如何在经济全球化的世界取得成功
11-07, 2014
关于培训
要想在经济全球化的世界中取得成功，企业必须天时地利人和，在这其中，我们不难发现，公司员工是任何一个企业组织的后备力量和主要的有价值资源。（斯蒂芬，1996）由于世界的飞速发展，为了保持在原有的道路上继续前进，大多数的企业都必须去制定一个有效的战略。技术结构开发和公司结构的变化对于管理者来说是一个需要关注的问题，因为管理者必须去雇佣合适的人选，而这些人选也必须具有合适的技能来胜任公司特定的一些目标或工作。
根据佩里与夏洛克博士介绍，一个训练有素的员工更能够胜任现代社会的工作。现在，培训被看作是一种能够提高客户满意度，根据需求来提供给客户高质量服务的措施。拥有一个受过良好训练的员工，对企业来说，是一个巨大的帮助，能够帮助企业在长远的发展中生存，也可以更好的面对挑战。
什么是培训呢？
人力资源服务委员会声明：培训，是一种通过学习经历来转变受训人态度，知识，技能，行为的策划过程，继而使受训人在一次活动，或某一范围内的活动中取得出色的表现。在工作的情况下，培训的目的是发展个体的能力，更好的满足企业现在和将来的需求。
Introduction to Training
To succeed in this world of globalization, firms must have the right tools at the right time and at the right place, among these, it can be found that employees is the back born and the main valuable resource in any organisation. (Stephen, D. 1996). Seeing that the world is evolving faster, most of the firms have to have an effective strategy in order to stay on the track. Technology development and organizational changes are considered to be a big concern for managers, as they have to employ the right people with the right skill and who fit for a particular purpose or work.
According to Perry N and Sherlock D. (2008) a well educated and trained staff is fit to work in the modern world. Training is seen as a measure to increase customer satisfaction and also provide quality services to customers as per the demand of the today's world. Having a well trained staff will help an organisation to survive in the long run and also to face competition.
What is training?
The manpower services commission (1981, cited in Reid and Barrington, 1999:7) states that:
“Training is a planned process to modify attitude, knowledge or skill behavior through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organisation.”
Cascio (1989) noted that training consists of planned programs designed to improve performance at the individual, group and/or organisation levels. Improve performance, in turn implies that there have been measurable changes in knowledge, skills attitudes and/or social behaivour. Miller et al. (1998:198) defines training as “training, in a hospitality setting, simply means teaching people how to do their job… Three kinds of training are needed in food and lodging operations: job instruction, re-training, and orientation.” Job instruction is concerned with what the job entails and how to do it; re-trained applies to current employees and orientation refers to induction programmes for new employees.#p#分页标题#e#
However it has be found that in order for employees to be interested and to participate in training, they need to achieve something first as an individual and to support that Rainbird and Maguire (1993) cited in Beardwell and Holden (1994:336) found that: “much of the training reported was for organizational rather than individual development. This suggests that employees would not regard the training they receive as training at all since it neither imparts transferable skills, nor contributes to personal educational development.”
Training is not only increasing the performance of employees but also as a motivation factor to retain them within the company. Moreover, training smooth the progress of employers by retaining valuable employees as well as make subordinators who have left to come back and attract other people towards the company. East (1993:14)
Boer and Teare ( 1996) argues that employees should be continually recruit new staff to developing and train current staff and they also mention that it is not the quantity of staff that counts but rather the quality of the staff that the managers have to look for.
For training to be effective, it is important to have the right staff for the right job and according to Barrows and Powers (1999:535)
“There is no point in spending time, money and effort on somebody who turns out to be unqualified for, or disinterested in the job.”
Aims and benefits of training
In the hospitality industry, professionalism is vital, consequently training also. However training should not be imposed or it might be resisted. Therefore the learning climate should be supportive for training to achieve the following:
Increase profitability
Increase productivity
Improve communication
Improve morale
Improve co-operation among co-workers
Increase employee job satisfaction
Be cost effective in terms of accuracy of work
Lower personal injury and fewer accidents
Emhance group work at all levelsCreate greater employee versatility.
The need for training
Training has an immense value for tourism industry, the need of training is becoming more important for many hotels as there are here to meet the expectation of customers and perceive their desire. According to the training cycle, needs for training and development should be identified well before designing the programme. Training needs is what the employees want to achieve in their professional life.
