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1
TABLE OF CONTENTS
CHAPTER PARTICULARS PAGE NO
I
II
III
IV
V
INTRODUCTION
Profile of the Hotel Industry
Theoretical framework of training and development
practices
REVIEW OF LITERATURE
Need of Review of Literature
Review of literature pertaining to training and
development practices in Hotel industry
METHODOLOGY
Introduction
Statement of the Problem
Scope of the study
Working definitions
Objectives
hypothesis
research methods
limitation of the study
ANALYSIS AND INTERPRETATION OF DATA
SUMMARY OF FINDINGS, CONCLUSIONS AND
SUGGESTIONS
BIBILOGRAPHY
APPENDIX
1-45
44-59
50-60
61-164
165-185
2
LIST OF TABLES
TABLE
NO. PARTICULARS
PAGE
NO.
1.1
1.2
1.3
1.4
4.1
4.2
4.3
4.4
4.4.a
4.4.b
Proposed Branded Hotel Rooms across Major Cities
(2012/13 2016/17)
Foreign Tourist Arrivals (FTAs) in India, 1998-2014
Comparative view of different classes of hotels on
selected parameters.
Average Percentage of Trained Employees per Hotel
Test Results on Star Category & Target, Training Held
& Budget
Test Results on Target, Training Held
ANOVA on Star Category & Target, Training Held
Tukey HSD Test for Post-ANOVA on Star Category &
Target, Training Held
Annual Budget Allocation
Objectives of Training and Development
mandatory /audit requirements
4
6
12-14
29
63
63
64
66
68
69
4.4.c
4.4.d
4.4.e
4.4.f
4.4.a
Client requirement
Management Development
Succession planning
Attrition management
Importance of mandatory training programs
70
71
72
73
74
3
TABLE
NO. PARTICULARS
PAGE
NO.
4.5.b
4.5.c
4.5.d
4.5.e
4.5.f
4.5.i
4.5.h
4.5.j
4.5.k
4.5.l
4.5.m
4.5.n
Importance of product process
Importance of audit requirement
Importance of role specific requirements
Importance of supervisor recommendation
Importance of critical incidences
Importance of possibility of accidents
Importance of customer complaints
Importance of wastage
importance of performance parameters
Importance of performance appraisals
Importance of time-bound training programs
Importance of assessment centers
75
76
77
78
79
80
81
82
83
84
85
86
4.6.a
4.6.b
4.6.c
4.6.d
Program design and development respect to
organization structure/levels
Program design/development is concerned with
respect to role requirement
program design/development is concerned with
respect to mandatory audit requirements
program design/development is concerned with
respect to certification requirements
87
89
90
91
4
TABLE
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NO.
4.6.e
4.6.f
4.6.g
4.6.h
Program design/development is concerned with
respect to client requirements (domain knowledge)
program design/development is concerned with
respect to appraisal inputs
Program design/development is concerned with
respect to individual development plans
Program design/development is concerned with
respect to assessment centers
92
93
95
96
4.7.a
4.7.b
4.7.c
4.7.d
4.7.e
4.8.a
4.8.b
4.8.c
4.8.d
4.8.e
4.8.f
Health and safety procedures
first aid is training
Fire training is concerned for all the employees‘
Hygiene and grooming practices
Stress management
Stress managements
social skill as applicable to Guest-Contract
Employees
product knowledge as applicable to Guest-Contract
Employees
selling skills as applicable to Guest-Contract
Employees
Handling complaints as applicable to Guest-Contract
97
98
99
100
102
103
104
105
106
107
109
5
TABLE
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NO.
Complaints as applicable to Guest-Contract
Employees
Handling difficult customers as applicable to Guest
Contract Employees
4.8.g
4.8.h
4.8.i
4.9.a
4.8.b
4.9.c
4.9.d
Telephone etiquette as applicable to Guest-Contract
Employees
Communication skill as applicable to Guest-Contract
Employees
Public speaking as applicable to Guest-Contract
Employees
Time Management as applicable to Supervisors and
Middle Management
Training with respect to ‗How to conduct successful
meetings‘
Training with respect to Interviewing Skill as
applicable to Supervisors and Middle Management
Training with respect to ‗Counseling and disciplinary
measures‘ as applicable to Supervisors and Middle
Management
110
111
112
114
115
116
118
4.9.e
Training with respect to ‗How to conduct appraisals‘ as
applicable to Supervisors and Middle Management
119
6
TABLE
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4.9.f
4.9.h
4.9.i
4.10.a
4.10.b
4.10.c
4.10.d
Training with respect to ‗Train the trainer‘ as
applicable to Supervisors and Middle Management
‗Managing change as applicable to Supervisors and
Middle Management
Training with respect to ‗Leadership‘ as applicable to
Supervisors and Middle Management
On-The-Job training with respect to job rotation
On-The-Job training with respect to coaching being
conducted
On-The-Job training with respect to coaching being
conducted training with respect to job instruction
The job training with respect to committee assignment
120
123
124
125
126
127
128
4.10.e 4.11.a 4.11.b 4.11.c 4.11.d 4.11.e
4.11.f 4.12.a
the job training with respect to internship training
Job Training being organized with respect to Talks
Job Training being organized with respect to
Discussions
Training being Organised with respect to Lectures
Training being Organised with respect to Case
Studies
Job Training being Organised with respect to Role-
playing
129
131
132
133
134
135
136
137
7
TABLE
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PAGE
NO.
4.12.b 4.12.c 4.12.d
Table: Job Training being Organised with respect to
Films
Training Organized with respect to House- keeping
cleaning practices and procedures
Training Organised with respect to Protecting the
property and guests – for security employees
Training Organised with respect to Computer skills,
typing, and languages Organised with respect to food
preparation
139
140
141
4.12.e 4.12.f 4.12.g 4.13.a 4.13.b 4.13.c 4.13.d 4.13.e 4.14.a
Training Organised with respect to service expertise
Training Organised with respect to Check in and
check out
Training Organised with respect to financial control
Bartenders are being trained
with respect to whether Captains are being trainee
Tours Operations Officers are being trained
Floor Managers are being trained
Banquet Coordinators are being trained
Table 4.14.a: Correlation between Growth
Prospects,
142
144
145
146
147
149
150
151
152
8
TABLE
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4.15.a 4.15.b
4.15.c
4.15.d
Measuring participant‘s satisfaction with respect to
training programs as far as feedback about the
training Participant‘s satisfaction with respect to
training programs as far as feedback about the trainer
participant‘s satisfaction with respect to training
programs as far as feedback about the key learning
participant‘s satisfaction with respect to training
programs as overall self development
154
155
157
158
4.16.a
4.16.b
4.16.c 4.16.d 4.17
reinforcement expectation after the training with
respect to good performance
Reinforcement expectation after the training with
respect to good service
reinforcement expectation after the training with
respect to good behavior
reinforcement expectation after the training with
respect to Good knowledge about the product and
services
Garrett‘s Scores and Ranking on importance of
training practices in the Star Hotels
159
160
161
162
164
9
CHAPTER 1
INTRODUCTION TO HOTEL INDUSTRY
1.1 Hotel Industry
The opening of aviation industry in India has resulted in exciting opportunities
for hotel industry. The hotel industry relies on airlines for transporting 80% of
international arrivals. The 'Incredible India' campaign and the 'Atithi Devo
Bhavah' campaign by the Ministry of Tourism have also led to the growth in
tourism business and consequently of the hotel industry. Hotel and
restaurants contributed nearly US$ 295.7 billion around 19.20% (GDP) in
2015-16. The tourism industry is growing at the rate of 8.90%. The
government's decision to substantially upgrade 37 regional airports in smaller
towns besides privatizing and expanding Delhi and Mumbai airports will
improve the business prospects of hotel industry in India.
India‘s rising middle class and increasing disposable income has continued to
support the growth of domestic and outbound tourism. Total outbound trips
increased by 8.70% to 19.9 million in 2015. Inbound tourist volume grew at a
Compounded Annual Growth Rate (CAGR) of 6.80 per cent during 2010-15.
The number of Foreign Tourist Arrivals (FTAs) has grown at a CAGR of 3.7
per cent to 5.29 lakh as on May 2016. Foreign Exchange Earnings (FEEs)
during the month of May 2016 grew at a rate of 8.20% to INR 10,285 crore
(US$ 1.52 billion).
10
The number of tourists arriving on e-Tourist Visa during June 2016 reached to
a total of 36,982 tourists registering a year-on-year growth of 137.70%.
1.2 Government Initiatives
The Indian government has realized the country‘s potential in the
tourism industry and has taken several steps to make India a global tourism
hub. Some of the major initiatives taken by the Government of India to give a
boost to the tourism and hospitality sector of India are as follows:
The Ministry of Tourism plans to revise its guidelines to exempt
homestays from service tax or commercial levies and make their
licensing process online, which is expected to encourage people to
offer homestays to tourists.
ITC Ltd has renewed its 40-year partnership with Starwood Hotels &
Resorts to operate 11 luxury hotels in India, and three more luxury
hotels in Hyderabad, Ahmadabad and Kolkata which will be completed
in the next four years, thus increasing the total number of hotels to 15.
The e-Tourist Visa (e-TV) scheme has been extended to 37 more
countries thereby taking the total count of countries under the scheme
to 150 countries.
The Union Cabinet has approved the signing of Memorandum of
Understanding between the Ministry of Tourism of India and the
11
Ministry of Trade Industry and Tourism of Colombia to boost
cooperation in the field of tourism between the two countries.
The Central Government has given its approval for signing of a
Memorandum of Understanding (MoU) between India and Cambodia
for cooperation in the field of tourism with a view to promote bilateral
tourism between the two countries.
Ministry of Tourism has sanctioned INR 844.96 crore (US$ 125.26
million) to States and Union Territories for developing tourism
destinations and circuits during FY 2014-15, which includes projects
relating to Product/Infrastructure Development for Destinations and
Circuits (PIDDC), Human Resource Development (HRD), Fairs and
Festivals & Rural Tourism.
The Heritage City Development and Augmentation Yojana (HRIDAY)
includes Varanasi, Mathura, Ajmer, Dwaraka, Badami, Vellankini,
Warangal and Amaravati. They have been approved by HRIDAY
National Empowered Committee for a total cost of INR 431 crore (US$
63.89 million).
Under ‗Project Mausam‘, the Government of India has proposed to
establish cross cultural linkages and to revive historic maritime cultural
and economic ties with 39 Indian Ocean countries.
The proposed supply of branded hotels in 2007-08 were 114,466
rooms but it declined to 94,115 rooms in 2008-09 due to the economic
12
downturn. The decline continued through 2009-10 with a total proposed
supply of only 89,499 rooms. As the economy strengthened, the proposed
supply grew to 102,438 in 2010-11.
Table 1.1: Proposed Branded Hotel Rooms across Major Cities (2012 to
2017)
Existing
Supply
(2011-
12)
Proposed
Supply
Increase
in Future
Supply
Active
Development
of
Supply
Agra 1,739 650 37% 80%
Ahmadabad 1,975 2,550 129% 69%
Bengaluru 7,713 9,716 126% 71%
Chennai 4,904 7,547 154% 58%
Delhi 10,697 5,626 53% 87%
Gurgaon 3,782 5,818 154% 55%
NOIDA 527 5,522 1048% 37%
Goa 3,885 2,422 62% 53%
Hyderabad 4,797 5,265 110% 74%
Jaipur 3,054 3,356 110% 52%
Kolkata 1,787 3,118 174% 74%
Mumbai 12,052 10,896 90% 47%
Pune 5,672 4,645 82% 69%
Other Cities 21,729 26,224 121% 48%
Total 84,313 93,355 111% 58%
Source: HVS Research
The flourishing economy and increased business opportunities in India have
acted as a boon for Indian hotel industry.
13
1.3. India as a preferred destination for Foreign Tourists.
India's booming tourism sector has not only witnessed international
investments but also achieved international accolades with its increasing
appeal as the leading global tourist destination. The government has been
instrumental in making tourism a priority sector. Its efforts have borne fruits
with a series of international recognition and awards.
India has been elected to head the UN World Tourism Organization
(UNWTO), the highest policy making world tourism body represented
by 150 countries.
The world's leading travel and tourism journal, Conde Nast Traveller,
has ranked India as the 'numerouno' travel destination in the world.
India was adjudged Asia's leading destination at the regional World
Travel Awards (WTA).
India's Taj Mahal continues to figure in the Seven Wonders of the
World.
Bangalore-based Leela Palace Kempinski was voted the favorite
business hotel in the world in a Readers' Choice Awards by Conde
Nast Traveller in 2007.
India bagged the World's leading Destination Marketing Award for the
Incredible India campaign.
14
Table 1.2: Foreign Tourist Arrivals (FTAs) in India, 1998-2014
Year FTAs in India
(in million)
Percentage (%)
change over the
previous year
1998 2.36 -0.7
1999 2.48 5.2
2000 2.65 6.7
2001 2.54 -4.2
2002 2.38 -6.0
2003 2.73 14.3
2004 3.46 26.8
2005 3.92 13.3
2006 4.45 13.5
2007 5.08 14.3
2008 5.28 4.0
2009 5.17 -2.2
2010 5.78 11.8
2011 6.31 9.2
2012 6.58 4.3
2013 6.97 5.9
2014 7.68 10.2
Jan-August 2015 (P) 5.89 4.5 @
(P) Provisional, @ Growth rate over Jan-August, 2014. Source:(i) Bureau of Immigration, Govt. of India, for 1998-2014 (ii) Ministry of Tourism, Govt. of India, for Jan-August, 2015
15
1.4. Indian Hotel Industry Overview
Industry Structure & Segments Based on standards:
Like most o f the countr ies in wor ld , Ind ia a lso has hote ls
d iv ided indifferent categories depending on their location, facilities,
infrastructure and amenities provided. All the star hotels in India are
government approved with continuous control on the quality of services
offered.
The hotels in India are broadly classified into the following segments
according to Ministry of Tourism.
• Star-rated hotels
• Heritage hotels
• Budget hotels
• Unclassified hotels
1.5 Star-rated Hotels
This segment forms 30% of the industry size. The star ratings are Five Star
Deluxe, Five Star, Four Star, Three Star, Two Star and One Star. The star-
rated hotels are mainly situated in the business hubs like metro cities and fulfil
the needs of business travelers and foreign tourists. These hotels are very
16
expensive and are built over an area of around 18,000squaremeters. Some of
the reputed Indian hotel industry veterans include ITC, Indian Hotels
Company (Taj group), East India Hotels (Oberoi group), Hotel Leela Venture
and ITDC hotels. Foreign hospitality players include Marriott, Radisson,
Sheraton, Meridian, Hyatt, Four Seasons Regent, Carlson group, Jumeirah
and Mandarin Oriental and Dubai‘s Istithmar luxury hotels. The star-rated
hotels are further classified into the following categories:
1.5(a) Five Star Deluxe & Five Star
The most luxurious and conveniently locatedhotels in India are grouped under
Five Star Deluxe Hotel categories. FiveStar Deluxe in India are globally
competitive in the quality of service provided, facilities offered and
accommodation option. These are top of the line hotels located mostly in big
cities. These hotels provide all the modern facilities for accommodation and
recreation matching international standards in hospitality. In such type of
hotels HR departments are established separately and to execute and to
follow the concept of HR strictly, HR professional are hired. These are
restricted to the four metrosi.e. Delhi, Mumbai, Kolkata and Chennaiand some
major cities like Bangalore and Hyderabad. The customers of these hotels are
mostly foreign business and leisure travelers, senior business executives and
top government officials. These hotels offer luxury at a high price.
17
1.5 (b) Four Star Hotels
A step below Five Star Hotels are Four-star Hotels. These hotels provide all
the modern amenities to the travelers witha limited budget. Quality of services
is almost as high as the five starcategories. In such type of hotels, concept
of HR is more or less followed.
1.5 (c) Three Star
These are mainly economy class hotels located in the bigger and smaller
cities and catering to the needs of budget travelers. Lesser in amenities and
facilities, these hotels are value for moneyand gives good accommodation
and related services on the lower price band. Services would be stripped
down version of higher categories of hotels but sufficient to fulfill
customers‘ basic needs. In such type of hotels,concept of HR may or maynot
be present. If present, all functions of HRDis curtailed. These are in all major
cities including Tier II cities as well as tourist destinations. The customer
group ranges from middle level business executives to leisure travelers.
1.5(d) Two Star Hotels
18
These hotels are mostly available in the small cities and areas of larger cities.
Catering to the backpacker tourist traffic, these hotels provide all the basic
facilities needed for general accommodation and offers lowest prices. In this
type of hotel concept of HR is absent.
1.5(e) One Star Hotels
The hote ls wi th most bas ic fac i l i t ies, smal l number of room‘s
locations in the far-flung areas are grouped under One Star Hotel category.
These hotels are best when customer is looking for cheapest available
accommodation option. In this type of hotel concept of HR is an alien word.
[[
1.5(f) Heritage Hotels
The heritage hotels are operated from forts, palaces, castles, jungle and river
lodges and heritage buildings. These are ideally suited for vacations, relatively
affordable and fun places. These hotels are set up involving lower capital
expenditure and affordability. The heritage hotels are further classified
according to the year of construction of the heritage property:
• Heritage: These include properties built between 1935 and 1950.
• Heritage Classic: These include properties built between 1920 and 1935.
• Heritage Grand: These include properties built prior to 1920.
19
1.6 Budget Hotels
Budget hotels are established mainly for fulfilling the requirements of domestic
travelers looking for reasonablypriced accommodations with limited luxury.
These hotels are characterized by special seasonal offers, reasonable pricing,
limited luxury, and decent services. Budget hotels are also preferred by
business travelers contributing to greater average room rate (ARR) than
leisure travelers. Some new global entrants include UK‘s
Dawnay Day and Whitbread Premier Travel Inn, Shangri-la, Aman Resorts,
Golden Tulip budget hotels, Fairfield Inn, Country Inns and Suites, Courtyard
by Marriott, Homotel, Ibis and Kamfotel. Increased demand and healthy
occupancy has fueled the growth of budget hotels in a short time.
Budget hotels provide all the basic needs for a traveler, other than certain
luxury features such as a swimming pool or a 24x7 coffee shop maintaining
global standards of quality with room tariffs ranging between US$ 22 and US$
100 (INR 975 - INR 4,430). Hotel chains such as Sarovar Hotels along with
bigger players such as the state-run India Tourism Development Corp (ITDC),
Indian Hotels, Ginger, Taj Group of Hotels (owned by the Tatas), Welcome
Group‘s ITC Fortune, Clarks Inn, Choice Hotels and Sarovar Hotels have
entered thesegment after realizing its enormous business potential.
