the final ssc report

8/8/2019 The Final Ssc Report

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A

PROJECT STUDY REPORT

ON

A Study Of HR Systems At The Oberoi Udaivilas

SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

2009-2011

ADVENT INSTITUTE OF MANAGEMENT (UDAIPUR)

SUBMITTED BY: - SUBMITTED TO:-

Shakti Singh Chauhan Dr.Dipin Mathur

MBA III rd Sem (Program Coordinator PGDM )


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Preface

Organization culture is a descriptive term. It is how employees see their organization. A

common perception held by the members of the organization .A system of shared

meaning. In other words it is a common description of the organization made by the

individuals of different backgrounds and working at different levels of organizations

have a dominant culture and numerous sub cultures.

The effectiveness of the organization depends on the efficiency of its employees.

Employee motivated from their salary also so wages & compensation policy also plays

a vital role in achieving the goals.

This report gives an understanding of human resource, their behaviors, the need for

their development, how HRD is a separate field than the traditional personnel field,

HRD & industrial relations, role of HRD department its activities, the various sub-

system of HRD like manpower planning, performance appraisal, training &development,

recruitment and selection, wages & compensation policies etc.

So we feel the overall development of individual through the organizational culture that

will lead to the organizational. The attitudinal life style &value system are changing in

the society& organizations will have to change if want to require in the changing

scenario.


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Acknowledgements

I express my sincere thanks to my project guide Dr.N.S.Rao (Director) Advent Institute Of

Management, Udaipur for guiding me right from the inception till the successful completion of the project. I sincerely acknowledge him for extending their valuable guidance, support for

literature, critical reviews of project and the report and above all the moral support he had

provided to me with all stages of this project.

I would also like to thank Dr.Dipin Mathur,(Program Coordinator PGDM), Advent Institute Of

Management, Udaipur for his help and cooperation throughout my project.

SHAKTI SINGH CHAUHAN


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EXECUTIVE SUMMARY

Introduction to HRD:

Today most of countries promote tourism to promote foreign exchange, encourage

developmental activities, improve local economies and generate employment. It must be

noted that mere employment generation will not serve the purpose for sustained growth

of a service sector. Infect it is the quality of service that determine the image of the

hotel. When we talk about human resource development, we have in our mind a

variety of things, these included:

TrainingSkill development and up gradation of knowledge and skills of employees.

Motivating the employees.

Effective utilization of employees skills and capabilities.

Attracting the personnel and their retention.

Wages, salaries and rewards.

Monitoring and controlling the employees performance.

These aspects of HRD are essential for every sector but in the case of service

and hospitality industry they have a special significance because hotel is a service

industry and here the customer is not only buying a service or a product but they are

also experiencing and consuming the quality of the service, which is reflected in the

performance of the personnel involved in the delivery of the service, the importance of

HR becomes vital for the success of the business. Generally in such service

Operations are the emphasis is given on courtesy effective communication. Generally

HRD has to be taken at both macros as well as micro levels. At the macro level one

takes into account education training infrastructure available and at the micro level one

takes into account how best an organization plan and manage their human resource.

Mostly these organizations apply the principle of empowerment to all the employees.

This empowerment is manifested in the way that companies are highly focused and

consistent in everything they do and say in relation to employees, have managers who

communicate with the employees, Facilitate, rather than regulate, their employees


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response to the consumers, Solicit employees feedback about how they can do things

better, Stress the importance of the team work at each level of the organization and

Plan carefully the organizations requirement and training needs.


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CONTENTS

S.No. Contents Page No.

1. Introduction to the Industry

2. Introduction to the Organization

3. Research Methodology

3.1 Title of the Study

3.2 Duration of the Project

3.3 Objective of Study

3.4 Type of Research

3.5 Sample Size and method of selecting sample

3.6 Scope of Study

3.7 Limitation of Study

4. Analysis and interpretation

5. SWOT

6. Conclusion

7. Recommendation and Suggestions

. Appendix :Questionnaire

Bibliography


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CHAPTER 1

INTRODUCTION TO THE INDUSTRY

Hotel Industry in India is witnessing tremendous boom in recent years and going through aninteresting phase. One of the major reasons for the increase in demand for hotel rooms in the

country is the boom in the overall Economy and high growth in sectors like information

technology, telecom, retail and real estate. Rising stock market and new business

opportunities are also attracting hordes of foreign investors and international corporate

travelers to look for business opportunities in the country particularly growth in tourism sector.

As hotel industry is inextricably linked to the tourism industry and the growth in the Indian

tourism industry has fuelled the growth of Indian hotel industry.

Explosive economic growth in India ignites unquenchable demand for hotel rooms. With huge

investments flowing into India for the development of infrastructure such as roads, highways,

airports and convention centers, interest in hotel developments is hitting new highs as tourism,

business and travel are on the rise.

The booming tourism industry has had a cascading effect on the hospitality sector with an

increase in the occupancy ratios and average room rates. And with the continuing surge in

demand, many global hospitality majors have evinced a keen interest in the Indian hospitality

sector. It is estimated that India is likely to have around 40 international hotel brands by 2011.

Organization Culture is based on 7 Dimensions:

Conformity

Responsibility

StandardsRewards

Organizational Clarity

Warmth and Support

Leadership


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Features of Udaivilas Hotel

Well-disciplined employees.

Sports and cultural evenings for employees.

Excellence hospitality.

People are highly co-operative and communicative.

People work with team spirit.

Rewards and punishments are considered part of game.

Every new day is learning experience for people over there.

Nepotism and favoritism does not exist.

Positive approach.

Hierarchy is not a hurdle in the personal relationships.

People work on the principle of equality and justicee.g. food is common for

each level employee (whether junior or senior).

Friendly atmosphere for new entrants.

Workers suggestions are welcomed.

Training program is conducted.

Workers problems are given a hearing and they are tried to be resolved.

Consumer satisfaction is the motto of the organization.

Supportive to the employees.Event management is given importance.

Feedback.

Orientation and induction.

Job rotation.

Get together.

Sport and cultural evening for employees.


