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SCHOOL OF GRADUATE STUDIES

JIGJIGA UNIVERSITY COLLEGE OFBUSINESS AND ECONOMICS

MASTERS OFBUSINESS ADMINISTRATION(MBA)

THE ROLE OF TRAINING ON EMPLOYEE AND CUSTOMER PERFORMANCE: THE

CASE OF JIGJIGA INTERNATIONAL HOTEL

THE THESIS PROPOSAL SUBMITTED TO THE SCHOOL OF POST GRADUATE STUDIES

JIGJIGA UNIVERSITY IN THE PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR
THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA)

BY: Mohamed Mohamud Usman

ID NO. 03670/11

Advisor: Dr.Y. Jagannadha Rao. Yadavilli (PhD)

Jigjiga University, Ethiopia

May; 2021
Acronyms

T&D Training and Development

HRM Human Resources management

HRD HumanResourcesDevelopment

Mo CT MinistryofCultureandTourism

OJT on-the Job Training

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 Table of Content

Contents
Acronyms........................................................................................................................................I

CHAPTERONE................................................................................................................1

INTRODUCTION..........................................................................................................................1

1. Background of the study......................................................................................................1

1.2 Statement of the problem..........................................................................................................6

1.3 Research Questions..................................................................................................................8

1.4 Research Objective.........................................................................................................8

1.4.1 General objective...................................................................................................................8

1.4.2 Specific objectives..................................................................................................................8

1.5 Significance of the study................................................................................................9

1.6 Scope of the study...........................................................................................................9

1.7 Organization of the paper...............................................................................................9

Chapter Two.......................................................................................................................10

2.0 Review of the Related Literature............................................................................................10

2.1 The Importance of Staff Training..........................................................................................13

2.2 The Preparation of the Process.....................................................................................14

2.3 Types of Staff Training.................................................................................................17

1.4 Employee Training In an International Perspective.....................................................19

2.5 General principle of hotel training................................................................................20

2.7 The Need of Staff Training In Hospitality Industry.....................................................21

Conceptual frame work.......................................................................................................28

CHAPTER THREE............................................................................................................29
RESEARCH.......................................................................................................................29

3. METHODOLOG......................................................................................................................29

3.1 Research Design.....................................................................................................................29

3.2 Study Area..............................................................................................................................30

3.3Data Collection........................................................................................................................30

3.4 Population of The Study.........................................................................................................32

3.5 Sampling Frame work and Sampling Techniques.................................................................32

3.6 Data Sources...........................................................................................................................33

3.7 Ethical Consideration.............................................................................................................34

Reference......................................................................................................................................37
 CHAPTERONE

INTRODUCTION

1. Background of the study

Because of fast technological advancement and other factors the world is changing rapidly. In
order to be a part of this changing world, making the best use of the personnel’s abilities became
of tremendous significance in the businesses, Therefore Human Resource Management needs to
be carefully considered and implemented (Christina Pomoni, 2009). Training is a part of the
human resource development, along with the other human resources activities, such as
recruitment, selection and compensation. It helps the employee become an effective problem
solver. Practical experience can be taught and guided in the training; employees will learn the
methods of solving problem or complaints during training (Daft, 2003).
The role of human resource department is to improve the organization’s effectiveness by
providing employees with knowledge, skills and attitudes that will improve their current or
future job performance.

Overall modern business and tourism development philosophy is geared towards tourists, guests
and consumers and satisfying their needs and desires. Modern hospitality is distinguished from
other related activities in the sphere of providing accommodation by means of continuous
maintenance of the quality of services and introduction of new types of services that are not
characteristic of the hospitality business, all in order to increase the quality of basic services of
accommodation and meet the needs of the modern consumers (customers). Survival of the hotel
industry in the demanding and dynamic market and raising the level of competitiveness depends
on improving the quality of hotel products and services. Hotel companies that are focused on
quality, and thus

The economic activities (trade, transport, industry, tourist agencies...), and differs from other
industries in that it provides its services in specific facilities.’(Vrtiprah, V. Pavlić, I. 2005).

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Trends prevailing in the demanding tourist market determine trends in the modern hotel industry
which can be summarized in the following general trends; changing needs of consumers,
conditions of work and life, lifetime extension, growth of level of information and
computerization, greater need to safeguard health (wellness, spa, organic food), the emphasis on
ecology and healthy food, stay in the pure nature, growing demand for adventure facilities and
excitement, visiting major events (sporting, cultural, religious, business, etc.), and new travel
motivations. Hotel offer should constantly study these trends and adapt to the demands, desires
and needs of modern consumers (customers).

cultural - entertainment services - hotels often organize concerts of classical music, or host
popular artists, exhibitions, have a library, conference facilities for fun and games, especially
during bad weather, guests are offered specially prepared entertainment programs, such as
pharmacy,shops, barber (animation);

Merchant services - guests are offered the opportunity to buy souvenirs, newspapers, various
personal necessities, up to high fashion boutiques and the like; trades and services - hotel facilities
often offer hairdressing, beauticians and nail salons, photographers, watchmakers and others;
health and other services - hotels offer guests the possibility of diagnosis, treatment,
rehabilitation and other.’ (Bunja, Đ. 2008).

Accommodation services - provided in the hotel accommodation units - apartments and rooms;
food and drink services - depending on the type and category of the hotel, provided in hotel
dining rooms, banquet halls, lounges, breakfast rooms,, grill-rooms, coffee shops, cocktail, super
market and guests can also be served in their rooms (room service); Services provided in the
hotel industry, based on certain characteristics, are significantly different from services in other
sectors. Four fundamental features of contemporary hotel services are:

Intangibility stems from the fact that is not possible to see, taste, feel, hear or smell the hotel
service before buying. Through the media, the customer can see the offer of accommodation
facilities, restaurants, cultural and historical sites destinations etc., but it is not possible to convey

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the atmosphere of the place and the service they will experience); Indivisibility arising from the
fact that the service is inseparable from its source
Intangibility (Stems from the facts that are notpossible to see, taste, feel, hear or smell the hotel
service before buying. Through the media, the customer can see the offer of accommodation
facilities, restaurants, cultural and historical sites destinations etc., but it is not possible to convey
the atmosphere of the place and the service they will experience); Indivisibility (Arising from
the fact that the service is inseparable from its source

HOTEL MANAGEMENT AND QUALITY OF HOTEL SERVICES

Management of work processes in the hotel. Hotel services are composed of a number of
processes (procedures) to be managed and to be constantly maintained
Positive atmospherein the hotel business.
With the design, introduction and control of a "special program" of quality improvement of hotel
services, „top“hotel management can have a positive impact on increasing satisfaction of
customers and human resources, increasing competitiveness and market power of the hotel, the
rationalization of operating costs and enhance the reputation and value of the hotel on the tourist
market.And improved in order to eliminate defects and faults in order to achieve greater
consumer satisfaction. 'For example, by elaboration of service process Ritz-Carlton helps
employees to better understand how to provide top quality hotel services.’(Gustafsson, A.,
Johnson, M. 2006). In the hotel the focus of quality is transferred to service providers and the
quality of services depends on the knowledge, skills, experience, appearance, behavior and other
characteristics of employees. Educated, professionally trained, highly motivated and loyal
employees create and maintain the quality that affects the satisfaction of our guests. In order to
achieve high quality services, it is necessary to have satisfied employees, because only they can
establish good relationships with guests and provide higher levels of service. ‘Work satisfaction
stems from the perception that employees have about their job and what they get in relation to
work performed and the work environment.’ (Black, S.J., Steers, R.M., 1994). ‘Satisfaction with
the work is the attitude of the employees towards work rewards for work, social, organizational
and physical characteristics of the environment in which they perform their jobs.’(Leap, T.L.,
Crino, M.D. 1993).

