HR PRACTICES

IN
HOTEL INDUSTRY

Submitted by:
Abhinav Kumar Roll No 10
Vinayak Raj Sinha Roll No 24
Paras Gori Roll No 25
Swati Budhraja Roll No 29

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 ACKNOWLEDGEMENT

At the very outset we will like to express our sincere gratitude to Ms. Prem Latha, Professor,

NMIMS for the providing us with the opportunity of undertaking this project. We will also like

to thank her for the concepts guidance extended during the project.

It has been an immense learning for us in terms of knowledge, skill and basic understanding of

the power of research. We look forward to get same encouragement and support for all the

future endeavours.

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 TABLE OF CONTENTS

Acknowledgement
Executive Summary.........................................................................................4
1. 1 Introduction to Hotel Industry...................................................................5
1.2Indian Hotel Industry……..........................................................................8
2. Introduction .................................................................................................9
2.1Concept of Hotel.........................................................................................9
2.2 Classification of Hotel industry.................................................................9
2.3 Different Departments in Hotels...............................................................11
2.4 Career Oppurtunities in Hotel Industry.....................................................13
2.5 HR Management Structures.......................................................................17
2.6 Human Resource Plannning.......................................................................18
2.7 Recruitment ...............................................................................................20
2.8 Job Analysis...............................................................................................22
2.9 Job Design .................................................................................................25
2.10 Selection ..................................................................................................28
2.11 Orientation and Placement ......................................................................29
2.12 Training and development.......................................................................30
2.13.Performance Appraisal.............................................................................32
2.14 Job Evaluation..........................................................................................33
2.15. Employee Relation .................................................................................34
2.16 360 DEGREE Performance Appraisal ....................................................35
3 TAJ………………………………………....................................................36
3.1 Introduction…………………....................................................................37
3.2 Management...............................................................................................39
3.3 HR management at TAJ.............................................................................41
3.4 Executive Staff Of Hotel Taj.....................................................................43
3.5 Extensive Training Program at Taj............................................................46
3.6 Effects of Recession...................................................................................48
3.7 Job Specification and Job Description at TAJ...........................................49
4 Marriott…………………………. ...............................................................56
4.1 HR Practices at Marriott ...........................................................................57
4.2 Man power, Planning, Recruitment and Selection....................................57
4.3. Selection Process......................................................................................58
4.4 Training and Development .......................................................................60
4.5 Employee Retension..................................................................................61
4.6 Positions in Marriott .................................................................................62

Annexure : Bibliography .................................................................................63

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 EXECUTIVE SUMMARY

Introduction

Human Resource Management is an increasingly broadening term that refers to managing

"human capital," the people of an organization. The field has evolved from a traditionally
administrative function to a strategic one that recognizes the link between talented and engaged
people and organizational success.

Employees are a group of people who work interdependently towards some purpose.
Organizational behaviour knowledge is as important as its financial health. Organization
Behaviour practices like performance based rewards, employee communication, work life
balance, employee engagement, employee motivation, ethical values and employee performance
management are very important for organization’s success. In general it was found that firms
using these Organization Behaviour practices are much more progressive and healthier than
firms not practicing them. In today’s era of globalization, outsourcing, off shoring, multi-
sourcing and open sourcing has accelerated changes in the life at workplace for employees.
Hence Organizational behaviour is of large importance to firm and its well being.

The below quotes would further help us understand the gaining acknowledgement of the inter-
link between employee satisfaction and organization’s growth.

“The human mind is our fundamental resource.”- John Kennedy

“In Japan, employees occasionally work themselves to death. It's called Karoshi. I don't want
that to happen to anybody in my department. The trick is to take a break as soon as you see a
bright light and hear dead relatives beckon.”- Scott Adams

“Take time to appreciate employees and they will reciprocate in a thousand ways.”- Bob Nelson

"The vision is really about empowering workers, giving them all the information about what's
going on so they can do a lot more than they've done in the past." --Bill Gates

“Recently, I was asked if I was going to fire an employee who made a mistake that cost the
company $600,000. No, I replied, I just spent $600,000 training him. Why would I want
somebody to hire his experience?” - Thomas J Watson

“If you can make an employee happy by spending $800 on a comfortable office chair, what's
$800?” – James R Uffelman.

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 1 INTRODUCTION TO HOTEL INDUSTRY
The Travel & Tourism (T&T) industry (of which the hotel sector forms a part) employs
approximately 238 million people worldwide, representing 8.4 per cent of total global
employment (i.e. 1 in every 11.9 jobs) and generates 9.9 per cent of world GDP. By 2018,
employment in the T&T industry is expected to rise further to around 296 million people, thus
cementing its position as a major global employer.

Over the last decade and half the mad rush to India for business opportunities has
intensified and elevated room rates and occupancy levels in India. Even budget hotels are
charging USD 250 per day. The successful growth story of 'Hotel Industry in India' seconds only
to China in Asia Pacific.

'Hotels in India' have supply of 110,000 rooms. According to the tourism ministry, 4.4
million tourists visited India last year and at current trend, demand will soar to 10 million in
2010 - to accommodate 350 million domestic travelers. 'Hotels in India' has a shortage of
150,000 rooms fueling hotel room rates across India. With tremendous pull of opportunity, India
is a destination for hotel chains looking for growth. The World Travel and Tourism Council,
India, data says, India ranks 18th in business travel and will be among the top 5 in this decade.
Sources estimate, demand is going to exceed supply by at least 100% over the next 2 years. Five-
star hotels in metro cities allot same room, more than once a day to different guests, receiving
almost 24-hour rates from both guests against 6-8 hours usage. With demand-supply disparity,
'Hotel India' room rates are most likely to rise 25% annually and occupancy to rise by 80%, over
the next two years. 'Hotel Industry in India' is eroding its competitiveness as a cost effective
destination. However, the rating on the 'Indian Hotels' is bullish. 'India Hotel Industry' is adding
about 60,000 quality rooms, currently in different stages of planning and development and
should be ready by 2012. MNC Hotel Industry giants are flocking India and forging Joint
Ventures to earn their share of pie in the race. Government has approved 300 hotel projects,
nearly half of which are in the luxury range. Sources said, the manpower requirements of the
hotel industry will increase from 8 million in 2009 to 15 million by 2010.

With the USD 23 billion software services sector pushing the Indian economy skywards, more
and more IT professionals are flocking to Indian metro cities. 'Hotel Industry in India' is set to
grow at 15% a year. This figure will skyrocket in 2010, when Delhi hosts the Commonwealth
Games. Already, more than 50 international budget hotel chains are moving into India to stake
their turf. Therefore, with opportunities galore the future 'Scenario of Indian Hotel Industry'
looks rosy.

The hotel business is a labour-intensive and quality-driven service industry. The

competitiveness and productivity of the industry depends primarily on the skill levels and
professionalism of its employees. Consequently, the constituents within the Hotels, Restaurant
and Catering sector recognize that education, vocational training, and human resource
development are necessary to ensure their future. In support of this, the World Economic
Forum sees good management of human resources as one of the key drivers for
competitiveness across the industry.

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 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. It is not to be forgotten that the leading hotel companies of the world have been
intensifying research to enrich their peripheral services with the motto of adding additional
attractions to their service mix. It is against this background that we find the service mix more
flexible in nature.

Table 1. Most visited countries by international tourist arrivals

Table No 2 - World-wide statistics for the hotel industry by global regions – 2009

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(http://www.thehindubusinessline.com/2009/04/26/stories/2009042651000500.htm)
_________________________________________________________________________

International International International International

UNWTO
tourist tourist tourist tourist
Rank Country Regional
arrivals arrivals arrivals arrivals
Market [12] [12] [12]
(2009) (2008) (2007) (2006)12

1 France Europe 74.2 million 79.2 million 80.9 million 77.9 million

North
2 United States 54.9 million 57.9 million 56.0 million 51.0 million
America

3 Spain Europe 52.2 million 57.2 million 58.7 million 58.0 million

4 China Asia 50.9 million 53.0 million 54.7 million 49.9 million

5 Italy Europe 43.2 million 42.7 million 43.7 million 41.1 million

United
6 Europe 28.0 million 30.1 million 30.9 million 30.7 million
Kingdom

7 Turkey Europe 25.5 million 25.0 million 22.2 million 18.9 million

8 Germany Europe 24.2 million 24.9 million 24.4 million 23.6 million

9 Malaysia Asia 23.6 million 22.1 million 21.0 million 17.5 million

North
10 Mexico 21.5 million 22.6 million 21.4 million 21.4 million
America

11 India India 5.5 million 5.21million

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1.2 INDIAN HOTEL INDUSTRY
(http://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-
Strategies-and-the-Impact-of-Recession-and-Recovery.html)

Revenues of Hotel and Restaurant (H&R) industry in India during the financial year
2006-07 was INR604.32 billion , a growth of 21.27% over the previous year, primarily driven by
foreign tourist arrivals ,which increased by 14.17%. Currently there are some 1,980 hotels
approved and classified by the Ministry of Tourism, Government of India ,with a total capacity
of about 110,000 hotel rooms. With tourism industry showing excellent performance, in terms of
foreign tourists arrival and demand outpacing supply,the hospitality industry, is poised to grow at
a faster rate and reach INR826.76 billion by 2011. It is estimated that over the next two years
70,000-80,000 rooms will be added across different categories throughout the country.

