Employee Training and Development

Institute of Hospitality Management in Prague
Koval Svitlana
Employee training and development
Bachelor dissertation
2015
Employee Training and Development
Bachelor dissertation
Koval Svitlana
Institute of Hospitality Management in Prague

Department of Hospitality Management
Major field of study: Hospitality Management

Dissertation advisor: Ing. Stanislava Belešová, PhD
Date of submission: 2015-04-23
Date of defense:
Email: svitlanakoval24@gmail.com
Prague 2015
Oath
I swear
that the bachelor dissertation titled Employee Training and Development was written by me
independently, and that all literature and additional material used are cited in the bibliography
and that this version is exactly the same as the work submitted electronically.
In accordance with §47b law no. 111/1998 coll. on higher education institutions, I agree to my
dissertation being published in its complete form in the publicly accessible electronic
database of the Institute of Hospitality Management in Prague.
……………………………………
Koval Svitlana
In Prague on 23.04.2015
Taking the opportunity, I would like to thank all employees who`s helped me to fulfill my
research.
Furthermore, I would like to thank my supervisor Ing. Stanislava Belešová, PhD, for her
valuable advices and great support.
Abstract
KOVAL, Svitlana. Employee training and development. [Bachelor dissertation] Institute of

Hospitality Management in Prague. Prague: 2015. 48 pages.
The study was intended to determine whether Marriott Hotel Prague provides training and
development programs (TDP) to their employees and analyze how the TDP contributes to
their personal development. After the research author will provide suggestion for the
improvement of TDP at the Marriott Hotel Prague.
Several objectives have been created in order to answer the research question and fulfill the
aim of the study. This study applied the “case study research method” with Marriott Hotel
Prague as the object of the research. In this thesis, author has used questionnaires techniques
and structured interview as a part of the research method to obtain enough empirical evidence
for analyzing Marriott Hotel Prague Training and Development programs.
Analysis has revealed that Marriott Hotel has an elaborate TDP, which is mostly internal and
tailored on their specific needs. These programs, some of which are mandatory, are designed
for both Managers and Non Managers. Overall, the TDP was found to meet employee’s needs
from a job performance and career development perspective. Main area for improvement is to
provide most of the training in Czech language, as currently the majority of the training is
conducted in English.
Key words: Employee development, Designing training, Human resource management, Staff
training, Training methods.
Abstrakt
KOVAL, Svitlana. Employee training and development. [Bakalárska práca] Vysoká škola
hotelová. Praha: 2015. 48 pages.
Cílem studie bylo zjistit, zda hotel Marriott Praha poskytuje svým pracovníkům školící a
rozvojové programy (Training and Development Programs, TDP) a analyzovat, jak TDP
přispívají k osobnímu rozvoji pracovníků. Po provedení výzkumu autorka poskytne návrhy na
zlepšení TDP v hotelu Marriott Praha.
K zodpovězení hlavní otázky a splnění cíle studie bylo stanoveno několik cílů. Ve studii byla
používána výzkumná metoda případové studie, jejímž objektem byl hotel Marriott Praha. Jako
součást výzkumné metody v této studii autorka využila dotazníkové techniky a strukturované
rozhovory, aby získala dostatek empirických důkazů k analýze školicích a rozvojových
programů hotelu Marriott Praha.
Analýza odhalila, že hotel Marriott disponuje propracovanými TDP, které jsou především
interní a upravené na míru specifickým potřebám hotelu. Tyto programy, z nichž některé jsou
povinné, jsou určeny jak pro manažery, tak nemanažerské pracovníky. Celkově bylo zjištěno,
že TDP splňují potřeby zaměstnanců z hlediska výkonu povolání a rozvoje kariéry. Hlavní
oblastí pro možná zlepšení je poskytování většiny školení v českém jazyce, protože v současné
době je většina školení vedena v angličtině.
Klíčová slova: Projektovani školici, Rízení lidských zdrojů, Rozvoj zaměstnanců, Skolení
personálu, Skolicí metody.
Table of Contents
Introduction .................................................................................................................................1
1. Human Resource Management (HRM) ............................................................................4
1.1 Definition of HRM ........................................................................................................4
1.2 HRM Process ................................................................................................................5
1.3 Training and Development ...........................................................................................9
1.3.1 Designing Training .........................................................................................10
1.4 Traditional Training Methods .....................................................................................14
1.4.1 Presentation ......................................................................................................14
1.4.2 Hands-on .........................................................................................................15
1.5 Technology – Based Training Methods ......................................................................16
1.5.1 E-Learning ......................................................................................................16
1.5.2 Simulation and games .....................................................................................17
1.6 Blended learning ..........................................................................................................17
2. Methodology ....................................................................................................................19
2.1 Research methods .......................................................................................................20
3. Analysis and results of the findings ................................................................................22
3.1 The training programs at the Marriott Hotel ...............................................................22
3.2 Respondents profile ....................................................................................................25
3.3 Training regularity and preferred training methods .....................................................27
3.4 Training effectiveness ................................................................................................32
3.5 Training satisfaction and evaluation ...........................................................................36
4. Recommendations ...........................................................................................................41
Conclusion ........................................................................................................................44
List of reference ..................................................................................................................... 47
List of appendixes .................................................................................................................. 49
List of Figures and Tables
Figure 1: HRM Process
Figure 2: Training design process
Figure 3: Position
Figure 4: Length of services
Figure 5: Regularities of the training in the hotel
Figure 6: Training methods
Figure 7: Obligatory vs Voluntary
Figure 8: Training contribution to the personal development
Figure 9: Necessity of the training to the employee’s job performance
Figure 10: Employees satisfaction
Figure 11: Evaluation of the training
Table 1: Comparison between training and development

Table 2: Marriott Int. Lodging Training (part of the training cycle)
Table 3: Respondents structure based on departments
Table 4: Employees overall evaluation of the TDP based on departments
Introduction
One of the negative outcomes of the recent financial crisis is that companies in an effort to
reduce costs reducing or stopped trainings and development without fully anticipating the
consequences, as their objective was to improve short-term profitability and the current
quarter financial results.
As most companies are competing in the race for talent, it is important not to neglect training
and development as this will come at a high price, such as the loss of top young talent. Hence
making it imperative for companies to have a long term sustainable, consistent and focused
training and development program which supplements that regular “on the job training” aimed
at ensuring employees are well equipped skills required for performing both current roles
(through training) and future roles (through development).
In this context mentoring, coaching and active leadership and supervisor support are critical in
supplementing the training and development programs.
The hotel and hospitality industry, which is a service-oriented business, highly depends on
employees who mainly have “face-two-face” interactions with the customers. Moreover,
employee’s should have the right set of training and development to ensure that the service
provided to the customers are provided in accordance with the standards set by the hotel and
expectations of the customers, as the employees are the face of the hotel.
The starting point for choosing this topic was a working practice at the Marriott Hotel Prague
where author has three-month internship. She has acquired a positive experience about their
training and developing programs.
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Aim and objectives of the research
The aim of this research is to determine whether Marriott Hotel Prague provides training and
With the purpose of achieving the aim of the study, several objectives have been set:
Objective one: Examine the TDP in use, at the Marriott Hotel such as “In The Beginning”
and “Core Management Program”.
Objective two: Consider whether the TDP at the Marriott hotel helps the staff in their
development and enhancement of their careers.
Objective three: Assess the employee overall satisfaction of the TDP at the
Marriott Hotel Prague.
Objective four: Produce recommendations on how to improve the TDP.
In order to give a direction of the study the research question was generated:
Research Question: Is the TDP at the Marriott hotel helping the employees in their
personal development and enhancement of their careers?
Research methods
This study applied the “case study research method” with Marriott Hotel Prague as the object
of the research. In this thesis, author has used questionnaires techniques and structured
interview as a part of the research method to obtain enough empirical evidence for analyzing
Marriott Hotel Prague Training and Development programs.
Qualitative and Quantitative methods was used in this research. The quantitative techniques
was done through questionnaires. Whilst, the qualitative method presents a structured
interviews with the Director of HR, Director of the Sales & Marketing Department and
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Training manager. As these are managers, their responses will provide additional
perspectives, which will be validated against the quantitative data and support the “Managers
vs Non Managers” comparison response analysis.
Author will adapt triangulation method by combining the secondary data (literature review)
with that of the primary review data (questionnaire and interview). The outcome of this will be
discussed in the chapters “Analysis and results of findings” and “Recommendations”.
Structure of the theses

This Bachelor dissertation is divided into four chapters
In the first chapter author, determine the HRM and HRM process that included the training
and development. In the training and development section researcher focused on a training
design process which includes needs assessment, transfer of the training, program design and
training evaluation. Furthermore, the various training methods was explained, as this is
important to determine which is in use at the Marriot hotel Prague.
Second chapter presents the research methods of the data processing, which author adapted for
the study.
Third chapter is based on the case study of the Marriott Hotel Prague. Author introduce the
basic principles of the Marriott philosophy and the training programs, which is in use at the
Marriott hotel. Moreover, researcher will analyze the result of the findings with the short
summary in the end of the chapter.
In the last chapter author will provide recommendation on how to improve training and
development programs at the Marriott Hotel Prague and how to solve the main problems,
which was found during the research. Moreover, researcher will provide conclusion in the end
of the chapter to summarize all findings during the research.
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1. Human Resource Management (HRM)
In this chapter author will define the human resource management with the description of the
HRM process, including stages of this process. Training and development it is the part of the
HRM process, which author described starting from the chapter 1.3.
1.1 Definition of HRM
Armstrong (2006a) explained the HRM as a “strategic and coherent approach to the
management of an organization`s most valued assets – the people working there who
individually and collectively contribute to the achievement of its objectives”.
Dessler (2005) described HRM as a “ policies and practices involved in carrying out the
“people” or human resource aspects of a management position , including recruiting,
screening, training, rewarding, and appraising”.
Despite the fact, that many authors have described HRM in various ways, the basic principles
of the HRM definition, which is all about how the organization manages their human resource.
Even without knowing the definition of HRM everyone would understand that word ‘human’,
refers to ‘people’, the word ‘resource’ we can understand as “assets” something that brings the
material value and the “management” suggest that the HR should be managed in the right way.
As the success of a company depends mainly on how effective, their employees execute their
roles and responsibilities. It is imperative to have a process in place, which ensures that their
potential is maximized and focus on their retention through the implementation of an effective
training and development programs and reward system.
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1.2 HRM Process
The most important roles of the HRM is to set the jobs with the ‘right people in the right place
in the right time’. The HRM process can be present through eight activities (Figure 1) such as
“employment planning, recruitment and downsizing, selection, orientation, training and
development, performance appraisal, compensation and benefits, safety and health” (Robbins,
DeCenzo, Coulter, 2013, pp.184, 185).
Figure 1: HRM Process
Strategic human Recruitment and