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Professional hotel staff training. The needs for continuous improvement and additional
specialized education of employees are encouraged by the change of motives and habits of
guests, the changes that are coming due technological developments and c hangs in the
environment (competition).
Developing team work at the hotel. ‘Team is a small group of people who have common
objectives and act together to achieve them.’ (Tudor, G., Srića, V. 2006).Developing team spirit
and teamwork can have a positive impact on improving the quality of hotel service And alsothe
capital city of Somali regional state is so much invested at this time. Many international hotels were built
including SAHEL,ZM, Royal, Hassan WELI, RABAH,HAMDA2, ISTANBUL, KAAH,were established
and still expanding other international hotels .So the need for training is high in order to provide a service
quality which is expected to be similar with the rest of the countries.
The hospitality industry, from which hotels are a main part, is service intensive and
consequently relies heavily on its human resources. For a whole hotel to operate smoothly, it
needs the involvement of staff of all departments: from the departments directly dealing with
guests like Front Office, Housekeeping, Food and Beverages to back-office departments such
as Accounting or Engineering. How their works is managed directly impacts to the service, thus
to the guests ‟satisfaction (Hayes & Ninemeier2009, 7). Human resources management,
therefore, plays a vital role in the hospitality operation. Training is an essential and inseparable
part of the human resources management, especially in this industry. Though an employee once
recruited into a specific position is expected to best suit the job description, it is unlikely that he
possesses all the skills and knowledge required and immediately becomes fully functioning
(Decenzo & Robbins2007, 204). A newcomer often needs months to learn the goals, rules,
regulations, structure and working culture of the organization to adapt and get in the same pace
with other colleagues. This is where training takes its first role of guiding and helping the
employees adjust their qualities fit to the organization needs as soon as possible. The process of
training goes on following the employees‟ career path to help them improve their abilities for
further career development. Regarding the hospitality operations, training acts as a strategic
tool to implement the differentiation strategy by creating a team of high quality staff to provide
an exceptional level of service and to meet the
guests‟expectations.Hereitcanbeseenhowimportantstafftrainingistothebrand building and to the
success of a hospitality business.

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Training is one of the most appropriate ways to increase the productivity of individuals and
meet organizational goals. Even if training is so important in the hotel industry, we are seeing
number of non-trained employee shirred in many hospitality organizations. As the global trend
is changing rapidly, Human Resource Management needs-to be carefully considered an
implemented. It should be able to deal with the effects of the changing business world, which
means that people who work in the Human Resources Department have to be aware of the
implications of globalization, technology changes, work force diversity, and changing skill

Requirements, the contingent workforce, decentralized work sites, and employee involvement
etc. Because when either one aspect of above changes in the working process, it could change
the whole business operation, therefore, it is important for the Human Resource Department to
be prepared and to take control. Therefore, training and employee performance have become
the foundation of a new era of managing a diversified workforce against a background of
globalized world. In this context, understanding the relationship between training and
organization performance presents an opportunity for the hotels, as highly skilled and
committed workers can assist them in achieving high performance. On this basis, the objective
of this study was to investigate and verify the relationship between training and employee
performance.

Customer satisfaction is a long-term strategy. It is difficult to fundamentally alter perceptions

of product quality over a short time horizon. Satisfaction so it’s difficult to quickly cultivate a
reputation for superior customer service. Consequently customer is as competitive advantage
that is sustainable over the long term (Schnaars, 1991). Engel & Blackwell (1982) defined
satisfaction as an evaluation that the chosen alternative is consistent with prior beliefs with
respect to that option. Satisfaction implies a conscious and deliberate evaluation of outcome
(Engel & Blackwell, 1982). Service quality is desirable for generating customer satisfaction
and service quality is associated to customer observation and customer outlook. Oliver (1997)
argues that service quality can be described as the result from customer comparisons between
their expectations about the service they will use and their perceptions about the service
company. That means that if the perceptions would be higher than the expectations the service

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will be considered excellent, if the expectations equal the perceptions, the service is considered
good and if the expectations are not met the service will be considered bad.
There are many ways to improve customer satisfaction. Some strategies are: building
relationships with customers, superior customer service, unconditional guarantees, efficient
complaint handling. Customer satisfaction leads to competitive advantage in market place by
differentiation, product quality, speed, unified corporate purpose etc. ( Schnaars, 1991)
The service management literature argues that customer satisfaction is the effect of a
customer’s understanding of the value received in a transaction or relationship where value
equals perceived service quality relative to price and customer acquisition costs relative to the
value estimated from contact or relationships with challenging vendors.
There are a number of different "definitions" as to what is meant by service quality. One that is
commonly used defines service quality as the extent to which a service meets customers’ needs
or expectations.

Always there exists an important question: why should service quality be measured
Measurement allows for comparison before and after changes, for the location of quality related
problems and for the establishment of clear standards for service delivery. Edvardsen et al.
(1994) state that in their experience, the starting point in developing quality in services is
analysis and measurement. The SERVQUAL approach, which will be considered in this
research, is the most common method for assessing service quality.

1.2 Statement of the problem

Customer satisfaction is an important aspect of every successful business including the hotel
industry. In that regard every business should strive to have a good relation-ship with its
customers to enhance loyalty and thus increase its profitability. However, many hotel managers
face problems trying to satisfy their customers and end up experiencing high levels of customer
dissatisfaction. The problem can be solved by learn-ing customer needs and using the
knowledge to increase satisfaction. This thesis digs deeper into different ways of improving
customer satisfaction
Comprehension and skills needed by an organization can be provided to learners through
training(Fitzgerald, 1992) because not all employees will come to the job with complete
knowledge and experience necessary for performing assigned tasks. Therefore, most

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organizations consider the development of human resources as important investment effort