Elara Securities estimates India has about 1,14,000 rooms across all categories, with the shortfall
pegged at 1,56,000 rooms. While hotel majors had announced the development of about 1,00,000
rooms (five- and four-star categories), only about 60,000 are likely to come up. Developers are
going slow due to credit issues, high land prices and construction delays.
Due to this demand-supply mismatch, the firm expects average occupancy rates to move up from
72 per cent in CY2012 to 81 per cent in CY2015, boosting average room rates (ARRs). This is
akin to what happened between the financial years 2004-05 and 2007-08, when ARRs doubled
and occupancies were up 700 basis points to 70 per cent. Analysts expect companies that have a
diversified presence, in terms of geography and category, stand to gain the most.

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 INTRODUCTION
2.1 Concept of Hotel
At the outset, we go through the concept of hotel. The common law says that hotel is a
place where all who conduct, themselves properly and who being able and ready to pay for their
entertainment, accommodation and other services including the boarding like a temporary home.
It is home away from home where all the modern amenities and facilities are available on a
payment basis.

It is also considered to be a place where tourist stops, cease to be travellers and become
customers. The definition of hotel states that, “ Primarily and fundamentally, a hotel is an
establishment which supplies boarding and lodging not engaged in inter – state commerce or in
any intra – state commerce, competitive with or affecting inter – state commerce (or so related
that the regulation of one involves the control of other).”

The hotel may furnish quarters and facilities for assemblage of people for social business
or entertainment purposes and may engage in retaining portion of its premises for shops and
businesses whose continuity (i.e., proximity) is deemed appropriate to a hotel.

Background of Hotel Industry

Prior to the 1980’s, the Indian hotel industry was a nascent and slow growing industry
primarily consisting of relatively static, single hotel companies. However, Asian games in 1982
and the subsequent partial liberalization of the Indian economy generated tourism interest in
India with significant benefits accruing to the hotel and tourism sector in terms of improved
demand patterns. Fortunes of the hotel industry are tied to the fortunes of tourism and the general
business climate in the country, which is why the economic liberalization initiatives
implemented since 1991, led to a soaring demand and supply gap in the hotel industry.

2.2 GENERAL CLASSIFICATION OF HOTEL INDUSTRY

 On the basis of standards:
Like most of the countries in world, India also has hotels divided in different categories
depending on their location, facilities, infrastructure and amenities provided. All the star hotels in
India are government approved with continuous control on the quality of services offered.
 Five Star Hotels: - The most luxurious and conveniently located hotels in India
are grouped under Five Star Deluxe Hotel categories. Five Star Deluxe in India are
globally competitive in the quality of service provided, facilities offered and
accommodation option. These are top of the line hotels located mostly in big cities. These
hotels provide all the modern facilities for accommodation and recreation matching
international standards in hospitality. In such type of hotel HR department are established

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 separately and to execute and to follow the concept of HR strictly, HR professional are
hired.

 Four Star Hotels: - A rung below five star hotels are Four Star Hotels, these
hotels provide all the modern amenities to the travelers with a limited budget. Quality of
services is almost as high as the five stars and above categories. These kinds of hotels are
there for the travelers with limited budget or for the places which might not get the tourist
traffic associated with larger cities. In such type of hotel concept of HR is more or less
followed.

 Three Star Hotels: - These are mainly economy class hotels located in the bigger
and smaller cities and catering to the needs of budget travelers. Lesser in amenities and
facilities, these hotels are value for money and gives good accommodation and related
services on the reduced price. Services would be stripped down version of higher
categories of hotels but sufficient to fulfill customer basic needs. In such type of hotel
concept of HR may or may not be present. If present all functions of HRD is curtailed.

 Two Star Hotels: - These hotels are most available in the small cities and in
particular areas of larger cities. Catering to the backpacker tourist traffic, these hotels
provide all the basic facilities needed for general accommodation and offers lowest
prices. In this type of hotel concept of HR is absent.

 One Star Hotels:- The hotels with most basic facilities, small number of room’s
locations in the far-flung areas are grouped under One Star Hotel category. These hotels
are best when customer is looking for cheapest available accommodation option. In this
type of hotel concept of HR is alien words.

 On the basis of Nature:

 Heritage Hotels
Heritage hotels in India are best if one is looking for sheer elegance, luxury and loyal
treatment. They are not just another accommodation options but tourist attractions in
themselves. Exquisitely designed and decorated, meticulously preserved, high standards
of service and ethnic cultural motifs helps the tourists get the complete experience of an
India.

 Beach Resorts Hotels

Peninsular India bounded by Arabian Sea, Bay of Bengal, Indian Ocean and the two
emerald archipelagos of Lakshwadeep and Andaman and Nicobar have a long coast line
of around 7500 km, offering an amazing array of beaches, some popular, some not so
well known. Thus location of resort is the basic point of attraction for tourists.
 Wild Resorts Hotels
A wildlife tour is incomplete if one does not actually live in a forest for a few days. It
means living in a rest house or a tent the midst of the dense wilderness and waking up to
the twittering of birds.
 Government Approved Hotels

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 These are the hotels, which might not have applied for star categorization or small
enough to find them in the list. Many of the wildlife resorts, lodges and hostels are
government approved providing a minimum level of accommodation facilities at far off
places.
 Residential Hotels
The residential hotels work as apartment house. Often we call them apartment hotels. The
hotels charge rent on monthly, half – yearly, or yearly basis. They are generally located in
big cities and towns where no meals are served to the customers. Initially, the residential
hotels were developed in the USA. The services offered here are comparable to an
average well managed home.
 Commercial Hotels
The commercial hotels are meant for the people who visit a place of trade and commerce
or business purposes and therefore these hotels are found located at the commercial or
industrial centers. They focus their attention on individual travelers and are generally run
by owners.
 Floating Hotels
The floating hotels are located on the water surface. The places are sea, river, and lake.
These hotels provide with all the facilities and services made available in a good hotel. In
the leading tourist generating countries of the world we find the practice of using old
luxury ships as floating hotels.

2.3 DIFFERENT DEPARTMENTS IN HOTELS

The departments are classified on accounts of it function. They are as follows:-
 Core Functioning Department
• Food and Beverage (F&D) Department:-
F & B deals mainly with food and beverage service allied activities. Different divisions are
there in F & B like Restaurants, Speciality Restaurants, Coffee Shop (24 hrs.), Bar, Banquets,
Room service etc

• Front Office Department:-

The front office is the command post for processing reservations, registering guests, settling
guest accounts (cashiering), and checking out guests. Front desk agents also handle the
distribution of guestroom keys and mail, messages or other information for guests. The most
visible part of the front office area is of course the front desk. The front desk can be a counter
or, in some luxury hotels, an actual desk where a guest can sit down and register.

• Housekeeping Department:-
The housekeeping department is another important department in hospitality world.
Housekeeping is responsible for cleaning the hotel’s guestrooms and public areas. This
department has the largest staff, consisting of an assistant housekeeper, room inspectors,
room attendants, a houseperson crew, linen room attendants and personnel in charge of
employee uniforms. They may also have their own laundry and valet service. Hotels with
laundry and valet equipment may use it only for hotel linens and uniforms and send guest
clothing to an outside service where it can be handled with specialized equipment.

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• Food Production Department:-
Food production deals with the preparations of food items. It basically engaged in preparing
those dish, which are ordered by the guest and afterwards is catered by the F&B department.
Cuisine like Indian, Continental, Thai, Italian, Konkani (Coastal Sea Food), South Indian,
Chinese, Mexican, etc. Different Chefs are appointed for the specialty cuisine.

 Support Department (Cost Centers)

• Marketing & Selling Department:-
Sales and marketing has become one of the most vital functions of the hotel business and an
integral part of modern hotel management. It includes packaging for selling, sales promotion,
advertising and public relations. The marketing division is charged with the responsibility of
keeping the rooms in the hotel occupied at the right price and with the right mix of guests.

• Engineering and Maintenance Department:-

The energy crisis throughout the world has given a great importance to the engineering
department of a hotel. This department provides on the day-to-day basis the utility services,
electricity, hot water, steams, air-conditioning and other services and is responsible for repair
and maintenance of the equipment, furniture and fixtures in the hotel. The engineering
department has an important role in satisfying the guest- demand and helping to maintain the
profit level of the hotel. The cleaning, up-keep, repair, replacement, installation and
maintenance of property and its furnishing, machinery and equipment are the joint
responsibilities of Engineering/Maintenance and the Housekeeping Department.

• Finance, Accounting and Control Department:-

A hotel’s accounting department is responsible for keeping track of the many business
transactions that occur in the hotel. The accounting department does more than simply keep
the books-financial management is perhaps a more appropriate description of what the
accounting department does. Whereas the control department is concern with cost control
guidelines by way of reducing in investment, reduction in operating cost, control of food
service costs, control of beverage costs, labour cost control, etc.

• Safety and Security Department:-

The security of guests, employees, personal property and the hotel itself is an overriding
concern for today’s hoteliers. In the past, most security precautions concentrated on the
prevention of theft from guests and the hotel. However, today such violent crimes as murder
and rape have become a problem for some hotels. Unfortunately, crime rates in most major’s
cities are rising. Hence today security department also concentrate on these additional
criminal activities too.

• Administration Department:-
Top organizational members usually supervise the Administration Department in a hotel.
This department is responsible for all the work connected with administration, personnel,
manpower, employee’s welfare, medical, health and security.

• Human Resource Department:-

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 This department has newly taken step in hotel industry and within a short span of time it has
become a very important part of the organization. It plays the role of facilitator between the
bargainable cadre and non-bargainable cadre.
This department is the topic of our discussion. The practice, which this department and their
staff perform, is going to be learned in the light of following project.

