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A STUDY ON HUMAN RESOURCE INFORMATION

SYSTEMS (HRIS)

IN THE HOTEL INDUSTRY

Dissertation submitted to te

!admasree Dr" D "Y" !ati# Uni$ersit%

In &artia# 'u#'i#ment o' te reuirements 'or te aard o' te

de*ree o'

MASTERS IN +USINESS ADMINISTRATION

Submitted b%,

SHALA-A SUDHA-AR MOHITE

(Ro## No" ./.00)

Resear1 2uide,

Dr" SHIL!A 3ARMA

De&artment o' +usiness Mana*ement

!admasree Dr" D"Y" !ati# Uni$ersit%

C+D +e#a&ur4 Na$i Mumbai

Februar% 5./5

of 154



A STUDY ON HUMAN RESOURCE INFORMATION

SYSTEMS (HRIS)

IN THE HOTEL INDUSTRY

Dissertation submitted to te

!admasree Dr" D "Y" !ati# Uni$ersit%

In &artia# 'u#'i#ment o' te reuirements 'or te aard o' te

de*ree o'

MASTERS IN +USINESS ADMINISTRATION

Submitted b%,

SHALA-A SUDHA-AR MOHITE

(Ro## No" ./.00)

Resear1 2uide,

Dr" SHIL!A 3ARMA

De&artment o' +usiness Mana*ement

!admasree Dr" D"Y" !ati# Uni$ersit%

C+D +e#a&ur4 Na$i Mumbai

Februar% 5./5

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DECLARATION

I hereby declare that the dissertation 6A Stud% on Human Resour1e

In'ormation S%stem (HRIS) in te Hote# Industr%7 submitted for the

MBA Degree at Padmashree Dr. D.Y. Patil University, Department of

Business Management is my original or! and the dissertation has not

formed the basis for the aard of any degree, associate ship, felloship or

any other similar titles.

Place" Mumbai

Date"

#############

#######

$ignature of the

$tudent

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CERTIFICATE

%his is to certify that the dissertation entitled 6A Stud% on Human

Resour1e In'ormation S%stem(HRIS) In te Hote# Industr%7 is the

bonafide research or! carried out by Ms. $hala!a $. Mohite, student of

MBA, at Padmashree Dr. D.Y. Patil University, Department of Business

Management during the year &'(')&'(&, in partial fulfilment of the

re*uirement for the aard of the Degree of Master in Business

Management and that the dissertation has not formed the basis for the

aard previously of any degree, diploma, associate ship, felloship or

any other similar title.

#################

+Dr. $hilpa arma-

################# +Dr. . /opal, Director,Department of Business Management,Padmashree Dr. D.Y. Patil University-

Place" Mumbai

Date"

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AC-NO8LED2EMENT

In the first place, I than! Dr. $hilpa arma, Associate Professor,

Department of Business Management, Padmashree Dr. D.Y. Patil

University, 0avi Mumbai for given me her valuable guidance for the

pro1ect. 2ithout her help it ould have been impossible for me to

complete the pro1ect.

I ould also li!e to than! the various people ho have provided me ith a

lot of information hich I have used in this report and ithout hich this

pro1ect could not have been completed.

I ould be failing in my duty if I do not ac!noledge ith a deep sense of

gratitude the sacrifices made by my parents and thus have helped me in

completing the pro1ect or! successfully.

Place" Mumbai

Date"

$ignature of the student

TA+LE OF CONTENTS of 154



SR"

NO"

TITLE !A2E"

NO"

A LIST OF TA+LES /.

+ LIST OF FI2URES //

C LIST OF A++RE3IATIONS /5

E9ECUTI3E SUMMARY /:

/ INTRODUCTION /;

5 LITERATURE RE3IE8 /<

: O+=ECTI3ES OF THE STUDY 5:

0 RESEARCH METHODOLO2Y 5>

> INTRODUCTION TO HRIS 5?

>"/ HISTORY 5<

>"5 DEFINITION :.

>": HRIS AS A TECHNOLO2ICAL

SU!!ORT TO HRM

:>

>"0 HR MODULES :?

>"> COM!ONENTS OF AN HRIS :<

>"; USERS OF HRIS A!!LICATION 0.

>"? HRIS FUNCTIONS 0/

0/

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>"?"/ INTE2RATIN2 THE

TECHNOLO2IES OF HR

>"?"5 INCREASED EFFICIENCY 0/

>"?": INCREASED EFFECTI3ENESS 05

>"?"0 IT@ENA+LED !ROCESSES05

>"?"> COST +ENEFIT OF HRIS 0:

; IM!ORTANCE OF HRIS 0>

;"/ AD3ANTA2ES AND

DISAD3ANTA2ES OF HRIS

0<

;"5 HRIS IN INDIA >/

;": MAR-ET SIBE OF HRIS IN INDIA >:

? INTRODUCTION TO HOTEL

INDUSTRY

>>

?"/ ORI2IN OF HOTEL INDUSTRY ><

?"5 +AC-2ROUND OF HOTEL

INDUSTRY IN INDIA

;5

?": STRUCTURE OF THE INDUSTRY ;:

?":"/ !REMIUM AND LU9URY SE2MENT ;0

?":"5 MID@MAR-ET SE2MENT ;0

?":": +UD2ET SE2MENTS;0

?":"0 HERITA2E HOTELS;0

?":"> OTHERS ;0

?":"; CURRENT SCENARIO OF HOTEL

INDUSTRY

;>

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?":"? HUMAN RESOURCE IN HOTEL

INDUSTRY

;?

?":"< HRIS IN HOTEL INDUSTRY

?5

?":" HRIS IM!LEMENTATION

+ARRIERS

?>

<HRIS SOFT8ARES

?;

<"/ IMMERAUF NET8OR- ?<

<"5 SHA8MAN SOFT8ARE

<:

<": 2RACESOFT SOFT8ARE<

<"0 ORACLE SOFT8ARE.

<"> E!ICOR SOFT8ARE:

<"; O!TIMUM SOLUTION>

COM!ANYS O3ER3IE8

?

"/THE HOTEL O+EROI4 NARIMAN

!OINT

<

"/"/ +OARD OF DIRECTORS/.0

"/"5 HR HIERARCHY/.>

"/": HUMAN RESOURCE IN O+EROI

HOTEL

/.;

"5THE TA= MAHAL !ALACE4 MUM+AI

///

"5"/ +OARD OF DIRECTORS//0

":HOTEL HYATT RE2ENCY4 MUM+AI

//>

":"/ +OARD OF DIRECTORS

//?

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":"5 HR HIERARCHY//<

":": ARTICLE ON HYATTS HR //

/. ANALYSIS AND INTER!RETATION /5.

//SU22ESTION AND

RECOMMENDATION

/:

/5CONCLUSION

/0

REFERENCE SECTION

+I+LIO2RA!HY

UESTIONNAIRE

LIST OF TA+LES

CHA!TER

NO"

SR NO" TITLE !A2E"NO"

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> >"? COM!ARISON OF

THREE LE3ELS OF HR

00

; ;"0 COM!ARISON OF

TRADITIONAL HR TOHRIS

>0

? ?": CATE2ORIES OF

HOTELS

;:

LIST OF FI2URES

CHA!TER

NO"

SR NO" TITLE !A2E"NO"

> >"> COM!ONENTS OF HRIS :

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"/ HR HIERARCHY IN

HOTEL O+EROI

/.>

": HR HIERARCHY IN

HOTEL HYATTRE2ENCY

//<

LIST OF A++RE3IATION

HR HUMAN RESOURCE

HRIS HUMAN RESOURCE INFORMATION SYSTEM

SCOT SOCIAL CONSTRUCTION OF TECHNOLO2Y

888 88ORLD 8IDE 8E+

CHRIS COM!UTER +ASED HUMAN RESOURCE

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INFORMATION SYSTEM

HRM HUMAN RESOURCE MANA2EMENT

HRMS HUMAN RESOURCE MANA2EMENT SYSTEM

ER! ENTER!RISE RESOURCE !LANNIN2

ICT INFORMATION AND COMMUNICATION

TECHNOLO2Y

IT INFORMATION TECHNOLO2Y

HRD HUMAN RESOURCE DE3ELO!MENT

CA2R COM!OUND ANNUAL 2RO8TH RATE

SM+ SMALL AND MEDIUM +USINESSES

ARR A3ERA2E ROOM RATE

ESS EM!LOYEE SELF SER3ICE

CRM CUSTOMER RELATIONSHI! MANA2EMENT

+OD +OARD OF DIRECTORS

HCM HUMAN CA!ITAL MANA2EMENT

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EXECUTIVE SUMMARY

E9ECUTI3E SUMMARY

%he main purposes of this study are to e3plore the e3tent to hich the

hotel industry have adopted 4uman esource Information $ystem +4I$-

and to e3amine the current 4I$ uses, benefits and barriers in this

industry.

5e industries are more competitive than hospitality. 4otels, restaurants,

sports teams and recreation companies are continually loo!ing at ays to

attract customers, build loyalty and refine operations to drive groth and

improve profitability.

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4I$ solutions provide a comprehensive suite of applications and tools

including complete property management +PM$- and P6$, cash and sales

reconciliation, and supply chain management, along ith integrated bac!

office capabilities for financials, analytics and business intelligence.

A structured *uestionnaire as constructed based on other previous

studies7 it also, modified and translated to capture data from 4I$ users in

three 8)$tar 4otels.

%he main findings of this study revealed that the *uic! response and

access to information ere the main benefits of 4I$ implementation.

2hile, the insufficient financial support7 difficulty in changing the

organi9ation:s culture and lac! of commitment from top managers ere

the main 4I$ implementation barriers.

%he research design is descriptive and the instruments used in the research

are structured *uestionnaires, intervies and observation of the employees

in the selected hotel.

esult of the data analysed shos the various softares hich are used inmany hotel industry on large scale and usage of popular softares in

hotel.

%he report finds that the technology has ac*uired the manpoer on large

scale and they are elcomed in the industry. Also in various departments

still the manual or! is preferred.

ecommendations discussed include manual or! should be replaced by

various ne softares, softares hich are especially made for hotel

industry should be introduced on large scale in hotels.

%he report also investigates the fact that the analysis conducted has

limitations li!e as some intervies ith the employees ere telephonic,

they ere least interested in giving the intervies, also some

conversations done ere through mails, and the *uestionnaires ere not

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completely filled. espondents ere reluctant to disclose complete and

correct information.

Chapter 1

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INTRODUCTION

INTRODUCTION,

%he 4uman esource Information $ystem +4I$- is a softare or online

solution for the data entry, data trac!ing, and data information needs of the4uman esources, payroll, management, and accounting functions ithin

a business.

0ormally pac!aged as a data base, hundreds of companies sell some form

of 4I$ and every 4I$ has different capabilities. Pic! your 4I$

carefully based on the capabilities you need in your company.

%he 4ospitality industry is !non to have very high attrition rates. %hisma!es it all the more critical to have a robust 4 information system

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+4I$- in place. 4I$ has emerged as among the most crucial aspects of hospitality I%. 0o hospitality management system can be consideredcomplete ithout an effective 4I$ system.

An efficient 4I$ system manages the recruitment, staff)shifts, time ;attendance, and many other aspects of your hospitality 4 re*uirements.It should be able to drill don to history files and provide e)leaveapplication ; training management.

Chapter 2

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LITERATURE REVIEW

LITERATURE RE3IE8

According to Barron et al. +&''<- the current generation of 4I$

automates and devolves routine administrative and compliance functions

traditionally performed by corporate 4 departments and can facilitate

the outsourcing of 4.= In doing so, 4I$ not only ma!e it possible for

organisations to significantly reduce the costs associated ith 4

delivery, but also to reassess the need for retaining internal 4

capabilities.

4oever, according to >aler et al. +&''?- @4I$ also provide 4

professionals ith opportunities to enhance their contribution to the

strategic direction of the firm. 5irst, by automating and devolving many

routine 4 tas!s to line management, 4I$ provide 4 professionals

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ith the time needed to direct their attention toards more business

critical and strategic level tas!s, such as leadership development and

talent management.=

As stated by Martin sons, +(<- @arly surveys suggested that 4I$

ere used predominantly to automate routine tas!s and @to replace filing

cabinets.= Ball +&''(- concluded that @4 had missed the strategic

opportunity provided by 4I$.=4oever, Bee ; Bee, &''&7 Bron

+&''&- @%he e3tent to hich 4I$ is used in a strategic fashion differs

across organisations, ith the vast ma1ority of organi9ations continuing to

use 4I$ simply to replace manual processing and to reduce costs.=

According to Dery, 4all, ; 2ailes, +&''C- @ecent debates about

technology and organisation have highlighted the importance of social

conte3t and sought to develop frameor!s hich ac!noledge both the

material and social character of technologies including 4I$.=

@Accordingly, theories hich can be considered as social constructivist:

can play an important role in the study of technology as they e3plicitlyrecognise that technologies, such as 4I$, cannot be evaluated and

analysed ithout having an e3plicit understanding of the conte3t of

individuals and groups hich conse*uently comprehend, interpret, use

and engage ith the technology= stated by /rint ; 2oolgar, (E7

6rli!os!i ; Barley, &''(7 2illiams ; dge, +(C-.

According to +Pinch ; Bi1!er, +(F<- @$ocial constructionist vies offer insights into the implementation and use of 4I$ in a number of ays. In

this study e dra on the social construction of technology and

technologies)in)practice literature. %he social construction of technology

+$G6%- approach challenges the idea that technologies and technological

art effects have a pre)given and fi3ed meaning and in its place argues that

the process, design and selection of technologies are open and can be

sub1ected to contestation=. Dery et al., +&''C- stated @%hus a technology

is seen to be characterised by interpretative fle3ibility: and variousrelevant social groups: ho articulate and promote particular

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interpretations of it. %his meaning, over time tends to become accepted

and the interpretation of the technology stabili9ed.=

aat +&''F- also argues that noadays higher education institutions face

a significant tas!7 improving learning environments at the same time,

reducing administrative operating cost. Moreover, the ability to effectively

budget for and managing different types of employees, recruiting and

retaining s!illed members re*uires full integration of 4 data ith

student information systems. %herefore, ith so many demands, higher

education institutions need a poerful business solution that ill help

them managing student, graduates and employment information and

financial data. %herefore, application of 4I$ system in higher education

institutions provide the utmost updateability use of resources, speed,

compatibility, updateability, accessibility, data integrity, privacy and

security.

Practically, organi9ations are hesitated to apply 4I$ unless they are

convinced of the benefits that this ould bring to their organi9ations

+0gai and 2att, &''C-.

%he most common benefits of 4I$ include improved accuracy, the

provision of timely and *uic! access to information, and the saving of

costs +%e9e, (E?7 2ill and 4ammond, (F(7 >ederer, (F<7 0gai and

2att, &''C-. In a similar vein, Bec!ers and Bsat +&''&- five reasons,

hich 1ustify hy organi9ations should use 4I$. %hese reasons related

to the facts hat 4I$ helps organi9ations"

(- %o increase competitiveness by developing and enhancing 4

procedures and activities7

&- %o generate or create a greater and a range of many 4M reports7

?- %o shift the role of 4M from transactions to +$4M-7 and

<- %o reengineer the hole 4MHpersonnel departmentHsection of

organi9ations. Moreover, 4I$ can be used to support strategic decision

ma!ing, to evaluate programs or polices, or to support daily operating

concerns +undu et al., &''E-.

