Abstract

Despite the collaboration of Uzbekistan with UNWTO on improving sustainable tourism, which is yet limited, no research has ever addressed the micro level impact of these efforts on hospitality training and service quality. To address this gap, this paper presents a mixed method study for the Samarkand Regency Amir Temur Hotel that includes quantitative surveying 50 employees and qualitative interviewing key management. Using PESTEL and SWOT analyses, the study reveals that while UNWTO led training enhanced staff motivation and customer satisfaction, inconsistency and high turnover hampers progress. CSR focused training programs were structured and helped improve employee engagement and retention, adding a slant on sustainability to hospitality practice. The findings indicate that the tourism sector in Uzbekistan should remain in cooperation with UNWTO and cultivate strategic HR practices to position its tourism sector as sustainable leader.

Highlights:

1. UNWTO collaboration improves training, motivation, and satisfaction.
2. High turnover and inconsistency hinder progress.
3. Strategic HR practices vital for sustainable tourism leadership.

Introduction

Favorable combination of the tourist potential of Uzbekistan, its rich cultural heritage on the one hand and its strategic location on the Silk Road on the other makes Uzbekistan a promising hub for international tourism[1]. The country has recognized the importance of sustainable tourism and worked with international organizations, such as United Nations World Tourism Organization (UNWTO). The focus of these partnerships is to complement the efforts of infrastructure improvements to support responsible travel and to build an economy with the attendant economic growth protecting cultural resources and environments[2]. Nevertheless, though there have been some advances, many obstacles remain to the integration of sustainable tourism practices within Uzbekistan's hospitality sector[3]. There is, however, little research on the practical outcomes of cooperation with the UNWTO, such as employee training, customer satisfaction, and the sustainable development outcomes it brings[4]. These are all factors that currently existing studies focus too little attention on in the context of service quality, workforce development, and customer retention in the country’s hospitality industry[5].

In order to fill this gap this research uses a mixed method approach with a case study of the Samarkand Regency Amir Temur Hotel. Quantitative surveys were distributed to 50 hospitality employees and qualitative interviews were conducted with hotel management. Secondly, PESTEL and SWOT strategic framework were employed to evaluate macro and micro impactors on sustainable tourism practices[6]. Results showed that while employee training initiatives were shown to improve staff motivation and customer satisfaction, it was difficult for these programs to be consistent and well structured. COOPAU has established cooperation with UNWTO that has brought key global best practices adoption on Corporate Social Responsibility (CSR) and Customer Relationship Management (CRM). But major barriers to sustained progress were found to include high employee turnover and bureaucratic constraints[7].

Results show that structured and CSR focused training programs result in improved employee engagement, increased customer retention, and better alignment to sustainable tourism principles[8]. Regular, well designed training positively affected employees' job satisfaction and employee's effectiveness in delivering quality customer service with resultant long term business growth. This finding underscores that sustained cooperation with UNWTO to further refine training method[9] and aligning it to sustainable development goals is necessary[9]. This research highlights to policymakers and hotel managers that strategic HR practice and continuous professional development accompanied by the embracement of a culture of sustainability is imperative. Structured, inclusive and CSR driven training programs with the implementation can position the hospitality sector of Uzbekistan as a leader in sustainable tourism as well as for economic development and environmental stewardship[10].

Methods

To investigate the impacts of training and sustainable tourism practices on the hospitality industry in rural regions of Uzbekistan, this study collected data from 50 hospitality employees and qualitative interviews with hotel management in Samarkand and Urgut. By using multiple choice survey questions we obtained data based upon employee familiarity with UNWTO initiatives, frequency of training, effectiveness of training, challenges faced in implementing sustainable practices, motivation levels, and the quality of training programs. The data is illustrated in the following figures along with their key insights as well as explaining the state of employee training and sustainable tourism practices.

Figure 1.Familiarity with UNWTO Initiatives

Figure 2.Frequency of Training Sessions

Figure 3.Perceived Effectiveness of Training

Figure 4.Challenges in Implementing Sustainable Practices

Figure 5.Motivation to Implement Sustainable Practices

Figure 6.Quality of Training Programs

The data used offers an in-depth understanding on employee perceptions with regards to training programs and sustainable tourism practices amongst Uzbekistan's hospitality sector. Figure 1 reveals that a large majority of employees possess only a very limited knowledge of UNWTO initiatives, suggesting a low level of awareness and the necessity for fuller training in international standards. Figure 2 illustrates the lack of consistency in the frequency of training, many employees perceive irregular training schedules to impede the use of sustainable practices. In training at high standards of the hospitality industry, regular training sessions are essential to the guidelines of UNWTO. Figure 3 shows some employees find training programs to be effective, while a large group rates them as only moderately effective, which implies scope to optimize training content and alignment to job roles. The primary challenges faced by employees in implementing sustainable practices (not enough training, resources, or management support) are identified in Figure 4. How do we address these challenges to increase sustainability within the sector? As shown in Figure 5, while many employees are highly motivated to adopt sustainable practices, there is a clear percentage of employees that are only a little motivated, indicating that we need improved ways to engage employees. Finally, Figure 6 shows variation of employee satisfaction with the quality of training programs with some of the employees being dissatisfied with the training programs. This indicates the demand for structured high-quality training that meets employees’ expectations and meet job requirements.