Safety and health
resource planning downsizing
Compensation and
benefits Selection
Performance Training and

management development Orientation
Resource: processed based on Robbins, DeCenzo and Coulter, 2013.
Employment planning
Laura Dias (2011) described human resource strategy as “an elaborate and systematic plan of
action developed by a human resource department”. She also explains a HR strategic plan as
“the major objectives the organization wants to achieve”, and HR plan as “specific activities”
which will help to accomplish strategic plan.
According to Armstrong (2006) strategic human resource planning can also be defined as
process, which refers to people as ‘most important strategic resource’ which helps the
organization to achieve their corporate goals.
HR strategy focus on the activity such as (Armstrong, 2006):
- what kind of employees do they have, and if they is the right ones;
- forecast the future needs of the employees, making sure if they have a right skills;
- to be aware that the people, which was employed, is developed in a right way and in the
future prospective can improve organizational performance (Armstrong 2006, pp 363,364).
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Recruitment and downsizing
According to Laura Dias (2011)”recruitment is process that provides the organization with
a pool of qualified job candidates from which to choose”.
While downsizing is the ‘elimination of jobs in an organization’. When the managers identify
a surplus in the staff planning, which means that company is over loaded, the best solution will
be the reducing of the workforce.
In the hospitality industry, is vital to recruit the right service-oriented job candidates. If the
organization will hire people with a poor skills and low performance level, after all, this can
reflect a guest satisfaction. Each company can choose what kind of source they want to use
internal or external recruitment (Robbins, DeCenzo, Coulter, 2013, p. 202).
Internal recruiting refers to the promotion of suitable employees within the company, which
gives some benefits to the organization in terms of decreasing of the training cost, and the
opportunities for the internal employees to grow, will make them more motivated.
However, there is also some disadvantages of this method such as, no more flows of new
ideas, the employees that haven’t been promoted get offended on the system
(Jordan, Tang and Kyung, 2006, pp. 95-100).
The overall purpose of external recruiting is looking for the potential employees from outside
sources. Armstrong (2006) described outsourcing recruitment as a “getting agencies or
consultants to carry out at least the preliminary work of submitting suitable candidates or
drawing up a short list.”
The benefits of external recruiting is the fresh look to the organization and new ideas, in some
cases is would be cheaper than to train internal employees also can “serve as a form of
advertising for the company”. There is also some disadvantages like complications in a
finding right people and the overall cost of hiring is higher than to employed internal staff
(Jordan, Tang and Kyung, 2006, pp. 95-100).
Selection
After the successful recruitment, managers have to find out who will be more skillful for the
job. Poliakova (2006) explained selection as a ”legal discrimination among job candidates”.
Gatewood, Field and Barrick (2011) defined selection as “the process of collecting and
evaluating information about an individual in order to extend an offer of employment”.
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The purpose of this process is to select right individuals who will be able to succeed in their
work. Poliakova, (2006) states that, “selection in practices should be both reliable and valid”.
The validation concentrated on obtaining and assessing the data to determine if the worker
knowledge, skills and abilities, is “related to successful job performance” (Gatewood, Field
and Barrick, 2011, p. 13).
Reliability is a test condition to which selection tool measure everything consistently. If a test
is reliable score of the any candidates, will stay the same consider that the measuring aspects
are also the same. Nevertheless, even if the test will have high reliability in the employment
situation it will be worthless without high validity (Torrington, Hall, Taylor, 2005, p. 149).
Orientation
When the right people being selected, the next step is orientated them to the organization.
According to Cadwell (1988), the aim of the orientation is to introduce new employee to the
organization. If the introduction to the organization is not planned well the employees who
was very enthusiastic in the beginning can develop the opposite perception. This could lead to
another turnover, as result; company should start whole employment process all over again.
Karen Lawson (2006) explained orientation as process, not an event, by which new hires
introduced to the organization`s philosophy, values, norms and culture. Orientation program it
is also the first training that each employees can experience. Generally, orientation programs
present by traditional training methods like lectures or employee handbook.
Consequently, a well-planned orientation programs with the right training approach will set
the right tone for the employee’s future achievements.
Training and development. When the right employees being selected and get first
introduction to the organization, they are ready to get deeper knowledge in the way of training
and developing their skills. Since training and development is the main topic of the thesis,
therefore, author will talk about training and development in the chapter 1.3.
Performance management
Performance management was defined by Armstrong (2009) as “a process for establishing
shared understanding about what is to be achieved and how it is to be achieved, and an
approach to managing and developing people that improves individual, team and
organizational performance”.
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Implementing an effective performance appraisal process is critical for organization, to ensure
that employee’s potential is optimized and that their contributions recognized and rewarded
affectively.
In this context, Ollstein and Young (2006) described several appraisal methods that can
evaluate staff performance (author will describe just few of them), such as:
- ranking methods: current approach based on the ranking, which means the staff
evaluation from ‘best to worth’. However, this evaluation cannot determine why one worker is
more valuable than other;
- forced Distribution: statistical analysis indicates that the outcome of ranking of employees
has a bell-shaped curve resulting in managers having to rank their employees in top, average
and bottom performers. The risk of this method lies in the determining the bottom performers
who in times of redundancies are the first to be considered for contracts to be terminated,
whilst the top performers to be considered for promotion;
- critical Incidents: monitoring and logging employee’s behavior in special situations
provides the manager with information with positive actions used as role model, whilst
negative actions can be sanctioned. However, managers have to be very attentive, as they need
to keep a constant and consistent perspective on each worker incidents
(Ollstein and Young 2006, pp. 239-240).
Compensation and benefits

When managers evaluate employee performance, they can have clear view about individuals
to whom can be used compensation program, which allowed rewarding the top performers
with promotions to another position or some bonuses. Compensation administration is the
process of determining the level of payment to the workers, which helps to attract and keep
competent employees by giving them fairness compensation and good benefits packages
(Robbins, DeCenzo, Coulter, 2013, pp.200-202).
Furthermore, Armstrong (2006) also described benefits in a similar manner, as a part of
compensation package provided with the different way of payment, which design to motivate
individuals in their future achievement.
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Safety and Health
Finally, the last part of HRM process is safety and health policies and programs, which
concentrated on protecting employees in their workplace. Each businesses can have unsafe
condition in their working environment such as mechanical or physical condition that can
cause accident. However, managers can reduce unsafety acts by providing preventive
maintenance of equipment, or through motivation by providing incentive programs, or posting
the posters near that area where accidents can occur. After all, the best solution is well
structured training, which insures that employees are properly educated, in order to prevent
health and safety risks. (Dessler, 2005, pp. 602-641)
1.3 Training and Development

Hospitality industry is intangible, other words to say is service industry, which means
interaction with people in day-to-day activities. Therefor it will not be enough just recruiting
and selecting potential employees, because this step will not guarantee that the new staff will
know what to do or how to do it in the right way.
Moreover, the hospitality industry has low barriers to entry and this leads to the high
competition, and to compete in such market hotels should have training programs, which
would help them to gain market share in the industry.
“Training refers to the methods used to give new or present employees the skills they need to
perform in their jobs” (Dessler, 2005).
“Development Programs designed to help employees develop skills and knowledge
necessary to handle future responsibilities” (Sommerville, 2007).
Table 1: Comparison between training and development

Training Development
Focus Current Future
Use of work experience Low High
Goal Preparation for current job Preparation for changes
Participation Required Voluntary
Resource: Noe, 2013.
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As Table 1 shows, training focus on the preparation for the current job and its mandatory
meaning that employees have to participate. However, development is voluntary and focus on
the future perspectives but required high work experience (Noe, 2013, p. 368).
According to Noe (2013) we can’t underestimate the importance of training and development
for the businesses. He also states, that “overall goal of TD is learning”. Learning means
process in which employees getting right skills, knowledge and attitudes. However it`s not just
about employees and their own benefit but also about “companies competitive advantage,
through improving employee performance”.
Sommerville (2007) believed that TD is the kind of the investment to the company’s future
success.
As example, to help the employees in their personal development Marriott hotel provides to
their associate a special training program, which is “Core Management” training. This
program include three levels of the training and the training from the second and third levels
will be available if the employee fulfill first level. By this approach Marriott company want to
be sure that their associate did not had a gap in the learning process but get the right skills and
knowledge, which employees can use to improve their job performance. (Marriott Int., 2014)
To improve staff performance companies have to provide well planned training which will be
concentrated on the improvement of the staff skills, knowledge and behavior and will help
employees to meet their job performance standards. (Hayes, Ninemeier, 2009).
1.3.1 Designing Training
Each company want to be sure that their workers prepared good for the job, which they are
doing. There for, management have to design effective training to ensure that their staff is
ready to perform on the expected level.
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Noe (2013) explained four stages on how to design effective training. Figure 2 presents
training design process such as needs assessment, learning and transfer of training, program
design and training evaluation.
Figure 2: Training design process
Resource: processed based on Noe, 2013.
Needs Assessment. Training design process starts with a needs assessment, which identify
if the training is necessary. Moreover, needs assessment is the process of collecting
information, which helps to determine where in the organization is low performance level and
based on this, set the direction for the trainings process to improve current performance level
within organization (Barbazette, 2006).
Needs assessment include three factors to analyze (Noe, 2013, pp. 113-137):
1. organizational analysis. This types of assessment looks at the organization as a whole and
helps the company to know if the training programs can support their strategic direction.
Furthermore, it is important to know if an organization has resources to create or buy the
training programs. Finally, good training will be just a waste of money and time if an
organization will not motivate and support their staff;
2. person analysis. The personal analysis determine the performance of an individual
employees and based on this an organization would give the training to those individual who
is having problems to perform on their job;
3. task analysis. This type of assessment includes specific tasks, knowledge, skills and
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abilities, which is required to the job within organization. Moreover, task analysis takes a lot
of time to process and summarize data from many different people in the organization.
In addition, task analysis should determine what the employees really do on their job, and
what they have to do to complete the certain tasks.
Learning and Transfer of training. Each company want to ensure that their training
is done effectively and that their employees used what they have learned in their jobs.
Therefore, learning and transfer of training are needed to accomplish a successful training.
Kolb, (1984) described learning as the “process whereby knowledge is created through
transformation of experience”.
Moreover, Buckley and Caple (2009) states that “at the heart of training is learning process”,
which consist of various training methods that could be adapted in the process of learning.
Transfer of training is the after training process, which shows how the employees used what
they have learned in their every day job. However, there is also negative transfer of training
that can occur, if the trainees will not apply to their every day job, skills and knowledge,
which was attained by the training.
Consequently, companies should support and motivate their employees and ensure that the
task, which was used during the training, can be applied to the trainees working environment
(Buckley and Caple, 2009, pp. 162-165).
Program design. An effective training design includes “translation of objectives and