Moreover, Burbach and Dundon conducted a study in +&''8- aimed toassess the strategic potential of 4I$ to facilitate people management

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activities in 8&' organi9ations in the epublic of Ireland. %hey found that

foreign

oned large organi9ations adopt 4I$ largely than smaller Irish oned

organi9ations. %hey also found that 4I$ technologies are used for

administrative rather than strategic decision)ma!ing purposes.

Another recent study conducted by Delorme and Arcand in +&'('- aimed

to elaborate on the development of the roles and responsibilities of 4

practitioners from a traditional perspective to a strategic perspective found

that the introduction of ne technologies in the organi9ation affect the

ay 4 professionals accomplish their tas!s ithin the 4 department

and the rest of the organi9ation.

rishnan and $ingh +&''C- study aimed to e3plore the issues and barriers

faced by nine Indian organi9ations in implementing and managing 4I$.

%he main 4I$ problems ere 4 department lac! of !noledge about

4I$ and lac! of importance given to 4 department in the

organi9ations. Another concern is the level of cooperation re*uired across

various functions and divisions of the organi9ation for proper

implementation of 4I$ is also lac!ing.

of 154



Chapter 3

OBJECTIVE OF THE STUDY

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O+=ECTI3E OF THE STUDY

(. %o Understand the 4I$ system used in the 4otel

Industry.

&. %o identify the softare being used in 4otel Industry.

?. %o study Issues and Ghallenges faced by the 4otel

Industry in 4I$.

<. %o give recommendation for an effective implementation

and maintenance of 4I$.

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RESEARCH METHODOLO2Y

A survey on the 4uman esource Information $ystem as conducted

in three 8)star 4otels +4otel 6beroi, 4otel 4yatt and 4otel %a1-

RESEARCH DESI2N" Descriptive

RESEARCH INSTRUMENT" $tructured JuestionnaireK Intervies

SOURCES OF INFORMATION" Methods for collecting primary and

secondary sources"

!RIMARY SOURCES" It includes)

• Intervies

• Juestionnaire• 6bservation

SECONDARY SOURCES" It includes)

• Boo!s

• Lournals and Maga9ines

• elevant 2ebsites

• >iterature revie

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SAM!LE SIBE" C'

STATISTICAL ANALYSIS,

• arious statistical tools

RESEARCH AREA, 8) star hotels in Mumbai.

Chapter "

INTRODUCTION TO HRIS

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5.1 HISTORY:

5rom (C' to (E', ma1or companies ere in search of a

centrali9ed personnel management system. $oftare programs ere thencreated in large computers to facilitate storage of data mainly for payroll

purposes. %he 4uman esource Information $ystem, also !non as

4uman esource Management $ystem, emerged as the preferred main

system for managing human resource data, using the ne client server

technology instead of the old mainframe system.

By the (F's, 4I$ as e*uipped ith ne tools and capabilities that

assisted the compensation scheme and helped manage manpoer. %he

system became more sophisticated by &''' hen it became a tool for performance learning management.

In the ('s there e3isted various e3pectations of ho 4I$ should haveaffected an organi9ation:s 4 activities and business planning. $tudiesabout advantages of using 4I$ and about users of 4I$ ere performed.An organi9ation as considered efficient if it had technology and I$ tosupport 4 activities.

Also, effectiveness of 4I$ on or! and development of 4 departmentsand 4 professionals ere under discussion. +%annenbaum (',Broderic! ; Boudreau ((, (&, osse! et al. (<, Atater (8,/roe, Pyle ; Lamrog (C, %onsend ; 4endric!son (C, 4aines ;Petit (E, A3el (F, 4ubbard et al. (F, odger, Pendhar!ar, Paper ;Molnar (F, $troh, /rasshoff, ud ; Garter (F, an der >inden ;Par!er (F, lliot ; %evavichulada (,0iederman (.-

In the ne millennium electronic services such as e)learning, e)commerceand e)business became possible and common because of the invention of 2orld) 2ide)2eb +222-.

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Along ith the development of 4I$ the concept of electronic 4M +e)4M- has also been launched as an internet invention andimplementation of 4I$. Because of the different technical devices andreali9ations, there are terms hich may have similar meanings to e)4M,such as electronic 4 +e)4-, virtual 4+M-, 4 internet, eb)based4, computer based human resource information systems +G4I$- and4 portals.

$till, according to the literature, various articles and eb sites, e)4M isthe most commonly)used term.

%he research community of e)4M is in its early beginning. %herefore,there is not an e3plicit definition of e)4M but folloing the availableinitial definitions, e)4M is

N “a way of implementing HR strategies, policies, and practices in

Organizations through a conscious and directed support of and/or with

the full use of web-technology-based channels”, by uOl, Bondarou! ;>ooise.

N “the, as a rule, spatial segregated, both technically networed and

supported, shared and organized performing of HR! tass through at

least two actors”, by "trohmeier +&''8" &-

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>"5 DEFINITION,

%annenbaum +('- defines 4I$ as a technology)based

system used to ac*uire, store, manipulate, analy9e, retrieve, and distribute

pertinent information regarding an organi9ation:s human resources.

ovach et al., +(- defined 4I$ as a systematic procedure for

collecting, storing, maintaining, retrieving, and validating data needed by

organi9ation about its human resources, personnel activities, and

organi9ation unit characteristics.

5urthermore, 4I$ shape an integration beteen human resource

management +4M- and Information %echnology.

It merges 4M as a discipline and in particular basic 4 activities and

processes ith the information technology field +/erardine De$anctis-As is the case ith any comple3 organi9ational information system, an

4I$ is not limited to the computer hardare and softare applications

that comprise the technical part of the system it also includes the people,

policies, procedures, and data re*uired to manage the 4 function

+4endric!son, &''?-

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A Human Resour1e Mana*ement S%stem (HRMS) or Human

Resour1e In'ormation S%stem (HRIS) refers to the systems and

processes at the intersection beteen human resource

management +4M- and information technology.

It merges 4M as a discipline and in particular its basic 4 activities and

processes ith the information technology field, hereas the

programming of data processing systems evolved into standardi9ed

routines and pac!ages of enterprise resource planning +P- softare.

6n the hole, these P systems have their origin on softare that

integrates information from different applications into one universal

database.

%he lin!age of its financial and human resource modules through one

database is the most important distinction to the individually and

proprietary developed predecessors, hich ma!es this softare

application both rigid and fle3ible.

%ypically, the better %he 4uman esource Information $ystems +4I$-

provide overall"

• Management of all employee information.

• eporting and analysis of employee information.

• Gompany)related documents such as employee handboo!s,

emergency evacuation procedures and safety guidelines.• Benefits administration including enrolment, status changes, and

personal information updating.

• Gomplete integration ith payroll and other company financial

$oftare and accounting systems.

• Applicant trac!ing and resume management.

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http://en.wikipedia.org/wiki/Human_resource_management


http://en.wikipedia.org/wiki/Information_technology

http://en.wikipedia.org/wiki/Enterprise_resource_planning

http://humanresources.about.com/od/roleofsalaryandbenefits/qt/open_enrollment.htm

http://humanresources.about.com/od/dictionarya/g/applicant-tracking-system.htm

http://humanresources.about.com/od/glossaryr/g/resume.htm



http://en.wikipedia.org/wiki/Information_technology

http://en.wikipedia.org/wiki/Enterprise_resource_planning

http://humanresources.about.com/od/roleofsalaryandbenefits/qt/open_enrollment.htm

http://humanresources.about.com/od/dictionarya/g/applicant-tracking-system.htm

http://humanresources.about.com/od/glossaryr/g/resume.htm



An effective 4I$ provides information on 1ust about anything the

company needs to trac! and analy9e about employees, former employees,

and applicants. Your company ill need to select a 4uman esources

Information $ystem and customi9e it to meet your needs.

2ith an appropriate 4I$, 4uman esources staff enables employees to

do their on benefits updates and address changes, thus freeing 4 staff

for more strategic functions.

Additionally, data necessary for employee management, !noledge

development, career groth and development, and e*ual treatment is

facilitated. 5inally, managers can access the information they need to

legally, ethically, and effectively support the success of their reporting

employees.


solution for the data entry, data trac!ing, and data information needs of the

4uman esources, payroll, management, and accounting functions ithina business.


of 4I$ and every 4I$ has different capabilities. %he 4I$ pac!age

adopts the routine responsibilities and documentation associated ith 4

functions thus !eeping the core focus of personnel ergonomics in the

forefront, optimi9ing the department:s efficiency and communicating all

necessary information across the enterprise.

%he or!flo and messaging ta!es care of approvals and escalations

ith certain overriding rules, to certain authori9ed persons, so that, or!

is not stalled for long periods of time.

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If employees are considered to be the most important asset of an

organi9ation, then the 4M$ becomes the first priority for an

organi9ation. It helps minimi9e the transaction time for processing allemployee)related functions hich !eep managers and 4 staff occupied

ith routine issues enabling them to gain time to focus on their

operational and strategic goals, improving the organi9ation:s top line, by

partnering ith the business.

%he 4I$ that most effectively serves companies trac!s"

•

attendance and P%6 use,• pay raises and history,

• pay grades and positions held,

• performance development plans,

• training received,

• disciplinary action received,

• personal employee information, and occasionally,

• management and !ey employee succession plans,

•

high potential employee identification, and• Applicant trac!ing, intervieing, and selection.

An effective 4I$ provides information on 1ust about anything the

company needs to trac! and analy9e about employees, former employees,

and applicants.

Your company ill need to select a 4uman esources Information $ystem

and customi9e it to meet your needs.

2ith an appropriate 4I$, 4uman esources staff enables employees to

do their on benefits updates and address changes, thus freeing 4 staff

for more strategic functions.

Additionally, data necessary for employee management, !noledge

development, career groth and development, and e*ual treatment is

facilitated. 5inally, managers can access the information they need to

of 154

http://humanresources.about.com/cs/glossaryofterms/l/bldefattend.htm

http://humanresources.about.com/od/glossaryp/g/pto_policy.htm

http://humanresources.about.com/cs/perfmeasurement/a/pdp.htm

http://humanresources.about.com/od/glossaryd/a/discipline.htm

http://humanresources.about.com/od/glossarys/g/successionplan.htm

http://humanresources.about.com/od/leadership/a/high_potential.htm

http://humanresources.about.com/cs/glossaryofterms/l/bldefattend.htm

http://humanresources.about.com/od/glossaryp/g/pto_policy.htm

http://humanresources.about.com/cs/perfmeasurement/a/pdp.htm

http://humanresources.about.com/od/glossaryd/a/discipline.htm

http://humanresources.about.com/od/glossarys/g/successionplan.htm

http://humanresources.about.com/od/leadership/a/high_potential.htm



legally, ethically, and effectively support the success of their reporting

employees.


solution for the data entry, data trac!ing, and data information needs of the

4uman esources, payroll, management, and accounting functions ithin

a business.


of 4I$ and every 4I$ has different capabilities.

%he 4I$ pac!age adopts the routine responsibilities and documentation

associated ith 4 functions thus !eeping the core focus of personnel

ergonomics in the forefront, optimi9ing the department:s efficiency and

communicating all necessary information across the enterprise.

%he or!flo and messaging ta!es care of approvals and escalations ith

certain overriding rules, to certain authori9ed persons, so that, or! is not

stalled for long periods of time. If employees are considered to be the

most important asset of an organi9ation, then the 4M$ becomes the first

priority for an organi9ation.

It helps minimi9e the transaction time for processing all employee)related

functions hich !eep managers and 4 staff occupied ith routine issues

enabling them to gain time to focus on their operational and strategic

goals, improving the organi9ation:s top line, by partnering ith

the business.

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>": HRIS AS A TECHNOLO2ICAL SU!!ORT TO HRM

4uman esources Information $ystem +4I$- also called 4 modules

should be defined as an intersection beteen human resources

management +4M- and information and communication technology

+IG%-.

It merges 4M as a discipline ithin the field of the information and

communication technology hereas the planning and programming of

data processing systems are evolved into standardi9ed routines and

pac!ages of enterprise resources planning +P- softare.

%he P systems have their original softare that integrates information

from different applications into one universal database. %he lin!age of its

financial and human resources modules through one database is important

distinction to the individually and proprietary developed predecessors.

Due to comple3ity in Programming, capabilities and limited technical

resources, 4 e3ecutives rely on internal or e3ternal I% professionals to

develop and maintain their 4uman esources Management $ystems

+4M$-.

As noted, 4I$ is a part of human resources management, and it has

diversified implications on the process of managing human resources.

5olloing te3t ill present e3planation of the term 4I$, as ell as its

fields of usage and its main implications on the human resources

management, but most importantly, its main implications ithin the

tourism sector, specifically hospitality industry.

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4I$ can be defined as a set of interrelated and mutually influential

elements" people, ob1ects, appearances and relations in the field of human

resources, their movements, changes and openness toard its on internal

and e3ternal environment.

nvironment is simultaneously characterised by the goals, tas!s,

functions, structures, process, input, output, information and management

as ell as the results of its on functioning +u1i, &''8-.

It can also be noted that in business generally, 4I$ includes procedures

for collecting, storing, maintaining, retrieving, and validating data needed

by an organisation about its human resources, personnel activities, and

organisation unit characteristics.

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>"0 HUMAN RESOURCE MODULES

4I$ technology replaces the four core 4 activities by streamlining

them electronically" &a%ro##4 time and #abour mana*ement4 bene'it

administration and HR mana*ement"

It is reali9ed as follos"

Q Te &a%ro## modu#e automates the pay process by gathering data on

employee time and attendance, calculating various deductions and ta3es,

and generating employee ta3 reports. Data is generally fed from the

human resources and time !eeping modules to calculate automatic

deposit. %his module sends accounting information to the general ledger,

as ell.

Q Te time and #abour mana*ement module applies ne technology and

methods to cost effectively gather and evaluate employee timeKor!

information. %he most advanced modules provide fle3ibility in data

collection methods, labour distribution capabilities and data analysis

features.

Q Te bene'it administration modu#e permits 4 professionals to easily

administer and trac! employee participation in benefits programmes

+healthcare provider, insurance policy, pension plan-

Q Te HR mana*ement modu#e is a component covering all other 4

aspects from application to retirement. %he system records basic

demographic and address data, selection, training and development,

capabilities and s!ills management, compensation planning records and

other related activities.

It also provide the ability to RreadR applications and enter relevant data to

applicable database fields, notify employers and provide positions

management and provision control.

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>"> COM!ONENTS OF AN HRIS

ovach et al., +(- presented the three ma1or functional

components in any 4I$ by giving the model belo"

Input Data Maintenance 6utput

%he Input function enters personnel information into the 4I$. Data entryin the past had been one ay, but today, scanning technology permits

scanning and storage of actual image off an original document, including

signatures and handritten notes.

%he maintenance function updates and adds ne data to the database after

data have been entered into the information system. Moreover, the most

visible function of an 4I$ is the output generated.

According to ovach et al., +(-, to generate valuable outputfor computer users, the 4I$ have to process that output, ma!e the

necessary calculations, and then format the presentation in a ay that

could be understood.

4oever, the note of caution is that, hile it is easy to thin! of 4

information systems in terms of the hardare and softare pac!ages used

to implement them and to measure them by the number of or!stations,

applications or users ho log onto the system, the most important

elements of 4I$ are not the computers, rather, the information.

%he bottom line of any comprehensive 4I$ have to be the information

validity, reliability and utility first and the automation of the process

second.

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FI2URE >"> COM!ONENTS OF HRIS

SOURCE, 4endric!son, A. . +&''?-. 4uman resource information

systems" Bac!bone technology of contemporary human

resources.

>"; USER OF HRIS A!!LICATIONS

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4I$ meet the needs of a number of organi9ational sta!eholders.

