Introduction
The current section demonstrates the various secondary sources from which data and information have been required to conduct a literature review of the topic. The training and development are important aspects of human resource management, which involves prioritising on the skills and development of employees within the hotel industry to ensure delivering best quality services to the guests and keep them satisfied. The companies within the hotel industry should design the training and development programs properly to ensure the skills and knowledge of staffs are monitored and their development needs are identified as well. The literature section will analyse the different secondary sources, especially the journals, articles, documents and websites containing information about the concepts of training and development along with the various factors associated with the training and development and impact of quality of training on the performances of employees of hotel. The different variables should be linked to ensure that the end goals are met with ease and effectiveness.
2.1 Concept of training and development
According to Cohen (2017), the training and development concepts are important because the hospitality industry comprises of a diverse workforce that not only reflects the hospitality culture, but also facilitates need of training and development from top to bottom based on certain values and organisational standards to be maintained. The training and development has enhanced the skills of cleaning personnel at the hotel, valet and room service staffs, check in staffs and also the managers (Cohen 2017). There are various components of a corporate culture that are designed specifically for the improvement of tourists’ experiences and at the same time, ensured maintenance of consistent experience for the guests visiting the hotel. Gartner-Schmidt et al. (2016) illustrated that the training and development are important aspects that have helped in maintaining consistency among the staffs as well as created convenience in reflecting the organisational culture, furthermore, ensured growth and development of the hotel staffs too (Gartner-Schmidt et al. 2016). The training and development within the hotel industry are critical to the identification of talent, which could be developed for making them move to some higher positions in the management. As stated by Evetts (2014), the training within the hospitality industry has been diverse and thus the major skills required through training are communication and interpersonal skills, which could also involve team working skills and diversity training. These are essential training outcomes achieved that have always helped the employees to pursue the required skills and maintain professionalism at work too. Gartner-Schmidt et al. (2016) furthermore stated that the training and development has made people learn to work as an unit, as a team, furthermore, deliver good quality hotel services to keep the guests satisfied. The need for training and development also include problem solving and managing safety and security of guests to provide a good experience while enjoying their stay at the hotel.
2.2 Concept of customer satisfaction
As stated by Hennig-Thurau and Hansen (2013), the customers are satisfied when they are provided with the right kinds of hospitality services at the hotel and their needs are taken care of. The guests often look for the staffs to direct them in case of any safety issues, which if done properly, also lead to high level of customer satisfaction. The hospitality staffs are also responsible for managing the staffs and for solving any queries by the guests (Hennig-Thurau and Hansen 2013). By providing solutions to their queries, the customers felt that they have been valued by the organisation, which further enhances the level of satisfaction among theirs. According to Hill and Alexander (2017), the satisfaction among the customers is a psychological concept that has made the customers attain wellbeing and satisfaction by obtaining what they expected from the hotel. The customers have always some expectations about the performances of products or services delivered and thus after obtaining the services at the hotel, they check whether the outcomes are equal to or much higher than their actual expectations (Hill and Alexander 2017). The level of satisfaction among the customers though is based on individual needs, demands and also the experiences that they possess while staying at the hotel. The major aspects that are responsible for raising the level of satisfaction among the customers include quality of services, which represent enhanced level of security and safety of guests while staying at the hotel and better value creation (Kim, Vogt and Knutson 2015).
The quality of services has always been an influential factor that has contributed to the attainment of competitive advantage in business and enhanced the level of satisfaction among the clients. Within the hospitality industry, the quality of services is based on the physical facilities, staffs and materials, which further has been categorised into functional quality and technical quality. The satisfaction among the customers has also been based on the internal feelings of the individuals and also the positive mind sets achieved with the assessment of services delivered to the guests by the hotel authorities (Lee, Back and Chan 2015). The hospitality organisations have also put efforts to improve the services and enabled satisfying the customers, which also resulted in customer loyalty and positive image towards the brand.
