HRD SRATEGIES AND PRACTICES OF HOTEL INDUSTRY IN...

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CHAPTER – 4

HRD SRATEGIES AND PRACTICES OF HOTEL INDUSTRY IN

GUJARAT

4.1 Major Aspects of the study

4.2 Data Needs and Sources

4.3 Types of Information and Data Needed

4.4 Hotel Units Selected for Research Study

4.5 Management views on HRD Strategies and Practices of

Hotel Industry

4.6 Employees views HRD Strategies and Practices of Hotel

Industry

121

4.1 MAJOR ASPECT OF THE STUDY

The present study focuses on HRD strategies and practices of Hotel Industry – A

Study of Selected Hotels in Gujarat. Several important areas of HRM and HRD

have been focused under the study and attempts made to collect primary and

secondary data on the following areas have been covered for the data collection.

(i) Growth and history of hotel industry in Gujarat

(ii) Record System of the Hotels

(iii) Facilities provided by the Hotels

(iv) Development of Hotels in Gujarat

(v) Constraints associated with hotel industry

(vi) HRM / HRD in general

(vii) Human Resource Planning

(viii) Recruitment and selection

(ix) Training and development

(x) Wage and salary administration

(xi) Motivation, leadership and communication

(xii) HRD mechanism,

(xiii) Industrial relations

(xiv) Employee activities

(xv) Human Resource Information

(xvi) Effect of LPG on HRD

(xvii) Goal / mission of the organization

(xviii) HRD climate in the hotel industry

(xix) Study the HRD scenario in hotel industry

(xx) Suggestion for strength HRD from hotel industry.

For the present study both primary and secondary data are used to explore

research primary data use extensively. For this purpose to set of questionnaire

were prepared keeping in mind HRD strategies and practices of Hotel Industry –

A selected hotels of Gujarat and one set for management and one for employee

122

were operated upon 30 units and randomly selected 90 employees of the units

under the study.

These data and information have been arranged logically, tabulated, classified,

analyzed and interpreted for the meaningful outcome and finding of the study.

4.2 DATA NEEDS AND SOURCES

For the present study both primary and secondary data are used. Primary data are

used extensively to explore the research. While secondary data are used to focus

on various issues under study.

In order to collect relevant primary and secondary data two sets of questionnaires

were prepare keeping in mind the areas of HRD policies and practices. These 2

sets, one each for management and employees, were sent to 30 hotel units of

Gujarat. All efforts and attempts were made to cover maximum number of units

under study.Finnally responses were collected from 30 hotels of Gujarat. A

number of sources have been also used to collect secondary data. This has led to

completion of field work on various aspect of the study to bring out more

relevance, validity and accuracy.

4.3 TYPES OF INFORMATION AND DATA NEEDED

(i) HRD scenario in hotel units of Gujarat

(ii) HRD policies and practices responded by the management

(iii) Employees views on Human Resource Management

(iv) Role of government in fostering HRD

(v) Opinion on present status of HRD in the hotel industry by the parties

involved, i.e.management, employees and government

123

4.4 HOTEL UNITS SELECTED FOR RESERCH STUDY

TABLE: 4.1

A PROFILE OF HOTEL UNITS UNDER STUDY

No Name of Hotel Year of Establishme

nt

Ownership

Size / Star

Number of

Employees

Total Investment

1 Hotel Sarita, Surat 1959 Private -- 56 1 corer

2 Hotel Central Excellency, Surat 1957 Private -- 86 1.20 corer

3 Hotel Sunplaza, Ankleshwar 2007 Private -- 34 2 corer

4 Hotel Royal Regence, Navasari 2008 Private 3 Star NA 8 corer

5 Hotel Anmol, Navsari 1995 Private -- 49 80 lakh

6 Hotel Yuvraj, Baroda 1993 Private 3 Star 145 NA

7 Hotel Aditi, Baroda 1987 Private -- 76 NA

8 Hotel President, Baroda 1995 Private -- NA NA

9 Hotel Sayaji, Baroda 1991 Private 3 Star 188 NA

10 The West End, Ahmedabad 1994 Private 3 Star 75 2 corer

11 To Hotel Toran, Somnath 1989 Private -- 29 NA

12 Hotel, Shilpi, Saputara 1997 Private 3 star 72 1.10 corer

13 Hotel Nilambagh Palace, Bhavnagar 1992 Private Heritage 70 NA

14 Hotel Sun-n-shine, Bhavnagar 2000 Private 3-Star 82 3 corer

15 Hotel Blue Diamond, Gandhinagar 2008 Private 3 Star 74 1.50 corer

16 Motel The Village Rajkot 1992 Private -- 45 50 lakh

17 Hotel Shiv Midtow, Gandhinagar 1995 Private 3-Star 86 1.50 corer

18 Hotel Aram, Jamnagar 1998 Private 2-Star 55 1.5 corer

19 Hotel Celebration, Jamnagar 1993 Private 3-Star 72 NA

20 Hotel Comfort Inn, Ahmedabad 1992 Private 5-Star 134 NA

21 Hotel Inder Residency, Ahmedabad 1994 Private 5-Star 164 NA

22 Hotel Balwas, Ahmedabad 1995 Private -- 32 NA

23 Hotel Ambassador, Ahmedabad. 1974 Private 2-Star 62 75 lakh

24 The House of Magandas, Ahmedabad 1924 Private Heritage 117 50 lakh

25 Hotel Sav Shanti, Anand 1983 Private -- 67 3 corer

26 Hotel Surbhi, Anand 1907 Private -- 51 NA

27 Hotel Pooja International, Anand 1990 Private -- 38 NA

28 Hotel Shalimar, Ankleshwar 1996 Private 3-Star 75 NA

29 Hotel Lords Plaza, Surat 1995 Private 3-star 188 9 corer

30 Hotel welcome, Baroda 1994 Co ltd 5-star 221 15 corer

Source: Based on compiled and analyzed data collected through fieldwork.

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4.5 MANAGEMENT VIEWS ON HRD STRATEGIES AND

PRACTICES OF HOTEL INDUSTRY

TABLE: 4.2

GOAL OF HOTEL ORGANIZATIONS

Management Hotel Units Percentage

To provide entertainment 10 33

To earn profit 29 97

To provide better service 21 70

Growth and Development 30 100

Goodwill and Brand name 30 100

Total 30 100


Business is mostly carried on for the purpose of profit maximization .Hotel

industry in Gujarat two has profit maximization as main objective. Further they

also have goals of growth and development, providing better services to the

society and to provide refreshment and entertainment to the customer.

According to study 100% units responded in favor of growth and development

as their goal in addition to maximization profitability.21 out of 30 units

responded to provide better services as their one of the goals.

Most of hotels responded goodwill, brand name and establishing image as their

goal.

125

CHART: 4.1

33

97

70

100 100

0

20

40

60

80

100

120

To provide

entertainment

To earn profit To provide

better service

Growth and

Development

Goodwill and

Brand name

P

e

r

c

e

n

t

a

g

e

Goal

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TABLE: 4.3

THE TYPES OF TOURIST VISITING GUJARAT

Types of tourist Percentage of tourist

Tourist from Gujarat 21

Tourist from other than Gujarat But Indian resident 36

International tourist 43

Total 100

Source: Based on compiled and analyzed data collected through fieldwork

For the purpose of knowing the types of tourist visiting Gujarat, they are

categories into mainly three categories viz.

(A) Tourist from Gujarat

(B) Tourist from other than Gujarat But Indian resident

(C) International tourist

The compiled data suggest that 21% tourist visiting Gujarat are local in

nature,36% tourist are coming outside the Gujarat but Indian resident, and 43%

tourist are found to be coming from international location.

Foreign tourists mainly visit Gujarat from U.S.A, UK, Canada, African

Countries and neighboring Asian Countries.

Following chart indicates categories of tourist and their percentage visiting

Gujarat.

05

1015202530354045

Tourist from Gujarat

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CHART: 4.2

Tourist from Gujarat Tourist from other

than Gujarat But

Indian resident

International tourist

21

3643

Types of tourist

International tourist

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TABLE: 4.4

THE TOURIST CATEGORY VISITING GUJARAT


If we categories tourists further, tourists may be visiting individually, with

family may be the institutional, VIP, NRI and so on.

