Training and job satisfaction in the Algerian hotel sector

Training and job satisfaction in the Algerian Hotel sector

Zakaria Benredjem

Master’s Thesis

Master’s degree in Economics of Tourism: Monitoring and Evaluation

at the

UNIVERSITAT DE LES ILLES BALEARS

Academic year 2019-20

Date: 15/01/2020

UIB Master’s Thesis Supervisor: Maria Tugores

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Although Algeria is having all the elements of tourism, it has not yet reached the status it deserves. According to the annual report of the World Tourism Organization, Algeria ranked 111 out of 188 countries in 2013 with 2,7 million tourists ( Annual Report, 2014 ). So compared to the other countries in the world, Algeria is facing a huge lack in this sector.

The present study is an attempt to investigate the relationship between training and job satisfaction and to analyse the determinants of receiving training in the Algerian hotel sector. This study drew upon a survey of workers in various hotels in the region of Annaba, a seaside town in the north east of Algeria. A total number of 150 questionnaires were distributed but 83 were returned, which is representing 55% of the sample.

SPSS program (Statistical Packages for Social Sciences) was used for analysing the obtained results.

The obtained results showed that workers who have lack of training are the most who are not satisfied with their working level performance. The results also revealed a medium correlation between training and job satisfaction. The results from the binomial logit model showed that several variables such as; Female, young employees, permanent contract, low level of education, short experience are determinants that could help to increase the reception of training programs in the hotels under study.

Finally, the study ended up with presenting several recommendations to hotel officials and tourism institutions to understand the importance which training has in tourism sector, to take care of their employees and to work on their training in order to improve skills and performance within the company.

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ACKNOWLEDGEMENTS

First and foremost, I would like to thank my supervisor Dr. Maria Tugores Ques for her guidance, help and valuable comments. I extend my gratitude to all the teachers who helped

me with my master thesis as well as the members of the jury who accepted to read and examine my dissertation. I would like to thank all those who supported me all along the

preparation of my work.

Thank you

Author

Zakaria Benredjem

4 Table of Contents

ABSTRACT……… 2

1. INTRODUCTION……… 5

2. LITERATURE REVIEW………. 7

3. DATA AND METHODOLOGY ………. 9

3.1 Data collection……….. 9

3.2 Statistical analysis methods……… 10

3.3 Validity and reliability test of the tool of the study……… 10

3.4 Questionnaire distribution and administration……….. 11

4. RESULTS AND DISCUSSION……….. 12

4.1 Characteristics of the sample of the study……… 12

4.2 Descriptive statistics of training reception and experience in the tourism sector……… 13

4.3 Descriptive statistics of training and job satisfaction………... 16

4.4 Test the model of the study………. ……… 18

4.4.1 Correlation analysis………... 18

4.4.2 Model estimation ……….. …. … 19

5. CONCLUSION………. 22

6. BIBLIOGRAPHY………....….. 24

ANNEX 1: QUESTIONNAIRE……….. 27

ANNEX 2: CRONBACH’S ALPHA……….. 30

ANNEX 3: REGRESSION ANALYSIS……….. …. 31

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In the late twentieth century, the work of the organisations faced severe market competitions created by the new world trade system. It also faced the rapid and frequent changes in the environment, especially the technological ones which created a situation of instability. Therefore the urgent need to raise the quality of it’s products and achieve the satisfaction of it’s customers. According to Mwaniki & Gathenya (2015); the achievement of organization goals, it’s level of progress and effectiveness depends on it's human resources.

Achieving these objectives requires the optimal use of their human resources by managing them and employing them in the right places at the right time to enhance success.

Management is therefore required to work with people involved in order to achieve the job satisfaction while ensuring that the right person is placed in the right position, to increase productivity that depends on the method where individuals perform their work by using machinery or implementing the production stages. They can affect the efficiency of equipment and hence the productivity whose improvement is primarily dependent on increasing the capacity to work as well as the desire to achieve good performance of human resources (Armstrong, 2009).

The growing importance of the service sectors, which includes tourism activity, has led to greater diversity in the skills and knowledge required. So the quality requirements of tourism services to satisfy the needs of customers have become the focus of the organisations and are therefore required to develop customer service skills and how to interact with them. Hence, the importance of human resource development programs has emerged as an important element in the tourism sector and tourism organisations in different forms whether hotels, restaurants, transport companies or tourist agencies. These resources are regarded essential elements in providing services to tourists and guests. Tourism sector relies primarily on human beings and providing the service in it’s proper form, depending on the efficiency of the employees and their skills resulting from their education and training to prepare them correctly ( Yahiaoui, 2017).