2.3 Theories of training and development
Nowadays, the employees are found to participate in various training and development programs that are organised by the business organisations because of the increased employee demands from the department of human resource management. The human resources are considered as vital assets of every businesses and this to build an effective workforce, one such effective way has been the training and development (Storey 2016). As stated by Ellinger and Kim (2014), the various theories of training and development are associated with the learning of individuals to improve the management of human resources along with guiding them in the development of career prospects. The theoretical frameworks related to the training and development have also been one of the major causes of enhanced production level achieved by the businesses within the hotel industry (Ellinger and Kim 2014). The theories of learning supported growth and development of staffs and also the management of human resources considering growth and development of career prospects. The staffs were provided with access to work shops and self-paced alternatives to enhance their skills and improve the productivity of the business.
The most important theories that focus on the training and development are theory of reinforcement, theory of learning, theory of experimental learning and theory of social learning. Based on Ford (2014) statement, it is believed that the reinforcement theory focused on the learning behaviours of individuals, which facilitate the generation of positive outcomes with the training and development sessions aligned with the business goals and objectives. There have been both positive as well as negative impacts on the learning aspects, furthermore, supported the employees of the hotel to adopt new organisational policies and procedures (Ford 2014). Positive behaviours are reinforced with the help of praising the performances of workers and providing them with rewards and incentives to keep them motivated and encouraged for performing to their potential. This has been directly related to the Skinner’s theory of reinforcement that enabled the employees to gain the interest in the training and development programs and enhance the level of participation and engagement all throughout (Skinner 2014).
The experiential learning theory distinguished between the cognitive and experiential learning, which helped in addressing the needs and preferences of the learner and created maturity among the individuals, which further improved the learning experience and knowledge acqusitions capability. With the engagement of individuals in the training and development, the staffs in the hotel industry learned to conduct a self-evaluation test and thus individual attitudes and behaviours were understood as well (Moon 2013).
From the perspective of Barrouillet (2015), the cognitive learning theory has been implemented by majority of hotels to prioritise on the improvement of mental and emotional processes rather than stressing more on the physical activities. This kind of theory also allowed the staffs to expand their skills and knowledge, furthermore enabled the business organisations to motivate and encourage the staffs to develop effective strategic thinking practices and attain the desired problem solving skills too (Barrouillet 2015). This kind of theory has been primarily focused on overcoming the amount of stress of staffs at the hotel and to promote good health and wellbeing along with higher production level within the workplace (Kolb 2014).
The theory of constructive learning in the field of training and development also helped in encouraging the staffs of the hotels to participate in the self-learning and development activities. The previous work experiences of the staffs are identified with the use of this kind of theory that not only facilitated the undertaking of individual roles and responsibilities properly for the purpose of own career development, but also enhanced the level of job satisfaction among the staffs (Illeris 2018). This constructive learning theory further helped in improving the ability and skills of individuals to fulfil the job roles and at the same time, reduce the turnover of staffs and attract new candidates too.
Also stated by Duke, Harpe and Johnston (2013), the theory of connectivism also allowed managing availability of online courses that have been accessed by individuals to support their growth and development by taking advantage of the global copes and opportunities and develop new skills and knowledge. This kind of theory also enabled learning prospects by combining diverse views and opinions of staffs and even managed acqusitions of information and resources for improving the business performance and aim to achieve the long term profitability in business (Duke, Harpe and Johnston 2013). The training and development activities have been well supported by the social networking technologies, which has expanded the ability of individuals to create connections and use information the most effective way to strengthen the business performance too.
2.4 Need of training and development in hospitality industry
The need for training and development in the hospitality industry is immense and thus the value and benefits of products and services are based on the skills and knowledge possessed by the workforce alongside the shift in demographic conditions. The training and development needs are essential for remaining competitive within the business environment and at the same time, suit the needs and requirements of the organisation, furthermore increase the business performance. The availability of good quality products and services are essential along with the way customers are kept satisfaction for staying ahead in the competitive business environment. Reynolds, Rahman and Bradetich (2014) argued that with the help of training and development sessions provided to the employees for meeting the organisational requirements, the issues and challenges within the hotel industry have been overcome (Reynolds, Rahman and Bradetich 2014). To respond to the statement, Horng and Lin (2013) stated that the needs of training are determined with the management of various techniques such as the performance appraisal technique, job requirements’ analysis, employee survey process and the organisational analysis. The need for training and development is to facilitate the production level to meet the quality standards and at the same time, keep the cost and time within limit (Horng and Lin 2013). The development of staffs has been possible, which has also increased the scopes for meeting the needs and requirements of the organisation, furthermore, understand the potential of staffs in different departments. Thus, the needs for arrangement of training and development for the staffs in the hospitality industry are improvement of operational effectiveness, increased production level and creating a safe and healthy work environment too (Lee, Back and Chan 2015). The productive workforce has been possible with the learning of new skills, knowledge and expertise that could be achieved through training and development, furthermore change their attitudes and behaviours to perform to their potential and improve the level of safety and security at job too.