strategies into a balanced program of instruction and learning” (Buckley and Caple, 2009).
The program design process consist of three phase (Noe, 2013): pre-training, the learning
event and post-training.
Phase 1; creating positive work environment which supports the learning and transfer
is key for preparing, motivating and energizing the trainees.
Phase 2; planning on how the training will be conducted focuses on preparing
instructions, planning the activities, choosing a training room and by having a high quality
instructor will enable trainees to have positive interactions.
Phase 3; key success factor of the training is how well the trainees are able to apply,
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share and use the newly acquired skills and knowledge gained, which heavily depends on
motivation the trainees to learn. (Noe, 2013, pp. 193-195)
Consequently, companies can design good training program by motivating trainees, providing
them meaningful materials and hiring the best trainers but one question will remain, if this
training can identify company`s business needs.
Training evaluation. The last step in the training design process is training evaluation.
According to Armstrong (2006), training evaluation is process of assessment, which helps to
understand whether or not the training achieve their purpose.
A more comprehensive academic perspective was present by Donald Kirkpatrick (2005). He
created four levels of training evaluation, now days known as “Kirkpatrick model”, such as
reaction, learning, behavior, and result.
Level 1: Reaction
The first level explain the reaction of the participant on the training programs. He also suggest
that the reaction of the trainees have to be measured according to standards with the objective
of improving future programs;
Level 2: Learning
Learning evaluation determine the learning objectives which has to be used to evaluate all
program. This will help to find out how much knowledge trainees get and if it has improved
their skills and if the attitude of the participants being change in the desire direction;
Level 3: Behavior
This level evaluate if there is some changes in behavior after the training program being
complete. The problem that can occur after the training is that trainees will not apply what
they have learned to their job. Therefore, the best way will be to measure behavior before and
after the training, which would help to see not just a fact that behavior is changed but also find
out the reason why the change did not happened;
Level 4: Result
Evaluating result determine if the training was successful and if the positive results occurred.
As training is considered an investment for companies, the expectation is that this should
result in a positive outcome such as less turnover, improved quantity of work, reduction in
cost and increase in profit (Kirkpatrick, 2005 pp. 2-8).
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1.4 Traditional training methods
The important step in the training process is to choose the right training method.
In the last decades, technology changed rapidly and became more advances, nowadays we
can`t imagine ourselves without our devices, therefor the training techniques also adapted to
the technology era. However, some of the traditional training methods, still remain useful in
the hospitality industry (Phelan, 2006, pp. 212, 213).
Traditional methods could be divided into two broad categories: presentation methods, hands-
on methods.
1.4.1 Presentation methods

Presentation method refers to methods, which include lectures and audiovisual techniques.
- Lecture
“A spoken presentation or speech made by a trainer to instruct a group of trainees”
(Hayes, Ninemeier, 2009).
Phelan (2006) explained lecture as a common form of the off-the-job training, which present
the information in the oral form to the audience. The advantage of this technique is that the
large amount of the information can be present to the large group of trainees in the short
period. As result, the lecture is the least expensive method.
However, this technique has some disadvantages. Firstly, this method has lack of the
participant involvement in terms of questions or feedback. Secondly, if the two-way
communication does not occur for the trainer would be difficult to assess the level of the
participant understanding (Phelan, 2006, p.203).
- Audiovisual techniques
Audiovisual techniques refers to visualization of the material in a way of video or slides.
However, video usually used in combination with lecture which could show the participants
the real-life experience and example (Noe, 2013).
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1.4.2 Hands-on Method
Noe (2013) described hands-on method as a “training methods that require the trainee to be
actively involved in learning. These methods include on-the-job training, case studies, role
playing, and behavior modeling”.
- On-the-job training (OJT)

Sisson (2001) explained OJT training as a process of the passing skills from the instructor to
the trainee. OJT starts when the experience employee shows how to do a job to the trainees.
However, for the instructors their own job comes first, that is why the person who learn could
not get as much attention as they need.
The way of teaching also depends on the training method which instructor will choose and on
his ability to present information to others.
Consequently, poor supervising could result in a spotty performance (Sisson, 2001);
- Case studies
Case study refers to real or hypothetical situation, which allows trainees to analyze the action
taken by other. This approach lead to the discussion and feedback, which forces trainees to
make decision. As result, this method helps employees to improve their decision-making
skills;
- Role plays
Role-playing it is learning through acting that refers to the techniques which helps trainees to
get experience in a role such as client or manager or in other situation attached with their
work. Consequently, this method helps to analyze, evaluate and predict the employee’s
behavior in the certain situations (Sommerville, 2007, pp.226-234);
- Behavior Modeling
According to Noe (2013) behavior modeling “presents trainees with a model who
demonstrates key behaviors to replicate and provides trainees with the opportunity to practice
the key behaviors”.
Behavior modeling is the component of the social learning theory, which was present by
Albert Bandura (1971), he suggest that people can learn from each other through observation
of behavior, limitation and modeling.
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Moreover, Hultman (1986) states that the most important part in behavior modeling is to
cultivate the skills of giving feedback.
As result, hands-on methods give opportunity to involved trainees directly to the learning
process, and cultivate their skills and behaviors.
1.5 Technology – Based Training Methods
New technology has influenced the way of the training delivery within many organizations.
Technological advance gave possibility to many hospitality organizations. Firstly, this
approach reduce the training costs in terms of travel expenses. Secondly, giving the employees
control over the learning process. Finally, this method saves the time, as the more people can
get training in the specific period of time. Therefore, technology based method has an
advantage over traditional training methods (Sommerville, 2007, pp. 224,225).
Technology – based training method can be presented as online learning or e-learning and
simulation and games (Noe, 2013).
1.5.1 E – learning
According to Driscoll (2002) e-learning is the web-based training which refers “ to all
technologies involved in the process of designing, delivering, and managing instruction using
computer”.
Armstrong (2006) explained different types of e-learning, which is:

- Self-paced e-learning refers to learning process which employee providing alone without
the
interaction with the instructors or the colleges, who is in the same learning programs, at the
same time;
- Life e-learning (or distance learning) refers to the process through which employees could
receive the training from the experts even if they are far away from each other. Furthermore,
this approach gave possibility for the learner and the teacher to be together in the virtual
classroom at the same time;
16
- Collaborative e-learning is a learning techniques through which learners can utilize
various methods by join the forums or groups with the similar interest and practice. This
approach gave the learners opportunities to exchange their knowledge with others.
(Armstrong, 2006, pp. 583-585)
These e-learning programs are widely in use at the Marriott hotel, trough “My learning”
program, which is free of charge and each employee who have the ID can have the training
(Marriott Inc., 2014).
Additionally, e-learning mainly focus on the people who are seeking to gain a knowledge.
However, this kind of training is not so effective in developing interpersonal skills of the
learners (Armstrong, 2006, pp. 583-585).
1.5.2 Simulation and games

Technology era brought up new opportunities for the employees in terms of new training
approaches such as simulation and business games.
According to Aldrich (2009) simulation is training process, which provide the trainees with
the real life experience in an artificial environment. The main goal of the simulation method is
to “wrap up the entire experience by tying it to real life”.
Business games it is the games, which simulates learning as trainees get involved in the
situation that reflect a real business condition.
However, business games are usually used in the management level and in the most cases as a
supplement to other training methods.
(Aldrich, 2009)
1.6 Blended learning
As author already mention, traditional methods (chapter 1.4) still in use among organization,
even those technology-based methods (chapter 1.5) has an advantage over them in terms of
low costs, time saving, etc. However, there is also possible to combine these methods.
17
The combination of the different learning approaches such as traditional training methods and
technology-based methods is called blended learning (Macdonald, 2008).
Nowadays using the combination of the methods it`s not a new invention and many people are
already familiar with this techniques. The combination of the different learning approaches
could be present by workshop training program.
Workshop
Bobo, Kendall and Max (2001) explained workshop “as a tool for educating people; basically
it’s a group of ten to thirty people meeting for several hours, a day, or at most a weekend”.
Workshop can include several training methods such as role-playing, audiovisuals,
presentation and simulation methods which researcher described in the chapters 1.4 and 1.5.
The other techniques also includes in the workshop-training program (Bobo, Kendall and
Max, 2001) such as brainstorming and exercises:
- brainstorming. This technique involves interaction between different people from the
group in a solving specific problem. This method helps people to generate new ideas, which
could help the employees to implement some of the new concepts to the working environment
(Hayes, Ninemeier, 2009, p.243);
- exercises. In the workshop exercise method used to determine whether the participants
learned something from the previous presentation or not. Furthermore, each exercise, which
will be created by the trainer, should be ‘simple’ for the better understanding and ‘real’ which
would help the employees to adapt the workable solution to their working environment.
Moreover, this type of the training programs implies high spending and not all organization
can afford it. However, there is also possibility to make “safest” workshop training which
would include just presentation methods and some discussion in the end of presentation.
(Bobo, Kendall and Max, 2001, pp.174, 176).
18
2. Methodology
As it was already mentioned in the introduction, the motivation of choosing this topic was a
working practice at the Marriott Hotel Prague where author has three-month internship.
Researcher chose to do analytical part at the Marriott Hotel Prague as she has been acquired a
positive impression about their training and development programs.
Marriott hotel is an international hotel chain, which was founded by J. Willard Marriott. It all
began with the root beer stand in 1927, later on Marriott made historic shift into the hotel
business, and in 1957, Mr. Marriott opened the first hotel in Virginia city.
Furthermore, J. Marriott believe that giving employees opportunities to grow and succeed is
part of the company’s DNA. Therefore, one of the core value of the founder philosophy is to
put people first:
"Take care of associates and they will take care of the customers."
Aim and objectives of the research