Algeria can become a distinguished tourist country in terms of it’s geographical location, the beauty of nature and it’s climate.¹ All these elements urge decision makers to pay more attention to the development of this sector and to the interest of human investment.

Accordingly, the main impetus for choosing this work is the lack of studies in the field of training within the tourism sector in Algeria. Some researchers have focused on the tourism activities while others on the

1 https://en.m.wikipedia.org/wiki/Geography_of_Algeria

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strategies of tourism development. But they forgot to deal with the role of training in the tourism sector in their studies. For example, Hachmaoui & Bouklachi (2011) talked about the strategy for tourism development in Algeria and thought that providing offers and new activities for the tourists could help the development of the tourism sector in this country. Semlali’s study (2004), which talked about the strategic management of human resources, showed that human capital is an essential source in the economic institution in order to be competitive in the market. But he did not mention how the performance of human resources should be as well as the development of individual competencies.

The research presents the findings of the study that was conducted to analyse the staff training and to determine the relationship between training and job satisfaction among employees in the Algerian hotel sector. Basically, it determines whether hotels in Algeria are interested in it’s workers’ training and it’s impact on the level of job satisfaction. Also to explore the determinants which could help to increase the attendance rate of training in this sector. In this study, 83 workers from the region of Annaba were targeted and analysed.

Since the most important element in service organisation especially in tourism is human resources (based on the review of literature), there is a strong positive relationship between human resources development strategy in tourism industry (training) and job satisfaction.

The development and success of the tourism sector in any country depends on well trained and well educated human resources (Yahiaoui 2017). So for Algeria, this is highly needed to have a real chance on this market.

For these reasons, this study seeks to contribute to the body of research of training and it’s relationship to job satisfaction within the Algerian hotel sector.

In order to achieve the study objectives, we passed through some sections. Below, in the following section we talk about previous studies that are related to human capital, training and it’s relationship with the development of tourism institutions. Section three deals with data collection and explains the methodology used. The results obtained from this study as well as their analysis will be presented in section four while the last section discusses the main conclusions.

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There were many studies that talked about human capital and training. For example, Becker’s study (1994) with the main topics of unemployment, students incomes, personal development and future chances on the market, knowledge and specialisation with it’s growth, extent of market, tax income and division of labor in America, receiving a thorough examination. He proved that formal education is not the only way to invest in human capital. Even college graduates are not fully prepared for the labor market when they leave school and have to be fitted into their jobs through formal and informal training programs. On-the-job- training is an important source of earnings that workers get as they gain greater experience at work and improve their social skills and cultural interests. Economic growth closely depends on the synergies between new knowledge and human capital. Also the study of Bartel (2014) with the main topics human capital and productivity in a team environment has shown, how on-the-job-training of human capital is affecting the increase of success and benefit of companies, associations and comparing the collaboration between trained, untrained personnel and their output (staff expansions, contractions and replacements).

Ng (2005) conducted a study with the title “Training determinants and productivity impact of training in China. It was a case study in Shanghai where workers who received external training were less likely to receive internal training, while those who received on-the-job training were neither more nor less likely to have received external training out of the company. The study found a complementary relationship between receiving informal training and receiving on-the-job or off-the-job training.

The study of Bishop (1985) dealt with training and human capital formation, highlighted the complex interactions between schooling, training and worker productivity to increase the overall performance. It assumed that the improvement in productivity depends only on the amount of on-the- job-training at an early stage of the workers and how to build up the loyalty and motivation of the personnel for the company.

Elnaga and Imran (2013) talked about the impact of training and development on employee performance, effectiveness and to provide suggestion how firms can improve it’s employees’ performance through effective training programs. The result of the study showed that the employees who received effective training sessions are more able to perform well on the job by achieving the organisational goals, gaining competitive advantage and increase the quality of the work.

Hasan (2011) tackled the main topic of training workers in the tourism sector, and more particularly the

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commercial tourism in Syria. He talked about the role of well-trained employees and how important training and education are for the growth of the tourism market in a country. He found out, that a higher demand for the tourism is related to the performance and service of hospitality through the personnel in tourist companies like travel agencies, hotels, restaurants etc. Another study of Baum (2006) in Northern Ireland described tourism and hospitality as the fastest growing industry globally.

