Wang'ombe, Lawrence Kabuitu2014-12-092014-12-092014http://ir-library.ku.ac.ke/handle/123456789/11837Department of Hospitality Management, 127p. 2012, HF 5415.5 .W32The study examined linkages between job performance and training in the hospitality industry and the subsequent effect on customer satisfaction. The general objective for the study was to assess customer satisfaction in regard to job performance for the formally trained employees in the hospitality industry. The study was limited to 4 and 5 star hotels in Nairobi City. A cross-sectional survey design using purposive and simple random sampling was adopted. 180 operatives were randomly selected, line managers, customers and section heads from the four and five star hotels in Nairobi participated in the study. Data were collected using both structured and unstructured questionnaires from operatives, customers and line managers, whereas interview schedules was used for the departmental heads. Qualitative data was edited, coded and organized into appropriate themes. The analysis was done using the statistical package for social sciences (SPSS) including frequency distribution tables and percentages. Inferential statistics were such as chi-square and multiple regression were used to establish relationship between dependent and independent variables. ANOVA was used to establish the difference between skills and job performance. The results indicated that there was a positive linear relationship between training (input) and performance appraisal results (output). An increase of rating training by 1 point led to an increase of performance by 19.62 percent. It was found out that 33.3 percent of the customers were very satisfied, 44.4 percent were satisfied while 22.2 percent were not satisfied with the level of service provided, based on job performance and customer satisfaction. It emerged that the level of education was paramount in the performance of employees and subsequent customer satisfaction. It was concluded, that training and job performance were significantly related to customer satisfaction. Therefore for the industry to have an edge on the basis of job performance and customer satisfaction, training was considered a key component for effective manpower. It was recommended that further research on policy formulation for hospitality training through relevant stakeholders' participation would be necessary for an efficient resource human development in the hospitality industry. Hospitality executives should understand what customers expect during service encounter and what features are needed to deliver high qualify services. They should address the service-performance gap by understanding what need to be delivered and appropriate specification developed for employees to deliver superior services. In conclusion all the null hypotheses in this study were tested: there is significant relationship between customer satisfaction. training and job performance in hospitality industryenThesis