The present study observed that 33% are NRI visiting hotels in Gujarat, 23%

VIP and 7% individual.9 out of 30 hotels also responded that institutional

tourists are visiting their hotel. Two hotels observed that tourists are come in

group as family.

The same has been shown in the following bar chart.

Category of tourist Hotel Units Percentage of visitor in

Gujarat

Individual 02 7

Family 02 7

Institutional 09 30

NRI 10 33

VIP 07 23

Total 30 100

0

5

10

15

20

25

30

35

Individual

7

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CHART: 4.3

Individual Family Institutional NRI

7

3033

Category of tourist

VIP

23

130

TABLE: 4.5

STRENGTH OF TOURIST IN HOTEL INDUSTRY

Management views Hotel Units Percentage

In favor 27 90

Against 3 10

Total 30 100


Customer base equally important in hotel industry. Regular and consistent flow

gives more economic viability to this kind of service oriented organization.

Field survey indicates that 90% hotel units are happy with the present flow of

tourist; While 3 hotels out of 30 under study responded that flow of tourists has

no strength.

Reasons shown by hotel management for poor flow are lack of transportation,

standardized facilities and even keen competition.

CHART: 4.4

90

10

In favor

Against

131


No Name of Hotel Acc Tra Lodg Can Coun Driw Hos/Me Cul/Ent 1 Hotel Sarita, Surat * * * *

2 Hotel Central Excellency, Surat * * * * * *

3 Hotel Sunplaza, Ankleshwar * * * * *

4 Hotel Royal Regence, Navasari * * * * * *

5 Hotel Anmol, Navsari * *

6 Hotel Yuvraj, Baroda * * * * * * *

7 Hotel Aditi, Baroda * * * * * *

8 Hotel President, Baroda * * * * * *

9 Hotel Sayaji, Baroda * * * * * * * *

10 The West End, Ahmedabad * * * * * *

11 To Hotel Toran, Somnath * * *

12 Hotel, Shilpi, Saputara * * * * *

13 Hotel Nilambagh Palace, Bhavnagar

* * * * * *

14 Hotel Sun-n-shine, Bhavnagar * * * * *

15 Hotel Blue Diamond, Gandhinagar * * * * * *

16 Motel The Village Rajkot * * *

17 Hotel Shiv Midtown, Gandhinagar * * * * * *

18 Hotel Aram, Jamnagar * *

19 Hotel Celebration, Jamnagar * * * * * *

20 Hotel Comfort Inn, Ahmedabad * * * * * * *

21 Hotel Inder Residency, Ahmedabad * * * * * * *

22 Hotel Balwas, Ahmedabad * *

23 Hotel Ambassador, Ahmedabad. * * * * * *

24 The House of Magandas, Ahmedabad

* * * * * *

25 Hotel Sav Shanti, Anand * * * * *

26 Hotel Surbhi, Anand * * * * * *

27 Hotel Pooja International, Anand * *

28 Hotel Shalimar, Ankleshwar * * * * * *

29 Hotel Lords Plaza, Surat * * * * * * * *

30 Hotel welcome, Baroda * * * * * * * *

TABLE: 4.6 FACILITIES PROVIDED IN HOTEL INDUSTRY

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Hotel units fall under services industry. Facilities to the customer determines the

direction of business there fore hotel units have to provide a large number of

facilities to the visiting tourists among them good accommodation, effective

transportation, qualitative food, right counseling are the major facilities in

addition to medical, entertainment, cultural and good house keeping.

The data reveals that most of hotels in Gujarat provide maximum services to

their customer. Hotel Sayajivadodara, Hotel Comfort inn Ahmadabad, Hotel

Lord plaza Surat, Hotel Wel Come Vadodara are the leading units which provide

such facilities to the tourists

Facilities were found poor at Hotel Toran Somnath, Hotel Aram Jamnagar, and

Hotel Pooja International Anand.

DEVELOPMENT OF HOTEL INDUSTRY

Management

In favor

Against

Total


Table no 4.7 exhibits

study opines that Gujarat has witnessed ample development in the hotel industry

The study reveals that

industry in the state while 20 % of the units still believe that Gujarat is lagging

behind so far as the hotel industry is concerned

to take some serious steps towards the

0

10

20

30

40

50

60

70

80

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TABLE: 4.7


Management Hotel Units

In favor 24

Against 6

Total 30

Based on compiled and analyzed data collected through fieldwork.

s that the majority of the hotel organization

study opines that Gujarat has witnessed ample development in the hotel industry

The study reveals that 24 hotel units witness the development of the hotel

the state while 20 % of the units still believe that Gujarat is lagging

behind so far as the hotel industry is concerned. They believe Gujarat still need

to take some serious steps towards the development.

CHART: 4.5

In favor Against

80

20

Views


Percentage

80

20

100

Based on compiled and analyzed data collected through fieldwork.

majority of the hotel organizations selected for the

study opines that Gujarat has witnessed ample development in the hotel industry.

4 hotel units witness the development of the hotel

the state while 20 % of the units still believe that Gujarat is lagging

They believe Gujarat still need

134

TABLE: 4.8

THE AUTHORITY MANAGING HOTELS

Form Hotel Units Percentage

Sole Proprietorship 9 30

Partnership Firm 9 30

Public Limited Company 1 03

Private Limited Company 11 37

Total 30 100


There are various forms of business organizations to run and enterprise. As far as

hotels in Gujarat are concerned they use sole proprietorship firm, public limited

company and private limited company forms.

Study reveals that out of 30 hotels selected 11 hotels are private limited

company, 9 hotels have partnership, another 9 have sole proprietorship forms of

business organizations to manage them. Only one hotel unit found to be have

public limited company namely Wel-Come hotel Vadodara.

Private limited form is widely used because of its advantage company raising

fund through share market prefer public company while hotels which can be

managed by family resources use partnership and sole proprietorship forms. The

same has been depicted in the following chart 4.6.

135

CHART: 4.6

30 30

3

37

05

10152025303540

Sole Partnership Public Private

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Form

THE AUTHORITY MANAGING

OF HOTEL

136

TABLE 4.9

LEADERSHIP STYLES IN HOTEL UNITS

Leadership Style No. of Hotel Units Percentage

Autocratic 15 50

Democratic 7 14

Benevolent 3 10

Free rein 5 16

Total 30 100

Source: Based on compiled and analyzed data collected through field work.

Leadership plays an important role in HRD. The nature of HRD largely depends

on philosophy of leadership. In most of the hotel units autocratic and democratic

styles are observed while 3 among them observe benevolent leadership style.

Five hotel units were found to observe free rein leadership style. According to

study 50% units were found to observe autocratic leadership style.

Democratic leadership style is observed in 14% units under study. Following

diagram indicates different leadership style in the hotel units.

CHART: 4.7

50

1410

16

0

10

20

30

40

50

60

Autocratic Democratic Benevolent Free rein

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Forms

DURATION OF HUMAN RE

Period

Below 1 year

One to two year

Above four year

Total

Sources : Based on compiled and analyzed data collected through field work.

It is interesting to study the term of human resource planning, different industries

and units may have different HRP terms as per there needs and requirement.

As far as hotel industry in Gujarat concern 12 o

term below one year. In other wo

% units make long term HR

planning. It is also observed th

large size hotels prefers long term and small size hotels have short term human

resource planning. The same is depicted in following diagram.

HUMAN RESOURCE PLANNING

137

TABLE 4.10

DURATION OF HUMAN RE SOURCE PLANNING HOTE

INDUSTRY

No. of Hotel Units

Below 1 year 12

One to two year 10

Above four year 8

30




far as hotel industry in Gujarat concern 12 out of 30 hotel selected have HRP

term below one year. In other words 40% units have short term HR

% units make long term HR planning while 33% units have medium term

planning. It is also observed that term of planning is related with the size of hotel



CHART: 4.8

40

33

27


SOURCE PLANNING HOTE L

Percentage

40

33

27

100




ut of 30 hotel selected have HRP

rds 40% units have short term HR planning 27

planning while 33% units have medium term

at term of planning is related with the size of hotel




Below 1 year

One to two year

Above four year

138

TABLE: 4.11

HUMAN RESOURCES IN THE UNITS UNDERSTUDY (2005-2010)

Sr.No.

