1.

Introduction

Manpower Planning and Selection

1. Ensure there is optimal manning of all positions to

maximize profitability.
2. To provide the employee/workman with job
enrichment and responsibility in their work
assignments and utilize the potential of an individual
to the fullest.
3. Provide scope for growth and development.
4. All manpower requirements are to be sanctioned by
the Hotel Management.
5. Salary slabs/grades are must.

6. Proper sanctions to be taken for filing new

requirements, including for filling replacement
vacancies.

Recruitment and Selection

1. Proper process to be followed to ensure the timely

availability of high quality manpower at minimal
cost.
2. To employ strictly professional methods in
recruitment like personal interviews.
 3. Manpower requirement Advertisement to be released
only through HRD.
4. If walk-in interviews, then HR personnel will
conduct preliminary rounds.
5. Assess the personal details and technical skills.
6. Verify the references.
7. Short-list the best candidates.
8. Short listed candidates to be interviewed by the
Department Heads and final candidate to be selected.
9. Head of HRD/General Manager & Managing
Director/see selected candidates before appointment
to the respective post.
10.No person below the age of 18 years is considered
for selection.
11.If any temporary personnel are engaged it must not
exceed 30 during a period of one year.
12.Temporary employees to be paid on daily wages,
which will be fixed by the Management.

Remuneration
 1. To offer a competitive salary in order to attract and
retain the best talent in the Hotel Industry.
2. Qualifications and experience form the basis for
salary fixation of new entrants.

Induction

1. The impressions that a new employee forms during

his/her first few days in the organization plays a vital
role in determining the overall feeling that he/she
develops towards the organization and time duration
which employees would get to know their colleagues.
2. The first part of induction would be generic and

would be applicable to all employees irrespective of

functional specialty. It would consist an exposure to
the organization’s genesis, its mission, objectives,
policies, and work systems.
3. The second part of individual requirements specific
to a particular role or function in order to facilitate
effectiveness on the job.
4. Induction program for new employees are designed
by management and coordinated by HRD.

Grooming
 1. To ensure that standards are maintained with in the
organization premises while interacting with the
customers/guests.
2. The Guest Relation Executives & Agents will be in
uniform according to their position and grade.
3. No much jewelry to be worn by the staff with in the
premises.
4. Ladies to have their hair tied and neatly pinned.
5. Gents must be clean shaved with short hair neatly
combed.
6. Well-redefined language to be spoken with one
another and also while interacting with the guests.
7. No staff to chew gum or tobacco during the duty
hours with in the premises.

Lockers

1. Workers/Staff will be provided lockers to place

uniforms, clothing and necessary belongings.
2. Lockers to be locked to be locked by the
workers/staff using the locker.
3. Any thing missing form the lockers will not be the
responsible of the management.

Workers/Staff Canteens
 1. Workers/Staff are provided facility of canteens to
have their breakfast, lunch and dinner.
2. Management provides food.
3. Strict timings to be followed by the workers/staff.
4. Canteen discipline (area, dinning manner, etc.) to be
maintained.

Performance Management

1. Performance and potential is analyzed by means of

an objective and fair Performance and potential
appraisal system.
2. The head of the department must set the base of the
performance and potential appraisal system.
3. The organization expects its employees to extend
every effort possible to convert their performance and
potential into a reality.

Communication

1. A free and open flow of communication between

employees will enhance overall organizational
effectiveness.
 2. Prior information to the management about the
employees going on leave etc.

Working hours

1. The organization has fixed working hours based on the

customer’s convenience.
2. Working time will vary from department to department
based on shift.
3. Weekly off will also differ from department to
department.
4. The management and respective head of the department
will fix information as to work timings and weekly off.

Over Time

1. Workers/Staff may be required to work over- time

only when there is really a need and not as per the
wish of the worker/staff.
 2. OT approval has to be taken the concerned head of
department with the consent of the Hotel
Management.
3. OT may be compensated in form of cash or
compensatory leave.
4. OT is tabulated only if the hours worked exceeds 2
hours after the duty hours.

Holidays/Leave

1. Each employee will be given weekly off (not

necessary Sunday due to customer convenience and
nature of business).
2. It will help in rejuvenate oneself and take rest.
3. 10 public holidays will be declared every year. Not
all employees can avail this facility due to the nature
of business. Compensatory off to be given for the
employees, as they could not avail the public holiday.
4. The list of holidays will be put on the notice board.
5. Employees’ entitlement of causal, sick and Privilege
leave will be as per the Organization’s norms.
6. Leave in advance on a prorata basis is granted only in

deserving cases based on the merits of each case.