The aim of this research is to determine whether Marriott Hotel Prague provides training and
With the purpose of achieving the aim of the study, several objectives have been set:
Objective one: Examine the TDP in use, at the Marriott Hotel such as “In The Beginning”
and “Core Management Program”.
Objective two: Consider whether the TDP at the Marriott hotel helps the staff in their
development and enhancement of their careers.
Objective three: Assess the employee overall satisfaction of the TDP at the
Marriott Hotel Prague.
Objective Four: Produce recommendations on how to improve the TDP
19
In order to give a direction of the study the following question was generated:
Research Question: Is the TDP at the Marriott hotel helping the employees in the
personal development and enhancement of their careers?
2.1 Research Methods
This study applied the “case study method” with Marriott Hotel Prague as the object of the
research. As my internship was in Sales and Marketing department my immediate supervisor
only provided support in approaching the following departments. Therefore, the scope of my
sample group was narrowed. The base sample group of this study is the 60 employees and the
research sample is 47 employees of the several departments such as Sales and Marketing,
Reservation, Front Office, HR, IT, Security and Revenue departments.
The primary data of this study based on the technique of questionnaires and structured
interviews. The total collecting time of the primary data was four month from the July 2014
until October 2014. Secondary data was coming from the books, internet websites and
Marriott intranet webpage.
Author will analyze all departments as one sample group, analyze will start with the
questionnaires results supported by the interviews findings.
All the employees who has been participated in this research will be anonymous.
Qualitative and Quantitative methods

Qualitative and Quantitative methods was used in this research. The quantitative techniques
was done through questionnaires, which were distributed to the personnel in the printed copies
personally by researcher, with the help of HR manager. Whilst, the qualitative method
presented by structured interviews with the Director of HR, Director of the Sales & Marketing
and Training manager. As these are managers, their responses will contribute to the
quantitative data in terms of “Managers vs Non-Managers” comparison response analysis.
20
Author will adapt triangulation method by combining the secondary data (literature review)
with that of the primary review data (questionnaire and interview). The outcome of this will be
discussed in the chapters “Analysis and results of findings” and “Recommendations”.
Researcher surveyed 60 employees within the property and 47 filled up questionnaires was
returned. The response rate is 78,3 %. Each questionnaire consist of 21 questions (Appendix
1), which include general information about employees and specific question about training
and development at the Marriott Hotel Prague. The interviews with the Training Manager
consist of 7 questions with Director of HR 6 questions and with Director of the Sales &
Marketing Department 10 questions. The structure of the interviews is attached in Appendix 2,
3 and 4.
The collected data, questionnaires and interviews will form the synthesis of a bottom up
analysis in order to support the aim of the research and answering of the research question.
Abstraction of the collected data will be applied, by choosing those questions from the survey
and interviews, which would fulfill the aim of the research. The data will be analyzed and
validated against literature review, using graphical method of data processing. Any significant
spread in the responses to be further analyzed, where found, and explore the potential reasons.
Marriott has an extensive training and development program, which is structured around the
development needs of both Managers and Non Managers across all Departments within the
organization. Almost all of the TDP developed in accordance to Marriott specific needs are,
hosted in-house, which provides the benefit of controlling the quality.
In addition to the above most trainings are mandatory which ensures that in general all
employees participate in the TDP. This provides the author confidence that from a
generalization perspective, despite the narrowed sample, the outcome of the research has not
been affected.
21
3. Analysis and results of findings
In this chapter, author will introduce the reader with the main TDP in the Marriot Hotel
Prague such as “In the Beginning” and “Core Management”. Furthermore, the analysis and
results of the qualitative and quantitative research will be provided. The next sections contain
the bottoms up analysis of the key topics the correspondents provided input for, with
triangulation to be conducted against the literature review, questionnaires and interviews.
3.1 Training programs at the Marriott Hotel Prague
Nowadays, Marriott is the global lodging company with more than 3,700 properties and more
than 18 brands in over 73 countries around the world. However, it all started in 1927 when the
J. Willard Marriott with his wife Alice opened the root beer stand and later on in 1957, they
opened first hotel in “Virginia, which was managed by their son, Bill Marriott".
For the Marriott Int., their core values and philosophies is the foundation for the all aspects of
the Marriott organization.
Marriott Int., Values:
- Put People First,
- Pursue Excellence,
- Embrace Change,
- Act With Integrity,
- Serve Our World.
Put people first means to care about them, therefore Marriott provided TDP for their
employees, which will give the “associate the opportunity in the planning their future career”.
“In the Beginning” training program.
This is the training programs for all new employees, both management and non-management,
which consists of three parts:
- Orientation. This is process by which new hires are introduced to the organization`s
philosophy, values, norms and culture. Orientation program it is also the first training that
each employees can experience (chapter 1.2). This training should attend all employees in the
22
“first week on the job”. The program content includes an introduction to the company (history,
value, culture etc.), brand information, safety and security, service offering etc. Furthermore,
every employees in a day of signing working agreement gets the “Associate Handbook”.
- Chapter 2. Associates can`t start with Chapter 2 if they did not fulfill ‘Orientation’.
This training can be completed in 60 days after hiring. Moreover, this training form upon
guest service skills – “maintaining rapport, dealing with challenging guest, service excellence
etc.”
- Plot Thickens. After the completing first two parts employee can continue with the third
part of this training program. This module can be completed in 90 days and consist of several
training such as goal setting, action panning, teamwork etc.
Once “In the Beginning” program will be, completed non-managerial staff can continue with
the technical training such as “Passport to Success” program, which focused on the
“Operational and F&B departments”. Whilst, “Getaway” program concentrated on other
departments such as “HR, Sales & Marketing, Finance departments”, etc.
However, managers can continue their TDP with the “Core Management” training program.
Furthermore, according to Training Manager those supervisors or managers who don’t have
managerial experience have to complete the ‘Essential skills’ training program and just after
completing this program they allowed to start the ‘Core Management’ training.
“Core Management” training program.
Core Management program is aimed to develop Marriott associates. According to J. Willard
Marriott`s philosophy “People are number one – their development, loyalty, interest and team
spirit”.
Table 2: Marriott Int. Lodging Training (part of the cycle)
Core Management
Level 1 - Foundations of Leadership & 7 Habits
Level 2 - Navigating through change - Developing You: Developing Others - Dynamic
Teams - Managing Business Priorities - Brand Universities
Level 3 - World Class Negotiating Skills - Impact Leadership - Business Acumen -
Advanced Presentation Skills - Property Strategic Planning Implementation
Resource: Marriott International Inc., 2014
23
The Core Management program consist of 3 levels (table 2), each level include several
training, which conducted in groups of 20-25 participants and include “extensive group
interaction”.
This is an internal program, however, according to Training Manager, in the case of “7
Habits” of Level 1, this is based on a license of Steven Covey, the author of this module,
which has been licensed and published in a book as well.
Enrolling into a module requires a discussion with the supervisor who will recommend which
course best fits the needs of the employee.
Moreover, in the interview Training Manager emphasized that “each manager should have
one core management training per year”.
Furthermore, the Director of the Sale & Marketing states that “core management training
really in necessity to have covered in order to becoming in certain role “and that this kind of
program which is “part of the personal development plan of the associates”.
As result, Core Management training supports for the development of the Marriott leaders,
who will continue to carry on the philosophy and believes of the Marriott International
(Marriott, Int., 2014).
Summary
As Marriott has an extensive and well-structured development and training programs such as
“In The Beginning” for all employees for both Managers and Non Manager. Next level of
training such as “Passport to Success” or “Getaway” are designed for Non Managers as there
next step into training and development.
Whilst Managers can proceed with the ‘Core Management” training program. All these TDP
designed to ensure that the employees get the right training, development and skills required
for meeting the customer satisfaction.
With the above Objective One has been met.
24
3.2 Respondents profile
The following section describes the respondent’s profiles. Author tried to achieve a balanced
universe of correspondents, hence both Manager and Non Managers were approached which is
reflected in the following Figure 3. Total number of respondents was 47 which include 13
Manager or 28 % of total and 34 Non Managers or 72 % of total.
Figure 3: Position
Managers Non-managers
Managers
; 13; 28%
Non-
managers
; 34; 72%
Resource: Own Research, 2014
Departments
In the following table, author illustrates the composition of the various Departments, which
indicates that the Sales &Marketing (17 employees) and Front Office (12 employees) combine
for 29 of the total 47 respondents or 61.7 % (table 3).
Table 3: Respondents structure based on departments.
Managers Non Managers Total

Departments
Number % of Total Number % of Total Number % of Total
Sales and Marketing 8 61,5% 9 26,5% 17 36,2%
Front Office 0 0,0% 12 35,3% 12 25,5%
Reservation 1 7,7% 6 17,6% 7 14,9%
HR 2 15,4% 2 5,9% 4 8,5%
Revenue 1 7,7% 2 5,9% 3 6,4%
Security 0 0,0% 2 5,9% 2 4,3%
IT 1 7,7% 1 2,9% 2 4,3%
Total 13 100,0% 34 100,0% 47 100,0%
25
Length of Service between Managers and Non-Managers
The figure 4 showed the comparison between Managers and Non-Managers in terms of period
which employees spend, working at the Marriott hotel. When we compare the various length
of service groups, we can see that in the shorter period “1 to 5 years” 41 % of Non-Managers
vs 23 % for Managers. Whilst in the longer period “more than 10 years” we can see the
opposite picture with 46 % of Managers and 18 % of Non-Managers.
Figure 4: Length of Service
Managers Non Managers