Name of Tourism Places Managerial Skilled Unskilled Total

1 HOTEL SARITA 2 4 50 56

2 HOTEL CENTRAL 5 12 69 86

3 HOTEL SUNPLAZA 1 3 30 34

4 HOTEL ROYAL REGENCE NA NA NA NA

5 HOTEL ANMOL 2 8 39 49

6 HOTEL YUVRAJ 9 26 110 145

7 HOTEL ADITI 6 11 59 76

8 HOTEL PRESIDENT NA NA NA NA

9 HOTEL SAYAJI

8 28 152 188

10 HOTEL WESTEND 4 10 61 75

11 HOTEL TORAN 2 2 25 29

12 HOTEL SHILPI 7 10 55 72

13 HOTEL NILAMBAGH PALACE 3 8 59 70

14 HOTEL SUNSHINE 3 4 75 82

15 HOTEL BLUE DIMOND 4 5 65 74

16 MOTEL THE VILLAGE 2 3 40 45

17 HOTEL SHIV MIDTOWN 4 12 70 86

18 HOTEL ARAM 2 4 49 55

19 HOTEL CELEBRATION 4 6 62 72

139

20 HOTEL COMFORT 7 15 112 134

21 HOTEL INDER RESIDENCY 6 18 140 164

22 HOTEL BALWAS 2 1 29 32

23 HOTEL AMBESEDOR 2 10 50 62

24 THE HOUSE OF MAGANDAS 5 11 101 117

25 HOTEL SAV SHANTI 6 10 51 67

26 HOTEL SURBHI 2 4 45 51

27 HOTEL POOJA INTERNATIONAL

1 2 35 38

28 HOTEL SHALIMAR 3 7 65 75

29 HOTEL LORDS PLAZA 7 21 160 188

30 HOTEL WELCOME 8 23 190 221

TOTAL 117 278 2048 2443

PERCENTAGE (%) 4.7 11.3 83.8 100


Human resource development is directly concerned with the people working in

an organization. From the table 4.11, it can be perceived that more than 2000

employees are employed in 30 hotels in Gujarat. The proportion of managerial,

skilled and unskilled work force in hotel organization is 5:11:84; the proportion

for whole industries under study is 4:11:83, of the total 2443 people employed.

In all 4.7% are managerial, 11.3% are skilled and 83.3% are unskilled people.

More unskilled employees are employed in hotel organization. The reason to

employ more unskilled employees was given that, they are paid lower wage and

getting same amount of work done from them. Further certain jobs hardly

demand specific skills. Repetition makes them efficient to do their job.

140

TABLE: 4.12

YEAR WISE RECRUITMENT PRACTICES IN HOTEL ORGANIZATI ON

Name of Tourism Places 2005-

06 2006-

07 2007-

08 2008-

09 2009-

10 Total

M* S U M S U M S U M S U M S U 1 HOTEL SARITA 2 2

2 HOTEL CENTRAL 1 1 2

3 HOTEL SUNPLAZA 1 2 2 5

4 HOTEL ROYAL REGENCE 1 1 4 6

5 HOTEL ANMOL 3 2 5

6 HOTEL YUVRAJ 3 3 6 12

7 HOTEL ADITI 1 2 4 1 8

8 HOTEL PRESIDENT 1 4 4 9

9 HOTEL SAYAJI 2 2


11 HOTEL TORAN 1 2 3

12 HOTEL SHILPI 1 2 3

13

HOTEL NILAMBAGH PALACE

1 2 1 2 6

14 HOTEL SUNSHINE

1 1

15 HOTEL BLUE DIMOND 1 3 2 1 7

16 MOTEL THE VILLAGE 4 4

17 HOTEL SHIV MIDTOWN 2 2 1 5

18 HOTEL ARAM 2 2 4

19 HOTEL CELEBRATION 1 1 2 4

20 HOTEL COMFORT 4 3 2 1 2 12

21 HOTEL INDER RESIDENCY 3 4 7

22 HOTEL BALWAS 1 2 3

141


24

THE HOUSE OF MAGANDAS

2 3 2 2 9

25 HOTEL SAV SHANTI 2 3 5

26 HOTEL SURBHI 1 1 2 1 5

27

HOTEL POOJA INTERNATIONAL

2 2


29 HOTEL LORDS PLAZA 3 2 5

30 HOTEL WELCOME 4 7 5 1 17

Total 3 13 5 6 9 22 2 21 19 3 4 27 5 16 20 175

Percentage (%) 1.7 7.4 2.8 3.4 5.1 12.5 1.1 12 10.8 1.7 2.2 15.4 2.8 9.1 11.4 100


142

* M= Managerial Employee

S= Skilled Employee

U= Unskilled Employee

The recruitment data indicates that, total recruitment made during, the last five

years was 175.Recruitment trend has been increasing year by year. Hotel

Sunshine has witnessed less recruitment rather than other hotels for the last few

years. “Retrenchment and no recruitment” were the words from HRD Manager

of this hotel. Newly started hotels like Hotel Royal Regence and Hotel Sun

Plaza have recruited more people.

Recruitment picture of managerial position is 3% highest in 2009-10. Year

2006-07 witnessed highest number of recruitment 12% of skilled employees in

hotels, while the year 2008-09 witnessed highest number of unskilled

employee’s recruitment (15.4%) in hotel industry of Gujarat. Mostly

employees were recruited purely on adhoc basis or daily wage basis. Such

employees recruited are not shown on musters. Of the total recruitment (175)

alone during the period between 2005-2010,year 2007-08 showed highest

number of recruitment (42) while 2005-06 witnessed lowest recruitment

scenario (21).

PROMOTION POLICIE

Promotion policy

(i) Seniority basis only

(ii) Merit basis only

(iii) Combination of (a) and (b)

Total

Source: Based on complied and analyzed d

As we know the promotion policy scenario in India, seniority is the only

criterion to be observed while decision making in promotion

private sector especially for hotel industry

policies as shown in the table 4.13

of both seniority and merit base.

The study shows that 63% hotels are following

and merit base promotion policy, 20% hotels have adop

promotion policy and 17% units have only seniority base promotion policy as

shown in the chart drawn.

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10

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30

40

50

60

70

Seniority basis only

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TABLE 4.13

PROMOTION POLICIE S IN HOTEL INDUSTRY

Promotion policy No. of Hotels

Seniority basis only 5

Merit basis only 6

Combination of (a) and (b) 19

Total 30

on complied and analyzed data collected through field work.


criterion to be observed while decision making in promotion. But in the area of

specially for hotel industry, they apply three types

policies as shown in the table 4.13 viz (a) Seniority (b) Merit (c) C

of both seniority and merit base.

The study shows that 63% hotels are following combination of both seniority

and merit base promotion policy, 20% hotels have adopted only merit base


shown in the chart drawn.

CHART: 4.9

Seniority basis only Merit basis only Combination of (a)

and (b)

17 20

63

Promotion policy

S IN HOTEL INDUSTRY

Percentage

17

20

63

100

ata collected through field work.


. But in the area of

three types of promotion

(a) Seniority (b) Merit (c) Combination

combination of both seniority

ted only merit base


Combination of (a)

144

TABLE: 4.14

YEAR WISE PROMOTION PRACTICES IN HOTEL ORGANIZATION


06 2006-

07 2007-

08 2008-

09 2009-

10 Total

M* S U M S U M S U M S U M S U 1 HOTEL SARITA 1 1 2

2 HOTEL CENTRAL 2 2

3 HOTEL SUNPLAZA 0

4 HOTEL ROYAL REGENCE 0

5 HOTEL ANMOL 2 1 1 4

6 HOTEL YUVRAJ 4 2 1 1 3 11

7 HOTEL ADITI 3 4 7

8 HOTEL PRESIDENT 0

9 HOTEL SAYAJI 2 2 1 1 6

10 HOTEL WESTEND 2 4 6

11 HOTEL TORAN 0

12 HOTEL SHILPI 2 4 1 1 .8

13 HOTEL NILAMBAGH PALACE 5 5

14 HOTEL SUNSHINE 2 3 1 6

15 HOTEL BLUE DIMOND 1 2 1 4

16 MOTEL THE VILLAGE 0

17 HOTEL SHIV MIDTOWN 2 2

18 HOTEL ARAM 0

19 HOTEL CELEBRATION 1 2 2 1 3 9

20 HOTEL COMFORT 2 2 2 5 3 14

21 HOTEL INDER RESIDENCY 1 4 3 5 13

22 HOTEL BALWAS 0

145


24 THE HOUSE OF MAGANDAS 0

25 HOTEL SAV SHANTI 0

26 HOTEL SURBHI 1 1 1 3

27


0


29 HOTEL LORDS PLAZA 2 3 2 1 5 13

30 HOTEL WELCOME 2 1 1 3 5 12

Total 3 4 16 7 9 11 3 10 16 7 11 23 0 3 15 138

Percentage (%) 2.1

2.8 11.5 5 6.5 7.9 2.1 7.2 11.5 5 7.9 16.6 0 2.1 10.8 100


146

*M= Managerial Employee

S= Skilled Employee


In order to retain and maintain satisfied workforce for a longer period it is

believed by hotels that career advancement of employee is must. Therefore it is

clear from the above data that hotel organizations have no choice in whether to

give promotion or not. The choice is the policy of promotion only. The data

reveals that during the last five years the number of promotion granted has

increased. The total promotion granted in hotel organization during 2005-2010

was 138. The hotels like Sunplaza, Royal Regence, President, Toran, Motel

The village, Aram, Balwas, House of Magandas, Savshanti, Pooja was not

granting any single promotion. In hotel units maximum 41 promotions are

given in 2008-09 as against minimum 18 in 2009-10.

