A Project Study Report On Training Undertaken at
HOTEL RAMADA JAIPUR “HR PRATIES I! HOTEL I!DUSTR"#
Submitted in partial fulfillment for the Award of Degree of Master of Business Administration
Su$%itted &y ' RIHA MATHUR
Su$%itted to ' Dr( Sona) Jain
MBA III SEM
HOD 2009!!
1
PRE*AE
"lassroom tea#hing helps the student b$ ma%ing #on#eptual base #lear& but on the 'ob training is a wa$& whi#h helps the students to get the applied %nowledge of the #on#ept( )ormall$ the students are not aware of the a#tual re*uirement of pra#ti#al field& %eeping in +iew this fa#t, a s$stem of summer training has been established to ma%e the students a#*uainted of a#tual diffi#ulties that are to be fa#ed in the demanding #orporate se#tor( Summer training at Hotel -amada has gi+en me a great e.perien#e( I was re*uired to prepare a training report on the topi# /H- ra#ti#es1( he managers of H- department helped me a lot to prepare this report(
2
A+!O,LED-EME!T I ha+e pleasure in ta%ing the opportunit$ of e.pressing gratitude to all those hands that ha+e helped me dire#tl$ or indire#tl$ during the whole winter training pro'e#t wor%( hrough a series of efforts made b$ man$ hands behind me& this report has been #ompleted( Man$ indi+iduals ha+e #ontributed to #arr$ out this ro'e#t training report& but first of all I would li%e to than% the Supreme power the A3MI4H5 4OD who has guided me to wor% on the right path of life& whi#h was impossible without his gra#e( I would li%e to than%s M$ HOD Dr( Sonal 6ain 7Deepshi%ha "ollege of e#hni#al Edu#ation8 for her guidan#e and support for #omplete m$ pro'e#t wor%( I am +er$ mu#h than%ful to
Mr( A./ok +u%ar +/are 0Manager1HR
Depart%ent2 (ho allowed me to do the pro'e#t on “HR Practices in Hotel
Industry” 3astl$ I would li%e to than% all of m$ friends and well wishers for their +aluable #o operation be#ause without their help and support I #ould not be able to #omplete m$ pro'e#t report su##essfull$(
3
-uide erti3icate
his is to #ertif$ that Ms( SAMI:SHA SEH4A3& student of 4DBMH-M final $ear of S$mbiosis Institute of Distan#e 3earning has #ompleted the pro'e#t stud$ titled / HR Practices in Hotel Industry # under m$ guidan#e( It his own wor% to the best of m$
%nowledge( I wish him all su##ess in his all future +entures(
4
STUDE!T DELERATIO!
I here b$ de#lare that this pro'e#t report titled / HR Practices in Hotel Industry 1 has been su##essfull$ #ompleted at spe#trum towards partial fulfillment of the re*uired for the award of the degree 4DBMH-M from S$mbiosis Institute of Distan#e 3earning( his is an srcinal manus#ript de+eloped b$ me and has not been furnished from an$ sour#e thereof( It has not formed the basis for award of an$ degree& diploma or an$ other su#h titled b$ this institute or an$ other ;ni+ersit$(
Ms( SAMI:SHA SEH4A3
5
PRE*AE e loo% our training at Hotel -amada 6aipur( During the training was to get an o+er+iew of the Hotel Industr$ of 6aipur distri#t( It was a firsthand e.perien#e to get e.posed to the professional setup and fa#e the Hotel Industr$& whi#h was reall$ a great e.perien#e( raining period was a learning e.perien#e( hen business is in+ol+ed& an e.perien#e #ounts a lot( e.perien#e are an instrument& whi#h leads towards su##ess( or%ing with HOE3 -AMADA(& has been a pleasure( I ta%e this opportunit$ to present the pro'e#t report and sin#erel$ hope that it will be as mu#h %nowledge enhan#ing to the readers as it was to use during the fieldwor% and the #ompilation of the report(
6
O!TE!TS S()o(
arti#ulars
!(
rofile of -amada
2(
Introdu#tion about hotel
<(
About the #ompan$
=(
Introdu#tion hotel industr$
>(
Introdu#tion of human resour#e dept( >(!
ersonal oli#ies of H-
>(2
Human -esour#e lanning
>(<
6ob Anal$sis
>(=
6ob Design
>(> >(?
-e#ruitment Sele#tion
>(@
Orientation la#ement
>(
raining De+elopment
>(9
erforman#e Appraisal
@(
Cuture -ole of Human -esour#e
(
"on#lusion
9(
Bibliograph$
7
age)o(
PROFILE OF RAMADA HOTEL
A&OUT THE OMPA!"
3o#ated in the business distri#t of the in% "it$& -amada 6aipur promises International Hospitalit$ standards and the best of ser+i#es( Affiliated to -amada worldwide it is a mid s#ale brand of $ndham Hotel 4roup whi#h has !0 lodging brands& ?<00 properties and presen#e in > #ontinents( -amada 6aipur e#hoes with de#o interiors and trained staff( he %e$ to a su##essful holida$ is #hoi#e& whi#h is wh$ e+er$ a#tion brea% is tailormade for $ou -amada 6aipur is a +enue for latest taste is owned b$ Danga$a#h 4roup& lo#all$ renowned in the field of -eal Estate& Hotels 6ewelr$( Business tra+elers will appre#iate the hotels strategi# lo#ation to the 6aipur Airport& rain Station and Bus erminal( he hotel is !0 minutes from 6aipur Airport& !> minutes from -ailwa$ Station and !> minutes from Bus erminal(
he Danga$a#h 4roup is an organiFation of a highl$ moti+ated& dis#iplined and trained team of s%illed emplo$ees te#hni#ians and managers who da$inda$ out stri+e to implement #utting edge solutions in the fields of 6eweller$& Hotels and -eal Estates( he Danga$a#h group of #ompanies was founded in !9?? and 8
sin#e then we ha+e pursued an unstinted path of growth despite national and international #ompetition or ser+i#es tou#h e+er$ aspe#t of #ommer#ial and #i+ilian domains( T/e /air%an 1 Mr( Hari Mo/an Dangayac/ embar%ed into business a#ti+ities
=0 $ears ago( ith his well e.perien#ed strateg$ GSet the Highest Standards and -aise the Bar "onstantl$G Mr( Hari Mohan Danga$a#h has rea#hed the heights in a short span of time( T/e Managing Director 1 Mr( Atu) Dangayac/
has alwa$s belie+ed in hard
wor%& determination and great foresightedness( He 'oined business in !99@ to #ontinue the lega#$ of his forefathers( His o+erseas e.perien#e in )ew 5or% helped him a lot to a#hie+e desired goals of business( Mr( Atu) Dangayac/ alwa$s willing to ta%e on #hallenges and see them though is
his hallmar% be#ause he %nows that #hallenges are the steps of the ladder that ta%es $ou higher and higher( he Danga$a#h famil$ of #ompanies shares a set of fi+e #ore +alues integrit$& understanding& e.#ellen#e& unit$ and responsibilit$( hese +alues whi#h ha+e been part of the 4roups beliefs and #on+i#tions from its earliest da$s& #ontinue to guide and dri+e the business de#isions of Danga$a#h #ompanies(
9
10
11
* 4 & SER5IE DEPARTME!T
12
13
14
15
16
17
18
19
20
21
I!TRODUTIO! TO HOTEL I!DUSTR"
One of the fastest growing se#tors of the e#onom$ of our time is the hotel industr$( he hotel industr$ alone is a multibillion dollar and growing enterprise( It is e.#iting& ne+er boring and offer unlimited opportunities( he hotel industr$ is di+erse enough for people to wor% in different areas of interest and still be emplo$ed within the hotel industr$( his trend is not 'ust in India& but also globall$( Modern hotels pro+ide refined ser+i#es to their guests( he #ustomers or guests are alwa$s right( his prin#iple ne#essitated appli#ation of management prin#iples in the hotel industr$ and the hotel professionals realiFed the instrumentalit$ of mar%eting prin#iples in managing the hotel industr$( he #on#ept of total *ualit$ management is found getting an important pla#e in the mar%eting management of hotels( he emerging positi+e trend in the tourism industr$ indi#ates that hotel industr$ is li%e a reser+oir from where the foreign e.#hange flows( his naturall$ draws our attention on HOE3 MA)A4EME)( 3i%e other industries& the hotel industr$ also needs to e.plore a+enues for inno+at ion& so that a fair blending of #ore and peripheral ser+i#es is made possible( It is not to be forgotten that the leading hotel #ompanies of the world ha+e been intensif$ing resear#h to enri#h their peripheral ser+i#es with the motto of adding additional attra#tions to their ser+i#e mi.( It is against this ba#%ground that we find the ser+i#e mi. more fle.ible in nature( he re#ruitment and training programmes are re*uired to be de+eloped in the fa#e of te#hnologi#al sophisti#ation( he leading hotel #ompanies ha+e been found promoting an ongoing training programme so that the personnel #ome to %now about the use of sophisti#ated #ommuni#ation te#hnologies(
22
23
A&OUT RAMADA HOTEL
SER5IES General Room Amenities • • • • • • • •
Air "onditioning ea "offee ma%ing fa#ilit$ with #ompliment a#%aged drin%ing water Indi+idual temperature #ontrol Iron Ironing board 7on re*uest8 2? in#h& 3"D displa$ tele+ision Satellite tele+ision Hair Dr$er 7on re*uest8
24
• • • •
3u.urious bedding J down #omforters& #ottonri#h linen du+ets 3ine telephone with dire#t dialing -efrigerated ri+ate Bar Ele#troni#s safe
Other Facilities • • • • • • • • • •
2=hour Inroom dining 2=hour business ser+i#es ra+el Des% "omplimentar$ shoeshine -oof top outdoor pool -oot top g$mnasium ;nderground outdoor par%ing 7self +alet8 Do#tors on #all Bab$ sitting 7on re*uest and a+ailabilit$8 3aundr$ ser+i#es
4ue.t Acco%%odation K !>> rooms L!0! Double and >= wins K > Suites LDouble bed Roo%Type
!u%$er Si6e7inS8(*eet9
Location
)u$ Suite
!
=!9
2nd Cloor
Suite.
=
=!9
)u$ Roo%.
<2
2@?
2nd Cloor
De)u:e Roo%.
!2!
2@?
are Roo% 73or t/e P/y.ica))y /a))enged9
!
29?
2nd Cloor
)u$ Suite 3o#ation on the "lub Cloor& guests residing in the "lub Suite not onl$
ha+e unlimited a##ess to the fa#ilities at the "lub Dlite but also ha+e an option of ha+ing an indi+idual terra#e for pri+ate parties& gatherings or 'ust li%e that( )u$ Roo%.
Bedded -ooms and 20 Double Bedded rooms ranging from "it$ Niew& Cashion
25
Street Niew& "offee Shop Niew or Hill Niew( 4uests residing in these rooms will ha+e unlimited a##ess to the Ca#ilities at the "lub Dlite and other addons li%e "omplimentar$ !hr internet a##ess& enhan#ed fruit platter& earl$ #he#%in and late #he#%out Lsub'e#t to a+ailabilit$ et#( De)u:e Suite. otal = in )o( ea#h guest floor has suite with a dedi#ated
#orridor( De)u:e Roo%. Spread on = floors& the rooms pro+ide #omfortable li+ing with
twin double bed options and all other amenities for a #omfortable sta$(
4enera) -oo% A%enitie. • • • • • • • • • • •
Air "onditioning ea "offee ma%ing fa#ilit$ with #ompliments Bottled ater with #ompliments Indi+idual #limate #ontrol 2? in#h& 3"D displa$ tele+ision Satellite tele+ision 3u.urious bedding down #omforters& #ottonri#h linen du+ets 3ine telephone with +oi#email -efrigerated ri+ate Bar ired ireless high speed internet a##ess Ele#troni# safe
26
DI!I!-; BA!
Ti%ing.' =>(?= Hr. to @?(B Hr. ui.ine' ,or)d ui.ine Location.' Lo$$y )eCe)
orld #uisine& world time thats how we des#ribe it& Around he orld offers dele#table #uisine ser+ed in perfe#t ambien#e to mat#h with( Camous for its buffets& Around he orld presents $ou with sumptuous spreads on the brea%fast& lun#heons and dinner( All this under a glass roof with +iew of the s%$ ma%es a treat to be remembered( Ti%ing.' ,eekday. (?= /r. to @? (B /r.; Tue.day )o.ed ui.ine' -ri)) and &ar$e8ue Location' Terrance
Altitude en'o$s the spirit of the highest part$ +enue in the town& open air& #andlelit en+irons and grill room Intera#ti+e :-AMADAhen ma%es it the pla#e the people who lo+e food( he limited sele#tions of the menu in#lude +arious signature preparation of the house in Barbe*ue and grill( Sele#tion of wines and spirits add on to the e.perien#e( Ti%ing.' ,eekday. @(== /r. to ==(==; Di.c operationa) on *riday. 4 Saturday. ui.ine' Pre1p)ated %u)ti cui.ine Location' Lo$$y )eCe)
he fire ball will #ertainl$ be mar%ed as the best night life pub of the #it$& with its uni*ue theme interiors its will set the e+ening on high spirits( Naried sele#tion of international spirits& wines and #o#%tails #on#o#ted with ulsating musi# the pla#e uni*ue( Cire ball will be a perfe#t #hoi#e for those wee%end frea%out parties with its dis# and floor(
27
Opening Soon
ulsi is sa#red plant dearer to 3O-D NISH);, it s$mboliFes purit$& sa#redness and wholesomeness( As the name indi#ates ulsi presents pure +egetarian& sat+i% and sudh #uisine( ith its splendid #hoi#e in the +egetarian the #hefs ha+e wor%ed on the an#ient re#ipes of the b$gone era to re#reate the magi# of the +egetarian food as authenti# as it is presented in sil+erware( rul$ ma'esti# ulsi promises an e.perien#e of lifetime(
Ban8uet and #on3erence faci)itie. "elebrate $our spe#ial e+ent in an atmosphere as e.#iting as $our o##asion( Cor birthda$s& #onferen#es& showers and gathering& we at -amada 6aipur pro+ide perfe#t setting of $our festi+ities( Bring us $our +ision and let us show $ou the realiFation from traditional to e.tra+agant we mean all( 3et us plan $our e+ent for the +enues ranging from !0 persons to =00 persons( 5enue
Round S/ape
U1./ape
T/eatre Sty)e
Reception Si6e
6upiterEast
>0
>0
!20
!>0!0
20@
6upiterest
>0
>0
!20
!>0!0
200
Location
;pper Basement ;pper Basement
6upiter
!0
!20
<>0
2>0=>0
=09?
