Journal of Hospitality and Tourism Management 20 (2013) 61e67

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Journal of Hospitality and Tourism Management

journal homepage: http://www.journals.elsevier.com/journal-of-hospitalityand-tourism-management

Training needs assessment in a hotel using 360 degree feedback to develop

competency-based training programs
Jeou Shyan Horng a, Lin Lin b, *
a
b

Hungkuang University, No. 1018, Sec. 6, Taiwan Boulevard, Shalu District, Taichung 43302, Taiwan, ROC
Department of Culinary Art, I-Shou University, No.1, Sec. 1, Syuecheng Rd., Dashu District, Kaohsiung 84001,Taiwan, ROC

a r t i c l e i n f o

a b s t r a c t

Article history:
Received 11 November 2012
Accepted 27 June 2013
Available online

Training in small and medium-size hotels is frequently unsystematic and fails to achieve the desired
results, and analyzing training needs is the rst step in devising an effective training program. This study
devises a competency-based training framework incorporating Training Needs Assessment (TNA). A case
study and importanceeperformance analysis are adopted to identify competency gaps. Based on the
managerial competency framework, the importance of competency is determined using the Fuzzy
Delphi, and the performance is estimated via 360 degree feedback. The effectiveness of TNA is conrmed,
and the TNA framework can be applied to other hotels to optimize training programs.
2013 The Authors.

Keywords:
Hotel training
Competence-based training
Training needs assessment
360 Degree feedback
Importanteperformance analysis

1. Introduction
Human resources are the most important asset for the service
industry. Human resource quality determines service quality, service delivery efciency and customer satisfaction (Chapman &
Lovell, 2006). Nevertheless, the service industry faces continuous
challenges from employee incompetence, particularly at the
managerial level. These challenges may result from employees
lacking motivation and not being committed to their work, and
alternatively can be attributed to insufcient training opportunities
(Martin, Mactaggart, & Bowden, 2006). In the hospitality industry,
changing demand for human resources is frequently fullled just in
time, making it difcult to establish a long-term employment
relationship. Under the circumstances of employment problems,
employers have only minimal willingness to invest in employee
training (Baum, 2007). Compared with other industries, the
tourism industry fails to provide enough career development and
planning opportunities, because most businesses are small and
medium-sized enterprises (SMEs), which are unable to invest sufcient money, time, and resources in human resource development. Thus, in the tourism industry, employee training and career
development are often unsystematic and inconsistent, resulting in
employee incompetence and high turnover (Hjalager & Anderson,

* Corresponding author. Tel.: 886 988922231.

E-mail address: chang1025@msn.com (L. Lin).
1447-6770/$ e see front matter 2013 The Authors.
http://dx.doi.org/10.1016/j.jhtm.2013.06.003

2001). Changing human resource demand and inadequate

training may be mutually reinforcing factors that ultimately lead to
a vicious cycle.
To enhance long-term competitiveness, the hospitality industry should enhance human resource development to improve
business performance and service quality (Tensone, 2004).
Recently, career development has attracted considerable attention from researchers interested in tourism and hospitality
(Lucas & Deery, 2004). Increasing numbers of hospitality businesses are devoting themselves to employee career development
to retain the best talent (Yang & Wan, 2004). Furthermore,
managerial-level employees require more lifelong learning opportunities, as well as a long-term, systematic personal training
plan (Hjalager & Anderson, 2001).
Training program design should systematically include the
following eight stages: assessing training needs, dening training
objectives, describing training objectives in detail, developing a
training program, establishing assessment criteria, monitoring
training progress, assessing training effectiveness, and obtaining
feedback (Goldstein, 2002). Individual stage development and data
collection should be systematic. Given the time and nancial constraints, it is crucial to optimize the training results, and this is
where training needs assessment (TNA) becomes important. TNA
helps managers or trainers to determine training program objectives and content and also ensure its effectiveness and applicability.
Restated, TNA denes the scope of training, ensures training meets
objectives, and conserves corporate resources (Tao, Yeh, & Sun,

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J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67