Moreover, it was observed that promotion given to unskilled employees in

2005-06 & 2007-08 and promotion given to managers in 2006-07 and 2008-09

was same in number.

METHODS OF TRAINING

Training method

On the job training

Off the job training

Total


Training is one of the

efficient and reliable in their duties allotted. In

should develop and progress simultaneously for their

of mutual goals of organization and individual

industry use both on the job and off the job training me

employees. It can be seen that 83% hotel

17% hotels use off the job training methods.

0

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40

60

80

100

On the job training

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TABLE 4.15

METHODS OF TRAINING IN HOTEL INDUSTRY

Training method No. of Units

On the job training 25

Off the job training 5

30


of the methods used by employers to make employees more

efficient and reliable in their duties allotted. In every organiza

should develop and progress simultaneously for their survival and achievement

mutual goals of organization and individual. Table 4.15 exhibits that hotel

industry use both on the job and off the job training method to train their

can be seen that 83% hotel units adopted on the job training and

17% hotels use off the job training methods.

CHART: 4.10

On the job training Off the job training

83

17

Trainingn method

IN HOTEL INDUSTRY

Percent

83

17

100


methods used by employers to make employees more

every organization employee

survival and achievement

5 exhibits that hotel

thod to train their

units adopted on the job training and

148

TABLE: 4.16

YEAR WISE TRAININGPRACTICES IN HOTEL ORGANIZATION


06 2006-

07 2007-

08 2008-

09 2009-

10 Total

M* S U M S U M S U M S U M S U 1 HOTEL SARITA

2 HOTEL CENTRAL 1 2 2 4 9

3 HOTEL SUNPLAZA 0

4 HOTEL ROYAL REGENCE 2 4 6

5 HOTEL ANMOL 2 3 5

6 HOTEL YUVRAJ 1 2 1 5 9

7 HOTEL ADITI 1 1 2 1 5 10

8 HOTEL PRESIDENT 1 3 4 8

9 HOTEL SAYAJI 3 4 2 1 4 3 17


11 HOTEL TORAN 0

12 HOTEL SHILPI 1 5 2 2 10

13 HOTEL NILAMBAGH PALACE 5 2 7

14 HOTEL SUNSHINE 2 4 6

15 HOTEL BLUE DIMOND 3 3 6

16 MOTEL THE VILLAGE 0

17 HOTEL SHIV MIDTOWN 2 4 1 5 12

18 HOTEL ARAM 0

19 HOTEL CELEBRATION 3 2 4 1 10

20 HOTEL COMFORT 4 2 4 3 1 2 16

21 HOTEL INDER RESIDENCY 1 3 10 14

22 HOTEL BALWAS 0

149


24 THE HOUSE OF MAGANDAS 2 2

25 HOTEL SAV SHANTI 0

26 HOTEL SURBHI 2 3 5

27


0

28 HOTEL SHALIMAR 1 4 5

29 HOTEL LORDS PLAZA 2 1 2 4 4 7 20

30 HOTEL WELCOME 4 1 5 4 10 24

Total 3 3 5 2 3 22 8 21 31 3 30 76 0 3 5 215

Percentage (%) 1.3

1.3 2.3 0.9 1.3 10.2 3.7 9.7 14.4 1.3 13.9 35.3 0 1.3 2.3 100s


150

* M= Managerial Employee

S= Skilled Employee


“Training is costly but absence of training is too costly.” Keeping in mind this

empirical truth all 22 hotels under the study special arrangements were made to

provide on the job training to their employees. Study reveals that 215

employees have been trained during last five years in hotel industry of Gujarat.

The least trained employees have been found in The House of Magandas.

According to study employees at Hotel Sunplaza, Toran, Motel The village,

Balwas, Savshanti, Pooja Internationals have not received any training. As far

as highest number concerned, maximum 35.3% employees have been trained in

2008-09 as against lowest 0 % in 2009-10. The maximum 8 managers are

trained in the year 2007-08 and 30 supervisor and 76 unskilled in 2008-09.

151

TABLE: 4.17

WAGE / SALARY STRUCTURES IN HOTEL UNITS

Basic pay scale (Rs.) Managers Supervisors Employees

Up to 2000 - - -

2001 to 3000 - - -

3001 to 5000 - - 20

5001 to 7000 - 8 8

7001 to 10000 10 22 1

1001 to 15000 6 - -

15001 and above 14 - -


From table 4.17 it is perceived that at present 7 salary structures are existing for

the payment of wage and salary in hotel industry of Gujarat.

Concentrating on wage / salary structure in hotel units, most of the units have a

fixed wage structure in hotel wage structure in the industry, while other hotels

follow a salary structure which consists of basic salary, dearness allowance,

travelling allowance and bonus on Diwali some of units also give a fringe

benefits for their employee.

The study reveals that in hotel industry minimum total salary received by the

employee is 3000 per month and maximum total salary received by the

managers is up to 25000 per month.

Managerial employees include General Manager, Hr Manager, Marketing

Manager and other middle level managers. In all hotel units managerial

employees are getting monthly salary from Rs. 15000 to Rs.30000 per month.

Supervisors include front office manager, assistance manager, Deputy

Managers, Officers, administrative, clerk. In all hotels they are paid salary

ranging from Rs. 5000 to Rs. 10000 per month. 22 out of 30 hotel units pay Rs.

7000 to 10000 per month to the supervisors, while 8 out of 30 units pay Rs.

5000 to Rs. 7000 per month.

152

Study also shows great difference in the salary paid to the employees though

they fall under the same category.20 out of 30 hotels pay Rs 3000 to Rs 5000 to

their employees while 8 out of 30 hotels pay Rs 5000 to Rs 7000 for the same

amount and kind of work.

153

TABLE 4.18

DURATION OF PERFORMANCE EVALUATION PRACTICES

Duration Managers Supervisors Employees

Quarterly - - 7

Half yearly 4 7 8

Yearly 26 23 15


Appraising the performance of individuals groups and organization is a

common production of all societies. Despite the multiplicity and complex

nature of training and educational programmes, most employees’ development

takes place on the job. But such development is slow and less effective if the

employee is not systematically appraised and provided feedback information

concerning his or her quality of performance.

The data of performance appraisal revealed that there are three types of

duration for performance viz quarterly, half yearly and yearly adopted in hotel

industry of Gujarat. Out of 30 hotels visited only 4 hotels evaluate their

managers’ performance twice in a year while rest of the hotels shows yearly

evaluation. As far as supervisor’s performance evaluation concern 23 out of 30

hotels evaluate their supervisors once in a year while 7 hotel units evaluate

twice in a year.

154

TABLE 4.19

METHODS FOR PERFORMANCE EVALUATION

Methods Managers Supervisors Employee

Traditional 2 1 3

Modern 10 10 7

Combination of

both

18 19 20


Performance appraisal is method of evaluating the behavior of employees in

the work shot, normally including both the quantitative and qualitative aspect

of job performance. Employee assessment is one of the fundamental jobs in

HRM. So as far as methods are concerned, there are three methods used in

hotel industry of Gujarat, traditional, modern and combination of both.

