Training and Development in Migrant Organizations

This assignment delves into the crucial topic of training and development within organizations that employ migrant workers. It examines factors like prior experience and skills possessed by migrants, the frequency and types of training provided, and the effectiveness of different training methods. The research highlights financial constraints and lack of organizational interest as major barriers to employee development. Additionally, it reveals concerns regarding leadership programs, recognition for employees' contributions, and limited opportunities for professional growth.

Running Head: EXPLORATION AND EXPLOITATION
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Exploration and Exploatation
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There has been the movement of people across borders, and such a trend is regarded as universal
part of human condition. Human migration has turned out to be a debatable topic that can be
observed through different parts of the world. Migration can be perceived as the movement of
individuals from a particular point to another. It is quite evident that migration of people is
carried out with an objective of to live temporary or permanent basis within new areas.
Movement may be over long distances and from a particular country to another. Migration has
an effect on various sectors which include education, health, housing, and hospitality. Presence
of migration of Romanians within the UK revolves around key fields of construction, retail,
hospitality and cleaning services (Ahmed, 2016). Problems that migrants face before starting
new journey are related to preparation to adapt new culture in various environments. Cultural

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variations are a major issue faced by the migrant workers even when they are not at work. The
paper aims to discuss issues and challenges facing Romanian migrants in the hospitality industry
from an employee point of view.
It should be noted that in the fast-paced corporate world, the role of training and development is
an essential function. Employees are considered a real asset to the firm, and they have a
significant role in the attainment of the proposed business targets and objectives. Corporations
are engaged recruiting skilled and efficient personnel that have the ability to offer a contribution
to the firm. Personnel can be group grouped into the firstly the qualified and the second people
with fewer skills. Training and development have been established with the aim to enhance the
performance of personnel with fewer capabilities (Alba& Nee, 2009). Education and
development activities are key human resource management function. These aspects are
believed to possess significance on the achievement of business objectives and targets. Training
and development are critical in developing skills of the personnel. Enhancement of competence
means that positive effect can be viewed over the performance of employees.
The 2008 financial crisis was a key contributor of the Romanian migration within the United
Kingdom. The crisis resulted in impacting the employment conditions of the majority of
individuals. Individuals were experiencing issues that relate to getting jobs and earning sources
for their livelihoods. The financial crisis had a negative impact on various sectors that comprised
of hospitality, education, health and social care (Babbie, 2008). People were suffering from job
loss and businesses became bankrupt. They had to look for their existence in financial terms.
Hospitality sector in the UK is greatly affected by the migrants to a greater extent. Migrant’s
rate has gone up to a significant level in the recent past. They come in search for jobs and
opportunities to earn a livelihood. It is difficult for them to strengthen in a situation where they

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experience various challenges. Statistics show that the number of Romanians and Bulgarians
working in the UK, have increased by 15% on an annual basis. Romanians and Bulgarians can
now work in the UK just like any other EU citizens (Bauer, 2014). More than 150000 Romanians
have access to British jobs which are an increase of 223 percent in the previous years when they
offered similar rights to British citizens (Belcourt, 2010).
The current wave of immigrants from Romania and Bulgaria is beside the enhancement in the
number of Europeans coming into Britain. The growing number of immigrants from the two
states because there are higher pay levels for workers in Britain as compared to Western Europe.
The labor force from Romania is offered at lower wages. Therefore this results in a reduction of
the cost of salaries of hospitality businesses which leads to an increase of profitability in the
company (Bhagwati& Hanson, 2009). It is examined that the overall effect largely depends on
the kind of migration and the length of time that people stay and when they end up leaving.
Individuals in developed countries have a better position to experience global benefits by
opening borders and capturing larger market share. The role of migration is essential in UK
hospitality sector as it helps in filling the vacant job positions to a greater extent.

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The Romanian employees face various challenges in the hospitality industry. One of the major
challenges experienced by these individuals is related to low level of wages. Employees within
the hospitality industry have to work under the minimum rate of salaries of seven dollars per
hour, and the standards of living in UK are high. They are then forced to work for long hours to
earn good income. Housing is an issue of major concern as several immigrants share rent rooms.
The Romanian employees face various challenges in the hospitality industry. One of the major
challenges experienced by these individuals is related to low level of wages. Employees within
the hospitality industry have to work under the minimum rate of salaries of seven dollars per
hour, and the standards of living in the UK are high. They are then forced to work long hours to
earn a real income. Housing is an issue of primary concern as several immigrants share rent
rooms. Romanians face the challenge of a language barrier as they are not able to speak British
English. There are also problems regarding culture. It is evident that Romanians belong to a
different background and their values and beliefs may vary from the UK to an extend that the
immigrants cannot carry out their job efficiently.
Analysis of the findings shows that a greater percentage of the Romanians opted for hospitality
sector because they had expertise in the job. Statistics show that 32% of the people argued to
have expertise in hospitality. 28% of individuals in the sector would join hospitality because
they were looking for a temporary job. About 10% of the respondents could not find a job in any
other domain, and they joined hospitality (Biermann & Boas, 2010). Some needed a job that did
not require specific qualifications which were represented by a 20%.Majority of the workers in
the hospitality sector were referred by a colleague. An estimate of 40% was referred to the job by
a colleague while 24% got it through a job center. Recruitment agencies absorbed around 20% of
the workforce and 24% noticed the job in an advert window, and they applied for the posts.

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A total of 72% of the workforce received training, and 12% had prior experience thus they
needed none. Such is an implication that the migrants lacked the required skills to undertake
roles and responsibilities in the sector. It is evident that majority of the organizations conduct
training semiannually to equip the staff with necessary skills. 48% of the respondents receive
training twice a year while 32% receive training once in a year. Only 17% receive on a monthly
basis, and a percentage of 3% don’t receive training. Majority of individuals in the workforce
attended training programme before induction in the firm. 80% of the respondents received
training, and 20% did not receive training. At least 20% of the interviewees have been working
for their organizations for one year (Black et al., 2010). A smaller percentage of 12 have worked
for the organization for more than one year. On the job coaching method is the traditional mode
that organizations have put into use. 60% of the respondents are familiar with the on the job
coaching method. Audiovisuals is the second mode that is common with 30% of the respondents
agreeing to be using them in their organizations. Practical training stood out to dominate
followed by Job coaching. 54% of the respondents received hands-on training from their
organization.
A significant barrier to education and training in the organization is money. Lack of interest for
the organization was also a major aspect that hindered education development. The worker's
establishments do not offer leadership programs across the organizations. Only 65% of the
workers in the organizations are satisfied of the establishment of leadership programs. The
worker are no that happy at their work but they have a cheap feeling of the job. Some managers
do not acknowledge the good work of the employees as the survey indicates. Majority of the
workers do not see the professional progression in their current roles. Some workers are too not
recognized on completion of major projects.

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References
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