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SUBMITTED TO:
MS. SHALINI GARG
SUBMITTED BY:AMIT KOHLI (11)
SAHIL MALHOTRA (13)LUV KHANNA (18)
RAHUL KALRA (39)CHIRASH (51)
SCHOOL OF MANAGEMENT STUDIESGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY,
KASHMERE GATE, DELHI-110006
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ACKNOWLEDGEMENT
Behind every fruitful endeavour lie the advice, guidance and inspiration of all the
people directly or indirectly involved with the report. I wish to express my gratitude
to all the people involved in the completion of this report. I am thankful to all of
them for their help and encouragement throughout the completion of the report.
They have been a constant source of support for me.
First of all I wish to express my deep sense of gratitude to Mr. Sanjay Malhotra
manager SOTC for providing his guidance and also for his full support in making
the project enriching and informative and providing requisite facility in due course
of the project.
His constructive criticism of the approach to the problem and the result obtained
during the course of this work has helped me to a great extent in bringing work to
its present shape.
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TABLE OF CONTENTS
Introduction 4Literature review 6Data Collection 15Tool used 19Findings 20Recommendations 31Limitations 32Conclusion 33References 37Annexure 38
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PEOPLE
It plays a most important part in tourism. In people local people are very
important, that how they treat tourist. The travel agents, guides, staff of travel
companies, sales staff, etc they are the people. Travel Company also like
Railways, Air, etc. is included in people. Normally a tourist assures a tourism
quality like hotels, Travel Company.
The personnel who attend to the needs of the tourists form an essential ingredient
in tourism marketing. The sales personnel are responsible for dealing with the
customer behind the counter. The airline and transportation crew interact with
customers while traveling. The resort or hotel representatives enter to the needs
of the tourist when they reach the destination.
The tourist guides, who interact with the customers at the tourist location, all form
the people element in tourism marketing. These contract persons must be trained
on interpersonal skills as well as knowledge of the product. In the tourism industry
the travel agents and the travel guides are the two most important people who
speak a lot about the industry. Hence it is imperative that they have to be at their
best at all times. Travel guides especially, are expected to have a lot of patience,
good sense of humor, tact to transform the occasional tourists into habitual ones,
thorough knowledge of the places, linguistic skills etc.
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LITERATURE REVIEW
Human Resource Planning (HRP) is the first aspect of human resource process. It
is very commonly understood as the process of forecasting an organizationsfuture 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
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Fig: HRP Process
Organizational Objectives & Policies: HR plans need to be based on
organizational objectives. In practice, this implies that the objectives of the HR
plan must be derived from organizational objectives. Specific requirements in
terms of number and characteristics of employees should be derived from the
organizational objectives.
HR Demand Forecast: Demand forecasting must consider several factors
both external as well as internal. Among the external factors are competition,
economic climate, laws and regulatory bodies, changes in technology and
social factors. Internal factors include budget constraints, production levels,
new products and services, organizational structure and employee
separations.
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Organizational
Objectives & Policies
HR Demand Forecast HR Supply Forecast
HR Programming
HRP Implementation
Control and Evaluation of
Program
Environment
Surplus Shortage
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HR Supply Forecast: The next logical step for the management is to
determine whether it will be able to procure the required number of personnel
and the sources for such procurement. This information is provided by supply
forecasting. Supply forecasting measures the number of people likely to be
available from within and outside an organization, after making allowance for
absenteeism, internal movements and promotions, wastage and changes in
hours and other conditions of work.
HR Programming: Once an organizations personnel demand and supply
are forecast, the two must be reconciled or balanced in order that vacancies
can be filled by the right employees at the right time. HR programming is the
third step in the planning process, therefore, assumes greater importance.
HR Plan Implementation: Implementation requires converting an HR plan
into action. A series of action programmes are initiated as a part of HR plan
implementation. Some such programmes are recruitment, selection and
placement; training and development; retraining and redeployment; the
retention plan; the redundancy plan; and the succession plan.
Control and Evaluation: Control and evaluation represents the fifth and
the final phase in the HRP process. The HR plan should include budgets,
targets and standards. It should also clarify responsibilities for implementation
and control, and establish reporting procedures which will enable
achievements to be monitored against the plan. These may simply report on
the numbers employed 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 and employment ratios.