As it is shown in the table 4.19 out of 30 hotel unit’s 18 units make use of

combination of traditional and modern methods for performance evaluation for

managers while 10 units make use of modern and 2 units make use of

traditional method of performance evaluation. For the supervisor’s

performance evaluation and employee performance evaluation 19 and 20 hotel

units observed combination of traditional and modern methods respectively.

155

TABLE: 4.20

EMPLOYEE ABSENTEEISM IN HOTEL UNITS

Absenteeism Hotel Units Percentage

Below 5% 23 77

Between 5 to 10% 6 20

Above 10% 1 3

Total 30 100


Employees’ presence at work place during scheduled time is highly essential

for the smooth running of the hotel organizations. Despite the significance of

employee’s presence, they sometime fail to report at work place during

scheduled time, which is known as absenteeism. From the table 4.20 it can be

seen that 23 out 30 hotels have below 5% absenteeism and 6 hotels have

absenteeism between 5 to 10%. 1 hotel unit exceeds 10% absenteeism. As

depicted in chart 4.11.

CHART: 4.11

77

20

30

10

20

30

40

50

60

70

80

90

Below 5% Between 5 to 10% Above 10%

Pe

rce

nta

ge

Percentage of absenteeism

156

TABLE: 4.21

CAUSES OF ABSENTEEISM

Causes of Absenteeism Hotel Units Percentage

Individual 16 53

Social 9 30

Religious 5 17

Total 30 100


Evil of absenteeism in any organization is result of many factors. However, our

study reveals that individual, social and religious factors are mainly responsible

for employee absenteeism. Individual causes include sickness, uncomfortable

at work, alcoholism and inadequate leave facilities Social and religious causes

include social events and religious ceremonies. In hotels selected for the

present study there are many causes observed for absenteeism. Individual

causes seemed to be major factor for absenteeism in employees in 16 hotels out

of 30 major hotels selected from all over Gujarat for the present study. Other 9

hotels have social causes and 5 hotels have religious causes responsible for a

employee absenteeism. On total 53% employee absenteeism is result of

individual causes,30% of social and 17% of religious causes which is depicted

in the chart below.

0

10

20

30

40

50

60

Individual

53

Pe

rce

nta

ge

157

CHART: 4.12

Individual Social Religious

53

30

17

Couses

EMPLOYEE PARTICIPATION IN MANAGEM

Form

System exist

System does not exist

Total


The concept of workers’ participation in management crystallizes the concept

of industrial democracy and indicates an attempt on the part of an employer to

build his employees as a team, which works towards the realization of a

common objective. Many researchers have shown the importance of employee

participation in better management of any orga

part in the smooth and well organized management of

As mention in the chart 4.13

units do not allow emplo

hotel units believe that employee plays a vital part in management.

0

10

20

30

40

50

60

70

80

System exist

80

Pe

rce

tag

e

158

TABLE: 4.22

EMPLOYEE PARTICIPATION IN MANAGEM

Form Hotel Units

System exist 24

System does not exist 6

Total 30



democracy and indicates an attempt on the part of an employer to


Many researchers have shown the importance of employee

participation in better management of any organization. It plays very crucial

part in the smooth and well organized management of hotel organization.

As mention in the chart 4.13 it is surprising to know that only 20 % of the hotel

allow employee participation in management, while

believe that employee plays a vital part in management.

CHART: 4.13

System exist System does not

exist

80

20

Forms

EMPLOYEE PARTICIPATION IN

MANAGEMENT

EMPLOYEE PARTICIPATION IN MANAGEM ENT

Percentage

80

20

100



democracy and indicates an attempt on the part of an employer to


Many researchers have shown the importance of employee

nization. It plays very crucial

organization.

it is surprising to know that only 20 % of the hotel

management, while 80 % of the

believe that employee plays a vital part in management.

EMPLOYEE PARTICIPATION IN

MANAGEMENT

159

TABLE: 4.23

FORMS OF WORKERS’ PARTICIPATION

Forms Large Hotel

Units

Small Hotel units

Total

Workers Representatives on Board of Directors

00 00 00

Works Committee 08 00 08

Advisory Body 00 00 00

Joint Committee 04 00 04

Work Council 00 00 00

Joint Management Council (JMC) 05 00 05

Other 00 00 00


Among all forms of worker participation, works committee, joint committee

and joint management’s council (JMC) are major forms and have been

occupied by mostly large scale hotels.

In joint committee of large hotels equal numbers of members from

management and employees meet regularly to monitor the human resource

policy situation. They discuss issues and find out amicable solution. Joint

Management Council is a permanent body having representative from both

employees and management, which continuously keep watch to avoid any

conflicting situation.

The study reveals that hotel industry is a service industry and in small hotel

employees participation in management concept does not exist. A very few

large hotels have adopted such concept in the form of “Works committee” and

not found effective in participation in management. For hotel industry this is

new and growing concept.

160

TABLE: 4.24

MANAGEMENT IDEOLOGY FOR CORDIAL HUMAN

RESOUCE DEVELOPMENT

Management Ideology Hotel Units Percentage

Idealism 16 53

Realism 4 13

Both Idealism and Realism 10 34

Total 30 100


Human Resources Development are influenced by various factors viz;

institutional, economic, technological etc. Human resources development are

more influenced by the ideology of management. From above table it can be

seen that no hotel absolutely believes in idealism to maintain good human

resources development. 4 of out 30 hotels believe in what is reality apart from

what is ideal. While 10 hotels responded that combination of both idealism and

realism is better practical way to have human resources development.

All 16 hotels under study prefer most practical way of idealism for cordial

human resource development. It is believed by them that not only principles

and practices can contribute towards good human resource development .Such

combination is the managements’ ideology in all hotels. For cordial human

resource development 13% hotels believe in reality. The management ideology

scenario in hotel industry is also presented in following chart.

161

CHART: 4.14

53

13

34

Idealism

Realism

Both Idealism and Realism

162

TABLE: 4.25

MANAGEMENTS’ VIEWS ON HUMAN RESOUCE

DEVELOPMENT

Views

Hotel units

In favor Against

Good job analysis and job

evaluation certainly improves

human relations

27 3

Intra and extra human relations

have an impact on HRD.

24 6

Plant side affects of human

resource development

6 24

Maintenance of good HRD is a

big challenge.

20 10

Punishment to employees

deteriorates the HRD

20 10

Absence of collective bargaining

process is responsible for poor

HRD.

10 20

Training to employees is the only

solution to improve HRD

10 20

Prejudice and biases of people

working in organization is key

reason for disturbance in human

relations.

27 3


(1) Out of 30 hotels observed, 27 responded to be the firm believer of

such ideology, while 3 hotels believe that HR in any organization

does not depend on good job analysis and evaluation.

163

(2) As far as intra and extra human relation and its impact on HRD is

concerned 24 hotels found to be giving much importance to such

relations while 6 hotels still believe HRD is something that goes

beyond intra and extra human relation.

(3) Hotel site has nothing to do with human resource development. It

is the belief of 24 hotel units. While 6 hotels believe that human

resource development is affected by its site.

(4) 20 out of 30 hotels consider that maintenance of good human

resource development is a big challenge. While 10 hotels

consider maintenance of human resource development is a

routine function.

(5) Punishment to employee deteriorates the human resource

development. This view is supported by 20 hotels and rejected by

10 hotels under the study.

(6) 10 out of 30 hotels accept that absence of collective bargaining

process is responsible for poor human resource development.

While 20 out of 30 hotels responded against this view.

(7) Training to employee is the only solution to improve human

resource development is the fact for 10 hotels. While 20 out of 30

hotels say that there cannot be a single solution to improve

human resource development in the organization.

(8) 27 hotels are unanimous to realize and accept the fact that

prejudices and biases of people working in the organization is the

key reason for disturbance in human relations.

164

TABLE: 4.26

MANAGEMENTS’ VIEWS ON HUMAN RESOURCE

MANAGEMENT

Views

Hotel units

Not at

all true

Rarely

true

Sometimes

true

Mostly

true

Almost

always true

1 The top management of Hotel

goes out of the way to make sure

that employees enjoy their work.

6 6 4 14 0

2 The top management believes

that human resources are an

important resource and that they

have to be treated more humanly

0 0 2 22 6

3 The human Resource policies in

Hotel facilitate employee

development

1 7 7 12 3

4 The top management is willing to

invest a considerable part of their

time and other resources to ensure

the development of employees.