%ypically, the people in the firm ho interact ith the 4I$ are

segmented into three groups" +(- 4 professionals

+&- Managers in functional areas +production, mar!eting, engineering etc.-

+?- mployees +Anderson, (E-.

4 professionals rely on the 4I$ in fulfilling 1ob functions +regulatory

reporting and compliance, compensation analysis, payroll, pension, and

profit sharing administration, s!ill inventory, benefits administration etc.-

%hus, for the 4 professional there is an increasing reliance on the 4I$

to fulfil even the most elementary 1ob tas!s.

As human capital plays a larger role in competitive advantage, functional

managers e3pect the 4I$ to provide functionality to meet the unit:s

goals and ob1ectives. Moreover, managers rely on the 4I$:s capabilities

to provide superior data collection and analysis, especially for

performance appraisal and performance management.

Additionally, it also includes s!ill testing, assessment and development,

rsum processing, recruitment and retention, team and pro1ect

management, and management development +5ein, &''(-.

5inally, the individual employees become end users of many 4I$

applications. %he increased comple3ity of employee benefit options and

the corresponding need to monitor and modify category selections more

fre*uently has increased the aareness of 4I$ functionality among

employees.

2eb)based access and self)service options have simplified the

modification process and enhanced the use ability of many benefit options

and administration alternative for most employees.

>"? HRIS FUNCTIONS

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5unctional 4I$ must create an information system that enables an

assimilation of policies and procedures used to manage the firm:s human

capital as ell as the procedure necessary to operate the computer

hardare and softare applications +4endric!son, &''?-.

2hile information technology affects 4uman esource +4- practices

+>engic!)4all et al., &''?- 4I$ and 4I$ administration comprise a

distinct supporting function ithin 4. $ome of the 4I$ functions

include the folloing"

>"?"/ Inte*ratin* te Te1no#o*ies o' HR

Is a fact, that developments in Information %echnology have dramatically

affected traditional 4 functions ith nearly every 4 function +e3ample,

compensation, staffing, and training- e3periencing some sort of

reengineering of its processes. 4oever, this process of change has

created significant challenges for 4 professionals resulting in the

transformation of traditional processes into on)line processes.

>"?"5 In1reased E''i1ien1%

apid computing technology has alloed more transactions to occur ith

feer fi3ed resources. %ypical e3amples are payroll, fle3ible benefits

administration, and health benefits processing. %hough technologies of

early mainframes provided significant efficiencies in these areas, the

difference is that the record processing efficiencies that ere once only

available to large firms are no readily available to any organi9ation si9e

+Ulrich, &''(-.

>"?": In1reased E''e1ti$eness

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Most often, as ith processes, computer technology is designed to

improve effectiveness either by in terms of the accuracy of information or

by using the technology to simplify the process. %his is especially the case

here large data sets re*uire reconciliation. 4oever, onerous manual

reconciliation processes may be e3ecuted faster, but also ith near perfect

accuracy using automated systems.

5or instance, pension and profit sharing applications, benefits

administration, and employee activities are 1ust to mention but a fe.

Using computer technology in these processes ensures accurate results

and offer substantial simplification and timeliness over manual

processing.

Gonse*uently, the vast ma1ority of 4 functions have had some degree of

automation applied in order to gain both efficiency and effectiveness.

>"?"0 IT@Enab#ed !ro1esses

2hile many of the application areas: gains are through increased

effectiveness and efficiency over manual processing, some are only

possible using contemporary technologies. Most notably, computer)based

+eb)based- training is a groing area of 4 practice that as not

available until computer softare as created.

ven computer)based training as not as practical as it is today because it

as geographically dispersed until the training as upgraded from

computer)based to eb)accessible training.

4oever, by ta!ing traditional computer)based training programs and

ma!ing the accessible on the Internet, firms have created a poerful tool

to upgrade and assess employee s!ill sets.

Moreover, many other traditional 4 functions have evolved Information

%echnology +I%- )dependent components ith the advent of the Internet.

6n)line recruitment centres, along ith the ability to conduct virtual

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intervies, bac!ground chec!s, and personnel tests on)line have

dramatically changed those processes, increasing the geographic reach of

firms for potential employees.

>"?"> Cost and bene'it o' HRIS

An 4I$ system represents a large investment decision for companies of

all si9es. %herefore, a convincing case to persuade decision ma!ers about

the 4I$ benefits is necessary.

%he common benefits of 4I$ fre*uently cited in studies included,

improved accuracy, the provision of timely and *uic! access to

information, and the saving of costs +>ederer, (F<7 2ille and 4ammond,

(F(-. >ederer +(F<- discussed hy the accuracy and timeliness of 4I$

is very important in terms of operating, controlling, and planning

activities in 4uman esource.

avanagh et al. +('- stated that 4I$ functions interactively ith

human resources management systems such as human resource planning,

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staffing, training and career development, performance management, and

compensation management.

%hey further e3plained 4I$ in a three level continuum, namely

electronic data processing +DP-, management information system +MI$-,

and decision support system +D$$-. 5or easy reference, a comparison of

these three levels of 4I$ is presented in %able 8.E.8

Gombinations of these systems can occur ithin a single firm +avanagh

et al, ('-.

TA+LE >"?">, COM!ARISONS OF THREE LE3ELS OF HRIS

SOURCE, avanagh, +('-. 4uman resource information systems" Developmentand application.

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Chapter #

IM$ORTANCE OF HRIS

• 4I$ as a hole mainly improves information sharing and

communication beteen the company and the employees. 4I$

made it easy for the human resources department to smoothly

operate all components.

•

2ith the accurate and ob1ective trac!ing of compensation and benefits, employeesS morale and motivation increases.

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• %he 4uman esource Information $ystem reduces cost and time

spent on manual data consolidation.

• It allos the 4 management managers to focus more on ma!ing

decisions and pro1ects rather than paperor!.

• %he system hopes to give the 4 management division a more

strategic role in the company, as the information ta!en from 4I$

can be the basis for employee training schemes and or! efficiency

pro1ects.

• %his is particularly the case for larger organisations, or those that

choose to operate a voluntary employee benefits scheme.

• Many 4I$ companies provide solutions hereby an employee can

vie information regarding their attendance, sic! leave and so on.

$imilarly, they can log in to a portal:, shoing them details of the

benefits to hich they are entitled. %his is particularly useful for

voluntary benefits schemes as it removes the necessity for any

action on the part of the employer.

• 5urthermore, some 4I$ systems allo employees to vie their performance and revie their progress7 this is very useful if you are

operating an incentives scheme.

• Utilising 4I$ for your benefits administration can be useful from

an employer:s point of vie as it ill enable you to !eep trac! of

hich benefits are most fre*uently used, as ell as offering

information on the relative returns on each of these investments.

• Installing and administering an 4I$ system can be a comple3 tas!.

%here are a huge number of 4I$ solutions available, but each of these ill re*uire some customisation in order to ensure that theyare fulfilling the needs of your organisation.

• 4oever, most reputable commercial 4I$ providers ill offer

personalised support in the deployment phases, meaning that there

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should not be any necessity to employ a contractor to do the 1ob for you7 rather, your provider ill be able to guide you through the

process.

•

2ith the 4I$ system, you can trac! don to hich path your or!)related decisions are ta!ing you. By having a clearer vie of

hat is presently happening in your company, you can also predict

hat could happen in the future. 6ne important thing that you could

monitor through this is the cash flo of the company. %hrough the

4I$, you can monitor and 1ustify some of the 4)related e3penses

that the company has incurred over a period of time.

• $ome 4)related e3penses that can be monitored through this

system are the training costs of nely)hired employees, and the

benefits given to the employees and their reported dependents.

5rom the termination costs, you can also pull out an evaluation of

ho the 4 handles employee concerns. If this is high, you can try

to see the reason behind hy the employees are leaving. By finding

out hat these reasons are, you can implement changes that could

improve your company.

• Attendance can also be monitored here. $ince being fre*uently

absent or tardy could decrease the companySs productivity, it is

important that you have a system herein you can easily observe if

there is an abuse of the companySs system. By having employees

ho have good attendance, you increase your companySs chances of

increased revenue.

;"/ AD3ANTA2ES AND DISAD3ANTA2ES OF HUMAN

RESOURCE INFORMATION SYSTEM,

AD3ANTA2ES,

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%he advantages of having a sophisticated 4I$ or 4M$ are many.

• An 4I$ or 4M$ monitored by *ualified specialists ho !no

technology and 4 functional and tactical processes can manage

compliance ith federal and state las, streamline processes for

recruitment and selection, and produce analyses, data and reports

for internal and e3ternal use.

• 6ther advantages of an 4I$ include the ease of use for

*ualification computer technology specialists, accuracy of

information and the ability to perform 4 audits using any

combination of parameters.

• %he employee and manager self)service features are e3cellent ays

to free up the time of your human resources staff members for

pro1ect or! and other duties. mployees and managers can locate

ansers and information *uic!ly ithout the need to consult an 4

representative every time.

• eporting"

Perhaps the biggest benefit that the use of an 4I$ system adds to a

business is its ability to create reports and presentations. An 4I$

system typically holds all information surrounding the firm:s

human resources initiatives, including details regarding the groupSs

hiring practices, such as a comprehensive listing of all 1ob

applicants, an up)to)date inde3 of 1ob openings and electronic

copies of each employee:s on boarding paperor!.

It also holds data regarding the salary and incentive compensation

of each staff member. esults of annual performance appraisals and

any disciplinary actions that have been ta!en toard members of

the team are included, as ell. Because these figures are held in one

database, a business oner possesses the capability of running a

variety of detailed reports that encompass some or all of this

information. 5or e3ample, hen loo!ing to hire additional staff, he

can run a report of past candidates ho possess a specific s!ill set.

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• An 4I$ also can be a problematic for small businesses in hich

some employees must ear many hats. If your company isn:t big

enough to have a dedicated human resources technology specialist,

consider outsourcing.

• $ome of the disadvantages of an 4I$ involve human error during

information input, costly technology to update your system and

malfunctions or insufficient applications to support your human

resources needs.

• %here is a demand for computer and technology specialists ith

general information technology !noledge, and finding a *ualified

specialist ith human resources functional area !noledge can bedifficult.

• 2ith such a demand, your cost to hire an 4I$ specialist may be

far above the average salary for a computer technology specialist.

%he cost per)hire for another employee in a speciali9ed field may be

a stretch for some small businesses

;"5 HRIS IN INDIA

4uman resources outsourcing is becoming increasingly prevalent in India.

%he number of companies outsourcing 4 activities continues to rise, and the scope of 154



4 processes fast then log out to concentrate on their real 1obs N groing

the business. %he 4I$ then becomes a tool for strategic 4, here your

4D actually spends time engaging and empoering employees.

2ith 4I$ you can recruit using your ebsite, manage employee leave

and attendance, performance, learning and development, travel and

e3penses, compensation and benefits, and employee separation.

HRIS IN INDIA DELI3ERED USIN2 CUTTIN2 ED2E CLOUD

TECHNOLO2Y,

4I$ uses the latest cutting edge technology to deliver 4I$ services

across India and the orld. As a pioneer company in $oftare)as)a)

$ervice space, hich has been operating for over (' years, e !no the

challenges first hand.

4I$ is third generation 4 information system softare hich has been

perfected using 4 e3pertise across industries. 5urther, 4I$ is

constantly evolving N e add features and update our 4I$ on a ee!ly basis. Being a multi)tenant 4I$, our features are available as soon as

they go live.

%he benefit of having your 4M$ in India delivered via the cloud model

is that you don:t have to install or maintain softare and costly

infrastructure.

;": MAR-ET SIBE OF HRIS IN INDIA,

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http://www.employwise.com/product/employee-acquisition.html

http://www.employwise.com/product/leave-and-attendance.html


http://www.employwise.com/product/performance-management.html

http://www.employwise.com/product/learning-and-development.html

http://www.employwise.com/product/travel-and-expense.html


http://www.employwise.com/product/compensation-and-benefits.html

http://www.employwise.com/product/employee-separation-management.html

http://www.employwise.com/product/employee-acquisition.html



http://www.employwise.com/product/performance-management.html

http://www.employwise.com/product/learning-and-development.html



http://www.employwise.com/product/compensation-and-benefits.html

http://www.employwise.com/product/employee-separation-management.html



%he Mar!et $hare of 4I$ in India stood at V&E million in &''E and is e3pected

to gro at a steady pace hen the mar!et ill touch V(C8 million

appro3imately in or around &'('. GA/ is appro3imately EEW.

%he !ey trends of 4I$ adoption among $MBs in India include a surge in aareness

and interest about the benefits involved. 4I$ is the most suitable

medium to reach the untapped $MB segment that cannot afford e3pensive

applications earlier.

TA+LE ;"0 COM!ARISON OF TRADITIONAL HR TO HRIS

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SOURCE, nshur, . +&''&-. %ales from the hiring line" ffects of the Internet technology on 4Processes.

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Chapter %

INTRODUCTION TO

HOTEL INDUSTRY

4ospitality is all about offering armth to someone ho loo!s for help at

a strange or unfriendly place. It refers to the process of receiving and

entertaining a guest ith goodill. 4ospitality in the commercial conte3t

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refers to the activity of hotels, restaurants, catering, inn, resorts or clubs

ho ma!e a vocation of treating tourists.

4elped ith uni*ue efforts by government and all other sta!eholders,

including hotel oners, resort managers, tour and travel operators and

employees ho or! in the sector, Indian hospitality industry has gained

a level of acceptance orld over.

It has yet to go miles for recognition as a orld leader of hospitality.

Many ta!e Indian hospitality service not for its *uality of service but India

being a cheap destination for leisure tourism. 2ith unlimited tourism and

untapped business prospects, in the coming years Indian hospitality is

seeing green pastures of groth.

Availability of *ualified human resources and untapped geographical

resources give great prospects to the hospitality industry. %he number of

tourists coming to India is groing year after year. >i!eise, internal

tourism is another area ith great potentials.

%he hospitality industry is a ?.8 trillion dollar service sector ithin the

global economy. It is an umbrella term for a broad variety of service

industries including, but not limited to, hotels, food service, casinos, and

tourism.

%he hospitality industry is very diverse and global. %he industry is

cyclical7 dictated by the fluctuations that occur ith an economy every

year. %oday hospitality sector is one of the fastest groing sectors in

India. It is e3pected to gro at the rate of FW beteen &''E and &'(C.

Many international hotels including $heraton, 4yatt, adisson, Meridien,

5our $easons egent, and Marriott International are already established in

the Indian mar!ets and are still e3panding. 0oadays the travel and

tourism industry is also included in hospitality sector. %he boom in travel

and tourism has led to the further development of hospitality industry.

In &''?)'< the hospitality industry contributed only &W of the /DP.

of 154



4oever, it is pro1ected to gro at a rate of F.FW in &''E)(C, hich

ould place India as the second)fastest groing tourism mar!et in the

orld. %his year the number of tourists visiting India is estimated to have

touched the figure of <.< million. 2ith this huge figure, India is becoming

the hottest tourist destination.

%he arrival of foreign tourists has shon a compounded annual groth of

C per cent over the past (' years. Besides, travel and tourism is the second

highest foreign e3change earner for India. Moreover, it is also estimated

that the tourism sector ill account for nearly 8.? per cent of /DP and 8.<

per cent of total employment.

?"/ ORI2IN OF HOTEL INDUSTRY

%he hotel industry that e3ists today can be traced bac! to ?''' B.G. here

the earliest inns ere homes ith rooms provided for travellers.