Consequences of Inadequate Planning
One 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 of employees. Careful planning for such a crisis during better times
might have resulted in a series of alternatives, making layoffs unnecessary.
Many other problems can occur if human resources planning are haphazard or
neglected. For example, planning should take into account staff reductions in all
parts of the organization and should be tried into any system for transferring
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employees. Top management because of declining sales or increased
automation, including the use of computers and latest technology, might
contemplate staff reductions.
JOB ANALYSIS
In order to achieve effective HRP, the duties involved and the skills required for
performing all the jobs in an organization have to be taken care of. This
knowledge is gained through job analysis. In simple words, job analysis may be
understood as a process of collecting information 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.
Using the information to determine the skills, abilities and knowledge that
are required on the 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 of information about the jobs.
Strategic Choices
Employee Involv ement: Job analysis involves collecting job-related
information duties, responsibilities, skills and knowledge required to
perform the jobs. It may be stated that in job analysis, information about a
job is collected and not about the incumbent, however, the jobholder is
consulted. Employees are often asked to supply vital 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 time and motion studies, to broad as in analyzing jobs based on
general duties. The level of analysis affects the nature of the data
collected.
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Fig: Process of Job Analysis
When and How Often: Another strategic choice relates to the
timing and frequency of conducting job analysis. Job analysis is generally
conducted when i) an organization is newly established and the job
analysis is initiated for the first time; ii) a new job is created in an
established company; iii) a job is changed significantly due to change in
technology, methods, procedures or systems; iv) the organization is
contemplating a new remuneration plan; or v) the employees or managers
feel that there exist certain inequities between job demands and the
remuneration it carries.
Past-Oriented versus Future Oriented: If an organization is
changing rapidly due to fast growth or technological change, a more future-
oriented approach to job analysis may be desired.
Source of Job Data: Although the most direct source of information
about a job is a jobholder, a number of other human and non-human
sources are available.
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Strategic Choices
Gather Information
Process Information
Uses of Job Description and Job
Specification
Personnel Planning
Performance Appraisal
Hiring
Training & Development
Job Evaluation &
Compensation
Health & SafetyEmployee Discipline
Work Scheduling
Career Planning
Job Description
Job Specification
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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 by Observation, Interviews and Questionnaire.
Information Processing
Once the job information has been collected, it needs to be processed, so that it
would be useful in various personnel functions. Specifically, job-related data
would be useful to prepare job description and job specification. (see fig).
Fig: Job Description and Job Specification in Job Analysis
Role of Human Resource Department
The human resource department plays a major role in helping plan the systemand in developing job description, job specification and performance standards.
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Job Analysis
A Process of Obtaining all Pertinent Job Facts
Job Description
A statement containing items such
as
Job title
Location
Job Summary
Duties
Machines, tools & equipment
Materials & form used
Supervision given or receivedWorking conditions
Hazards
Job Specification
A statement of human qualifications
necessary to do the job. Usually contains
such items as
Education
Experience
Training
Judgement
Initiative
Physical efforts & Physical skillsResponsibilities
Communication skills
Emotional characteristics
Unusual sensory demands such as sight,
smell, hearing.
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Specialists in that department may be assigned to conduct job analysis and write
job descriptions in cooperation with managers, supervisors and employees. The
human resource department is not involved in the actual writing of performance
standards but play a diagnostic, training and monitoring role.
JOB DESIGN
Job design is a process of determining the specific tasks and responsibilities to be
carried out by each member of the organization. In simple words, the logical
sequence to job analysis is job design. Job analysis provides job-related data as
well as the skills and knowledge expected of the incumbent to discharge the job.
Job analysis, then, involves conscious efforts to organize tasks, duties andresponsibilities into a unit of work to achieve certain objectives.
Fig: Factors Affecting Job Design
Job design is affected by organizational, environmental, behavioural factors. A
properly designed job will make it productive and satisfying. If a job fails on this
count, the fault lies with the job designers who, based on the feedback, must
redesign the job. (See Fig)
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Feedback
Organizational Factors
Characteristics of task
Work flow
Ergonomics
Work practices
Environmental Factors
Employees abilities
and availability
Social and cultural
expectations
Behavioural Factors
Feedback
Autonomy
Use of abilities
Variety
Job
Design
Productive &
satisfying job
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Fig: Techniques of Job Design
Work Simplification: In this technique, the job simplified or specialized. Agiven job is broken 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 remain unchanged, 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 duties assigned to a given job. Job enlargement is naturally opposite
to work simplification. Adding more tasks or duties to a job does not mean that
new skills and abilities are needed to perform it.