2.4 CAREER OPPORTUNITIES IN THE HOTEL INDUSTRY

Some of the careers opportunities in the hotel industry are as follows.
 The industry offers more career options than most: - No matter what kind of work we
enjoy and wherever our aptitudes lie, there is a segment of the industry that can use ours
talents.
 The work is varied: - Because hotels and restaurants are complete production, distribution
and service units, and managers are involved in a broad array of activities.
 There are many opportunities to be creative: - Hotels and restaurants managers might
design new products to meet their needs of their guests; produce training programs for
employees; or implement challenging advertising, sales promotions and marketing plans.
 Hospitality jobs are not nine-to-five jobs: - Hours are highly flexible in many positions.

Many more opportunities are waiting in a queue. With these the role of HR is drastically
change. Its fields of operation in today’s worlds knew no boundary. Each day it is confronted
with new challenges in new division of hotels. Therefore before knowing the role of HR it is
essentials to know different department of the hotels as well their functions.

HUMAN RESOURCE PRACTICES OF THE HOTEL INDUSTRY

Fig 1.A survey States the importance of using HR practices in hotel industry
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 INTRODUCTION TO HUMAN RESOURCE PRACTICES OF
THE HOTEL INDUSTRY
Fig2: A Typical Organization of Personnel Department

General Manager

Personnel Director

Personnel Manager

Personnel Officer

Personnel Research &

Development Officer

Personnel Training
Department Department

Operative Training
Supervisory Training
Management Training
Maintaining Recruitment Training Welfare Training Instruction
Payroll Training Aids &
Equipments

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Policies of HR
The personnel function in a hotel includes many activities such as:
≈ Consideration of leadership style
≈ Relationship
≈ Responsibilities
≈ Philosophy
≈ Social orientation
≈ Organizational structure
In most of the hotels the personnel policies are put in writing. These policies are distributed to
key and responsible executive to provide guidance and ensure consistent application.
Periodically the HRD review these policies.

Arrears of personal policies

The personal policies are concern with each of the following areas:-
 Employment
≈ Recruitment
≈ Interview
≈ Psychological and Aptitude tests
≈ Selection
≈ Medical Examination
≈ Administration and Transfers
≈ Promotions and Termination
≈ Responsibilities for adherence to indiscrimination laws
 Education and Training
≈ Orientation of new employees
≈ Educational needs for employees
≈ Training development programmes
≈ Communications
 Health and Safety
≈ Occupational health
≈ Emergency medical care
≈ Safety programme
≈ Preventive Medicine
 Employee’s Services
≈ Cafeteria
≈ Vending Machine
≈ Employee’s Lounge
≈ Lockers
≈ Counseling
≈ Suggestion Scheme
 Wages and Salary Administration
≈ Salary structure
≈ Performance standards and Job evaluation
≈ Salary survey

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 Benefits
≈ Group Insurance
≈ Sick-pay plan
≈ Hospitalization
≈ Major medical coverage
≈ Key man Insurance
≈ Pension plan/scheme
 Labour/Industrial relations
≈ Presentation Elections
≈ Collective Bargaining
≈ Grievance Procedures
 Administration
≈ Personnel records
≈ Security
≈ Holidays and Vacations
≈ Office Layout and Services
≈ Work Rules

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2.5 HR MANAGEMENT STRUCTURES

Human resource management (HRM) within international hotel chains has certainly moved to a
more sophisticated level over the past few decades. They have adopted a much broader HRM
view, using a variety of approaches to people management, development and rewards, and are
now considering much broader welfare issues, such as promoting a healthy work-life balance and
minimizing stress in the workplace.

In support of this, the international chains have developed well-defined HR management

structures, including opportunities for social dialogue. The HR function is certainly valued and
usually sits as a key member of the management team at all levels of the business. The social
dialogue structures are often directly related to the HR structure, operating in conjunction with
the HR teams at each level in the organization.

One of the main challenges for a large hotel chain is to be able to maintain a consistent approach
to HR practice across all regions of the world. This challenge is not only influenced by the size
of the organizations themselves, but also by the range of legislative regimes in which they
operate. For example IHG operates in nearly 100 countries, Marriott 38 in 68 and Hilton 39 in
more than 76.

Another challenge is the need to find ways of sharing best practice from one region to another,
and from one hotel chain to another. Within a particular chain there is often regular dialogue
between the HR professionals at a regional and corporate level, and they often meet to discuss
and agree global standards and policies

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2.6 HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) is the first aspect of human resource process. It is very
commonly understood as the process of forecasting an organization’s future demand for, and of,
the right type of people in the right number. It is only after this that HRM department can initiate
a recruitment and selection process. HRP is the sub-system in the total organizational planning.

HRP is important for:

≈ The future personnel needs
≈ To cope up with change
≈ To create highly talented personnel
≈ For the protection of weaker sections
≈ For the international expansion strategy of the company
≈ It is the foundation for personnel functions
The list is infact never ending. HRP actually has become an inevitable part of HRM process.

HRP is influenced by several considerations. The more important of them are:

 Type and strategy of the organization
 Organizational growth cycles and planning
 Environmental uncertainties
 Type and quality of forecasting information
 Nature of jobs being filled
 Off-loading the work

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The HRP Process
Environment

Organizational
Objectives & Policies

HR Demand Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control and
Evaluation of Program

Surplus Shortage

Fig3: HRP Process

 Organizational Objectives & Policies

HR plans need to be based on organizational objectives. In practice, this implies that the
objectives of the HR plan must be derived from organizational objectives. Specific
requirements in terms of number and characteristics of employees should be derived from the
organizational objectives.

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  HR Demand Forecast
Demand forecasting must consider several factors – both external as well as internal. Among
the external factors are competition, economic climate, laws and regulatory bodies, changes
in technology and social factors. Internal factors include budget constraints, production
levels, new products and services, organizational structure and employee separations.

 HR Supply Forecast
The next logical step for the management is to determine whether it will be able to procure
the required number of personnel and the sources for such procurement. This information is
provided by supply forecasting. Supply forecasting measures the number of people likely to
be available from within and outside an organization, after making allowance for
absenteeism, internal movements and promotions, wastage and changes in hours and other
conditions of work.

 HR Programming
Once an organization’s personnel demand and supply are forecast, the two must be
reconciled or balanced in order that vacancies can be filled by the right employees at the right
time. HR programming is the third step in the planning process, therefore, assumes greater
importance.

 HR Plan Implementation
Implementation requires converting an HR plan into action. A series of action programmes
are initiated as a part of HR plan implementation. Some such programmes are recruitment,
selection and placement; training and development; retraining and redeployment; the
retention plan; the redundancy plan; and the succession plan.

 Control and Evaluation

Control and evaluation represents the fifth and the final phase in the HRP process. The HR
plan should include budgets, targets and standards. It should also clarify responsibilities for
implementation and control, and establish reporting procedures which will enable
achievements to be monitored against the plan. These may simply report on the numbers
employed against establishment and on the numbers recruited against the recruitment targets.
But they should also report employment costs against the budget, and trends in wastage and
employment ratios.

Consequences of Inadequate Planning

One example of inadequate planning is the case of an organization caught in a severe
budget crisis for which management sees only one solution – to lay off large numbers of
employees. Careful planning for such a crisis during better times might have resulted in a series
of alternatives, making layoffs unnecessary.

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2.7 RECRUITMENT
In simple terms, recruitment is understood as the process of searching for and obtaining
applicants for jobs, from among whom the right people can be selected. Recruitment is the
process of finding qualified people and encouraging them to apply for work with the firm.

Managerial Roles
Responsibility for the overall recruitment process is assigned to human resources
managers. They are responsible for designing and implementing a recruitment program that will
meet the hotel industry’s personnel needs while complying with all legal requirements. This
responsibility includes finding sources of applicants; writing and placing advertisements;
contacting schools; agencies and labour unions; establishing procedures to guarantee equal
employment opportunity; and administering the funds the firm has budgeted for recruitment.

Factors Governing Recruitment

The given fig. represents the factors that normally affect the recruitment process. These
factors add additional function to that of HR manager.

External Forces Internal Forces

Supply & Demand Recruitment Policy
Unemployment rate HRP
Labour Market Recruitment Size of the firm
Political-social Cost
Sons of soil Growth &
Image Expansion

Fig 4: Factors influencing recruitment

Types of Recruitment
In hotel industry, the types of recruitment are:
 Internal Recruitment
Internal recruitment seeks applicants for positions from those who are currently employed.
Internal sources include present employees, employee’s referrals, former employees, and
former applicants.
 External Recruitment
Finding qualified applicants from outside the organization is the most difficult part of
recruitment. The success of an expanding hotel industry or one with many positions
demanding specialized skills often depends on the effectiveness of the organizations
recruitment program. Specifically, sources external to an organization are professional or
trade associations, advertisements, employment exchanges, college/university/institute
placement services, consultants, displaced persons, radio and television, acquisitions and
mergers and competitors.

21
 Recruitment Process

HR practices its function in each and every stages of recruitment. The process comprises five
interrelated stages, viz. (i) Planning, (ii) Strategy development, (iii) Searching, (iv) Screening,
and (v) Evaluation and control.
The function of HR is to make the selection procedure an ideal one. The ideal recruitment
programmed is the one that attracts a relatively larger number of qualified applicants who will
survive the screening process and accept positions with the organization, when offered.

Personnel Job Employee

Planning Analysis Requisition

Screening Potentia
l Hires
Job Recruitment Searching
Vacancies Planning Activation
-Numbers “Selling”
-Types -Message Applican To
-Media t Pool Selection

Strategy
Development Applicant
-Where Evaluation
Populatio
-How & Control
n
-When

Fig 5: Recruitment Process

2.8 JOB ANALYSIS

In order to achieve effective HRP, the duties involved and the skills required for
performing all the jobs in an organization have to be taken care of. This knowledge is gained
through job analysis. In simple words, job analysis may be understood as a process of collecting
information about the job. Specifically, job analysis involves the following steps:
 Collecting and recording job information.
 Checking the job information for accuracy.
 Writing job description based on the information.
22
  Using the information to determine the skills, abilities and knowledge that are required on
the job.
 Updating the information from time to time.