Gonditions improved in (E''s ngland hen the renaissance spar!ed the

desire to travel. %he United $tates sa its hotel industry created a century

later.

of 154



By this time they had revolutioni9ed many firsts in the industry including

private rooms ith loc!s and doors, free soap, a trained staff, and a pitcher

of ater in each room. Indoor plumbing and the creation of the lobby

folloed shortly thereafter. %he business of providing strangers ith

hospitable means has come a long ay. 2hat once as a service to fello

man is no the foundation numerous economies throughout the orld.

%he modern era of the hotel industry sa its beginnings in (E< 0e

Yor! here the first ever hotel as built. Profit potential as recogni9ed

ith the inception of the industrial revolution. $toc! companies invested

in hotels see!ing profit from property value appreciation and room

occupancy revenue.

$urrounding communities ere promised increase in sales by means

of higher volume of people passing through., the industry creates a

multitude of opportunities that no saturate the industry in the form of

spin)offs of these top four hotel companies creating the most common

chains e !no of today.

4istory has proven that the success of this industry has largely to do ith

to factors, location and innovative integration, the combination of these

to has created a margin beteen the larger chains and those ho operate

on a smaller scale. $oap and loc!s on doors ere the innovation for their

day. $trategic placement and product differentiation once again guide the

success of this industry.

A ShotelS or SinnS is defined by the British la as Sthe place here a

bonafide traveller can receive food and shelter provided he is in a positionto pay for it and is in a fit condition to be receivedS. 4ence a hotel must

provide food and lodging to a traveller on payment and has, in turn, the

right to refuse if the traveller is drun!, disorderly, un!empt or is not in a

position to pay for the services.

arly travellers ere arriors, traders or people in search of !noledge.

%his as before the advent of hotels. %hus, arriors and con*uerors

pitched their tents for accommodation, hile traders and people travelling

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for !noledge placed a high value on hospitality and sometimes traded

their merchandise for lodging.

Inn)!eeping can be said to be the first commercial enterprise, and

hospitality one of the first services for hich money as e3changed. Innsof biblical times offered only a cot or a bench in a corner. /uests stayed in

large communal rooms ith no sanitation and privacy. %he rates ere, of

course, reasonable. %he company as rough.

%ravellers shared the same *uarters ith their horses and animals. In the

third century AD, the oman mpire developed an e3tensive netor! of

bric!)paved roads throughout urope and Asia Minor, and a chain of

roadside lodges as constructed along the ma1or thoroughfare from $painto %ur!ey.

%ill the industrial revolution of the (E''s, no significant improvement as

made in the inns and taverns, and they ere not very suitable for

aristocrats. %o accommodate ealthy travellers, lu3urious structures ere

constructed ith private rooms, individual sanitation and the comforts of a

uropean castle.

%hese elegant ne establishments adopted the 5rench ord for mansion )

S4otelS. 0ot surprisingly, their rates, too, ere beyond the reach of an

ordinary person. In America early inns ere modelled after uropean

taverns, ith sleeping *uarters shared by to or more guests.

4erman Melville, in his novel SMoby Dic!S had mentioned a seaman ho

chec!ed into a room in a nineteenth century inn and o!e up the ne3t

morning only to find out that he as sharing the bed ith a cannibal.

4otels today are much more than 1ust a place to sleep ) many travellers

vie them as an integral part of a getaay e3perience. 2ith the recent

boom of bouti*ue hotels, spiffed)up budget properties, and novelty

accommodations, travellers can choose a hotel that is as much a selling

point as the destination itself.

arly history of accommodation for travellers can be traced bac! to the

/ree! ord S3eniaS hich not only meant hospitality, but also the

protection given to a traveller from discomforts.

of 154



%he city as bound to traditions of hospitality. In $parta city, despite

rigorous customs restricting visitors, goddess Athena as considered a

Sprotector of strangersS and hence her name, enia Athena.

In this period travellers ere mainly diplomats, philosophers, intellectualsand researchers. /uests ere invited to stay ith the nobleman. In ancient

6lympia, buildings constructed ith the aim of accommodating strangers

are still visible.

%hey ere called S>eonardoS and ere built in fourth century BG. %he

concept of hospitality can also be traced bac! to ancient times. Mention of

it is found in Iliad and %he 6dyssey by 4omer.

4otel !eeping can also be traced bac! to many centuries and its evolution

through the ages has been brought about by BritainSs economical and

industrial changes and developments.

%he ne3t stage in the cycle of evolution of the hotel industry as the

coming of the motor car. It enabled people to visit those parts of the

country hich could not be reached by railays.

%his gave birth to inland resorts and the hotel industry began to flourish.

International air travel has helped create the modern stop)over hotel. 2ith

the increase in this form of travel, the number of hotels built close to

airports has multiplied. Another trend in hotel !eeping is the Motel, hich

is the tentieth century version of the old Goach Inn.

People travelling the country by car, stopping overnight here and there7

re*uire not only refreshment for themselves, but also safe par!ing for their

cars. Post houses, developed by the %rust houses 5orte /roup, are in fact

the modern version of the old coaching inns. %his is probably hy /reat

Britain is considered as the Smotherland of hotel industryS.

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?"5 +AC-2ROUND OF THE HOTEL INDUSTRY IN INDIA

4otel Industry in India has itnessed tremendous boom in recent years.

4otel Industry is ine3tricably lin!ed to the tourism industry and the

groth in the Indian tourism industry has fuelled the groth of Indian

hotel industry. %he thriving economy and increased business opportunities

in India have acted as a boon for Indian hotel industry.

%he arrival of lo cost airlines and the associated price ars have given

domestic tourists a host of options. %he &I'(re)*+,e I')*a& destination

campaign and the recently launched &At*th* De-. Bha-ah& /ADB0

(apa*' have also helped in the groth of domestic and international

tourism and conse*uently the hotel industry.

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According to a report, 4otel Industry in India currently has supply of

((',''' rooms and there is a shortage of (8',''' rooms fuelling hotel

room rates across India. According to estimates demand is going to e3ceed

supply by at least (''W over the ne3t & years.

5ive)star hotels in metro cities allot same room, more than once a day to

different guests, receiving almost &<)hour rates from both guests against

C)F hours usage. 2ith demand)supply disparity, hotel rates in India are

li!ely to rise by &8W annually and occupancy by F'W, over the ne3t to

years. %his ill affect the competitiveness of India as a cost)effective

tourist destination.

%o overcome, this shortage Indian hotel industry is adding about C','''

*uality rooms, currently in different stages of planning and development,

hich should be ready by &'(&. 4otel Industry in India is also set to get a

fillip ith Delhi hosting &'(' Gommonealth /ames.

%he future scenario of Indian hotel industry loo!s e3tremely rosy. It is

e3pected that the budget and mid)mar!et hotel segment ill itness huge

groth and e3pansion hile the lu3ury segment ill continue to perform

e3tremely ell over the ne3t fe years.

?": STRUCTURE OF THE INDUSTRY

4otels in India are broadly classified into E categories +five star delu3e,five)star, four star, a n d t h r e e s t a r , t o s t a r , a n d o n e )s t a r a n d h e r i t a g e h o t e l s - b y t h e M i n i s t r y o f % ou r i s m ,/overnment of India, based on the general features and facilitiesoffered.%he ratings are revie ed eve ry five yea rs.

As of December &''8 + la tes t avai lable f igure- there arefolloing number and category of hotels.

Tab#e ?": CATE2ORIES OF HOTELS

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%he table e3cludes hotels in the unorgani9ed sector that have a

significant presence across the country and cater primarily to economytourists.

?":"/!remium and Luur% Se*ment"

%his segment comprises the high)end 8)star delu3e and 8)star hotels,hich mainly cater to the business and up mar!et foreign leisure travellers

and offer a high *uality and range of services. %he segment accountedfor &per cent of the total hotel rooms in the country in December&''8.

?":"5 Mid@MarGet Se*ment,

%his segment comprises ? and < s tar hotels , hich cater to

the average fo re ig n and domestic leisure travellers. %his segment

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also caters to the middle level business travellers since it offers most

of the essential services of lu3ury hotels ithout the high costs

since the ta3 component of this segment are loer compared ith the

premium segment.

?":": +ud*et Se*ment

%hese comprise ( and & star hotels referred to as Budget 4otels:. %hesecategories do not offer as many facilities as the other segments

but provide ine3pensive accommodation to the highly price)

conscious segment of the domestic and foreign leisure travellers.

?":"0 Herita*e Hote#s

In the past four decades, certain architecturally distinctive properties suchas palaces and 5orts, built prior to (8', have been converted into hotels.%he Ministry of %ourism has classified these hotels as heritage hotels.

?":"> Oters

At any point in time, applications for classification are usually pendingith the Ministry of %ourism because of hich such propertiesremain unclassif ied. %he number of hotel rooms pendingclassification has declined from historical (8)&'per cent to 8per cent of the total rooms available in the recent past.

?" :" ; CURRENT SCENARIO OF HOTEL INDUSTRY

6ver the last decade and half the mad rush to India for business

opportunities has intensified and elevated room rates and occupancylevels in India. ven budget hotels are charging U$D &8' per day. %he

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successful groth story of S4otel Industry in IndiaS seconds only to

Ghina in Asia Pacific. S4otel Industry in IndiaS has supply of ((','''

rooms.

According to the tourism ministry, <.< million tourists visited India lastyear and at current trend, demand ill soar to (' million in &'(' )

to accommodate ?8' million domestic travellers. S4otels in IndiaS has

a shortage of (8',''' rooms fuelling hotel room rates across India. 2ith

tremendous pull of opportunity, India is a destination for hotel chains

loo!ing for groth.

%he 2orld %ravel and %ourism Gouncil, India, data says, India

ran!s (Fthin business travel and ill be among the top 8 in this decade.

$ources estimate, demand is going to e3ceed supply by at least (''W over

the ne3t & years. 5ive)star hotels in metro cities allot same room, more

than once a day to different guests, receiving almost &<)hour rates

from both guests against C)F hours usage.

2ith demand)supply disparity, S4otel IndiaS room rates are most li!ely to

rise &8Wannually and occupancy to rise by F'W, over the ne3t to years.

S4otel Industry in IndiaS is eroding its competitiveness as a cost effective

destination. 4oever, the rating on the SIndian 4otelsS is bullish

SIndia 4otel IndustryS is adding about C',''' *uality rooms, currently in

different stages of planning and development and should be ready by

&'(&. M0G 4otel Industry giants are floc!ing India and forging Loint

entures to earn their share of pie in the race. /overnment has approved

?'' hotel pro1ects, nearly half of hich are in the lu3ury range.

$ources said, the manpoer re*uirements of the hotel industry ill

increase from E million in &''& to (8 million by &'('.2ith the U$D &?

billion softare services sector pushing the Indian economy s!yards,

more and more I% professionals are floc!ing to Indian metro cities. S4otel

Industry in IndiaS is set to gro at (8W a year.

%his figure ill s!yroc!et in &'(', hen Delhi hosts the Gommonealth

/ames. Already, more than 8' international budget hotel chains are

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moving into India to sta!e their turf. %herefore, ith opportunities galore

the future S$cenario of Indian 4otel IndustryS loo!s rosy. Indian tourism

and hospitality sector has reached ne heights today.

%ravellers are ta!ing ne interests in the country hich leads to the

upgrading of the hospitality sector. ven an increase in business travel has

driven the hospitality sector to serve their guests better. isiting foreigners

has reached a record ?.& million and conse*uently International tourism

receipts have also reached a height of U$V 8.Ebillion.

4ospitality Industry is closely lin!ed ith travel and tourism industries.

India is e3periencing huge footfalls as a favourite vacation destination of

foreigners and natives and the hospitality industry is going into a ti99y

or!ing toards improving itself.

5ierce competition and fight to ran! on the number one position is leading

the leaders of this industry to contemplate on ideas and innovate

successful hospitality products and services every day.

?":"? HUMAN RESOURCE IN HOTEL INDUSTRY

6ne of the most important indicators of a company:s performance is the

level of dedication of its employees. Despite of various resources and

supplies a company might re*uire, human resource +4- is the most

important resource because ithout labour force no business can be done

+Mil!ovich (E-.

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People ithin a company design and produce goods and services, control

*uality, allocate financial resources, mar!et the products, set overall

strategies and ob1ectives for the company, etc. $o ultimately human

resource management +4M- is an important part of nearly every

organi9ation.

In any customer driven business, 4M is vitally important. specially it

applies to tourism and other hospitality businesses. $o basically, 4M is a

series of integrated decisions that form the employment relationship

+Mil!ovich (E-. 2hether these decisions are efficient and consistent

ith one another directly influences ability of the company and its

employees to achieve ob1ectives.

%he entire 4 mi3 includes the folloing activities" staffing, training and

development, compensation, employee relations, and or! structure

+/oldsmith (E-.ach of these five in turn comprises several sub)

concepts.

Managing personnel of hospitality related business is somehat different

from that of another business. 5irst of all, this !ind of businesses is purely

customer driven. 4ospitality businesses provide series of services and so

employees should ta!e into account individual preferences of each

customer.

Unli!e at barber:s shop, for e3ample, here most customers are local

dellers, hospitality businesses deal primarily ith tourists, people from

distant lands, people ith different language, culture, religion, and other

beliefs.

%here are many ays to boost personnel dedication and overall

performance in hospitality businesses. $ome of these ays intersect ith

general 4M concepts, hile the rest is applicable to only tourism and

hospitality companies. very *ualified 4 specialist ould ant to !eep

current employees +as long as they meet company:s needs- in lieu of

constantly hiring ne ones.

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$o holding on to good, e3perienced, long)term employees saves time,

money and effort, hoever this method re*uires a !notty strategy that

goes far beyond the pay. In the hotel industry, for e3ample, it is not an

unusual case that the entire staff changes perpetually.

$o 4 managers ould ant to implement ne series of ideas to boost

personnel internal motivation. 6ne ay to !eep current e3perienced

employees happy is to permit fle3ible or! schedule7 not only arrange

three of four shifts. %his arrangement ill allo employees to choose the

best time that fits them.

Another very useful techni*ue 4 manager might ant to consider is to

communicate much. In travelling companies li!e %homas Goo!

communication is the !ey. It is natural for people to be interested in ho

ell they are doing, as ell as in the productivity of the entire company.

$o 4 specialist must provide this information via different mediums li!e

nesletters, memos, staff presentations, regular meetings, and Internet +or

Intranet-. Utili9ing these channels both up and don, 4 managers should

!eep employees up to speed ith the company:s strategies, achievements,

directions.

%his ay people ould feel they are not separate, but rather inseparable

lin!s of a greater entity, and this felling of unity in turn ill entail greater

internal motivation. /rievance bo3es or other mediums that can highlight

grievances are also very important.

mployees should ithout fear list grievances, other they might simply

leave the company ithout managers even !noing hy. %his ay

resolving current employees: complaints ill reduce future resignations.

%here are also several good practices that involve material incentives. It is

truly essential to note that people need money so one ay to boost they

motivation is to provide them ith monetary incentives. A very good

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practice ould be to distribute a certain percent of annual revenue +8)

('W- to all the employees.

By so doing, salaries of the ma1ority ill rise up to &'W. Another effective

incentive ould be providing free training courses and career

development classes, hich ould ma!e employees, feel involved, as

ell as valued

+Lerris (-.

%he role of human resource specialist in a big travel company li!e

%homas Goo! differs immensely from that of a small tour agency. >arger

businesses have to devote much more time to human resource7 first,

because much more people are involved in the business, secondly, the

more employees are involved, the more effort is re*uired to manage these

employees.

$o it is a huge routine system that re*uires clear division of labour, and

establishing a human resource department is a must in such organi9ations.