Job Enrichment: Job enrichment seeks to improve both task efficiency
and human satisfaction by building into peoples jobs, quite specifically,
greater scope for personal achievement and recognition, more challenging and
responsible work, and more opportunity for individual advancement and
growth.
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Work
Simplification
Job
Rotation
Autonomous
Teams
High
Performance
Work Design
Job
Enrichment
Job
Enlargement
Job
Design
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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 products or service o an internal or external customer.
High-Performance Work Design: It is a means of improving performance
in an environment where positive and demanding goals are set.
Role of Human Resource Department
The human resources departments role in job design is usually indirect, although
job design influences almost every aspect of human resources management. The
department diagnoses organizational problems that suggest job redesign,
incorporate information on job design in training and management development
programs, and help plan job redesign programs to ensure that sound human
resources policies and practices are developed. Further, the department is
needed to prepare to modify job descriptions and job specifications and to modify
recruitment, selection, training, compensation and other practices to be consistent
with any job redesign program.
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DATA COLLECTION
SOTC Indias No. 1 Holiday CompanyEstablished in 1949 with just five employees at an office in Cawasji Hormusji
Street, Mumbai, it has grown to become one of Indias largest travel companies.
By the year 1968, the Company had moved to a much bigger office at Mint Road
and was also counted as one of the top ten travel agents in Mumbai, with a
turnover touching Rs 25 million
A major turning point came in 1976 when SOTC handled its first group tour to the
US during the bicentennial celebrations. Within three years, SOTC had taken
about 500 passengers to Europe, the US, Singapore and Japan. In 1981, came
another breakthrough when SOTC Package Tours began active advertising, with
the first ad hitting the newspapers
Between the years 1983 and 1995, SOTC grew by leaps and bounds. It moved to
new premises at Church gate, Mumbai, installed the first computer for sales and
operations, and went through a management metamorphosis with a complete
restructuring of the business into autonomous Strategic Business Units (Subs)
with a state-of-the-art call centre. SOTC has been fulfilling the travel needs of
Indians for over five decades now. It continues to seek out new and exciting
destinations to offer to outbound travelers
SOTCs outbound business operations broadly encompass Packaged Group
Tours for Indians and Individual Holidays. SOTC World Famous Tours caters to
those who seek comfort in group travel. It is widely acknowledged to be the most
successful package tour brand in India. Recognizing the importance of language
markets, SOTC also pioneered tours conducted in Marathi and Gujarati under the
SOTC brand extensions: SOTC Bhraman Mandal and SOTC Gurjar
Vishwadarshan.
SOTC Do-It-Yourself Holidays caters to seasoned individual travelers who want to
see the world at their own pace. And for domestic vacationers we have Holidays
of India.
SOTC has been the pioneer in the development of organized leisure travel in
India. With a sales turnover of Rs 400 crores (2005), growing at 30% p.a., and a
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wide distribution network of 130 sales outlets and 3500 travel agents across India,
it is more than double the size of the next biggest competitor
SOTC - India's Leading Outbound Tour operator
SOTC is the Outbound Travel Division of Kuoni India and the countrys largest
outbound tour operator. World Famous Tours is the flagship brand of SOTC,
which pioneered the designing and marketing of escorted tours to cosmopolitan
travelers in India. SOTC World Famous Tours has escorted over 3,00,000
travelers across the globe, for more than 50 years to various destinations
including Europe, Australia, New Zealand, USA, Africa, Mauritius, South Asia, and
the Far East. Being a 100% subsidiary of Kuoni Travel Holding, Switzerland one
of the worlds largest travel companies - SOTC leverages the advantage of the
buying power and travel services to provide customers value-for-money
packages. SOTC endeavors to bring alive customers dream holiday. To begin
with, SOTC ensures that customers family travel safe, sure and secure with the
finest Indian families.
SOTC has a wide distribution network of 130 sales outlets and 3500 travel agents
across India to retail our range of products and serve customers better.
It is also significant to note that Kuoni India, the parent company of SOTC has
won all the 3 top awards in the travel operations category at the prestigious
Galileo Express Travel and Tourism awards for all its three core activities.