So it is really important to be up-to-date with the latest necessary knowledge in this branch. Many tourism and hospitality organisations facing this challenge and understanding the need to implement a constant learning and education department to provide knowledge, to develop their employees and not to miss any update regarding new technologies due to the requirements of customers for their travel.

Regarding Algeria, a small amount of researcher talked about the topic of human capital and training. For instance, Yarki (2008) with the main topic of human resource development examined the effective strategies for the development of human resources in the economic institution under new variables. In his study he focused on the importance of the strategic management and the importance of investing in the development of human resources in the economic institution. The result showed that the management of human resources is the key to achieve the objectives for the sectors. In the study of Hafidh (2003) with the main topic tourism and it’s economic and social implications, she highlighted the general framework of tourism, with it’s inception, different directions and focused on the importance of human capital in tourism. The results of this research showed that human resources are the most important element for the development of the tourism sector. Another study was about the economic importance of sustainable tourism development “Case of Algeria" by Essani (2012). He discussed the theoretical aspects of tourism and it’s various impacts. He also observed the tourism strategy of Algeria and compared it with the competitors like Tunisia and Egypt. He showed that tourism experiences, that these countries have undertaken, are completely superior to those in Algeria who can benefit from in order to upgrade it’s tourism sector in the nearly future.

Based on the previous studies and according to their objectives and results, the current study will be different in terms of purpose as well as the study environment. The aim of this work is to try to find out the nature of the relationship between training and job satisfaction and to analyse the determinants of receiving training in the Algerian hotel sector. The study environment will be represented in some hotels in the region of Annaba.

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In this part we will discuss the method of the study and the research tools which have been used for data collection.

3.1 Data collection

The data of the study were collected from different category hotels in the region of Annaba. With a population of about 464.740 (2019), Annaba is the fourth largest city in Algeria and one of the major touristic attractions with more than one million tourists in 2015 (the third city in terms of tourists)². From a total number of 34 hotels in this region, a random sample of five hotels was selected. Two 4-stars hotels (Hotel El Mountazah &

Rainbow Hotel), one 3-star hotel (Meribout Hotel) and two 2-stars hotels (Palms Hotel & Hotel Bouchegouf).

A total number of 150 questionnaires were distributed randomly among employees with an average of 30 questionnaires per hotel. Workers of four categories from administration, reception, food service and kitchen service where asked. The questionnaire included seventeen questions divided into three sections. The first section was directed to collect data related to the profile of the employees through six questions like gender, age, type of job, type of hotel, category of hotel and the type of the contract they have. The second section comprised eight questions asking the employees about their level of education, if they had attended training courses before the current job or not, number of the courses they attended, number of hours allocated for training, the need of more training or not and the experience in the tourism sector and for the current job role. In this section were used open and closed questions with the limitation of choices to answer and trough the scale from 1 to 10, also used for measuring. The final section of the questionnaire included three questions by asking the employees if training reduced the period of answering the guests demand and if training was important for the improvement of service and quality standards. We also wanted to know from their side if they were satisfied with the quality of services that the hotel provided to guests. In this section, responses were collected through a limited scale from 1 (no reduction, not important, very dissatisfied) to 10 (high reduction, very important, very satisfied).

2https://en.wikipedia.org/wiki/Annaba

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Figure1. Map of Algeria Figure2.Location of the surveyed hotels

3.2 Statistical analysis methods

In this thesis, the statistical program SPSS (Statistical Package for the Social Sciences) version 22 was used to analyse the final data collected from the questionnaire in order to achieve the objectives of this study. Through this program the researcher used some statistical methods such as the descriptive statistics which includes frequencies and percentages to describe the characteristics of the study sample. The arithmetic mean determines the average of the study variables. The Cronbach alpha tests the validity of the study’s method.

The correlation analysis have been used to explore the relationship between the variables and finally, the logit binomial model for the estimation.

3.3 Validity and reliability test of the tool of the study

Validity and reliability are concepts used to evaluate the quality of research. The validity is the degree to which the results are truthful. According to Blumberg et al (2005) validity is defined as the extent to which an instrument measures what is designed to measure. Reliability measures consistency, precision, repeatability, and trustworthiness of a research (Chakrabartty, 2013). It indicates the extent to which it is without bias (error free) and hence insures consistent measurement cross time and across the various items in the instruments.

