Dhananjay Rathore (H-15026)

8/7/2019 Dhananjay Rathore (H-15026)

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INSTITUTE OF HOTEL MANAGEMENT,

AURANGABAD, INDIA

HUMAN RESOURCE MANAGEMENT

DHANANJAY SINGH RATHORE (H-15026)

Submitted in Fulfillment of the Requirement for

BA (Hons.) in Hotel Management

THE UNIVERSITY OF HUDDERSFIELD,

UNITED KINGDOM


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IHM-A Human Resource Assignment

2009- 2010

DISCLAIMER

The information contained herein is no way to be constructed as a

recommendation of the Institute of Hotel Management, Aurangabad, India, of

any industry standards, or as a recommendation of any kind to be adopted by or

binding upon any member of the hospitality industry.

Rathore.D (H-15026) Fort Aguada Beach Resort, Goa2


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DECLARATION

I declare that this project is a result of my own efforts and that it confirms to the

university departmental and course regulations regarding cheating and

plagiarism. No material contained within this project has been used in any other

submission by authors for academic award.

Date: 8th May, 2010 Dhananjay Singh Rathore (H-1526)



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Table of Contents

INSTITUTE OF HOTEL MANAGEMENT,...................................................................... 1

AURANGABAD, INDIA.................................................................................................... 1DISCLAIMER................................................................................................................. 2DECLARATION............................................................................................................. 3

............................................................................................................................................. 3Table of Contents................................................................................................................. 4

ACKNOWLEDGEMENTS............................................................................................. 5SYNOPSIS....................................................................................................................... 6Chapter -1......................................................................................................................... 7Introduction to the Thankless Department-...................................................................... 7Human Resource.............................................................................................................. 7

1.1 MICRO ENVIRONMENT............................................................................................ 81.1.1 Introduction to Fort Aguada Beach Resort, Goa......................................................... 81.1.2 The HR Perspective-................................................................................................... 81.1.3 HR Strategies exclusive at Fort Aguada Beach Resort............................................... 91.2.1 MACRO ENVIRONMENT...................................................................................... 101.2.2 Legal Issues............................................................................................................... 101.3 Popular Strategies Followed by the Taj Group of Hotels:........................................... 121.3.1 The STAR System (Special Thanks and Recognition System 'STARS).................121.3.2 The Taj People Philosophy (TPP)............................................................................. 13

It comprised of three major areas- work systems and processes, learning anddevelopment and employee welfare............................................................................... 13As part of the TPP, the Taj group introduced a strong performance management systemcalled the Balanced Scorecard System (BSS) that linked individual performance withthe groups overall strategy. BSS was based on a model developed by Kaplan andNortan, and focused on enhancing both individual as well as enterprise performance. 13BSS measured the performance of employees across all hierarchical levels against a setof predefined targets and identified their variances. According to the theory it wasimportant to understand the potential of people. Therefore, BSS was implemented evenat the lowest levels of the hierarchy............................................................................... 13The BSS included an Employee Satisfaction Tracking System (ESTS), which solvedemployees problems on a quarterly basis. As a part of ESTS, Taj carried out anorganization wide employee satisfaction survey in mid 2005 of about 9000 employees.According to this survey, the reported satisfaction level was about 75 percent. Thegroup aimed to increase this level to 90-95 percent, and eventually to 100 percent.... .14

The group also took strong measures to weed out under-performers. The group adoptedthe 360- Degree Feedback System to evaluate the performance of all top officials, fromthe Managing Director to departmental managers, in which they were evaluated bytheir immediate subordinates. The 360-degree feedback was followed by personalinterviews of individuals to counsel them to overcome their deficiencies....................14The Taj Group also established Centers of Excellence for its 14,000 employees at fivelocations in India. At these centers, departmental heads in each functional area weretrained. These departmental heads later trained their own staff. The training included



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foundation modules and accreditation programs that familiarized the employees withTaj standards.................................................................................................................. 14Authors Perspective - Since its establishment, the Taj Group had a people-orientedculture. The group always hired fresh graduates from leading hotel managementinstitutes all over India so that it could shape their attitudes and develop their skills in a

way that fitted its needs and culture. The management wanted the new recruits topursue a long-term career with the group. All new employees were placed in anintensive two-year training program, which familiarized them with the business ethosof the group, the management practices of the organization, and the working of cross-functional departments................................................................................................... 14