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CHAPTER-2

INTRODUCTION TO THE ORGANIZATION

The Oberoi Udaivilas Udaipur has been rated as the best city in the world by Travel + Leisure, USA in the 2009

Readers' Poll.

Udaipur, in the heart of Rajasthan, is a city of majestic palaces and beautiful lakes. Here,

adorning the banks of Lake Pichola and standing witness to the historic City Palace, The

Oberoi Udaivilas captures all the romance and splendour of a royal era.

Conceived as a traditional Indian palace, The Oberoi Udaivilas showcases the rich heritage of

the Mewar region of Rajasthan with its rambling courtyards, gentle rippling fountains, reflecting

pools and verdant gardens. Grand architecture inspired by the palaces of Rajasthan present a

picture of majesty resplendent with pavilions and domes that lead you to a journey of

discovery. Interiors embellished with decorative domes, hand painted frescoes, intricate mirror

work and beautifully

An enchanting boat ride across Lake Pichola transports you to the ceremonial welcome that

awaits you at resort. Rooms with terraces that open on to semi-private swimming poolspresent exquisite views and are a unique feature of Udaivilas. Magnificently decorated suites

with private swimming pools and outdoor dining pavilions are exclusive retreats.

Fine international cuisine, authentic flavours of Rajasthan or a quiet drink are all presented

with views of the City Palace and Lake Pichola.

The luxurious spa with its own swimming pool overlooks the lake and is a haven of serenity.

Trained therapists pamper body and soul with rejuvenating treatments. The resort also offersthe opportunity to undertake private Yoga, meditations and Pranayam sessions with the

resident Yoga teacher or explore the city steeped in the romance of the oldest living dynasty in

the world.


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At The Oberoi Udaivilas, the magnificent setting combines with royal service to make your

holiday a journey into the romance and grandeur of another century. This resort offers an

experience created exclusively for those who know there is nothing like too much luxury

PROJECT PROFILE

About organization culture and wages and compensation Policy

Every organization has some accepted culture that defines standard of acceptable and

unacceptable behavior of its employees. The employees realize this culture in due

course of time and they realize the likes and dislikes of organization, role of conduct,

discipline and importance of honesty and integrity in the organization. The employees

get acquainted with the culture of their organization that conveys the values, theorganization holds dearest. Members of work groups have to accept these standards

implied in the organizational culture. If they are to remain in the employment they

have to shape their behavior to suit the requirement of the organization.

We are more concerned with the smooth and prosperous working of organization and

motivating the employees to march towards this good. We have to deal with group of

peoples as well as individuals. They come from the different sections of the society.

They have different social and family backgrounds and different cultures. However all

organizations have common as well as separate sets of rules and regulations to be

followed by their workers and managements.

The organizational culture has two essential qualities. Firstly it is learned and secondly

it is shared. Culture determines how members of the organization should think and

feel. It directs their actions and defines their outlook. The norms which direct action are

not merely isolated standards for behavior, they are integrated and patterned by the

values and beliefs provided by the organization.

There appear to be seven characteristics that when mixed and matched, tap the

essence of an organizations culture.

1. Individual autonomy: The degree of responsibility, independence and opportunity

for exercising initiative that individuals in the organization have.


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2. Structure: The degree of rules and regulations and the amount of direct

supervision that is used to control employee behavior.

3. Support: The degree of assistance and warmth provided by managers to their

subordinate.

4. Identity: The degree to which members identify with the organization as a whole

rather than with their particular work group or field of professional experience.

5. Performance reward: The degree of which reward allocations in the

organizational (i.e. salary increase, promotions) are based on employee

performance criteria.

6. Conflict tolerance: The degree of conflict present in relationship between peers and

workgroups as well as the willingness to be honest and open about differences.

7. Risk tolerance: The degree to which employees are encouraged to be aggressive,innovative and risk seeking.

By appraising the organization on these seven characteristics, then a composite

picture of the organizations culture is formed. This picture becomes the basis for

feelings of shared understanding that members have about the organization, how things

are done in it and the way members are supposed to behave.

CULTURES FUNCTIONS:

Culture performs number of functions within an organization:

It creates distinctions between one organization and others.

It conveys a sense of identity for organization members.

Culture facilitates the generation of commitment to something larger than ones

individual self-interest.

It enhances social system stability.

It is the social glue that helps to hold the organization together by providing

appropriate standards for what employees should say & do.

Culture guide and shapes the attitude and behavior of employees.


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The last function is that it defines the rules of the game-rules that govern the

day-to-day behavior in the work place.

Culture is a liability where the shared values are not in agreement with those that

will further the organizations effectiveness.

W AGES AND COMPENSIATION POLICY:

Wages of labor are determined by the cost of subsistence. Remuneration paid to

workers, engaged by the day, week, fortnight or month is usually referred to as

wages. The term wages includes any non-pecuniary benefits attached to money

payment. From the point of view of industry, wages constitute that share of the total

cost of production, which can be attributed to labour. For the worker, however, wages

constitute the income by which he lives. Man does work for his bread though he does

not live by bread alone. Since the standard of living of the worker & his family

depends upon the wages he earns, he is rightly concerned about them. His attitude

towards his employers will usually be determined by the extent to which he is satisfied

with the wages he is getting though that is not the sole factor in a workers

satisfaction.

FACTORS INFLUENCING W AGE RATESDemand and supply

Bargaining capacity

Cost of living

Condition of product market

State regulation

Major components of Indian wage packet

The monthly wage packet of an industrial worker in India consists of 4 principalelements, viz.,

Basic wage,

Dearness allowance,

Annual statuary bonus, and

Incentive bonus


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CHAPTER-3

RESEARCH METHODOLOGY

3.1 Title of Study:

The study of H.R.Systems at Oberoi Udaivilas.

PROJECT OVERVIE W AND RESEARCH METHODOLOGY

With the rapidly changing socio-economic environment & the trend towards

globalization of business & industries, effective management of human resources has

become very challenging job. There is no denying the fact that human element is at

the center stage in all-economic activities. Modern management has been increasingly

aware of the fact that human factor is the most important of all factor of production

and that creates the organization culture.

