Food & Beverage Department: the Grand Hyatt Macau - Thesis Proposal Example

Food & Beverage department: A case study of the Grand Hyatt Macau Introduction Background information Hotels and restaurants are part of the services and luxury industry which largely caters to the needs of tourists, businessmen, and the general population. These hotels and restaurants are part of the larger context of the hospitality industry, an industry which is focused on providing as much comfort to the customers as possible and on ensuring the relaxation and convenience needs of its customers. Securing the highest quality for these services is therefore a significant part of this industry. Providing efficient services to the clients, in this case, is founded on the responsiveness of the employees providing the services as well as the quality of the products offered within the industry. Rationale Training and development are some of the tools which can be used in order to maintain the utmost efficiency and quality of goods and services (Fan, 2009). With training and development, the staff members within the hospitality industry can be taught the necessary skills and expertise to improve the quality of their services. The products presented to clients can also be improved, can be handled better, and can be prepared better (Fan, 2009). Training and development is perceived in different ways by the employees, with some being very supportive and accepting of the process, and with others being less than accepting of the process. This study now seeks to investigate employee perception on the effectiveness of training and development in the Food and Beverage department at the Grand Hyatt Macau. Aim and Objectives Aim: To investigate the employee perception on the effectiveness of training and development in the Food and Beverage department at the Grand Hyatt Macau. Objective: 1. To critically review the literature of training & development with particular reference to the application of the Systematic Approach to Training theory (Dhawan, 2003) 2. To analyze the training and development programme affect in the F&B department of Grand Hyatt Macau 3. To assess the employees perceptions of this training & development programme Main concept of the study Training and development is valuable and its benefits are also universally accepted (Roehl and Swerdlow, 1999). All hotels have realized the importance and necessity of training programs in order to also improve the overall operational functions of their staff. Also, various subjects can also be covered during the training of employees from hotels, especially the F & B services (Barrows, 2000). Training and development play a crucial role in improving the responsiveness of organizations and with training, productivity, safety, and personal development can also be secured (Goldstein and Ford, 2002). Context of the study This study is based on the context of ensuring that the performance of the Food and Beverage department at the Grand Hyatt Macau is up to the standards of the hotel and hospitality industry as well as the standards of the Grand Hyatt hotels. Training and development in this case is founded on improved services for the general public. Benefits of the study This study would be beneficial in terms of the input it can provide on the current state of the Food and Beverage services at the Grand Hyatt Macau. It is also beneficial in terms of the related studies it can present in order to support the importance of training and development, including employee perception relating to training and development. Literature review Goldstein and Ford (2002) discuss that training is the planned effort made in order to promote employee learning of work competencies. Such competencies cover skills, knowledge, as well as behavior which can promote success in one’s job. Training goals for employees include the mastery of knowledge, skills, and behavior, applying these in one’s daily activities. In order to ensure competitive advantage, training has to cover different skills with the training process used in order to secure competitive advantage (Goldstein and Ford, 2002). Development would cover the improvements made on the current knowledge, skills, and behavior of the employee, where he or she would go from being a novice in a certain task or position to being highly skilled. Such development can be gained from training (Goldstein and Fod, 2002). Training also focuses on the assistance which can be given to employees in order to perform their work better in their present jobs (Cannon and Gustafson, 2002). While this training would consider the achievement of short-term goals, development would refer to future or long-term goals for employees. Employee training and development also implies the process of gaining new knowledge, skills, as well as abilities, including the establishment of entrepreneurship, introduction of changes to employees, encouraging changes in attitudes of employees, introducing employees to business decisions as well as being actively involved in decision-making (Vemic, 2007). Theories which relate to training also refer to learning theories, which cover the acquisition of knowledge, attitudes, and emotional responses (McKenna, 2006). This is based on the Classical Conditional theory by Ivan Pavlov, where responses to stimulus can be strengthened when the stimulus is repeated and a favorable reaction to the stimulus is enjoyed by the individual (Mullins, 2005). This is also known as behaviorism where different conditioned reflexes would elicit favorable feelings and often unconditioned responses. For Skinner, his theory on operant conditioning is also based on the concept of learning being a function of change in behavior (Mullins, 2005). It is based on rewards and punishments which bring about the desired behavior (Mullins, 2005). The cognitive learning theory considers how individuals learn and reinforce positive behavior through the rewards systems, but also by gaining knowledge of the results of their learning. Feedback also provides positive reinforcement. In effective cognitive learning refers to the changes in the knowledge of the learner (Ormond, 1999). This theory highlights observable changes in mental knowledge. The elements of the cognitive approach to learning can be referred to the work of McKenna (2006) who suggests that human consciousness cannot be evaluated sufficiently by taking apart its components but also by assessing its overall shapes and patterns. Insight as well as learning is two important elements of cognitive learning, especially as an individual would often assess results and evaluate logical alternatives to it, eventually considering options which can support decision-making. The above theories indicate some important principles in learning, also implying how these principles can provide opportunities which can motivate trainees and facilitate their learning and training. Training includes the process of an individual on learning different advancements in organizational behavior and knowledge (Daniel, 1993). In gaining a clear understanding of the organization and of the