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DISSERTATION REPORT
ON
A STUDY ON ATTRITION IN HOSPITALITY INDUSTRY
DECLARATION
I hereby declare that dissertation report entitled A STUDY ON ATTRITION IN HOSPIT
ALITY INDUSTRY written and submitted by me under the guidance of Miss Shweta Chau
han, faculty management, U.I.M, Dehradun, is my original work.
The empirical findings are based on data collected by myself. While preparing th
e report I have not copied from any source or other projects submitted for simil
ar purpose.
Date: (TULIKA)
Roll No.
:
Place: MBA 2010
-2012
ACKNOWLEDGEMENT
If words are considered as a symbol of approval and tokens of appreciation then
let the words play the heralding role of expressing my gratitude. It is a moment
of pleasure for me to acknowledge the help and support for those people who mad
e me able to present this dissertation report for evaluation as the partial fulf
illment of Master Of Business Administration.
I take this opportunity to thank and show gratefulness to my guide MS. SHWETA CH
AUHAN (Faculty, Management), Uttaranchal Institute Of Management, Dehradun for h
er precious guidance and mentoring but for which my training here would not been
so rewarding and fruitful.
At last it is my duty to record my heartiest gratitude to my parents and
my family who taught first lesson of life and inspired me to face the hardships
of life. At last, I would like to thank all my U.I.M.a friends for their faith a
nd support.
TULIKA
Contents
1. Introduction
2. Objective Of Study
3. Literature review
4. Research Methodology
Sample size
Method of sampling
Area of work
Parameters of study
Method of data collection
Tools
Findings
Recommendations
5. Conclusion
6. Bibliography
7. Questionnaire
INTRODUCTION:
INTRODUCTION TO THE HOTEL INDUSTRY
According to the British laws a hotel is a place where a bonafied traveler can rec
eive food and shelter provided he is in a position to for it and is in a fit con
dition toreceive.Hotels have a very long history, but not as we know today, way
back in the 6TheCentury BC when the first inn in and around the city of London b
egan to develop. The first catered to travelers and provided them with a mere ro
of to stay under. This condition of the inns prevailed for a long time, until th
e industrial revolution in England, which brought about new ideas and progress i
n the business at inn keeping. The invention of the steam engine made traveling
even more prominent. Which had to more and more people traveling not only for bu
siness but also for leisure reasons? This lead to the actual development of the
hotel industry as we know it today. Hotel today not only cater to the basic need
s of the guest like food and shelter provide much more than that, like personal
ized services etc. Hotels today are a Home away from home.
Hotel industry in India has been an important industry to the Indian Economy. It
is one of the largest foreign exchange earners, to the country and also one of
the largest employers, both directly and indirectly.
The hotel industry in India can be divided into eight segments based on the norm
s set by the Ministry of Tourism. They are 5-Star Deluxe, 5-Star, 4-Star, 3-Star
, 2-Star, 1-Star, Heritage and Unclassified. However, the 3-star, 2-star, 1star
and unclassified hotels in India are spread across the length and breadth of the
country and are highly fragmented in nature, whereas, the upscale, mid-market a
nd heritage categories are highly organized. The upscale category hotels are pri
marily present in the metros and the tier 1 cities and are now targeting the tie
r 2 cities for expansion.
The industry is characterized significantly by small unorganized players, labor-
intensive operations, seasonality, cyclicality, highly capital intensive nature
and highly sensitive to the external factors like economy, terrorism and politic
al status.The demand for the hotel rooms is driven by the rise in the number of
the domestic and well as the foreign tourists. The demand for the foreign touris
ts is driven by the level of growth in Global GDP, increased business activities
of other nations with India, growing number of tourist destinations, rise in tr
ade and sporting events, marketing efforts like AtithiDevoBhava & Incredible India.
Domestic tourist arrivals are the backbone of Indian Hotel Industry as the numbe
r of domestic tourists is more than 100 times as compared to foreign tourists. D
omestic tourists are of 2 types, leisure travelers and business travelers. Growt
h in leisure travelers is driven by rising personal discretionary income, evolvi
ng lifestyle, and growing number of multi earner families, weekend vacation cult
ure, and improvement in rail, air as well as road connectivity, diverse topograp
hy and rich cultural heritage. Drivers of domestic business traveling are rise i
n trade and commerce, increasing geographical spread of companies, growing MICE
culture.
In the upscale category, global majors in the hospitality industry like IBIS, We
stin, Novatel, Ritz-Carlton, Sofitel, Pullman, Ista, Aloft, Dusit D2, Shangri la
are planning to enter India or expand their existing operations.
Players like Lemon Tree, IBIS, Park, Sarovar and Ginger have identified that the
re is dearth of quality rooms in the mid-market segment across the country, espe
cially in the tier 1 and tier 2 cities. Approximately, 55 per cent of the upcomi
ng inventory is expected to be in the mid-market and economy segment. Entry of s
uch organized players is expected to improve the quality of offerings and bridge
the wide gap between mid-market and upscale category.
