A

SUMMER TRAINING REPORT

ON
“TRAINING AND DEVELOPMENT COURTYARD MARRIOTT HOTEL ”

Submitted in partial fulfillment of the requirements of

Master of Business Administration (MBA HR)
Amity University, Gurgaon (Manesar)

Internship Employer

Mr. Rohitkshva ghkai (Training Manager,)

Intern
ASHISH KOHLI

MBA, 3rd semester (A50002314007)

Amity Business School
Amity University
Gurgaon (Manesar)
Session 2014 – 2016

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 DECLARATION

I, hereby affirm that my project entitled “TRAINING AND DEVELOPMENT

COURTYARD MARRIOTT HOTEL” submitted in the partial fulfillment of Masters of
Business Administration from Amity University is my own effort. This work has not been
submitted to any other universities nor has it been published anywhere else.

I would like to declare that the information provided in the project report is accurate and is
not fabricated.

Signature

ASHISH KOHLI

Registration Number: A50002314007

Amity University Gurgaon

Batch: 2014-2016

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 ACKNOWLEDGEMENT
In the partial accomplishment of necessity for MBA program, I have done internship at
Courtyard Marriott Hotel

With profound sense of gratitude and regard, I convey my sincere thanks to my guide and
mentor, for their valuable guidance and the confidence they instilled in that helped me in
successful completion of the project report.

I wish to express my sincere gratitude to my project guide Mr. ROHITASHVA GHAI

under whose guidance the study was undertaken. Without his guidance at each stage of the
project study, the task could not have been accomplished.

This acknowledgment would be incomplete without thanking the college faculty who helped
me in all possible ways their wholehearted co-operation.

Last but not the least I am ever grateful to my friends for their help and support in
completing my project.

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 EXECUTIVE SUMMARY

The global economy of the day has endangered the survival of every organization and in
particular those who want to have a competitive edge over the others. The competitive edge
may be a distant dream in the absence of Superior Quality Products which otherwise is the
function of well-trained employees. Today resources are scarce and have to be used carefully
and trainers of all kinds are required to justify their position and account for their activities.
Training activities, which are ill, directed and inadequately focused, do not serve the purpose
of the trainers. The trainees or the organization hence identification of training needs
becomes the top priority of every progressive organization. Identification of training needs,
if done properly, provides the basis on which all other training activities can be considered
and will lead to multi skilling, fitting people to take extra responsibilities increasing all
round competence and preparing people to take on higher level responsibility in future.

Employee training tries to improve skills, or add to the existing level of knowledge so that
employees is better equipped to do his present job, or to prepare him for higher position with
increased responsibilities. However individual growth is not and ends in itself.
Organizational growth need to be measured along with individual growth. Training refers to
the teaching or learning activities done for the primary purpose of helping members of an
organization to acquire and apply the same. Broadly speaking training is the act of
increasing the knowledge and skills of an employee for doing a particular job. In today’s
scenario change is the order of the day and the only way to deal with it is to learn and grow.
Employees have become central to success or failure of on organization they are the
cornucopia ideas.

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PART - ONE

INTRODUCTION

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1. Background
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet these
requirements, training is not important. When this not the case, it is necessary to raise the
skills levels and increase the versatility and adaptability of employees. It is being increasing
common for individual to change careers several times during their working lives.

The probability of any young person learning a job today and having those skills go
basically unchanged during the forty or so years if his career is extremely unlikely, may be
even impossible. In a rapid changing society employees training is not only an activity that
an organization must commit resources to if it is to maintain a viable and knowledgeable
work force. The entire project talks about the training and development in theoretical as well
as new concepts, which are in trend now.

The highly competitive environment in which businesses operate today requires a skilful
workforce in every organisation in order to remain a successful player in the competitive
game of the industry. One of the main problems which occur in the workplace is the lack of
training. A large number of employees can appear dissatisfied due to being assigned
responsibilities without-having the right knowledge and skills in that area. Training is an
essential process which should be cautiously designed and implemented within all firms.
The overall aim of this dissertation is to assess the importance of trainingin work field. For
many years now human capital has been regarded as vital for the efficient functioning of an
organisation because of its contribution in improving productivity, business performance and
economic growth. Therefore it is important to invest in human resources through training in
order to improve the competitive position of the firm, and because of the enhanced quality,
innovation, continual increased productivity and in turn improved profitability that can be
achieved through this. Throughout this research the training system in courtyard Marriott
hotel will be examined and appropriate recommendations for a more effective training
system will be given where appropriate. The overall aim of this study is to assess the
importance of training in hospitality industry

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2. Goals/Objective of Internship

● To analyze the prevailing trends of training and development with regard to

courtyard Marriott hotel
● To conduct a comparative analysis of the organizations under study and to design a
process model for training
● To analyze the effectiveness of training and development program at courtyard
Marriott hotel
● To focus on training and development as an implementation of strategic planning in
courtyard Marriott hotel

3. Roles/ Jobs performed in Internship

HR Department

1. Study of existing practices for employee training & development.

2. Identification of training needs

3. Types of training carried out by the organizations like in house training,

outside faculty, e-learning, on the job training, counseling etc.

4. Training related to technology, soft skill, behavioural trainings etc.

5. Periodic training calendar.

6. Induction of new employees.

7. Afterwards evaluation of training effects.

8. Concept of repetitive and periodic training.

9. Staff development.

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 PART – TWO
INTRODUCTION OF INDUSTRY AND
COMPANY

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1. Introduction to industry
Indian Hotel Industry:

Over the last decade and half the mad rush to India for business opportunities has intensified
and elevated room rates and occupancy levels in India. Even budget hotels are charging
13.448.9 Rs. The successful growth story of 'Hotel Industry in India' seconds only to China
in Asia Pacific.