1.3.4 Cross Exposure Training .........................................................................................151.3.3 Coordination with the Learning and Development ..................................................15

CHAPTER-2 CONTENT............................................................................................... 162.1 Issues Faced by the HR Department............................................................................ 162.2 Suggested HR Strategies for the Hotel......................................................................... 17

The Future - Hiring Through Blogging- An innovative practice is paving its way into

the world of recruitment in the form of recruitment-through-blogging. Manycorporate HR offices are surfing blogs to unearth talented candidates, to expand theirtalent pool and to gain insights that they are unable to get through resumes andinterviews. Blogs enable organizations to find people who think in the same line as theorganization. They can be used as an effective tool to gauge into somebodys attitudeand personality with relative ease.................................................................................. 18CHAPTER-3 CRITICAL ANALYSIS.......................................................................... 19

3.1 LESSONS LEARNT FROM OTHER HOTEL CHAINS........................................... 193.1.1 Taking Example from the Marriotts........................................................................ 193.1.2 Doing the Ritz Carlton way....................................................................................... 203.1.3 Accor Potential to Performance............................................................................. 223.2 Authors Perspective.................................................................................................... 23

CHAPTER-4 RECOMMENDATIONS AND SUGGESTIONS...................................244.1 Recommendations........................................................................................................ 25

4.2 Innovative suggestions for Fort Aguada Beach Resort............................................ 25CHAPTER-5 CONCLUSION........................................................................................27BIBLIOGRAPHY.......................................................................................................... 28

ACKNOWLEDGEMENTS



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I would like to thank my programme manager Mrs. Abba Joshi and the module

leader Mr Rath for providing me an opportunity to work on this assignment. I

would like to express gratitude for his consent support and valuable guidance.

I would also like to mention a note of thanks to my class mates, who provided me

with the initial inputs and guidelines through out the course of assignment.

Mrs. Rupa Mathew and the entire library team for providing the author the

support to carry out the research.

SYNOPSIS

The author opens the discussion by giving a brief perception of human resource

department and a brief introduction of the Fort Aguada Beach Resort tounderstand the background of the problem that exists in the hotel. For an in-depth

analysis author commenced with the functions of human resource and moved on

to the HR related issues observed by the researcher at the resort. This essay also

focuses on the contemporary approaches followed by the various chains of hotels

around the world for their employee welfare and enhancing the performance of



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their work force. The researcher ended the discussion with recommendations for

the hotel in order for improvement, and be able to create an extraordinary

experience for the employees working in the organization,

Chapter -1

Introduction to the Thankless Department-

Human Resource

Human resource management by the word itself means, managing the living

resources which are none other than human beings working for the organization.

Basic understanding of human resource is each and every employee who is a part

of the organization and works for betterment of it in order to help it survive in

the competitive market. Organizations term their living resource as the most

costly resource which is important to be managed as these resources form the

pillars of the organization. These resources can be termed as workforce who is

critical as it is directly proportional to the quality and sustaining organizational

performance.



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It is a major task for the employer to manage people as it deals with different

backgrounds, cultures and attitudes. Owners of companies term people as their

most crucial source as they are their most valued assets. However that is not the

person that is real resource but the knowledge and expertise he possesses. It is

knowledge, skill and capabilities that are the real resources. This resource are

often referred by different organizations as troops, team, family, loyal

customer servants. Each of these terminologies used in the hotel are referred to

as employees of the organization. These important resources for an organization

are looked after a special department dedicated towards it which is called Human

Resource department. This department forms an important part of the

organization regardless of the industry and product it manufactures or services it

provides to the guest.

1.1 MICRO ENVIRONMENT

1.1.1 Introduction to Fort Aguada Beach Resort, Goa

One of the first 5 star hotels in Goa, being a Taj hotel, the brand and the quality

of service provided by the hotel is phenomenal. This unit of Taj comes under the

leisure brand. It targets mainly leisure travelers or holiday goers.