;pper Basement
Mars
>0
>0
0
0!00
!>00
MeFFanine 3e+el
Mer#ur$Board -oom
)A
!2
)A
)A
2!
MeFFanine 3e+el
NenusMeeting -oom
20
!>
20
202>
<>
MeFFanine 3e+el
28
29
4a))ery
30
31
ackage. 4 ro%otion. new years cee!ra"#$ns
Corporate Package
32
Special offer
&u.ine.. *aci)itie. '
•
•
•
Business "entre with Se#retarial Ser+i#es( Meeting -ooms( ( Safe deposit and 2=hour mone$ #hanger(
33
•
ra+el des%(
•
Internet A##ess(
Lei.ure *aci)itie. ' •
•
Swimming ool( Health and Citness #entre(
•
Beaut$ salon and Barber shop(
•
Dis#othe*ue(
•
6ogging ra#%
•
Art 4aller$
•
Home heatre
•
-e#reation "entre
•
la$pen
•
E+ening Entertainment
•
ra+el and our des%(
•
Bab$ Sitting on re*uest(
•
Shopping Ar#ade(
*RO!T O**IE
34
-e#eption
Information
-eser+ation
Bell des%
3obb$ des%7hospitalit$8
E.e#uti+e #lub des%
Entertainment des%
elephones
E(" lounge
"ashier
el#ome assistan#e
HOUSE +EEPI!
ubli# area
Cloors
35
3inen uniform room
"ontrol des%
SEURIT"
Se#urit$
Se#urit$ of the hotel propert$
Se#urit$ of emplo$ees
oli#e liaison
raffi# #ontrol
ransport allotment
*I!A!E
In#ome #redit
A##ounts pa$able
ur#hases
Stores
C B #ontrol
S$stems
3iaison
36
PERSO!!EL
raining
-e#ruitment
Indu#tion
Emplo$ee do#umentation
ro+ident fund
Emplo$ee welfare
C B SE-NI"ES C B -OD;IO) S;O- E)4I)EE-I)4 SA3ES MA-:EI)4
37
A&OUT THE OMPA!"
3o#ated in the business distri#t of the in% "it$& -amada 6aipur promises International Hospitalit$ standards and the best of ser+i#es( Affiliated to
38
-amada worldwide it is a mid s#ale brand of $ndham Hotel 4roup whi#h has !0 lodging brands& ?<00 properties and presen#e in > #ontinents( -amada 6aipur e#hoes with de#o interiors and trained staff( he %e$ to a su##essful holida$ is #hoi#e& whi#h is wh$ e+er$ a#tion brea% is tailormade for $ou -amada 6aipur is a +enue for latest taste is owned b$ Danga$a#h 4roup& lo#all$ renowned in the field of -eal Estate& Hotels 6ewelr$( Business tra+elers will appre#iate the hotels strategi# lo#ation to the 6aipur Airport& rain Station and Bus erminal( he hotel is !0 minutes from 6aipur Airport& !> minutes from -ailwa$ Station and !> minutes from Bus erminal(
he Danga$a#h 4roup is an organiFation of a highl$ moti+ated& dis#iplined and trained team of s%illed emplo$ees te#hni#ians and managers who da$inda$ out stri+e to implement #utting edge solutions in the fields of 6eweller$& Hotels and -eal Estates( he Danga$a#h group of #ompanies was founded in !9?? and sin#e then we ha+e pursued an unstinted path of growth despite national and international #ompetition or ser+i#es tou#h e+er$ aspe#t of #ommer#ial and #i+ilian domains( T/e /air%an 1 Mr( Hari Mo/an Dangayac/
embar%ed into business
a#ti+ities =0 $ears ago( ith his well e.perien#ed strateg$ GSet the Highest Standards and -aise the Bar "onstantl$G Mr( Hari Mohan Danga$a#h has rea#hed the heights in a short span of time( T/e Managing Director 1 Mr( Atu) Dangayac/
has alwa$s belie+ed in
hard wor%& determination and great foresightedness( He 'oined business in !99@ to #ontinue the lega#$ of his forefathers( His o+erseas e.perien#e in )ew 5or% helped him a lot to a#hie+e desired goals of business( Mr( Atu) Dangayac/ alwa$s willing to ta%e on #hallenges and see them 39
though is his hallmar% be#ause he %nows that #hallenges are the steps of the ladder that ta%es $ou higher and higher( he Danga$a#h famil$ of #ompanies shares a set of fi+e #ore +alues integrit$& understanding& e.#ellen#e& unit$ and responsibilit$( hese +alues whi#h ha+e been part of the 4roups beliefs and #on+i#tions from its earliest da$s& #ontinue to guide and dri+e the business de#isions of Danga$a#h #ompanies(
I!TRODUTIO! TO HOTEL I!DUSTR" One of the fastest growing se#tors of the e#onom$ of our time is the hotel industr$( he hotel industr$ alone is a multibillion dollar and growing enterprise( It is e.#iting& ne+er boring and offer unlimited opportunities( he hotel industr$ is di+erse enough for people to wor% in different areas of interest and still be emplo$ed within the hotel industr$( his trend is not 'ust in India& but also globall$( Modern hotels pro+ide refined ser+i#es to their guests( he #ustomers or guests are alwa$s right( his prin#iple ne#essitated appli#ation of management prin#iples in the hotel industr$ and the hotel professionals realiFed the instrumentalit$ of mar%eting prin#iples in managing the hotel industr$(
40
he #on#ept of total *ualit$ management is found getting an important pla#e in the mar%eting management of hotels( he emerging positi+e trend in the tourism industr$ indi#ates that hotel industr$ is li%e a reser+oir from where the foreign e.#hange flows( his naturall$ draws our attention on HOE3 MA)A4EME)( 3i%e other industries& the hotel industr$ also needs to e.plore a+enues for inno+at ion& so that a fair blending of #ore and peripheral ser+i#es is made possible( It is not to be forgotten that the leading hotel #ompanies of the world ha+e been intensif$ing resear#h to enri#h their peripheral ser+i#es with the motto of adding additional attra#tions to their ser+i#e mi.( It is against this ba#%ground that we find the ser+i#e mi. more fle.ible in nature( he re#ruitment and training programmes are re*uired to be de+eloped in the fa#e of te#hnologi#al sophisti#ation( he leading hotel #ompanies ha+e been found promoting an ongoing training programme so that the personnel #ome to %now about the use of sophisti#ated #ommuni#ation te#hnologies(
Hote) F T/e oncept At the outset& we go through the #on#ept of hotel( he #ommon law sa$s that hotel is a pla#e where all who #ondu#t& themsel+es properl$ and who being able and read$ to pa$ for their entertainment& a##ommodation and other ser+i#es in#luding the boarding li%e a temporar$ home( It is home awa$ from home where all the modern amenities and fa#ilities are a+ailable on a pa$ment basis( It is also #onsidered to be a pla#e where tourist stops& #ease to be tra+ellers and be#ome #ustomers( he definition presented b$ hotel operators to authorities of the )ational -e#o+er$ Administration in ashington is found to be a more #omprehensi+e definition& presented b$ Stuart M# )amara( he defin ition states that& / rimaril$ and fundamentall$& a hotel is an establishment whi#h supplies boarding and lodging not enga ged in inter J state #ommer#e or in an$ intr a J state #ommer#e& #ompetiti+e with or affe#ting inter J state #ommer#e 7or so related that the regulation of one in+ol+es the #ontrol of other8(1
41
he hotel ma$ furnish *uarters and fa#ilities for assemblage of people for so#ial business or entertainment purposes and ma$ engage in retaining portion of its premises for shops and businesses whose #ontinuit$ 7i(e(& pro.imit$8 is deemed appropriate to a hotel( he assemblage of people for so#ial business and entertainment purposes ma%es it essential that hotels are also furnished with a big #onferen#e hall where the ma.imum possible a##ommodation is a+ailable( e also #all it the fun#tion room(
Mote) F T/e oncept Initiall$ the term motel was meant for lo#al motorists and foreign tourists tra+elling b$ road( he$ ser+e the needs and re*uirements of these tra+ellers and meeting their demand for transit and a##ommodation( Some of the important ser+i#es offered b$ the motels are par%ing& garage fa#ilities& a##ommodation& and restaurant fa#ilities( Motels are found lo#ated outside the #it$& preferabl$ b$ the side of high wa$s and important road 'un#tions( he a##ommodation in this is more in the #ategor$ of a #halet fa#ilit$P( In ;SA& the motel a##ommodati on is ran%ed at par with hotel a##ommodation(
Origin o3 t/e Gord “Hote)# Before !@?0 people used to go to inns for ha+ing their lun#h& dinner et# (It was the pla#e where families used to host their guest inns owner used to pro+ide lodging and boarding fa#ilit$ ser+i#e to their guest( o world /hostel1 was used then it was #alled /hostelier1 whi#h means head of unit or the pla#e( he )orman people in+ented the word /hotel1( he 42
word /hotel1 was srcinall$ in England& offi#iall$ from !@?0( he real growth of modern hotel was srcinated in /;(S(A1 with opening of /"it$ Hotel1 in )ew 5or% in the $ear !9@=( his was the first building ere#ted for the hotel purpose( his period also saw the beginning of #hain operation under the guidan#e of E(M(SA3E-( It in+ol+es big in+estment& big profits and trained professional to manage business(
Origin o3 Hote) Indu.try he repre#iation in !9<0 had a disaster effe#t in a hotel industr$ after the orld ar II and brought a tremendous up surge to hotel industr$ with #ontinuous prosperit$ of hotel industr$( Mass tra+el is a modern phenomenon that emerged after orld ar II( Mass tourism #ontinues to grow as politi#al freedom& e#onomi# wherewithal and so#ial e*ualit$ spread a#ross the globe( ith the e#onomi# engine of de+elopment running at full steam& there was a growth in international tra+el and thereb$ growth in hotel industr$( Estimates abound as to the importan#e and siFe of house %eeping( "ertainl$& its e#onomi# #ontribution is #riti#al to the global e#onom$ whether as a ser+i#e to the business #ommunit$(
43
&ackground o3 Hote) Indu.try rior to the !90Ps& the Indian hotel industr$ was a nas#ent and slow growing industr$ primaril$ #onsisting of relati+el$ stati#& single hotel #ompanies( Howe+er& Asian games in !92 and the subse*uent partial liberaliFation of the Indian e#onom$ generated tourism interest in India with signifi#ant benefits a##ruing to the hotel and tourism se#tor in terms of impro+ed demand patterns( Cortunes of the hotel industr$ are tied to the fortunes of tourism and the general business #limate in the #ountr$& whi#h is wh$ the e#onomi# liberaliFation initiati+es implemented sin#e !99!& led to a soaring demand and suppl$ gap in the hotel industr$(
-E!ERAL LASSI*IATIO! O* HOTEL I!DUSTR" )a..i3ication. o3 /ote).
On t/e $a.i. o3 .tandard.'
3i%e most of the #ountries in world& India also has hotels di+ided in different #ategories depending on their lo#ation& fa#ilities& infrastru#ture and amenities pro+ided( All the star hotels in India are go+ernment appro+ed with #ontinuous #ontrol on the *ualit$ of ser+i#es offered(
*iCe Star Hote).' 1 he most lu.urious and #on+enientl$ lo#ated hotels in
India are grouped under Ci+e Star Delu.e Hotel #ategories( Ci+e Star Delu.e in India are globall$ #ompetiti+e in the *ualit$ of ser+i#e pro+ided& fa#ilities offered and a##ommodation option( hese are top of the line hotels lo#ated mostl$ in big #ities( hese hotels pro+ide all the modern fa#ilities for a##ommodation and re#reation mat#hing international standards in hospitalit$( In su#h t$pe of hotel H- department are established separatel$ and to e.e#ute and to follow the concept o3 HR stri#tl$& H- professional are hired(
44
*our Star Hote).' A rung below fi+e star hotels are Cour Star Hotels&
these hotels pro+ide all the modern amenities to the tra+elers with a limited budget( Qualit$ of ser+i#es is almost as high as the fi+e stars and abo+e #ategories( hese %inds of hotels are there for the tra+elers with limited budget or for the pla#es whi#h might not get the tourist traffi# asso#iated with larger #ities( In su#h t$pe of hotel concept o3 HR is more or less followed(
T/ree Star Hote).' hese are mainl$ e#onom$ #lass hotels lo#ated in
the bigger and smaller #ities and #atering to the needs of budget tra+elers( 3esser in amenities and fa#ilities& these hotels are +alue for mone$ and gi+es good a##ommodation and related ser+i#es on the redu#ed pri#e( Ser+i#es would be stripped down +ersion of higher #ategories of hotels but suffi#ient to fulfill #ustomer basi# needs( In su#h t$pe of hotel #on#ept of H- ma$ or ma$ not be present( If present all fun#tions of H-D is #urtailed(
TGo Star Hote).' hese hotels are most a+ailable in the small #ities and
in parti#ular areas of larger #ities( "atering to the ba#%pa#%er tourist traffi#& these hotels pro+ide all the basi# fa#ilities needed for general a##ommodation and offers lowest pri#es( In this t$pe of hotel
concept o3
HR is absent(
One Star Hote).' he hotels with most basi# fa#ilities& small number of
roomPs lo#ations in the farflung areas are grouped under One Star Hotel #ategor$( hese hotels are best when #ustomer is loo%ing for #heapest a+ailable a##ommodation option( In this t$pe of hotel concept o3 HR is alien words(
On t/e $a.i. o3 !ature'
Heritage Hote).
