Sie sind auf Seite 1von 94

PART-A DASPALLA HOTEL PROFILE

DASPALLA HOTEL

DASPALLA HOTEL
Daspalla is a Four Star Hotel in the heart of Hitech city Hyderabad, even known as the Silicon Valley of India. It is ideal for Business, Medical Tourism, and Leisure travelers. Easily accessible to all major Technology Houses as well as the Hyderabad International Convention Centre. It is a nine level stunning building with contemporary architecture and abstract interiors stands majestically on an elevated garden space. It consists of 110 rooms and provides complementary 4mbps Wi-Fi connectivity throughout the hotel. Business corner and impressive facilities for meetings and conferences for group as small as 8-450 people. With twilight garden on the pool side provide excellent options for private parties and cocktail dinners. A unique concept, the restaurant offers a sophisticated yet totally ethnic experience where the kitchen is part of the restaurant. Multi-Cuisine, Continental, Mughalai, Chinese, and other sumptuous South Indian and North Indian recipes brings fine dining to guests while complementing the best and real ground coffee flavors. Hotel features: Travel counter Swimming pool Fitness centre State-of-the-art Business Centre with secretarial Services 2 Board Rooms with Video Conferencing facilities Internet browsing and interview rooms Exclusive lounge for Club Select and suite rooms Restaurants and lounge bars Conference rooms Doctor on call 24hours room service Foreign Currency Exchange

Daspalla Human Resource Philosophy


We believe that our employee is as important as our customer. Respect for our people and Dignity at work are values that we cherish. We believe that it is the service provider who defines the final moment of truth in the eyes of the customers. We believe that the competitive edge in business can only be achieved and sustained by the quality of our human resources. We believe that competency and talent should be recognized, appreciated and rewarded. We believe in partnership, team work, trust and pride in ourselves and our contributions. We believe in fairness and transparency in our work ethics.

ORIGIN OF DASPALLA HOTEL

Daspalla Hotels Private Limited was started with a group of dynamic people in 1981 and the Project was completed in 1987. Initially it was started with just 40 Rooms and 2 Restaurants. Later it was extended to the third floor adding another 24 rooms and thus raising the number of Rooms to 72 with 2 Restaurants and 2 Conference halls. After that in 1991 an extension program was taken up by the Management by adding 30 rooms, 2 more restaurants and two conference halls to its feather Vaisakhi Restaurant and Vedika, Nivedika Conference halls. Since then the Company has been enduring remarkable strides in the hospitality industry in Visakhapatnam City. It was at this point that the latest expansion took place which includes 24 Ultramodern rooms, multi-facet conference halls and the most remarkable feature of the two tier parking system, the first of its kind in the City. The Conference halls were named as Darshini and Spandana, the Open Air Theatre with natural ambience. All these developments took place during the year 2000. At present the hotel is flourishing and serving the people with 126 well-versed rooms, 4 restaurants, 7 Conference halls and two-tier Car parking. With the success achieved in Visakhapatnam, the journey was extended to Kakinada. And the Company floated by the Board was Daspalla Resorts Ltd., which has initiated the beginning of Jaya Residency. Daspalla Executive Court is another feather in the Cap. It was inaugurated on the 15th August, 2000 with 46 Rooms and 2 Restaurants and 2 Conference halls. With this inspiration, the Management also started 2 twin Restaurants Tycoon & Heritage in Siripuram Junction.

Departments in Daspalla Hotel


Engineering Store and Purchase Security Sales And Marketing Information Technology Accounts and Finance Human Resource

MANAGEMENT

Mr. Raghavendra Rao Chairmen Mr. J. Sarath Babu Managing Director Vijay Tenneti General Manager J.V.Ramana F and B Manager K.Raja Govind Finance Office
6

Raja.K HR Manager Srinivas Kadadi Front Office Manager C.B.Victor Chief Engineer Mahendra Tripathi Executive Chef Ravi Varma.P Executive House Keeper S.Kr.Sarkar Sales Manager G.Ravi Security Officer

Operations followed in Daspalla


Front Office Housekeeping F & B Production F& B Service

Front Office:
They are the representatives of the organization. They deal with the accommodation and take care of the rooms in the organization.

The designations under Front Office are:


Front Office Manager (FOM)-rooms check in check out Duty Manager-shifts Executive-helps the duty manager in shifts Supervisors- collecting bills cash address proof verification Reservation Assistant-rooms booking, restaurant booking

House Keeping:
These people help the front office and their work is to keep the organization neat and clean including laundry facility.

The designations under House Keeping are:


Executive House Keeping-Head Assistant House Keeping-helps House Keeping Supervisor-supervises the things Housemen- cleaning Housemaid-cleaning

F and B Production:
This F and B office deals with how the hotel people serve the food to the guests. These people will prepare food for the customers. This Hotel consists of different types of cuisines like: Chinese Bakery Continental North Indian food South Indian food Halwaii

The designations under F and B production are:


Executive Chef-he tastes the food Souse chef-helps CDP-chef de party-cooking Demi Chef De party-take care of Cooking Commi1-cooking Commi2cooking Commi3-cooking

F and B Service:
The F and B Service deals with the cleaning of restaurant, decorating and serving of food to customers. F and B Service deal with Restaurants In Room Dining Bar

Designations under Restaurants are:


Restaurant Manager Captain Stewards

Designations under Room Dining are:


Captain Room Service Order Taker Steward

Designation under Bar are:


Manager Captain Bar Tenders Steward

Departments in Hotel Daspalla Engineering:


This department deals with technical issues faced by the organization. The issues dealt with this operation are as follows: AC repairs Light repairs Bulbs Motor repairs

In this department the head is Chief Engineer and the other members are Shift Engineer, Electrician Plumber, Carpenter, Painter etc.

10

Stores and Purchases:


This department deals with the food items required in the organization. It even deals with the materials required by the organizations like glass, plates, towels etc. The members of this department are: Store Keepers Store Helpers

Security:
This department deals with the security of the organization. The people working under this operation are: Chief Security Security Officer Security Supervisor Security Guards Drivers Doormen

Sales and Marketing:


This department deals with the sales and services of the organization. The people working under this operation are: Sales Executive Sales Assistant manager Sales Manager Sales Coordinator

11

Information Technology:
This department deals with the computer system of the organization. It deals with the problems faced in the operation of the system. The people working under this operation deals with the following technology: Wi-Fi Intranet CCTV Internet

The software used in this organization is IDS and Half rack software.

Human Resource:
This department deals with the people working in the organization. This department also deals with the recruitment and selection of the employee. This department also deals with the salary paid to the employee based on their work. People working under this department are: Hr manager Hr Executive

12

Accounts and Finance:


This department deals with the accounting system of the organization. It tells the yearly profit or loss of the organization. The designations under this department are: Accounts Manager- bills Accounts Executive- bills receive Accounts Cashier-collecting cash paying salaries Accounts Assistant-filing F&B Controller-checking the cost of F and B , monthly report on food and beverage KOT Auditor- bills auditing Non Chargeable bills

13

HR POLICIES AT DASPALLA HOTEL

1. 2. 3. 4. 5. 6.