2 8 3 15 2

5 People in Hotel are helpful to one

another.

0 3 7 14 6

6 The psychological climate in

Hotel is very conducive for any

employee interested in developing

himself by acquiring new

knowledge and skills.

3 3 7 11 6

7 Seniors guide their juniors and

prepare them for future

1 3 0 18 8

165

responsibilities / role they are

likely to take up.

8 The top management of Hotel

makes efforts to identify and utilize

the potential of the employees

2 6 4 8 10

9 Promotion decision are based on

the suitability of the promoted

rather than on favoritism.

2 6 5 16 1

10 Performance appraisal reports

in Hotel are based on objective

assessment and adequate

information and not on favoritism.

0 4 3 13 10

11 Employees are encouraged to

experiment with new methods and

try out creative ideas.

5 4 3 12 6

12 When any employees makes a

mistake his seniors y treat it with

understanding and help him to

learn from such mistakes rather

than punishing him or discouraging

him.

1 3 5 17 4

13 When behavior feedback is

given to employees they take it

seriously and use it for

development.

3 3 3 12 9

14 When employees are sponsored

for training, they it seriously and

try to learn from the

programmesthat attend

1 0 3 21 5

15 Employees returning from

training programme are given

opportunities to try out what they

2 3 3 18 4

166

have learnt.

16 Employees are not afraid to

express or discuss their feelings

with their superiors.

7 2 7 10 4

17 When seniors delegate authority

to juniors, the juniors use it as an

opportunity for development.

2 2 3 14 9

18 Hotel ensures employee welfare

to such an extent that the

employees can save a lot of their

mental energy for work purpose.

1 4 2 17 6

19 The objectives of the appraisal

system are clear to all employees.

3 2 4 11 10

20 The HRD department follows

up seriously the training need

identified during appraisals.

3 2 6 11 8

21 Adequate importance is given

for induction training in Hotel.

6 10 4 7 3

22 Norms and values of Hotel are

clearly explained to new

employees during induction.

2 3 3 15 7

23 Employees are sponsored for

training programme on the basis of

carefully identified developmental

needs.

2 3 5 14 6

24 There is a well designed and

widely shared training policy in

Hotel

5 4 1 12 8


167

1. 14 out of 30 hotels believe that the top management of Hotel goes out

of the way to make sure that employees enjoy their work is always

true, while 4 hotels opine it to be sometimes true.

2. The top management believes that human resources are an important

resource and that they have to be treated more humanly. This view is

supported by 22 hotels.

3. The human Resource policies in Hotel facilitate employee

development. It is the belief of 12 hotels. While 3 hotel units said that

it’s almost always true.

4. 15 Out of 30 the hotel opine that top management is willing to invest a

considerable part of their time and other resources to ensure the

development of employees. While 2 believes that top management is

least interested in employee development.

5. People in Hotel are helpful to one another. This view is supported by

14 hotel organization they believe its mostly true, while 3 hotel units

say its rarely true.

6. 11 out of 30 hotels believe the psychological climate in hotel is very

conducive for any employee interested in developing himself by

acquiring new knowledge and skills is mostly true. On the other side 3

hotels say its rarely true.

7. Seniors guide their juniors and prepare them for future responsibilities

role they are likely to take up.18 out of 30 hotels said its mostly true.

While 1 hotel opine that its not at all true.

8. 10 hotels are unanimous to realize and accept the fact that the top

management of hotel makes efforts to identify and utilize the potential

of the employees its almost always true. While 2 says it’s not at all

true.

9. Promotion decision is based on the suitability of the promoted rather

than on favoritism. This view is supported by 16 hotel organization.

On the other side 1 unit opine that it is almost always true.

168

10. Performance appraisal reports in Hotel are based on objective

assessment and adequate information and not on favoritism. This view

is supported by 13 hotel organization. On the other side 3 hotel unit

said it is sometimes true.

11. Employees are encouraged to experiment with new methods and try

out creative ideas. 12 out of 30 hotels believe it to be mostly true, and

3 hotel unit said it is some times true.

12. 17 out of 30 hotels believe that when any employee make a mistake,

his seniors treat it with understanding and help him to learn from such

mistakes rather than punishing him or discouraging him is mostly true.

While 1 hotel said it’s not at all true.

13. When behavior feedback is given to employees they take it seriously

and use it for development. This view is supported by 12 hotel units

they. Three hotels’ opinion is that its rarely true.

14. When employees are sponsored for training, they take it seriously and

try to learn from the programs they attend. It is the belief of 21hotels.

While 1 hotel unit said that it is not at all true.

15. 18 out of 30 hotel units believe employees returning from training

programme are given opportunities to try out what they have

learnt.While 2 hotels said that it is not at all true.

16. Employees are not afraid to express or discuss their feelings with their

superiors. This view is supported by 10 hotel units while two hotels

believe that its rarely true.

17. When seniors delegate authority to juniors, the juniors use it as an

opportunity for development. 14 out of 30 hotels believe that it is

mostly true, two said it’s not at all true is lowest among the others.

18. 17 out of 30 hotel units believe hotel management ensures employee

welfare to such an extent that the employees can save a lot of mental

energy for work purpose and its mostly true. While 1 believe that it’s

not at all true.

169

19. The objectives of the appraisal system are clear to all employees. It is

the belief of 11 hotel organizations. While 2 believe it’s rarely true.

20. The HRD department follows up seriously the training need identified

during appraisals. This view is supported by 11 hotels. They said it’s

mostly true. Two hotels opine that it’s rarely true.

21. 10 out of 30 hotels opine that it’s rarely true that adequate importance

is given for induction training in hotel. While 3 organization says it’s

almost always true.

22. Norms and values of hotel are clearly explained to new employees

during induction.15 out of 30 hotel units’ view is that it is mostly true,

and other 2 organizations believe it’s not at all true.

23. Employees are sponsored for training programme on the basis of

carefully identified developmental needs. It is the belief of 14 hotel

organizations. While 2 believe it’s not at all true.

24. There is a well designed and widely shared training policy in hotels.

This view is supported by 12 hotel units. They said it’s mostly true.

One hotel opines that it’s sometimes true.

170

4.6 EMPLOYEES VIEWS ON HRD STRATEGIES AND PRACTICES

OF HOTEL INDUSTRY.

TABLE: 4.27

EMPLOYEES VIEWS ON HRD IN HOTEL INDUSTRY

Employees view on HRD No of

employee

Percentage

Very good 15 17

Good 34 38

Average 30 33

Poor 11 12

Total 90 100


HRD is essential for the growth and development of any organization. The

success of HRD programme in an enterprise largely depends on the ability of

HRD manager to effectly carry out HRD policies and practices.

In response to HRD practices, employees were supposed to response in four

scales ranging from very good, good, average and poor. Existing HRD

practices are very good (chart 4.15) was responded by 15 random employees

selected from total 90 employees from 30 hotels. While 34 out of 90 responded

poor HRD performance in their respective hotels.

171

CHART: 4.15

28

47

19

6

EMPLOYEES VIEWS ON HRD IN HOTEL

INDUSTRY

Very good

Good

Average

Poor

EMPLOYEES VIEWS

Employees view on existing of

HRP

In favor

Against

Total


Generally Human Resource Planning policy is determined by top management

of the organization. In present study to know the status

planning 74% employe

human resource planning is

randomly selected employees responded that there is no existence of HR

Planning policy in their hotels.

Following chart indicat

0

20

40

60

80

In favor

P

e

r

c

e

n

t

a

g

e

EMPLOYEES VIEWS ON HRP IN HOTEL

172

TABLE: 4.28

EMPLOYEES VIEWS ON HUMAN RESOURCE PLHOTEL INDUSTRY


HRP

No of employee

In favor 67

Against 23

Total 90



of the organization. In present study to know the status of human

% employees from different hotels under study responded that

planning is done properly in their hotels, while


in their hotels.

Following chart indicates HRP scenario in the hotel industry.