Heritage hotels in India are best if one is loo%ing for sheer elegan#e& lu.ur$ and lo$al treatment( he$ are not 'ust another a##ommodation options but tourist attra#tions in themsel+es( E.*uisitel$ designed and
45
de#orated& meti#ulousl$ preser+ed& high standards of ser+i#e and ethni# #ultural motifs helps the tourists get the #omplete e.perien#e of an India(
&eac/ Re.ort. Hote).
eninsular India bounded b$ Arabian Sea& Ba$ of Bengal& Indian O#ean and the two emerald ar#hipelagos of 3a%shwadeep and Andaman and )i#obar ha+e a long #oast line of around @>00 %m& offering an amaFing arra$ of bea#hes& some popular& some not so well %nown( hus lo#ation of resort is the basi# point of attra#tion for tourists(
,i)d Re.ort. Hote).
A wildlife tour is in#omplete if one does not a#tuall$ li+e in a forest for a few da$s( It means li+ing in a rest house or a tent the midst of the dense wilderness and wa%ing up to the twittering of birds(
-oCern%ent ApproCed Hote).
hese are the hotels& whi#h might not ha+e applied for star #ategoriFation or small enough to find them in the list( Man$ of the wildlife resorts& lodges and hostels are go+ernment appro+ed pro+iding a minimum le+el of a##ommodation fa#ilities at far off pla#es(
Re.identia) Hote).
he residential hotels wor% as apartment house( Often we #all them apartment hotels( he hotels #harge rent on monthl$& half J $earl$& or $earl$ basis( he$ are generall$ lo#ated in big #ities and towns where no meals are ser+ed to the #ustomers( Initiall$& the residential hotels were de+eloped in the ;SA( he ser+i#es offered here are #omparable to an a+erage well managed home(
o%%ercia) Hote).
he #ommer#ial hotels are meant for the people who +isit a pla#e of trade and #ommer#e or business purposes and therefore these hotels are found
46
lo#ated at the #ommer#ial or industrial #enters( he$ fo#us their attention on indi+idual tra+elers and are generall$ run b$ owners(
*)oating Hote).
he floating hotels are lo#ated on the water surfa#e( he pla#es are sea& ri+er& and la%e( hese hotels pro+ide with all the fa#ilities and ser+i#es made a+ailable in a good hotel( In the leading tourist generating #ountries of the world we find the pra#ti#e of using old lu.ur$ ships as floating hotels(
USERS O* HOTEL I!DUSTR" In mar%eting hotel ser+i#es& it is important to %now about the different t$pes of users a+ailing the ser+i#es with di+erse aims and ob'e#ti+es( his would ease the tas% of mar%eters spe#iall$ while stud$ing the beha+ioural profile( he following is the #lassifi#ation of different #ategories of domesti# and foreign users(
U.er. o3 Hote) Indu.try DOMESTI'
*OREI-!'
ilgrims
oliti#al representati+es
Students
rade representati+es
Offi#ials
Edu#ationists
Cilm stars et#(
ourists& Sportsmen et#(
47
AREERS OPPORTU!ITIES I! THE HOTEL I!DUSTR" So%e o3 t/e career. opportunitie. in t/e /ote) indu.try are a. 3o))oG.(
he industr$ offe rs more #areer options than most )o matter what %ind of wor% we en'o$ and where+er our aptitudes lie& there is a segment of the industr$ that #an use ours talents(
he wor% is +aried Be#ause hotels and restaurants are #omplete produ#tion& distribution and ser+i#e units& and managers are in+ol+ed in a broad arra$ of a#ti+ities(
here are man$ opportunities to be #reati+e Hotels and restaurants managers might design new produ#ts to meet their needs of their guests, produ#e training programs for emplo$ees, or implement #hallenging ad+ertising& sales promotions and mar%eting plans(
Hospitalit$ 'obs are not ninetofi+e 'obs Hours are highl$ fle.ible in man$ positions(
Man$ more opportunities are waiting in a *ueue( ith these the role of H- is drasti#all$ #hange( Its fields of operation in toda$Ps worlds %new no boundar$( Ea#h da$ it is #onfronted with new #hallenges in new di+ision of hotels( herefore before %nowing the role of H- it is essentials to %now different department of the hotels as well their fun#tions(
48
DI**ERE!T DEPARTME!TS I! HOTELS he departments are #lassified on a##ounts of it fun#tion( he$ are as follows
ore *unctioning Depart%ent
•
*ood and &eCerage 0*4D2 Depart%ent'1
C B deals mainl$ with food and be+erage ser+i#e allied a#ti+ities( Different di+isions are there in C B li%e -estaurants& Spe#ialit$ -estaurants& "offee Shop 72= hrs(8& Bar& Ban*uets& -oom ser+i#e et#( Apart from that the$ ha+e ;tilit$ ser+i#es 7"leaning8( •
*ront O33ice Depart%ent'1
he front offi#e is the #ommand post for pro#essing reser+at ions& registering guests& settling guest a##ounts 7#ashiering8& and #he#%ing out guests( Cront des% agents also handle the distribution of guestroom %e$s and mail& messages or other information for guests( he most +isible part of the front offi#e area is of #ourse the front des%( he front des% #an be a #ounter or& in some lu.ur$ hotels& an a#tual des% where a guest #an sit down and register( •
Hou.ekeeping Depart%ent'1
he house%eeping department is another important department in hospitalit$ world( House%eeping is responsible for #leaning the hotelPs guestrooms and publi# areas( his department has the largest staff& #onsisting of an assistant house%eeper& room inspe#tors& room attendants& a houseperson #rew& linen room attendants and personnel in #harge of emplo$ee uniforms( he$ ma$ also ha+e their own laundr$ and +alet ser+i#e( Hotels with laundr$ and +alet e*uipment ma$ use it onl$ for hotel linens and uniforms and send guest #lothing to an outside ser+i#e where it #an be handled with spe#ialiFed e*uipment( •
*ood Production Depart%ent'1
Cood produ#tion deals with the preparations of food items( It basi#all$ engaged in preparing those dish& whi#h are ordered b$ the guest and afterwards is #atered b$ the CB department( "uisine li%e Indian& "ontinental&
49
hai& Italian& :on%ani 7"oastal Sea Cood8& South Indian& "hinese& Me.i#an& et#( Different "hefs are appointed for the spe#ialt$ #uisine(
Support Depart%ent 0o.t enter.2
•
Marketing 4 Se))ing Depart%ent'1
Sales and mar%eting has be#ome one of the most +ital fun#ti ons of the hotel business and an integral part of modern hotel management( It in#ludes pa#%aging for selling& sales promotion& ad+ertising and publi# relations( he mar%eting di+ision is #harged with the responsibilit$ of %eeping the rooms in the hotel o##upied at the right pri#e and with the right mi. of guests( •
Engineering and Maintenance Depart%ent'1
he energ$ #risis throughout the world has gi+en a great importan#e to the engineering department of a hotel( his department pro+ides on the da$to da$ basis the utilit$ ser+i#es& ele#tri#it$& hot water& steams& air#onditioning and other ser+i#es and is responsible for repair and maintenan#e of the e*uipment& furniture and fi.tures in the hotel( he engineering department has an important role in satisf$ing the guest demand and helping to maintain the profit le+el of the hotel( he #leaning& up%eep& repair& repla#ement& installation and maintenan#e of propert$ and its furnishing& ma#hiner$ and e*uipment are the 'oint responsibilities of EngineeringMaintenan#e and the House%eeping Department( •
*inance; Accounting and ontro) Depart%ent'1
A hotelPs a##ounting department is responsible for %eeping tra#% of the man$ business transa#tions that o##ur in the hotel( he a##ounting department does more than simpl$ %eep the boo%sfinan#ial management is perhaps a more appropriate des#ription of what the a##ounting department does( hereas the #ontrol department is #on#ern with #ost #ontrol guidelines b$ wa$ of redu#ing in in+estment& redu#tion in operating #ost& #ontrol of food ser+i#e #osts& #ontrol of be+erage #osts& labour #ost #ontrol& et#( •
Sa3ety and Security Depart%ent'1
50
he se#urit$ of guests& emplo$ees& personal propert$ and the hotel itself is an o+erriding #on#ern for toda$Ps hoteliers( In the past& most se#urit$ pre#autions #on#entrated on the pre+ention of theft from guests and the hotel( Howe+er& toda$ su#h +iolent #rimes as murder and rape ha+e be#ome a problem for some hotels( ;nfortunatel$& #rime rates in most ma'orPs #ities are rising( Hen#e toda$ se#urit$ department also #on#entrate on these additional #riminal a#ti+ities too( •
Ad%ini.tration Depart%ent'1
op organiFational members usuall$ super+ise the Administration Department in a hotel( his department is responsible for all the wor% #onne#ted with administration& personnel& manpower& emplo$eePs welfare& medi#al& health and se#urit$( •
Hu%an Re.ource DeCe)op%ent'1
his department has newl$ ta%en step in hotel industr$ and within a short span of time it has be#ome a +er$ important part of the organiFation( It pla$s the role of fa#ilitator between the bargainable #adre and nonbargainable #adre( his department is the topi# of our dis#ussion( he pra#ti#e& whi#h this department and their staff perform& is going to be learned in the light of following pro'e#t(
51
I!TRODUTIO! TO HUMA! RESOURE DEPARTME!T O* HOTEL I!DUSTR" In hotel industr$ the 'ob of H- manager #an be #ompare with the 'ob of #ondu#tor& whose 'ob is to instru#t and dire#t all of the +arious musi#ians so that the$ #an perform well together( But before a #ondu#tor #an dire#t a beautiful performan#e& all of the indi+idual musi#ians must be able to pla$ their instruments well( hat %ind of performan#e #ould one #an e.pe#t if the +iolinists did not %now how to pla$ their instruments or the flutists #ould not read musi#R So it is in the hospitalit$ industr$& before a manager #an dire#t and shape emplo$eePs indi+idual #ontributions into an effi#ient whole& he or she must first turn emplo$ees into #ompetent wor%ers who %now how to do their 'obs( Emplo$ees are the musi#ians of the or#hestra that the members of the audien#e theguestsha+e #ome to wat#h performan#e( If emplo$ees are not s%illed at their 'obs& then the performan#e the$ gi+e will get bad re+iews( 6ust as an or#hestra #an ha+e a fine musi#al s#ore from a great #omposer and still perform poorl$ be#ause of in#ompetent musi#ians& so a hotel #an ha+e a finest standard re#ipes& ser+i#e pro#edures and *ualit$ standards and still ha+e dissatisfied guests be#ause of poor emplo$ee performan#e( hat is wh$ properl$ managing human resour#es is so important( )o other industr$ pro+ides so mu#h #onta#t between emplo$ees and #ustomers and so man$ opportunities to either reinfor#e a positi+e e.perien#e or #reate a negati+e one( As in the fi+estar hotel and fi+estar delu.e hotel there are around lots of emplo$ee are in+ol+ed in different 'obs in different fields there is dire need to loo% and #ontrol on them( )o doubt different departmentPs heads are present to loo% their department emplo$ee& but H-D is a pla#e& whi#h super+is e and effe#ti+el$ #ommuni#ate with these departments head and #ommuni#ate with the top management( hus there fun#tion is +er$ large and di+erse as #ompared with respe#t to different departmentPs heads(
52
*ig' A Typica) Organi6ation o3 Per.onne) Depart%ent
%enera Mana&er
Pers$nne Mana&er
Pers$nne O''#cer
Pers$nne Researc( ) De*e$+,en" O''#cer
Pers$nne De+ar",en"
Ma#n"a#n#n& Payr$
Recr.#",en"
Tra#n#n& De+ar",en"
Tra#n#n&
53
e'are
O+era"#*e Tra#n#n& -.+er*#s$ry Tra#n#n& Mana&e,en" Tra#n#n& Tra#n#n& Ins"r.c"#$n Tra#n#n& A#/s ) E.#+,en"s
Per.onne) Po)icie. o3 HR he personnel fun#tion in a hotel in#ludes man$ a#ti+ities su#h as ≈
"onsideration of leadership st$le
≈
-elationship
≈
-esponsibilities
≈
hilosoph$
≈
So#ial orientation
≈
OrganiFational stru#ture
In most of the hotels the personnel poli#ies are put in writing( hese poli#ies are distributed to %e$ and responsible e.e#uti+e to pro+ide guidan#e and ensure #onsistent appli#ation( eriodi#all$ the H-D re+iew these poli#ies( Cor E.ample In Ra%ada internationa) the following poli#ies are put on the noti#e board as well as ea#h emplo$ee bear a tag starting / I a% 1 whi#h generate a sense of moti+ation as well as sense of personal feeling towards the organiFation( *ig' Po)icie. o3 Ra%ada Internationa)
I a% proud I a% E:cited I a% E%poGered I a%
Ra%ada Internationa)
54
Arrear. o3 per.ona) po)icie. he personal poli#ies are #on#ern with ea#h of the following areas
E%p)oy%ent ≈
Recruit%ent
≈
InterCieG
≈
P.yc/o)ogica) and Aptitude te.t.