CARE Research has identified ten major cities for study of Hotel Industry in Ind
ia. These cities represent a healthy mix of business and leisure destinations wi
th varied topography and culture. These ten locations are expected to see a surg
e in room inventory. Overall, CARE Research expects about 27,000-28,000 rooms to
be added in the upscale category in the ten cities up to CY15. CARE Research be
lieves that the performance of the industry in the medium term will be a mixed r
esult, with some cities showing a robust growth, whereas some cities will suffer
due to the huge supply influx.
LITERATURE REVIEW
As cited b y Taylor, since the late 1990s, the overall national figur
e reported by theca and CBI surveys has been between 15 and 20 perc
ent, which is quite high by historical standards reflecting strong econ
omic conditions and the presence of tightlabour mark ets. By contrast, in
the early 1990s recessionary y conditions led to national turnover rates of
only 10 percent. The more opportunity people have to move ,As cited by
Taylor (1 998), aside from the costs directly associated with the resig
nation, there are further good reasons for employers to minimize the n
umbers of employees leaving
Taylor (1998) argues that some writers have emphasized the potentially
positive effects of a continuous transfusion of fresh blood into the
organization.
The ratio of the number of workers that had to be replaced in a given time perio
d tothe average number of workers is the staff turnover or employee turnover (Ta
ylor, 2008). It is gaining or losing employees at a particular rate measured. It
is measuredor individual companies and for their industry as a whole. If an emp
loyyear is said to have a high employee turnover relative to its competitors, it
means that employees ofHat Companyhave a shorter average tenure than those of o
ther companies in the same industry. Employee turnover is not good for the orgen
erations. High r ate of turnover ay lead to decrease in productivity, service de
livery and spread of organisationsinformation or knowledge (naukrihub.com, 2010).
There could be many reasons for employee turnover, while some depart involuntari
ly as a result of dismissal, redundancy or forced retirement, the vast majority
resign of their own volition some to take up new jobs, others to take a permanen
t ortemporary break from participation in the workforce, some to start new busin
esses of their own (Taylor, 1998). As per Taylor (1998) there ar e two types of
employee turnover voluntary and involuntary turnover. Taylor broadly defines tha
t voluntary release or turnover includes all resignations not formally initiated
by the employer.
On the other hand involuntary release could be initiated by the employer. Taylor
argues that voluntary release are avoidable and co ntrollable which includes em
ployees who quit primarily because of dissatisfaction with some aspect of their
job or theorganisation whereas involuntary are un avoidable that would have occu
rredanyway and uncontrollable reasons make that happen such as resignation by an
employee because of ill health, relocation of spouses, etc.
Few reasons of voluntary release may be (naukrihub.com, 2010):
Compensation package d ifferencesJob and employee skill mismatch: the job
may be less or more challenging according to the employee
Inferior facilities, tools, etc.
Less reco gnition
Less or no appreciation for work done
Less growth opportunities
Poor training
Poor supervision
Less work and life balance practices
Employers, the more likely they are to do so. As per Taylor man y belie
ve high turnover results in skills shortages and according to this the
ory skills shortages constrain productivity, which leads to lower output
and higher unemployed t. Thus, changes in the labour market create ups and do
wns of the economic cycle.
Prior research has offered mixed conclusions based on both theoretical
and empirical analysis and according g to previous research that turnove
r has negative effects on operating performance due to disruption of e
xisting routines. Others have suggested that firms may benefit from the
innovative thinking or increased motivation that networkers bring to the
job (scribd.com, 2010). There is no set level ofemployee turnover that dete
rmines at what point turnover starts to have a n negativeimpact on anOrganizatio
ns performance. Ever thing depends on the type of labour markets in whic
h you compete. Where it is relatively easy to find and train new em
ployees quickly and at relatively little cost (that is where the labou
r market is loose), it is possible to sustain high quality levels of
service provision despite having a high turnover rate (cipd.co.uk, 2010).
By contrast, where skills are relatively scarce, where recruitment is cost
ly or where it takes several weeks to fill a vacancy, turnover is li
kely to be problematic for the organization. This is especially true of s
ituations inwhich you are losing staff to direct competitors or where
customers have developed relationships with individual employees.
This means some employee turnover positively benefits organizations. This happ
ens when a poor performer is replaced b y a more productive employee, and
can happen when a senior retirement allows the promotion or acquisition of
welcome fresh blood . A functionalturnover (that is, beneficial) serves to
promote innovative ideas and methods and canthus renew a stagn ating o
rganization. Modern ate levels of staff turnover can also help to reduce
staff costs in organizations where business levels are unpredictable m
onth on month. When business is slack it is straightforward to hold o
ff filling recently created vacancies for some weeks ( cipd.co.uk, 20 10).
Resignation from a valuable employee could be more damaging when theye
y move onto Work for competitors. . These include productivity losses,
impaired quality of service, lost business opportunities, an increased
administrative burden and employee demoralization. Thus, it is safe to
conclude that, for mostorganizations, turnover in ex cess of 5-10 perc
ent has more negative than positive consequences.
