SUMMER INTERNSHIP REPORT

AT
The GATEWAY Hotel -TAJ
TITLE
A DETAILED STUDY ON HR FUNCTIONS PRACTISED BY THE GATEWAY
HOTEL
SUBMITTED BY
MS. BANSI HOTHI
MBA (HUMAN RESOURSE)
IN PARTIAL FULFILLMENT OF REQUIREMENT OF
AMITY UNIVERSITY
FOR
THE AWARD OF DEGREE
OF
MASTER OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
PROF.MRS.SWATI JOHN
THROUGH

AMITY GLOBAL BUSINESS SCHOOL

PUNE
2015-2017

DECLARATION
I, BANSI HOTHI, student of AMITY GLOBAL BUSINESS SCHOOL, PUNE,
hereby declare that the project entitled A DETAILED STUDY ON HR FUNCTIONS
PRACTISED BY THE GATEWAY HOTEL is a bonafide record of the original project
work carried out by me and it has not been submitted earlier elsewhere for the award of
any other degree or diploma or any other similar title. This Project was done from June
1, 2016 to July 15, 2016 entitled A detailed study on the various dimensions

Place: PUNE
Date:

CERTIFICATE

This is to certify that the project titled

A DETAILED STUDY ON HR FUNCTIONS PRACTISED BY THE GATEWAY
HOTEL
Is a Bonafide work done by
MS. BANSI HOTHI,
(A31501915001)
For the award of degree of
Master of Business Administration
____________________

____________________

Dr. (Col.) Sneh.V.Sharma

Prof. Mrs. Swati John

Director AGBS Pune

Submitted for the vice-voce examination held on

______________________________________________________

____________________
(Signature of Internal
Examiner with date)

____________________
(Signature of External
Examiner with date)

ACKNOWLEDGEMENT

This Project was performed at The GATEWAY Hotel - TAJ. It would have been
extremely difficult to complete this project without the help and continuous guidance
from the officials at the firm. This is a perfect opportunity to thank their endeavours.
I would strongly like to convey my gratitude to Mr. PRAKASH CHAND (Industry
Guide) who gave me full co-operation, guidance and help in completing the project. I
have indeed enjoyed working under his guidance and have benefitted with knowledge
and experience.
I would also like to thank Mrs. Swati John (Faculty Guide) for her guidance, support
and encouragement during my project. This project would not have been possible
without her consistent guidance.
I would also like to place on records my sincere thanks to
Dr. (Col.) Sneh V. Sharma (Director, AGBS, Pune), for his continuous support and
guidance.
I would once again like to express my gratitude to all those who were directly or
indirectly involved in this project.

BANSI HOTHI
MBA

Abstract
The Evolution of HRM
Human resource development has become an essential component the development
process. This is due to the fact that any development process is driven by the human
factor. In this paper, it is argued that human resource development /training policy, like
any other policy, must be supported by appropriate institutional mechanisms and tools if
it is to achieve its intended objectives.
It is further urge, that policy formulation is a journey with challenges. The strength of
the policy implementation lies in identifying such challenges, and finding ways of
overcoming them.
Lastly, the discussion reveals that human resource development is closely linked to
other human resource factors that pertain at a given period, such as recruitment policies,
labour market patterns, the age and experience of staff etc. Human resource
development policies therefore must be reviewed from time to time to keep in step with
the changing environment. It also highlights the key challenges faced, the lessons learnt
and the way forward in enhancing sustainable human resource development.
HR in an organization must be responsible for managing employee data, payroll, time
and attendance, and setting company policies.
The role is largely that of personnel administration focused on both internal & external
compliance, and on management of employee records.

Table of Contents
Chapter

Topic

1.

INTRODUCTION
COMPANY PROFILE

2.

LITERATURE
REVIEW

3.

THEORETICAL
BACKGROUND OF
THE STUDY

4.

RESEARCH
METHODOLOGY

5.

FINDINGS AND
ANALYSIS

6.

SUGGESTIONS

7.

CONCLUSION

8.

BIBLIOGRAPHY

Page. No

Chapter -1
Introduction

COMPANY PROFILE

THE INDUSTRY:
The Gateway Hotels & Resorts is an upscale, full service and mid-market hotel & resort
chain in South Asia. The Gateway Hotels is owned by The Indian Hotels Company
Limited and is a part of the Tata Group.
As of Nov 2015, The Gateway Hotels & Resorts comprises 28 campuses in 28 peaceful
cities in South Asia. Including the non-operational heterogeneous hotels (signed-up and
yet to launch), The Gateway Hotels has 40 properties.
Located at the heart of the IT action and only minutes away from the industrial hub, The
Gateway Hotel Pune is the most preferred choice of stay among business travellers as
well as leisure seekers. We cater to your comfort and care while giving you a hassle free
experience with our 24X7 culture when it comes to services. Being inspired from your
lifestyle we strive to provide options like an Active Menu, home-style cooking and in
room yoga. Only at The Gateway Hotel Pune, you will find a unique blend of traditional
hospitality combined with cosmopolitan efficiency.