'Hotels in India' have supply of 110,000 rooms. According to the tourism ministry, 4.4
million tourists visited India last year and at current trend, demand will soar to 10 million in
2012 – to accommodate 385 million domestic travelers. 'Hotels in India' has a shortage of
160,000 rooms fueling hotel room rates across India. With tremendous pull of opportunity,
India is a destination for hotel chains looking for growth. The World Travel and Tourism
Council, India, data says, India ranks 18th in business travel and will be among the top 5 in
this decade. Sources estimate, demand is going to exceed supply by at least 100% over the
next 2 years. Five-star hotels in metro cities allot same room, more than once a day to
different guests, receiving almost 24-hour rates from both guests against 6-8 hours usage.
With demand-supply disparity, 'Hotel India' room rates are most likely to rise 30% annually
and occupancy to rise by 85%, over the next two years. 'Hotel Industry in India' is eroding
its competitiveness as a cost effective destination. However, the rating on the 'Indian Hotels'
is bullish. 'India Hotel Industry' is adding about 63,000 quality rooms, currently in different

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stages of planning and development and should be ready by 2012. MNC Hotel Industry
giants are flocking India and forging Joint Ventures to earn their share of pie in the race.
Government has approved 300 hotel projects, nearly half of which are in the luxury range.
Sources said, the manpower requirements of the hotel industry will increase from 7 million
in 2002 to 15 million by 2015.

With the 1,124.82 Rs. software services sector pushing the Indian economy skywards, more
and more IT professionals are flocking to Indian metro cities. 'Hotel Industry in India' is set
to grow at 17% a year. This figure will skyrocket in 2010, when Delhi hosts the
Commonwealth Games. Already, more than 50 international budget hotel chains are moving
into India to stake their turf. Therefore, with opportunities galore the future 'Scenario of
Indian Hotel Industry' looks rosy.

India, a country of snow-peaked mountains, palm-fringed beaches, and historic monuments,

is a traveler's paradise. Being a country catering to the tourists around the world, it has all
the facilities required for making the tourism sector a success. This country of Maharajas is
home to the world class hotels in India. India caters to the needs of every pocket. If it has
Palace hotels such as Umaid Bhavan and Jal Mahal, it also has the range of economy hotels.

You have to just name it and India has it. The tourist destinations of India are dotted with
different types of hotels. If in Rajasthan you can relax in the lap of royal luxury, in Mumbai

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you have the budget hotels like Taj Mahal hotel, Le Meridian, Hilton towers,
Intercontinental The Grand Mumbaj etc. New Delhi the capital of India also has a lot of
accommodation options to choose from . It has deluxe hotels such as Ashoka, Oberoi,
Maurya Sheraton etc.

Hotel Industry in India has witnessed tremendous boom in recent years. Hotel Industry is
inextricably linked to the tourism industry and the growth in the Indian tourism industry has
fuelled the growth of Indian hotel industry. The thriving economy and increased business
opportunities in India have acted as a boon for Indian hotel industry. The arrival of low cost
airlines and the associated price wars have given domestic tourists a host of options. The
'Incredible India' destination campaign and the recently launched 'Atithi Devo Bhavah'
(ADB) campaign have also helped in the growth of domestic and international tourism and
consequently the hotel industry.

In recent years government has taken several steps to boost travel & tourism which have
benefited hotel industry in India. These include the abolishment of the inland air travel tax of
15%; reduction in excise duty on aviation turbine fuel to 8%; and removal of a number of
restrictions on outbound chartered flights, including those relating to frequency and size of
aircraft. The government's recent decision to treat convention centres as part of core
infrastructure, allowing the government to provide critical funding for the large capital
investment that may be required has also fuelled the demand for hotel rooms.

The opening up of the aviation industry in India has exciting opportunities for hotel industry
as it relies on airlines to transport 87% of international arrivals. The government's decision
to substantially upgrade 30 regional airports in smaller towns and privatization & expansion
of Delhi and Mumbai airport will improve the business prospects of hotel industry in India.
Substantial investments in tourism infrastructure are essential for Indian hotel industry to
achieve its potential. The upgrading of national highways connecting various parts of India
has opened new avenues for the development of budget hotels in India. Taking advantage of
this opportunity Tata group and another hotel chain called 'Homotel' have entered this
business segment.

According to a report, Hotel Industry in India currently has supply of 111,200 rooms and
there is a shortage of 160,000 rooms fueling hotel room rates across India. According to

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estimates demand is going to exceed supply by at least 100% over the next 2 years. Five-star
hotels in metro cities allot same room, more than once a day to different guests, receiving
almost 24-hour rates from both guests against 6-8 hours usage. With demand-supply
disparity, hotel rates in India are likely to rise by 30% annually and occupancy by 85%, over
the next two years. This will affect the competitiveness of India as a cost-effective tourist
destination.

To overcome, this shortage Indian hotel industry is adding about 62,000 quality rooms,
currently in different stages of planning and development, which should be ready by 2016.

Analysis of hotel industry:

Revenues of Hotel industry in India during the financial year 2007-08 was 6, 234 crores, a
growth of 21.27% over the previous year, primarily driven by foreign tourist arrivals, which
increased by 14.17%. Currently there are some 1,980 hotels approved and classified by the
Ministry of Tourism, Government of India, with a total capacity of about 110,000 hotel
rooms. With tourism industry showing excellent performance, in terms of foreign tourists
arrival and demand outpacing supply, the hospitality industry, is poised to grow at a faster
rate and reach 9,455 crores by 2016. It is estimated that over the next two years 70,000-
80,000 rooms will be added across different categories throughout the country. In the Indian
scenario, the report covers the current trends in the Hotel industry (increase in foreign tourist
arrivals, MNC’s foraying into India, demand supply mismatch getting closer, rise in
Occupancy rates and RevPAR and strong recovery of the Indian economy), its structure
(composition of hotels), key consumer segments (business traveler, leisure traveler, & airline
cabin crew) and value chain. As a part of the derisking model the companies in the Indian
hotel industry are also moving up the value chain to management contracts and co-branding.
The report on Indian Hotel Industry provides an in-depth view of the sector in general and
important aspects of the sector. The report starts with the global hotel industry to give a
perspective of the Indian hotel industry in the global context. The report covers the hotels
industry structure, major players, regulations, growth drivers, issues and challenges, critical
success factors and foreign direct investment trends. An analysis of the industry performance
was made on critical business parameters like Occupancy rates, Revenue Per Available
Room (RevPAR) and Average Room Rates (ARR) and compared with global trends.. The
report also analyses the performance of the industry across major markets, and profiles the

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major players in the industry. Over the last decade and half the mad rush to India for
business opportunities has intensified and elevated room rates and occupancy levels in India.

