1.1.

Background to the research

Training is a systematic acquisition and development of the knowledge, skills, and

attitudes required by employees to adequately perform a task or job or to improve
performance in the job environment (Tharenou, Saks and Moore, 2007:252). It primarily
focuses on teaching organizational members on how to perform their current jobs and
helping them acquire the knowledge, skills and understanding of the organization and
its goals that they need to be effective performers (Jones, George and Hill, 2000).

Finally Ivancevich (2010), says training is an attempt to improve current or future

performance of an employee and it is important for both new and current employees He
quotes Clifton & Fink (2005), as follows:
Training is a systematic process of altering the behavior of employees in a direction that will
achieve organization goals. Training is related to present job skills and abilities. It has a current
orientation and helps employees master specific skills and abilities.

Performance is a major multidimensional construct aimed to achieve results and has a

strong link to strategic goals of an organization (Mwita, 2000) .As the Mwita (2000)
explains that performance is the key element to achieve the goals of the organization so
to performance increase the effectiveness and efficiency of the organization which is
helpful for the achievement of the organizational goals. Although it is costly to give
training to the employees but in the long run it give back more than it took (Flynn et al.,
1995; Kaynak, 2003; Heras, 2006).
Every organization should develop its employees according to the need of that time so
that they could compete with their competitors (Carlos A. Primo Braga, 1995).
Some of researchers khan (2010), Osman et al. (2011), Barrett and OConnell (2001) agrees
that training contributes significantly in the business world because it improves the
effectiveness and efficiency of both employees and organizations. Besides, there are few
studies found that training can not only be able to increase organization performance but
also in term of profitability ( Faems et al., 2005; Storey, 2002). Especially these studies
revealed that training practices influence business performance outcome and quality
performance outcome. A comprehensive training design structure is capable of
improving productivity and encouraging better products performance and quality
(Goerrero & Barraud-Didier, 2004). Meanwhile, in another study Garcia (2005) concluded
that, training leads to employee, client, and shareholder satisfaction. Training for
organizational staff ensures that service provided to the customer is at the most
satisfactory level. (Paul and Anantharaman, 2003). They stated that any improvement in
the staff efficiency will lead to better services after purchase and increase customer
satisfaction, finally will increase revenue.

Stone R J. (2002), Human Resource Management 2nd Edition, Jhon Wiley & Sons 2002.

Fakhar Ul Afaq, Anwar Khan (2008), Case of Pearl Continental hotels in Pakistan,
Relationship of training with Employees Performance in Hoteling Industry.

Richard Chang Associates, INC., Measuring the impact of training, demonstrate the
measureable results and return on investment.

Iftikhar Ahmad and Siraj ud Din,Gomal Medical College and Gomal University,

D.I.Khan,Pakistan(2009),EVALUATING TRAINING AND DEVELOPMENT

Chris Amisano, (2010), eHow contributer Relationship between traning and employee
performance.

Robart T.Rosti Jr, Frank shipper, (1998), A study of the impact of training in a
management development program based on 360 feedbacks.

Workforce.com, (May 22, 2006), Special report: Training and Development). Roger
Kaufman-Florida State University

Donald Nickels,M.A,(2009), http://blogs.payscale.com/compensation/2009/09/effects-

of-training-on-employee-performance.html

Michael Armstrong. 2000. Understanding training. Human Resource Management

Practice. 8th Edition. Kogan page limited, London. pp:543
Mark A. Griffin. Andrew Neal.2000. Perceptions of Safety at Work: A Framework for
Linking Safety Climate to Safety Performance, Knowledge, and Motivation. Journal of
Occupational Health Psychology Vol. 5(3), pp:347-358

Phillip Seamen .Anita Eves. 2005. The management of food safetythe role of food
hygiene training in the UK service sector. International journal of hospitality
management Vol. 25(2), pp: 278-296

Thomas N. Garavan. 1997. Interpersonal skills training for quality service interactions
Industrial and Commercial Training Vol. 29 (3) ,pp:7077

Carlos A. Primo Braga.1995. The Impact of the Internationalization of Services on