Employee retention is a process in which the employees are encouraged
to remain with the organization for the maximum period of time or un
til the completion of the project. Employee retention is beneficial for the
organization as wellas the employee.
Employees today are different. They have got good opportunities in hand because
of the wide market. As soon as they feel dissatisfied with the current
employer or the job, they switch over to the next job (Taylor, 1998
). It is the responsibility of the employer to retain their best employees
. If they dont, they would be left with no good employees. A good employer should
know how to attract and retain its employees. Its not only the cost incurre
d by a company th at emphasizes the need of retaining employees but
also the need to retain talented employees from getting poached. The pr
ocess of employee retention will benefit an organization in the following ways(n
uakrihub.com, 2010): The purpose of the literature review, to takee a broader pe
rspective, is to remove the need to rediscover knowledge that has alr
eady been reported (Fisher, 2007). The literature review helps researche
r to build upon the work that has already been done in the field, r
esearcher is researching. According to Saunders, Lewis and Thorn hill (2
009), reviewing the literature critically provides the foundation on which
the research is built. Its main purpose is to help the researcher to develop
a good understanding and Insight into relevant previous research and the trends
that have emerged.
Improving employee retention
The first two steps to take when developingan employee retentionstrategy are tof
ind out:
Why employees in hard to recruit groups are leaving?
What employee turnover among these groups is costing an organization?
Data from exit interviews can be used to develop a coasted retention
strategy that focuses on particular causes of turnover in a particular organiz
ation. Following are the elements which play a positive role in improving retent
ion (cipd.co.uk, 201 0):
Job previews:
A realistic job preview should be given to the prospective
Employees at the recruitment stage. One should not raise employees
Expectations so that it effects later. Advances in technology present employher
ewith increasing opportunities to familiarize potential candidates with
theorganisation before they accept a position.
Line managers accountable:
Line managers should be made accountable for staff turnover in their teams. Rewa
rd managers with a good record for keeping peopleby including the subject in app
raisals. Line managers should be trained
in people management and development skills before being appointed or
Promoted. Re-training opportunities should be offered to existing manager
Who have a high level el of turnover in their team?
Career development and progression:
Organizations should try y to maximize opportunities for individual employe
es to develop their skills and move on in their careers. Where promotion
s are not feasible, a company can look for sideways moves that vary exper
ience and can make the work more interesting.
Consult employees:
Employees should be given enough chance to voice through consultative bodi
es, regular appraisals, attitude surveys and grievancesystems. This will
provide dissatisfied employees with a number ofchanisms to sort out pr
oblems before resigning. Where there is no opportunity to voice dissatisfacti
on, resigning is the only option.
Be flexible:
Wherever possible an employees working hours preferences
Should be taken care of. Where people are forced to work hours that do
not suit their domestic responsibilities they will invariably be lookin
g for r another job which can offer such hours.
Avoid the development of a culture of presenters:
Where people feel obliged to work longer hours than are necessary simp
ly to impress management. Evaluation of individual commitment should bebased
onresults achieved and not on hours put in.
Job security:
Organizations should provide asmuch job security as possible.
Employees who are mad e to feel that their jobs are precarious may put a
great deal of effort in to impress, but they are also likely to be
looking for more secure employment at the same time. Security and stabilit
y are greatly valued by most employees.
Treat people fairly:
Discrimination against employees should be avoided. A
perception o f unfairness, whatever the reality when seen from a manage
ment point of view, is a major cause of voluntary resignations. While
the overall level of pay is unlikely to play a major role unless it i
s way below the market rate, perceived unfairness in the distribution of rewa
rds is very likely to lead to resignations.
Defend your organization:
Organizations should defend themselves against enetration by headhunters
and others seeking to poach your staff. Keep internal e-mail addresses
confidential, refuse to do business with agents who aver poached your
staff, and enter into pacts with other employers not to each one anoth
er s staff.
EXCUTIVE SUMMARY
ITC Maurya, New Delhi
ITC Maurya, a premier 5 star hotel in Delhi is named after the famous Mauryan dyna
sty which gave Indian history its golden age where art, culture and architecture
flourished. This luxury hotel in Delhi has 440 rooms, including 29 uniquely-desi
gned suites, are available in a bouquet of room categories, from the Executive C
lub which pioneers a tradition in corporate hospitality to the Towers eight luxur
ious floors of elegance and tranquility. The Mauryan Chamber combines the best o
f opulence, space, and service standards and the ITC one PURE rooms our premium
room category offers an allergy friendly environment with magnificent decor, imp
eccable service, and the latest in modern conveniences and amenities. Behind the
lavishness is a crisp efficiency and a deep understanding of the needs of the g
lobal traveler.
Accommodation
Luxury, space and service opened with warm courtesy and a smile that captures th
e
Essence of India.