Hotel Facilities and Amenities:

Work and Unwind

Business Centre

High-speed Internet

Copier/facsimile facilities

Secretarial services

LCD

Mobile chargers available

Mail services

Babysitting

Indoor board games

Services and Amenities

Currency exchange

Doctor-on-call

Laundry service

Travel assistance

Car hire service

Florist

Kids' essentials

24-hour room service

Facilities for the physically challenged

Wellness amenities

Fitness Centre

Spa and Salon

The GATEWAY HOTELS comes under the Parent company TAJ HOTELS RESORTS
& PALACES.
About TAJ:
Indian Hotels Company Limited (IHCL), branded as Taj Group, is a chain of hotels and
resorts headquartered at Oxford House in Mumbai which was incorporated by the
founder of the Tata group, Jamsetji Tata, in the year 1903. This company is a part of the
Tata group, one of India's largest business conglomerates.
Taj Hotels Resorts and Palaces is recognized the world over for delivering a unique
flavor of hospitality that offers world-class refinement while remaining deeply rooted in
its Indian heritage. For more than a century, Taj has brought together the unique beauty
and traditions from across India in an experience that highlights true Indian hospitality.
This draws on the time-honored traditions central to the Indian homecoming, from the
refreshing simplicity of the welcome drink to the careful choreography of the dinner
service. Taj has helped to put many Indian destinations on the map. From the resorts of
Goa to the upcoming business hubs of Indias Silicon Valley, an iconic Taj hotel is a
mainstay of the destination. By providing jobs to the local community, supporting
endangered artisan practices and reviving regal history at palaces where royal families
are still in residence; Taj offers a rare insiders point of view to the fascinating story of
India from Maharaja to modern day. With 100 hotels in 62 locations across India, Taj
offers guests the refined luxury of heritage combined with effortlessly efficient service
and local expertise to create a moment to remember. In India, Taj hotels are strategically
located to offer the Taj experience in business hubs, industrial towns and metropolises,
as well as the most remote pilgrimage centers, historic and natural destinations. The
group has extended its international presence with 15 hotels in the Maldives, Malaysia,
the UK, USA, Bhutan, Sri Lanka, Africa and the Middle East.
Vision:
Embrace talent and harness expertise to leverage standards of excellence in the art of
Hospitality to grow our international presence, Increase domestic dominance and Create
value for all stakeholders.
5 Success Factors:

Exceed Customer Expectations

Create Differentiation
Achieve Operational Excellence
Enhance Relationships
Leverage Collective Strengths

Growth Strategy:

Operate 25,000 rooms in 25 major destinations.

Achieve group turnover of 2 billion USD.

Other Subsidiaries provided by TATA:

Energy
Services
Consumer Products
Information System and Communication
Chemicals
Engineering
Steel
Core Science

Strategy
HR improves the company's bottom line with its knowledge of how human capital
affects organizational success. Leaders with expertise in HR strategic management
participate in corporate decision-making that underlies current staffing assessments and
projections for future workforce needs based on business demand.

Compensation
HR compensation specialists develop realistic compensation structures that set company
wages competitive with other businesses in the area, in the same industry or companies
competing for employees with similar skills. They conduct extensive wage and salary
surveys to maintain compensation costs in line with the organization's current financial
status and projected revenue.

INTRODUCTION TO THE TITLE

This Project titled A detailed study of various HR function followed in GATEWAY
HOTEL is a research project that aims to understand the HR functions and Practices
which would help me understand better job skills, training and development, rewards
and recognition etc. Also to understand how the employees are flexible, mobile, and
consistent in retaining the High Impact of HR blending globally.

IMPORTANCE OF THE STUDY

Success in the hospitality industry is by no means assured, even if the hotel is located in
a prime location .The key factor to success of the organisation is the Guest experience
and customer satisfaction. Human resources is important to organizations in 10 specific
areas, ranging from strategic planning to company image. HR practitioners in a small
business who have well-rounded expertise provide a number of services to employees.
The areas in which HR maintains control can enhance employees perception of HR
throughout the workforce when they believe HR considers employees to be its internal
customers and renders services with that in mind.
In the fast changing scenario of the world and business aspect it becomes necessary to
adapt those changes and move forward with mind of excepting the changes around and
being flexible on this grounds.

Objective of the study

To understand the working process of the organization.

To study the impact of general training on performance of employees.
To study the impact of reward and recognition on employees.

Scope of the Study

Personnel aspect-This is concerned with manpower planning, recruitment,

selection, placement, transfer, promotion, training and development, layoff and
retrenchment, remuneration, incentives, productivity etc.

. Welfare aspect-It deals with working conditions and amenities such as

canteens /lunch rooms and restrooms, housing, transport facilities to women

(night drop), medical assistance, health and safety, recreation facilities, etc.
Industrial relations aspect-This covers union-management relations with other
companies, special Guest services , etc.