Global travel increased by 6% in 2013 compared with 2012, crossing tourism forecasts for
the fourth year in succession. Among the various regions, the Middle East registered the
highest growth in arrival of international tourists with 46 million tourists compared with 41
million in 2012, a growth of 14.1%.The opening up of the aviation industry in India has
resulted in exciting opportunities for the hotel industry. The global hotel industry is to give a
perspective of the Indian hotel industry in the global context. The hotels industry structure,
trends in growth of industry turnover, major players, regulations, demand-supply scenario,
growth drivers, issues and challenges, critical success factors and foreign direct investment
trends from Indian perspective. It also gives a glimpse of proposed investments by domestic
and foreign players in the hotel industry of India. The report also covers various emerging
concepts in India such as service apartments, spas, medical tourism, wildlife resorts, cruise
tourism, adventure tourism etc. An analysis of the industry performance is made on critical
business parameters like occupancy rates, revenue per available room (RevPAR) and
average room rates (ARR) and comparisons have been made with global trends.

Booming Indian Hotel Industry Faces Manpower Shortage:

India's hospitality industry is booming. Hundreds of hotels are expected to open in the next
few years. Major U.S.-based international brands, such as Hilton and Marriott, have
announced plans to invest in India. But they may discover good help is hard to find. As
Nilanjana Bhowmick reports from Kolkata, the industry is facing a severe shortage of skilled
manpower. The Indian travel and tourism sector is currently a $100 billion industry. The
World Travel and Tourism Council says that over the next decade the size of the industry
will nearly triple. Business visitors and tourists to India are surprised to frequently find no
room at the inn. And when there are vacancies, the rates at the better hotels rival or exceed
those found in New York, London or Tokyo. That is because there is typically a demand
nationwide for nearly a quarter of a million rooms, far beyond the 90,000 currently
available. Staffing those hotels is a constant challenge for hoteliers. India's government-run
and private Nector hotel management institutes each year graduate more than 10,000
students. But the supply can hardly keep pace with the demand. Industry analysts estimate
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that by 2016, just the premium slice of the hospitality industry in India will require more
than 50,000 trained employees. Natwar Nagar, of HVS International, an organization that
predicts hospitality industry trends, says India lacks the personnel to meet the high demand.
"The bright and educated younger generation of the country has never considered [the] hotel
industry as a future employment option," said Nagar. "The traditional service industry of
India has never witnessed growth like this before and hence it is not equipped to handle it."
Trained hospitality workers are also in demand overseas, making it even more difficult for
the domestic hotels to find enough qualified clerks, bellhops, waiters and maids. An operator
of one placement agency in Mumbai, Ali Rajan, says he sends more than 1,000 candidates
abroad every year. "The hotel industry is the most poorly paid industry in India," he said.
"As such, skilled people often prefer to work abroad. Apart from the money, the growth
opportunity is also greater." Chef Anil Singh has opted to work abroad rather than stay in
India. He says money is not the only consideration. "There is a lack of respect in our
country. If my superior is an Indian he will treat me like a downtrodden and inferior person,"
he said. "There are a lot much discrimination that limit growth opportunities here." Singh
says he expects that by working abroad he will be able to earn enough money to establish his
own small hotel when he returns to India. Anirban Shimlai of the upscale Park Hotel in
Kolkata says even when he is able to find newly-graduated chefs they are frequently lacking
in the basic skills. "There have been hotel management institutes mushrooming all over the
country," he said. "However, they somehow get affiliation with foreign universities and top
notch catering colleges and go about the course in a short-cut way." Shimlai says the
quickly-trained workers may not be cut out for a hospitality career. "There is no proper
training or induction or a proper understanding of the hotel industry. As a result there is
faster burnout as people is clueless about what to expect, leading to a high rate of attrition,"
he added. The Indian government plans to declare the hospitality industry a priority sector,
which would allow for 100 per cent foreign direct investment. But that still will not solve the
biggest challenge facing the industry: how to find and retain enough qualified staff in the
years ahead.

Main Features of Indian Hotel Industry:

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The main features in tourism are particularly important in hotel industry since the offer
needs to follow trends closely and continually adapt to the demands and needs of the modern
tourist. The business and developmental philosophy of modern tourism on the whole is
directed mainly towards the tourist, the spender and his contentment. In that sense, when
devising plans for the development of hotel industry, the key is in understanding long-term
leading trends and features of hotel industry, resulting from the total social, economic and
technological changes of civilization. The main features of trends in Hotel and Tourism
demand and the expected trends of tourist demand in the future.

