Hence, training is a critical factor, when properly initiated and taught can bring profitable results for the organization, and in addition, also provide a sense of achievement and development for the employees. Costen and Salazar (2011) have identified that employees who have felt that there is an opportunity to grow and develop their skills, have been found to be more satisfied with their jobs, have been more loyal, and have stayed for long with the organization without trying to find a better opportunity.
Training new employees is a significant challenge because most hospitality firms follow a standard model of training and guidance for their services to be similar worldwide, and this creates a major challenge for them to deal with employees who are from a different country, speaking a different language, and from a different culture. Employees from a different culture will not be able to easily accept new organizational structure and values, as some or substantial amount of them may not be in coincidence with their cultural beliefs. This remains a significant challenge in countries which requires a compulsory recruitment of local citizens in any hospitality product development in that region. Failing to address this challenge can ruin the service standard (Hayes and Ninemeier, 2009) and can bring down the sales in almost all divisions of a hospitality product, because an employee not being willing to act in a specified manner may not be supportive for enhancing the organization’s profits. Ballesteros-Rodríguez et.al (2012) have noted that HRM practice is the most important link and mediator between the organizational culture and training and development programs of employees. The authors also suggest a continuous learning process and effective training methods for employees by implementing HRM practices that change the organizational culture which then produces the desired results.