Organisations adopting a systematic approach to training and development will usually set about defining their needs for training in accordance with a well-organised procedure. With a training needs analysis, the organisation will be able to witness what is happening and what should be happening. Hence this analysis will help to distinguish between the various causes of any discrepancies between the actual and desired situation#p#分页标题#e#
Training needs can be seen from a number of different points of view;
The organisation
The organisation will analysis if even training is needed as a whole due to organizational changes. It will identify where in the organisation training is needed and under what conditions it will occur.
Task or functional.
This level relates to a particular job or task. It will explain how to go about to perform a job efficiently and effectively.
Individual level.
Here, management will identify who needs to be trained and what kind need to be offered.
Training needs equation
The training needs equation is as follows:
In any organasation there must be appropriate proportion of knowledge , understanding, skills and attitudes. Turell, (2008) argued that add to these factors the demand for change, and you have a picture of what is required to perform the job in the context concerned. These requirements are set again, the demand of change in the organisation, together with the extent the employee's willingness to adapt. If the two sides match perfectly, no training is needed, but if there are differences between what is required and what is available, then training need has been identified.
The explanation of the training needs equation shows the training needs should be identified. The needs of employees and satisfaction can be identified throughout this equation if organisation adapt it, and also design programs according to their needs. Moreover, if employees are not willing to do it, training can be seen as a bad thing and it will be a waste of money and resources. Turell, (1980) also identified three sources of training needs in an organisation:
Those caused by changes in technology, markets, legislation, and manpower composition,
Those derived from work problems such as manpower utilization, machine utilization, disputes, safety and quality; and Those arising from manpower wastage associated with recruitment and training,
A systematic approach to training
Arnold et al (1998) demonstrate in the figure below, the training and development process started from the needs of assessment, training design and delivery to transfer and evaluation of learning. They have presented the sequence orderly as per the figure below and they also have put emphasis on “although there is a systematic approach to training, in practice things are not always done in a set order. This refers in reality when training is conducted in an organisation, there are many links and interaction between these elements, and often of various elements will be taking place in parallel or in a different order from the one shown.
The training cycle
The training cycle is a follow of logical sequence of activities. It helps organisation to put in practice and better understand training. It sets the framework for any organisation to start training programme and also implement and collects feedback.#p#分页标题#e#
Organisation adopting this framework benefits from many advantages which are as follows
Continuance of a satisfactory and proper range of skill amongst employees
Develop the knowledge and skill in the workforce
Achievement of improved job performance and productivity
Improved product quality and service to customers
Increased motivation amongst employees (Floyd, 1997).
According to the advantages listed above, any organisation that follows the training cycle benefits from an effective position and will also be able to face competition. The entity of the hierarchy of an organisation will benefits from a good condition of work. Moreover, Floyd (1997) added that, there will be also an increased in job satisfaction, in personal repertoire of skills, valve of employees in the labour markets and an improvement of internal personal.
The training cycle will help management to know well in advance what is lacking to design the programme. It also overcomes weaknesses and helps the management to satisfy his or her needs so that they will be able to deliver their best performance in the workforce. One of the step of the framework is to “identify training needs” and according to the Maslow hierarchy of needs, it demonstrate that once an individual is satisfy of the first step, both will look for another needs.
The important things here is that at first the individuals are satisfied which is vital and satisfactory for the organisation. Here, in the cased of the above theory, when recruiting new staff, it is necessary to know the needs of the new employees so that training programmes can be developed accordingly, making them feel that they form part of the company.
As far as is concerned the presented staff the theory will be applied differently. It will be as a form of encouragement to work effectively, efficiently and as well as motivating employees to work. On the other hand, if ever training programs are design for them they will feel as they are not part of the organisation.
According to the author, training might be design for employees according to the demanding and motivation of doing the present work of the employees. For example, at Hilton hotel and Starwood hotel have on the job training according to their expectation. Expects come from America whenever the organisation or staffs feels that training is needed in some departments.