pertinent knowledge, trainers can manage the learning process, making this process consistent with organizational vision, values, as well as goals (Fincham and Rhodes, 1999). Employee perception Employee perception refers to how employees’ perspective or viewpoint of different events, changes, or policies in the organization. In some instances, the perception of employees on these events, changes, or policies may not be favorable or supportive (Jones, 2005). As such, they may be reluctant to apply it or adopt it into their work. Some may even refuse to accept such policies or changes. Other times, employees support these changes or policies, and these changes may translate well to corporate objectives and goals. It is important therefore to secure a positive employee perception of change or of institutional policies in order to ensure a favorable work environment for employees and a common direction in corporate actions and behavior (Jones, 2005). Such common direction in corporate actions can translate to the better achievement of organizational goals and objectives. Training and development as well as favorable employee perceptions help promote organizational goals and objectives. Training and development includes the introduction of change and improvements in employee actions and behavior, with the end goal of ensuring the development of the organization (Armstrong, 2000). Where employee perceptions of such training and development are favorable, the achievement of organizational goals for improvement would be secured faster and more efficiently (Armstrong, 2000). In this case, where the employees in the food and beverage department of the Grant Hyatt Macau have a favorable and supportive perception of the training and development they would have to undergo, the training and development would be able to significantly improve their knowledge, their learning, their mastery, their skills, and their responsiveness to their work. In the end, they would be able to help the hotel improve its quality, aligning such quality to the standards of the Grant Hyatt Hotels, and further providing special and unique services for the Grant Hyatt Macau. Theoretical Framework Bell, et.al., (2003) discusses that one of the best ways to improve productivity among employees and secure organizational goals is through training. Even where training is very much crucial to the hotel industry, there are often different employees who are not sufficiently trained to work in the hospitality industry. There are different changes being seen in the world with each day and in order to keep up with these changes, efforts must be made in order to ensure the efficient use of personnel’s abilities (Bell, et.al., 2003). In effect, human resource management has to be sufficiently considered and implemented. The management must be able to deal with the changes in the business world which implies that individuals who are in human resources have to be aware of globalization, changes in technology, diversity in the workforce, changes in skill requirements, and employee involvement. Where changes in these elements are seen in the organization, the business operations would likely also change, and the human resources department of the organization must prepare its plans for its employees to meet these changes (Ahammad, 2013). As such, this framework underpins the need for training and development in the hotel industry, including its food and beverage department. Training models One of the training models which can be applied in the training of the employees for the food and beverage industry is the ADDIE model which stands for Analysis, Design, Development, Implementation, and Evaluation (Allen, 2006). The model includes the different steps or stages in the training process. Analysis is the initial stage of the training where the trainers assess the presence of a training issue and initiate answers and solutions to such issue. Timelines are indicated with objectives specified and initial outlines for the training take shape. Possible causes are evaluated with initial budgets also proposed (Allen, 2006). Issues which may bar success are also evaluated with a target audience assessed. Training solutions are also assessed. This phase is followed by the design phase wherein the different learning goals are established. The goal of the training is established. Storyboards are indicated and assessed with the trainee. Feedback is gathered with initial training solutions gradually unfolding. Development follows with the training program established and created. The venue of the training is established, whether it be classroom based or be online based (Allen, 2006). The development includes the production of supporting materials, the training of trainors, and the notification of participants on training dates. The implementation would follow where the training is implemented for the employees. Classes are taught with employees receiving instruction and gaining mastery of skills. Initial results of the training are received at this point. Finally, the evaluation phase would complete the model (Allen, 2006). This phase would assess the results of the training and the learning from the employees. An evaluation of the entire program is carried out with possible adjustments for future training suggested. Another model applicable in this case is the Systematic Approach to Training (SAT). This model is used in managing training programs. It is an organized and logical process and helps determine what trainees must know and must do at a specific work or position. This approach to training guarantees that individuals are ready for their work using the necessary knowledge, skills, as well as attitudes for the work (Dhawan, 2003). This model starts with the identification of the work-related needs. Training is delivered properly with the trainee learning what is really important. The competent trainee is assigned specific work and this model’s approach to training includes the constant assessment of the training program in order to ensure that the program is meeting trainee needs (Dhawan, 2003). SAT is a combination of trainer and expert knowledge within the organization. The managers and experienced workers have a major role in implementing this approach. Additional professional trainers also supplement the managers during the training of the employees. The systematic method is used in order to secure the needs of the organization. Experts also indicate work expectations and indicate how work would be done and related standards against which the trainees would be evaluated. Through this model, the specific units or departments of the organization would be functioning well, their skills identified with proper learning applied, and specific training manuals distributed (Dhawan, 2003). In this model, the training program would be able to secure the needs of the organization, ensuring that the employees are ready to carry out their work. This systematic training model would be applied for the training of employees in the food and beverage department of the Grand Hyatt Macau. This model was chosen for