≈
Se)ection
≈
Medica) E:a%ination
≈
Ad%ini.tration and Tran.3er.
≈
Pro%otion. and Ter%ination
≈
Re.pon.i$i)itie. 3or ad/erence to indi.cri%ination )aG.
Education and Training ≈
Orientation o3 neG e%p)oyee.
≈
Educationa) need. 3or e%p)oyee.
≈
Training deCe)op%ent progra%%e.
≈
o%%unication.
Hea)t/ and Sa3ety ≈
Occupationa) /ea)t/
≈
E%ergency %edica) care
≈
Sa3ety progra%%e
≈
PreCentiCe Medicine
E%p)oyee. SerCice. ≈
a3eteria
≈
5ending Mac/ine
≈
E%p)oyee. Lounge
≈ ≈
Locker. oun.e)ing
≈
Sugge.tion Sc/e%e
55
,age. and Sa)ary Ad%ini.tration ≈
Sa)ary .tructure
≈
Per3or%ance .tandard. and Jo$ eCa)uation
≈
Sa)ary .urCey
&ene3it. ≈
-roup In.urance
≈
Sick1pay p)an
≈
Ho.pita)i6ation
≈
Major %edica) coCerage
≈
+ey %an In.urance
≈
Pen.ion p)an.c/e%e
La$ourIndu.tria) re)ation. ≈
Pre.entation E)ection.
≈
o))ectiCe &argaining
≈
-rieCance Procedure.
Ad%ini.tration ≈
≈
Per.onne) record.
≈
Security Ho)iday. and 5acation.
≈
O33ice Layout and SerCice.
≈
,ork Ru)e.
56
OMMU!IATIO! I! HOTEL I!DUSTR" "ommuni#ation is the most important and most used of all s%ills in the hotel industr$(
Ta)king &ack 3or Succe.. he president of H$att Hotels ma%es it a pra#ti#e to hold /gripe sessions1 with small groups of emplo$ees(
Managers at Earls restaurants ma%e the rounds of all tables to in*uire about the food and the ser+i#e(
he Ameri#an Automobiles Asso#iations uses an 00number to ma%es its produ#ts and ser+i#es more a##essible to #ustomers and to gather information regarding what #ustomers are thin%ing and doing(
At ;nited Airlines& managers are en#ouraged to get out of their offi#es and engage in informal e.#hanges with emplo$ees( hat do H$att Hotels& Earls restaurants& the Ameri#an Automobiles
Asso#iation& and ;nited Airlines ha+e in #ommonR Cor one thing& the$ will all tell $ou that effe#ti+e #ommuni#ation ma%es good business sense( More importantl$& the$ all /pra#ti#e what he$ prea#h1( hese and other ser+i#e leaders in the hospitalit$ industr$ #ommuni#ate on a fre*uent and regular basis with their #ustomers& suppliers and emplo$ees( he$ are well aware that honest feedba#% from sta%eholders is the ultimate dri+ing for#e behind organiFational su##ess& for it is this feedba#% that fuels an$ efforts at selfimpro+ement& both internall$ and in the mar%etpla#e(
57
HUMA! RESOURE PLA!!I!Human -esour#e lanning 7H-8 is the first aspe#t of human resour#e pro#ess( It is +er$ #ommonl$ understood as the pro#ess of fore#asting an organiFationPs future demand for& and of& the right t$pe of people in the right number( It is onl$ after this that H-M department #an initiate a re#ruitment and sele#tion pro#ess( H- is the subs$stem in the total organiFational planning( HRP i. i%portant 3or' ≈
he future personnel needs
≈
o #ope up with #hange
≈
o #reate highl$ talented personnel
≈
Cor the prote#tion of wea%er se#tions
≈
Cor the international e.pansion strateg$ of the #ompan$
≈
It is the foundation for personnel fun#tions
he list is infa#t ne+er ending( H- a#tuall$ has be#ome an ine+itable part of H-M pro#ess(
HRP i. in3)uenced $y .eCera) con.ideration.( T/e %ore i%portant o3 t/e% are'
$pe and strateg$ of the organiFation
OrganiFational growth #$#les and planning
En+ironmental un#ertainties
$pe and *ualit$ of fore#asting information
)ature of 'obs being filled
Offloading the wor%
58
T/e HRP Proce.. En*#r$n,en"
Or&an#a"#$na O!ec"#*es ) P$#c#es
HR -.++y F$recas"
HR De,an/ F$recas"
HR Pr$&ra,,#n&
HRP I,+e,en"a"#$n
$n"r$ an/ E*a.a"#$n $' Pr$&ra,
-.r+.s
-($r"a&e *ig' HRP Proce..
Organi6ationa) O$jectiCe. 4 Po)icie.
H- plans need to be based on organiFational ob'e#ti+es( In pra#ti#e& this implies that the ob'e#ti+es of the H- plan must be deri+ed from organiFational ob'e#ti+es( Spe#ifi# re*uirements in terms of number and #hara#teristi#s of emplo$ees should be deri+ed from the organiFational ob'e#ti+es(
59
HR De%and *oreca.t
Demand fore#asting must #onsider se+eral fa#tors J both e.ternal as well as internal( Among the e.ternal fa#tors are #ompetition& e#onomi# #limate& laws and regulator$ bodies& #hanges in te#hnolog$ and so#ial fa#tors( Internal fa#tors in#lude budget #onstraints& produ#tion le+els& new produ#ts and ser+i#es& organiFational stru#ture and emplo$ee separations( HR Supp)y *oreca.t
he ne.t logi#al step for the management is to determine whether it will be able to pro#ure the re*uired number of personnel and the sour#es for su#h pro#urement( his information is pro+ided b$ suppl$ fore#asting( Suppl$ fore#asting measures the number of people li%el$ to be a+ailable from within and outside an organiFation& after ma%ing allowan#e for absenteeism& internal mo+ements and promotions& wastage and #hanges in hours and other #onditions of wor%( HR Progra%%ing
On#e an organiFationPs personnel demand and suppl$ are fore#ast& the two must be re#on#iled or balan#ed in order that +a#an#ies #an be filled b$ the right emplo$ees at the right time( H- programming is the third step in the planning pro#ess& therefore& assumes greater importan#e( HR P)an I%p)e%entation
Implementation re*uires #on+erting an H- plan into a#tion( A series of a#tion programmes are initiated as a part of H- plan implementation( Some su#h programmes are re#ruitment& sele#tion and pla#ement, training and de+elopment, retraining and redeplo$ment, the retention plan, the redundan#$ plan, and the su##ession plan( ontro) and ECa)uation
60
"ontrol and e+aluation represents the fifth and the final phase in the H- pro#ess( he H- plan should in#lude budgets& targets and standards( It should also #larif$ responsibilities for implementation and #ontrol& and establish reporting pro#edures whi#h will enable a#hie+ements to be monitored against the plan( hese ma$ simpl$ report on the numbers emplo$ed against establishment and on the numbers re#ruited against the re#ruitment targets( But the$ should also report emplo$ment #osts against the budget& and trends in wastage and emplo$ment ratios(
on.e8uence. o3 Inade8uate P)anning One e.ample of inade*uate planning is the #ase of an organiFation #aught in a se+ere budget #risis for whi#h management sees onl$ one solution J to la$ off large numbers of emplo$ees( "areful planning for su#h a #risis during better times might ha+e resulted in a series of alternati+es& ma%ing la$offs unne#essar$( Man$ other problems #an o##ur if human resour#es planning are haphaFard or negle#ted( Cor e.ample& planning should ta%e into a##ount staff redu#tions in all parts of the organiFation and should be tried into an$ s$stem for transferring emplo$ees( op management be#ause of de#lining sales or in#reased automation& in#luding the use of #omputers and latest te#hnolog$& might #ontemplate staff redu#tions(
61
JO& A!AL"SIS In order to a#hie+e effe#ti+e H-& the duties in+ol+ed and the s%ills re*uired for performing all the 'obs in an organiFation ha+e to be ta%en #are of( his %nowledge is gained through 'ob anal$sis( In simple words& 'ob anal$sis ma$ be understood as a pro#ess of #olle#ting information about the 'ob( Spe#ifi#all$& 'ob anal$sis in+ol+es the following steps
"olle#ting and re#ording 'ob information(
"he#%ing the 'ob information for a##ura#$(
riting 'ob des#ription based on the information(
;sing the information to determine the s%ills& abilities and %nowledge that are re*uired on the 'ob(
;pdating the information from time to time(
T/e Proce.. o3 Jo$ Ana)y.i. he following fig( represents the pro#ess of 'ob anal$sis( he fig( also points out the uses of information about the 'obs(
Strategic /oice. ≈
E%p)oyee InCo)Ce%ent' 6ob anal$sis in+ol+es #olle#ting 'obrelated
information J duties& responsibilities& s%ills and %nowledge re*uired to perform the 'obs( It ma$ be stated that in 'ob anal$sis& information about a 'ob is #olle#ted and not about the in#umbent& howe+er& the 'obholder is #onsulted( Emplo$ees are often as%ed to suppl$ +ital information about the #ontents of 'ob& gi+en their familiarit$ with it(
62
≈
T/e LeCe). o3 Detai).' he le+el of anal$sis ma$ +ar$ from detailed& as in
time and motion studies& to broad as in anal$Fing 'obs based on general duties( he le+el of anal$sis affe#ts the nature of the data #olle#ted(
-"ra"e&#c ($#ces
%a"(er In'$r,a"#$n ses $' $! Descr#+"#$n an/ $! -+ec#'#ca"#$n Pers$nne Pann#n& Per'$r,ance A++ra#sa H#r#n& Tra#n#n& ) De*e$+,en" $! E*a.a"#$n ) $,+ensa"#$n Hea"( ) -a'e"y E,+$yee D#sc#+#ne $r -c(e/.#n&
Pr$cess In'$r,a"#$n
$! Descr#+"#$n
$! -+ec#'#ca"#$n
*ig' Proce.. o3 Jo$ Ana)y.i.
≈
,/en and HoG O3ten' Another strategi# #hoi#e relates to the timing and
fre*uen#$ of #ondu#ting 'ob anal$sis( 6ob anal$sis is generall$ #ondu#ted when i8 an organiFation is newl$ established and the 'ob anal$sis is initiated for the first time, ii8 a new 'ob is #reated in an established #ompan$, iii8 a 'ob is #hanged signifi#antl$ due to #hange in te#hnolog$& methods& pro#edures or s$stems, i+8 the organiFation is #ontemplating a new remuneration plan, or +8 the emplo$ees or managers feel that there e.ist #ertain ine*uities between 'ob demands and the remuneration it #arries(
63
≈
Pa.t1Oriented Cer.u. *uture Oriented' If an organiFation is #hanging
rapidl$ due to fast growth or te#hnologi#al #hange& a more futureoriented approa#h to 'ob anal$sis ma$ be desired( ≈
Source o3 Jo$ Data' Although the most dire#t sour#e of information about
a 'ob is a 'obholder& a number of other human and nonhuman sour#es are a+ailable(
In3or%ation -at/ering
his step in+ol+es de#ision on three issues& +iF, ≈
,/at type o3 data i. to $e co))ected
≈
,/at %et/od. are to $e e%p)oyed 3or data co))ection
≈
,/o ./ou)d co))ect t/e data
*or E:a%p)e' In most of the hotels that I +isited& the sour#es for #olle#ting
information are b$ Obser+ation& Inter+iews and Questionnaire(
In3or%ation Proce..ing
On#e the 'ob information has been #olle#ted& it needs to be pro#essed& so that it would be useful in +arious personnel fun#tions( Spe#ifi#all$& 'obrelated data would be useful to prepare 'ob des#ription and 'ob spe#ifi#ation( 7see fig8(
Job Analysis Specificati A Process of Obtaining allJob Pertinent Jobon Facts A s"a"e,en" $' (.,an .a#'#ca"#$ns Job Description necessary "$ /$ "(e $! s.ay c$n"a#ns A s"a"e,en" c$n"a#n#n& #"e,s s.c( #"e,s as s.c( as E/.ca"#$n $! "#"e E:+er#ence L$ca"#$n Tra#n#n& $! -.,,ary •
•
•
•
•
•
•
•
•
•
•
•
D."#es Mac(#nes "$$s ) e.#+,en" Ma"er#as ) '$r, .se/ -.+er*#s#$n &#*en $r rece#*e/ $r#n& c$n/#"#$ns Haar/s
• •
•
•
•
64
•
•
./&e,en" In#"#a"#*e P(ys#ca e''$r"s ) P(ys#ca s#s Res+$ns#!##"#es $,,.n#ca"#$n s#s E,$"#$na c(arac"er#s"#cs n.s.a sens$ry /e,an/s s.c( as s#&(" s,e (ear#n&
*ig' Jo$ De.cription and Jo$ Speci3ication in Jo$ Ana)y.i.