Chapter-2
Literature Review

Literature Review
Recruitment and selection:
Recruitment and selection plays a crucial role in any organisation. As employees reflect
the organisation and organisations standard are reflected in them. Recruitment is not
only selecting right person for the right job but it is beyond that.
As per my understanding in recruitment and selection in The GATEWAY HOTEL is
way different. The whole process differs greatly from that of any other organisation.
While selecting every employee the minute things should be kept in mind. The
undergoes various stages. The practice starts with short listing the CVs .Based on the
position the apply for and their experience is the first criteria. The recruitment is done
through campus visits and some external agencies are hired to do so. These agencies
forward the CVs based on the requirement of the industry. Once the CVs are shortlisted
they are called for a personal interview or Skype interview . After clearing this
interview they are called for completing the procedure or completing the joining
formalities. The first stage of interview is the normal interview where they have a
normal conversation regarding his area of interest ,education qualification etc.
Second stag comes is that of the ATTITUDE. Right set of 'ATTITUD' towards work is
greatly expected from employees which the industry ensures about the persons .
The body language reflects answer to the questions asked reflects the attitude of the
person. Attitude is the first preference given in selection of an employee. Positive
attitude of an employee towards his/her is a must. This shows how the person is ready
for the job and how much will he be able to handle Guest Query. The knowledge about
his area of interest is also taken into consideration. This also helps to know how much
pressure the person is able to handle.
Secondly, the persons education and other aspects necessary are taken into
consideration. Self-Grooming, dressing, looks, appearance and the way the person

carries himself matters here which is unlikely in other organisation. For example in any
IT sector the persons knowledge about the software is most counted. The person is
expected to have good communication skills and a good convincing power. Somewhere
during the recruitment and selection process emotional aspect of the recruiter comes in
picture which should be avoided.
The employees are finally taken on-board after documentation is done and necessary
formalities includes :

Physical Check up

Background verification
This is mandatory for every employees in the organisation

Training and Development:

Training is basically getting employees know their duty and responsibilities along with
knowing company well. Training in hospitality industry is very different from that of a
company. In hospitality Industry employees get to know various types of people.
Training plays an important role in getting them knowing people they will have to deal
with.

Training and development is aimed at bettering the performance of the employees in the
organisation and working towards achieving organisational goals and objectives. In
formal definition if we see it is improving or monitoring employees current and future
performance by increasing their ability through learning and increasing his/her
knowledge.
THE GATEWAY HOTEL is coming up with very interesting technique of training apart
from normal day to day or common training. Lateral thinking that is the new concept of
training where the industry is specifically looking for smart employees. It basically
means "Thinking out of the box". Lateral thinking is helping employees think in other
alternate direction or finding an alternate solution to the problem or query faced by
them. According to our finding and understanding some employees have tried and apply
this to their daily working which according to them has proved to be very beneficial.
This form of training has somewhere leaded them to Guest satisfaction.
Training in hospitality industry is very important because employees are in constant
touch with the people. The way the employees are addressing them show the standard of
the industry.
Development refers to those learning opportunities designed to help employees grow.
Now days in every hospitality business, it is all about competence in employee, and
especially the employees qualities. Quality of service depends on the qualities of
employees. The qualities are about knowledge, skills and thoughts which lead to a
hotels survival and development.
In hospitality industry the training is not only related to their specific work in a
particular department but also all the other aspects also. This includes guest safety and
security, personal hygiene etc.
According to my Study I have identified the learning and development process
according to this cycle of training.

Stage 1
Identification of
training needs and
analysis

Stage 5
Measurments of
trainingsolutions

Stage 2
Module Dessigning

Stage 4
Stage 4
Application of training
and learnings

Stage 3
Delivery of Training

Rewards and Recognitions:

Successful functioning of an organisation needs employees motivated.
Employees work and employees performance is vital for performance management.
Every individual needs a reason to perform his /her duty /task to the best of his/her
ability. Simple act of appreciation acts a great sense of motivation and encourages them
to work to the best of their efforts. There are different ways that acts as and encouraging
factor for employees in an organisation. Regular appreciation of employees for their
work shows that their work is being recognised by the management.
THE GATEWAY HOTEL is very keen in following this because they focus on "What
the employees want and what they want to give". A good management focuses on what
they give to employees and what they will give. The Hotel view their employees as an
valuable member of their organisation or asset of the organisation. This program of
rewards and recognition covers all the employees of the hotel irrespective of their
grades, position and level except General Manager and HR manager, Training Manager
and all Heads of the Departments. The Hotel has designed a special reward program for
their employees the program is S.T.A.R.S (Special Thanks and Recognition System). It
is a program that links customer delight to employee recognition. S.T.A.R.S is a way of
rewarding achievement and exceptional performance. Exceptional performance varies
from task to task and department to department.
The goals of the program are to:

Create a way for employees to share new and creative ideas for improving the
Taj Group and encourage an environment which will motivate employees to
submit their ideas and suggestions for improvement

Provide an objective review and evaluation of suggestions by a review

committee qualified to judge the merits of each evaluation.

