Cross Training and Staff progress in TFE Group of Hotels

The significance of cross training and staff progress is that an employee is convinced that they equally grow with the organization through undergoing self-development activities improving their value in the labor market. Every person would be glad to get an opportunity for progression in whatever position they might be holding in an organization hence enhancing the relationship with the employer and quality of output. The two theories that would significantly impact the understanding of cross training is the constructivism theory while staff progression will be the expectancy theory that seeks to understand how human resource fosters better outputs. The essence of training is to ensure that employees move with times in a seamless modality that makes them relevant in the information age in which technological advancements threatens labor-intensive models in organizations.

The hotel and hospitality industry is very responsive to changes in consumer attitudes, taste, and preferences requiring an organization to be abreast with emerging trends in the market. Understanding customers’ yields tremendous value in the organization since a personal relationship is created providing an opportunity for the employee to provide solutions for the consumers’ expectations. The constructivism theory takes on a social perspective that takes a special attention to the manner in which it trains the employees to value the benefit of interactions that will advance business growth (Dusterhoff, Cunningham & MacGregor, 2014). Learning is an important element for employees as they experience new frontiers which determine how best they handle different situations that come up in the execution of their duties. The constructivism theory defines how cross training makes it possible for employees to improve their performance when it comes to establishing a team capable of taking on the competitive pressure (Glaser & Strauss, 1967, 52).

Cross training is the reason behind the successful engagement of consumers from different cultural orientations and being able to assure organizations continuity in the wake of new market challenges. The human resources component encompasses the capacity of an organization to advance interventions that seek to allow tremendous growth based on how it improves the skills and abilities of the employees (Armstrong & Taylor, 2014, 252). Cross training goes a long way towards improving the value of an employee since it exposes them to a myriad of experiences regarding normal operational challenges. Cross training utilizes the constructivism theory to provide a learning environment in which the employees of TFE Group of Hotels are motivated to invent new ways of attaining organizational development. Challenges of Cross Training Sari, Mukhtar & Supriyati (2017) agrees the existence of difficulties when it comes to planning and implementation of a training framework that makes it possible for an entity to overcome the competition across markets.

The essence of a training program is to add value to an employee after an assessment of the required needs towards enabling the attainment of efficiency in organizational operations. Expectancy theory helps breed staff progression based on the ability to improve the learning experience and influence behavioral change towards asserting substantive gains for the organization in a competitive market (Abrams & Berge, 2010). Factors Contributing to Staff Progress Staff progress comes to fruition through the implementation of several initiatives that are anchored in a philosophy of enhancing employees’ performance and welfare. Staff progress is fuelled by the input of the organization's management to put in place a framework that initiates an environment for employees to grow. Expectancy theory creates a preview of the different factors that will provide an employee with the necessary attributes that promote the capacity of an individual in exhibiting quality performance.

Dachner & Polin, (2015, 23) analyzes the role of expectancy theory in enhancing the quality of the employee competencies established through organizational activities to improve employee performance. Staff progress involves a series of preparations and activities that would be pivotal when it comes to implementation of a mechanism that guarantees significant growth in the market. According to the Australian Bureau of Statistics (1997), there is a significant reason to be concerned about the level of non-committal by employees at times to embrace change that is expected to deliver new ways of advancing organizational success. In some instances, organizations have experienced sustained staff turnover due to the lethargic nature of the management when it comes to the formulation of programs aimed at delivery of opportunities for employee growth.

Staff progress is threatened by situations in which the expectancy theoretical framework fails to transform the motivating factors of the expectations that structure operations in a fashion that creates value for the employees. Role of Management in Staff Progress The management of any organization is charged with the responsibility of driving the agenda of attaining their vision through controlling the implementation process that guides several activities in the entity. The constructivism theory and expectancy theory provide an essential preview of why it is important to focus on the ability of an employee to consistently learn new ways of doing things in their respective workstations (Lincoln & Guba, 1985, 10). The significance of learning can be enumerated through an assessment of the impact it establishes towards boosting the quality of output in different challenging business situations.

The two theories develop an assessment of the impact of learning among employees towards establishing a behavioral trait capable of advancing organizational prosperity. The quality of an employee on the organization is often under the threat of obsolescence due to the changing trends experienced in an evolving business environment. Several entities have from time to time sought solutions towards avoiding the threat of irrelevance by employees courtesy of the changing needs of consumers and technological advancement (Albrecht, Bakker, Gruman, Macey & Saks, 2015). The interdependence of staff progression and cross training is evident from the value it creates the growth of TFE Group of Hotels. The staff feels the organization is cognizant of their welfare based on the initiatives the management undertakes that guarantee the desire to improve the quality of employees' life.

Cross training, for instance, comes with significant gains for both the organization on one side through improved performance and the employees since their career growth endeavors are on course. Every employee feels better when they get an opportunity for self-development especially when it comes from an employer, it is indicative of the commitment to better their career growth prospects (Spradley, 2003, 22). The organizational objectives are attained once the employees are assured that their interests are taken care of and their input will be appreciated in the course of executing their duties (Albrecht et al. , Gruman, J. A. , Macey, W. H. , & Saks, A.  The TQM Journal, 26(2), 125-142. https://doi. org/10. 1108/TQM-10-2011-0062 Course-Choi, J. , Saville, H. , & MacGregor, J. N. The effects of performance rating, leader–member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective.

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