Table 1.3 given below provides a comparative view of different classes of
hotels on selected parameters.
20
Table 1.3:Comparative view of different classes of hotels on selected
parameters.
Star Criteria
100 % of the rooms with shower
Daily room cleaning
100 % of the rooms with TV together with remote
control
Table and chair
Soap or body wash at the wash basin
Bath towels
Reception service
Publicly available telephone for guests
Extended breakfast
Beverage offer in the hotel
Deposit possibility
Breakfast buffet
Reading light next to the bed
Internet access in the room or in the public area
Payment via card
Body wash or shower gel at the shower/bath tub
Linen shelves
Offer of sanitary products (e.g. toothbrush,
21
toothpaste, shaving kit)
Reception opened 14 hours, accessible by phone 24
hours from inside and outside, bilingual staff
Lounge suite at the reception, luggage service on
demand
Beverage offer in the room
Telephone in the room
Hair-dryer, cleansing tissue
Dressing mirror, adequate place or rack to put the
luggage/suitcase
Sewing kit, shoe polish utensils, laundry and ironing
service
Additional pillow and additional blanket on demand
Systematic complaint management system
Reception opened 16 hours, accessible by phone 24
hours from inside and outside
Lobby with seats and beverage service, hotel bar
Breakfast buffet or breakfast menu card via room
service
Mini bar or 16 hours‘ beverages via room service
Upholstered chair/couch with side table
Bath robe and slippers on demand
22
Source:hotelstars.eu
Cosmetic products (e.g. shower cap, nail file, cotton
swabs), vanity mirror, tray of a large scale in the
bathroom, heating facility in the bathroom
Reception opened 24 hours, multilingual staff
Valet parking service
Spacious reception hall with several seats and
beverage service
Personalized greeting for each guest with flowers or
a present in the room
Mini bar and food and beverage offer via room
service during 24 hours
Personal care products in flacons
Internet-PC in the room on demand
Safe in the room
Ironing service (return within 1 h), shoe polish
service
Turndown service in the evening
23
The growth in economy and tourism development has created a great
need for the hotels, especially the star hotels in most of the cities. As large
number of tourists and travelers look for safe hotels with better facilities.
Today we find that tourists look for value for the money they pay in terms of
services that are offered by various hotels.
Despite the economic and political scenarios worldwide, demand for
business travel has remained relatively robust. Companies are likely to
increase spends and the multiplier effect of healthy salary increases will drive
flexible spending especially on leisure travel. The affluent segments plan to
spend more on travel in creating opportunities for the hospitality sector in the
luxury space.
The global hotel industry revenue is predicted to reach $550 billion
USD in 2016.According to the study by hospitailtiy.net, the industry revenue
was worth $ 475 billion USD in 2011, which showcases an increase in
revenue of almost $ 100 billion USD. This indicates the steady growth in
hotel industry.
The Tourism Department of India has compiled the data with the help
of the Market Research Division of Ministry of Tourism brings out the following
observations.
24
Domestic Tourists Visits to states and Union Territories during 2015
was 1432 million as compared to 1282.8 million in 2014, which shows 11.63%
growth.
Foreign Tourists visits to states and Union Territory during 2015 was
23.3 million as compared to 22.3 million in 2014 registering a growth of 4.4%.
Though the growth is not very phenomenal, but we can predict foreign tourism
will grow in years to come.
The government is considering various fiscal and policy measures to
promote ecological and adventure tourism in the country including formulating
uniform ecological guidelines to conserve nature and waiver of service tax
charged on adventure tours.
Ministry of Tourism has tied up with United Nations Development
Program (UNDP) to promote rural tourism. 15 key tourist destinations being
developed to world class standards and identified 50 villages for exposition of
handicrafts and handlooms.
During the 11th Five Year Plan, (as on 31.12.2010) Ministry of Tourism
has sanctioned an amount of INR 3112.71 cores for 991 tourism infrastructure
projects including Rural Tourism and Human Resource Development
Projects.
25
The Tourism Ministry has developed a ―Walk with the Buddha‖
Campaign. The Buddhists circuits have been upgraded and 62 Buddhists
centers have been identified for development.
Ministry of Tourism has introduced special tourism package for Jammu
and Kashmir North East has always been an attraction to foreign tourists.
According to the consolidated FDI Policy, released by Ministry of
Commerce and Industry, Government of India, the government has allowed
100 per cent foreign investment under the automatic route in the hotel and
tourism related industry.
1.7 Key Challenges for Indian Hotel Industry
Some of the key challenges for the development of hotel industry in
India includes
Poor Infrastructure – Highways, modern bridges, world – class airports,
reliable power and clean water are few areas of concern.
Security concerns
Poor connectivity (air, rail and road)
High levels of taxation
Outdated rating systems in terms Hotel classification
Acute lack of value for money propositions
Multiple license required with lengthy approval process.
26
Lack of skilled workers
Lack of professional trainings
High rate of attrition
Slowdown in demand due to global economic slowdown and security
concerns
1.8 Hotel Industry in Bangalore
Bangalore, the state capital of Karnataka is one of the most important cities of
the country. Honored with the epithets "Garden city of India" and "Silicon
Valley of India", it is a cosmopolitan city in the real sense of the term. Home to
many electronics, bio technology and IT parks; it is also the base for trips to
many places in South India. Consequently, it is visited by many corporate as
well as leisure travelers.
The strong IT/BT sector that attracts many foreign nationals has driven the
growth of the hospitality sector in Bangalore over the last decade.
Bengaluru is the top IT/ITeS market in the country with almost 80.00% of the
global IT companies basing their India operations here; and, the sector
occupies a significant chunk of the city's 134 million square feet of office
stock. The availability of land and Bangalore‘s first mover advantage in the IT
sector, coupled with a highly skilled workforce has made the city an attractive
investment destination for players in the hospitality sector. Bengaluru is
currently the third-largest hotel market in the country.
27
On the other hand, the dependence on IT has also made the Bengaluru hotel
market vulnerable to global economic changes, given the high foreign-to-
domestic ratio. However, while the technology sector will remain the main
demand generator for hotels, the growth of start-ups, aeronautical
engineering, steel, biotechnology, and mining sectors in the city gives us
reason to believe that this vulnerability will decline in the long term. Other
challenges such as the city's crippling infrastructure and the absence of a
world-class convention center are areas that require the immediate attention
of the state government. Regarding hotel market performance, occupancy
and average rate have remained resilient in 2014-15 as compared to the
previous fiscal, despite the influx of supply and slowdown in the IT/ITeS
sector. While the Commercial (Business travel) segment continues to be the
highest contributor to room night demand in the city, it is interesting to note a
substantial increase of Extended Stay and Meetings and Conferences
demand, which enables the hotels to maintain baseline occupancies. Going
forward, Bengaluru is anticipated to witness an influx of almost 3,000 rooms
over the next five years. Entry of these rooms into the market is anticipated
to be phased in gradually and, therefore, help maintain steady growth of
RevPAR over the next few years. Improved pace of corporate travel and
increased demandfor meetings and events will also help hotels in the city
witness steady year-on-year growth.
HVS Research reveals that Over the next five years, the city is expected to
witness the highest number of new hotel rooms in the country, of which 75
28
per cent is under active development. Another 4,350 rooms are likely to be
added in the city by 2017-18.
1.9. Human Recourse Management in Hotel Industry
Human resource management:
Hotel industry being labour intensive, it needs a strong human resource
department with highly skilled and profession HR Manager, who is competent
enough to handle right from recruitment to training and development of every
employee, along with the other essential function like welfare and grievance
handling.
Human resource department faces lots of challenges in retaining the
workforce because of long working hours, including nights and weekends.
The major workforce comes from low educational background which leads to
lots of behavioral issues.
1.10. Problems Faced by HR in the Hospitality Sector
Attrition
Attrition is a problem in the hospitality sector. According to a survey by the
Bureau of Labor Statistics, leisure and hospitality had some of the highest
turnover rates. low pay can also contribute to turnover.
29
Recruitment
With relatively high turnover rates, it should come as no surprise that
recruiting is another problem facing HR in the hospitality industry. Even
finding candidates with the skills to succeed in entry-level positions has
become an issue
Training
Training is double edge sword, many times the hotel management is of
opinion that the training are the waste of time and money, and hence the
development of the employee does not happen, some time it is the employee
who does not want undergo a training due to lack of awareness of benefits of
training programs.
Morale
While executives in the hospitality industry emphasize retention and
recruitment, those in HR also note morale as a concern. Low morale has a
large impact on service standards, which can tarnish the reputation of a
hotel, bar or restaurant and eventually erode business. The causes of low
morale can vary by business, but some of the top offenders were lack of
training, unskilled colleagues, understaffing, stress and few rewards.
30
1.11. Training and development practices in hotel industry
Attitudes and attention to training has changed greatly in the last 50 years.
Historically training applied more to manual and trade skills often effected
through apprenticeships. In more recent years much more emphasis has
come about in management training. With the aid of modern technology the
training expertise itself has been greatly developed and improved to cover all
aspects of modern business & industry.
Training today also plays a key role in the performance management
process. This is the integrated process employers use to make sure
employees are working towards organizational goals.
Training often has been referred to as teaching specific skills and behavior,
whereas development is more general
1.12. The main objectives of training are to:
Develop competencies of employees to improve their performance.
Help people to grow within the organization in order that as far as
possible, its future Human resources can be met from within.
Reduce the learning time for employees starting in new jobs on
appointment, transfer or promotion, and ensure that they become fully
competent as quickly and economically as possible.
31
Training is vital because of the unavoidable changes that occur in
organizations. To achieve continuing progress successful organizations will
reprogram themselves and retrain their employees accordingly, e.g. to gain a
competitive edge over their competitors by improving service quality in their
hotel. The training is a continuous process and that people‘s skills need to be
continually updated to avoid becoming obsolete just like technologies which
become outdated if development is not ongoing. The effect of management
training at the top filters downward throughout the entire organization where
well trained staff build stronger teams of employees, in turn leading to better
financial results.Investment in training will hopefully produce managers that
can deal with new challenges etc. and guide the organization forward in a
positive and competent manner.
Definition
"Training is the systematic modification of behavior through learning
which occurs Thus,of education, instruction, development and planned
experience"
According to Armstrong training is ―A planned process to modify
attitude knowledge or skill behavior through learning experience to achieve
effective performance in an activity or range of activities. Its purpose, on the
work situation, is to develop the abilities of the individual and to satisfy the
current and future manpower needs of the organization"
32
While Armstrong‘s definition is concise, the definition given by the
manpower services commission gives a better insight to training by not only
explaining what training is but also giving the reason for training practices to
be implemented. Sometimes there is confusion between the terms
"Education" & "Training" because there is a degree of inter-relationship. This
relationship can be best understood by considering Education as dealing with
the imparting of knowledge whereas Training is directed towards changing of
behavior and attitude.
Lately, training has become as an investment in human being ever
since it is considered the main alleyway to form adequate human resources
in term of quality and quantity. Hence, it aims at providing individuals by
means of information and administrative, technical skills required to carry out
their work in efficiency and effectiveness. Subsequently, this will positively
persuade organization work and its performance. Training is one of the key
development actions to classify hotel. Thus, it is clear why large hotels must
allocate enough budget and devoted to training process in hotels. To get
successes in the training process, the concept of training should be obvious
for all joined parties (trainers, trainees and training officials) due to its strong
effect on well- preparation and implementation of training programs as well
as on modern techniques that satisfy the needs of personnel and enhance
their knowledge and skills as well. Moreover, adopting the total quality
systems in training will upgrade the level of hotel services.
33
Armstrong (1999) states that the fundamental aim of training is to help
organizations achieve their purpose by adding to their key resources i.e. the
people they employee. Investing in training means that employees will be
able to perform better and empower themselves to make use of their natural
abilities.
1.13 The main objectives of training are to:
Develop competencies of employees to improve their performance.
Help people to grow within the organization in order that as far as
possible, its future Human resources can be met from within.
Reduce the learning time for employees starting in new jobs on
appointment, transfer or promotion, and ensure that they become fully
competent as quickly and economically as possible.
1.14Principles of Effective Training
For a company to design an effective training program the following
principles should be known and understood:
1. Training can only be successful if it is recognized that learning is a
voluntary process that individuals must be keen to learn and
consequently they must be properly motivated.
2. People learn at different rates and particularly in the case of adults,
34
often start from different levels of knowledge and skill with different
motives and attitude.
3. Learning is hindered by feelings of nervousness, fear, inferiority, and
by lack of confidence.
4. Instruction must be given in short frequent sessions rather than a few
long stints.
5. Trainees must participate
6. Training must make full use of appropriate and varied techniques and
of all the senses, not just one, such as the sense of hearing.
7. Trainees need clear targets and progress to be checked frequently.
8. Confidence must be built up by praise, not broken down by reprimand.
Learning must be rewarding.
9. Skills & Knowledge are acquired in stages marked by periods of
progress, "standstill" and even a degeneration of the skill or
knowledge so far acquired. Instructors must know of this phenomenon
("the learning curve"), as it can be a cause of disappointment and
frustration for many trainees.
10. Training can only be successful if it is recognized that learning is a
voluntary process that individuals must be keen to learn and
consequently they must be properly motivated.
11. People learn at different rates and particularly in the case of adults,
often start from different levels of knowledge and skill with different
motives and attitude.
35
12. Learning is hindered by feelings of nervousness, fear, inferiority, and
by lack of confidence.
13. Instruction must be given in short frequent sessions rather than a few
long stints.
14. Trainees must participate
15. Training must make full use of appropriate and varied techniques and
of all the senses, not just one, such as the sense of hearing.
16. Trainees need clear targets and progress to be checked frequently.
The principles of effective training dictate that training needs to be
tailored to suit individual needs. If these principles are followed and
understood the following benefits can be obtained:
Play down learning costs.
Develop individual, team and corporate performance in terms of
output, superiority, speed and overall productivity.
Improve operational flexibility by extending the range of skills
possessed by employees (multi skilling).
Attract high quality employees by offering those learning and
development opportunities increasing their levels of competence and
enhancing their skills thus enabling them to obtain more job
satisfaction to gain higher rewards and to progress within the
organization.
Increase the commitment of employees by encouraging them to
36
identify with the mission & objectives of the organization.
Help to manage change by increasing understanding of the reasons
for change and providing people with the knowledge and skills they
need to adjust to new situations.
Help develop a positive culture in the organization, one for example
that is orientated towards performance improvement
Provide higher levels of service to customers.
1.15.Training Process
There is no single formula to decide the training process as every industry
differs in many ways. The trainings programs are mainly tailor made as per
the requirement. In hotel industry alone we find different categories and
demands in terms of skilled and semi-skilledworkers‘ requirement differ. And
hence the skill sets required also differ.
Therefore, the training process cannot be standardized, however there can
be broad structure which can be followed as below.
a- Identifying training program objectives.
b- Identifying the topics of training program.
c- Identifying training materials and preparing them.
d- Identifying training techniques.
37
e- Identifying tools and requirements of training.
f- Choosing the place and the time of training.
g- Choosing trainers.
h- Estimating the budget of training.
Table 1.4 Average Percentage of Trained Employees per Hotel
Five
star
Delu
xe
Five
-
Star
Fou
r-
Star
Thre
e-
Star
Two
-
Star
One
-
Star
Herita
ge
Othe
rs
2012-
13
All
India
Avera
ge
Number
of
respons
es
44 55 97 333 142 39 33 76 819
Manage
rs
94.4
%
89.2
%
90.1
%
88.2
%
86.8
%
83.9
% 88.4%
88.7
% 88.4%
Supervis
ors
89.8
%
87.5
%
87.4
%
79.8
%
73.8
%
83.1
% 93.8%
81.6
% 83.6%
staff 80.9
%
92.3
%
73.4
%
63.2
%
59.2
%
62.4
% 66.3%
63.3
% 66.7%
Total
Avg
Trained
Employe
es
88.4
%
89.7
%
83.7
%
77.1
%
73.3
%
76.5
% 82.8%
77.9
% 79.6%
Total
Avg Un-
Trained
Employe
es
11.7
%
10.3
%
16.4
%
22.9
%
26.8
%
23.5
% 17.2%
22.1
% 20.4%
38
Source: Federation of Hotel & Restaurant Associations of India and HVS
India.2013
1.16 Types of Training Available
Armstrong (1999), Boella (1996) and Go, Monachello and Baum (1996)
agree that there are three main places were training can take place. In
company on the job, in Company off the job, and external training, each
having its advantages and disadvantages.
1.17 (a) In company — On the Job Training
In relation to the Hospitality Industry for the best part, staff work is
carried out in direct contact with customers.
"For this reason much of the training of new staff has to be performed
"on the job" so that the experience of dealing with its customers can be
obtained. On the job training therefore plays a vital part in the industries
On the job training (OJT) is a process which may involve several
steps as suggested by Armstrong (1999). This includes teaching & coaching
by managers or team leaders or training at a desk or bench. The
effectiveness of OJT will be determined by the quality of this guidance from
managers or team leaders.
39
It is therefore vital that appropriate training is provided for managers
and team leaders in this respect, and that it is made clear to them that this is
part of their job and will be one of the areas for assessment of their
performance.
Advantages of On-The-Job Training are as follows:
1. Actuality & immediacy.
2. Theory put into practice immediately and relevance obvious.
3. Much of the learning can take place naturally as part of the
Performance management process.
4. Most effective if specific learning objectives have been articulated.
5. Finally, if done correctly OJT is a sensible & cost effective method for
training and assessing trainees progress in jobs such as Retail sales,
Food & Beverage operatives and Check in and Checkout positions"
1.17(b) In Company - Off the job Training
Go et al (1996) suggests that the distinguishing factor of In House Off
the Job Training from other types of off the job training is that:
"In house off the job training is conducted away from the physical
location were the job is actually carried out but still on company premises"
Armstrong (1999) also believes that this type of training is the best
way to acquire advanced manual, office, customer service or selling skills
40
and to learn about company procedures and products. It also increases the
trainee‘s identification with the organization. The availability of equipment
and trained trainers helps in that the basic skills are acquired much quicker
and often more economically.