Leave policy Absenteeism Attendance policy Duty Meal Manager On Duty Staff Accommodation

Leave policy:
Every employee who is on the rolls of the company shall be entitled to avail the following leaves. a. b. c. d. e. Casual Leave Sick Leave Privileged Leave Compensatory Leave Maternity Leave

Leave can also be allowed as a unit of hair day. Leave for a period of up to 5 hours shall be treated as half a day while a period of more than 5 hours will be treated as a full day. Leave cannot be claimed as a right and the leave will only be allowed if the services of the Applicant in the Establishment can conveniently be spared by the management. All Office holidays/ off days falling within leave period shall be treated as leave and will be included in leave period. CASUAL LEAVE: This casual leave will be for unforeseen reasons such as sickness of the family members, religious rites, social functions and other urgent work. Every employee shall be entitled to avail 12days Casual leave in a calendar year, i.e., from 1st January to 31st December on pro rata basis only. The granting of any casual leave shall be the exigencies of work and intended to meet special circumstances, which are mentioned above.
14

Ordinarily, the previous permission of sanctioning authority in the organization should be obtained before such leave is availed. But when that is not possible, the sanctioning authority as soon as may be practicable informed about such leave and of the duration. Casual Leave shall not exceed more than 3 days at a time. Casual Leave cannot be clubbed with any other leave. Casual leave shall lapse if not availed within the Calendar Year. Submission of leave application should not be considered as getting sanctioned automatically. Casual leave cannot be enchased. SICK LEAVE: Every employee shall entitled to avail 12 days sick leave in a calendar year i.e., from 1st January to 31st December. Employees who are covered under ESI scheme are not entitled to avail sick leave more than 3 days at a time. Employees who are exempted from ESI scheme shall be allowed to avail sick leave for more than 3 days at time. A certificate signed by Registered Medical Practitioner shall be produced as proof of illness. The employee shall present himself/herself before the Civil Surgeon or any other Doctor if desired by the management for the verification of his/her sickness. Sick leave can be accumulated up to 24 days. Employee who avails sick leave for more than 3 days shall submit fitness certificate signed by registered medical Practitioner. Sick Leave cannot be clubbed with any other leave except Privilege leave 7 Compensatory off. Sick Leave cannot be enchased. PRIVILEGE LEAVE: Every employee who has served for a period of 240 days or more during the continuous period of 12 months shall be entitled during the subsequent period of 12 months privilege leave with wages for a period of 18days.

15

Privilege Leave will become due on 1st January each year for the service put in during the preceding calendar year. The application for privilege leave shall be made 7 days in advance before the leave period commences. Privilege Leave can be accumulated up to a maximum of 60 days. In excess of 60 days will get automatically lapsed. Privilege Leave shall not be granted for less than 3 days and not more than 3 occasions in a calendar year. Employee who does not have sick leave to his /her credit can avail privilege leave if it is for more than three days and supported by a certificate from the Registered Medical Practitioner. Privilege leave cannot be enchased during the tenure of the Service. However any balance of the leaves to the credit of employee at the time of leaving the organization would be enchased on basic salary. In the event of an employee applying for an extension of leave period he/she already applied will be informed in writing or verbally at the given address whether the extension of leave applied for has been sanctione and if so for what period or whether extension applied has not been sanctioned. The employee shall make application for the extension well in advance so that a reply may reach before the expiry of leave extension of leave ordinarily is granted on medical grounds or other emergencies. COMPENSATORY LEAVE: Employee who was required to work on holiday/ weekly off day on account of urgency/ need will be credited compensatory leave to his/her credit in lieu of his/her working on holiday/weekly off days. The Compensatory leave will be credited if it is intimated to HR Department through prescribed form duly signed by the concerned HOD. MATERNITY LEAVE: Maternity Leave shall be as per the provisions of the Maternity Benefits Act. Only the Managing Director on recommendation of the Unit Head can approve any deviations, depending upon merits of each case. Such individuals will be entitled to a maximum of 12 weeks of maternity leave with pay, out of which at least six weeks should be after the child birth. However the entire period of 12 weeks can
16

be utilized port-delivery. This will be allowed for up to two living children. In case an individual requires leave on medical grounds beyond the period of 12weeks, she will be entitled to leave with pay for four weeks on production of adequate certificate from Doctor. Employees who are covered under ESCI scheme the maternity benefit as per the ESIC acts will be allowed.

Absenteeism:
Any absence without prior approval of leave or intimation to the concerned authority will be deemed to be unauthorized absence and the company will take disciplinary action against the individual as stated below. Case where after completion of sanctioned leave individual does not report to office. Or Case where individual goes on leave without intimation. The absence will be treated as without pay and A for absent marked on the attendance register by concerned Reporting Authority. In case an individual after completion of the sanctioned leave period does not join office or goes on leave without authorization, the Reporting Authority will immediately inform HR. if no information is received within 7days, a letter will be sent by HRM to the concerned individual seeking reasons for absenteeism and specifying date for reporting back on duty. The UFC must be informed to put on hold the salaries of the individual. A copy of this must be marked to the personal file. The letter should be sent through Registered Post, and acknowledgement receipt must be put in the personal file of the individual. If the individual does not report to on the date mentioned on the letter sent and no information is received, HRM must release a 1st and 2nd reminder by register post to the individuals address as mentioned in the personal file, acknowledgement of the same to be kept in personal file. The company should take these steps to
17

demonstrate that all necessary action was taken to give the individual adequate notice to report back on duty. After the 2nd reminder, if the individual does not report back to duty or does not provide adequate reason for absenteeism, Authorized Management Representative (HR Manager) will issue a letter of termination to the concerned individual. If employee does not report duty on stipulated time, then company would presume that he/she is no more interested in the job and his/her name would be removed from the Payroll. At any stage if the individual joins back he will have to submit an explanation in writing and if that is acceptable by the company he will be allowed to join back. In case the individual wants to resign, the date of registration should be the last day of the sanctioned leave.

Attendance policy:
It may be decided by the management from time to time, prescribed working hours as well as shifts straight or Split shifts. Timings for meals for departments may be staggered and fixed according to the exigencies of work. No employee would leave his/her working place till his/her scheduled reliever reports for work and hand over from his/ her. If required the management may ask to concern employee to continue in the next shift due to absenteeism or exigency of work. Employees on duty are meant to be present at their work place in the prescribed uniform. The employee shall be directed and provide professional services and deemed required by the company in such capacity and at such place as he may be directed from time to time. The management according to exigency of work may change the timing as and when required.

18

Every employee come in the shift have to work as per permissible hours a day, six days in a week. First Shift - 7.00am to 4.00pm General Shift - 9.00am to 6.00pm Second Shift - 1.00pm to 10.00pm Night Shift - 10.00pm to 7.00am Break Shift - 7.00am to 12.00 noon 6.00pm to 10.00pm These are the only indicative timings and will be changed as per the requirement of the Department. Attendance Every employee on reporting for work and on leaving after work, shall record his/her attendance in the manner prescribed by the management from time to time. Every employee shall be present punctually at the specified time at his allotted place of work. Employees attending duty late or habitual will be liable for disciplinary action and to appropriate deduction of wages/salary. 15(Fifteen) minutes late is accepted for the duty in three occasions in a month with the permission of HOD. If its more than three occasions in a month half day salary will be deducted for every three late comings. Every employee may be given permission to go early twice only in a month, subject to satisfaction of the Permission giving authority. No employee shall absent him/herself from his place of work during working hours without specific written permission from the HRD and the Head of the Department. Employees after reporting for work, found absent from the place of work during any period of his working hours without prior written permission or who fails to do the assigned work shall be treated as absent for such period and shall be liable to
19

deduction of wages / salary for such period of absence and such employees shall also be liable for disciplinary action.

Duty Meal:
The hotel will provide a well-ventilated and lit area in the hotel premises for cafeteria facility the area will be kept hygienic at all times. Cafeteria Maintenance and facilities to be taken care by the HR department. F&B Production has to provide food as per the Cafeteria Menu and Timings. By monthly rotating Cafeteria Menu will be decided by the Cafteria Committee and the same will be implemented for the approval of the General Manager. Special Menu may be served on the occasions like festivals or any auspicious day. Provisions of subsidized meals shall not be deemed to be a condition of employment nor shall the employee be entitled to claim subsidized meals or money in lieu thereof as a matter of right. Consuming food in areas other than those specified is strictly prohibited. There will be a punishment if found the same. Duty Meal entitlement is only for those who are on duty. Duty meals are served in the cafeteria at the prescribed timings by buffet system. Every employee needs to sign on the cafeteria record book after his/her meals. Every employee is required to return his tray, crockery and cutlery to the wash area, and assist in maintaining the cleanliness of the cafeteria. Parcel shall be allowed with the permission of HR Manager if requested in advance for who are fasting and who are sick. Cafeteria is to be used only during duty hours. No employee is allowed to use services during off duty hours, unless he/she has written permission of the HOD/HRM after finishing the duty. Entertainment by staff members of the guests and unauthorized outsiders is forbidden. Concerned HOD has to give prior information to the HRD for any contract workers or daily wage worker or any specific visitors to have the food in cafeteria. The unit management will decide on the employee meal cost, either by fixed monthly slab system or by each meal individual account. The management reserves the right on the fixing the rate and the subsidiary as well.
20

Cafeteria Timings Meals Timing Break Fast -7.00hrs to 10.00hrs Lunch- 12.30hrs to 15.00hrs Evening Tea 16.00hrs to 18.00hrs Dinner - 19.30hrs to 22.00hrs EDR Timings Lunch - 13.00hrs to 15.30hrs Dinner- 20.00hrs to 21.00hrs Any changes in the above timings will be informed through Notice.