The hotel has 440 rooms, including beautifully designed suites. The divergent ro
om
Categories are all designed to meet the needs of our various guests and include:
Executive Club Rooms (288 sq. ft.) - Elegant rooms with contemporary
In-rooms facilities.
The Towers (330 sqft) - Exclusive wing with a separate check in/check out
Desk. These rooms have their own Towers club, library bar and private
Boardrooms.
Eva Rooms (330 sqft) - These rooms which are located in the Towers annexe
Are exclusively designed with special amenities and women butlers to meet
the needs of the single lady traveler.
Mauryan Chambers (575 sqft) - These spacious rooms include an ante
Room, a sitting entertainment area, plush bathing space providing the best
Combination of luxury, space and service.
ITC One PURE Rooms (440 sqft) - Situated in an exclusive wing with a
Separate check in/check out desk, these rooms over state-of-the-art in-room
Facilities, exclusive lounge, personal butler and other services that anticipate
The guests every need. With a private den, leather recliner, a mini bar and an
o_ce alcove, these are the _rst hotel rooms in India to be PURE. They have
Been specially pureed using a six-step process to make them allergy
Friendly.
Deluxe & Luxury Suites (485 sq. to 640 sq.) - Beautifully designed with
a harmonious balance between the classic and the modern, these sprawling
Suites de_ne grandeur and luxury.
Presidential Suites (1022 sq.ft.) - The exclusive Presidential Suites are
Synonymous with opulence, luxury, comfort and style and are equipped
With state-of-the-art business and security features. These are your own
Private apartments with a dining room, spacious bathrooms and opulent
DIVISION OF DEPARTMENT IN THE PALACE
The departments are classified into two broad categories:
Operational
Palace service - Name given to butler service, as itcmaurya is a palace he prope
rly
Food and Beverage (Production)- The kitchen and bakery section
Food and Beverage (Service)- In charge of the sale and service of food and bever
age in the hotel
Housekeeping-Responsible for the cleanliness, maintenance & aesthetic up keep of
the hotel
NON-OPERATIONAL
Human-resource- In charge of employee development & manpower recruitment
Finance and accounts- Take acre og the balancing and auditing of the managers an
d employees work
MAINTANANCE-Ensure smooth functioning of all kinds of equipment and appliances.
Sales and Marketing- Building public relation and maintain customer relationship
Security-Ensure security in the palace.
Attrition
Attrition is one of the most serious concern of the organizationtoday, irrespect
ive of the industry in which they are operating attrition is all about people us
ing organization with the highest promotion and using no uspect and commitment t
o the coh they rampancy in which they are walking.
Attrition Rate
The term attrition rate can be defined as "A reduction in the number of employ
ees through retirement, resignation or death." It denotes the percentage change
in the labour force of an organization. High percentage of labour turnover is no
t desirable for the organization because new workers are engaged in place of the
workers who left the organization
According to HUMAN RESOURCE DICTIONARY" in training the percentage of employee t
rainees dropped from training as a result of their failure to make progress or a
chieve desired result" is known as attrition rate.
Generally one to notice the following types of attrition in any organization-
Fresher attrition - the member of fresher who leaves the concern within a year .
It tells how many are using the company as a springboard.
Infant Mortality-percentage of people who leaves the concern within one year .Th
is indicates the case with which people adapt to the company.
Critical resource attrition- This is key man exit
Low performance attrition- Those who leaves due to poor performance.
A graded system can probably predictthe true picture of an organization as the m
anpower is distributes among different department, where similar tasks are group
ed together which makes easier for the observer to the lapses.
Why Attrition Happens:
Attrition happens in two ways, one is because of employer and other is because o
f employee
1. Higher pay
2. Work timings
3. Career Growth
4. Higher education
1. Workplace / Environmental Influences:
Working hours and toughness of work will play major role in employee satisfactio
n. Employee will see for other opportunities if working hours wont suitable to sp
end for his personal life and family.
2. Training:
Besides the induction and project training, not much investment has been done to
evolve a "continuous training program" for the agents. Motivational training is
still to evolve in this industry
3. Vague Vision & Values:
Senior management must articulate a clear and compelling vision for the organiza
tion in order for it to succeed. People join and stay with companies where they
feel their job is important to organizations growth.