Training Methods
It is the responsibilities of the human resource manager to decide which method of training to use in order to be cost effective in their investment for the needs of the individual. However, misleading the training method might a big problem for the management as it will be costly and waste of time and bring little improvement in the performance of employees. Generally, in the hospitality sector has two way of doing training that is “on the job” and “off the job. More often in the hospitality industry as well as hotel school both methods are used in order to have an effective training.#p#分页标题#e#
Moreover, as employees become settled into their jobs, they may find that the nature of their jobs is chaining or that have to develop additional skill to stand a chance of getting promoted. In these cases, further training will be required and must be organised. This training may be internal. That is run within the firm itself, or external, taking place outside the firm. (Floyd, 1997).
On the job training
It is a common way of training and also known as internal training. Here, employees learn while working, their trainer is internal is name as the training manager. On the job training is very popular in the hospitality sector. It is quite quick to organise and fully related to the firm's and it is in the advantages of both employees and management since they will be working and trained in their own environment.
However, Floyd (1997) argued that the internal training do have a disadvantage as far as it concern poor demonstration and communication. Thus, there may be conflicts while putting what they learnt into practice.
According to the Author past experience in different hotels in Mauritius and in America, on the job training is a short course run in the hotel and this type of training is normally free of charge to employees. For instance, most of the hotels of nowadays uses sophisticated machines, here training is carried internally. But now it is important to know which is the department which benefits from them. As Clegg (2000:2) agues many companies' main objectives and core values are training and development and which is not the matter when there is a lack of capital.
Moreover, as training required lots of money and it is often given to only to those department which are considered as more important to the hotel. Therefore, most of the subordinators are obliged to go for private courses in order to a promotion or and increase in salary and to be competent more than their colleagues. This is referred as external training, which shall be discussed below.
External Training
Many organisation would preferred to call it “off the job” training. Here, subordinators will be trained externally from other local or academic institution in order to improve their manual, clerical and managerial skills. Furthermore, Floyd (1997) added that “off the job training” is a way of introducing new ideas and techniques, ‘from outside' into the firm. Normally such type of training is very costly and is sponsored by the employees himself or herself.
However, some companies understand that having an employee trained himself or herself externally will also benefits the organisation, so they offers subsidy to employees and reimburse them the course fee, either partially or in full. This called assistance program (Kirkpatrick, 2001)
As far as is concern at Beachcomber hotels, many employees are encourage to attend part time courses at Sir Gaetan Duval Hotel School and support them both financially and providing a flexible roaster.#p#分页标题#e#
要想在经济全球化的世界中取得成功，企业必须天时地利人和，在这其中，我们不难发现，公司员工是任何一个企业组织的后备力量和主要的有价值资源。（斯蒂芬，1996）由于世界的飞速发展，为了保持在原有的道路上继续前进，大多数的企业都必须去制定一个有效的战略。技术结构开发和公司结构的变化对于管理者来说是一个需要关注的问题，因为管理者必须去雇佣合适的人选，而这些人选也必须具有合适的技能来胜任公司特定的一些目标或工作。
根据佩里与夏洛克博士介绍，一个训练有素的员工更能够胜任现代社会的工作。现在，培训被看作是一种能够提高客户满意度，根据需求来提供给客户高质量服务的措施。拥有一个受过良好训练的员工，对企业来说，是一个巨大的帮助，能够帮助企业在长远的发展中生存，也可以更好的面对挑战。
什么是培训呢？
人力资源服务委员会声明：培训，是一种通过学习经历来转变受训人态度，知识，技能，行为的策划过程，继而使受训人在一次活动，或某一范围内的活动中取得出色的表现。在工作的情况下，培训的目的是发展个体的能力，更好的满足企业现在和将来的需求。
Introduction to Training
To succeed in this world of globalization, firms must have the right tools at the right time and at the right place, among these, it can be found that employees is the back born and the main valuable resource in any organisation. (Stephen, D. 1996). Seeing that the world is evolving faster, most of the firms have to have an effective strategy in order to stay on the track. Technology development and organizational changes are considered to be a big concern for managers, as they have to employ the right people with the right skill and who fit for a particular purpose or work.
According to Perry N and Sherlock D. (2008) a well educated and trained staff is fit to work in the modern world. Training is seen as a measure to increase customer satisfaction and also provide quality services to customers as per the demand of the today's world. Having a well trained staff will help an organisation to survive in the long run and also to face competition.
What is training?
The manpower services commission (1981, cited in Reid and Barrington, 1999:7) states that:
“Training is a planned process to modify attitude, knowledge or skill behavior through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organisation.”