 A complete recognizance of tourism, especially when considering the concept of

sustainable development and important issues like diminishing poverty;
 Integration of tourism in national development programs and strategies
 To diminish poverty; • sustain successful governments by giving shareholders,
especially those on the local level, timely information and clearly defined
responsibilities;
 Mobilize domestic sources in cooperation with financial institutions, micro creditors
and providers of business services, which will stimulate further development of the
local private sector in order to aid the tourist programs of the community and
programs of small and medium enterprises in the tourist sector;
 Encourage large national and multinational companies to act in less developed
countries within the concept of sustainable development and to continuously adopt
strong measures of social responsibility towards local communities and to undertake
various measures in order to lower the rate of unemployment;
 Take care of social and cultural dimensions of tourism, implement the Global ethical
codex of tourism and keep struggling against the exploit of children in tourist
industry;
 Encourage co-operation between the public and private sectors to develop
infrastructure in order to stimulate tourism and obtain the necessary conditions for
political stability, peace and allocation of public goods;
 Give greater priorities to the development of tourism.

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The goals are the following: regulation of property relations and termination of the
privatization process of hotels, lasting protection, implementation and respect of high
ecological standards and long term sustainable valorization of tourist potentials, education of
management and all employees is tourism, raising the quality of all accommodation
capacities, basic and complementary, and the adjustment of the criteria of quality to the
international standards, the entrance of known international hotel brands on the Croatian
market, a more efficient distribution and usage of modern trends in communication and
marketing. The business operations of hotel industry in Croatia were conducted in very
difficult and unstable conditions in the 90ies. The years to come can expect better results in
hotel industry, first of all because of increasing investments in the renovation and
refurbishing of new hotels, improvements in roads infrastructure, renovation of most tourist
resorts, activities on promoting tourism, intensifying of air traffic. These are all factors that
influenced the increasing turnover in the hotel industry in 2008. The basic problems of
tourism and hotel industry are the inadequacy of the tourist product to the demands of the
modern tourist market and an irrational expenditure, which leads to an internal inefficiency.
The business operations within the boundaries of a short season cause the average yearly
occupancy rate of hotels and the level of hotel income to be much lower than that of the
international competition. With their rigidity, the external conditions in which the hotel
industry in operates (VAT rate of 22%, above average input prices, overrated domestic
currency exchange rate) exceed the internationally comparable standards of burden.
According to the data provided by the Central Bureau of Statistics, there is a continuous
growth of tourist turnover and the number of arrivals and over nights. In 2012 tourism had
51.421.000 overnights, i.e. 7,58% more than in 2013 or 10,26% more than in 2011. In the
data for 2013, domestic tourist account for 10,57% while foreign tourists account for
89,43%. According to the countries of origin, India has the lead with 23,92%, followed by
Italy with 12,39%, Slovenia 11,09%, Czech Republic 8,81%, Austria 8,17%, Hungary, the
Netherlands, Poland and Great Britain. The most overnights in all three observed years were
recorded in the group of hotels, villas and apart hotels. In 201, the most overnights were
recorded in the same group (29,1%), which shows the importance of hotel industry in India.
The next group, according to the number of overnights, is camps, private rooms and
apartments.

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Introduction of the company
Marriott International, Inc., is a global leading lodging company with more than 4,200
properties in 79 countries and territories. Marriott International reported revenues of nearly
$14 billion in fiscal year 2014. Founded by J. Willard and Alice Marriott and guided by
Marriott family leadership for nearly 90 years, the company is headquartered in Bethesda,
Maryland, USA.

Our Business

Marriott International, Inc. (MAR) offers the advantages of a strong balance sheet, sound
management and a record of industry leadership. Our business model, brands, senior leaders,
and a deeply-ingrained service culture have firmly established Marriott as a leading
performer.

Our core values make us who we are. As we change and grow, the beliefs that are most
important to us stay the same—putting people first, pursuing excellence, embracing change,
acting with integrity and serving our world. Being part of Marriott International means being
part of a proud history and a thriving culture.

We Put People First

"Take care of associates and they will take care of the customers."

This is our founder’s philosophy and it has made Marriott International a great place to work
for more than 85 years. Our people first culture has consistently earned us awards and
recognition around the globe. Giving associates opportunities to grow and succeed is part of
the company’s DNA.

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We Pursue Excellence

Our dedication to the customer shows in everything we do.

Marriott’s reputation for superior customer service dates back to J. Willard Marriott’s
original goal for his business: “good food and good service at a fair price.” We take pride in
the details—every day, in every destination worldwide.

We Embrace Change

Innovation has always been part of the Marriott story.

The Marriott family helped shape the modern hospitality industry. We’re driven to
continually challenge the status quo and anticipate our customers’ changing needs with new
brands, new global locations and new guest experiences.

We Act with Integrity

How we do business is as important as the business we do.

We hold ourselves to uncompromising ethical and legal standards. This extends to our day-
to-day business conduct, our employee policies, our supply chain policies, our

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environmental programs and practices, and our commitment to human rights and social
responsibility.

We Serve Our World

Our “spirit to serve” makes our company stronger.

We support the communities where we live and work. Marriott International focuses on five
global social issues: poverty alleviation, the environment, community workforce
development, the wellbeing of children, and global diversity and inclusion.

1.1 Mission/Purpose/Objectives/Goals of the company

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VISION

“In the 85 years since the company’s inception, Marriott has established a culture and a
tradition of innovation, service and leadership.”

1.2 Major products of the company

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21
1.3 Organizational structure of the company

Organisation's general and competitive environment

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 1.4 SWOT ANALYSIS:

Strength
1. Top notch service and excellent customer service
2. Global presence –420+ hotels globally in over 75 countries
3. Goodwill from Employees and customers
4. They offer really go deals and promotional offers hence attracting more customers
5. Parent group adds to brand value
6. High Brand Recall
Weakness
1. The brand name comes with a perception of being expensive
2. Current economic status is bound to take a toll on spending power
3. Still trying to establish itself in the emerging economies
Opportunities
1. Using current economic scenario to increase clientele through special packages
2. Expansion of the global tourism market
3. Travelers are looking for novel destinations
Threats
1. Shift from 4-5 star hotels to lower ones
2. Terrorism events affects the tourism
3. Huge number of strong competitors

