Organizational Study and Employee Training Effectiveness at Le Meridien Bangalore

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AN ORGANIZATION STUDY at Le Meridien, Bangalore & A Study in Job Satisfaction among the employees of Le Meridien, Bangalore
KUMAR DAVID Enrollment no. A3923009025 An Internship Report Under the guidance of Senior lecturer Mrs. Divya Goel In the partial fulfillment of the requirements for the award of the degree of BBA+MBA [dual degree] - 2009-2014
ACKNOWLEDGEMENT
I thank the GOD ALMIGHTY for his abundant grace during this summer internship. I would like to extend my heart full thanks to our honorable HOD Mrs. Alka Munjal who backed and inspired me with all sorts of encouragement and facilities to prove myself. I thank to the Le Meridien, Bangalore, for granting me permission to do this study. I wish to express my gratitude to my faculty guide Mrs. Divya Goel and other faculty members of Amity School of Business, Noida, for constant encouragement, creative suggestion and valuable guidance rendered during the course of summer internship. I e x p r e s s m y s i n c e r e g r a t i t u d e t o Mr. Murli Sharma (t r a i n i n g M a n a g e r o f Le Meridien hotel) for his encouragement and timely advice and help in this endeavor.
L a s t b u t n o t t h e l e a s t I a l s o t h a n k m y PARENTS, FRIENDS a n d w h o w e r e v e r y cooperative by giving me valuable suggestion in this exercise.
Page left for attachment of letter
Page left for attachment of certificate of appreciation
ABSTRACT
This study is on core departments of a hotel industry along with the analysis of fact with respect to the Le Meridien, Bangalore. T h e c o m p a n y f i l e s a n d documents provided for secondary sources of data. T h e s t u d y i s i n descriptive nature. This project is intended to give a deep insight into the topic CORE SERVICES OF THE HOTEL INDUSTRY and A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES OF THE LE MERIDIEN, BANGALORE. Beside core services of the hotel, it involves an in depth study of details of employees job satisfaction and communication between top level and bottom level management. It includes a detailed analysis about the r e q u i r e m e n t s o f e m p l o ye e . I t i s d o n e t o i m p r o v e t h e s a t i s f a c t i o n o f t h e employees of LE MERIDIEN, BANGALORE. For the survey purpose 100 respondents in the organization were used. T h e questionnaire method is used to collect and analyze the data properly. The overall objective of this project is to analyze importance of tourism and hotel industry and the job satisfaction of employees in E MERIDIEN, BANGALORE.
Contents
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Topics Introduction Chapter 1 Industry profile Intro to Hotel industry Market segmentation Major characteristics of Hotel industry Features of Indian hotel industry Opportunities New growth phase Challenges for Hotel industry Scope and future of Hotel industry
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12 12-21 12-21 12-13 14-16 16-17 17 17 18-20 20 21
Chapter 2 Part 1Company profileLe Meridien Worldwide Part 2Le Meridien, Bangalore Part 3Functional departments 1. Front office 2. Housekeeping 3. Food and beverage production
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26-32 33-36 33-34 34-35 35-36
Chapter 3
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37-51
Part 1Human resource department Part 2Other matters [HR practices]
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Chapter 4 Part 1Introduction to job satisfaction Part 2Models of job satisfaction Part 3Job characteristic model Part 4Communication under load and overload Part 5Measuring job satisfaction Part 6Job satisfaction and emotions Part 7Relationship and practical implications Part 8Definition
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Chapter 5
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61-62
1. 2. 3. 4.
Need of the study Scope of the study Objective of the study Methodology
61 61 62 62 63-65 66-83 84 85-86 87-88 89 90-91
Chapter 6: Literature review Chapter 7: Analysis and interpretation Chapter 8: Findings Chapter 9: S.W.O.T. Chapter10: Suggestions and recommendations Chapter11: Conclusion QUESTIONNAIRE
Chapter12: Bibliography and references
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Table of Figures and Illustrations Figure no. Title of the table Page no. 1 Training process 2 Training evaluation 3 No. of years serving the organization 4 No. of programmes conducted in a year 5 Coverage of subject matter 6 Training duration 7 Method used 8 Supportive materials 9 Breaks in between training 10 Environment 11 Job orientation 12 Training facilitates changes 13 Skill improvement 14 Trainer quality 15 Career path achievement 16 Pay increase 17 Training feedback
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INTRODUCTION
The title of the project is AN ORGANIZATION STUDY AT LE MERIDIEN, BANGALORE AND STUDY IN TRAINING EFFECTIVENESS AMONG EMPLOYEES OF THE LE MERIDIEN. Let us first see about INDUSTRY PROFILE, followed by LE MERIDIEN [WORLD WIDE], LE MERIDIEN [BANGALORE], ITS HR PRACTICES ALONG WITH THE CORE DEPARTMENTS and finally TRAINING EFFECTIVENESS SURVEY AMONG THE EMPLOYEES.