The Process of Job Analysis

The following fig. represents the process of job analysis. The fig. also points out the uses of
information about the jobs.

Strategic Choices
Uses of Job Description and Job
Specification
Gather Information  Personnel Planning
 Performance Appraisal
Process Information  Hiring
 Training & Development
 Job Evaluation &
Job Description Compensation
 Health & Safety
 Employee Discipline
Job Specification  Work Scheduling
 Career Planning
Fig 6: Process of Job Analysis

 Strategic Choices
≈ Employee Involvement: Job analysis involves collecting job-related information
– duties, responsibilities, skills and knowledge required to perform the jobs. It may be
stated that in job analysis, information about a job is collected and not about the
incumbent, however, the jobholder is consulted. Employees are often asked to supply
vital information about the contents of job, given their familiarity with it.

≈ The Levels of Details: The level of analysis may vary from detailed, as in time
and motion studies, to broad as in analyzing jobs based on general duties. The level of
analysis affects the nature of the data collected.

≈ When and How Often: Another strategic choice relates to the timing and
frequency of conducting job analysis. Job analysis is generally conducted when i) an
organization is newly established and the job analysis is initiated for the first time; ii) a
new job is created in an established company; iii) a job is changed significantly due to
change in technology, methods, procedures or systems; iv) the organization is
contemplating a new remuneration plan

23
 ≈ Past-Oriented versus Future Oriented: If an organization is changing rapidly
due to fast growth or technological change, a more future-oriented approach to job
analysis may be desired.

 Information Gathering
This step involves decision on three issues, viz;
≈ What type of data is to be collected?
≈ What methods are to be employed for data collection?
≈ Who should collect the data?
For Example: In most of the hotels that I visited, the sources for collecting information are by
Observation, Interviews and Questionnaire.

 Information Processing
Once the job information has been collected, it needs to be processed, so that it would be useful
in various personnel functions. Specifically, job-related data would be useful to prepare job
description and job specification.

Job Analysis
A Process of Obtaining all Pertinent Job Facts

Job Description Job Specification

A statement containing items A statement of human qualifications
such as necessary to do the job. Usually contains
• Job title such items as
• Location • Education
• Job Summary • Experience
• Duties • Training
• Machines, tools & • Judgement
equipment • Initiative
• Materials & form used • Physical efforts & Physical skills
• Supervision given or • Responsibilities
received • Communication skills
• Working conditions • Emotional characteristics
• Hazards • Unusual sensory demands such as
sight, smell, hearing.
Fig 7: Job Description and Job Specification in Job Analysis

24
2.9 JOB DESIGN

Job design is a process of determining the specific tasks and responsibilities to be carried out by
each member of the organization. In simple words, the logical sequence to job analysis is job
design. Job analysis provides job-related data as well as the skills and knowledge expected of the
incumbent to discharge the job. Job analysis, then, involves conscious efforts to organize tasks,
duties and responsibilities into a unit of work to achieve certain objectives.

Feedback

Organizational Factors
Characteristics of task
Work flow
Ergonomics
Work practices

Environmental Factors
Employees abilities and Job Productive &
availability Design satisfying job
Social and cultural
expectations

Behavioural Factors
Feedback
Autonomy
Use of abilities
Variety

Fig 8: Factors Affecting Job Design

Factors Affecting Job Design
Job design is affected by organizational, environmental, behavioural factors. A properly designed
job will make it productive and satisfying. If a job fails on this count, the fault lies with the job
designers who, based on the feedback, must redesign the job. (See Fig)

25
Techniques of Job Design

Work
Job
Simplificatio
Rotation
n

High Job
Job
Performance Enlargemen
Design
Work Design t

Autonomous
Job
Teams
Enrichment

Fig 9: Techniques of Job Design

≈ Work Simplification: In this technique, the job simplified or specialized. A given job is
broken down into small sub-parts and each part is assigned to one individual.

≈ Job Rotation: Job rotation implies movement of employees from job to job. Jobs remain
unchanged, but incumbents shift. With job rotation, a given employee performs different
jobs, but more or less, jobs of the same nature.

≈ Job Enlargement: Job enlargement involves expanding the number of tasks or duties
assigned to a given job. Job enlargement is naturally opposite to work simplification. Adding
more tasks or duties to a job does not mean that new skills and abilities are needed to perform
it.

26
 ≈ Job Enrichment: Job enrichment seeks to improve both task efficiency and human
satisfaction by building into people’s jobs, quite specifically, greater scope for personal
achievement and recognition, more challenging and responsible work, and more opportunity
for individual advancement and growth.
≈ Autonomous or Self-directed Teams: A self-directed work team is an intact group of
employees who are responsible for a whole work process or segment that delivers a products
or service o an internal or external customer.

≈ High-Performance Work Design: It is a means of improving performance in an

environment where positive and demanding goals are set.

Role of Human Resource Department

The human resources department’s role in job design is usually indirect, although job
design influences almost every aspect of human resources management. The department
diagnoses organizational problems that suggest job redesign, incorporate information on job
design in training and management development programs, and help plan job redesign programs
to ensure that sound human resources policies and practices are developed. Further, the
department is needed to prepare to modify job descriptions and job specifications and to modify
recruitment, selection, training, compensation and other practices to be consistent with any job
redesign program.

27
 2.10 SELECTION

Selection is a process of picking individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organization. Different hotels apply different
methods and procedure for recruitment as well as selection. It basically depends on the
management policies and the size of operation.

Selection Process
Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment. Fig. shows the generalized selection process.

External Environment

Internal Environment

Preliminary Interview Selection Test Employment Interview

R R R
A A A

Physical Examination Selection Decision Reference & Background

Analysis

Job Offer
RA: Rejected Applicants

Employment Contract

Evaluation

Fig 10: General Selection Process

28
2.11 ORIENTATION AND PLACEMENT
Orientation
Orientation is called as induction. It is the planned process of introducing new employees to their
jobs, their co-workers and the organization. The main purpose of induction is to relieve the new
employee from possible anxiety and make him or her feel at home on the job.
These orientation programmes are carried out formally as well as individually/collectively in the
hotels. These programmes are carried from 1 weak – 2 weak.

The topics, which are generally covered in the induction programmes are given in the following
table:

Organizational Issues

• History of employer • Product line or services provided

• Organization of employer • Overview of production process
• Names & titles of key executives • Company policies & rules
• Employee’s title & department • Disciplinary regulations
• Layout of physical facilities • Employee handbook
• Probationary period • Safety procedure & enforcement
Employee Benefits

• Pay scales and pay days • Insurance benefits

• Vacations and holidays • Retirement programme
• Rest breaks • Employer-provided services to
• Training & education benefits employees
• Counseling • Rehabilitation programmes
Introduction

• To supervisor • To co-workers
• To trainers • To employee counselor
Job Duties
• Job location • Overview of job
• Job tasks • Job objectives
• Job safety requirements • Relationship to other jobs

Placement
After orientation comes placement. Placement refers to the assignment of a new employee to his
or her job. The jobs of HR are simple where the job is independent, but where the jobs are
sequential or pooled, HR specialists use assessment classification model for placing newly hired
employees. For example the job of placing a waiter to its position is quite simpler as compared
with that of the placing the employee at managerial level. The job of placing a waiter to its
position is called an independent job but the job of placing employee at managerial level can be
considered as sequential or pooled job.

29
2.12 TRAINING AND DEVELOPMENT
Training and development activities are designed in order to impart specific skills,
abilities and knowledge to employees.
Effective training is basic ingredient of success in the hotel industry. The concept of
training is endorsed my most managers in the hotel industry, yet managers often give little
thought to the training function in the context of their own business or departmental
responsibilities until something goes wrong! One of the main problems in hotel industry is that
investment in training and development of employees is a reactive process for many companies.
Frequently, training and development arises as the result of significant change in the operational
environment or as a consequent of crisis such as staff turnover or major departmental problems.
Training is then used to cope with the immediate difficulty. This process may be proved costly to
hotel. Whereas development refers to learning opportunities designed to help employees grow
and evolve a vision about the future.
Here the job of HR is to identify the training need and then accordingly to design the
suitable programme for that. Training within a hotel provides the best opportunity to influence
the attitude and performance of employees. The training programmes include is such as
introduction, fire, food hygiene, control of substances hazardous to health, manual handling first-
aid, technical skills, product knowledge, and customer service.
For Example: In most of the hotels that I visited the training methods used are both On-the-job
as well as Off-the-job.

Methods and Techniques of Training

A multitude of methods of training are used to train employees. Training methods are
categorized into two groups and they are:
1. On-the-job training (OJT)
2. Off-the-job training

On-the-job training: On-the-job training is primarily learning by doing and, as such, is

probably the most used and most abused approach to training. Like other form of
training, OJT requires planning, structure and supervision to be effective for developing a
variety of practical and customer-oriented capabilities. When done correctly, OJT is a
sensible and cost effective method for training and assessing trainees’ progress in jobs
such as retail sales, food and beverage operatives, and check-in and check-out positions.
Some of the On-the-job methods of training are orientation training, job-instruction
training, apprentice training, internships and assistantships, job rotation etc.

