Contents
CHAPTER 1 2

INTRODUCTION 2

Background of the study 2

Statement of the problem 3

General objective of the study 3

CHAPTER 2 4

LITERATURE REVIEW 4

Understanding Training Evaluation 4

Focusing on the impact of training on individual performance 4

Criteria of service quality 5

Conceptual framework 6

CHAPTER 3 7

RESEARCH DESIGN AND METHODOLOGY 7

Sampling methods 7

Instruments 7

Sampling techniques 7

CHAPTER 4 8

FINDINGS AND OBSERVATIONS 8

CHAPTER 5 14

CONCLUSION AND RECOMMENDATIONS 14

REFERENCES 16

APPENDICES 17

CHAPTER 1

INTRODUCTION

Background of the study

Just famed for its exceptional standards of efficiency, service and five-star hospitality, the elegantly sophisticated Nairobi Serena is a member of the Leading Hotels of the World group and is consistently voted ‘Best Hotel in Nairobi' by airlines and international travel magazines alike. Despite its pivotal central location, the Serena remains true to its title and offers an oasis of serenity amidst the bustle of one of Africa's most vibrant capital cities.
The Leading Hotels of the World is a hospitality association owned by Hotel Representative, It represents over 430 hotels and resorts worldwide. Headquartered in New York City, the association maintains offices in 24 cities worldwide.
The Leading Hotels of the World started as a reservation service for independent hotels. It is now a full-service hotel consortium which supports sales and marketing, advertising and public relations, financial services, quality control, and hotel inspections for its member properties. It is not a hotel chain itself; its member hotels are typically independents, though some are themselves individual properties that are part of chains. Leading Hotels of the World is an example of affiliate marketing
Founded in 1928, The Leading Hotels of the World originally covered 38 hotels in Europe and Egypt. By 2010, the collection included more than 450 hotels in 80 countries. Though the membership has expanded significantly, the organization says its standards are stricter than ever. Each year, only a handful of hotels pass the rigorously detailed 1,200-point inspection. Leading Hotels of the World Ltd. has also launched an affiliate business, Leading Quality Assurance, to administer this inspection to interested hospitality organizations.
In Kenya, Nairobi Serena is the only hotel member of the Leading Hotels of the World, thus it has to conform to the standards laid in order to continue being a member of the group.

Statement of the problem

The Nairobi Serena being a member of the LHW is subject to such regular inspections and audits on the standards of service, training needs, facility upkeep, among other aspects.
Once a hotel has been accepted as a member of The Leading Hotels of the World, it is re-inspected twice every three years to ensure it remains up to the group's standards.
Leading Quality Assurance audit measures in excess of 1,200 standards in 28 different departments over a three day period. The report that is generated is both quantitative and qualitative in composition.
From the last inspection in May 2012, NSH’s ranking had gone down considerably resulting in a warning of being eliminated as a member of the LHW. It was noted that there was a need for training to ensure revenue generating opportunities are seized and standards maintained. Trainings were scheduled that lasted for 6 weeks. This research seeks to establish whether the trainings so far undertaken will help the hotel uphold its standards and improve overall productivity in the organization.

General objective of the study

To investigate the impact of training employees on standards and how it will impact quality service delivery.

Specific objectives of the study

1. To establish whether employees understood the training.

2. To find out if employees are willing to practice the training they learnt.

3. To find out if the training will improve the overall productivity of the organization.

Research questions

1. What are the key learning points employees understood during the training?

2. Are the employees willing to practice what they have been trained?

3. Will the training improve the overall productivity of the organization?

Purpose of the study

The purpose of this study was to establish ways in which Nairobi Serena Hotel can improve its service quality through training employees on the Leading Hotels of the World standards.

Limitations of the Study

Some of the respondents did not give clear, accurate and up to date information due to suspicion.

Definition of terms

LHW- Leading Hotels of The World

LQA- Leading Quality Assurance

CHAPTER 2

LITERATURE REVIEW

Training is often viewed as an expense rather than investment. Unfortunately, organization often fails to evaluate their large training expenditures to get an idea of the effect they are having on organizational effectiveness.

