DAVID RAJ (REG.NO.12309631009) GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY A PROJECT REPORT Submitted to the DEPARTMENT OF MANAGEMENT STUDIES In partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE MANAGEMENT ANNA UNIVERSITY CHENNAI - 600 025 June 2010 ABSTRACT The study was made at “Taj Coromandel” under the topic of “Employee Welfare Measure (O n Major Specification in Canteen facilities) With Special Reference to “Taj Coroma ndel” Chennai. The Scope of the study is to Understanding some of the initiatives that are incl uded under the facilities in the Associate Restaurant and to analyze whether the company understands more on the drawbacks of the current satisfaction level of the employee’s and also finding out the requirements of the employees too and mak e changes in it. The objective of the study is to identify the critical improvements on the Curre nt Services offering in the Associate Restaurant that will have the greatest imp act on Employee Satisfaction. It also helps in finding out the requirements and factors needs to satisfied the employees and achieve best standards. The type of research design used in this research is descriptive in nature and t he required data is been generated using a research instrument called the Questi onnaire, distributing to the sample size of 100 employee out of 620 employees wi th the simple random sampling. The collected data is been analyzed using the various statistical tools like Chi

-Square ,and graphical method .And after analyzing the data the general and spec ific findings are soughed out through interpretation , suggestions and recommend ations are formulated from the summary of findings. This study reveals that overall satisfying factors given by the organization is made comfortable and better in conditions.

Objective of the Study: Title: Employee Welfare Measure (On Major Specification in Canteen facilities) With Spe cial Reference to “Taj Coromandel”. Primary Objective: • Identify the critical improvements to the Current Services offering in the Assoc iate Restaurant that will have the greatest impact on Employee Satisfaction. Secondary objective: • Understanding some of the initiatives that are included under the facilities in the Associate Restaurant. • To help Organization to understand the satisfaction level of Internal Customer’s, who uses the staff Cafeteria and to develop an aesthetic environment with regard to Food Hygiene practices. • • To come with suggestions and to appreciate the nature of the Employee Welfare in the Organization. Understanding the Role of Management in Welfare activities.

Need for the Study: Through this study the hotel can know the hindrances of the current internal c ustomers with regards to the performance of the staff cafeteria. The hotel also takes the opportunity to identify those factors, which may be responsible for the satisfaction of internal customers in using the staff cafet eria. The internal customers at least will have the confidence that the cafeteria kitchen and food service area are operating to optimum hygiene standards. This can only be achieved through careful management of food safety and hygiene proce dures. This study will help in bringing out changes in current food safety pract ices.

The study paws a way to implement a new strategy which can improve the satis faction level to some external. This study will benefit the hotel by satisfying the internal customer’s and improve domestic food hygiene. This study is carried o ut to trace out the most influencing factors at internal customer satisfaction, whom use the staff cafeteria.

Review of literature: Review of literature has always been very imminent for any resear ch work, be it a purposive study or an abstract study. For my Study also, this L iterature Review helped me a lot in forming a base or a background for my work. In the recent literature on workplace innovations, two competing v iews stand out. One strand of literature emphasizes positive outcomes for employ ees in the form of increased discretion, improved job security, and enhanced job satisfaction. In turn, critics argue that workplace innovations lead to increas ed job intensity and mental strain, and compromise job security. We address thes e issues by using a representative data set on individual employees from Finland . Our results indicate that workplace innovations are mainly associated with ben eficial outcomes for employees. They are consistent with the view that instituti onal features of the Finnish labor market may mediate the outcomes Various literary works like “The Assessment of Motivation in the S aint Paul hotel employee”, Communicating Food Born Disease Risk”,” Food Stamp Nutritio n Education”. Related to the topic were analyzed to find out the ways and means, t he limitations binding the study. And the proceedings with the topic; reports li ke “Food and Duty Administration”. “TEC Boom burns Communications concept testing Safe Food Handling, Am erica attitudes and Behavior”. “Food Safety Survey; summary of major trends in food handling prac tices and consumption of Potentially Risky Foods” helped me in giving a broader vi ew about the subject. Group Studies focusing “Food Safety” gave an idea in staffing the platform for fin ding. Nick John and Ray Pine review the literature relating to consumer studies in fo odservice, an under-represented area in terms of review papers. It is organized into four sections, discussing survey work, experimental studies, and investigat ions relating to economics and geography, and sociological and anthropological r esearch. Many of these articles have been published outside the usual hospitalit y management journals. The review examines the scope of this research, identifyi ng areas of commonality within it, as well as gaps and weaknesses in the body of knowledge on consumer behaviors in the food service industry. The workplace is an important setting for health promotion and prov ides an ideal opportunity for shaping healthy eating patterns in occupational gr