Manager on Duty:
In order to ensure that systems are being followed around the clock and also to be available for any unforeseen emergency. Managers will be required to do Night Shift by rotation. The roaster sheet will be made by the HR Manager once a month and circulated by the end of the month for the following month. The Manager on Night Shift will be required to perform duties, which would include checking on the security of unit and whether all security measures are being followed. Any untold incident must be reported immediately to the Security Manager and the General Manager. MOD shift would start from 7:00pm to 0:00a.m. MOD should not consume any alcoholic beverages during duty timing and if found will be terminated from his services. MOD has to fill the MOD report before he goes for off. MOD can collect the MOD checklist from HRD/Front Desk and same has to be handed over to General Manager/ General Manager Secretary after

21

completion of requisite formalities. Report has to be addressed to the General Manager in the morning meeting. MOD should stay at the hotel room subject to availability. Reshuffling of Shift is allowed by the Manager. It is the sole responsibility of Managers to find out their replacements. While on duty he/she can avail of refreshments at the Coffee Times/ Circles or unit General Manager Discretion. No room service.

Staff Accommodation:
The management may provide unfurnished Bachelor/Single sharing accommodation to its staff members. It is the discretion of the management to extend the privilege of company accommodation to staff. The Management will provide company accommodation as per agreement / terms and conditions of employment during the time of interview. The company accommodation provided shall be as per the category and grade. The management reserves the right of periodic inspection by authorized officials. All termination/resignation of services the accommodation is to be surrendered to the management. The following are the terms and condition for one to be accommodated only for boarding as per house rules for employee accommodation. The occupiers have to deposit Rs 2000/- per head towards earnest deposit to be made good against the loss or damage to the property. The same may be deducted from the salary in two equal installments. The allotment is purely on the willingness by staff and by no force. Periodical surprise checking will be carried out by the management. The employee shall take adequate care and precaution to keep the building, cot, mattress and electrical fittings in the accommodation in good condition. If any damages found the cost and the damages will be debited from their account. The employee shall not let any unauthorized person to stay in the accommodation without prior consent from the management. The employee shall take adequate care in his conducts and behavior so that it does not result in disturbance to roommates or neighbors in the accommodation.
22

The employee shall take adequate precaution and care to safeguard his belongings like jewelry, cash, clothes and footwear etc., The employee shall switch off electricity and water when not in use. The employee shall take proper care in safeguarding the accommodation keys entrusted to him. The employee shall at all times keep the living room, bathroom and kitchen clean and tidy. The employee shall at all times maintain good personal hygiene and wear clean clothes and use clean sleeping arrangements. The employee shall not bring in any visitors to the accommodation. The employee shall not use alcohol, cigarette or drugs in the accommodation. If anybody found smoking, consuming alcohol, drugs and any other illegal activities will be asked them to vacate the accommodation immediately without any notice. The employee shall not indulge in any illegal activity inside the accommodation. The employee shall not indulge in any behavior that might disturb or result in inconvenience to other roommates. Any exception/violation to the above rules and regulations are required to be brought to the notice of the management immediately. The check in time is up to 1.00am above that time the employee may be allowed with the permission of MOD/HRM or prior permissions to be taken from HRM.

23

MARKETING STRARTEGIES AT HOTEL DASPALLA

Competitive marketing strategies It is said that organisations in the tourism industry have been slow in adopting the Principles of marketing, even though these would enable them to improve their Performance and customer retention. Hotel Daspalla is following the marketing strategies be deployed to improve its own ability to compete with other Hotels gain a competitive advantage and thus retain a greater number of customers.

Positioning Positioning is an important strategy that an organization might utilize to create, and sustain, competitive advantage. Hotel Daspalla has identified its target market, the next step is to clearly Position its service offering. The organization should first of all identify the basis on which it wants to compete, and then position its services in a clear and unique way.

Managing supply and demand Demand and supply do not always match. The supply of services by a Hotel Daspalla may exceed the demand from customers in quiet times; demand from customers may exceed the ability of the hotel to supply the required services during peak times. When supply exceeds demand, a hotel is left with unused resources: rooms, restaurant seating and conference facilities, among other things. When demand exceeds supply and there are no rooms or restaurant seating available the hotelmay have no other option than to turn potential customers away

24

PART-B RESEARCH PROJECT

25

CHAPTER-I THEOREICAL FRAMEWORK OF HRM

26

TRAINING & DEVELOPMENT


Training and development are designed in order to impart specific skills, abilities and knowledge to the employees. Effective training is basic integrant of success in the hotel industry, yet managers often give little thought to the training function in the context of their own business or departmental responsibilities until something goes wrong. One of the main problems in hotel industry is that investment in training and development of employees is a reactive process for many companies. Frequently training and development arises as the result of significant change in the operational environment or as a consequent of crisis such as staff turnover or major departmental problems. Training is then used to cope with the immediate difficulty. This process may be proved costly to hotel. Whereas development refers to learning opportunities designed to help employees grow and evolve a vision about the future. The job of HR is to identify training needs and accordingly to design a suitable program for that. Training within the hotel provides the best opportunity to influence the attitude and performance of employees. The training program includes introduction, food hygiene, manual handling first aid, technical skills, product knowledge, and customer service.

In the field of human resource management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.

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. 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.

27

TRAININGAND DEVELOPMENT IN HUMAN RESOURCE MANAGEMENT


Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness. Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development. TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. Planned and systematic effort to modify or develop Knowledge, skill and attitude through a learning experience, to achieve effective performance in activities. Its purpose in the work situation is to enable an individual to acquire abilities in order that he/she can perform a given task adequately -Pepper.O.Alien

Training is a systematic attempt to develop the human resources, individual group and organizational competencies required to manage some present tasks and situations as well as those in future. -Shandler Donald

28

Training and Development in Hospitality Sector


Hospitality sector is growing at a very fast rate in India. The sector is growing at a rate of approximately 8%. This sector can be classified into hotel industry, travel and tourism, restaurants, pubs, clubs and bars, contract catering, and aviation. Other than that, opportunities also exist in universities, sporting venues, exhibition centers and smaller events management companies. The major challenge of this sector is shortage of skilled employees along with the challenge of attrition rate. Skilled chefs and managers are in great demand. Managers require huge range of competencies such as, people management, viable skills, business insights, analytic skills, succession planning, and resource development in order to get success in this sector. In addition to that, employees are not enough trained on Business Etiquettes, Courtesy, and Business Communication. Hospitality is all about handling people. So an employee must have right attitude, tolerance, and listening skills in order to move up the hierarchy. There is still a long way to go to inculcate good public relation, interpersonal skills

Some of the essentials requirements of hospitality sector are: 1. 2. 3. 4. 5. Good infrastructure Trained trainer Quality of content Certification of training course Effective Training evaluation

Training and Development Programs are available for the following areas:

Food Production Food and Beverage Service Front Office Housekeeping

29

TRADITIONAL & MODERN APPROACH OF TRAINING AND DEVLOPMENT


Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. Modern Approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

Objectives of Training & Development.