this study as it presents a more systematic and logical model with enough specifics to support the smaller department of the hotel. Conclusion Based on the above literature, it is apparent to note that training and development are an important part of most organizations, including the hotel and restaurant industry. This is not an exception in the case of the Grand Hyatt Macau where training and development also implies major improvements for the hotel. Training and development is based on the concept of employee improvement which in the end can lead to a better quality of services for the hotel. The systematic model is chosen as a training model because it provides a model which has enough specifics for the effective training of the employees in the food and beverage department of the Grand Hyatt Hotel in Macau. Research Methodology Research Design: Realism Realism is an important perspective and has now become a growing movement affecting the intellectual scene in research management. Its perspective is based on the fact that reality exists apart from the mid of the researcher and there is an outside reality present (Bhaskar, 1978). Such reality is based on abstract matters which emerge from people’s minds but are independent of any individual. It is mostly autonomous. An individual’s perception is a glimpse into a very vague reality. The realism researcher would believe buyers and sellers to be objects which have a relationship with each other with their relationship not based on anyone’s imagination (Sobh and Perry, 2005). Decisions come from the outside world and marketers are unable to do what they can within the post-modern setting because they must meet the standards of the external market and still make profit. Realism research therefore seeks to understand the reality of the economy where most people are interdependent on each other (Sobh and Perry, 2005). Philosophy: Explanatory This is an explanatory study. As such, it would explain and consider descriptive data. For descriptive studies, the questions asked are mostly ‘what,’ for explanatory studies, ‘why’ and ‘how’ questions are raised (Robson, 2002). This difference also applies to both quantitative and qualitative studies. Some researches can be correlative, focusing on the discovery of causal links between variables. It is therefore possible to establish the link between attitudes to training and development success (Robson, 2002). Research Approach-Logic: Inductive and deductive approach In the deductive approach to the research, the researcher would first establish general data and go to the more specific (top-down). In this case, this approach was used as theories are first established, and more specific observations would later be established (Crossman, 2014). This would later help establish answers to the questions raised. On the other hand, the inductive approach starts from the specific details and then to the broader details and theories (bottom-up). Observations are first made and a hypothesis is established with conclusions later drawn (Crossman, 2014). Research Method: Quantitative & Qualitative data Quantitative and qualitative research methods focus on different data. The quantitative method is based on numerical and statistical results gained from data collected. The qualitative method refers more to the specific responses, not numerically quantified but used to provide in-depth perspectives on questions (Anderson, 2006). In this case, the quantitative method is applied with the case study of the Grand Hyatt Macau being the primary focus. Quantitative studies often include a large population of respondents, while qualitative studies cover a small population of respondents who are observed and analyzed in terms of their specific responses to questions (Anderson, 2006). Research Strategy: Case Study Case studies are studies which are descriptive but also exploratory or explanatory in their assessment of individuals, groups, or phenomenon (George and Bennett, 2005). They evaluate causation and underlying principles behind an event or a behavior (George and Bennett, 2005). This case study covered the Grand Hyatt Macau, more specifically the Food and Beverage department. Research Tools: Interview & Questionnaire Interviews and questionnaires shall be used as data gathering tools for this case study. An interview would be formulated for this study and it would cover specific points of interest for this research (Pickard, 2013). Ultimately, the questions formulated would help answer the research questions and objectives raised (Pickard, 2013). The interview would be semi-structured, open-ended for some questions and close-ended for others, depending on what would best suit the question being asked. Population and Sampling: Non-probability There would be a total of ___ employees from the F & B Grand Hyatt Macau who would be selected for this study. The non-probability sampling would be applied for this study. Since this case study already covers a very specific group of employees, a non-probability sampling would already provide a viable means of narrowing down possible participants (Marshall, 1996). Random sampling would work best for large populations over a wide geographical area. This is not the case for this study as it is a case study with a single identified department and hotel as a focus (Marshall, 1996). Ethical Considerations a. Consent The informed consent of the respondents would be gained by first informing them through a letter about the study to be undertaken and an invitation to be included as a respondent. They would be assured of the confidentiality of their responses and that their responses would be used for academic purposes only (Miller, et.al., 2012). The extent of their participation as respondents would be fully explained to them. They would also be informed that they can withdraw any time during the research process. If they would agree to be participants, the interview would be carried out in a private area, preferably an area of their choice where there would be minimal interruptions during the interview (Miller, et.al., 2012). With the consent of the participant, the interview would be recorded. Only the researcher would have access to the recording and the transcript of the interview would not reflect the name of the participant. Only numbers shall appear on the transcripts. The recordings and the transcripts would be kept in a secure place accessible only to this researcher. These transcripts and recordings would be kept indefinitely and for research and academic purposes only (Miller, et.al., 2012). All efforts to protect participants would be ensured, with avoidance of emotional or disturbing questions from the questionnaire. Only data relevant to the research shall be gathered from the participants. References Ahammad, S., 2013. Importance of Training in Hotel industry. Södertörns University [online]. Available at: http://sh.diva-portal.org/smash/get/diva2:651957/FULLTEXT01.pdf [Accessed 12 October 2014]. Allen, W. C., 2006. Overview and evolution of the ADDIE training system. 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