< 1 year 1 to 5 yrs 5 to 10 yrs > 10 yrs < 1 year 1 to 5 yrs 5 to 10 yrs > 10 yrs
1;
8% 6;
18% 7;
20%
6; 3;
46% 23%
7;
21%
14
3;
41%
23%
As managers have a carrier path which leads them to become a part of the Marriott leadership
team. This requires long-term training and development, which is reflected in their length of
service. On the other hand, non-managers have a high turn around in staffing, meaning that
some after having gained some experience seek employment outside of Marriott, which is
reflected in the high proportion of ‘less than 1 year’ experience category.
3.3 Training regularity and preferred training methods
With multiple type of training methods available, it is critical for the employee to identify and
discuss with the supervisor, which is the most appropriate one.
In addition, the regularity of trainings, need to be aligned with the tasks, which should be
performed to avoid conflict between time spend on attending training and time needed for
executing daily tasks.
26
Regularity of the trainings
Regular training is critical in the hotel business to ensure that employees are constantly
maintaining the standard levels expected from the customers. Outcome of the research,
demonstrated by the figure 5, which indicates that 47.1 % of Non-Managers are mostly trained
on a daily basis.
Figure 5: Regularity of the training in the hotel
Whilst we also can see (figure 5), that surprisingly that 7.7 % of the Managers and 32.4% of
non-Managers responded to having had training “just in the beginning”, which could indicates
a gap in training and development discussion.
27
Moreover, the Director of Sales and Marketing provided comment that “In Marriott every
associate from a dishwasher to the GM needs to have a minimum of 40 hours of training per
year”.
From Core Management perspective which requires managers to have at least one training per
year, we could estimate that 53,8 % have one training per year, 30.8 % twice a year and 7.7 %
once per month, hence in full compliance with the Core Management guidelines.
Preferred training methods
As research showed (figure 6), on the job training is the preferred training method for Non-
Managers 41,2 % response (14/34) and 29,4 % prefer lecture style (10/34). Whilst for the
Managers with 46,2 %, workshop is the preferred training method.
On the job training

According to the research (figure 6) 14/34 of the Non-managers indicated on-the-job training
as the most preferred method, whilst managers found on-the-job training (30,8 %) as a second
preferred method. This training method is with the majority of respondents (38.3 %) the
preferred training method, which as per the literature review (chapter 1) requires experienced
employees to pass on their skills to the trainees.
Given the nature of the hotel business (service oriented), this is the most effective training
method as it is critical that the tasks are performed in a consistent manner.
In addition, according to Director of Human Resource she responded by saying:

“The best training is working life itself, to be part of certain team or task or project and to
learn from them. Learning from your peers, leveraging from their experience”.
28
Figure 6: Training methods
Workshop
Almost half (46,2 % 6/13) of the Managers prefer Workshop (figure 6) as their preferred
training method which is in line with the training requirements for employees of their level.
As per chapter 1.6, the variety of training techniques used, such as role-playing, audio visuals,
presentation, simulation, brainstorming and exercises, provides the Managers with adequate
learning and skills needed to perform their complex tasks on a day-to-day basis.
As Managers, they will be required to make regular presentations to their Management Teams,
which skills can be enhanced through a workshop.
29
In addition, Managers often need to collaborate on strategic aspects of the business, which
requires some form of role-play, brainstorming for generating new ideas.
Furthermore, three Non-Managers (8.8 %, 3/34) indicated to prefer workshop, which could be
based on the fact, that they are more senior employees with aspiration and potential for the
future Manager roles.
Lecture style
As per the figure 6, 25.5 % of respondents (15,4 % Manager vs 29.4 % Non-Managers) found
this. However, Managers preferred this training as a third preferred one whilst, Non-managers
preferred this method more (10/34) than managers (2/13). The benefit of this training is that a
large group of trainees can attend, whilst Marriott can utilize its conferencing facilities, which
would be beneficial from the budget perspectives.
Furthermore, this method can be a very cost effective approach. One of the downsides is that
this method is offers little two-way communication between trainer and trainees, which makes
it challenging to assess the level of understanding of the material presented (Chapter 1.4).
E-Learning
According to the research (figure 6) 20.6 % (7/34) of Non-Managers and 7.7 % (1/13) of
Managers found e-learning as their preferred training method, which is the least most
preferred techniques.
With hospitality industry being service oriented, which means interaction with people on a
day-to-day basis, this requires employees to deploy their interpersonal skills. Hence e-learning
is not the most effective training method for meeting this objective.
With most businesses now focusing on more cost effective ways of training, whilst at the same
time reduce the time spend away from work; e-learning is become increasingly popular as
indicated by Director of Sales & Marketing at Marriott Prague saying:
“… it is not possible to send everybody on a training, hence with e-learning spending 15
minutes for short modules up to 5 hours for longer modules… all this at your own free
time…”.
30
Similar feedback provided by Training Manager, indicating that the availability of e-learning
is increasing with some trainings being obligatory and the rest optional. Employees can log on
with their ID to “My Learning”, which contains hundreds of modules to choose from and
majority of them is free of charge.
In terms of user friendliness the modules are available in local language however the majority
still in English, which could form a barrier for some employees to participate in such
learnings.
From an overall perspective respondents indicated that 80.9 % (figure 7) of the trainings were
obligatory in which case e-learning can be leveraged as a training method given the benefits
such as low cost and “no need to be away”.
Figure 7: Obligatory vs Voluntary
Summary
Summarizing the above sections, it can be said that Managers who are seeking the maximum
out of a training, want to develop their professional skills, such as collaboration,
31
brainstorming, problem solving… all that require active approach to learning. This making
workshop (46,2 % Managers preferred, figure 6) the ideal and preferred training method for
them.
Whilst the Non Managers prefer the more passive learning approach, such as “lecture style”
(29,4 % of Non-Managers preferred), which is ideal for those, who do not wish to participate
too much during the training session.
This is where “on the job training” (41,2 % of Non-Managers) counter this passive approach
as employees are required to learn in an active mode and learn the skills required for
performing their tasks.
Consequently, we can assume that for the Non-managers ‘workshop’ is not preferable training
methods, as they have to interact with the other people in front of a large group.
However, they prefer more protective learning environment, which requires “one-on-one”
training session with the supervisor such as on-the-job training or lecture style training.
3.4 Training effectiveness
Attending the right training which best meets the requirements of the role and tasks to be
performed is critical, to ensure that the investment made by both employee and employer are
maximized and that additional future trainings will contribute to the overall career
development.
Contribution to the personal development
As research shows (figure 8), the 59,6 % of the respondents indicated that the training
contributed ‘enough’ to their personal development and 34,0 % responds that the training
contributed ‘very much’ to their development.
Comparing the two major departments (non-managers), Front Office and Sales and Marketing,
we can see that Sales and Marketing responded that the training did contribute to their
personal development (55.6 % ‘very much’ and 44.4 % ‘enough’), whilst Front Office
included a negative response of 16.7 %, which is (8,8 % of total non-managers, figure 8) “did
not contribute” (appendix 6).
32
This indicates that there is a need to perform a “needs assessment” by HR in order to identify
which trainings Front Office requires to ensure that this will contribute to their personal
development.
Furthermore, HR Director in their interview explained this procedure of the assessing
employees training needs by: “We are going through and break down all the results, and we
can precisely see what is missing. Then we can focus on training at the front desk because
front desk lacking this and that training or this and that skills so than we need to focus on
that”.
Figure 8: Training contribution to the personal development
As training is considered as a kind of investment to the company’s future success

(Sommerville, 2007) the supervisors of the Non-Managers which responded with 8,8 %
(figure 8) as ‘did not contribute’, (FO and Reservation, appendix 6) should further investigate
why the training ‘did not contribute’ to their future development.
33
According to the research (figure 8), 69,2 % (9) Managers found that the training contributed
‘enough’ to their personal development and 30,8 % (4) found the training contribute ‘very
much’. Non-Managers responded almost similar compere to managers 55,9 % (19) ‘enough’
and 35,3 % (12) ‘very much’.
The importance of the supervisor active support during the development process is also
confirmed, by the HR Director, who stated:
“…. If the team leader is not supporting you in the development this means that you are not
developed.”
HR Director strongly believes that training should be focused at retaining the employees to
avoid them leaving after two years, hence developing the employees mainly through training
for both in managerial positions and non-managerial positions.
Career progression is something HR Director commented on by stating:
“… they can enlarge their horizon and see the bigger picture and through job rotation take
on tasks in other departments, ultimately resulting in them applying for another job within
Marriott Prague or another Marriott hotels”.
Employees’ job performance