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INDUSTRY PROFILE
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T h e h o t e l i n d u s t r y i s a p a r t o f t h e h o s p i t a l i t y i n d u s t r y, a l o n g w i t h o t h e r segments like travel, tourism, etc. A change either positive or negative in any of these associated industries will affect the hotel industry. Further, the demand for t h e hotel industry is bound to change due to changes in government rules, b u s i n e s s c yc l e s , e c o n o m y c y c l e s , w i t h f e s t i v a l s , w e a t h e r c h a n g e s , s e c u r i t y issues, tourism development, etc. Political, economical and environmental changes w i l l a l s o h a v e a n i m p a c t o n t h e h o t e l i n d u s t r y. S u r v i v a l i n t h e h o t e l industry is not an easy task. T h e h o t e l n e e d s a v e r y p r o f e s s i o n a l a n d p l a n n e d a p p r o a c h t o e m e r g e successfully from any of the above mentioned situations. During crises in the industry, the right initiatives can be taken by clearly understanding the customer types and segmenting them accordingly. Further, adopting the right marketing strategy in view of the changing environment and employing marketing principles to design and promote unique services will help to win over competitors. Hotels are amongst the most visible and important aspects of a country's infrastructure. Hotel industry is a closely linked one to the tourism industry. A number of factors like promotion of tourism and rapid industrial progress have given a boost to hoteliering. The recent liberalization of trade and opening up of economy will further lead to revolutionary growth in this sector. With increasing globalization, career opportunities in this field are not only limited within the country but there are chains of hotels which operate internationally providing scope of a career abroad. It is a glamorous p rofession which has a bright future. With the growth of hotel industry propelled by foreign and domestic tourism and business travel, the demand for well trained quality p e r s o n n e l t o o h a s g r o w n i m p r e s s i v e l y. The diversity of experience in hotel management is greater than in any other profession. Hotel industry involves combination of various skills l i k e m a n a g e m e n t , f o o d a n d b e v e r a g e s e r v i c e , housekeeping, front office operation, sales and marketing, accounting. Today, the rise in corporate activity (leading to greater number of business trips) as well as the wish to travel on holiday has made the hotel industry a very competitive one. Hotel in India has supply of 110,000 rooms. According to the tourism ministry, 4.4 million tourists visited India last year and at current trend, demand will soar to 10 million in 2010 to accommodate 350 million domestic travelers. 'Hotels in India' has a shortage of 150,000 rooms fueling hotel room rates across India. With tremendous pull of opportunity, India is a destination for hotel chains looking for growth. The World Travel and Tourism Council, India, data says, India ranks 18th in business travel and will be among the top 5 in this decade. Sources estimate, demand is going to exceed supply by at least 100% over the next 2years. Five-star hotels in metro cities allot same room, more than once a day to different guests, receiving
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almost 24-hour rates from both guests against 6 -8hours usage. With demandsupply disparity, 'Hotel India' room rates are most l i k e l y t o r i s e 2 5 % a n n u a l l y a n d o c c u p a n c y t o r i s e b y 8 0 % , o v e r t h e n e x t t w o years. 'Hotel Industry in India' is eroding its competitiveness as a cost effective destination. 'India Hotel Industry is adding about 60,000 quality rooms, currently in different stages of planning and development and should be ready by 2012.MNC Hotel Industry giants are flocking India and forging Joint Ventures to earn t h e i r share of pie in the race. G o v e r n m e n t h a s a p p r o v e d 3 0 0 h o t e l p r o j e c t s , nearly half of which are in the luxury range. The Indian hotels sector was adversely affected by the global economic crisis and the terrorist attack in Mumbai on November 26, 2008. The sector has witnessed a crash in average room rents, occupancy rates. The players in the sector reported a fall i n profits in the quarter ended March 2009, despite this quarter generally being the peak season for the hotel business. The foreign tourist arrivals and foreign exchange earnings fell on a y -o-y basis in the first four months of the current financial year. The former fell by 12p e r c e n t t o 1 8 . 3 2 l a k h ( 1 . 8 3 m i l l i o n ) , w h i l e t h e l a t t e r f e l l b y 9 p e r c e n t t o R s 17, 643 crore (Rs 176.43 billion) during the above period. But once the normalcy in business conditions resume, the foreign tourist arrivals can reach 10 million while domestic tourists (demand) will soar to 500 million in the medium term. As this materializes, there will be shortage of 150,000 rooms in India, considering the current capacity of 120,000 rooms. That means the demand is g o i n g t o e x c e e d t h e c u r r e n t s u p p l y b y 1 0 0 p e r c e n t o v e r n e x t 3 - 4 ye a r s . F o r adding 150,000 rooms, the industry needs an investment of Rs 50,000 crore (Rs5 0 0 billion) and the additional inventory would lead to a huge opportunity o f employment. A s p e r t h e P l a n n i n g C o m m i s s i o n , t h e i n v e s t m e n t o f R s 1 0 l a k h ( R s 1 million) creates 78 jobs in the tourism sector and just 18 jobs in the manufacturing sector and 45 jobs in the agriculture sector.