Ro)e o3 Hu%an Re.ource Depart%ent he human resour#e department pla$s a ma'or role in helping plan the s$stem and in de+eloping 'ob des#ription& 'ob spe#ifi#ation and performan#e standards( Spe#ialists in that department ma$ be assigned to #ondu#t 'ob anal$sis and write 'ob des#riptions in #ooperation with managers& super+isors and emplo$ees( he human resour#e department is not in+ol+ed in the a#tual writing of performan#e standards but pla$ a diagnosti#& training and monitoring role(
JO& DESI-! 6ob design is a pro#ess of determining the spe#ifi# tas%s and responsibilities to be #arried out b$ ea#h member of the organiFation( In simple words& the logi#al se*uen#e to 'ob anal$sis is 'ob design( 6ob anal$sis pro+ides 'obrelated data as well as the s%ills and %nowledge e.pe#ted of the in#umbent to dis#harge the 'ob( 6ob anal$sis& then& in+ol+es #ons#ious efforts to organiFe tas%s& duties and responsibilities into a unit of wor% to a#hie+e #ertain ob'e#ti+es(
65
Feedback
Organizational Factors (arac"er#s"#cs $' "as $r '$w Er&$n$,#cs $r +rac"#ces Environmental Factors E,+$yees a!##"#es an/ a*a#a!##"y -$c#a an/ c.".ra e:+ec"a"#$ns
Job Design
Prodctive ! satisfying "ob
Behavioral Factors Fee/!ac A."$n$,y se $' a!##"#es ;ar#e"y
*ig' *actor. A33ecting Jo$ De.ign
*actor. A33ecting Jo$ De.ign 6ob design is affe#ted b$ organiFational& en+ironmental& beha+ioural fa#tors( A properl$ designed 'ob will ma%e it produ#ti+e and satisf$ing( If a 'ob fails on this #ount& the fault lies with the 'ob designers who& based on the feedba#%& must redesign the 'ob( 7See Cig8
66
Tec/ni8ue. o3 Jo$ De.ign
#ork Simplificatio n
&igh Performance #ork Design
Job $otation
Job Design
Atonomos %eams
Job Enlargemen t
Job Enrichment
*ig' Tec/ni8ue. o3 Jo$ De.ign
≈
,ork Si%p)i3ication' In this te#hni*ue& the 'ob simplified or spe#ialiFed( A
gi+en 'ob is bro%en down into small subparts and ea#h part is assigned to one indi+idual( ≈
Jo$ Rotation' 6ob rotation implies mo+ement of emplo$ees from 'ob to 'ob(
6obs remain un#hanged& but in#umbents shift( ith 'ob rotation& a gi+en
≈
emplo$ee performs different 'obs& but more or less& 'obs of the same nature( Jo$ En)arge%ent' 6ob enlargement in+ol+es e.panding the number of tas%s or duties assigned to a gi+en 'ob( 6ob enlargement is naturall$ opposite to
67
wor% simplifi#ation( Adding more tas%s or duties to a 'ob does not mean that new s%ills and abilities are needed to perform it( ≈
Jo$ Enric/%ent' 6ob enri#hment see%s to impro+e both tas% effi#ien#$ and
human satisfa#tion b$ building into peoplePs 'obs& *uite spe#ifi#all$& greater s#ope for personal a#hie+ement and re#ognition& more #hallenging and responsible wor%& and more opportunit$ for indi+idual ad+an#ement and growth( ≈
Autono%ou. or Se)31directed Tea%.' A selfdire#ted wor% team is an inta#t
group of emplo$ees who are responsible for a whole wor% pro#ess or segment that deli+ers a produ#ts or ser+i#e o an internal or e.ternal #ustomer( ≈
Hig/1Per3or%ance ,ork De.ign' It is a means of impro+ing performan#e in
an en+ironment where positi+e and demanding goals are set(
Ro)e o3 Hu%an Re.ource Depart%ent he human resour#es departmentPs role in 'ob design is usuall$ indire#t& although 'ob design influen#es almost e+er$ aspe#t of human resour#es management( he department diagnoses organiFational problems that suggest 'ob redesign& in#orporate information on 'ob design in training and management de+elopment programs& and help plan 'ob redesign programs to ensure that sound human resour#es poli#ies and pra#ti#es are de+eloped( Curther& the department is needed to prepare to modif$ 'ob des#riptions and 'ob spe#ifi#ations and to modif$ re#ruitment& sele#tion& training& #ompensation and other pra#ti#es to be #onsistent with an$ 'ob redesign program(
68
RERUITME!T In simple terms& re#ruitment is understood as the pro#ess of sear#hing for and obtaining appli#ants for 'obs& from among whom the right people #an be sele#ted( -e#ruitment is the pro#ess of finding *ualified people and en#ouraging them to appl$ for wor% with the firm(
Manageria) Ro)e. -esponsibilit$ for the o+erall re#ruitment pro#ess is assigned to human resour#es managers( he$ are responsible for designing and implementing a re#ruitment program that will meet the hotel industr$Ps personnel needs while #ompl$ing with all legal re*uirements( his responsibilit$ in#ludes finding sour#es of appli#ants, writing and pla#ing ad+ertisements, #onta#ting s#hools, agen#ies and labour unions, establishing pro#edures to guarantee e*ual emplo$ment opportunit$, and administering the funds the firm has budgeted for re#ruitment( *or E:a%p)e' In most of the hotels that I +isited the re#ruitment is done b$
Ad+ertisement& -e#ruitment Agen#ies& on net 7)au%ri(#om8( And onl$ in some hotels it is done b$ the wa$ of "ollege "ampus& la#ement Ser+i#e(
69
*actor. -oCerning Recruit%ent he gi+en fig( represents the fa#tors that normall$ affe#t the re#ruitment pro#ess( hese fa#tors add additional fun#tion to that of H- manager(
E'ternal Forces -.++y ) De,an/ ne,+$y,en" ra"e La!$.r Mare" P$#"#ca
(nternal Forces Recr.#",en" P$#cy HRP -#e $' "(e '#r, $s" %r$w"( ) E:+ans#$n
$ecritment
*ig' *actor. in3)uencing recruit%ent
Type. o3 Recruit%ent In hotel industr$& the t$pes of re#ruitment are Interna) Recruit%ent
Internal re#ruitment see%s appli#ants for positions from those who are #urrentl$ emplo$ed( Internal sour#es in#lude present emplo$ees& emplo$eePs referrals& former emplo$ees& and former appli#ants( E:terna) Recruit%ent
Cinding *ualified appli#ants from outside the organiFation is the most diffi#ult part of re#ruitment( he su##ess of an e.panding hotel industr$ or one with man$ positions demanding spe#ialiFed s%ills often depends on the effe#ti+eness of the organiFations re#ruitment program( Spe#ifi#all$& sour#es e.ternal to an organiFation are professional or trade asso#iations& ad+ertisements&
emplo$ment
e.#hanges&
#ollegeuni+ersit$institute
pla#ement ser+i#es& #onsultants& displa#ed persons& radio and tele+ision& a#*uisitions and mergers and #ompetitors(
70
Recruit%ent Proce.. H- pra#ti#es its fun#tion in ea#h and e+er$ stages of re#ruitment( he pro#ess #omprises fi+e interrelated stages& +iF( 7i8 lanning& 7ii8 Strateg$ de+elopment& 7iii8 Sear#hing& 7i+8 S#reening& and 7+8 E+aluation and #ontrol( he fun#tion of H- is to ma%e the sele#tion pro#edure an ideal one( he ideal re#ruitment programmed is the one that attra#ts a relati+el$ larger number of *ualified appli#ants who will sur+i+e the s#reening pro#ess and a##ept positions with the organiFation& when offered( Personnel Planning
Job Analysis
Employee $e,isition
Screening Job )acancies
$ecritment Planning *+mbers
Searching Activation -Selling.
*%ypes
*/essage */edia
Strategy Development *#here *&o1 *#hen
Applicant Poplatio n
*ig' Recruit%ent Proce..
71
Applican t Pool
Potentia l &ires
%o Selection
Evalation ! 0ontrol
SELETIO! Sele#tion is a pro#ess of pi#%ing indi+iduals 7out of the pool of 'ob appli#ants8 with re*uisite *ualifi#ations and #ompeten#e to fill 'obs in the organiFation( Different hotels appl$ different methods and pro#edure for re#ruitment as well as sele#tion( It basi#all$ depend s on the manage ment poli#ies and the siFe of operation(
Se)ection Proce.. Sele#tion is a long pro#ess& #ommen#ing from the preliminar$ inter+iew of the appli#ants and ending with the #ontra#t of emplo$ment( Cig( shows the generaliFed sele#tion pro#ess( In pra#ti#e& the pro#ess differs among organiFations and between two different 'obs within the same organiFation( Sele#tion pro#edure for senior managers will be longdrawn and rigorous& but it is simple and short while hiring shopfloor wor%ers( *or E:a%p)e' In most of the hotels that I +isited the sele#tion pro#edure is
different for people in different department as well as for different post( In Or#hid Hotel& the differen t t$pes of test ta%en are %nowledge test& trade test& inter+iews and managerial grid for e.e#uti+es(
72
E:"erna En*#r$n,en"
In"erna En*#r$n,en"
Pre#,#nary In"er*#ew
-eec"#$n Tes"
E,+$y,en" In"er*#ew
R A
R A
R A P(ys#ca E:a,#na"#$n
-eec"#$n Dec#s#$n
$! O''er RA> Reec"e/ A++#can"s E,+$y,en" $n"rac"
E*a.a"#$n *ig' -enera) Se)ection Proce..
73
Re'erence ) =ac&r$.n/ Anays#s
Se)ection Proce.. RAMADA &" PRIME
3or
Manageria)
Pre<+ace,en" Presen"a"#$n
%r$.+ D#sc.ss#$n
E:"e,+$r#a"#$n
r#""en A+"#"./e Tes"
Pre#,#nary In"er*#ew
Psyc($,e"r#c Tes" '$r s($r" #s"e/ can/#/a"es
F#na In"er*#ew w#"( sen#$r ,ana&e,en"
Le""er $' O''er
74
Depart%ent
in
Se)ection Proce.. 3or Hou.e +eeping Depart%ent in RAMADA &" PRIME
Pre<+ace,en" Presen"a"#$n
%r$.+ D#sc.ss#$n
Eye '$r /e"a# "es"
Pre#,#nary In"er*#ew
F#na In"er*#ew w#"( sen#$r ,ana&e,en"
Le""er $' O''er
75
Se)ection Proce.. 3or /e3 in RAMADA &" PRIME
Pre<+ace,en" Presen"a"#$n
r#""en Tec(n#ca Tes"
%r$.+ D#sc.ss#$n
Pers$na In"er*#ew
F$$/ Tr#a
Le""er $' O''er
76
ORIE!TATIO! A!D PLAEME!T Orientation Orientation is #alled as indu#tion( It is the planned pro#ess of introdu#ing new emplo$ees to their 'obs& their #owor%ers and the organiFation( he main purpose of indu#tion is to relie+e the new emplo$ee from possible an.ie t$ and ma%e him or her feel at home on the 'ob( hese orientation programmes
are
#arried
out
formall$
as
well
as
indi+iduall$#olle#ti+el$ in the hotels( hese programmes are #arried from ! wea% J 2 wea%( *or E:a%p)e' In most of the hotels that I +isited the time spared on orientation
programme is one wee%( In Or#hid Hotel& the problem fa#ed during orientation programme is of ad'usting s#hedules( he topi#s& whi#h are #o+ered in the indu#tion programmes are gi+en in the following table
Organi6ationa) I..ue. •
• • • • •
Hi.tory o3 e%p)oyer Organi6ation o3 e%p)oyer !a%e. 4 tit)e. o3 key e:ecutiCe. E%p)oyee. tit)e 4 depart%ent Layout o3 p/y.ica) 3aci)itie. Pro$ationary period
•
• • • • •
Product )ine or .erCice. proCided OCerCieG o3 production proce.. o%pany po)icie. 4 ru)e. Di.cip)inary regu)ation. E%p)oyee /and$ook Sa3ety procedure 4 en3orce%ent
E%p)oyee &ene3it.
•
Pay .ca)e. and pay day. 5acation. and /o)iday. Re.t $reak. Training 4 education $ene3it.
•
oun.e)ing
• • •
•
In.urance $ene3it. Retire%ent progra%%e E%p)oyer1 proCided .erCice.
•
e%p)oyee. Re/a$i)itation progra%%e.
• •
Introduction • •
To .uperCi.or To trainer.
• •
Jo$ Dutie.
77
To co1Gorker. To e%p)oyee coun.e)or
to
• • •
Jo$ )ocation Jo$ ta.k. Jo$ .a3ety re8uire%ent.
• • •
OCerCieG o3 jo$ Jo$ o$jectiCe. Re)ation./ip to ot/er jo$.