Ensure that appropriate recognition is given to employees for their suggestion(s).

Taj Group of Hotels are very particular about their :

Customer Service

Safety

Cost Saving

Productivity

Efficiency

Energy resources

Employees morale

The S.T.A.R.S program has the following levels:

MD'S Club
COO'S Club
Platinum Level
Gold Level

Unit Club

Silver Level
The foundation of S.T.A.R.S the Employees Recognition program is the need for all the
employees to appreciate the unique value and the contributions of each Taj employee.
The program offers many specific ideas for recognition, but should not limit our efforts
to expressing concern and appreciation for each other. All of us should work to create an
organizational.
Thus it is seen that good reward and recognition system leads to them increased value of
your organisation.

Individual
performance

Recognitio
n

Increased
productivity
and

Increased
value to
your

Chapter-3
THEORETICAL BACKGROUND OF THE
STUDY

Theoretical background of the study:

Human Resource Management (HRM) is the most happening function as of now. This is
so people offer competitive advantage to a firm and managing people is the domain of
HRM. An organisation enjoys competitive advantage when it is the only one which can
offer a product at a price and at quality while its competitors cannot do so.
HR is becoming an effective change agent in todays business scenario.
HRM Functions:
Eight key HRM functions together with policies, programmes and practices have been
identified, each containing alternatives from which managers can choose. The functions
are:

Planning: Preparing forecast of future HR needs in the light of an organisations

environment, mission and objectives, strategies and internal strength and
weakness, including its structure, culture, technology and leadership.

Staffing: Obtaining people with the appropriate skills, abilities, knowledge and
experience to fill jobs in the work organisation. Key practices are human
resource planning, job analysis, recruitment and selection.

Developing: Analysing learning requirements to ensure that employees possess

the knowledge and skills to perform satisfactorily in their jobs or to advance in
the organisation. Performance appraisal can identify employees key skills and
competencies.

Maintaining: The administration and monitoring of workplace safety, health,

and welfare policies to retain a competent workforce and comply with statutory
standards and regulations.

Monitoring: The design and administration of reward systems. HR practices

include job evaluation, performance appraisal, pay and benefits.

Managing

relationships:

Encompasses

range

of

employees

involvement/participation schemes in non-union or union work places. In a

union environment this includes negotiating contracts and administering the
collective agreement.

Managing change: This involves helping others to envision the future,

communicating this vision, setting clear expectations for performance and
developing the capability to reorganise people and reallocate other resources.

Evaluating: Designing the procedures and processes that measure, evaluate and
communicate the value-added components of HR practices and the entire HR
system to the organisation.

Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that

manpower

in

adequate

numbers

to

facilitateeffective selection of an efficient workforce. Edwin B. Flippo definedrecruitm

ent as the process of searching for prospective employees and stimulating them to
apply for jobs in the organization. In simple words recruitment can be defined as a
linking function-joining together those with jobs to fill and those seeking jobs.
PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentiallyqualified

job

candidates. Specifically, the purposes and needs are:

Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.
Induct outsiders with a new perspective to lead the company.
Infuse fresh blood at all levels of the organization.
Develop an organizational culture that attracts competent people to the company.

Search for talent globally and not just within the company.
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment: 1)INTERNAL FACTORS

Recruiting policy
Temporary and part-time employees
Recruitment of local citizens
Engagement of the company in HRP
Companys size
Cost of recruitment

 Companys growth and expansion

2) EXTERNAL FACTORS
Supply and Demand factors
Unemployment Rate
Labour-market conditions
Political and legal considerations
Social factors
Economic factors
Technological factors

Training

and

development is

function

of human

resource

management concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has been known by
several names, including "human resource development", and "learning and
development".
In simple words training and development refers to imparting skills, abilities and
knowledge to an employees. A formal definition of training and development is it is an
attempt to improve current or future employees performance by increasing an
employee's ability to perform through learning, usually by changing the employee's
attitude and increasing his or her skills and knowledge. The need for training and
development is determined by the employees performance deficiency, computed as
follows:
Training

and

development is

function

of human

resource

management concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings We can make a
distinction among training , education and development. Such distinction enables us to
acquires a better perspective about meaning of the terms. Training, as was stated earlier,
refers to the process of imparting specific skills . Education, on the other hand, is
confined to theoretical learning in classrooms.

Training and Education Differentiated

Training

Education
Application
Theoretical Orientation
Job Experience
Classroom Learning
Specific Task
General Concept
Narrow/ Perspective
Broad Perspective

Training refers to the process of imparting specific skills

Development refers to the learning opportunities designed to help

employees grow
Education is theoretical learning in classroom.

Though training and education differ in nature and orientation, they are
complementary. An Employee, for example who undergoes training is presumed
to have had a formal education. Furthermore, no training programme

is

complete without an element of education. In fact distinction between training

and education is increasingly getting blurred nowadays. As more and more
employees are called upon to exercise judgement and to choose alternative
solution to the job problem, training programme seek to broaden and develop an
individual through education. For instance, employees in well paid jobs and/or
employees in service industry may be required to make independent decision
regarding their work and their relationship with clients. Hence, organisation
must consider elements of both education and training while planning their

training programmes.
Development refers to those learning opportunities designed to help employees
grow. Development is not primarily skill-oriented. Instead, it provides general

knowledge and attitude which will be helpful to employees in higher position.