From the perspective of Noe et al. (2017), it was found that the training and development are considered as important aspects that represent a continuous and organised process based on scientific grounds to strengthen the skills and expand the scopes for knowledge acqusitions by the staffs. This has been the major cause of driving the staffs’ positive behaviours towards the accomplishment of business goals and objectives with ease and efficiency (Noe et al. 2017). Sourouklis and Tsagdis (2013) also shed light on the training sessions that also enabled the individuals working there to gain practical knowledge on the concerned field and learn to keep the guests satisfied during their stay at the hotel with the delivery of high quality hotel services (Sourouklis and Tsagdis 2013). Nowadays, lack of coordination, teamwork and failure to achieve the desired quality standards in terms of hotel services are common issues faced within the hospitality industry. Thus, the significant investments are done for allowing the hotels to possess modern technologies, which has extended the availability of modern instruments and supplies for the staffs during the training. This has also been well supported by continuous hospitality education achieved through effective training and development programs as well.
While Sourouklis and Tsagdis (2013) believed that the training and development are approaches of modern language to teach, educate and develop the performances of staffs at the hotel, Torres and Kline (2013) argued that the these two major aspects are related to the improvement at work and created some positive impacts on the quality of production and services’ delivery too. The needs for training and development are identified with the monitoring of performances of employees and also by ensuring whether it could allow for meeting the organisational requirements or not (Torres and Kline 2013). The analysis of needs for training must be done according to the strategies implemented and objectives set to facilitate the training process planning, furthermore prioritised on the acqusitions of knowledge and information about the contents of the training program, targets, training techniques along with the appropriate time and place for the training and development process. Ahmed et al. (2015) believed that according to the comprehensive analysis of the organisation and the working behaviours, the needs for training and development are addressed with the consideration of hospitality occupations and précised specialisation in the delivery of hotel services. The hospitality industry comprising of the hotels often experienced issues like lack of engagement of staffs, poor coordination between them and failing to meet the desired expectations and demands of the guests visiting the hotel (Ahmed et al. 2015). To overcome these kinds of issues, the Malmaison Newcastle hotel has arranged training and development programs for prioritising on the development of employees and to ensure fulfilment of the needs of guests, furthermore, gain desired positive outcomes through increased customer satisfaction, higher client engagement and presenting a positive brand image among the clients too.
2.5 Factors affecting training and development in hospitality sector
Purpose or need identification is one of the important factors affecting training and development. In case of hotels like Malmaison Newcastle, the need is enhancing the awareness of the employees about the needs of the customers. This is done through the incorporation of need identification before planning for the training sessions. In this, Clarke and Higgs (2016) states that financial constraints is an obstacle in terms of organizing the session, depriving the employees of the current needs of the customers. This situation results in negative outcomes in the form of complaints from the customers and turnover from the employees.
Resource is one of the other factors, which affects training and development. If the equipment are not proper, the training cannot be provided. Defective projectors compels the managers of Malmaison Newcastle to postpone the training sessions, stalling the productivity. Along with this, improper skills of the staffs also affects the training and development programs. As a matter of specification, Salas et al. (2017) is of the view that wrong information is disseminated to the employees, which is a challenge in terms of completing the business operations in an efficient and effective manner.
Quality of the training also affects the training and development of Malmaison Newcastle. After the introduction of the training programs, they are tested in terms of assessing its feasibility in terms of the identified and specified needs of customer satisfaction. Typical evidence of this lies in the practical tests, which helps the managers to measure the capability of the staffs in making practical application of the learnt skills in conducting the allocated duties and responsibilities. The attendance of the staffs indicate the quality of the training.
Management support is also accounted as one of an important factor affecting the training and development. The training programs of Malmaison Newcastle are supervised by the managers. On the other hand, Al-Refaie (2015) highlights that Frequent feedbacks are taken from the trainers regarding the progress regarding the performance of the employees. Spontaneity in this direction is fruitful in terms of averting the instances of misinterpretations and communication gaps.
