Three major types of training--orientation, skill based and growth and development--may be used to change employee performance. Employee training is common in college and university foodservice but its impact on productivity and turnover is not well defined. A survey instrument was developed to assess differences between training for part-time and full-time employees and to determine if training programs were effective in reducing turnover and increasing productivity. After piloting, the revised survey was mailed to 528 National Association of College and University Foodservices (NACUFS) Directors. Two hundred eighty eight surveys were returned and 264 were usable for data analysis. Continuous data was transformed using sin-arc sin procedure prior to general linear analysis and discrete data was analyzed using the Chi-Square procedure. Ninety eight percent of the organizations had some form of training with orientation the most common (85.6%). Sixty one percent reported using all three types of training. Training significantly increased retention and productivity of permanent part-time and temporary part-time employees. Participation in orientation and skill based training increased job tenure for permanent and temporary part-time employees. Management's commitment to training and training policies {budget money for training, training during work hours, offer retraining, recording critical incidents} significantly increased productivity and job tenure for permanent full-time employees. Promotion within the organization significantly reduced full-time employee turnover. Morale and productivity increased as a result of training for all three employee categories. For the full-time employee, training does not impact turnover but may address other employee needs such as recognition that are not being met by the organization. College and university food service directors may realize the greatest return on investment in training programs for permanent and temporary part-time employees.
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