According to Robert Bruce and Don Harvey, An Experiential Approach 2nd Edition, Evaluation should not be viewed as a final judgement on overall worth of training program but rather an integral part of a process of continuous improvement. Evaluation data can be used to pinpoint areas of slippage between training and organization outcomes. It may be that trainees (employees on training) actually learned the training content but failed to apply it when they return to their work stations. This situation would suggest that the problem may not lie with the training program itself but with something at the work place such as lack of peer and management support, inadequate resources required to implement newly learnt skills.

Understanding Training Evaluation

Providing training to staff has many costs: the cost of resources involved in preparing and giving the training, and the cost of staff being away from the workplace. To justify these costs, managers need to feel confident that the training they are providing, or asking their staff to attend, will make a difference in staff performance. They need to know that staff members have not only acquired new knowledge, attitudes, and skills from the training but can, and do, put them into practice back on the job.

Focusing on the impact of training on individual performance

The desired long-term impact of training is to improve organizational and program performance and, ultimately, to contribute to the improvement of service delivery. It is difficult to demonstrate a direct link between training and these long-term results because of the many factors other than training that are involved. However, it is possible to demonstrate the impact of training on staff skills and performance.
The creation of customer satisfaction can provide several benefits, including the relationship between companies and consumers are harmonious, providing a good basis for the purchase and re-creation of customer loyalty, and form a recommendation by word of mouth that can benefit the company.

Criteria of service quality

A customer will have an expectation of service determined by factors such as recommendations, personal needs and past experiences. The expectation of service and the perceived service result may not be equal, thus leaving a gap.
Ten determinants which may influence the appearance of a gap were described by Parasuraman, Zeithaml and Berry.
Competence is the possession of the required skills and knowledge to perform the service by employees.

Courtesy refers to factors such as politeness, respect, consideration and friendliness of the contact personnel; consideration for the customer's property and a clean and neat appearance of contact personnel.

Credibility refers to factors such as trustworthiness, believability and honesty. It involves having the customer's best interest at heart. It may be influenced by company name, company reputation and the personal characteristics of the contact personnel.

Security represents the customer's freedom from danger, risk or doubt including physical safety, financial security and confidentiality.
Access refers to approachability and ease of contact. For example, the waiting time is not excessive and there are convenient hours of operation and a convenient location.
Communication means both informing customers in a language they are able to understand and also listening to customers. A company may need to adjust its language for the varying needs of its customers. Information might include for example, explanation of the service and its cost, the relationship between services and costs and assurances as to the way any problems are effectively managed.
Knowing the customer means making an effort to understand the customer's individual needs, providing individualized attention, recognizing the customer when they arrive and so on.
Tangibles are the physical evidence of the service, for instance, the appearance of the physical facilities, tools and equipment used to provide the service; the appearance of personnel and communication materials and the presence of other customers in the service facility.
Reliability is the ability to perform the promised service in a dependable and accurate manner. The service is performed correctly on the first occasion, the accounting is correct, records are up to date and schedules are kept.
Responsiveness refers to the willingness of employees to help customers and to provide a prompt timely service.

Conceptual framework

Management
Support Service Quality Employee Enthusiasm

Training on Standards

CHAPTER 3

RESEARCH DESIGN AND METHODOLOGY

The research adopted a descriptive design. Both qualitative and quantitative methods were applied. Self administered questionnaires and interviews were used to get primary data. Secondary data was obtained from existing literature and other related research finding in other industries.

Sampling methods

The sampling methods used included; cluster sampling and random sampling.

Instruments

Information was collected by the use of:-

Questionnaires: - Information was obtained from hotel employees. The information was acquired from the drop and pick questionnaires on a span of one hour and two days depending on the convenience of the employee.

Observations: - this was done by observing what the employees did when dealing with clients and when carrying on with their duties.

