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Introduction:

What is Employee engagement

Employee engagement, also called worker engagement, is

a business management concept. An "engaged employee" is one who

is fully involved in, and enthusiastic about their work, and thus will

act in a way that furthers their organization's interests. According

to Scarlett Surveys, "Employee Engagement is a measurable degree

of an employee's positive or negative emotional attachment to their

job, colleagues and organization which profoundly influences their

willingness to learn and perform at work". Thus engagement is

distinctively different from employee satisfaction, motivation and

organizational culture.

To investigate the status of employee engagement and its effects on

service performance in China hotel industry, the total of 402

samples are collected from full-time employees in 8 hotels in China

by multiple employee engagement inventory (MEEI). The results

show that the hotel employee engagement is significantly different

with professional characteristics in age, education level, work

position, length of service and salary. Generally speaking, the

employee engagement increases with age, education level, work

position, length of service and salary. However, the senior managers

with higher education and the staff whose length of service is 11 to

15 years appear unusual decline in engagement. The performances
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of the groups with different level of employee engagement are

significantly different, i.e., the higher the employee engagement, the

better the performance. In conclusion, employee engagement with

industrial characteristics is a significant predictor of staff

performance in hotel, and besides, the demographic variables, and

some other comprehensive factors impacting employee engagement,

such as the organization change and career planning, should be

further considered for future research.

Origins

Employee Engagement is the extent to which employee

commitment, both emotional and intellectual, exists relative to

accomplishing the work, mission, and vision of the organisation.

Engagement can be seen as a heightened level of ownership where

each employee wants to do whatever they can for the benefit of their

internal and external customers, and for the success of the

organization as a whole.

Employee engagement was described in the academic literature by

Schmidt et al. (1993). A modernised version of job satisfaction,

Schmidt et al.'s influential definition of engagement was "an

employee's involvement with, commitment to, and satisfaction with

work. Employee engagement is a part of employee retention." This

integrates the classic constructs of job satisfaction (Smith et al.,

1969), and organizational commitment (Meyer & Allen, 1991).

Harter and Schmidt's (2003) most recent meta-analysis can be

useful for understanding the impact of engagement.


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Linkage research (e.g., Treacy) received significant attention in the

business community because of correlations between employee

engagement and desirable business outcomes such as retention of

talent, customer service, individual performance, team

performance, business unit productivity, and even enterprise-level

financial performance (e.g., Rucci et al, 1998 using data from

Sears). Some of this work has been published in a diversity context

(e.g., McKay, Avery, Morris et al., 2007). Directions of causality were

discussed by Schneider and colleagues in 2003.

Employee engagement is derived from studies of morale or a group's

willingness to accomplish organizational objectives which began in

the 1920s. The value of morale to organizations was matured by US

Army researchers during WWII to predict unity of effort and

attitudinal battle-readiness before combat. In the postwar mass

production society that required unity of effort in execution, (group)

morale scores were used as predictors of speed, quality andmilitancy. With the advent of the knowledge worker and emphasis

on individual talent management (stars), a term was needed to

describe an individual's emotional attachment to the organization,

fellow associates and the job. Thus the birth of the term "employee

engagement" which is an individual emotional phenomenon

whereas morale is a group emotional phenomenon of similarcharacteristics. In other words, employee engagement is the raw

material of morale composed of 15 intrinsic and extrinsic attitudinal

drivers.(e.g. Scarlett Surveys 2001).


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More recently employee engagement has become an area of focus

within organizations for the purpose of retention as a means of

avoiding expensive employee replacement costs resulting from staff

who voluntarily quit their jobs. According to to SHRM (Society of

Human Resource Management) the cost of replacing one $8 per

hour employee can exceed $3,500, which gives companies a strong

financial incentive to maintain their existing staff members through

strong employee engagement practices.

Research Studies

Engaged employees care about the future of the company and are

willing to invest discretionary effort. Engaged employees feel a

strong emotional bond to the organisation that employs them

(Robinson), which results in higher retention levels and productivity

levels and lower absenteeism. When reliably measured, positive

employee engagement can be causally related or correlated to

specific positive business outcomes by workgroup and job type.

Scarlett Surveys refers to these statistical relationships

as engageonomics.

Emotional attachment

Only 31% of employees are actively engaged in their jobs.[4]These

employees work with passion and feel a profound connection to

their company. People that are actively engaged help move the

organization forward. 88% of highly engaged employees believe they

can positively impact quality of their organization's products,

compared with only 38% of the disengaged. 72% of highly engaged
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employees believe they can positively affect customer service, versus

27% of the disengaged. 68% of highly engaged employees believe

they can positively impact costs in their job or unit, compared with

just 19% of the disengaged. Engaged employees feel a strong

emotional bond to the organization that employs them. This is

associated with people demonstrating a willingness to recommend

the organization to others and commit time and effort to help the

organization succeed. It suggests that people are motivated by

intrinsic factors (e.g.personal growth, working to a common

purpose, being part of a larger process) rather than simply focusingon extrinsic factors (e.g., pay/reward).

Involvement

Eileen Appelbaum and her colleagues (2000) studied 15 steel mills,

17 apparel manufacturers, and 10 electronic instrument and

imaging equipment producers. Their purpose was to compare

traditional production systems with flexible high-performance

production systems involving teams, training, and incentive pay

systems. In all three industries, the plants utilizing high-

involvement practices showed superior performance. In addition,

workers in the high-involvement plants showed more positive

attitudes, including trust, organizational commitment and intrinsic

enjoyment of the work. The concept has gained popularity asvarious studies have demonstrated links with productivity. It is

often linked to the notion of employee voice and empowerment.
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Commitment

It has been routinely found that employee engagement scores

account for as much as half of the variance in customer satisfaction

scores. This translates into millions of dollars for companies if they

can improve their scores. Studies have statistically demonstrated

that engaged employees are more productive, more profitable, more

customer-focused, safer, and less likely to leave their employer.

Employees with the highest level ofcommitment perform 20% better

and are 87% less likely to leave the organization, which indicates

that engagement is linked to organizational performance.[10]For

example, at the beverage company ofMolsonCoors, it was found

that engaged employees were five times less likely than non-

engaged employees to have a safety incident and seven times less

likely to have a lost-time safety incident. In fact, the average cost of

a safety incident for an engaged employee was $63, compared with

an average of $392 for a non-engaged employee. Consequently,

through strengthening employee engagement, the company saved

$1,721,760 in safety costs in 2002. In addition, savings were found

in sales performance teams through engagement. In 2005, for

example, low-engagement teams were seen falling behind engaged

teams, with a difference in performance-related costs of low- versus

high-engagement teams totaling $2,104,823.3 (Lockwood).