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 departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

30

Training
Employee training is distinct from management development. Training is a shortterm process utilizing a systematic and organized procedure by which nonmanagerial personnel learn technical knowledge and skills for a definite purpose. It refers to instructions in technical and mechanical operations like operation of a machine. It is designed primarily for non-managers. On the other hand, development is a long-term education process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. It involves broader education and its purpose is long-term development. Training involves helping an individual learn how to perform his present job satisfactorily. Development involves preparing the individual for a future job and growth of the individual in all respects. Development complements training because human resources can exert their full potential only when the learning process goes far beyond simple routine

Need for Training


Training is required on account of the following reasons: 1. Job Requirements. Employees selected for a job might lack the qualifications required to perform the job effectively. New and inexperienced employees require detailed instruction for effective performance on-the-job. In some cases, the past experience, attitudes and behavior patterns of experienced personnel might be inappropriate to the new organization. Remedial training should be given to such people to match the needs of the organization. 2. Technological changes. Technology is changing very fast. Now automation and mechanization are being increasingly applied ion offices and service sector. Increasing use of fast changing techniques requires training into new technology. For instance, staffs in public sector bank are being trained due to computerization of banking operations. No organization can take advantage of latest technology without well-trained personnel. New jobs require new skills. Thus, both new and old employees require training. 3. Organizational viability. In order to survive and grow, an organization must continually adapt itself to the changing environment. With increasing economic
31

liberalization and globalization in India, business firms are experiencing expansion, growth and diversification. In order to face international competition, the firms must upgrade their capabilities. 4. Internal Mobility. Training becomes necessary when an employee moves from one job to another due to promotion and transfer. Employees chosen for higher level jobs need to be trained before they are asked to perform the higher responsibilities. Training is widely used to prepare employees for higher level jobs.

Importance of Training
A well-planned and well-executed training program can provide the following advantages: 1. Higher Productivity. Training helps to improve the level of performance. Trained employees perform better by using better method of work. Improvements in manpower productivity in developed nations can be attributed in no small measure to their educational and industrial training programs. 2. Better quality of work. In formal training, the best methods are standardized and taught to employees. Uniformity of work methods and procedures helps to improve the quality of product or service. Trained employees are less likely to make operational mistakes. 3. Less Learning Period. A systematic training program helps to reduce the time and cost involved in learning. Employees can more quickly reach the acceptable level of performance. They need to waste their time and efforts in learning through trial and error. 4. Cost Reduction. Trained employees make more economical use of materials and machinery. Reduction is wastage and spoilage together with increase in productivity help to minimize cost of operations per unit. Maintenance cost is also reduced due to fewer machine breakdown and better handling of equipments. Plant capacity can be put to the optimum use. 5. Low Accident Rate. Trained personnel adopt the right work methods and make use of the prescribed safety devices. Therefore, the frequency of accidents is reduced. Health and safety of employees can be improved. 6. Reduced Supervision. Well-trained employees tend to be self-reliant and motivated. They need less guidance and control.
32

7. High Morale. Proper training can develop positive attitudes among employees. Job satisfaction and morale are improved due to rise in the earnings and job security of employees. 8. Personal Growth. Training enlarges the knowledge and skills of the participants. Therefore, well-trained personnel can grow faster in their career. Training prevents obsolescence of knowledge and skills. Trained employees are a more valuable asset to any organization.

Benefits of Training to Employees


Training is useful to employees in the following ways: (i) Self-confidence. Training helps to improve the self-confidence of an employee. It enables him to approach and perform his job with enthusiasm. (ii) Higher Earnings. Trained employees can perform better and thereby earn more. (iii) Safety. Training helps an employee to use various safety devices. He can handle the machines safely and becomes less prone to accidents. (iv) Adaptability. Training enables an employee to adapt to changes in work procedures and methods. (v) Promotion. Through training, employee can develop himself and earn quick promotions. (vi) New Skills. Training develops new knowledge and skills among employees. The new skills are a valuable asset of an employee and remain permanently with him.

33

Types of Training
Training is required for several purposes. Accordingly, training programs may be of the following types: 1. Induction Training: Induction or orientation training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with the job, his superiors and subordinates and with the rules and regulations of the organization. 2. Job Training: It refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on-the-job. Employees may be taught the correct methods of handling equipment and machines used in a job. 3. Promotional Training: It involves training of existing employees to enable them to perform higher level jobs. Employees with potential are selected and they are given training before their promotion. 4. Refresher Training: When existing techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. Refresher or re-training programs are conducted to avoid obsolescence of knowledge and skills. 5. Safety Training: Training provided to minimize accidents and damage to machinery is known as safety training. It involves instruction in the use of safety devices and is safety consciousness.

34

6. Remedial Training: Such training is arranged to overcome the shortcomings in the behavior and performance of old employees. Some of the experienced employees might have picked up appropriate methods and styles of working.

Identifying Training Needs


All training activities must be related to the specific needs of the organization and the individual employees. A training program should be launched only after the training needs are assessed clearly and specifically. The problem areas that can be resolved through training should also be identified. Training needs can be identified through the following types of analysis: 1. Organizational Analysis. It involves a study of the entire organization in terms of its objectives, its resources, resource allocation and utilization, growth potential and its environment. Organizational analysis consists of the following elements: (a) Analysis of Objectives. The long-term and short-term objectives and their relative priorities are analyzed. Specific goals and strategies for various departments and sections should be stated as a means for achieving the overall organizational objectives. (b) Resource Utilization Analysis. The allocation of human and physical resources and their efficient utilization in meeting the operational targets are analyzed. In order to examine in detail the inputs and outputs of the organization. (c) Organization Climate Analysis. The prevailing climate of an organization reflects the members attitudes. It also represents managements attitude towards employee development. (d) Environmental Scanning. The economic, political, technological and sociocultural environment of the organization is examined.

35

2. Task or Role Analysis. It is a systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and aptitudes required and the work behavior. On the part of the job holder, particular attention should be paid to the tasks to be performed. 3. Manpower Analysis. In this analysis, the persons to be trained and the changes required in the knowledge, skills, and aptitudes of an employee are determined. Moreover, this analysis should be integrated in a carefully designed and executed program.

Objectives of Training
Once the training needs are identified, the next step is to set training objectives in concrete terms and to decide the strategies to be adopted to achieve these objectives. The overall aim of the training program is to fill in the gap between the existing and the desired pool of knowledge, skills and aptitudes. The main objectives of training may be defined as follows: 1. To impart to new entrants the basic knowledge and skill required for efficient performance of definite tasks; 2. To assist the employees to function more effectively in their present positions by exposing them to the latest concepts; 3. To build up a second line of competent officers and prepare them to occupy more responsible positions; 4. To broaden the minds of senior managers through interchange of experience within and outside so as to correct the narrow outlook caused due to over specialization. While setting training objectives, the following criteria may be used: (i) Nature and size of the group to be trained. (ii) Roles and tasks to be coined out by the target group. (iii) Relevance, applicability and compatibility of training to the work situation.
36

(iv) Identification of the behavior where change is required. (v) Existing and desired behavior defined in terms of ratio, frequency, quality of interaction, repetitiveness, innovations, supervision, etc. (vi) Operational results to be achieved through training, e.g., productivity, cost, down time, creativity, turnover, etc.

Methods& Techniques of Training

The methods employed for training of operatives may be described as under: 1. On-the-job Training (OJT). In this method, the trainee is placed on a regular job and taught the skills necessary to perform it. The trainee learns under the guidance and supervision of the superior or an instructor. The trainee learns by observing and handling the job. Therefore, it is called learning by doing. Several methods are used to provide on-the-job training, e.g., coaching, job rotation, committee assignments, etc. A popular form of on-the-job training is job Instruction Training (JIT) or step by step learning. 2. Vestibule Training. In this method, a training centre called vestibule is set up and actual job conditions are duplicated or simulated in it. Expert trainers are employed to provide training with the help of equipment and machines which are identical with those in use at the workplace. 3. Apprenticeship Training. In this method, theoretical instruction and practical learning are provided to trainees in training institutes. In India, the Government has established Industrial Training Institute (ITIs) for this purpose. Generally, a stipend is paid during the training period. Thus, it is an earn when you learn scheme. 4. Classroom Training. Under this method, training is provided in company classrooms or in educational institutions. Lectures, case studies, group discussions, and audio visual aids are used to explain knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and problem-solving skills.