.Off-the-job training: Off-the-job training allows for the development of broader and
more conceptual skills while providing a practice environment in which error need not be
so costly. There are three main forms of off-the-job training: In-house, External, and
Independent.
In-house off-the-job training may take several formats including lectures and other
classroom techniques, discussions, demonstrations, case studies and role plays, and
simulations. What distinguishes in-house off-the-job training from other type of off-the-job

30
 training is that in-house training is conducted away from the physical location where the job
is actually carried out, but still on company premises.
Like in-house off-the-job training, external off-the-job training can also take a
variety of forms. Such training may be tailored to the company’s specific need or it may be
offered on a more general basis; it may focus on special disciplines related to hospitality.

The Training Process

Assessing Training Needs

Preparing the Training Plan

Specifying Training Objectives

Designing the Training Programs

Selecting the Instructional Methods

Completing the Training Plan

Conducting the Training

Evaluating the Training

Planning Further Training

31
2.13 PERFORMANCE APPRAISAL
Performance appraisal refers to the assessment of an employee’s actual performance, behaviour
on jobs, and his or her potential for future performance. It is done generally for the purpose of
assessing training needs to employee, to effect his promotions and to give him pay increase,
retention or termination.Though there are different methods of performance appraisal only one
method that is commonly used in this industry is Rating Scale Method.

Challenges of Performance Appraisal

 Create a culture of excellence that inspires every employee to improve or lend himself or
herself to be assessed.
 Align organizational objectives to individual aspirations.
 Clear growth paths for talented individuals.
 Provide new challenges to rejuvenate careers that have reached the plateau stage.
 Empower employees to make decisions without the fear of failing.
Performance Appraisal Process

Objectives of
Performance Appraisal

Establish Job
Expectations

Design an Appraisal
Programme

Appraise
Performance

Performance
Interview

Use Appraisal Data for

Appropriate Purposes
Fig 11: Performance Appraisal Process

32
2.14 JOB EVALUATION
Job evaluation refers to the process of determining the relative worth of each job for purpose of
establishing satisfactory wage and salary differentials. Jobs are evaluated on the basis of their
content and are placed in the order of their importance. In a job evaluation programme, the jobs
are ranked and not the job holders.

Fig: Methods of Job Evaluation

Though there are different types of methods available but the most common method practiced in
this industry is analytical method and in analytical method point ranking methods is the most
appropriate one.

Process of Job Evaluation

Objectives of
Job Evaluation

Job Analysis

Job Job
Description Specification

Job Evaluation
Programme

Wage Survey

Employee
Classification

Fig 12: Job Evaluation Process

33
2.15 EMPLOYEE RELATIONS
As the name suggest it is all about maintaining relationship with the employee. It includes all
terms that are concerned with the employee like employee remuneration, incentives payments,
employee benefits and services, employee welfare, safety and health issue, trade unions etc. Here
it’s where the HR manager communicates with employee about their problems, suggestion and
so on. All these steps are followed in order to retain best employee.

Employee Remuneration
In most of the hotels, the human resource department plays a crucial role in determining the
remuneration policy of employees. For this they take into consideration all external as well as the
internal factors. By this they have to deal with external factors like labour market, going rate,
cost of living, labour unions, labour laws, society and the economy as well as internal factors like
company’s ability to pay, job evaluation and performance appraisal and the worker himself or
herself. In hotel industry both financial as well as non-financial methods of remuneration are
followed.

Incentives Payments
It is seen that HRD are highly involved in deciding the incentives programmes. As this
department is involved in deciding the remuneration programmme, they are serving as the
foundations for most incentive plans. The management of these plans is collaborative. These
incentives schemes are for direct workers who work in batches, as well as for indirect workers.

Employee Benefits and Services

The HRD has a major role in the development and management of benefits programs. These
benefits are designed by HRD in order to suit the requirement of employee. And further, they are
sent to the top management for approval. Thereafter they are implemented. These benefits, which
are given to the employee, are both financial as well as non-financial.
Some of the benefits and services, which are practiced in the hotel industry are as follows:
 Legally required payments
 Old age, survivors, disability and health insurance
 Worker’s compensation
 Unemployment compensation
 Contingent and deferred benefits
 Pension plans
 Group life insurance
 Sick leave
 Maternity leave

 Payments for time not worked

 Vacations
 Holidays
 Voting pay allowances

34
Employee Welfare
Labour welfare refers to taking care of the well being of workers by employers, trade unions, and
government and non-government agencies. Recognizing the unique place of the worker in the
society and doing good for him/her retaining and motivating employees, minimizing social evils,
and building up the local reputation of the hotel are the arguments in favour of employee
welfare. Hence this area has generated one more area for practicing of HR roles.

Safety and Health Issue

Since the hotel industry, is the service industry, hence the safety and health aspects of employee
is concern for the organization, as employee are assets of service industry. The whole and soul
responsibility of employee health and safety measures lie on the shoulder of HR department.
Hence such types of measures reduce the chances of accidents.

Trade unions
Trade unions are voluntary organizations of employees or employers are formed to promote and
protect their interests through collective action. Contrary to popular perception, unions are not
meant only to organize strikes. Their presence is felt in all HR activities of an organization.
Unions have political affiliations. But some hotels experience tremendous pressure from these
trade unions whereas in some hotels trade unions are present for name shake only. The unions,
which are present in most of the hotel, are Bhartiya Kamgar Sena (headed by Shiv-Sena).

2.16 360 DEGREE PERFORMANCE APPRAISAL

360 degree appraisals are a powerful developmental method and quite different to traditional
manager-subordinate appraisals. As such a 360 degree process does not replace the traditional
one-to-one process - it augments it, and can be used as a stand-alone development method.
360 degree appraisals involve the appraisee receiving feedback from people (named or
anonymous) whose views are considered helpful and relevant.
360° Feedback is a proven method of helping individuals reviews their performance through the
eyes of their working colleagues.
The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural
criteria and some sort of scoring or value judgement system. The appraisee should also assess
themselves using the same feedback instrument or form.

35
TAJ

TAJ

36
3.1 Introduction

The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal Palace,
Mumbai, in 1903. The Company then undertook major expansion of The Taj Mahal Palace,
Mumbai by constructing an adjacent tower block and increasing the number of rooms from 225
to 565 rooms. With the completion of its initial public offering in the early 1970s, the Company
began a long term programme of geographic expansion and development of new tourist
destinations in India which led to its emergence as a leading hotel chain in India. From the 1970s
to the present day, the Taj Group has played an important role in launching several of India's key
tourist destinations, working in close association with the Indian Government. The Taj Group
has a philosophy of service excellence which entails providing consistently high levels of
personalized service and innovative means of improving service quality.

The Taj Group has been active in converting former royal palaces in India into world class
luxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and Umaid
Bhawan Palace in Jodhpur. In 1974, the Taj Group opened India's first international five star
deluxe beach resort, the Fort Aguada Beach Resort in Goa. The Taj Group also began its
business in metropolitan hotels in the 1970s, opening the five-star deluxe hotel Taj Coromandel
in Chennai in 1974, acquiring an equity interest and operating contract for the Taj President, a
business hotel in Mumbai, in 1977, and opening the Taj Mahal Hotel in Delhi in 1978.

In 1980, the Taj Group took its first step internationally by opening its first hotel outside India,
the Taj Sheba Hotel in Sana'a, Yemen and in the late 1980s, acquired interests in the Crown
Plaza, London, St. James Court, London and 51 Buckingham Gate Luxury Suites and
Apartments in London.

With the opening of the five star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj Group
became the only hotel chain with a presence in the five major metropolitan cities of Mumbai,
Delhi, Kolkatta, Bangalore and Chennai. Concurrently with the expansion of its luxury hotel
chain in the major metropolitan cities, the Taj Group also expanded its business hotels division in
the major metropolitan and large secondary cities in India.

During the 1990s, the Taj Group continued to expand its geographic and market coverage in
India. It developed specialized operations (such as wildlife lodges) and consolidated its position
in established markets through the upgrading of existing properties and development of new
properties. Taj Kerala Hotels & Resorts Limited was set up in the early 1990s along with the
Kerala Tourism Development Corporation. In 1998 the Taj Group opened the Taj Exotica
Bentota which strengthened the Taj Group's market position in Sri Lanka. In 2000, the launch of
the 56 acre Taj Exotica, Goa and the Taj Hari Mahal in Jodhpur were completed.

In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set up Taj GVK
Hotels and Resorts Limited and thereby obtained a prominent position in the market in the
southern business city of Hyderabad, holding three hotels and a major share of the market. In
2001, the Taj Group took on the management contract of Taj Palace Hotel, Dubai, and has
established itself as an up-market hotel in the Middle East region. The Taj Exotica Resort & Spa,
Maldives launched the Taj Group into the premium luxury hotel market and since its opening in

37
July 2002, has won several international awards. The Taj Group also obtained licenses to manage
and operate two leisure hotels; the Rawal-Kot, Jaisalmer and Usha Kiran Palace, Gwalior in
October 2002.

In September 2002, the Taj Group acquired an equity interest in the former Regent Hotel in
Bandra which gave the Taj Group access to the midtown and North Mumbai market. The hotel
has since been renamed as the Taj Lands End, Mumbai.

In 2003, the Company celebrated the centenary of the opening of its Flagship hotel, the Taj
Mahal Palace, Mumbai.

In 2004 the Taj Group opened Wellington Mews, its first luxury serviced apartment in Mumbai.
In the same year, the Taj Group also launched the first of its "value-for-money" hotels in
Bangalore branded 'Ginger', which division has 11 hotels in various locations in India and is
owned through its wholly owned subsidiary.