9. FUN IS MUST.
Celebrate successes and recognize when milestones are reached. Buffet lunches,bi
rthdayparties, employee picnics and creative contests will help remind people wh
y anorganization is a great place to work. The companies organizes cultural prog
ram as and when possible but most of thetimes, once in a quarter, in which all t
he employees are given an opportunity to display theirtalents in dramatics, sing
ing, acting, dancing and sports programs such as Cricket,football etc Fun elemen
ts at work like Parties, bashes, outings, picnics at Aztec Software & Technology
Services Ltd and De-motivation to work on holidays by Phillips India are few goo
dIllustrations
10. MISSION STATEMENT FOR EACH FUNCTIONAL AREA.
Everyone wants to feel that they are working toward a meaningful, worthwhile goa
l.Workwith your human capital to develop a departmental mission statement aligne
d withcompanys vision, Make sure employees understand how their contribution isim
portant.A place where people work with a smile on their faces and dreams in thei
r eyesA place where your views can be freely voiced and are received with an ope
n mind place where you know whenever you need help, there is a family of 2000 me
mberswaiting to help you out
11. ASSIGNMENTS FOR JOB ENRICHMENT:
Identify your employees talents and then encourage them to stretch their abilit
ies into new areas. You have to have a great mentor or mentors. A variety of cha
llengingassignments helps keep the organization stimulating. Lay emphasis on str
etch Key Result Areas. Employees today want more than just a job. They want to c
ontribute to the big pictureandhelp the company sustain it through the tough tim
es. Provide challenging andmeaningfulwork assignments that stimulate them.When e
mployees feel bored, their motivation declines and they lose focus on howtheirwo
rk fits into the big picture.Delegate meaningful work whenever possible so emplo
yees can learn something newandfeel challenged. Additionally, provide regular de
velopment and learning opportunities. Johnson & Johnson conducts a Strategic Roa
dmap Meeting which is a large-scale interactive process (LSIP) of communicating
with employees and getting their buy-inonthe strategic goals set by the company.
This is a theme based motivational event.
12. TRANSPARENCY IN COMMUNICATION
.Employees are more loyal to a company when they believe management or those att
hehelm of affairs keep them informed about key issues Communication is the first
step toward creating the kind of environment that peoplecareabout, and if they
care, they just may stay, keep your people in the loop about whats happening with
the company. At any time, all of your employees should have a pretty good idea
of how business has been carried out. They should be aware of what issues the co
mpany is attempting to address. Everyone from new recruit to CEO is treated as s
ame in Nokia. Everyone flies thebusinessclass and everyone stays in luxury hotel
s.
13. ENCOURAGE HIGHER LEARNING.
Create opportunities for your key performers and technologists to grow and learn
. Encourage every employee to learn at least one new thing every week, and youll
creatework force that is excited, motivated and committed. To keep morale high,
coach and facilitate every day. The I tell/you do method of management simply does
not work for motivating and retaining people. Instead, become a coach to your p
eople and encourage them to trythingstheir own way. Allowfor mistakes to happen,
as mistakes are often our greatest learningopportunities.Most people are gratef
ul for constructive feedback. It shows that youre paying attentionto theirprogres
s FedEx has Personality Development Systems, amount of 3000 $ annually as educat
ion reimbursement and an Online training library with 600 courses.
14. FLEXIBILITY AND PRAGMATISM:
Employees will be loyal to organizations that make their lives more convenient b
yofferingon-site childcare centers, on-site hair styling and dry cleaning, flexi
ble work hours,parttimepositions, job-sharing or involving spouses in CSR activi
ties and promote ownershipculture.Employees of school-age children might appreci
ate the option to work nine months ayearand have the summers off to be with thei
r children.
15. DEVELOP AN EFFECTIVE INDUCTION PROGRAM
Implement a formal orientation program that s at least three weeks long and incl
udes thorough overview of every area of your department and an introduction to o
therdepartments.Infosys has a 23 days Induction Program with ISB BangaloreSona G
roup has tied up with MDI Gurgaon for one month Induction Program
16. WORKPLACE AMBIENCE.
No one wants to work with equipment that s old or constantly breaking down. Prov
ide employees with the highest quality supplies you can afford. Cheap, leaky pen
s may seem like a small thing, but they can add to employees overallstress level
. A career-oriented, valued employee must experience growth opportunities within
your organization.
17. NEVER, NEVER, EVER THREATEN AN EMPLOYEE S JOB OR INCOME.
Even if you know layoffs loom if you fail to meet targets, it is a mistake to fo
reshadowthisinformation with employees. It makes them nervous; no matter how you
explain theinformation, even if you re absolutely correct, your employees will
update theirresumesDemonstrate a vibrant workplace that retains and promotes tal
ents and at the sametimeencourages development of non-performers to perform bett
er and dissuade pink slips.
18. VALUE YOUR EMPLOYEES.
Recognize outstanding achievements promptly and publicly, but also take time toc
ommendon the many small contributions your staff makes every day to the organiza
tions vision, mission and growth.
Research Methodology
INFERENCE:
It is seen from the table that 8.7% of employees are highly satisfied with the s
alary package and 50% of employees are satisfied, 22% of employees are neutral,
13%of employees are dissatisfied, and 6.3% of employees are highly dissatisfied
with
2. SATISFACTION OF EMPLOYEES IN CURRENT JOB
Table 3.1.2
S.no Level of satisfaction No. of respondent Percentage
1 Highly satisfied 5 11
2 Satisfied 27 59
3 Neutral 12 26
4 Dissatisfied 2 4
5 Highly dissatisfied 0 0
46 100
.
