A CRITICAL INVESTIGATION OF THE EFFECT OF STAFF TRAINING ON EMPLOYEES WORK ATTITUDE IN THE CAMEROONIAN HOSPITALITY SECTOR

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Hospitality sector anticipate that their investment in employee training and development will result in employees displaying enhanced attitudes and behaviors, as well as being equipped with the necessary skills and capabilities to carry out their job responsibilities more effectively. Implementing this approach will improve the overall quality of service provided by the organizations (Shen & Tang, 2018; Al-Refaei, 2021), differentiate them from their competition, and result in satisfied customers (Baiomy, 2021; Bambale, Ghani, & Ado, 2020). The existing research on the impact of training and development on individual and organizational performance is generally lacking in clarity and precision (Tharenou, Saks, & Moore, 2007; Shen & Tang, 2018). Prior studies may have overlooked the mechanism linking training and development to service quality, contributing to this condition. Moreover, the extent of applied knowledge and skills gained by employees in the workplace, as well as the impact of training and development on service quality, are currently not fully understood and lack a clear definition (Shen & Tang, 2018). Therefore, further research is necessary in this field to elucidate the impact of training and development on staff performance and service quality. Several researchers have identified that customers' experiences are crucial in determining the quality of service provided by an employee. These researchers include Gazzoli, Hancer, and Kim (2019), Jaakkola, Helkkula, and Aarikka-Stenroo (2015), and Al-Refaei, Zumrah, Alsamawi, and Alshuhumi (2019) among others. Customers often form their view of service quality based on their interactions with individual employees, rather than making a general judgement of service quality ( Al-Refaei, Zumrah, & Alshuhumi, 2019). According to various researchers, including Alshaibani and Bakir (2017), Liao and Chuang (2018),Al-Refaei et al. (2019), and Al-Refaei (2021), there is a direct impact of front-line employees' service performance on customers' perceptions of service quality. Prior research in this field has focused on the correlation between customer impressions of service quality and staff perceptions of organizational procedures, such as training. Employees may think that the training and development offered by an organization can greatly improve their career opportunities (Grund & Titz, 2021). Kooij et al. (2020) suggested that the correlation between training and employee attitudes diminishes as individuals get older. Grund (2019) contended that younger and more educated employees are more open to personnel development. According to Grund and Titz (2021), the training offered by an organization has varying effects on distinct sub-groups of employees, categorized by age and education level. The data do not support the notion that training and development have varying effects on service quality and employees’ attitude based on employee age and education level. It is in the same view, a survey will be conducted in order to critically investigate the effect of staff training on employees work attitude in the Cameroonian hospitality sector.

1.2 Statement of the Problem

According to Githinji (2018), staff training is a crucial part of management-led organizational transformation efforts. Its purpose is to rejuvenate the workforce and promote a new understanding of the organization's goals and vision. In addition, training equips employees with crucial skills, enabling them to improve job performance and encouraging them to utilise their creativity and ability to create innovative products and services (Githinji, 2018). It promotes a change in employees' perspective on their roles, motivating them to go beyond just completing job tasks and instead focus their efforts on achieving specified organizational objectives. According to Chidambaram and Ramachandran (2018), training helps workers develop a strong sense of collaboration and enables them to effectively adjust to both internal and external changes in their specific areas of work. On the other hand, Ji, Huang, Liu, Zhu, and Cai (2019) emphasize that staff training has a beneficial effect on decreasing turnover rates. This is because employees get dissatisfied when they have restricted chances for growth in their positions. According to Quartey (2018), organizations that provide training opportunities are seen by employees as being committed to their professional growth. This helps to increase employee loyalty and ultimately reduces the rate of employees leaving the organization. Furthermore, training programme that bridge the knowledge gap have been shown to improve employees' job performance, leading to increased motivation and effort in their roles (Chidambaram & Ramachandran, 2018). However, enhancing employee training not only increases their knowledge, but also deepens their awareness of the organization's objective and improves job proficiency. Similarly, Truitt (2021), asserts that staff training programme not only focus on providing employees with necessary skills, but also try to influence their attitudes towards the organization and their specific responsibilities.Thus, it is in the light of these that the study seeks to critically investigate the effect of staff training on employees work attitude in the Cameroonian hospitality sector.

1.3 Objectives of the Study

The main purpose of this study is to critically investigate the effect of staff training on employees work attitude in the Cameroonian hospitality sector. Specifically, the study will;

Determine whether there is a significant relationship between staff training and employees work attitude in the Cameroonian hospitality sector.

Examine employees' perceptions towards training the Cameroonian hospitality sector.

Identify the staff training and development strategies implemented to boost employees work attitude in the Cameroonian hospitality sector.

Investigate the effect of staff training on employees work attitude in the Cameroonian hospitality sector. 

1.4 Research Questions

The following questions have been prepared for the study:

Is there a significant relationship between staff training and employees work attitude in the Cameroonian hospitality sector?

What are the employees' perceptions towards training the Cameroonian hospitality sector?

What are the staff training and development strategies implemented to boost employees work attitude in the Cameroonian hospitality sector?

What are the effect of staff training on employees work attitude in the Cameroonian hospitality sector?

1.5 Research Hypotheses

Ho:  There are no significant effect of staff training on employees work attitude in the Cameroonian hospitality sector.

Ha: There are significant effect of staff training on employees work attitude in the Cameroonian hospitality sector.

1.6 Significance of the Study

The level of service delivered in the hospitality sector can be directly influenced by staff training. Providing staff with sufficient training enables them to efficiently manage different scenarios, resulting in enhanced client satisfaction and loyalty. Consequently, this can enhance the overall competitiveness of Cameroonian hospitality establishments in both local and global markets.However, the research findings will help government and policymakers design effective strategies to promote skills development, attract investment, and foster sustainable development in the hospitality industry. Furthermore, this research has the potential to immediately help employees in the hospitality sector in Cameroon. It will provide insight into the impact of training programmes on job satisfaction, motivation, and career advancement chances.  Additionally, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard the effect of staff training on employees work attitude in the Cameroonian hospitality sector.

1.6 Scope of the study

The scope of this study is to critically investigate the effect of staff training on employees work attitude in the Cameroonian hospitality sector. Empirically, this study will assess the staff training practices adopted by the Cameroonian hospitality sector, determine whether there is a significant relationship between staff training  and employee work attitude in the Cameroonian hospitality sector, identify the staff training and development strategies implemented to boost employee work attitude in the Cameroonian hospitality sector and investigate the effect of staff training on employees work attitude in the Cameroonian hospitality sector.

Geographically, the study will be delimited to employees of Radisson  Blu  Hotel  & Apartments Douala, Cameroon

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.8 Definition of Terms

Training:  the tutoring or learning processes carried out for the major aim of assisting workers of a company to obtain and utilize the skills, knowledge and behavior required by that organization.

Development: is the process of growth, advancement, or progress, often in a specific area such as personal, professional, or societal development.