oups for whom inequalities have been identified (DHSS, 1980). Workplace food/hea lth policies provide an intermediate and pragmatic step towards achieving the di etary targets set out in the Government s white paper Health of the Nation and t he most recent COMA report (DoH, 1991, 1992). Food/health policies have been widely adopted in the NHS (Gibson & Kallevik, 1990) and preliminary research suggests that they are an effective mea ns of intervention (Wallis & Poulter, 1988; Frost et al., 1991). Industry has be en slower to link food and health promotion to a policy making process. Surveys imply that action on healthy eating in companies often originates in the occupat ional health department and is based on individualistic approaches with little e nergy being put into preventive activities which would originate in the canteen (Mclnerney & Cooper, 1989; Poulter, 1990).Policies provide a means of balancing the environmental and educational paradigms of health promotion. If food/health policies are to grow in the private sector then industry has to be convinced tha t the benefits justify the costs. Some philanthropic employers are motivated by interests other than financial gain, but others are commercially led. There is l ittle hard evidence to demonstrate that any type of employer-sponsored healthy e ating initiative provides a favorable return for investment. It has been guesst imates and extrapolation from other situations which have provided the justific ation for UK companies to allocate any resources towards addressing food/health issues. In April 1990 the National Grid Company adopted a comprehensive fo od/health policy. This paper draws on the experiences in developing and implemen ting the policy document to discuss the issues around evaluative activity in a c ommercial setting. Views are expressed on the feasibility of measurement and the value of the information collected. One aim of the future should be to research this under-examined area to establis h a solid body of information. This would raise the level of debate from one whi ch is currently based on anecdotal evidence to a sounder scientific footing and, therefore, ensure the future growth of such policies in the corporate sector. All the more, there literary works gave me a perfects platform to s tart with the topic, the gaps I need to fill and the ways and means of handling the subject.

ACKNOWLEGEMENT I would like to express my sincere thanks to our Chairman Dr G.NATARAJAN, Ph.D.,




our member of Secretary Thiru. E.BABU, M.A., D.B.M (Industrialist) and Our Director Prof. J. RAJAGOPALAN, M.Sc., M.Phil, M.I.S.T.E. GOJAN SCHOOL OF B USINESS AND TECHNOLOGY Edapalayam, Chennai – 600 052. For their whole hearted and kind co-operation. A special thanks to our Principal Prof. S. SUNDARAJAN, GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY Edapalayam, Chennai – 600 052. For giving me the opportunity to do this project work. I wish to express my deep sense of gratitude and indebtedness to our Head of the Department and my faculty guide Prof. NEENA RAO, MBA, (Ph.D.,). Department of M anagement Studies, GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY Edapalayam, Chennai – 6 00 052. For granting me permission to carry out this project. I thank our faculty member, of the Department of Management Studies, GOJAN SCH OOL OF BUSINESS AND TECHNOLOGY, Edapalayam, Chennai for his/her encouragement an d valuable guidance provided for the successful completion of this project. My special thanks to Ms. RESHMA JACOB Executive (HR) TAJ COROMANDEL and other st aff members of the organization who spent their precious time in explaining to m e the activities and functions of various HR information. Finally, it is my foremost duty to express my gratitude to my parents and friend s for their moral support and encouragement without which it could not be a comp lete one

C.R.DAVID RAJ DECLARATION C.R.DAVID RAJ (Regd.no: 12309631009) bonafide student of GOJAN SCHOOL OF BUSIN ESS AND TECHNOLOGY, EDAPALAYAM, would like to declare that the project entitled “A STUDY ON EMPLOYEE WELFARE MEASURE (ON MAJOR SPECIFICATION IN CANTEEN FACILITIES ) WITH SPECIAL REFERENCE TO TAJ COROMANDEL ” carried out for the partial fulfill ment of M.B.A degree course of ANNA UNIVERSITY is my original work.

