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Training in the Michigan lodging ind...

Janes, Patricia Louise (Click).

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Training in the Michigan lodging industry: Role of the human capital and segmented labor market theories.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Training in the Michigan lodging industry: Role of the human capital and segmented labor market theories./
作者:	Janes, Patricia Louise (Click).
面頁冊數:	222 p.
附註:	Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2035.
Contained By:	Dissertation Abstracts International61-05A.
標題:	Recreation. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9971928
ISBN:	0599771593

Training in the Michigan lodging industry: Role of the human capital and segmented labor market theories.
Janes, Patricia Louise (Click).

Training in the Michigan lodging industry: Role of the human capital and segmented labor market theories. - 222 p.

Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2035.

Thesis (Ph.D.)--Michigan State University, 2000.

Labor challenges confront the lodging industry today. Finding people to work in a seasonal, demanding, and high-turnover industry is especially difficult with the current low unemployment rate. Training has been identified as a means to improve labor issues. The purpose of this study was to understand whether the human capital theory (HCT) or the segmented labor market theory (SLMT) best represented the training practices and views held by Michigan's lodging industry. The study hypotheses focused on (a) understanding the percentage of properties that provided training and (b) for those properties that provided training, whether a relationship existed between the amount of training and property size, percentage of employee turnover, types of employees, and the value placed on training.

ISBN: 0599771593Subjects--Topical Terms:

535376
Recreation.

Training in the Michigan lodging industry: Role of the human capital and segmented labor market theories.
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500 $a Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2035.
500 $a Adviser: Joseph Fridgen.
502 $a Thesis (Ph.D.)--Michigan State University, 2000.
520 $a Labor challenges confront the lodging industry today. Finding people to work in a seasonal, demanding, and high-turnover industry is especially difficult with the current low unemployment rate. Training has been identified as a means to improve labor issues. The purpose of this study was to understand whether the human capital theory (HCT) or the segmented labor market theory (SLMT) best represented the training practices and views held by Michigan's lodging industry. The study hypotheses focused on (a) understanding the percentage of properties that provided training and (b) for those properties that provided training, whether a relationship existed between the amount of training and property size, percentage of employee turnover, types of employees, and the value placed on training.
520 $a Two hundred eighteen lodging property general managers/owners completed a questionnaire. Respondents were from small-, medium-, and large-sized lodging properties.
520 $a Based on the findings, the SLMT provided a better framework for understanding the training practices of Michigan's lodging industry. Specifically, the SLMT suggests that employee groups are treated differently and that property size may influence the amount of training provided. These propositions held true. Many (67%) lodging properties provided training to hourly and management employees. And, for those properties that provided training, more hourly employees were provided training compared to management. However, when trained, management employees were provided more hours of training. Different-sized properties provided significantly different amounts of training. Smaller properties provided less training than medium and large properties.
520 $a No significant relationships were observed between respondents' attitudes toward training and their perceptions of barriers to training and stimuli that foster training within their establishments. Regardless of the amount of training provided, respondents valued training for their employees. They also perceived the barriers to training and the stimuli for training to be similar, even though managers and owners actually offered quite different amounts of training to their staff. Training practices differed significantly across property sizes and employee types, a pattern of training that would be predicted by the segmented labor market theory.
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