Towards the development of the performance of the organization. Human resource

department thesis role to improve the organization’s effectiveness by providing employees with
knowledge, skills and attitudes that will improve their current or future job performance
(Goldstein & Ford, 2002).The main method suggested for human resource development is the
provision of training
.The hotel industry in eastern Ethiopia is highly growing from time to time. Especially The
capital city of Somali regional state is becoming one of the choices of this is Jigjiga
international hotel. That is why Jigjiga hotels are starting their operation in Jigjiga and some of
them are under construction. Investment by major operators evidenced that luxury is coming to
the growing nation. However, these hotels are forced to hire non-trained employees in their
organizations because there are no enough universities and institutes in the country that provide
skilled people to the Growing industry to fulfill their employees demand (kalkidan, 2014).
Despite the increasing effects of training on employees, there is still limited literature on human
resource development issues in developing countries and increasing concerns from
customersaboutlowqualityservicesinthehospitalitysector.Itisfurtherworthnotingthatwhilemuchis
known about the economics of training in the developed world, studies of issues associated
with training in less-developed countries are rarely found. Specifically, in Ethiopia, there are
only few researches which focused on the relationship between training and employee
performance in the hotel industry. As per the knowledge of the researcher there is no research
that focused on the relationship between training and employee performance.
Because of this, this study attempts to contribute infilling the knowledge gap on relationship
between training and employee and customer performance in the hotel industry of Somali
Regional state in Jigjiga.
One of the factors affecting customer satisfaction is the quality of services offered by the hotel.
(Zeithaml, 2000). Focusing on customer expectations of hotel hospitality, Ariffin and Maghzi
(2012, p. 191) asset that “expectations of hotel hospitality are Influenced by personal factors
such as gender, purpose of stay, nationality, and Private domain of hospitality. They signify
that hotel's star rating and reputation. Also strongly affect the customers’ perception of the

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 hotel and its services. Hoteliers frequently face difficulties in matching demand and supply.
The Demand is influenced by external factors such as economic environment, consumer.

1.3 Research Questions

At the end of the study, the research will address the following questions:
1. What is the nature of training practiceused in Jigjiga international Hotel

2. What is a relationship between training practice and employee performance in Jigjiga

international Hotel
3. How is a relationship between training delivery method and employee performance in Jigjiga
international Hotel

1.4 Research Objective

The objective of this study is classified into general and specific.

1.4.1 General objective

The general objective is to find out the border line between training and employee performance
in Jigjiga international hotels working in Jigjiga. In order to achieve the General Objective, the
study concentrates on the following specific objectives

1.4.2 Specific objectives

The specific objectives of this study are:

1. To assess the nature of training practice used in Jigjiga international Hotel

2. To find out if there is relationship between training practice and employee performance in Jigjiga
international Hotel.

3. To find out if there is relationship between training delivery method and employee performance
in Jigjiga international Hotel.

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 1.5 Significance of the study

Even though different studies might be conducted to assess the boundary between training and
employee’s performance, however the significant relationship of training and performance on
the hotel sector especially in Jigjiga international hotel has not yet been reflected and
documented. Thus, this study will have some important inputs to identify vital hypothesis to the
subject. As an academic exercise, it will afford the opportunity to contribute knowledge,
improve upon this research experience and provide abases for further research. The study will
benefit to hotel in recognizing the need to training their employees for a better performance.
This research work is not only going to benefit hotels but any firm that want to maintain its
competitive or business advantage achieved through investment in the human capital of the
firm. This is because there is a shift in the world economy from financial base to intellectual
capital. This research paper will also have its own share in support the researcher to contribute
to the growth of the hotel industry by maintaining well trained man power. In general, this
study helps exists and arriving hotels to review and evaluate their concern on the importance of
training towards the accomplishment of their goals.

1.6 Scope of the study

This study mainly focuses on the relationship between training and employee and customer
performance on the hotels industry, specifically the study emphasizes on Jigjiga international
hotels in Jigjiga, and the study area concerned about assessing the training practice and method
of trainings given in the hotels and it’s relation with employee and customer performance.

1.7 Organization of the paper

This paper is organized into five chapters. The first chapter is an introduction which includes
back ground of the study, problem statement, objective of the study, research questions,
significance of the study and scope and limitation of the study organization of the paper. The
second chapter is review of related literatures which consists theoretical background and

9
important findings from different literatures. The third chapter involves methodologies applied
in the study.

Chapter Two

2.0 Review of the Related Literature

The process that provides employees with the knowledge and the skills required operating
within the systems and standards set by management.” (Sommerville 2007, 208). “Training, in
the most simplistic definition, is an activity that changes people’s behavior.” (Mccleland 2002,
7) As discussed earlier Staff Training is an indispensible part of Human Resource Management
activities, more and more companies have realized how important it is to maintain training in
the changing and complex work environment. Training is designed to provide learners with the
knowledge and skills needed for their present job because few people come to the job with the
complete knowledge and experience necessary to perform their assigned job. Becker (1964)
provides a systematic explanation of investment in human capital and associated productivity,
wages, and mobility of workers. Such investment not only creates competitive advantages for
an organization but also provides innovations and opportunities to learn new technologies and
improve employee skills, knowledge and firm performance. In fact, there is an increasing
awareness in organizations that the investment in training could improve organizational
performance in terms of increased sales and productivity, enhance quality and market share,
reduce turnover, absence and conflict. In contrast, training has been cities as faddish, or too
expensive, and there is an increasing about the practice and theoretical underpinning of linking
training with firm performance.
During the training, employees‟ abilities and personalities will easily identified by experienced
trainers, or some employees are more suitable for other positions, hotels can adjust and make
best use of employees‟ knowledge and abilities. (Sommerville 2007, 210) According to
Stewart, 1996, training ensures that the people implications of change are raised and
understood by the organizational decision makers.
Training leads the organization to improved profitability. Owing to the growth of productivity
and better services after training, it is more promised for the hotel to have more profits in

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return. Brookes, 1995 mentioned that training reduces accidents and safety violations in the
organization. Without organized training and guidance, especially employees who work with
dangerous facilities, accidents are easily occurred, training can help organizations to prevent
accidents. Brookes, 1995 also said that training reduces wastage and costly employee turnover.
Wastage and damages in different departments are commonly found out in hotel operation,
with the help of staff training; unnecessary wastage and damages can be
Avoid. Regular trainings can decrease work pressures and employee turnover, as a result, less
labor cost will spent and better service can be achieved.
The knowledge and skills of workers acquired through training will become important in the
face of the increasingly rapid changes in technology, products, and systems. Most organizations
invest in training because they believe that higher performance will result. However, the
theoretical framework for the relationship between training and firm performance has been
subject to considerable debate. Devanna, Formbrun and Tichy (1984) proposed a model which
emphasizes the interrelatedness and coherence of human resource management (HRM) policies
and performance. According to their model, training and other HRM activities aim to increase
individual performance, which is believed to lead to higher firm performance. Guest (1987)
And Development; it is the crucial path of motivating employees and increasing productivity in
the business. With the development of the technologies and the whole business environment,
employees are requested to be more skilled and qualified, even if you are a good employee
today, you could be out of the line some other day if you do not keep studying. A company
needs organized staff training if wants to be competitive among others. Staff training is the key
task to help everyone in the company to be more united. An enterprise could hire experienced
employees or train employees to be skilled. When the company trains their own staff, by
providing and forming a harmonious atmosphere, accurate work specification and the passion
of work, team spirit was built between employees and management team within the process.
Training of work tasks is one of the main aspects of staff training, including principles at work,
professional knowledge and skills, by offering employees these essentials, staff training helps
personal abilities match with business requirements. Training could be enormously demanding
and should be in-depth; lack of training or poor training brings out high employee turnover and
the delivery of substandard products and services. (Sommerville 2007, 208).