Technology is one of a vital factor affecting the training and development. Portraying the lectures on the projectors is a means for improvising on the virtual skills of the employees. Along with this, mention can be made of the lecture materials, which are uploaded on the portal for the employees of Malmaison Newcastle to download. For this, access is provided to the employees, which is assessed by the managers for deducing the estimates regarding the outcomes.
Learning style of the employees is different. This is because they possess different levels of the emotional intelligence. As per the arguments of Amin et al. (2017), the trainers need to consider that this factor in the process of the disseminating the training. Malmaison Newcastle conducts one to one sessions for gaining an insight into the individual needs of the employees.
2.6 Impact of training quality on employee performance
Not only the way training and development programs are managed, created a positive impact on the business performance, but also enhanced the performance of the staff working at the hotel. The training and development programs should be designed in such a manner so that it could be aligned with the goals and objectives of the organisation (Úbeda-García et al. 2013). To create some positive impact on the performances of employees, the training quality must be maintained consistently with the management of proper timing, i.e., the date and time to start the program and also determining the completion of training and time allocation for the various modules of training and development. According to Elnaga and Imran (2013), the training and development quality is facilitated with the involvement of scientific training specialists and managers as well who organise the training procedures for the staffs while the trainer has been associated with the controlling and management of staffs and ensured successful implementation of the training and development process. The quality of training is based on the satisfaction scale provided by the trainee, because it does not only help the staffs to deliver the best quality hotel services, but also has developed own performance, furthermore improved the efficiency of education and training (Elnaga and Imran 2013). With the quality based training, there would be lesser scopes for errors and also lower costs would be incurred while implementing the training and development programs. The successful efforts for improving the quality are based on the human components, which increased the necessity for adopting suitable changes by the Training department to focus on the improvement of quality and promotion of positive behaviours among the staffs too.
Based on the statements of Bon and Mustafa (2013), the adoption of Total Quality management by the business organisation has often encouraged the various departments of the business to improve the quality of hotel services as well as the quality of supporting services such as the training and development. To support the integration of total quality management in training and development, the inputs that have been put include identification of needs for training, which has helped in determining the lack of performances previously experienced within the organisation, which has led to poor hotel services’ delivery. The inputs could be afterwards used for the purpose of managing training process components, furthermore prioritise on the areas where the staffs lacked certain strengths, skills and competencies (Bon and Mustafa 2013). The productivity of an organisation is dependent upon the link between inputs and outputs and thus often, the strategies have been integrated into the managerial as well as staff training, also known as the off job training and on-job training respectively. According to Anitha (2014), to improve the quality of training at the four star hotels, the off-job training enabled providing training and development programs to both the managers and employees consider the application of the skills and expertise acquired. This kind of strategy focused on the improvement of employee productivity and thus the trainees were subjected to leave the individual job roles and prioritise solely on the training sessions while the on-job training enabled the trainees to handle job roles and responsibilities and at the same time, pursue training programs (Cohen 2017). Due to this, there is no need to leave the job responsibilities and focus only the training programs, which has allowed the trainees to do two works at the same time. Thus, it could be understood that the poor quality of services delivered by Malmaison Newcastle hotel would be overcome by prioritising on the quality of training. With the improvement of quality of training and development programs, the staffs of the hotel should achieve the desired sets of skills required to meet the business performance standards, furthermore ensure that the employee performances are improved along with increase in productivity of the organisation too (Evetts 2014). The on-job training at the hotel should be integrated with incentive schemes and rewards while pursuing the training and development program. This could be beneficial for the staffs at the hotel to acquire rewards and incentives based on their performances, thereby, remain motivated and influenced to perform to their utmost potential for delivering best hotel services and increased level of customer satisfaction (Hill and Alexander 2017).