Cascio (1989) noted that training consists of planned programs designed to improve performance at the individual, group and/or organisation levels. Improve performance, in turn implies that there have been measurable changes in knowledge, skills attitudes and/or social behaivour. Miller et al. (1998:198) defines training as “training, in a hospitality setting, simply means teaching people how to do their job… Three kinds of training are needed in food and lodging operations: job instruction, re-training, and orientation.” Job instruction is concerned with what the job entails and how to do it; re-trained applies to current employees and orientation refers to induction programmes for new employees.#p#分页标题#e#
However it has be found that in order for employees to be interested and to participate in training, they need to achieve something first as an individual and to support that Rainbird and Maguire (1993) cited in Beardwell and Holden (1994:336) found that: “much of the training reported was for organizational rather than individual development. This suggests that employees would not regard the training they receive as training at all since it neither imparts transferable skills, nor contributes to personal educational development.”
Training is not only increasing the performance of employees but also as a motivation factor to retain them within the company. Moreover, training smooth the progress of employers by retaining valuable employees as well as make subordinators who have left to come back and attract other people towards the company. East (1993:14)
Boer and Teare ( 1996) argues that employees should be continually recruit new staff to developing and train current staff and they also mention that it is not the quantity of staff that counts but rather the quality of the staff that the managers have to look for.
For training to be effective, it is important to have the right staff for the right job and according to Barrows and Powers (1999:535)
“There is no point in spending time, money and effort on somebody who turns out to be unqualified for, or disinterested in the job.”
Aims and benefits of training
In the hospitality industry, professionalism is vital, consequently training also. However training should not be imposed or it might be resisted. Therefore the learning climate should be supportive for training to achieve the following:
Increase profitability
Increase productivity
Improve communication
Improve morale
Improve co-operation among co-workers
Increase employee job satisfaction
Be cost effective in terms of accuracy of work
Lower personal injury and fewer accidents
Emhance group work at all levelsCreate greater employee versatility.
The need for training
Training has an immense value for tourism industry, the need of training is becoming more important for many hotels as there are here to meet the expectation of customers and perceive their desire. According to the training cycle, needs for training and development should be identified well before designing the programme. Training needs is what the employees want to achieve in their professional life.
Organisations adopting a systematic approach to training and development will usually set about defining their needs for training in accordance with a well-organised procedure. With a training needs analysis, the organisation will be able to witness what is happening and what should be happening. Hence this analysis will help to distinguish between the various causes of any discrepancies between the actual and desired situation#p#分页标题#e#
Training needs can be seen from a number of different points of view;
The organisation
The organisation will analysis if even training is needed as a whole due to organizational changes. It will identify where in the organisation training is needed and under what conditions it will occur.
Task or functional.
This level relates to a particular job or task. It will explain how to go about to perform a job efficiently and effectively.
Individual level.
Here, management will identify who needs to be trained and what kind need to be offered.
Training needs equation
The training needs equation is as follows:
In any organasation there must be appropriate proportion of knowledge , understanding, skills and attitudes. Turell, (2008) argued that add to these factors the demand for change, and you have a picture of what is required to perform the job in the context concerned. These requirements are set again, the demand of change in the organisation, together with the extent the employee's willingness to adapt. If the two sides match perfectly, no training is needed, but if there are differences between what is required and what is available, then training need has been identified.
The explanation of the training needs equation shows the training needs should be identified. The needs of employees and satisfaction can be identified throughout this equation if organisation adapt it, and also design programs according to their needs. Moreover, if employees are not willing to do it, training can be seen as a bad thing and it will be a waste of money and resources. Turell, (1980) also identified three sources of training needs in an organisation:
Those caused by changes in technology, markets, legislation, and manpower composition,
Those derived from work problems such as manpower utilization, machine utilization, disputes, safety and quality; and Those arising from manpower wastage associated with recruitment and training,
A systematic approach to training
Arnold et al (1998) demonstrate in the figure below, the training and development process started from the needs of assessment, training design and delivery to transfer and evaluation of learning. They have presented the sequence orderly as per the figure below and they also have put emphasis on “although there is a systematic approach to training, in practice things are not always done in a set order. This refers in reality when training is conducted in an organisation, there are many links and interaction between these elements, and often of various elements will be taking place in parallel or in a different order from the one shown.