P)ace%ent After orientation #omes pla#ement( la#ement refers to the assignment of a new emplo$ee to his or her 'ob( he 'obs of H- are simple where the 'ob is independent& but where the 'obs are se*uential or pooled& H- spe#ialists use assessment #lassifi#ation model for pla#ing newl$ hired emplo$ees( Cor e.ample the 'ob of pla#ing a waiter to its position is *uite simpler as #ompared with that of the pla#ing the emplo$ee at managerial le+el( he 'ob of pla#ing a waiter to its position is #alled an independent 'ob but the 'ob of pla#ing emplo$ee at managerial le+el #an be #onsidered as se*uential or pooled 'ob(
TRAI!I!- A!D DE5ELOPME!T raining and de+elopment a#ti+ities are designed in order to impart spe#ifi# s%ills& abilities and %nowledge to emplo$ees(
78
Effe#ti+e training is basi# ingredient of su##ess in the hotel industr$( he #on#ept of training is endorsed m$ most managers in the hotel industr$& $et managers often gi+e little thought to the training fun#tion in the #onte.t of their own business or departmental responsib ilities until something goes wrong One of the main problems in hotel industr$ is that in+estment in training and de+elopment of emplo$ees is a rea#ti+e pro#ess for man$ #ompanies( Cre*uentl$& training and de+elopment arises as the result of signifi#ant #hange in the operational en+ironment or as a #onse*uent of #risis su#h as staff turno+er or ma'or departmental problems( raining is then used to #ope with the immediate diffi#ult$( his pro#ess ma$ be pro+ed #ostl$ to hotel( hereas de+elopment refers to learning opportunities designed to help emplo$ees grow and e+ol+e a +ision about the future( Here the 'ob of H- is to identif$ the training need and then a##ordingl$ to design the suitable programme for that( raining within a hotel pro+ides the best opportunit$ to influen#e the attitude and performan#e of emplo$ees( he training programmes in#lude is su#h as introdu#tion& fire& food h$giene& #ontrol of substan#es haFardous to health& manual handling firstaid& te#hni#al s%ills& produ#t %nowledge& and #ustomer ser+i#e( *or E:a%p)e' In most of the hotels that I +isited the training methods used are
both Onthe'ob as well as Offthe'ob(
Met/od. and Tec/ni8ue. o3 Training A multitude of methods of training are used to train emplo$ees( raining methods are #ategoriFed into two groups and the$ are !( Onthe'ob training 7O68
79
2( Offthe'ob training !( On1t/e1jo$ training' Onthe'ob training is primaril$ learning b$ doing and& as su#h& is probabl$ the most used and most abused approa#h to training( 3i%e other form of training& O6 re*uires planning& stru#ture and super+ision to be effe#ti+e for de+eloping a +ariet$ of pra#ti#al and #ustomeroriented #apabilities( hen done #orre#tl$& O6 is a sensible and #ost effe#ti+e method for training and assessing traineesP progress in 'obs su#h as retail sales& food and be+erage operati+es& and #he#%in and #he#%out positions( Some of the Onthe'ob methods of training are orientation training& 'obinstru#tion training& apprenti#e training& internships and assistantships& 'ob rotation et#( Cor e.ample& at DominoPs iFFa& appro.imatel$ > of emplo$ee training is O6& deli+ered b$ store managers using e.tensi+el$ b$ -amada Inns& In#(& whi#h has de+eloped an O6 training aid( It also pro+ides traine es with a list of se*uential steps that should be followed to perform the tas% #orre#tl$& as well as the list of tools& materials& and e*uipment needed to do the tas%( Cinall$& the training aid pro+ides an e+aluation form for pro+iding feedba#% to the trainees( 2( O331t/e1jo$ training' Offthe'ob training allows for the de+elopment of broader and more #on#eptual s%ills while pro+iding a pra#ti#e en+ironment in whi#h error need not be so #ostl$( here are three main forms of offthe'ob training Inhouse& E.ternal& and Independent( Inhouse offthe'ob training ma$ ta%e se+eral formats in#luding le#tures and other #lassroom te#hni*ues& dis#ussions & demonstrations& #ase studies and role pla$s& and simulations( hat distinguishes inhouse offthe 'ob training from other t$pe of offthe'ob training is that inhouse training is #ondu#ted awa$ from the ph$si#al lo#ation where the 'ob is a#tuall$ #arried out& but still on #ompan$ premises( 3i%e inhouse offthe'ob training& e.ternal offthe'ob training #an also ta%e a +ariet$ of forms( Su#h training ma$ be tailored to the #ompan$Ps
80
spe#ifi# need or it ma$ be offered on a more general basis, it ma$ fo#us on spe#ial dis#iplines related to hospitalit$( Independent offthe'ob training refers to training methods that are #ontrolled and managed b$ the learner( A number of these training options whi#h are be#oming in#reasingl$ important to emplo$ees in the hotel industr$ are ≈
Distan#eopen learning or training 7ma$ in+ol+e #orresponden#e
≈
tea#hing& use of tele+ision or radio& +ideo#onferen#ing& et#(8 "omputerassisted learning
≈
Intera#ti+e+ideo learning
≈
A #ombination of the abo+e method
T/e Training Proce..
A..e..ing Training !eed.
81
Preparing t/e Training P)an
Speci3ying Training O$jectiCe.
De.igning t/e Training Progra%.
Se)ecting t/e In.tructiona) Met/od.
o%p)eting t/e Training P)an
onducting t/e Training
ECa)uating t/e Training
P)anning *urt/er Training
Marriott Train. Bill Marriott is a firm belie+er in the +alue of training frontline people& and in the impa#t the frontline has on the bottomline( here are o+er !=0000 emplo$ees in
82
the +arious Marriott hotel and food ser+i#e enterprises& whi#h he des#ribe simpl$ as a /people business1( As Marriott sa$s e are in the people business& from waiters to maids to tru#% dri+ers& our emplo$ees must be able to get along pleasantl$ with others all da$ long( He adds that& b$ one estimate& #ompan$ emplo$ees ma%e ? million #ustomer #onta#ts per da$& ? million moments of truth( In the Marriott "ompan$ that important #ustomer interfa#e isnPt left to #han#e( In !9= Marriott spend more than T20 million on training( o reinfor#e the effe#ts of training& e+er$ emplo$ee gets the regular performan#e re+iew and parti#ipates in a generous profit sharing plan(
RESEARH METHODOLO-" TITLE O* THE STUD"' “HR PRATIES I! HOTEL I!DUSTR"# DURATIO! O* THE PROJET' 83
>t/ May to ?=t/ June @=
DE*I!ITIO!
he wa$ in whi#h the data are #olle#ted for the resear#h pro'e#t(
All of the te#hni*ues& methods and pro#edures adopted in terminolog$ wor% to #arr$ out terminolog$ resear#h(
Research #an be defined as the sear#h for %nowledge or an$ s$stemati#
in+estigation to establish fa#ts( he primar$ purpose for applied resear#h 7as opposed to basi# resear#h8 is dis#o+ering& interpreting& and the de+elopment of methods and s$ste ms for the ad+an# ement of human %nowledge on a wide +ariet$ of s#ientifi# matters of our world and the uni+erse( -esea r#h #an use the s#ientifi# method & but need not do so(
-esear#h is the s$stemati# pro#ess of #olle#ting and anal$Fing information 7data8 in order to in#rease our understanding of the phenomenon about whi#h we are #on#erned or interested
Research ethodology is a wa$ to s$stemati#all$ sol+e the resear#h problem( It ma$ be understood as a s#ien#e of stud$ing how resear#h is don e s#ientifi#all$(
PURPOSE O* RESEARH
he purpose of resear#h is to dis#o+er answers through the appli#ation of s#ientifi# pro#edures(
AIM O* RESEARH 84
o identif$& des#ribe and produ#e an anal$sis of the intera#ting fa#tors whi#h influen#e the learning #hoi#es of adult returners& and to de+elop asso#iated theor$(
B(? O&JETI5ES O* RESEARH he o$jectiCe. are
o gain familiarit$ with a phenomenon or to a#hie+e new insights into it J E:p)oratory or *or%u)atiCe Re.earc/(
o portra$ a##uratel$ the #hara#teristi#s of a parti#ular indi+idual& situation or a group J De.criptiCe Re.earc/(
o determine the fre*uen#$ with whi#h something o##urs or with whi#h it is asso#iated with something else J Diagno.tic Re.earc/(
o test a h$pothesis of a #ausal relationship between +ariables J Hypot/e.i.1Te.ting Re.earc/(
4i+e #redibilit$ to a #laim or belief
4i+e the readers an idea on what de+ises are good for a parti#ular data(
O&JETI5E O* THE STUD"
o stud$ the importan#e of training(
o stud$ the roles of training rogramme(
o stud$ the pro#ess and fun#tions of training(
o e.plore the methodolog$ and t$pes of training pro+ided to the emplo$ees(
o stud$ the rele+an#e of post training e+aluation feedba#% for the emplo$ees as well as for an organiFation(
HARATERISTIS O* RESEARH
85
-esear#h is dire#ted towards the solution of a problem(
-esear#h is based upon obser+able e.perien#e or empiri#al e+iden#e(
-esear#h demands a##urate obser+ation and des#ription(
-esear#h in+ol+es gathering new data from primar$ sour#e s or using e.isting data for a new purpose(
-esear#h a#ti+ities are #hara#teriFed b$ #arefull$ designed pro#edures(
-esear#h re*uires e.pertise i(e(& s%ill ne#essar$ to #arr$out in+estigation& sear#h the relate d literature and to understand and anal$Fe the data gathered(
-esear#h is ob'e#ti+e and logi#al J appl$ing e+er$ possible test to +alidate the data #olle#ted and #on#lusions rea#hed(
-esear#h in+ol+es the *uest for answers to unsol+ed problems(
-esear#h re*uires #ourage(
-esear#h is #hara#teriFed b$ patient and unhurried a#ti+it$(
-esear#h is #arefull$ re#orded and reported(U
RITERIA O* -OOD RESEARH
urpose #learl$ defined(
-esear#h pro#ess detailed(
-esear#h design thoroughl$ planned(
High ethi#al standards applied(
3imitations fran%l$ re+ealed(
Ade*uate anal$sis for de#ision ma%erPs needs(
Cindings presented unambiguousl$(
"on#lusions 'ustified(U
-esear#herPs e.perien#e refle#ted(
86
SOPESI-!I*IA!E O* RESEARH
hrows light on ris%s and un#ertaint$
Identif$ alternati+e #ourses of a#tion
Helps in e#onomi# use of resour#es
Helps in pro'e#t identifi#ation
Sol+es in+estment problems
Sol+es pri#ing problems
Sol+es allo#ation problems
Sol+es de#ision ma%ing issues in H-
Sol+es +arious operational and planning problems of business and industr$
ro+ides the basis for all go+ernment poli#ies in our e#onomi# s$stem(
Cor professionals in resear#h& it ma$ mean a sour#e of li+elihood((
Cor literar$ men and women& resear#h means de+elopment of new st$les and #reati+e wor%(
Cor
anal$sts
and
intelle#tuals&
resear#h
generaliFations of new theories(
T"PES O* RESEARH !escripti"e "s Analytical Research
87
means
!escripti"e Research is a fa#t finding in+estigation whi#h is aimed at des#ribing
the #hara#teristi#s of indi+idual& situation or a group 7or8 des#ribing the state of affairs as it e.ists at present( I adopt descripti"e research design for my study as the research design must make enough pro"ision for protection against #ias and must ma$imi%e relia#ility must focus attention on the follo&ing
he design in su#h studies must be rigid and not fle.ible and must fo#us attention on the following(U Cormulating the ob'e#ti+e of the stud$ 7 what the stud$ is about and wh$ is it being madeR8 Designing the methods of data #olle#tion 7what te#hni*ues of gathering data will be adopted R8 Sele#ting the sample "olle#ting the data Anal$Fing the data -eporting the finding Analytical Research is primaril$ #on#erned with testing h$pothesis and
spe#if$ing and interpreting relationships& b$ anal$Fing the fa#ts or information alread$ a+ailable(
Applied "s Fundamental Research Applied Research or A#tion -esear#h is #arried out to find solution to a real life
problem re*uiring an a#tion or poli#$ de#ision( Fundamental Research whi#h is also %nown as basi# or pure resear#h is
underta%en for the sa%e of %nowledge without an$ intention to appl$ it in pra#ti#e( It is underta%en out of intelle#tual #uriosit$ and is not ne#essaril$ problem oriented(
'uantitati"e "s 'ualitati"e Research
88
'uantitati"e Research is emplo$ed for measuring the *uantit$ or amount of a
parti#ular phenomena b$ the use of statisti#al anal$sis( 'ualitati"e Research is a non*uantitati+e t$pe of anal$sis whi#h is aimed at
finding out the *ualit$ of a parti#ular phenomenon(
Conceptual "s (mpirical Research Conceptual Research is generall$ used b$ philosophers and thin%ers to de+elop
new #on#epts or to reinterpret e.istinUg ones( (mpirical Research is a data based resear#h whi#h depends on e.perien#e or
obser+ation alone( It is aimed at #oming up with #on#lusions without due regard for s$stem and theor$(
H"POTHESIS' It assumes that there is no significant difference #et&een the sample and population in a specific matter of consideration) In general& h$pothesis is a statement of assumption whi#h needs to be