Research shows (figure 9) that with a score of 83.0 % (of which 84.6 % Managers and 82.4 %
Non-Managers) the Marriott training programs are necessary for the employee’s job
performance.
From a department perspective (appendix 6), we can see that Non Managers from IT, HR,
Revenue and Security responded with 100% to “yes”. Whilst the following departments
responded with less than 100%: Front Office (75 %), Sales and Marketing (77.8 %) and
Reservation (83.3 %). This indicates that these departments could benefit from additional
training to ensure that training will contribute 100% to their job performance.
Such a high response indicates, that the employees attended the right training, however we
also can see (figure 9) that around 17.0 % (Managers 15.4 % and Non Managers 17.6 %)
found that the training programs were ‘not really’ necessary for their job performance.
34
As figure 9 shows, Non-managers responded less positive then the managers. From the
departments perspective (appendix 6) the employees from the Front Office (25 %) responded
that the training is ‘Not really’ necessary for their job performance. However, the employees
from the Sales & Marketing (22,2 %) was more positive in their response.
Moreover, none of the respondents provided a negative response, that the training program is
not necessary at all for their job performance.
Figure 9: Necessity of the training for employee’s job performance
Summary
From the above two section, author can conclude, that the Marriott’s training program has a
positive impact on the employees, their personal development as combined 93.6 % (59,6 %
‘enough’ and 34 % ‘very much’, figure 8) of the respondents indicating that the training
contributed to their personal development.
35
Moreover, 83 % (figure 9) of the employees, found the training programs to be necessary for
their job performance.
In addition, the HR Director and Director of Sales and Marketing provided comments about
the process followed in the Hotel, which ensured that employees are trained effectively and
progress their career accordingly.
A great example of career progression can be found in the fact the Director of Sales
commented that:
“I have worked for Marriott for 13 years in different positons in many different countries,
started as bellboy (Copenhagen) and later on I moved to sales.”
The above provides evidence that Marriott training programs is considered positive by the
employees and that it contributes to both their personal development and job performance,
which is critical contribution factor for developing and enhancing the employee’s careers as in
the example of the Director of Sales and Marketing.
Objective two of the aim of the research, and the research question are met with the above
summary.
3.5 Training satisfaction and evaluation
Having an effective training program design, which is implemented effectively, should result
in a positive evaluation and satisfaction score. Where there are, any gaps found these should
be considered as part of improving future programs.
In the following two sections author will analysis the scores of these 2 topics.
Training satisfaction
Figure 10 showed that 55.3 % (Managers 46.2 % and Non Managers 58,8 %) say that they
‘like’ the training and 38.3 % (Managers 30.8 % and Non Managers 41.2 %) were ‘very
satisfied’ with the training, this gives a combined positive score of 93.6% of training
satisfaction response.
36
Furthermore, 23,1 % (3) of Managers gave a “neutral” response, which means that always will
be some percentage of people who aren`t fully satisfied.
However, none of the respondent provided a negative feedback that they “not satisfied at all”.
Training satisfaction as a positive result is one of the dimension of the “Kirkpatrick Model”
which should contribute to the overall improvement of employee skills and job performance.
Figure 10: Employees Satisfaction
Training evaluation
From a training importance factor (Figure 11) overall 70,2 % ( of which Managers with
53,8 % and Non Managers with 76.5 %) experienced the training as important, whilst 23,1 %
37
of the Managers considered the training to be “just a routine”, which could imply these
Managers were experience and that the training contained material which they already
consider part of their daily routine.
Figure 11: Evaluation of the training
As indicates in the length of service section (Figure 4), 20 % of Non-Managers have less than
1 year experience, and 41 % have 1-to-5 years of work experience. This shows that Non-
managers require a training program, which meets the needs of their roles to be performed. As
per figure 11 they have confirmed with 76,5 % that training is important.
The questionnaire also contained the question about employee’s personal opinion, about the
training system at the Marriott hotel, and what would they like to change or improve.
38
Table 4: Employees overall evaluation of the TDP.
Managers feedback
Positive Negative
Great, professional meet our needs, Repeated content of the training,
helpful. elaborate but outdated in some cases
Well-structured training good for Some part of the trainings are too much
everyone. “American style”.
Focus on the Marriott culture, needed
for the personal development
Non – Managers feedback
Positive Negative
“American style” of the trainings
Well-structured training, helpful Training are very limited and not
distributed fairly between all employees
Trainings just from internal source.
Training could be more straight to the
point.
In total 13 of 47 respondents of which 7 Managers and 6 Non-Managers (Appendix 5).

Provided feedback can be summarized as follows, Marriott has a well-structured TDP, which
can be improved in the areas of making material more current and incorporate local and
cultural approach.
Summary
From a training, evaluation and satisfaction perspective, author can draw the conclusion that
employees view the Marriott TDP positively as shows in figure 10 which indicates that
training satisfaction had a combined response of 93.6 % (‘Like it’ 55.3 % and ‘Very Satisfied’
38.3 %) which is supported by the responses to the open question which were mostly positive
feedback on the TDP.
39
Training evaluation with a coincidentally identical response of 93.6 % (‘Important’ 70.2 %
and ‘Necessary’ 23.4 %) provides author to believe that Marriott TDP works well for their
employees.
Whilst, overall the Marriott TDP is being viewed positively by the respondents, there is some
room for improvement based on the few not so positive response as shown on table 4. These
points can easily be improved upon, as they are related to “accessibility to training”, “repeated
and outdated content”, “cultural aspects during training”.
As the above indicates, overall satisfaction of the employee is mainly positive. Author
concludes that with this, objective three of the research has been met.
Chapter conclusion
The “Kirkpatrick Model” describes training evaluation in four dimensions; reaction, learning,
behavior and result, which when applied to the above illustrates that;
- Reaction; (Figure 11) 70,2 % of the respondents found the first training to be
important, whilst we also see that 23.4 % found the training just necessary and 6.4 % just a
routine which indicate that there is an opportunity for improving future programs.
- Learning; as per figure 8, the majority (93,6 % combined “enough” and “very much”
of the respondents) indicated that Marriott TDP contributes to their personal development,
which will have a positive impact on improving their skills.
- Behavior; with on the job training (figure 6) being the most preferred training method,
which entails learning from supervisors the specific elements of the tasks to be performed.
This will contribute in ensuring that employees apply to their job what they have learned
during the training.
- Result; respondents reacted mostly positive on the related questions such as
contribution to the personal development 93.6 % (59,6 % ‘enough’ and 34 % ‘very much’,
figure 8), and necessity of the training for the job performance (83.0 %). However, with 17 %
(figure 9) indicating that the training was ‘not really’ necessary for their job performance
which needs to be evaluated as training is considered as an investment.
With the above analysis of the findings, the research question has been fulfilled.
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4. Recommendation
As the author was only on a 3 months internship, she was unable to validate and verify all the
feedbacks in details therefor the recommendations in some case will be limited, simple due to
the absence of supporting evidence or limited access to managers or absence of information
due to confidentiality.
Accessibility of the training

In order to optimize the performance of each employee having training programs, which
enables them to develop their skills, it is critical that such training programs are made
available to everyone and team leaders actively encouraging their employees in enrolling in
the trainings they require.
From the responses of the questionnaire and interview, which implies that training is not
accessible to everyone (not allocated fairly) and also, on the question of “regularity of
training” a significant portion of interviewees stated, that they passed the training “just in the
beginning”.
Therefore, author has the following recommendations:

- Employee as part of their annual objectives, which are to be met for the entire year,
propose a “training and development plan” which includes the types of training they wish to
attend. These trainings can be both Marriott internal trainings but can also be external non-
Marriott trainings.
- Team leader and employees can discuss the proposal and agree on the final training and
development program and both sign off to this “formal annual plan”. Perhaps team leader may
advise that a certain is not suitable for this year (perhaps more suitable in the following years)
and propose another more urgently needed one based on gaps he/she has identified in the
team.
- Budget approvals to be submitted to the manager who will be responsible for the
approvals of this plans, in terms of affordability to avoid that one department consumes the
entire training and development budget.
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- HR Director’s approval to be received and documented, by also taking into account what
the “real needs are” from a business perspective. This way HR Director can allocate more to a
department, where there is evidence of lack of training (based on feedback from surveys).
Moreover, HR Director can make recommendations to team leaders on TDP, to include in the
discussions with their employees.
As research showed, employees now have an approved and documented process and
supplemented with the “40 hours training program per year” employees will have their
training and development in their own hands.
Training Style and Language Barrier

Most trainings are conducted in English, which in some cases can be a “barrier” (according to
Director of the Sales & Marketing) from a language perspective. As English is not their first
language, most trainees could find grasping the essence of the training. A major downside of
training conducted in English is that certain nuances can be best provided in local language
ensuring that the key message is clearly understood and not lost in translation.
Another challenge when conducting training in English is that the trainer’s accent would not
be clearly understood and as per feedback received from respondents, having an too
‘Americanized’ training without understanding cultural Eastern European background and
history could result in awkward situations at times.
For example; being provided with a “red passport” as part of the training modules reminds the
trainees of the communist times, however the trainer would not know this unless he/she would
have considered the “cultural/historical” dimensions.
Author would, therefore, recommend that more trainings to be conducted in local languages
whilst, considering the “international context” of the training.
Furthermore, conversing and providing examples and dialogue in local language ensures that
the key objective and key message of the training is not lost in translation.
More external training