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 According to Sommerville 2007 training increases job satisfaction and recognition of the
employee. During the training, employees will introduce what the work is about, how to do,
what kind of role the job plays in the whole business, it helps them to understand their work
better and also love what they do by understanding the work. He also stated that training
encourages self-development and self-confidence among employees. After systemized training,
employees will understand what important role their jobs play, and with the information,
knowledge and experiences obtained during the training, they was more confident with their
work, so that better services was provided. Training also helps to clearly identified career
opportunities of employees. Employees gained not only professional knowledge and skills
during training, training also broads their choices on setting career targets. They can get the
opportunity to get to know other positions, increases the possibilities of promotions in the
meantime. It helps the employee become an effective problem solver. Practical experience can
be taught and guided in the training; employees will learn the methods of solving problem or
complaints during training

The present chapter tries to present previous studies concerning customer expectations of the
hotels and the services offered, service quality assessment of the hotel industry, customers’
perception of the hotel services and then focuses on the problems and solution presented in the
previous works. The closing section of the chapter deals with the model selected to help the
researcher find answers should be always taken into consideration by the mangers of the hotels
and marketing analysts helping the development of the hotel. Customer satisfaction is
Therefore a very significant factor and could be measured through various ways one which is
employing a questionnaire developed based on Seroquel models. Customer satisfaction will be
use as an approach to evaluate service quality in the hotel.
In addition, consumer's needs and expectations are considered as the foundation for service
quality, and thus the standards hotels establish must be customer driven. Oberoi and Hales’
(1990) provide a simplistic view of quality as quality things are better” and they point out the
literature on service quality is likely
“To equate quality with perceived quality” (pp. 703-704). These scholars propose that customers
might have shared expectations, which might be used as a standard for measuring quality.
Ballmer and Baum (1993) presented that hospitality management may be able to meet customer

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expectations regarding the tangible components of service quality; however, customer
expectations may only exceed if the intangible components are prominent. To be precise, in
some situations, the intangible components are the critical factor in determining the quality
perceived by consumers.
Tax and Brown (2012) assert, “keeping and developing relationships with current customers
are a key business strategy”. Meanwhile problems occur when present customers complain
about the services they have received. Sometimes the customers leave their complaints and
problems unsaid and will never back to the hotel. This is a blasphemy as the hoteliers are not
fully aware of the problems taken Place.
Singh, Hu, and Roehl (2007) contend that recognizing the problems is a must to make
appropriate decisions and start the repairs. Then they suggest that continuous assessment of
service quality as well; as evaluating other activities in the hotel will be really helpful in
presenting the information needed.
In another study recently done (Yu, et al, 2014) the structural relationships among service
quality, perceived value, and customer satisfaction of hotels in Jigjiga, as atourist attraction
area will be research and the results indicate that: provision of services enjoying high quality
aiming at satisfying the sport and exercising needs of adult customers and the elderly
accommodating in the hotel will help the perceived value increase. This will pave the way for
customer satisfaction to enhance, customers’ complaint behavior to reduce, and finally, the
Probability of renewed membership to be revived (Yu, et al, 2014).
SERVQUAL Model and its Functions SERVQUAL signifies the difference between a
customer's expectations from a service and his perceptions of the received service which asks
the customers to answer questions about their expectations and perceptions (Parasuraman,
Zeithaml,& Berry, 1985, 1988). The use of perceived service in comparison with the received
Service represents the SERVQUAL model as an attitude scale which is closely. But not
completely, connected to satisfaction (Parasuraman et. al., 1988).

2.1 The Importance of Staff Training

Training is a significant part as well as the key function of Human Resource Management and
Development; it is the vital path of motivating employees and increasing productivity in the
business. With the development of the technologies and the whole business environment,
employees are requested to be more skilled and qualified, even if you are a good employee

13
 today, you could be out of the line some other day if you do not keep studying. A company
needs organized staff training if wants to be competitive among others. Staff training is the key
task to help everyone in the company to be more united. An enterprise could hire experienced
employees or train employees to be skilled. When the company trains their own staff, by
providing and forming a harmonious atmosphere, accurate work specification and the passion
of work, team spirit will built between employees and management team within the process.
Training of work tasks is one of the main aspects of staff training, including principles at work,
professional knowledge and skills, by offering employees these essentials, staff training helps
personal abilities match with business requirements. Training could be enormously demanding
and should be in-depth; lack of training or poor training brings out high employee turnover and
the delivery of substandard products and services. (Sommerville 2007, 208).

2.2 The Preparation of the Process

Go et al. (1996) promoter of the need for a systematic approach as outlined in their nine-step
approach to developing training within the organization.
Step 1: Assessing training needs
Analyzing training needs is a crucial part of HRD as the identification of needed skills and
active management of employee learning is integral to developing corporate and business
strategies. Many would argue that for training to be effective it is necessary to discern not only
the training needs of the individual and the group, but also how their needs fit the overall
organizational objectives. Essentially then training needs analysis allow for an appreciation of
the need to ensure that there is a fit between training and the company culture, strategy and
objectives.
Equally, the training needs of the individual needs to be reconciled with those of the
organization. In terms of developing a training needs analysis aspects such as job descriptions,
job analysis, person specifications or whether performance objectives agreed at appraisals have
been met may all potentially be useful indicators.
Step 2: Preparing the training plan
The training plan is concerned with outlining what needs to be done based on the training needs
of individuals, departments and the organization as a whole. In effect the training plan provides

14
an outline sketch of what the training should address, as well as considering practical aspects
such as the method, time and location of the training.
Step 3: Specifying the training objectives
A key question to be asked before the training is prepared is: what are the training objectives?
It is important when employees are undertaking training that they understand what they should
be able to accomplish when the training program has been completed.
Step 4: scheming the training program
Go et al. (1996) suggest a number of issues need to be considered in designing the training
program, including:
Program duration,
Program structure,
Instructional methods,
Support resources (e.g. a training facility) and the selection of training materials (e.g. videos)
Training location or environment may also be determined by the task, for example, whether it
involves practical skills.
Instructor and instructor’s experience,
Origin of the training program,
Criteria and methods for assessing participants learning and achievement,
Criteria and methods for evaluating the program.
Step 5: Selecting the instruction methods
There is a huge of methods that organizations can use to train and develop staff. All of these
various methods will have both strengths and weaknesses and in that sense there is no one
„best‟ training method. Rather, there is a need for organizations to adopt a contingent approach
to training in developing training methods. Although there are a great variety of training
methods, generally most writers broadly categorize them into three different types of training,
in-company on-the-job, in-company off-the job and external off the job, all of which are now
briefly considered.
Step 6: achievement of the training plan
With the establishment of the most important design features and the methods which are to be
used, the training plan can now be completed. Go et al. note that a complete training plan will
have details

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About the target group (e.g. all service staff), the topic to be considered (e.g.customer
handling), method(s) to be adopted (e.g.function play), time (e.g. two hours) and location
(e.g.conference rooms)