Life insurance industry

Two studies of employees in the life insurance industry examined

the impact of employee perceptions that they had the power to
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make decisions, sufficient knowledge and information to do the job

effectively, and rewards for high performance. Both studies included

large samples of employees (3,570 employees in 49 organizations

and 4,828 employees in 92 organizations). In both studies, high-

involvement management practices were positively associated with

employee morale, employee retention, and firm financial

performance. Watson Wyatt found that high-commitment

organizations (one with loyal and dedicated employees) out-

performed those with low commitment by 47% in the 2000 study

and by 200% in the 2002 study.

Productivity

In a study of professional service firms, the Hay Group found that

offices with engaged employees were up to 43% more productive.[12]

The most striking finding is the almost 52% gaps in operating

incomes between companies with highly engaged employees and

companies whose employees have low-engagement scores. High-

engagement companies improved 19.2% while low-engagement

companies declined 32.7% in operating income during the study

period. For example, New Century Financial Corporation, a U.S.

specialty mortgage banking company, found that account

executives in the wholesale division who were actively disengaged

produced 28% less revenue than their colleagues who were

engaged. Furthermore, those not engaged generated 23% less

revenue than their engaged counterparts. Engaged employees also
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outperformed the not engaged and actively disengaged employees in

other divisions.

Generating engagement

Recent project report has focused on developing a better

understanding of how variables such as quality of work

relationships and values of the organization interact and their link

to important work outcomes. 84% of highly engaged employees

believe they can positively impact the quality of their organization's

products, compared with only 31 percent of the disengaged.[3]From

the perspective of the employee, "outcomes" range from strong

commitment to the isolation of oneself from the organization.[14]The

study done by the Gallup Management Journal has shown that only

29% of employees are actively engaged in their jobs. Those

"engaged" employees work with passion and feel a strong

connection to their company. About of the business units scoring

above the median on employee engagement also scored above the

median on performance. Moreover, 54% of employees are not

engaged meaning that they go through each workday putting time

but no passion into their work. Only about of companies below

the median on employee engagement scored above the median on

performance.

Access to a reliable model enables organizations to conduct

validation studies to establish the relationship of employee

engagement to productivity/performance and other measures

linked to effectiveness.
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It is an important principle ofindustrial and organizational

psychology (i.e. the application of psychological theories, research

methods, and intervention strategies involving workplace issues)

that validation studies should be anchored in reliable scales (i.e.

organized and related groups of items) and not simply focus on

individual elements in isolation. To understand how high levels of

employee engagement affect organizational

performance/productivity it is important to have an a priori model

that demonstrates how the scales interact.

There is also overlap between this concept and those relating

to well-being at work and the psychological contract.[6]Research by

Gallup Consulting has shown a strong correlation between the

degree of well-being of an individual and the extent to which they

are engaged as an employee - high well-being yields high

engagement. A well and engaged employee is likely to have less sick

days, lowering the cost of lost productivity to their organization, andcome to work energized and focused. A well and engaged employee

is efficient and effective and a valuable asset in the workplace.

As employee productivity is clearly connected with employee

engagement, creating an environment that encourages employee

engagement is considered to be essential in the effective

management ofhuman capital.

Drivers of Engagement

While it is possible to measure engagement itself through employee

surveys, this does not assist in identifying areas for improvement
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within organisations. There are a range of factors, known as drivers,

that are thought to increase overall engagement. By managing the

drivers, an organisation can effectively manage engagement levels of

its employees. Drivers such as communication, performance clarity

and feedback, organisational culture, rewards and recognition,

relationships with managers and peers, career development

opportunities and knowledge of the organisation's goals and vision

are some of the factors that facilitate employee engagement. Some

points from the research are presented below:

* Employee perceptions of job importance - According to a 2006

study by Gerard Seijts and Dan Crim, "...an employees attitude

toward the job's importance and the company had the greatest

impact on loyalty and customer service than all other employee

factors combined."[14]

* Employee clarity of job expectations - "If expectations are not

clear and basic materials and equipment are not provided, negative

emotions such as boredom or resentment may result, and the

employee may then become focused on surviving more than

thinking about how he can help the organization succeed."[7]

* Career advancement/improvement opportunities - "Plant

supervisors and managers indicated that many plant improvements

were being made outside the suggestion system, where employees

initiated changes in order to reap the bonuses generated by the

subsequent cost savings."[15]
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* Regular feedback and dialogue with superiors - "Feedback is

the key to giving employees a sense of where theyre going, but

many organizations are remarkably bad at giving it."[7]"'What I

really wanted to hear was 'Thanks. You did a good job.' But all my

boss did was hand me a check.'"[12]

* Quality of working relationships with peers, superiors, and

subordinates - "...if employees' relationship with their managers is

fractured, then no amount of perks will persuade the employees to

perform at top levels. Employee engagement is a direct reflection of

how employees feel about their relationship with the boss."[14]

* Perceptions of the ethos and values of the organization -

"'Inspiration and values' is the most important of the six drivers in

our Engaged Performance model. Inspirational leadership is the

ultimate perk. In its absence, [it] is unlikely to engage

employees."[12]

* Effective Internal Employee Communications - which convey a

clear description of "what's going on". "'If you accept that employees

want to be involved in what they are doing then this trend is clear

(from small businesses to large global organisations). The effect of

poor internal communications is seen as its most destructive in

global organisations which suffer from employee annexation - where

the head office in one country is buoyant (since they are closest to

the action, know what is going on, and are heavily engaged) but its

annexes (who are furthest away from the action and know little

about what is happening) are dis-engaged. In the worst case,
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employee annexation can be very destructive when the head office

attributes the annex's low engagement to its poor performance

when its poor performance is really due to its poor communications.

* Reward to engage - Look at employee benefits and acknowledge

the role of incentives. "An incentive to reward good work is a tried

and test way of boosting staff morale and enhancing engagement."

There are a range of tactics you can employ to ensure your

incentive scheme hits the mark with your workforce such as:

Setting realistic targets, selecting the right rewards for your

incentive programme, communicating the scheme effectively and

frequently, have lots of winners and reward all achievers,

encouraging sustained effort, present awards publicly and evaluate

the incentive scheme regularly.[16]

Potential red flags

Inappropriate use of Benchmark Data - some of the more wellestablished Employee Engagement survey companies will state

that the most important part of post survey follow up is related

to comparison of internal survey data to numerous external

benchmarks. This seems to have rubbed off onto internal

sponsors who demand very specific benchmarks. Whilst some

research analysts claim that the standard comparisons by

industry sector are flawed others disagree. Is it right to compare

a Bentley employee to one from Vauxhall (GM) because they are

in the same automotive sector? The alternative argument is that

both organisations would likely draw from similar worker pools
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and would as such wish to better understand expectations of

workers in that industry and how they compare to competing

employers.