In 2005 the Company acquired on lease The Pierre, a renowned hotel in New York City, to enter
the luxury end of the developed hotel markets internationally. The Company entered into a
management contract for Taj Exotica in Palm Island Jumeirah in Dubai to expand its existing
presence in the United Arab Emirates.

The Company enhanced its position as an operator of converted palaces by entering into a
management contract for Umaid Bhawan Palace, Jodhpur in the princely state of Rajasthan in
India. The Company, through a subsidiary, acquired the erstwhile ‘W’ hotel in Sydney, Australia
in February 2006 and renamed it as ‘Blue, Woolloomooloo Bay’. To expand its presence in the
US market, the Company acquired in early 2007 Ritz Carlton in Boston and Taj Campton Place
in San Francisco.

Hotels operated by the Taj Group internationally are located in US, Australia, Dubai, Maldives,
Malaysia, Sri Lanka, the United Kingdom, Yemen and Zambia.

3.2 MANAGEMENT

38
 CO OWNER OF HOTEL TAJ
RATAN TATA

Mr. Raymond Bickson

Managing Director & CEO

Mr. Anil P. Goel

Executive Director - Finance

Mr. Abhijit Mukerji

Executive Director - Hotel Operations

Mr. Ajoy K. Misra

Sr. Vice President
Sales & Marketing

Mr. Prakash V. Shukla

Sr. Vice President Technology &
Chief Information Officer

Mr. H.N. Shrinivas

Sr. Vice President - Human Resources

Mr. Kanak Kothari

Vice President
Projects

Mr. Sanker Parameswaran

Vice President
Legal & Company Secretary

Mr. Veer Vijay Singh

Chief Operating Officer - Upper Upscale Hotels

Ms. Jyoti Narang

Chief Operating Officer - Luxury Division
Taj Hotels Resorts and Palaces

39
Fig.12.Tariff plan of TAJ Mumbai

40
3.3 HUMAN RESOURCE MANAGEMENT OF TAJ HOTEL

TAJ Hotel is one of the best and well known hotel in the world. It was incorporated in 1902 and
it opened its first hotel, the Taj Mahal palace and it opened its first hotel , the Taj Mahal palace
and tower, Mumbai in 1903. The company then undertook major expansion of The Mahal Palace
& Tower, Mumbai by constructing an adjacent tower.
Taj Hotel at Mumbai is one of the top class five star Hotel in the world. The number of rooms in
this hotel were increased from 225 to 565 rooms including 46 suites. 12 rooms are available with
a capacity ranging from 250 to 500 person in auditorium can be accomodated for cocktail
receptions. The Taj hotel can also provide space for art conference facilities for conferences
meeting and seminars meeting rooms and banquet hall include 20000 square feet area which is
spread through 8 rooms seating capacities for auditorium style ranges from 300 to 500 and 300 to
750 for big receptions.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

• To create and utilize an able and motivated workforce, to accomplish the basic
organization goals.
• To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization
• To attain an effective utilization of human resources in achievement of organizational
goals.
• To provide an opportunity for expression and voice in management.
• To provide fair acceptable and efficient leadership.
• To provide facilities and condition of work and creation of favourable atmosphere for
maintaining the stability of employment.

41
 TAJ HOTEL HUMAN RESOURCE MANAGEMENT(MUMBAI)

EXECUTIVES
ADMINISTRATION
OWNERS AND BOARD OF DIRECTORS

COLLECTION DEPARTMENT SECURITY CATERING HOUSE KEEPING

SECURITY Manager

CATERING MANAGER
IINTERNAL EXTERNAL

HEAD ASSISTANT HEAD CHEF WAITERS HOUSE KEEPING

CASHIER CASHIER MANGER
CONTROL ROOM
SECURITY GUARD
(AT EACH FLOOR) (AT ALL GATES) HOUSE KEEPING AT
(cctv cameras) EACH FLOOR

42
3.4 EXECUTIVE STAFF OF HOTEL TAJ

ADMINISTRATION

1) COLLECTION DEPARTMENT

Collection Department mainly consists of

 Head Cashier

 Assistant Cashier

SELECTION PROCEDURE
 Application Form

 Written Examination

 Preliminary Interview

2) TRAINING METHODS

3) PERFORMANCE APPRAISED ( PROMOTIONS AND SALARY)

HEAD CASHIER

1)SELECTION PROCEDURE
Heads and guides his assistant cashiers. The cash book, bills, vouchers and credit receipts and
verified and checked by him.
a) Application Form

b) Written Examination

43
2) TRAINING METHODS OR PROCESS
3) PERFORMANCE APPRAISAL ( PROMOTION)
4) SALARIES AND OTHER BENEFITS

2) SECURITY DEPARTMENT

Security department consists of a security manager which heads both indoor and outdoor
security. Indoor security consist of person and guards to keep an eye on indoor day to day
activities. The use of cctv cameras are more useful to them.
One control room at each floor is equipped with Computers, Laptop and other Machines to check
people movements with the help of CCTV cameras and most importantly they are also equipped
with fire alarm instrument and fire extinguisher is kept at different places at each floor. Similarly
security guards are employed outside the hotel and as well as in elevator outside security have to
be more alert on people coming from outside into hotel premises. They are specially equipped
with metal detectors and other equipments.

1) SELECTION PROCEDURE OF SECURITY GUARDS

Usually such security guards are hired from well request security agency.there is a contract
between Taj management and security agency and accordingly agreement is made. Best security
guards with special training are sent or deployed at Taj who keep records of guardswho are being
employed.So in such case only application form is filled up and other data of employees
(security guards) are obtained from their agency.

2) SALARIES AND TRAINING

44
Since there is an agreement between Taj and security agency.Lumpsum amount is directly paid
to the agency and payment of security guards are done by their agency and not Taj .Similarly
training is also given to them

3) COOKING DEPARTMENT

SPECIALITY
1) CATERING DEPARTMENT

Catering Department consist of Head chef, Chef , waiters and bartenders headed or supervised by
catering manager. since Taj is a well known five star hotels , it has best chef, cooks, waiters and
bartenders.

2) SELECTION

Selection is specially of catering department of taj where lots of foreigners and other VIP visit is
quite strict and difficult.
The process of selection is as follows.
 Application

 Examination

 Medical Examination

 Interviews and Final decision

 Training Methods

 Performance Appraisal

45
 4) HOUSE KEEPING DEPARTMENT

House keeping refers to housekeepers employees at each floor there job is to maintained
cleanliness and hygiene. They are headed by head of housekeeping at each floor.

1) Selection and training

House keepers are also hired from a particular house keeper agency so the contract or
agreement is made between Taj authority and their agency. So housekeepers are selected
and sent by their agency similarly training is also given by them only.

2) Salaries and other benefits

3.5 Extensive coverage of Training Programme at TAJ

At Taj the employees are there assests. They believe that every employee has the potential to
make a successful, long-term career within the company, upholding the true values that have
been the foundation for the phenomenal growth of the Taj Group. He or she is the very reason
for there survival.
Taj Management Training Programme (Operations/FoodProduction/Housekeeping):
This intensive management training programme prepares young people as thorough professionals
with the Taj Group of hotels.
Taj Hospitality Training Programme
The Taj hospitality training (THT) program has been designed to train the trainees to the level of
“Supervisor” in any of their operational departments. “Learning comes by doing”, based on this

46
principle the on-the-job training is build in as very important component of entire program.
Recruitment for this programme commences in all key hotels schools and graduate colleges in
the country in the months of October/November.
The THT program follows a systematic process including induction, theory classes, on-the-job
training, evaluation, appraisals and assessments.
Taj Management Training Programme
Each year, the Taj Group fortifies its operations functions with raw talent from the best hotel and
graduate schools in the country. The group offers the Taj Management Training Programme
(TMTP) management-training program comparable to an MBA in hospitality that moulds young
budding hotel professionals into future business managers. A typical career path could include
joining as a Taj Management Trainee and attaining the position of a general manager of a hotel
by lateral movements through various functions such as Human Resource, Sales, Food &
Beverage and Front Office.
An 18-month intensive management training programme that prepares for profit centre
management in the Taj Group.
• First 12 months, the Management trainee focuses on practical (On-the-Job training) and
theoretical exposure to the fundamentals in hoteliering.
• Next 6 months, the management trainee receives inputs that combine elements of
management including Management Development, Architectural Appreciation, Human
Resources, Materials Management and Accommodation.
6 months training as a Shadow Manager/Shadow Chef (mentorship by a senior
manager/mentoring chef).
The program provides educational exposure and development commensurate with an MBA in
hospitality. The management trainees are also expected to complete live projects during their
training period.
Food Production
The Taj Management Training Programme – Food Production is the premier hospitality
management-training programme for culinary education in the country. The TMTP-Food
Production Programme focuses on culinary skills and the managerial ability to run kitchen
operations. Recruitment for this programme commences in all key hotel schools in the country in
the months of October/November.

It includes:
• An 18-month intensive management-training programme, which prepares trainee for
Profit Centre Management in the Taj Group.
• 6 months training as a shadow manager/shadow chef (mentorship by a senior
manager/mentoring chef).
In order to sustain there position of strength in Food and Beverage, participants undergo
specialization in cuisines of the world. There is a special emphasis on creating chefs with
internationally acclaimed skills.
Housekeeping Executive Development Programme (HEDP)
HEDP is a one year intensive housekeeping training programme, which prepares trainee for a
career in housekeeping and accommodation in the Taj Group. Recruitment for this programme
commences in all key hotel schools in the country in the months of October/November.
Duing the first 6 months of the programme, the management trainees undergo technical training
in classroom accompanied by on-the job exposure. Inputs include interiors, finance, human

47
resources, architectural design, fabric and styling. The next 6 months include on-the-job training
in a Taj hotel as an understudy to a mentoring executive housekeeper.
This is an exclusive “Earn while you Learn” opportunity, offering attractive stipends to
programme participants.
• Stipend + benefits
• Subsidized accommodation during the training period.