Step 7: Conducting the training

Go et al. suggest that if other aspects of the nine-step approach are adhered to the training
activity/program should be effectively delivered. Though rather like Marching ton and
Wilkinson they do also recognize a number of factors that might impact on the training, such as
participant selection, ensuring the group feels comfortable physiologically and psychologically
and ensuring the person delivering the training is properly prepared and has the right skills.
Step 8: Evaluating the training
The penultimate stage of the nine-step approach is to evaluate the training in order to glean
feedback from the trainees. There are a number of methods of evaluating training, as identified
by Holden (2004):
Questionnaires or so-called „happiness sheets‟ are a useful way to elicit trainees‟ responses to
courses and programs.
Tests or examinations are common in more formal training courses and are useful for checking
the progress of trainees.
Projects can be useful in providing useful information for instructors.
Structured exercises and case studies allow for trainees to apply their learned skills and
techniques under observation.
Tutor reports allow instructors to offer an assessment of the utility of the training. Interviews of
trainees can be formal or informal, individual or group, or by telephone.
Observation of courses by those responsible for devising training strategies can be very useful
in the development of future training.
Participation and discussion during the training, though this requires a highly skilled facilitator.
Appraisal allows for the line manager and trainee to consider the success or otherwise of
training that has been undertaken during performance reviews. Of course a combination of
these methods can be used in evaluating training and it is likely to be important to incorporate
both trainee and trainer feedback in assessing the success or otherwise of training interventions.
Step 9: arrangement further training

16
After the training and its evaluation, training has, an effect, come full circle and the planning
process can begin again.

2.3 Types of Staff Training

Sort by training objectives
Instruction is differed by different groups, one is the top management group, the second group
is supervisory management, and the third group is front line employees who participate in
operations and providing services. As for the top management group, including general
manager, directors, managers and assistant managers of every department, they take care of
making decisions. The training should be about building proper economic views, marketing,
forming sales strategy, budgeting and cost controlling etc. Supervisory management group is
the supportive team in the organization, such as supervisors, team leaders etc. they should be
trained about management concept and ability, professional knowledge, customer services and
how to deal with guests requests and complaints etc. Front line staff helps hotel’s tangible
operation; training for them should be focused on professional knowledge, technical
competencies and working attitudes to improve their abilities.(Woods 2006,188-189&Nickson
2007,158-164).
Sort by training location
According to the location that trainings take place, trainings are divided into in-house training,
on-the-job training and outside training. In-house training is organized by the Human Resource
department, using hotel facilities such as the training room, staff canteen. On-the-job training is
usually held by each department; supervisors, team leaders and trainers are responsible for this
kind of training, experienced worker or trainer trains the employee.(Dessler 2006,157) Outside
training refers to training which is held outside the hotel. Trainees attend seminars and
conferences, participate in training program organized outside the hotel, or go to other sister
hotels for training.
Sort by training location
According to the location that trainings take place, trainings are separated into in-house
training, on-the-job training and outside training. In-house training is organized by the Human
Resource department, using hotel facilities such as the training room, staff canteen. On-the-job
training is usually held by each department; supervisors, team leaders and trainers are

17
responsible for this kind of training, experienced worker or trainer trains the employee.(Dessler
2006,157)Outside training refers to training which is held outside the hotel. Trainees attend
seminars and conferences, participate in training program organized outside the hotel, or go to
other sister hotels for training.
Sort by training contents
Trainings are detained for different purposes, some are organized to help new employees to get
to know the hotel, some are for improving employees‟ professional skills, therefore, the
trainings can be divided by their contents:
Learner trainingis a type of training that introduces general information and basic skills needed
at work to new workers. This training helps building up good relationships between employees
themselves and as well as between employees and management team. Moreover, it helps
employees to set up the right attitude towards work.
Certification training is a kind of training, which employees get professional certificate on
practical or hypothetical tests. It aims to improve employees‟ skills and motivate them when
they pass the tests.
Simulation training is a practical training which is held with the help of Human Resource
Department, aiming to improve methods of working and increase work effectiveness by
simulating the real workplace. This training is in existence in everyday work, therefore it is
long-term. In order to have good results from this training, department heads play very
important roles by using proper training skills. (Walker 2007, 597) .stimulation is a device or
situation that replicates job demands at an off-the-job site. According to him association often
use simulation when the information to be mastered is complexity, and the equipment used on
job is expensive, and /or the cost of wrong decision is high.
On-the-job training is the type of training which is held whiles the employee is working.
Employees‟ professional quality is the key of hotel services, the rules and principles of work
are taught in this kind of training, besides, courtesy, manners and techniques of handling
interpersonal relations are taught as well. This kind of training aims to train employees to learn
the best way to do the work in the most quickly and effective way.
According to Werner and Desimone, it involves conducting training at a trainee’s regular work
station (desk, machine etc.). This is the most common form of training: most employees‟
receives at least some training and coaching on the job.

18
 Language training is the type of training which helps the employees to speak one or more
foreign languages. Hotel employees are required to be able to speak one or two foreign
languages, for different departments, different work categories or different positions, language
requirements also differ. English as an international used language, every staff needs to be
familiar with. Another language is required or to be trained depending on the location of the
Hotel services and administration training is more focused on a specific subject according to
the request of improving administration and services, including telephone techniques, guest
relations, sales skills, public relations general information and application, safety and first-aid
etc.
Cross training is a type of training which ensure the communication among departments and
increase the ability of adjusting to distinguished environments, cross training is used to assist
employees to receive knowledge and skills from other departments. (Walker 2007, 598).
According to Gomez et al, 2007, cross functional is about training employees to perform
operations in areas than their assigned job. An example is job rotation. It can be used to provide a
manager in one functional area with a broader perspective than he or she would otherwise have.

1.4 Employee Training In an International Perspective

As hotel business is often on an international level, so that Staff training should also be
internationalized. Especially for the chain hotels as they are operating in more than one country
they should give internationalized training for their staffs. Cross-culture training needed to be
taken into consideration when planning and designing trainings. Language training became
especially important in international staff training. (Nickson 2007, 27-33)
Staff Training in International HRM (IHRM) is through various methods, attending courses and
lectures in different schools or training centers, by using materials like readings, recordings,
movies etc. to assist trainings. Since culture is a key factor in IHRM, therefore, culture topic is
treated more seriously and carefully, employees should be trained well to deal with possible
cultural misunderstandings or even conflicts. Practical information should be provided during the
training, role play, simulations, and meetings with foreign employees will help the trainees to
understand better.
Staff training in hotel industry

19
In modern hotel business, it is all about competence in people, and especially the employees‟
qualities. The level of service quality depends on the qualities of employees. The qualities are
about knowledge, skills and thoughts which lead to a hotel’s survival and development.
Therefore, staff training is essential in many ways; it increases productivity while employees are
armed with professional knowledge, experienced skills and valid thoughts; staff training also
motivates and inspires workers by providing employees all needed information in work as well
as help them to recognize how important their jobs areTraining and development can be seen as a
key instrument in the implementation of HRM practices and policies. (Nickson 2007, 154-155)
Successful hotels always include staff training as their important development strategy.