The coefficient of reliability falls between 0 and 1. Cronbach alpha test was used in order to test the validity of the study’s method. The score of the test ranged between 0.700 and 0.791 for all the questionnaires paragraphs (see annex 2) which are good results compared to the acceptable percentage from 0.7 (70%)³.

3 https://en.wikipedia.org/wiki/Cronbach%27s_alpha

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Cronbach’s alpha in table 1 measures internal consistency reliability of a set of elements and he ranges from 0 to 1. Alpha values above 0.7 are generally considered acceptable and satisfactory, above 0.8 are usually considered quite good and above 0.9 are considered to reflect exceptional internal consistency

(Cronbach, 1951). According to Table1, the alpha coefficient for the 17 items under study is 0.780 which means that the items have relatively high internal consistency. (Note that a reliability coefficient of 0.7 or higher is considered acceptable).

Cronbach’s Alpha N of Items

,780 17

Table1.reliability statistics

3.4 Questionnaire distribution and administration

The delivery of the questionnaires started at the beginning of August 2019. Hotel employees were asked to return completed questionnaire within two weeks. However, the response in filling the questionnaire was extremely difficult despite the insistence and the frequent visits. The process of collecting the questionnaires continued until the end of September 2019. From the 150 distributed questionnaires were 83 valid questionnaires collected, which represent 55 percent of the total sample. A satisfying response rate.

The total hotels under study, the contribution of each hotel, number of beds and the type of every hotel in this study shown in table 2.

Number Name Frequency Contribution in the

study (%)

Number of beds Category

01 Meribout hotel 21 25,3 71-150 3 stars

02 Hotel El Mountazah 25 30,1 71-150 4 stars

03 Rainbow hotel 29 34,9 71-150 4 stars

04 The palms hotel 4 4,8 20-70 2 stars

05 Hotel Bouchegouf 4 4,8 20-70 2 stars

Total 83 100

Table2. Valid collected surveys in the five hotels.

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Graph1. Hotel’s contribution

According to table 2, there is a convergence in the number of answers between the first three hotels (3 and 4- star hotels) due to the large number of workers and of their important strategic location. Those three hotels containing between 71-150 beds and there were 74 questionnaires collected. Only four questionnaires each were collected from Palms Hotel and Hotel Bouchegouf (2-star hotels). These two hotels are located far from the city centre of Annaba. Moreover, they are smaller (20-70 beds) and don’t have so much employees.

4. RESULTS AND DISCUSSION

4.1 Characteristics of the sample of the study

The characteristics of the respondents are shown in table 3.

Variables Frequency Percentage

Gender Male Female Age group 18-29 30-39 40-49 50 or more

Level of education Primary school Middle school High School

University Education Type of contract Permanent Temporary Job description Administrative Reception Food service Kitchen service

53 30 36 30 09 08 00 13 42 28 52 31 38 25 12 08

63,9%

36,1%

43,4 36,1 10,1 09,6 00 15,7 50,6 33,7 62,7 37,3 45,8 30 14,5 09,7

Total 83 100

Table3. Respondents characteristics 0

10 20 30 40

Meribout Hotel

Hotel El Mountazah

Rainbow hotel

The palms hotel

Hotel Bouchegouf

Frequency Percent

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The respondents were employees from the hotel industry and different departments like administration, reception, food service and kitchen service. According to table 3, the contribution of the males in the study was the highest who represented 63.9% of the respondents, while females represented 36.1%. This might be attributed to rejecting a huge number of females from working at tourism sector in Algeria.

The respondents were distributed among different age groups. The group with the range from 18-29 years old represented the highest percentage (43.4%). It is a positive indicator where service organizations often need youthful vitality. However, experience is necessary especially for these positions. This requirement is to find in older employees. The group with the range from 30-39 years old represented (36,1%), followed by the group with the range from 40-49 years old (10.1%). And finally those above 50 years old represented (9.6%).

50.6% of the respondents having high school degree which representing the highest percentage in this sample, followed by university degree who represented (33,7%) and those who have middle school degree reaching (15.7%), while those who studied only at the primary school reaching 0%. The result informed us about the requirements to apply for a job role in these hotels under study. The education should be minimum middle school degree but as the result showed us, the amount of employees is much higher educated.