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ABOUT THE COMPETITOR
Cox & Kings is the longest established travel company in the world.
At present, the COX & KINGS group has offices in UK (2 offices), USA, Japan,
Germany Italy, Turkey, Pakistan and Nepal. In India, Cox & Kings has offices in
Mumbai, New Delhi, Chennai, Bangalore, Calcutta, Ahmedabad, Cochin,
Hyderabad, Pune, Goa and Jaipur and one satellite office in Andheri in Mumbai
and Gurgaon.
Thomas Cook is one of the world's leading international travel and financial
services groups and serves over 20 million customers a year. They provide
services to customers at 4,500 locations in more than 100 countries and
employee over 20,000 people.
The Thomas Cook Holiday comes with a 150-year-old guarantee of eternally
sunlit memories. They couldn't expect any less from the people who invented
travel for leisure. They offer the world's most enjoyable holidays, to exotic
destinations in India and abroad where everything is taken care of from beginning
to end.
Established in 1984, Kesari Tours is a premium travel company, which offersworld-class holidays in India and around the world. Kesari have perfected their
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tour itineraries to meet the special needs of the Indian tourist abroad. The motto of
organization is 'No compromise on quality'.
At Kesari Tours, they have made a motto that if they make a promise to their
customers, they honor it. They believe in honest, transparent deals. No hidden
costs and no compromise on sightseeing. They strive for 100% satisfaction of
tourists. The company enjoys an immense goodwill. That's what they earned out
of their beliefs.
A passion for Travel & a vision for creating innovative travel packages were the
two driving forces saw the beginning of a Travel Company in a very modest way
in Mumbais Masjid Bunder.
The tremendous success & satisfaction of their tours paved way for Raj to hold its
banner high & it continues to do so till date. They are proud to say that year after
year they have improved on the product, adding new destinations, new
attractions, pro-active marketing, & building customer confidence.
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TOOL USED
In research both primary and secondary data were used.
Sampling Element: Employees of SOTC at New Delhi office
Sampling Methodology: The probability-based approach of random sampling was
adopted, in order to give adequate coverage to all possible types of employees.
Sample Size: A sample size of 100 employees
Sampling Extent: The procedure of sampling was restricted to the SOTC .
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FINDINGS
How many years have you been associated with the organization?
How many years have you been associated with
the organization?
1-4 years
88%
5-10 years
6%
Less than 1
6%
Findings: 88% of the respondents have been working for the organization for the
last 1-4 years, 6% respondents have been the organization for 5-10 years and 6%
for less than one year.
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Are you satisfied with your present job profile?
Satisfied Level with present job profile?
Yes
61%
No.
39%
.
Findings: 61% respondents were satisfied with their present job profile while 39%
were not satisfied with their job profile. Those who were satisfied said that they
were satisfied with their work profile, variety of work and the professional
management of the organization. The respondents who were not satisfied said
that they were not satisfied with the job profile but for looking for a career in someother field of interest.
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Please rank the factors as to how they initiate you to perform well (on a
scale of 1 to 5) for the following: 5 High Involvement 1 Low Involvement
RANK/Parameter 1 2 3 4 5
Job satisfaction 2 2 4 10
Opportunity to perform well at challengingwork
3 6 9
Recognition and positive feedback for onescontributions
1 3 3 11
Personal support from ones supervisor 1 2 3 10 2
Effort above and beyond the minimum 4 7 5 2
Understanding the link between ones joband the organizations mission
1 5 4 3 5
Co-Employees 2 4 7 5
Assigned Work 1 3 11 3
Available Opportunities 5 8 5
Policies & Procedures 1 1 7 8 1
Compensation & rewards 5 9 4
Work Life Balance 4 3 2 9
Any other
0
2
4
6
8
10
12
No.ofRespondents
1 2 3 4 5
Ranks
J ob satisfaction
Opportunity to perfor m well a t c hallenging work
Recognition and positive f eedback for ones contributions
Personal support f rom ones supervisor
Eff ort above and beyond the minimum
Understanding the li nk between ones job and the organizat ions mission
Co- Employees
Assigned Work
Available Opportunities
Policies & Procedures
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Are you satisfied with the initiatives taken by the organization?
Satisfaction level with the initiatives taken by the
organization?