Fort Aguada Beach Resort is built on the ramparts of a 16th century Portuguese

Fortress in year 1974 situated along Sinquerim Beach and is a tropical paradise

set in 45 acres of landscaped gardens overlooking the Arabian Sea. Sea view

rooms & suites located in the main complex and cottages & villas located on a

hillock overlooking the sea and the gardens. The resort offers a wide variety of

cuisine choices ranging from authentic Goan, Thai, Italian, Oriental, Indian,

Continental and Seafood.

(Source: www.tajhotels.com/leisure/fort aguada beach resort,goa)

1.1.2 The HR Perspective-



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Source of customer loyalty lies in the hands of employees, thus Human

Resource.

The basic success of a hotel is measured by the satisfaction level of the guests. It

can be incurred that the guest happiness is directly proportional to the profit it

generates. But during course of the training, researcher observed that the

satisfaction is not only factor which leads to goodwill and profits. With the

increase in competition in hospitality sector it is rather much more important for

hotels to retain the customer than just satisfying them.

So, satisfaction should be exceeded and result in customer delight, thus leading

to retention. Delight is beyond satisfaction which can be delivered as a

pleasurable experience for the customer. Delight comprises the blend of joy and

surprise. This delight results in customer loyalty which doesnt allow the guest to

switch to other brands, which the guest is comfortable with. All the three levels

of customer involvement in the product are directly proportional to the

employees who are taken care by department designed for them, human resource.

Employees are the assets of any organization, so it is the responsibility of the

human resource department of the hotel to ensure the well being of the

employees as it contributes to the growth and development of the work force.

1.1.3 HR Strategies exclusive at Fort Aguada Beach Resort

Idea Champ of the month This initiative was taken by the human resource

department in order encourage employees across all departments of the hotel to

Rathore.D (H-15026) Fort Aguada Beach Resort, Goa

CUSTOMER

SATISFACTION

CUSTOMERDELIGHT CUSTOMERRETENTION

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come forward and express their views. Everyone is free to come up with ideas

and at the end of every month the person suggesting the best idea with regards to

their department or the hotel is chosen. The person selected is recognized by

everyone in the hotel and a picture of him/her is put up on the notice board along

with the points accumulated by the employee during the course of the month.

Motivational Strategies-

The HR department organizes departmental picnics and parties were held

department wise on a regular basis which are a hit among the staff.

A picnic was organized for the front office department during the month of

October 2010 and a picnic to Vagator Beach was also organized in February. This

was one activity that was loved by employees all over the hotel and it often

succeeded in breaking the monotony of the employees daily routines.

Birthdays - On birthdays the hotels HR always made it a point, that the persons

birthday was made known to the entire hotel and every person wish him at a meal

time. A calendar chart comprising of name and picture of person celebrating

his/her birthday on a routine was put on weekly basis. Apart from this one kg

birthday cakes were also given to the people on their birthday

1.2.1 MACRO ENVIRONMENT

1.2.2 Legal Issues

Hotel organizations must provide benefit to their employees regardless of

whether they want to or not, and they must be provided in a non-discriminatory

manner. The field of Human Resource Management (HRM) is greatly influenced

and shaped by state and federal employment legislation, most of which is

designed to protect workers from abuse by their employers.



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Various laws and regulations affecting HRM are as follows:

Civil rights act, 1964

Prohibits employment discrimination in hiring, compensation, and terms,

conditions or privileges of employment based on race, religion, color, sex

Family and medical leave act, 1993

Permits employees in the organization to take up 12 weeks of family or medical

leave every year

Workman Compensation Act, 1923

Having an empathetic view towards employees, Instated to reduce exploitation of

employees in the form of reduced wages and salaries In case of an accident, the

employee is given compensation depending on the type of the accident.

Civil rights act, 1991

Reinstates burden of proof by the employers and allows for punitive and

compensatory damages.

Factories Act, 1948

This act becomes a major ground when an employee provokes the law. This law

now applies to all hotels in all states. This act is regarding safety and food

provision facility provided to the employees.

Industries dispute Act, 1947

Attempts to maintain a harmonious relationship between employee and employer

It decides when you can terminate your employee or tell your employee on what

occasion the employee does not have to come for work (lockout/closure). Most

entrepreneurs struggle with this law.



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Minimum Wages act, 1932

Each employee deserves a rate for his/her skill grades. Each city has a different

minimum wages act. The minimum wage rate in Goa stands at 100 rupees

approximately.