The result of this study showed that the employees with permanent contract represented (62.7%) which is higher than those with temporary contract who represented (37.3%). Maybe this is non-positive indicator because in winter the number of tourists declines a lot and the hotels are still paying those with fixed contract.

For the job position, most of the ratio is for administration whose ratio reaches 45.8% followed by receptions 30%, then food services 14.5% and finally kitchen services 9.7%.

4.2 Descriptive statistics of training reception and experience in the tourism sector

In this part we will discuss the responses of workers if they had received training courses related to their current job before they started working, the number of courses and hours. Also the experience in the tourism sector as well as in the current job. Table 4 shows the results obtained.

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Question Frequency Percentage

Did you attend any training courses related to your current job before you start your position in the hotel?

Yes NO

If yes, how many courses did you attend then?

Less than 5 courses Between 5-10 Between 10-20

More than 20 Do not know/No response Number of hours allocated for this courses

Less than 5 hours Between 5-10 Between 10-20

More than 20 Do not know/No response Experience in the tourism sector

Less than 5 years Between 5-10 Between 10-20

More than 20 Do not know/No response Experience in the current job

Less than 5 years Between 5-10 Between 10-20

More than 20 Do not know/No response

60 23

20 26 7 2 5

13 13 13 16 5

38 21 17 05 02

46 23 10 03 01

72,3 27,7

33,3 43,3 11,7 3,3 8,3

21,7 21,7 21,7 26,7 8,3

45,8 25,3 20,5 06 02,4

55,4 27,7 12 3,6 1,2

Total 83 100

Table 4. Descriptive statistics of training reception and experience in the tourism sector

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The result of the study showed that 27,7% of the total respondents (23 employees) did not receive training courses in the field of tourism before start the work. Although most of them have direct contact with customers who could affect negatively the way they deal with them, while 72.3% of them (60 employees) received courses.

The respondents who participated between 5-10courses represent the highest percentage of the total number of participants reaching 43.3%. Followed by those individuals having less than 5 courses who are reaching 33.3% and those who have between 10-20 courses who reaching 11.7%. Only 3.3% of individuals had more than 20 courses and the rest of the participants answered by do not know/No response (8.3%). With regard to the number of hours allocated to these courses, the individuals who devoted more than 20 hours had the highest percentage reaching 26.7%. While the other categories shared the same percentage at 21.7% and the rest of the participants answered by do not know/No response (8.3%). The above results showed that there is an apparent lack of training and it’s not sufficient to acquire the skills and knowledge necessary to develop the performance of these workers. This does not correspond to Malik (2018) who indicated that hotels should implement training programs for their employees from time to time in order to help them developing their performance level and providing a satisfying service to their customers.

Regarding the experience in the tourism sector, the result showed that the higher ratio is for the employees who have less than 5 years’ experience, a 45.8%. Followed by those employees who having between 5-10 years of experience (25.3%). Those workers who having from 10-20 years experience reaching 20,5% and those who have more than 20 years experience reaching 6%.It is showing clearly, that most of the employees who are in very young ages (18-29) are the ones who representing the most short time of experience in these hotels under study. Also what is very interesting, that it seems to exist a relationship between the employees who have less experience and the reception of training.

For current work experience, the results of the study showed somewhat affinity between the years of experience in tourism sector and the years of experience in actual job. This means that the employees occupies one position on the extent of his presence in the hotel and it is an indication that the hotels under study do not follow the policy of developing the career path of their human resources; compared to other destinations.

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Table 6 above explains the attitudes of the study sample towards the importance of training and it’s relationship with job satisfaction in the hotels under study by calculating the arithmetic means.

Table 5. Descriptive statistics of training and job satisfaction

According to Table 5, the arithmetic means ranges between 5,07 in their least limit for the paragraph

“There is a need of more training or are you satisfied with your actual work performance” and 9.55 in their highest limit for the paragraph “Training is an important part for the improvement of quality and service standards”.

Training improves quality and service standards have the highest arithmetic mean (the average) because respondents recognise the importance of training in the tourism sector, especially when they face several problems at work. Without training they cannot solve their problems easily. This is what Percival et al (2013) found in their study, where they have conducted that all the business organisations should ensure that their staff is capable of providing good quality service to the customers in the era of globalisation by providing the employees an effective training of the related work or job he is engaged.

