hotel cochin

8/3/2019 Hotel Cochin

1/5

Sam pad Kumar Swain and Babu P George

about the need for professional training,

benefits from professional training, and

training's relationship with promotion

and organizational effectiveness. Another

question was about the star category sta-tus of the hotel in which the respondent

had been employed. In addition, each

respondent was asked to furnish the

number of months of professional training

undergone by him so far.

Data for the current study were col-

lected between May 2005 and July 2005

which happens to be the lean season for

hotels. The objective of selecting this pe-

riod was to seek pinpointed answers from

employees as they would not be mostly

engrossed with heavy work during this

period. A sample for the study was drawn

using the convenience cum judgmental

sampling method. The sample size was

initially determined to be 90 and a group

of graduate students in tourism was en-

gaged to get the questionnaire filled from

the employees. One week time was given

to the respondents to provide their opin-

ion. Eventually, 65 filled-in question-

naires were returned, representing a re-

sponse rate of 72%. The rates of percent-

age of used questionnaires are high due

to considerable interest of employees to

89

know about the HRD practicee in their

own organization and other organizations

as a whole.

Data analysis

The data collected was analyzed using

the SPSS data analysis package. Regres-

sion analysis was performed upon the

dataset to see the association between

professional training and organizational

effectiveness as perceived by the employ-

ees. The results given in the following

tables (Table 3.1 to 3.3) indicate that even

as a pessimistic estimate, 29% of the va-

riance in organizational effectiveness is

predicted by professional training

(p


2/5

90

Coefficient~

HRD practices in the classified hotels in Orissa ..

Unstandardized Standardized

Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 1.376 .332 4.143 .000

training .526 .101 .548 5.198 .000

a. Dependent Variable: orgeffectns

Table 3.3

The same data analytical procedure de'

tailed above was adopted to test the hy'

pothesis that employees perceive thatthere is a positive association between

professional training and employee pro'

motion, too. A glance at the output tables

of the analysis presented below (Table 4.1

to 4.3) indicate that professional traming

predicts promotion better than it predicts

organizational effectiveness. In other

words, employees perceive that their pro'

fessional training can fetch them more

personal benefits (i.e., promotion) than

collective benefits (i.e., organizational

effectiveness). What is interesting is thesynergy that employees find in pursuing

a personal goal and an organizational

goal: even though they may, as individu'

als, gain more than the organization

which they serve, both are still gainers.

This is in line with the Adam Smithian

philosophy of maximizing collective bene'

fits by allowing individuals to pursue

their selfinterests.

Model Summary

Adjusted Std. Error of

Model R R Square R Square the Estimate

1 .614a .377 .367 .96318

a. Predictors: (Constant), training

Table 4.1

ANOV~

Sum of

"Model Squares df Mean Square F Sig.1 Regression 35.308 1 35.308 38.059 .000a

Residual 58.446 63 .928

Total 93.754 64

a. Predictors: (Constant), training

b. Dependent Variable: promotion

Table 4.2

PASOS. Revista de Turismo y Patrimonio Cultural, 5(1).2007 ISS 16957121


3/5

Sampad Kumar Swain and Babu P George

CoefficientS

91


Coefficients CoefficientsModel B Std. Error Beta t Sig.

1 (Constant 1.328 .317 4.189 .000

training .580 .094 .614 6.169 .000

a. Dependent Variable: promotion

Table 4.3

The output tables (Table 5.1 to

5.3) indicate that the hypothesis that

employees who have undergone more

professional training have a better per-

ception about the benefits of professionaltraining than their counterparts cannot

be supported. Even though we are not in

a position to prove its alternative, the

rejection of this hypothesis is a sufficient

implication of an increa~ing pessimism

among employees about the benefits of

training when they are trained more and

more. Given the findings for t3e previous

hypothesis, it is not something wholly

unexpected: employees know that profes-

sional training is more a means to help

themselves than helping the organization

and it is natural that this perception isreinforced with increasing levels of train-

ing and the associated increase in per-

sonal benefits like promotion. It may also

be that professional training has become

a mere ritual and that it is generally ac-

cepted as good since "it is the way things

used to be here".

Model Summary

Adjusted Std. Error of

Model R R Square R Square the Estimate

1 .055a .003 -.013 1.15968

a. Predictors: (Constant), degtraining

Table 5.1

ANOV~

Sum of

Model Squares df Mean Square F Sig.

1 Regression.259 1 .259 .192 .663

a

Residual 84.726 63 1.345

Total 84.985 64

a. Predictors: (Constant), degtraining

b. Dependent Variable: percbenefits

Table 5.2

PASOS. Revista de Turismo y Patrimonio Cultural, 5( 1).2007 ISSN 1695-7121


4/5

92

Coefficienlt

HRD practices in the classified hotels in Orissa ..


Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 2.858 .323 8.840 .000

degtrainin< .044 .100 .055 .439 .663

a. Dependent Variable: percbenefits

Table 5.3

A one-way ANOVA test has been

run to test the hypothesis that employees

of high star category hotels perceive that

there is a positive association between

professional training and promotion than

employees of low star category hotels, The

effect of star category status is the typical

moderator effect. To find the significance

of moderation, the star category status of

the hotel in which the employee worked

has been classified in to 1 3 star), 2 (=3

star), 3 (>3 star) and this became the

factor variable in the ANOVA model. The

model (see output table 6) implies that

there is a significant difference in the

perception of employees working in dif-

ferent star categories of hotels with re-

gard to the influence of professional train-

ing upon promotion (p


5/5

Sampad Kumar Swain and Babu P George

in the star hotels in the due course of

time. In the present paper, an attempt

has been made to uncover the prevailing

human resource practices through the

review of literature and our own original

research. It is inferred from the analysis

that employees in the surveyed star ho-

tels are in general benetited with the

ongoing training practices conducted with

the assistance of professional training

institutes like IHM, Bhuabaneswar. This

institute is rendering inciustry oriented

training programmes based on contempo-

rary needs for improving the quality of

human resources in the hospitality indus-

try. Hotels have also acknowledged the

positive impacts of training for their em-

ployees with the intention of meeting the

human resource challenges in the fore-seeable future. As it is demonstrated in

the hypothesis testing on the perceptions

of employees about the training pro-

gramme, it is understood that employees

at present working in the star hotels in

Orissa have perceived the usefulness of

the training in their work culture.

The present study reveals that hotel

employees do appreciate the fact that

there is a positive association between

professional training and their chances of

promotion. They also understand that

their professional training can help pro-

mote the organizational effectiveness as

well. However, this understanding is pro-

ven to be stronger in the case of employ-

ees working in the higher star category

hotels than those working in the lower

star category hotels. But, no significant

relationship existed between the level of

professional training undergone by an

employee and his or her perception about

the benefits of professional training.

However, the employees wh0 have al-

ready undergone professional training

have. got a more balanced and realistic

view than those who are waiting to takethe training. The study has also found out

the diverse roles of employees working

in various departments like front office,

house keeping, food and beverage, horti-

culture and accounts and administration

to popularize the name and fame of the

hotels by delivering outstanding services

to the guests.

PASOS. Revista de Turismo y Patrimonio Cultural, 5( I) 2J07

93

While the present research implies

qualitative HRD improvements as a re-

sult of employee training, this should not

be interpreted as a perennial mouthpiece

for the current system of professional

education and training. Any training sys-

tem should be dynamic and self-

evolutionary with the changes in the ma-

cro-environment, and this article is con-

cluded with this note.

References

Airey, D & Nightingale, M.

1981 "Tourism Occupations, career profiles

and knowledge", Annals of Tourism Re-

search, Vol.8, Nov.1, , P. 52-68.

Airey, D & Frontistis, A

1997 "Attitudes to Careers in Tourism: AnAnglo-Greek Comparison, Tourism

Management, Vol.18, NO.3, Elsiver Sci-

ence Ltd. P.149-159.

Anastassaova, L &Purchell, K

1995 "Human Resource in the Bulgarian

Hotel Industry: For Command to em-

powerment", International Journal of

Hospitality Management", Vo1.14, No.2,

Elsiver Science Ltd .. P. 171-185.

Andrews, S

1994 "A case study on India". In Baum. T

(ed). Human Resource Issues in Inter-

national Tourism, Butterworth &

Heinemann, London, P. 177- 191.Arun, M. & Maarukh, E.

1999 Liberalisation and Human Resources

Management, A division of Sage Publi-

cation, New Delhi.,

Bagri, S.C

1999 Status of Travel & Tourism Industry

in India .A Futuristic View of Growth,"

An International Journal of Tourism. ,

Vol-41, P-48.

Bala, U.

1990 Tourism in India, Policy and Pros-

pects Arushi Prakash an, New Delhi, , P.

25- 26.

Baladacchino, G

1994 "Peculiar Human Resource Manage-

ment Practices- A Case Study of Micro

State Hotel," Journal of Tourism Man-

agement, 15(1), Butterworth & Heine-mann, P.46-52.

Baldacchini, G

1995 Total Quality Management in Luxury

Hotel: A Critical of Practice, Interna-

tional Journal of Hospitality Manage-

ISS 1695-7121

hotel cochin

Documents