Place: Chennai Date: C.R.DAVID RAJ


CHAPTER 2.1 2.2 2.5 CHAPTER 1.1 1.2 1.3 1.4 CHAPTER 3.2 3.4 3.5



S.NO PARTICULARS PG.NO 1 Table Showing lpavriksha 31,32 2 Table showing ksha 33 3 Table Showing 34 4 Table Showing lpavriksha 35 5 Table Showing alpavriksha 36 6 Table Showing Kalpavriksha 37 7 Table Showing riksha 38 8 Table Showing 39 9 Table Showing Tea in Kalpavriksha 10 Table Showing in Daily Menu 41

the opinion of Respondents on Taste and Quality of Food Ka the opinion of Respondents on the Present Menu in Kalpavri the opinion of Respondents on Usage of Oil in Kalpavriksha the opinion of Respondents on the Quality of Service in Ka the opinion of Respondents on the Facilities provided in K the opinion of Respondents on Cleanliness & Maintenance in the opinion of Respondents on Price rise in Food in Kalpav the opinion of Respondents on Ambience of Kalpavriksha the opinion of Respondents on Vending machine for Coffee & 40 the Opinion of Respondents on specific item to be included

“Employee welfare Measures”

Introduction: As an employer there are implicit responsibilities that may not be covered by employment legislation nor referred to in the contract of emp loyment, but nevertheless are necessary to support the employee/employer relatio nship and ensure the “Welfare” of the employee. The most important is the payment o f wages and organization of payroll, including any pension scheme. Information on how to meet these responsibilities is readily available as these involve gove rnment departments and are mainly administrative. Other implied responsibilitie s relate to “good employer” objectives such as employee involvement and motivation. These require careful consideration and in some cases written policies, for exa mple appraisals and training. Concept of Employee Welfare Measures: Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. E mployee welfare includes monitoring of working conditions, creation of industria l harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for their workers and their families. Labor welfare entails all those activities of employer which are d irected towards providing the employees with certain facilities and services in addition to wages or salaries.

Employee welfare has the following objectives: 1. To provide better life and health to the workers 2. To make the workers happy and satisfied 3. To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers. The basic features of Employee welfare measures are as follows: 1. Labor welfare includes various facilities, services and amenities provid ed to workers for improving their health, efficiency, economic betterment and so cial status. 2. Welfare measures are in addition to regular wages and other economic ben efits available to workers due to legal provisions and collective bargaining 3. Labor welfare schemes are flexible and ever-changing. New welfare measur

es are added to the existing ones from time to time. 4. Welfare measures may be introduced by the employers, government, employe es or by any social or charitable agency. 5. The purpose of labor welfare is to bring about the development of the wh ole personality of the workers to make a better workforce.

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standa rd of living. The important benefits of welfare measures can be summarized as fo llows: • They provide better physical and mental health to workers and thus promote a hea lthy work environment • Facilities like housing schemes, medical benefits, and education and recreation facilities for workers’ families help in raising their standards of living. This m akes workers to pay more attention towards work and thus increases their product ivity. • Employers get stable labor force by providing welfare facilities. Workers take a ctive interest in their jobs and work with a feeling of involvement and particip ation. • Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. The social evils prevalent among the labors as substance, abuse, etc are reduced to a Greater extent by the welfare policies.

Types of Employee welfare measures: Organizations provide welfare facilities to their employees to k eep their motivation levels high. The employee welfare schemes can be classified into two categories viz. statutory and non-statutory welfare schemes.

The statutory schemes are those schemes that are compulsory to prov ide by an organization as compliance to the laws governing employee health and s afety. These include provisions provided in industrial acts like Factories Act 1 948, Dock Workers Act (safety, health and welfare) 1986, Mines Act 1962. The non statutory schemes differ from organization to organization and from industry to industry. STATUTORY WELFARE MESEAURE The statutory welfare schemes include the following provisions: 1. Drinking Water: At all the working places safe hygienic drinking water s hould be provided. 2. Facilities for sitting: In every organization, especially factories, sui table seating arrangements are to be provided. 3. First aid appliances: First aid appliances are to be provided and should be readily assessable so that in case of any minor accident initial medication can be provided to the needed employee. 4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the office and factory premises and are also to be maintained in a neat and clean condition. 5. Canteen facilities: Cafeteria or canteens are to be provided by the empl oyer so as to provide hygienic and nutritious food to the employees. 6. Spittoons: In every work place, such as ware houses, store places, in th e dock area and office premises spittoons are to be provided in convenient place s and some are to be maintained in a hygienic condition. 7. Lighting: Proper and sufficient lights are to be provided for employees so that they can work safely during the night shifts. 8. Washing places: Adequate washing places such as bathrooms, wash basins w ith tap and tap on the stand pipe are provided in the port area in the vicinity of the work places. 9. Changing rooms: Adequate changing rooms are to be provided for workers t o change their cloth in the factory area and office premises. Adequate lockers a re also provided to the workers to keep their clothes and belongings. 10. Rest rooms: Adequate numbers of restrooms are provided to the workers wi th provisions of water supply, wash basins, toilets, bathrooms, etc. NON-STATUTORY SCHEMES Many non statutory welfare schemes may include the following schemes: 1. Personal Health Care (Regular medical check-ups): Some of the companies provide the facility for extensive health check-up 2. Flexi-time: The main objective of the flextime policy is to provide oppo rtunity to employees to work with flexible working schedules. Flexible work sche dules are initiated by employees and approved by management to meet business com mitments while supporting employee personal life needs 3. Employee Assistance Programs: Various assistant programs are arranged li ke external counseling service so that employees or members of their immediate f amily can get counseling on various matters. 4. Harassment Policy: To protect an employee from harassments of any kind, guidelines are provided for proper action and also for protecting the aggrieved employee. 5. Maternity & Adoption Leave – Employees can avail maternity or adoption lea ves. Paternity leave policies have also been introduced by various companies. 6. Medi-claim Insurance Scheme: This insurance scheme provides adequate ins urance coverage of employees for expenses related to hospitalization due to illn ess, disease or injury or pregnancy. 7. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employm

