Human Resource Training of Front Office Employees and Change

Management in Hospitality Sector during Crisis

Dimitrios Belias

1,2 a

and Nikolaos Trihas

Department of Business Administration and Tourism, Hellenic Mediterranean University, Heraklion, Greece

Department of Business Administration, University of Thessaly, Larissa, Geopolis, 41500, Greece

Department of Business Administration and Tourism, Hellenic Mediterranean University, Heraklion, Greece

Keywords: Change Management, HRM, Front Office Employees, Training, Crisis.

Abstract: Τhis paper examines the impact of human resources training of front office employees on their readiness to

deal with the changes made from a crisis (Belias et al., 2021b), in this case of the Covid-19 crisis. Ιndeed, the

literature review has indicated that the Covid-19 measures have resulted in a number of changes on the

operation of hotels which brings the need to train the personnel so to learn and apply those changes. In addition

to this, this research has proposed a research instrument. This is a combination of RCS (Readiness to Change

Scale) with Mapelu & Jumah (2013)’s instrument of assessing the impact of training on hotels. Hence, it is

proposed to use this instrument in a future research.

1 INTRODUCTION

Human Resources constitute the most important asset

for any tourist business (Rossidis, Belias &

Vasiliadis, 2021). This means that it is vital for the

tourist industry to keep the human capital in a state of

continuous development and improvement through

training (García-Lillo et al, 2019). Human resource

training is related with the ability of the tourist

businesses so to cope with the changing environment

that they have to deal with (Rossidis et al, 2021b).

This brings the necessity to examine the human

resource training in the tourist industry so to cope

with the changes brought from the Covid-19

pandemic. This is something recent with limited

research (Ngoc Su et al, 2021) which requires

attention from both the academics and the

practitioners. Hence, the focus of this paper will be to

examine the contribution of human resource training

in helping the tourist companies to cope with the

changes made from the covid-19 pandemic.

Regarding the importance of the research, it

should be mentioned that the employees in a tourist

business, for example the front office employees in a

hotel, ie those who work in services that come in

direct contact with the customers-tourists, are the

https://orcid.org/0000-0003-3409-6875

https://orcid.org/0000-0001-9084-4036

group of employees that will judge the public

perception of the quality of services provided by a

hotel, while the back-office employees are also vital

so to backup the operations of a tourist business, such

as a hotel. This means that it is of the utmost

importance to process the data that highlight their

contribution to the quality of services and

consequently to the competitive advantage (Belias et

al, 2019). In addition, it should be noted that the

general analysis of this group of employees should be

continuous because the data in the workplace is

constantly changing (Belias et al., 2020). For

example, the Covid-19 pandemic has highlighted the

fact that front-line workers are highly exposed to the

virus and this creates insecurity among workers.

Competitive advantage in this case is judged by the

ability of companies to ensure the health of front-line

workers (Chen & Eyoun, 2021). When a hotel has

secured health measures, then it can reduce, but not

eliminate, employee stress and have better

performance and therefore be a source of competitive

advantage (Wong et al, 2021). Hence this bring the

necessity to examine the human resource training of

the front office employees so to cope with the changes

made from the Covid-19 pandemic. This paper is a

literature review which will examine the current

Belias, D. and Trihas, N.

Human Resource Training of Front Ofﬁce Employees and Change Management in Hospitality Sector during Crisis.

DOI: 10.5220/0011060000003206

In Proceedings of the 4th International Conference on Finance, Economics, Management and IT Business (FEMIB 2022), pages 101-106

ISBN: 978-989-758-567-8; ISSN: 2184-5891

101

research findings but also it will indicate how a future

research can be developed.

2 THE ROLE OF EMPLOYEE

TRAINING DURING A CRISIS:

THE CASE OF COVID-19

CRISIS AND HOW IT

CONTRIBUTED ON THE

NECESSARY CHANGES

The purpose of this section is to highlight how human

resource management, especially the training of the

personnel, can handle a crisis and the changes coming

from a crisis. It should be noted that there are many

types of crises that an organization needs to manage

and consequently human resource management.