Many managers would agree that the effectiveness of their organization would agree

that the effectiveness of their organization would at least be doubled if they could

discover how to tap the unrealized potential presents in their human resources.

Every manager is expected to instruct & guide the workforce, influence their behavior

& motivate them to contribute maximum towards the organizational objectives.

Thus, the organizational culture depends on the efficiency of its employees. While

every other resource such as material, machine& even finance can be bought if one

pays the right price, the only resource that cannot be bought are motivated human

resources.Motivated people have to be developed and nurtured be developed and

nurtured by the managerial competence. It is through systematic & effective human

resource development system that ordinary people can be converted into extra

ordinary performance.In general any human resource development program must

enable the companies people to acquire & sharpen their capabilities to perform well on

their respective jobs, develop an organizational culture of team spirit, cordial

relationship & human values of management and its people. From this view of point,

HRD enables an executive to gain a job that provides variety and challenges to ones


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ability and competence, opportunities to learn and develop skill, social support and

recognition at work place, opportunities to relate what an individual performs and

produce to his social life and feelings that work would lead to a desirable future.

Hence a well-planned HRD system is an important part in creating an organizational

culture.Human resource development in the organizational context is a process, by

which the employees of an organization are helped, in continuous, planned way to:

Acquire or sharpen capabilities required to perform various functions associated with

their present or expected future roles.

Develop their general capabilities as individuals & discover & exploit their own inner

potential for their own & organizational development purpose.

Develop an organizational culture in which supervisor, subordinate relationship,

teamwork & collaboration among subordinates.Units are strong & contribute to the professional well -being, motivation & pride of

employees.

3.2 Duration of Project:

2 Months.

3.3 Objective of Study:The main objective of study was to analyse and learn about the different H.R Systems and

practices undertaken by Oberoi group of hotels.

RESEARCH OBJECTIVE :

PRIMARY:

y To find out the roles played by HRD systems &their working in the organization.

SECONDARY:y To find out the kind of culture developed between top management & middle

management.

y To know how far HRD has developed an effective communication system.

y To find out the employees perception of training &development program & impact of

these programs on employees as well as organization.


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y To know the views of employees about HRD philosophy

3.4 Types of Research:

The type of research design used for this project is Exploratory as it intends to find out insights

into the chosen topic. It also facilitates to expand the knowledge frontiers.

POPULATION:

The research was carried out at Udaivilas hotel, Udaipur. The total strength of organization

divided in two groups i.e. Executives & staff persons.

3.5 Sample size:

60% employees means 246 in numbers of the total employees (from all units of

Udaipur) selected from the population as sample.

Sampling technique

The sampling technique used is stratified Purposive & convenience sampling method.

Stratas were made of different departments of organization and respondents were

purposely chosen as per the convenience of the Researcher.

3.6 Scope of Study:

The scope of H.R.Systems is very wide,though the study was restricted to only single

organization,i have incorporated all the information procured from the Udaivilas which gives an

insight about the various practices and systems of H.R undertaken at the Udaivilas.The

demand for young and talented people has increased to the greater extent. The scope of HR is

great because of existence of many new HR related demands such as advanced Performance

appraisal systems, Human Resource Information System, job satisfaction, employeeinvolvement, corporate governance etc.

3.7 Limitations of Study:

Will have to rely on the collected data.


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Some employees might not express their feelings freely because they might

think this may have effect on their impression/ position.

It is assumed that samples selected will truly represent the population/

universe.

The present study is severely handicapped by the low number of respondents

on the given measures; future investigation may be taken up on large sample

for organizational culture.

The sample was chosen based on convenience & availability of employees.

Results of study are recorded only as observation because of limited sample

size.

Will have to rely on the collected data.

Some employees might not express their feelings freely because they mightthink this may have effect on their impression/ position.

It is assumed that samples selected will truly represent the population/

universe.

Sources of Data Collection

1. Data Collection

The data for this project was collected from the following sources:

Primary

Secondary

The basic means of collecting primary data are communication and questionnaires.\

The secondary data is the data which is not being collected for the first time.

(a) Primary Data:

A questionnaire cum interview was used to collect data on organizational culture

at UDAIVILAS Udaipur which was developed. It was based on the seven dimensions of

the organizational culture viz.


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Conformity(feeling that there are many externally imposed constraints in the

organization)

Responsibility (emphasis given on personal responsibility in the organization)

Standards(emphasis which the organization places on equality performance)

Rewards (the degree to which members feel that they are being recognized and

rewarded for good work.)

Organizational clarity (the feeling among members that things are well organized

and that goals are clearly defined).

Warmth and support

Leadership

Due to time and linguistic constraint of the respondents, the questionnaire was

administered individually and instructions which were very simple were conveyed to thesubjects verbally with the assurance that their names and their information given by

them would be completely anonymous.

This was particularly needed as the study was restricted to only one particular

organization and there was always apprehension of the responses being leaked to the

top management, hence it was necessary to give personal touch for the data

collection.

(b) Secondary Data

Secondary data have been collected from various records available in the HR dept.

some books, reports and other sources like internet etc. relating to HR dept.

METHOD OF ANALYSIS:

The responses were tabulated and analyzed item wise.


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CHAPTER-4

ANALYSIS AND INTERPRETATIONWhile analyzing the personal information of the respondent the following fact are found:

Age group

It was found that majority of the respondent ie. 70 % Belongs to age group of 25 to 35

and above whereas only 30 %are of age group above 35 years.

Marital Status

It was found that 100 respondent were married.

MANPO W ER PLANNING

Manpower planning is the process including forecasting, developing and controlling by

which a firm knows that it has the right number of people and the right kind of

people at the right place at the right time doing work for which they are economically

most useful. Thus

Manpower planning aims at ascertaining the manpower needs of the organization

both in number and kind.

It presents an inventory of existing manpower of the organization. Analysis of

the inventory of manpower helps in ascertaining the status of the available

person and to discover untapped talent presently available with both the

organization.

It helps in projecting future manpower needs. It helps in determining the shortfall

or surplus of manpower by comparing the total manpower needs of the present

supply of manpower.