ent in the organization. Employee welfare Funds: Labor welfare refers to all the facilities provided to labor in o rder to improve their working conditions, provide social security and raise thei r standard of living. Majority of labor force in India is working in unorganized sector. In order to provide social security to such workers, Government has int roduced Labor Welfare Fund to ensure assistance to unorganized labors. Five diff erent welfare funds, which are governed by different legislations, are administe red by Ministry of Labor. The purpose of these welfare funds is to provide housi ng, medical care, educational and recreational facilities to workers employed in beedi industry and non-coal mines and cine workers. The five legislations governing welfare funds are as follows: • The Mica Mines Labor Welfare Fund Act, 1946 • The Limestone and Dolomite Mines Labor Welfare Fund Act, 1972 • The Iron Ore, Manganese Ore and Chrome Ore Mines Labor Welfare Fund Act, 1976 • The Cine Workers’ Welfare Fund Act, 1981

Schemes under welfare funds provide assistance with respective to the following: • • • • • • • • • o o Public health and sanitation Housing Recreational (including standard of living) Social security Educational facilities Water supply Transportation Medical facilities (prevention of diseases) Social security Group Insurance Schemes for Beedi and Cine workers Social Security under Mine Workers Welfare Fund.

INDUSTRY PROFILE: History of Industry: The hotel industry is a mature industry marked by intense competition. Market sh are increases typically comes at a competitor’s expense. Industry-wide, most growt h occurs in the international, rather than the domestic, arena. Common American hotel classifications are as follows: Commercial Hotels cater mainly to business clients and usually offer room servic e, coffee-shop, dining room, cocktail lounge, laundry and valet service as well as access to computers and fax services. Airport Hotels are located near airports and are a conveniently located to provi de any level of service from just a clean room to room service and they may prov ide bus or limousine service to the air lines. Conference Centers are designed to specifically provide meeting space from group s; they provide all services and equipment necessary to handle conventions. Economy Hotels provide a limited service and are known for clean rooms at low pr ices meeting just the basic needs of travelers. Suite or All-Suite Hotels are hotels which offer spacious layout and design. Bu siness people like the setting which provides space to work and entertain separa te from the bedroom. Residential Hotels used to be very popular. The typical residential hotel offer s long term accommodations. Casino Hotels are often quite luxurious. Their main purpose is in support of th e gambling operation. Casino hotels often offer top name entertainment and exce llent restaurants. Resort Hotels are the planned destination of guests, usually vacationers. This is because resorts are located at the ocean or in the mountains away from inner cities. Resort hotels may offer any form of entertainment to keep their guests happy and busy. A summary of key events in the history of the industry would include the followi ng: While the practice of renting space to travelers stretches back to antiquity, wh at could be considered the modern concept of a hotel derives from 1794, when the City Hotel opened in New York City. While the practice of renting space was no t new, the City Hotel was purported to be the first building devoted exclusively to hotel operations. For its time, the building was quite large and possessed 73 rooms. Similar operations soon appeared in such nearby cities as Baltimore, Boston and Philadelphia. Interestingly, New York City’s first skyscraper was a hotel - the six story Adelph i Hotel. Hotels took a distinct step up in style and class when the Tremont House opened in Boston in 1829. This hotel was considered by many to be the beginning of wha t was regarded as first class service. With 170 rooms, the Tremont House was a large facility. In addition, the hotel offered features which, for the time, we re amazing. Private single and double rooms were available, which offered not o nly privacy, but also security. In addition to water pitchers and a washing bow l, free soap was provided in each room. The Tremont House offered French cuisin e and, reportedly, was the first hotel to have a Bellboy. In 1908, the Buffalo Statler opened, marking the beginning of the modern commerc ial hotel era. Many services now considered standard were introduced by the Sta tler, including such amenities as a light switch next to the door, private bathe , ice water and a morning newspaper. The Statler set the standard of the day by being clean, comfortable and affordable. The Statler served as the pattern for hotel design and operation for many years. In the 1920’s, hotel building entered a boom phase and many famous hotels were ope