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MARKET SEGMENTATION
Market segmentation involves grouping potential customers based on similarities they exhibit when they make purchase decisions. Often, s e r v i c e providers segment customers based on similarities in their wants, requirements and purchasing power. Market segmentation helps a service provider to choose and target a segment that can be successfully served, given the capabilities of the service provider. 1. Geographic Segmentation Geographic segmentation of the market involves dividing the w h o l e market based on the needs of the people living in those areas. However, in this c a s e , i t i s b a s e d o n t h e n e e d s o f t h e p e o p l e v i s i t i n g t h o s e g e o g r a p h i c a r e a s . Customers need hotels when they are visiting a place on a business trip or on a leisure trip. Based on this, the market can be segmented as tourist resorts or places and commercial or business centers. Tourist resorts attract guests on long vacation or short holiday trip. In India, hill stations like Shimla, beach resorts like Goa, historically famous places like Jaipur, places of aesthetic importance like Agra, temple towns like Madurai and places of scenic beauty like Kerala can be categorized as tourist resorts. The Taj group, The Oberoi group, ITC hotels and many local hoteliers operate in these resorts and enjoy good business. Most hotels situated in the countrys commercial hubs like M u m b a i , B a n g a l o r e , D e l h i a n d H yd e r a b a d , a i m t o s e r v e t h e c o r p o r a t e c u s t o m e r s w h o travel for business purposes. However, most of these cities are also known for their beautiful palaces, forts and temples or other places worth visiting. Therefore, they can have hotels that cater to both business as well as leisure travelers.
2. Demographic Segmentation Demographic segmentation of the market is based on the purchasing power of the customers and the purpose for which they use these h o t e l s . Demographic segmentation divides the entire market into p r e m i u m , l e i s u r e , budget hotels. Premium Segment H o t e l s . I n t h e p r e m i u m s e g m e n t a i m t o a t t r a c t b u s i n e s s a n d c o r p o r a t e customers, upper class leisure travelers, NRIs and foreign tourists. This segment includes 5-star deluxe and 5-star hotels. Leela Kempinski, Taj Lands Mumbai, T h e R e s o r t ,
Le
Meridian
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a r e s o m e o f t h e h o t e l s i n t h i s c a t e g o r y, i n M u m b a i .
Companies normally sponsor their top management executives to s t a y i n premium hotels. NRIs and some of the foreign tourists who can afford to do so choose to stay in these hotels. These hotels provide facilities like CD/DVD/VCD players with a good collection of cassettes, 25interactive television, fax machines, mini-bar, voice mail, coffee bars, online connectivity, swimming pool, recreation facilities, health spa, etc. Leisure Segment. These hotels are visited by customers who have leisure time or who takeoff time from work to spend with their families. This segment co nsists of hotels that appeal to the rich and the upper middle class people. Some business and corporate travelers also visit these hotels. This segment consists of 3- and 4- star hotels. Most hotels of the Taj Group in Kerala, with their health clubs and other facilities, appeal to the elite whereas some other hotels provide limited options a n d p r i c e t h e m a c c o r d i n g l y f o r t h e m i d d l e c l a s s c u s t o m e r s e g m e n t . H o t e l Heritage, West End Hotel, Best Western, The Emerald and The Residence are some of the 3and 4- star hotels in Mumbai. These hotels provide facilities like individual air conditioners, 24hour room service, direct dial telephones, television with satellite channels, a multi cuisine restaurant and bar, wakeup call service, state of the art gym, health spa, swimming pool, recreation room, etc. Budget Segment. The hotels in these segments aim to attract people who travel for personal or business purposes. These are budget conscious customers who are not keen to pay high prices. This segment includes 2-star hotels and other hotels.