37

5. Internship Training. It is a joint program of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills. E.g., MBBS, CA, ICWA, Company Secretaries. Etc.

Differences between Training & Development

Area Content Purpose Duration For Whom

Training Technical skills and Knowledge. Specific job Relation Short-term Mostly technical and non managerial Personnel

Development Managerial behavioral skills and knowledge. Conceptual and General knowledge Long-term Mostly for managerial personnel

Principles of Training
The following guidelines can help to make training more effective: 1. Clear Objectives. The objectives and scope of a training program should be clearly defined. A comparison of operational requirements and existing human resource skills will help to determine the specific training needs of employees. 2. Training Policy. A clearly defined training policy serves as the guide for designing and implementing training programs. 3. Motivation. Employees tend to be most responsive to training programs when they feel the need to learn. Therefore, training must be related to the needs and problems of the trainees as well as to their abilities and aptitudes. Audio-visual aids should be used to avoid boredom and fatigue of the lecture method.
38

4. Reinforcement. According to B.F.Skinners Behavior Modification Model, when a behavior is repeatedly rewarded, it becomes a permanent part of ones personality. Learning is more effective when there is reinforcement in the form of rewards and punishments. 5. Organized Material. Training material should be properly organized. A complete outline of the whole course should be distributed in advance so that the trainees can prepare themselves before coming to the class. 6. Learning Periods. Learning takes time and teaching in segments is better than in one go. Several short sessions spread over a long period, enable the trainee to learn, reinforce and review. 7. Preparing the Instructor. The instructor or trainer is the key figure in a training program. The trainer should not only be a good teacher but must know the subject and the job also. 8. Feedback. Trainees should be provided information on how much they have learnt and how well they are doing. Every trainee should what aspect of his behavior/performance is not up to par and what he can do to improve it. 9. Practice. Practice makes a man perfect. Skills that are practiced often are better learned and less easily forgotten. Therefore, trainees should be allowed continuous practice. Tell and demonstrate knowledge and skills and then let the trainee try it himself. 10. Appropriate Techniques. The methods and processes of training should be related directly to the needs and objectives of the organization. It should be conducted as far as possible in the actual job environment so as to be meaningful. To be effective, training should be based on the tested principles of learning.

39

Development
Developing the skills of employees through development activities related to current and future jobs. Many jobs need people who care about making all employees as effective as possible and who can identify employee's weaknesses, design or locate the right development situations, and motivate employees to develop themselves. Supervisors need to make sure they develop their staff in their current jobs. This behavior is closely linked to the Dimensions of Coaching or Training. Development of Employees focuses more on the long-range development of employees. Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done. Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge. Employee development programs make positive contributions to organizational performance. A more highly skilled workforce can accomplish more as the individuals gain in experience and knowledge. In addition, retaining an employee saves the organization a great deal of money. One method of retention is to provide opportunities to develop new skills. In research conducted to assess what retained employees, development was one of the top three retention items. It is the process of changing an organization, its employees, groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization development is reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction. Development encompasses a variety of
40

components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development.

41

Objectives of Development
1. 2. 3. 4. 5. 6. Determines and gives feedback on strengths and development needs. Identifies and plans for training and/or development actions. Cross-trains employees to broaden their experience and develop their potential. Delegates to give employees opportunities to develop new skills. Assigns people to special projects; encourages team participation. Follows up with employees after training by reinforcing the content of the program. 7. Involves employees in planning their own development. 8. Considers the implications of all decisions on employee development. 9. Encourages growth by lowering barriers to development and effectively handling discussions that help an employee progress. 10.Offers employees all available training resources. 11.Provides on-the job training when necessary. 12.Conducts orientation for new employees. 13.Considers development needs of all employees and establishes priorities. 14.Offers training to employees in a fair and consistent manner. 15.Writes development plans for every employee each performance cycle. 16.Approves Educational Assistance monies as appropriate.

42

Process of Development

The Organization Development process begins when an organization recognizes that a problem exists which impacts the mission or health of the organization and change is desired. It can also begin when leadership has a vision of a better way and wants to improve the organization. An organization does not always have to be in trouble to implement organization development activities. Once the decision is made to change the situation, the next step is to assess the situation to fully understand it. This assessment can be conducted in many ways including documentation review, organizational sensing, focus groups, interviewing, or surveying. The assessment could be conducted by outside experts or by members of the organization. After the situation is assessed, defined, and understood, the next step is to plan an intervention. The type of change desired would determine the nature of the intervention. Interventions could include training and development, team interventions such as team building for management or
43

employees or the establishment of change teams, structural interventions, or individual interventions. Once the intervention is planned, it is implemented. During and after the implementation of the intervention, relevant data is gathered. The data gathered would be determined by the change goals. For example, if the intervention were training and development for individual employees or for work groups, data to be gathered would measure changes in knowledge and competencies. This data is used to determine the effectiveness of the intervention. It is reported to the organizations decision-makers. The decision-makers determine if the intervention met its goals. If the intervention met its goals, the process can end, which is depicted by the raising of the development bar. If it did not, the decision is made whether to continue the cycle and to plan and carry out another intervention or to end it.

44

Methods & Techniques of Development

Various techniques of executive development may be classified into two broad categories as shown in the following figure.

EXECUTIVE DEVELOPMENT

On-the-job Techniques

Off-the-job Techniques

Coaching

Lectures

Under Study Position Rotation Project Assignment

Case Studies

Group Discussions

Conferences Committees Role Playing Multiple Management Management Games Sensitivity Training

Selected Readings

45

Principles of Development
There are Six Organizational Development Principles they are as follow

Integrity Commitment Empowerment Versatility Renewal Integration

These principles need be explored and integrated with Organization Development in order to produce effective organizational synergy for ultimate high performance. The Integrity Principle An organization cannot remain in a high-performance state for long if it lacks integrity. Organization Development intervention or strategy should focus on, and be guided by, the need to promote and sustain the integrity of the organization and the people systems. The primary meaning of 'integrity' is 'wholeness'. The integrity will include internal facets highly valued enough to ensure harmony, stability, vitality, and wholesomeness which have significant impact on the life of the organization as well as on the quality of the people and integrating systems. The Commitment Principle The employees will give their best when they are committed to a cause. Planning resources, developing a focused communication strategy, introducing commitment roundtables, and profiling Organization Development champions are central to employing the Commitment Principle. The Empowerment Principle The OD Intervention must empower the people and the people systems so that they operate in tandem and seamlessly for high performance. It must build up the internal capacity and stamina, promote people's drive for achieving the business (and strategic) results or mandate, and facilitate alignment and vitality in and among the systems elements or facets. There must be an agreement on the process, program and strategies which will facilitate empowerment of the people and the responsiveness of the integrating systems. Time frames must be developed on the various aspects of the empowerment process and outcomes.
46

The Versatility Principle The Versatility Principle is consequential upon the Empowerment Principle. The Versatility Principle emphasizes the importance of ensuring adaptability, responsiveness, flexibility, innovativeness, vitality, and spontaneity of the people and integrating systems. This principle is critical to ensuring that the people and integrating systems are, or remain, in top condition for achieving the strategic mandate in the long term. Building a learning organization and optimizing systems elements in the Organizational Development are some of the designs employing the Versatility Principle. The Renewal Principle The heart of any Organization Development is the renewal of the people and integrating systems. The Renewal Principle takes off from this premise of Organization Development and it is linked with the Versatility Principle. For sustainable high performance, the people and integrating systems must be operating re-generatively for auto-renewal. The Organization Development framework and technology must make this possible. To optimize and re-vitalize the people systems and elements, the Organization Development framework and technology must incorporate mechanisms and tools for systematic, continuous review, assessment and feedback. The Integration Principle The Organization Development framework and technology should explicitly address issues of integration of the elements, sub-systems or people attributes for ultimate high performance.