ned, including the Waldorf Astoria, New York’s Hotel Pennsylvania, and the Chicago Hilton and Towers, which was originally named the Stevens. Motels began to replace roadside cabins as use of the automobile spread througho ut society. Offering clean rooms with adjacent parking, motels enjoyed great pop ularity In the 1950’s and 1960’s, the practice of franchising appeared within the industry. Franchising enabled entrepreneurs to expand their operations without the use of substantial capital. For much of their history, hotels were owned and operated by individuals. Howev er, as franchises and chains began to appear, individually owned hotels found th emselves increasingly at a competitive disadvantage. By the 1960’s, independent p rospects began to improve as the result referral organizations such as Quality C ourts, Best Western, Master Host and Best Eastern. From the 1980’s forward, mergers and acquisitions became common within the industr y, and brands become hotly traded commodities. Recently, use of management companies has entered the mainstream. As a result, many chains are more involved in management than in ownership. These chains rea lize a much more predictable and steady income stream than had normally been yie lded by ownership.

COMPANY PROFILE THE HISTORY of TAJ COROMANDEL Mr. D.S. Reddy, our former Managing Director was then the Executive Director of German Telerad, a company based at Germany, when he met Mr. A B Kerkar, ex-Chair man and Managing Director. This was the precursor to a series of meetings betwee n the two that finally took shape as the Taj Coromandel in Chennai. It was decided that Mr D.S. Reddy’s bungalow ‘Chipstead’ on Nungambakkam High Road wou ld be the ideal place for such a World Class Five Star Hotel. Work started on t his Hotel in the early months of 1971 and by April 14th 1974, the Hotel was set to open. The name ‘Taj Coromandel’ itself has a fascinating story behind it. One reason why t he hotel is named so, is because it is situated on the Coromandel Coast. The ot her reason is that it is named after the Coromandel tree (‘Kalpavriksha in Sanskri t). According to mythology, this Coromandel tree has the power to grant any wis h, to a person who is under its shade. It was decided that this would have a met aphorical reference to any guest who visits the Hotel, granting anything the gue st wished for during his stay. A lot of people have also wondered about the marble façade of Taj Coromandel and i ts significance. Why should any hotel spend so much on a marble façade? The truth actually, as very few people have noticed, is that a ‘Coromandel’ tree has been engr aved into this marble. One must see very minutely to note such subtle significan ce. It was to facilitate this sculpture that the hotel was given a marble façade. It has taken all of 26 years for the Taj Coromandel to achieve the status, where

sister Hotels within the group and even rivals, look upon the Taj Coromandel fo r its service standards. Taj Coromandel has time and again found itself as one of the 300 Best Business Hotels in the World, and has been recognised as South India’s finest Hotel. It is also a member of the prestigious association ‘Leading Hotels of the World’. But, t he Management is not resting on laurels as yet. A large sum of money is being pu t into a thorough renovation and refurbishment project. So, here’s looking forward to a new look Taj Coromandel with typical old world hos pitality, warmth and values! SUMMARIZED FACT FILE Date of opening - 14th April 1974 Location - 37, Mahatma Gandhi Road Chennai - 600034 It is 12 kilometers from the airport and a 5-minute drive from Mount Road, the c ommercial hub of the city. Telephone No. - (044) 6600 2827 Fax No. - (044) 6600 2089/98 Email -coromandel.chennai@tajhotels.com

FACILITIES PROVIDED ROOMS No of rooms 213 Categories of rooms Superior Rooms Luxury Rooms Taj Club Rooms Executive suites Luxury Suites Grand Luxury Suites Royal Suite Presidential Suite ROOM RATES CATEGORY OF ROOM (No. Of Rooms) INDIAN SGL DBL Superior Room 12000 Luxury Room 15500 Taj Club Room 18500 Executive Suite 25000 Luxury Suite 35000 Grand Luxury Suite Royal Suite 55000 Presidential Suite RATE (Excluding Tax) (Rs.) 13500 17000 20000 25000 35000 40000 55000 80000