7. Leave taken (SL/CL/PL) to be intimated to HRD
through leave card to avoid loss of pay.
Permissions

1. To help employees attend to urgent and unexpected

personal work.
2. Employees are given permission for not more than 2
hours and more than 4 occasions in a month o attend
to their work subjective to the approval of Head
Department.
3. Entries to be filled in the permission cards and
suitable approvals taken.
4. Cards to be filed to HRD at the end of the month to
avoid loss of working hours.

Medical Facilities

1. Medical entitlements are given to workers/ staff

through ESIC for which the staff and management
contribute monthly for the welfare of workers/staff
2. Non-ESIC staff can avail sick leave subject to
providing the medical certificate.
Resignation

1. Normally management fixes notice period based on

the grades.
2. It is done to prevent disruption of work.
3. Before final settlement, workers/staff will have to
return the uniform, lockers, identity badges (if any)
and other facility provided by the organization.
4. Terminal payment on account of exigencies of work
during the notice period.

Review of literature
REVIEW OF LITERATURE
Looking at emerging issues and trends, most noticeable are the
contradictions and gaps between theoretical propositions, empirical
findings, and the realities of people management in the industry. Both
theoretical approaches and empirical studies state that human resources
and effective HRM are essential and that employee performance is
associated with service quality, customer satisfaction, competitive
advantage, and organizational performance; however, people
management practices and employment conditions of many sectors and
organizations of the tourism and hospitality industry do not seem to
reflect the importance of effective HRM. Accordingly, the contribution
of HRM to organizational performance is undervalued in comparison to
other business functional areas .Due to the poor state of HRM practices
prevalent in the industry, some researchers have questioned the role of
employees as the most important determinant of service quality,
customer satisfaction, and organizational performance and As a result,
we see a need to explain the contrasts between academic studies,
theoretical models, managers’ explanations of the role of employees, and
the realities and state of people management in the industry. We see one
or more of following factors as possible sources of this contradiction: the
pool of low-skilled and easily replaceable employees; the existence of a
large, unemployed labor pool; deficient methodology of studies; the
competitive pressure on organizations; lack of unionization;
unprofessional managers and owners; hypocrisy of managers and
owners; high costs and small profit margins; unstable and insufficient
demand; stark necessities of the structure and conditions of the industry
such as seasonality and small and medium size organizations; and a low
cost–low price business strategy. More conceptual models, theories, and
empirical studies are required to explain the gap between words and
deeds as well as that between theories, models, empirical research, and
reality.
A second emerging issue relates to the conceptual developments in the
selection of the right employees for tourism and hospitality
organizations. Recently, employee personality, service orientation,
emotional labor, emotional intelligence, and aesthetic labor are gaining
importance as selection criteria for tourism and hospitality employees.
Although some progress has been made in regard to the right qualities
and characteristics of employees to be employed in the industry, more
research is needed to define the personality traits and emotional and
aesthetic qualities of prospective employees as well as how these traits
and qualities actually affect employee, customer, and organizational
outcomes and whether such people are willing to work in and have
vocational commitment to the industry, given the often poor
employment conditions. It is yet to be seen whether tourism and
hospitality organizations will embrace the use of personality tests.
Tourism and hospitality industries have a reputation for selecting
employees intuitively (or opportunistically) and not adopting even
established practices such as structured interviews and cognitive ability
tests
The third issue that requires further conceptual development is in the
area of the best bundles of HRM or high-performance work practices.
Although many researchers have looked at various combinations of
HRM practices and their consequences, no consensus exists on the most
appropriate bundles of HRM practices that create the desired
consequences in terms of employee, customer, and organizational
outcomes .In this respect, researchers in tourism and hospitality can
benefit from progress made in general and strategic management and
organization science literature. A related issue concerns the
methodology of such studies. Almost all of the studies on HRM
practices are based on data received from subjective perceptions of
managers or department heads. It is possible that managers’ responses
on the issue may be distorted due to a social desirability effect.
Advanced measurement should be applied for more objective data, and
the views of employees and customers should also be taken into
consideration in such studies It is important to note that before searching
for best bundles of HRM practices, researchers need to develop
considerably more basic knowledge of effective HRM practices and how
to get managers to adopt those good practices.
The fourth issue requiring further study relates to the testing of the
theoretical models of HRM practices developed in the strategic
management literature. We see three different modes of theorizing in the
field. The universalistic approach to HRM posits that there are certain
“best” HRM practices that will contribute to increased organizational
performance regardless of the industry or organizational strategy.
According to this view, all organizations should adopt these best
practices .In contrast, the contingency perspective argues that HRM
practices of an organization should be congruent with an organization’s
strategy and its competitive and strategic position. Finally, the
configurational approach suggests that an organization’s HRM practices
should be in line not only with its strategy, characteristics, and
competitive position (vertical or external fit) but also be internally
consistent and complementary (horizontal or internal fit). Thus, this
perspective assumes that “there are certain, specific systems of HRM
practices that result in the highest internal consistency and
complementarity, as well as congruence with organizational goals. The
configuration of practices that provides the tightest horizontal and
vertical fit with any given strategy, then, would be the ideal type for an
organization pursuing that particular strategy”. Here again the onus is on
tourism researchers to test these theoretical approaches in different
organizations in terms of size and strategy, as well as different
subsectors of the tourism industry, and link them with organizational
performance outcomes.
The final issue emerging in the industry’s employee management
literature is the confusion in the definition and operationalization of
constructs such as HRM practices, internal marketing, and
organizational culture and climate. A closer examination reveals that the
domains, dimensions, and items used to measure these constructs are
similar. For example, rewards, training, management style, job security,
supervisor or leader support, style and facilitation, role conflict, role
ambiguity, job variety, challenge and autonomy, coworker support, and
friendliness are all used in the measurement of internal marketing,
organizational culture, organizational climate, and HRM practices.
Researchers seem to be studying similar phenomena but labeling them
differently. We need to distinguish these constructs from each other or
make it clear that they are actually referring to the same thing.