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PART – THREE
PRESENTATION OF THE MAJOR PROJECTS
UNDERTAKEN

24
1. Conceptual Framework
1.1 Literature review
Training & Development

In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including employee
development, human resource development, and learning and development Harrison
observes that the name was endlessly debated by the Chartered Institute of Personnel and
Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer
and employee for those who refer to their employees as "partners" or "associates" to be
comfortable with. "Human Resource Development" was rejected by academics, who
objected to the idea that people were "resources" — an idea that they felt to be demeaning to
the individual. Eventually, the settled upon "Learning and Development", although that was
itself not free from problems, "learning" being an over general and ambiguous name.
Moreover, the field is still widely known by the other names. Training and development
encompasses three main activities: training, education, and development. Garavan, Costine,
and Heraty, of the Irish Institute of Training and Development, note that these ideas are often
considered to be synonymous. However, to practitioners, they encompass three separate,
although interrelated, activities:

Training

This activity is both focused upon, and evaluated against, the job that an individual currently
holds.

Education

This activity focuses upon the jobs that an individual may potentially hold in the future, and
is evaluated against those jobs.

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Development

This activity focuses upon the activities that the organization employing the individual, or
that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources,
and performance. The participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the providers are specialists in the
field. Each of these groups has its own agenda and motivations, which sometimes conflict
with the agendas and motivations of the others. The conflicts are the best part of career
consequences are those that take place between employees and their bosses. The number one
reason people leave their jobs is conflict with their bosses. And yet, as author, workplace
relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look stupid." Training an
employee to get along well with authority and with people who entertain diverse points of
view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone
won't compensate for a sour relationship with a superior, peer, or customer.

26
1.2 Theoretical Framework

Importance of Training & Development

· Optimum Utilization of Human Resources- Training and development helps in

optimizing the utilization of human resource that further helps the employee to achieve the
organizational goals as well as their individual’s goals.

· Development of Human Resource- Training and development helps to provide an

opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.

· Development of Skills of Employees- Training and development helps in increasing the

job knowledge and skill of employees at each level. It helps to expand the horizons of
human intellect and an overall personality of the employees.

· Organization Climate.

· Quality.

· Healthy Work-Environment.

· Health and Safety.

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training. The various
methods that come under cognitive approach are:

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Lecture- A method training

It is one of the oldest methods of training. This method is used to create understanding of a
topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral
form. Lecture is telling someone about something.

Demonstration training method

This method is a visual display of how something works or how to do something. As an

example, trainer shows the trainees how to perform or how to do the tasks of the job. In
order to be more effective, demonstration method should be accompanied by the discussion
or lecture method.

Discussion training method

This method uses a lecture to provide the learners with context that is supported, elaborated,
explain, or expanded on through interactions both among the trainees and between the
trainer and the trainees. The discussion method consists a two-way flow of communication
i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is
conveyed back by trainees to trainer.

Computer based training

With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turns, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to accomplish those goals.

Behavioral methods are more of giving practical training to the trainees. The various
methods under behavioral approach allow the trainee to behave in real fashion. These
methods are best used for skill development. The various methods that come under
behavioral approach are:

· Games and Stimulation

➢ Behavior-Modeling

➢ Business Games

➢ Case Studies

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➢ Equipment Stimulators

➢ In-Basket Technique

➢ Role Play

On The Job Training

There are many management development techniques that an employees can take in off the
job.

The few popular methods are:

➢ Sensitivity training

➢ Transactional analysis

➢ Straight lecture/ lectures

➢ Simulation exercise

Training and Development Method Adopted by Courtyard Marriott hotel

The training methods which are generally used in an organization are classified into two i.e

1-On the Job: On the job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that
either are difficult to simulate or can be learn quickly by watching and doing on-the job
training makes sense.

2- Off the Job: Off-the-job training covers a number of techniques classroom lectures,
films, demonstration, case studies and other simulation exercises, and programmed
instruction.

Inputs in Training and Developments

Any training and development program must contain inputs which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look into distant future. In
addition to these, there is a need to impart ethical orientation, emphasize on attitudinal
changes and stress upon decision-making and problem-solving abilities.

Skills
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Training, as was stated earlier, is imparting skills to employees. A worker needs skills to
operate machines, and use other equipments with least damage or scrap. This is a basic skill
without which the operator will not be able to function. There is also the need for motor
skills. Motor skills refer to performance of specific physical activities. These skills involve
training to move various parts of one’s body in response to certain external and internal
stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a
ball and driving a car. Motor skills are needed for all employees – from the clerk to the
general manager. Employees, particularly supervisors and executives, need interpersonal
skills popular known as the people skills. Interpersonal skills are needed to understand one
self and others better, and act accordingly. Examples of interpersonal skills include listening,
persuading, and showing an understanding of others’ feelings.

Education

The main purpose of Asian Handicraft is to provide education to teach theoretical concepts
and develop a sense of reasoning and judgment. That any training and development program
must contain an element of education is well understood by HR specialist. Any such
program has university professors as resource persons to enlighten participants about
theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or
encourage employees to do courses on a part time basis. Chief Executive Officers (CEO’s)
are known to attend refresher courses conducted by business schools. Education is important
for managers and executives than for lower-cad reorders.

Development

Another component of a training and development is development which is less skill

oriented but stressed on knowledge. Knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the like is useful
for better management of the company.

Ethics

There is need for imparting greater ethical orientation to a training and development
program. There is no denial of the fact that ethics are largely ignored in businesses.
Unethical practices abound in marketing, finance and production function in an organization.
They are less see and talked about in the personnel function. If the production, finance and
marketing personnel indulge in unethical practices the fault rests on the HR manager. It is
30
his/her duty to enlighten all the employees in the organization about the need of ethical
behavior.