There are several methods and techniques available with the choice
depending on what is to be imparted. The main method guidelines are as
follows,
1. Talks are best used for imparting knowledge such as company history
and policies, legal matters, regulations, recipes, and an outline of
methods and procedures. In giving a talk, progress must be checked
frequently by use of questions and answers.
2. Discussions are best used to elaborate on and to consolidate what
has been imparted by other techniques.
3. Lectures often mean little more than talking at trainees and are
therefore to be avoided as there is usually little trainee participation.
4. Case studies, projects, business games are best used to illustrate
and to consolidate principles of management such as planning,
analytical techniques, etc.
5. Role-playing is best used to develop social skills such as receiving
guests, handling customer complaints, selling, interviewing or
instructional techniques. Ideally this should be supported by video
tape recordings, if possible.
41
6. Films, charts, and other visual aids should not normally be used as
instructional techniques by themselves, but should support talks,
discussions, case studies and role-playing. Films on a variety of hotel
and catering subjects are available from several training
organizations.
7. Programmed texts, Interactive videos satisfy many of the principles
of learning. In addition, individuals can use them at any convenient
time — not requiring the presence of an instructor. They cannot, of
course, be used to teach some things such as manual skills and they
can be very expensive to design. (Adopted from Boella, 1996, p121-
123)
1.17 (c) External — Off the job Training
This form of training may involve employees being released to attend
a local college or university for either short term or formal certified programs
i.e. National Vocational Qualifications (NVQS) etc. Go et al (1996) suggests
training can either be tailored to organizations specific needs or it may focus
on special disciplines related to both the Hospitality & Tourism Industry.
External training can also cover more technical or management topics which
are beneficial for the development of managers or team leaders, technical
and social knowledge and skills as suggested by Armstrong (1999).
Other forms of external training could be special courses &
42
conferences run by other organizations other than educational institutions.
Another quite favorable approach used by larger organizations, which Go et
al (1996) suggested, are work-based placements and projects at different
locations within the parent organization or other organizations. For those
people who have the opportunity to participate in external training courses it
allows them to broaden their horizons as they are exposed to peers from
different organizations.
As with most forms of training the transfer of learning into practice is
more difficult than the two previous types of training mentioned. Another
major concern is that the effectiveness of external training will be determined
by how quickly the knowledge and skills acquired are used; Armstrong
(1999) states if not used immediately the learning acquired may evaporate
quickly. Finally, due to the wide variety of courses available it may be hard
for organizations to pick the most relevant to meet their objectives.
Today training is used as a motivator and can be used as a means of
countering labor turnover and attracting good job candidates as more and
more young people are now asking whether organizations have a training
policy in place.
43
1.18Benefits of Effective Training
The principles of effective training dictate that training needs to be
tailored to suit individual needs. If these principles are followed and
understood the following benefits can be obtained:
Minimize learning costs.
Improve individual, team and corporate performance in terms of
output, quality, speed and overall productivity.
Improve operational flexibility by extending the range of skills
possessed by employees (multi skilling).
Attract high quality employees by offering them learning and
development opportunities increasing their levels of competence and
enhancing their skills thus enabling them to obtain more job
satisfaction to gain higher rewards and to progress within the
organization.
Increase the commitment of employees by encouraging them to
identify with the mission & objectives of the organization.
Help to manage change by understanding of the reasons for change
and providing people with the knowledge and skills they need to adjust
to new situations.
Help develop a positive culture in the organization, Provide higher
levels of service to customers.
44
(Adopted from Armstrong, 1999, p508)
1.19 Training needs in Hotel industry according to the job requirement
Executive Housekeeper
Procurement procedures
Housekeeping standards
Sanitation standards
Knowledge of related services such
as laundry
Service excellence and guest
satisfaction
Property training standards
Total quality management
Inventory control
Budgeting and costing
Training skills
Chief Steward
Sanitation and health standards
Communication techniques
Safety skills
Scheduling, progress reports
Knowledge of purpose and use of
cleaning supplies and equipment
Inventory control
Food safety
Costing
45
Director of Food and Beverage
Food and beverage operations
Budgeting Training skills
Delegation
Languages
TQM and Food safety
Costing
Leadership skills
Culinary skills
Restaurant management
Computer skills
Selling skills
Menu engineering
High volume catering
Executive Chef
Culinary skills and knowledge of
culinary equipment
Menu engineering
Food safety
High volume catering
Training skills in the area of food
handling and sanitation standards
Artistic culinary skills
Cost efficiency
Waste prevention
46
Human Resource Manager
Training skills
Career planning
Recruitment
Compensation system
Coaching and counseling
Motivation and conflict management
TQM
Computer skills
Management of cultural diversity
Legal training
Captain
Suggestive selling
Languages
Product/menu knowledge
Customer care
Attitude
Bartender
Waste prevention
Selling beverage
Courtesy and general attitude
Floor Manager
Supervisory skills
Proactive leadership
Problem solving techniques
Communication techniques
47
Banquet Coordinator
Sales techniques
Product knowledge
Suggestive selling
Hospitality financial control
Computer skills
Managerial skills
Tours Operations Officer
Language skills
Communication skills
Cost accounting
Computer skills
Tour Assistant
Language skills
Organization skills
Communication skills
Leadership skills
First aid
Airport Taxi Driver
Communication and courtesy skills
Language skills
Safe driving techniques
Tourist Guide
Language skills
Organization skills
Office management skills
Ticketing
Airline reservations
Basic accounting
48
Bus Driver
Preliminary usage of English and French
Communication skills
Safe driving and defensive driving techniques
First aid
1.20.Training requirements
General Training Requirements in the Hotel Industry.
The general training requirements applicable to the hotel industry can be
divided into four categories:
Training requirements applicable to all staff.
Training requirements applicable to guest-contact employees.
Training requirements applicable to supervisors and middle management.
Specialized training requirements.
Training Requirements Applicable to All Staff
Health and safety procedures
First aid
Fire training
49
Hygiene and grooming practices
Stress management
Training Requirements Applicable to Guest-Contact Employees
Service expertise
Social skills
Guest courtesy
Product knowledge
Selling skills
Handling complaints
Handling difficult customers
Telephone techniques
Communication skills
Public speaking
Training Requirements Applicable to Supervisors and Middle Mgt.
Time management
How to conduct successful meetings
Interviewing skills
Counseling and disciplinary measures
How to conduct appraisals
Train the trainer
50
Managing teams
Managing change
Leadership
Problem solving and decision making
Specialized Training Requirements
Laundry cleaning practices and procedures
Housekeeping cleaning practices and procedures
Protecting the property and guests – for security employees
Computer skills, typing, and languages
Food preparation
Service expertise
Check in and check out
Financial control
Training programs may not be able to show the quantitative results in terms
of revenue improvements but they will add to the revenue of the organization.
The following chart will show the importance of training and development in
the hotel industry
51
Chart 1.1:importance of training and development in the hotel industry
EMPLOYEE SOURCING
EMPLOYEE TRAINING
EMPLOYEE MANAGEM
ENT
EMPLOYEE DEVELOPM
ENT
EMPLOYEE DEVELOPM
ENTIMPROVES EMPLOYE
PERFORMANCE
BETTER CUSTOMER
SERVICE
LEADING TO CUSTOMER
SATISFACTION
IMPROVES THE
PRODUCTIVITY
LEADS TO ORGANIZATIO
N GROWTH
52
CHAPTER 2
Review of Literature
There are several studies done by researchers on Training and Development
in general. This thesis tries reviewing the literature regarding Training and
Development Practices in Star Hotels.
Chand and Ambardar have examined the importance and usage of training
and development practices used in Indian hotels and identified whether it
depends on the enterprise‘s demographic characteristics of Indian hotel
enterprises. The study showed that there are significant differences on usage
and importance of training and development practices in Indian hotels.
Further it was suggested that there exists a positive relationship between
training and development practices variables and hotel category and the type
of enterprise. This study was undertaken on May 2010 Training and
Development Practices in Indian hotel industry: An empirical investigation.
International Journal of Development Studies, 2(4), page number 118-128.
The importance of training and development practices has also been
emphasized by both academics and practitioners Bacon and Hoque 2005
Beaver and Hutchings 2005 Garci‘a 2005
53
Buultjens and Cairncross in 2004 found that training practices replicated
more strongly in smaller hospitability establishments when compared to
larger ones. They also suggested that large hospitality organizations are
more inclined towards training and development practices.
Saibang and Schwindt(1998)recommended that management should be
given responsibility for employee training and development, even when the
hotel is small and this training should be obtained through human resources.
Further they suggest on training the trainer which will help the small hotels to
use the internal human resources towards developing and imparting the
training programs.
Thus, numerous empirical studies highlight the positive impact of training and
development this study aims to explore the training and development
practices followed at star hotels in Bangalore. Experts agree that training
programs are essential to the success of all companies. Studies have shown
that training helps the employees develop positive attitude towards their
work.
Ely (2009) found training to be a competitive edge and lead to better
employee retention. Firms undertaking higher levels of training also had a
54
positive attitude that training leads to success; they had integrated training as
a part of strategy, adopted training that is very practical rather than
theoretical; and acknowledged the importance of strategic role for training
Chow, Haddad and Singh in their study found that another consequence of
reducing training programs is morale. Chow, Haddad and Singh (2007) found
in their study of 46 hotels in San Diego that by providing training and
development, the hotels‘ employee morale, productivity, and satisfaction
improved, which in turn can improve managers‘ morale (p. 82). These results
suggest that by reducing training programs, employee morale, productivity,
and satisfaction will be negatively affected, thus affecting the company‘s
performance and customer experience.
Enz and Siguaw(2000, Oct) point out, if companies ―continue to focus on
cost reductions as a measure of job performance, the signal sent to
employees is one that encourages scrimping on guest services and
amenities, not one of satisfying guests‘ needs‖ (p. 29).
Kennedy (2009, Jun) suggested that for a more specific training method,
companies in the hotel industry can also amend front-desk training for a
more cost-effective approach. Kennedy suggests that hotels in addition to
55
on-the-job training that the front-desk already provides, they should create a
new hire orientation checklist and schedule, and have senior executives
meet with new staff to introduce company culture. Creating a checklist,
schedule and discussion with senior executives would not incur any
additional costs on training budgets but rather use a different approach to the
front-desk training that could help create a happier working environment and
happier guest experience. Furthermore, companies ―should view training as
a core best practice necessary to sustain the ongoing journey to excellence
versus a program to complete, a workshop to attend or a certification [to]
achieve‖ (Kennedy, 2009, Mar).
RobartT.Rosti Jr, Frank Shipper(1998)suggested that despite focusing on
efficiency and cost control the spending on training should increase because
organization get more efficiency effectiveness out of the training and
development (workforce special report, 2006) .This shows that training
increase the efficiency and the effectiveness of the organization
Thomas N. Garavan(1997)suggested that it is very difficult for an employee
to perform well at the job place without any pre-training Trained employees
perform well as compared to untrained employees
56
Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001suggested thatit is
very necessary for any organization to give its employees training to get
overall goals of the organization in a better way
Flynn et al., 1995; Kaynak, 2003; Heras, 2006. suggested that training and
development increase the overall performance of the organization Although it
is costly to give training to the employees but in the long run it gives back
more than it took
Flynn et al., 1995; Kaynak, 2003; Heras, 2006suggested that every
organization should develop its employees according to the need of that time
so that they could compete with their competitors
Janet Kottke (1999) described that employee development programs must
be comprises with core proficiencies, appropriate structure through which
organizations develop their businesses at corporate level. The basic function
of the theory is to gain knowledge, cooperation, inventive thinking and
resolving problem. Fundamental goals of several employee development
programs are to deliver the mission of the organization and support workers to
learn the culture of the organization
Carlos A. Primo Braga, 1995, suggested that when training programs are
reduced, there are consequences that affect employees and companies
57
gradually. For example, in the hotel industry cutbacks can be seen in the
following examples: hotel trainer positions are either unfilled or eliminated,
budgeted training hours are cut back, new hires covering shifts before they
are properly trained, lack of access to training resources
Bayless, (2012), reported on the importance of staff training program to
increase the productivity. It mentions that both new staffs and longer-term
staff must be given opportunity to refresh, re-engage and develop new skills
through training programs. Further the article focuses in the objectives of the
Leadership in an organization.
Mohinder Chand, (2007), explored that hotel performance is positively
associated with hotel category and type of hotel (chain or individual).
Furthermore, hotel performance is positively related to the HRM systems of
recruitment and selection, manpower planning, job design, training and
development, quality circle, and pay systems.
Mel Kleiman (2000) described that the essentials parts of a worthy employee
training program are constructed on orientation, management skills, and
operational skills of employees. These theories are the groundwork of any
employee development program.
58
CHAPTER 3
Methodology
3.1. Introduction
Training plays a very important role in every industry and more
importantly in labor intensive industry like Hotel industry. This study tries to
understand the Training and Development Practices for the employees of Star
Hotels in Bangalore. It is being the experience of hotel industry that customer
service plays an important role in developing the business. Since the hotel
business is service prominent business where the expectation of the customer
is very high in terms of politeness and mannerism of the employee. Due to
lack of proper training and motivation, the employees especially who come
from nonprofessional background lack the soft skills which are necessary to
impress the customers. Hence this study tries to understand the different
practices followed in training and development which is required to be given to
the employees across different carders.
In Bangalore, there are around 1470 star hotels in total out of which we have
640 one star hotels, 150 two star hotels, 570 three star hotels, 63 four star
hotels and 47 five star hotels. This study is trying to find out training and
development practices followed in these star hotels.
59
3.2. Statement of the Problem
Both tourism and hotel industry are playing a vital role in the country‘s
economy. The Indian tourism department has undertaken several measures
to promote tourism. Tourism and hotel industry go hand in hand to promote
not only tourism but also attracts lots of foreign tourist. Bangalore being the
most preferred city for both business and leisure tours. And hence there is
great demand for star hotels.
Hotels industry being a labor intensive, human resource plays most
important role. Today it is found that hotel Industry is suffering due to lack of
well-trained employees as well as there is rate of attrition is very high.
Despite having good infrastructure most of the star hotels are unable to
satisfy the customers, the main reason is that most of the employees are not
professionally qualified. There is dire need to train the employees at every
level. This calls for the proper human resource policies pertaining to training
and development practices followed by every star hotel which will help the
employees to perform better.
3.3. Scope of the study
For an industry like hotel which is a labor-intensive, people-based
industry, this gap may be exceptionally wide, as it is the case with the five star
four star three star and two star and one star hotels In Bangalore. When
customer avails service of any hotel they buy not only the physical amenities
60
and attractions, but also the skills and services of hotel employees. For this
reason, human resource management should be a pre-eminent concern of
star hotel professionals.
The training and development of the star hotels must take these issues
into consideration both for new employees and for strengthening of existing
employees. A proper time perspective is important: the analysis not only has
to identify the factors and forces that operate in the current period, but should
also aim to reveal or predict future developments.
Today training is used as a motivator and can be used as a means of
countering labor turnover and attracting good job candidates as more and
more young people are now asking whether organizations have a training and
development practices in place.
The proposed research work intends to study the different practices
followed by hotel industry in terms of human recourse with special reference
to training and development practices. There is a further scope to study the
innovative training development practices which can be formulated in the form
of training modules. The further study can be carried out instandardizing the
training practices at all levels.
61
3.4. Working definitions
Hotel
A Hotel is an establishment that provides accommodation meals and
other services for travelers and tourist on a short-term basis.
According to Wikipedia Hotel is an establishment that provides lodging
and facilities provided may range from a modest quality mattress in small
room to large suites with bigger higher quality beds, a dresser, a fridge and
other kitchen facilities, upholstered chairs, a flat screen television and en suit
bathrooms
Stars
Stars are symbols used to for classification purposes. They are used
by reviewer for ranking things such as films, TV shows restaurants and hotels.
The star rating in Hotel industry plays very vital role every star represents the
quality and facilities provided by the hotels. The five star plus depicts the
highest quality.
HRM
HRM stands for human resources management, which refers to the art
of managing all aspects of the human work force at a company or
organization. HRM aims at providing an optimal working environment for
employees to fully and freely utilize their skills to their best to achieve the
company‘s intended output.
62
HRD
Human resource development is part of HRM which focuses on
development of skills as well as focuses on the personal development of
employees. Because peoples‘ needs and expectations are ever growing and
changing. HRD specifically there to help employees cope with such changes
and prepare them for future uncertainties
Training
Training is a process in which the trainees get an opportunity to learn
the key skills which are required to do the job.
Training is a process of learning a sequence of programmed behavior.
It improves the employee's performance on the current job and prepares them
for an intended job.
Development
Development helps employees to improve the job performance and
brings about the growth of the personality. Individuals not only mature
regarding their potential capacities but also become better individuals.
Development focuses on the building knowledge, understanding and
competencies for overcoming with future challenges.
63
3.5. Objectives of the study
1. To find out training and development practices followed in the Star
Hotels in Bangalore.
2. To identify whether trainings are organized to fulfill the training
objectives of Star Hotels.
3. To identify the training and development methods used in the Star
Hotels in Bangalore.
4. To assess whether the trainings provided cover all departmental
training needs
3.6. Research Hypothesis
Hypothesis 1
H0: The Target training days per employee per year (Target) do not
significantly differs between the categories of selected Star Hotels in
Bangalore.
Hypothesis 2
H0: How often is training held in the hotels (Training) do not significantly differs
between the categories of selected Star Hotels in Bangalore.
Hypothesis 3
H0: The Annual Budget Allocation for the training practices (Budget) do not
significantly differs between the categories of selected Star Hotels in
Bangalore.
64
Hypothesis 4
H0: There is no significant difference between Objectives of Training &
Development being conducted in the Star Hotel and the category of
selected Star Hotels.
Hypothesis 5
H0: There is no significant difference between Need-based Training Programs
being conducted in the Star Hotel and the category of selected Star
Hotels.
Hypothesis 6
H0: The Design & Development of the Program conducted in the Star Hotel
does not differ significantly between the categories of selected Star
Hotels in Bangalore.
Hypothesis 7
H0: There is no significant difference between conducting General Skill
Programs and the category of selected Star Hotels in Bangalore.
Hypothesis 8
H0: There is no significant difference between conducting Training
Requirements Applicable to All Staff and the category of selected Star
Hotels in Bangalore.
65
Hypothesis 9
H0: There is no significant difference between conducting Training
Requirements Applicable to Guest-Contract Employees and the category
of selected Star Hotels in Bangalore.
Hypothesis 10
H0: There is no significant difference between conducting Training
Requirements Applicable to Supervisors and Middle Management and the
category of selected Star Hotels in Bangalore.