MAJOR CHARACTERISTICS OF HOTEL INDUSTRY
Globalization has brought about many changes in various industries, i n c l u d i n g t h e h o s p i t a l i t y i n d u s t r y. N e w d i m e n s i o n s o f c u s t o m e r s e r v i c e h a v e emerged and the customers basic perception of the service has changed. With increased awareness and exposure, custom ers today desire and expect a lot m o r e w h e n c o m p a r e d t o c u s t o m e r s a f e w y e a r s b a c k . Perish ability: A hotels services, for e.g., the availability of rooms, are perishable, which implies that if a certain number of rooms remain vacant for a day, their capacity goes unutilized. The capacity lost or wasted on that day cannot be utilized on another day. Therefore, the revenue from those vacant rooms for the day are lost and can never be gained. Location. T h e l o c a t i o n o f a h o t e l i s f i x e d a n d c a n n o t b e c h a n g e d i m m e d i a t e l y o r frequently. Therefore hotel owners should choose places that are strategically p l a c e d a n d c o n v e n i e n t f o r c u s t o m e r s t o v i s i t . F o r e . g . , t h e T a j
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L e i s u r e h o t e l i n Madurai is located atop a hill, with a panoramic view of the temple visit and the K o d a i h i l l s . T h i s s u i t s v i s i t o r s w h o c o m e t o t h e p l a c e u s u a l l y o n r e l i g i o u s o r leisure trips. Fixed Supply. A hotel has a fixed number of rooms and its capacity cannot be increased overnight. If a hotel has no vacant rooms and customers still keep asking f o r them, it means that it has lost business. Seasons. A b u s i n e s s h o t e l w i l l h a v e l o w o c c u p a n c y o n w e e k e n d s a s corporate houses do not work on weekends, while a holi day resort has h i g h o c c u p a n c y rates during weekends as families are free for short trips. High fixed costs and low variable costs. A high capital investment is required to build and furnish a hotel. It needs f u r t h e r i n v e s t m e n t o n h i r i n g , t r a i n i n g a n d m a i n t a i n i n g t h e e m p l o ye e s a n d t h e h o t e l . T h e f i x e d c o s t s a r e q u i t e h i g h w h e n c o m p a r e d t o t h e v a r i a b l e c o s t s . Therefore, the profitability increases as the occupancy increases. Competition. Globalization has intensified the competition in the industry with the entry of many international chains in India. However, it has also improved the existing service conditions and defined a new set of standards in customer service.
FEATURES OF INDIAN HOTEL INDUSTRY

The industry is more dependent on metropolitan cities as they account for 75% to 80% of the revenues, with Delhi and Mumbai being on top. The average room rate (ARR) and occupancy rate (OC) are the two m o s t c r i t i c a l f a c t o r s t h a t d e t e r m i n e p r o f i t a b i l i t y. A R R d e p e n d s o n l o c a t i o n , b r a n d image, star rating, quality of facilities and services offered. The occupancy rate depends on other seasonal factors. India is an ideal destination for tourists. Approximately 4.4 million tourists visit India every year. Thus the growth prospects are very high. I n t h e h o t e l s e c t o r , a n u m b e r o f m u l t i n a t i o n a l s h a v e s t r e n g t h e n e d t h e i r presence. Players like Four Seasons are also likely to enter the Indian market in the near future. Moreover, Indian hotel chains are also expanding internationally. A combination of all these factors could result in a strong emergence of budget hotels, which could potentially lower the cost of travel and related costs.
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Opportunities
The spurt in India's tourism industry growth has had a ripple effect on its hospitality sector. Rising income levels and spending power combined with the governments open sky policy have provided a major thrust. The industry is growing at a very rapid pace and there is a demand for more rooms both i n metros and smaller towns. It is estimated that India is likely to have around 40international hotel brands by 2011.I n d i a ' s b o o m i n g h o s p i t a l i t y i n d u s t r y h a s transformed into a veritable b a s k e t o f t h e c h o i c e s t o f r o o m s , f o o d a n d b e v e r a g e , h e a l t h a n d b u s i n e s s facilities, travel packages and e v e r yt h i n g t h a t yo u c a n t h i n k o f . N e w g l o b a l entrants are vying with existing local players to provide world-class services at prices suited to every pocket.
NEW GROWTH PHASE
The hotel industry in India is going through an interesting phase. One of the major reasons for the increase in demand for hotel rooms in the country is t h e b o o m i n the overall economy and high growth in sectors like information technology, telecom, retail and real estate. Rising stock market and new business opportunities are also attracting hordes of f o r e i g n i n v e s t o r s a n d international corporate travelers to look for business opportunities in the country. The industry has a capacity of 110,000 rooms. According to the tourism ministry, 4.4 million tourists visited India last year and at the current rate, the demand will soar to 10 million by 2010 to accommodate 350 million domestic travelers. The hotels of India have a shortage of 150,000 rooms fueling hotel room rates across India. H o t e l i n d u s t r y is also inextricably linked to the tourism industry and its growth has a d d e d f i l l i p t o t h e h o t e l i n d u s t r y. A n d w i t h C o n d e N a s t T r a v e l e r ranking India as the fourth most preferred travel destination and Lonely Planet selecting the country among the top five destinations from 167 countries, India has finally made its mark on the world travel map. The arrival of low cost airlines and the associated price wars have given domestic tourists a host of options. The opening up of the aviation industry in India has led the way for exciting opportunities for the hotel industry as it relies on airlines to transport 80% of international arrivals. Moreover, the governments decision to substantially upgrade 28 regional airports in smaller towns and privatization and expansion of Delhi and Mumbai airport will improve the business prospects of hotel industry in India. Substantial i n v e s t m e n t i n t o u r i s m i n f r a s t r u c t u r e i s e s s e n t i a l f o r I n d i a n h o t e l i n d u s t r y t o achieve its potential. The upgrading of national highway connecting various parts of India has opened new avenues for the development of budget hotels here.