Table 3.1.2
INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with curren
t job and 59% of employees are satisfied, 26% of employees are neutral, 4% of em
ployees are dissatisfied, and 0% of employees are highly dissatisfied
3. CASUAL LEAVE
Table 3.1.3
S.no Level of satisfaction No. of respondent Percentage
1 Highly satisfied 2 4
2 Satisfied 19 41
3 Neutral 16 36
4 Dissatisfied 7 15
5 Highly dissatisfied 2 4
46 100
Table 3.1.3
INFERENCE:
It is seen from the table that 4% of employees are highly satisfied with the cas
ual leave and 41% of employees are satisfied, 36% of employees are neutral, 15%
of employees are dissatisfied, and 4% of employees are highly dissatisfied with
the casual leave
BONUS
Table 3.1.5:
S.no Level of satisfaction No. of respondent Percentage
1 Highly satisfied 2 4
2 Satisfied 19 41
3 Neutral 16 36
4 Dissatisfied 7 15
5 Highly dissatisfied 2 4
46 100
Table 3.1.4
INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with the bo
nusand 45% of employees are satisfied, 24% of employees are neutral, 20% of empl
oyees are dissatisfied, and 0% of employees are highly dissatisfied with the bon
us
MEDICAL FACILITIES
Table 3.1.4:
SI. No Level of satisfaction No. of Respondents Percentage
1 Strongly agree 8 17
2 agree 18 39
3 moderate 10 22
4 disagree 6 13
5 Strongly disagree 4 9
46 100
Table 3.1.4:
INFERENCE:
It is seen from the table that 17% of employees are highly satisfied with the me
dical facilities and 39% of employees are satisfied, 22% of employees are neutra
l, 13% of employees are dissatisfied, and 9% of employees are highly dissatisfie
d with the medical facilities.
Canteen facilities
Table 3.1.6:
SI. No Level of satisfaction No. of Respondents Percentage
1 Strongly agree 9 20
2 agree 20 43.5
3 moderate 14 29.5
4 disagree 3 7
5 Strongly disagree 0 0
46 100
Table 3.1.6:
INFERENCE:It is seen from the table that 20% of employees are highly satisfied w
ith the canteen facility and 43.5% of employees are satisfied, 29.5% of employee
s are neutral, 7% of employees are dissatisfied, and 0% of employees are highly
dissatisfied .
ESI & PF
Table 3.1.7:
SI. No Level of satisfaction No. of Respondents Percentage
1 highly satisfied 8 17
2 satisfied 20 44
3 neutral 16 35
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100
Table 3.1.7:
INFERENCE:
It is seen from the table that 17% of employees are highly satisfied with the ES
I & PF and 44% of employees are satisfied, 35% of employees are neutral, 4% of e
mployees are dissatisfied, and 0% of employees are highly dissatisfied with the
ESI & PF.
INFERENCE:
It is seen from the table that 17.5% of employees are highly satisfied with the
healthy and safety working conditions and 50% of employees are satisfied, 28.5%
of employees are neutral, 4% of employees are dissatisfied, and 0% of employees
are highly dissatisfied with the healthy and safety working conditions
Job security
Table3.1.9:
SI. No Level of satisfaction No. of Respondents Percentage
1 highly satisfied 5 11
2 satisfied 29 63
3 neutral 7 15
4 dissatisfied 3 7
5 highly dissatisfied 2 4
46 100
Table3.1.9:
INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with the jo
b security and 63% of employees are satisfied, 15% of employees are neutral, 7%
of employees are dissatisfied, and 4% of employees are highly dissatisfied with
the job security.
Promotion policy
Table 3.1.10:
SI. No Level of satisfaction No. of Respondents Percentage
1 highly satisfied 3 7
2 satisfied 20 43.5
3 neutral 17 36.5
4 dissatisfied 2 4
5 highly dissatisfied 4 9
46 100
..
Table 3.1.10:
INFERENCE:
It is seen from the table that 7% of employees are highly satisfied with promoti
on policy and 43.5% of employees are satisfied, 36.5% of employees are neutral,
4% of employees are dissatisfied, and 9% of employees are highly dissatisfied wi
th promotion policy
Proper communication with employees
Table 3.1.12:
SI. No Level of satisfaction No. of Respondents Percentage
1 Strongly agree 9 20
2 agree 18 39
3 moderate 12 26
4 disagree 7 15
5 Strongly disagree 0 0
46 100
.
Table 3.1.12:
INFERENCE:
It is seen from the table that 20% of employees are highly satisfied with the at
tention of changes and 39% of employees are satisfied, 26% of employees are neut
ral, 15% of employees are dissatisfied, and 0% of employees are highly dissatisf
ied with the attention of changes
CORDIAL RELATIONSHIP AMONG EMPLOYEES
Table 3.1.13:
SI. No Level of satisfaction No. of Respondents Percentage
1 Strongly agree 2 4
2 agree 25 54
3 moderate 16 35
4 disagree 3 7
5 Strongly disagree 0 0
46 100
Table 3.1.13:
INFERENCE:
It is seen from the table that 4% of employees are highly satisfied cordial rela
tionship among employees and 54% of employees are satisfied, 35% of employees ar
e neutral, 7% of employees are dissatisfied, and 0% of employees are highly diss
atisfied cordial relationship among employees.