A focus on data gathering rather than taking action may alsodamage engagement efforts. Organizations that survey their

workforce without acting on the feedback appear to negatively

impact engagement scores.

According to the Conference Board and other recent studies,employee engagement has deteriorated significantly in the US

and the UK over the last five years. Measuring and managing thewrong or incomplete set of engagement drivers is partly if not

mostly to blame. Rigorous engagement measurement

encompasses 15 attitudinal drivers formed by employee

experiences. reference Scarlett Surveys


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Hotel Profile

Radisson Blu and Radisson

As one of the world's leading brands, Radisson is being positioned

to deliver vibrant, contemporary and engaging hospitality

characterized by theYes I Can!SM service philosophy

Our ambition is to expand Radisson as a powerful, globally

consistent, first-class brand. The positioning is being supported by

a series of innovations introduced during our 2010 Global Business

Conference, including new room concepts, new restaurant concepts

and a series of new service concepts focusing on the guest

experience. The strategy for Radisson entails an investment

program of up to USD 1.5 billion in North America alone,

concentrating on establishing flagship hotels in key U.S. cities and

upgrading the existing portfolio. With 419 hotels in operation

globally and 108 hotels currently in the pipeline, the brand is

poised for significant growth around the world*. We plan to grow


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the portfolio domestically and globally to at least 600 hotels by

2015.

Our ambition is to expand Radisson as a powerful, globally

consistent, first-class brand. The positioning is being supported by

a series of innovations introduced during our 2010 Global Business

Conference, including new room concepts, new restaurant concepts

and a series of new service concepts focusing on the guest

experience. The strategy for Radisson entails an investment

program of up to USD 1.5 billion in North America alone,

concentrating on establishing flagship hotels in key U.S. cities and

upgrading the existing portfolio.

With 419 hotels in operation globally and 108 hotels currently in

the pipeline, the brand is poised for significant growth around the

world*. We plan to grow the portfolio domestically and globally to at


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least 600 hotels by 2015.

RADISSON FACTS

Radisson is one of the worlds leading global hotel brands. It

delivers vibrant, contemporary and engaging hospitality that is

characterized by its unique Yes I Can!SM service philosophy.

Radisson hotels are first-class, full-service hotels that offer a range

of World of Radisson services and amenities that have been

created specifically to be empathetic to the challenges of modern

travel, including its 100% Guest Satisfaction Guarantee.

Service Philosophy

Guests who stay at Radisson can experience its Yes I Can!SM spiritof service that ensures that they are always greeted, treated and

served in a way that exceeds their expectations.


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100% Guest Satisfaction If guests arent satisfied with something,

the brand will make it right. Its guaranteed.

About Carlson Rezidor Hotel Group

Carlson Rezidor Hotel Group born in early 2012 is one of the

worlds largest and most dynamic hotel groups. The portfolio of the

Carlson Rezidor Hotel Group includes more than 1,300 hotels, a

global footprint spanning 81 countries and territories, a powerful

set of global brands (Radisson Blu, Radisson, Park Plaza, Park

Inn by Radisson, Country Inns & Suites By CarlsonSM and Hotel

Missoni).

World of Radisson

World of Radisson services have made Radisson one of the worlds

leading full-service hotel brands. Tailored to the needs of the busy

traveler, every service feature is designed to make their stay

unforgettably satisfying. Some of the unique World of Radisson

services include Business Class rooms that offer upgraded

amenities and services, like 3-Hour Express Laundry, high-speed

Internet and complimentary breakfast with Grab & Run.

Radisson has also recently created a number of distinctive room

styles and restaurant concepts to suit every space, market location

and budget. Room styles include Naturally Cool, Mansion House,

Ocean, And Relax and Urban. Restaurants concepts include Filini,

FireLake Grill House & Cocktail Bar, and RBG.


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Tiered Branding

Radisson is a two-tiered brand offering a choice of an upper upscale

hospitality experience at our Radisson Blu hotels or an upscale

experience at our Radisson hotels.

Radisson Blu flagship properties can be found globally in prime

locations, including major cities, airport gateways and leisure

destinations around the world. Look for upscale Radisson hotels in

major urban and suburban locations, as well as near airports and

business districts around the world.

Current Portfolio

As of March 2012, Radisson Hotel has 419 hotels operating

throughout the world with 94,372 rooms and 108 hotels in the

development pipeline with an additional 23,733 rooms.

Key Growth Priorities

Carlsons Ambition 2015 growth strategy includes the development

of flagship properties in the top five U.S. cities and a global focus on

adding key hotels in major cities, airport gateways, leisure

destinations and other important locations with plans to grow the

portfolio to at least 600 hotels by 2015.

Hotel Mission

A new genre of life and style hotels developed in partnership with

the iconic Italian fashion house of the same name.


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Stylish, intimate, contemporary, eclectic design combined with the

best bars and restaurants make this a truly unique luxury hotel

experience.

The strategy for Hotel Mission is to expand the brand in key city

centers and resort locations in all the glamorous parts of the world.

Hotel Mission is a Rezidor exclusive hotel available through theCarlson network.

Development opportunities

The Carlson Rezidor Hotel Group is one of the world's largest, most

vibrant and dynamic hotel companies with ambitious goals.

To ensure we fulfill these ambitions, we are investing in our brands,

optimizing our operations, and growing in key strategic markets

throughout the world with a strong emphasis on the emerging

markets.


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Our carefully segmented brand portfolio offers excellent investment

opportunities and positive potential. We capitalize on solid, global

experience and fast-responding, hands-on management. We

understand and meet our business partners' needs and

preferences. Our people are the best in the business; they drive our

growth together with our owners and franchisees - open and

trustful relationships are key for us. Do business with us, and

benefit from our knowledgeable, innovative and successful team.

Great brands, a powerful global presence, driving ambitions and a

passion for delivering on our promisesTogether We Deliver More.

Hotels acknowledged for employee engagement

Story Highlights

InterContinental Hotels Group is reported to have one of the mostgenerous 401k plans in the hotel industry.

After a year with Four Seasons Hotels & Resorts, employees can putin to transfer to any Four Seasons hotel around the world.

Kimpton Hotels & Restaurants facilitates communication amongemployees through employee affinity groups.

REPORT FROM THE U.S.All work and no play makes Jack a dull

boy. Weve all heard this famous quote from The Shining. And some

hotel companies truly stand by it.


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Three of the hotel companies, ranked in Fortune Magazines 100

Best Companies to Work For, shared with HotelNewsNow.com

what they do to keep their employees among the happiest and

hardest working in the United States.

A common theme among each of the three companies is a high level

of engagement between executives and their employees.