Hypothesis 11
H0: Conducting Training Requirements Applicable to Supervisors and Middle
Management in the Star Hotel does not differ significantly between the
category of selected Star Hotels in Bangalore.
Hypothesis 12
H0: There exists no significant difference between Training organized on the
Job Training in the Star Hotel and the category of selected Star Hotels in
Bangalore.
Hypothesis 13
H0: There exists no significant difference between Training organized off the
Job Training in the Star Hotel and the category of selected Star Hotels in
Bangalore.
66
Hypothesis 14
H0: There is no significant difference between Training Organized on the
Special Program in the Star Hotel and the category of selected Star
Hotels in Bangalore.
Hypothesis 15
H0: There is no significant difference between Other Training Program being
conducted and the category of selected Star Hotels in Bangalore.
Hypothesis 16
H0: There is no significant difference between the training provide growth
prospects for the employees within and outside the organization and the
category of selected Star Hotels in Bangalore.
Hypothesis 17
H0: There exists no significant difference between evaluation of success of the
training program in terms of participants‘ satisfaction in the Star Hotel and
the category of selected Star Hotels in Bangalore.
Hypothesis 18
H0: There is no significant difference between expectation of reinforcement
from individual after the training and the category of selected Star Hotels
in Bangalore.
67
Hypothesis 19
H0: There is no significant relationship between the Aggregate multiple
responses of Growth Prospects of the training program conducted in the
Star Hotels, Aggregate multiple responses of objectives of the training
program and Aggregate multiple responses of program design and
development.
3.6. Research methods
Research methods are the systematic procedure used to fulfill the
objectives of the research. The research methods will give clear idea about
how the data is collected and analyzed. The research method can be
quantitative as well as qualitative. Quantitative research is based on the
hypothesis and statistical tools used to authenticate the results found in the
study. Both research methods are used in this study. The questionnaire was
given to HR managers and HR Heads. Also, few observations were made by
interviewing the training mangers and departmental managers.
(1) Tools: Questionnaire
(2) Method: Survey cum Interview method
(3) Procedure followed: Visited the star hotels and met the HR
Heads Questionnaires were given to collect
the required Information
(4)Sampling adopted:
Sample Size: Number of hotels approached - 60
68
Sample Unit: HR Heads
Sampling Technique Simple random sampling
(5) Statistical tools: Jonckheere-Terpstra Test
ANOVA
Tukey HSD Test
Henry Garrett Ranking Technique
Kruskal Wallis Test
3.7. Limitation of the study
The study was conducted considering its limitations that the findings of
the study may not be universal to apply to different situation and locations.
The major limitations of the research are as under
1. Due to time and resources constraints this study was confined only to
Bangalore city.
2. The primary information collected is pertaining to the limited period;
hence the existing environment in the study period has made an
influence on the researcher to draw the inferences on the various
aspects of the study.
3. The research data collected was limited to Senior Management from
Human recourse department
4. The research has derived the results purely based on response given
by Human Resource Development as there was no scope for
observation
69
CHAPTER 4
RESULTS AND ANALYSIS
This chapter is devoted to examine the training and development
practices in the Star Hotels in Bangalore. Out of 60 Star Hotels, our sample
consists of 25 one Star Hotels, 8 two Star Hotels, 22 three Star Hotels, 3 four
Star Hotels and 2 five Star Hotels in Bangalore. The samples are carefully
chosen according to their level of standards which are measured by their star
rating criteria. The assessment has been made using the statistical tools
based on a set of well-refined variables
The JT option in the TABLES statement provides the Jonckheere-
Terpstra test, which is a nonparametric test for ordered differences among
classes. It tests the null hypothesis that the distribution of the response
variable does not differ among classes.
The one-way analysis of variance (ANOVA) is used to determine
whether there are any significant differences between the means of two or
more independent (unrelated) groups (although you tend to only see it used
when there are minimum of three, rather than two groups).
The Kruskal-Wallis H test (sometimes also called the "one-way
ANOVA on ranks") is a rank-based nonparametric test that can be used to
determine if there are statistically significant differences between two or more
groups of an independent variable on a continuous or ordinal dependent
variable. It is considered the nonparametric alternative to the one-way
70
ANOVA, and an extension of the Mann-Whitney U test to allow the
comparison of more than two independent groups.
Hypothesis 1:
Table 1 report the Jonckheere-Terpstra test results and it reveals that
the null hypothesis is rejected in the case of How often is training held in the
hotels (Training Held) and Target training days per employee per year
(Target), with a Jonckheere-Terpstra Z-statistic of 8.07 and 3.92, respectively.
This implies that there exists significant difference between How often is
training held in the hotels (Training Held) and category of selected Star
Hotels. And there is a significant difference between Target training days per
employee per year (Target) and the category of selected Star Hotels.
41.67
13.33
36.67
5.00 3.33
Category of Hotels (in terms of Star Hotels) in %
1 Star
2 Star
3 Star
4 Star
5 Star
71
Table 4.1: Jonckheere-Terpstra Test Results on Star Category & Target,
Training Held & Budget
TARGET TRAINING HELD
Number of Levels in STAR 5 5
N 60 60
Observed J-T Statistic 741.000 1160.000
Mean J-T Statistic 603.500 603.500
Std. Deviation of J-T Statistic 34.995 68.961
Std. J-T Statistic 3.929 8.070
Asymp. Sig. (2-tailed) 0.000 0.000
Table 4.2: Results of One way ANOVA on Star Category & Target, Training Held
One Way ANOVA
Sum of Squares
df Mean
Square F Sig.
TARGET Between Groups
4.208 4 1.052 6.075 0.000
Within Groups
9.525 55 0.173
Total 13.733 59
TRAINING HELD
Between Groups
50.233 4 12.558 125.583 0.000
Within Groups
5.500 55 0.100
Total 55.733 59
72
Table 4. 3: Tukey HSD Test for Post-ANOVA on Star Category & Target,
Training Held
TARGET
STAR N
Subset for alpha = 0.05
1 2
3 Star 22 1.0909
2 Star 8 1.2500
1 Star 25 1.2800
4 Star 3 1.6667
5 Star 2 2.571
Sig. 0.018 0.043
TRAINING HELD
STAR N
Subset for alpha = 0.05
1 2 3
1 Star 25 1.0000
2 Star 8 2.0000
3 Star 22 2.5000
4 Star 3 4.0000
5 Star 2 4.0000
Sig. 0.004 0.018 0.026
Note: Means for groups in homogeneous subsets are displayed.
The study employs One-way Analysis of Variance (abbreviated one-
way ANOVA) is a technique used to compare means of three or more
samples (using the F distribution). The ANOVA tests the null hypothesis that
samples in two or more groups are drawn from populations with the same
mean values. To do this, two estimates are made of the population variance.
These estimates rely on various assumptions. The ANOVA produces an F-
statistic, the ratio of the variance calculated among the means to the variance
73
within the samples. If the group means are drawn from populations with the
same mean values, the variance between the group means should be lower
than the variance of the samples, following the central limit theorem. A higher
ratio therefore implies that the samples were drawn from populations with
different mean values.
Table 2 present the results of One way ANOVA on Star Category and
Target, Training Held. It tests the null hypothesis that the responses of Target
training days per employee per year (Target), How often is training held in the
hotels (Training Held) does not differs significantly between the category of
selected Star Hotels in Bangalore. The Table results show that the Target
training days per employee per year (Target) and How often is training held in
the hotels (Training Held) are differed significantly among the five categories
of Star Hotel in Bangalore and it can be inferred by the significant F-statistics
at one percent significant level.
The Annual Budget Allocation for the training practices do not
significantly differs between the categories of selected Star Hotels in
Bangalore.
74
Table 4.4:Annual Budget Allocation
Ranks
Category of
hotels N Mean Rank
Annual_training_budget 1 25 16.86
2 8 28.00
3 22 42.70
4 3 49.00
5 2 49.00
Total 60
Test Statisticsa,b
Annual_training_budget
Chi-Square 35.259
df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: CategoryofHotels
Output of the Kruskal Wallis test shows, that it is statistically significant even
at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis. So,
the Annual
Budget Allocation for the training practices do significantly differ between the
categories of selected Star Hotels in Bangalore.
75
The rank table above shows, that the mean rank is in ascending order,
as far as the hotels of star 1, 2, 3 and 4 are concerned. The mean rank is
same for hotels of 4 star and 5 star categories. This clearly shows that annual
training budget for 2 star hotels are greater than 1 star hotels, similarly annual
training budget for 3 star hotels are greater than 2 star hotels, and annual
training budget for 4 star hotels greater than 3 star hotels. Only in case of 4
and 5 star hotels, the annual budget seems to be at par.
4a. There is no significant difference between Objectives of Training and
Development as far as increase in productivity is concerned, vis. a vis.
different category of star hotels.
b. There is no significant difference between Objectives of Training and
Development as far as mandatory/audit requirements are concerned, vis. a
vis. different category of star hotels.
c. There is no significant difference between Objectives of Training and
Development as far as client requirement is concerned, vis. a vis. different
category of star hotels.
d. There is no significant difference between Objectives of Training and
Development as far as management development is concerned, vis. a vis.
different category of star hotels.
76
e. There is no significant difference between Objectives of Training and
Development as far as succession planning is concerned, vis. a vis. different
category of star hotels.
f. There is no significant difference between Objectives of Training and
Development as far as attrition management is concerned, vis. a vis. different
category of star hotels.
Table 4.4.a: Objectives of Training and DevelopmentRanks
Category of hotels N Mean Rank
Increase_productivity 1 25 35.42
2 8 28.12
3 22 26.75
4 3 28.33
5 2 23.00
Total 60
Test Statisticsa,b
Increase_productivity
Chi-Square 3.744
Df 4
Asymp. Sig. .442
a. Kruskal Wallis Test
b. Grouping Variable: Categoryofhotels
77
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.442). Thus, we fail to reject
the null hypothesis numbered 4.a). So, there is no significant difference
between objectives of training and development as far as increase in
productivity is concerned, vis. a vis. different category of star hotels, in
Bangalore city.
Table 4.4.b: Mandatory/audit requirements
Ranks
Categoryofhotels N Mean Rank
Mandatoryaudit requirement
1 25 27.52
2 8 37.44
3 22 32.61
4 3 24.50
5 2 25.75
Total 60
Test Statisticsa,b
mandatory_audit_reuirement
Chi-Square 2.916
Df 4
Asymp. Sig. .572
a. Kruskal Wallis Test
b. Grouping Variable: Categoryofhotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.572). Thus, we fail to reject
the null hypothesis numbered 4.b). So, there is no significant difference
between objectives of training and development as far as mandatory/audit
78
requirements are concerned, vis. a vis. different category of star hotels, in
Bangalore city.
Table 4.4.c: Client requirement
Ranks
Category of hotels N Mean Rank
Client_requirement
1 25 31.46
2 8 25.12
3 22 31.75
4 3 35.00
5 2 19.50
Total 60
Test Statisticsa,b
Client_requirement
Chi-Square 2.008
Df 4
Asymp. Sig. .734
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.572). Thus, we fail to reject
the null hypothesis numbered 4.c). So, there is no significant difference
between objectives of training and development as far as client requirement is
concerned, vis. a vis. different category of star hotels, in Bangalore city.
79
Table4.4.d: Management development
Ranks
Category of hotels N Mean Rank
Management_development 1 25 30.72
2 8 28.31
3 22 28.80
4 3 44.33
5 2 34.50
Total 60
Test Statisticsa,b
Management_development
Chi-Square 2.429
Df 4
Asymp. Sig. .657
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.657). Thus, we fail to reject
the null hypothesis numbered
4.b). So, there is no significant difference between objectives of training and
development as far as management development is concerned, vis. a vis.
different category of star hotels, in Bangalore city.
80
Table 4.3.e: Succession planning
Ranks
Category of hotels N Mean Rank
Succession_planning 1 25 32.34
2 8 27.12
3 22 30.02
4 3 30.00
5 2 27.00
Total 60
Test Statisticsa,b
Succession_planning
Chi-Square .709
Df 4
Asymp. Sig. .950
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.950). Thus, we fail to reject
the null hypothesis numbered 4.e). So, there is no significant difference
between objectives of training and development as far as succession planning
is concerned, vis. a vis. different category of star hotels, in Bangalore city.
81
Table 4.4.f: Attrition management
Ranks
Category of
hotels N Mean Rank
Attrition_management 1 25 25.96
2 8 38.19
3 22 31.98
4 3 23.67
5 2 50.50
Total 60
Attrition_management
Chi-Square 6.877
df 4
Asymp. Sig. .143
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.143). Thus, we fail to reject
the null hypothesis numbered
4.f). So, there is no significant difference between objectives of training and
development as far as attrition management is concerned, vis. a vis. different
category of star hotels, in Bangalore city.
82
5.a. The importance of mandatory training programs as a basis to identify
training needs do not differ as far star hotels of different categories are
concerned.
Table 4.5. a:Importance of mandatory training programs
Ranks
Category of
hotels N
Mean Rank
Mandatory_training_program_training_need
1 25 41.02
2 8 17.62
3 22 24.64
4 3 17.50
5 2 34.50
Total 60
Test Statisticsa,b
Mandatory_training_program_training_need
Chi-Square 18.632
df 4
Asymp. Sig. .001
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
at 1% level (as the p-value is 0.001). Thus, we reject the null hypothesis
numbered 5.a). So, there is significant difference between the importance of
mandatory training programs as a basis to identify training needs as far star
hotels of different categories are concerned. The highest importance is
accorded by the 1 star hotels, followed by 5 star, 3 star, 2 star and 1 star
hotels, as borne out by the Ranks table.
83
b. The importance of product process specific requirement as a basis to
identify training needs do not differ as far star hotels of different
categories are concerned.
Table 4.5.b: Importance of product process
Ranks
Category of hotels
N Mean Rank
Product_process_ requirement_traing_need
1 25 36.74
2 8 24.62
3 22 25.27
4 3 37.50
5 2 23.00
Total 60
Test Statisticsa,b
Product_process_requirement_traing_need
Chi-Square 7.350
df 4
Asymp. Sig. .118
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.118). Thus, we fail to reject
the null hypothesis numbered
5.b). So, the importance of product process specific requirement as a basis to
identify training needs do not differ as far star hotels of different
categories are concerned.
84
c.The importance of audit requirement as a basis to identify training needs do
not differ as far star hotels of different categories are concerne
Table 4.5.c: Importance of audit requirement
Ranks
Category of hotels N Mean Rank
Audit_requirement_training_need 1 25 37.12
2 8 24.00
3 22 25.98
4 3 32.17
5 2 21.00
Total 60
Test Statisticsa,b
Audit_requirement_training_need
Chi-Square 7.202
Df 4
Asymp. Sig. .126
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.126). Thus, we fail to reject
the null hypothesis numbered
5.c). So, the importance of audit requirement as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
85
d.The importance of role specific requirements as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
Table 4.5.d: Importance of role specific requirements
Ranks
Category of hotels N Mean Rank
Role_specific_requirement 1 25 28.70
2 8 31.94
3 22 33.09
4 3 31.83
5 2 16.75
Total 60
Test Statisticsa,b
Role_specific_requirement
Chi-Square 3.052
Df 4
Asymp. Sig. .549
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.549). Thus, result we fail to
reject the null hypothesis numbered
5.d). So, the importance of role specific requirements as a basis to identify
training needs do not differ as far star hotels of different categories are
concerned.
86
e.The importance of supervisor recommendation as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
Table 4.5.e: Importance of supervisor recommendation
Ranks
Category of hotels N Mean Rank
Supervisor_recommendation 1 25 46.14
2 8 24.00
3 22 18.11
4 3 14.00
5 2 22.00
Total 60
Test Statisticsa, b
Supervisor_recommendation
Chi-Square 37.604
Df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered
5.e). So, the importance of supervisor recommendation as a basis to identify
training needs do differ as far star hotels of different categories are
concerned.
87
f.The importance of critical incidences as a basis to identify training needs do
not differ
as far star hotels of different categories are concerned.
Table 4.5.f: Importance of critical incidences
Ranks
Category of
hotels N Mean Rank
Critical_incidences 1 25 34.06
2 8 22.25
3 22 31.68
4 3 23.83
5 2 16.00
Total 60
Test Statisticsa,b
Critical_incidences
Chi-Square 5.129
Df 4
Asymp. Sig. .274
a. Kruskal Wallis Test
b. Grouping Variable Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.274). Thus, we fail to reject
the null hypothesis numbered
88
5.f). So, the importance of critical incidences as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
i. The importance of possibility of accidents a basis to identify training needs
do not differ as far star hotels of different categories are concerned.
Table 4.5.i: Importance of possibility of accidents
Ranks
Category of
hotels N Mean Rank
Possibility_of_accident 1 25 37.04
2 8 35.19
3 22 24.32
4 3 12.50
5 2 25.00
Total 60
Test Statisticsa,b
Possibility_of_accident
Chi-Square 11.092
Df 4
Asymp. Sig. .026
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
at 5% level (as the p-value is 0.026). Thus, we reject the null hypothesis
numbered
89
5.g). So, the importance of possibility of accident as a basis to identify
training needs do differ as far star hotels of different categories are
concerned.
h. The importance of customer complaints as a basis to identify training needs
do not differ as far star hotels of different categories are concerned
Table 4.5. h: Importance of customer complaints
Ranks
Category of
hotels N Mean Rank
Customer_complaints 1 25 15.58
2 8 40.44
3 22 41.32
4 3 43.67
5 2 38.50
Total 60
Test Statisticsa,b
Customer_complaints
Chi-Square 33.127
Df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
even at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered
90
5.h). So, the importance of customer complaints as a basis to identify training
needs do differ as far star hotels of different categories are concerned.
j.The importance of wastage as a basis to identify training needs do not differ
as far star hotels of different categories are concerned.