Currently this section will focus on studies related to

crisis management such as financial crises and health

crises. Therefore, the issue of crisis management in

general will be discussed, so that the Covid-19

pandemic crisis in particular will be mentioned later

in the next subsection.

It is important to refer on the fact that there are

many publications concerning employee training

during a crisis, with a reference on the financial crises

of the past decades (Tyson and Witcher, 1994; Legge,

1995; Vardalier, 2016). Nonetheless, there is a need

to discuss how employee training can be effective and

contribute on organisational performance during the

Covid-19 crisis.

It is important to stress the fact that effective

human resource management happens to be able to

adapt to changes in the environment of organizations

(Rossidis, Belias and Aspridis, 2020) and hence to

prepare – by training – the personnel so to cope with

the changes brought from a crisis. This is because as

a business it is vulnerable to external factors such as

financial conditions, HRM must constantly discover

its role in order to gain legitimacy and power, but also

to empower the personnel (Gudlaugsdóttir & Raddon,

2013). HRM has its roots in the early 20th century

when it emerged as a response to the industrial

revolution where its purpose was to add value by

improving employee-machine collaboration and

tackling turnover and productivity problems (Ulrich

& Dulebohn, 2015).

At this case the employee training can be a source

of creating core competencies during a crisis. Related

literature has mentioned the fact that employee

training can be an effective tool during a crisis since

it is able to keep the morale of the employees high

(Ulrich & Dulebohn, 2015), increase the ability to

cope with the negative effects of a crisis (Legge,1995)

and strengthen employee engagement and loyalty

during tough times (Vardalier, 2016).

There is a view that employee training was firstly

emphasized during the recession of the 1980’s where

companies understood the value of having a well-

trained personnel so to keep them close with the

company, help them to understand the goals and

objectives of the company and leveraging their skills

and abilities (Tyson and Witcher,1994;

Gudlaugsdóttir & Raddon, 2013). Hence a recession

is giving the opportunity on employee training to

contribute on the company’s resilience during a crisis.

The covid-19 crisis has several differences from

past crises; Covid-19 is first of all a public health

crisis that is by nature very different from the crisis

triggered by the global financial crisis. However, it is

not the first major public health crisis, hence there

was some evidence from past health crises. During

the outbreak of the SARS virus at the beginning of the

new millennium, Lee and Warner (2005) found that

the epidemic had a negative impact on both

employment and HRM and that the HR practices,

including employee training, adopted by hotels were

relatively insignificant in their operation. HRM was

mainly involved in cost-cutting activities, but mass

layoffs were not widespread, as management sought

to adopt other strategies to reduce labour costs

without layoffs, where they focused on employee

development and training. On the other hand, an Irish

study found that there were no dramatic role changes,

but that human resource managers gained power in

deciding cost-cutting measures to save the company

but also training so that the personnel to know how to

deal with SARS (Roche & Teague, 2012). In the case

of Iceland, Gudlaugsdóttir and Raddon (2013) found

two changes in HRM's strategic role during the SARS

crisis. First, there was a temporary change of role in

HRM's day-to-day operations, shifting to a more

focused focus and on training of personnel so to cope

with the crisis.

On the case of the Covid-19 crisis, Agrawal, et al

(2020) have argued that companies which focused on

training the personnel so to resilient with the crisis

had a positive impact on their ability to change and

adjust into this new situation. An example has been

the case of remote work. On some cases the

employees were not used working from their

computers; hence they had to be trained. This meant

that the process of shifting from working in the

physical place, which was the offices, to remote

working is a change process where its success

depended on the ability of the company to train its

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personnel so to adjust into this new working

environment (Delfino & van der Kolk, 2021).

Besides the ability to cope with the changes on the

nature of work, employee training can contribute on

other organisationsal changes. Those include to

obtain skills related with personal-communication

during the lockdowns, strengthening the emotional

strengthens so to cope with the psychological effects

of the lockdowns and how to handle the side-effects

of the Covid-19 crisis and the changes which has

brought in effect (Hamouche, 2021).