Management of 4ospitality businesses re*uires strict order and at the

same time ability to change corresponding to the changes in business

environment. 6n one hand, this !ind of business is customer driven, and

managers have to ma!e sure that everything flos according to the rules

and policies.

In many cases, managers of large tourism companies have to travel to

other countries here their subsidiaries are located and train employees or

supervise training, especially if it is a ne subsidiary. In such cases,

managers: main goal is to ma!e sure that employees in that particular

subsidiary follo policies and rules of the company as the rest of branches

do.

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6n the other hand, tourism businesses are in a special mar!et niche that is

very prone to rapid change. %herefore, managers have to be very *uic! in

their decision ma!ing hen it comes to adapting to ne customer tastes

and contemporary fashion flos, as ell as crises and accidents.

%he most horrible vent that left a huge trace in hotel industry, as ell as in

all other spheres of life, is the terrorist attac! on $eptember the ((th,

&''(. $eptember ((th has forced consumers to travel less, hich led the

hotel managers to drop their room rates by ?'W to <'W on an average.

B1orn 4anson, head of global hotel practice says that the third *uarter of

&''( as the industry:s orst ever.

Many people fear that another attac! may occur anyhere else such as

the one that too! place on $eptember ((t. %hose fears along ith the

struggling economy have put a damper on the hotel industry.

2ith no tourist adventuring out to tourist spots such as beaches or big

cities such as >ondon or 0e Yor!, the industry has had to cut costs in

other ays such as donsi9ing, increasing rates in order to meet monthly

e3penses, or even completely shutting don. $eptember ((th incident

too! a big chun! out of the economy, especially the hotel industry.

Political issues have also had an adverse effect on the industry as a hole.

After all, economists ere loo!ing for different ays to upstart the

economy. 6ne of the ays individuals ithin the hotel industry as

hoping for, ere ta3 brea!s for travellers.

Marriott International G6 Bill Marriott as @lobbying Gongress for ta3

brea!s for travellers=. %hin!ing by adding another benefit to the already

reduced prices, people ould begin to again venture out and the industry

ould start to pic! up again.

Before actually hiring ne employees, human resource managers in a

hospitality industry have to recruit them, or to test them and e3amine their

performance. It is significantly important for the employee in such an

industry to be communicative and hospitable.

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and the hole atmosphere of the hotel. %his means that it is very

important to pic! upbeat, dedicated or!ers for each position.

It is the 1ob of the human resources manager to ma!e sure that good

people are chosen to or! in the hotel. In many cases many hotel or!ersare only participating in hotel or! because they can find nothing else to

do. 0ot very many people have a dream of running or serving in a hotel

environment.

4oever, there are some people ho do ant to or! in that capacity, and

it is the 1ob of the human resources manager to find those people.

etention of employees is another large problem in the hotel service

business. $ince so many of the employees do not have hotel or! as their

ending career goals, many of them only or! in a hotel for a short amount

of time. 6ther employees may have to be let go because of poor or!

ethics or other issues.

4oever, there are ays that a hotel human resources manager can curb

some of the desire and li!elihood that employees ill move to other 1obs

*uic!ly. %he importance of human resources management for hotels is

very large in this area. Managers can provide good training and incentive programs that ill cause employees to stay longer at the hotel.

4aving a clear progression plan to advance to higher levels of service ill

also cause employees to stic! around much longer.

%he issue of employee progression and promotion is also another large

issue for the hotel industry. %he importance of human resources

management for hotels is proven in this area. 4otels hich provide ays

for employees to advance in position, or that provide training for employees so that they can gain s!ills necessary for an advanced position

are very important to the retention rate of employees.

It is easy to implement services of this nature and the e3pense is

negligible compared to the e3pense and time necessary to constantly find

ne employees to replace the ones that alays leave shortly after being

hired.

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6ne of the easiest things to implement is nglish lessons. Many hotel

employees do not spea! nglish very ell, and so it is a great incentive

for them to stay or!ing at a hotel if they are offered nglish lessons.

%he importance of human resources management for hotels is alsoimportant in the area of employee services. If the employees !no they

can come to the human resources manager henever they have a problem

or issue then it is easier for them to or! in good conscience.

Many human resources departments implement different games and

activities to ma!e the or! environment more interesting and fun for

employees. %here are many different services that a human resources

manager can thin! of to help employee morale.

Maybe the hotel could implement a babysitting service, or have a par! day

every year. %hese little services go a long ay toards ma!ing happy

employees. 4appy employees ma!e happy companies and happy

customers.

As you can see, the importance of human resources management for

hotels is very great. %here are thousands of ays that a human resources

manager can ma!e a hotel run more smoothly and more efficiently. %here

are many different areas that can benefit from the e3perience and

guidance of a human resources manager.

%herefore it is very important to not undermine the managerSs importance.

2ithout the human resources manager a hotel is not the same or as

pleasing to customers and employees.

%he 4ospitality industry is !non to have very high attrition rates. %his

ma!es it all the more critical to have a robust 4 information system

+4I$- in place.

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4I$ has emerged as among the most crucial aspects of hospitality I%. 0o

hospitality management system can be considered complete ithout an

effective 4I$ system.

An efficient 4I$ system manages the recruitment, staff)shifts, time ;attendance, and many other aspects of your hospitality 4 re*uirements.

It should be able to drill don to history files and provide e)leave

application ; training management.

7.3.9 HRIS IMPLEMENTATION BARRIERS

%he literature of 4I$ implementation shos that many organi9ationshave problems hen implementing ne technologies including 4I$, dueto many barriers.

%hese barriers include"(- >ac! of sufficient capital and s!ills&- Gost of setting up and maintaining 4I$?- A lac! of money<- A lac! top management support and commitment.8- A lac! of 4 !noledge by system designersC- %he lac! of applications for 4 usersE- A lac! of *ualified 4I$ staff7 lac! of a 4I$ budget7F- A lac! of cooperation ith other departments- %he lac! of information technology support

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%he relationship beteen organi9ational si9e and 4I$ usageac!noledge by many scholars. 5or e3ample, Ball +&''(- 1ustifies the lo)level usage of 4I$ output by

4 practitioners by organi9ational si9e, 4I$ time in use, organi9ationculture and strategy, and I% s!ills.

In addition, %haler)Garter +(F- argues that there are to primarydifferences beteen small and large organi9ations ac*uiring a 4I$" thecost and the ris!.

4e argues that small organi9ations do not need a comple3 sophisticated4I$ as larger organi9ations need, and in many times small organi9ationsould not be able to afford the comple3 organi9ation resource planningsystems.

is! is more persistent since small organi9ations may find it more difficultto absorb dontime, training re*uired, time and problems related ithadopting ne softare +Ball, &''(-.

Chapter

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HRIS SOFTWARES

%he 4ospitality industry is !non to have very high attrition rates. %his

ma!es it all the more critical to have a robust 4 information system

+4I$- in place.

4I$ has emerged as among the most crucial aspects of hospitality I%. 0o

hospitality management system can be considered complete ithout an

effective 4I$ system.

An efficient 4I$ system manages the recruitment, staff)shifts, time ;

attendance, and many other aspects of your hospitality 4 re*uirements.

It should be able to drill don to history files and provide e)leave

application ; training management.

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SOLUTIONS FOR HOS!ITALITY INDUSTRY,

<"/" IMMERAUF NET8OR-

Immerau' is a one stop shop for all 4ospitality I% re*uirements,including" hotel softare, systems integration, systems management andcomplete I% solutions from consultancy to installation, training andmaintenance. Immerauf also offers managed I% services to hotels.

Immerauf have partnered ith leading solution providers in the industry tooffer integrated hospitality softare, hardare, netor!ing andentertainment solutions N hich can be critical in attracting and retainingguests. 2e believe in creating a @connected hospitality enterprise= for ourclients.

Immerauf has partnered ith /reytip softare to bring you one of theindustry:s best 5ol!lore 4 softare to suit all your 4 needs including aresume ban! to store an active database of prospective employees.

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/reytip $oftare is a focused 4 ; Payroll softare solutions company.$tarted in (<, /reytip is ac!noledged today as one of the leading

providers of 4 ; Payroll softare solutions in India, enabling 4departments to leverage I% for both effectiveness and efficiency.

Along ith /reytip, Immerauf brings you softare solutions for 4 andPayroll departments that that spans the entire spectrum of 4 ; payrollfunctions covering employee information management, trainingmanagement, compensation, benefits, attendance management, etc.

%he products are bac!ed up ith high *uality customer support andservice. 6ur support is timely and relevant, ensuring a high degree ofusability for our products.

%rac! ecord

Developing a product that caters to small and big customers, acrossindustry verticals, needs a lot more e3perience, mature processes, andsuperior engineering.

X /reytip brings (< years of 4 product development e3perience andrapidly adding more, hat ith our staff of F' dedicated, !noledgeor!ers.

X %he softare has been developed in line ith the industry best practicesafter having or!ed ith the best and the brightest 4 professionals inthe industry.

X 6ver <'' customers ranging from (' to &8,''' employees in India,UA, 6man ; Malaysia use the /reytip 4I$ softare solutions.

X %he product enables processing of &, ',''' pay slips every month.

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!RODUCTS O3ER3IE8

• Fo#G#ore HCM

5ol!lore 4GM is a highly affordable, eb)based softare solution that

offers a ide range of features including employee self service +$$-. It is

a mature, evolved solution ith a ide installed base that delivers

e3cellent value and productivity to your 4 department.

5ol!lore 4GM offers a variety of modules and is fully integrated ith our

other products li!e 5ol!lore Payroll, 5ol!lore %raining, and 5ol!lore

Attendance.

+ene'its

X >ets you focus on strategic 4 instead of routine admin tas!sX educe transaction costsX Improve employee moraleX Gommunicate better X /et business intelligence ith MI$ reports

X Modular design that lets you pic! and choose

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X Gomply ith all statutory re*uirements li!e P5, $I, professional ta3X Automate A>> aspects of income ta3X Integration ith financial accounting softare be it %ally, $AP, or anyother P solution

X liminate late night or!)outs for year)end processingX /et business intelligence ith MI$ reports

• Fo#G#ore Attendan1e So'tare

%ransform ra sipe data into actionable business intelligenceZ

5ol!lore Attendance softare enables you to accurately trac! the timeor!ed by employees. It collates information from various sources li!esipe system, leave records, holiday calendars, shift rosters, etc. to

provide you an integrated vie of employee attendance. 3tensive MI$reports are available at both summary and detailed level.

+ene'its

X Gompatible ith most sipe systems K hardare

X /et consolidated attendance information of employeesX Increase productivity7 save time and effortX /et accurate information on hours or!ed, overtime, etc.X Automatic alerts ; reminders let you focus on strategic 4 or! X Daily feedbac! to employees about their attendance through $$

• Fo#G#ore Trainin*

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5ol!lore %raining is a eb based training management softare that

automates the entire training management process. mployee self service

facility lets employees enrol for courses, managers nominate team

members for course, course feedbac!, etc.

+ene'its

X Gonsolidate information of all courses, faculty, course material,feedbac!, etc.X MI$ reports +training days, costs, etc.- leads to better decision ma!ingX %raining process *uality improvementsX %rac! performance ith budgeting ; variance analysisX mployee self service reduces effort and loers transaction costs

X Automatic alerts ; reminders let you focus on strategic or!

<"5" SHA8MAN SOFT8ARE

$haMan is an I$6 ''()&''F certified company and proudly boasts of a do9en full blon products catering not 1ust to the 4ospitality and etailmar!et segment, but ith products such as HR#", $R!, $%", &!, '!,

and (ests, it has a long and illustrious list of ma1or corporate accountsthat use these solutions as ell.

$haMan has ever groing installed base in ma1or cities li!e Mumbai,Delhi, Bangalore, Pune, Dubai ; $ingapore a virtual hoSs ho of theInternational 5ood ; Beverage, 4ospitality IndustrySs leading names andlarge corporate clients using its systems are all testimony of $haManSssuccess in the mar!et place.

2ith dreams of becoming a de facto Indian hospitality system standard,

a hunt for a brand name also too! on passionate proportions and finallythe simplicity and attractiveness of the then technology rage %he@2al!man= caught Mr. $haSs fancy and he christened hissoftare 4Sha5Ma'6 , the name caught on and the developmentconcluded in the release of its first "haw!an )roperty !anagement

"ystem "uite of products in ((.

%ill (E, the softare remained more of a passion and a personalhobby of the $haSs and as neither commercially mar!eted nor sold

and remained in use at no more than a do9en 4otels, estaurants and

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4ospitality Institutes but of a premier standard, serviced by a dedicatedE)member team. $haMan as then still only a division of the parent4ospitality consulting company $ha 4otels.

2ith the passing aay of !r. )esi ! "haw in (E and after spinning "haw!an "oftware into an independent entity, the $haMan

brand name got large scale recognition of its decade long spirit of sustained cutting edge development efforts and is today considered as aleader in providing 4ospitality solutions in India and overseas.

2hile in &''', Sha5Ma' S.7t5are +e(ae a' IBM B89*'e99

$art'er and got its softare systems certified under the $tore Provenand $erver Proven programs, in &''(, "haw!an )O" won the

co*eted IBM Be9t S.,8t*.'9 a5ar) *' the H.9p*ta,*t: See't in AsiaPacific region.

And Toda%"""

"haw!an proudly boasts of a do9en full blon products under its belt,each in a mature state of feature development and mar!et share.

$haManSs current staff strength is a dedicated team of around (&8employees and an ever groing installed base of over (&8' systems inuse, a virtual hoSs ho of the International 5ood ; Beverage,4ospitality IndustrySs leading names and large Gorporate clients using itssystems are all testimony of $haManSs success in the mar!et place

$haMan today caters not 1ust to the 4ospitality and etail mar!etsegment, but ith products such as Human Resource #nformation "ystem,

$ustomer Relationship !anagement, $ustomer %eedbac "ystem,

&nowledge !anagement, 'ocument management "ystem, and (ests, ithas a long and illustrious list of ma1or corporate accounts that use thesesolutions as ell.

$haMan also underta!es turn!ey pro1ects for customers ith a varied bac!ground from Building Gonstruction to lectronic Media, besidesta!ing specific pro1ects for corporate houses that cover the gambit of ebsites, Intranet portals, @single sign)on= hand held devices, !ios!s, ban!ingand credit card payment gateays

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!RODUCT O3ER3IE8,

• !a%ro##

In)tune is an integrated and comprehensive payroll managementsystem that contains pay accounting and processing needed by

all businesses. In)tune covers every area of Payroll Processing,including resource management, planning, payroll calculations,financial management, security management and statutory reportgeneration and printing.

-e% 'eatures o' SaMan !AYROLL

User 5riendly ) In)tune is a User friendly interface, here you can

define your on arning K Deduction 4eads. All the Identities,such as mployee, Branch, Department, /rade, Gost Gentre etc.are user defined. User defined salary slip and monthly salaryregister.

mployee >eave register N is available hich helps manage thenumber of days an employee has not come in and process salaryaccordingly.

$tatutory eports available ) Income %a3 deduction, %a3stimation $lip for Income %a3 calculation, 5orm (C, 5orm &<.Provident 5und monthly deduction, 5orm ?A, 5orm (&A. P5monthly Ghallans. Monthly $IG deductionKreturns statement.