2006). TNA data should be collected systematically and validly, and

be considered with a comprehensive perspective. More and more
organizations integrate multi-source feedback and 360 degree
feedback in their competence development program by collecting
assessment data from supervisors, subordinates, peers and employees themselves. 360 Degree feedback is applied for performance appraisals and employee development feedback, and also
can be used as a reference in TNA (Seifert, Yukl, & McDonald, 2003).
Employees participate in 360 degree feedback process would increase their self-awareness, and willingness to improve their
competence performance (Fletcher & Bailey, 2003). However, previous studies on hospitality human resource development neglected TNA, and so this study reviewed the literature, presented TNA
methods and framework for hotel human resource development,
conducted a case study involving intervention with TNA, assessed
the applicability of TNA, analyzed the training needs of hotel employees, and provided suggestions for applying TNA to the hotel
industry.
2. Method
According to the literature, the design of TNA includes analysis
of three dimensions: organization, task, and individual. Additionally, data is gathered from self- and peer evaluation to help ensure
TNA is systematic. Training program content is based on a
competency-based model in which each competency is prioritized.
This study develops a TNA framework for the hotel industry (as
shown in Fig. 1) and assesses its feasibility via a case study. The
study objectives include the following:
(1) Conrm the importance of and prioritize each management
competency required by the hotel industry,
(2) Conrm the feasibility and application of the TNA framework
proposed study, and
(3) Provide suggestions and limits on TNA A for hotel management.

2.1. Participants and context

This study used a case study in which a resort hotel franchise
was invited to participate. The hotel franchise had seven hotels in
eastern and southern Taiwan, each of which sent senior hotel
managers to participate in the training program, providing a total of
15 participants. These 15 participants were requested to conduct
TNA on their immediate subordinates. Additionally, another 77
hotel employees participated in the 360-degree feedback, including
trainees and trainee supervisors, subordinates, or peers. One hundred and thirty-seven questionnaires were issued (some employees
completed two or more questionnaires) and 124 copies were
returned, representing a response rate of 90.5%. The research team
used the results of competency analysis to conduct interviews and
discussions with the hotel general manager and human resource
manager. The results of TNA, the feedback of the general manager,
and in-depth analysis not only revealed the corporate culture,
operating guidelines, and status quo of the managerial personnel,
but also provided guidance and shaped the training program
content.
2.2. Fuzzy Delphi method
This study adopted Fuzzy Delphi Method, based on experts
opinions to conrm the importance of the competencies required
in a senior hotel manager. Hotel management competencies identied from previous qualitative research are used as analytical indicators. The analysis includes 18 competency domains and 107
competency items (Horng, Hsu, Liu, Lin, & Tsai, 2011). Eleven experts (hotel general and associate general managers) were recommended and invited to complete the fuzzy Delphi questionnaires.
The Fuzzy Delphi Method was adopted to lter the important
professional competencies of top managers. Fuzzy Delphi employs
a four-step approach to data analysis. First, we establish competency items through reviews of the literature and the results of

Fig. 1. Conceptual framework of TNA in hotel industry.

J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67

interviews, and competency indices are extracted and modied to

formulate a draft questionnaire on professional competencies,
which were reviewed by two hotel industry experts to determine
their appropriateness. Second, the surveying expert opinions are
determined from an open-ended questionnaire to determine
whether or not corrections are necessary. Third, we organize expert
opinions collected from questionnaires into estimates and establish
triangular fuzzy numbers fourth; this study lters evaluation
criteria and subjectively optimizes them with respect to the whole
system under consideration (Roventa & Spircu, 2003). This study
analyzed the importance of professional competencies with the
total scores derived from defuzzication, and then assigned each
competency an importance score.
2.3. 360 Degree feedback
Grant (2002) proposed that when assessing competency-based
training needs, gap analysis involves comparing performance with
stated intended competencies by self-assessment, peer assessment,
or objective testing. This study employed 360-degree feedback to
assess hotel employee management competencies in the case
study. Four assessment inventories were developed based on the
hospitality management competencies model (Horng et al., 2011)
to assess trainee management competencies, including selfassessment inventory, immediate supervisor assessment inventory, subordinate assessment inventory, and peer assessment
inventory. Each item was rated on a scale ranging from one to ve.
The combined results of the four inventories demonstrated the
performance of the trainees in each management competency.
The scores from each inventory were combined and weighted to
produce a performance score for each trainee. Previous studies and
related literature did not suggest the most appropriate weighting for
each inventory, so each inventory, based on the panel discussion with
the senior managerial personnel and general manager of the hotel
franchise was assigned a weighting reecting organizational training
consideration. The weighting of the immediate supervisor inventory
was 70%, while each of the other three inventories (self-assessment,
subordinate assessment, and peer assessment) had a weighting of
10%. The results of the 360-degree feedback of each trainee were
presented in a 360-degree feedback report covering individual
assessment results, and benchmarked to the group average.
2.4. Importanceeperformance analysis, IPA
Importanceeperformance analysis was used to explore hotel
management competence gap for the purpose of TNA. The importance score obtained via the Fuzzy Delphi method and those obtained from 360-degree feedback were analyzed using IPA. The
average performance score of each competency was set as a
benchmark, with scores above the benchmark being considered
highly competent while those below were considered less
competent. The importance of competency was classied based on
Fuzzy Delphi analysis. The average scores of all competencies were
set as a benchmark, with scores exceeding the benchmark being
considered important while those below it were considered less
important. The competencies rated as important but with lowerthan-average performance scores were considered in need of
improvement and incorporated into the training needs of the hotel.
2.5. Interview
After conducting the TNA on the hotel franchise, an interview
with managerial personnel and the human resources manager was
conducted to conrm the study efcacy and discuss trainee feedback and comments on the assessment results. The general