Table 4.5.j: Importance of wastage
Ranks
Category of
hotels N Mean Rank
Wastage 1 25 41.06
2 8 32.06
3 22 22.00
4 3 15.00
5 2 9.00
Total 60
Test Statisticsa,b
Wastage
Chi-Square 21.670
df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
even at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered
91
5.i). So, the importance of wastage as a basis to identify training needs do
differ as far star hotels of different categories are concerned.
k.The importance of performance parameters as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
Table 4. 5k: importance of performance parameters
Ranks
Category of
hotels N Mean Rank
Performance_parameters
1 25 39.36
2 8 31.00
3 22 19.73
4 3 36.83
5 2 26.75
Total 60
Test Statisticsa,b
Performance_parameters
Chi-Square 16.647
df 4
Asymp. Sig. .002
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
even at 1% level (as the p-value is 0.002). Thus, we reject the null hypothesis
numbered
92
5.l). So,the importance of performance parameters as a basis to identify
training needs do differ as far star hotels of different categories are
concerned.
l.The importance of performance appraisals as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
Table 4.5.l: Importance of performance appraisals
Ranks
Category of
hotels N Mean Rank
Performance appraisal 1 25 31.94
2 8 23.69
3 22 29.36
4 3 44.83
5 2 30.75
Total 60
Test Statisticsa,b
Performance_appraisal
Chi-Square 3.761
Df 4
Asymp. Sig. .439
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
93
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.477). Thus, we fail to reject
the null hypothesis numbered
5.l). So, theimportance of performance appraisals as a basis to identify
training needs do not differ as far star hotels of different categories are
concerned.
m.The importance of time-bound training programs as a basis to identify
training needs do not differ as far star hotels of different categories are
concerned.
Table 4.5.m: Importance of time-bound training programs
Ranks
Category of
hotels N Mean Rank
Time_bound_trainings 1 25 42.92
2 8 33.31
3 22 17.55
4 3 18.50
5 2 24.50
Total 60
Test Statisticsa,b
Time_bound_trainings
Chi-Square 28.262
Df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
94
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
even at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered
5.l). So, the importance of time-bound training programs as a basis to identify
training needs do differ as far star hotels of different categories are
concerned.
n.The importance of assessment centers as a basis to identify training needs
do not differ as far star hotels of different categories are concerned
Table 4.5.n: Importance of assessment centers
Ranks
Category of
hotels N Mean Rank
Assessment_center 1 25 33.30
2 8 28.25
3 22 28.07
4 3 40.00
5 2 17.00
Total 60
Test Statisticsa,b
Assessment_center
Chi-Square 3.509
Df 4
Asymp. Sig. .477
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
95
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.477). Thus, we fail to reject
the null hypothesis numbered
5.n). So, the importance of assessment centers as a basis to identify training
needs do not differ as far star hotels of different categories are
concerned.
6. aThere is no significant difference between the basis being followed as far
as program design/development is concerned with respect to organization
structure/levels and the category of selected Star Hotels in Bangalore.
Table 4.6.a: Program design and development respect to organization
structure/levels
Ranks
Category of
hotels N Mean Rank
Organization_structure 1 25 19.64
2 8 38.94
3 22 38.77
4 3 37.50
5 2 31.00
Total 60
96
Organization_structure
Chi-Square 18.385
df 4
Asymp. Sig. .001
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 1% level (as the p-value is 0.001). Thus, we reject the null hypothesis
numbered
6.a).). So, there is significant difference between thebase being followed as
far as program design/development is concerned with respect to organization
structure/levels and the category of selected Star Hotels in Bangalore.
6.b.There is no significant difference between the basis being followed as far
as program design/development is concerned with respect to role requirement
and the category of selected Star Hotels in Bangalore.
97
Table:4.6. b: Program design/development is concerned with respect to
role requirement
Ranks
Category of
hotels N Mean Rank
Role_requirement 1 25 20.78
2 8 32.88
3 22 37.95
4 3 42.50
5 2 42.50
Total 60
Test Statisticsa,b
Role_requirement
Chi-Square 18.354
Df 4
Asymp. Sig. .001
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 1% level (as the p-value is 0.001). Thus, we reject the null hypothesis
numbered
6.b). So, there is significant difference between the base being followed as far
as program design/development is concerned with respect to role requirement
and the category of selected Star Hotels in Bangalore.
98
6.c.There is no significant difference between the base being followed as far
as program design/development is concerned with respect to audit
requirements/mandatory and the category of selected Star Hotels in
Bangalore.
Table 4.6.c: program design/development is concerned with respect to
mandatory audit requirements
Ranks
Category of
hotels N Mean Rank
Audit_requirement 1 25 31.34
2 8 18.06
3 22 31.59
4 3 40.17
5 2 43.25
Total 60
Test Statisticsa,b
Audit_requirement
Chi-Square 6.709
Df 4
Asymp. Sig. .152
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.152). Thus, we fail to reject
the null hypothesis numbered
99
6.c. So, there is no significant difference between the base being followed as
far as program design/development is concerned with respect to audit
requirements/mandatory and the category of selected Star Hotels in
Bangalore.
6.dThere is no significant difference between the base being followed as far
as program design/development is concerned with respect to certification
requirements and the category of selected Star Hotels in Bangalore.
Table 4.6.d :Pprogram design/development is concerned with respect to
certification requirements
Ranks
Category of hotels
N Mean Rank
Certification_requirement 1 25 28.70
2 8 31.94
3 22 33.09
4 3 31.83
5 2 16.75
Total 60
Test Statisticsa,b
Certification_requirement
Chi-Square 3.052
Df 4
Asymp. Sig. .549
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
100
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.549). Thus, we fail to reject
the null hypothesis numbered
6.d. So, there is no significant difference between the base being followed as
far as program design/development is concerned with respect to certification
requirements and the category of selected Star Hotels in Bangalore.
6.eThere is no significant difference between the base being followed as far
as program design/development is concerned with respect to client
requirements (domain knowledge) and the category of selected Star Hotels in
Bangalore.
Table 4.6.e: Program design/development is concerned with respect to
client requirements (domain knowledge)
Ranks
Category of hotels
N Mean Rank
Client_requirement 1 25 46.14
2 8 24.00
3 22 18.11
4 3 14.00
5 2 22.00
Total 60
101
Test Statisticsa,b
Client_requirement
Chi-Square 37.604
Df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant
at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered 6.e). So, there is significant difference between the base being
followed as far as program design/development is concerned with respect to
client requirements (domain knowledge) and the category of selected Star
Hotels in Bangalore.
6.f There is no significant difference between the base being followed as far
as program design/development is concerned with respect to appraisal inputs
and the category of selected Star Hotels in Bangalore.
Table 4.6.f :program design/development is concerned with respect to
appraisal inputs
Ranks
Category of
hotels N Mean Rank
Appraisal_input 1 25 34.06
2 8 22.25
3 22 31.68
4 3 23.83
5 2 16.00
102
Ranks
Category of
hotels N Mean Rank
Appraisal_input 1 25 34.06
2 8 22.25
3 22 31.68
4 3 23.83
5 2 16.00
Total 60
Test Statisticsa,b
Appraisal_input
Chi-Square 5.129
Df 4
Asymp. Sig. .274
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.274). Thus, we fail to reject
the null hypothesis numbered
6.f. So, there is no significant difference between the base being followed as
far as program design/development is concerned with respect to appraisal
inputs and the category of selected Star Hotels in Bangalore.
6.gThere is no significant difference between the base being followed as far
as program design/development is concerned with respect to individual
development plans and the category of selected Star Hotels in Bangalore.
103
Table 4.6.g : program design/development is concerned with respect to
individual development plans
Ranks
Category of
hotels N Mean Rank
Individual_development_plan 1 25 37.04
2 8 35.19
3 22 24.32
4 3 12.50
5 2 25.00
Total 60
Test Statisticsa,b
Individual_development_plan
Chi-Square 11.092
Df 4
Asymp. Sig. .026
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 5% level (as the p-value is 0.026). Thus, we reject the null hypothesis
numbered
6.g). So, there is significant difference between the base being followed as far
as program design/development is concerned with respect to individual
development plans and the category of selected Star Hotels in Bangalore.
104
6.h.There is no significant difference between the base being followed as far
as program design/development is concerned with respect to assessment
centers and the category of selected Star Hotels in Bangalore.
Table 4.6.h : program design/development is concerned with respect to
assessment centers
Ranks
Category of
hotels N Mean Rank
Assessment 1 25 29.62
2 8 26.94
3 22 31.14
4 3 34.00
5 2 43.50
Total 60
Test Statisticsa,b
Assessment
Chi-Square 1.798
df 4
Asymp. Sig. .773
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.773). Thus, we fail to reject
105
the null hypothesis numbered 6.h. So, there is no significant difference
between the base being followed as far as program design/development is
concerned with respect to assessment centers and the category of selected
Star Hotels in Bangalore.
On point 10:
7. a. There is no significant difference in conducting training as far as health
and safety procedures are concerned for all the employees‘ vis. a vis.
Different categories of selected Star Hotels in Bangalore.
Table 4.7.a :Health and safety procedures
Ranks
Category of hotels N Mean Rank
Training_health_safety 1 25 29.10
2 8 31.50
3 22 31.50
4 3 31.50
5 2 31.50
Total 60
Test Statisticsa,b
Training_health_safety
Chi-Square 2.848
df 4
Asymp. Sig. .584
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
106
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.584). Thus, we fail to reject
the null hypothesis numbered
7.a). So, there is no significant difference in conducting training as far as
health and safety procedures are concerned for all the employees‘ vis. a vis.
different categories of selected Star Hotels in Bangalore.
7.b). So, there is no significant difference in conducting training as far first aid
is concerned for all the employees‘ vis. vis. different categories of selected
Star Hotels in Bangalore.
Table 4.7.b: first aid is training is concerned for all the employees’
Ranks
Category of
hotels N Mean Rank
Training_first aid 1 25 30.50
2 8 30.50
3 22 30.50
4 3 30.50
5 2 30.50
Total 60
Test Statisticsa,b
Training_fire
Chi-Square .000
Df 4
Asymp. Sig. 1.000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
107
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 1.0). Thus, we fail to reject the
null hypothesis numbered
7.cThere is no significant difference in conducting training as far fire training is
concerned for all the employees‘ vis. vis. different categories of selected Star
Hotels in Bangalore.
Table 4.7.c: fire training is concerned for all the employees’
Ranks
Category of hotels N Mean Rank
Training_fire 1 25 30.50
2 8 30.50
3 22 30.50
4 3 30.50
5 2 30.50
Total 60
Test Statisticsa,b
Training_fire
Chi-Square .000
Df 4
Asymp. Sig. 1.000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
108
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 1.0). Thus, we fail to reject the
null hypothesis numbered
7.c). So, there is no significant difference in conducting training as far fire
training is concerned for all the employees‘ vis. vis. different categories of
selected Star Hotels in Bangalore.
7.d.) There is no significant difference in conducting training as far ashygiene
and groomingpracticesare concerned for all the employees‘ vis. vis. different
categories of selected Star Hotels in Bangalore.
Table 4.7.d: Hygiene and grooming practices
Ranks
Category of
hotels N Mean Rank
Training_hygiene_grooming 1 25 23.20
2 8 19.75
3 22 39.18
4 3 46.00
5 2 46.00
Total 60
Test Statisticsa,b
Training_hygiene_grooming
Chi-Square 22.385
df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
109
Ranks
Category of
hotels N Mean Rank
Training_hygiene_grooming 1 25 23.20
2 8 19.75
3 22 39.18
4 3 46.00
5 2 46.00
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered
7.d). So, there is significant difference in conducting training as far as hygiene
and grooming practices are concerned for all the employees‘ vis. vis. different
categories of selected Star Hotels in Bangalore.
7.eThere is no significant difference in conducting training as far as Stress
management is concerned for all the employees‘ vis. vis. different categories
of selected Star Hotels in Bangalore.
110
Table 4.7.e: Stress management
Ranks
Category of
hotels N Mean Rank
Training_stress_management 1 25 25.30
2 8 18.25
3 22 37.68
4 3 44.50
5 2 44.50
Total 60
Test Statisticsa,b
Training_stress_management
Chi-Square 17.521
Df 4
Asymp. Sig. .002
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant at 1%
level (as the p-value is 0.002). Thus, we reject the null hypothesis numbered
7.e). So, there is significant difference in conducting training as far as Stress
management is concerned for all the employees‘ vis. vis. different categories
of selected Star Hotels in Bangalore.
8 a There is no significant difference in conducting training with respect to
service expertise as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
111
Table 4..8.a: Stress management
Ranks
Category of
hotels N Mean Rank
Service_expertise 1 25 30.00
2 8 27.00
3 22 31.09
4 3 32.00
5 2 42.00
Total 60
Test Statisticsa,b
Service_expertise
Chi-Square 1.771
df 4
Asymp. Sig. .778
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not significant
even at 10%
level (as the p-value is 0.778). Thus, we fail to reject the null hypothesis
numbered
8.a. So, there is no significant difference in conducting training with respect to
service Expertise as applicable to Guest-Contract Employees vis. a vis.
the different category of selected Star Hotels in Bangalore.
112
8.bThere is no significant difference in conducting training with respect to
social skill as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
Table:4.8.b : social skill as applicable to Guest-Contract Employees
Ranks
Category of
hotels N Mean Rank
Social_skills 1 25 31.90
2 8 22.75
3 22 30.59
4 3 31.50
5 2 41.50
Total 60
Test Statisticsa,b
Social_skills
Chi-Square 3.645
Df 4
Asymp. Sig. .456
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.456). Thus, we fail to reject
the null hypothesis numbered
113
8.b. So, there is no significant difference in conducting training with respect to
social Skills applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
8.cThere is no significant difference in conducting training with respect to
product knowledge as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
Table 4.8.c: product knowledge as applicable to Guest-Contract
Employees
Kruskal-Wallis Test
Ranks
Category
of hotels N Mean Rank
Guest_courtesy 1 25 29.30
2 8 32.75
3 22 29.68
4 3 36.50
5 2 36.50
Total 60
Test Statisticsa,b
Guest_courtesy
Chi-Square 1.852
df 4
Asymp. Sig. .763
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
114
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.456). Thus, we fail to reject
the null hypothesis numbered
8.c. So, there is no significant difference in conducting training with respect to
product knowledge as applicable to Guest-Contract Employees vis. a vis.
the different category of selected Star Hotels in Bangalore.
8.dThere is no significant difference in conducting Training with respect to
selling skills as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
Table 4.8 d: selling skills as applicable to Guest-Contract Employees
Ranks
Category of
hotels N Mean Rank
Selling_skill 1 25 30.40
2 8 25.00
3 22 30.45
4 3 40.00
5 2 40.00
Total 60
115
Test Statisticsa,b
Selling_skill
Chi-Square 3.502
Df 4
Asymp. Sig. .478
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.478). Thus, we fail to reject
the null hypothesis numbered 8.d. So, there is no significant difference in
conducting Training with respect to selling skills as applicable to Guest-
Contract Employees vis. a vis. the different category of selected Star Hotels in
Bangalore.
8.e There is no significant difference in conducting training with respect to
handling complaints as applicable to Guest-Contract Employees vis. a
vis. the different category of selected Star Hotels in Bangalore.
Table 4.8.e: Handling complaints as applicable to Guest-Contract
Employees
Ranks
Category of
hotels N Mean Rank
Handling_complaints 1 25 34.40
2 8 29.00
3 22 29.00
4 3 24.00
5 2 14.00
116
Ranks
Category of
hotels N Mean Rank
Handling_complaints 1 25 34.40
2 8 29.00
3 22 29.00
4 3 24.00
5 2 14.00
Total 60
Test Statisticsa,b
Handling_complaints
Chi-Square 4.940
Df 4
Asymp. Sig. .294
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10%level (as the p-value is 0.294). Thus, we fail to reject
the null hypothesis numbered 8.e. So, there is no significant difference in
conducting training with respect to handling complaintsas applicable to Guest-
Contract Employees vis. a vis. the different category of selected Star Hotels in
Bangalore.
117
8.fThere is no significant difference in conducting training with respect to
handling difficult customers as applicable to Guest-Contract Employees
vis. a vis. the different category of selected Star Hotels in Bangalore.
Table 4.8.f: Handling difficult customers as applicable to Guest-Contract
Employees
Ranks
Category of
hotels N Mean Rank
Handling_difficult_customer 1 25 34.90
2 8 16.00
3 22 28.95
4 3 38.50
5 2 38.50
Total 60
Test Statisticsa,b
Handling_difficult_customer
Chi-Square 14.183
df 4
Asymp. Sig. .007
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 1% level (as the p-value is 0.007). Thus, we reject the null hypothesis
numbered 8.f). So, there is significant difference in conducting training with
118
respect to handling difficult customers as applicable to Guest-Contract
Employees vis. a vis. the different category of selected Star Hotels in
Bangalore.
8.g There is no significant difference in conducting Training with respect to
telephone etiquette as applicable to Guest-Contract Employees vis. a vis.
the different category of selected Star Hotels in Bangalore.
Table 4.8.g: Telephone etiquette as applicable to Guest-Contract
Employees
Ranks
Category of
hotels N Mean Rank
Telephone_etiquette 1 25 28.10
2 8 35.00
3 22 28.86
4 3 42.50
5 2 42.50
Total 60
Test Statisticsa,b
Telephone_etiquette
Chi-Square 4.939
df 4
Asymp. Sig. .294
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
119
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.294). Thus, we fail to reject
the null hypothesis numbered
8.g). So, there is no significant difference in conducting Training with respect
to telephone etiquette as applicable to Guest-Contract Employees vis. a
vis. the different category of selected Star Hotels in Bangalore.
8.hThere is no significant difference in conducting training with respect to
communication skill as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
Table 4.8.h: Communication skill as applicable to Guest-Contract
Employees
Ranks
Category of
hotels N Mean Rank
Communication_skill 1 25 29.50
2 8 26.50
3 22 33.32
4 3 21.50
5 2 41.50
Total 60
120
Test Statisticsa,b
Communication_skill
Chi-Square 3.824
df 4
Asymp. Sig. .430
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not significant
even at 10% level (as the p-value is 0.430). Thus, we fail to reject the null
hypothesis numbered
8.h). So, there is no significant difference in conducting training with respect to
communication skill as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
8.iThere is no significant difference in conducting training with respect to
public speaking as applicable to Guest-Contract Employees vis. a vis. the
different category of selected Star Hotels in Bangalore.
Table 4.8.i: Public speaking as applicable to Guest-Contract Employees
Ranks
Category of
hotels N Mean Rank
Public_speaking 1 25 29.70
2 8 25.50
3 22 32.32
4 3 30.50
5 2 40.50
121
Ranks
Category of
hotels N Mean Rank
Public_speaking 1 25 29.70
2 8 25.50
3 22 32.32
4 3 30.50
5 2 40.50
Total 60
Test Statisticsa,b
Public_speaking
Chi-Square 2.403
Df 4
Asymp. Sig. .662
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.430). Thus, we fail to reject
the null hypothesis numbered
8.h). So, there is no significant difference in conducting training with respect
to public speaking as applicable to Guest-Contract Employees vis. a vis.
the different category of selected Star Hotels in Bangalore.