Efforts towards development often depends on personal drive and ambition
Development activities , such as those supplied by management developmental

programmes, are generally voluntary .

To bring the distinction among training, education and development into sharp
focus,

it may be stated that " training is offered to operatives", whereas

"developmental programmes are meant for employees in higher positions".

Education is however common to all employees, there grades notwithstanding.

B. Aim/Objectives of Training & Development:

The fundamental aim of training is to help organisation achieve its purpose by

adding values to its key resources- the people it employs. Training means
investing in the people to enable them to perform better and to empower them to
make the best use of their natural abilities. The particular objectives of training

are to:
Develop the competences of employees and improve their performance;

Help people grow within organisation in order that, as far as possible, its future

needs for human resource can be met from within;

Reduce the learning time for employees starting in new jobs on appointment,
transfers or promotion, and ensure that they become fully competent as quickly
and economically as possible.

C. Training and Development as a Source of Competitive Advantage:

Companies derive competitive advantage from training and development. Training and
Development programmes, as was pointed out earlier help remove performance
deficiencies in employees. This is particularly true when(I) the deficiency is caused by a lack of ability rather than a lack of motivation to
perform,
(II)the individual(S) involved have the aptitude and motivation to learn to do the job
better, and
(III) supervisors and peers are supportive of the desired behaviours.
There is a greater stability, flexibility, and capacity for growth in an organisation.

D. The Benefits of Employee Training:

How Training Benefits the Organisation

Improves the job knowledge and skills at all levels of the organisation.
Improves the morale of the workforce.
Helps people identify with organisational goals.
Helps create a better corporate image.
Helps prepare guidelines for work.

Benefits to individuals which in turn ultimately should benefit the

Organisation

Helps handle stress, tension, frustration and conflict.

Increases job satisfaction and recognition.

Develops a sense of growth in learning.
Helps eliminate fear in attempting new tasks.
Satisfies personal needs of the trainer.

Benefits in Personnel and Human Relation, Intragroup and Intergroup

Relation and Policy Implementation

Improves interpersonal skills.

Improves morale
Improves communication between groups and individuals.
Makes the organisation a better place to work and live
Makes organisational policies, rules and regulations viable.

E. The Training Process:

Needs Assessment
(a) Organisational
Support
(b) Organisational
analysis
(c) Task and KSA

Instructional
Objectives

Development
of criteria

Selection and
design of
instructional
programmes

Training
Validity

Transfer
Validity

Intraorganisational
validity
Training

Use of
evaluation
models

Interorganisational
validity

E. Methods of Training:
There are two types of Training methods:
1. On the Job
2. Off the Job

On The Job Training:

1. Job Instruction Training:(JIT) The JIT method (developed during World War
II) is a four step instructional process involving preparation, presentation, performance
try out and follow up. It is used primarily to teach workers how to do their current jobs.
A trainer, supervisor or co-worker acts as the coach.

2.Coaching: Coaching is kind of daily training and feedback given to employees by

immediate supervisors. it involves a continuous process of learning by doing. It may be
defined as an informal, unplanned training and development activity provided by
supervisor and peers. In coaching , the supervisors explains things and answers
questions; he throws light on why things are done the way they are, he offers a model
for trainees to copy; conducts lot of decision making meetings with trainees; procedures
are agreed upon and the trainees is given enough authority to make divisions and even
commit mistakes.

3.Mentoring:Mentoring is a relationship in which a senor manager in an organisation

assumes the responsibility for grooming a junior person. Technical , interpersonal and
political skills are generally conveyed in such a relationship from the more experienced
person. A mentor is a teacher, spouse, counsellor, developer of skills and intellect, host,
guide, exemplar , and most importantly, supporter and facilitator in the realisation of the
vision the young person has about the kind of life he wants as an adult.

4. Job Rotation: This kind of training involves the movement of trainees from one
job to another. This helps him to have a general understanding of how the organisation
functions. The purpose of job rotation is to provide trainees with a larger organisational
perspective and a greater understanding of different functional areas as well as a better
sense o their own career objectives and interest. Apart from relieving boredom, job
rotation allows trainees to build rapport with a wide range of individuals within the
organisation, facilitating future cooperation among departments.

5.Apprenticeship Training: Most craft workers such as plumbers and carpenters

are trained through formal apprenticeship programmes. Apprentices are trainees who
spend a prescribed amount of time working with an experienced guide, coach or trainer.
Assistantships and internships are similar to apprentice because they also demand high
level of participation from the trainees. An internship is a kind of on - the- job training
that usually combines job training with classroom instruction in trade schools, colleges
or universities.