63

manager and the human resource manager of the hotel franchise

were both interviewed before and after the TNA, before the TNA,
the interview is focus on the organizational training goals; after the
TNA, the interview is conducted for conrming and discussing the
result of 360 degree feedback and competency gap of the trainees.
Following the training program, six trainees were randomly
selected for interview to explore the factors that the assessment
was subject to and the challenges to TNA in the hotel industry.
3. Results
3.1. Importance and performance of managerial competency
This study invited eleven experts to ll out Fuzzy Delphi questionnaires, and the analytical results conrmed the importance
score of each hotel management competency. The analytical results
(Table 1) show that top managers in Taiwan focus more on generic
practice-oriented professional competencies, and the most important ve competencies are: leadership, crisis management,
problem-solving, communication, personal relationship. Across all
competency domains, the culture domain has the lowest weight in
this study. The scores of crisis management, personal relationship, and leadership are all under the generic competencies,
which experts rated as more important than the others. Technical
competencies such as sales and marketing, information, and
communication competencies were rated as less important. Table 1
also lists the performance of each competency, calculated using
360-degree feedback. The performance scores of attitude, selfmanagement and implementation are among the highest, while
those of nancial management, creativity, and foreign language are among the lowest.
3.2. Managerial competency gap
With the above importance and performance scores, IPA was
used to explore managerial competency gap. Fig. 2 shows the result.
Examining the competencies with high importance but low performance score clearly reveals that the hotel franchise managerial
competency gap falls into the categories of eld management,
strategic management, and human resource management. To
identify hotel training needs, this study conducted further gap
analysis of the competencies under each category. Field management competencies provide an example. Table 2 illustrates the
performance of the competencies under the eld management
category. The performance scores were then combined with
importance scores to identify all the competency gaps within the
onsite management category, as shown in Fig. 3. These competency
gaps are establishing SOP for F&B and room services, establishing
quality standards, establishing quality control procedures, and
controlling and conrming product and service quality. These four
gaps concern standard operation procedure and quality control,
and thus it is suggested that cultivating quality management and
standard operation capability should be the focus of eld management training programs.
3.3. Feedback of training needs assessment
This study implemented a TNA based on fuzzy Delphi and 360degree feedback in a hotel franchise. The application and limit of
TNA was identied during implementation via a series of interviews. Before 360-degree feedback, those responsible for staff
training were concerned since it was their rst time to conduct
such an evaluation. Because 360-degree feedback is large scale and
requires multiple input sources, it may cause anxiety and the employees evaluated may respond negatively. Thus, all participants in

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J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67

Table 1
Result of hotel management competency performance and importance analysis.
Competency dimension

Competency domain

360 Degree feedback

FDM

Performance (S.D.)

Importance

Self-rate

Supervisor-rate

Peer-rate

Subordinate-rate

Weighted score

mT

Generic competencies

Analysis
Strategic management
Implementation
Problem-solving
Crisis management
Culture
Personal relationship
Communication
Leadership
Self-management
Attitude
Creativity
Foreign language

3.70
3.80
4.00
4.00
3.87
4.03
4.13
3.97
4.21
4.05
4.16
3.77
2.40

(.69)
(.74)
(.64)
(.61)
(.82)
(.74)
(.61)
(.69)
(.55)
(.70)
(.66)
(.78)
(.99)

3.79
3.58
4.08
3.83
3.75
3.96
4.00
3.88
3.91
4.08
4.10
3.48
2.94

(.63)
(.47)
(.68)
(.39)
(.74)
(.57)
(.43)
(.57)
(.39)
(.58)
(.49)
(.45)
(.78)