Training
Table 3.1.14:
SI.No Level of satisfaction No. of Respondents Percentage
1 highly satisfied 5 11
2 satisfied 21 45
3 neutral 16 35
4 dissatisfied 3 7
5 highly dissatisfied 1 2
46 100
Table 3.1.14:
INFERENCE:
It is seen from the table that 11% of employees are highly satisfied with traini
ng and 45% of employees are satisfied, 35% of employees are neutral, 7% of emplo
yees are dissatisfied, and 2% of employees are highly dissatisfied with training
.
INFERENCE:It is seen from the table that 7% of employees are highly satisfied pe
rformance appraisal and 52% of employees are satisfied, 26% of employees are neu
tral, 13% of employees are dissatisfied, and 2% of employees are highly dissatis
fied performance appraisal
GRIEVANCE REDRESSAL
Table 3.1.16:
SI. No Level of satisfaction No. of Respondents Percentage
1 highly satisfied 4 9
2 satisfied 23 50
3 neutral 16 35
4 dissatisfied 2 4
5 highly dissatisfied 1 2
46 100
.Table 3.1.16:
INFERENCE:
It is seen from the table that 9% of employees are highly satisfied with grievan
ce redressal and, 35% of employees are neutral, 4% of employees are dissatisfied
, and 2% of employees are highly dissatisfied with grievance redressal
Reward Recognition
Table 3.1.17:
SI. No Level of satisfaction No. of Respondents Percentage
1 Yes 19 41
2 No 27 59
46 100
.
Table 3.1.17:
INFERENCE:
It is seen from the table that 41% of employees are highly satisfied with reward
recognition and 59% of them are highly dissatisfied with reward recognition
Career development
Table 3.1.18:
SI. No Level of satisfaction No. of Respondents Percentage
1 Very high 4 9
2 High 19 41
3 Moderate 15 33
4 Low 6 13
5 Very low 2 4
46 100
Table 3.1.18:
INFERENCE:
It is seen from the table that 9% of employees are highly satisfied with the car
eer development and 41% of employees are satisfied, 33% of employees are neutral
, 13% of employees are dissatisfied, and 4% of employees are highly dissatisfied
with the career development.
FREEDOM TO DO THEIR OWN WORK
Table 3.1.19:
SI. No Level of satisfaction No. of Respondents Percentage
1 Very true 5 11
2 True 22 48
3 Somewhat true 8 17
4 Not too true 7 15
5 Not at all true 4 9
46 100
.
Table 3.1.19:
INFERENCE:
It is seen from the table that 11% of employees are highly satisfied, 48% of emp
loyees are satisfied, 17% of employees are neutral, 15% of employees are dissati
sfied, and 9% of employees are highly dissatisfied with the freedom of work
Finding
After speaking to the human resource manager and other HODS and after analysis t
he survey it was found out that: -
Attrition is mostly soft and net poached in the hotels.
Employees mostly do not have a say in company issue but there is an open .house
seniors where in they can talk about their problems with the
Poor compensation and benefits are the main cause of attrition in as it not best
pays master is the industry
Human resource department handles any grievances the employee might have related
to their working climate.
There are many levels in the organization but there is barrier of upward and dow
nward communication.
Recruitment and training and development is best of its kind .The practice of or
ange club is prevalent where in new employees are recognized for their performan
ce.
NO special non-cash benefits are provide to the employee
RECOMMANDATION
The foundation of recognition and motivation is that people need and want Acce
ptance, Approval and Appreciation. Almost all positive motivation is based on t
hese needs. People want to know that what they do makes a difference. Just rec
ognizing the staff is the most important step one can take. You may want to
count the number of "we s that are said instead of "I s in order to assess
the extent to which your staff feels part of the team and part of the bu
siness future. One saying is, "Powerlessness corrupts, and absolute powerless
ness corrupts absolutely."
These nine actions will help immensely to give your staff what they need:
Communicate, Communicate, Communicate, Recognize, Recognize, Recognize
Manager has to see whether the employee are being treated right
To ensure everything has been communicated to them effectively or not.
To see if there is room for improvement and if yes then how to go about it.
They need to interest with every one of their employees whether old or new and t
op confirm whether they know what exactly is needed of them
They need to counsel their employee and be there whenever they any help
They should take it as their responsibility to guide the cause growth of their e
mployees.
A more well defined job profile and prove job allocation
Teamwork communication within and the between the department should be ensured.
Enable multi taking and job rotation.
Use an unbiased performance management system
There should be scope for growth and leaving at all levels.
There should be a healthy and work environment for all employees.