CHART 4.16

In favor Against

74

26

Opinion on HRP


INDUSTRY

EMPLOYEES VIEWS ON HRP IN

HOTEL INDUSTRY

ON HUMAN RESOURCE PLANNING IN

Percentage

74

26

100



of human resource

es from different hotels under study responded that

hotels, while 23 out of 90



EMPLOYEES VIEWS ON HRP IN

HOTEL INDUSTRY

173

TABLE: 4.29

EMPLOYEES VIEWS ON SCIENTIFIC RECRUITMENT AND SELECTION IN HOTEL INDUSTRY


Scientific Recruitment and

Selection

No of employee Percentage

In favor 57 63

Against 33 37

Total 90 100


Scientific recruitment and selection is an important part of any organization for

fulfilling their present needs of human resources. As it is perceived from table

no 4.29, 57 employees of the hotel industry said that their hotels do scientific

recruitment and selection, while 37% employees said that their hotel units do

not apply scientific recruitment and selection.

CHART 4.17

63

37

Views on scientific Recruitment and

selection

In fovor

Against

174

TABLE: 4.30

EMPLOYEES VIEWS ON TRAINING IN HOTEL INDUSTRY

Employees view on training

programme & methods

No of employee Percentage

Induction training 15 17

Refresher training 08 9

On the job training 61 68

Promotion training 6 6

Total 90 100


In present scenario every hotel gives different types of training to their

employees. There are five different ways for training which are (1)Induction

training(2)Refresher training (3)On the job training (4)Promotion training. 61

out of 90 employees responded that they are getting on the job training while

15 employees getting induction training for performing their job.On the other

hand only 8 employees are found to received refresher training and 6 said that

their management provided them promotional training for getting higher

position in the hotels it is depicted in the chart 4.18.

CHART 4.18

17 9

68

6020406080

Pe

rce

nta

ge

Views

EMPLOYEES VIEWS ON RECRUITMENT &

SELECTION IN HOTEL INDUSTRY

EMPLOYEES VIEWS ON

RECRUITMENT & SELECTION

IN HOTEL INDUSTRY

175

TABLE: 4.31

EMPLOYEES VIEWS ON WAGE STRUCTURE IN HOTEL INDUSTRY

Employees view on Wage structure No of employee Percentage

In favor 38 42

Against 52 58

Total 90 100


Table no 4.31 explain the employee satisfaction with wage structure. It is

surprising to know that only 58% of the total employees’ consultated are not

satisfied with the present wage structure. On the other side only 42%

employees believe that they are getting sufficient compensation of their work.

It means the ratio of unsatisfied employees is higher than satisfied employees

as explained in chart: 4.19.

CHART: 4.19

42

58

EMPLOYEES VIEWS ON WAGE STRUCTUR IN

HOTEL INDUSTRY

In favor

Against

176

TABLE: 4.32

EMPLOYEES VIEWS ON MOTIVATIONAL FACTOR IN HOTEL INDUSTRY

Employees view on motivational factor No of employee Percentage

Reputation of the hotel 17 19

Better work environment 27 30

Attractive wage structure 11 12

Job satisfaction 17 19

Good management practices 18 20

Total 90 100


To measure the motivational factors of the employees five major areas have

been concentrated upon ranging from reputation of the hotel, better work

environment, attractive wage structure, job satisfaction, good management

practices 30% of the total employees believe that better work environment is a

prime reason behind employee motivation. 18 employees believe that they have

good management practices. Here it is surprising to know that only 12% of the

employees consider attractive wage structure to be the prime reason behind

employee motivation though 58 % responded that they are not satisfied with

the present wage structure (table 4.31) as it can depicted in chart 4.20.

177

CHART 4.20

19

30

1219 20

05

101520253035

Pe

rce

nta

ge

Views

EMPLOYEES VIEWS ON MOTIVATIONAL

FACTOR IN HOTEL INDUSTRY

EMPLOYEES VIEWS ON

MOTIVATIONAL FACTOR IN

HOTEL INDUSTRY

178

TABLE: 4.33

EMPLOYEES VIEWS ON COUNSELING IN HOTEL INDUSTRY

Employees view on Counseling No of employee Percentage

In favor 38 42

Against 52 58

Total 90 100


Though counseling is believed to be major sources of problem solving and

employee satisfaction, 58% employees said that they don’t have such system of

counseling in their respective hotels. While only42% employees said that their

management is providing counseling to them.

CHART 4.21

4258

In favor Against

0

10

20

30

40

50

60

70

Views

Pe

rce

nta

ge

EMPLOYEES VIEWS ON COUNSELING IN

HOTEL INDUSTRY

EMPLOYEES VIEWS ON

COUNSELING IN HOTEL

INDUSTRY

179

TABLE: 4.34

EMPLOYEES VIEWS ON HRD MECHANISM IN HOTEL INDUSTRY

HRD Mechanism P R A K S Accident 90 Annual gifts 45 45 Autonomy to work 25 65 Awards and rewards 22 68 Career guidance& Planning 58 32 Continuing education 62 28 Counseling 35 30 25 Employee promotions 42 48 Employee insurance 90 Induction training 15 10 12 35 18 Loan advances 41 49 Marriage gifts 61 29 Participative forum 43 47 Performance appraisal by supervisor 23 42 25 Self-development programs 35 55 Supervisory development programs 38 52 Training within the group 46 44 Work place facilities 49 41


1. As an HRD mechanism annual gifts is concerned,45 employees

responded that it improves relationship and 45 employees said that it

improve attitude and values.

2. Talking about employees’ view on autonomy to work, 65 respondents

said that it improve attitude and values while 25 respondents said that it

improve relationship.

3. About awards and rewards 68 employees said it improves attitudes and

values while 22 said it improve relationship between employees and

management.

4. Employees view about career guidance and planning 32 employees reply

that it improve the skill but 58 employees reply that it develops

knowledge about their job.

180

5. As far as Continuing education is concerned 62 employees reply that it

improve knowledge and 28 responds in favour of job skills.

6. As far as counseling is concerned 35 employees reply that it improve

relationship, and 30 respondents said its improve attitude and values.

7. Employees view about promotion 48 employees reply that its improve

the knowledge while 42 reply its develop positive attitude and values

between management and employees.

8. The employee insurance all employees feel its affecting to their physical

capabilities.

9. As far as concern induction training 35 employees feel its improve the

basic knowledge about their work while 18 respondents reply that its

improve skill.

10. The loan and advances is a basic requirements of needy employees.49

out of 90 employees they believe its develop positive attitude and values

among them and 41 reply its improve the relationship between

management and employees.

11. As far as concern with marriage gift 61 employees believe that its

improve relationship while 29 reply its develop attitude and values.

12. View about the participative forum 47 employees reply that its develop

attitude and values and 43 reply its improve relationship between

employees and management.

13. Performance appraisal by supervisor 42 employees view that its improve

the knowledge while 25 reply that its improve the skill.

14. As far as concern with self-development program 55 employees feel that

its improve skill and 35 reply that its develop knowledge.

15. 52 out of 90 employees believe that supervisory development programs

develop skill in their job and 38 respondents believe that its improve

attitude and values.

16. Training with the group improve a knowledge it’s a belief of 46

employees while 44 believe that its develop skill.

181

17. As far as concern with work facilities 49 employees reply that its

improve physical capabilities and 41 believe its develop positive attitude

and values among them.

*P Physical capabilities

R Relationship

A Attitude and values

K Knowledge

S Skill

182

TABLE: 4.35

EMPLOYEES VIEWS ON KEY ASPECT IN HOTEL INDUSTRY

Important aspect SD D NN A SA

Human resource is treated as extremely important

resource in the organization. 4 8 3 54 21

Employees are helped to acquire the skills and gain

competence in doing their job. 6 5 10 40 29

The top management makes efforts to identify and

utilize the potential of the employees. 5 12 8 33 32

Employee in his training practices takes point to find

out their strength and weakness from their seniors. 10 28 22 20 10

Delegation of authority to encourage junior is quite

common in their organization. 3 13 4 40 30

Employees at all the levels are considered for

training. 19 19 15 21 16

Training in human skills is provided to develop

human relation. 10 25 16 24 15

Training needs are identified before sending the

employees to undertake it. 9 15 13 31 22

There is well developed human resource information

system in the organization. 7 6 6 42 29

When seniors delegate authority to juniors they use it

as an opportunity. 0 3 7 34 46


1. 54 out of 90 employees are agree and 21 strongly agree that human

resource is treated as extremely important resource in the hotel.

2. 40 respondents are agreed and 29 are strongly agreed that employees are

helped to acquire the skills and gain competence in doing their job.

183

3. 33 out of 90 employees are agree and 32 are strongly agree that the top

management makes efforts to identify and utilize the potential of the

employees.