The training cycle
The training cycle is a follow of logical sequence of activities. It helps organisation to put in practice and better understand training. It sets the framework for any organisation to start training programme and also implement and collects feedback.#p#分页标题#e#
Organisation adopting this framework benefits from many advantages which are as follows
Continuance of a satisfactory and proper range of skill amongst employees
Develop the knowledge and skill in the workforce
Achievement of improved job performance and productivity
Improved product quality and service to customers
Increased motivation amongst employees (Floyd, 1997).
According to the advantages listed above, any organisation that follows the training cycle benefits from an effective position and will also be able to face competition. The entity of the hierarchy of an organisation will benefits from a good condition of work. Moreover, Floyd (1997) added that, there will be also an increased in job satisfaction, in personal repertoire of skills, valve of employees in the labour markets and an improvement of internal personal.
The training cycle will help management to know well in advance what is lacking to design the programme. It also overcomes weaknesses and helps the management to satisfy his or her needs so that they will be able to deliver their best performance in the workforce. One of the step of the framework is to “identify training needs” and according to the Maslow hierarchy of needs, it demonstrate that once an individual is satisfy of the first step, both will look for another needs.
The important things here is that at first the individuals are satisfied which is vital and satisfactory for the organisation. Here, in the cased of the above theory, when recruiting new staff, it is necessary to know the needs of the new employees so that training programmes can be developed accordingly, making them feel that they form part of the company.
As far as is concerned the presented staff the theory will be applied differently. It will be as a form of encouragement to work effectively, efficiently and as well as motivating employees to work. On the other hand, if ever training programs are design for them they will feel as they are not part of the organisation.
According to the author, training might be design for employees according to the demanding and motivation of doing the present work of the employees. For example, at Hilton hotel and Starwood hotel have on the job training according to their expectation. Expects come from America whenever the organisation or staffs feels that training is needed in some departments.
Training Methods
It is the responsibilities of the human resource manager to decide which method of training to use in order to be cost effective in their investment for the needs of the individual. However, misleading the training method might a big problem for the management as it will be costly and waste of time and bring little improvement in the performance of employees. Generally, in the hospitality sector has two way of doing training that is “on the job” and “off the job. More often in the hospitality industry as well as hotel school both methods are used in order to have an effective training.#p#分页标题#e#
Moreover, as employees become settled into their jobs, they may find that the nature of their jobs is chaining or that have to develop additional skill to stand a chance of getting promoted. In these cases, further training will be required and must be organised. This training may be internal. That is run within the firm itself, or external, taking place outside the firm. (Floyd, 1997).
On the job training
It is a common way of training and also known as internal training. Here, employees learn while working, their trainer is internal is name as the training manager. On the job training is very popular in the hospitality sector. It is quite quick to organise and fully related to the firm's and it is in the advantages of both employees and management since they will be working and trained in their own environment.
However, Floyd (1997) argued that the internal training do have a disadvantage as far as it concern poor demonstration and communication. Thus, there may be conflicts while putting what they learnt into practice.
According to the Author past experience in different hotels in Mauritius and in America, on the job training is a short course run in the hotel and this type of training is normally free of charge to employees. For instance, most of the hotels of nowadays uses sophisticated machines, here training is carried internally. But now it is important to know which is the department which benefits from them. As Clegg (2000:2) agues many companies' main objectives and core values are training and development and which is not the matter when there is a lack of capital.
Moreover, as training required lots of money and it is often given to only to those department which are considered as more important to the hotel. Therefore, most of the subordinators are obliged to go for private courses in order to a promotion or and increase in salary and to be competent more than their colleagues. This is referred as external training, which shall be discussed below.
External Training
Many organisation would preferred to call it “off the job” training. Here, subordinators will be trained externally from other local or academic institution in order to improve their manual, clerical and managerial skills. Furthermore, Floyd (1997) added that “off the job training” is a way of introducing new ideas and techniques, ‘from outside' into the firm. Normally such type of training is very costly and is sponsored by the employees himself or herself.
However, some companies understand that having an employee trained himself or herself externally will also benefits the organisation, so they offers subsidy to employees and reimburse them the course fee, either partially or in full. This called assistance program (Kirkpatrick, 2001)
As far as is concern at Beachcomber hotels, many employees are encourage to attend part time courses at Sir Gaetan Duval Hotel School and support them both financially and providing a flexible roaster.#p#分页标题#e#
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