It is concerned with the initiation of various organi9zational programs depending

upon the demand and supply of human resources. if the future need exceed

presently available talent, this gap becomes the basis for the program of

recruitment and training and if the presently available talent exceeds the future

need the difference may become the basis for a program of retirements,

discharge etc.


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Effective manpower planning must encompass the acquisition, utilization,

improvement, and preservation of the organizations human resources.

Needs and Significance of manpower planning

Manpower helps in the selection and developmental activities as it ensures the

adequate are selected well in advance so that there may be developed for

anticipated openings. This would ensure growth of the organization.

Manpower helps in procuring personal with the necessary qualification, skills,

knowledge, work experience and aptitude for work.

It helps in formulating managerial succession plans as a part of replacement

planning process. It provides enough opportunity for identifying and developing

managers to move up the corporate ladder.

It may also help in identifying areas of surplus personnel. If there is surplus

manpower in a dept it can be redeployed by transfer to other departments.

It enables through performance appraisal identification of the gates of the

existing manpower sol that corrected training could be provided. Thus training

programs becomes more effective.

Steps in manpower planning

(a) Analyzing current skill inventory

(b) Analyzing factors that will ask for more manpower.

(c) Drawing up an employment plan for a period of 5 years or so on.

(d) Designing training and development programs.

Q uantitative aspects of manpower planning

The quantitative aspects of manpower planning consist of six interrelated areas of

activity


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a) Demand Forecasting

Estimating future manpower needs by reference to corporate and functional plans

and forecast of future activity levels.

b) Supply Forecasting

Estimating the supply of manpower by reference to analysis to current resources

and future availability after allowing fore wastage.

c) Determining manpower requirements

Analyzing the demand and supply forecast to identify future deficits or surplus.

d) Productivity and cost analysis

Analyzing manpower productivity, capacity utilization and cost and order to

identify the needs to improvements in productivity or reduction in cost.

e) Action planningpreparing plans to deal with forecast deficits or surplus of manpower to improve

utilization and productivity to reduce manpower cost.

f) Manpower budgeting and control

Setting manpower budget and standards and monitoring the implantation of

manpower plans against them. Demand forecast are estimates of future

requirement and these can only be prepared on the basis of assumptions about

the productivity of employees but the supply forecast will also have to consider

productivity trends.

Q ualitative aspects of manpower planning

It is necessary to determine the precise nature of the job in terms of the functions,

duties and responsibilities. This determination of the nature of the job would help

determining the minimum acceptable qualities on the art of person required for

adequate performance of the job in question. This aspect is referred to as the

qualitative aspect of manpower planning. The phenomenon of determining the nature of

the job together with the minimum acceptable qualities on the part of personal required

for adequate performance of the job is termed as job analysis.


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Table no.1

I-Career System

Manpower Planning

The following table shows about the manpower planning according to the views of

respondents.

Scale:

1= Not at all true.

2=Somewhat true

3=Mostly true

4=No response

S. No. ResponseScale

Total1 2 3 4

1 Your department plans for manpower requirement 8.33 18.06 70.83 2.78 100%

2Planning is done according tothe changing needs in your organization

6.94 26.39 63.89 2.78 100%

3

Your dept takes into account

planning for qualitative &quantitative requirements

8.33 31.94 59.73 0 100%

4Plans are made according to theperformance & results of employee

22.22 58.33 19.45 0 100%

5Your department plans for increasing productivity andefficiency of employees

52.78 33.33 13.89 0 100%

Mean percentage 19.72 33.61 45.56 1.11 100%


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Interpretation:

The above graph shows the responses of the participants towards Manpower planning of the

hotel. The data states that 19.72% people point that the hotel has no planning or very poor

planning, 33.61% say that it is average while 45.56 % respondents find it effective.

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5

Series4

Series3

Series2

Series1


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Recruitment:

According to Rogger H.Hawk, the purpose of a recruitment function are primarily

straight forward, to seek out, to evaluate, obtain commitment from, place and orient

the employees to fill positions, required for the successful conduct of the work of an

organization.

Sources of Recruitment

Employment exchange/agencies

Advertisement

Campus recruitment

Deputation

Professional associationWord of month

Casual applications

Recommendation of existing employees

Labour contractors

Screening:-

Screening is a process of reducing the number of applicants to a few who have better

chances of selection than those screened out. Screening is generally done on two

counts-

Eligibility & Suitability.

Methods of screening:-

Preliminary application

Tests of The-selection

Screening interviews

Selection:


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The selection process leads to a creation of a contractual; relation between the

employer and the employee. It involves steps leading to employment of persons who

possess the ability and qualification to perform the jobs, which have fallen vacant in

the organization. It divides the candidates for employment and those who will not be.

This process could be called rejection since more candidates can be turned away than

hired. That is why, selection is frequently described as a negative process in contrast

with positive nature of recruitment.

TABLE NO. 2

Potential Appraisal and Promotion

The table below shows the opinion of respondents about potential appraisal and promotions.

S. No. Response Scale Total1 2 3 4

1

Promotions done on the

basis of your potential andperformance.

9.56 35.95 47.83 6.66 100

2

You are guided andmotivated by senior personsabout your potentialities &thus helping you in going tohigher levels.

68.70 18.70 12.6 0.00 100

3Your department follows asound and fair promotionpolicy

13.91 33.92 47.82 4.35 100

4

Periodic assessment of

potential of employees isdone in your department

44.44 19.45 36.11 0.00 100

5Your department plans for increasing productivity andefficiency of employees

23.61 58.33 18.06 0.00 100

6Promotions in your departments are fair and inaccordance with promotion

74.70 13.89 10.18 1.23 100


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policy.

Mean Percentage 39.15 30.04 28.77 2.04 100

Potential Appraisal & Promotion:

Human resource planning takes into consideration existing human resources, theprobability and the possibility of their development. In this process, crucial promotion

decisions have to be made. To take these decisions & ensure a healthy climate in the

organization, a potential appraisal system becomes necessary.

Some organizations follow promotion policies based on seniority & merit. Promotion

policy that reorganizes only seniority is probably not a healthy practice. Seniority need

not always be an indicator of competence to handle high level jobs. Some

organizations have promotion policies that encourage merit or competence. The mainproblem arises in defining Merit. These organization identify merit by using

performance appraisal ratings. Unfortunately performance appraisals at the most are

indicators of how well the employee has performed in the past job & need not

indicate his merit for performing future tasks in promoted roles.