InterContinental Hotels Group

InterContinental Hotels Group, No. 100 on the list, is reported to

have one of the most generous 401k plans in the hotel industry.

The company matches up to 6% for office employees and up to 4%

for office staff, said Lori Gaytan, senior VP of the Americas human

resources and global reward for IHG. Gaytan added the current

401k plan has been in place since 2003.

IHG believes in the overall health of our employees and that

includes financial health, she said.

Company executives also make significant investments in employee

development. IHGs total direct expenditures on learning and

performance (company-wide) was $10 million in 2010, Gaytan

said.

A strong focus on employee engagement is crucial for executives to

know what is on their employees minds, she said.

For the past nine years, IHG has issued a survey twice each year to

its employees. Gaytan said the company recently recorded its


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highest scores ever. Employee engagement is up 17% since

implementing this program, and 94% of employees say they are

proud to work for the company as compared to the industry average

of 73%.

Four Seasons Hotels & Resorts

Four Seasons Hotels & Resorts came in at No. 85 on the list, and

Melissa Sims, assistant director of human resources for the

company, said she knows why.

One of the most appealing incentives to work for the company is the

accessible opportunity to shift to new positions and locations, she

said. After six months, employees can transfer internallyfrom one

position to another.

Four Seasons is individualistic, Sims said. While some other

companies tend to follow checklists to measure employee

development, at Four Seasons, its about who you are as a person,

she said.

After a year with the company, employees can put in to transfer to

any Four Seasons hotel around the world. People typically try to

pick places where they really want to go and they really want to be

a part of, Sims said.

The only stipulation to the transfer program is that employees

cannot move more than twice in one year.


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Sims said the company has a high retention rate, and the strong

sense of community is another reason why. Key players come

around quite a bit. They go to every hotel and connect with every

employee as often as they can.

Kimpton Hotels & Restaurants

Celebrating its employees comes easy to Kimpton Hotels &

Restaurants, No. 16 on Fortunes list.

President and COO Niki Leondakis said the

company is committed to empowering employees

and guests to staying true to themselves. This

celebration of independence is what makes it a

great place to work, she said.

When Bill Kimpton opened his first hotel, the Hotel Bedford in San

Francisco, he carried guests bags, worked the hosted evening wine

hour and kept his office in the lobby of the hotel. He referred to

these actions as moments of truth that demonstrated to guests

they were part of something new and different, Leondakis said.

Employees are recognized through what the company calls

Kimpton Moments, which describe the authentic, unscripted care

provided to guests since the companys inception. At the end of theyear, the employee who carried out the Ultimate Kimpton Moment

is awarded $10,000 to spend on helping his or her dream come

true, Leondakis said.

Niki Leondakis,

president and

COO of Kimpton

Hotels & Resorts


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The Housekeeping Olympics is another way Kimpton commends its

employees. The afternoon-long event happens annually across the

country, either regionally or in every city depending on the number

of hotels in the given area, Leondakis said.

Its our way of recognizing the really important role our

housekeepers play in our business while staying true to the

Kimpton spirit of fun with a Toilet Paper Your General Manager

contest, she said.

There is a sense of connectedness at Kimpton, Leondakis said.

The company adheres to an open door policy throughout every level

of the company, which allows concerns to be resolved quickly before

they become problematic.

Not only do we invite our employees to address any issues or

concerns directly with our leadership team, we also give them an

opportunity to talk face to face with us in a variety of forums,

Leondakis said.

The companys president also uses Twitter as a method of

interacting with employees. Its done on a public platform so that

there is an opportunity for them to see what others might be

thinking or inquiring about but also to communicate that theirvoice is welcomed and appreciated, she said.

In addition, the company facilitates communication among

employees through employee affinity groups. They include the


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Kimpton Womens Group and Kimptons K-PRIDE group, which was

formed to meet the needs of Kimptons lesbian, gay, bisexual and

transgender employees and guests, Leondakis said.


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Objective of the study

OBJECTIVES OF EMPLOYEE ENGAGEMENT SYSTEM

For the Employees engagement system has the following objectives:

1.To provide better life and health to the workers2.To make the workers happy and satisfied3.To relieve workers from industrial fatigue and to improve

intellectual, cultural and material conditions of living of the

workers.

4.Overall health of our employees and that includes financialhealth.

The basic features of Employees engagement measures are as

follows:

1.Employee engagement includes various facilities, services andamenities provided to workers for improving their health,

efficiency, economic betterment and social status.

2.Engagement measures are in addition to regular wages andother economic benefits available to workers due to legalprovisions and collective bargaining

3.Employee engagement schemes are flexible and ever-changing.New engagement measures are added to the existing ones from

time to time.

4.Engagement measures may be introduced by the employers,government, employees or by any social or charitable agency.

5.The purpose of Employee engagement is to bring about thedevelopment of the whole personality of the workers to make abetter workforce.


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History

The history of Radisson dates back to 1909 when the first

Radisson hotel, named after famous French explorer Pierre

Radisson, opened in Minneapolis, MN. In 1962 the Radisson was

acquired by Curt Carlson, a Minneapolis businessman and

entrepreneur. Carlson had rocketed to national prominence in the

1940s and 50s with his successful Gold Bond Stamp Company,

which pioneered the concept of customer loyalty programs.

Over the brands `rich legacy, theyve launched many firsts

including the first American brand in the U.S.S.R, the first travel

agency loyalty program, look to book, and one of the first

partnerships across the Atlantic between Radisson and Rezidor. The

Radisson brand is one of the oldest upscale brands in the United

States.


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RADISSON IN AGRA-:

Indulge at our Chic, Contemporary Agra Hotel near the Taj

Mahal With its modern architecture and timeless appeal, the

Radisson Hotel Agra Taj East Gate Road is more than a hotelit is

a destination. Located on 4.5 acres of land in the heart of the

business and leisure precincts and within walking distance of the

Taj Mahal, our hotel in Agra, India proudly offers everything that

savvy international travellers have come to expect in cutting-edge

accommodations. Guests will enjoy such amenities as flat-screen

TV, safe, and large work desk in all rooms. Our conference and

function rooms can accommodate up to 500 people with a full range

of services. Stay with us and see why our all-new, sophisticated and

luxurious hotel is the first of its kind.

Observation employee engagement -:

Employee engagement, also called worker engagement, is a

business management concept. An "engaged employee" is one who

is fully involved in, and enthusiastic about their work, and thus will


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act in a way that furthers their organization's interests. According

to Scarlett Surveys, "Employee Engagement is a measurable degree

of an employee's positive or negative emotional attachment to their

job, colleagues and organization which profoundly influences their

willingness to learn and perform at work". Thus engagement is

distinctively different from employee satisfaction, motivation and

organizational culture.

A business management concept that describes the level of

enthusiasm and dedication a worker feels toward his/her job.

