HR Project Finale[1]

8/8/2019 HR Project Finale[1]

1/65

HR PRACTICESIN

HOTEL INDUSTRY

Submitted by:

Abhinav Kumar Roll No 10Vinayak Raj Sinha Roll No 24

Paras Gori Roll No 25

Swati Budhraja Roll No 29

1


2/65

ACKNOWLEDGEMENT

At the very outset we will like to express our sincere gratitude to Ms. Prem Latha, Professor,

NMIMS for the providing us with the opportunity of undertaking this project. We will also like

to thank her for the concepts guidance extended during the project.

It has been an immense learning for us in terms of knowledge, skill and basic understanding of

the power of research. We look forward to get same encouragement and support for all the

future endeavours.

2


3/65

TABLE OF CONTENTS

Acknowledgement

Executive Summary.........................................................................................41. 1 Introduction to Hotel Industry...................................................................51.2Indian Hotel Industry..........................................................................82. Introduction .................................................................................................92.1Concept of Hotel.........................................................................................92.2 Classification of Hotel industry.................................................................92.3 Different Departments in Hotels...............................................................112.4 Career Oppurtunities in Hotel Industry.....................................................132.5 HR Management Structures.......................................................................172.6 Human Resource Plannning.......................................................................182.7 Recruitment ...............................................................................................20

2.8 Job Analysis...............................................................................................222.9 Job Design .................................................................................................252.10 Selection ..................................................................................................282.11 Orientation and Placement ......................................................................292.12 Training and development.......................................................................302.13.Performance Appraisal.............................................................................322.14 Job Evaluation..........................................................................................332.15. Employee Relation .................................................................................342.16 360 DEGREE Performance Appraisal ....................................................353 TAJ....................................................363.1 Introduction....................................................................37

3.2 Management...............................................................................................393.3 HR management at TAJ.............................................................................413.4 Executive Staff Of Hotel Taj.....................................................................433.5 Extensive Training Program at Taj............................................................463.6 Effects of Recession...................................................................................483.7 Job Specification and Job Description at TAJ...........................................494 Marriott. ...............................................................564.1 HR Practices at Marriott ...........................................................................574.2 Man power, Planning, Recruitment and Selection....................................574.3. Selection Process......................................................................................584.4 Training and Development .......................................................................60

4.5 Employee Retension..................................................................................614.6 Positions in Marriott .................................................................................62

Annexure : Bibliography .................................................................................63

3


4/65

EXECUTIVE SUMMARY

Introduction

Human Resource Management is an increasingly broadening term that refers to managing"human capital," the people of an organization. The field has evolved from a traditionallyadministrative function to a strategic one that recognizes the link between talented and engagedpeople and organizational success.

Employees are a group of people who work interdependently towards some purpose.Organizational behaviour knowledge is as important as its financial health. OrganizationBehaviour practices like performance based rewards, employee communication, work lifebalance, employee engagement, employee motivation, ethical values and employee performancemanagement are very important for organizations success. In general it was found that firmsusing these Organization Behaviour practices are much more progressive and healthier thanfirms not practicing them. In todays era of globalization, outsourcing, off shoring, multi-sourcing and open sourcing has accelerated changes in the life at workplace for employees.Hence Organizational behaviour is of large importance to firm and its well being.

The below quotes would further help us understand the gaining acknowledgement of the inter-link between employee satisfaction and organizations growth.

The human mind is our fundamental resource.- John Kennedy

In Japan, employees occasionally work themselves to death. It's called Karoshi. I don't wantthat to happen to anybody in my department. The trick is to take a break as soon as you see abright light and hear dead relatives beckon.- Scott Adams

Take time to appreciate employees and they will reciprocate in a thousand ways.- Bob Nelson

"The vision is really aboutempoweringworkers, giving them all the information about what'sgoing on so they can do a lot more than they've done in the past." --Bill Gates

Recently, I was asked if I was going to fire an employee who made a mistake that cost thecompany $600,000. No, I replied, I just spent $600,000 training him. Why would I want

somebody to hire his experience? - Thomas J Watson

If you can make an employee happy by spending $800 on a comfortable office chair, what's$800? James R Uffelman.

4


5/65

1 INTRODUCTION TO HOTEL INDUSTRY

The Travel & Tourism (T&T) industry (of which the hotel sector forms a part) employsapproximately 238 million people worldwide, representing 8.4 per cent of total globalemployment (i.e. 1 in every 11.9 jobs) and generates 9.9 per cent of world GDP. By 2018,

employment in the T&T industry is expected to rise further to around 296 million people, thuscementing its position as a major global employer.

Over the last decade and half the mad rush to India for business opportunities hasintensified and elevated room rates and occupancy levels in India. Even budget hotels arecharging USD 250 per day. The successful growth story of 'Hotel Industry in India' seconds onlyto China in Asia Pacific.

'Hotels in India' have supply of 110,000 rooms. According to the tourism ministry, 4.4million tourists visited India last year and at current trend, demand will soar to 10 million in

2010 - to accommodate 350 million domestic travelers. 'Hotels in India' has a shortage of

150,000 rooms fueling hotel room rates across India. With tremendous pull of opportunity, Indiais a destination for hotel chains looking for growth. The World Travel and Tourism Council,India, data says, India ranks 18th in business travel and will be among the top 5 in this decade.Sources estimate, demand is going to exceed supply by at least 100% over the next 2 years. Five-star hotels in metro cities allot same room, more than once a day to different guests, receivingalmost 24-hour rates from both guests against 6-8 hours usage. With demand-supply disparity,'Hotel India' room rates are most likely to rise 25% annually and occupancy to rise by 80%, overthe next two years. 'Hotel Industry in India' is eroding its competitiveness as a cost effectivedestination. However, the rating on the 'Indian Hotels' is bullish. 'India Hotel Industry' is addingabout 60,000 quality rooms, currently in different stages of planning and development andshould be ready by 2012. MNC Hotel Industry giants are flocking India and forging Joint

Ventures to earn their share of pie in the race. Government has approved 300 hotel projects,nearly half of which are in the luxury range. Sources said, the manpower requirements of thehotel industry will increase from 8 million in 2009 to 15 million by 2010.

With the USD 23 billion software services sector pushing the Indian economy skywards, moreand more IT professionals are flocking to Indian metro cities. 'Hotel Industry in India' is set togrow at 15% a year. This figure will skyrocket in 2010, when Delhi hosts the CommonwealthGames. Already, more than 50 international budget hotel chains are moving into India to staketheir turf. Therefore, with opportunities galore the future 'Scenario of Indian Hotel Industry'looks rosy.

The hotel business is a labour-intensive and quality-driven service industry. Thecompetitiveness and productivity of the industry depends primarily on the skill levels andprofessionalism of its employees. Consequently, the constituents within the Hotels, Restaurantand Catering sector recognize that education, vocational training, and human resourcedevelopment are necessary to ensure their future. In support of this, the World EconomicForum sees good management of human resources as one of the key drivers for

competitiveness across the industry.

5


6/65

The concept of total quality management is found getting an important place in themarketing management of hotels. The emerging positive trend in the tourism industry indicatesthat hotel industry is like a reservoir from where the foreign exchange flows. This naturallydraws our attention on HOTEL MANAGEMENT. Like other industries, the hotel industry alsoneeds to explore avenues for innovation, so that a fair blending of core and peripheral services is

made possible. It is not to be forgotten that the leading hotel companies of the world have beenintensifying research to enrich their peripheral services with the motto of adding additionalattractions to their service mix. It is against this background that we find the service mix moreflexible in nature.