Training Benefits at Courtyard Marriott hotel

 Leads to improved profitability and/or more positive attitudes towards profit

orientation.
 Improves the job knowledge and skills at all levels of the organization
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves relationship between boss and subordinate.
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more effective decision-making and problem-solving skill.
 Aids in increasing productivity and/or quality of work.
 Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
 Develops a sense of responsibility to the organization for being competent and
knowledgeable.
 Improves Labor-management relations.
 Reduces outside consulting costs by utilizing competent internal consultation.
 Stimulates preventive management as opposed to putting out fires.
 Eliminates suboptimal behavior (such as hiding tools).
 Creates an appropriate climate for growth, communication.
 Aids in improving organizational communication.

Training and Development as Source of Competitive Advantage

Asian Handicraft derives competitive advantage from training and development. Training
and development program, as was pointed out earlier, help remove performance deficiencies
in employee. This is particularly true when –

(1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,

(2) The individual(s) involved have the aptitude and motivation need to learn to do the job
better, and

(3) Supervisors and peers are supportive of the desired behaviors.

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Training & Development offers competitive advantage to Asian Handicraft by removing
performance deficiencies; making employees stay long; minimized accidents, scraps and
damage; and meeting future employee needs. There is greater stability, flexibility, and
capacity for growth in an organization. Training contributes to employee stability in at least
two ways. Employees become efficient after undergoing training. Efficient employees
contribute to the growth of the organization. Growth renders stability to the workforce.
Further, trained employees tend to stay with the organization. They seldom leave the
company. Training makes the employees versatile in operations. All rounder’s can be
transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is
reflected in increased profits from year to year. Who else but well-trained employees can
contribute to the prosperity of an enterprise? Accidents, scrap and damage to machinery and
equipment can be avoided or minimized through training. Even dissatisfaction, complaints,
absenteeism, and turnover can be reduced if employees are trained well. Future needs of
employees will be met through training and development program. Organizations take fresh
diploma holders or graduates as apprentices or management trainees. They are absorbed
after course completion. Training serves as an effective source of recruitment. Training is an
investment in HR with a promise of better returns in future. In Asian Handicraft training and
development pays dividends to the employee. Though no single training program yields all
the benefits, the organization which devotes itself to training and development enhances its
HR capabilities and strengthens its competitive edge. At the same time, the employee's
personal and career goals are furthered, generally adding to his or her abilities and value to
the employer.

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T&D Objectives

The principal objective of training and development division is to make sure the availability
of a skilled and willing workforce to an organization. In addition to that, there are four
other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational Objectives assist the organization with its primary objective by bringing
individual effectiveness.

Functional Objectives maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives ensure that an organization is ethically and socially responsible to then
needs and challenges of the society.

Need of Training:

After employees have been selected for various positions in an organization, training them
for the specific tasks to which they have been assigned assumes great importance. It is true
in many organizations that before an employee is fitted into a harmonious working
relationship with other employees, he is given adequate training. Training is the act of
increasing the knowledge and skills of an employee for performing a particular job. The
major outcome of training is learning. A trainee learns new habits, refined skills and useful
knowledge during the training that helps him improve performance. Training enables an
employee to do his present job more efficiently and prepare himself for a higher-level job.
The essential features of training may be stated thus:

 Increases knowledge and skills for doing a particular job; it bridges the gap between
job needs and employee skills, knowledge and behaviors
 Focuses attention on the current job; it is job specific and addresses particular
performance deficits or problems

33
  Concentrates on individual employees; changing what employees know, how they
work, their attitudes toward their work or their interactions with their co-workers or
supervisors

 Tends to be more narrowly focused and oriented toward short-term performance

concerns.

Training is needed to serve the following purposes:

 Newly recruited employees require training so as to perform their tasks effectively.

Instruction, guidance, coaching help them to handle jobs competently, without any
wastage.
 Training is necessary to prepare existing employees for higher-level jobs
(promotion).

 Existing employees require refresher training so as to keep abreast of the latest

developments in job operations. In the face of rapid technological changes, this is an
absolute necessity.

 Training is necessary when a person moves from one job to another (transfer). After
training, the' employee can change jobs quickly, improve his performance levels and
achieve career goals comfortably

 Training is necessary to make employees mobile and versatile. They can be placed
on various jobs depending on organizational needs.

 Training is needed to bridge the gap between what the employee has and what the
job demands.

Training is needed to make employees more productive and useful in the long-run.

Training is needed for employees to gain acceptance from peers (learning a job quickly and
being able to pull their own weight is one of the best ways for them to gain acceptance).

Importance:

34
Training offers innumerable benefits to both employees and employers. It makes the
employee more productive and more useful to an organization. The importance of training
can be studied under the following heads:

Benefits to the business:

Trained workers can work more efficiently. They use machines, tools, and materials in a
proper way. Wastage is thus eliminated to a large extent.

There will be fewer accidents. Training improves the knowledge of employees regarding the
use of machines and equipment. Hence, trained workers need not be put under close
supervision, as they know how to handle operations properly.

Trained workers can show superior performance. They can turn out better performance.
They can turn out better quality goods by putting the materials, tools and equipment to good
use.

Training makes employees more loyal to an organization. They will be less inclined to leave
the unit where there are growth opportunities

Benefits to the employees:

Training makes an employee more useful to a firm. Hence, he will find employment more
easily.

Training makes employees more efficient and effective. By combining materials, tools and
equipment in a right way, they can produce more with minimum effort.

Training enables employees to secure promotions easily. They can realise their career goals
comfortably.

Training helps an employee to move from one organization to another easily. He can be
more mobile and pursue career goals actively.

Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence.
They will be more satisfied on their jobs. Their morale would be high.

35
Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction
and lower labour turnover. Also, it can enable employees to cope with organizational, social
and technological change. Effective training is an invaluable investment in the human
resources of an organization.