0

20

40

60

80

100

1 2 3 4 5 6

Series4

Series3

Series2

Series1


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It is because of these inadequacies a potential appraisal is thought of. The objective

of potential appraisal is to find out the potential of a given employee to occupy a

higher position in organizational hierarchies & undertake higher responsibilities. A good

potential appraisal system attempts to generate data about employees & helps the top

management to make decisions about the suitable persons for a given job.

Since the organization also has the responsibility for developing the managerial talent,

a good potential appraisal system also helps the management in identifying employees

who although at that point of time, may not have the capability of handling higher

jobs, but those whose capabilities could be developed through job rotation, training etc.

Steps to be followed for a good potential appraisal system:-

The following are some steps:-

Role description

A good potential appraisal system would be based on clarity of roles & functions

associated with the different roles in an organization. This requires extensive job

descriptions to be made available for each job. These would spell out the various

functions involved in performing the job.

Q ualities required to perform these roles:-

Besides job description, it is necessary to have a detailed list of qualities required to

perform each of these functions:

a) Technical knowledge & skills

b) Managerial capabilities & qualities

c) Behavioral capabilities

d) Conceptual capabilities

Indicator of quality:-

A good potential appraisal system should judge these qualities by some mechanisms

such as-

a) Rating by others

b) Psychological tests

c) Simulation games and exercises


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d) Potential appraisal records

Organizing the system:-

Once the functions, the qualities required to perform these functions, indicator of these

qualities & mechanisms for generating these indicators are clear, the organization is in

a sound position to establish & operate potential appraisal system. Such establishment

requires clarity in organizational policies & systemization of its efforts.

Feedback on potential appraisal for career development:-

A good potential appraisal system should provide an opportunity for every employee to

know the result of this assessment. He should be able to understand the qualities

actually required for performing the role for which he thinks he has the potential, themechanisms used by the organization to appraise hi8s potential & the result of such

an appraisal.

Potential appraisal & promotion system at UDAIVILAS department, Udaipur

The company appraises the potential of its employee by describing the responsibilities

for employees, their roles. The company gives job description for everyone in detail.

The company follows their fair promotional policies. Promotions are based o seniority &

merit. It encourages the employees for going to higher level position.

TABLE NO. 3

Career Planning and Development

The table below shows the opinion of respondents about Career Planning and Development.


Total1 2 3 4


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1

In your organization information

regarding career & opportunities are

made available to you.

48.61 22.22 29.17 0.00 100

2Major changes are discusses at alllevels to increase employee's

understanding and commitment.

62.50 19.45 6.94 11.11 100

3

Your organization follows such schemes

in which capabilities of employees could

be enhanced & thus helping in his

career development.

43.06 37.50 11.11 8.33 100

4

Managers & supervisors transmit

information to their subordinates about

the growth plan of their company

18.05 19.45 62.50 0.00 100

Mean Percentage 43.06 24.65 27.43 4.86 100


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TABLE NO. 4

II W ork Planning:

Performance appraisal system:


Total1 2 3 4

1

There is a performance appraisal

system to review the performance of

each individual staff member.

15.28 11.11 73.61 0.00 100

2

In your organization a written

assessment in which contribution of

each employee towards achieving

0.00 2.78 97.22 0.00 100

0

20

40

60

80

100

120

140

160

180

1 2 3 4

Series4

Series3

Series2

Series1


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30

organizational objectives are

presented.

3

Senior persons understand the

difficulties of their subordinates &

help to overcome these difficulties.

13.89 11.11 75.00 0.00 100

4

An interview between the manager

and subordinates is carried out in

which subordinate's strengths &

weaknesses are discussed.

11.11 18.06 69.44 1.39 100

5Performance appraisal is linked to

developmental activities.75.00 12.50 12.50 0.00 100

6

Performance appraisals help

subordinates to acquire new

capabilities.

15.28 11.11 73.61 0.00 100

Mean Percentage 21.76 11.11 66.90 0.23 100

0

20

40

60

80

100

1 2 3 4 5 6

Series4

Series3

Series2

Series1


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Work Planning:

Performance Appraisal System

Performance appraisal is an indispensable aspect of human resource development,

which enables the management to understand where their people stand, what is

expected of them, what they actually do, where they lack, how they can be updated

and so on.

As a part of appraisal many companies follow a confidential reporting system. The

confidential information and the remarks of the reporting and the reviewing officers are

kept secret. Such confidential reports are not communicated to the concerned

individual, but used as the basis for decisions concerning them. This is not a policy

conductive to the HRD policy.

Appraisal system must, on the contrary, be in built as a sub system of the wholeHRD system. Appraisal must be communicated normal aspect of human resources

management and appraisal interviews must be held at regular intervals, not to find

faults of the employees, but to understand the strengths, weaknesses, need for further

development, potentials, performance, contribution to the organizational goals,

capabilities, organizational commitment, knowledge levels, expectations, aspirations,

drawbacks, needs a human being, abilities and so on. Both positive and negative

aspects concerning each individual must be communicated to the respective person

confidentially and the individuals weaknesses and drawbacks must never be given

publicity.

Programs must be planned for developing every individual in terms of his capabilities,

updating technical, human and behavioral capabilities, overcoming weakness, improving

productivity of his strengths and so on. It is the appraisals that determine the worth of

every employee. One who is capable to take up challenges and responsibilities can be

given greater responsibility. One who has the potentials to accept challenges and

responsibilities can be trained to be effective. Thus, effective delegations must be

based on proper appraisal.

A general weakness of the appraisal practices in many organizations is that subordinate

is evaluated by his superior by virtue of his position, though he does not possess the

necessary capabilities and expertise for the same. There is possibility for bias in such

appraisals. Hence, an appraisal system, consisting of the appraisal by the immediate


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boss on the one hand and a periodical appraisal by an expert appraisers group

established for the specific purpose of conducting evolution and appraisal on the other

would be more effective. The ability of an employee to accomplish the targets must be

given priority and evaluation, though other resources are not unimportant.