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5orm CA, $IG Monthly Ghallans. Profession %a3 Monthlydeduction and slab ise +5orm CA- $ummary report

MI$ ith report designer ) Annual $alary $lip, User defined ban! statements, $tandard ; user defined Periodical eports,

Golumnar periodical reports and Direct 3cel periodical reportsith Month and Pay)4ead ise heading. 5acility to designunlimited number of on reports, in addition to the standardreports. Design reports using drag and drop features or even Gut,Gopy and Paste content

Data Import ) User friendly Data Imports option to upload datafrom te3t ith vie log for data read, imported, re1ected ands!ipped ith ro by ro e3planation. $!ipped ; e1ected datacan be saved into a ne file corrected and re)imported.

e)activate separated employees ) 5acility to revo!eKtransfer 3)mployee +esigned mployees- ith singleKmultipleemployee+s- option.

• HRIS @ Human Resour1e In'ormation S%stem

In today:s age hen employees are considered asimportant assets by corporate, it is important that all theinformation about the employee should be available.

%he Sha5Ma'HRIS ensures that every aspect of 4umanesource is covered, from Ep,.:ee )eta*,9; hea)

h8't*'; appra*9a,9; tra*'*'; (areer pr.re99*.';

9eparat*.' and diverse variety of MI$.

%he softare initiates comprehensive 4 solutions to theorgani9ation disengaging comple3ity in the 4 operationsthus bringing forth value)added services as ell asreducing operational costs.

8eb enab#ed A&&raisa# Modu#e"

• Appraisal system based on ?C' degree, captures A and

shos the /ap

• Appraisal is lin!ed to training module.

• %he system administrator can configure all captions,

*uestions and sections in Appraisals.

• >egends described are easily understandable in user)defined

colors. • 2or! 5lo of appraisal forms can also be achieved through

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emails.

Trainin* Modu#e"

Identifies needs of the various categories of employees.

%raining Galendar enables the user to !eep trac! of all the %raining programs, shoing a graphical representation.

2eb enabled %raining Module, hich is intuitive and easy to use.

6ption of self)nomination by an employee, training attendance,training feedbac! submission and analysis report.3clusive module on mployee Action Plan

Head untin*"

Maintains a data ban! of candidates.

Module captures all details from the candidate application,recruitment procedure, intervie status and final outcome.

Data ban! of all e3isting employees is also maintained. %he headhunting for a particular position can be done for e3ternal candidates

or the employees.

• Lea$e Mana*ement modu#e

• $ubmitting leave applications, vieing their status is

completely integrated to the e)mail agent.

• Gonfiguring security, rules, types of leave and holiday by

the Administrator.

• Import of data from electronic attendance time trac!er.

• Manager can vie the >eave re*uest egister here all the

mployee leave re*uest are shon.

• Detailed MI$ of mployee Attendance

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• -MS @ -no#ed*e Mana*ement S%stem

%he "haw!an &nowledge !anagement "ystem +&!" is a product that offers the solution to share and manageinformation of various streams. It helps the users to possessideas that can be used to ta!e effective action and henceachieve the company:s goals. In today:s competitive mar!et,here the rate of innovation is rising day)by)day, noledgeManagement $ystem becomes a need rather than <89t a'.ther

8t*,*t:.

-e% 'eatures o' Sha5Ma' =M

• Provides a very user friendly, eb based

mechanism to share company information andcommunication among employees spread acrossdifferent locations. 6rganisational noledge iseasily accessible throughout the organisation.

• Poerful $earch engine hich provides a

systematic process of finding, selecting,organi9ing, distilling and presenting informationand Advanced $earch capability

• )mail notifications to users on !noledge base

updates

• Provides rights based document)editing,

moderating and re1ecting.

• Detailed right based security shell.

• Provides a reporting mechanism to measure usage

and contributions.

• Gan support a large number of concurrent users

and a rapidly e3panding !noledge base.

• Management of eard $ystems.

• %he SaMan -no#ed*e Mana*ement Too# (-"M")

2ill enhance your operations fabulously.

All you need is )

ight Gonditions7 you need a culture of trust, openness,sharing and learning.



<":" 2RACESOFT SOFT8ARES

/race$oft is a full service application provider. asy solutions for

Property Management $oftare, 2eb)Based systems, documentmanagement, central reservation systems and custom development needs.

!ro&ert% Mana*ement S%stem 8eb@based

n1oy the uni*ue benefits of a eb)based system" no costly upgrades or hardare improvements re*uired remote and secure access fromanyhere and centrali9ed inventory and guest data management.

Hote# Mana*ement So'tare

asy Inn!eeping eb)based hotel management softare integrates A>>reservations in one central database N hich is located on a server computer 655 property. Gertainly asy Inn!eeping 4otel managementsoftare is the most central and critical data storage tool at any property./race $oft company provides eb)based softare in place of traditionaldes!top solutions.

Enter&rise So#utions

Applications for document management, report generation and onlinegraphing, collaboration tools and centrali9ed data management

/race$oft is a full service application provider for hotels, motels, resortsand Gampgrounds. asy solutions for 4otel eservation $oftare, 2eb)Based systems, document management, central reservation systems andcustom development needs.

asy Inn!eeping 4otel eservation $oftare and 4otel Management$oftare designed for hotels and motels, resorts and condos emphasi9ingease of use, speed, reliability, pricing, and integration of all aspects of

property management.

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<"0 ORACLE SOFT8ARE,

6racleSs comprehensive application and technology solutions helphospitality companies reduce costs and enterprise ris! by moderni9ingtheir operating platforms7 increase agility and operating efficiency bysimplifying their applications architecture7 increase customer loyaltythrough personali9ed customer service7 and enhance regulatorycompliance through automated controls.

• 6racle offers a comprehensive suite of solutions for GM, ranging

from a platform for contact centres, to sales, mar!eting, loyaltymanagement, and mar!eting analytics so that hospitalitycompanies can identify, manage, trac!, and provide differentiated

personali9ed service to customers at all customer touch points,including pre)travel, during travel, and post)travel.

• 6nly 6racle delivers a poerful solution for group sales and event

management that includes integrated functionality for capturinggroup sales opportunities, creating real)time *uotes, as ell as

planning and e3ecuting events.

• 6racle provides a comprehensive solution for managing bac!)

office processes ranging from financial management and humancapital management to procurement and enterprise assetmanagement.

• 6nly 6racle provides 6racle 5usion Middleare, a comprehensive

suite of technology solutions that offer the performance, scalability,and fle3ibility that hospitality companies re*uire for developingne3t)generation technology platforms for the hospitality industry.

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!RODUCT RE3IE8

• ORACLE FUSION HUMAN CA!ITAL MANA2EMENT,

Built from the ground up to help you do things your ay, !no your

people better, and or! as a team, 6racle 5usion 4GM re)thin!s the

business of 4 to provide value to every person in your organi9ation N

from 4 professionals to employees and managers. 6racle 5usion 4GM

connects all parts of your or!force, empoering you to inform, engage,

and collaborate in ays never before possible.

2hether you choose one module or the entire suite, 5usion 4GM is

designed to co)e3ist ith your current applications portfolio to deliver

innovation ithout disruption. 6racle 5usion 4GM puts you in the

driverSs seat ith the poer to deploy $aa$, hosted, or on premise )

bac!ed ith industry leading 6racle technology.

>earn more about 5usion 4uman Gapital Management by attending a live

demo or donloading a hite paper about 4GM applications in the cloud.

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• ASSET LIFECYCLE MANA2EMENT,

6rgani9ations are moving up the maintenance maturity curve[fromfragmented to demand driven, from reactive to predictive. %oday,

maintenance has to be more responsive to changing demands.%o improve reliability and utili9ation, operations are moving toardgreater planned maintenance ith emphasis on predictive and condition

based adaptive procedures. 6perations are no leveraging ne tools,applications and technologies for real)time collaboration.

• Improve Productivity[ith predictive and condition)based

maintenance programs and real)time e*uipment analytics

• Align the alue Ghain[ith demand driven spares, M6

materials and maintenance management, integrated ith financialsand coordinated ith operations scheduling

• nforce Gompliance[to better control ris!s, manage bac!log,

adhere to procedures ith closed loop inspections, and improveor!er safety

• ey integration to 6racle )Business $uite allo 6racleSs asset

lifecycle management to leverage critical information ithin humanresources, financials, manufacturing, procurement, and pro1ectsenabling the information)driven value chain.

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<"> E!ICOR

picor softare is designed for the specific needs of five !ey

industries" manufacturing4 distribution4 retail4 hospitality, and services. 2e

provide the comprehensive, industry)leading solutions and e3pertise your company needs to become more competitive and gro operational

efficiency.

picor is a strong, stable partner you can depend on both no and in the

future. 2e have nearly <' years of e3perience in delivering innovative,

aard)inning solutions to our customers.

picor for 4ospitality and ntertainment is comprised of the picor suite

of integrated business applications tailored to meet the re*uirements of this uni*ue industry.

At picor, e:ve helped many companies li!e yours successfully use our

hospitality softare to create a competitive advantage and meet your

business ob1ectives more efficiently.

picor for 4ospitality and ntertainment can provide the tools you need

to manage groth, refine operations, and increase profitability.6ur hospitality softare solutions are designed to bring the poer of

technology to hospitality and entertainment providers.

%a!e advantage of the opportunities offered by todaySs business

environment. picor for 4ospitality and ntertainment can integrate your

front office, bac! office and line)of)business systems to unloc! the poer

of technology for your business and your customers.

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6ptimum $olutions: mission is to help businesses pay and manage their

personnel by providing reliable and fairly priced state)of)the)art softare

for Payroll, 4uman esources, and %ime ; Attendance.

6ptimum provides companies ith dedicated, !noledgeable, and ethicale3perts ho respond *uic!ly, accurately and efficiently to any need. %hese

*ualities ma!e 6ptimum $olutions shine as a true industry leader in the

Payroll, 4, and %ime ; Attendance softare field.

!RODUCT O3ER3IE8,

• !AYROLL !ROCESSIN2

%he 6ptimum Payroll Processing system is full of options and automated

features to streamline the payroll process. 6ur payroll processing system

can greatly reduce the amount of time it ta!es your payroll department to

process each payroll in house.

As part of the comprehensive Payroll $oftare, 6ptimum:s payroll

processing softare provides your company"

• Multiple payroll processing ithout conflict by pay cycle

• Pay by e3ception processing

• Multiple chec!s if needed for an employee in a single payroll

process

• 6ption of a one)time override on deductions, direct deposit,

andKor ta3es

• Unlimited direct deposit accounts

• estart option for anyKall steps during payroll process

• O!TIMUM TIME ATTENDANCE SOFT8ARE

6ptimum %ime ; Attendance is an advanced clientKserver time)trac!ing

solution that increases productivity, trac!s employee attendance moreaccurately, and allos companies to effectively manage their or!force.

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All softare solutions can @stand)alone= or or! in tight integration itheach softare application.

%he business rule based options provided by the system are imperative

hen dealing ith numerous employees and multiple schedules. Businessrules such as, employee schedules, grace periods and over time rules can be defined at the company, organi9ation, andKor employee level.

• G6$% $AI0/$ GA>GU>A%6 • P6%$

• G>6GI0/ 6P%I60$

• 5A%U$

O!TIMUM TIME ATTENDANCE FEATURES

6ptimum %ime ; Attendance includes time trac!ing features that allo

accurate employee attendance records, increased productivity, and

effective or!force management. %he business rule based options

provided by the system are imperative hen dealing ith numerousemployees and multiple schedules. Business rules such as, employee

schedules, grace periods and overtime rules can be defined at the

company, organi9ation, andKor employee level.

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Chapter >

COM$ANY?S OVERVIEW

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"/ THE HOTEL O+EROI4 NARIMAN !OINT

THE O+EROI 2ROU!

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%he 6beroi /roup, founded in (?<, operates &F hotels and three cruisers

in five countries under the lu3ury 6beroi: and five)star %rident: brands.

%he /roup is also engaged in flight catering, airport restaurants, travel andtour services, car rentals, pro1ect management and corporate air charters.

6beroi 4otels ; esorts is synonymous the orld over ith providing the

right blend of service, lu3ury and *uiet efficiency. Internationally

acclaimed for all)round e3cellence and unparalleled levels of service,

6beroi hotels and resorts have received innumerable aards and

accolades.

A distinctive feature of %he /roup:s hotels is their highly motivated andell trained staffs that provide e3ceptionally attentive, personalised and

arm service. %he /roup:s ne lu3ury hotels have established a

reputation for redefining the paradigm of lu3ury and e3cellence in service

amongst leisure hotels around the orld.

%rident hotels are five)star hotels that have established a reputation for

e3cellence and are ac!noledged for offering *uality and value. %hese

hotels combine state of the art facilities ith dependable service in acaring environment, presenting the ideal choice for business and leisure

travellers. At present there are nine %rident hotels in India.

%hese are located in Mumbai at Bandra urla and 0ariman Point,

/urgaon +Delhi 0ational Gapital egion-, Ghennai, Bhubaneshar,

Gochin, Agra, Laipur and Udaipur. %he 6beroi /roup also operates a

%rident hotel in the $audi Arabian city of Leddah.

%he last decade has itnessed the debut of ne lu3ury 6beroi leisure

hotels in India and abroad. In India, these hotels include %he 6beroi

a1vilas, Laipur7 %he 6beroi Amarvilas, Agra7 2ildfloer 4all, $himla in

the 4imalayas7 %he 6beroi anyavilas, anthambhore7 %he 6beroi Gecil,$himla and %he 6beroi Udaivilas, Udaipur. 6verseas, the ne hotels

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include %he 6beroi, >ombo! in Indonesia, %he 6beroi, Mauritius and %he

6beroi, $ahl 4asheesh in gypt. %he 6beroi Tahra, >u3ury 0ile Gruiser,

gypt as launched in &''E.

%he /roup:s commitment to e3cellence, attention to detail and

personalised service has ensured a loyal list of guests and accolades in the

orldide hospitality industry.

ecognising the importance of *uality training in hospitality management,

%he 6beroi /roup established %he 6beroi Gentre of >earning and

Development in 0e Delhi in (CC. %oday, this institution is considered

amongst the best in Asia ith appro3imately ('' students graduating eachyear.

%he 6beroi /roup is committed to employing the best environmental and

ecological practices in technology, e*uipment and operational processes.

%he /roup also supports philanthropic activities that range from education

to assistance for the mentally and physically challenged. %he /roup is

also a !een contributor to the conservation of nature and of cultural

heritage.

THE O+EROI 2ROU! DHARMA

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2e, as members of %he 6beroi /roup are committed to display throughour behaviour and actions the folloing conduct, hich applies to allaspects of our business"

•

Gonduct hich is of the highest ethical standards ) intellectual,financial and moral and reflects the highest levels of courtesy and

consideration for others.

• Gonduct hich builds and maintains teamor!, ith mutual trust as

the basis of all or!ing relationships.

• Gonduct hich puts the customer first, the Gompany second and the

self last.

• Gonduct, hich e3emplifies care for the customer throughanticipation of need, attention to detail, e3cellence, aesthetics and

style and respect for privacy, along ith armth and concern.

• Gonduct hich demonstrates a to)ay communication, accepting

constructive debate and dissent hilst acting fearlessly ith

conviction.

• Gonduct hich demonstrates that people are our !ey asset, through

respect for every employee, and leading from the front regarding

performance achievements as ell as individual development.

• Gonduct hich at all times safeguards the safety, security, health

and environment of our customers, employees and the assets of the

Gompany.

• Gonduct hich esches the short)term *uic! fi3 for the long)term

establishment of a healthy precedent.

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THE O+EROI 2ROU!@ MISSION

Our 2uests

2e are committed to meeting and e3ceeding the e3pectations of our

guests through our unremitting dedication to every aspect of service.

Our !eo&#e

2e are committed to the groth, development and elfare of our people

upon hom e rely to ma!e this happen.