40000 80000

Tax = 12.5 % on actuals. The rate of the Taj Club Rooms and Suites include complimentary Airport transfer in a Mercedes Breakfast in the club floor lounge

Cocktails in the evening Tea/Coffee throughout the day Ironing of clothes 24 hr. valet service FOOD AND BEVERAGE SERVICES: Restaurants Southern Spice Anise - Coffee Shop In Room Dining Fort St. George Bar Lobby Lounge La Patisserie Banquet Halls Ballroom Hastings Willingdon Clive Dupleix Senate Boardroom Poolside is also given for lunch/ dinner SOUTHERN SPICE Cuisine - South Indian Location - Lobby Level Hours of Operation - 1230 - 1000 (Lunch), 1900 - 0000 (Dinner) Number of Covers - 96 Decor - Mysore Palace Year of Opening - 1996 Specialty dishes - Kozhi Mellagu Curry, Alleppey Fish Curry, M akka Cholam Keerai Masial, Pachakari Stew A fortuneteller using a parrot sits here. There is also live classical music and dance. Prego Cuisine Location Hours of Operation Number of Covers Décor Year of Opening Specialty dishes - Italian Fine Dining - Lower Lobby Level 1230 - 1000 (Lunch), 1930 - 2330 (Dinner) 56 ( Wine Cellar), artifacts from Italy - November 29th, 2007 Steamed Sea Bass, Fourcorn Pepper Steak Pan Seared Foie Gras Anise Cuisine Location Hours of Operation Number of Covers Décor Year of Opening IN ROOM DINING It is available 24 hours for resident guests. A room service menu is kept in eac h room for guests to order from. The dishes include Indian, Chinese and Continen tal items with separate menus for Breakfast, Lunch, Dinner and snacks. BANQUETS - International - Lobby Level - 24 hours - 100 - Trendy - August 2008, after renovation

- Enoteca -

The banqueting facilities include six halls of different sizes and capacities, w hich are available for hire by guests for a variety of functions ranging from co nferences to marriages to cocktail parties, etc. Different menus are also availa ble for the guest to choose dishes from. The price charged depends on the hall, the menu and the number of guests. Servic e style can vary from a buffet to a sit down table service. Audio - Visual equi pment is also available for hire.

LA PATISSERIE This is the bakery and confectionery outlet located on the lower lobby level. It is open from 10.00 A.M. to 09.00 P.M. The items sold include an assortment of b reads, pastries, cakes, tarts and pies, puffs and chocolates. A discount of 50% is offered to employees on selected items. LOBBY LOUNGE Located on the lobby level, it is a place where tea / coffee and snacks are serv ed to guests. 23 blends of teas from Assam, Darjeeling, Nilgiris and snack items like pastries, sandwiches, and fruit juices are available. It can seat about 65 persons. It also has a Barista outlet which serves Coffee. FORT ST. GEORGE BAR It is located on the lobby level and has a seating capacity of 55. It is open fr om 1100 Hrs to midnight. Assortments of Indian and Foreign alcoholic beverages a re available. Its décor is in the lines of a British Club. OTHER FACILITIES Laundry, Business Center, Travel Desk, Currency Exchange, Khazana, Book Shop, Fi tness Center, Beauty Parlor / Barber Shop, Arrangements made for Golf and Tennis TRAVEL DESK The travel desk is situated at the upper lobby level. It is operated by TSL Ltd. The primary function of the travel desk is to organize transportation facility for the guests. It also arranges for city tours and air and train tickets. It is open 24 hrs. KHAZANA On renovation FABRIC CARE An in-house laundry is present in the hotel. Laundry facilities like washing, dr y - cleaning, ironing are available to residential guests. The laundry personnel collect the clothes that need to be laundered from the guestroom and return the m before 6 P.M. A unique feature of the laundry is the minimal quantity of bleach and detergents used for the wash. A strict control on the temperature of water and time of was h ensures that no compromise is made on the quality of the cleaning. Employees uniforms, restaurant and room linen are also laundered. Employees are not permi tted to give personal clothes for laundry. BUSINESS CENTRE The Business centre provides guests with facilities that include word processing , photocopying, and translation, sending of faxes, telexes, telegrams, and couri ers. Computers, laptops, TV/VCR, various types of stationery are available for h ire or purchase as the case may be. Three halls are part of the business centre that can be hired on an hourly basis. The halls are the Boardroom, with a seatin g capacity of 8, the Conference Room with a seating capacity of 5 and the Office Room with a seating capacity of 3. The business centre is open 24 hrs. IMAGE STUDIO - FITNESS CENTRE / BEAUTY PARLOUR / BARBER SHOP They are located on the lower lobby level. The fitness centre is open only for R