3.81
3.50
3.54
3.38
3.62
3.63
3.81
3.63
3.63
3.77
3.81
3.28
2.83

(.62)
(.82)
(.23)
(.71)
(.86)
(.73)
(.84)
(.74)
(.79)
(.45)
(.77)
(.80)
(.78)

3.82
3.64
3.80
3.74
3.86
3.66
3.82
3.83
3.76
3.79
3.91
3.46
3.07

(.72)
(.87)
(.78)
(.80)
(.78)
(.72)
(.83)
(.89)
(.77)
(.68)
(.78)
(.78)
(.90)

3.79
3.60
3.99
3.79
3.76
3.90
3.98
3.86
3.90
4.02
4.06
3.49
2.89

0.82
0.80
0.80
0.82
0.87
0.76
0.86
0.75
0.86
0.84
0.80
0.77
0.76

Technical competencies

Field management
Human resources
Financial management
Sales and marketing
Information

3.79
3.83
3.29
3.63
3.64

(.50)
(.63)
(.74)
(.66)
(.72)

3.60
3.65
3.24
3.68
3.54

(.31)
(.42)
(.50)
(.54)
(.72)

3.38
3.40
3.07
3.39
3.28

(.60)
(.75)
(.64)
(70)
(.73)

3.71
3.64
3.64
3.65
3.53

(.67)
(.78)
(.83)
(.82)
(.94)

3.61
3.64
3.27
3.64
3.52

0.81
0.79
0.76
0.73
0.73

Note 1: gures in brackets represent standard deviations.

the 360-degree feedback were given an introduction to the purpose

of the evaluation and training in interpreting the results. Meanwhile, the evaluation received the support from the senior management of the franchise.

Introducing the main steps of the evaluation before it was

implemented was essential since establishing a feedback mechanism requires employees to rst feel comfortable with receiving
feedback (Smither, London, Flautt, Vargas, & Kucine, 2004).

Fig. 2. Analysis on hotel managerial competency gaps.

J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67
Table 2
Onsite management performance scores.
Competency
domain

Competency items

Performance

Field management

1. Establishing SOP for

customer complaints
2. Anticipating and
understanding
customers needs
3. Dealing with
customers problems
4. Reviewing and keeping
track of customer complaints
5. Building up customer
relationships
6. Establishing SOP for
F&B and room services*
7. Forecasting the occupancy rate
8. Knowing and following
related laws and regulations
9. Planning the operation
procedures for each department
10. Planning and controlling
the supplements inventory
11. Establishing quality standards*
12. Establishing quality
control procedures*
13. Controlling and conrming
the quality of products
and services*

3.949

Note: * represents areas of competency gaps.

3.797

3.977
3.903
3.880
3.557
3.510
3.492
3.555
3.272
3.322
3.360
3.626

65

Additionally, all the questionnaires were completed anonymously

to enable evaluators to answer the questions stress-free. However,
anonymity also made it impossible to track all questionnaires,
including their return rate, and meant that evaluators could not be
held accountable for their answers. In this research, the return rate
of assessment questionnaires by subordinates was relatively low.
Previous studies found self-assessment results were more
exaggerated and unstable compared with assessments by others or
objective performance indicators (Paige et al., 2008), a phenomenon otherwise known as the leniency effect (Van der Heijden &
Nijhof, 2004). In this study, self-assessment scores appeared
slightly higher than those of other source assessments, particularly
peer assessment. One reason for this phenomenon was that peers
are also competitors. On the other hand, participants read the
report on 360-degree feedback and believed the results of selfassessment were most accurate and reected their status quo.
In previous studies, 360-degree assessments were designed to
enhance employee self-awareness, with the assessment being
focused on self-reection (Brett & Atwater, 2001; Tornow, 1993;
Yammarino & Atwater, 1997). Study participants believed that the
assessment results helped with self-reection, and the scores from
different assessments helped them plan their career development
path. Previous studies suggested that 360-degree feedback was
mainly used for promotion or salary rises. This study incorporated
360-degree feedback in TNA, and increased employee willingness
to accept assessment results (Curtis, Harvey, & Ravden, 2005;
Smither, London, & Reilly, 2005).

Fig. 3. Areas with competency gaps under eld management. Note: the labels (1e13) in the gure are the competency items of eld management. 1: Establishing SOP for customer
complaints; 2: anticipating and understanding customers needs; 3. dealing with customers problems; 4. reviewing and keeping track of customer complaints; 5. building up
customer relationships; 6. establishing SOP for F&B and room services; 7. forecasting the occupancy rate; 8. knowing and following related laws and regulations; 9. planning the
operation procedures for each department; 10. planning and controlling the supplements inventory; 11. establishing quality standards; 12. establishing quality control procedures;
13. controlling and conrming the quality of products and services.