Provident Fund Act 1952: Money taken from the employees salary (12% of

gross salary) saved and paid in lump sum with 8% interest to the employee when

he retires.

1.3 Popular Strategies Followed by the Taj Group of Hotels:

1.3.1 The STAR System (Special Thanks and Recognition System 'STARS)

The system was developed in accordance with Taj's core philosophy that 'happy

employees lead to happy customers.' STARS, operative throughout the year (from

April to March), was open to all employees across the organization, at all

hierarchical levels. It aimed to identify, recognize and reward those employees

who excelled in their work. Stars was actively promoted across the group's 62

hotels worldwide and among its 18,000 employees globally, out of which 15,000

were from India. It had five different levels. Though employees did not receive

any cash awards, they gained recognition by the levels they attained through the

points they accumulated for their acts of kindness or hospitality. Employees

could also earn points through appreciation by customers, compliment-a-

colleague forums and various suggestion schemes

Authors Perspective

The STARS initiative was not only successful as an HR initiative, but it brought

many strategic benefits to the group as well. The service standards at the hotel

improved significantly because the employees felt that their good work was being



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acknowledged and appreciated. This resulted in enhanced motivational levels and

repeat customers for the hotel.

One such instance was when a bell boy upon receiving a Russian customer who

had arrived at the hotel by an early morning charter flight to Goa suffering from

severe cold, offered him to call a doctor.

However, the guest refused the bell boys offer; later the boy on his own offered

a glass of warm water mixed with ginger and honey, a traditional remedy for

cough and cold. The guest was delighted at the bell boy gesture and left a note of

appreciation for him on departure, which added to his existing points.

Because of STARS, the Group won the 'Hermes Award' for 'best innovation in

HR' in the hospitality industry. The author feels that the fame and recognition

associated with the winning of the Hermes award would place the Taj Group of

hotels at the top of the list of the best hotels in the world.

1.3.2 The Taj People Philosophy (TPP)

It comprised of three major areas- work systems and processes, learning and

development and employee welfare.

As part of the TPP, the Taj group introduced a strong performance management

system called the Balanced Scorecard System (BSS) that linked individual

performance with the groups overall strategy. BSS was based on a model

developed by Kaplan and Nortan, and focused on enhancing both individual

as well as enterprise performance.

BSS measured the performance of employees across all hierarchical levels

against a set of predefined targets and identified their variances. According

to the theory it was important to understand the potential of people.

Therefore, BSS was implemented even at the lowest levels of the hierarchy.



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The BSS included an Employee Satisfaction Tracking System (ESTS), which

solved employees problems on a quarterly basis. As a part of ESTS, Taj

carried out an organization wide employee satisfaction survey in mid 2005

of about 9000 employees. According to this survey, the reported satisfaction

level was about 75 percent. The group aimed to increase this level to 90-95

percent, and eventually to 100 percent.

The group also took strong measures to weed out under-performers. The group

adopted the 360- Degree Feedback System to evaluate the performance of

all top officials, from the Managing Director to departmental managers, in

which they were evaluated by their immediate subordinates. The 360-degree

feedback was followed by personal interviews of individuals to counselthem to overcome their deficiencies.

The Taj Group also established Centers of Excellence for its 14,000 employees

at five locations in India. At these centers, departmental heads in each

functional area were trained. These departmental heads later trained their

own staff. The training included foundation modules and accreditation

programs that familiarized the employees with Taj standards.

Authors Perspective - Since its establishment, the Taj Group had a people-

oriented culture. The group always hired fresh graduates from leading hotel

management institutes all over India so that it could shape their attitudes

and develop their skills in a way that fitted its needs and culture. The

management wanted the new recruits to pursue a long-term career with the

group. All new employees were placed in an intensive two-year training

program, which familiarized them with the business ethos of the group, the

management practices of the organization, and the working of cross-

functional departments.



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1.3.4 Cross Exposure Training

The author came across this strategy while training at Taj Rambagh Palace,

Jaipur during first year. Organized by HR department in co-ordination with the

L&D department, according to which employees are offered to do a month long

exposure training at various Taj properties in the department in which they are

currently working or other departments as well, in order to have and idea of the

good and bad practices followed at that particular hotel which in turn can be

implemented in the host hotel.