Selection of employee of the month/quarter/year by peers not just management
Points given out at any time for anything, good attendance, helping out a guest
, etc., and are redeemable for prizes
When you reach a certain level in revenues, give all staff a reward, being
sure to give them the goal in advance
Spontaneous calls from corporate to line staff saying how they are appreciated
Fine those who arrive late to a meeting and distribute the money to those who w
ere there on time
Create a symbol of the team, maybe just property logo but put it on T-shirts, mu
gs, caps
Certificate of achievement, lunch, and mug for perfect attendance, gift cert
ificate to the one with longest perfect attendance
Allow those with perfect attendance record to enter a lottery to get a $100
or $200 gift certificate
Family orientation for new employees with slide show or video
program with refreshments
Several line staff call new hire to welcome him/her to the team the day b
efore he/she starts
Toll-free hot line to President where they can leave any question, suggestion, e
tc. and will get a response
Hold a regular meeting to tell staff what is going on and how they are doing
Always hang charts, graphs, etc. to depict regularly how the property is doing
Full page ad in newspaper once a year thanking employees and name all individual
ly
Public praising of an individual at a department or hotel meeting
Make sure all rewards, praise, bonuses, etc. are in public
Pins for uniforms that say "The guest comes first" or "I will do my best" or
"We re glad you re here" or something similar
Give a small gift on the date of their anniversary
Ask employees regularly what else we can do for them to enable them to do a good
job
Tell employees regularly what else they can do for management to enable you
to do a good job
Hold weekly meetings with small groups of employees to discuss anything, serve f
ood
Hold a weekly 20 minute meeting with one employee to discuss anything
Make it personal, people naturally commit themselves to other people, not to
organizations
Distribute daily reports of revenue performance last night and month-to-date
Imprint the hotel s four key business goals on T-shirts
Include career development discussion in all performance reviews
Send line staff to schools to do recruiting and interviewing
Always make sure their work environment is positive, attractive, and reflect
ive of your goals and values
Ideas for back-of-the-house areas: plants, framed art (let them choose),
clean unworn carpets, adequate ventilation, natural light, meeting s
pace, adequate work-space, well-functioning equipment, attractive break faci
lities
Form a recreation committee to plan monthly activities
CONCLUSION
Hereby, I conclude my project study done hotelITC-THE MAURYA GROUP, DELHI Select
ion and induction is executed is a well-managed and systematic manner leaving no
spot any kind of how as lapses in the courses.
After completing study on attrition, up starting that attrition rate in ITC is n
ot a big concern because percentage of employee turnover is not so high.
In a nut shell, this property is counted amongst top hotel inside which exhibits
that the manpower here and comes one of the major problem like attrition so wel
l and comes up with ratio raised solutions
ANNEXURE
QUESTIONNAIRE
PERSONAL DATA:
Name : _______________________
Sex : _______________________
Age:
Below 25 yrs. 25-35 yrs. 35-45 yrs. 45-55yrs Above55 yrs.
Educational Qualification : _______________________
Marital status : _______________________
Department : _______________________
Designation : _______________________
Experience: Less than 5 yrs. 5-10 yrs. 10-15 yrs. 15-20yrs A
bove20 yrs
1. Are you satisfied with your salary package?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisf
ied
2. How far you are satisfied with your current job?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissati
sfied
3. Is the organization providing casual leave with pay?
Strongly Agree Agree Moderate Disagree Strongly Disagree
4. What do you feel about the medical facilities provided by the concern?
Strongly Agree Agree Moderate Disagree Strongly Disagree
5. Are you satisfied with the bonus provided to you?
Strongly Agree Agree Moderate Disagree Strongly Disagree
6. Are you satisfied with your canteen facility?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfi
ed
7. How far you are satisfied with the ESI and PF given by the organization?
Strongly Agree Agree Moderate Disagree Strongly Disagree
8. To what extend you are satisfied with the safety and healthy working con
ditions?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied
9. What do you feel about the job security in your organization?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisf
ied
10. Are you satisfied with the promotion policies in your organization?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfi
ed
11. What do you think about the quality of work life in the organization?
very good Good Ok Bad Very bad
12. The company communicates every new change that takes place from time to
time.
Strongly Agree Agree Moderate Disagree Strongly Disagree
13. To what extend the cordial relationship exist among the employees and su
periors?
Strongly Agree Agree Moderate Disagree Strongly Disagree
14. How far you are satisfied with the training given by the employer?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfie
d
15. Are you satisfied with the training method used in your organization?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied
16. How do you find the performance appraisal methods adopted by your manage
ment?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisf
ied
17. Are you satisfied with the Grievance Redressel?
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisf
ied
18. Are you getting reward as means of recognition?
YES NO
19. What is the scope of your career development in the organization?
Very high High Moderate Low Very low
20. Do they give freedom to decide how to do your own work?
Very true True Somewhat true Not too true Not at all true
REFRENCES
WEBSITE
WWW.indiainfoline.com
www.themanagement.com
www.itc.in
www.is.com
www.carlson.com
www.google.co.in
BOOKS
INDIAN HOTELS &TOURISM
INDUCTION MANUAL FOR KNOWLEDGE
HANDBOOK OF HOTEL