TOURISMOS is an international, multi-disciplinary, refereed (peer ...
TOURISMOS is an international, multi-disciplinary, refereed (peer ... TOURISMOS is an international, multi-disciplinary, refereed (peer ...
TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM Volume 6, Number 1, Spring 2011, pp. 193-212 UDC: 338.48+640(050) Average of reaction level was high (5.67). Participants have more reaction to software (6.55), environment (6.45) and instructor (6.25) respectively. The topics that have lower reaction are; job impact (5.25), business results (5.1) and retun of investment (4.45). This feedback can be useful for sampled hotel’s future training activities. For measuring monthly labor turnover (Table 5), the formula can be given as follows (Sabuncuoğlu, 2000); Monthly Labor Turnover = Number of Employees / Average Number of Employees X 100 According to the data from the sampled hotel, the result can be stated as; 8 Turnover= X 100 (109 + 104) / 2 = 7.51 % For measuring monthly absenteeism rate (Table 5) the formula is (Sabuncuoğlu, 2000); Absenteism Rate = The Number of Absent Employees / Average Number of Employees *According to Work Law in Turkey, the employees strictly have to obey rules regarding absenteeism. If they have ansenteeism more than 3 days without giving notice to establishment, this situation can be evaluated as a separation decision. Employer can give the decision of omit. Therefore there is no need to use absenteeism formula for Turkey’s hotels. (The authors’ did not use this formula in the research.) In order to find ‘learning level’, the averages of last day of training and 10 days after training were compared over a 7 Likert Scale in Table 6. As shown in Table 6, there is a slight decrease (-0.6) in learning effectiveness, and as a percentage there is (-1) per cent decrease. Two possible reasons for this situation are: participants may forget the new knowledge over time or they may consider that in practice they need more application. 205
A. Akın Aksu & Sevcan Yildiz Table 6 Learning Level (Level 2) Topics Averages (Last Day of Training) Averages (10 Days After Training) Learning Effectiveness 5.9 5.3 Percent Increase 68 67 In Table 7, third level (behaviour) results are shown. In general, behaviour results cover critical importance of training, training support tools, application of knowledge / skills to the job etc. Regarding application of knowledge / skills to the job, participants have an average of 6.6 measured in a 7 Likert Scale (10 days after training). Of critical importance in training for the job and percentage of training actually applied to the job, have averages greater than 70 (over 100 responses). Participants have dissatisfaction from training support tools (19.7 % ). Table 7 Behaviours (Level 3) Topics Averages (Last Day of Training) Averages (10 Days After Training) Application of knowledge / skills to the job - 6.6 Percentage of work time requiring knowledge / skills 79 80 Critical importance of training to the job 74 87 Percentage of training actually applied to the job - 84 Training support tools - 19.7 Regarding the results level, in Table 8 organizational gain and effect of training to the organization are shown. Participants were requested to score items that will affect their organization in a positive way, both in the short- and long-term. 206
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A. Akın Aksu & Sevc<strong>an</strong> Yildiz<br />
Table 6 Learning Level (Level 2)<br />
Topics Averages<br />
(Last Day of<br />
Training)<br />
Averages<br />
(10 Days After<br />
Training)<br />
Learning Effectiveness 5.9 5.3<br />
Percent Increase 68 67<br />
In Table 7, third level (behaviour) results are shown. In general,<br />
behaviour results cover critical import<strong>an</strong>ce of training, training support<br />
tools, application of knowledge / skills to the job etc. Regarding<br />
application of knowledge / skills to the job, particip<strong>an</strong>ts have <strong>an</strong> average<br />
of 6.6 measured in a 7 Likert Scale (10 days after training). Of critical<br />
import<strong>an</strong>ce in training for the job <strong>an</strong>d percentage of training actually<br />
applied to the job, have averages greater th<strong>an</strong> 70 (over 100 responses).<br />
Particip<strong>an</strong>ts have d<strong>is</strong>sat<strong>is</strong>faction from training support tools (19.7 % ).<br />
Table 7 Behaviours (Level 3)<br />
Topics<br />
Averages<br />
(Last Day of<br />
Training)<br />
Averages<br />
(10 Days<br />
After<br />
Training)<br />
Application of knowledge / skills to the job - 6.6<br />
Percentage of work time requiring knowledge<br />
/ skills<br />
79 80<br />
Critical import<strong>an</strong>ce of training to the job 74 87<br />
Percentage of training actually applied to the<br />
job<br />
- 84<br />
Training support tools - 19.7<br />
Regarding the results level, in Table 8 org<strong>an</strong>izational gain <strong>an</strong>d effect<br />
of training to the org<strong>an</strong>ization are shown. Particip<strong>an</strong>ts were requested to<br />
score items that will affect their org<strong>an</strong>ization in a positive way, both in the<br />
short- <strong>an</strong>d long-term.<br />
206