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The Government of Indias Incredible India destination campaign and the Atithi Devo Bhavah campaign have also helped the growth of domestic and international tourism and consequently the hotel industry. In recent years the government has taken several steps to boost travel a n d t o u r i s m , w h i c h h a v e b e n e f i t e d t h e h o t e l i n d u s t r y i n t h e c o u n t r y. T h e s e include the abolishment of the inland air travel tax by 15%, reduction in excise d u t y o n aviation turbine fuel to 8% and removal of a number of restrictions in excise on outbound chartered flights including those relating to frequency and size of aircraft. The governments decision to treat convention centers as part of core infrastructure has also fuelled the demand for hotel rooms. There are some 1980 hotels approved and classified by the Ministry of Tourism, Government of India, with a total capacity of about 110,000 hotel room D u e t o s u c h a h u g e potential available in this segment, several global hotel chains like the Hilton, Accor, Marriott International, Berg gruen Hotels, Cabana Hotels, Premier Travel Inn (PTI), InterContinental Hotels group and Hampshire among others have all announced major investment plans for the country. The Government's move to declare hotel and tourism industry as a high priority sector with a provision for 100 per cent foreign direct investment (FDI) has also provided a further impetus i n a t t r a c t i n g i n v e s t m e n t s i n t o t h i s i n d u s t r y . It is estimated that the hospitality sector is likely to see US$ 11.41 billion rise in the next two years, with around 40 international hotel brands making their presence known in the country by 2011. Simultaneously, international hotel asset management companies are also likely to enter India. Already, US based HV International has firmed up plans to enter India. One of the major reasons for the increase in demand for hotel rooms in the country is the boom in the overall economy and high growth in sectors like information technology, telecom, retail and real estate. Rising stock market and new business opportunities are also attracting hordes of foreign investors and international corporate travelers to look for business opportunities in the country. Also India has been ranked as the fourth most preferred travel destination and with Lonely Planet selecting the country among the top five destinations from 167 countries; India has finally made its mark on the world travel map. Thus, the increase in the need for accommodation has hugely increased the demands for hotels which in turn has boosted the growth of the hospitality sector in India especially that of the hotel industry.
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CHALLENGES FOR HOTEL INDUSTRY

1. Shortage of skilled employees: One of the greatest challenges plaguing the hospitality industry is the unavailability of quality workforce in different skill levels. The hospitality industry has failed to retain good professionals. 2. Retaining quality workforce: Retention of the workforce through training and development in the hotel industr y is a problem and attrition levels are too high. One of the reasons for this is unattractive wage packages. 3. Shortage of rooms: The hotel industry is facing heavy shortage of rooms. It is estimated that the current requirement is of 1, 50,000 rooms. Though the new investment plan would add 53,000 rooms by 2011, the shortage will still persist. 4. Intense competition and image of India: T h e i n d u s t r y i s w i t n e s s i n g heightened competition with the arrival of new players, new products and new systems.
5. Manual back-end: Though most reputed chains have IT enabled systems for property management, reservations, etc., almost all the data which actually make t h e c o m p a n y w o r k a r e f i l l e d i n m a n u a l log books or are simply not tracked. 5. Human resource development: Some of the services required in the tourism and hotel industries are highly personalized, and no amount of automation can substitute for personal service providers.
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SCOPE OF HOSPITALITY SECTOR

In 2003-04 the hospitality industry contributed only 2% of the G D P . However, it is projected to grow at a rate of 8.8% between 2007-16, which would place India as the second-fastest growing tourism market in the world. This year the number of tourists visiting India is estimated to have touched the figure of 4.4million. With this huge figure, India is becoming the hottest tourist destination. The arrival of foreign tourists has shown a compounded annual growth of 6 per cent over the past 10 years. Besides, travel and tourism is the second highest foreign exchange earner for India. Moreover, it is also estimated that the tourism s e c t o r w i l l a c c o u n t f o r n e a r l y 5 . 3 p e r c e n t o f G D P a n d 5 . 4 p e r c e n t o f t o t a l employment.