3.6 AFTER EFFECTS OF RECESSION

 It led to reduction in salaries of employees especially of those whose salaries were more
than Rs 20000/-

 The salaries especially of head cashier and cashier were reduced by 15%

 Many cooks , chef were removed and limited persons were adversely affected.

 But in caseof security department no compromise was allowed to remove security guards
but their salaries were reduced.

EFFECT OF 26/11 TERRORIST ATTACK

48
 An unfortunate incident happened on 26th November 2008, when terrorists attacked
Hotel Taj, CST Station and other places. Many died and thousands wounded. Hostages
were held up at Taj and rescue operation took more than 3 days Hotel Taj suffered loss of
about 100 crores.

3.7 SAMPLE JOB DESCRIPTIONS AND JOB SPECIFICATION

FOR VARIOUS ROLES AT TAJ

Position Executive Chef

Work Location Across India
Date Posted Wednesday, February 21, 2007
Last Date of Application Friday, December 31, 2010

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Responsibilities

Job Purpose :
- To provide innovative and artistically superior, and cost efficient food and beverage products that
enhance the reputation of all the food outlets, at the same time meeting the established quality and
presentation standards.

Managerial
- Plan and Budget the food costs for all the F & B outlets
- Create a work environment that is high in employee morale and provides constant learning &
development and use the feedback from Employee Satisfaction Survey to draw an action plan.
- Develop systems and procedures that achieve higher cost efficiency and guest satisfaction.
- Recruitment and Performance Appraisal/ Management of the staff in the department.
- Develop & Implement the annual plan using the Tata Business Excellence Model framework,
linking the department’s objectives to the unit’s
overall strategy.

Operational
- Establish quality and quantity standards of food preparation & presentation.
- Develop and Standardize new recipes in order to add variety to the F & B outlets.
- Devise methods for optimal use of raw materials & fuel and maintain the budgeted food cost.
- Ensure availability of stock and raw materials through proper planning and co-ordination with the
Purchase department.
- Monitor adherence to Safety, Hygiene and Cleanliness standards.
- Work in association with the F & B Manager in the area of Promotions, Food Festivals, Menu
planning & Pricing.
- Work closely with the Purchase Manager for developing Standard Purchase Specifications, Vendor
Development & Evaluation etc.
- Co-ordinate with the Chief Engineer for Preventive Maintenance, Procurement of new equipment,
Energy consumption etc.
- Ensure through regular monitoring of guest feedback, prompt, efficient and accurate service to all
guests along with the best quality products.
- Staff and Schedule staff in order to optimize manpower.
- Review the monthly business reports and develop a work plan.

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 - Develop departmental trainers in association with the training department & oversee all the training
activities within the department.
- Address any grievance and counseling issues among the department staff.
- Stay informed about the new developments in the world of cuisine, cooking techniques, kitchen
equipment etc.
- Identify key communities, plan various initiatives and co-ordinate the support activities.
Requirements

Education :
- Diploma in Hotel Management
- Apprenticeship and specialized training from a culinary institute

Experience:
- Progression through various positions in the food production department, handling various satellite
kitchens and a minimum of 5 years experience in managing satellite kitchens/main kitchen
- Handling production for banquets and outdoor catering.
- Implementing new F&B concepts, in the form of themes in specialty restaurants, coffee shops etc.
- Pre-opening of restaurants
- Exposure to international F & B production

Knowledge/Skills :
- Thorough knowledge of different cuisines, cooking styles, hygiene & safety standards.
- Knowledge of various aspects of food and nutrition, calorie values etc.
- Techniques in quantity food production and dispensing
- Inventory management & Budgeting
- Working knowledge of MS Office
- Food Costing and Menu pricing techniques
- Kitchen Planning & Design

_____________________________________________________________________________

Position Executive Housekeeper

Work Location Across India
Date Posted Wednesday, February 21, 2007
Last Date of
Friday, December 31, 2010
Application

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Responsibilities

Job Purpose :
- To lead the Housekeeping department, in order to achieve and maintain the highest standards in
cleanliness, hygiene, and comfort. Achieve total guest satisfaction by providing service, which is the
best in class, and maximize organizational profitability through effective utilization of all resources.

Managerial:
- Plan and Budget the revenues and costs for the Housekeeping department.
- Create a work environment that is high in employee morale and provides constant learning &
development and use the feedback from Employee Satisfaction Survey to draw an action plan.
- Develop systems and procedures that achieve higher cost efficiency and guest satisfaction.
- Recruitment and Performance Appraisal/ Management of the staff in the department.
- Develop & Implement the annual plan using the Tata Business Excellence Model framework,
linking the department’s objectives to the unit’s
overall strategy.

Operational:
- Supervise and direct the daily activities of all Housekeeping staff and are responsible for the
efficient and smooth operation of the department.
- Lay down service standards regarding cleanliness, amenities and maintenance in rooms and public
areas and ensure adherence to these.
- Efficiently manage the inventory of supplies, linen and equipment
- Monitor and control consumption of guest and cleaning supplies, devise methods for optimal usage
of cleaning supplies
- Ensure through regular monitoring of guest feedback, prompt, efficient and accurate service to all
guests.
- Plan and implement preventive maintenance and cleaning schedules for rooms and public areas.
- Monitor productivity standards and Schedule staff in order to optimize manpower.
- Review the monthly business/occupancy reports and develop a work plan.
- Ensure that all the operational standard procedures/guidelines set for all the
processes/activities/situations are followed (Key Control, Lost & Found etc).
- Co-ordinate with the Front Office on releasing of rooms and special guest requests.
- Co-ordinate with the Chief Engineer in the area of repair & maintenance, refurbishment, renovation
etc.

52
- Develop departmental trainers in association with the training department & oversee all the training
activities within the department.
- Address any grievance and counseling issues among the department staff.
- Stay informed about of industry innovations in cleaning techniques, preventive maintenance and
cleaning product technology.
- Identify key communities, plan various initiatives and co-ordinate the support activities.

Requirements

Education :
- Graduate/Diploma in Hotel Management

Experience:
- Progression through various positions in the housekeeping department, and a minimum of 3 years
experience in handling housekeeping operations.
- Experience in refurbishment & renovation of rooms, lobby and F & B outlets

Knowledge/Skills:
- Thorough knowledge of modern housekeeping techniques and the latest in cleaning technology,
hygiene & safety standards.
- Knowledge of various chemicals and cleaning equipments
- Inventory management & Budgeting
- Working knowledge of MS Office
- Knowledge of textiles, fabrics and interior design
- Knowledge of floriculture, horticulture and landscaping

Position Front Office Manager

Work Location Across India
Date Posted Tuesday, September 02, 2008
Last Date of
Friday, December 31, 2010
Application

53
Responsibilities
Forecast trends in occupancy, budget for room sales, average rate and other revenue.
Develop and implement strategies to achieve a larger market share and attract new segments.
Create a work environment that is high in employee morale and provides constant learning &
development and use the feedback from ESS to draw an action plan.
Develop systems and procedures that achieve higher cost efficiency and guest satisfaction.
Recruitment and Performance Appraisal/ Management of the staff in the department.
Develop & Implement the annual plan using the TBEM framework, linking the department’s
objectives to the unit’s overall strategy.
Develop and implement strategies for optimization of sale of rooms inventory and maximization of
Average room rate.
Monitor daily performance and manage revenue through revenue and yield management techniques.
Ensure through regular monitoring of GSTS and constant guest feedback, prompt, efficient and
accurate service to all guests.
Manage the Guest History System and effectively use the guest profiles
Review the monthly business reports and analyze market and occupancy trends
Monitor the business of competition hotels in terms of new accounts and rates.
Ensure that all the operational standards set for all the equipments & processes are followed.
Work in association with the Exec Housekeeper for effective rooms management.
Work closely with the Sales and Marketing department in the area of promotions, special packages,
corporate discounts, new accounts etc.
Develop departmental trainers in association with the training department & oversee all the training
activities within the department.
Maintain regular contacts with corporate and individual customers, and build strong relationships
with them.
Stay informed about local, national and international best practices/trends in accommodations
management.
Identify key communities, plan various initiatives and co-ordinate the support activities.

Requirements
Thorough knowledge of Accommodation management, Revenue management, GDS and other
reservation systems.
Basics of Accounting and Financial Management
Working knowledge of MS Office, Micros and Fidelio (or any other property/ point of sale systems)
Room Pricing & Selling techniques
Graduate/Diploma in Hotel Management
Progression through various positions Front Office in various sections
Handling reservations and group bookings
Implementing various systems in the Front Office operations

Position HR Manager
Work Location Across India
Date Posted Wednesday, February 21, 2007
Last Date of
Friday, December 31, 2010
Application

54
Responsibilities

Job Purpose :
To align & drive the Human resources function along with the business objectives / goals and
provide a competitive & sustainable HR framework for the unit. To develop people capabilities in the
unit by selecting, retaining, & compensating the best talent in the unit. To build a learning
organization culture & to foster a healthy climate for career enhancements & employee aspirations in
the unit.

