relationship. Across all competency domains, the culture domain has the lowest weight in this study. The scores of crisis management , personal relationship , and leadership are all under the generic competencies, which experts rated as more important than the others. Technical competencies such as sales and marketing, information, and communication competencies were rated as less important. Table 1 also lists the performance of each competency, calculated using 360-degree feedback. The performance scores of attitude , selfmanagement and implementation are among the highest, while those of �nancial management , creativity , and foreign language are among the lowest. “
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3.2. Managerial competency gap
With the above importance and performance scores, IPA was used to explore managerial competency gap. Fig.2 shows the result. Examining the competencies with high importance but low performance score clearly reveals that the hotel franchise managerial competency gap falls into the categories of �eld management, strategic management, and human resource management. To identify hotel training needs, this study conducted further gap analysis of the competencies under each category. Field management competencies provide an example. Table 2 illustrates the performance of the competencies under the �eld management category. The performance scores were then combined with importance scores to identify all the competency gaps within the onsite management category, as shown in Fig. 3. These competency gaps are establishing SOP for F&B and room services, establishing quality standards, establishing quality control procedures, and controlling and con�rming product and service quality. These four gaps concern standard operation procedure and quality control, and thus it is suggested that cultivating quality management and standard operation capability should be the focus of �eld management training programs. 3.3. Feedback of training needs assessment
This study implemented a TNA based on fuzzy Delphi and 360degree feedback in a hotel franchise. The application and limit of TNA was identi�ed during implementation via a series of interviews. Before 360-degree feedback, those responsible for staff training were concerned since it was their �rst time to conduct such an evaluation. Because 360-degree feedback is large scale and requires multiple input sources, it may cause anxiety and the employees evaluated may respond negatively. Thus, all participants in
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Table 1
Result of hotel management competency performance and importance analysis. Competency dimension
Competency domain
360 Degree feedback
FDM
Performance (S.D.)
Importance
Self-rate
Supervisor-rate
Peer-rate
Subordinate-rate
Weighted score
mT
Generic competencies
Analysis Strategic management Implementation Problem-solving Crisis management Culture Personal relationship Communication Leadership Self-management Attitude Creativity Foreign language
3.70 (.69) 3.80 (.74) 4.00 (.64) 4.00 (.61) 3.87 (.82) 4.03 (.74) 4.13 (.61) 3.97 (.69) 4.21 (.55) 4.05 (.70) 4.16 (.66) 3.77 (.78) 2.40 (.99)
3.79 (.63) 3.58 (.47) 4.08 (.68) 3.83 (.39) 3.75 (.74) 3.96 (.57) 4.00 (.43) 3.88 (.57) 3.91 (.39) 4.08 (.58) 4.10 (.49) 3.48 (.45) 2.94 (.78)
3.81 (.62) 3.50 (.82) 3.54 (.23) 3.38 (.71) 3.62 (.86) 3.63 (.73) 3.81 (.84) 3.63 (.74) 3.63 (.79) 3.77 (.45) 3.81 (.77) 3.28 (.80) 2.83 (.78)
3.82 (.72) 3.64 (.87) 3.80 (.78) 3.74 (.80) 3.86 (.78) 3.66 (.72) 3.82 (.83) 3.83 (.89) 3.76 (.77) 3.79 (.68) 3.91 (.78) 3.46 (.78) 3.07 (.90)
3.79 3.60 3.99 3.79 3.76 3.90 3.98 3.86 3.90 4.02 4.06 3.49 2.89
0.82 0.80 0.80 0.82 0.87 0.76 0.86 0.75 0.86 0.84 0.80 0.77 0.76
Technical competencies
Field management Human resources Financial management Sales and marketing Information
3.79 (.50) 3.83 (.63) 3.29 (.74) 3.63 (.66) 3.64 (.72)
3.60 (.31) 3.65 (.42) 3.24 (.50) 3.68 (.54) 3.54 (.72)
3.38 (.60) 3.40 (.75) 3.07 (.64) 3.39 (70) 3.28 (.73)
3.71 (.67) 3.64 (.78) 3.64 (.83) 3.65 (.82) 3.53 (.94)
3.61 3.64 3.27 3.64 3.52
0.81 0.79 0.76 0.73 0.73
Note 1: � gures in brackets represent standard deviations.
the 360-degree feedback were given an introduction to the purpose of the evaluation and training in interpreting the results. Meanwhile, the evaluation received the support from the senior management of the franchise.
Introducing the main steps of the evaluation before it was implemented was essential since establishing a feedback mechanism requires employees to �rst feel comfortable with receiving feedback (Smither, London, Flautt, Vargas, & Kucine, 2004).
Fig. 2. Analysis on hotel managerial competency gaps.
J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67 Table 2
Onsite management performance scores. Competency domain
Competency items
Performance
Field management
1. Establishing SOP for customer complaints 2. Anticipating and understanding customers needs 3. Dealing with customers problems 4. Reviewing and keeping track of customer complaints 5. Building up customer relationships 6. Establishing SOP for F&B and room services* 7. Forecasting the occupancy rate 8. Knowing and following related laws and regulations 9. Planning the operation procedures for each department 10. Planning and controlling the supplements inventory 11. Establishing quality standards* 12. Establishing quality control procedures* 13. Controlling and con �rming the quality of products and services*
3.949 3.797
’
3.977
’
Note: * represents areas of competency gaps.