1.3.3 Coordination with the Learning and Development

Earlier in the hospitality industry check-ins were taken manually but with growth

in technology the procedure also was enhanced. As a result guests experience

automated check-ins. This is a very apt example related to hospitality industry

where the role of learning and development comes into play. All the information

about the latest procedures and technology needs to pass on to the employees and

this initiative is done by the learning & development department which falls

under the human resource. The main purpose of the organization after profit

generation is to secure the best candidate possible who can contribute to the

effectiveness and goals for the particular company. When an employee joins an

organization orientation or induction takes place where the rules and regulations,

goals of the organization are briefed to the new employees. The most important

part of an individual career is the first month of the work experience where role

of human resource and management comes into play.



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CHAPTER-2 CONTENT

2.1 Issues Faced by the HR Department

During the course of the training at Fort Aguada Beach Resort, Goa the author

came across various shortcomings and strategies deployed by the HR department

of the hotel.

Some of them are enlisted as follows:

Working Hours

The employees working across all departments of the hotel used to work for

minimum around 10-12 hours a day, sometimes even more without any wage hike

for working extra time.

Unlike Marriotts and other Taj properties across India Fort Aguada needs to

adopt a strategy which provides additional wages on per hour basis to its

employees who work extra time, other than usual monetary benefits it will also

encourage them towards better performance

Cafeteria Food



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The food which was served in the staff cafeteria was decided and monitored by

the HR department was not in line with the food served at the various Taj

properties across India, as the same food was served for lunch and dinner, which

was not up to the mark as Fort Aguada being a Taj property. The menu selection

was poor and was not liked by majority of the staff.

2.2 Suggested HR Strategies for the Hotel

Creating a positive work environment

The human resource department should work towards providing a healthy and

informal work environment for its employees where they are comfortable to share

their views with their colleagues and superiors.

High level of stress at the workplace is a major reason why people change their

jobs quite often. Working under pressure is acceptable to a certain extent,

because it increases the productivity. However, if you keep nagging and

pressurizing your employees to meet their targets, they will probably think that

the organization is not the right place to work for. Hence, creating a positive

work environment is essential to keep up the spirit within the people working at

the any organization.

A positive work environment can be created by;

Providing a meaning and purpose in the job the employees are doing at the

work place.

Encourage the employees to work as a team which will reduce the burden

on the employees and in turn help maximize their output.



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Making wise investments such as most of the employees enjoy listening to

music, a satellite radio can be set up in back areas of the hotel in order to

reduce the stress levels which in turn contribute towards guest satisfaction.

Joy at work

A tried and tested strategy referred to as Joy at work which is already practiced

in a few Taj hotels, can be adopted at Fort Aguada. This strategy mainly acts as a

stress buster for the employees organized once a month on a departmental basis

where various games are organized by the HR department in order to entertain

the employees followed by soft drinks and snacks provided by the food &

beverage department. This activity also encourages team work.

Unleash People Power

According to this campaign the best cost saving initiative of the month will be

appreciated and will carry a special reward

Stay Interview

The strategy has just been implemented at Taj Palace, Dubai. According to

which, the top motivated staff will be interviewed and their comments will beshared with the Head of department team to have guideline to handle other staff

in the dept.

The Future - Hiring Through Blogging- An innovative practice is paving its

way into the world of recruitment in the form of recruitment-through-

blogging. Many corporate HR offices are surfing blogs to unearth talented

candidates, to expand their talent pool and to gain insights that they are

unable to get through resumes and interviews. Blogs enable organizations to

find people who think in the same line as the organization. They can be

used as an effective tool to gauge into somebodys attitude and personality

with relative ease.



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Three key areas where blogs may score over interviews would be in finding out

how innovative a candidate is; the candidates ability to deal with criticism, and

the candidates ability to convince others. While this practice is still in its initial

stages, it has the potential to become one of the greatest cost-saving recruitment

techniques of the future.