Engaged employee cares their work and about the performance of

the company, and feels that their efforts make a difference. An

engaged employee is in it for more than a paycheck.


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IMPORTANCE OF EMPLOYEE ENGAGEMENT-:

Employee engagement drives performance and helpsorganizations hire, develop and retain top workers.

Employee engagement is a means to an end- the end goalbeing organizational effectiveness.

The engagement drivers support organizational results. It creates the zeal of achievement. Engaged employees care about the future of the company

and are willing to invest discretionary effort.

Engaged employees feel a strong emotional bond to theorganization that employs them (Robinson), which results

in higher retention levels and productivity levels and

lower absenteeism.

Positive employee engagement can be causally related orcorrelated to specific positive business outcomes by

workgroup and job type.

It creates friendly environment in the organization.It is helpful to retain efficient employees within the

organization.


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EMPLOYEE ENGAGEMENT ACTIVITIES-:

1. Picnic at intervals on a regular basis.

2. Movie at 2 month intervals.

3. A every-day column on the intranet with announcements /

programs of the company, written by CEO,

4. Use an overhead paging system to update information. The

system can recognize employees based on business achievements.

5. Suggestion systems / quick responses of employees.

6. Replay on the intranet about the presidents / CEOs press

conference.

7. Live version of magazine on internal house.

8. CEO spending time communicating face to face with employees.

9. CEO used FAQ questions to know more about the business

operation of the company.

10. ONLINE ask the CEO mailbox.

11. Give awards to staff monthly.


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12. Give annual awards to staff

13. Write blogs every week on serious issues related to business

and ask employees for reading/recommendations.

14. Make appointment with management team of disaster.

15. Make appointment with management team of emergency

16. Committee in charge of problem solving.

17. Committee in charge of quality assurance.

18. Implement training programs on soft skills and other required

training programs.

19. Online real-time tracking of progress. Company progress in

fulfilling targets/goals can be viewed by staff.

20. Provide long-term vision for the growth of business.

21. Indoor Games as well as Outdoor games, like Chess, Cricket,

Badminton etc.

22. Celebrate Birthday parties for employees.


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TECHNIQUES OF EMPLOYEE ENGAGEMENT-:

The four engagement techniques currently favored by organizations

are:

ACTIONS TEAMS STORYTELLING APPRECIATIVE INQUIRY MESSAGE MAPS

ACTIONS TEAMS -:

Action teams are a technique in which employee teams are created

with leaders to identify engagement goals and develop strategies to

develop them. Employee action teams allow organizations to create

an active, two-way communication program, ensuring that everyone

can add his or her voice to the dialogue.

WHY USE AN EMPLOYEE ACTION TEAM -:

An engaged workforce is informed and involved. Yet, most

organizations routinely fail to inform and involve employees in one

important areacommunication. The general model in far too many


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cases starts with communications cascading from the top of the

organization and getting pushed down to the front-line employees.

Thats a poor tactic because it shuts out employees at the start.

Worse yet, the workers on the end of the communication pipeline

rarely get an opportunity to voice their concerns or opinions.

Fortunately, theres an effective and tested way to create a two-way

communication system that involves employees from start to finish

and keeps them informed every step of the process.

KEY STEPS FOR STARTING AND SUSTAINING

EFFECTIVE EMPLOYEE ACTION TEAMS-:

This section describes the key steps associated with starting and

sustaining effective employee action teams:

1. Establish a sound business need.

2. Establish common definitions.

3. Coach senior leaders and enlist their support.

4. Explain the purpose, process and value to the workforce.


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5. Establish the scope of the program.

6. Dedicate resources and funding for long-term support.

7. Select team leaders.

8. Conduct team orientations.

9. Facilitate regular meetings.

10. Recognize people and progress.

APPRECIATIVE INQUIRY-:

Appreciative inquiry is a communication approach that encourages

employee to work with leaders to envision corporate goals and share

ideas on how to achieve them.

AI makes the assumption that whatever you want to develop, there

will already be seeds of the right behavior, the right attitude, the

right experience happening somewhere, some of the time. So rather

than eliminate the occasions of getting it wrong, we work together

to find, understand, learn from and expand the occasions of

getting it right. AI can also be defined as the art of discovering and


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valuing those factors that give life to an organization, group or

individual.

INTRODUCING AI INTO YOUR ORGANIZATION-:

When introducing AI, we often need to be able to support anxious

executives while they learn to share their decision making with

people in their organization who are themselves going through a

growing up process, having been made passive or entitled by

well meaning but ultimately disempowering change processes in the

past. Helping leaders understand why AI works positive image,

positive action Change can be unsettling and those senior business

leaders, managers and employees who are used to more traditional

communication approaches to engagement may be skeptical of AI

or concerned about focusing on the positive. Helping people

properly understand whats new to them will make them feel

comfortable enough to leave their comfort zone and what theyre

used to.


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MESSAGE MAPS-:

A message map is the foundation for all communications relating to

an organization, a specific project or an initiative. Its the most

commonly used management tool to develop the core concepts

behind a specific topic, before trying to populate messages into a

variety of tactics.

Think of the message map as a compass that guides all of your

communications. It helps you efficiently capture the core messages

for:

Your organization;

Particular strategies or initiatives;

Different departments or organizational functions;

Specific programs, products or announcements; and

People

Message maps help identify several critical dimensions necessary

for a successful communications initiative. They help:


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1. Define and prioritize the audiences who will receive the messages

and focus on the common ground between them.

2. Identify the current mindset of your key audiences. To address

concerns and negative perceptions , its critical to know what people

think and feel about a specific topic. The more you know about

what your audience is thinking, the better youre able to influence

them.

3. Articulate clear, credible and compelling messages about the

topic.

4. Outline the key behaviors and expectations for each audience

receiving the messages. You need to be able to use your messages

to drive action. To get there, you need to articulate those messages

in a clear way that outlines the specific actions expected of each

audience.

5. Align the teams charged with communicating messages. Building

trust and credibility is about consistency of messaging across

different touch points. Without alignment, leaders say what they

want without as much focus around strategy.


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6. Validate the implementation plan and identify any gaps.

WHAT A MASSAGE MAP IS USED FOR-:

Message maps often are developed for topics that fall into one of two

categories:

1. Organization/key initiative This type of message map focuses

on the intangible. Its visionary and broad in nature, talking about

where an organization, initiative or individual is headed, and the

roadmap for getting there, etc., in a way thats meaningful for key

audiences.

2. Timely announcement These message maps focus on tangible

events, initiatives and announcements (e.g. a product launch). They

address specific questions by answering the Five Ws (who, what,

when, where, why) and the how. The content of a message map is

used in a variety of ways depending on the specific deliverable.