Our Distin1ti$eness

%ogether, e shall continue the 6beroi tradition of pioneering in the

hospitality industry, striving for unsurpassed e3cellence in high)potential

locations all the ay from the Middle ast to Asia)Pacific.

Our Sareo#ders

As a result, e ill create e3traordinary value for our sta!eholders.

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THE O+EROI 2ROU!@ 3ISION

• 2e see an organisation hich aims at leadership in the hospitality

industry by understanding its guests, and designing and delivering

products and services hich enable it to e3ceed their e3pectations. 2e

ill alays demonstrate care for our customers through anticipation of

their needs, attention to detail, distinctive e3cellence, armth and

concern.

• 2e see a lean, responsive organisation here decision ma!ing is

encouraged at each level and hich accepts change. An organisation

that is committed and responsive to its guests and other sta!eholders.

• 2e see a multi)s!illed or!force, hich consists of team players ho

have pride of onership in translating the organisation:s vision into

reality.

• 2e see an organisation here people are nurtured through continuous

learning and s!ill improvement, and are respected, heard and

encouraged to do their best. 6beroi is recognised as best practice for

training and developing its people.

• 2e see a more multinational or!force hich has been e3posed to

different cultures, problems and situations and can use its e3periences

to enrich the local employees hether in India or overseas.

• 2e see the orld dotted ith hotels of %he 6beroi /roup, in strategic

commercial and resort locations.

•

2e see user)friendly technology enhancing value for our customersand helping our personnel by ma!ing information more accessible.

• 2e see an organisation hich is conscious of its role in the community,

supporting social needs and ensuring employment from ithin the

local community.

• 2e see an organisation hich is committed to the environment, using

natural products and recycling items, thus ensuring proper use of the

diminishing natural resources.

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FI2URE "/"5 HUMAN RESOURCE HIERARCHY IN HOTEL

O+EROI

4 DIG%6

$G%AY

4 MA0A/ %AI0I0/ MA0A/

$G%AY

A$$%. 4 MA0A/ I0%0A> G6MMU0IGA%I60 A$$I$%A0%

$UPI$6 $UPI$6

+GUI%M0%- +%IM 655IG-

4 A$$I$%A0% 4 A$$I$%A0% 4 A$$I$%A0% 4 A$$I$%A0%

SOURCE, INDUSTRY SOURCE

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"/": Te Human Resour1e in Hote# Oberoi4 Nariman !oint

%he 4 department in hotel 6beroi consists of the recruitment and

selection, training and development and the time office.

%he functions of the three departments are as follos"

/" RECRUITMENT AND SELECTION DE!ARTMENT

ecruitment is the process of identifying that the

organisation needs to employ someone up to the point at hich

application forms for the post have arrived at the organisation. $election

then consists of the processes involved in choosing from applicants a

suitable candidate to fill a post. %raining consists of a range of processesinvolved in ma!ing sure that 1ob holders have the right s!ills, !noledge

and attitudes re*uired to help the organisation to achieve its

ob1ectives. ecruiting individuals to fill particular posts ithin a business

can be done either internally by recruitment ithin the firm, or e3ternally

by recruiting people from outside

%he hotel approaches the recruitment consultancies, ta!es campus

intervies, internal transfers etc at the time of vacancy in departments.

RECRUITMENT AND SELECTION !ROCESS FOLLO8ED IN TRIDENT

HOTEL,

/" nrollment form5" eferral forms:" 4 intervie0" 46D intervie

>" %rade test +if candidate has come for !itchen intervie-;" $ecretary test conducted for secretarial positions?" /M round<" Medical test" Pre)1oining formalities/."eference chec! //"Police verification/5"6ffer letter /:"Induction

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(. nrollment forms" %he candidates need to fill the enrollment form at the time of

intervie. %he information to be filled is their names, contact

number, consultancies through hich they had come, area of

interest, references if any.%his helps the 4 department to !eep a chec! on number of

candidates visited for the intervie. Also if the candidate has come

through any consultancy, 4 department can ma!e the settlement

of their invoices.

&. eferral forms" %he candidates hen come for intervie need to give details

of their friends or family members ho are interested in or!ingith the property, ith their *ualifications and age.If the reference suits the organi9ations profile, they can be called for

intervie as ell.

?. 4 intervie" 5irstly, the candidate needs to go through the 4 intervie.

In this round of intervie the 4 department chec!s the

communication s!ills7 general aareness of the candidate, the 4

department also needs to chec! hether the candidates profile issuitable so that they can send the candidate to ne3t round.

<. 46D intervie" 6nce the 4 approves and clears the candidate for ne3t

round, the candidate needs to attend the 4ead of the Department

+46D- intervie. %he 46D is generally the managers of that

particular department. In this intervie the candidates are tested on

their technical s!ills in their particular area of interest.

8. %rade test" %his test in given by the candidates ho had come for !itchenK

ba!ery intervie.

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Gandidate need to coo! some dishes ordered by the chef. %his is to

test hether the candidate is practically s!illed in hisKher

department.

C. $ecretary test" If the candidate has come for secretarial position, they need

to give this test.%he test includes PoerPoint presentation, ord e3cel, letter

riting etc. also the typing speed is chec!ed in this test.

E. /M round"

6nce the candidate clears all the above rounds of intervies,heK she need to clear /eneral Manager round as ell. %he general

manager round includes the overall personality of candidate,

hisKher dedication toards the property etc.

F. Medical test" %o or! in any property, the company should verify hether the

candidate is fit to do any !ind of or!. %he candidate should give

the medical tests li!e diabetes, 4I, asthma, blood test etc. thisgives the organi9ation the satisfaction that the candidate is fit

physically and mentally to or! in their organi9ation.

. Pre) 1oining formalities" 6nce the employee clears the medical test he can be given an

offer letter, but for that he needs to settle some pre 1oining

formalities of the organi9ation. %here are various forms in the set,

namely declaration, punch cum identity form, here I m, provident

fund, $IG, anne3ure, payment of gratuity form.

('. eference chec!" If the employee has or!ed in any organi9ation before, the

hotel has to call to his previous or!ing organi9ation to verify the

employee doesn:t have any police cases and bac!logs. %he

employee should have a clear bac!ground.

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((. Police verification" %he hotel has to chec! the employee:s bac!ground fromhisKher nearest police station, hether any case is not filed on thename of the employee.

(&. 6ffer letter" 6nce the hotel has chec!ed the employee:s bac!ground, andhas found that the employee is cleared from each step of recruitment and selection, the 4 department gives the employeethe offer letter stating that heKshe is being selected.

(?. Induction" %he employees has to go under training for one ee! here he

is being e3plained about the hotel, li!e the hotels founder, history of the hotel, hotel chains etc. Also the employee is ta!en on round tovie the entire hotel departments. arious training is also given li!e@fire fighting=, @medical corps= etc.

6nce the induction ee! is over the employee has to report tohisKher respective department for regular or!.

TRAININ2 DE!ARTMENT,

After the offer letter step, the employee has to sit for induction of one

ee!. In induction, the employee is given the training. In those seven

days, the employee is given the complete information about the hotel li!e

the founder of the hotel, history of the hotel, hotel chains all over the

orld.

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Also various training is given about handling the situation hen the fire

ta!es place. %his training is !non as @fire fighting=. Also the medical

training is given !non as @medical coprs=.

%he employee is ta!en on round of the hotel here heKshe is beingintroduced ith every department of the hotel to ma!e him familiar to the

property he is going to or! ith.

Also the training department conducts various sessions of their old

employees li!e @>adies day 6ut=, @yoga= etc.

TIME OFFICE DE!ARTMENT,

%his department loo!s after the attendance of the

employee, their ee! offs etc. hen the employee nely 1oins the

department, the training office has to ta!e them for their finger prints, so

that the employee hen 1oins the duty has to give the finger prints for the

I0 and 6U% timing to be registered in time office.

Also the time office has to ma!e the entries of the employeescompensatory off, ee!ly off, double duty off etc. after such updates, the

time office sends the data to the finance department for releasing salary

slips of employees.

%he time office also !eeps the original loc!er !eys of employees ith

them.

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"5 THE TA= MAHAL !ALACE4 MUM+AI

COM!ANY INTRODUCTION

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%he Indian 4otels Gompany >imited +I4G>- and its subsidiaries are

collectively !non as %a1 4otels esorts and Palaces and is recognised as

one of AsiaSs largest and finest hotel company.

Incorporated by the founder of the %ata /roup, Mr. Lamset1i 0. %ata, the

company opened its first property, %he %a1 Mahal Palace 4otel, Bombay

in ('?.

%he %a1, a symbol of Indian hospitality, completed its centenary year in

&''?.

%a1 4otels esorts and Palaces comprises ? hotels in 88 locations across

India ith an additional (C international hotels in the Maldives, Malaysia,

Australia, U, U$A, Bhutan, $ri >an!a, Africa and the Middle ast.

$panning the length and breadth of the country, gracing important

industrial tons and cities, beaches, hill stations, historical and pilgrim

centres and ildlife destinations, each %a1 hotel offers the lu3ury of

service, the apogee of Indian hospitality, vantage locations, modern

amenities and business facilities.

Mission"

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Name Desi*nation

Ratan N Tata Ghairman K Ghair Person

Ra%mond N +i1Gson Managing Director

Abiit MuGeri 3ecutive Director Dee&aG !areG Director

Sa&oor Mistr% Director

Arna$aJ A*aDirector

Name

Desi*nation

R - -risna -umar ice Ghairman

Ani# ! 2oe# 3ecutive Director

- + Dadiset Director

=a*dis Ca&oor Director

Nadir 2odre Director

Meemos S -a&adia 3ecutive Director

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": HOTEL HYATT RE2ENCY4 MUM+AI

AB6U% 4YA%%

2e are a global hospitality company ith idely recogni9ed, industry

leading brands and a tradition of innovation developed over our more than

fifty)year history. 6ur mission is to provide authentic hospitality by

ma!ing a difference in the lives of the people e touch every day. 2e

focus on this mission in pursuit of our goal of becoming the most

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preferred brand in each segment that e serve for our associates, guests,

and oners. 2e support our mission and goal by adhering to a set of core

values that characteri9es our culture.

2e manage, franchise, on and develop 4yatt branded hotels, resorts andresidential and vacation onership properties around the orld. As of

$eptember ?', &'((, the GompanySs orldide portfolio consisted of <EF

properties.

MISSION,6ur mission is to provide authentic hospitality by ma!ing a

difference in the lives of the people e touch every day.

":"/ +OARD OF DIRECTORS

Tomas =" !ritJGer

Ee1uti$e Cairman o' te +oard o' Dire1tors

MarG S" Ho&#amaJian

!resident4 Cie' Ee1uti$e O''i1er and Dire1tor

of 154

http://investors.hyatt.com/phoenix.zhtml?c=228969&p=irol-govBio&ID=193666








+ernard 8" Aronson

Ri1ard A" Friedman

Susan D" -roni1G

Ma1Ge% =" M1Dona#d

2re*or% +" !enner

!enn% !ritJGer

Mi1ae# A" Ro11a

+%ron D" Trott

Ri1ard C" Tutt#e

=ames H" 8ooten4 =r"

of 154
































":"5 HIERARCHY IN HOTEL HYATT RE2ENCY

4 DIG%6

4 MA0A/ %AI0I0/ MA0A/

$UPI$6

A$$%. 4 MA0A/

4 GU%I 4 GU%I

$UPI$6 $UPI$6

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4 GU%I 4 GU%I 4 GU%I 4 GU%I

SOURCE, INDUSTRY SOURCE

":": H%atts Human Resour1e Strate*%, Fo1us 5...

(ARTICLE)

4yatt has an ambitious plan to find, train, and !eep *uality employeesduring the ne3t (' years ) 5ocus &'''. ecruitment, training, recognition,retention,communications, volunteerism and community involvement areimportant co mp o n e n t s o f t h e p l an .

6 n e p r i o r i t y o f f o c u s & ' ' ' i s ! e e p i n g t a b s o fm a n a g e m e n t a n d l i n e e m p l o y e e s .

% h e 4 y a t t M a n a g e m e n t Ma n p o e r Inventory is a program to!eep trac! of the locations, performance and age scales of more thanF''' management)level employees in the company. %he i n f o r m a t i o n , h i c h i s c o m p i l e d o n c o m p u t e r a t e a c h h o t e l a n d s e n t

t o corporate offices, includes the employees: levels of interest in promotion, geographic preferences and the avai labili ty of other employees to fill their slots if they are promoted.

6ne another program provides more statistical indicators of a property:s success and helps the corporate and regional staffs identify potential personnel problem areas. %he strongest component of the focus &''' program is employee communications.

%he chain has alays had c le ar, me an ing ful t o) a y li ne s of co mmun icat i on . Mo rg an, co rp o ra t e director of employeerelations, discusses 4yatt:s commitment to employeecommunications. @2e try to share ith employees as muchinformation as possible about the company and ho it:s performing.

6ur approach is alays to be honest and in still in them a sense of onership in the company. %hen if t h e co mp a n y o r ani n d i v i d u a l h o t e l h a s a

p r o b l e m , s a l e s a r e d o n , f o r e3ample, e can openly

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discuss the impact of the situation and hat e can do together tosolve it.=

Chapter 1@

ANALYSIS OF DATA AND

INTER$RETATION

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esponse to *uestion (,

In hich $ector the company operates\

a- $ervice b- Production c- other +$PGI5Y-

I0%P%A%I60"

As the research is based on 4I$ in hotel industry, the sector selected is

(''W service sector.

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esponse to *uestion &,

Do you use 4I$ in your organi9ation\

a- Yes b- 0o

I0%P%A%I60"

E?W stated that they use the 4I$ in their company.

2hile the remaining &EW doesn:t use the 4uman esource Information

$ystem

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I0%P%A%I60"

A C'W employee still uses the softare.

2hile the remaining <'W are still or!ing on the M$)3cel.

In response to *uestion <,

Do you thin! M$ e3cel files are much better to handle than the softare\

a- Yes b- 0o

I0%P%A%I60"

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About EW employees still thin! that M$ 3cel is better than the 4I$

softare. 2hile the remaining ?W feel 4I$ softare are good source to

or! ith.

In response to *uestion 8,

2hich $oftare +4I$- do you use in your company\

a- $AP b- 6AG> c- P6P> $65% d- Ms 3cel

e- 6thers. Mention, if any ##############

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I0%P%A%I60"

F W employees use the oracle softare, (CW uses the People$oft

softare, <'W uses the M$ 3cel and remaining &'W uses other softare.

In response to *uestion C,

2hen as the softare installed in the company\

a- 0ot aare b- >ess than(year c- ()&years d- &)?years

e- More than ?years

I0%P%A%I60"

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FW employees are not aare about hen the softare is installed in their

company, ??W says that the softare is installed &)? years bac!, and 8W

employees says that the softare as installed more than ? years.

In response to *uestion E,

Did the organi9ation provide any sort of assistanceKtraining to you\

a- Yes b- 0o

I0%P%A%I60"

<' W stated that the training as provided to them hile the remaining

C'W as not provided the training.

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In response to *uestion F,

If training is not provided at present, do you e3pect the management to

provide ade*uate training about 4I$

a- Yes b- 0o

I0%P%A%I60"

%his is calculated on the number of employees ho said 06 the training

is not provided.CEW employees says that the organi9ation should provide ade*uate

training about 4I$ and ??W feels that there is no re*uirement of such

trainings.

