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

NO. PARTICULARS

PAGE

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

NO. PARTICULARS

PAGE

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

NO. PARTICULARS

PAGE

NO.

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

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TABLE

NO. PARTICULARS

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

NO. PARTICULARS

PAGE

NO.

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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76. http://hotel.yatra.com

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