47

Evaluating Training and Development Program:


Evaluation is too important to be treated in the earlier fashion and it starts long before the end of a training programmer. Its importance is such that if training and development programmer are not evaluated to the useless to run the training. Training is the process of changing people to effective state so that the business aspects of the organization are improved. Evaluation is the process of measuring this type and achievement from the start of the training process to its final and continued successful application in the workforce.

Reasons for evaluation


To ensure that the training is achieving its objectives. To improve the effectiveness of the training programmers. Hence evaluation should be done at three stages: 1. Pre-training:- Feedback is to be taken from the participants or the nominees before the training session so that the program can be modified according to their expectations. 2. Mid-training:- To know the initial response of the patricians, mid- training feedback has to be taken. 3. Post training: - After the completion of the program feedback from the participants has to be taken to ensure whether the program can be continued or not if required changes have to be made. The pre-training and mid-training evaluations are not applicable to the training program which takes place for five days or more than five days.

48

CHAPTER-II METHODOLOGY

49

Training and Development in Hotel Daspalla


Here in Hotel Daspalla they follow both the training methods i.e.,

On the Job training Off the job training

On-the-job training
With on the job training, employees receive training whilst remaining in the workplace. The main methods of one-the-job training include:

Demonstration / instruction - showing the trainee how to do the job Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee. Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments) Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary".

The advantages and disadvantages of this form of training can be summarized as follows: Advantages Generally most cost-effective Employees are actually productive Opportunity to learn whilst doing Training alongside real colleagues Disadvantages Quality depends on ability of trainer and time available Bad habits might be passed on Learning environment may not be conducive Potential disruption to production
50

Here in Hotel Daspalla on-the-job training is based on the performance of the employees. The Hotel Management monitors the employees performance for a period of few month of their joining and based on their performance they see the needs and qualities the employee is lacking and based on that the training program is conducted for the employee. The training program is organized in the organization campus itself where the training is conducted and the employees are trained to cope up with the qualities they are lacking in. This training programs time period is one year where the employees are trained by the HOD and in a role playing method where the employees see and learn from the concerned faculty. In on-the-job training the employees are trained on the basis of their needs and performance. If even after the training period the employee is not able to cope up with the work then there is another training program conducted for them in the organization which help them to understand the work better and also helps in improving their performance in the work. In this the instruction is given by the respective HODs to the trainees and then the coaching is given to them by the HODs. In few hospitality colleges the students are sent to hotel industries for training and to do project in the hotel industries for a time period of 6months.

Off-the-job training
This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:

Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college Sandwich courses - where the employee spends a longer period of time at college (e.g. six months) before returning to work Sponsored courses in higher education Self-study, computer-based training

51

The main advantages and disadvantages of this form of training can be summarized as follows: Advantages A wider range of skills or qualifications can be obtained Can learn from outside specialists or experts Employees can be more confident when starting job Disadvantages More expensive e.g. transport and accommodation Lost working time and potential output from employee New employees may still need some induction training Employees now have new skills/qualifications and may leave for better jobs

Here in Hotel Daspalla off-the-job training firstly the management recruits the employees and the performance of the employees is taken into consideration and then the management decides to give training to the employees based on the needs on the employees where the Hotel Management monitors the employees performance for a period of one month and based on their performance they see the needs the employee is lacking and based on that the training program is conducted for the employee. The training program is organized in the organization campus itself where the training is conducted and the employees are trained to cope up with the qualities they are lacking in. This training programs time period is for few months where the employees are trained by the HOD and they give lectures to the employee about the work based on the required qualities needed by the employee. In off-the-job training the employees are trained on the basis of their needs and performance. Where the training given to them is theory and the employees get good knowledge of the organization and the organization culture. Development is done based on the training if the employee is able to cope up with the needs and improve his qualities then based on the performance the increment of the employee increases.
52

NEED FOR THE STUDY

Training and Development is needed in all organizations and should be understood. Such services and facilities which may be established in or in the vicinity of, an understood to enable the persons employed in them to perform their work in healthy congenial surroundings. Labor has an important role in the industrial production of the country. The personnel management relies with the management of people at work. Management is an art of getting the work done by the people. Therefore, it is very necessary to seek the cooperation of the labor force in order to increases the production and to earn higher profits. The cooperation of employees is possible only when they are fully satisfied with employer and the working conditions on the job. In the past, the industrial and the managers believed that their only duty towards their employees was to pay them satisfactory wages. In course of time, however, psychological researches conceived those workers required something more important, i.e., human treatment which is very essential to seek the cooperation of the employees. For this purpose, training and Development of the employees is very necessary to make them realized that the management thinks of their future. Such activities benefit not only workers but also management in the form of greater productive efficiency. Today progressive managers realize that these facilities pay well towards the healthy future and efficiency of workers towards high moral.

53

OBJECTIVES OF THE STUDY

1. 2. 3. 4.

To study the Training, Development activities conducted for its employees. To measure the employee satisfaction in the organization. To identify the various training methods. To evaluate the efficiency and effectiveness of training program at Dapalla Hotel, Hyderabad.

54

SCOPE OF THE STUDY


To know the function of the organization. The study is conducted exclusive on Daspalla employees only. Study is done for the following departments mentioned below: Human Resource Departments Food and Beverages Department Sales and Purchase Department Housekeeping Department Maintenance Department Security Department Accounts and Finance Department etc.

The study will help the company to improve its training process and get feedback from the employees. It will also help in giving better and appropriate training programs to the employees.

55

LIMITATIONS
Due to the Time limitation, limited numbers of workers in Daspalla are taken as sample to generate the findings. The study does not cover the entire organization. There is every possibility of derivation in answering pattern of the respondents from what they really feel. The respondents may hesitate to answer without any bases because they feel personal details and the information collected from them are made public. Questioners were distributed to 150 employees. Only 50 questioners were received and the rest 100 questioners were rejected as they were not completely filled.

56

METHODOLOGY
A Methodology is a systematic procedure of collecting information in order to analyze and verifies a phenomenon. The collection of information has been through two principle sources. They are: a) Primary data b) Secondary data

PRIMARY DATA:
Data that has not been previously published and is collected by the investigator conducting the research. It is information that is obtained directly from first-hand sources by means of surveys, observation or experimentation. The primary data has been collected through campaigning questionnaire among employees in the Hotel Daspalla.

Methodology:
The basic motive behind the study was to understand the Welfare Activities conducted at Daspalla Hotel Hyderabad and to find out the levels of satisfaction of the employs with respect to the Welfare Activities. Hence the data is collected through a questionnaire and the employees were the source of information.

SECONDARY DATA:
The data that have been already collected by someone other than the user and readily available from other sources. Common sources of secondary data for social science include censuses, organizational records and data collected through qualitative methodologies or qualitative research. The secondary data has been collected through various sources such as records, journals, books and company web site.

57

CHAPTER-III ANALYSIS OF THE STUDY

58

1. Sutibality of the cafeteria timings.

Table No. 1 Cafeteria Timings Suitability Category Yes No Total No. Of Respondents 40 10 50 Percent 80% 20% 100%

Chart No.1 Cafeteria Timings Suitability Cafeteria Timings Suitability

20% Yes No 80%

Interpretation: It is observed that 80percent of the employees are confortable with the cafeteria timings and 20percent of the employee are not comfortable with the cafeteria timings.

59

2. Manatanence of hygiene and cleanliness in cafeteria

Table No.2 Maintenance In cafeteria Category Yes No Total No. Of Respondents 30 20 50 Percent 60% 40% 100%

Chart No.2 Maintenance In cafeteria Maintenance In cafeteria

40% 60%

Yes No

Interpretation: It is observed that 60percent of the employees say that the cafeteria is well maintained and 40percent of the employee are not happy with the maintenance of the cafeteria.

60

3. Regular necessities provided in the rest room.

Table No. 3 Necessities Provided In Rest Room Category Yes No Total No. Of Respondents 30 20 50 Percent 60% 40% 100%

Chart No. 3 Necessities Provided In Rest Room Necessities Provided In Rest Room

40% 60%

Yes No

Interpretation: It is observed that 60percent of the employee say the necessities are provided in the rest room where as 40percent of the employee say the necessties are not provided in the rest room.