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In response to *uestion ,

If yes, then hich type of assistanceKtraining as provided\ #########

a- Glassroom %raining b- 6nline %raining c- 6n) the)Lob %raining

d- 6ff) the) Lob %raining e- 6thers. Mention if any ############

I0%P%A%I60"

%his is calculated on the number of employees ho said Y$ the trainingis provided them about 4I$.(''W employees said that the training provided to them as 6n the Lob

training.

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In response to *uestion (',

If training is provided, are you satisfied ith the folloing\

(HS] 4ighly $atisfied, S] $atisfied, N] 0eutral,DS] Dissatisfied, HDS] 4ighly Dissatisfied-

FEATURES 4$ $ 0 D$ 4D$

Period 6f %raining

%raining Depth

%raining Methods

Juality of %raining

$!ills of %rainers

Period of training

I0%P%A%I60"

(EW employees ere neutral about the satisfaction on period of training,??W ere highly satisfied and remaining 8'W ere satisfied on the period

of training given to them.

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%raining depth

I0%P%A%I60"

(EW employees ere highly satisfied ith the depth of training provided

to them and F?W ere satisfied ith training depth.

%raining method"

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I0%P%A%I60"

*ual numbers of employees ere highly satisfied and satisfied ith the

method used in training.

Juality of training"

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I0%P%A%I60"

(''W employees ere highly satisfied ith the *uality of training given

to them.

$!ills of trainers"

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c- As some conversation as done through mails the *uestionnaire as

not completely filled hich affected the analysis.

d- espondents ere reluctant to disclose complete and correct

information. Because of a small period of time only small sample had

to be considered hich doesn:t actually reflect and accurate and intact

picture.

FINDIN2S,

(. Almost C'W employees are belo ?8 years of their age, and rest

<'W are beteen ?8 )8'. %his shos that the hotel industry boasts

youth.

&. C'W of employees use the softare and <'W uses is M$ 3cel,

shos that the organi9ation has not completely introduced 4$I to

the employees.

3. F W employees use the oracle softare, (CW uses the People$oft

softare, <'W uses the M$ 3cel and remaining &'W uses other softare. In hotel industry the popular softare are People$oft,

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6n the contrary, ma1ority of hotels that are members of hotel

holding already have implemented 4I$ as part of their

information system, hile others consider it as a necessity in near

future.

%he main reasons pro are as folloing" business process is

facilitated, 4M activities are more accurate, re*uired evidence are

simpler and business efficiency is more reliable.

5inally, 4I$ contributes to each business sub1ects, particularly to

service industry due to better *uality of 4M activities.

5urthermore, the hole tourism demand and hotel competitiveness

as ell can be indirectly influenced by ade*uate implementation of

4I$.

%he other softare used in 4otel 6beroi are PI$M, $%A and

$4A2MA0.

!RISM is Mercer:s comprehensive compensation management and

analysis solution. PI$M allos you to evaluate data, plan

strategies, and e3ecute programs ith complete assurance.

Gombining compensation)specific tools ith poerful analytics,

you ill confidently implement programs aligned ith your business ob1ectives.

%oday:s organi9ations struggle ith the ever)changing re*uirements

of their compensation function. Gompensation teams are under

pressure to reduce costs, maintain a competitive mar!et position,

and have the right programs to retain high)potential employees and

attract bright, ne talent.

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/ain a competitive advantage ith aard inning compensation

strategies. PI$M is the best solution.

SAMPLE

Chapter 11

SU!!ESTION AND RECOMMENDATION

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As 4I$ becomes an increasingly vital component of $4M tas!s

performance, researchers must e3pand their efforts to understand theopportunities and threats that it fosters. 4uman resource information

systems may be a !ey enabler alloing 4 F& professionals to balance

successfully the competing roles of administrative e3pert, employee

champion, change agent, and strategic partner +Ulrich, (F-.

%here is also a ris! that large investments in 4I$ ill not improve 4

professionals: satisfaction or render the $4M tas!s performance a moreefficient cost centre.

%his may be out groth of lo technology)acceptance among intended

users, inappropriate technology choices, or other factors. Until more is

!non, investments in these innovations should proceed ith caution.

Also there are various softare companies hich are especially ma!ing

softares for hospitality industry, hich should be adopted by the hotel

industry.

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%he folloing companies are the one hose softares are being used by

hotel industry on large scale"

a) Humani1 Desi*n

4umanic Design has been delivering superior results in 4I$

K4M$ and payroll softare solutions for more than &8 years. %he

company offers comprehensive and cost)effective human resource

softare solutions supported by people ith decades of e3perience in the

4 field.

4umanic Design solutions can be installed locally or as $oftare)as)a)$ervice +$aa$-. As organi9ations loo! for ays to consolidate, $AA$ is aviable option that can decrease or eliminate clientKserver softareinstallation and maintenance.

4umanic:s 4I$ K4M$ and Payroll softare solutions provide productivity savings and allo 4 departments to focus time on strategic

talent management initiatives.

SOFT8ARES,

• Domesti1 !a%ro##

4umanic:s payroll processing softare streamlines payroll processeshile providing real)time access to accurate and up)to)dateinformation. 4umanic Payroll, designed by payroll professionals,

provides fle3ibility and control over payroll management processes.

4umanic:s Payroll application is fully integrated ithin a single database.5or e3ample, 4umanic can produce end)user vies of paychec!s directlyfrom 4umanic mployee $elf)$ervice.

4umanic Payroll ma!es filing ta3es electronic and sends electronic filesto ta3ing authorities. %he 4umanic Payroll system is fre*uently used ith

payroll outsourcers for companies that prefer to outsource activities suchas chec! printing, direct deposit processing, garnishment processing, 2&

printing and ta3 filing.

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4umanic assures the option to run payroll in)house or pic! the processesto outsource. %he control of payroll cycles assures Payroll departmentsare happy hile reducing administrative costs.

• Humani1 Time and Attendan1e, HRMS !a%ro## Inte*ration

6ur %ime and Attendance solution is fully integrated ith 4umanic

4M$ and 4umanic Payroll. All share a single, integrated database. As

ith all of 4umanic, it is available on demand.

%he 4umanic %ime and Attendance solution streamlines time reporting

and approval processes and feeds your 4umanic Payroll system directly.

It greatly reduces or eliminates the paperor! associated ith time

trac!ing.

%ime and Attendance is an optional module. It as designed to be simple

in terms of user e3perience but poerful as an integrated business tool.

Enab#es em&#o%ees to,

• e*uest time off and chec! status of approval.

• 0ote any upcoming or! schedule changes.

• 0ote others ith approved scheduled time off.

• asily report e3ception time or!ed by annotating scheduled time

from virtually anyhere, at anytime using only an Internet

connection and a 2eb broser.

• Use a traditional electronic timecard or a punch)in)and)out

approach.

Enab#es mana*ers to,

• Assign employees to standard or! schedules.

• Assign e3ception override schedules for employees.

of 154

http://www.humanic.com/products/hrms.html


http://www.humanic.com/products/payroll.html



http://www.humanic.com/products/payroll.html



• Monitor actual time and attendance and absenteeism to scheduled

or! hours.

• Approve or re1ect re*uested time off.

• Approve or re1ect pay sheets for each pay period and ad1ust if

authori9ed.

b) Sa*e So'tare India !ri$ate Limited

$age $oftare India +P- >td is a subsidiary of %he $age /roup plc, a

leading international supplier of business management softare solutions

and related products and services for small to mid)si9ed businesses. $age

$oftare has over (''' customers in India for its GM, P, and Payroll

products across industries li!e, %rading and Distribution, Manufacturing,

$ervices, I%KI%$, 5inancial $ervices, Media, %ravel ; 4ospitality and

ngineering $ervices ; Pro1ects.

$age Poc!et Payroll

In most large and medium organi9ations payroll is an essential monthly

activity, hich is fairly routine in nature.

Depending on the si9e and nature of the organi9ation, this activity can be

fraught ith comple3ities related to calculations, deductions and statutory

regulations.

$age Poc!et is complete payroll softare that not only offers

organi9ations value for their money but is also universally applicableirrespective of industry vertical, unli!e most other payroll applications.

SOFT8ARE

• Sa*e !o1Get Standard

A single user and single company application. $age Poc!et

$tandard supports up to /.. em&#o%ees. It comprises of 5

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modu#es namely Payroll and Income %a3 ith Payroll being the

core module at the heart of the application.

• Sa*e !o1Get !ro'essiona#

An easy)to)use payroll solution designed as a single user single

company application" up to :.. em&#o%ees. %he solution is

configurable and allos the user to set statutory regulations,calculate income ta3, trac! reimbursements and generate pay slip.

mployee master details can be maintained ith the option to

upload all the necessary documents.

• Sa*e !o1Get !remium

Advanced version of $age Poc!et Professional, the application has

been designed to meet the needs of companies re*uiring greater payroll processing capabilities. Multi)user, Multi)company

application. $age Poc!et Premium allos the administrator to set

user access rights and maintain complete audit trail. %he solution

can be integrated ith the online modules.

• Sa*e !o1Get@ On#ine Modu#es

A set of modules available online that enables employees to have anonline access to information relating to 4, leaves, and claims.

Modules include"

Personnel Information Portal, 6nline >eave %rac!ing $ystem,

6nline Glaims Management

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1) HRease

HR@ease is a 2eb based 4, Benefits, and Management solution that

enables Gompanies to better manage 4uman esources and Benefits. 6ur

products enable employers and employees to access 4uman esource and

Benefits information via the Internet. %he mployee $elf $ervice product

allos employees and manager:s fle3ibility to enroll online, vie,updates, and modifies data anyhere ) anytime. Managers can generate

real time reports ith a clic! of a mouse.

HR@ease is simple and user)friendly. 0o special training is needed. %heaverage enrolment ta!es less than 8 minutesZ

HR@ease saves you the time and money by streamlining the entire

Benefits nrolment Process and mployee Data management.

HR@ease products are configured to meet your uni*ue re*uirements. achclient receives a customi9ed eb alias, their on loo! and feel, and logo.Additionally, almost every single page in the ebsite allos for customte3t. mployees ill feel li!e they are visiting the company intranet, notthird)party softare.

HR@ease implementations are e3peditious and thorough. 6ur staffsinclude a Gertified Pro1ect Manager. Detailed Business e*uirements arecollected, documented, and implemented.

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•

!AYROLL SOFT8ARES

E#e1troni1 !a% Ad$i1e

mployees and managers can vie their current and historic informationsuch as gross pay, hourly rate, year to date earnings, ta3 ithholdings, andother deductions.

Dire1t De&osit

mployees ill be able to vie and independently modify ban! accounttransit number information and direct deposit allocation online as often asdesired.

Time Seets

mployees can enter hours or!ed into an online time sheet, and thenhave it routed to their appropriate manager for approval.

Lea$e Reuests

e*uests for vacation, maternity and other leave can be input online,forarded to the appropriate manager, and the employee can monitor thestatus of these re*uests.

Time o'' +a#an1e

mployees and managers can access and verify available vacation, sic! personal and other time)off balances.

of 154



Chapter 12

CONCLUSION

CONCLUSION,

5or the human resources function, 4I$ has the potential to affect both

efficiency and effectiveness. fficiency can be affected by reducing cycle

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times for processing paperor!, increasing data accuracy, and reducing

human resource staff. ffectiveness can be affected by improving the

capabilities of both managers and employees to ma!e better, timelier

decisions.

4I$ also provides the 4 function the opportunity to create ne

avenues for contributing to organi9ational effectiveness through such

means as !noledge management and the creation of intellectual and

social capital +>engnic!)4all and Morit9, &''?-.

4I$ users pointed out high degrees of satisfaction ith activities

supported by 4I$ hich emphasi9es the high relevance of 4I$ in business, particularly in service industry.

4otels that are not members of a hotel holding partially hesitate about

implementation of 4I$, considering it not important due to their hotel

si9e. 6n the contrary, ma1ority of hotels that are members of hotel holding

already have implemented 4I$ as part of their information system, hile

others consider it as a necessity in near future.

%he main reasons pro are as folloing" business process is facilitated,

4M activities are more accurate, re*uired evidence are simpler and

business efficiency is more reliable.

5inally, 4I$ contributes to each business sub1ects, particularly to service

industry due to better *uality of 4M activities. 5urthermore, the hole

tourism demand and hotel competitiveness as ell can be indirectly

influenced by ade*uate implementation of 4I$.

of 154



REFERENCE SECTION

+I+LIO2RA!HY

+OO-S,

• /oldsmith, Alistair and Mic!son, Dennis. 4uman esource

Management for 4ospitality $ervices. International %homson

Business Press, (E.

• Mil!ovich, /eorge and Boudreau, Lohn. 4uman esource

Management. Irin Mc/ra)4ill, (E.

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• Lerris, >inda. 4uman esource Management for 4ospitality.

Pearson ducation, (.

• International Lournal of Business and Management ol. 8, 0o. ('7

6ctober &'(' )ublished by $anadian $entre of "cience and ducation ((8

• Ball, . $. +&''(-. %he use of human resource information systems"

A survey. Personnel evie.

• avanagh, M. L., /ueutal, 4., ; %annenbaum, $. +('-. 4uman

resource information systems" Development and application.Boston" P2$ ent Publishing Gompany.

• nshur, ., 0ielson, %., ; /rant)allone, . +&''&-. %ales from the

hiring line" ffects of the Internet technology on 4 processes.

6rgani9ational Dynamics.

• 4endric!son, A. . +&''?-. 4uman resource information systems"Bac!bone technology of contemporary human resources. Lournal of

>abor esearch.

8E+LIO2RA!HY,

•

tt&,KK"&eo&#eso't"1omK1or&KenK&rodu1ts

• tt&,KKin$estors"%att"1omK&oeni"Jtm#155<;&iro#@

*o$board

• imer1er"1omKso'tare

• tt&KK"e&i1or"1om

• "*ra1eso't"1omK

of 154

http://www.peoplesoft.com/corp/en/products

http://investors.hyatt.com/phoenix.zhtml?c=228969&p=irol-govboard


http://www.gracesoft.com/

http://www.peoplesoft.com/corp/en/products



http://www.gracesoft.com/



a. Under)graduate b. /raduate c. Post)graduate d. Professional

E&erien1e in HR

a. >ess than 8 years b. C to (' years c. (( to (8 years

d. (C to &' years e. More than &' years.

Mont#% In1ome (in Rs")

a. >ess than ('''' b. ('''')&''''c. &'''' ) ?''''

d. ?'''' ) 8''''e. More than 8''''

(. In hich $ector the company operates\

a- $ervice b- Production c- other +$PGI5Y-

&. Do you use 4I$ in your organi9ation\

a- Yes b- no

?. 2hat type of tool you use as 4I$\

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e- 6thers. Mention if any

('. If training is provided, are you satisfied ith the folloing\

(HS] 4ighly $atisfied, S] $atisfied, N] 0eutral,DS] Dissatisfied, HDS] 4ighly Dissatisfied-

FEATURES 4$ $ 0 D$ 4D$

Period 6f %raining

%raining Depth

%raining Methods

Juality of %raining

$!ills of %rainers

((. In a scale of ( to (', ho ill you rate the 4I$ that is used in your

organi9ation\ ###############

(&.2hat are the challenges in shifting from a manual process to anautomated process\

Please mention here, ####################################################### ####################################################### ####################################################### #######################################################

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13./ive your opinion about the e3isting 4I$ and provide suggestionsfor future improvements +if any-

###########################################################

###########################################################

###########################################################

###########################################################

THANK YOU FOR YOUR TIME IN FILLING THIS QUESTIONNAIRE AND

HELPING ME ITH YOUR !ALUA"LE INPUTS.

finallllllllllllllllllllllll-120312095720-phpapp01

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