2.7 Impact of training on customer satisfaction in hotel industry
As per the arguments of Ho et al. (2016), training enhances the preconceived skills, expertise and knowledge of the hotel industry staffs about the efficient and effective means of conducting the business operations. Training programs are organized for making the employees acquainted with the current business trends. Amin et al. (2017) mentions the role of managers in the evaluating the raining practices and perceptions. In this context, Lee et al. (2015) highlights Kirkpatrick and Philips’ model for evaluating the training practices. According to Kirkpatrick model, evaluation process for the training is segmented into four steps: reaction, learning, behaviour and results. The first step of reaction consists of the anonymous feedback from the clients and customers of Malmaison Newcastle. The second step of learning involves the cognitive learning, where performance of the employees are rated for estimating the future courses of action in terms of productivity. Mention can be made of statistical analysis, which helps in measuring the improvements in the performance of the employees. Typical evidence of this lies in the paper and pencil tests, Malmaison Newcastle uses for measuring the learning process.
On the other hand, Al-Refaie (2015) is of the view that training helps the employees in satisfying their professional development needs. If the employees are happy and satisfied, they expose productive performance, enhancing the productivity of Malmaison Newcastle. According to the arguments of Zumrah and Boyle (2015), involving the employees in the decision making process enhance the thinking skills and judgmental capabilities of the personnel. This approach results in the introduction of innovative services for the clients and the customers.
As stated by Salas et al. (2017), creation of high trustable culture is important in terms of fulfilling the needs, demands and requirements of the employees. This is in terms of increasing the compatibility between the staffs. Mention can be made of the group discussions, which Malmaison Newcastle conducts for supporting the staffs in adjusting in the given workplace environment. Here, Lee et al. (2015) brings Maslow’s Hierarchy of needs can be brought into the discussion. This is because of the need of self-realization, which enhances the professionalism of the employees. This enhancement results in the satisfaction of the customers in terms of receiving quality services. Zumrah and Boyle (2015) points that the three needs of autonomy, relatedness and competence are the starting point of creating a congenial workplace environment.
Sessions are conducted by Malmaison Newcastle for disseminating the information relating to the current needs of the clients and the customers to the employees. Larsen (2017) cites the reference of the practical technological training, which enhances their virtual skills. Positive results in this training seems beneficial for digitalizing the business solutions, for example, the online bookings. The staffs are encouraged to participate in the interactive sessions for understanding the specific needs, demands and requirements of the customers. These interactions are a productive means for enhancing the stability in the relationship with the customers. Adopting social media is effective for Malmaison Newcastle in terms of increasing the trafficking of the audience towards the brand image.
2.8 Summary
Considering the various secondary sources of data and information, it has been understood that the training and development has mostly created positive impacts on the employee performance as well as on the performance of hotels within the hospitality industry. The concept of training and development and customer satisfaction had been based on the way training and development improved the performances of employees to deliver their best for keeping the customers satisfied. The literature review section also illustrated about the theories including the theory of learning, experimental learning and social learning, which helped in making the hotels work according to the organisational policies and manage business functioning efficiently. The training and development not only improved the performances of employees, but also the quality of training and development further helped in promoting better services, furthermore meet the demands and expectations of clients. All these aspects have been the highlight of this topic and most of the aspects have been associated with the positive impacts that have been created on the customers’ services and enhancing their level of satisfaction through management of training and development programs for the staffs within the hotel industry.
References
Ahmed, U., Phulpoto, W., Umrani, W.A. and Abbas, S.I., 2015. Diving deep in employee training to understand employee engagement.
Al-Refaie, A., 2015. Effects of human resource management on hotel performance using structural equation modeling. Computers in Human Behavior, 43, pp.293-303.
Amin, M., Aldakhil, A.M., Wu, C., Rezaei, S. and Cobanoglu, C., 2017. The structural relationship between TQM, employee satisfaction and hotel performance. International Journal of Contemporary Hospitality Management, 29(4), pp.1256-1278.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308.
Barrouillet, P., 2015. Theories of cognitive development: From Piaget to today.
Bon, A.T. and Mustafa, E.M., 2013. Impact of total quality management on innovation in service organizations: Literature review and new conceptual framework. Procedia Engineering, 53, pp.516-529.
Clarke, N. and Higgs, M., 2016. How strategic focus relates to the delivery of leadership training and development. Human Resource Management, 55(4), pp.541-565.
Cohen, E., 2017. Employee training and development. In CSR for HR (pp. 153-162). Routledge.
Duke, B., Harper, G. and Johnston, M., 2013. Connectivism as a learning theory for the digital age. In Exploring Spaces for Learning 2013 HETL Conference (pp. 1-9).