Implications for Practical

Management
The complexity of the tourism and hospitality industries and their
employment structures complicate the matter of determining the
implications of research relating to them. These industries’ employment,
workforce, and labor market characteristics make the management of
people difficult and different from many other industries. Even using the
umbrella terms tourism and hospitality, we note the vast number of
interrelated and complementary businesses and the variety of products
and organizations of various sizes. As a result, it is impossible to
prescribe a single set of HRM practices for all organizations or
employees in the hospitality and tourism industries. With those caveats
in mind, we offer the following general guidelines for hospitality and
tourism employee management.
• Be Selective in Staffing
• Provide Orientation and Training
• Offer Competitive and Fair Payand Benefits
• Practice More Friendly and Humane Supervision and Management
Style
• Consider Job Characteristicsand Job Redesign
• Involve and Empower Employees
• Recognize, Respect, andReward Employees
• Reduce Job (Work Role) Stress
• Improve the Conditions of Employee Accommodation
• Create a Culture Conducive to Organizational Performance
• Provide Strong Leadership and Vision
• Design and Implement an HR and Workforce Balanced Scorecard

Research methodology
The methodology adopted is shown below diagrammatically.
 • Identifying the hotels
• Collection and review of existing hotel
• Survey of various operations regarding the hotel industry
• Macro level analysis of the various departments
• Evaluation of existing operational aspects of department
• Identifying problems faced by the department
• Accessing the solution to the problem

Selection of the topic

HUMAN RESOURCE PRACTICES ON
HOTEL INDUSTRY
One of the fastest growing sectors of the economy of our
time is the hotel industry. The hotel industry alone is a multi-
billion dollar and growing enterprise. It is exciting, never boring
and offer unlimited opportunities. The hotel industry is diverse
enough for people to work in different areas of interest and still
be employed within the hotel industry. This trend is not just in
India, but also globally.

Modern hotels provide refined services to their guests. The

customers or guests are always right. This principle necessitated
application of management principles in the hotel industry and
the hotel professionals realized the instrumentality of marketing
principles in managing the hotel industry.
The concept of total quality management is found getting an
important place in the marketing management of hotels. The
emerging positive trend in the tourism industry indicates that
hotel industry is like a reservoir from where the foreign exchange
flows. This naturally draws our attention on HOTEL MANAGEMENT.
Like other industries, the hotel industry also needs to explore
avenues for innovation, so that a fair blending of core and
peripheral services is made possible.

Objectives
1.Determine the present and future requirements of the organization .
2.To encourage its members to provide quality service, to keep abreast
of the changing needs of the travelling public, and to promote good
relationships between the industry and the public
3.To plan and organize project that will enhance productivity in the hotel
industry
4.to help raise the standards, growth, efficiency and an image of the
Industry
5. to take up, consider and discuss issues of national and international
importance affecting the Industry;

Nature of the study

Human Resource Management: Major Influencing
Factors
In the 21st century HRM will be influenced by following factors, which
will work as various issues affecting its strategy:
• Size of the workforce.
• Rising employees' expectations
• Drastic changes in the technology as well as Life-style changes.
• Composition of workforce. New skills required.
• Environmental challenges.
• Lean and mean organizations.
• Impact of new economic policy. Political ideology of
the Government.
• Downsizing and rightsizing of the organizations.
• Culture prevailing in the organization etc.