Training reduce the period of answering the guests demand came second in the classification according to the opinion of the workers with an average of 7,95. It seems to be understandable because the employees

Number Sentence Frequency Arithmetic

mean (0-10)

Standard deviation

01

Training is an important part for the improvement of quality and service standards.

83 9,55 1,36

02 Training reduce the period of answering the guests demand.

83 7,95 2,17

03

Does training helps you to develop your personal work performance

83 5,89 3,90

04

Are you satisfied with the quality of services that your hotel providing to the guests

83 5,24 3,34

05 There is a need of more training or are you satisfied with your actual work performance

83 5,07 3,57

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improve through customer service training their skills in communication, problem-solving, organizational skills etc.⁴.

But when we look especially to the last three sentences, where the questions are related to the workers personally (see graph2), we can see that the average is getting lower compared to the first two questions.

Graph2. Levels of job satisfaction

Regarding personal work development, the result showed a medium average (or a bit more than the average) of satisfaction reaching 5,89 from 10. We can understand that training, which workers had in the past, was not enough or did not help them to develop themselves in the job role. For this reason officials should consider this aspect and try to improve it.

The level of satisfaction regarding the quality of provided services in the hotels have a medium average reaching 5,24 from 10. Which means almost the half of employees are not satisfied and we should take their responses seriously as Steers and Porter (1991) argued, that feedback from employees is very important in evaluating service quality in any company.

The results of personal work performance reached medium level with 5,07 from 10 which means the half of workers are asking for more training courses. It tells us, the bosses of the hotels do not focus on the training process for it’s employees and this reflects negatively on service performance. As a recommendation for them, they should take care about this issue by implementing more training courses or specialised departments with trained coaches for the employees to help and support in the development of personal work performance.

4 https://explorance.com/blog/4-key-benefits-customer-service-training-programs/

4.6 4.8 5 5.2 5.4 5.6 5.8 6

Personal Work Development

Personal Satisfaction of provided services

Personal Work Performance

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Quantitative studies have taken an important part of consideration and application in the field of tourism.

Especially in the last two decades where there has been a significant growth in the number of tourists around the world. Researchers and economists in this field were interested in quantitative applications due to the availability of large volume of statistical data for a country or the world in general (Yahiaoui 2017). In this work, we direct our attention on the phenomenon of correlation between variables and for the estimation of our model, we are going to use the logit binomial model which could help to achieve the desired goals of the study.

4.4.1 Correlation analysis

Correlation analysis is a method of statistical evaluation used to study the strength of a relationship between two variables by calculating the correlation coefficient r ⁵. In order to test how is the relationship between training and job satisfaction in the study sample, Pearson correlation coefficient was used and given by the following formula:

Where; X and Y represent the first and second variables that we want to measure their relationship, while N is the number of observations used in the study (N=83 in this study). The value of the correlation coefficient r is between -1 and +1. A correlation of +1 means, that the two variables are completely or perfectly positively correlated. -1 means perfectly negatively correlated. A correlation of 0 means that there is no relationship between two variables and between 0 and 0,5 means that medium correlation (Boslaugh and Watters, 2008).

Correlation analysis was conducted on the data of the survey based on training and job satisfaction.

To test this relationship, a correlation table was created using the SPSS program and the result is listed in the following table:

5 https://www.djsresearch.co.uk/glossary/item/correlation-analysis-market-research

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Training Variable

Correlation coefficient (r) P-value

Job satisfaction 0,368^** 0,017

Note: *** significant to 1%, ** significant to 5%, * significant to 10%

Table6. Correlation analysis

Table 6 shows the result obtained after running the program. It seems that the variable is statistically significant, as the p-value is lower than 0,05. The correlation between training and job satisfaction gave a Pearson correlation coefficient (r) value of 0,368, which indicates a medium association between the two variables according to Boslaugh and Watters (2008).

4.4.2 Model Estimation

The econometric software SPSS was used to estimate the logit binomial model for analysing the determinants of the reception of training in the Algerian hotel sector. In order to estimate the variable “Received Training”

which can be yes or no (1 or 0), some of the variables presented were interested to include in the analysis.

Such variables are: Female, Age, Administration, Reception, Permanent Contract, Education, Personal Work Performance, Years of Experience in Tourism Sector, Personal satisfaction of provided services.

The following table shows the parameters of the logit binomial model.