61

4. The lockers provided are safe and spacious.

Table No.4 Lockers Provided Category Yes No Total No. Of Respondents 35 15 50 Percent 70% 30% 100%

Chart No.4 Lockers Provided Lockers Provided

30% Yes No 70%

Interpretation: It is obsevred that 70percent of the employees are happy with the lockers provided and say it is safe and spacious and 30percent of the employees are not satisfied with the lockers provided to them.

62

5. The number of uniforms provided by the hotel sufficient.

Table No.5 Uniforms Provided Category Yes No Total No. Of Respondents 48 2 50 Percent 96% 4% 100%

Chart No.5 Uniforms Provided Uniforms Provided


4%

Yes No 96%

Interpretation: It is obseved that 96percent of the employees say that the number of uniforms provided by the management is sufficient and 4percent of the employees say that the uniforms provided to them is not sufficient.

63

6. Get together organized by the hotel helpful to know more about colleagues.

Table No.6 Get-together Organized Help to know Colleagues Category Yes No Total No. Of Respondents 35 15 50 Percent 70% 30% 100%

Chart No.6 Get-together Organized Help to know Colleagues Get-together Organised help To Know Colleagues

30% Yes No 70%

Interpretation: It is observed that 70percent of the employees agree that get-together organized by the management help them to know their colleagues and 30percent of the employess do not agree that the get-together organised help them to know their colleagues.

64

7. Get together help you to relax.

Table No.7 Get-together help in relax Category Yes No Total No. Of Respondents 42 8 50 Percent 84% 16% 100%

Chart No.7 Get-together help in relax Get-together Help In Relax

16% Yes No 84%

Interpretation: It is observed that the 84percent of the emloyees say that the get-together organised help them to relax, and 16percent of the employees say that the get-together does not help them to relax.

65

8. Sports help you have a better Inter Departmental Intervention.

Table No.8 Sports Help in Better Inter Departmental Intervention Category Yes No Total No. Of Respondents 38 12 50 Percent 76% 24% 100%

Chart No.8 Sports Help in Better Inter Departmental Intervention Sports help In better Inter Departmental Intervention

24%

Yes No 76%

Interpretation: It is observed that 76percent of the employees say that sports help them in better inter depertmental intervention, and 24 percent of the employees say that the sports conducted does not help in better inter departmental intervention.

66

9. Annual day celebrations make you feel happy to be a part of Hotel Daspalla.

Table No.9 Annual Day Celebrations Makes You Feel Happy Category Yes No Total No. Of Respondents 45 5 50 Percent 90% 10% 100%

Chart No.9 Annual Day Celebrations Makes You Feel Happy Annual Day celebration Makes You Feel happy
10%

Yes No 90%

Interpretation: It is observed that 90percent of the employees are happy being a part of Daspalla hotel during the Annual day celebration, and 10percent of the employee are not happy being a part of Daspalla hotel during the Annual day celebration.

67

10. The leave rules and number of leaves comfortable to job.

Table No.10 Leave Rules and Number of Leaves Comfortable To Your Job Category Yes No Total No. Of Respondents 43 7 50 Percent 86% 14% 100%

Chart No.10 Leave Rules and Number of Leaves Comfortable To Your Job Leave Rules And No. Of Leaves Comfortable To Your Job
14% Yes No 86%

Interpretation: It is observed that 86percent of the employees are comfortable with the leave rules and the number of leaves provided to them by the organisation, and 14percent of the employees are not comfortable with the leave rules and the number of leaves provided to them by the organisation.

68

11. You happy with Provident Fund (PF) activities.

Table No.11 Happy With Provident Fund Category Yes No Total No. Of Respondents 48 2 50 Percent 96% 4% 100%

Chart No.11 Happy With Provident Fund Happy With Provident Fund
4%

Yes No 96%

Interpretation: It is observed that 96percent of the employees are happy with the Provident Fund(PF) provided to them by the organisation, and 4percent of the employees are not happy with the Provident Fund(PF) provided to them by the organisation

69

12. You happy with E.S.I. provided by the company.

Table No.12 Happy With E.S.I. Provided Category Yes No Total No. Of Respondents 48 2 50 Percent 96% 4% 100%

Chart No.12 Happy With E.S.I. Provided Happy With E.S.I. Provided
4%

Yes No 96%

Interpretation: It is observed that 96percent of the employees are happy with the E.S.I provided to them by the organisation, and 4percent of the employees are not happy woth the E.S.I provided to them by the organisation.

70

13. You comfortable with shift working system.

Table No.13 Comfortable With Shift Work Category Yes No Total No. Of Respondents 25 25 50 Percent 50% 50% 100%

Chart No.13 Comfortable With Shift Work Comfortable With Work Shift

Yes 50% 50% No

Interpretation: It is observed that 50percent of the employees are comfortable with the work shifts, and 50 percent of the employees are not comfortable with the work shifts.

71

14. Annual sport day facilities, help in relaxation from regular work.

Table No.14 Annual Sports day Help in Relaxation from Regular Work Category Yes No Total No. Of Respondents 47 3 50 Percent 94% 6% 100%

Chart No.14 Annual Sports day Help in Relaxation from Regular Work Annual Sports day Helps In Relaxation From Regular Work
6%

Yes No 94%

Interpretation: It is observed that 94percent of the employees say that the Annual Sports day help them to relax from regular work, and 4percent of the employees say that the Annual Sports day do not help them to relax from regular work.

72

15. Training necessary for individual growth and development.

Table No.15 Training Necessary for Individual Growth and Development Category Yes No Total No. Of Respondents 50 0 50 Percent 100% 0% 100%

Chart No.15 Training Necessary for Individual Growth and Development Training Necessary for Individual Growth & Development
0%

Yes No 100%

Interpretation: It is observed that 1000percent of the employees agree that training is necessary for individual for theor groth and development.

73

16. Training given adequate importance in your organization.

Table No.16 Training Given Importance In Hotel Daspalla Category Yes No Total No. Of Respondents 39 11 50 Percent 78% 22% 100%

Chart No.16 Training Given Importance In Hotel Daspalla Training Given Importance In Hotel daspalla

22% Yes No 78%

Interpretation: It is observed that 78percent of the employees say that training is given adequate inportance in Daspalla hotel, and 22percent of the employees say that training is not given adequate importance in Daspalla hotel.

74

17. The process of induction training to new employees appropriate in your organization.

Table No.17 Induction Training to New Employees Category Yes No Total No. Of Respondents 41 9 50 Percent 82% 18% 100%

Chart No.17 Induction Training to New Employees Induction Training To new Employees

18% Yes No 82%

Interpretation: It is observed that 82percent of the employees say that induation training is given to the new employees in Dapalla hotel, and 18percent of the employees say that induction training is not given to the new employees in Daspalla hotel.

75

18. Training program help in identifying your hidden talents, capabilities and potential.

Table No.18 Training Program Help in Identifying Hidden Qualities Category Yes No Total No. Of Respondents 45 5 50 Percent 90% 10% 100%

Chart No.18 Training Program Help in Identifying Hidden Qualities Training Program Help In Identifyind Hidden Qualities
10%

Yes No 90%

Interpretation: It is observed that 90percent of the employees agree that training program help the employees to identify their hidden qualities, and 10percent of the employees say that the training program do not help them to identify their hidden qualities.

76

19. Training program help you to understand the organization culture in a better way?

Table No.19 Training Program Help In Understanding Organization Culture Category Yes No Total No. Of Respondents 48 2 50 Percent 96% 4% 100%

Chart No.19 Training Program Help in Understanding Organization Culture Training Program Help In Understanding Organization Culture
4%

Yes No 96%

Interpretation: It is observed that 96percent of the employees say that training program help them to understand the organisation culture, and 4percent of the employees say that the training program do not help them to understand the organisation culture.