CHAPTER-3 CRITICAL ANALYSIS

3.1 LESSONS LEARNT FROM OTHER HOTEL CHAINS

3.1.1 Taking Example from the Marriotts

People are number 1

The Spirit to serve our associates

The unshakeable conviction that our people are our most important asset

An environment that supports associate growth and personal development

A reputation for employing caring, dependable associates who are ethical

and trustworthy

A home-like atmosphere and friendly workplace relationships

A performance-reward system that recognizes the important contributions

of both hourly and management associates

Pride in the Marriott name, accomplishments, and record of success

A focus on growth-managed and franchised properties, owners, and

investors



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This framework defines how Marriott works, specifically in relation to its

employees, customers and the communities in which they operate.

Marriotts believe that when employees are taken care, it will directly affect the

productivity and quality. Marriotts have organized programmes for its managers.

The major concerns are to keep employees happy. The main reason for labour

turnover is low pay, but employees working in this organization earn $7.5 per

hour. It also comprises of rewards for employees and programmes to attract

disabled, the poor, minorities and mothers to work for them.

3.1.2 Doing the Ritz Carlton way

Potential of Human Resource to achieve excellence.

The company has invested huge resources in developing the potential of its

employees. It has invested 10 % of revenues in training. It is the best training

hospitality firm at the present. This hotel won the prestigious Malcolm Baldridge

National Quality Award. Ritz Carlton follows two basic strategies:

Outside Training Programme - After the first year, employees

received an average of 100 hours of training every year. Equal importance

was given to imparting technical skills and helping employees assimilate

Ritz-Carlton's culture. Ritz has taken this opportunity to conduct

programmes and lectures for the subjects on 'Appreciating Individual

Differences,' 'Planning and Running Team Meetings,' 'Assessing Your Co-

worker's Performance,' etc.

Employee Empowerment - All employees of the company were given a

chance to spend up to $2,000 of the company's money to correct a problem

or handle a complaint, without having to ask permission from a superior.

(Source: www.icmrindia.org)



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3.1.3 Accor Potential to Performance

Accor follows this mantra for learning and development which includes identify

high potential employees at an earlier stage (Categorize), clearly defines their

roles, responsibilities, career path and development (communicate) and make

them interact with high profile people and give them responsibilities. This will

lead to conversion of potential to performance.

Accor Radhakrishnan Corporate Services (ARCS) is a program which is runby the company to provide equal opportunities to the employees. This program

does not discriminate candidates on the basis of sex, religion, caste and etc. they

have motivating programmes which are followed in their organizations.

Motivating Compensation Policy: Accor plans out the compensation of

all employees on the basis of their performance and accordingly provide

them with the bonus ranging from 5 % to 20% on their salaries. This

motivates employees to fulfill their responsibilities in the most optimum

level.

Rathore.D (H-15026) Fort Aguada Beach Resort, Goa

FRAMEWORK OFACCOR

CATEGORIZE COMMUNICATE COACH

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Employees Shareholders Programme: In order to increase the capital of

the company and motivation levels, company provides employees to invest

in their organizations.

Special Rates on Accor Products: All the staff members related to Accor

is permitted to receive special privileges provided by the range of products

offered by the company.

The Bienvenue card: Linking Employees all over the world: After a

respective period of work in the organization, each employee receives a

card which offers special packages to all the employees on the special

products.

Innovative Tools used by Accor employees: With the company,

employees also take initiative to learn and share the new technology which

they experience over the tenure of their work.

Innov@ccor: By the word it suggests that it promotes innovation and

creativity amongst the employees. It also promises rewards for the best

ideas and promotes sharing between subordinates.

3.2 Authors Perspective

Fort Aguada Beach Resort is in great needs of employees who are well trained to

handle complaints and serve with quality. They really need to match up to the Taj

standards. Human Resource department needs lot of investment and motivation

themselves that they can make a difference to the property and the people.

For instance: As witnessed by the author that, the supervisory level staff at the

reception or in the restaurants i.e. Front Desk supervisors, Assistant restaurant



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managers etc are not competent enough to handle complaints or disputes by the

guests and have come to looking out for Duty managers ,Restaurant Managers to

handle the situation or else resulting in major complaints

There should be proper induction, orientation and every department should try to

follow the casual approach as the followed by Marriotts which makes the

employees comfortable and welcome in the hotel. This leads to satisfaction which

results in innovation and creativity.