Managerial
- Develop & integrate unit HR strategies within the framework of Corporate HR strategies.
- Support departments in developing leadership capabilities within the Tata Business Excellence
Model framework.
- Act as change catalyst in the cultural transformation of the unit.
- Create a proactive, fair & firm Industrial relations culture.
- Implement and sustain the Tata code of conduct & Value systems.
- Monitor & coordinate with Corp HR for career & succession planning.
- Monitor HR scorecard in order to align & assess the HR deliverables in relation to the business
objectives.
- Provide inputs to Corp HR for developing State of the Art HR systems & practices to build
organizational mindset, capability, & competitive advantage.
- Identify & develop key communities & plan their support.
- Drive internal communication channels.
- Maintain excellent liaison & relationship with local government bodies, union leadership &
industry associations.
- Reinforce learning & development initiatives in the unit through supporting individual & team
development, career development, training, & experience based learning.

Operational:
- Interact with the GM & HODs on a daily basis in areas of manpower planning, people
development, industrial relations, & provide appropriate support to the Operational departments.
- Implement Employee Satisfaction surveys & ensure the results are communicated & follow up on
the action plans.
- Implement the Performance management system & align to the Balance Scorecard.
- Rationalize manpower utilization & carryout appropriate rightsizing activities.

55
- Implement appropriate Reward & Recognition program for employees linked to Customer delight.
- Ensure compliance of all statutory & non statutory HR aspects for fulfillment of corporate
governance.
- Coordinating consulting studies related to HR function.
- Work on various corporate assignments as directed by Sr.VP-HR.

Requirements

Education
- Professional qualification like MBA or PGDM in HR from premier institute.

Experience:
- Atleast 5 years experience in HR profession in service/diverse industries.

Knowledge/Skills
- Thorough knowledge of modern HR tools & techniques
- Excellent communication skills
- Excellent people management skills.
- High degree of computer literacy.
- Knowledge on the statutory laws related to HR.

56
 MARRIOTT

4.1 HR PRACTICES AT MARRIOTT

57
Apart from providing a competitive pay package, Marriott strived to give its employees
a good work life. The company gave equal importance to non-monetary factors such
as work-life balance, good leadership, better growth opportunities, a friendly work
environment and training.

Employees stayed longer with Marriott as they were happy with these non-monetary
factors and thought them more important.

Marriott's culture and guiding principles had a significant influence on the company's
HR practices including manpower planning, recruitment and selection; training and
development, employee retention and welfare initiatives and grievance redress.

4.2 Manpower Planning, Recruitment and Selection

Marriott attached a lot of importance to manpower planning. It started right from entry
level and went through to higher positions. Every unit of Marriott (division or department)
prepared its expansion plans over the next couple of years, and, in the process, decided
on the number of entry level and managerial employees required for the expansion.

Details on the number of new units planned in the given time frame (two to five years),
a rough picture of the likely organization structure, the time required to develop
employees who could take managerial positions, current availability of employees
within Marriott and the necessity to recruit externally - all these were determined
during the planning process...

4.3 SELECTION PROCESS

Marriott is an equal opportunity employer committed to hiring a workforce as diverse

58
and high-performing as the customers we serve.

The selection process is designed to allow us to get to know each other better.

The selection process has four steps:

1) Exploring Possibilities

2) Application and Assessment :

The second step in the selection process is to apply for the position online
and, if required, take an online assessment designed to evaluate your
skills for the position to which you are applying.
• For non-management candidates, an online application is to be completed and
• if one meets the minimum requirements for the position, he may be asked to
• take an online assessment. The assessment must be completed by the candidate
• applying for that position.
• For management candidates, a complete online application is to be filled, and then
• will receive communication from one of our team members. If invited to continue
• in the process, the next step may be an online assessment or a screening interview
• with a recruiter. The assessment must be completed by the candidate applying
• for that position.

3) Interview : The third step in the selection process is to participate in interviews

The specific number and type of interviews vary from position to position..

4) Offer : The last step in the selection process is to receive an offer to work for
Marriott. If you receive an offer, you will be contacted by the location offering
you a position. They will provide you with the details of the offer,
ask you to complete some pre-hire paperwork and activities, and confirm
your start date. Note that as part of your pre-hire requirements you may be
59
 asked to participate in a drug test and background and reference
check processes.

As a business, we have now started to get a reputation for the internal recruitm
work we do. Instead of putting heavy expenditure forward for external training,
we work each recruit through the ranks with the help of management staff we a
have– doing it this way means the cost savings can be huge, and the quality of s
great," Ruck says.

"None of the graduates are in a low position for very long – in the first year they
all work their way up into a supervisory role and ideally a management role, eve
is just a junior manager. How fast they do that depends largely on the individua
Once graduates have made it through the door, they then have access to the fa
training that includes three residential workshops lead by Ruck and a profession
trainer looking at effectiveness and leadership development. They also receive t
own Marriott manager as a mentor who will guide them through the ranks as w
as access to Q&A panels with regional business leaders, graduate events with p
and a live business project. The project is their initiation to Marriott and must m
needs identified by the Marriott management team.

4.4 TRAINING AND DEVELOPMENT

"Training at Marriott is the essential tool, which drives our company’s success,”
said Marriott International Europe Training Director Sergio Snyder.
“Over the years, Marriott has always kept training on top of the agenda, and we
have always focused on the training and development of our
biggest asset: our people.”………

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Once the right candidates were recruited, it was important to get them accustomed
to the company's unique work environment. Training and development played a key
role here. These programs varied between frontline employees and managerial personnel.
Over time, training programs evolved from classroom- based teaching to interactive
multimedia training. Fresh recruits went through an eight-hour initial training session,
during which they were given an overview of Marriott and their individual roles.

“Orientation in the Beginning” and “Genuine Care Basics” as well as professional courses,
personal development courses, work health and safety courses and leadership courses are imparted
as training modules for its employees.

MARRIOTT HOTEL has a unique HOTEL EXCELLENCE

Training program for its employees. This training Program is conducted for different
roles seperately. For eg :

Hotel Excellence! (HE!) Training Program for Travel Agents!

This comprehensive and interactive program addresses the training needs of travel
agents at every level.
≈ Better understand the complex hotel industry
≈ Learn useful new sales strategies
≈ Get an insider's knowledge of Marriott’s family of brands and products worldwide
≈ Maximize success in selling hotels

4.5 EMPLOYEE RETENTION AND WELFARE INITIATIVES

61
Retaining employees in the hospitality industry was vital as the cost of recruiting
and training new employees was very high. Marriott operated in an industry
where every day counted and weekends and holidays generated more business
than weekdays.

Customer service had to be provided on a 24/7/365 basis. The implication was

that employees had to go through a hectic work schedule; an average work week
lasted more than 50 hours. With the increasing work load due to rising customers
in the late-1990s, several key managers at Marriott left.

The aim was to assist Marriott's managers in balancing their professional and
personal lives, without negatively affecting customer service or the company's
financials...

GRIEVIANCE REDRESSAL SYSTEM

By the mid-1990s, Marriott had a comprehensive complaint resolution system in

place, known as the Guarantee of Fair Treatment (GFT), to ensure that employee
grievances were addressed.
Under GFT, complaints passed through successive stages in Marriott's hierarchy,
starting with the immediate superior, depending on whether or not the said
employee was happy with the redress response given at each stage.

However, given the decentralized nature of Marriott's operations, and with

managers handling several tasks, resolution of complaints through GFT did not
quite produce the desired results.

BENEFITS REAPED

Marriott’s efforts over the decades to develop an employee friendly work place
earned it widespread recognition in the hospitality industry. The awards it
received for the “ Best Place to Work” were testimony. The company reaped
benefits like higher employee satisfaction and less turnover. Employee
Satisfaction could be gauged from the 2003 Associate Opinion Survey, in which
90% of employees surveyed expressed great pride in working for Marriott

4.6 Positions in Marriott Hotel vary from location to location.

Positions
Property Based – Serving guests, Operations of the property
62
Corporate and Regional Positions – Strategy , support of brand, company initiatives
for customer experience.

CORE DEPARTMENTS OF HOTEL MARRIOTT

Accounting and Finance

Job Profiles : Corporate Finance, Treasury, Investor Relations, Tax, Risk
Management, Financial alysis, Internal Audit, Asset Management, accounting analysis,
Analysis and Reporting

Administrative and Support

Supporting day to day operations of a property
Providing guest support in a particular department

Architecture and Construction

Job Profiles : Interior Designing, Engineers, Construction Managers

Culinary
Job Profiles : Chef, Culinary Roles – Pastry Manager, Garden Manager,
Banquet head, Wine Sommeliers.

Engineering and Facilities Management

Job Profiles : Engineers, Facility Managers, Carpentry, Landscaping

Food and Beverage

Job Profiles : Restaurant Managers, Bar Managers, Food and Beverage supervisors,
Bartenders and Bar backs.

Human resources
Job Profiles : Talent Acquisition, leadership Development, Reward system and
Organizational Design.

BIBLIOGRAPHY
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• http://impact-in.jobstreet.com/jobs/jobs.asp?eid=14211548&ddt=1

• http://en.wikipedia.org/wiki/Hotel_industry

• http://impact-in.jobstreet.com/jobs/jobs.asp?eid=14211548&ddt=1

• http://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-Strategies-a

• http://www.marriott.com/careers/default.mi

• http://www.tajhotels.com/

• https://mail.google.com/mail/?ui=2&ik=9b22356f68&view=gvatt&th=12aacdf858a9cdb3&attid=0.2&disp=a
officedocument.wordprocessingml.document&zw

• http://www.slideshare.net/search/slideshow?type=presentations&q=hr+in+hotel+industry
&searchfrom=basic

• http://hrmba.blogspot.com/

• http://www.docstoc.com/docs/24775090/HR_practices_in_hotel_industry

• http://www.reportlinker.com/p0151450/Global-Hotels-Industry-Outlook-to-Marketing-and-Sales-Strat
Recovery.html)

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