Samenvatting

Hotel Des Indes (HDI) is a prestigious hotel dating back to the 19th century, with a rich history and a member of the Leading Hotels of the World (LHW). It offers various amenities, including dining, meeting spaces, and a health club with spa facilities.

Currently, the Hospitality Industry (HI) is dealing with severe labor shortages primarily as a result of the COVID-19 virus, which led to even higher turnover rates as compared to before the pandemic. In search of a solution, many employers, including HDI, resort to the usage of Temporary Employees (TE). To minimize turnover rates, Training & Development (T&D) is applied to increase Job Satisfaction (JS) and Organizational Commitment (OC). Although the effects of T&D on the JS and OC of Permanent Employees (PE) are well known, it remains unclear whether the effects hold in the context of TE. Given HDI’s Food & Beverage (F&B) team consists of 50% TE, it is vital to understand how T&D affects OC among TE.

Therefore, this research aims to identify the effects of T&D on OC as measured by JS in order to provide valuable recommendations as to how HDI can minimize employee turnover rates regarding TE. In doing so, this research explores additional factors influencing OC, effective training plan characteristics, and current training offerings at HDI.
OC reflects an employee's loyalty to an organization, which in turn affects performance. Low OC is associated with absenteeism, tardiness, and high turnover, resulting in increased HR-related costs. According to the three-component model, OC includes Affective Commitment (emotional connection), Continuous Commitment (losses
associated with leaving), and Normative Commitment (sense of duty and moral obligation).

In summary, managerial support, role stress, empowerment, and job insecurity significantly influence OC. Job Satisfaction (JS) reflects contentment with a job and impacts turnover and HR costs. JS is linked to OC and overall organizational performance. Trust, job autonomy, relative income and T&D impact JS. T&D is essential for improving employee skills, motivation, and retention. Regular T&D evaluation, management support, and a learning culture contribute to its effectiveness. However, in the context of TE, managers often choose not to train these employees given it is a costly
investment. Simultaneously, TE may prioritize general skill training over company-specific training.

Within this study, a Mixed Method Research Approach has been employed, which combined quantitative and qualitative research in the form of a survey and focus group to explore the proposed relationship. A convenience sample has been used to gather data. The participants' JS was measured before and after exposure to an online LQA training. The focus group was performed as a semi-structured discussion that explored various themes
affecting OC, such as professional development, role ambiguity, inclusion, and managerial support. Thematic Analysis is used for the focus group data, involving familiarization, generating codes, finding themes, reviewing, defining, and refining themes. Certain ethical considerations have been made, such as consent and its transparent communication, and anonymity. The limitations of this research approach include a low response rate to the survey, potential sampling bias, social desirability bias, self-selection bias, and central tendency bias. The researcher has employed various methods to minimize the effects of these biases during the course of the research.

Regarding the items belonging to JS, the results showed that most items were rated around the midpoint of the scale before the intervention. After exposure to the intervention, the mean scores for all items decreased, although not noticeably significant.
Concerning T&D items, the responses generally showed high interest in training offered by HDI.