Table 1. Most visited countries by international tourist arrivals

Table No 2 - World-wide statistics for the hotel industry by global regions 2009

6


7/65

(http://www.thehindubusinessline.com/2009/04/26/stories/2009042651000500.htm)

_________________________________________________________________________

Rank Country

UNWTO

Regional

Market

International

tourist

arrivals(2009)[12]

International

tourist

arrivals(2008)[12]

International

tourist

arrivals(2007)[12]

International

tourist

arrivals(2006)12

1 France Europe 74.2 million 79.2 million 80.9 million 77.9 million

2 United StatesNorthAmerica

54.9 million 57.9 million 56.0 million 51.0 million

3 Spain Europe 52.2 million 57.2 million 58.7 million 58.0 million

4 China Asia 50.9 million 53.0 million 54.7 million 49.9 million

5 Italy Europe 43.2 million 42.7 million 43.7 million 41.1 million

6United

KingdomEurope 28.0 million 30.1 million 30.9 million 30.7 million

7 Turkey Europe 25.5 million 25.0 million 22.2 million 18.9 million

8 Germany Europe 24.2 million 24.9 million 24.4 million 23.6 million

9 Malaysia Asia 23.6 million 22.1 million 21.0 million 17.5 million

10 MexicoNorthAmerica

21.5 million 22.6 million 21.4 million 21.4 million

11 India India 5.5 million 5.21million

7
http://en.wikipedia.org/wiki/World_Tourism_Organizationhttp://en.wikipedia.org/wiki/Tourism#cite_note-WTO2010-11http://en.wikipedia.org/wiki/Tourism#cite_note-WTO2010-11http://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Spainhttp://en.wikipedia.org/wiki/People's_Republic_of_Chinahttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Turkeyhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Mexicohttp://en.wikipedia.org/wiki/World_Tourism_Organizationhttp://en.wikipedia.org/wiki/Tourism#cite_note-WTO2010-11http://en.wikipedia.org/wiki/Tourism#cite_note-WTO2010-11http://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Spainhttp://en.wikipedia.org/wiki/People's_Republic_of_Chinahttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Turkeyhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Mexico


8/65

1.2 INDIAN HOTEL INDUSTRY(http://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-

Strategies-and-the-Impact-of-Recession-and-Recovery.html)

Revenues of Hotel and Restaurant (H&R) industry in India during the financial year2006-07 was INR604.32 billion , a growth of 21.27% over the previous year, primarily driven byforeign tourist arrivals ,which increased by 14.17%. Currently there are some 1,980 hotelsapproved and classified by the Ministry of Tourism, Government of India ,with a total capacityof about 110,000 hotel rooms. With tourism industry showing excellent performance, in terms offoreign tourists arrival and demand outpacing supply,the hospitality industry, is poised to grow ata faster rate and reach INR826.76 billion by 2011. It is estimated that over the next two years70,000-80,000 rooms will be added across different categories throughout the country.

Elara Securities estimates India has about 1,14,000 rooms across all categories, with the shortfallpegged at 1,56,000 rooms. While hotel majors had announced the development of about 1,00,000rooms (five- and four-star categories), only about 60,000 are likely to come up. Developers aregoing slow due to credit issues, high land prices and construction delays.Due to this demand-supply mismatch, the firm expects average occupancy rates to move up from72 per cent in CY2012 to 81 per cent in CY2015, boosting average room rates (ARRs). This isakin to what happened between the financial years 2004-05 and 2007-08, when ARRs doubledand occupancies were up 700 basis points to 70 per cent. Analysts expect companies that have adiversified presence, in terms of geography and category, stand to gain the most.

8
http://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-Strategies-and-the-Impact-of-Recession-and-Recovery.htmlhttp://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-Strategies-and-the-Impact-of-Recession-and-Recovery.htmlhttp://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-Strategies-and-the-Impact-of-Recession-and-Recovery.htmlhttp://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-Strategies-and-the-Impact-of-Recession-and-Recovery.html


9/65

INTRODUCTION

2.1 Concept of Hotel

At the outset, we go through the concept of hotel. The common law says that hotel is a

place where all who conduct, themselves properly and who being able and ready to pay for theirentertainment, accommodation and other services including the boarding like a temporary home.It is home away from home where all the modern amenities and facilities are available on apayment basis.

It is also considered to be a place where tourist stops, cease to be travellers and becomecustomers. The definition of hotel states that, Primarily and fundamentally, a hotel is anestablishment which supplies boarding and lodging not engaged in inter state commerce or inany intra state commerce, competitive with or affecting inter state commerce (or so relatedthat the regulation of one involves the control of other).

The hotel may furnish quarters and facilities for assemblage of people for social businessor entertainment purposes and may engage in retaining portion of its premises for shops andbusinesses whose continuity (i.e., proximity) is deemed appropriate to a hotel.

Background of Hotel Industry

Prior to the 1980s, the Indian hotel industry was a nascent and slow growing industryprimarily consisting of relatively static, single hotel companies. However, Asian games in 1982and the subsequent partial liberalization of the Indian economy generated tourism interest inIndia with significant benefits accruing to the hotel and tourism sector in terms of improved

demand patterns. Fortunes of the hotel industry are tied to the fortunes of tourism and the general business climate in the country, which is why the economic liberalization initiativesimplemented since 1991, led to a soaring demand and supply gap in the hotel industry.

2.2 GENERAL CLASSIFICATION OF HOTEL INDUSTRY

On the basis of standards:Like most of the countries in world, India also has hotels divided in different categories

depending on their location, facilities, infrastructure and amenities provided. All the star hotels inIndia are government approved with continuous control on the quality of services offered. Five Star Hotels: - The most luxurious and conveniently located hotels in Indiaare grouped under Five Star Deluxe Hotel categories. Five Star Deluxe in India areglobally competitive in the quality of service provided, facilities offered andaccommodation option. These are top of the line hotels located mostly in big cities. Thesehotels provide all the modern facilities for accommodation and recreation matchinginternational standards in hospitality. In such type of hotel HR department are established

9


10/65

separately and to execute and to follow the concept of HRstrictly, HR professional arehired.

Four Star Hotels: - A rung below five star hotels are Four Star Hotels, thesehotels provide all the modern amenities to the travelers with a limited budget. Quality of

services is almost as high as the five stars and above categories. These kinds of hotels arethere for the travelers with limited budget or for the places which might not get the touristtraffic associated with larger cities. In such type of hotel concept of HRis more or lessfollowed.

Three Star Hotels: - These are mainly economy class hotels located in the biggerand smaller cities and catering to the needs of budget travelers. Lesser in amenities andfacilities, these hotels are value for money and gives good accommodation and relatedservices on the reduced price. Services would be stripped down version of highercategories of hotels but sufficient to fulfill customer basic needs. In such type of hotelconcept of HR may or may not be present. If present all functions of HRD is curtailed.

Two Star Hotels: - These hotels are most available in the small cities and inparticular areas of larger cities. Catering to the backpacker tourist traffic, these hotelsprovide all the basic facilities needed for general accommodation and offers lowestprices. In this type of hotel concept of HRis absent.

One Star Hotels:- The hotels with most basic facilities, small number of roomslocations in the far-flung areas are grouped under One Star Hotel category. These hotelsare best when customer is looking for cheapest available accommodation option. In thistype of hotel concept of HRis alien words.

On the basis of Nature: Heritage Hotels

Heritage hotels in India are best if one is looking for sheer elegance, luxury and loyaltreatment. They are not just another accommodation options but tourist attractions inthemselves. Exquisitely designed and decorated, meticulously preserved, high standardsof service and ethnic cultural motifs helps the tourists get the complete experience of anIndia.

Beach Resorts Hotels

Peninsular India bounded by Arabian Sea, Bay of Bengal, Indian Ocean and the twoemerald archipelagos of Lakshwadeep and Andaman and Nicobar have a long coast line

of around 7500 km, offering an amazing array of beaches, some popular, some not sowell known. Thus location of resort is the basic point of attraction for tourists.

Wild Resorts Hotels

A wildlife tour is incomplete if one does not actually live in a forest for a few days. Itmeans living in a rest house or a tent the midst of the dense wilderness and waking up tothe twittering of birds.

Government Approved Hotels

10


11/65

These are the hotels, which might not have applied for star categorization or smallenough to find them in the list. Many of the wildlife resorts, lodges and hostels aregovernment approved providing a minimum level of accommodation facilities at far offplaces.

Residential Hotels

The residential hotels work as apartment house. Often we call them apartment hotels. Thehotels charge rent on monthly, half yearly, or yearly basis. They are generally located inbig cities and towns where no meals are served to the customers. Initially, the residentialhotels were developed in the USA. The services offered here are comparable to anaverage well managed home.

Commercial Hotels

The commercial hotels are meant for the people who visit a place of trade and commerceor business purposes and therefore these hotels are found located at the commercial orindustrial centers. They focus their attention on individual travelers and are generally runby owners.