2.5 General principle of hotel training

Scholars and researchers of management have put the following general principles of training:

1- Necessity for recurrent training: training is non-stop process to meet the demands of
development and transformation and it is a basic need for any hotel to improve its cadre starting
"from employment till the retirement ".

2- Hostelling training is integrated system: it is not a random activity by its inputs, systems and
outputs .Also, it is integrated with other activities of human resource management.

3- Hostelling training is changeable, renewable activity: due to the renewability and

changeability of individual's attitudes, behaviors and technological developments, it is necessary
to regularly modernize hostelling training programs and techniques.

4- Hostelling training is a managerial and technical activity: training is considered managerial

activity that involves all managerial conditions such as clear policies, aims, plans and programs.
On the other hand, training is a technical activity that needs scientific, practical specializations
and experts in training.

Total excellence in Training and its authority on improving quality hotel services:
Quality in hostelling training could be expressed by trainees satisfactory. By this level of
trainees' satisfactory, training programs achieve the demands, ambitions and goals of trainees. In

20
fact, quality of training is the best guarantee to develop quality of hostelling services. Thus,
improving training leads to raise efficiency of training performance and then we will have a kind
of integration between what trainee learns and what he indeed needs to develop his capability
and performance. This will increase the effectiveness of teaching and training. Practically,
training leads to improving performance, minimizing mistakes and running work flawlessness.
At the end, this will help to reduce the cost which is much wanted result to the hotel
administration. Human element is a key pillar in the successes efforts to improve quality. Here,
the importance of training quality stems from adopt any changes to contribute developing quality
of training is mainly focusing on developing abilities and skills of humanitarian elements.
Difference in the definition of quality is caused by diversity in usages and the concerned parties.
Throughout review of studies and researches concerned this topic, we could define quality as: an
integration of traits and characteristics of a product or service in way that enables it to satisfy
specific and general needs. Total quality Management is the best way to achieve goals and it was
mentioned in the British Quality Association: "Total Quality Management is a managerial
philosophy of organization aiming at accomplishment of customer needs and project goals as
well." The accomplishment of total quality is limited by industrial activity, it includes services
sectors in particular hostelling sector. Thus, it becomes prominent subject in the researches of
services quality of the tourism and hostelling sectors. Here, we can form comprehensive
definition for total quality in hostelling services: it is the style used to present high efficient
hostelling services based on the global measures and standards that provide the best of hostelling
services and satisfy all needs and expectations of tourists. This will help training administration
to adopt the system of total quality management. To reach to the adoption, the administration of
training has to play crucial role to develop human resources and prepare all requirements needed
to adjust or change the widespread culture in the hotels .Moreover, this process is required to
obtain new technologies related to the training process. In brief, choosing the total quality
management will transfer the hotel to be well- developed institution that offers high quality
services.

2.7 The Need of Staff Training In Hospitality Industry

As some organizations persevere on the development in the competencies of their staff, others,
however, think that the staff just needs to perform repetitive tasks and be professional in their

21
positions. Hence, the questions imposed are that whether a proper training program is needed or
only basic trainings at the first stage is enough. Is training that important or is it just optional for
a hospitality business’s survival.
The relationship between training and employees performance
Strong positive relationship between human resource management practices and organizational
performance, According to Guest (1997) mentioned in his study that training and development
programs ,as one of the vital human resource management practice, positively affects the quality
of the workers knowledge, skills and capability and thus results in higher employee performance
on job. This relation ultimately contributes to supreme organizational performance. As depicted
by the work of learning through training influence the organizational performance by greater
employee performance, and is said to be a key factor in the achievement of corporate goals.
However, implementing training programs as a solution to covering performance issues such as
filling the gap between the standard and the actual performance is an effective way of improving
employee performance (Swart et al., 2005). According to Swart et al., (2005), bridging the
performance gap refers to implementing a relevant training intervention for the sake of
developing particular skills and abilities of the workers and enhancing employee performance.
Bridging the performance gap refers to implementing a relevant training intervention for the sake
of developing particular skills and abilities of the workers and enhancing employee performance.
He further elaborate the concept by stating that training facilitate organization to recognize that
its workers are not performing well and a thus their knowledge, skills and attitudes needs to be
molded according to the firm needs. There might be various reasons for poor performance of the
employees such as workers may not feel motivated anymore to use their competencies, or may
be not confident enough on their capabilities, or they may be facing work- life conflict.
Performance of the employees such as workers may not feel motivated anymore to use their
competencies, or may be not confident enough on their capabilities, or they may be facing work-
life conflict.
Models of Service Quality Assessment
To evaluate the quality of services offered in a business various models and strategies have been
suggested. Most of such models rely on the customers’ views and their level of satisfaction with
the presented products or services. Some of them also focus on the discrepancies between the
expectations of the customers and what is really observed in the service domain. Then try to find

22
the differences and find solutions to the problems. The present section hence covers the most
prominent service quality assessment models and then presents the specific model selected for
The present study and shows the reasons of such a selection.
The GAP Model
Parasuraman, Zeithaml, and Berry (1985, p.12) argued Service quality in general is best defined
as a gap between customers’ expectations and the performance they receive. Parasuraman et al.
(1985) created a model of service quality based on gap analysis.
They contended that service quality could be considered a specific function indicating the
difference between customers’ expectations and their observation of performance in the quality
dimensions. The model, which is called the Gap Model (Figure 2.2) indicates the difference
between consumers’ expectation, management’s perceptions, service quality specifications,
service performance gap, perceive services delivery of services and seeking for the views of the
customers and consumers concerning the service delivery system. The existing gap could be
Pursued in various aspects including the size and direction of gaps accompanied with providing
the customers with high quality services.
Gap 1: consumers’ expectation and management’s perceptions of those
Expectations, i.e. not knowing what consumers expect.
Gap 2: management’s perceptions of consumer’s expectations and service
Quality specifications, i.e. improper service-quality standards.
Gap 3: service quality specifications and service actually delivered i.e. the
Service performance gap.
Gap 4: service delivery and the communications to consumers about service
Delivery, i.e. whether promises matches delivery?
Gap 5: customer’s expectations and perceived services. Size and direction of
Various groups in line with providing the customers with high quality services.

23
Figure 2.2: The Gap Model

The service quality is regarded as a function of perception and expectations According to the gap
model.
Hotel business in general
Hotels serve as a home missing from home for the travelling public. When the first roads will
build in Britain, Merchants and other wealthy travelers journeyed to various parts of the country.
At points on their journeys shelter, food and drink were to be found at road side taverns. Later on
monasteries provided hospitality to raise money for the church. Large manor houses scattered
throughout the country provided services to travelers. When the manor houses began to be taxed
the lords of the manors began converting their homes into inns. An inn could provide rest but a
tavern could provide only food and drink. Gradually the inns and taverns improved in quality and
standard. The first inn located in America was recorded in the year 1607 and lead the way with
many other firsts in the hospitality industry. The first publicly held hotel (the city hotel) opened

24
in New York in 1792. The first modern hotel named Tremont opened in Boston 1809 and the
first business hotel (the Buffalo Statler) opened in 1908. From there a surge of hotels flooded
American and the rest of the World with well-known names such as Radisson, Marriot and
Hilton. Mackenzie M. and Chan B. (2009]

Types of Hotels or classification of hotel by type

According to Walker, J R. (2006) Internationally Hotels are classified according to the hotel size,
location, target markets, levels of service, facilities provided, number of rooms, ownership and
affiliation etc.
Number or size of the rooms and design
G+5
72 rooms including supper market hair style and living rooms
Owner of the hotel Hajji Ahmed [Agawayne nick named]
1 general manager
1 depute manager
1 coordinator
1 financial manager
1 cashier
160 waiters
Total employee 88 including the owner of the hotel
The above categories make possible for hotels similar size to compare operating procedures and
statistical results.