6.Committee Assignments: In this method, trainees are asked to solve an actual

organisational problem. The trainees have to work together and offer solution to the
problem. Assigning talented employees to important committees can give these
employees a broadening experience and can help them to understand the personalities,
issues and processes governing the organisation. It helps them to develop team spirit
and work united towards common goals.

Off - the - Job Training:

1.Vestibule Training: In this method , actual work condition are stimulated in a
classroom. Material files and equipment- those are used in actual job performance are
also used in the training. This type of training is commonly used for training personnel

for clerical and semi-skilled jobs. The duration of this training ranges from a few days
to few weeks. Theory can be thus related to practice method.

2.Role Playing: It is defined as a method of human interaction that involves realistic

behaviour in imaginary situations. This method of training involves action, doing and
practice. They play the role of certain characters, such as the production manager,
mechanical engineer, superintendents, maintenance engineers, quality control
inspectors, foreman, workers and like. This method is mostly used for developing
interpersonal interaction and relations.

3.Lecture Method: The lecture is a traditional and direct method of instruction .

They organise the material and give it to a group of trainees in the form of a talk.
Lecture must motivate and create interest among the trainees. Thus, costs and time is
reduced. The major limitation of the lecture method is that it does not provide for
transfer of trainees effectively.

4. Conference/Discussion Approach: In this method, the trainer delivers a

lecture and involve trainee in a discussion so that his doubts about the job get clarified.
When big organisations use the method, the trainer uses audio-visual aids such as
blackboards, mock-ups and slides, in some approach the lectures are videotaped or
audio taped. Even the trainee's presentation can be tapped for confrontation and selfassessment. The conference is, thus, a group-centred approach when it is a clarification
of ideas, communication of procedures and standards to the trainees. The individuals
who have a general educational background and whatever specific skills are there such
as typing, shorthand , office equipment operation, filing, indexing, recording etc. They
are provided with specific instructions to handle their respective jobs.

F. Techniques of Training:

Techniques

Description

Brings out ideas that are not often

expressed
Games to get team members know each other

Ice Breakers
Exercise to teach different styles of leadership
Leadership Game
Skill Games

Tests to develop analytical skills

Communication Games

Exercise to build bias-free listening and talking

Strategic Planner

Games to test ability to plan ahead

Team Building Game

Exercise requiring collaborative efforts

Role Reversal

Exercise to teach plurality of views

Doubling
Tag Teams

One role played alternately by two participants

Mirroring

Training with an external perspective

Monodrama

Insight into a given interaction

Shifting Physical Position

Highlighting of communication problems

Structured Role Playing

Role-play with predetermined objectives

Multiple Role Playing

Providing a common focus of discussion

Built-in-Tension

Teaching importance of resolving matters

Shadowing

Working under a senior to watch and learn

Rewards and Recognition

Employee recognition is the timely, informal or formal acknowledgement of

a persons or teams behaviour, effort or business result that supports the organizations
goals and values, and which has clearly been beyond normal expectations.
To be really effective in your job, you need to understand the psychology of praising
others for their good work, to apply the principles of employee recognition yourself and
to encourage others to initiate it in their working relationships.
Appreciation is a fundamental human need. Employees respond to appreciation
expressed through recognition of their good work because it confirms their work is
valued. When employees and their work are valued, their satisfaction and productivity
rises, and they are motivated to maintain or improve their good work.
Praise and recognition are essential to an outstanding workplace. People want to be
respected and valued for their contribution. Everyone feels the need to be recognized as
an individual or member of a group and to feel a sense of achievement for work well
done or even for a valiant effort. Everyone wants a pat on the back to make them feel
good.
There are two aspects to employee recognition. The first aspect is to actually see,
identify or realize an opportunity to praise someone. If you are not in a receptive frame
of mind you can easily pass over many such opportunities. This happens all too
frequently. The other aspect of employee recognition is, of course, the physical act of
doing something to acknowledge and praise people for their good work.
As a PR practitioner, why should you get involved in employee recognition? Firstly,
because you can use the principles to great effect in your own working relationships
(and personal relationships).
Secondly, because employee recognition has a huge communication component!
Recognizing people for their good work sends an extremely powerful message to the
recipient, their work team and other employees through the grapevine and formal
communication channels. Employee recognition is therefore a potent communication
technique.

Employee recognition isnt rocket science it is an obvious thing to do. Despite the
unquestioned benefits arising from employee recognition, one of the mysteries of the
workplace is that recognition invariably is done badly, if done at all. Managers need
reinforcing and coaching. Employee recognition remains an undervalued management
technique.
One thing you can do is to ensure there are questions on employee recognition in your
organizations employee surveys. The results can be used to prove the need for greater
employee recognition.
Surveys conducted by Sirota Consulting have revealed that only 51% of workers were
satisfied with the recognition they received after a job well done.1 This figure is as
conclusive

as

you

could get

it

has

been reached from interviewing

2.5 million employees in 237 private, public and not-for-profit organizations in 89

countries around the world in the ten years to 2003.
Cost-benefit analysis of employee recognition
The cost of a recognition system is quite small and the benefits are large when
implemented effectively. Meta-analysis conducted by the Gallup Organization in 2003
of the results from 10,000 business units in 30 industries found [a meta-analysis is the
statistical analysis of results across more than one study]:
Benefits

Increased individual productivity the act of recognizing desired behaviour

increases the repetition of the desired behaviour, and therefore productivity. This
is classic behavioural psychology. The reinforced behaviour supports the
organizations mission and key performance indicator

Greater employee satisfaction and enjoyment of work - more time spent

focusing on the job and less time complaining.