Oral interviews: - information was collected through personal interviews to the hotel staff, and independent sources through asking questions and filling in the notebook.

Secondary sources: - Information was collected through the internet and text books.

Sampling techniques

Cluster and random sampling methods were applied to get the sample size of 40 respondents. The entire areas to be surveyed were broken down into smaller areas and a number of these areas were selected by random method.

Data was collected, cleaned, coded and analyzed using the statistical package for social sciences (SPSS).

CHAPTER 4

FINDINGS AND OBSERVATIONS

Data by gender

Out of 40 respondents who participated in the training, with a gender distribution of 46% male, 45% female whereas 9% did not disclose their gender as shown in Figure 1.

Figure 1: Distribution of Respondents by Gender

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Figure 2: Age of Respondents

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Most of the respondents who participated represented by 24% are aged between 26 and 30 years, 21% of the participants are aged 35-40 years, 18% are aged 31-35 and 40 years and above and those aged below 25 years are represented by 12%.

Figure 3: Duration of employment in Nairobi Serena

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Of the respondents who participated in the survey 33% have worked in the organization for a period of (1-5) years, 24% have worked for a period of (6-10) years, 18% have worked for a period of (11-15) years, and 21% have worked for more than 16 years whereas 3% of the participants have been in the organization less than a year.

Figure 4: Department of Participants

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The departments of the participants are as follows: 30% were from Food and Beverage, 27% from Front Office, 24% from Housekeeping and 18% from Maisha spa.

Figure 5: Clarity of course objectives

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Most of the respondents represented by 83% agreed that the course objectives were clear and relevant to their areas of work, however, 15% disagreed and 3 % were not sure about the aims of the training.

Figure 6: Expectations of the training

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Out of the 40 participants, 82% agreed that the training met their expectation and will be willing to practice what they have learnt in order improve customer satisfaction in tandem with the standards set by the LHW/ LQA.

Among the reasons they gave are as follows:

1. The training circulated on their areas of operations know what is expected of them

2. The company has provided all that is needed to make the guest happy thus they will improve their performances and maintain high quality standards to ensure guest are satisfied

3. They will practice what they have learnt as well as train their colleagues on the same so as to maintain the same standards in their respective department.

4. The training gave a good guidance and was an eye opening experience

5. The training boosted their confidence and motivated them to carry out their tasks and sharpened their mind and will be able to correct the things that they used to do them wrong.

6. They gained so much knowledge on the hospitality industry in relation to service delivery.

Figure 7: Timeliness of the training

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52% of the respondents agreed that scheduling of the training was timely as a result of the inspection that had concluded. However, 30% disagreed and pointed out the need to have continuous training so as to refresh their knowledge and skills as well as to be updated with the current trends in the industry.

Figure 8: interactivity of the sessions

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Most of the respondents represented by 73% agreed that the sessions were interactive and that they were free to disclose the weaknesses affecting their departments and were able to share information freely.

Figure 9: Application of the knowledge acquired

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Majority of the respondents represented by 79% were willing to apply the knowledge acquired as well as to share the same with their colleagues so as to ensure uniformity in rendering service to guests.

Figure 10: Service improvement

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From the training, majority of the respondents represented by 67% were optimistic that the level of service delivery would be improved and gave the following reasons:

1. All employees are at par with the standards as it captured the crucial areas required for LHW/LQA

2. All members were valued thus information was shared easily and freely and that they are aware of their expectations.

3. They realized the importance of training and embracing positive attitude to achieve set targets.

4. Training on eye contact and calling guest by name will lead to guest satisfaction and improvement on service delivery.

CHAPTER 5

CONCLUSION AND RECOMMENDATIONS

From the study, it was concluded that the employees understood the training and are willing to practice the knowledge and skills learnt so as to improve the overall productivity of the organization by maintaining the standards expected by the LHW/LQA.

