TRAINING AND DEVELOPMENT



Training and Development



Table of Contents

Chapter 1: Introduction3

Background3

Problem Statement5

Purpose of the Study5

Aims and Objectives5

Research Question6

Significance of the Study6

Chapter 2: Literature Review8

Training and Development: A Distinction8

The Need for Training and Development9

Training and Technology11

Chapter 3: Methodology12

Research Design12

Data Collection and Analysis13

Limitations of the Study14

Time Scale14

References15

Bibliography16

Training and Development

(Proposal)

Chapter 1: Introduction



Background

Along with many other sectors of the hospitality industry, the food service sector is expanding, reflecting the growth in travel and disposable income. Although new food service units open regularly, there is high risk of business failure and this is an indication of the complexity inherent in this activity. Restaurants need to be managed so that they satisfy the different needs of a number of stakeholders, including customers, owners or shareholders and employees, and these needs can be difficult to reconcile.

Consistency of service can be assisted by standard operating procedures and work design; both of which reflect organisational culture and attitudes, especially those of management. Work design also incorporates human interaction and the degree of central control and employee discretion. For example, the degree of skill and employee discretion is greater in expensive restaurants. These dilemmas are, to some extent, mutually exclusive, because they are sometimes regarded as polar opposites, as shown in Figure 1.

Every organisation must have an eye towards profit and the food service operation needs principally to manage its material and labour input with care, and this demands careful monitoring and control. On the other hand, staff turnover is another major cost, and research shows that a working environment where control is high can act against intrinsic staff satisfaction and retention.

Similarly, customers want consistency of quality, and this has caused many multi-unit food service firms to turn to product branding supported by careful product specification and training programmes. Brands may be based on food types (chicken, fish and chips, steak) or ethnic origin (pizza, spaghetti or “Tex-Mex”) or perhaps a style of service (“Mongolian barbecue”, carvery or smorgasbord). While consistency of product is important, another key determinant of customer satisfaction is service, whose freshness and spontaneity may be destroyed if service processes and employee discretion are specified too tightly.

Problem Statement

The food service business is a complex one. The food that a restaurant offers form part of their total product only partially explains why customers choose it. Other reasons may include service, decor and ambience. Although every restaurant needs people to deliver the product and service, the food service sector is characterised by a wide range of different management styles and human resource strategies.

Purpose of the Study

The ultimate goal of development and training program in a food sector company is to achieve measurable improvements in the knowledge, skills, ability and performance of all the employees who will contribute to maintaining a high performance organisation.

Aims and Objectives

The objectives of this study is to:

Highlight the importance of training and development.

Suggest a feasible training and development programme for food sector companies.

To discuss advantages and disadvantages of training and development progarammes for the employees of a food retailing ...