Direct performance feedback for individuals and teams is provided.

Higher loyalty and satisfaction scores from customers.

Teamwork between employees is enhanced.

Retention of quality employees increases lower employee turnover.

Better safety records and fewer accidents on the job.

Lower negative effects such as absenteeism and stress.

Costs

Time spent in designing and implementing the program.

Time taken to give recognition.

Dollar cost of the recognition items given

Time and cost of teaching people how to give recognition.

Costs of introducing a new process.

Chapter-4
Research Methodology

Methodology:
The research methodology adopted by me is the Descriptive method. Descriptive
research is used to describe characteristics of a population or phenomenon being
studied. The research is more of descriptive as the employees were studied were closely.
Data Collection:
The mode of Data Collection used in the report is mainly the primary data i.e. through
Interview and Questionnaire method . Interview method was used for the data collection
of recruitment and selection, Training and Development. There was one- to -one talk
with the employees of the organisation. Through their experience and learning we were
able to know the improvement in the performance level. Another tool used was
Questionnaire method for Rewards and Recognition part which was helped us to know
the expectations of the organisation. Data collection helped us collect first hand
information.

Chapter-5
FINDINGS AND ANALYSIS

Findings
Finding The GATWAY Hotel is becoming a phenomenon as a luxurious brand with five
star services. It is trying to suit the expectations of the guest to satisfy the needs of both
the business and leisure travellers alike. A survey was done with the help of a
questionnaire. Through the questionnaire responses and one on one conversation with
the employees at all levels, it has been deduced, when it comes to rewarding your
employees, cash is kingbut only for a few hours. Money is not a long-term motivator.
Sure, employees love a cheque, who doesnt? But finding ways to engage with them
rather than pay them off will result in more loyal, harder working employees.
Kind of Reward and Recognition would they prefer or expect:
4.5
4
3.5
3
Monetary

2.5

Non Monetary
2

Either
Both

1.5
1
0.5
0
1

In the above graph it shows that Maximum number of people is interested in any kind of
rewards and recognition they receive. Employees are more interested in both monetary
as well as non-monetary benefits. According to my perception it can also be that they
are really not aware about rest other rewards and recognitions. The rewards and
recognition they receive must be both. The organisation should set the basic criteria for
which the employees will be liable to receive the monetary and non-monetary benefits.

List of criteria as qualification for an award:

10
9
8
7
6
5
4
3
2
1
0

Not at all important

Average importance
Extremely Important

The above finding shows that in the organisation most of the employees have different
set of criteria based on which they prefer the rewards and recognition should take place.
Almost all the employees in the organisation think some criteria is necessary for
evaluating the performance. This gives them a clear picture about the functioning of the
rewards and recognition in the organisation. Being a hospitality industry the work of
employees is recognised by the kind of service they provide to the Guest and their
feedback for their outstanding performance gives them a good recognition for the work
they do.

Are you satisfied with recognition/rewards system you got?

Reward Satisfaction
6
5
4
3
2
1
0

Reward Satisfaction

Through the questionnaire it was analysed that currently in the organisation some
people are unaware about the rewarding system of the organisation. But it is also seem
and understood that the employees are highly satisfied with the rewards they are
currently receiving in the organisation. They are aware that their work is recognise by
the top management in the organisation. It is rightly said that just a" pat on back" is
necessary. It creates a sense of belongingness among the employees and also a sense of
recognition. It indirectly motivates them to work more effectively and efficiently for the
betterment of the organisation.

Chapter-6
SUGGESTIONS

Suggestions are always beneficial in planning something for future. It gives a scope for
improvement. The organisation being a just started a year ago has been very progressive
in its work. My suggestions for the organisation is that as they progress they should
implement more effective and efficient ways for various HR functions to be studied.
This will help them achieve timely set goals and target. Though the management is very
strict with it recruitment process but the employees joining does not seem to be thinking
in the same way. Recently the training and development program started with the
concept of lateral thinking which is a different and unique technique to train them. It
was also suggested that they should come up with such more interesting techniques of
training them. This will also help in retaining the employees in the organisation.
An extra effort was taken to study other rewards and recognition that would help in
increasing the satisfaction and maintaining the productivity of the employees in the
organisation.
They are listed below as:
1. Hand-written note - A personal note written with sincerity and
specifics can sometimes mean the most to an employee. Money
or trinkets may never be as rewarding.
2. Presidential Seal - Create a formal letter recognizing your
employees achievement. Sign it and use the companys seal to
give the letter something extra. If you really want to do it right,
frame it too.
3. Standing Ovation - Get all your employees together in the
same room. Really pack them in. Then invite in the employee
you're recognizing and give him or her standing ovation.
4. Company Scrapbook - Create a scrapbook as your company
grows over time. Each month start off a scrapbook page with
the employee you're recognizing. Their names will be part of
history, literally.