Because message maps serve as a guide for consistent messaging,

they can shape both internal and external messages.


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PRACTICAL IMPLICATION OF MESSAGE MAP IN HOTEL

RADISSON-:

MANAGEMENT TALKING POINTS-:Effective talking points can generate interest in your

organization and keep volunteers on message.

Keep your talking points short and sweet.Think bulleted lists, rather than novels. Instead of

writing hundreds of points which may confuse or bore

your listener, come up with no more than three or four

main points which support your case. The entire list

should take no more than a page.

Put your best foot forward.

Organize your talking points so the strongest argumentsare presented first and most persuasively.

Stick to the point.Only use arguments that directly support your case. Get

rid of any arguments that don't fit.

Emphasize win-win solutions.Show how your solutions contribute to the greater good.


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MARKETING COLLETERAL-:Marketing collateral, in marketing and sales, is the collection of

media used to support the sales of a product or service. These sales

aids are intended to make the sales effort easier and more effective.

The brand of the company usually presents itself by way of its

collateral to enhance its brand. The production of marketing

collateral is important in any business' marketing communication

plan.

FAQS-:Frequently asked questions are listed questions and answers, all

supposed to be commonly asked in some context, and pertaining to

a particular topic. "FAQ" is usually pronounced as an initialize

rather than an acronym, but an acronym form does exist. Since the

acronym FAQ originated in textual media, its pronunciation varies;

"fack", "faak", "fax", and "facts" are commonly heard.[citation

needed] Depending on usage, the term may refer specifically to a

single frequently asked question, or to an assembled list of many

questions and their answers.


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Direct mail-:The mail channel is the only medium that reaches both home and

businesses in India. Direct Mail combined with other marketing

mediums can form an effective way to communicate to customers

and can be utilized for follow up with those customer and leads.

Press releases-:

A press release, news release, media release, press statement or

video release is a written or recorded communication directed at

members of the news media for the purpose of announcing

something ostensibly newsworthy. Typically, they are mailed, faxed,

or e-mailed to assignment editors at newspapers, magazines, radio

stations, television stations, and/or television networks


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STORYTELLING-:

Storytelling is distilling information about what the company is

striving for and how it can get there, into more human and

persuasive stories that involves employees on a more emotional

level. It revolves around a carefully constructed story designed to

carry you out of the day-to-day to somewhere else and change your

thinking while youre there .To some managers, it sounds like a

dream come true. To most of us, however, that would be a

nightmare. In an organization, charismatic persuasion and the

ability to direct someones thinking smacks more of cults and

propaganda than modern-day work practices. And cults are less

effective as organizations they are typically blind and less

resilient. This chapter offers something far more powerful and

positive than that simplistic view. The real opportunities for using

stories in organizations to engage employees lie in listening to

stories, not telling them helping employees create their own

authentic stories and making sense of the stories told.


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RECOMMENDATIONS -:

There are some suggestions which should be followed in employee

engagement for the enhancement of employees and organizations.

These are as follows:

If you want to improve and implement new systems then here is

what you can do:

EMPLOYEE RECOGNITION-:

Employee recognition: Spot Awards, Annual Achievement awards,

outstanding performance award, Best Employee award etc. A

scanned copy of letter of appreciation along with their photos

should be displayed in the notice board. The letter should excel

their achievements, i.e. how different are they from others? On what

grounds were they nominated? How could they serve as role model

for other employees?

PUBLISH - IN-HOUSE MAGAZINE:

These magazines gives a snapshot as to what is happening in their

company which includes sharing Company growth, Management


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Objectives, Customer satisfaction, List of new customer sign-up,

Sales review, Customer delivery and feedback, Partnership details,

Upcoming projects etc. The company also prints the contributions

given by the employees such as Motivation stories, Paintings,

Poetry, Riddles, Jokes, Technology related articles, Safety and

Health related ppt, Nature photographs taken by employees etc.

GET CONNECTED-:

Its a online forum that is available in intranet site of that particular

company where employees can post their issues related to work,

work environment, HR Policies, Training needs etc. Once in a

month HR head along with their executives will have an open

meeting with the employees (without mentioning the name of the

employee) to resolve it then and there.

QUALITY SESSION MEETING:

Department wise team meet will be conducted by HR where in each

employee comes up with new ideas and concepts to improve the

Quality of work, also how to deliver the same on time, how to reach

out for customer satisfaction, significance of team work, etc., At the


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end of the meet, department head nominates a employee and gifts

him a prize for his innovative and creativeness.

QUOTE OF THE DAY:

This is onde department wise. Any one employee from each

department should write a quote on their white board. HR should

decide the best quote for the day. The department that gets the

highest points for the month would be offered a gift.

If you want to conduct some cultural programs on a eve then here

you go :

First divide your employees into four teams. Name them separately.

Choose a leader for each team. For every event one person per team

is allowed. The maximum number of awards won by a team will be

the best team.

Followings are the cultural activities-:

1. Rangoli

2. Traditional dress contest


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3. Burst the balloons

4. Dance competition

5. Cat walk

6. Anthakshari

7. Talent Hunt

8. 1minute games

9. Annual sports competitions etc.

If you want to gift something on an employee Birthday / Wedding

then here you go :

1. Give half of his/her basic pay as gift.

2. Paid leave for a week for wedding and paid leave for 1day on

birthday.

3. Painting picture of the couple.

4. For a Birthday give him/her a card and chocolates.

5. Give them a gift voucher - They will enjoy shopping. You can do

the same for Birthday.


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6. Decorate his/her work place and welcome him/her with sweets

and flowers. Arrange for a surprise party and its up to you to decide

on how to conduct the party.

7. A small holiday trip to the nearby resort.

8. Branded Wrist Watch to the couple.etc

If you want to change the look of your company then you can

implement these:

1. Placing money plants in all the corners of our office

2. Placing a fish tank in the main hall such that its visible to all.

3. Colorful pen stand in every desk. It consists of a pen, pencil

and eraser.

4. Beautiful flower vases here and there in the hall.

Cute Coffee Mugs each to every employee.

5 .Nice water bottles to every employee.

6. Colorful curtains for windows.


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These are some suggestions which can be beneficial to any

organization .And can help the organization to achieve its goals

effectively and efficiently. These techniques enhance the employee

capacity and capabilities. But it should be ensure that employee is

fully satisfied with organization, colleagues, and his work.


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RESEARCH METHODOLOGY

1. Research design:- Descriptive typeQuestions have been designed on the basis of various elements

determining the Employee engagement which are

Work Environment, Engagement, Training and Development,

Communication, Salary, Policies, Work Performance, Appraisal

System, Benefits/Perquisites, Others

The data required is clearly defined and research process is formal

and structured.