The majority of trainings are hosted within Marriott hotels, and the training materials are also
based on Marriott content and the trainers are Marriot employees.
42
The benefits of this approach is that Marriott ensures that the employees are provided training
content, which is consistent across Marriott International and support Marriott culture and
philosophy.
From a quality and effective perspective, much will depend on the level of the trainer and how
he/she can energize and motivate the trainees that despite this being Marriott content the
fundamentals are based on proven training concepts as provided by external (non Marriott)
venues, such as seminars and workshops.
Respondents have indicated their desire for attending external trainings, meaning not hosted
by Marriott and not with Marriott material/content. However, such request will not be
approved as this would mean incremental costs to the hotel as they already might have a
similar program. Therefore, the only difference would be the “place” and “examples”, which
used during such an external training.
This is similar to the example of wanting to drive a different car instead of your own, just to
have something different, but it is still a car and still gets you from A to B, however the feel
good factor, and experience is different.
Author would recommend that in order to create a sense of having an ‘external training’ invite
a guest speaker, a non-Marriott trainer, who can join the Marriott trainer during the training,
whilst provide his perspective based on non-Marriott material and examples. However still
aligned with the overall objective and expectation of the training.
What will be achieved is that, the trainees receive a different perspective of how other
companies would approach the same topic, hence widening and expanding their horizons and
views things from a different perspective. In this context, having the name ‘guest speaker’
published in the training directory would provide some positive anticipation from the
employees and give them something to look forward to, especially if the speaker is a well
know speaker.
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Conclusion
My conclusion is that Marriott Hotel Prague has an elaborate training and development
program, which is mainly based on in-house training framework and that this contributes to
the personal development of the employees. However, there are a few aspects of the training
and development process, which can be improved, in order to achieve an overall more
effective result.
Aim of my research was to determine whether Marriott Hotel Prague provides training and
their personal development.
With the performed analysis and structured recommendations, I have fulfilled the aim of my
research.
In the empirical part of my research, the focus was to get the employees respond to a set of
questions, which I have had analyzed in chapter 3 and combined this with feedback from the
interviews. I have also introduced the Core Management training program and elaborated on
the process of this training program.
With 63.8 % of the respondents saying, that the training has contributed to their personal
development and 29.8 % answering with ‘very much’, I can conclude that Marriott TDP helps
their staff in their development and enhancement of their careers. Feedback from the HR
Director supports this as she has eluded to the process and that she is a strong believer of this,
as Marriot’s objective is to ensure that their employees are trained and developed and will not
leave the company after 2 years.
With Marriott being a Global company, career development and enhancement can also be
achieved, by transfers or assignments their associates to other countries. The case of Director
of Sales and Marketing is a testament to the fact, who started his career 13 years ago, in
Copenhagen (Denmark) as a bellboy followed by performing many roles in different
countries, whilst his long term goal was to work in Sales. Marriott has provided him with the
training and development to achieve this goal.
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Additionally during the analysis, I found that 83% of the respondents confirmed that the TDP
was necessary for their ‘job performance’. However as 17% indicated ‘not really’, which
implies that some employees should have enrolled into a more suitable training.
I have made recommendations of implementing for each employees an ‘Annual TD plan” to
ensure that each employee enrolls into trainings, which have to be agreed and approve by the
supervisor.
Employee satisfaction has been reported positively with 55.3 % saying ‘liked it’ and 38.3%
responding with ‘very satisfied’ with 6.4 % ‘neutral’ and 0% responding with ‘not satisfied at
all’. This provides evidence, that overall Marriott TDP meets the expectations of the
employees.
We can positively answer the research question “Is the TDP at the Marriott Hotel helping the
employees in the personal development and enhancement of their careers?
Whilst the overall conclusion is that Marriott has a TDP, which contributes to the employee’s
personal development and enhancements of their careers, experiencing overall satisfaction
amongst employees, however, there are also areas for improving the Marriott TDP.
The following improvements which are described in more detail in the “recommendations”,
improved accessibility of TDP by implementing an ‘annual training and development plan’ for
each employee which should be initiated by them, however finally improved content and sign
off, by the team leader. It is critical for the employees to know, which trainings they can enroll
and which is needed for their personal development and career enhancement.
From a language perspective it would benefit employees if parts of the training were
conducted in local language to ensure that the “key message” and critical content is clearly
understood, which is challenging when this would be done in English.
45
My recommendations to this point is to have certain critical trainings conducted in Czech
language with clear examples and materials in local language followed by perhaps, a video in
English. This will ensure that the key message and objective of the content would not have
been ‘lost in translation’ as the trainees would have clearly understood everything.
In addition, often multinational and global enterprises tend to use training material developed
in the USA, without adaptation to local culture, which could sometimes result in awkward
situations. For example, providing trainees with a ‘red passport” which would be OK in the
England, Belgium or South Africa. However, in Central Eastern European countries, a red
passport would remind them of Soviet Union traditions.
In short, the recommendation is “think Global, but act Local”, by using Marriott global
training materials, whilst considering local and cultural aspects.
Based on the above I can conclude that the aim of my research has met the 3 objectives and
my research question has been systematically answered during my research, whilst objective 4
has been met with recommendations on how to improve the Marriott training and development
programs.
46
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List of Appendixes
Appendix 1: Questionnaires
Appendix 2: Interview with Director of Sales & Marketing
Appendix 3: Interview with Training Manager
Appendix 4: Interview with Director of HR
Appendix 5: Employees overall evaluation of the TDP based on departments.
Appendix 6: Response of the non-managers based on departments
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Appendix 1: Questionnaire
QUESTIONNAIRE
This is a questionnaire for the case study of my thesis about the staff training in the Prague
Marriott Hotel.
1. Gender: ☐ Male ☐ Female

2. Age: ☐ 18-25, ☐ 26-35, ☐ 36-45, ☐ up 45
3. What is your education: ☐ Basic education ☐ Secondary education ☐ Post-secondary
education ☐ Bachelor ☐ Masters Degrees ☐ Doctoral Degrees
4. Did you had a previous experience in the hotel industry?

☐ No experience in this field ☐ 0-2 year ☐ 3-5 years ☐ 6-10 years
☐ More then10 years
5. How long have you been working in the Marriott Hotel Prague?
☐ Less than 1 year ☐1-5 years ☐ 5-10 years ☐ More than 10 year
6. Position: ______________________________________
7. Did you had “In the Beginning” training when you started?
☐ Yes ☐ No
8. Who determine your training needs? ☐ Team leader ☐ Supervisor ☐ HR

9. What was the context of the training?
☐ General information about the Marriott hotel
☐ Customer service
☐ How to use hotel systems
☐ Departmental guide
10. How can you evaluate the training, which you have joined at the hotel?
☐ Important ☐ Necessary
☐ Just a routine ☐ Not important
11. What training programs have you attend during last year? _____________________
12. The durability of the trainings in the hotel?
☐ Just once in the beginning (orientation) ☐ Daily basis (everyday) ☐ Once a month
☐ Once a year ☐ Twice a year
13. The trainings in the hotel are : ☐ Obligatory ☐ Voluntary
14. Do you have to ask for the trainings? ☐ Yes ☐ No