Similarly, any adverse entry in an individuals appraisal record must be neutralized

when the individual improves himself through training and further behaviors, attitudes

and actions.

This motivates every individual to improve himself and he gets an opportunity to

improve and make behavior modification. Every appraisal system must include a

potential appraisal too, so that the organization can identify talents for tomorrows

operations today. Appraisal must be followed by appropriate compensation and reward

system.

Performance Appraisal at UDAIVILAS, Udaipur

The company follows the good performance appraisal system. The reporting officer who

is the immediate superior assesses the performance of a person, evaluates his past

performance and gives rating for such performance. Then the evaluation form is

forwarded to the reviewing officer who is the head of department. All forms after

completion of the review are forwarded to a review committee consisting of one

representative from HR department & two technical experts. Then discussions are held

on his success or failure.

TABLE NO. 5

IIIDevelopment System:

Training:

The table below shows the opinion of respondents about training.


Total1 2 3 4


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1

Employees generally are trained on

the job or through special in house

training program.

6.94 11.11 80.56 1.39 100

2

Out training may be utilized in your

organization to enhance, update or

develop specific skills.

44.44 27.78 27.78 0.00 100

3

Induction training may be given

adequate weightage in your

organization

6.94 20.84 72.22. 0.00 100

4

HRD department follows plans,

definite policies & programs

regarding training.

18.06 30.56 51.38 0.00 100

5

Managerial level person takes

interest in the training & induction

programs & also devote their time for

these.

25.00 22.22 48.61 4.17 100

6

In your organization training

programs are in accordance with

changing needs of the organization.

6.94 11.11 80.56 1.39 100

Mean Percentage 18.05 20.60 60.19 1.16 100


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Training:

Training is useful not only to the organization, but also to the workers. The workers may derive

following benefits from training:

Increased Skills & Knowledge

High Productivity

Opportunity for Promotion

High Morale

Less Accident

Essentials Of good Training: -

An effective training Programme should possess the following characteristics:

0

10

20

30

40

50

60

7080

90

100

1 2 3 4 5 6

Series4

Series3

Series2

Series1


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Training programme should be checked out after identifying the training needs or goals.

It should have relevance to the job requirements.

An effective training programme should be flexible. It should make due allowance for

the difference among the individuals in regard to ability, aptitude, learning capacity,

emotions etc.

A good training programme should prepare the trainees mentally before they are

imparted any job knowledge o skill.

Well- qualified and experienced trainers should conduct an effective training

programme.

An effective programme should emphasize both theory & practice. It should help in

acquiring knowledge and its application.An Effective training programme should have the top managements support. The top

management can greatly influence the quality of training in the orgaization by the

policies it adopts and the extent to which support the training programme.

An effective training programme should be supported by a system of critical appraisal of

the outcome of the training efforts.

TABLE NO. 6

Self-Renewal System:

The table below shows the opinion of respondents regarding the Role efficiency.

Please assess your importance or your role in the organization according to the following-

S.

No. ResponseScale

Total1 2 3 4

1Your suggestion in tackling with

problems is considered.73.61 18.06 6.94 1.39 100

2 Experimenting new things, programs. 18.06 15.28 63.88 2.78 100


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3Giving guidance to subordinates &

others.0.00 88.89 11.11 0.00 100

4 Freedom to take decision. 62.50 33.33 4.17 0.00 100

5 Acquiring skills and knowledge. 13.89 48.61 36.11 1.39 100

Mean Percentage 33.61 40.83 24.45 1.11 100

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5

Series4

Series3

Series2

Series1


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3 8

TABLE NO. 8

HRD Climate (2)

The table below shows the opinion of respondents regarding relationship, training, HRD

climate as whole.


Total1 2 3 4

1You have cordial relationship with your

boss.0.00 4.16 95.84 0.00 100

2

There are mechanisms in this

organization to reward any good work

done or any contribution made by

employee.

48.61 33.33 18.06 0.00 100

0

20

40

60

80

100

1 2 3 4 5

Series4

Series3

Series2

Series1


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3 9

3

Employees are sponsored for training

programs on the basis of genuine

training needs.

6.95 18.05 75.00 0.00 100

4

Employees are encouraged to take

initiative and do things on their own

without having to wait for instructional

from supervisors.

81.95 13.89 4.16 0.00 100

5

When behavior feedback is given to

employees they take it seriously & use

it for development.

6.95 15.27 77.78 0.00 100

6Team spirit is of high order in this

organization.8.33 26.39 62.50 2.78 100

Mean Percentage 25.47 18.51 55.56 .46 100

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6

Series4

Series3

Series2

Series1


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4 0

HRD Climate:

O=Openness

C=Confrontation

T=Trust

A=Autonomy

P=Proactively

A=Authenticity

C=Collaboration

Organization become dynamic and growth oriented if their people are dynamic

and proactive. Every organization can do a lot to make their people become dynamicand proactive through proper selection of such people and nurturing theyre dynamism

and other competencies. Organizations cannot survive beyond a point unless they are

continuously alert to the changing environment and continuously prepare their

employees to meet the challenges and have an impact on the environment.

Thus HRD is an essential process for organizational survival & growth.An optimal

level of Developmental climate is essential for facilitating HRD. Such a developmental

climate can be characterized as consisting of following tendencies on the part of

organization.

Supportive HRD practices including performance appraisal, training, reward

management, potential development and career planning.

A general climate of trust.

Team spirit.

Supportive personnel policies

A tendency on the part of employees to be generally helpful to each other &

collaborate with each other.

Faith in the capabilities of employees to change & acquire new competencies at

any stage of life.


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42

Rewards and Recognition:

By the term reward, we mean recompense in return to a specific service

rendered by a person to the organization. It is a reward or a return in addition to

wages, allowances, remuneration, and bonus etc. that are considered to be a part of

compensation.