9.a) There is no statistically significant difference between conducting Training
with respect to Time Management as applicable to Supervisors and Middle
Management personneland the category of selected Star Hotels in Bangalore.
122
Table 4.9.a: Time Management as applicable to Supervisors and Middle
Management
Ranks
Category of
hotels N Mean Rank
Time_management 1 25 31.80
2 8 20.25
3 22 30.82
4 3 39.00
5 2 39.00
Total 60
Test Statisticsa,b
Time_management
Chi-Square 6.706
Df 4
Asymp. Sig. .152
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.152). Thus, we fail to reject
the null hypothesis numbered
9.a). So, there is no statistically significant difference between conducting
Training with respect to Time Management as applicable to Supervisors
and Middle Management personnel and the category of selected Star
Hotels in Bangalore.
123
b) There is no statistically significant difference between conducting Training
with respect to ‗How to conduct successful meetings‘ as applicable to
Supervisors and Middle Management personnel and the category of selected
Star Hotels in Bangalore.
Table 4.8.b: Training with respect to ‘How to conduct successful
meetings’
Ranks
Category of
hotels N Mean Rank
Conducting_successful_meetings 1 25 25.90
2 8 22.75
3 22 36.05
4 3 41.50
5 2 41.50
Total 60
Test Statisticsa,b
Conducting_successful_meetings
Chi-Square 10.779
df 4
Asymp. Sig. .029
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant at
5% level (as the p-value is 0.029). Thus, we reject the null hypothesis
numbered
124
9.b).So, there is statistically significant difference between conducting
Training with respect to ‗How to conduct successful meetings‘ as
applicable to Supervisors and Middle Management personnel and the
category of selected Star Hotels in Bangalore.
c) There is no statistically significant difference between conducting Training
with respect to Interviewing Skill as applicable to Supervisors and Middle
Management personnel and the category of selected Star Hotels in
Bangalore.
Table 4.9.c: Training with respect to Interviewing Skill as applicable to
Supervisors and Middle Management
Ranks
Category of
hotels N Mean Rank
Interviewing_skill 1 25 25.70
2 8 16.25
3 22 38.41
4 3 42.50
5 2 42.50
Total 60
Test Statisticsa,b
Interviewing_skill
Chi-Square 19.561
df 4
Asymp. Sig. .001
a. Kruskal Wallis Test
125
Ranks
Category of
hotels N Mean Rank
Interviewing_skill 1 25 25.70
2 8 16.25
3 22 38.41
4 3 42.50
5 2 42.50
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 1% level (as the p-value is 0.001). Thus, we reject the null hypothesis
numbered 9.c).So, there is statistically significant difference between
conducting Training with respect to
Interviewing Skill as applicable to Supervisors and Middle Management
personnel and the category of selected Star Hotels in Bangalore.
d)There is no statistically significant difference between conducting Training
with respect to ‗Counseling and disciplinary measures‘ as applicable to
Supervisors and Middle Management personnel and the category of selected
Star Hotels in Bangalore.
126
Table 4.9.d: Training with respect to ‘Counseling and disciplinary
measures’ as applicable to Supervisors and Middle Management
Ranks
Category of
hotels N Mean Rank
Counseling_disciplinary_measure 1 25 28.80
2 8 23.25
3 22 32.45
4 3 42.00
5 2 42.00
Total 60
Test Statisticsa,b
Counseling_disciplinary_measure
Chi-Square 5.722
df 4
Asymp. Sig. .221
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.221). Thus, we fail to reject
the null hypothesis numbered
9.d). So, there is no statistically significant difference between conducting
Training with respect to ‗Counseling and disciplinary measures‘ as
applicable to Supervisors and Middle Management personnel and the
category of selected Star Hotels in Bangalore.
127
e) There is no statistically significant difference between conducting Training
with respect to ‗How to conduct appraisals‘ as applicable to Supervisors
and Middle Management personnel and the category of selected Star
Hotels in Bangalore.
Table 4.9.e: Training with respect to ‘How to conduct appraisals’ as
applicable to Supervisors and Middle Management
Ranks
Category of
hotels N Mean Rank
Conduct_Appraisal 1 25 31.30
2 8 27.25
3 22 28.95
4 3 38.50
5 2 38.50
Total 60
Test Statisticsa,b
Conduct_Appraisal
Chi-Square 2.643
Df 4
Asymp. Sig. .619
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.619). Thus, we fail to reject
128
the null hypothesis numbered 9.e). So, there is no statistically significant
difference between conducting Training with respect to ‗How to conduct
appraisals‘ as applicable to Supervisors and Middle Management personnel
and the category of selected Star Hotels in Bangalore.
f) There is no statistically significant difference between conducting Training
with respect to ‗Train the trainer‘ as applicable to Supervisors and Middle
Management personnel and the category of selected Star Hotels in
Bangalore.
Table 4.9.f: Training with respect to ‘Train the trainer’ as applicable to
Supervisors and Middle Management
Ranks
Category of
hotels N Mean Rank
Train_the_trainer 1 25 31.30
2 8 23.50
3 22 30.32
4 3 38.50
5 2 38.50
Total 60
Test Statisticsa,b
Train_the_trainer
Chi-Square 4.071
df 4
Asymp. Sig. .396
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
129
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.396). Thus, we fail to reject
the null hypothesis numbered
9.f). So, there is no statistically significant difference between conducting
Training with respect to ‗Train the trainer‘ as applicable to Supervisors
and Middle Management personnel and the category of selected Star
Hotels in Bangalore.
g)There is no statistically significant difference between conducting Training
with respect to ‗Managing teams as applicable to Supervisors and Middle
Management personnel and the category of selected Star Hotels in
Bangalore.
Ranks
Category of
hotels N Mean Rank
Managing_teams 1 25 32.80
2 8 25.00
3 22 30.45
4 3 20.00
5 2 40.00
Total 60
Test Statisticsa,b
Managing_teams
Chi-Square 4.471
Df 4
Asymp. Sig. .346
a. Kruskal Wallis Test
130
Ranks
Category of
hotels N Mean Rank
Managing_teams 1 25 32.80
2 8 25.00
3 22 30.45
4 3 20.00
5 2 40.00
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.346). Thus, we fail to reject
the null hypothesis numbered
9.g). So, there is no statistically significant difference between conducting
Training with respect to ‗Managing teams as applicable to Supervisors
and Middle Management personnel and the category of selected Star
Hotels in Bangalore.
h) There is no statistically significant difference between conducting Training
with respect to ‗Managing changeas applicable to Supervisors and Middle
Management personneland the category of selected Star Hotels in
Bangalore.
131
Table 4.9.h: ‘Managing changeas applicable to Supervisors and Middle
Management
Ranks
Category of
hotels N Mean Rank
Managing_change 1 25 27.30
2 8 30.00
3 22 29.32
4 3 52.50
5 2 52.50
Total 60
Test Statisticsa,b
Managing_change
Chi-Square 15.134
df 4
Asymp. Sig. .004
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.004). Thus, we reject the null hypothesis
numbered
9.h). So, there is statistically significant difference between conducting
Training with respect to ‗Managing change‘ as applicable to Supervisors and
Middle Management personnel and the category of selected Star Hotels in
Bangalore.
132
i) There is no statistically significant difference between conducting Training
with respect to ‗Leadership‘ as applicable to Supervisors and Middle
Management personnel and the category of selected Star Hotels in
Bangalore.
Table 4.9.i: Training with respect to ‘Leadership’ as applicable to
Supervisors and Middle Management
Ranks
Category of
hotels N Mean Rank
Leadership 1 25 24.10
2 8 24.25
3 22 35.50
4 3 50.50
5 2 50.50
Total 60
Test Statisticsa,b
Leadership
Chi-Square 19.109
df 4
Asymp. Sig. .001
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statisticallysignificant even at
1% level (as the p-value is 0.001). Thus, we reject the null hypothesis
numbered 9.i). So, there is statistically significant difference between
133
conducting Training with respect to ‗Leadership‘ as applicable to
Supervisors and Middle Management personnel and the category of
selected Star Hotels in Bangalore.
10. a)There are no significant differences, as far as On-The-Job training with
respect to job rotation being conducted in the various categories of selected
Star Hotels in Bangalore.
Table 4.10.a:On-The-Job training with respect to job rotation
Ranks
Category of
hotels N Mean Rank
Job_rotation 1 25 23.00
2 8 32.00
3 22 34.73
4 3 47.00
5 2 47.00
Total 60
Test Statisticsa,b
Job_rotation
Chi-Square 14.032
df 4
Asymp. Sig. .007
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.007). Thus, we reject the null hypothesis
numbered
134
10.a). So, there are significant differences, as far as On-The-Job training with
respect to job rotation being conducted in the various categories of selected
Star Hotels in Bangalore.
b) There are no significant differences, as far as On-The-Job training with
respect to coaching being conducted in the various categories of selected
Star Hotels in Bangalore.
Table 4.10.b: On-The-Job training with respect to coaching being
conducted
Ranks
Category of
hotels N Mean Rank
coaching 1 25 23.80
2 8 30.25
3 22 34.00
4 3 49.00
5 2 49.00
Total 60
coaching
Chi-Square 14.344
df 4
Asymp. Sig. .006
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.006). Thus, we reject the null hypothesis
135
numbered 10.b). So, There are significant differences, as far as on the job
training with respect to coaching being conducted in the various categories of
selected Star Hotels in Bangalore.
c)There are no significant differences, as far as On-The-Job training with
respect to coaching being conducted training with respect to job instruction
being conducted in the various categories of selected Star Hotels in
Bangalore.
Table 4.10. On-The-Job training with respect to coaching being
conducted training with respect to job instruction
Ranks
Category of
hotels N Mean Rank
Job_instruction 1 25 27.60
2 8 30.75
3 22 31.09
4 3 42.00
5 2 42.00
Total 60
Test Statisticsa,b
Job_instruction
Chi-Square 4.066
Df 4
Asymp. Sig. .397
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
136
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.397). Thus, we fail to reject
the null hypothesis numbered 10.c). So,there are no significant differences, as
far as on the job training with respect to job instruction being conducted in the
various categoriesof selected Star Hotels in Bangalore.
d)There are no significant differences, as far as on the job training with
respect to committee assignment being conducted in the various categories of
selected Star Hotels in Bangalore.
Table 4.8.d: the job training with respect to committee assignment
Ranks
Category of
hotels N Mean Rank
Committee_Assignments 1 25 24.00
2 8 30.75
3 22 35.18
4 3 42.00
5 2 42.00
Total 60
137
Test Statisticsa,b
Committee_Assignments
Chi-Square 10.169
Df 4
Asymp. Sig. .038
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant at 5%
level (as the p-value is 0.038). Thus, we reject the null hypothesis numbered
10.d). So,there are no significant differences, as far as on the job training with
respect to committee assignment being conducted in the variouscategoriesof
selected Star Hotels in Bangalore.
e)There are no significant differences, as far as on the job training with
respect to internship training being conducted in the variouscategoriesof
selected Star Hotels in Bangalore.
Table 4.10.e: the job training with respect to internship training
Ranks
Category
of hotels N Mean Rank
Internship_Training 1 25 25.40
2 8 28.25
3 22 33.36
4 3 47.00
5 2 47.00
138
Ranks
Category
of hotels N Mean Rank
Internship_Training 1 25 25.40
2 8 28.25
3 22 33.36
4 3 47.00
5 2 47.00
Total 60
Test Statisticsa,b
Internship_Training
Chi-Square 9.855
df 4
Asymp. Sig. .043
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant at 5%
level (as the p-value is 0.043). Thus, we reject the null hypothesis numbered
10.e). So, there are significant differences, as far as on the job training with
respect to internship training being conducted in the various categories of
selected Star Hotels in Bangalore.
11.a)There is no significant difference between Job Training being organized
with respect to Talks and the category of selected Star Hotels in Bangalore.
139
Table 4.11.a:Job Training being organized with respect to Talks
Ranks
Category of
hotels N Mean Rank
Talks 1 25 15.90
2 8 39.75
3 22 40.77
4 3 43.50
5 2 43.50
Total 60
Test Statisticsa,b
Talks
Chi-Square 40.847
df 4
Asymp. Sig. .000
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant even
at 1% level (as the p-value is 0.000). Thus, we reject the null hypothesis
numbered
11.a). So, there is significant difference between Job Training being organized
with respect to Talks and the category of selected Star Hotels in
Bangalore.
b)There is no significant difference between Job Training being organized with
respect to Discussions and the category of selected Star Hotels in Bangalore.
140
Table 4.11.b: Job Training being organized with respect to Discussions
Ranks
Category of
hotels N Mean Rank
Discussion 1 25 22.30
2 8 32.50
3 22 35.23
4 3 47.50
5 2 47.50
Total 60
Test Statisticsa,b
Discussion
Chi-Square 16.239
df 4
Asymp. Sig. .003
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.003). Thus, we reject the null hypothesis
numbered
11.b). So, there is significant difference between Job Training being organized
with respect to Discussions and the category of selected Star Hotels in
Bangalore.
c) There isno significant difference between Job Training being Organized
with respect to Lectures and the category of selected Star Hotels in
Bangalore.
141
Table 4.11.c: Training being Organized with respect to Lectures
Ranks
Category of
hotels N Mean Rank
Lectures 1 25 24.60
2 8 36.00
3 22 33.27
4 3 31.00
5 2 51.00
Total 60
Test Statisticsa,b
Lectures
Chi-Square 10.718
df 4
Asymp. Sig. .030
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 5% level (asthe p-value is 0.030). Thus, we reject the null hypothesis
numbered
11.c). So, there is significant difference between Job Training being
Organized with respect to Lectures and the category of selected Star
Hotels in Bangalore.
142
d)There is no significant difference between Job Training being Organized
with respect to Case Studies etc. and the category of selected Star Hotels in
Bangalore.
Table 4.11.d: Training being Organized with respect to Case Studies
Ranks
Category of
hotels N Mean Rank
Case_Study 1 25 26.70
2 8 23.25
3 22 33.14
4 3 49.50
5 2 49.50
Total 60
Test Statisticsa,b
Case_Study
Chi-Square 12.889
df 4
Asymp. Sig. .012
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.012). Thus, we reject the null hypothesis
numbered
143
11.d). So, there is significant difference between Job Training being
Organized with respect to Case Studies etc. and the category of selected
Star Hotels in Bangalore.
e) There is no significant difference between Job Training being Organized
with respect to Role-playing and the category of selected Star Hotels in
Bangalore.
Table 4.11.e: Job Training being Organized with respect to Role-playing
Ranks
Category of
hotels N Mean Rank
Role_play 1 25 25.10
2 8 32.75
3 22 31.05
4 3 51.50
5 2 51.50
Total 60
Test Statisticsa,b
Role_play
Chi-Square 15.510
Df 4
Asymp. Sig. .004
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
144
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.004). Thus, we reject the null hypothesis
numbered
11.e). So, there is significant difference between Job Training being
Organized with respect to Role-playing and the category of selected Star
Hotels in Bangalore.
f)There isno significant difference between Job Training being Organized with
respect to Films etc. and the category of selected Star Hotels in Bangalore.
Table 4.11.f: Job Training being Organized with respect to Films
Ranks
Category of
hotels N Mean Rank
Films 1 25 22.40
2 8 38.00
3 22 35.27
4 3 38.00
5 2 38.00
Total 60
Test Statisticsa,b
Films
Chi-Square 16.739
Df 4
Asymp. Sig. .002
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
145
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.002). Thus, we reject the null hypothesis
numbered
11.f). So, there is significant difference between Job Training being Organized
with respect to Films etc. and the category of selected Star Hotels in
Bangalore.
12 a)There exists no significant difference in Training Organized with respect
to House- keeping cleaning practices and procedures in the different category
of selected Star Hotels in Bangalore.
Table 4.12.a: Training Organized with respect to House- keeping
cleaning practices and procedures
Ranks
Category of hotels N Mean Rank
House_Keeping 1 25 27.80
2 8 31.25
3 22 32.27
4 3 35.00
5 2 35.00
Total 60
Test Statisticsa,b
House_Keeping
Chi-Square 3.060
Df 4
Asymp. Sig. .548
a. Kruskal Wallis Test
146
Test Statisticsa,b
House_Keeping
Chi-Square 3.060
Df 4
Asymp. Sig. .548
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.548). Thus, we fail to reject
the null hypothesis numbered
12.a). So, there exists no significant difference in Training Organized with
respect to House- keeping cleaning practices and procedures in the different
category of selected Star Hotels in Bangalore.
b)There exists no significant difference in Training Organized with respect to
Protecting the property and guests – for security employees in the different
category of selected Star Hotels in Bangalore.
147
Table 4.12.b: Training Organized with respect to Protecting the property
and guests – for security employees
Category of
hotels N Mean Rank
Protecting 1 25 27.50
2 8 33.50
3 22 32.14
4 3 33.50
5 2 33.50
Total 60
Test Statisticsa,b
Protecting
Chi-Square 4.867
Df 4
Asymp. Sig. .301
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.301). Thus, we fail to reject
the null hypothesis numbered
12.b). So, there exists no significant difference in Training Organized with
respect to Protecting the property and guests – for security employees in the
different category of selected Star Hotels in Bangalore.
148
c)There exists no significant difference in Training Organized with respect to
Computer skills, typing, and languages in the different category of selected
Star Hotels in Bangalore.
Table 4.12.c: Training Organized with respect to Computer skills, typing,
and languages
Ranks
Category of
hotels N Mean Rank
Computer_skill 1 25 27.50
2 8 33.50
3 22 32.14
4 3 33.50
5 2 33.50
Total 60
Test Statisticsa,b
Computer_skill
Chi-Square 4.867
Df 4
Asymp. Sig. .301
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.301). Thus, we fail to reject
the null hypothesis numbered
149
12.b). So, there exists no significant difference in Training Organized with
respect to Computer skills, typing, and languages in the different category of
selected Star Hotels in Bangalore.
d)There exists no significant difference in Training Organized with respect to
food preparation in the different category of selected Star Hotels in Bangalore.