15. Where did the trainings placed?
☐ Inside (in the Marriott hotel chain) ☐ Outside Marriott hotel (chain)?
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16. Who provide the trainings?
☐ Trainer managers
☐ Lecturer from outside Marriott hotel
☐ Supervisor
☐ Colleague
17. Which of the training programs do you prefer?
☐ Lecture style
☐ Workshop
☐ On the job training
☐ E-Learning
18. What is your overall satisfaction about the Marriott trainings?
☐ Very satisfied ☐ Like it ☐ Neutral ☐ Not satisfied at all
19. How much did the training programs contribute to your personal development?
☐ Very much
☐ Enough
☐ Did not contribute
20. Did the training programs necessary for your job performance?
☐ Yes
☐ Not Really
☐ No
21. What is your personal opinion about the training and development programs at the Marriott
Hotel? What personally You would change or improve (your opinion is very important for me)?
__________________________________________________________________________________
__________________________________________________________________________________
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Appendix 2: Interview with Director of Sales & Marketing. 17 July 2014.
1. Can you tell me shortly about your position and the work task what you do?
Currently I am looking after 5 properties in CZ Republic different brands within, and the main
responsibility besides leading team around of 30 people it is also bringing the revenue to the
hotels, and revenue mainly through rooms and trough catering. Another part is marketing I
need to ensure the way we doing marketing is within Marriott guidelines but also something
that generate more revenue.
I need to ensure obviously, we have the right relationship with all our customers because
relationship in our business is the key.
2. How long have you been working for the Marriott Hotel?
I have been working for Marriott; in august is going to be 13 years within the company in
many different positions in the many different countries.
3. From which position did you start in the Marriott?
I started as a bellboy, carrying language in the Marriott in Copenhagen, but I always want to
work in the sales, and later on I move to sales.
4. What about training process is internal or external and who identify the training needs
of the employees?
Usually its mix of both the higher you get up in ranks within the company the opportunity to
getting receiving external training is more relevant.
There are sort of training the: Core Management training is the training really in necessity to
have covered in order to becoming in certain roles but most training equally done internal. So
it’s usually Marriott has a program when you get to learn how to become conductor of training
and its usually done in voluntary basis so if you have a lot of experience you can be asked ask
to become a trainer.
Its part of your personal development plane it can either be your immediate supervisor who
said that this training could be interesting for you; there is a list of training, which could be
attend within the different discipline.
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5. In your opinion what is the most important (useful) training?
I think the day-to-day training is most important one. It is not a specific course you take is
more: it’s up to the supervisor to provide feedback and it’s also up to the associate themselves
to ask for feedback. I think that’s where the daily training comes in, it is not a specific training
you go to, but is really the training that you get on the daily basis.
6. How you would evaluate the Core Management training?
There is so many different trainings and obviously within Sales and marketing its depends on
the conductor the person who doing the training cause not everybody in the same level but the
same time I think is important that the supervisor who agree.
I have many cases when associate would love to go to this training, but then the supervisor
needs to be honest with the associates, well maybe “you need to go on this training instead,
and then you can looking to coming to this training”.
I think it’s quite well organized when it’s come to training because in certain training in order
to get to. For instance, if you want to do, let us say, 7 Habits training that you would need to
have other Core training in order to attend this training.
I think Marriot is the great company when it comes to doing training I have not heard about
any other company to doing it.
7. What can you tell me about E-learning (my Lerning)?
This is another good way to; cause it`s not possible to send everybody on a training every day
and every year but this is the good way to get:
a) obtaining new knowledge
b) getting refreshed on certain trainings cause it is a lot of some takes 15 min some takes 5
hour and some takes several days to do. It is really great that you can do training on your own
leisure, to have an eLearning program. There is the training for everything in my learning.
8. What do you think about cultural diversity can this effect the training programs?
Absolutely. Three last year I have been in a market where the Russian is dominant language
and a lot of the trainers they were not able to conduct training in Russian, which make it
difficult for somebody.
Language could be a barrier, depending on where you are, the same happens in France.
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9. What do you think Marriott training program has competitive advantage?
The focus on the training is the most important part, not all company’s has that. In Marriott
every associate from a dishwasher to the GM really needs to have minimum 40 hours of
training each year.
It is can be conducting in 15 training but it is can also be a training when you send them away,
so it is different levels but the focus on the training is extremely important . It is motivation for
the associates and if you have a motivating associate the working done easily.
10. What personally you would change or improve?
I would probably make it … that should be mandatory that all associates should be going at
least one training course each year. There is also a cost rout that not all hotel can afforded
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Appendix 3: Interview with Training Manager. 04 July 2014.
1. Can you tell me about your job, and what is yours responsibilities?
My part of the job it is training for associates and managers.
There are three main parts of the training: the first one “In the beginning” (for the everybody,
main orientation program no matter which position they are). If they have everything done
Supervisors are having the main programs “essentials skills” include 15 modules, and it is
done like 1 session per month, the durability of this program is 10 month (each session include
different topics).
2. Is it more training for the managerial staff or for non-managerial staff?
“Essential skills” training program it is special for the supervisors or for the managers who
don`t have managerial experience. For the managers it is ‘Core Management “ training
program which is having 20 different training usually internal and there are trained manly by
Marriott managers, or some of them are having the external teacher or coaches.
3. According to your words, Marriott is having mostly internal training.?
Marriott really running for the internal training we are not really using external companies that
much. In case we are using them it’s to by the licenses and then we are providing the training
mainly, not for the 100% but actually mainly.
For exp. “7 Habits for the highly effective people” which is Core Management training,
however Steven Covey (the man who made it the training) and he is giving this training to a
lot of companies worldwide. We bought the license from him, and now our training managers
teaching it. So, we are buying license for that and we are providing to our associates.
4. Can you tell me about e-learning training and what kind of training employee’s could
have through e-learning?
Basically there is a lot of training which is available through e-learning. Training such as “In
Motion”, “Get on board” ( which is ‘In the beginning training), Ashridge. It thousands of e-
learning programs, and every employees who have ID can go to My-Learning which they have
accesses to the learning pages and there it is like hundreds of modules from which possible to
choose. Moreover, majority of them is free of charge but some of them are paid, also some of
them is mandatory and some of them is optional. If some training is mandatory, on the user
page, you will see which is mandatory and which is optional or you can get email that you
55
have new training on your list, which you have to do (and you can choose the language as
well, but the majority of training still on English).
5. What do think Marriott has competitive advantage in training programs among other
hotels?
I would say so, question that a lot of associate like to go for the training outsides, not really
just in the hotel. We would like to have some external training, which are not really that is
trained by the Marriott, but they usually very expansive.
External training also free of charge for the Marriott employees or they have to pay?
Usually all training is internal but if it is will be some external one for the associates it is for
free. For example, if the training held in the Marriott in another country, hotel pay for
everything include food, travel cost. Each manager should have one core management training
per year.
6. What about loyalty of the Marriott associate, did they loyal to the Marriott?
We are transferring a lot, more than letting people to leave, we like to transfer people because
it is their development of course and in case they will leave, fare enough, if they would have
opportunity’s which we are not able to offer, why not feel free to go, and one day come back
with more experiences.
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Appendix 4: Interview with Director of HR. 08 July 2014.
1. Can you tell me please about your position, and what is yours responsibilities?
My position is director of HR for the several properties, for the Marriott Prague, Marriott
Executive apartments, and for shared services. Shared services is the separate entity within our
company to cover shared associates (employees who are shared within more properties), the
department which are covered by the shared services: sales department, reservation
department IT department and revenue. We have 152 associates at the Prague Marriott hotel,
34 in the shared services and 9 employees in Marriott apartment. I`m not only responsible for
HR tasks which include mainly recruitment or other HR management tasks like budgeting
internal procedurals.
2. Can you tell me about development of the employees in the Marriott hotel Prague?
When we are hired associates from the outside and they are new hires with the company, we
always stress out, and focus on the development, we want them to be developed further not
only being in the position for 2 years and to leave the company with the knowhow. This is
wrong and this is certainly not the approach of the Marriott philosophy and the Marriott
Company.
Marriot focuses on the development of the associates, and the development is the mainly
through training, in each position is it hourly position or the managerial position we focus on
the associate’s development through training.
So, we want them to be trained on certain task we want them to enlarge wide enough their
horizons take a bigger picture, we want them to do task forces, to do trainings in other
departments, to do rotations, you know, to try another department discipline. With this task
they can widen the approach and the total picture, and then they can maybe apply for another
job within the property or within the company.
The philosophy of the founder Mr. Marriott is crucial “we take care about our associates and
they take care about our customer”. I`m big believer in it, and I think employee should get
other chances so they can be developed, and thanks God we are global company this is the big
advantage as well so we have big capacity and that means also big opportunities for our
employees. You know having only 5,10, 15 hotels would never happened that then associate is
57
transferring to London, Paris, Dubai or to any other destination and we have, you know, the
higher position the more people moving around the globe and the typical example for this is
the GM they rotate throw the whole world.
3. In your opinion, the best and effective training in the Marriott?
The best training is the life itself, the working life, to be part of certain team to be part of
certain task or projects and to learn by them. To learn by experience that you know you have a
koleg who are maybe experience a little bit more in something else then you are and you can
only gain by that. It is very much depends on the leadership it is very much depends on the
boss on the team leader, if the team leader is not supporting you in the development that of
course you are not developed, so that is crucial as well.
4. Who identifies training need for the employees and how?
We have certain statistics, certain figures how we can find out that training is needed in certain
department or certain part. We have certain statistics feedback and back up from the
customers very important paper, which is guest satisfaction survey our client and guest show
as they were happy with this, or they were not happy with this and that.
So, we are going through and break down all the result and we can precisely see what is
missing and then we can focus on training at the front desk because front desk lacking this and
that training or this and this skills so that we need to focus on that.
5. Which employees get more training Front of the house staff or Back of the house?
Generally Front of the house, operation people deal with customers with guest, so they need
pretty more training then back of the house. Back of the house is important as well they should
not be neglected I mean they have customers somewhere else. For example, when I take
accounting so they have customer on the phone this are companies, firms we are sending
invoices to. So, this are also customers on the phone so we have Telephone etiquette the same
maybe is applicable for the sales people or reservation people etc. you can find many parallels
you can find many things that are in common.
6. What do you think Marriott has competitive advantage specifically in training among
other hotels?
I think it is, big chain usually have training structure, training development, training set up,
definitely this is a big advantage in comparison to independent hotels and I would compare us
with chains like Hilton or Intercontinental they have similar set up.
58
Appendix 5: Employees overall evaluation of the TDP based on departments.
Managers feedback (7)
Sales & Marketing
Great, professional meet our needs, helpful
Very professional focus on the Marriott culture, needed for the personal development
Very professional important for the associates
Repeated content of the training
Elaborate but outdated in some cases, not so effective
Some parts of the training are the same, so you are doing some things twice. Some part
are too much “American style”.
Human Resource
Marriott has good and well-structured training for everyone
Non – Managers feedback (6)
Sales & Marketing
Training are very limited and not distributed fairly between all employees
Well-structured training, helpful for the job
Front Office
There could be more training for the FO staff, because a lot of information is missing
Would be nice to have training (workshop) with other departments
Reservation
Training just from internal source. Would be nice to choose training from the external
source
Revenue
Training could be more straight to the point. American style in the Europe is a bit
“funny”. Cultural issue (red training passport).
59
Appendix 6: Response of the non-managers based on departments
Training contribution to the personal development

Non-Managers
Sales &
Front Office Marketing Reservation HR Revenue IT Security Total
Enough 6 4 5 1 1 2 19
% of Total 50,0% 44,4% 83,3% 50,0% 100,0% 100,0% 55,9%
Very much 4 5 2 1 12
% of Total 33,3% 55,6% 100,0% 50,0% 35,3%
Did not contribute 2 1 3
% of Total 16,7% 16,7% 8,8%
Total 12 9 6 2 2 1 2 34
Necessity of the training for employee’s job performance

Non-Managers
Sales &
Front Office Marketing Reservation HR Revenue IT Security Total
Yes 9 7 5 2 2 1 2 28
% of Total 75,0% 77,8% 83,3% 100,0% 100,0% 100,0% 100,0% 82,4%
Not Really 3 2 1 6
% of Total 25,0% 22,2% 16,7% 17,6%
No 0
Total 12 9 6 2 2 1 2 34
Resource: Own research, 2014
60

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Institute of Hospitality Management in Prague

Employee training and development

Institute of Hospitality Management in Prague

Major field of study: Hospitality Management

KOVAL, Svitlana. Employee training and development. [Bachelor dissertation] Institute of

Table 1: Comparison between training and development

Structure of the theses

1.1 Definition of HRM

Figure 1: HRM Process

Strategic human Recruitment and

Performance Training and

Resource: processed based on Robbins, DeCenzo and Coulter, 2013.

Compensation and benefits

1.3 Training and Development

Table 1: Comparison between training and development

1.3.1 Designing Training

Figure 2: Training design process

Resource: processed based on Noe, 2013.

Program design. An effective training design includes “translation of objectives and

1.4.1 Presentation methods

- On-the-job training (OJT)

1.5 Technology – Based Training Methods

Armstrong (2006) explained different types of e-learning, which is:

1.5.2 Simulation and games

1.6 Blended learning

Aim and objectives of the research

2.1 Research Methods

Qualitative and Quantitative methods

3.1 Training programs at the Marriott Hotel Prague

Resource: Own Research, 2014

Table 3: Respondents structure based on departments.

Managers Non Managers Total

Sales and Marketing 8 61,5% 9 26,5% 17 36,2%

Front Office 0 0,0% 12 35,3% 12 25,5%

Reservation 1 7,7% 6 17,6% 7 14,9%

HR 2 15,4% 2 5,9% 4 8,5%

Revenue 1 7,7% 2 5,9% 3 6,4%

Security 0 0,0% 2 5,9% 2 4,3%

IT 1 7,7% 1 2,9% 2 4,3%

Total 13 100,0% 34 100,0% 47 100,0%

Resource: Own Research, 2014

Figure 4: Length of Service

Managers Non Managers

Resource: Own Research, 2014

3.3 Training regularity and preferred training methods

Figure 5: Regularity of the training in the hotel

Resource: Own Research, 2014

Preferred training methods

On the job training

In addition, according to Director of Human Resource she responded by saying:

Resource: Own Research, 2014

Figure 7: Obligatory vs Voluntary

Resource: Own Research, 2014

3.4 Training effectiveness

Figure 8: Training contribution to the personal development

Resource: Own Research, 2014

As training is considered as a kind of investment to the company’s future success

Employees’ job performance

Figure 9: Necessity of the training for employee’s job performance

Resource: Own Research, 2014

3.5 Training satisfaction and evaluation

Figure 10: Employees Satisfaction