Sampling procedure and sample

design

SAMPLE AND SAMPLE DESIGN:

Sampling may be defined as the selection of some part of an aggregate or totality

on the basis of which a judgment or inference about the aggregate or totality is
made. in simple word it is a process of obtaining information about the population
by examining only a part of it.

The sampling procedure followed is as follows:

1) Identification of Universe: The universe is to be studied as the whole

population of the company including both supervisory level and lower level
employees.
2) Defining a Sampling Unit: Here the sampling unit is the same
population of the company including both supervisory level and lower level
employees.

3) Determining the size of the sample: Taking into consideration of the

size of the population, the population variance, cost involved and the requirement
of the efficiency, representativeness, reliability, flexibility and the parameters of
interest in research, the sample size selected was 200people. then sample was
random multivariate sample comprising of lower management staff, middle
management staff and executive management.

4) Sampling Method: The sampling method chosen for data collection was
simple random sampling technique.

This study is limited to one organization and it is descriptive in nature. The main
objective of the study is to discover the various measures adopted for motivation of
employee in the organization and also seeing that whether the employees are
satisfied or not with these facilities.

SAMPLE SIZE :
A sample design is a definite plan for obtaining a sample from a sample from a
given population. There are many sample designs from which a researcher can
choose. Researchers must prepare/select a sample design which should be reliable
and appropriate for his research only. It is very different to interview all the
employees

Method of data collection

 TYPE OF RESEARCH
The project undertaken here is the first hand information collected so it involves
PRIMARY RESEARCH.
Primary research (also called field research) involves the collection of data that
does not already exist, which is research to collect original data. Primary Research
is often undertaken after the researcher has gained some insight into the issue by
collecting secondary data. This can be through numerous forms, including
questionnaires, direct observation and telephone interviews amongst others. This
information may be collected in things like questionnaires and interviews .
There are basic approaches to data collections using primary
methods:
Qualitative research includes interviews, focus groups and participant
observations.
Quantitative research includes controlled laboratory experiments, field work,
questionnaires and surveys and ethnographies.
The term primary research is widely used in academic research, market research
and competitive intelligence.
There are advantages and disadvantages to primary research:
Advantages:
• Addresses specific research issues as the researcher controls the search
design to fit their needs
• Great control, not only does primary research enable the marketer to focus
on specific subjects, it also enables the researcher to have a higher control
over how the information is collected. Taking this into account, the
researcher can decide on such requirements as size of project, time frame
and location of research.
• Efficient spending for information, primary data collection focus on issues
specific to the researcher, improving the chances that the research funds are
spent efficiently.
• Proprietary information, primary data collected by the researcher is their
own.
Disadvantages:
• Compared to secondary research, primary data may be very expensive in
preparing and carrying out the research.
 • In order to be done properly, primary data collection requires the
development and execution of a research plan. It is longer to undertake
primary research than to acquire secondary data.
• Some research projects, while potentially offering information that could
prove quite valuable, may not be within the reach of a researcher.
• May be very expensive because many people need to be confronted.
• By the time the research is complete it may be out of date.
• People may have to be employed or avoid their primary duties for the
duration of the research.
• People may not reply if emails or letters are used.

METHOD OF COLLECTING PRIMARY DATA

Here the method applied is DIRECT PERSONAL INVESTIGATION.
. According to this method, the investigator obtains the data by a personal
interview or observation i.e. he contacts the source of information directly
and personally. He will contact each and every possible source of
information. It is done only in the following situations:
• When the scope of enquiry or area of investigation is limited or small.
• When a very high degree of accuracy is required.
• When the result of investigation are to be kept secret.
• When area of investigation is heterogeneous.
Thus in personal investigation, primary data are used.

Merits
• The information collected through it will be more accurate.
• It is possible to get supplementary information which may prove to be more helpful
in interpreting the results.
• The response will be more.
• There is uniformity in the collection of data.
• The communication gap can be filled by choosing the right words for the questions
which are to be asked by the investigator from the respondents.

