DM741

Proceedings of the Middle East Conference on Global Business, Economics, Finance and
Management Sciences (ME17Dubai May Conference) ISBN: 978-1-943579-09-9

Dubai, UAE. 27-28, May 2017. Paper ID: DM741
Employee Orientation and on the Job Training in Accommodation

Industry: A Research in Konya District
RAIF PARLAKKAYA,
Faculty of Social Sciences and Humanities,
Necmettin Erbakan University, Turkey.
E-mail: rpkaya42@hotmail.com, rpkaya@konya.edu.tr
KADRIYE AKMESE,
Institute of Social Sciences,
E-mail: alevakmese@gmail.com
SERCAN ARAS,
Faculty of Tourism, Department of Tourism Management
E-mail: arassercan1@gmail.com, saras@konya.edu.tr
___________________________________________________________________________
Abstract
Employees might be one of the key factors for an overall organizational performance and are
considered to be an inescapable production factor in accommodation industry which is highly
labor intensive. In this sense orientation of employees for increased organizational
performance is evaluated as a need rather than a simple process carried out by accommodation
establishments. In this regard major aim of this study is to shed light on the employee
orientation applications and possible outcomes of these applications by accommodation
facilities located in Konya district. Within the scope of this research a questionnaire is designed
and directed to the employees of upper grade hotels. Valid responses are going to be analyzed
by means of SPSS software and findings will be drawn on the analysis of findings. Additionally,
on the job training efforts of accommodation facilities are going to be probed in the following
part of the questionnaire and results will be demonstrated regarding to the findings of on the
job training applications of upper grade accommodation facilities.
___________________________________________________________________________
Key Words: Employee orientation, on the job training, accommodation industry, employee
satisfaction
JEL Classification: M 10, M 12, M 51