Table 4.12.d:Organized with respect to food preparation
Ranks
Category of
hotels N Mean Rank
Food_preparation 1 25 30.30
2 8 31.50
3 22 30.14
4 3 31.50
5 2 31.50
Total 60
Test Statisticsa,b
Food_preparation
Chi-Square .573
Df 4
Asymp. Sig. .966
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
150
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.966). Thus, we fail to reject
the null hypothesis numbered
12.d). So, there exists no significant difference in Training Organized with
respect to food preparation in the different category of selected Star Hotels in
Bangalore.
e)There exists no significant difference in Training Organized with respect to
service expertise in the different category of selected Star Hotels in
Bangalore.
Table 4.12.e: Training Organized with respect to service expertise
Ranks
Category of
hotels N Mean Rank
Service_expertise 1 25 27.10
2 8 28.75
3 22 31.14
4 3 47.50
5 2 47.50
Total 60
Test Statisticsa,b
Service_expertise
Chi-Square 7.864
Df 4
Asymp. Sig. .097
a. Kruskal Wallis Test
151
Ranks
Category of
hotels N Mean Rank
Service_expertise 1 25 27.10
2 8 28.75
3 22 31.14
4 3 47.50
5 2 47.50
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 10% level (as the p-value is 0.097). Thus, we reject the null
hypothesis numbered
12.e). So, there exists no significant difference in Training Organized with
respect to service expertise in the different category of selected Star Hotels in
Bangalore.
f)There exists no significant difference in Training Organized with respect to
Check in and checkout in the different category of selected Star Hotels in
Bangalore
152
Table 4.12.f: Training Organized with respect to Check in and check out
Ranks
Category of
hotels N Mean Rank
Check_in 1 25 31.50
2 8 30.00
3 22 27.95
4 3 37.50
5 2 37.50
Total 60
Test Statisticsa,b
Check_in
Chi-Square 2.532
df 4
Asymp. Sig. .639
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.639). Thus, we fail to reject
the null hypothesis numbered
12.f). So, there exists no significant difference in Training Organized with
respect to Check in and check out in the different category of selected Star
Hotels in Bangalore.
153
g) There exists no significant difference in Training Organized with respect to
financial control in the different category of selected Star Hotels in Bangalore.
Table 4.12.g: Training Organized with respect to financial control
Kruskal-Wallis Test
Ranks
Category of
hotels N Mean Rank
Financial_Control 1 25 29.00
2 8 29.75
3 22 30.09
4 3 41.00
5 2 41.00
Total 60
Test Statisticsa,b
Financial_Control
Chi-Square 2.957
Df 4
Asymp. Sig. .565
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not significant
even at 10% level (as the p-value is 0.565). Thus, we fail to reject the null
hypothesis numbered 12.g). So, there exists no significant difference in
154
Training Organized with respect to financial control in the different category of
selected Star Hotels in Bangalore.
13 a)There exists no significant difference with respect to whether Bartenders
are being trained in the different category of selected Star Hotels in
Bangalore.
Table 4.13.a: Bartenders are being trained
Ranks
Category of
hotels N Mean Rank
Bartender_training 1 25 26.80
2 8 34.00
3 22 32.64
4 3 34.00
5 2 34.00
Total 60
Test Statisticsa,b
Financial_Control
Chi-Square 2.957
Df 4
Asymp. Sig. .565
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
155
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.565). Thus, we fail to reject
the null hypothesis numbered
13.a). So, there exists no significant difference with respect to whether
Bartenders are being trained in the different category of selected Star Hotels
in Bangalore.
b)There exists no significant difference with respect to whether Captains are
being trained in the different category of selected Star Hotels in Bangalore.
Table 4.13.b: with respect to whether Captains are being trained
Ranks
Category of
hotels N Mean Rank
Captain_training 1 25 26.50
2 8 29.50
3 22 32.23
4 3 44.50
5 2 44.50
Total 60
Test Statisticsa,b
Captain_training
Chi-Square 6.381
Df 4
Asymp. Sig. .172
a. Kruskal Wallis Test
156
Ranks
Category of
hotels N Mean Rank
Captain_training 1 25 26.50
2 8 29.50
3 22 32.23
4 3 44.50
5 2 44.50
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not significant
even at 10% level (as the p-value is 0.172). Thus, we fail to reject the null
hypothesis numbered
b). So, there exists no significant difference with respect to whether Captains
are being trained in the different category of selected Star Hotels in
Bangalore.
c)There exists no significant difference with respect to whether Tours
Operations
Officers are being trained in the different category of selected Star Hotels in
Bangalore.
157
Table 4.13.c: Tours Operations Officers are being trained
Ranks
Category of
hotels N Mean Rank
Tour_operations_training 1 25 24.50
2 8 26.00
3 22 34.86
4 3 48.50
5 2 48.50
Total 60
Test Statisticsa,b
Tour_operations_training
Chi-Square 14.117
Df 4
Asymp. Sig. .007
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.007). Thus, we reject the null hypothesis
numbered
13.c). So, there exists no significant difference with respect to whether Tours
Operations Officers are being trained in the different category of selected Star
Hotels in Bangalore.
158
d)There exists no significant difference with respect to whether Floor
Managers are being trained in the different category of selected Star Hotels in
Bangalore.
Table 4.13.d: Floor Managers are being trained
Ranks
Category of
hotels N Mean Rank
Floor_Manager_training 1 25 29.10
2 8 22.50
3 22 33.41
4 3 37.50
5 2 37.50
Total 60
Test Statisticsa,b
Floor_Manager_training
Chi-Square 6.060
Df 4
Asymp. Sig. .195
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.195). Thus, we fail to reject
the null hypothesis numbered
159
13.d). So, there exists no significant difference with respect to whether Floor
Managers are being trained in the different category of selected Star Hotels in
Bangalore.
e) There exists no significant difference with respect to whether Banquet
Coordinators are being trained in the different category of selected Star Hotels
in Bangalore.
Table 4.13.e: Banquet Coordinators are being trained
Ranks
Category of
hotels N Mean Rank
Banquet_cordinator_training 1 25 24.20
2 8 26.00
3 22 36.91
4 3 41.00
5 2 41.00
Total 60
Test Statisticsa,b
Banquet_cordinator_training
Chi-Square 12.531
Df 4
Asymp. Sig. .014
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
160
Output of the Kruskal Wallis test shows, that it is statistically significant
even at 1% level (as the p-value is 0.014). Thus, we reject the null hypothesis
numbered
13.e). So, there exists significant difference with respect to whether Banquet
Coordinators are being trained in the different category of selected Star Hotels
in Bangalore.
Table 4.14.a: Correlation between Growth Prospects, Objectives and
Program Design/Development
Growth
Prospects
Objectives
of the
Training
Programme
Design/Development
Growth
Prospects
Pearson
Correlation 1 0.736** 0.692**
Sig. (2-
tailed) 0.001 0.004
N 60 60 60
Objectives
of the training
Pearson
Correlation 0.736** 1 0.879**
Sig. (2-
tailed) 0.001 0.003
N 60 60 60
Program
Design/
Development
Pearson
Correlation 0.692** 0.879** 1
Sig. (2-
tailed) 0.004 0.003
N 60 60 60
Note: **. Correlation is significant at the 0.01 level (2-tailed).
161
Table 14 tests revels that there is no significant relationship between the
aggregate multiple responses of Growth Prospects aggregate multiple
responses of objectives of the training program and aggregate multiple
responses of program design and development of the training program
conducted in the Star Hotels. The table results show high correlation
coefficient value rejects the null of no correlation, signifying high positive
relationships (p<0.01 level) between the Growth Prospects, objectives of the
training program and design and development. This reflects that the selected
Star Hotels are working out their program design and development based on
the objectives of the training program, which in turn, are connected to growth
prospects of the employee through the training program.
b)There exists no significant difference in measuring participant‘s satisfaction
with respect to training programs as far as feedback about the training is
concerned in the different category of selected Star Hotels in Bangalore.
Table 4.15.a: Measuring participant’s satisfaction with respect to
training programs as far as feedback about the training
Ranks
Category of
hotels N Mean Rank
Satisfaction_training 1 25 31.50
2 8 26.25
3 22 29.32
4 3 37.50
162
5 2 37.50
Total 60
Test Statisticsa,b
Satisfaction_training
Chi-Square 2.719
Df 4
Asymp. Sig. .606
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.606). Thus, we fail to reject
the null hypothesis numbered
a).So, there exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as feedback about the
training is concerned in the different category of selected Star Hotels in
Bangalore.
b)There exists no significant difference in measuring participant‘s satisfaction
with respect to training programs as far as feedback about the trainer is
concerned in the different category of selected Star Hotels in Bangalore.
163
Table 4.15.b: Participant’s satisfaction with respect to training programs
as far as feedback about the trainer
Ranks
Category
of hotels N Mean Rank
Satisfaction_trainer 1 25 27.20
2 8 30.50
3 22 32.55
4 3 38.00
5 2 38.00
Total 60
Test Statisticsa,b
Satisfaction_trainer
Chi-Square 3.762
Df 4
Asymp. Sig. .439
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.439). Thus, we fail to reject
the null hypothesis numbered
164
b). So, there exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as feedback about the
trainer is concerned in the different category of selected Star Hotels in
Bangalore.
c) There exists no significant difference in measuring participant‘s satisfaction
with respect to training programs as far as feedback about the key learning is
concerned in the different category of selected Star Hotels in Bangalore.
Table 4.15.c: participant’s satisfaction with respect to training programs
as far as feedback about the key learning
Ranks
Category of
hotels N Mean Rank
Satisfaction_participant 1 25 30.70
2 8 24.25
3 22 31.41
4 3 35.50
5 2 35.50
Total 60
Test Statisticsa,b
Satisfaction_participant
Chi-Square 3.593
Df 4
Asymp. Sig. .464
a. Kruskal Wallis Test
165
Ranks
Category of
hotels N Mean Rank
Satisfaction_participant 1 25 30.70
2 8 24.25
3 22 31.41
4 3 35.50
5 2 35.50
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.464). Thus, we fail to reject
the null hypothesis numbered
c). So, there exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as feedback about the key
learning is concerned in the different category of selected Star Hotels in
Bangalore.
d) There exists no significant difference in measuring participant‘s satisfaction
with respect to training programs as far as overall self-development is
concerned in the different category of selected Star Hotels in Bangalore.
Table 4.15.d: satisfaction with respect to training programs as far as
overall self-development
Ranks
Category of
hotels N Mean Rank
Self_development 1 25 24.20
166
2 8 37.25
3 22 32.82
4 3 41.00
5 2 41.00
Total 60
Test Statisticsa,b
Self_development
Chi-Square 9.731
Df 4
Asymp. Sig. .045
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically significant
at 5% level (as the p-value is 0.045). Thus, we reject the null hypothesis
numbered
15.d). So, there exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as overall self-
development is concerned in the different category of selected Star Hotels in
Bangalore.
16.a)There exists no significant difference in reinforcement expectation after
the training with respect to good performance in the different category of
selected Star Hotels in Bangalore.
167
Table 4.16.a: reinforcement expectation after the training with respect to
good performance
Ranks
Category of
hotels N Mean Rank
Reinforrcement_expectation 1 25 31.20
2 8 28.50
3 22 30.55
4 3 26.00
5 2 36.00
Total 60
Test Statisticsa,b
Reinforrcement_expectation
Chi-Square 1.208
df 4
Asymp. Sig. .877
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.877). Thus, we fail to reject
the null hypothesis numbered
a). So, there exists no significant difference in reinforcement expectation after
the training with respect to good performance in the different category of
selected Star Hotels in Bangalore.
168
b). There exists no significant difference in reinforcement expectation after the
training with respect to good service in the different category of selected Star
Hotels in Bangalore.
Table 4.16.b: Reinforcement expectation after the training with respect
to good service
Ranks
Category of
hotels N Mean Rank
Good_service 1 25 27.30
2 8 34.50
3 22 31.77
4 3 34.50
5 2 34.50
Total 60
Test Statisticsa,b
Good_service
Chi-Square 4.724
Df 4
Asymp. Sig. .317
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.317). Thus, we fail to reject
the null hypothesis numbered
169
b). So, there exists no significant difference in reinforcement expectation after
the training with respect to good service in the different category of selected
Star Hotels in Bangalore.
c)There exists no significant difference in reinforcement expectation after the
training with respect to good behavior in the different category of selected Star
Hotels in Bangalore.
Table 4.16.c: reinforcement expectation after the training with respect to
good behavior
Ranks
Category of
hotels N Mean Rank
Good_behaviour 1 25 27.30
2 8 34.50
3 22 31.77
4 3 34.50
5 2 34.50
Total 60
Test Statisticsa,b
Good_behaviour
Chi-Square 4.724
Df 4
Asymp. Sig. .317
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
Output of the Kruskal Wallis test shows, that it is statistically not
significant even at 10% level (as the p-value is 0.317). Thus, we fail to reject
the null hypothesis numbered
170
c). So, There exists no significant difference in reinforcement expectation after
the training with respect to good behavior in the different category of selected
Star Hotels in Bangalore.
d) There exists no significant difference in reinforcement expectation after the
training with respect to Good knowledge about the product and services in the
different category of selected Star Hotels in Bangalore.
Table 4.16.d: reinforcement expectation after the training with respect to
Good knowledge about the product and services
Ranks
Category of
hotels N Mean Rank
Good_knowledge 1 25 30.20
2 8 31.25
3 22 29.55
4 3 35.00
5 2 35.00
Total 60
Test Statisticsa,b
Good_knowledge
Chi-Square 1.097
Df 4
Asymp. Sig. .895
a. Kruskal Wallis Test
b. Grouping Variable: Category of hotels
171
Output of the Kruskal Wallis test shows, that it is statistically not significant
even at 10% level (as the p-value is 0.895). Thus, we fail to reject the null
hypothesis numbered
16.d). So, there exists no significant difference in reinforcement expectation
after the training with respect to Good knowledge about the product and
services in the different category of selected Star Hotels in Bangalore.
Garrett Ranking Technique
This technique was used to rank the importance of trainings in the star
hotels. The respondent was asked to rank the given factors. The order
of merit thus given by the response was converted into ranks by using
the following formula.
100 (Rij – 0.5) Per cent position = ----------------- Nj
Where
Rij = Rank given for the I‘th variable by j‘th respondents
Nj = Number of variable ranked by j‘th respondents
Table17: Garrett’s Scores and Ranking on importance of training
practices in the Star Hotels
Factors Total
Score
Mean
Score Rank
Motivates employees and helps them
perform better 4543 76 1
Encourages self-development and self- 3845 64 2
172
confidence
Management team can evaluate
employee‘s performance 3304 55 4
Sustains a positive attitude towards
customer service 3553 59 3
Improves communication between
management and employees 3151 52 5
Reduces accidents and safety violations 2609 43 8
Helps organizational development 2728 45 6
Introducing new technologies in time 2661 44 7
Not important 1485 24 9
Source: Computed Value, based on primary data
The above table shows that hotels are more focused towards motivating
and boosting the confidence of employees which will help the hotels to
offer better service to the customers leading to increase in productivity
and enhance the profitability of the hotel.
173
CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSIONS AND
SUGGESTIONS
This Chapter contains summary of findings, conclusions and
suggestions for the study of training and development practices for employees
of star hotels in Bangalore based on the analysis.
SUMMARY OF FINDINGS
Findings based on first objective to find out training and development
practices followed in the Star Hotels in Bangalore.
1. Every star hotel has different policy regarding the number of training
programs to be conducted as well as the duration of the training differs.
Even there is a significance difference in target training days.
2. Study reveals that the different category of star hotels follow different
patterns as far as frequency of training organized for their employees.
3. In case of budget allocation, the study found that annual training budget
for 2 star hotels are greater than 1 star hotels, similarly annual training
budget for 3 star hotels are greater than 2 star hotels, and annual training
budget for 4 star hotels greater than 3 star hotels. Only in case of 4 and 5
star hotels, the annual budget seems to be at par.
174
Findings based on second objective to identify whether trainings are
organized to fulfill the training objectives of Star Hotels.
4. In Bangalore city almost all the categories of hotels have the similar
practice. The major objective of any category of star hotel is to improve the
productivity of every employee.
The study reveals that there is no much difference in different categories of
star hotels as far as the following objectives are concerned:
Increase in productivity
Mandatory audit
Client requirement
Management development
Succession planning
Attrition management
5. There is a significant difference between the importances of mandatory
training programs to identify training needs as far star hotels of different
categories are concerned. The highest importance is accorded by the 4
star hotels, followed by 5 star, 3 star, 2 star and 1 star hotels,
The importance of process specific requirement as a basis to identify
training needs do not differ as far as star hotels of different categories
are concerned.
The importance of audit requirement as a basis to identify training needs
do not differ as far as star hotels of different categories are concerned.
175
The importance of role specific requirements as a basis to identify
training needs do not differ as far as star hotels of different categories
are concerned
The importance of supervisor recommendation as a basis to identify
training needs do differ as far as star hotels of different categories are
concerned.
The importance of critical incidences as a basis to identify training
needs do not differ as far as star hotels of different categories are
concerned.
The importance of possibility of accident as a basis to identify training
needs do differ as far as star hotels of different categories are
concerned.
The importance of customer complaints as a basis to identify training
needs do differ as faras star hotels of different categories are
concerned.
The importance of wastage as a basis to identify training needs do
differ as far as star hotels of different categories are concerned.
The importance of performance parameters as a basis to identify
training needs do differ as far as star hotels of different categories are
concerned.
The importance of performance appraisals as a basis to identify
training needs do not differ as far as star hotels of different categories
are concerned.
176
The importance of time-bound training programs as a basis to identify
training needs do differ as far as star hotels of different categories are
concerned.
The importance of assessment centers as a basis to identify training
needs do not differ as far as star hotels of different categories are
concerned.
6. Basis followed in Program design/development
There is significant difference between the basis being followed as far
as program design/development is concerned with respect to role
requirement and the category of selected Star Hotels in Bangalore.
There is no significant difference between the basis being followed as
far as program design/development is concerned with respect to audit
requirements/mandatory and the category of selected Star Hotels in
Bangalore.
There is no significant difference between the basis being followed as
far as program design/development is concerned with respect to
certification requirements and the category of selected Star Hotels in
Bangalore.
There is significant difference between the basis being followed as far
as program design/development is concerned with respect to client
177
requirements (domain knowledge) and the category of selected Star
Hotels in Bangalore.
There is no significant difference between the basis being followed as
far as program design/development is concerned with respect to
appraisal inputs and the category of selected Star Hotels in Bangalore.
There is significant difference between the basis being followed as far
as program design/development is concerned with respect to individual
development plans and the category of selected Star Hotels in
Bangalore.