Demerits
• It is very costly method.
• It is very time consuming.
• The chances of personal bias are greater.
• It requires extra personal qualities of the interviewer i.e., tactfulness, courage,
courtesy etc.
• It can give wrong results.
• It can be used only when area of investigation

Analysis and data interpretation

Limitation of the study
Findings and conclusion

Suggestions and recomendations

Human Resource Management: Futuristic Vision
On the basis of the various issues and challenges the following
suggestions will be of much help to the philosophy of HRM with regard
to its futuristic vision:

1. There should be a properly defined recruitment policy in the

organization that should give its focus on professional aspect and merit
based selection.
2. In every decision-making process there should be given proper
weightage to the aspect that employees are involved wherever possible.
It will ultimately lead to sense of team spirit, team-work and inter-team
collaboration.
3. Opportunity and comprehensive framework should be provided for
full expression of employees' talents and manifest potentialities.
4. Networking skills of the organizations should be developed internally
and externally as well as horizontally and vertically.
5. For performance appraisal of the employee’s emphasis should be
given to 360 degree feedback which is based on the review by superiors,
peers, subordinates as well as self-review.
6. 360 degree feedback will further lead to increased focus on customer
services, creating of highly involved workforce, decreased hierarchies,
avoiding discrimination and biases and identifying performance
threshold.
7. More emphasis should be given to Total Quality Management. TQM
will cover all employees at all levels; it will conform to customer's needs
and expectations; it will ensure effective utilization of resources and will
lead towards continuous improvement in all spheres and activities of the
organization.
8. There should be focus on job rotation so that vision and knowledge of
the employees are broadened as well as potentialities of the employees
are increased for future job prospects.
9. For proper utilization of manpower in the organization the concept of
six sigma of improving productivity should be intermingled in the HRM
strategy.
10. The capacities of the employees should be assessed through potential
appraisal for performing new roles and responsibilities. It should not be
confined to organizational aspects only but the environmental changes of
political, economic and social considerations should also be taken into
account.
11. The career of the employees should be planned in such a way that
individualizing process and socializing process come together for fusion
process and career planning should constitute the part of human resource
planning.
To conclude Human Resource Management should be linked with
strategic goals and objectives in order to improve business performance
and develop organizational cultures that foster innovation and flexibility.
All the above futuristic visions coupled with strategic goals and
objectives should be based on 3 H's of Heart, Head and Hand i.e., we
should feel by Heart, think by Head and implement by Hand.

ANNEXURE
QUESTIONAIRE

1. Standard of the hotel?

(a). 5 star (b). 4 star (c) 3 star (d) 2 star (e)1 star (f) no star
OR
(a) luxury (b) middle market (c) budget/eonomy
2. Does the hotel belong to any hotel/tourism association(s) (national
or international)
(a). yes (b). no
3. How do you advertise your hotel?
Advertisements in
(a). press (b). radio
(c). tv (d). internet
(e) own brochures (f) contracts with travel agencies

4. In your opinion which of the factors mentioned below have the

highest influence on the customer’s choice of the hotel?

(a).localisation (b). quality of services offered

(c).tradition of the hotel (d). price

 (e).concern for the natural environment (e) other

5. how is training imparted to employees?

(a). on-the job training
(b). off-the job training

6. Through which source your organizations recruit the

employees?
(a). Internally (b). Externally (c). s choose for the recruitment
of the employees?
(a). Employee Exchanges Consultants
(b). Private Employee Agencies
(c). Campus Requirements
(d). Advertisements
(f). Any other…………………….
CASE STUDY
Labour negotiation
This is a case about labour dispute.in this dispute, there
were around 45 employees involved, whose job were
terminated some 3 years ago for certain reason.the case
was something that all the workers wanted their job back
as well as the compensation in amount equal to their
wages for the period they have not worked. The hotel was
ready to hire these employees but not ready to pay the
compensation they were demanding. The case was going
in the court but the judgement was not seen in the favour
to either of the side. Both the hotel and the employee were
running huge expenditure in such matter. Mr. Ram gopal
verma was newly appointed as HR manager in the hotel at
that time and was faced up with this case.

SOLUTION:
Mr. Ram gopal verma talked with the people and
explained the overall problem and their long-term
consequences and on behaf of the hotel he negotiated with
them.this process went for a month and ultimately these
people were ready to accept the proposal led by Mr. Ram
gopal verma . the proposal was that the hotel will pay the
compensation for the 45 months instead of the 48 months
in the form of Rs.1000-3000 instead of full wages as a
compensation amount depending upon their designation.
Top management also accepted the proposal, infact they
were happy about the proposal made by Mr. Ram gopal
verma and appraised him for his work.