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J.S. Horng, L. Lin / Journal of Hospitality and Tourism Management 20 (2013) 61e67

4. Discussion
The purpose of the study is to develop a TNA framework, and
conrm its feasibility and application. To offer a systemic TNA
framework for the hotel industry, past studies suggest applying the
three-fold approach TNA consolidated organizational, task, and
individual analysis (Goldstein, 1980; Holton, Bates, & Naquin, 2000;
McGehee & Thayer, 1961; Noe, 2008; OConnor, Bronner, & Delaney,
1996).
(1) Organizational analysis: the study conducted interviews with
general manager and human resource manager to learn the
organizational develop goal and strategy, and also understand
their training resources.
(2) Task analysis: task analysis is to identify and generate a list of
the relevant tasks that should be considered for trainee. Hotel
manager competence model is applied in the study which
contains 18 competency domains under generic competencies
dimension and technical competencies dimension (Horng
et al., 2011).
(3) Individual analysis: Individual analysis analyzes how well the
individual employee is doing the job and determines which
competence should be trained. The study adopted 360-degree
feedback by using different approaches to analyzing the results
of self-assessment and assessment by others.

Additionally, the major customer segment of the hotel franchise in

the case study is domestic tourists and mainland China tourists, so
there was no pressing need to enhance the foreign language
competency of managerial personnel. This example demonstrates
the importance of consolidating analyses of different dimensions to
design effective training programs and avoid wasting resources.
This study validated the TNA framework using a case study to
provide a TNA process and tools. However, several limitations
should also be noted. First, the competency gaps identied in the
case study come from a small sample of managers in a hotel industry from one country do not apply to other hotels. With more
case studies on the TNA framework, it becomes easier to conrm
the validity of the research methodology and tools. Second, the
research focus is TNA using managerial competency framework.
With regard to background and environmental factors are
excluded, managerial competencies may be slight different in
various types of accommodation such as leisure hotel, commercial
hotel, or budget hotel. While these limitations need to be considered in interpreting the ndings, this study addresses an important
topic that will become increasingly signicant in the future. In this
article, we developed a framework of TNA, suggested future practitioner to carry out this framework, and applied to the competency
develop system for longitudinal tracking managerial employees
competency performance.
Conict of interest statement

Each competency in the assessment was assigned both importance (from task analysis) and performance (from individual analysis) scores, and important and performance analysis (IPA) was
used to assess competency gaps by analyzing the high importance
but low performance score competency items to reveals the hotel
franchise managerial competency gap. Following organizational
analysis, the researchers discussed with hotel senior managers and
heads of human resources to conrm the effective implementation
of the training program. The analytical results are incorporated into
the design and implementation of future training to identify and
bridge trainee competency gaps.
Additionally, pre-assessment introduction, post-assessment
interpretation, and general managers fully support were critical to
the success of 360-degree feedback. It is necessary to build an
effective feedback culture in the organization, and make the participants feel comfort with feedback. The study conducts 360-degree
feedback with anonymous method, however, the subordinate
assessment inventory returning rate is relative lower than other
source inventories; indicates some participants still feel pressure
while rating their supervisors. Smither et al. (2005) propose that
self-assessment seems to be more exaggerated than others rating.
The study also found that self-assessment is higher than others
assessment, and the lowest rating is from peer assessment; indicates
the competitive atmosphere of organization may inuence the
assessment. The study offers 360-degree feedback report covering
individual assessment results, and benchmarked to the group
average, participants expressed that this report and self-other rating
differences enhance their self-awareness and self-reection, and
help them setting performance improvement goals.
Previous studies on hotel management competency mostly
focused on prioritizing the importance of individual management
competencies, but the most important competency may not be the
one that requires the most training. Besides, the competency with
the worst performance is not necessarily that which most requires
training. This study found foreign language to have the worst performance, but it was less important than the other competencies,
and was excluded by TNA from training priorities. The reason for
the lower importance of foreign language may be that foreign
languages are rarely used except in some world-class hotels.

We have no nancial and personal relationships with other

people or organizations that can inappropriately inuence our
study; there is no professional or other personal interest of any
nature or kind in any product, service and/or company that could be
construed as inuencing or the review of the manuscript.
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