Learning Principles: The Philosophy of Training

Training is essential for job success. It can lead to higher production, fewer mistakes, greater
job satisfaction and lower turnover. These benefits accrue to both the trainee and the
organization, if managers understand the principles behind the training process. To this end,
training efforts must invariably follow certain learning-oriented guidelines.

Modelling

Modeling is simply copying someone else's behavior. Passive classroom learning does not
leave any room for modeling. If we want to change people, it would be a good idea to have
videotapes of people showing the desired behavior. The selected model should provide the
right kind of behavior to be copied by others. A great deal of human behaviour is learned by
modelling others. Children learn by modelling parents and older children, they are quite
comfortable with the process by the time they grow up. As experts put it. "managers tend to
manage as they were managed"

Motivation

For learning to take place, intention to learn is important. When the employee is motivated,
he pays attention to what is being said, done and presented. Motivation to learn is influenced
by the answers to questions such as: How important is my job to me? How important is the
information? Will learning help me progress in the company? etc. People learn more quickly
when the material is important and relevant to them. Learning is usually quicker and long-
lasting when the learner participates actively. Most people, for example, never forget how to
ride a bicycle because they took an active part in the learning process.

Reinforcement

If a behavior is rewarded, it probably will be repeated. Positive reinforcement consists of

rewarding desired behaviors. People avoid certain behaviors that invite criticism and
36
punishment. A bank officer would want to do a postgraduate course in finance, if it earns
him increments and makes him eligible for further promotions. Both the external rewards
(investments, praise) and the internal rewards (a feeling of pride and achievement)
associated with desired behaviors compel subjects to learn properly. To be effective, the
trainer must reward desired behaviors only. If he rewards poor performance, the results may
be disastrous: good performers may quit in frustration, accidents may go up, and
productivity may suffer. The reinforcement principle is also based on the premise that
punishment is less effective in learning than reward. Punishment is a pointer to undesirable
behaviors. When administered, it causes pain to the employee. He mayor may not repeat the
mistakes. The reactions may be mild or wild. Action taken to repeal a person from
undesirable action is punishment. If administered properly, punishment may force the trainee
to modify the undesired or incorrect behaviors.

Feedback

People learn best if reinforcement is given as soon as possible after training. Every employee
wants to know what is expected of him and how well he is doing. If he is off the track,
somebody must put him back on the rails. The errors in such cases must be rectified
immediately. The trainee after learning the right behaviour is motivated to do things in a
'right' way and earn the associated rewards. Positive feedback (showing the trainee the right
way of doing things) is to be preferred to negative feedback (telling the trainee that he is not
correct) when we want to change behaviour.

Spaced Practice

Learning takes place easily if the practice sessions are spread over a period of time. New
employees learn better if the orientation programme is spread over a two or three day period,
instead of covering it all in one day. For memorizing tasks, 'massed' practice is usually more
effective. Imagine the way schools ask the kids to say the Lord's prayer aloud. Can you
memorise a long poem by learning only one line per day? You tend to forget the beginning
of the poem by the time you reach the last stanza. For 'acquiring' skills as stated by Mathis
and Jackson, spaced practice is usually the best. This incremental approach to skill
acquisition minimises the physical fatigue that deters learning.

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2. Methodology

Secondary Data: The relevant data that would be collected through secondary research will
be collected from:

 Websites through internet

 Published articles in the newspapers, magazines, journals, and

 Books.

Primary Data: Primary Sources are those sources from which the information is gathered
for the first time. Information is gathered by the researcher himself. Primary data will be
collected through questionnaires and informal interviews.

Tools Used: Pie Chart & Bar Diagram

Sampling Method: Qualitative convenient sampling method would be used for the
proposed research.

Sample Size: 50

Target Audience: Employees of courtyard Marriott hotel

4. Presentation and analysis of projects:

The presentation and analysis of the project is the main part of the intern report. This part
consists of all the findings and analysis of the report.

38
4.1 Analytical presentation of project:
Q1. Please tell me for how many years you have been working in this organization?

21% respondents replied that they have been working in the organization from 4 to less than
6 years however 29% respondents replied that they have been working in the organization
from less than 2 years

39
Q2. How many training programs have you attended in last 5 years?

36% respondents replied that they have attented 5 to 10 training programs in last 5 years
however 13% respondents replied that they have attended 10 to 15 training programs in last
five years.

40
Q3. The training program objectives were known to you before attending it

32% respondents were strongly agreed however 9% respondents were disagreed with the
above statement

41
Q4. The training program was relevant to your developmental needs

26% respondents were strongly agreed however 15% respondents were disagreed with the
above statement

42
Q5. The period of training session was sufficient for the learning

25% respondents were strongly agreed however 19% respondents were disagreed with the
above statement

43
Q6. The training methods used during the training were effective for understanding
the subject

27% respondents were strongly agreed however 18% respondents were disagreed with the
above statement

44
Q7. The training sessions were exciting and a good learning experience

22% respondents were strongly agreed however 17% respondents were disagreed with the
above statement

Q8. The training aids used were helpful in improving the overall effectiveness of the
program
45
29% respondents were strongly agreed however 12% respondents were disagreed with the
above statement

Q9. The training was effective in improving on- the- job efficiency

46
25% respondents were strongly agreed however 12% respondents were disagreed with the
above statement

Q10. The training given is useful to you

47
20% respondents were strongly agreed however 20% respondents were disagreed with the
above statement

Q11. Your organization considers training as a part of organizational strategy

48
29% respondents were strongly agreed however 12% respondents were disagreed with the
above statement

Q12. Lack of interest by the staff is the important barrier to training and development
in your organization

49
26% respondents were strongly agreed however 20% respondents were disagreed with the
above statement

Q13. Time & Money are the important barriers to training and development in your
organization

50
28% respondents were strongly agreed however 12% respondents were disagreed with the
above statement

Q14. Too many gaps between the sessions are the major challenge you face during the
training

51
32% respondents were strongly agreed however 10% respondents were disagreed with the
above statement

Q15. Boring sessions are the major challenge you face during the training

52
23% respondents were strongly agreed however 17% respondents were disagreed with the
above statement

53
Q16. The time limit of the training program, if increased would make it more effective

30% respondents were strongly agreed however 11% respondents were disagreed with the
above statement

Q17. The participation of workers in training program would help increase its
effectiveness.