Any valuable contribution, suggestion, behavior, skills, achievement, service

innovation, invention, capability etc. deserve recognition, appreciation. Certificates of

appreciation, advance increment, promotion and so on can be used as rewards to

motivate employees to make extra ordinary contribution to organization. Awards &

rewards not only recognized & motivate people but also communicate organizations

values to its people. They also convince the members of the organization about their

worth & values in their organization & hence they will make greater efforts to achievethem. Acquisition of positive attitude and skills etc. must be specially rewarded and

recognized. Sufficient publicity and media coverage may also be given for such

awards.

A reward system may consist of giving merit certificates, increments, cash

awards, recognition, promotion, outside tour programs, foreign travels etc. in accordance

with the importance of the contribution. Due recognition and publicity must also be

given for such awards. Their names and photographs can be published in the

companys house journal and in extra ordinary cases even in the national newspaper.

Once or twice a year public meeting may be arranged in which the awards can be

given.

TABLE NO 10

Communication:

The table shows the views of respondents about communication system in the organization.

S. Response Scale Total


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No. 1 2 3 4

1In your organization a sound and good

communication system exists.4.17 22.22 73.61 0.00 100

2

You and your department receive timely

and precise information so that effective

planning could be done.

12.50 26.38 61.12 0.00 100

3Inter departmental communication is a

feature of your communication system.2.33 26.78 70.89 0.00 100

4The communication system change with

the needs and technology.0.00 17.89 82.11 0.00 100

5

Communication between managers,

assistant managers & their subordinates

is free & they mutually exchange their

views.

12.50 26.38 61.12 0.00 100

Mean Percentage 6.30 23.93 69.77 0.00 100

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5

Series4

Series3

Series2

Series1


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44

Communication:

Communication facilitates exchanges of information and perception. According to

Vardman and Halterman, By communication we mean the flow of material information,

perception and understanding between various parts and members of an organization,

all the channels, networks and system of communication, up, down, lateral, speaking

writing, listening, reading, methods, media, modes, channels, network, flow,

interpersonal, intra organizational and inter organizational.

Communication contains all interpersonal, inter-organizational, intra-organizational, mutual,

vertical and horizontal information passing and interaction.The management decisions

are always based on knowledge, information, intelligence and data. Infect effective

management worked by many factors: comprehension, experience, insight, perception

as well as substantial talent for communication. It is the most essential link betweenmeans and ends, which are of great concern to management.

TABLE NO. 11

WAGES AND COMPENSIATION POLICY

The table below shows the opinion of respondents about W AGES AND COMPENSIATION

POLICY


Total1 2 3 4

1There is a biased system in your

organization while paying wages.100 0.00 0.00 0.00 100

2This system in your organization

promotes.80.56 6.94 1.39 11.11 100

3 Wages policy is fair in your organization.

2.78 1.39 84.72 11.11 100

4

Performance analysis is done for

self-review and reflection in your

organization and according that

wages increases.

19.44 19.44 59.73 1.39 100


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45

5

There are regular performance

review discussions in your

organization and that affects at the

time of retirement.

47.22 26.39 22.22 4.17 100

Mean Percentage 50.00 10.83 33.61 5.56 100

W AGES AND COMPENSIATION POLICY

In every society, there is waste in the form of unemployed and underemployed resources and

resources used in nonessential consumption. We may point out that to the extent to which

direct utilization of surplus manpower for increasing the supply of wage-goods or for capital

formation is possible, the conflict between various

Objectives of wage policy will be reduced.

Wage policy in an underdeveloped or developing economy have been summarized as

follows:

0

20

40

60

80

100

1 2 3 4 5

Series4

Series3

Series2

Series1


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46

To abolish malpractices and abuses in wage payment.

To set minimum wages for workers whose bargaining position is weak because they are

either un-organized or inefficiently organized, accompanied by separate measures to

promote the growth of trade unions and collective bargaining.

To obtain for the workers a just share in the fruits of economic development,

supplemented by appropriate measures to keep the works expenditure on consumption

goods in step with available supplies so as to minimize inflationary pressure.

To bring about a more efficient allocation and utilization of manpower through wage

differentials and appropriate systems of payments by results.

WAGES AND COMPENSIATION POLICY AT UDAIVILAS HOTEL, UDAIPUR.

According to wage employees are divided in three categories. Which are as follows:1. Pay roll employees

2. Contract employees

3. Retainers.


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47

CHAPTER-5

S W OT

Strength

y The group has enormous power and strength which makes it best and competitive

somewhere, some of these are as follows

y Its brand equity.

y Its location. The hotel is covered with lake Pichola from three sides which gives a

better view

y Its effective and efficient management techniques and staff.

y Tourist coming from abroad is much fascinated towards the Indian Heritage rather than modern building, and Udaivilas here is providing a perfect blend of Indian

heritage and modern amenities.

W eakness

y Udaivilas being such a big name, has lot of advantages but every big organisations

faces some odds and so does Udaivilas. Some of its weaknesses are

y

Its huge competitors like Leela Kempenski, Shivniwas, Lake Palace are alsoproviding same facilities and thus it becomes the weakness of Udaivilas.

y They need a lot of Investment.

Opportunity

y The group is poised strategically to take advantage of the following situation

y In the backdrop of health economy having its positive fallouts on the tourism sector

leading to rapid growths in the market in India, South Asia and the key gateway

cities in source market destinations.

y Rapid expansion in both International and domestic destination, with top of the line

luxury, Leisure and Business property.

y Extending the product portfolio into related offerings viz. luxury residencies, wildlife

lodges and health spas.


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48

Threats

y The threats identified are mainly related to the markets in which the group operates

and general factors related to tourism Industry. Significant among these are:

y Growing presence of international hospitality chains competing in the luxury and

business segment, to meet excess demand situation.

y Appreciating Indian rupee viz- a-viz the US dollar, resulting in lower realisation on

foreign exchange earnings.

y Slowdown of international demand resulting in reduction in revenues


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49

CHAPTER-6

CONCLUSIONThe following conclusions have been drawn from the data collected from the

UDAIVILAS Hotel by interpreting the systematically arranged data.