FUTURE
The number of tourists visiting India is estimated to touch the figure of 4 . 4 m i l l i o n . W i t h t h i s h u g e f i g u r e , I n d i a i s f a s t b e c o m i n g t h e h o t t e s t t o u r i s t destination in the region. The visitors include business travelers, leisure traveler sa n d p e r s o n s o f I n d i a n origin with foreign passports. G r o w t h i s e x p e c t e d t o continue over the next few years. It is being predicted that India may achieve an average growth of 12% per annum in tourism for many years to come. Apart from international tourists, the domestic tourist market, including business and leisure travelers, are also flourishing. This market is estimated at around 300 m i l l i o n t o u r i s t s p e r ye a r . T h e i n d u s t r y a l s o e x p e c t s a b o o m i n s p i r i t u a l a n d m e d i c a l tourism in the domestic sector at a growth rate of 10% to 15% over the next few years. Growth in tourism will definitely lead to a boom in hotels and restaurants. T h o u g h there is a shortage of rooms at present, it is going to be over soon e n o u g h , a s t o p i n t e r n a t i o n a l p l a ye r s a r e h e a d i n g t o w a r d s I n d i a t o establish t h e m s e l v e s h e r e . A s t e a d y g r o w t h o f a b o u t 1 0 % i n n e w h o t e l p r o j e c t s i s expected for the next few years.
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COMPANY PROFILE
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PART 1 LE MERIDIEN WORLDWIDE

Le Meridien is an award-winning hotel group with a portfolio of 130 luxuries and upscale Hotels (34,000 rooms) in 56 countries worldwide. The majority of its properties are located in the world's top cities and resorts throughout Europe, the Americas, Asia Pacific, Africa and the Middle East. The company also enjoys a strategic alliance with JAL-owned Nikko Hotels, providing loyal guests access to an additional 44 properties around the world. Le Meridien Hotels and Resorts Limited is headquartered in London. Some of the world's landmark hotels are included in Le Meridien's portfolio, including Hotel Eden, A Royal Meridien Hotel, Rome, Italy; Le Royal Meridien Bristol, Warsaw, Poland; Le Royal Meridien King Edward, Toronto, Canada; Dom Hotel, A Meridien Hotel, Cologne, Germany; Le Royal Meridien Excelsior Hotel Gallia, Milan, Italy; Le Meridien Budapest, Hungary; and Le Royal Meridien National, Moscow, Russia. Le Meridien debuted its innovative Art + Tech design concept at several new hotels in 2003, including Le Meridien Minneapolis, Minnesota, USA; Le Royal Meridien Hamburg, Germany; Le Meridien Vienna, Austria; and Le Meridien Lingotto Art + Tech, Turin, Italy. Le Meridien also added new hotels in such destinations as Palm Springs, California, USA; The Hague, Netherlands; Jaipur, India; Kuwait and Mauritius. Le Meridien promises its hotel customers a hotel experience, delivered through its four core values: A sophisticated, elegant European style-with a French accent: La Difference. A high level of personal service, exciting cuisine and an extensive range of facilities for business, conferences/meetings, banqueting and leisure. A respect for the local culture. Highly trained and motivated staff, committed to providing excellent service and anticipating the needs of the guests.
Mission Statement of Le Meridien

As a company Le Meridien firmly believes in the individual identity of their business.
Primary aim of Le Meridien is to:

1. Operate profitable and sound business 2. Provide customer satisfaction 3. Seek market leadership 4. Offer high quality services at appropriate price 5. Recruit, train and develop talented people
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6. Recognize and award success and achievement.
Vision and Values of Le Meridien

_They are growth and result oriented whilst believing work should be fun _They aim for high quality of service _They welcome and promote change as an opportunity not a threat _They work to promote confidence in their ability to handle the future to both their staff and their customers _Their style is open with little emphasis of status of bureaucracy _They encourage and support new and creative ways of doing things _They stress both the benefits of teamwork and the ability of each individual to add values
Le Meridien Brand Values

_European with the French accent _Respect for local culture _Innovation _Care and Attention
Awards
Each year, Le Meridien's collection of over 135 luxury properties in 56 countries continues to win prestigious international awards from the travel and hospitality industries. 9th World Travel Awards 2002, St Lucia The World Travel Awards were set up for the express purpose of acknowledging and celebrating the massive achievements in all areas of the world's travel and tourism industry. Voting is cast by more than a million travel agents in over 200 countries around the world.