Corresponding Author
This research study is financially and academically supported by the Scientific Research Projects
department of Necmettin Erbakan University.
1
www.globalbizresearch.org
1. Introduction
Tourism is a labor intensive sector which is people and service-oriented. The conditions
determining success in tourism sector vary because of its labor intensive structure and service
production feature of tourism. Because of this structure, providing success in the competitive
market environment depends on knowing demand dynamics and needs of employees and
increasing their activity (Lam, Zhang & Baum, 2001, p. 157). It might be claimed that this is
possible only through vocational training. This training points out an effort which is planned
by an establishment and applied in guidance of authorities in order to make learning of
employees easier. In other words, it is a process oriented to skills and behaviors for a successful
job performance (Noe, 2010, p. 5). On-the-job training is an important method which is
employed in establishments in order to get more effective performance of employees. What is
aimed through on-the-job training in an establishment is to maximize job performance of
employees. Enhancing job performance of employees and applying internal training programs
increase productivity of an establishment. (Wu, 2002, p. 5).
Intense competition conditions and rapid environmental and technological changes have
influenced tourism sector as in many sectors. These factors necessitate carrying out a number
of managerial applications for tourism establishments in order to continue their existence. One
of the methods used to increase performance and indirectly profitability in establishments is
orientation training (Boylu, 2007, p. 260). Careful application of orientation training and on-
the-job training will help establishments increase their productivity; reduce their costs related
to learning and make employees faster and more productive (Brown, 2007, p. 1). This study
was conducted in order to inform about orientation and on-the-job training and evaluate
orientation and on-the-job training of employees in tourism establishments.
1.1 The Concepts of Orientation and On-the-Job Training
Orientation and on-the-job training are applied to provide vocational training for employees
(LaLonde, 2003, p. 8) and there are differences between them (Wu, 2002, p. 4). On-the-job
training is one of the methods commonly used in establishments. On-the-job training is
provided under the guidance of managers or experienced employees. Orientation on the other
hand, is not among on-the-job methods (Kalıpçı, 2014, p. 23). Orientation is used to model
customer behaviors, develop positive attitudes and provide a positive contribution to new
employees. It helps providing quality service, decreasing cost and ensuring long term
sustainability and a great competition advantage (Wu, 2002, p. 5). It is possible to call
orientation as the first step of on-the-job training.
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Applications of human resources are very important for the service sector. Training
opportunities must be at a sufficient level in order to increase service quality, supply
productivity of service delivery and customer satisfaction (Horng & Lin, 2013, p. 61).
Orientation and on-the-job training which are suggested among the applications of human
resources might increase the productivity of an establishment. At the same time, these training
programs help employees improve their capacities and provide measurement of their
performance levels. Therefore, trainings must be consistent with the applications of human
resources (Garcia, Cortes, Lajara & Saez, 2014, p. 101). A well-planned orientation program
lasts for one day or six months. It is very important not only to retain employees, but also for
productivity. Employers must carry out orientation process because orientation is a significant
factor in the process of employment and retention of new personnel (Brown, 2007, p. 1). In this
respect, activities of a planned training protect attitudes, security and health of both
establishments and employees. Regularly given trainings are accepted as a function which
provides services to increase knowledge, skills and performance and to protect physical-
spiritual health (Sarı, 2009, p. 1865).
1.2 Orientation and On-the-job Training of Employees Working in Tourism
Establishments
On-the-job training is one of the most important training applications in tourism
establishments. Learning by practicing is among the most significant applications of tourism
establishments. Providing only theoretical training will not be enough for tourism and practice
will be possible through on-the-job training. One of them is orientation training (Kalıpçı, 2014,
p. 24). Directing employees in workplaces is one of the most neglected functions in many
establishments, private or public (Brown, 2007, p. 1). Orientation is carried out for both
managers who are responsible for carrying on business of establishments and new employees
who are not positioned as managers. Orientation programs and trainings are generally provided
for employees who are coordinated by the department of human resources (Akdere & Schmidt,
2008, p. 1). Orientation training includes very different forms such as business skills training
or responsibility training. It is also possible to express orientation training as a way of
socialization for establishments in order to introduce recently employed staff (Foley, 2010, p.
7). When orientation programs are applied, there will be contributions on behalf of both
establishments and employees. Orientation trainings will help increase productivity, motivate
employees and provide easiness in learning and adaptation of new employees to the
environment (Kaiser, 2006, p. 7). As a result, techniques such as directing employees,
orientation training planned by managers are stated as multi-faceted approaches (Ballard &
Blessing, 2006, p. 242).
Orientation is the process of introducing an establishment to individuals who want to work
there and adaptation of an employee to the labor as soon as possible. Working in tourism
3
establishments without receiving any direction will cause problems for both employees and
establishments. The main purpose of orientation is to answer the questions such as “What do I
want them to know?” and “What does the establishment expect?” in order to introduce the
establishment to the new employees. (Walker & Miller, 2009, p. 137). Besides, orientation
training helps to reduce the potential risk of injury and accident. It balances the need of an
establishment for productivity and increases the productivity of new employees. Thus,