RATING SCALE;

0 - 40 % Not Effective

40 - 60 % Less Effective

60 - 70% Generally Effective

70 - 90% Mostly Effective90 - 100% Very much Effective

l. CAREER SYSTEM

Manpower Planning: - Mostly Effective, 79.17 %

Recruitment: - Mostly Effective, 81.74 %

Potential Appraisal and Promotion: - Less Effective, 58.81 %

Career planning and Development: - Less Effective, 52.08%

ll. WORK PLANNING

Performance Appraisal System: - Mostly Effective, 78.01lll:- DEVELOPMENT SYSTEM

Training: - Mostly Effective, 80.79 %

Performance Guidance and Development: - Not Effective, 28.05%

Self Renewal System: - Generally Effective, 65.12%

HRD Climate (1): - Mostly Effective, 87.22%

HRD Climate (2): - Mostly Effective, 74.07%

Rewards and Recognition: - Less Effective, 59.26%

Communication: - Very Much Effective, 93.70


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CHAPTER-7

SUGGESTIONS AND RECOMMENDATIONS :

While going through the analysis of the questionnaire it was assessed that therole of HRD system in the organizations for organizational culture and wages &

compensation policy is mostly effective, but some more attention is required on the

following aspects to make the HRD system more effective.

1. Top management people should become positive role models, setting the tone

through their behavior.

2. Creation of new stories, symbols and rituals to replace those currently in vogue.3. Selection, promote and support to employees who espouse the new values that

are sought.

4. Redesigning socialization processes to align with the new values.

5. Changing the reward system to encourage acceptance of a new

6. set of values.

7. Replacing of unwritten norms with formed rules and regulations that are tightly

enforced.

8. Shake up current subcultures through transfer, job rotation and /or terminations.

9. Working to get peer group consensus through utilization of employee participation

and creation of a climate with a high level of trust.

10. Job rotation should be given more importance because it increases the efficiency

of employees and thus helps in their development.

11. The company should provide more information regarding employees career and

future opportunities.

12. Major changes in planning and developmental activities should be discussedopenly with will categories of employees that will increase understanding and

commitments towards the organization.

13. Periodic orientation programmes should be conducted frequently to enhance

employees capabilities.


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14. More efforts should be made to utilize outside training in the organization to

update, enhance or develop the specific skills amongst other employees in the

related field.

15. The company should introduce specific reward policy. Sometimes monetary

rewards also increase the efficiency and productivity.

16. For planning and organizing the training programmes and other related activities

more suggestions and participation of the employees should be appreciated.

17. The company should provide more on the job and off the job training to the

employees of all categories.

18. Regular performance review discussions should be done to give continuous

feedback for improving the performance of employees.

19. Potential of employees should be assessed periodically to know and utilize their capabilities for future tasks & responsibilities.

20. The top management should communicate plans, policies and business goals to

staff below that will result in building morale and trust of the employees towards

the organization, and thus efficiency will result.

21. More information regarding changes in companys plans, policies and changes in

market trends, technology should be provided to the employees.

22. HRD department should generate more awareness about its activities to make a

positive climate.

CHAPTER-8

APPENDIX


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52

Q .1. Please rank accordingly the manpower planning process in your views?

Scale:

1= Not at all true.

2=Somewhat true

3=Mostly true

4=No response

..

..

Q .2. What is your opinion regarding potential appraisal and promotion policy in Udaivilas?

S. No. Response Scale Total1 2 3 4


Total1 2 3 4

1 Your department plans for manpower requirement

2Planning is done according tothe changing needs in your organization

3Your dept takes into accountplanning for qualitative &quantitative requirements

4Plans are made according to theperformance & results of employee

5Your department plans for increasing productivity and

efficiency of employees


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1Promotions done on thebasis of your potential andperformance.

2

You are guided andmotivated by senior persons

about your potentialities &thus helping you in going tohigher levels.

3Your department follows asound and fair promotionpolicy

4Periodic assessment of potential of employees isdone in your department

5Your department plans for increasing productivity and

efficiency of employees

6

Promotions in your departments are fair and inaccordance with promotionpolicy.

...

Q .3 .What is your opinion regarding the training at Udaivilas?


Total1 2 3 4

1Employees generally are trained on

the job or through special in house


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54

training program.

2

Out training may be utilized in your

organization to enhance, update or

develop specific skills.

3

Induction training may be given

adequate weightage in your

organization

4

HRD department follows plans,

definite policies & programs

regarding training.

5

Managerial level person takesinterest in the training & induction

programs & also devote their time for

these.

6

In your organization training

programs are in accordance with

changing needs of the organization.

....................................................................................................................................................................................................................

Q .4 .What is your opinion regarding role efficiency in Udaivilas and the importance

of your role in the organization?

S. Response Scale Total


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55

No. 1 2 3 4

1Your suggestion in tackling with

problems is considered.

2 Experimenting new things, programs.

3Giving guidance to subordinates &

others.

4 Freedom to take decision.

5 Acquiring skills and knowledge.

.

Q .5 .What are your views regarding rewards and recognition, undertaken

by the hotel?.

S.

No.Response

ScaleTotal

1 2 3 4

1

Innovation and capabilities are

rewarded in order to encourage the

acquisition.

2 Rewards are given to attainproductivity in your organization.

3

Rewards are given to create a healthy

atmosphere & developing a positive

attitude.


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56

Q .6 .What are your views regarding the policies related to wage and compensation?


Total1 2 3 4

1There is a biased system in your

organization while paying wages.

2This system in your organization

promotes.

3Wages policy is fair in your

organization.

4

Performance analysis is done for

self-review and reflection in your

organization and according that

wages increases.

5

There are regular performance

review discussions in your

organization and that affects at the

time of retirement.

.


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CHAPTER-9

BIBLIOGRAPHY

TEXT BOOK

Keith davis, Human behavior at work, Oxford Publishing House,New Delhi.

Kothari C.R., Research Methodology, Wishwa Prakashan, New Delhi 2004

Mamoria C.B., Personnel Management, Himalayas Publishing House, New Delhi

Ashwattapa,Organizational behavior, Himalaya Publishing House, New Delhi

MAGAZINES AND BOOKLETS

Booklet of THE OBEROI HOTELS

W EBSITE & SEARCH ENGINES

www.the oberoi hotels.com

www.hotelsindia.com

the final ssc report

Documents