77

20. Training program help you to be strong in the work assigned to you.

Table No.20 Training Program Help To Be Strong In Work Assigned Category Yes No Total No. Of Respondents 47 3 50 Percent 94% 6% 100%

Chart No.20 Training Program Help To Be Strong In Work Assigned Training Program Help to be Strong in Work assigned
6%

Yes No 94%

Interpretation: It is observed that 94 percent of the employees say that the training program help them to be strong in the work assigned to them, and 6percent of the employees say that the training program do not help them to be strong in the work assigned.

78

21. The organization provide opportunities to develop your skills to further do your job.

Table No.21 Organization Provide Opportunities to Develop Skills Category Yes No Total No. Of Respondents 36 14 50 Percent 72% 28% 100%

Chart No.21 Organization Provide Opportunities to Develop Skills Organization Provide Opportunities To develop Skills

28% Yes No 72%

Interpretation: It is observed that the 72percent of the employees agree that the organisation provide them opportunities to develop skills, and 28percent of the employees say that the organisation do not provide them opportunities to develop their skills.

79

22. Participation and discussion encouraged during the training program in your organization?

Table No.22 Participation and Discussion Encouraged During Training Program Category Yes No Total No. Of Respondents 44 6 50 Percent 88% 12% 100%

Chart No.22 Participation and Discussion Encouraged During Training Program Participation and Discussion Encouraged During Training Program
12% Yes No 88%

Interpretation: It is observed that 88percent of the employees agree that participation and discussion is encouraged during the training program, and 12percent of the employees say that participation and discussion is not encouraged during the training program.

80

23. The training program in your organization foster team work and cooperation among the participants.

Table No.23 Training Program Help In Foster Team Work And Cooperation Category Yes Yes To Some Times No Total No. Of Respondents 16 30 4 50 Percent 32% 60% 8% 100%

Chart No.23 Training Program Help In Foster Team Work And Cooperation Training Program help in Foster Team work and Cooperation
8%

32%

Yes Yes To Some Times

60%

No

Interpretation: It is observed that 32percent of the employees say yes training program help in foster team work and cooperation, 60percent of the employees say yes that training program help in foster team work and cooperation to some extent, and 8percent of the employees say that training program do not help them in foster team work and cooperation.
81

24. The overall training and development infrastructure in your organization.

Table No.24 Overall Training And Development Infrastructure Category Excellent Very Good Good Poor Total No. Of Respondents 12 33 5 0 50 Percent 24% 66% 10% 0 100%

Chart No.24 Overall Training and Development Infrastructure Overall Training and Development Infrastructurte
10% 0% 24% Excellent Very Good Good 66% Poor

Interpretation: It is observed that 24percent of the employees say that the overall training and development infrastructure is excellent, 66percent of the employees say that the overall training and development infrastructure is very good, and 10percent of the employees say that the overall training and development infrastructure is good.
82

25. Overall training and development environment in your organization.

Table No.25 Overall Training And Development Environment Category Excellent Very Good Good Poor Total No. Of Respondents 15 30 5 0 50 Percent 30% 60% 10% 0 100%

Chart No.25 Overall Training and Development Environment Overall Training and Development Environment
10% 0% 30% Excellent Very Good Good 60% Poor

Interpretation: It is observed that 30percent of the employees say that the overall training and development environment is excellent, 60percent of the employees say that the training and development environment is very good, and 10percent of the employees say that the training and development environment is good.

83

CHAPTER-IV FINDINGS, SUGGESTIONS AND CONCLUSION

84

FINDINGS
Most of the respondents are comfortable with the cafeteria timings. Half of the respondents are not satisfied with the maintenance of the cafeteria. Half of the respondents are satisfied with the regular necessities provided in the rest room. Almost 70 percent of the respondents are satisfied with the lockers provided are safe and spacious Almost all the respondents are satisfied with the number of uniforms provided to them are sufficient. Almost 70 percent of the respondents agree that the get-together help them to know their colleagues well. Whereas almost 84 percent of the respondents say that the get-together helps them to relax. Most of the respondents agree that the sports conducted by the organization help them in better inter departmental intervention Majority of the respondents are happy with the Annual day celebration. Most of the respondents are satisfied with the leave rules and number of leaves provided to them. Majority of the respondents are satisfied and happy with Provident Fund (PF) Most of the employees are satisfied and happy with the E.S.I. provided by the company. Half of the respondents are not satisfied and comfortable with the shift working system. Most of the employees agree that annual day celebration help them to relax from regular work. Majority of the respondents agree that training and development is necessary for individual growth and development. Most of the respondents agree that the process of induction training to new employees appropriate in the organization. Almost 90 percent of the respondents say that the training program help them in identifying there hidden talents, capabilities and potential. And 96
85

percent say that the training programs help them to understand the organization culture. Majority of the respondents say that the training program helps them to be strong in the work assigned. Most of the respondents say that participation and discussion is encouraged during the training program. Half of the respondents say that the overall training and development program is good.

86

SUGGESTIONS
The organizations must maintain good working environment for the employees. They should serve healthy food to the employees where as they are not maintaining good quality of food. They should maintain cleanliness in cafeteria. They need to conduct frequent training program for the employees. They should increase the sick leaves and weekly off. They should change the shift timings of the employees.

87

CONCLUSION
Here I would like to conclude that Hotel Daspalla, Hyderabad is a good place for employees to work and where workers are getting good benefits and facilities from employer. Here the HR Operations are very systematic. They give maximum preference to their employees They know how to treat their employees and they clearly know the importance of Training and Development. Here they follow a systemized management system. They treat their employees in a good manner. They give 100% preference to their employees. They are totally implementing both on-the-job and off-the-job method. Its a good place to work at Hyderabad.

88

BIBLIOGRAPHY
BOOKS: P. Subba Rao, Human Resource Management, Himalaya Publishing House, 2008 Monappa , Personnel Management, Tata McGraw-Hill Education, 2001 Dale Yoder, Personnel Management & Industrial Relations, Prentice Hall College Div, 7th edition (March 1982)

WEB SITE: www.hoteldaspalla.com www.serviceindustry.com

89

ANNEXURE:
1. Are the cafeteria timings suitable to your work schedule? b. Yes c. No

2. Is hygiene and cleanliness maintained well in cafeteria? a. Yes b. No

3. Are regular necessities provided in the rest room? a. Yes b. No

4. Are the lockers provided safe and spacious? a. Yes b. No

5. Is the number of uniforms provided by the hotel sufficient? a. Yes b. No

6. Are get together organized by the hotel helpful to know more about your colleagues? a. Yes b. No

90

7. Does get together help you to relax? a. Yes b. No

8. Do sports help you have a better Inter Departmental Intervention? a. Yes b. No

9. Do Annual day celebrations make you feel happy to be a part of Hotel Daspalla? a. Yes b. No

10.Are the leave rules and number of leaves comfortable to your job profile? a. Yes b. No

11.Are you happy with Provident Fund (PF) activities? a. Yes b. No

12.Are you happy with E.S.I. provided by the company? a. Yes b. No

13.Are you comfortable with shift working system? a. Yes b. No


91

14.Does annual sport day facilities, help in relaxation from regular work? a. Yes b. No

15.Is training necessary for individual growth and development? a. Yes b. No

16.Is training given adequate importance in your organization? a. Yes b. No

17.Is the process of induction training to new employees appropriate in your organization? a. Yes b. No

18.Does training program help in identifying your hidden talents, capabilities and potential? a. Yes b. No

19.Does training program help you to understand the organization culture in a better way? a. Yes b. No

92

20.Does training program help you to be strong in the work assigned to you? a. Yes b. No

21.Does the organization provide opportunities to develop your skills to further do your job? a. Yes b. No

22.Is participation and discussion encouraged during the training program in your organization? a. Yes b. No

23.Does the training program in your organization foster team work and cooperation among the participants? a. Yes b. Yes to some times c. No

24.How is the overall training and development infrastructure in your organization a. Excellent b. Very Good c. Good d. Poor

93

25.How is overall training and development environment in your organization? a. Excellent b. Very Good c. Good d. Poor

94