Overall, past researches have shown that

employee training had a positive effect for companies

coping with a crisis (Pforr & Hosie, 2008;

Gudlaugsdóttir & Raddon, 2013; Vardalier, 2016). In

the case of the Coivid-19 crisis, it seems that

employee training has not only a positive role but a

decisive role so to cope with the changes made, where

they concern not only the way that companies operate

but they go deeper in the personal life of the

employees. As indicated from Mao et al (2021),

employee training is a HR function which had a

payoff during the Covid-19 crisis and it was an

important tool so to cope with the necessary changes.

3 THE ROLE OF FRONT OFFICE

EMPLOYEE TRAINING ON

THE HOSPITALITY SECTOR

SO TO COPE WITH THE

CHANGES CAUSED FROM

THE COVID-19 CRISIS

The Covid-19 pandemic is an ongoing phenomenon,

which means that research is limited. From the

present research there is the fact that since the hotels

are in a state of limited operation or in a state of

suspension, this raises important issues in relation to

the operation of the human resources management.

It should be noted that in a suspended or restricted

mode, the emphasis of the human resources

management is mainly on the hotel management

being able to keep in touch with the staff. It is a fact

that the closure of the hotel / its limited operation

means that many front office employees, especially in

the front line services, will be on suspension with

limited pay. This has detrimental effects on

employees' psychology and brings with it the need to

empower and empower employees even if they are no

longer working through training. These employees

will return to their positions and the hotel

management will have to show due interest during

this time. This strengthens the connection and

commitment of employees in a difficult period for all

(Wong et al, 2021).

An important aspect is that human resource

management can focus on employee safety in relation

to the Covid-19, which brings together change

management and training. So even when a hotel is

operating, the emphasis is on learning the front office

personnel to comply with safeguards as well as

monitoring measures (Lai et al, 2020. Smart et al,

2021). Thus, human resource management has an

additional responsibility, which is related to ensuring

safety at work as well as protecting the health of

employees from Covid-19 (Agarwal, 2021).

At this case, it is important to stress the necessity

for training the front office personnel because those

are employees that have not only suffered from the

closure of hotels due of Covid-19, but also from the

fact that they are the ones who are coming in close

interaction with customers, so they need to know how

to keep social distances and protect themselves in

such an exposed environment. Therefore the training

is able to help the front office employees to cope with

the related changes (Marinakou et al, 2021).

In addition, the most recent studies indicate that

an important element is the strengthening of the

mental endurance of the employees as well as the

adaptation to the new working conditions through

training. Indeed, it is very important for hotel

management to be able to introduce employees to this

new work model (Marinakou et al, 2021). At the same

time, Wedaningsih et al (2021) refer to the fact that

hotel managements should ensure that front office

staff do not leave and that there is a positive working

climate, which will help them to implement the

necessary changes caused from Covid-19 protocols.

In another study, He et al (2020) reported that

empirically operated HRM strategy may have a

negative effect on employees' fear of the Covid-19

pandemic on hotels. HRM in this period when many

hotels are closed or under-operated should focus on

the psychological support of front office employees.

In fact, the research states that the management of

these hotels should focus not only on the existing

employees, but also on those who have been

suspended, in order to create a positive atmosphere so

as to enhance the mental resilience of these

employees - whether they work or not.

It should be noted that a number of surveys, eg

Vo-Thanh et al, (2020) and Belal (2021) note that

human resource management may take actions that it

could not do so comfortably when the hotel was in

operation. For example, to implement training and

development programs of front office employees, in

Human Resource Training of Front Ofﬁce Employees and Change Management in Hospitality Sector during Crisis