Yes56%
No.
44%
Findings: 56% respondents said that they were satisfied with the initiatives taken
by the organization. 44% respondents were not satisfied with the initiatives taken
by the organization. The respondents were satisfied because they were valued
according to their competitiveness while others were not satisfied because their
organization does not take enough initiatives to make them feel good.
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Does your company involve you in decision making of the organization?
Does your company involve you in decision
making of the organization?
Yes
22%
No.
78%
Findings: 22% respondents said that they were involved in decision making while
78% said that they were involved in the decision making.
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Does the organization take your suggestion in bringing any changes in the
training module?
Does the organization take your suggestion in
bringing any changes in the training module?
Yes
39%
No.
61%
Findings: 39% respondents said that their organization took their suggestions in
bringing any changes in the training module while 61% respondents said that their
suggestions were not taken.
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Do you have the materials and equipment you need to do your work right?
Do you have the materials and equipment you
need to do your work right?
Yes
89%
No.
11%
Findings: 89% respondents said that they had material and equipment needed to
do the work right. Some organizations had provided their employees with
Personal computers, etc to do the work right.
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Are your associates (fellow employees) committed to doing quality work?
Are your associates (fellow employees)
committed to doing quality work?
Yes
67%
No.
33%
Findings: 67% respondents said that their associates were committed to doing
quality work while 33% said that their subordinates were not committed to doing
quality work.
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In the last year, have you had opportunities at work to learn and grow?
In the last year, have you had opportunities at
work to learn and grow?
Yes
83%
No.
17%
Findings: 83% respondents said that they had the opportunity to learn and grow
while 17% said that never got the opportunity.
List two schemes at your organization aimed at engaging employees.
Findings: The respondents said that the following were the schemes aimed at
engaging employees:
Performance Appraisal Regular Discussion & feedback ESOP Mediclaim
While some respondents mentioned that there was no such scheme in their
organization.
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Does the company provide you incentives?
Does the company provide you incentives?
Yes
61%
No.
39%
Findings: 89% respondents said that their job was not incentivated and they were
not provided any incentive. While 11% respondents were provided incentives fortheir job.
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Would you like your organization to introduce some new procedures so as
to make you more involved in your job?
Would you like your organization to introduce
some new procedures so as to make you more
involved in your job?
Yes
61%
No.
39%
Findings: 67% respondents cited the need for introduction of new procedures for
increasing their involvement. While 33% respondents said they do not see a need
for new procedures.
KEY FINDINGS FOR SOTC
At SOTC half the Managers were satisfied with their present job profile whilehalf were not satisfied.
Most of the Managers agreed that better people management leads to betterperformance.
90% respondents said that their performance fluctuated under differentbosses.
30% respondents agreed that initiation comes from within the individual whileothers disagreed to this.
Overall the employees were satisfied with the initiatives taken by theorganization to increase employee engagement.
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All the Managers felt that employee engagement leads to higher productivity.RECOMMENDATIONS
There is a need for improvement in the Job Content which needs a carefulexamination of the present profile and the expected profile of the Managers
It is suggested that Work Timings and Work Load be balanced to reduceemployee burnout.
Employee Training other than what is required for the job should be initiatedfor all levels.
Lastly employee engagement initiatives should be related to the expectationsof the employee and not always on the requirement of the organization.
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LIMITATIONS
The study was limited to the New Delhi Office of SOTC.
The sample size was limited t0 100 employees.
Details regarding HR policies were not provided by SOTC as they were
confidential.
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CONCLUSION
From the whole project we have seen that in hotel industry the policies and
functioning of each hotel is little bit similar to other hotels. Good HR policy wouldbe the policy, which not only considers all HR functions with proper care, but also
considers all the other factors like culture of the hotel, types of customers it
receives, the nature of the business and also the place from where it operates.
And the hotels, considering all the above factors to achieve the organizational
goal while framing its HR functions is said to have been following good policy. For
example in Hotel Sea Princess, the employee care is given first priority. In case if
some of the relative of an employee dies or suffers from some serious disease,the manager sends all the colleagues of that employee to support him and thus
manager makes himself aware of that employees condition. This makes the
employee feel that management cares for him. This will definitely motivate him to
work in the interest of organization. There work environment is quite friendly and
hence employees can discuss their problems openly.