appro+ed or disappro+ed( A statistical test hypothesis is the method of ma%ing statisti#al de#isions using e.perimental data( In statisti#s a result is a #alled a statisti#all$ signifi#ant if it is unli%el$ to ha+e o##urred b$ #han#e( Critical tests ma$ be #alled test of signifi#an#e& and when su#h tests are a+ailable we ma$ dis#o+er whether a se#ond sample is or not signifi#antl$ different from the first sample( he critica) region of a h$pothesis test is the set of all out#omes whi#h& if the$ o##ur will lead us to de#ide that there is a differen#e( hat is& #ause that null h$pothesis to be re'e#ted in fa+or of an alternati+e h$pothesis( he #riti#al region is denoted b$ #(
SAMPLI!- TEH!I
he method of stratified random sampling are used( A sample siFe of >0 emplo$ees has been ta%en for the sur+e$ to get the o+erall information and all #ategor$ are #o+ered(
Sample Si%e J as a siFe of sample in#reases a##ura#$ and reliabilit$ of the resear#h result also in#rease(
Sample !esign* A Sample Design is a definite plan for obtaining a sample from a gi+en population( It refers to the te#hni*ue or the pro#edure the resear#her would adopt in sele#ting items for the sample( SampUle Design is determined before data are #olle#ted( he sample is a subset of a unit of a population& #olle#ted as a representation of it( Sampling units are the portion of the population that resear#hers need to target and that represents the whole or entire population(
Sampling Procedure J sampling pro#edure is the wa$ in whi#h we sele#t a sample( In whi#h in#ludes
robabilit$ sampling( )on probabilit$ sampling(
he mar%eting resear#h pro#ess that will be adopted in the present stud$ will #onsist of follows stages
Defining the problems(
De+eloping the resear#h plans(
"olle#tion sour#e of data J mar%eting resear#h re*uires two %inds of data i(e(P primar$ data and se#ondar$ data( rimar$ data are dire#t or first hand data where as se#ondar$ data are alread$ published data(
Anal$Fe the #olle#ted information J this in+ol+es #on+erting raw data into useful information it in+ol+es tabulation of data using statisti#al measures on them for de+eloping and #al#ulating the a+erages(
90
-eport Uresear#h finding presentation J the report with resear#h findings is a formal written do#ument(
A sample si%e of +, employees &as taken so that the conclusion is not #iased and great care &as taken &hile getting the -uestionnaire filled so that the customer does not misunderstan d the -uestion and check the option that is not applica#le) On the &hole. such methodology &as adopted that &ould gi"e accurate results and the study #e a success)
RESEARH DESI-! A!D I!STRUME!T Exploratory
91
-esear#h Design Descriptive Research !esign is a model for gathering formal information( It #alls for #ertain
spe#ifi#ations of methods and pro#edure for obtaining the re*uired information( Research !esign is the arrangement of #onditions for #olle#tion and
anal$sis of data in a manner that aims to #ombine rele+an#e to the resear#h purpose with e#onom$ in the pro#edure( It #onstitutes the blueprint for the #olle#tion& measurement and anal$sis of data(U
In this pro/ect 'uestionnaire. O#ser"ational 0echni-ues are used as the research instrument) 0hese -uestionnaires include Close (nded as &ell as Open (nded -uestions) 0he -uestionnaire is attached at the end of Anne$ure(
DATA OLLETIO! !ata collection is a term used to des#ribe a pro#ess of preparing and #olle#ting
data for e.ample as pa rt of a
pro#ess impro+ement or similar pro'e#t( he
92
purpose of data #olle#tion is to obtain information to %eep on re#ord& to ma%e de#isions about important issues& to pass information on to others( rimaril$& data is #olle#ted to pro+ide information regarding a spe#ifi# topi#( Data #olle#tion usuall$ ta%es pla#e earl$ on in an impro+ement pro'e#t& and is often formalised through a data #olle#tion plan whi#h often #ontains the following a#ti+it$( !( re #olle#tion a#ti+it$ J Agree goals& target data& definitions& methods 2( "olle#tion J data #olle#tion <( resent Cindings J usuall$ in+ol+es some form of sorting V
!( PRIAR1 !A0A* Are those& whi#h are #olle#ted for the first time& and thus happen to be srcinal in #hara#ter( It #an be #olle#ted b$ +arious methods i(e( b$ obser+ation& telephone inter+iew& through s#heduled or self administered *uestionnaire( :eeping in mind the ob'e#ti+e resear#h methods are used( Obser+ation and *uestioning was made to #olle#t primar$ data from both emplo$ees as well as management of the #ompan$( It was to eli#it the information regarding e.isting H-( !( Obser+ational design
-egular wor%ing of staff
Management pro#ess 2( Questionnaire
S(CO2!AR1 !A0A* Se#ondar$ data are those data whi#h ha+e alread$ been #olle#ted b$ someone else li%e 'ournals and publi#ation of the #ompan$( It 93
is #olle#ted through self administrati+e( Do#uments related to manpower re#ruitment& training and Per3or%ance Manage%ent Sy.te% were studied( !(
)ewspapers and 'ournals
2(
ublished data and arti#les
<(
Internet
(
I used #oth kind of source of information) In primary source I asked the -uestion to the employee and in secondary source I search the data on net. in #ooks and in /ournals)
LIMITATIO!S O* STUD" During the wor%ing of the pro'e#t& I fa#ed some problems& whi# h ha+e led to the limitation of the wor%( hese limitations #ould not be #ontrolled e+en after ta%ing enough pre+enting measures( I hope the following limitations would not affe#t the pro'e#t and its anal$sis 94
he main problem fa#ed at the time of stud$ was the shortage of time( Some of the emplo$ees were hesitating to gi+e information due to fear of the management(
A small sample siFe greater probabilit$ that the obser+ation 'ust happened to be parti#ularl$ good or bad( It is harder to find signifi#ant relationships from the data
Some of the emplo$ees were not able to pro+ide their +iews be#ause of their bus$ s#hedule( Ea#h organiFation has different +alues& wor% #ulture and the poli#ies& so in general the result ma$ not appl$ to ea#h situation(
95
E:ten.iCe coCerage o3 Training Progra%%e at RAMADA &" PRIME At -amada the emplo$ees are there assests( he$ belie+e that e+er$ emplo$ee has the potential to ma%e a su##essful& longterm #areer within the #ompan$& upholding the true +alues that ha+e been the foundation for the phenomenal growth of the a' 4roup( He or she is the +er$ reason for there sur+i+al( R a% ad a
Manage%ent
Training
Progra%%e
0Operation.*ood
ProductionHou.ekeeping2'
his intensi+e management training programme prepares $oung people as thorough professionals with the a' 4roup of hotels( Ra%ada Ho.pita)ity Training Progra%%e
he -amada hospitalit$ training 7H8 program has been designed to train the trainees to the le+el of /Super+isor1 in an$ of their operational departments( /3earning #omes b$ doing1& based on this prin#iple the onthe'ob training is build in as +er$ important #omponent of entire program( -e#ruitment for this programme #ommen#es in all %e$ hotels s#hools and graduate #olleges in the #ountr$ in the months of O#tober)o+ember( he program follows a s$stemati# pro#ess in#luding indu#tion& theor$ #lasses& onthe'ob training& e+aluation& appraisals and assessments( Ra%ada Manage%ent Training Progra%%e
Ea#h $ear& the -amada 4roup fortifies its operations fun#tions with raw talent from the best hotel and graduate s#hools in the #ountr$( he group offers the -amada Management raining rogramme 7-M8 managementtraining program #omparable to an MBA in hospitalit$ that moulds $oung budding hotel professionals into future business managers( A t$pi#al #areer path #ould in#lude 'oining as a -amada Management rainee and attaining the position of a general manager of a hotel b$ lateral mo+ements through +arious fun#tions su#h as Human -esour#e& Sales& Cood Be+erage and Cront Offi#e(
96
An !month intensi+e management training programme that prepares for profit #entre management in the -amda 4roup( •
Cirst !2 months& the Management trainee fo#uses on pra#ti#al 7Onthe6ob training8 and theoreti#al e.posure to the fundamentals in hoteliering(
•
)e.t ? months& the management trainee re#ei+es inputs that #ombine elements of management in#luding Management De+elopment& Ar#hite#tural Appre#iation&
Human
-esour#es&
Materials
Management
and
A##ommodation( ? months training as a Shadow ManagerShadow "hef 7mentorship b$ a senior managermentoring #hef8( he program pro+ides edu#ational e.posure and de+elopment #ommensurate with an MBA in hospitalit$( he manage ment trainees are also e.pe#ted to #omplete li+e pro'e#ts during their training period( *ood Production
he -amada Management raining rogramme J Cood rodu#tion is the premier hospitalit$ managementtraining programme for #ulinar$ edu#ation in the #ountr$( he -MCood rodu#tion rogramme fo#uses on #ulinar$ s%ills and the managerial abilit$ to run %it#hen operations( -e#ruitment for this programme #ommen#es in all %e$ hotel s#hools in the #ountr$ in the months of O#tober)o+ember(
It in#ludes •
An !month intensi+e managementtraining programme& whi#h prepares trainee for rofit "entre Management in the -amada 4roup(
•
? months training as a shadow managershadow #hef 7mentorship b$ a senior managermentoring #hef8(
In order to sustain there position of strength in Cood and Be+erage& parti#ipants undergo spe#ialiFation in #uisines of the world( here is a spe#ial emphasis on #reating #hefs with internationall$ a##laimed s%ills( Hou.ekeeping E:ecutiCe DeCe)op%ent Progra%%e 0HEDP2
97
HED is a one $ear intensi+e house%eeping training programme& whi#h prepares trainee for a #areer in house%eeping and a##ommodation in the -amada 4roup( -e#ruitment for this programme #ommen#es in all %e$ hotel s#hools in the #ountr$ in the months of O#tober)o+ember( During the first ? months of the programme& the management trainees undergo te#hni#al training in #lassroom a##ompanied b$ onthe 'ob e.posure( Inputs in#lude interiors& finan#e& human resour#es& ar#hite#tural design& fabri# and st$ling( he ne.t ? months in#lude onthe'ob training in a -amada hotel as an understud$ to a mentoring e.e#uti+e house%eeper( his is an e.#lusi+e /Earn while $ou 3earn1 opportunit$& offering attra#ti+e stipends to programme parti#ipants( •
Stipend U benefits
•
SubsidiFed a##ommodation during the training period(
98
PER*ORMA!E APPRAISAL erforman#e appraisal refers to the assessment of an emplo$eePs a#tual performan#e& beha+iour on 'obs& and his or her potential for future performan#e( It is done generall$ for the purpose of assessing training needs to emplo$ee& to effe#t his promotions and to gi+e him pa$ in#rease& retention or termination( hough there are different methods of performan#e appraisal onl$ one method that is #ommonl$ used in this industr$ is -ating S#ale Method( *or E:a%p)e' In most of the hotels that I +isited the performan#e appraisal is
done on $earl$ basis but in Hotel Imperial ala#e on da$ to da$ basis the briefing of emplo$ee is done( In Or#hid Hotel& the rating s#ales method is used b$ the wa$ of Questionnaire 7!!08(
/a))enge. o3 Per3or%ance Apprai.a) "reate a #ulture of e.#ellen#e that inspires e+er$ emplo$ee to impro+e or
lend himself or herself to be assessed( Align organiFational ob'e#ti+es to indi+idual aspirations( "lear growth paths for talented indi+iduals( ro+ide new #hallenges to re'u+enate #areers that ha+e rea#hed the plateau
stage( Corge a partnership with people for managing their #areers( Empower emplo$ees to ma%e de#isions without the fear of failing( Embed teamwor% in all operational pro#esses( Debureau#ratise the organiFation stru#ture for ease of flow of information(
99
Per3or%ance Apprai.a) Proce.. O!ec"#*es $' Per'$r,ance A++ra#sa
Es"a!#s( $! E:+ec"a"#$ns
Des#&n an A++ra#sa Pr$&ra,,e
A++ra#se Per'$r,ance
Per'$r,ance In"er*#ew se A++ra#sa Da"a '$r A++r$+r#a"e P.r+$ses *ig' Per3or%ance Apprai.a) Proce..
100
JO& E5ALUATIO! 6ob e+aluation refers to the pro#ess of determining the relati+e worth of ea#h 'ob for purpose of establishing satisfa#tor$ wage and salar$ differentials( 6obs are e+aluated on the basis of their #ontent and are pla#ed in the order of their importan#e( In a 'ob e+aluation programme& the 'obs are ran%ed and not the 'ob holders(
Met/od. o3 Jo$ ECa)uation $! E*a.a"#$n
Anay"#ca
?$n
P$#n"<
Fac"$r
Ran#n&
$!<
Ran#n& Me"($/
$,+ar#s$n Me"($/
Me"($/
%ra/#n& Me"($/
*ig' Met/od. o3 Jo$ ECa)uation
hough there are different t$pes of methods a+ailable but the most #ommon method pra#ti#ed in this industr$ is anal$ti#al method and in anal$ti#al method point ran%ing methods is the most appropriate one
(
101
Proce.. o3 Jo$ ECa)uation
O!ec"#*es $' $! E*a.a"#$n
$! Anays#s
$! Descr#+"#$n
$! -+ec#'#ca"#$n
$! E*a.a"#$n Pr$&ra,,e
a&e -.r*ey
E,+$yee ass#'#ca"#$n
*ig' Jo$ ECa)uation Proce..