establishments fulfill their moral liabilities towards their employees
(http://www.worksafenb.ca, 26.08.2016).
From this point of view, orientation training in tourism establishments is provided in order
to infuse operating activities, working hours, days and the rules to pay attention within the
establishment into employees. Orientation training should begin on the day that an employee is
employed. (Walker & Miller, 2009, p. 238). As a result of increase in globalization, building
loyalty of employees to their establishments has become one of the most significant issues.
Therefore, establishments must carry out orientation programs and applications in order to
introduce the establishment to employees for whom they are responsible and know other
employees (Awan, 2013, p. 326). On-the-job training and orientation training in tourism
establishments help in checking employees of front office, housekeeping and food & beverage
departments or in managing personnel replacement. Therefore, the mentioned training is
provided in order to improve new knowledge, attitudes and skills over employees of an
establishment (Wu, 2002, p. 2).
2. Literature Review
In establishments, the training is important for the productivity of recruiting staff or current
staff. In order to direct the research, some of those researches which were conducted on training
and performance of employees will be emphasized. In their research, Acevedo &Yancey (2011:
p.349) aimed at revealing the significance of orientation programs which are carried out for
recruiting employees. The results of the research show that orientation programs for new
employees need to be boosted and it has been detected that an ordinary orientation process
which belong to western culture is used.
In their research, Jagero, Komba & Mlingi (2012: p.114) tried to measure the relationship
between on-the-job training provided for employees working in courier companies and their
performance. Within the scope of this research it was reported that 50% of the employees were
included in the questionnaire. As a result, it has been determined that there is a relationship
between on-the-job training and performance of employee, and it has been concluded that on-
the-job training positively affects performance of employees.
In their research, Jehanzeb & Bashir (2013: p.250) conducted a conceptual investigation on
the benefits of training and development programs for employees. The results of research show
4
that training programs provided for employees have a supportive quality on establishments.
Additionally, it has been concluded that establishments might obtain long-term benefits through
staff training and development programs.
In the research managed by Nischithaa & Narasimha Rao (2014: p.56), and was conducted
on training programs in accommodation industry depending on the comments in the literature.
The results of the research show that hotels need to regularly evaluate in order to increase their
productivity and provide the success of training programs. It has been concluded that it is
necessary to emphasize the significance of training programs in order to increase the success
of establishments and service quality.
In the study conducted by Nestoroska & Petrovska (2014: p.437), a research on staff
training in accommodation industry for better service quality was done. Regarding to the
findings of this research authors reported that staff employed in service process is compatible
with the service provided and they are subjected to a continuous training program. Besides, it
has been concluded that it is necessary for employees to increase their knowledge and skills as
a result of high competition.
When some of the studies in this field are examined, it is observed that on-the-job training
and employee orientation are significant and they are carried out especially in service sector
and tourism establishments.
3. Methodology
In this research, a questionnaire as a data collection technique was directed to 11 five star
hotels and 12 four star hotels, totaling 23 large scale hotels in Konya district. All large-scale
hotels in Konya district were contacted. The questions in the questionnaire were prepared in a
three dimensional frame as general information related to the participants, employee orientation
in the workplace and on-the-job training. The approaches and awareness of large-scale hotels
about employee orientation and on-the-job training were tried to be measured in this way.
4. Results and Discussion
The distribution of the positions in which the participants work at the hotels is given in
Table 1.
Table 1: Positions of the Participants at the Hotels
Position Number % Ratio
Food & Beverage Manager 9 39
Front Office Manager 8 35
Housekeeping Manager 6 26
Most of the participants are departmental managers in front office and housekeeping which
are the sub-units of rooms-division department. However, when they are considered
5
individually, 9 of the participants are food & beverage unit managers, 8 of them are front office
unit managers and 6 of them are housekeeping unit managers.
Educational status of the participants is given in Table 2
Table 2: Educational Status of the Participants
Educational Level Number Ratio (%)
College/University 16 70
Graduate School or Higher 4 17
High School 3 13
87% of the participants consist of individuals having Bachelor’s degree and postgraduate
education. This rate shows that large-scale hotels consider educational status while hiring
departmental managers.
The number of front office employees participating the questionnaire is given in Table 3.
Table 3: The Number of Front Office Employers
10 or more employees 9 or less employees
Full Time 16 hotels 7 hotels
Part Time 18 hotels 5 hotels
It has been determined that there are more than 10 employees working full time and part
time in the front office department.
Educational status of employees working in the front office departments of the participant
hotels is given in Table 4.
Table 4: Education Levels of Front Office Employees
Educational Level Number % Ratio
College/University 11 48
Vocational/Technical School 6 26
High School 6 26
In nearly half of the hotels participating in the questionnaire, the front office employees
have Bachelor’s degree. In the remaining hotels, front office employees are generally graduates
of related vocational high schools.
The ratios of people and units responsible for orientation and on-the-job training at the
participant hotels are given in Table 5.
Table 5: People Responsible for Employee Orientation and On-The-Job Training
Responsible People Number % Ratio
Manager 9 39
Supervisor 9 39
Professional Trainer 3 14
6
H.R. Director 1 4
Employee 1 4
It has been determined that people who are responsible for on-the-job training and job