esidents. The equipment in the fitness centre includes a multi-gym, tread mill w ith visual monitors, free weights, steam bath and sauna. The kerala massage is a specialty. Other services like waxing, facials, make up, hair do, etc are avail able at the beauty parlour and the barbershop. TIMINGS • • • • • • • Gymnasium : 24 hour Ladies Health club : 7 am to 8 pm Gents health club : 6am to 9 pm Beauty parlour : 9 am to 8 pm Barber shop (saloon) : 8 am to 9 pm Swimming pool : 6 am to 9 pm Massage facility : 7 am to 8 pm




Following are the questions: Besides this, importance should be given to all employees taste mainly who doesn’t belong to southern region. They have lot of issues when it comes to food. Those who have filled have lot of expectations that, there would be changes in t he new ASSOCIATE RESTAURANT.

We have explained each and every question along with the interpretation. 1) I am satisfied with the taste and quality of food in Associate Restaurant? (K alpavriksha)

Table 1 Strongly agree 59 agree 28 Neither agree nor disagree Disagree 3 Strongly disagree 0


Interpretation From the above statement it is inferred that taste, quality, texture and aroma o f the food plays crucial role, when it comes to food habits of the employee’s, and by being an origin of hospitality industry too, the organization should also en suring its standards in quality and taste of food. In the pie chart we can infer red that majority of the employees are agreeing to the question that they are s atisfied with the taste and quality of the food in Associate Restaurant.32% i.e. 28 employees have agreed to it, which means that there is little scope of impro vement. 60% i.e. 59 employees have strongly agreed to the question. Out of 100 e mployees 59 employees i.e. more than 50% are satisfied with the taste and qualit y of food. Most of the employees are satisfied because as we have majority of th e employees from southern region, who are satisfied having rice,sambhar and rasa m daily but at the other side of it 8 % i.e. 10 employees have neither agreed no r disagreed and 0% employees strongly disagree with the taste and quality of the food provided to them. Employees, who have marked disagree are mainly not comfo rtable with the taste of the food more than quality. They think its menu is quit e repeatative.Statements like “We have got bored with the taste of the food” was com monly used. That is why some employees are not happy with the selection of menu. 2. I am happy with the present menu served in the Associate Restaurant? (Kalpavr iksha)

Table 2 Strongly agree 53 Agree 25 Neither agree nor disagree Disagree 6 Strongly disagree 5


Interpretation The perfect compiling of the menu by the chef satisfies employees at the extreme level. In the pie chart we can inferred that, majority of the employees i.e. 32% are s atisfied with the selection of menu and 62% i.e. 53employees strongly agree to i t. But at the same time 18% i.e. 25 employees disagree to it and 10% strongly disag ree. It majorly comprises of the employees, who are not very comfortable with th e taste of the food. According to them ,menu must comprise of south Indian items as well as north Indian items ,so that one can have according to their wish. Ma inly breakfast menu dissatisfies employees. Besides bread, jam and other south I ndian items, they want some other items to be added like paratha, poha and sandw ich etc 3) I feel that the usage of oil in the food is in the right proportion & taste Table 3 Strongly agree 50 agree 30 Neither agree nor disagree Disagree 5 Strongly disagree 5


Interpretation Having the discussion with the staff regarding the usage of oil in the food in t he Associate Restaurant majorly 50% employees strongly agree and 30% respondents quite agree with the usage of oil in the food items. But at the same time 2% i.e. 5 employees out of 100 employees strongly disagree to it. Because, there are few items like papad, egg curry and other fried items , where oil is not used in the right proportion. Apart from taste excessive usag e of oil is considered unhealthy.

4) I am satisfied with the overall quality of service in the Associate Restauran t (Kalpavriksha) Table 4

Agree 45 Strongly agree 34 Neither agree nor disagree Disagree 3 Strongly disagree 7


Interpretation In the pie chart we can see that equal number of 34 respondents i.e.28% have agr eed and strongly agreed with the quality of service in cafeteria At the same tim e 48% i.e. 32 employees strongly disagree to it and 5% i.e. 10 employees disagre e. When asked they stated that at the closing time mint (mouth freshener) and banan as get finished. 5) I am satisfied with the facilities provide in the Associate Restaurant (e.g. TV, AC) Table 5 Agree 48 Strongly agree 22 Neither agree nor disagree Disagree 6 Strongly disagree 6


Interpretation From the pie chart 26% i.e.22 employees strongly agree with the facilities (TV, AC) provided in the cafeteria.32% i.e. 48 employees agree to it. According to th em, it’s a good option for recreation. Here 10% i.e. 18 employees neither agreed nor disagreed to the question. Whereas 5% i.e. 6 employees disagreed as according to them T.V. would make lot o f noise and they wish to have food in silence. Some even gave a suggestion that TV should better to be there in the Recreation Room than in Associate Restaurant .