25
Goal of the Markets
Hotel targets many markets and can be classified according to the markets they attempt to attract
their guests. Common type of markets include business, airport, suites, residential, resort, time
share, casino, convention and conference hotels.
Business Hotels: - These hotels are the largest group of hotel types and they primarily supply to
business travelers and usually located in downtown or business districts. Although Business
hotels mainly serve business travelers, many tour groups, individual tourists and small
conference groups find these hotels attractive. Guest services at business hotels may include
complimentary newspapers, morning coffee; free local telephone calls, Breakfast etc.
Airport Hotels: - These types of hotels typically target business clientele, airline passengers with
throughout the night travel layovers or cancelled flights and airline crew or staff. Some hotels
might give free transport between hotel and airport. Some Airport hotels also charge the guest by
hour instead of normal daily night charges.
Suite Hotels: - These kinds of hotels are the latest trend and the fastest growing segments in the
hotel industry. Such hotels have a living room and a separate bedroom. Professionals such as
accountants, lawyers, business men and executives find suite hotels particularly attractive as they
can work and also entertain in an area besides the bedroom.
Extended Stay Hotels: - Extended stay hotels is somewhat similar to the suite hotels, but usually
offers kitchen amenities in the room. These kinds of hotels are for longest stay that wants to stay
more than a week and does not want to spend on hotel facilities.
Serviced Apartments: - Serviced Apartment / Residential hotels provide long-term or permanent
accommodation for Guest. Usually guest makes a lease agreement with the hotel for minimum of
one month up to a year. Rooms generally include living room, bedroom, kitchen, washing
machines, kitchen tools etc. Unlike normal hotels Serviced apartment only provide weekly one
housekeeping service.

26
Option Hotels: - choice hotels are usually located in the mountains, on an island, or in some
other exotic locations away from cities. These hotels have recreational facilities, scenery and
golf, tennis and sailing, skiing and swimming. Alternative hotels provide enjoyable and
memorable guest experiences that encourage guest to repeat to the route.
Bed and Breakfast / Home stays These are houses with rooms converted into overnight facilities,
this can size up to 1 to 15 guest rooms They are also known as 'Home Stay's'. The owner of the
building usually stays on the place and is responsible for serving breakfast to guest
Timeshare / Vacation Rentals: - Another new type or segment of the hospitality industry is the
timeshare hotels. These are sometimes referred to as “Vacation interval" hotels. Timeshare hotels
are where the guests who purchase the ownership of accommodations for a specific period.
These owners may also have the unit rented out by the management Company that operates the
hotel
Casino Hotels with stake facilities are called Casino Hotels .Although the food and beverage
operations in casino is luxurious their functions is secondary to and helpful of casino operations.
Conference and Convention Centers these type of hotels focus on meeting and conferences and
overnight accommodation for meeting attendees. They also provide video conferencing facility,
audiovisual equipment, business services, flexible seating arrangements, flipchart etc. These
hotels mostly located out of the centre of the town.

27
 Conceptual frame work
After reviewing the literature, it was found that there is a relationship between training
andemployeeperformance.Hence,trainingcanbeusedasatooltoimproveemployee’sperformance
through improvement of technical skill, functional skill motivation and loyalty. Thereview of
the literature leads the researcher to construct conceptual framework that illustratesthe
relationship between training and employee performance, in the presence of intervening
variables.

Technicalskill
Jobknowledge

skill
Interpersonalcommunication Employee
Training Performance

OthersMotivationLoyalty

Figure 2 conceptual frame work Source: review of literature

28
 CHAPTER THREE

RESEARCH
3. METHODOLOG
The research process begins with identifying the problems which exists in an environment,
formalize the identified problems, the collection of basic theories that strengthen the foundations
of the variables, the preparation of methods for data collection, the preparation of instruments,
and to determine the statistical testing techniques to be use. In this research, the author used a
quantitative descriptive analysis, in that he used a research design for analyzing the relationships
between one variable with other variables or how a variable affects other variables.
The population is all the employees of the Jigjiga international hotel division of the sample used
in this study will determine by using a type of saturated sampling technique. The term saturated
sample is a census, where all members of the population are sampled. This research analyses the
data utilizing multiple linear regression analysis which aims to see the effect between two
independent variables with one dependent variable. This statistical approach is useful to
determine the magnitude of the influence between two or more variables at the same time
looking at the level of influence between them. This method is also commonly used to predict
the value of a variable between more than one predictor variable (independent variable) to the
dependent variable.

3.1 Research Design

This paper explores different aspects of customer satisfaction while trying to answer the
following research questions:

How can Jigjiga Hotel keep retaining their current customer satisfaction and loyalty and
simultaneously gain new customers to further improve their profit margins?

How does Jigjiga Hotel determine the level of customer satisfaction and challenges faced by
their customers in order to establish strategies to enhance customer satisfaction?

To what extent does customer satisfaction affect the profitability of Jigjiga Hotel?

29
3.2 Study Area

The study area for this research is Jigjiga which is the capital city of Somali regional state.
And also it is the center of different tourism business organizations including hotels,
industries and other infrastructures. Now a day the hospitality business is playing a great role
for the development of tourism industry in the regional state. (BOFED, 2013) From the hotels
in Jigjiga city this study will done on the Jigjiga international hotels. Especially since it is an
international level, it needs skilled and well trained professional employees to satisfy the
business and get the expected return or profit. Thus this part of the industry is selected
because of to gain better picture of the beautification of Jigjiga city administration

3.3Data Collection
The collection of first-hand information involved interviewing one person in the management,
two staff members, and three customers. More first-hand information will collect by
administering questionnaires two people in the management position, 20 staff members, and 35
customers. The two people in the management position responded to the questionnaire while 28
staff members and 27 customers also responded to the questionnaires.
The research will base on a cross-sectional design where the management, staff, and customers
influence and participate on customer satisfaction. The cross-sectional research design used
questionnaires and interviews as primary sources of data. On the other hand, the secondary data
will collect through printed books, newspapers, web publications, experts, organizations, and
magazines.
Questionnaires will administer to customers in their hotel rooms so that they could fill them in
when they were free and relaxing. The questions in the questionnaire had the impression that
they are meant to improve the welfare of the customers so that they got excited to answer them.
For the management and the staff of the hotel, the questionnaires were administered when they
were not very busy. They were allowed to take their time, at least a day or two so that they could
fill in them when they were not busy. The questions for the management sought to answer the
third research question (How much does customer satisfaction affect profitability of the hotel?)
as well as how the management ensures high levels of customer satisfaction. Similarly, the
questions for the staff of the hotel determined their input into customer satisfaction. The