Le Meridien - Art + Tech

Art + Tech Rooms at Le Meridien At the heart of Meridians recently announced development program me is the introduction of a dramatically different style of hotel bedroom, the Art & Tech room, designed to offer today's increasingly sophisticated traveler the ultimate in innovative luxury. Concept The creation of a space that will not only provide luxury accommodation but an environment that will engage, surprise and intrigue Le Meridien's guests. Using a neutral backdrop, color is used dramatically either in painted wall panels, soft furnishing or by the addition of colored gels to light fittings. Furniture is designed and detailed using a minimal palette of materials, pale maple, satin stainless steel and glass (clear, frosted and etched). Surfaces are kept clear wherever possible providing a minimalist, clutter-free feel.
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Art Backlit photographs, commissioned for Le Meridien, are set into sections of timber panelling and an inset showcase within the console table displays other elements of art within the room. These elements are designed specifically for each hotel, taking inspiration from the individual building, the locality or nearby galleries or museums and their collections. Being unique to each hotel site allows the concept to evolve and change and ensures that every hotel maintains its individuality. The headboard of the bed represents one of the strongest visual elements in the room, featuring an edge-lit handcrafted etched glass panel. Headboards are placed either back to the wall or into the room acting as a divider and providing a view of the room, which for smaller rooms gives a real sense of space. Art + Tech
The Art
+ Tech room concept is underpinned by the use of technology and meticulous detailing. The wall-mounted Phillips 42-inch plasma screen TV houses the in-room entertainment system providing video and music on demand, as well as hotel information (including on-line billing). High-speed Internet access is provided via the plasma screen, an ISDN line or "plug and play" modem point. Lighting is divided into a number of circuits and electronically controlled to create a series of different moods. A combination of halogen and traditional lighting, together with feature lighting on the headboard, image light boxes and showcase lighting re-enforce the palette of materials used throughout the room.
Sleeping
All
rooms provide the ultimate sleep experience. Specially engineered beds and mattresses combined crisp white cotton duvets and a choice of feather or anti allergic pillows are provided. Bathroom
The Art
+ Tech bathrooms are either shower rooms with freestanding shower tower incorporating shower and body jets with glass screens, or bathrooms where a large steel bath with a circular end allows a comfortable standing area for showering. In some rooms, where space allows, there are Victorian-style roll top baths with drencher rose and rain bars. An etched glass wash hand basin sits on a limestone top wash table to match the finish of the limestone flooring.
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Other Features Include Hermes soap and specially commissioned toiletries. Climate-controlled air-conditioning. Mini-bar fridge. Frosted-glass covered wardrobe incorporating in-room safe and tea/coffee making facilities. Trouser press, ironing board and hairdryer all hidden behind full-length mirror.
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PART 2 LE MERIDIEN, BANGALORE
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Address: Le Meridien Bangalore

28 Sankey Road P B No 174 Bangalore-560052 India Tel: + 91 80 22262323 / 22282828 Fax intl: (91 80) 22267676 / 22262050 Website: www.lemeridien.com
Location:
Located in close proximity to the citys shopping and business centers, Le Meridien Bangalore overlooks the golf course. It offers a panoramic view of the Garden City. The hotel offers Le Royal Club and varied cuisine at a choice of restaurants. Primary Airport - Bangalore Airport Distance from hotel - 12km Direction from hotel Southeast
Transportation to the Hotel:

The average taxi fare from the airport to the hotel is USD 15.00 (+10% tax each way by car).
Travel Information
Bangalore is situated in the southern central part of India, at a height of 3000 feet above sea level, and is known as India's Garden City as it is rich in parks and tree -lined avenues. Le Meridien Bangalore is situated on Sankey Road, a 20-minute drive from the airport. Time difference - GMT plus 5 and half hours. Currency - Indian Rupee (INR). Climate - summer months are from April to May. Monsoon season is from June to August. Winter is from October to January. The hotel incorporates all the following amenities that you would expect in a Le Meridien hotel including: 24-hour Front desk and Concierge desk 24-hour travel desk/travel and tour desk Barber shop Beauty salon Bellman and porter Business center and secretarial service Car rental desk Chemist/Pharmacy Currency exchange Disabled ramp and wheelchair access Doctor on call
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Elevators Express check-in / check-out Florist Gift shop Newsstand Non-smoking rooms Nurse (on call) Outdoor and indoor parking Valet parking Baby sitting service Health club, fitness center and Laundry service Tour desk
outdoor swimming pool
I n t e r a c t i v e Ho s p i t a l i t y a t Le Me r i d i e n
Le Meridien, Bangalore, for the first time in India presents interactive hospitality, the new way to render service in discreet elegance; Service at a click of a button. Hospitality rendered the international way. Associated with the Grunding / Swift Consortium, Le Meridien Bangalore has Grunding Hotel mode Televisions in every room. This system will enhance comfort in terms of providing service at a click of a button. Right from when you enter, with the Guest Welcome Message to just about anything you would want to know. Housekeeping Service, Room Service, Message Facilities, Room Tariffs, Bill Processing, Bill Viewing, Fire Alarm, Morning Alarm, Video-on-Demand, the News and even express Check out. You have to do is click on the remote and information will be screened immediately. And of course, for our outstation guests, all hotel and city information is available in foreign languages through the multilingual facility also, the citys happenings, movies in town, tourist destinations, how to get there and even what to expect there will be available. Its a whole new way to stay in comfort. Le Meridien, Bangalore ensures utmost comfort in the luxury of your own room. Catering to every need, truly being and International Businessmans hotel. Adhering to a way in which international hotels reckon with hospitality, it brings to India, comfort in every way. At Le Meridien, Bangalore it is the fine blend of traditional European hospitality and the gift of contemporary technology, just for the Guests.