In small hotels, the HR functions are not that developed. It needs more attention
especially for the hotels aiming to expand their business. The hotels shouldneglect the fact that the frustration level in this industry is highest of all industries.
The very first disappointment employees face that the industry is not glamorous
the way it was hyped in catering colleges. Their frustration level keeps on rising
when they go through the following circumstances. Employees do not have time
for their personal life. They have to do overtime for many of the reasons and for
such extra time they are not even paid. For example if the waiter As working
hours are from 6 am to 2 pm and at 1.30 pm some guests arrives on the As tablethen A cannot leave unless the guest leaves the table. Thus A will be forced to do
overtime till the time those guests are sitting on the table. And for this extending
period A is not even paid. Also in this industry number of working days and
number of working hours are higher than any other industry and also employees
are compelled to work on Sundays and Bank Holidays when all the others have
holidays. The most frustrating part of this industry is the fact that besides going
through all the frustrations employees are not paid the amount they deserve.
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Salary paid to them is really low when we compare it with their frustration level.
Thus because of these facts most of the employees leaves their job.
And now when our country is trying to develop tourism for the development of our
economy, it has become mandatory for us to provide hotel-services up to
international standards and this is possible only when our hotels are in position to
cope with this frustration level of employees. They need to be given proper
training and also the career opportunities for their future. And first of all they
should be aware of the facts of this industry before they join in, so that after
entering their frustration level would be low as they will be prepared for
everything. Thus, the responsibility of an HR manager is much higher in this
industry.
SOTC attracts trains and retains its employees through innovative human
resources practices and is committed to being an 'Employer of Choice' wherever it
operates.
A key determinant of their success is their ability to attract, develop and retain
employees in todays highly competitive labor markets. They manage this
challenge through innovative human resources practices and work continuously tofoster their goal of being an Employer of Choice wherever they operate.
SOTC people practices include broadening the employee pool by opening
delivery centers in diverse locations, using creative recruiting techniques to attract
and screen the best talent, emphasizing ongoing training, instilling a vibrant and
distinctive culture, and providing well-defined long-term career paths. They
monitor and manage their attrition rate very closely, and believe it is one of the
lowest in the industry.
Their people are critical to the success of their business. Their ability to grow their
business will depend on their ability to continue to attract, develop and retain large
numbers of talented individuals. They will continue to develop innovative recruiting
techniques and emphasize learning throughout the tenure of an employees
career. They also believe that maintaining their vibrant and distinctive culture, in
which they emphasize teamwork, continuous process improvement and
dedication to their customers, is critical to growing their business.
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They truly believe that their employees are their greatest asset. Its why SOTC
has been recognized as a leading employer. Being recognized as an Employer of
Choice reinforces their resolve to attract, retain and nurture quality talent through
their employee-centric work culture.
People with diverse backgrounds and work experiences flourish at SOTC
because they are all united by something unique: a passion for excellence,
managing business processes for many of the worlds leading brands, and a
commitment to work as a team.
SOTC is committed to enhancing the skills and competencies of their employees
as well as to enhancing their personal growth and development. They providetheir employees with the opportunity to enroll in world-class training, ranging from
learn-while-you-earn programs to international leadership development programs.
Employee engagement is a concept that is generally viewed as managing
discretionary effort, that is, when employees have choices, they will act in a way
that furthers their organization's interests. An engaged employee is a person who
is fully involved in, and enthusiastic about, his or her work. Engaged employees
care about the future of the company and are willing to invest the discretionaryeffort. Engaged employees feel a strong emotional bond to the organization that
employs them.
Most organisations today realise that a satisfied employee is not necessarily the
best employee in terms of loyalty and productivity. It is only an engaged
employee who is intellectually and emotionally bound with the organisation, feels
passionately about its goals and is committed towards its values who can be
termed thus. He goes the extra mile beyond the basic job responsibility and isassociated with the actions that drive the business. Moreover, in times of
diminishing loyalty, employee engagement is a powerful retention strategy. The
fact that it has a strong impact on the bottomline adds to its significance.