Developing Countries. Article based on a World Bank report, Global Economic
Prospects and the Developing Countries Washington. Retrieved from
http://www.worldbank.org/fandd/english/0396/articles/070396.htm

Ginsberg, L.1997. Training for the long haul. Computer Shopper. Vol: 17, p: 4

Tsaur, S.H., Lin, Y.C.2004. "Promoting service quality in tourist hotels: the role of HRM
practices and service behavior", Tourism Management, Vol. 25 pp.471-

Flynn, B.B., Schroeder, R.G., Sakakibara, S. 1995. "The impact of quality management
practices on performance and competitive advantage", Decision Sciences, Vol. 26 pp.659-
91

Tom Baum. Frances Devine. 2007. Skills and training in the hotel sector: The Case of
front office employment in Northern Ireland. Tourism and Hospitality Research Vol: 7,
pp: 269280

Shepard, Jon Robert W. Greene. 2003. Sociology and You. Ohio Glencoe McGraw-Hill.

Ruth Taylor, Doug Davies. 2004. Aspects of training and remuneration in the
accommodation industry. Journal of European Industrial Training.
Vol: 28(6), pp:1-2.

Partlow, C.G. 1996. "Human-resources practices of TQM hotels", Cornell Hotel &
Restaurant Administration Quarterly, Vol. 37 No.5, pp.67-77

Deming, W.E. 1982. Quality, Productivity and Competitive Position, MIT Center for
Advanced Engineering, Cambridge, MA.
Asare-Bediako, K. 2008. Professional Skills in Human Resource Management 2nd ed.
Asare-Bediako 7 Associate Limited, 277 Windy Hills.

Mullins, J. Laurie. (2007). Management and organizational Behavior 8th ed. Prentice Hall.
Pearson Education, Edinburg Gate.

Heathfield, S. M. (2012). Training: Your investment on people development and

retention. About.com Guide. Human Resource [on-line] Assessed on January 20, 2012
from the World Wide Web.
http://humanresources.about.com/od/educationgeneral/a/training_invest.htm

Dessler, G. (2008). Human Resource Management 11th ed. Pearson International Edition.

Ivancevich, J. M. (2010). Human Resource Management 8th ed. Boston: Irwin McGraw-
Hill

Noe, R. A. (2006). Employee Training and Development 4th ed. McGraw-Hill Irwin

Thomson, A. (2002). Managing People and training and Development 3rd ed.
Butterworth-Heinemann.

Cascio, W. F. (1992). Managing Human Resources: Productivity, Quality of Work life,

Profits. McGraw-Hill Inc.

Mumford, A. (1987). Using reality in management development: Education and

Development 3rd ed. Short Rum Press Ltd.

Tharenou, P., Saks, M.A. and Moore, C. (2007), A review and Critique of research on
training and organizational-level outcomes, Human Resource Management Review
(17): 251-273

Jones, G.R., George, J.M., and Hill, C.W.L. (2000), Contemporary Management, New York:
Irwin and McGraw Hills.

Holden, L. (2001), Human resource development: the organization and the national framework,
in Beardwell et al. (eds), Human Resource Management: a contemporary approach.
Essex: Pearson Education Limited.

Okanya, S.P. (2008), Reconciling Organisational Performance and Employee Satisfaction

through Training: The case of Soroti District Local Government, A Research Paper presented
for the award of Masters of Arts in Development Studies, at the Institute of
Social Studies, Hague.
Thang, N.N., Quang, T. and Buyens, D. (June, 2010), The relationship between training
and firm performance: a literature review, Research and Practice in Human Resource
Management, 18(1). Singapore Human Resources Institute and Curtin University of
Technology. [Accessed 9 October, 2012]

Kozlowski, S., Brown, K., Weissbein, D., Cannon-Bowers, J., and Salas, E. (2000). A
multilevel approach to training effectiveness, In Klein, K. and Kozlowski, S. (Eds.),
Multilevel theory, research, and methods in organizations: Foundations, extensions, and new
directions (157-210). San Francisco, CA: Jossey-Bass Publishers.

Pinnington, A. and Edwards, T. (2000), Introduction to Human Resource Management,

USA:Oxford University Press.