HUMAN RESOURCE MANAGEMENT 3 3 Human Resource Management Name of the University Author

HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT 3(2), 3 Human Resource Management Name of the Student Name of the University Author Note Portfolio: Training Introduction: The modern day organizations are subjected to significant amount competition in the industry and the organizations try to gain the competitive advantage through the improvement in the services of their employees. Literature Review: Impact of training on employee's development and performance in hotel industry of lahore, pakistan. In order to make sure that the quality of the

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

1HUMAN RESOURCE MANAGEMENT
Portfolio: Training
Introduction:
The modern day organizations are subjected to significant amount competition in the
industry and the organizations try to gain the competitive advantage through the improvement
in the services of their employees. The improvement in the quality of the service of the
employees will be significant for the organization in order to create the customer loyalty and
attract the customers in an increased manner. The paper is dedicated in the assessment of the
training activities and the need of them in the organizational context is described. Apart from
that, the responsibility of the management in the implementation of the training activities is
described as well.
Literature Review:
Impact of training on employee's development and performance in hotel industry of lahore,
pakistan.
Training is a significantly important aspect in the modern organizations in order to
increase the amount of the generated profit. In order to make sure that the quality of the
performances of the employees improve in a significant manner, the modern organizations
are observed to restructure the training schedules. The study is focused in evaluating the
effectiveness of the training programs implemented by the hotels in Lahore in developing the
quality of the performances of the employees in the mentioned industry. The results showed
that 70 % of the respondents were significantly happy with the training schedules and
acknowledges the fact that the training programs provide notable help to the employees in
gaining more interest in operating efficiently. 60% of the respondents were observed to
confirm that the improvement in the quality after the training sessions are significant in
increasing their pay scales. Apart from that, 65% of the responses were observed where the

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responses informed that the social interaction during the training sessions are significant in
gathering important inputs from the other individuals in increasing the quality of the work.
Cultivating service-oriented citizenship behavior among hotel employees: the instrumental
roles of training and compensation.
The paper is focused in recognising the factors that increases the effectiveness of the
services of the hotel employees as modern tourism industry contributes significantly to the
growth of the country’s economy. The paper tests the linked model consisting of the service-
oriented organizational citizenship behaviours, training and compensation. The study
involved a collection of the data by serving a questionnaire to 580 number of employees from
29 hotels of Malaysia. The study used partial square method to establish that training and the
compensations have the potential to affect the definite dimensions of the service oriented
citizenship behaviours. The study disclosed that the uninterrupted training and suitable
compensations has great significance in incorporating the service-oriented citizenship
behaviour among the employees of the hotel industry.

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Bibliography:
Hanif, F. (2013). Impact of training on employee's development and performance in hotel
industry of lahore, pakistan. Journal of business studies quarterly, 4(4), 68.
Nasurdin, A. M., Ahmad, N. H., & Tan, C. L. (2015). Cultivating service-oriented
citizenship behavior among hotel employees: the instrumental roles of training and
compensation. Service Business, 9(2), 343-360.