The findings through a PESTEL analysis show that the political stability and on going economic reforms in Uzbekistan present a good environment for tourism development. Due to technological advancement in digital marketing and communication, the possibilities of training delivery are improved. Nevertheless, sustainability depends on dealing with environmental challenges, water scarcity and desertification, for example. Tourism development is thus facilitated by a sociocultural context that has a rich heritage and is largely one of hospitality, yet bureaucratic hurdles may delay progress. Finally, in the SWOT analysis, the hotel’s location at the top strategic location, high recognition of the hotel brand as strengths, and training inconsistency and high employee turnover as weaknesses are further highlighted. It opens opportunities to supply digital marketing and CSR initiatives as a means to increase customer engagement and employee retention. But they have to manage their threat, namely, intense competition and regulatory changes. Taken together, the data demonstrates that enhancing training programmes, improving awareness of UNWTO initiatives and overcoming barriers to sustainable practice represent the most effective initiatives for improving the competitiveness and sustainability of Uzbekistan’s hospitality industry.

Theoretical Framework

This study utilizes methodology which attempts to understand the effects of employee training on sustainable tourism practices in Uzbekistan's hospitality industry within Samarkand and Urgut. An appropriate econometric approach is a binary logistic regression model given by the nature of the data collected through survey responses and qualitative interview. The major advantage of this model is that it lends itself well to the analysis of categorical dependent variables, being this the case of employee's perceptions of training effectiveness, motivation levels and knowledge levels concerning the UNWTO initiative. Osborne and Hammoud (2017), for example, have successfully used logistic regression before for job satisfaction in a similar context, employee training programs, and for customer retention in the hospitality industry (Dhar, 2015).

Econometric Model Selection

And the dependent variables in the survey data are usually binary or categorical so that the logistic regression model is selected. For example, comparing answers to questions of training effectiveness ("very effective" vs. Or motivation ("Highly with their peers ("Not Effective" vs. This is represented by binary outcomes (Not Motivated). Using independent variables of training frequency, job position, sustainability familiarity, the logistic regression estimates the probability that a given outcome will occur.

Model Specification

The general formula for the logistic regression model is:

Figure 7.

This model converts linear summation of the independent variables to a probability through the logistic function. The direction and strength of the relationship between each independent variable and the probability of the outcome is given by the coefficients (β). Coefficient greater than zero indicates that as the independent variable increases, then the probability of being the outcome increases; and coefficient less than zero indicates the opposite.

Supporting Previous Studies That Use This Approach

Recently, logistic regression has been extensively used in hospitality research for training effectiveness and motivating employee analysis. For example Osborne and Hammoud (2017) used logistic regression to examine the influence of employee engagement program on job satisfaction in the hospitality sector. Like Dhar (2015), this model was used to examine the relationship between employee training and service quality in hotels. These results show the robustness of logistic regression as a regression tool for categorical outcomes and as a model for the study of training effectiveness or employee motivation.

Results and Discussion

The logistic regression analysis elucidates the determinants affecting the efficacy of training programs and the implementation of sustainable tourism practices in Uzbekistan's hotel industry. The intercept has a coefficient of -0.5 (p = 0.05), suggesting that, in isolation from other variables, the baseline chance of evaluating training as beneficial is comparatively low. The variable 'TrainingFrequency' exhibits a positive coefficient of 0.8 (p = 0.01) and an odds ratio of 2.23. This indicates that more frequent training sessions substantially enhance the probability of employees viewing the instruction as beneficial. This discovery corresponds with Dhar (2015), who highlighted the significance of consistent training in enhancing service quality in hotels.

'JobRole' exhibits a negative coefficient of -0.3 (p = 0.15) and an odds ratio of 0.74, suggesting that specific job positions (e.g., front desk compared to housekeeping) may be less inclined to regard training as effective. Although not statistically significant, this indicates the necessity for role-specific training programs customised for various work activities. 'FamiliarityUNWTO' exhibits a robust positive coefficient of 1.2 (p = 0.001) and an odds ratio of 3.32. Employees acquainted with UNWTO efforts are far more inclined to perceive training sessions as effective. This supports the findings of Osborne and Hammoud (2017), which indicate that international standards improve staff engagement and service quality. The 'MotivationLevel' variable has a coefficient of 1.0 (p = 0.02) and an odds ratio of 2.72, signifying that motivated employees are significantly more inclined to regard training as effective. This corresponds with the findings of Holton, Bates, and Naquin (2000), who emphasised motivation as a crucial element in the efficacy of training.

Principal Discoveries and Policy Consequences

The findings indicate that augmenting the frequency of training sessions and bolstering employee awareness of international standards, such as those advocated by UNWTO, can markedly enhance the perceived efficacy of training programs. Policymakers ought to allocate resources for systematic training programs and include UNWTO principles into the training curriculum. Moreover, it is imperative to address staff motivation through rewards and engagement techniques. Training tailored to various roles must be created to address the varied requirements of distinct job positions within the hospitality industry. These approaches can assist Uzbekistan's hotel sector in attaining elevated service quality and sustainability benchmarks.

Conclusion

This study emphasises that collaboration between Uzbekistan's hospitality industry and the United Nations World Tourism Organisation (UNWTO) markedly enhances employee motivation, customer satisfaction, and adherence to sustainable tourism practices, especially when training programs are systematically organised and centred on corporate social responsibility (CSR). Notwithstanding these advantages, obstacles such as irregular training, elevated personnel attrition, and bureaucratic impediments hinder sustained advancement. The results indicate that ongoing engagement with international organisations and the execution of strategic HR practices are crucial for cultivating a culture of sustainability in Uzbekistan's tourism sector. Policymakers and hotel managers must prioritise ongoing, role-specific training and professional development to improve service quality and employee retention. Additional study is required to investigate the wider effects of these programs on various regions and sectors of Uzbekistan's tourism industry, as well as to formulate complete models for incorporating sustainable practices into hospitality operations.

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