102
EMPLO"EE RELATIO!S As the name suggest it is all about maintaining relationship with the emplo$ee( It in#ludes all terms that are #on#erned with the emplo$ee li%e emplo$ee remuneration& in#enti+es pa$ments& emplo$ee benefits and ser+i#es& emplo$ee welfare& safet$ and health issue& trade unions et#( Here itPs where the Hmanager #ommuni#ates with emplo$ee about their problems& suggestion and so on( All these steps are followed in order to retain best emplo$ee(
E%p)oyee Re%uneration In most of the hotels& the human resour#e department pla$s a #ru#ial role in determining the remuneration poli#$ of emplo$ees( Cor this the$ ta%e into #onsideration all e.ternal as well as the internal fa#tors( B$ this the$ ha+e to deal with e.ternal fa#tors li%e labour mar%et& going rate& #ost of li+ing& labour unions& labour laws& so#iet$ and the e#onom$ as well as internal fa#tors li%e #ompan$Ps abilit$ to pa$& 'ob e+aluation and performan#e appraisal and the wor%er himself or herself( In hotel industr$ both finan#ial as well as nonfinan#ial methods of remuneration are followed(
IncentiCe. Pay%ent. It is seen that H-D are highl$ in+ol+ed in de#iding the in#enti+es programmes( As this department is in+ol+ed in de#iding the remuneration programmme& the$ are ser+ing as the foundations for most in#enti+e plans( he management of these plans is #ollaborati+e( hese in#enti+es s#hemes are for dire#t wor%ers who wor% in bat#hes& as well as for indire#t wor%ers(
E%p)oyee &ene3it. and SerCice. he H-D has a ma'or role in the de+elopment and management of benefits programs( hese benefits are designed b$ H-D in order to suit the re*uirement of emplo$ee( And further& the$ are sent to the top management for appro+al(
103
hereafter the$ are implemented( hese benefits& whi#h are gi+en to the emplo$ee& are both finan#ial as well as nonfinan#ial( Some of the benefits and ser+i#es& whi#h are pra#ti#ed in the hotel industr$ are as follows
3egall$ re*uired pa$ments
Old age& sur+i+ors& disabilit$ and health insuran#e
or%erPs #ompensation
;nemplo$ment #ompensation
"ontingent and deferred benefits
ension plans
4roup life insuran#e
Si#% lea+e
Maternit$ lea+e
a$ments for time not wor%ed
Na#ations
Holida$s
Noting pa$ allowan#es
E%p)oyee ,e)3are 3abour welfare refers to ta%ing #are of the well being of wor%ers b$ emplo$ers& trade unions& and go+ernment and nongo+ernment agen#ies( -e#ogniFing the uni*ue pla#e of the wor%er in the so#iet$ and doing good for himher retaining and moti+ating emplo$ees& minimiFing so#ial e+ils& and building up the lo#al reputation of the hotel are the arguments in fa+our of emplo$ee welfare( Hen#e this area has generated one more area for pra#ti#ing of H- roles(
104
Sa3ety and Hea)t/ I..ue Sin#e the hotel industr$& is the ser+i#e industr$& hen#e the safet$ and health aspe#ts of emplo$ee is #on#ern for the organiFation& as emplo$ee are assets of ser+i#e industr$( he whole and soul responsibilit$ of emplo$ee health and safet$ measures lie on the shoulder of H- department( Hen#e su#h t$pes of measures redu#e the #han#es of a##idents(
Trade union. rade unions are +oluntar$ organiFations of emplo$ees or emplo$ers are formed to promote and prote#t their interests through #olle#ti+e a#tion( "ontrar$ to popular per#eption& unions are not meant onl$ to organiFe stri%es( heir presen#e is felt in all H- a#ti+ities of an organiFation( ;nions ha+e politi#al affiliations( But some hotels e.perien#e tremendou s pressure from these trade unions whereas in some hotels trade unions are present for name sha%e onl$( he unions& whi#h are present in most of the hotel& are &/artiya +a%gar Sena 7headed b$ S/iC1 Sena8(
105
?>= DE-REE PER*ORMA!E APPRAISAL =K *eed$ack is a pro+en method of helping indi+iduals re+iews their
performan#e he
through
feedba#%
is
the
e$es
t$pi#all$
of
pro+ided
their on
a
wor%ing form
#olleagues(
showing
'ob
s%illsabilitiesattitudinalbeha+ioural #riteria and some sort of s#oring or +alue 'udgement s$stem( he appraisee should also assess themsel+es using the same feedba#% instrument or form(
106
&E!HMAR+I!Ben#hmar%ing is the pro#ess of determining who is the +er$ best& who sets the standard& and what that standard is( In baseball& $ou #ould argue that se+en #onse#uti+e orld Series "hampionships made the )ew 5or% 5an%ees the ben#hmar%( It is done to moti+ate people to impro+e toward that goal( Ben#hmar%ing is usuall$ part of a larger effort& usuall$ a ro#ess -eengineering or Qualit$ Impro+ement initiati+e( Ben#hmar%ing is a management tool that is being applied almost an$where( On#e we de#ide what to ben#hmar%& and how to measure it& the ob'e#t is to figure out how the winner got to be the best and determine what we ha+e to do to get there(
107
*UTURE ROLE O* HUMA! RESOURE I! HOTEL I!DUSTR" Ser+i#e *ualit$ and produ#ti+it$ were the most #ru#ial #ompetiti+e issues fa#ing these
firms(
hen
as%ed
to
different
hotels
regarding
strengthening
#ompetiti+eness& >0 per#ent #hoose internal management a#tions& in#luding edu#ating and training emplo$ees& with publi#l$ announ#ing emplo$ee poli#$( And all these pro#edure of implementing su#h tas% is o+er H- shoulder( o a#hie+e a progressi+e& inno+ati+e #ulture within organiFation and to #ope with the #riti#al #hallenges that the future might bring human resour#es professionals are li%el$ to assume #ertain roles with greater fre*uen#$( hese roles are following
T/e on.u)tant AdCi.or Ro)e'1 In parti#ular& the top human resour#es
e.e#uti+e will in#reasingl$ pla$ a ma'or role in ad+ising the "EO and the top management team about the human resour#es impli#ations of broad organiFational strateg$& both nationall$ and globall$( Curther& the human resour#es department will be #alled upon more and more ad+i#e management at all le+els about the moti+ational& morale and legal impli#ations of +arious present and proposed pra#ti#es and poli#ies(
T/e ata)y.t *aci)itator Ro)e' he human resour#es dire#tors ha+e a
uni*ue opportunit$ to ser+e in a #atal$stfa#ilitator role in stimulating a top management philosoph$& leadership st$le and organiFational #ulture and #limate( It is important that management de+elops a #lear +iew of these interrelated matters and that management is self#ons#ious about them on an ongoing basis( In addition& the human resour#es dire#tor #an ser+e as a resour#e person about these #on#epts and their lin%s to organiFational out#omes su#h as effe#ti+eness& effi#ien#$& de+elopment and parti#ipant satisfa#tion(
T/e Diagno.tic Ro)e' B$ this& the$ are e.pe#ted to identif$ the underl$ing
#auses of an organiFational problem as distin#t from its s$mptoms and to #ome up with solutions J or s$stem for sol+ing the problem that #orrespond
108
with the diagnosis( All too often& programs of +arious %inds& li%e 'ob enri#hment& in#enti+es s$stems& *ualit$ #ir#les and so on& are proposed b$ managers or human resour#es people( what is usuall$ needed is an a##urate des#ription of the problem to be sol+ed& a #areful anal$sis of the d$nami#s of that problem& and a #lose loo% at alternati+e solutions and their re#tifi#ations before a program are implemented(
T/e A..e..%ent Ro)e' One of the most diffi#ult roles for human resour#es
professionals is the assessment role& in whi#h the$ assess the effe#ti+eness of +arious human resour#es pra#ti#es and poli#ies( A #omprehensi+e e+aluation of the effe#ti+eness of +arious human resour#es poli#ies and pra#ti#es is #alled a human resour#es management audit or personnel audit( hese #omprehensi+e human resour#es audit ma$ be used to anal$Fe a wide arra$ of human resour#es pra#ti#es and out#omes(
109
Hyatt. Hu%an Re.ource Strategy' *ocu. @=== H$att has an ambitious plan to find& train& and %eep *ualit$ emplo$ees during the ne.t !0 $ears Co#us 2000( -e#ruitment& training& re#ognition& retention& #ommuni#ations& +olunteerism and #ommunit$ in+ol+ement are important #omponents of the plan( One priorit$ of fo#us 2000 is %eeping tabs of management and line emplo$ees( he H$att Management Manpower In+entor$ is a program to %eep tra#% of the lo#ations& performan#e and wage s#ales of more than 000 managementle+el emplo$ees in the #ompan$( he information& whi#h is #ompiled on #omputer at ea#h hotel and sent to #orporate offi#es& in#ludes the emplo$eesP le+el s of interest in promotion& geographi# preferen#e s and the a+ailabilit$ of other emplo$ees to fill their slots if the$ are promoted( One another program pro+ides more statisti#al indi#ators of a propert$Ps su##ess and helps the #orporate and regional staffs identif$ potential personnel problem areas( he strongest #omponent of the fo#us 2000 program is emplo$ee #ommuni#ations( he #hain has alwa$s had #lear& meaningful twowa$ lines of #ommuni#ation( Morgan& #orporate dire#tor of emplo$ee relations& dis#usses H$attPs #ommitment to emplo$ee #ommuni#ations( /e tr$ to share with emplo$ees as mu#h information as possible about the #ompan$ and how itPs performing( Our approa#h is alwa$s to be honest and instill in them a sense of ownership in the #ompan$( hen if the #ompan$ or an indi+idual hotel has a problem& sales are down& for e.ample& we #an openl$ dis#uss the impa#t of the situation and what we #an do together to sol+e it(1
110
*ATS A!D *I!DI!-S *ATS he sample in#luded the following #ategories of emplo$ee !( DEA-ME) ISE DEA-ME)
)O( OC -ESO)DE)S
! Cood rodu#tion 2 CoodandBe+erages
@
< Cront Offi#e
>
= House :eeping
E-"E)A4E 2?(?? 2<(<< !?(??
!0
<<(<<
otal
<0
!00
!( 2( "AE4O-5 ISE S()O EM3O5EES "AE4O-5
)O( OC -ESO)DE)S
E-"E)A4E
!
4SA
20
??(?@
2
4SS
2?(??
<
AM
!
<(<<
DM otal
! <0
<(<< !00
=
111
REOMME!DATIO!S 4 SU--ESTIO!S )o doubt raining is a +er$ powerful tool for the smooth fun#tioning of the organiFation& but it needs to be used with #are in order to deri+e all the benefits( Here are .eCen re#ommendations for getting the best out of this tool ( 3earn about the needs and profi#ien#$ of ea#h and e+er$ emplo$ee before an
organiFation in+ests its effort& time mone$ on training( Its better to identif$ the needs short#omings in an emplo$ee before a#tuall$ imparting training to himher( @( E.perien#ed s%illed trainer& who possesses good amount of %nowledge
understanding about the organiFations ob'e#ti+es& indi+idual abilities the present en+ironment& should gi+e training( ?( A#ti+e parti#ipation from the trainees should be en#ouraged( here should be
a twowa$ #ommuni#ation between the trainer trainee( ( Ceedba#% should be ta%en from the trainees after the training is o+er& so that
the organiFation #omes to %now about the defi#ien#ies in the training program also suggestions to impro+e upon the same( B( Co#us of training should be on priorit$ de+elopment needs and to produ#e
strong moti+ation to bring #hange in emplo$ees( >( he #ost in#urred on the training program should not e.#eed its benefits(
( he method or t$pe of training should be +er$ #autiousl$ sele#ted b$ the
organiFation depending upon the organiFations resour#es an emplo$ees indi+idual need for training( hus& training is a +ital tool to #ope up with the #hanging needs te#hnologies& e+er#hanging en+ironment( It benefits both the organiFation as well as the emplo$ees(
112
O!LUSIO! Crom the whole pro'e#t we ha+e seen that in hotel industr$ the poli#ies and fun#tioning of ea#h hotel is little bit similar to other hotels( 4ood H- poli#$ would be the poli#$& whi#h not onl$ #onsiders all H- fun#tions with proper #are& but also #onsiders all the other fa#tors li%e #ulture of the hotel& t$pes of #ustomers it re#ei+es& the nature of the business and also the pla#e from where it operates( And the hotels& #onsidering all the abo+e fa#tors to a#hie+e the organiFational goal while framing its H- fun#tions is said to ha+e been following good poli #$( Cor e.ample in Ra%ada Hote) & the emplo$ee #are is gi+en first priorit$( In #ase if some of the relati+e of an emplo$ee dies or suffers from some serious disease& the manage r sends all the #olleagues of that emplo$ee to support him and thus manager ma%es himself aware of that emplo$eePs #ondition( his ma%es the emplo$ee feel that management #ares for him( his will definitel$ moti+ate him to wor% in the interest of organiFation( here wor% en+ironment is *uite friendl$ and hen#e emplo$ees #an dis#uss their problems openl$( In small hotels& the H- fun#tions are not that de+eloped( It needs more attention espe#iall$ for the hotels aiming to e.pand their business( he hotels should negle#t the fa#t that the frustration le+el in this industr$ is highest of all industries( he +er$ first disappointment emplo$eePs fa#e that the industr$ is not glamorous the wa$ it was h$ped in #atering #olleges( heir frustration le+el %eeps on rising when the$ go through the following #ir#umstan#es( Emplo$ees do not ha+e time for their personal life( he$ ha+e to do o+ertime for man$ of the reasons and for su#h e.tra time the$ are not e+en paid( Cor e.ample if the waiter APs wor%ing hours are from ? am to 2 pm and at !(<0 pm some guests arri+es on the APs table then A #annot lea+e unless the guest lea+es the table( hus A will be for#ed to do o+ertime till the time those guests are sitting on the table( And for this e.tending period A is not e+en paid( Also in this industr$ number of wor%ing da$s and number of wor%ing hours are higher than an$ other industr$ and also emplo$ees are #ompelled to wor% on Sunda$s and Ban% Holida$s when all the others ha+e holida$s( 0Source RAMADA &" PRIME2 he most frustrating part of
113
this industr$ is the fa#t that besides going through all the frustrations emplo$ees are not paid the amount the$ deser+e( Salar$ paid to them is reall$ low when we #ompare it with their frustration le+el( hus be#ause of these fa#ts most of the emplo$ees lea+es their 'ob( And now when our #ountr$ is tr$ing to de+elop tourism for the de+elopment of our e#onom$& it has be#ome mandator$ for us to pro+ide hotel ser+i#es up to international standards and this is possible onl$ when our hotels are in position to #ope with this frustration le+el of emplo$ees( he$ need to be gi+en proper training and also the #areer opportunities for their future( And first of all the$ should be aware of the fa#ts of this industr$ before the$ 'oin in& so that after entering their frustration le+el would be low as the$ will be prepared for e+er$thing( hus& the responsibilit$ of an H- manager is mu#h higher in this industr$(
114