Floating Hotels

The floating hotels are located on the water surface. The places are sea, river, and lake.These hotels provide with all the facilities and services made available in a good hotel. Inthe leading tourist generating countries of the world we find the practice of using oldluxury ships as floating hotels.

2.3 DIFFERENT DEPARTMENTS IN HOTELS

The departments are classified on accounts of it function. They are as follows:- Core Functioning Department

Food and Beverage (F&D) Department:-

F & B deals mainly with food and beverage service allied activities. Different divisions are

there in F & B like Restaurants, Speciality Restaurants, Coffee Shop (24 hrs.), Bar, Banquets,Room service etc

Front Office Department:-

The front office is the command post for processing reservations, registering guests, settlingguest accounts (cashiering), and checking out guests. Front desk agents also handle thedistribution of guestroom keys and mail, messages or other information for guests. The mostvisible part of the front office area is of course the front desk. The front desk can be a counteror, in some luxury hotels, an actual desk where a guest can sit down and register.

Housekeeping Department:-

The housekeeping department is another important department in hospitality world.Housekeeping is responsible for cleaning the hotels guestrooms and public areas. Thisdepartment has the largest staff, consisting of an assistant housekeeper, room inspectors,room attendants, a houseperson crew, linen room attendants and personnel in charge ofemployee uniforms. They may also have their own laundry and valet service. Hotels withlaundry and valet equipment may use it only for hotel linens and uniforms and send guestclothing to an outside service where it can be handled with specialized equipment.

11


12/65

Food Production Department:-

Food production deals with the preparations of food items. It basically engaged in preparingthose dish, which are ordered by the guest and afterwards is catered by the F&B department.Cuisine like Indian, Continental, Thai, Italian, Konkani (Coastal Sea Food), South Indian,Chinese, Mexican, etc. Different Chefs are appointed for the specialty cuisine.

Support Department (Cost Centers)

Marketing & Selling Department:-

Sales and marketing has become one of the most vital functions of the hotel business and anintegral part of modern hotel management. It includes packaging for selling, sales promotion,advertising and public relations. The marketing division is charged with the responsibility ofkeeping the rooms in the hotel occupied at the right price and with the right mix of guests.

Engineering and Maintenance Department:-

The energy crisis throughout the world has given a great importance to the engineeringdepartment of a hotel. This department provides on the day-to-day basis the utility services,

electricity, hot water, steams, air-conditioning and other services and is responsible for repairand maintenance of the equipment, furniture and fixtures in the hotel. The engineeringdepartment has an important role in satisfying the guest- demand and helping to maintain the profit level of the hotel. The cleaning, up-keep, repair, replacement, installation andmaintenance of property and its furnishing, machinery and equipment are the jointresponsibilities of Engineering/Maintenance and the Housekeeping Department.

Finance, Accounting and Control Department:-

A hotels accounting department is responsible for keeping track of the many businesstransactions that occur in the hotel. The accounting department does more than simply keepthe books-financial management is perhaps a more appropriate description of what the

accounting department does. Whereas the control department is concern with cost controlguidelines by way of reducing in investment, reduction in operating cost, control of foodservice costs, control of beverage costs, labour cost control, etc.

Safety and Security Department:-

The security of guests, employees, personal property and the hotel itself is an overridingconcern for todays hoteliers. In the past, most security precautions concentrated on theprevention of theft from guests and the hotel. However, today such violent crimes as murderand rape have become a problem for some hotels. Unfortunately, crime rates in most majorscities are rising. Hence today security department also concentrate on these additionalcriminal activities too.

Administration Department:-

Top organizational members usually supervise the Administration Department in a hotel.This department is responsible for all the work connected with administration, personnel,manpower, employees welfare, medical, health and security.

Human Resource Department:-

12


13/65

This department has newly taken step in hotel industry and within a short span of time it hasbecome a very important part of the organization. It plays the role of facilitator between thebargainable cadre and non-bargainable cadre.This department is the topic of our discussion. The practice, which this department and theirstaff perform, is going to be learned in the light of following project.

2.4 CAREER OPPORTUNITIES IN THE HOTEL INDUSTRY

Some of the careers opportunities in the hotel industry are as follows.

The industry offers more career options than most: - No matter what kind of work weenjoy and wherever our aptitudes lie, there is a segment of the industry that can use ourstalents.

The work is varied: - Because hotels and restaurants are complete production, distributionand service units, and managers are involved in a broad array of activities.

There are many opportunities to be creative: - Hotels and restaurants managers might

design new products to meet their needs of their guests; produce training programs foremployees; or implement challenging advertising, sales promotions and marketing plans.

Hospitality jobs are not nine-to-five jobs: - Hours are highly flexible in many positions.

Many more opportunities are waiting in a queue. With these the role of HR is drasticallychange. Its fields of operation in todays worlds knew no boundary. Each day it is confrontedwith new challenges in new division of hotels. Therefore before knowing the role of HR it isessentials to know different department of the hotels as well their functions.

HUMAN RESOURCE PRACTICES OF THE HOTEL INDUSTRY

Fig 1.A survey States the importance of using HR practices in hotel industry

13


14/65

INTRODUCTION TO HUMAN RESOURCE PRACTICES OF

THE HOTEL INDUSTRY

Fig2: A Typical Organization of Personnel Department

14

General Manager

Personnel Director

Personnel Manager

Personnel Officer

Personnel Research &Development Officer

TrainingDepartment

PersonnelDepartment

Operative TrainingSupervisory TrainingManagement Training

Training InstructionTraining Aids &Equipments

WelfareTrainingRecruitmentMaintainingPayroll


15/65

Policies of HRThe personnel function in a hotel includes many activities such as: Consideration of leadership style Relationship Responsibilities Philosophy Social orientation Organizational structure

In most of the hotels the personnel policies are put in writing. These policies are distributed tokey and responsible executive to provide guidance and ensure consistent application.Periodically the HRD review these policies.

Arrears of personal policies

The personal policies are concern with each of the following areas:- Employment

Recruitment

Interview

Psychological and Aptitude tests

Selection

Medical Examination

Administration and Transfers

Promotions and Termination

Responsibilities for adherence to indiscrimination laws

Education and Training

Orientation of new employees

Educational needs for employees Training development programmes

Communications

Health and Safety

Occupational health

Emergency medical care

Safety programme

Preventive Medicine

Employees Services

Cafeteria

Vending Machine

Employees Lounge Lockers

Counseling

Suggestion Scheme

Wages and Salary Administration

Salary structure

Performance standards and Job evaluation

Salary survey

15


16/65

Benefits

Group Insurance

Sick-pay plan

Hospitalization

Major medical coverage

Key man Insurance

Pension plan/scheme

Labour/Industrial relations

Presentation Elections

Collective Bargaining

Grievance Procedures

Administration

Personnel records

Security

Holidays and Vacations

Office Layout and Services Work Rules

16


17/65

2.5 HR MANAGEMENT STRUCTURES

Human resource management (HRM) within international hotel chains has certainly moved to amore sophisticated level over the past few decades. They have adopted a much broader HRMview, using a variety of approaches to people management, development and rewards, and arenow considering much broader welfare issues, such as promoting a healthy work-life balance andminimizing stress in the workplace.

In support of this, the international chains have developed well-defined HR managementstructures, including opportunities for social dialogue. The HR function is certainly valued andusually sits as a key member of the management team at all levels of the business. The socialdialogue structures are often directly related to the HR structure, operating in conjunction withthe HR teams at each level in the organization.

One of the main challenges for a large hotel chain is to be able to maintain a consistent approachto HR practice across all regions of the world. This challenge is not only influenced by the size

of the organizations themselves, but also by the range of legislative regimes in which theyoperate. For example IHG operates in nearly 100 countries, Marriott 38 in 68 and Hilton 39 inmore than 76.

Another challenge is the need to find ways of sharing best practice from one region to another,and from one hotel chain to another. Within a particular chain there is often regular dialoguebetween the HR professionals at a regional and corporate level, and they often meet to discussand agree global standards and policies

17


18/65

2.6 HUMAN RESOURCE PLANNING

Human Resource Planning (HRP) is the first aspect of human resource process. It is verycommonly understood as the process of forecasting an organizations future demand for, and of,the right type of people in the right number. It is only after this that HRM department can initiate

a recruitment and selection process. HRP is the sub-system in the total organizational planning.