There is no significant difference between the basis being followed as
far as program design/development is concerned with respect to
assessment centers and the category of selected Star Hotels in
Bangalore.
7. There is no significant difference in conducting training as far as health and
safety procedures are concerned for all the employees among different
categories of selected Star Hotels in Bangalore
There is no significant difference in conducting training as far as first
aid is concerned for all the employees among different categories of
selected Star Hotels in Bangalore.
178
There is no significant difference in conducting training as far as fire
training is concerned for all the employees among different categories
of selected Star Hotels in Bangalore.
There is significant difference in conducting training as far as hygiene
and grooming practices are concerned for all the employees among
different categories of selected Star Hotels in Bangalore.
There is significant difference in conducting training as far as stress
management is concerned for all the employees among different
categories of selected Star Hotels in Bangalore.
8. Training Requirements Applicable to Guest-Contact Employees
There is no significant difference in conducting training with respect to
social skill as applicable to Guest-Contract Employees among the
different category of selected Star Hotels in Bangalore.
There is no significant difference in conducting training with respect to
product knowledge as applicable to Guest-Contract Employees among
the different category of selected Star Hotels in Bangalore.
There is no significant difference in conducting Training with respect to
selling skills as applicable to Guest-Contract Employees among the
different category
There is no significant difference in conducting training with respect to
handling complaints as applicable to Guest-Contract Employees
among the different category of selected Star Hotels in Bangalore
179
There is significant difference in conducting training with respect to
handling difficult customers as applicable to Guest-Contract
Employees among the different category of selected Star Hotels in
Bangalore.
There is no significant difference in conducting Training with respect to
telephone etiquette as applicable to Guest-Contract Employees among
the different category of selected Star Hotels in Bangalore.
There is no significant difference in conducting training with respect to
communication skill as applicable to Guest-Contract Employees
among the different category of selected Star Hotels in Bangalore.
There is no significant difference in conducting training with respect to
public speaking as applicable to Guest-Contract Employees among the
different category of selected Star Hotels in Bangalore.
9. There is no statistically significant difference between conducting Training
with respect to Time Management as applicable to Supervisors and Middle
Management personnel and the category of selected Star Hotels in
Bangalore.
There is statistically significant difference between conducting Training
with respect to ‗How to conduct successful meetings‘ as applicable to
Supervisors and Middle Management personnel and the category of
selected Star Hotels in Bangalore.
180
There is statistically significant difference between conducting Training
with respect to Interviewing Skill as applicable to Supervisors and
Middle Management personnel and the category of selected Star
Hotels in Bangalore.
There is no statistically significant difference between conducting
Training with respect to ‗Counseling and disciplinary measures‘ as
applicable to Supervisors and Middle Management personnel and the
category of selected Star Hotels in Bangalore.
There is no statistically significant difference between conducting
Training with respect to ‗How to conduct appraisals‘ as applicable to
Supervisors and Middle Management personnel and the category of
selected Star Hotels in Bangalore.
There is no statistically significant difference between conducting
Training with respect to ‗Train the trainer‘ as applicable to Supervisors
and Middle Management personnel and the category of selected Star
Hotels in Bangalore.
There is no statistically significant difference between conducting
Training with respect to ‗Managing teams‘ as applicable to Supervisors
and Middle Management personnel and the category of selected Star
Hotels in Bangalore.
There is statistically significant difference between conducting Training
with respect to ‗Managing change‘ as applicable to Supervisors and
181
Middle Management personnel and the category of selected Star
Hotels in Bangalore.
There is statistically significant difference between conducting Training
with respect to ‗Leadership‘ as applicable to Supervisors and Middle
Management personnel and the category of selected Star Hotels in
Bangalore.
10. There are significant differences, as far as on the job training with respect
to job rotation being conducted in the various categories of selected Star
Hotels in Bangalore.
There are significant differences, as far as on the job training with
respect to coaching being conducted in the various categories of
selected Star Hotels in Bangalore.
There are no significant differences, as far as on the job training with
respect to job instruction being conducted in the various categories of
selected Star Hotels in Bangalore.
There are no significant differences, as far as on the job training with
respect to committee assignment being conducted in the various
categories of selected Star Hotels in Bangalore.
There are significant differences, as far as on the job training with
respect to internship training being conducted in the various categories
of selected Star Hotels in Bangalore.
182
11. There is significant difference between Job Training being organized with
respect to Talks and the category of selected Star Hotels in Bangalore.
There is significant difference between Job Training being organized
with respect to Discussions and the category of selected Star Hotels in
Bangalore.
There is significant difference between Job Training being organized
with respect to Lectures and the category of selected Star Hotels in
Bangalore.
There is significant difference between Job Training being organized
with respect to Case Studies etc. and the category of selected Star
Hotels in Bangalore.
There is significant difference between Job Training being organized
with respect to Role-playing and the category of selected Star Hotels in
Bangalore.
There is significant difference between Job Training being organized
with respect to Films etc. and the category of selected Star Hotels in
Bangalore.
Findings based on third objective to identify the training and
development methods used in the Star Hotels in Bangalore.
12. Specialized Training Requirements Laundry cleaning practices and
procedures
183
There exists no significant difference in Training organized with respect
to House- keeping cleaning practices and procedures in the different
category of selected Star Hotels in Bangalore.
There exists no significant difference in Training organized with respect
to Protecting the property and guests – for security employees in the
different category of selected Star Hotels in Bangalore.
There exists no significant difference in Training organized with respect
to Computer skills, typing, and languages in the different category of
selected Star Hotels in Bangalore.
There exists no significant difference in Training organized with respect
to food preparation in the different category of selected Star Hotels in
Bangalore.
There exists no significant difference in Training organized with respect
to service expertise in the different category of selected Star Hotels in
Bangalore.
There exists no significant difference in Training organized with respect
to Check in and check out in the different category of selected Star
Hotels in Bangalore.
There exists no significant difference in Training organized with respect
to financial control in the different category of selected Star Hotels in
Bangalore.
184
Findings based on fourth objective to assess whether the trainings
provided Cover all Departmental training needs
13. Departmental Training needs
There exists no significant difference with respect to whether
Bartenders are being trained in the different category of selected Star
Hotels in Bangalore.
There exists no significant difference with respect to whether Captains
are being trained in the different category of selected Star Hotels in
Bangalore.
There exists no significant difference with respect to whether Tours
Operations Officers are being trained in the different category of
selected Star Hotels in Bangalore.
There exists no significant difference with respect to whether Floor
Managers are being trained in the different category of selected Star
Hotels in Bangalore.
There exists significant difference with respect to whether Banquet
Coordinators are being trained in the different category of selected Star
Hotels in Bangalore.
185
14. There is no significant relationship between the aggregate multiple
responses of Growth Prospects aggregate multiple responses of objectives of
the training program and aggregate multiple responses of program design and
development of the training program conducted in the Star Hotels. The table
results show high correlation coefficient value rejects the null of no correlation,
signifying high positive relationships (p<0.01 level) between the Growth
Prospects, objectives of the training program and design and development.
This reflects that the selected Star Hotels are working out their program
design and development based on the objectives of the training program,
which in turn, are connected to growth prospects of the employee through the
training program.
15 There exists no significant difference in measuring participant‘s satisfaction
with respect to training programs as far as feedback about the training is
concerned in the different category of selected Star Hotels in Bangalore.
There exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as feedback about
the trainer is concerned in the different category of selected Star Hotels
in Bangalore.
There exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as feedback about
186
the key learning is concerned in the different category of selected Star
Hotels in Bangalore.
There exists no significant difference in measuring participant‘s
satisfaction with respect to training programs as far as overall self-
development is concerned in the different category of selected Star
Hotels in Bangalore.
16. There exists no significant difference in reinforcement expectation after
the training with respect to good performance in the different category of
selected Star Hotels in Bangalore.
There exists no significant difference in reinforcement expectation after
the training with respect to good service in the different category of
selected Star Hotels in Bangalore.
There exists no significant difference in reinforcement expectation after
the training with respect to good behavior in the different category of
selected Star Hotels in Bangalore.
There exists no significant difference in reinforcement expectation after
the training with respect to Good knowledge about the product and
services in the different category of selected Star Hotels in Bangalore.
187
Suggestions
On the basis of findings the researchers recommends the following
suggestions which can be implemented to improve the training and
development practices of star hotels. Suggestions are based on the
inferences drawn from the present study. These suggestions are only
consultative in nature.
The hotels differ in terms of number of training days. One star hotels
have minimum number of days allocated towards training and
development. Even the trainings are not help on frequent basis. Most
of the star hotels give training only once during the time of joining. The
hotels have to have a training manual. The manual must be a part of
HR policy. The manual must contain the following.
Training subjects
Objective of training
Target trainees
Duration of program
Training method
Trainers
Indoor or Outdoor
Evaluation of training
Feedback system
188
The study also found that most of the hotels provide very little training
some time as less as only one, due to which the employees fail to
upgrade skills to the changing scenario. Hotel industry being service
oriented and the customers are diverse in nature with high expectation.
Customer seeks value for money and expects the best service. Hence
every employee must be given training on a regular basis which helps
them to serve better.
It was found that most hotels do not apportion sufficient funds towards
training and development. The star hotels think that providing training
is a cost to the organization, which is a myth. Studies have shown that
trainings will boost the morale of employees. Training programs not
only motivate employees perform better also helps in controlling the
attrition rate.
Hotels are providing the certain programs which are mandatory from
audit point of view. However the non mandatory training also must be
given the same importance.
The supervisors and managers must be trained on important skills like
time management, counseling, stress management and employee
relations. These trainings will certainly help in better human resource
management.
The managers can be provided training on Train the trainer program
which will help the organizations to have in house trainers. This will
ensure the trainings on continuous basis and reduce the training cost.
189
Being part of hotel these trainers will know the training requirements of
the employee and hence will be able impart effective training
Apart from in-house trainers the hotels must take the services of
external and free lance trainers who will have profession expertise in
unique subjects. The management can also tie up with professional
training institutes.
Training is not one day show. It is a continuous process hence there
should be dedicated team to take up issues pertaining to training. One
training manager is essential to take care of training requirement,
assessment and evaluation.
Objectives of Training and Development being conducted and its
associated categories such as Increase Productivity, Client
Requirements, Management Development and Succession Plan in the
Star Hotel differ significantly among the five categories of Star Hotel in
Bangalore which needs a benchmarking and setting the standards.
The star hotels use both on-the Job training as well as Off-the-Job
training programs, however star hotels differ in terms training method
followed, few hotels do not prefer that On-the-Job training as it disturbs
the work. However there is a need to standardize the training methods
which will help trainer and trainee as well as management to arrange
the training programs which will be beneficial to everyone.
190
All star hotels organizes the training program related to Health and
Safety, First Aid, Fire Training, Hygiene and Grooming implying these
are very essential for all staffs working in the selected Star Hotels in
Bangalore. However Stress Management found to be least preferred.
Especially the three star hotels have given minimum importance to
stress management training. Study found that more than 500 hotels fall
under three star category which means large number of employees in
these hotels, therefore thrust must be given in the area of stress
management training for the better health of the employees.
The management must allot part of resources towards training and
development. However it may not contribute to the revenues directly
but in long run this is going to be an investment which will bring the
best results in terms of increased effectiveness in every employee.
191
Conclusion
Star hotels must provide the best service to the customers. The
customer satisfaction in fact decides the growth and success of these hotels.
Hence there is a dire need to improve the service level on a continuous basis.
The research found out that there are no standardized policies that are
followed in hotel industry as far as training development practices are
concerned.
The management has a perception that training is a cost, as the
productivity cannot be measured directly. The attrition rate is quite high in
hotel industry and therefore management feels it is waste of time and money
invested in training and development. But study reveals, training helps
employees to understand their work better and ensures employees will enjoy
the work solely because of better understanding about work. Training also
motivates and inspires workers as these programs provide all needed
information in work as well as help them to recognize that they are doing an
important job.
Training and development is a key instrument in retaining the
employees. The hotel industry being human resource intensive, training and
development practice followed by the star hotels play very important role.
Tourism industry is growing at a rapid phase leading to huge demand for star
hotels with well-trained employees.
192
The continuous development in technology and changing business
environments demand higher level of competencies, therefore hotels must
organize trainings to provide the skill sets which will make every employee
competent enough to compete with the changing global scenario.
193
Scope for future research
As the hotel industry is growing at a rapid rate, it must meet the
international standards to meet the expectations of customers from across the
world. This research has tried to understand the training and development
practices followed by star hotels in Bangalore; However, further research is
required in standardizing the training modules. This research has provided the
areas where the further improvement should be done. The great amount of
research must happen in quantifying the results and returns on investment of
training programs conducted. This calls for the further research to advocate
the performance improvement which is possible through proper training
development practices. Further research must focus on identifying the
innovative training methods and techniques to be imparted to all employees at
different levels
194
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202
APPENDIX
QUESTIONNAIRE
A study on Training and Development Practices for Employees in Star Hotels
in Bangalore
This questionnaire has been developed to gather the information on Training
and Development practices followed at Star Hotels in Bangalore. The
information collected through this questionnaire will be used only for the
academic purpose towards the fulfillment of PhD requirements. Following
information will be used only for the purpose of analysis of above said studies
and will not be shared with anyone.
1 Mention the Star category of your hotel?
a) 1 star
a) 2 star
a) 3 star
a) 4 star
a) 5 star
2 What are Target training days per employee per year ?
a) between 0 to 5
b) between 6-10
c) between 11-15
d) above 15
203
3 How often is training held in the hotel?
a) Just once in the beginning when work started
b) Once a year 0-3
c) Twice a year 3-6
d) Once a month More
than 6
e) Daily basis
f) Other, _____________
4 What is Annual training budget ?
a) 5 to 10 lakhs
b) 10 lakhs to 15 lakhs
c) 1 5 lakhs to 25 lakhs
d) 25 lakhs and above
5
What are the Objectives of Training and Development
Programs in your organization?(Rank from 1 to 6, 1 being
the lowest, and 6 being the highest)
a) Increase Productivity
b) Mandatory/Audit requirement
c) Client requirements.
d) Management Development.
204
e) Succession Planning.
f) Attrition Management.
6 How do you identify training needs of an individual?
a) Conceptual
b) Behavioral
c) Technical
d) Others specify…
7 How the Training needs are identified?
a) Mandatory Training programs i) 1 ii) 2 iii) 3 iv) 4 v) 5
b) Product process specific requirement i) 1 ii) 2 iii) 3 iv) 4 v) 5
c) Audit requirement. i) 1 ii) 2 iii) 3 iv) 4 v) 5
d) Role specific requirements i) 1 ii) 2 iii) 3 iv) 4 v) 5
e) Supervisor recommendation.
i) 1 ii) 2 iii) 3 iv) 4 v) 5
f) Critical incidences
i) 1 ii) 2 iii) 3 iv) 4 v) 5
g) Possibility of Accidents
i) 1 ii) 2 iii) 3 iv) 4 v) 5
h) Customer complaints.
i) 1 ii) 2 iii) 3 iv) 4 v) 5
i) Wastage. i) 1 ii) 2 iii) 3 iv) 4 v) 5
205
10 Do you organize Training Requirements Applicable to All
Staff ?
Health and safety procedures
First aid
Fire training
j) Performance parameters
[Units sold/produced, EVA, Man-hours,
call handling time etc].
i) 1 ii) 2 iii) 3 iv) 4 v) 5
k) Performance Appraisals. i) 1 ii) 2 iii) 3 iv) 4 v) 5
l) Time bound trainings. i) 1 ii) 2 iii) 3 iv) 4 v) 5
m) Assessment centers. i) 1 ii) 2 iii) 3 iv) 4 v) 5
8 What bases is followed in Program design/development ?
a) Organizational structure/levels
b) Role requirement
c) Audit requirements / Mandatory
d) Certain certification requirements.
e) Clients requirements [Domain knowledge]
f) Appraisal inputs.
g) Individual Development plans.
h) Assessment centers
206
Hygiene and grooming practices
Stress management
11 Do you organize Training Requirements Applicable
to
Guest-Contact Employees?
Yes/No(1 for
Yes, 0 for No)
Service expertise
Social skills
Guest courtesy
Product knowledge
Selling skills
Handling complaints
Handling difficult customers
Telephone etiquette( techniques)
Communication skills
Public speaking
12 Do you organize Training Requirements Applicable to
Supervisors and Middle Management?
(1 for
Yes, 0
for No)
Time management
How to conduct successful meetings
Interviewing skills
Counseling and disciplinary measures
207
How to conduct appraisals
Train the trainer
Managing teams
Managing change
Leadership
13 Which on the job training are organised?
(1 for
Yes, 0
for No)
Job rotation
Coaching
Job instruction
Committee assignments
Internship training
14 Which off the job training are organized?
(1 for
Yes, 0
for No)
Talks
Discussions
Lectures.
Case studies, projects, business games
Role-playing
Films, charts, and other visual aids
208
15 Do you organize Specialized Training Requirements
Laundry cleaning practices and procedures ?
(1 for
Yes, 0
for No)
Housekeeping cleaning practices and procedures
Protecting the property and guests – for security employees
Computer skills, typing, and languages
Food preparation
Service expertise
Check in and check out
Financial control
16 Do you train in the following areas? (1 for
Yes, 0
for No)
Bartender
Captain
Tours Operations Officer
Floor Manager
Banquet Coordinator
209
17 How does training provide growth prospects for the
employees within and outside the organization?
(1 for
Yes, 0
for No)
a. Better knowledge about the job
b. Expertise in chosen area of operation
c. Better customer service skills
d. Development of softskills
18 What methods of calculating on participant satisfaction
are used to evaluate success of the training program ?
(1 for
Yes, 0
for No)
a. Feedback about the training
b. Feedback about the trainer
c. Feedback about the key learning
d. Overall self development
19 What reinforcement you expect from
individual after training?
(1 for
Yes, 0
for No)
a. Good performance
b. Good service
c. Good behavior
d. Good knowledge about the product and services
210
20 Why are trainings important in the hotel?
(On a scale of 1 to 5, where 5 being the highest, and 1 being
the lowest)
a) Motivates employees and helps them perform better
b) Encourages self development & self-confidence
c) Management team can evaluate employees performance
d) Sustains a positive attitude towards customer service
e) Improves communication between management and
employees
f) Reduces accidents and safety violations
g) Helps organizational development
h) Introducing new technologies in time
Thank you for your time