orientation are mostly managers and supervisors.
Mean durations related to job orientation and on-the-job training of employees working at
the participant hotels is given in Table 6.
Table 6: On-the-Job Training and Job Orientation Mean Durations
Period Orientation On-the-job Training
Number %Ratio Number % Ratio
Less Than 1 Day 2 9 1 4
1-2 Days 2 9 6 26
3-4 Days 2 9 - -
5-6 Days 2 9 - -
One Week 11 48 16 57
More Than One Week 4 16 3 13
Most of the hotels determine a week on average as the ideal duration for on-the-job training
and employee orientation. This time period may vary by the qualities of employees and nature
of the job, size of the enterprise etc. However, it is thought that a week on average is enough
for training and orientation related to the job.
New employee orientation and on-the-job training application methods of the hotels
participating in the questionnaire are given in Table 7.
Table 7: Methods of Job Orientation and On-the-Job Training (Some Use More than One
Method)
Methods Number Methods Number
VCR 5 Television 3
Computer 13 Interactive Multimedia 2
Simulations 3 Case Study 2
Audio-Video Tapes 4 Online Training 5
Overhead projectors 8 Flip Charts 3
Teleconferencing 5 Texts and Manuals 3
Most of the hotels often benefit from computers in the process of job orientation and on-
the-job training. The main reason of benefiting from computer support in job training is
computerization and wide spread use of information systems in business processes. How
managers evaluate the satisfaction level of employees with orientation and on-the-job training
that they are subjected to and how this satisfaction affects service quality is given in Table 8.
7
Table 8: Productivity of On-the-Job Training and Orientation Practices
Degree Number % Ratio
Very Satisfying 7 30
Satisfying 2 9
Neutral 9 39
Unsatisfying 5 22
This table shows that employees are motivated by on-the-job training and orientation
practices and they positively reflect this motivation to service quality. It is possible to say that
on-the-job training and orientation practices are quite useful for the sake of increasing quality
in service.
General perceptions and approaches of the hotels related to on-the-job training are given in
Table 9.
Table 9: General Approach to Job Orientation at the Participant Hotels
Question Yes No
Number % Number %
Ratio Ratio
Does your hotel offer orientation training 23 100 - -
for a new employee?
Does the person responsible for the 20 87 3 13
orientation training emphasize the significance
of service quality to new employees?
Does a new employer possess skills and 13 57 10 43
knowledge to meet all expectations of hotel
guests at the end of the orientation period?
Is the continuity of orientation training for 20 87 3 13
new employees important in order to increase
and develop service quality?
All of the hotels participating in the questionnaire provide orientation training for new
employees. The participant hotels are aware of the importance of orientation and they believe
that continuity will positively affect employees and service quality of establishments.
General perceptions and approaches of the hotels related to on-the-job training are given in
Table 10.
Table 10: The General Approach of the Hotels towards On-the-Job Training
Questions Yes No
Number % Number %
Ratio Ratio
8
Do you believe that employees become more 15 65 8 35
adequate through on-the-job training in meeting
expectations of guests?
Do you carry out on-the-job training for 14 60 9 40
employees in order to improve their deficiencies?
Do you believe that the continuity of on-the-job 15 65 8 35
training is significant to increase and improve service
quality?
Does your hotel bear the cost for on-the-job 15 65 8 35
training?
Many of the large-scale hotels are aware of the significance and the necessity of on-the-job
training. The only finding of not paying adequate attention to this issue is cost. Although it is
not continually carried out by all hotels as it increases the cost, most of the 4 and 5 star hotels
pay attention to on-the-job training.
When the reason of organizing an on-the-job training system at the participant hotels is
asked, the obtained results might be ranged as in Table 11.
Table 11: Reasons of Applying the On-The- Job Training System
Subject Number %Ratio
Based on Employee Needs 4 17
Based on Employee Desires 4 17
Based on Customer Reaction 6 26
Based on Corporate Policy 9 40
The primary reason of carrying out on-the-job applications by the hotels is related to
corporate policies. Besides, guests’ reactions about providing on-the-job training are also taken
into consideration widely. These trainings are carried out in the direction of guests’
expectations. Then knowledge needs and demands of employees related to the job are taken
into consideration and on-the-job training is carried out.
Finally, what kind of application method is followed in on-the-job training was asked. The
results are given in Table 12.
Table 12: Manner of Application for On-the Job Training
Type Number % Ratio
One-on-One Instruction 14 60
One-on-More-Than-One Instruction 9 40
It is observed that the hotels prefer one-on-one instruction in their on-the-job training for
employees. This might be due to the nature of direct communication and efficient interaction.
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5. Conclusions and Recommendations

As a result of the research, it has been observed that 4 and 5 star hotels in Konya district
are aware of the importance of on-the-job training and employee orientation. All 4 and 5 star
hotels carry out on-the-job training and employee orientation with this awareness. It is observed
that the hotels increase productivity and service quality through these trainings.
It is accepted by the hotels that these trainings cause cost burden. However, it is believed
that the returns of these trainings are far more than cost and permanent through the cost-benefit
analysis. Therefore, these trainings are periodically carried out by all hotels.
Additionally, this research revealed results which are parallel to the findings of other
researches reviewed in the literature related to the subject. This research also supports
significance and the positive effect of on-the-job training and employee orientation on
performance.
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10
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Proceedings of the Middle East Conference on Global Business, Economics, Finance and

Management Sciences (ME17Dubai May Conference) ISBN: 978-1-943579-09-9

Employee Orientation and on the Job Training in Accommodation

5. Conclusions and Recommendations

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