HRP is important for:

The future personnel needs To cope up with change To create highly talented personnel For the protection of weaker sections For the international expansion strategy of the company It is the foundation for personnel functions

The list is infact never ending. HRP actually has become an inevitable part of HRM process.

HRP is influenced by several considerations. The more important of them are: Type and strategy of the organization Organizational growth cycles and planning Environmental uncertainties Type and quality of forecasting information Nature of jobs being filled Off-loading the work

18


19/65

The HRP Process

Fig3: HRP Process

Organizational Objectives & Policies

HR plans need to be based on organizational objectives. In practice, this implies that theobjectives of the HR plan must be derived from organizational objectives. Specificrequirements in terms of number and characteristics of employees should be derived from theorganizational objectives.

19

OrganizationalObjectives & Policies

HR Demand Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control andEvaluation of Program

Environment

Surplus Shortage


20/65

HR Demand Forecast

Demand forecasting must consider several factors both external as well as internal. Amongthe external factors are competition, economic climate, laws and regulatory bodies, changesin technology and social factors. Internal factors include budget constraints, productionlevels, new products and services, organizational structure and employee separations.

HR Supply Forecast

The next logical step for the management is to determine whether it will be able to procurethe required number of personnel and the sources for such procurement. This information isprovided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance forabsenteeism, internal movements and promotions, wastage and changes in hours and otherconditions of work.

HR Programming

Once an organizations personnel demand and supply are forecast, the two must bereconciled or balanced in order that vacancies can be filled by the right employees at the righttime. HR programming is the third step in the planning process, therefore, assumes greaterimportance.

HR Plan Implementation

Implementation requires converting an HR plan into action. A series of action programmesare initiated as a part of HR plan implementation. Some such programmes are recruitment,selection and placement; training and development; retraining and redeployment; theretention plan; the redundancy plan; and the succession plan.

Control and EvaluationControl and evaluation represents the fifth and the final phase in the HRP process. The HRplan should include budgets, targets and standards. It should also clarify responsibilities forimplementation and control, and establish reporting procedures which will enableachievements to be monitored against the plan. These may simply report on the numbersemployed against establishment and on the numbers recruited against the recruitment targets.But they should also report employment costs against the budget, and trends in wastage andemployment ratios.

Consequences of Inadequate PlanningOne example of inadequate planning is the case of an organization caught in a severe

budget crisis for which management sees only one solution to lay off large numbers ofemployees. Careful planning for such a crisis during better times might have resulted in a seriesof alternatives, making layoffs unnecessary.

20


21/65

2.7 RECRUITMENTIn simple terms, recruitment is understood as the process of searching for and obtaining

applicants for jobs, from among whom the right people can be selected. Recruitment is theprocess of finding qualified people and encouraging them to apply for work with the firm.

Managerial RolesResponsibility for the overall recruitment process is assigned to human resources

managers. They are responsible for designing and implementing a recruitment program that willmeet the hotel industrys personnel needs while complying with all legal requirements. Thisresponsibility includes finding sources of applicants; writing and placing advertisements;contacting schools; agencies and labour unions; establishing procedures to guarantee equalemployment opportunity; and administering the funds the firm has budgeted for recruitment.

Factors Governing Recruitment

The given fig. represents the factors that normally affect the recruitment process. Thesefactors add additional function to that of HR manager.

Fig 4: Factors influencing recruitment

Types of RecruitmentIn hotel industry, the types of recruitment are:

Internal Recruitment

Internal recruitment seeks applicants for positions from those who are currently employed.Internal sources include present employees, employees referrals, former employees, andformer applicants.

External Recruitment

Finding qualified applicants from outside the organization is the most difficult part ofrecruitment. The success of an expanding hotel industry or one with many positionsdemanding specialized skills often depends on the effectiveness of the organizationsrecruitment program. Specifically, sources external to an organization are professional ortrade associations, advertisements, employment exchanges, college/university/institute placement services, consultants, displaced persons, radio and television, acquisitions andmergers and competitors.

21

External Forces

Supply & DemandUnemployment rateLabour MarketPolitical-socialSons of soilImage

Internal Forces

Recruitment PolicyHRPSize of the firmCostGrowth &Expansion

Recruitment


22/65

Recruitment Process

HR practices its function in each and every stages of recruitment. The process comprises fiveinterrelated stages, viz. (i) Planning, (ii) Strategy development, (iii) Searching, (iv) Screening,

and (v) Evaluation and control.The function of HR is to make the selection procedure an ideal one. The ideal recruitmentprogrammed is the one that attracts a relatively larger number of qualified applicants who willsurvive the screening process and accept positions with the organization, when offered.

Fig 5: Recruitment Process

2.8 JOB ANALYSISIn order to achieve effective HRP, the duties involved and the skills required forperforming all the jobs in an organization have to be taken care of. This knowledge is gainedthrough job analysis. In simple words, job analysis may be understood as a process of collectinginformation about the job. Specifically, job analysis involves the following steps: Collecting and recording job information. Checking the job information for accuracy. Writing job description based on the information.

22

Personnel

Planning

Job

Vacancies

Job

Analysis

Recruitment

Planning

-Numbers

-Types

Employee

Requisition

Searching

Activation

Selling

-Message

-Media

Screening Potentia

l Hires

Applican

t PoolTo

Selection

Evaluation

& Control

StrategyDevelopment

-Where

-How

-When

Applicant

Populatio

n


23/65

Using the information to determine the skills, abilities and knowledge that are required onthe job.

Updating the information from time to time.

The Process of Job Analysis

The following fig. represents the process of job analysis. The fig. also points out the uses ofinformation about the jobs.

Fig 6: Process of Job Analysis

Strategic Choices Employee Involvement: Job analysis involves collecting job-related information duties, responsibilities, skills and knowledge required to perform the jobs. It may bestated that in job analysis, information about a job is collected and not about theincumbent, however, the jobholder is consulted. Employees are often asked to supplyvital information about the contents of job, given their familiarity with it.

The Levels of Details: The level of analysis may vary from detailed, as in timeand motion studies, to broad as in analyzing jobs based on general duties. The level ofanalysis affects the nature of the data collected.

When and How Often: Another strategic choice relates to the timing and

frequency of conducting job analysis. Job analysis is generally conducted when i) anorganization is newly established and the job analysis is initiated for the first time; ii) anew job is created in an established company; iii) a job is changed significantly due tochange in technology, methods, procedures or systems; iv) the organization iscontemplating a new remuneration plan

23

Strategic Choices

Gather Information

Process Information

Job Description

Uses of Job Description and JobSpecification Personnel Planning Performance Appraisal Hiring

Training & Development Job Evaluation &Compensation Health & Safety Employee Discipline Work Scheduling

Job Specification


24/65

Past-Oriented versus Future Oriented: If an organization is changing rapidlydue to fast growth or technological change, a more future-oriented approach to jobanalysis may be desired.

Information Gathering

This step involves decision on three issues, viz; What type of data is to be collected?

What methods are to be employed for data collection?

Who should collect the data?

For Example: In most of the hotels that I visited, the sources for collecting information are byObservation, Interviews and Questionnaire.

Information Processing

Once the job information has been collected, it needs to be processed, so that it would be usefulin various personnel functions. Specifically, job-related data would be useful to prepare jobdescription and job specification.

Fig 7: Job Description and Job Specification in Job Analysis

24

Job Analysis

A Process of Obtaining all Pertinent Job Facts

Job Description

A statement containing itemssuch as

Job title Location Job Summary Duties Machines, tools &equipment Materials & form used Supervision given orreceived Working conditions Hazards

Job Specification

A statement of human qualificationsnecessary to do the job. Usually containssuch items as

Education Experience Training Judgement Initiative Physical efforts & Physical skills Responsibilities Communication skills Emotional characteristics Unusual sensory demands such assight, smell, hearing.


25/65

2.9 JOB DESIGN

Job design is a process of determining the specific tasks and responsibilities to be carried out byeach member of the organization. In simple words, the logical sequence to job analysis is jobdesign. Job analysis provides job-related data as well as the skills and knowledge expected of theincumbent to discharge the job. Job analysis, then, involves conscious efforts to organize tasks,duties and responsibilities into a unit of work to achieve certain objectives.