3.903 3.880 3.557 3.510 3.492 3.555 3.272 3.322 3.360 3.626
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Additionally, all the questionnaires were completed anonymously to enable evaluators to answer the questions stress-free. However, anonymity also made it impossible to track all questionnaires, including their return rate, and meant that evaluators could not be held accountable for their answers. In this research, the return rate of assessment questionnaires by subordinates was relatively low. Previous studies found self-assessment results were more exaggerated and unstable compared with assessments by others or objective performance indicators (Paige et al., 2008), a phenomenon otherwise known as the leniency effect (Van der Heijden & Nijhof, 2004). In this study, self-assessment scores appeared slightly higher than those of other source assessments, particularly peer assessment. One reason for this phenomenon was that peers are also competitors. On the other hand, participants read the report on 360-degree feedback and believed the results of selfassessment were most accurate and re�ected their status quo. In previous studies, 360-degree assessments were designed to enhance employee self-awareness, with the assessment being focused on self-re�ection (Brett & Atwater, 2001; Tornow, 1993; Yammarino & Atwater, 1997). Study participants believed that the assessment results helped with self-re�ection, and the scores from different assessments helped them plan their career development path. Previous studies suggested that 360-degree feedback was mainly used for promotion or salary rises. This study incorporated 360-degree feedback in TNA, and increased employee willingness to accept assessment results (Curtis, Harvey, & Ravden, 2005; Smither, London, & Reilly, 2005).
Fig. 3. Areas with competency gaps under � eld management. Note: the labels (1e13) in the �gure are the competency items of � eld management. 1: Establishing SOP for customer complaints; 2: anticipating and understanding customers needs; 3. dealing with customers problems; 4. reviewing and keeping track of customer complaints; 5. building up customer relationships; 6. establishing SOP for F&B and room services; 7. forecasting the occupancy rate; 8. knowing and following related laws and regulations; 9. planning the operation procedures for each department; 10. planning and controlling the supplements inventory; 11. establishing quality standards; 12. establishing quality control procedures; 13. controlling and con �rming the quality of products and services. ’
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4. Discussion
The purpose of the study is to develop a TNA framework, and con�rm its feasibility and application. To offer a systemic TNA framework for the hotel industry, past studies suggest applying the three-fold approach TNA consolidated organizational, task, and individual analysis (Goldstein,1980; Holton, Bates, & Naquin, 2000; McGehee & Thayer, 1961; Noe, 2008; O Connor, Bronner, & Delaney, 1996). ’
(1) Organizational analysis: the study conducted interviews with general manager and human resource manager to learn the organizational develop goal and strategy, and also understand their training resources. (2) Task analysis: task analysis is to identify and generate a list of the relevant tasks that should be considered for trainee. Hotel manager competence model is applied in the study which contains 18 competency domains under generic competencies dimension and technical competencies dimension (Horng et al., 2011). (3) Individual analysis: Individual analysis analyzes how well the individual employee is doing the job and determines which competence should be trained. The study adopted 360-degree feedback by using different approaches to analyzing the results of self-assessment and assessment by others. Each competency in the assessment was assigned both importance (from task analysis) and performance (from individual analysis) scores, and important and performance analysis (IPA) was used to assess competency gaps by analyzing the high importance but low performance score competency items to reveals the hotel franchise managerial competency gap. Following organizational analysis, the researchers discussed with hotel senior managers and heads of human resources to con �rm the effective implementation of the training program. The analytical results are incorporated into the design and implementation of future training to identify and bridge trainee competency gaps. Additionally, pre-assessment introduction, post-assessment interpretation, and general manager s fully support were critical to the success of 360-degree feedback. It is necessary to build an effective feedback culture in the organization, and make the participants feel comfort with feedback. The study conducts 360-degree feedback with anonymous method, however, the subordinate assessment inventory returning rate is relative lower than other source inventories; indicates some participants still feel pressure while rating their supervisors. Smither et al. (2005) propose that self-assessment seems to be more exaggerated than others rating. The study also found that self-assessment is higher than others assessment, and the lowest rating is from peer assessment; indicates the competitive atmosphere of organization may in�uence the assessment. The study offers 360-degree feedback report covering individual assessment results, and benchmarked to the group average, participants expressed that this report and self-other rating differences enhance their self-awareness and self-re�ection, and help them setting performance improvement goals. Previous studies on hotel management competency mostly focused on prioritizing the importance of individual management competencies, but the most important competency may not be the one that requires the most training. Besides, the competency with the worst performance is not necessarily that which most requires training. This study found foreign language to have the worst performance, but it was less important than the other competencies, and was excluded by TNA from training priorities. The reason for the lower importance of foreign language may be that foreign languages are rarely used except in some world-class hotels. ’
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Additionally, the major customer segment of the hotel franchise in the case study is domestic tourists and mainland China tourists, so there was no pressing need to enhance the foreign language competency of managerial personnel. This example demonstrates the importance of consolidating analyses of different dimensions to design effective training programs and avoid wasting resources. This study validated the TNA framework using a case study to provide a TNA process and tools. However, several limitations should also be noted. First, the competency gaps identi �ed in the case study come from a small sample of managers in a hotel industry from one country do not apply to other hotels. With more case studies on the TNA framework, it becomes easier to con�rm the validity of the research methodology and tools. Second, the research focus is TNA using managerial competency framework. With regard to background and environmental factors are excluded, managerial competencies may be slight different in various types of accommodation such as leisure hotel, commercial hotel, or budget hotel. While these limitations need to be considered in interpreting the �ndings, this study addresses an important topic that will become increasingly signi�cant in the future. In this article, we developed a framework of TNA, suggested future practitioner to carry out this framework, and applied to the competency develop system for longitudinal tracking managerial employees competency performance. ’
Con�ict of interest statement
We have no �nancial and personal relationships with other people or organizations that can inappropriately in�uence our study; there is no professional or other personal interest of any nature or kind in any product, service and/or company that could be construed as in�uencing or the review of the manuscript. References
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