2. Source of Data:- Primary source from Hotel Employees ofvarious department.

3. Sample size:- 50 employees out of 138.4. Research tools:- 1.Questionnaire5. Question Form: - Question are in structured form withresponse yes, no and why.

Each response has been allotted 1 number and analysis has been

done on percentage basis.


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ANALYSIS AND DATA INTERPRETATION FOR EMPLOYEES

ENGAGEMENT SYSTEM

A:-Work Environment:-

1- Do you have proper working hours as per rules?

2-Do you have adequate equipments to work properly?

3-Is your work area clean and hygiene?

4-Does the office conditions are comfortable?

5- Do you have safety measures at work?

6- Are the workings tools are of latest technology?

7- Do you get proper cooperation/help from colleagues?

No. of

Answers

No. of

Answers%

QUES: YES YES% NO NO%

1 50 100.00% 0 0.00%

2 50 100.00% 0 0.00%


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3 50 100.00% 0 0.00%

4 50 100.00% 0 0.00%

5 49 98.00% 1 2.00%

6 42 84.00% 8 16.00%

7 48 96.00% 2 4.00%

overall 96.86% 3.15%

B: - Engagement:-

WORK ENVIRONMENT DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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1-Do you have engagement facilities?

2-Do you have medical facilities?

3- Do you have transportation facilities?

4- Do you have canteen facilities?

5-Do you have enough time between works to rest

and if then what do you do?

6- Is there any scheme or fund for your family from

the side of Hotel?

7- Do you have uniform facility?

8- Do you conduct staff annual day?

9- Do you celebrate any festival functions?

10- Do you have recreational facilities?

11- Do you have some sport / curricular activities?

No. of

Answers

No. of

Answers%


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1 49 98.00% 1 2.00%

2 50 100.00% 0 0.00%

3 0 0.00% 50 100.00%

4 50 100.00% 0 0.00%

5 45 90.00% 5 10.00%

6 36 72.00% 14 28.00%

7 50 100.00% 0 0.00%

8 50 100.00% 0 0.00%

9 49 98.00% 1 2.00%

10 45 90.00% 5 10.00%

11 47 94.00% 3 6.00%

OVER

ALL 85.00% 14.37%


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C: - Training and development :-

1-How does training benefit you?

2-Do you attend the training program held in

the organization?

3-Does training lead you to develop?

4- Are you satisfied of training imparted to you?

5-Do you improve your working skills/knowledge?

6- How do apply learning to practice?

7- How your learning practiced is assessed?

8- Is your skills utilized fully through training?

WELFARE DATA GRAPH

0

50

100

YES% NO%

No. OF QUESTIONS

LEVEL OF

SATISFAC

TION


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No. of

Answers

No. of

Answers%


1 50 100.00% 0 0.00%

2 50 100.00% 0 0.00%

3 50 100.00% 0 0.00%

4 50 100.00% 0 0.00%

5 42 84.00% 8 16.00%

6 41 82.00% 9 18.00%

7 50 100.00% 0 0.00%

8 50 100.00% 0 0.00%

OVER

ALL 95.75% 4.25%


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D: - Communication:-

1-Is communication with in your departmentopen and clear?

2-Is your supervisor communicating clearly asto what is expected of you?

3-How is the coordination between supervisorand subordinate?

4- Do you have notice board in your department?

5- Do you attend meeting in the organization?

6- Do you get positive feedback through

TRAINING AND DEVELOPMENT DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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communication?

7-Do you have proper communication from

other department?

8-Do you face any problem if communication is

not proper?

No. of

Answers

No. of

Answers%

QUES: YES YES% YES% NO%

1 50 100.00% 0 0.00%

2 50 100.00% 0 0.00%

3 50 100.00% 0 0.00%

4 50 100.00% 0 0.00%

5 50 100.00% 0 0.00%

6 48 96.00% 2 4.00%


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E: - Salary:-

1- Is salary up to your expectation?

2- Is salary up to your experience?

3- Is salary up to your designation?

4- Are you satisfied of your salary?

COMMUNICATION DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N

7 47 94.00% 3 6.00%

8 50 100.00% 0 0.00%

OVER

ALL 98.75% 1.25%


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5- Do you get monetary reward to good work?

6- Do you have promotion and transfer in the

department for growth?

No. of

Answers

No. of

Answers%


1 35 70.00% 15.00 30.00%

2 33 66.00% 17.00 34.00%

3 35 70.00% 15.00 30.00%

4 32 64.00% 18.00 36.00%

5 46 92.00% 4.00 8.00%

6 46 92.00% 4.00 8.00%

OVER

ALL 75.66% 24.34%


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F: - Policies in the organization:-

1- Do you have set rules and hotel norms?

2- Does policies have clear objectives?

3- Are the policies uniform/fair?

4- Are the policies easy to understand?

No. of

Answers

No. of

Answers%


1 49 98.00% 1.00 2.00%

SALARY DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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2 48 96.00% 2.00 4.00%

3 49 98.00% 1.00 2.00%

4 47 94.00% 3.00 6.00%

OVER

ALL 96.8% 3.2%

G: - Work performance:-

1- Is your job interesting and up to required skills?

2- Are you satisfied with the level of job performance?

3- Do your seniors supervise your work?

POLICIES DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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4- Do you know clearly about your job profile?

5- If so then do you get in writing?

6- Do you have scope of growth with in department?

No. of

Answers

No. of

Answers%


1 49 98.00% 1 2.00%

2 46 92.00% 4 8.00%

3 49 98.00% 1 2.00%

4 49 98.00% 1 2.00%

5 46 92.00% 4 8.00%

6 48 96.00% 2 4.00%

OVER

ALL 95.66% 4.34%


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H: - Appraisal system:-

1- Is your work performance get assessed and explained

2- Do you get adequate rewards/increment/promotion

/incentive?

3- Does appraisal helps you to develop?

4- Does your feedback get implemented in the organization?

5- What is the duration of assessment?

6- Who assesses you?

WORK PERFORMANCE DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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No. of

Answers

No. of

Answers%


1 49 98.00% 1 2.00%

2 48 96.00% 2 4.00%

3 49 98.00% 1 2.00%

4 48 96.00% 2 4.00%

5 - - - -

6 - - - -

OVER

ALL 97% 3%


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I: - Benefits/Perquisites:-

1- Are you covered under ESI or medical insurance?

2- Is your family cover under any scheme?

3- Do you have any P.F. scheme/pension scheme?

4- Do you have LTA/Leave benefits?

5- Do you have any terminal benefits such as gratuity?

6- Do you get staff advance when required?

APPRAISAL SYSTEM DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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7- Do you get compensated against contribution towards

business growth?