Fig 8: Factors Affecting Job Design

Factors Affecting Job Design

Job design is affected by organizational, environmental, behavioural factors. A properly designedjob will make it productive and satisfying. If a job fails on this count, the fault lies with the jobdesigners who, based on the feedback, must redesign the job. (See Fig)

25

Feedback

Organizational Factors

Characteristics of taskWork flowErgonomicsWork practices

Environmental Factors

Employees abilities and

availabilitySocial and culturalexpectations

Behavioural Factors

FeedbackAutonomyUse of abilities

Variety

Job

Design

Productive &

satisfying job


26/65

Techniques of Job Design

Fig 9: Techniques of Job Design

Work Simplification: In this technique, the job simplified or specialized. A given job isbroken down into small sub-parts and each part is assigned to one individual.

Job Rotation: Job rotation implies movement of employees from job to job. Jobs remainunchanged, but incumbents shift. With job rotation, a given employee performs different

jobs, but more or less, jobs of the same nature. Job Enlargement: Job enlargement involves expanding the number of tasks or dutiesassigned to a given job. Job enlargement is naturally opposite to work simplification. Addingmore tasks or duties to a job does not mean that new skills and abilities are needed to performit.

26

Work

Simplificatio

n

Job

Rotation

Autonomous

Teams

HighPerformance

Work Design

Job

Enrichment

JobEnlargemen

t

Job

Design


27/65

Job Enrichment: Job enrichment seeks to improve both task efficiency and humansatisfaction by building into peoples jobs, quite specifically, greater scope for personalachievement and recognition, more challenging and responsible work, and more opportunityfor individual advancement and growth. Autonomous or Self-directed Teams: A self-directed work team is an intact group of

employees who are responsible for a whole work process or segment that delivers a productsor service o an internal or external customer.

High-Performance Work Design: It is a means of improving performance in anenvironment where positive and demanding goals are set.

Role of Human Resource Department

The human resources departments role in job design is usually indirect, although jobdesign influences almost every aspect of human resources management. The departmentdiagnoses organizational problems that suggest job redesign, incorporate information on jobdesign in training and management development programs, and help plan job redesign programsto ensure that sound human resources policies and practices are developed. Further, thedepartment is needed to prepare to modify job descriptions and job specifications and to modifyrecruitment, selection, training, compensation and other practices to be consistent with any jobredesign program.

27


28/65

2.10 SELECTION

Selection is a process of picking individuals (out of the pool of job applicants) with requisitequalifications and competence to fill jobs in the organization. Different hotels apply differentmethods and procedure for recruitment as well as selection. It basically depends on the

management policies and the size of operation.

Selection Process

Selection is a long process, commencing from the preliminary interview of the applicants andending with the contract of employment. Fig. shows the generalized selection process.

Fig 10: General Selection Process

28

External Environment

Internal Environment

Selection TestPreliminary Interview Employment Interview

Physical Examination Selection Decision Reference & BackgroundAnalysis

Job Offer

Employment Contract

Evaluation

RA

RA

RA

RA: Rejected Applicants


29/65

2.11 ORIENTATION AND PLACEMENT

Orientation

Orientation is called as induction. It is the planned process of introducing new employees to theirjobs, their co-workers and the organization. The main purpose of induction is to relieve the new

employee from possible anxiety and make him or her feel at home on the job.These orientation programmes are carried out formally as well as individually/collectively in thehotels. These programmes are carried from 1 weak 2 weak.

The topics, which are generally covered in the induction programmes are given in the followingtable:

Organizational Issues

History of employer Product line or services provided

Organization of employer Overview of production process

Names & titles of key executives Company policies & rules Employees title & department Disciplinary regulations

Layout of physical facilities Employee handbook

Probationary period Safety procedure & enforcement

Employee Benefits

Pay scales and pay days Insurance benefits

Vacations and holidays Retirement programme

Rest breaks Employer-provided services to

employees Training & education benefits

Counseling Rehabilitation programmes

Introduction

To supervisor To co-workers

To trainers To employee counselor

Job Duties

Job location Overview of job

Job tasks Job objectives

Job safety requirements Relationship to other jobs

Placement

After orientation comes placement. Placement refers to the assignment of a new employee to hisor her job. The jobs of HR are simple where the job is independent, but where the jobs aresequential or pooled, HR specialists use assessment classification model for placing newly hiredemployees. For example the job of placing a waiter to its position is quite simpler as comparedwith that of the placing the employee at managerial level. The job of placing a waiter to itsposition is called an independent job but the job of placing employee at managerial level can beconsidered as sequential or pooled job.

29


30/65

2.12 TRAINING AND DEVELOPMENT

Training and development activities are designed in order to impart specific skills,abilities and knowledge to employees.

Effective training is basic ingredient of success in the hotel industry. The concept of

training is endorsed my most managers in the hotel industry, yet managers often give littlethought to the training function in the context of their own business or departmentalresponsibilities until something goes wrong! One of the main problems in hotel industry is thatinvestment 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 operationalenvironment 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 tohotel. Whereas development refers to learning opportunities designed to help employees growand evolve a vision about the future.

Here the job of HR is to identify the training need and then accordingly to design thesuitable programme for that. Training within a hotel provides the best opportunity to influence

the attitude and performance of employees. The training programmes include is such asintroduction, fire, food hygiene, control of substances hazardous to health, manual handling first-aid, technical skills, product knowledge, and customer service.For Example: In most of the hotels that I visited the training methods used are both On-the-jobas well as Off-the-job.

Methods and Techniques of Training

A multitude of methods of training are used to train employees. Training methods arecategorized into two groups and they are:

1. On-the-job training (OJT)

2. Off-the-job training

On-the-job training: On-the-job training is primarily learning by doing and, as such, isprobably the most used and most abused approach to training. Like other form oftraining, OJT requires planning, structure and supervision to be effective for developing avariety of practical and customer-oriented capabilities. When done correctly, OJT is asensible and cost effective method for training and assessing trainees progress in jobssuch as retail sales, food and beverage operatives, and check-in and check-out positions.Some of the On-the-job methods of training are orientation training, job-instructiontraining, apprentice training, internships and assistantships, job rotation etc.

.Off-the-job training: Off-the-job training allows for the development of broader andmore conceptual skills while providing a practice environment in which error need not beso costly. There are three main forms of off-the-job training: In-house, External, andIndependent.

In-house off-the-job training may take several formats including lectures and otherclassroom techniques, discussions, demonstrations, case studies and role plays, andsimulations. What distinguishes in-house off-the-job training from other type of off-the-job

30


31/65

training is that in-house training is conducted away from the physical location where the jobis actually carried out, but still on company premises.

Like in-house off-the-job training, external off-the-job training can also take avariety of forms. Such training may be tailored to the companys specific need or it may beoffered on a more general basis; it may focus on special disciplines related to hospitality.

The Training Process

Assessing Training Needs

Preparing the Training Plan

Specifying Training Objectives

Designing the Training Programs

Selecting the Instructional Methods

Completing the Training Plan

Conducting the Training

Evaluating the Training

Planning Further Training

31


32/65

2.13 PERFORMANCE APPRAISALPerformance appraisal refers to the assessment of an employees actual performance, behaviouron jobs, and his or her potential for future performance. It is done generally for the purpose ofassessing training needs to employee, to effect his promotions and to give him pay increase,retention or termination.Though there are different methods of performance appraisal only one

method that is commonly used in this industry is Rating Scale Method.

Challenges of Performance Appraisal

Create a culture of excellence that inspires every employee to improve or lend himself orherself to be assessed.

Align organizational objectives to individual aspirations.

Clear growth paths for talented individuals.

Provide new challenges to rejuvenate careers that have reached the plateau stage.

Empower employees to make decisions without the fear of failing.Performance Appraisal Process

Fig 11: Performance Appraisal Process

32

Objectives ofPerformance Appraisal

Establish JobExpectations

Design an AppraisalProgramme

AppraisePerformance

Performance

Interview

Use Appraisal Data forAppropriate Purposes


33/65

2.14 JOB EVALUATIONJob evaluation refers to the process of determining the relative worth of each job for purpose ofestablishing satisfactory wage and salary differentials. Jobs are evaluated on the basis of theircontent and are placed in the order of their importance. In a job evaluation programme, the jobsare ranked and not the job holders.