From the personal interviews, it was observed that the LHW are current standards that are put forward before inspection thus each employee is aware of their existence and are supposed to conform to them. The NSH SOPs is an extra mile that sets the hotel ahead of their competitors in terms of service delivery therefore, the preferred hotel by customers.

It was also observed that facilities are lacking and takes long to be implemented. There is a strain in the hot pick-up section in the kitchen where it serves the restaurants and outlets- pool bar, Aksum bar and room service. There is a need to have a pool bar kitchenette to ease congestion in the kitchen as well as to ensure no delays in dispensing food that might lead to guest complaints.

Complaints from guest should be viewed positively. They are opportunities for growth as the areas of weaknesses are pin-pointed. The management should be close to the subordinates for support and morale. They should not only reprimand the wrong but also appreciate good work.

RECOMMENDATIONS

From the study, the respondents suggested the following recommendations;

Senior management staff should be trained on the same to avoid double standards. The LHW are current standards and keep on evolving with time in tandem with new trends in the market thus the whole team in the hotel should take part in the training.

Exposure to other Serena units as well as competitor hotels so as to observe the product offerings (for comparison reasons) and to have a feel of the guest experience

Management should stop being biased and give credit when due when rewarding employees and that should be based on merits and not favourism or on tribal basis. Appraisals should be conducted regularly when promotions, financial remunerations, incentives, recognition and awards for exemplary work are to be considered.

Empowerment of staff and that management should not distant themselves from the juniors.

Modern equipment and products should be bought to ensure that they are at par with modernity.

Training should be continuous. Hospitality industry is dynamic in terms of product and service development thus employees should be trained on the current trends so as to be knowledgeable and skillful to deliver the service expected of them. Time allocation for training should be scheduled appropriately and not between shift so as not to overwhelm employees.

REFERENCES

Chrobot- Mason and Quinones M.A (2002) Training for diverse work place

Kirkpatrick D.L (2004) Evaluating training programs San Francisco: Berrett- Koehler

Kraiger, K (2002) Decision based Evaluation Creating, Implementing and Managing effective training and development

Van Buren, M.E (2001) State of the industry: Washington DC American Society for Training and Development

The Human Resources program evaluation Handbook by Jack Edwards, John C. Scott and Nambury S.

www.businessballs.com >home> human resources

www.vitualsalt.com

APPENDICES

QUESTIONNAIRE

LEADING HOTELS OF THE WORLD TRAINING ON STANDARDS EVALUATION FORM

This is to inform you that Nairobi Serena Hotel is conducting a study on ways of ensuring that the Leading Hotels of the World (LHW) standards are adhered to as a result of the training courses being conducted.

The information given shall be kept confidential and only used for the purpose intended to make recommendations on how to enhance guest satisfaction through improved service quality delivery. This is therefore, to request for your assistance in provision of the necessary data. Your assistance is highly appreciated.

Thank you for your co-operation.

Bio Data

Age: 20-25 26-30 31-35 35-40 40 & above

Sex: Male Female

Duration of employment in Nairobi Serena:

Less than 1 year

1-5 years

6-10 years

11-15 years

16 years and above

Department: …………………………………………………………………………………………………………………….

The Contents Of The Course (please tick where appropriate)

Agree Disagree Not sure

1. The course objective was clear to me

2. The course met my expectations

3. Scheduling of the course was timely

4. The course training stimulated my participation 5. Time allocated to each session was sufficient to cover the course

6. Was the session interactive? YES NO

7. I will be able to apply what i have learnt. YES NO Give reason…………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………. 8. What was the LEAST valuable content of the training? ................................................ …………………………………………………………………………………………………………………………………. …………………………………………………………………………………………………………………………………. 9. What was the MOST valuable content of the training? ................................................ …………………………………………………………………………………………………………………………………. …………………………………………………………………………………………………………………………………. 10. Do you think this training will improve service quality? YES NO Give reason…………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………..

11. Apart from training, what else do you recommend to be done for the improvement of service quality? ................................................................................................................. ……………………………………………………………………………………………………………………………………..

Thank you for your participation