No. of

Answers

No. of

Answers%


1 47 94.00% 3 6.00%

2 42 84.00% 8 16.00%

3 46 92.00% 4 8.00%

4 47 94.00% 3 6.00%

5 46 92.00% 4 8.00%

6 48 96.00% 2 4.00%

7 47 94.00% 3 6.00%

OVER

ALL 92.28% 7.72%


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J: - Others:-

1- Does management have grievances reprisal system?

2- Does management solve your grievances?

3- Who solve your grievances?

4-Are there adequate growth opportunities in theorganization?

5- Do you believe that organization have bright future?

6- Are you member of trade union?

7- Does trade union helps you?

BENEFITS/PERQUISITES DATA GRAPH

0

50

100

YES% NO%

LEVEL OF

SATISFACTIO

N


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8- Do you think that trade union help in maintaining the

management employee relation?

No. of

Answers

No. of

Answers%


1 50 100.00% 0 0.00%

2 50 100.00% 0 0.00%

3 - - - -

4 49 98.00% 1 2.00%

5 47 94.00% 3 6.00%

6 18 36.00% 32 64.00%

7 32 64.00% 18 36.00%

8 37 74.00% 13 26.00%

OVER

ALL 80.86% 19.14%


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POLICIES

WORK PERFORMANCE 95.67%

APPRAISAL SYSTEM 97.00%

BENEFITS/PERQUISITES 92.28%

OTHERS 80.85%

OVERALL EMPLOYEES SATISFACTION TABLE

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

WORK

ENV

IRONMEN

T

WELFARE

TRAINING

ANDDEVEL

OPME

NT

COMMUN

ICATION

SALARY

ORGANIZAT

IONA

LPO

LICIES

WORK

PERF

ORMA

NCE

APPR

AISALS

YSTEM

BENEFIT

S/PERQ

UISITE

S

OTHE

RS

FACTORS

%O

FSATISFIED

EMPLOYEES

Series1

Series2

Series3


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CONCLUSION

Employee engagement is a result of employees perception of how

well their job provides those things, which are viewed important.

- Three important factors about Employee engagement havebeen noticed. Firstly Employee engagement is an emotional

response to a situation; as such it cannot be seen only inferred.

Secondly, Employee engagement is often determined by how well

outcomes meet or exceed expectations. Thirdly Employee

engagement represents several related attitudes.

- The importance of Employee engagement of the employees inany organization cannot be over emphasized especially if the

organization is totally labor intensive one such as hotel industry. It

is must that the managers in the organization keep their needs and

desires in order to have satisfied customers, so that organization

does not loose its customers and thereby better business for the

company.

Hotel Radisson is the Largest Hotel among the Hotel industry in

the city. Hotel Radisson is a good paymaster and this is the major

cause of satisfaction among the employees. They feel that the


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salary they get is very good with that of the other similar Hotels

and is sufficient to fulfill the needs of the family. They feel that they

are working for money and if there is monetary satisfaction, the

level of satisfaction among the employees will increase to a large

scale.

Satisfaction level was found to be more among the employees who

have worked in the Hotel for a longer period of time than the new

comers. The younger generation was found to be more satisfied as

compared to the older people in the organization.

Thus satisfaction of the employees is an important factor in the

organization, especially monetary satisfaction. Employees are ready

to settle for other things. The employees at ITC Mughal were found

to be having a preference for non-monetary rewards.

The employees there are very much satisfied with their

organization and they are very much dedicated to their work and

work with sincerity and feel very proud to be working for the

organization, but always in hope for better opportunities specially

the younger employees.


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SUGGESTIONS

- Pay scale should be increased and made comparable to othersimilar organizations

- Conveyance facilities such as a hotel bus should be providedespecially for the employees commuting at night and from far off

places

- Allowance such as children education should be given- Facilities for loan and advances- Improvement of the canteen food- Fair judgment in giving rewards, increment and promotions- Recognition for good work- Non-monetary rewards should be made- Better facilities such as equipment and working environment- Change in uniform for engineering staff- Standardization of policies and procedure- Equal distribution of tips- The role and responsibilities should be clearly defined and

sufficient authority should be given.


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Questionnaire

PartA (General Questions)

1. How do you see as Infrastructural development in Agra? How do

you think that will impact Hotel industry in city? (Demand Supply

Gap)

2. To whom do you consider your competitor?

3. How do you see these hotels compare to your hotel.

ITC , The Mughal

Clarks Shiraaz

Oberoi Amar Vilas

Holiday Inn

Hotel Amar

4. Strategies for F & B (Bar, Restaurant, Room services, banquette

and Night club).

5. When several new players will be in the market then what will bemodification in your strategies?

6. Target Customer

a. Age group

b. Income group

c. Free individual traveler, Tourist from travel agency or Business

traveler

d. Any particular industry sector


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Room service

Dry Cleaning & Laundry

Choice of Cuisine

Size of Room and Bathrooms

Cleanness

Internet Connectivity

Business Centre & Conference

Facilities

Health club & Spa

Sports and Recreational activity (Meditation, squash,Golf etc.)

Distance from Airport

City proximity

Environment & Ambiance

Brand Loyalty

Value for Money

1

(Most Important)

2

3

4

5

(Least Important)


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BIBLOGRAPHY

www.radisson.com www.itchotels.com Organization Behavior (13 Edition) by Robbins Judge Sanghi Human Resource Management (2) Edition By Vsp Rao Personnel Management By Edwin B.Flippo A Simple Study of Principles of Employee Engagement and

Industrial relations By Dr.S.K.Gupta

Collection of the data through various websites.References in Popular Culture

Dilbert comic strip One FTE comic strip Human Resources Organizational commitment Empowerment Flow (psychology) Positive psychology Internal marketing

Brand engagement
http://www.itchotels.com/http://dilbert.com/fast/2009-11-25/http://onefte.com/2010/03/02/the-secret-to-engaging-staff/http://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Organizational_commitmenthttp://en.wikipedia.org/wiki/Empowermenthttp://en.wikipedia.org/wiki/Flow_(psychology)http://en.wikipedia.org/wiki/Positive_psychologyhttp://en.wikipedia.org/wiki/Internal_marketinghttp://en.wikipedia.org/wiki/Brand_engagementhttp://en.wikipedia.org/wiki/Brand_engagementhttp://en.wikipedia.org/wiki/Internal_marketinghttp://en.wikipedia.org/wiki/Positive_psychologyhttp://en.wikipedia.org/wiki/Flow_(psychology)http://en.wikipedia.org/wiki/Empowermenthttp://en.wikipedia.org/wiki/Organizational_commitmenthttp://en.wikipedia.org/wiki/Human_Resourceshttp://onefte.com/2010/03/02/the-secret-to-engaging-staff/http://dilbert.com/fast/2009-11-25/http://www.itchotels.com/

reseach report

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