103

order to improve the skills of human resources but

also to keep the human resources active and to reduce

the sense of insecurity they have, but also to stay close

to the hotel as a community of people. For this reason,

the management of hotels and human resources

departments should develop the appropriate

leadership style as well as the organizational culture

(Belias et al. 2017b, Belias et al. 2018), which should

be that of transformational leadership that has a

positive implications on change management (Belias

et al, 2021, Belias et al., 2017) in order to inspire

employees, and be mentally prepared to perform

immediately when the hotels reopen so to adjust on

the new environment and the changes that have been

made (Belias et al., 2020b). Finally, an important

aspect of HRM is to ensure the safety of employees

in relation to Covid-19. The faithful implementation

of safety measures and protocols results in the

employee feeling safe but also in practice safe, which

certainly enhances their productivity (Koutiva et al.,

2019) and ensures a competitive advantage in a

difficult period (Belias et al., 2020c), especially when

we know that tourists in they are currently looking for

hotels to offer them security (Ngoc et al, 2021; Le &

Phi, 2021).

4 MEASURING HUMAN

RESOURCE TRAINING ON

FRONT OFFICE PERSONNEL

AND CHANGE MANAGEMENT

DURING THE COVID-19

CRISIS

It is important to find ways to measure the

effectiveness of the human resource training adopted

on hotels so that the personnel and the whole hotel to

cope with the needs deriving from the Covid-19

crisis.

At this level is it important to remark that there

has not been many researches on this field overall, so

there is need to develop a research instrument which

will enable the researchers to assess the impact of

human resource training on the readiness and the

ability of tourist businesses, in this case of the front-

office employees so to cope with the changes due of

the Covid-19 pandemic. Recent research, such as

Rosselló-Nadal (2014) have provided an insight on

how the measure the readiness of the HRM on hotels,

including the training of staff, so to cope with the

changes due of the climate change. However, it is

important to mention the note made from Rossidis et

al (2017) that the academia has not yet produced a

research framework which will assess the HR

readiness to cope with changes, which includes the

training of the front office employees

On this aspect, a potential research framework can

rely on the work made from Day (2011). More

precisely, Day (2011) has produced RCS (Readiness

to Change Scale), which is a tool which calculates

five variables related with the readiness of tourist

organisations to deal with changes. Those are the

Precontemplation Scale, Contemplation Scale,

Preparation Scale, Action Scale and Maintenance &

Relapse Prevention Scale. RCS has been used on the

case of examining the level of readiness of the

personnel on Welsh hotels so to cope with the

changes brough as a result of the turn of the

hospitality industry on sustainability. The

questionnaire used on this research had a high

reliability score (Alpha Cronbach was more than 0,80

on all of the examined variables). Of course the

content of the questionnaire can be adjust upon the

current situation with the Covid-19 crisis and the

changes that it has brought for the front office

employees of the hotels.

At this case, RCS can be combined with the

instrument of assessing human resourced training

developed from Mapelu & Jumah (2013) who have

developed an instrument of research which calculates

the effectiveness of training in terms of reducing

employee turnover and strengthening employee

development. Ηence, a proposed research is to

identify the role of human resource training,

especially of the front office employees in terms of its

contribution to the readiness of the hospitality sector

to change. This means that the Mapelu & Jumah

(2013)’s statements used on their instrument will be

asses on the impact that they have on each one of

RCS’s variables.

5 CONCLUSIONS

It is important to mention that there is a not a generic

Change Management instrument of research for

tourist industry, especially on hospitality sector.

Having in mind the fact that hospitality is a sector

which continuous changes and this brings the need to

develop a research framework so to assess various

HRM functions in respect of the readiness of

hospitality organisations to cope with such changes.

Especially the case of Covid-19 brings the necessity

to develop an instrument which will indicate the

effectiveness of training on the readiness of the

company to deal with changes, especially during the

FEMIB 2022 - 4th International Conference on Finance, Economics, Management and IT Business

104

Covid-19 pandemic. Indeed, the existing literature

indicates that there are many researches concerning

the financial crises but not on major health crisis,

especially on Covid-19. For this reason, this

publication makes a recommendation on developing

an instrument of research which will help the hotels

to understand the value of employee training so to

cope with the necessary changes; due of covid-19 but

also to indicate how this can happen. Therefore, this

means this research instrument would have to be

evaluated in an empirical research so to indicate its

reliability but also to identify potential changes and

modifications to be made.

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