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Variable Coefficient T-value P-value

Constant Female

Age Administration

Reception Permanent Contract

Education

Personal Work Performance Years of Experience in Tourism Sector

Personal Satisfaction of provided services

3,761**

0,456***

-1,453**

-0,557**

0,887***

0,227**

-4,125***

0,241**

-3,123***

0,401**

2,425 3,615 -2,114 -2,241 2,774 2,194 -3,382

2,023 -6,138

2,330

0,015 0,004 0,021 0,036 0,003 0,040 0,000 0,041 0,001 0,019

Dependent variable : Received training

Pseudo R-square: 0,263 Chi squared: 38,437 Log likelihood : -61,114 Number of observation: 60

Note : *** significant to 1%, ** significant to 5%, * significant to 10%

Table 7. Binomial logit model results

This is the estimation of the binomial logit model. In general, the model is statistically significant, as the Chi- squared test is high. Nonetheless, the predictive power of the model is not the best, as R-squared is a bit low, a 26,3%. R-squared is the proportion of variance in the dependent variable that can be explained by the independent variables (Dhakal 2018). This means that all the variables together explain 26,3% of the variability of our dependent variable and 73,7% are other predictors.

In terms of variables, which are included in the model, all of them are statistically significant as no p-value is higher than 0,05. These variables facilitated in identifying the determinants of receiving training in the hotels

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With regard to the coefficients sign, “Female” has a positive effect on attending training course. The lower the number of female is, the higher the probability of receiving training. “Age” has a negative sign, means if the worker is old he will have less probability of receiving training.

“Administration” has a negative sign which means, if the participant working in the administration he will have less probability to receive training courses while if he is working in the reception the probability will be higher.

We can also see that workers with permanent contract have higher probability of receiving training.

“Education” has an interesting sign (negative) which means the higher the level of education, the lower the probability of receiving training. This result says that training and education are complements in the Algerian hotel sector. The positive sign of the variable personal work performance signifies that the reception of training increases when the workers are satisfied with their working actions.

“Years of Experience” has a negative sign. The higher the years of experience in tourism sector are, the lower the probability of receiving training. Finally, the positive sign of the variable personal satisfaction of provided services means the higher satisfaction, the higher probability of receiving training.

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Through this research, we tried to determine the relationship between staff training and job satisfaction based on the previous studies were the literature showed that the development of any organisation is depending on the performance of it’s workers, and this will not happen only through training. Also we tried to analyse the determinants of the reception of training in the Algerian hotel sector. This research was carried out by the researcher in five hotels in the region of Annaba (Algeria).

The estimated model has identified the determinants of the reception of training in the hotels under study.

The analysis showed interesting results. The reception of training significantly increased if the participant is a female, young employee, working as a receptionist, has no long experience in the tourism sector, has a permanent contract, is satisfied with his work performance as well the provided services and finally has a low level of education.

For the main hypothesis, which state that there is a strong relationship between training and job satisfaction, the results indicated the existence of a relationship between the two variables, but not strong (medium correlation), a 0,368.

Based on the study results, we present here the most important recommendations for hotel officials and tourism institutions in Algeria. Tourism institutions should give more importance to training programs by providing courses for their employees before starting a job role and frequently evaluation during the work.

Organisational performance is a sign of the capacity of a company to efficiently achieve independent goal. One of the elements that is assessable is the employees performance through the level of their productivity (Venkatraman & Ramanujam, 1986). In this sight, hotel managers in Algeria should take care of it’s employees and work on having them well trained in order to improve their skills and performance within the company. As well training is a good way to show an employee of the company that he is valued for his commitment and capacity of work. This will help to increase the job satisfaction and working performance of every employee.

Furthermore, it will help to save costs in recruiting and training as the personnel will stay longer in a assignment, while the ones who will not get the chance for development of related objectives to their job role will leave the company due to a missing place for growth. So it’s very important to take in account these tools.

Algerian tourism institutions should pay attention to the qualitative aspect that leads to form good employees in order to gain customer satisfaction. For the hotels which are offering few training programs, they should increase their frequency and encourage employees to attend these courses.

This study is limited to investigate the relationship between training and job satisfaction in the Algerian hotel sector (2,3 & 4-star hotels) and to analyse the determinants of the reception of training.

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Future research should concentrate on a bigger sample size and all hotels in Algeria. In addition, more variables should also be considered in the research model. This study can well be used to derive many ideas for possible future research such as conducting a research that is exclusively dedicated to search for the factors that affects employees performance, satisfaction and investigating the impact of training on workers within the tourism institutions.