54
32% respondents were strongly agreed however 11% respondents were disagreed with the
above statement

4.2 Major Findings

The chief function of businesses in the hospitality industry is to serve people -- whether it's
food, lodging or a combination of these and other services. The importance of employee

55
training and development in hospitality can’t be overstated, because every job ultimately
aims for guest satisfaction. Workers in every facet of hospitality, from dishwashers to
managers and owners, affect the guest experience. Without proper training, employee-guest
encounters can go off track, affecting your bottom line. Training can be expensive, but the
benefits can outweigh the costs involved.

It’s important to begin training your new recruits soon after hire, instructing them on your
standard operating procedures and the specifics of their jobs. Doing so places them on the
right path from the beginning of their employment and thwarts the development of bad
habits. Job training for new hires should go well beyond the initial orientation, which
typically focuses on your company policies and employee benefits; consistent training can
contribute considerably to the advancement of your organization. When you invest in new
employees by providing learning opportunities, they may be inspired to do more than the
minimum required of them. Adequate and appropriate training furthers your ability to
determine the potential superstars who might be shaped into leaders. And focused training
has a trickle-down effect: New employees learn from well-trained workers optimum ways to
advance customer satisfaction. Human resources professionals, seasoned employees or
consultants can train new workers.

Providing ongoing attention to training and development affects your business’s ability to
remain competitive. Hospitality is fast paced and constantly evolving. The best way to beat
your competitors may be through ensuring your employees' expertise in performing the day-
to-day necessities, such as maintaining exceptionally high levels of housekeeping or making
sure front desk employees are adept with computers and other technological tools required in
their jobs. Frequently revisiting customer service training, such as how to address visitors in
both positive and negative situations, can ensure your guests enjoy their stay and depart with
plans to return.

1. Conclusion and suggestions

Conclusion:

56
  Training is considered as a positive step towards augmentation of the knowledge
base by the respondents.
 The objectives of the training programs were broadly known to the respondents prior
to attending them.
 The training programs were adequately designed to cater to the developmental needs
of the respondents.
 Some of the respondents suggested that the time period of the training programs were
less and thus need to be increased.
 Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programs.
 Some respondents believe that the training sessions could be made more exciting if
the sessions had been more interactive and in line with the current practices in
the market.
 The training aids used were helpful in improving the overall effectiveness of the
training programs.
 The training programs were able to improve on-the-job efficiency.
 Some respondents also recommended that the number of training programs be
increased

Suggestions:

On the basis of survey through questionnaire, I hereby humbly propose my recommendation

to carry out further improvement in existing training and development activities in
Courtyard Marriott hotel.

 Efforts for making training and development formats user friendly should be kept
continued.
 The organization may utilize both subjective and objective approach for the
training programs.
 The organization may consider deputing each employee to attend at least one
training programs each year.
 The In-house training programs will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing
the training.
 The organization can also arrange part time training programs in the office premises
for short durations, spanning over a few days, in order to avoid any interruption in
the routine work.

57
 The organization can arrange the training programs department wise in order to give
focused attention towards the departmental

58
 PART – FOUR
REFLECTION OF THE INTERNSHIP

59
APPENDIX

60
Appendix 1: Questionnaire

Q1. Please tell me for how many years you have been working in this organization?

Less than 2 years

2 to less than 4 years

4 to less than 6 years

More than 6 years

Q2. How many training programs have you attended in last 5 years?

0-5

6-10

10-15

More than 15

Please rate the below from 1 to 5, where 1. Strongly Disagree, 2. Disagree, 3. Neutral, 4
Agree and 5 mean Strongly Agree.

Q3. The training program objectives were known to you before attending it

5 4 3 2 1

Strongly Agree Strongly Disagree

61
Q4. The training program was relevant to your developmental needs

5 4 3 2 1

Strongly Agree Strongly Disagree

Q5. The period of training session was sufficient for the learning

5 4 3 2 1

Strongly Agree Strongly Disagree

Q6. The training methods used during the training were effective for understanding the
subject

5 4 3 2 1

Strongly Agree Strongly Disagree

Q7. The training sessions were exciting and a good learning experience

5 4 3 2 1

Strongly Agree Strongly Disagree

62
Q8. The training aids used were helpful in improving the overall effectiveness of the
program

5 4 3 2 1

Strongly Agree Strongly Disagree

Q9. The training was effective in improving on- the- job efficiency

5 4 3 2 1

Strongly Agree Strongly Disagree

Q10. The training given is useful to you

5 4 3 2 1

Strongly Agree Strongly Disagree

Q11. Your organization considers training as a part of organizational strategy

5 4 3 2 1

Strongly Agree Strongly Disagree

63
Q12. Lack of interest by the staff is the important barrier to training and development in
your organization

5 4 3 2 1

Strongly Agree Strongly Disagree

Q13. Time & Money are the important barriers to training and development in your
organization

5 4 3 2 1

Strongly Agree Strongly Disagree

Q14. Too many gaps between the sessions are the major challenge you face during the
training

5 4 3 2 1

Strongly Agree Strongly Disagree

Q15. Boring sessions are the major challenge you face during the training

5 4 3 2 1

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Strongly Agree Strongly Disagree

Q16. The time limit of the training program, if increased would make it more effective

5 4 3 2 1

Strongly Agree Strongly Disagree

Q17. The participation of workers in training program would help increase its effectiveness.

5 4 3 2 1

Strongly Agree Strongly Disagree

65