4. 28 respondents are disagree that employee in their training practices

takes point to find out their strength and weakness from their seniors

while 22 said its neither nor.

5. 40 employees are agree that delegation of authority to encourage junior

is quite common in their organization and 30 is strongly agree.

6. 21 out of 90 employees are agree and 19 strongly disagree that

employees at all the levels are considered for training.

7. 25 out of 90 respondents are disagree and 24 are agree that training in

human skills is provided to develop human relation.

8. 31 out of 90 employees are agree and 22 are strongly agree that training

needs are identified before sending the employees to undertake it.

9. 42 out of 90 employees are agree and 29 are strongly agree that they

have well developed human resource information system in the

organization.

10. 46 out of 90 employees are strongly agree and 34 are agree that when

seniors delegate authority to juniors they use it as an opportunity.

* SD strongly disagree

D Disagree

NN neither nor

A Agree

SA Strongly agree

184

TABLE: 4.36

EMPLOYEES VIEWS ON FACILITIES PROVIDING IN HOTEL INDUSTRY

Facilities providing in industry E G A BA P NE

Canteen 4 29 3 8 5 41 Uniform 20 47 5 15 3 0 Provident fund scheme 0 18 27 1 2 42 Insurance 5 21 25 3 5 31 Gratuity 0 0 7 2 4 77 Leave 19 36 12 12 11 0 Medical checkup 10 13 8 0 0 59 Bonus 28 40 9 11 2 0 Loan and advances 7 11 20 0 1 51 Worker education program 10 20 12 3 5 40 Career guidance 9 21 25 2 0 33 Leave travel assistance 9 10 0 0 0 71 Housing loan 0 9 10 5 0 66 Marriage gift 15 27 4 8 16 20


1. As far as concern with canteen facilities 41 respondents’ reply they don’t

have canteen facilities while 29 reply that they have good canteen

facilities.

2. There are 47 employees said that uniform provided by the hotel is good

and 20 respondents reply that they getting excellent uniform.

3. 42 out of 90 employees said that they don’t have an provident fund

scheme while 27 said its average.

4. The employees view about insurance 31 said their hotel do not provide

this facilities while 25 reply its average.

5. As far as concern with gratuity 77 respondent’s reply that they don’t

have these facilities and 7 respondents opine that facility is average.

6. The leave facilities is concern 36 employees reply its good while 19

employees said its excellent.

185

7. There are 59 employees reply that their hotel do not provide them

medical checkup facilities but 13 employee reply that their hotel provide

them good medical facilities.

8. As far as concern with bonus 40 employee reply that their hotel give

them good bonus while 28 said their hotel give them excellent bonus on

special occasion.

9. The facilities like loan and advances 51 employees reply that they don’t

have this kind of facilities while 11 employees said that they have good

loan and advances facilities.

10. 40 out of 90 employees said that they do not have education program

for worker while 20 employees said the facilities of workers education

program is good.

11. As far as concern with career guidance 33 employees reply that they

don’t have these facilities in their hotel while 25 employees said the

facilities of career and guidance is average.

12. The facility of leave travel assistance 71 employees reply that they do

not getting this type of facilities while 10 employees said that they have

good LTA facilities.

13. There are 66 employees said that their hotel do not provide housing loan

facilities and 10 employees reply that its average.

14. As a part of long term relationship 27 employees reply that they are

getting good marriage gift from their hotel while 20 employees said they

don’t have this kind of facilities.

* E Excellent

G Good

A Average

BA Below average

P Poor

NE Not exciting

186

TABLE: 4.37

EMPLOYEES VIEWS ON HRD IN HOTEL INDUSTRY

Employees view HRD No of

employee

Percentage

Very good 15 17

Good 34 38

Average 30 33

Poor 11 12

Very poor 0 0

Total 90 100


HRD is essential for the growth and development of any organization. The

success of HRD programme in an enterprise largely depends on the ability of

HRD manager to effectly carry out HRD policies and practices.

In response to HRD practices, employees were supposed to response in four

scales ranging from very good, good, average and poor. Existing HRD

practices are very good (chart 4.15) was responded by 15 random employees

selected from total 90 employees from 30 hotels. While 34 out of 90 responded

poor HRD performance in their respective hotels.

187

TABLE: 4.38

MANAGEMENTS VIEWS ON HRD IN HOTEL INDUSTRY

Managements view on HRD No of

employee

Percentage

Very good 4 13

Good 20 67

Average 4 13

Poor 2 7

Very poor 0 0

Total 30 100


HRD practices are the mirror of image of the company. Success or failure of

any organization largely depends on its HRD practices.

Management of hotels units were allowed to rate the HRD practices in five

categories,viz Very good, Good, Average, Poor and Very poor of them 4

responded very good and 20 out of 30 responded good HRD Practices. No

management responded very poor HRD practices.

188

HRD RATING

In order to know prevailing HRD scenario in the Hotel units under study, both

management and employees were allowed to give their views keeping in mind

several affected factors.

These views and their assigned rating points are as below.

TABLE: 4.39

HRD RATING

Response

Category

Very Good Good Average Poor Very Poor

Rating

Points

5 4 3 2 1

On the basis of above response categories and rating points, HRD rating has

been made.

189

TABLE: 4.40

HRD RATING BY MANAGEMENT

Category No of Units

(f)

Rating Points

(p)

Total Rating Points

(fp)

Very Good 4 5 20

Good 20 4 80

Average 4 3 12

Poor 2 2 04

Very Poor 0 1 00

∑ƒ=30 ∑ƒp=116


and Table no.4.39 above.

Average HRD Ratings = ∑ƒp

________

∑ƒ

= 116 ________ 30 = 3.86 = 4 ≅ Good HRD practices

190

TABLE: 4.41

HRD RATING BY EMPLOYEES

Category No of

Employees

Rating Points Total Rating Points (fp)

Very Good 15 5 75

Good 34 4 136

Average 30 3 90

Poor 11 2 22

Very Poor 0 1 0

∑ƒ=90 ∑ƒp=323


Average HRD Ratings = ∑ƒp

________

∑ƒ

= 323 _________ 90 = 3.59 = 4 ≅ Good HRD practices From the above HRD rating both by management and employees, it can be

narrated that in tourist units their prevails on an average good HRD practices

scenario. It may be, therefore, concluded that there is no significant difference

between views of management and that of employees regarding prevailing

HRD in hotel units in Gujarat.

191

USE OF STATISTICAL TEST

Chi-Square test will be suitable for analysis.

TABLE: 4.42

CHI-SQUARE (χχχχ2)

Category

HRD Views

Observed Frequency(O) Expected Frequency(E)

By Mgt. By Emp. Total By Mgt. By Emp. Total

Very Good 4 15 19 4.75 14.25 19

Good 20 34 54 13.5 40.5 54

Average 4 30 34 8.5 25.5 34

Poor 2 11 13 3.25 9.75 13

Total 30 90 120 30 90 120

192

TABLE: 4.43

COMPUTATION OF CHI-SQUARE

Category of HRD

Observed

frequency

( O )

Expected

frequency

( E )

( O-E )

(O-E)2

(O-E)2/E

Very Good- Management 4 4.75 -0.75 0.5625 0.1184

Very Good- Employees 15 14.25 0.75 0.5625 0.0395

Good- Management 20 13.50 6.50 42.25 3.1296

Good- Employees 34 40.50 -6.50 42.25 1.0432

Average- Management 4 8.50 -4.50 20.25 2.3820

Average- Employees 30 25.50 4.50 20.25 0.7940

Poor- Management 2 3.25 -1.25 1.56 0.4800

Poor- Employees 11 9.75 1.25 1.56 0.1603

120 ∑ ( O –

E )2/

E8.1470

Ho:There is no association between views of employees and management on

prevailing HRD.

H1:Views of employees and management are same about prevailing

HRD

χc

2 = ∑(O – E)2/E

= 8.147

Level of significance = 0.05

Degree of freedom = ( r - 1 ) ( c - 1 )

= 3

193

Table value of(Probability value) χt2

0.05= 7.815

Conclusion: χc2>χt

20.05

∴Reject Ho

It may be conclude that views of employees and management on prevailing

HRD practices are same in the hotel units of Gujarat.

There is no significance difference between views of management and that of

employees of hotel organization in Gujarat regarding prevailing HRD

practices.

**********

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