Further research would contribute to overall improvement of staff training and increasing the level of employee satisfaction in the Algerian tourism sector. It is also interesting if further research conducted in different other countries and destinations to learn new strategies and try to implement them within the tourism companies.

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Dear Sir / Madam,

With answering on these questions you will support me a lot in finalising my master thesis in Economic of tourism with the title: Training and job satisfaction in the Algerian hotel sector.

Thank you in advance for participating.

SECTION A: CONTROL QUESTIONS 1) What is your gender?

2) How old are you?

18-29 years 30-39 years 40-49 years More than 50 years Do not know/ No response

3) What is your job?

Administrative Reception Food service Kitchen service Do not know/ No response

4) How many stars has your hotel or the hotel in which you work?

2 Stars 3 Stars 4 Stars or more Do not know/ No response

5) How many beds have your hotel?

20 – 70 (small hotel)

71-150 (medium-sized hotel)

Up to 150 (grand hotel)

Do not know/No response

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Permanent Temporary Do not know/No response

SECTION B: EDUCATION AND TRAINING QUESTIONS 1) What is the highest level of education you have completed?

Primary school Middle school High school University Education

Do not know/No response

2) Did you receive any training courses related to your current job before you start your position in the hotel?

Yes No Do not know/No response

If yes, how many courses did you attend then?

Less than 5 Between 5-10 Between 10-20 More than 20 Do not know/No response

And how many hours did you devote to these courses?

Less than 5 Between 5-10 Between 10-20 More than 20 Do not know/No response

3) Do you think you need more training or are you satisfied with your actual work performance?

Mark 1 = training highly needed to 10 = deeply contented

1 2 3 4 5 6 7 8 9 10 Do not know/

No response

4) Does training helps you to develop your personal work performance?

Mark 1 = no development till 10 = high development

1 2 3 4 5 6 7 8 9 10 Do not know/

No response

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5) How many years of work experience do you have in tourism sector?

Less than 5 Between 5-10 Between 10-20 More than 20 Do not know/No response

6) How many years of work experience do you have in your current position?

Less than 5 Between 5-10 Between 10-20 More than 20 Do not know/No response

SECTION C: QUALITY AND SERVICES QUESTIONS 1) Do you think that training reduce the period of answering the guests demand?

Mark 1 = no reduction to 10 = high reduction

1 2 3 4 5 6 7 8 9 10 Do not know/

No response

2) Do you think training is an important part for the improvement of service & quality standards?

Mark 1 = not important to 10 = very important

1 2 3 4 5 6 7 8 9 10 Do not know/

No response

3) How satisfied are you with the quality of services that your hotel providing to the guests?

Mark 1 = very dissatisfied to 10 = very satisfied

1 2 3 4 5 6 7 8 9 10 Do not know/

No response

THANK YOU!

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Scale mean Crondbach’s Alpha

Gender 54,1807 ,755

Age 55,5181 ,713

Type of job 55,5412 ,735

Hotel stars

55,2169 ,721

Number of hotel beds 55,0482 ,723

Type of contract

56,0000 ,742

Level of study

54,1928 ,712

Training courses before work (yes/no) 56,0602 ,791

Number of training courses before work 55,5663 ,700 Number of hours allocated for training

courses before work 54,8072 ,785

There is a need of more training

52,2169 ,712

Training helps to develop performance

51,2530 ,721

Experience in the tourism sector 55,4578 ,747

Experience in current position 55,7108 ,769

Training reduce the period of answering

the guests demand 52,1084 ,755

Training is an important part for the improvement of service & quality

standards 47,9639 ,741

The level of satisfaction regarding the quality of services offered by the hotel

to the guests 49,4819 ,721

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Case Processing Summary

N Pourcentage

Selected observations 83 100,0

Missing observations 0 ,0

Total 83 100,0

Unselected observations 0 ,0

Total 83 100,0

Dependent variable coding

Original value Internal value

yes 1

no 0

Classification Table

observed

Forecasts

Received training Correct

percentage

yes no

Received training yes 60 00 100

no 23 00 00

Overall percentage 72,3

frequency

gender Male(0) 39

Female (1) 21

Model Fitting Information

Model Log likelihood Chi-square Pseudo R-square

1 -61.114 38.437 0.263