Training in Libyan Hotels: A case study analysis

This study explores through a mixed methods qualitative-oriented case study investigation the training policies, plans, and practices of the public sector Social Security Fund Investments Company (SSFIC), which owns the major hotels in several Libyan cities. The Only internationally owned hotel in the country when the research commenced in 2007, the Corinthia Bab Africa Hotel (CBAH), provides a private sector comparison. It is the first such review of training activities within a country aiming to become an internationally competitive tourism destination. A case study approach using different data sources is well adapted to situations where previous theoretical studies are few and field experience is still limited (Yin, 2003). During three field trips to Libya a) documents including training policies and plans were collected; b) Three different surveys were distributed to three target groups in the two hotel businesses compared: trainees, training managers, and trainers; c) Semi-structured interviews were conducted with managers responsible for training to obtain clarifying comments and operational observations; d) On-site personal observations were noted. The questionnaire design and overall analysis was based on an operational framework that followed the pre-training, during- training and post-training stages of the systematic training cycle. The supporting theoretical framework was derived from the ADDIE model but with greater focus being given to transfer of training. Cultural considerations within Libya and the Arab world, as well as findings from other studies within the sector, were also taken into account when interpreting the data and drawing conclusions. Cultural aspects include: the influence of Islamic values; the poor image of work in hotels, especially for women; and the role of wasta on decision-making. Despite the majority of SSFIC staff attending training courses over the period of the study, major issues are identified, many of which also face the whole Libyan hotel sector. Sector-based issues include: skills shortages; lack of qualified local trainers; low employee salaries and lack of cooperation between public, private and governmental sectors. SSFIC training specific issues include: insufficient training needs analysis; absence of review of course relevance to trainees; inadequate practical training; lack of post-course training incentives;. To overcome these difficulties, the study proposes a number of focused recommendations. In conclusion the study draws upon the evidence collected to suggest the Libyan approach to National Human Resource Development (NHRD). It corroborates most of the findings of a recent parallel study done into the Libyan banking sector and provides additional categories to support the conclusion that Libya is moving towards a centralised-transitional approach