30
Secondary sources of information including the internet, employees working there, printed
books, newspapers, web publications, experts, organizations, and magazines specifically those
published by the Serena Hotel Groups were used to complement the primary data collected
through the interviews and questionnaires. The hotel’s website (http://www.jijiga international
hotel.com) will convincing source of information that will use for the research. The website will
useful in gathering data such as customers’ reviews that are published in the guests’ comments
section of the website. Moreover, data will also collect by making online bookings to monitor the
processes and procedures used by the (Creswell & Clark, hotel (2007).
Qualitative method
This is a method that is concerned with qualitative phenomena, meaning the phenomena that are
related to quality of any kind. The aim of a qualitative method is discovering the underlying
motives and desires by using fully interviews for the purpose.
According to Cohen and A minion (1985), qualitative researchers stress to the socially
constructed nature of reality, the intimate relationship between researchers and those researched,
and the situational constraint that shapes the inquiry.
This method helped the researcher to obtain the types of information that is related to the
feelings, perceptions, intentions and thoughts of the respondents.
Quantitative method
This method will use in the measurement of the quantity or amount of variables. It is applicable
to the phenomena that can be expressed in terms of quantity.
According to Denzin and Lincoln (2000), the quantitative method allows socio-economic
researchers to focus on variables of interests and the value of mathematical symbols and permits
economical summary information by using this method, through this method researcher will able
to analyze impact of customer satisfaction on Jigjiga Hotel.
Data Analysis
The analysis of data will base on the following hypotheses.

1. Customer satisfaction enhances customer loyalty.

2. Customer satisfaction influences attraction of new customers.

3. Quality of products and services influences customer satisfaction.

31
First-hand data collected through questionnaires and interviews will analyze through t-tests to
compare customer loyalty, attraction of new customers and quality of products and services with
customer satisfaction. Moreover, a collection co-efficient of these values will use to find the
relationship of the values with customer satisfaction. Secondary data obtained through literature
review willanalyze using content analysis to capture the basic elements of customer satisfaction

3.4 Population of The Study

According to the data gained from ministry of culture and tourism there are more than seven in
hotels operating in Jigjiga. From these 7 Jigjiga international hotel has randomly selected by
using game of chance method. These hotels will opened before 5 years and has 165employees,

3.5 Sampling Frame work and Sampling Techniques

It is determined to use the data of ministry of culture and tourism of Somali regional state to
select the sample hotels. There are more than 7 international hotels currently operating in Jigjiga.
Those are Sahel, Royal, and Istanbul, Zm, blue moon. Hassan wali and so on Out of these
7Jigjiga international hotels has randomly selected by using game of chance method in order to
give them equal chance of being included in the study. Thus, it is believed that the researcher
needed to take the whole number of Jigjiga international Hotel as the result of a good
representative samples have the same individuality as an equal size of the whole (Zikmund,
et.al,2009).
The Sample size for this study will be calculate by using Yamane’s, (1967)

N
n 
1  N  e
2

16
n 5
1  165 0.0 2 5
Where n= the sample size 5 5
N= the size of population
e=the error of 5 percentage
Formula by inserting the chose level of significance/precision (5%) and the population data
obtained and it will result 55 sample sizes for this study.

32
3.6 Data Sources
Qualitative and quantitative data expected to address the research objectives will collect from
different sources. The survey questionnaire will use to collect the primary data from the samples
selected using simple random sampling and in-depth interview will done with the training
managers of one of the hotels. The sources for secondary data were books, reports, articles,
internet web pages and other relevant materials.
Instruments of data collections
The proposed study willdo based on both primary and secondary data.
Primary Data Collection
A. Survey Questionnaire
Primary data will collect from the hotel by using self-administered questionnaires that comprise
both close and open ended questions. The questionnaires were distributed to the selected sample
of 5hotels.
Key informant dialogue
The Qualitative data will collect by using semi structured interview of training manager of the
hotel. This manager has direct link with the study objective. It has the deeper understanding
about the interface between training and organizational performance.
Secondary data collection
Secondary data will also use in this study by reviewing, books, reports, articles, internet web
pages and other relevant materials. Secondary data will useful in providing the general
information about the issue raise and also about the industry.
Data organization, arrangementstudy and interpretation tools
The data analysis techniques that willemployee involves organize the detail, categorize the data
into meaning full themes, looking for and identifying patterns. The data gained from primary and
secondary source will analyze using qualitative and quantitative approach as based on theories
and principles, to simplify the data analysis the row data will coded and will be entered into
computer for processing it using the statistical package for social studies (SPSS 21). Descriptive

33
Statistical indexes like frequency distribution, percentage, mean and standard deviation will
calculate and used for analyze.

3.7 Ethical Consideration

Ethical approval and permission obtained from the institutional review board Faculty of Business
and Economics of Jigjiga University;authorization is also established from Jigjiga international
Hotel through recognized letter. Participation in the study will on the voluntary basis and
participants are asked for motivation before they are provided the questionnaire. The subjects are
also assured that their responses used only for the purpose of the study. An attempt is made to
first give explanation the objectives and significance of the study to the respondents. Name and
other identifying information are not use in the study. The researcher protected all information
related to the participants. Their privacy, personality and confidentiality are maintained by
assigning them code numbers instead of names (anonymity)
COST AND TIME FRAMEWORK
RESEARCH WORK PLAN SCHEDULE\budget break down

Activity Duration
Top selection and final submission
Top approval and assigning advisor
Proposal development
Revised proposal submission
Proposal defence
Data collection
Data analysis and report writing
First draft thesis submission to respective
advisors
Second draft thesis submission
Final thesis submission to department
Submission of revised thesis to department

Perdiem cost of enumeratorsTraining

34
s\ activity description no of days rate per unit cost total
no day birr
1 training of 4 data enumerator 3 180 4 2160
for two days at rate of 180 per
day per enumerator
2 perdiem of traininer per day seven days 180 7 1260
at the rate of
180
sub total 3420

Stationery

s/no Item Unit Amount Unit cost Total cost

1 Flash 1 pcs 300 300 300
2 Scientific 1pcs 250 250 250
calculator
3 Printing pepar Pkt 270 270 270

4 Binding 5 30 150 150

5 Photo copy 610 2 1220 1220

6 sub total 2190

Perdiem expenses

Description Type of work Location No of days Perdiem rate total

Enumerator perdiem Survey Stuy area 4 180 720
Research perdiem Survey Study area 30 180 5400
Bajaj cost Survey Study area 30 190 5700
Sub total 11820

Budget summary

s/n Detail expenses

o
1 Perdiemof enumerator training 3420
2 Stationery 2190

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3 Perdiem expense 11820
4 Transportation 5700

5 Contingency 10% miscellaneous expense 2313

6 Grand total 25443

Source of Budget: on my pocket

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