Fig: Methods of Job Evaluation

Though there are different types of methods available but the most common method practiced inthis industry is analytical method and in analytical method point ranking methods is the mostappropriate one.

Process of Job Evaluation

Fig 12: Job Evaluation Process

33

Objectives ofJob Evaluation

Job Analysis

Job EvaluationProgramme

Wage Survey

EmployeeClassification

JobDescription

JobSpecification


34/65

2.15 EMPLOYEE RELATIONSAs the name suggest it is all about maintaining relationship with the employee. It includes allterms that are concerned with the employee like employee remuneration, incentives payments,employee benefits and services, employee welfare, safety and health issue, trade unions etc. Hereits where the HR manager communicates with employee about their problems, suggestion and

so on. All these steps are followed in order to retain best employee.

Employee Remuneration

In most of the hotels, the human resource department plays a crucial role in determining theremuneration policy of employees. For this they take into consideration all external as well as theinternal factors. By this they have to deal with external factors like labour market, going rate,cost of living, labour unions, labour laws, society and the economy as well as internal factors likecompanys ability to pay, job evaluation and performance appraisal and the worker himself orherself. In hotel industry both financial as well as non-financial methods of remuneration arefollowed.

Incentives PaymentsIt is seen that HRD are highly involved in deciding the incentives programmes. As thisdepartment is involved in deciding the remuneration programmme, they are serving as thefoundations for most incentive plans. The management of these plans is collaborative. Theseincentives schemes are for direct workers who work in batches, as well as for indirect workers.

Employee Benefits and Services

The HRD has a major role in the development and management of benefits programs. Thesebenefits are designed by HRD in order to suit the requirement of employee. And further, they aresent to the top management for approval. Thereafter they are implemented. These benefits, whichare given to the employee, are both financial as well as non-financial.

Some of the benefits and services, which are practiced in the hotel industry are as follows: Legally required payments

Old age, survivors, disability and health insurance Workers compensation Unemployment compensation

Contingent and deferred benefits Pension plans Group life insurance Sick leave Maternity leave

Payments for time not worked Vacations Holidays Voting pay allowances

34


35/65

Employee Welfare

Labour welfare refers to taking care of the well being of workers by employers, trade unions, andgovernment and non-government agencies. Recognizing the unique place of the worker in thesociety and doing good for him/her retaining and motivating employees, minimizing social evils,

and building up the local reputation of the hotel are the arguments in favour of employeewelfare. Hence this area has generated one more area for practicing of HR roles.

Safety and Health Issue

Since the hotel industry, is the service industry, hence the safety and health aspects of employeeis concern for the organization, as employee are assets of service industry. The whole and soulresponsibility of employee health and safety measures lie on the shoulder of HR department.Hence such types of measures reduce the chances of accidents.

Trade unions

Trade unions are voluntary organizations of employees or employers are formed to promote and

protect their interests through collective action. Contrary to popular perception, unions are notmeant only to organize strikes. Their presence is felt in all HR activities of an organization.Unions have political affiliations. But some hotels experience tremendous pressure from thesetrade unions whereas in some hotels trade unions are present for name shake only. The unions,which are present in most of the hotel, are Bhartiya Kamgar Sena (headed by Shiv-Sena).

2.16 360 DEGREE PERFORMANCE APPRAISAL

360 degree appraisals are a powerful developmental method and quite different to traditional

manager-subordinate appraisals. As such a 360 degree process does not replace the traditionalone-to-one process - it augments it, and can be used as a stand-alone development method.360 degree appraisals involve the appraisee receiving feedback from people (named oranonymous) whose views are considered helpful and relevant.360 Feedbackis a proven method of helping individuals reviews their performance through theeyes of their working colleagues.The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural

criteria and some sort of scoring or value judgement system. The appraisee should also assessthemselves using the same feedback instrument or form.

35


36/65

TAJ

TAJ

36


37/65

3.1 Introduction

The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal Palace,Mumbai, in 1903. The Company then undertook major expansion ofThe Taj Mahal Palace,Mumbai by constructing an adjacent tower block and increasing the number of rooms from 225

to 565 rooms. With the completion of its initial public offering in the early 1970s, the Companybegan a long term programme of geographic expansion and development of new touristdestinations in India which led to its emergence as a leading hotel chain in India. From the 1970sto the present day, the Taj Group has played an important role in launching several of India's keytourist destinations, working in close association with the Indian Government. The Taj Grouphas a philosophy of service excellence which entails providing consistently high levels ofpersonalized service and innovative means of improving service quality.

The Taj Group has been active in converting former royal palaces in India into world classluxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur andUmaidBhawan Palace in Jodhpur. In 1974, the Taj Group opened India's first international five star

deluxe beach resort, the Fort Aguada Beach Resort in Goa. The Taj Group also began itsbusiness in metropolitan hotels in the 1970s, opening the five-star deluxe hotel Taj Coromandelin Chennai in 1974, acquiring an equity interest and operating contract for theTaj President, abusiness hotel in Mumbai, in 1977, and opening theTaj Mahal Hotel in Delhi in 1978.

In 1980, the Taj Group took its first step internationally by opening its first hotel outside India,the Taj Sheba Hotel in Sana'a, Yemen and in the late 1980s, acquired interests in the CrownPlaza, London, St. James Court, Londonand 51 Buckingham Gate Luxury Suites andApartments in London.

With the opening of the five star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj Group

became the only hotel chain with a presence in the five major metropolitan cities of Mumbai,Delhi, Kolkatta, Bangalore and Chennai. Concurrently with the expansion of its luxury hotelchain in the major metropolitan cities, the Taj Group also expanded its business hotels division inthe major metropolitan and large secondary cities in India.

During the 1990s, the Taj Group continued to expand its geographic and market coverage inIndia. It developed specialized operations (such as wildlife lodges) and consolidated its positionin established markets through the upgrading of existing properties and development of newproperties. Taj Kerala Hotels & Resorts Limited was set up in the early 1990s along with theKerala Tourism Development Corporation. In 1998 the Taj Group opened the Taj ExoticaBentotawhich strengthened the Taj Group's market position in Sri Lanka. In 2000, the launch of

the 56 acre Taj Exotica, Goaand the Taj Hari Mahalin Jodhpur were completed.In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set up Taj GVKHotels and Resorts Limited and thereby obtained a prominent position in the market in thesouthern business city of Hyderabad, holding three hotels and a major share of the market. In2001, the Taj Group took on the management contract ofTaj Palace Hotel, Dubai, and hasestablished itself as an up-market hotel in the Middle East region. The Taj Exotica Resort & Spa,Maldives launched the Taj Group into the premium luxury hotel market and since its opening in