An employee is one of the most valuable assets a company has. Hotels should

now start treating their employees like they are an integral part of the

organization and that their opinions and outlooks matter to the company.

Understanding what kind of an incentive to give to what kind of an employee is a

big problem faced by any Human Resources department. This is because a

monetary incentive can motivate a person only for a certain time. An employee

also needs to feel that he is an invaluable asset to a company. This can be done

by offering an employee a better job title, or even giving them more

responsibilities.

CHAPTER-4 RECOMMENDATIONS AND SUGGESTIONS



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4.1 Recommendations

Additional Wages on per hour basis - During the course of his training

at Taj Fort Aguada Beach Resort, the researcher observed that most of the

employees at the resort work for about 10 to 12 hours and are not happy

with regular long working hours, as some of them have already started to

migrate to other big chains. Unlike Marriotts and other luxury hotels no

additional wages are given to the employees if they if put in extra hours on

busy days. Thus the author recommends that additional wages on per hour

to be granted to the work force if they work over time.

Care For Children - The hotel can host events such as magic shows and

painting competitions for the children of the hotels employees. Ask, and

any parent would probably say that their happiness lies in the happiness of

their children. Also, the paintings made by the children could be used to

make the hotels greeting cards for Christmas and New Year, thus

showcasing their love and affection towards the children while also cutting

down on the hotels expenses.

4.2 Innovative suggestions for Fort Aguada Beach Resort

Provide direct deposit, saving workers time with the banks and offer them

favorable benefits

Offer loans from the banks and set up a payment plan with the employee

salary

Arrange movie nights, including refreshments

Start yoga and relieve stress classes

Reward employees on working on off days

Give free tickets for a live show for high performance employees.



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There are a certain factors that will help in building positive motivation

amongst employees

Identifying the organization's mission and goals, and making sure that

everyone understands the rationale behind them and how they contribute

toward achieving them.

Make employee development and retention a primary objective of each

manager and leader and reward their success accordingly.

Ask employees for advice in areas where they have expertise.

Involving everyone at all levels in the goal-setting and planning processes

Let people know what is expected of them, and doing everything you can to

make them successful

Find ways to enrich the jobs of your employees by increasing their authority

or span of control.

Encourage employees to expand their comfort zone



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CHAPTER-5 CONCLUSION

On the experience based in Fort Aguada Beach Resort, the author came to the

conclusion that employee satisfaction is the most important aspect of Human

resource. In todays highly competitive environment, top-performing hotel

organizations have learnt how to successfully deploy human-resources practices

to enhance competitive advantage. The employee is expected to derive the

desired outputs, in order to achieve that the employee needs to be free of any

stress, tension so that the employee can concentrate on the work and add on to

the efficiency and profitability of the hotel.

Fort Aguada Beach Resort is a hotel that has a tremendous amount of potential to

do better than what it is doing at the moment, be it in terms of its financial

position, employee satisfaction or the Guest Satisfaction Tracking System

(GSTS) scores. The truth remains that nobody can steal the beautiful location

from this resort, nor can they take away the calmness of the Aguada Beach.

Without doubt, the staff in the hotel is very friendly, understanding and helpful

and they are proud to share with others the teachings of their local culture, but all

these factors turn pale while looking at the low level of skills and general

lethargy that is prevalent in the work-culture. Proper guidance and training

practices along with the use of motivational techniques to make the employees

realize their immense worth to the Taj family would go a long way in sustaining

a healthy and energetic working environment.

Times are changing, and hotels realize that in order to succeed in this cut-throat

competition they would have to change the common perception of management

practices in the hotel industry, which includes high labour turnover, lack of

training, poor career prospects and casual terms and conditions of employment.



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BIBLIOGRAPHY

BOOKS:

s

Baum, T., (1996), Human Resource Management in the Hospitality

Industry, Second Edition, John Wiley & Sons, Inc

DeCenzo, P., (2007), Fundamentals of Human Resource

Management, Eighth Edition, John Wiley & Sons. Inc.

Woods R.H., (1995), Managing Hospitality Human Resources,

Educational Institute of the American Hotel and Motel Associations,

U.S.A.

WEBSITES:

www.informaworld.com

www.citehr.com

www.chrmglobal.com

Dhananjay Rathore (H-15026)

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