5. Wall of Fame - Create a wall of fame for each recognized

employee. Be sure to write below their picture what they did
that you're recognizing them for.
6. Movie Time - Give them a pair of movie tickets, and the time
off to go see their favourite movie during the workday.
7. Just Say it - The words thank you are powerful. And
sometimes all you need to do is to say it sincerely.
8. Sticky Notes - Post a sticky note on their monitor, saying
thanks and saying why. Simple, but effective, when it's
authentic.
9. Acknowledge Employees in Meetings - When an employee
has a good idea, performs above and beyond, secures a big win
or account, or does something worthy, acknowledge him or her
by name in meetings.
10.

The E-mail works - Send an e-card to an employee who

has gone the extra mile in delivering exceptional guest service,

and CC management and peers of the employee on the card.

Chapter-7
CONCLUSION

Learning was a good experience in the organisation. As an individual got to learn many aspects
of business specially HR. The employees of any organization are its life blood, without doubt.
With the dawn of this realization upon the present day business organizations, there appears to
be a major shift towards human resource management. In fact, the employees of today are
encouraged to participate in the major decisions and thus play a vital role in the management of
the

firm.

Theperformance of the organization depends on the efficiency that itsemployees

exhibit. Hence it is of crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. It is difficult to
separate one from the other. The various company illustrations given in this report indicate that
these processes require a great deal of thought and advanced planning. In fact, it is not only
the HR department that is involved.
The
finance
departmentprovides the budget for the processes and the manpower gap is
determined by inputs from all the departments.
Also the gruellingprocedure through which the candidate goes through is, in itself, anindicator
of the significance of these processes in the efficient functioning of the organisation.
The study was a learning experience for me and I came to know lot about Training and
Development programs. There was many positive response but still much more needs to be
inculcated. Employees still needs to be motivated more from time to time to know their
strength and weaknesses so that they can work on it. Employees should improve their skills and
knowledge for betterment of the organisation. Training and Development programs of the
company are highly effective &beneficial to the employees in giving their best contribution to
their personal growth & development as well to meet the organisational objectives.
Recognition when prioritized and done right allows managers to accomplish business goals.
Amidst the hotel industry's growing competition like Marriott and Hyatt, to attract and retain
top talent, recognition and non-monetary rewards are no longer just a part of the "soft side" of

the business; they are now an essential part. There is no better time than today to start building
engagement and retaining your human capital, so don't wait to appreciate. Hence recognition
should be heartfelt and sincere. Recognition is a key success factor even at higher levels of
management.

Chapter-8
BIBLIOGRAPHY

 http://www.cuttingedgepr.com/articles/emprecog_so_important.asp
http://en.wikipedia.org/wiki/Tata_Group
http://en.wikipedia.org/wiki/Taj_Hotels_Resorts_and Palaces
http:// gateway.tajhotels.com/en_in/hinjawadi_pune/
http://www.businessmanagementideas.com/essays/evolution-of-human
-resource-management-in-India/2471
V S P Rao "Human Resource Management"
K Aswathappa "Human Resource Management"

Appendices

Questionnaire on Rewards and

Recognition
1. Name.
2. What is your department?
Housekeeping
Food Beverages
Food Production
Sales and Marketing
Security
Spa
3. What is your designation?
Manger
Supervisor
Associate
Other
4. Were you ever been recognised for the Ideas/idea that got
implemented?
Yes
No
5. Are you aware about the companys rewards and recognition
system..
6. Were you satisfied with recognition/rewards you got?
Highly Satisfied
Somewhat Satisfied
Neutral /Indifferent
Somewhat Dissatisfied
Highly Dissatisfied
7. Which kind of Rewards and Recognition would /do you
prefer/expect?
Monetary
Non-Monetary
Either
Both
8. How important are the following to you?
Extremely
All

Not at

Somewhat
Important

Important
Important
Receiving formal recognition
For your efforts in making a
Difference.
Being recognized by management
for efforts.

Being recognised by peers and

Co-workers
Receiving recognition for team
Accomplishment
Feeling a spirit of teamwork and cooperation
Among co workers
Feeling that your work is valued
And appreciated.
Independence and freedom to influence/
Empowerment at work.

9. According to you What kind of other rewards and recognition

will act as employee motivation?(Suggest any 3)
..
..
.
10.
Please rate the importance of the following criteria as
qualification for an award:
Not at all
Average

Extremely
Important

Importance Important
Outstanding performance
Focus on innovation
Consistently doing a good job
Exceeding performance objectives
Achieving cost savings
Exceeding service expectations
Demonstrated teamwork
Outstanding Customer service