Engagement is about motivating employees to do their best. An engaged
employee gives his company his 100 percent. This is what makes the difference
in an industry where the most valuable resource of a company walks out of the
door every evening. This is of particular importance in a knowledge industry. The
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quality of output and competitive advantage of a company depend on the quality
of its people
It has been proved that there is an intrinsic link between employee engagement,
customer loyalty, and profitability. When employees are effectively and positively
engaged with their organisation, they form an emotional connection with the
company. This impacts their attitude towards the companys clients, and thereby
improves customer satisfaction and service levels. A successful employee
engagement helps create a community at the workplace and not just a workforce.
Benefits to the organisation
Employee engagement builds passion, commitment and alignment with the
organisations strategies and goals
Attracts more people like existing employees Increases employees trust in
the organisation
Creates a sense of loyalty in a competitive environment
Lowers attrition rate
Increases productivity and improves morale
Provides a high-energy working environment
Improves overall organisational effectiveness
Boosts business growth
Makes the employees effective brand ambassadors for the company.
Employee engagement can be revealed in several ways, including pulse to
annual surveys, tracking changes in the attrition rate, increase in the number of
employee referrals, and growth in productivity and business.
In many organisations, the age-old Employee Satisfaction Surveys were
considered the most popular method for measuring how happy an employee was
in the organisation. This is slowly being replaced by surveys that can effectively
measure employee engagement. Conducting a survey without planning how to
handle the result can lead employees to disengage. It is therefore not enough to
feel the pulsethe action plan is just as essential.
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REFERENCES & BIBLIOGRAPHY
www.google.com
www.wikipedia.org
www.sotctours.com
Personal observation.
Help of SOTC staff.
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ANNEXURE
NAME:
COMPANY:DESIGNATION:
DEPARTMENT:
How many years have you been associated with the organization?
1-4 years
5-10 years
10 years & more
Are you satisfied with your present job profile?
Yes No.
Please rank the factors as to how they initiate you to perform well (on a scale of 1 to 5) for thefollowing: 5 High Involvement 1 Low Involvement
Job satisfaction
Opportunity to perform well at challenging work
Recognition and positive feedback for ones contributions
Personal support from ones supervisor
Effort above and beyond the minimum Understanding the link between ones job and the organizations mission
Co-Employees
Assigned Work
Available Opportunities
Policies & Procedures
Compensation & rewards
Work Life Balance
Any other___________________________________________________
re you satisfied with the initiatives taken by the organization?
Yes No Give reasons
____________________________________________________________________________________________________________________________________________________________
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Would you like your organization to introduce some new procedures so as to make staff moreengaged in their jobs?
Yes No.
Give reasons:______________________________________________________________________________
Does your company involve you in decision making of the organization ?
Yes No What kind of decision making
Does the organization take your suggestion in bringing any changes in the training module?
Yes No Which all suggestions were provided by you
_____________________________________________________________________________
Do you know what is expected of you at work?
____________________________________________________________________________________________________________________________________________________________
Do you have the materials and equipment you need to do your work right?
____________________________________________________________________________________________________________________________________________________________
At work, do you have the opportunity to do what you do best every day?
____________________________________________________________________________________________________________________________________________________________
In the last seven days, have you received recognition or praise for doing good work?
____________________________________________________________________________________________________________________________________________________________
Does your supervisor, or someone at work, seem to care about you as a person?
____________________________________________________________________________________________________________________________________________________________Is there someone at work who encourages your development?
____________________________________________________________________________________________________________________________________________________________
At work, do your opinions seem to count?
____________________________________________________________________________________________________________________________________________________________
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Does the mission/purpose of your company make you feel your job is important?
____________________________________________________________________________________________________________________________________________________________
Are your associates (fellow employees) committed to doing quality work?
______________________________________________________________________________
Do you have a best friend at work?
______________________________________________________________________________
In the last six months, has someone at work talked to you about your progress?
In the last year, have you had opportunities at work to learn and grow?
______________________________________________________________________________
List two schemes at your organization aimed at engaging employees.
(a) ________________________________________________________________________________________________________________________
Does your company appreciate your work?
Yes No.
Please Specify
______________________________________________________________________________
Does the company provide you incentives?
Yes No.
On what grounds
______________________________________________________________________________
It is true that higher the employee engagement, better the organization's performance?
Yes No.
Please Specify______________________________________________________________________________
Your involvement in your job leads to higher individual productivity?
Yes No.
Give reasons
______________________________________________________________________________
Would you like your organization to introduce some new procedures so as to make you moreinvolved in your job?
Yes No.
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