37
http://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/Taj%20Lake%20Palace,UDAIPUR/default.htmhttp://www.tajhotels.com/Palace/Rambagh%20Palace,JAIPUR/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Leisure/Fort%20Aguada%20Beach%20Resort,GOA/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Coromandel,CHENNAI/default.htmhttp://www.tajhotels.com/Business/Taj%20President,MUMBAI/default.htmhttp://www.tajhotels.com/Business/Taj%20President,MUMBAI/default.htmhttp://www.tajhotels.com/Business/Taj%20President,MUMBAI/default.htmhttp://www.tajhotels.com/Luxury/The%20Taj%20Mahal%20Hotel,NEW%20DELHI/default.htmhttp://www.tajhotels.com/Luxury/The%20Taj%20Mahal%20Hotel,NEW%20DELHI/default.htmhttp://www.tajhotels.com/Luxury/Crowne%20Plaza%20London%20St.%20James,LONDON/default.htmhttp://www.tajhotels.com/Luxury/Crowne%20Plaza%20London%20St.%20James,LONDON/default.htmhttp://www.tajhotels.com/Luxury/Crowne%20Plaza%20London%20St.%20James,LONDON/default.htmhttp://www.tajhotels.com/Luxury/51%20Buckingham%20Gate,%20Taj%20Suites%20and%20Residences,LONDON/default.htmhttp://www.tajhotels.com/Luxury/51%20Buckingham%20Gate,%20Taj%20Suites%20and%20Residences,LONDON/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Bengal,KOLKATA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,BENTOTA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,BENTOTA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,BENTOTA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,GOA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,GOA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Hari%20Mahal,JODHPUR/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Hari%20Mahal,JODHPUR/default.htmhttp://www.tajhotels.com/luxury/Taj%20Palace%20Hotel,DUBAI/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Exotica%20Resort%20&%20Spa,MALDIVES/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Exotica%20Resort%20&%20Spa,MALDIVES/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/Taj%20Lake%20Palace,UDAIPUR/default.htmhttp://www.tajhotels.com/Palace/Rambagh%20Palace,JAIPUR/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Leisure/Fort%20Aguada%20Beach%20Resort,GOA/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Coromandel,CHENNAI/default.htmhttp://www.tajhotels.com/Business/Taj%20President,MUMBAI/default.htmhttp://www.tajhotels.com/Luxury/The%20Taj%20Mahal%20Hotel,NEW%20DELHI/default.htmhttp://www.tajhotels.com/Luxury/Crowne%20Plaza%20London%20St.%20James,LONDON/default.htmhttp://www.tajhotels.com/Luxury/Crowne%20Plaza%20London%20St.%20James,LONDON/default.htmhttp://www.tajhotels.com/Luxury/51%20Buckingham%20Gate,%20Taj%20Suites%20and%20Residences,LONDON/default.htmhttp://www.tajhotels.com/Luxury/51%20Buckingham%20Gate,%20Taj%20Suites%20and%20Residences,LONDON/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Bengal,KOLKATA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,BENTOTA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,BENTOTA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Exotica,GOA/default.htmhttp://www.tajhotels.com/Leisure/Taj%20Hari%20Mahal,JODHPUR/default.htmhttp://www.tajhotels.com/luxury/Taj%20Palace%20Hotel,DUBAI/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Exotica%20Resort%20&%20Spa,MALDIVES/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Exotica%20Resort%20&%20Spa,MALDIVES/default.htm


38/65

July 2002, has won several international awards. The Taj Group also obtained licenses to manageand operate two leisure hotels; the Rawal-Kot, JaisalmerandUsha Kiran Palace, GwaliorinOctober 2002.

In September 2002, the Taj Group acquired an equity interest in the former Regent Hotel in

Bandra which gave the Taj Group access to the midtown and North Mumbai market. The hotelhas since been renamed as the Taj Lands End, Mumbai.

In 2003, the Company celebrated the centenary of the opening of its Flagship hotel, theTajMahal Palace, Mumbai.

In 2004 the Taj Group opened Wellington Mews, its first luxury serviced apartment in Mumbai.In the same year, the Taj Group also launched the first of its "value-for-money" hotels inBangalore branded 'Ginger', which division has 11 hotels in various locations in India and isowned through its wholly owned subsidiary.

In 2005 the Company acquired on leaseThe Pierre, a renowned hotel in New York City, to enterthe luxury end of the developed hotel markets internationally. The Company entered into amanagement contract for Taj Exotica in Palm Island Jumeirah in Dubai to expand its existingpresence in the United Arab Emirates.

The Company enhanced its position as an operator of converted palaces by entering into amanagement contract forUmaid Bhawan Palace, Jodhpurin the princely state of Rajasthan inIndia. The Company, through a subsidiary, acquired the erstwhile W hotel in Sydney, Australiain February 2006 and renamed it as Blue, Woolloomooloo Bay. To expand its presence in theUS market, the Company acquired in early 2007 Ritz Carlton in Boston and Taj Campton Placein San Francisco.

Hotels operated by the Taj Group internationally are located in US, Australia, Dubai, Maldives,Malaysia, Sri Lanka, the United Kingdom, Yemen and Zambia.

.

3.2 MANAGEMENT

38
http://www.thegatewayhotels.com/index.htm?hotelId=TJSARK&page=Overviewhttp://www.thegatewayhotels.com/index.htm?hotelId=TJSARK&page=Overviewhttp://www.tajhotels.com/Leisure/Usha%20Kiran%20Palace,GWALIOR/default.htmhttp://www.tajhotels.com/Leisure/Usha%20Kiran%20Palace,GWALIOR/default.htmhttp://www.tajhotels.com/Leisure/Usha%20Kiran%20Palace,GWALIOR/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Lands%20End,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Wellington%20Mews%20Luxury%20Residences,MUMBAI/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Wellington%20Mews%20Luxury%20Residences,MUMBAI/default.htmhttp://www.tajhotels.com/luxury/The%20Pierre,New%20York/default.htmhttp://www.tajhotels.com/luxury/The%20Pierre,New%20York/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Boston,Boston/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Campton%20Place,SAN%20FRANCISCO/default.htmhttp://www.thegatewayhotels.com/index.htm?hotelId=TJSARK&page=Overviewhttp://www.tajhotels.com/Leisure/Usha%20Kiran%20Palace,GWALIOR/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Lands%20End,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Palace/The%20Taj%20Mahal%20Palace,MUMBAI/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Wellington%20Mews%20Luxury%20Residences,MUMBAI/default.htmhttp://www.tajhotels.com/luxury/The%20Pierre,New%20York/default.htmhttp://www.tajhotels.com/Palace/Umaid%20Bhawan%20Palace,JODHPUR/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Boston,Boston/default.htmhttp://www.tajhotels.com/Luxury/Taj%20Campton%20Place,SAN%20FRANCISCO/default.htm


39/65

CO OWNER OF HOTEL TAJ

RATAN TATA

Mr. Raymond BicksonManaging Director & CEO

Mr. Anil P. Goel

Executive Director - Finance

Mr. Abhijit Mukerji

Executive Director - Hotel Operations

Mr. Ajoy K. Misra

Sr. Vice PresidentSales & Marketing

Mr. Prakash V. Shukla

Sr. Vice President Technology &Chief Information Officer

Mr. H.N. Shrinivas

Sr. Vice President - Human Resources

Mr. Kanak Kothari

Vice PresidentProjects

Mr. Sanker Parameswaran

Vice PresidentLegal & Company Secretary

Mr. Veer Vijay SinghChief Operating Officer - Upper Upscale Hotels

Ms. Jyoti Narang

Chief Operating Officer - Luxury DivisionTaj Hotels Resorts and Palaces

39
http://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#MRBhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#anilhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Abhijit%20Mukerjihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#ajoyhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#prakashhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Srinihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Mr.Kotharihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Sankerhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#jamshedhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#jyotihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#MRBhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#anilhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Abhijit%20Mukerjihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#ajoyhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#prakashhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Srinihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Mr.Kotharihttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#Sankerhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#jamshedhttp://www.tajhotels.com/AboutTaj/CompanyInformation/Management.htm#jyoti


40/65

Fig.12.Tariff plan of TAJ Mumbai

40


41/65

3.3 HUMAN RESOURCE MANAGEMENT OF TAJ HOTEL

TAJ Hotel is one of the best and well known hotel in the world. It was incorporated in 1902 andit opened its first hotel, the Taj Mahal palace and it opened its first hotel , the Taj Mahal palaceand tower, Mumbai in 1903. The company then undertook major expansion of The Mahal Palace

& Tower, Mumbai by constructing an adjacent tower.Taj Hotel at Mumbai is one of the top class five star Hotel in the world. The number of rooms inthis hotel were increased from 225 to 565 rooms including 46 suites. 12 rooms are available witha capacity ranging from 250 to 500 person in auditorium can be accomodated for cocktailreceptions. The Taj hotel can also provide space for art conference facilities for conferencesmeeting and seminars meeting rooms and banquet hall include 20000 square feet area which isspread through 8 rooms seating capacities for auditorium style ranges from 300 to 500 and 300 to750 for big receptions.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

To create and utilize an able and motivated workforce, to accomplish the basicorganization goals.

To establish and maintain sound organizational structure and desirable workingrelationships among all the members of the organization

To attain an effective utilization of human resources in achievement of organizationalgoals.

To provide an opportunity for expression and voice in management. To provide fair acceptable and efficient leadership. To provide facilities and condition of work and creation of favourable atmosphere for

maintaining the stability of employment.