6) I am satisfied with the cleanliness and maintenance of the Associate Restaura nt (Kalpavriksha) Table 6 Agree 50 Strongly agree 20 Neither agree nor disagree Disagree 10 Strongly disagree 5


Interpretation We can see that majority of the employees strongly agree with the upkeep of croc keries and cutleries in the cafeteria i.e. 50% employees strongly agree and agre e. As cutleries are kept in hot water to maintain them hygienically. But 8% i.e. 10 employees disagreed to the question. They said that after washin g plates they are not wiped off properly. And 6% i.e. 5 employees strongly disag ree to the question. Besides this 18% i.e. 28 employees neither agree nor disagr ee with the cleanliness and maintenance of crockeries and cutleries used in cafe teria.

7) Keeping price rise of all commodities in mind if the price is increased to Veg – RS 5/- & Non-veg – RS 10/- will it be satisfying? Table 7 Agree 10 Strongly agree 24 Neither agree nor disagree Disagree 30 Strongly disagree 35


Interpretation From the above chart infers that nearly 10 respondents out of 100 strongly agre e with the idea Besides this only 30% of the respondents disagree with the statement.

8) How do you feel about the ambience of the new associate restaurant (Kalpavrik sha)? Table 8 Agree 53 Strongly agree 24 Neither agree nor disagree Disagree 5 Strongly disagree 6


Interpretation as this is the new associate restaurant the ambience is up to the state-of-the-a rt and it has satisfied more than 50 % of the respondents which gives a pleasant mind set to have the food and chairs and tables are also comfortable to sit and have the food.

9) Would you like to have a vending machine for coffee and tea in the associate Restaurant (Kalpavriksha)? Table 9 Agree 44 Strongly agree 35 Neither agree nor disagree Disagree 4 Strongly disagree 7


Interpretation As working for hotel industry is quite a fatigue because working day and night for customer is prime importance. As we can see in the pie chart that 38% i.e. 3 5 associates strongly agree that there should be vending machine for tea and cof fee .Besides this 42% i.e. 44 associates just agree to this. To keep them fresh and energized there must be vending machine of tea and coffe e for employees, It’s mainly strongly agreed by those who work at night shifts als o that is front office, security and F & B department. At the same time 9% assoc iates neither agree nor disagree to it.10% associates disagree and 9% strongly d isagree to the question. Those who disagree mainly don’t have tea or coffee or they don’t have work at night shifts.

10) Would you like any specific two item to be regularly included in the daily m enu? Table 16 Chapatti / Rice 20 Salads / Greens 32 Fruits / Cut fruits Ice-cream / Sweets Butter milk / Juice

15 28 10

• As we see in the above graph that employees want chapattis to be given daily.Fro m the observation also we saw that when chapatti is preffered more than rice • According to them BANANA should not be given everyday. • Salads are also highly demanded. • Ice cream to be served once a week. • Dal should be given every alternate day with rice instead of sambhar. • 48 out of 100 said that they are satisfied with the menu. Important suggetions that should be considered Serving spoon size should be reduced as people take more initially and thus lot of wastage is there. North indian employees taste and preference should be taken into consideration Usage of oil in food items should be reduced At breakfast more items should be added besides bread jam and other south indian dishes. Instead of giving buttermilk everyday lassi or other drink can also be kept once a week. Banana should be substituted with any other fruit e.g.apple, pears etc Cafeteria staff should make sure that all food items have to be available till t he closing time. Besides this many employees had given good comments about the service of cafeter ia.They even said that they are satisfied with what they are being served. SOME OTHER SUGGESTIONS GIVEN BY EMPLOYEES • Juices or soft drinks to be given once a week • Veg puffs in tea time • Training to be given to cafeteria cooks • Focus to be there on diet food • Menu is same for a very long time(different recipes to be added) • Aqua guard to be there • Reduce non vegetarian items • Sprout and curd everyday • Tandoori items should be given at night • Tea timings should be increased • More Food Festivals

CONCLUSION After the analysis we would like to conclude that the new associate restaurant i s well in performance and the management has taken in correct initiative on welf are of the associates in the organization.

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