Ellinger, A.D. and Kim, S., 2014. Coaching and human resource development: Examining relevant theories, coaching genres, and scales to advance research and practice. Advances in Developing Human Resources, 16(2), pp.127-138.
Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European Journal of Business and Management, 5(4), pp.137-147.
Evetts, J., 2014. The concept of professionalism: Professional work, professional practice and learning. In International handbook of research in professional and practice-based learning (pp. 29-56). Springer, Dordrecht.
Ford, J.K. ed., 2014. Improving training effectiveness in work organizations. Psychology Press.
Gartner-Schmidt, J., Gherson, S., Hapner, E.R., Muckala, J., Roth, D., Schneider, S. and Gillespie, A.I., 2016. The development of conversation training therapy: A concept paper. Journal of Voice, 30(5), pp.563-573.
Hennig-Thurau, T. and Hansen, U. eds., 2013. Relationship marketing: Gaining competitive advantage through customer satisfaction and customer retention. Springer Science & Business Media.
Hill, N. and Alexander, J., 2017. The handbook of customer satisfaction and loyalty measurement. Routledge.
Ho, A. D. D., Arendt, S. W., Zheng, T., & Hanisch, K. A. (2016). Exploration of hotel managers’ training evaluation practices and perceptions utilizing Kirkpatrick’s and Phillips’s models. Journal of Human Resources in Hospitality & Tourism, 15(2), 184–208. doi:10.1080/15332845.2016.1084861
Horng, J.S. and Lin, L., 2013. Training needs assessment in a hotel using 360 degree feedback to develop competency-based training programs. Journal of Hospitality and Tourism Management, 20, pp.61-67.
Illeris, K. ed., 2018. Contemporary theories of learning: learning theorists… in their own words. Routledge.
Kim, M., Vogt, C.A. and Knutson, B.J., 2015. Relationships among customer satisfaction, delight, and loyalty in the hospitality industry. Journal of Hospitality & Tourism Research, 39(2), pp.170-197.
Kolb, D.A., 2014. Experiential learning: Experience as the source of learning and development. FT press.
Larsen, H.H., 2017. Key issues in training and development. In Policy and practice in European human resource management (pp. 107-121). Routledge.
Lee, J.S., Back, K.J. and Chan, E.S., 2015. Quality of work life and job satisfaction among frontline hotel employees: a self-determination and need satisfaction theory approach. International Journal of Contemporary Hospitality Management, 27(5), pp.768-789.
Lee, J.S., Back, K.J. and Chan, E.S., 2015. Quality of work life and job satisfaction among frontline hotel employees: a self-determination and need satisfaction theory approach. International Journal of Contemporary Hospitality Management, 27(5), pp.768-789.
Moon, J.A., 2013. Reflection in learning and professional development: Theory and practice. Routledge.
N. Torres, E. and Kline, S., 2013. From customer satisfaction to customer delight: Creating a new standard of service for the hotel industry. International Journal of Contemporary Hospitality Management, 25(5), pp.642-659.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Reynolds, D., Rahman, I. and Bradetich, S., 2014. Hotel managers’ perceptions of the value of diversity training: An empirical investigation. International Journal of Contemporary Hospitality Management, 26(3), pp.426-446.
Salas, E., Prince, C., Baker, D.P. and Shrestha, L., 2017. Situation awareness in team performance: Implications for measurement and training. In Situational Awareness (pp. 63-76). Routledge.
Skinner, B.F., 2014. Contingencies of reinforcement: A theoretical analysis (Vol. 3). BF Skinner Foundation.
Sourouklis, C. and Tsagdis, D., 2013. Workforce diversity and hotel performance: A systematic review and synthesis of the international empirical evidence. International Journal of Hospitality Management, 34, pp.394-403.
Storey, J., 2016. Changing theories of leadership and leadership development. In Leadership in Organizations (pp. 33-58). Routledge.
Úbeda-García, M., Marco-Lajara, B., Sabater-Sempere, V. and Garcia-Lillo, F., 2013. Training policy and organisational performance in the Spanish hotel industry. The International Journal of Human Resource Management, 24(15), pp.2851-2875.
Zumrah, A.R. and Boyle, S., 2015. The effects of perceived organizational support and job satisfaction on transfer of training. Personnel Review, 44(2), pp.236-254.