41


42/65

TAJ HOTEL HUMAN RESOURCE MANAGEMENT(MUMBAI)

EXECUTIVES

ADMINISTRATIONOWNERS AND BOARD OF DIRECTORS

COLLECTION DEPARTMENT SECURITY CATERING HOUSE KEEPING

SECURITY Manager

CATERING MANAGER

IINTERNAL EXTERNAL

HEAD ASSISTANT HEAD CHEF WAITERS HOUSE KEEPINGCASHIER CASHIER MANGER

CONTROL ROOM

SECURITY GUARD

(AT EACH FLOOR) (AT ALL GATES) HOUSE KEEPING AT

(cctv cameras) EACH FLOOR

42


43/65

3.4 EXECUTIVE STAFF OF HOTEL TAJ

ADMINISTRATION

1) COLLECTION DEPARTMENT

Collection Department mainly consists of Head Cashier

Assistant Cashier

SELECTION PROCEDURE Application Form

Written Examination

Preliminary Interview

2) TRAINING METHODS

3) PERFORMANCE APPRAISED ( PROMOTIONS AND SALARY)

HEAD CASHIER

1)SELECTION PROCEDUREHeads and guides his assistant cashiers. The cash book, bills, vouchers and credit receipts andverified and checked by him.

a) Application Form

b) Written Examination

43


44/65

2) TRAINING METHODS OR PROCESS3) PERFORMANCE APPRAISAL ( PROMOTION)4) SALARIES AND OTHER BENEFITS

2) SECURITY DEPARTMENT

Security department consists of a security manager which heads both indoor and outdoorsecurity. Indoor security consist of person and guards to keep an eye on indoor day to dayactivities. The use of cctv cameras are more useful to them.One control room at each floor is equipped with Computers, Laptop and other Machines to checkpeople movements with the help of CCTV cameras and most importantly they are also equippedwith fire alarm instrument and fire extinguisher is kept at different places at each floor. Similarlysecurity guards are employed outside the hotel and as well as in elevator outside security have tobe more alert on people coming from outside into hotel premises. They are specially equippedwith metal detectors and other equipments.

1) SELECTION PROCEDURE OF SECURITY GUARDS

Usually such security guards are hired from well request security agency.there is a contractbetween Taj management and security agency and accordingly agreement is made. Best securityguards with special training are sent or deployed at Taj who keep records of guardswho are beingemployed.So in such case only application form is filled up and other data of employees(security guards) are obtained from their agency.

2) SALARIES AND TRAINING

44


45/65

Since there is an agreement between Taj and security agency.Lumpsum amount is directly paidto the agency and payment of security guards are done by their agency and not Taj .Similarlytraining is also given to them

3) COOKING DEPARTMENT

SPECIALITY

1) CATERING DEPARTMENT

Catering Department consist of Head chef, Chef , waiters and bartenders headed or supervised bycatering manager. since Taj is a well known five star hotels , it has best chef, cooks, waiters andbartenders.

2) SELECTION

Selection is specially of catering department of taj where lots of foreigners and other VIP visit isquite strict and difficult.

The process of selection is as follows. Application

Examination

Medical Examination

Interviews and Final decision

Training Methods

Performance Appraisal

45


46/65

4) HOUSE KEEPING DEPARTMENT

House keeping refers to housekeepers employees at each floor there job is to maintainedcleanliness and hygiene. They are headed by head of housekeeping at each floor.

1) Selection and training

House keepers are also hired from a particular house keeper agency so the contract or

agreement is made between Taj authority and their agency. So housekeepers are selectedand sent by their agency similarly training is also given by them only.

2) Salaries and other benefits

3.5 Extensive coverage of Training Programme at TAJ

At Taj the employees are there assests. They believe that every employee has the potential tomake a successful, long-term career within the company, upholding the true values that have

been the foundation for the phenomenal growth of the Taj Group. He or she is the very reasonfor there survival.Taj Management Training Programme (Operations/FoodProduction/Housekeeping):This intensive management training programme prepares young people as thorough professionalswith the Taj Group of hotels.Taj Hospitality Training ProgrammeThe Taj hospitality training (THT) program has been designed to train the trainees to the level ofSupervisor in any of their operational departments. Learning comes by doing, based on this

46


47/65

principle the on-the-job training is build in as very important component of entire program.Recruitment for this programme commences in all key hotels schools and graduate colleges inthe country in the months of October/November.The THT program follows a systematic process including induction, theory classes, on-the-jobtraining, evaluation, appraisals and assessments.

Taj Management Training ProgrammeEach year, the Taj Group fortifies its operations functions with raw talent from the best hotel andgraduate schools in the country. The group offers the Taj Management Training Programme(TMTP) management-training program comparable to an MBA in hospitality that moulds youngbudding hotel professionals into future business managers. A typical career path could includejoining as a Taj Management Trainee and attaining the position of a general manager of a hotel by lateral movements through various functions such as Human Resource, Sales, Food &Beverage and Front Office.An 18-month intensive management training programme that prepares for profit centremanagement in the Taj Group.

First 12 months, the Management trainee focuses on practical (On-the-Job training) and

theoretical exposure to the fundamentals in hoteliering. Next 6 months, the management trainee receives inputs that combine elements ofmanagement including Management Development, Architectural Appreciation, HumanResources, Materials Management and Accommodation.

6 months training as a Shadow Manager/Shadow Chef (mentorship by a seniormanager/mentoring chef).The program provides educational exposure and development commensurate with an MBA inhospitality. The management trainees are also expected to complete live projects during theirtraining period.Food ProductionThe Taj Management Training Programme Food Production is the premier hospitalitymanagement-training programme for culinary education in the country. The TMTP-FoodProduction Programme focuses on culinary skills and the managerial ability to run kitchenoperations. Recruitment for this programme commences in all key hotel schools in the country inthe months of October/November.

It includes: An 18-month intensive management-training programme, which prepares trainee forProfit Centre Management in the Taj Group. 6 months training as a shadow manager/shadow chef (mentorship by a seniormanager/mentoring chef).

In order to sustain there position of strength in Food and Beverage, participants undergospecialization in cuisines of the world. There is a special emphasis on creating chefs withinternationally acclaimed skills.Housekeeping Executive Development Programme (HEDP)HEDP is a one year intensive housekeeping training programme, which prepares trainee for acareer in housekeeping and accommodation in the Taj Group. Recruitment for this programmecommences in all key hotel schools in the country in the months of October/November.Duing the first 6 months of the programme, the management trainees undergo technical trainingin classroom accompanied by on-the job exposure. Inputs include interiors, finance, human

47


48/65

resources, architectural design, fabric and styling. The next 6 months include on-the-job trainingin a Taj hotel as an understudy to a mentoring executive housekeeper.This is an exclusive Earn while you Learn opportunity, offering attractive stipends toprogramme participants.

Stipend + benefits

Subsidized accommodation during the training period.

3.6 AFTER EFFECTS OF RECESSION

It led to reduction in salaries of employees especially of those whose salaries were morethan Rs 20000/-

The salaries especially of head cashier and cashier were reduced by 15%

Many cooks , chef were removed and limited persons were adversely affected.

But in caseof security department no compromise was allowed to remove security guardsbut their salaries were reduced.

EFFECT OF 26/11 TERRORIST ATTACK

48


49/65

An unfortunate incident happened on 26th November 2008, when terrorists attackedHotel Taj, CST Station and other places. Many died and thousands wounded. Hostageswere held up at Taj and rescue operation took more than 3 days Hotel Taj suffered loss ofabout 100 crores.

3.7 SAMPLE JOB DESCRIPTIONS AND JOB SPECIFICATION

FOR VARIOUS ROLES AT TAJ

Position Executive Chef

Work Location Across India

Date Posted Wednesday, February 21, 2007Last Date of Application Friday, December 31, 2010

49


50/65

Responsibilities

Job Purpose :- To provide innovative and artistically superior, and cost efficient food and beverage products that

enhance the reputation of all the food outlets, at the same time meeting the established quality andpresentation standards.

Managerial

- Plan and Budget the food costs for all the F & B outlets- Create a work environment that is high in employee morale and provides constant learning &development and use the feedback from Employee Satisfaction Survey to draw an action plan.- Develop systems and procedures that achieve higher cost efficiency and guest satisfaction.- Recruitment and Performance Appraisal/ Management of the staff in the department.- Develop & Implement the annual plan using the Tata Business Excellence Model framework

HR Project Finale[1]

Documents

Transcript of HR Project Finale[1]