Features:
Le Meridien offers the following types of rooms to its customers; Superior - all rooms were refurbished in 2001 and are available with either a king-size or twin beds. The bedrooms are very spacious, at approximately 32.52 square meters, and also have plenty of storage space. All rooms can accommodate an extra bed and are very popular with our family guests as they also interconnect to other Superior bedrooms. The bathroom features all the amenities, with a bathtub and shower, hairdryer and magnifying shaving mirror. Our bedrooms offer a golf course, pool or green view. All rooms have a high security electronic locking system with 'Dialock' facility.
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Executive Suite - these suites are elegant and spacious, with an area of 46.46 square meters, accommodating separate seating and dining areas and a king-size bed. Ideal for both the business and leisure traveler, these suites are also well suited for families. Royal Club Room - these bedrooms are on Le Royal Club Executive floor, with enhanced facilities. The entire floor is dedicated to meeting the exacting demands of our discerning business travelers, including a separate check-in area, express check-in and check-out facility, valet service and a dedicated business lounge for business as well as happy hour. The bathroom features enhanced amenities, with a bathtub and shower, hairdryer, magnifying shaving mirror and a Jacuzzi in some rooms. Royal Club Suite - elegant and spacious rooms, with an area of 46.46 square meters, accommodating separate seating and dining areas with all the features of Royal Club rooms. Deluxe Suite - the Deluxe Suites comprise two elegant and spacious rooms, with an area of 85.5 square meters, and are tastefully furnished with a complimentary mini bar. A few of these suites also have a kitchenette and a separate bar counter. The bathroom features enhanced amenities with a separate bathtub and walk-in shower The In Room facilities offered by Le Meridien are as follows; 24-hour room service Air conditioning Alarm clock Bathrobe and slippers Cable movies Complimentary newspapers Computer Data port (on request) CD player Fax machine Free nightly shoe shine Fresh fruit Full-length mirror Hairdryer High-speed Internet access International direct dial telephone Interconnecting rooms Iron and ironing board Laundry service Microwave (on request) Mini bar Refrigerator Remote-controlled cable television Safety deposit box/In-room safe Satellite television
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Smoke detectors Sprinkler system Stereo/Hi-Fi/CD player (on request) Tea and coffee making facilities Turndown service Umbrellas Voicemail Voltage 110/120 Wake up call
Business Matters:
For all the business matters Le Meridien has an entire ground floor .Le Meridien Bangalore has a choice of six convention halls to choose from. Elegantly furnished and equipped with the latest state-of-the-art equipment is the business center, with its two very own boardrooms. With Le Meridien Business Class you get;
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Here in Le Meridien, it has the following types of Restaurants and Bars, they are mentioned below; La Brasserie - overlooking the translucent swimming pool is La Brasserie, the 24-hour multi cuisine restaurant that boasts an la carte and phenomenal buffet spread for breakfast, lunch and dinner. Insomnia - the citys night club. F-Bar & Lounge - Fashionable cocktail lounge. Leisure facilities around Le Meridien are; Vidhana Soudha (Legislative Assembly) - 1 km Bull Temple - 9 km Lal Bagh Gardens - 6 km - 22 km Sathyasaibaba Ashram - 27 km The leisure facilities offered within the hotel are; Health Club and Swimming pool. Additional Amenities Golf courses
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PART 3 CORE SERVICES/ FUNCTIONAL DEPARTMENTS FRONT OFFICE DEPARTMENT

FRONT OFFICE MANAGER
Sr LOBBY MANAGER
LOBBY MANAGER
GUEST RELATIONS EXECUTIVE -RECEPTION FRONT OFFICE Asst -AIRPORT REPRESENTATIVE -BUSINESS CENTRE Exec BUSINESS CENTRE
Asst IN BUSINESS CENTRE
-TELEPHONE
TELEPHONE SUPERVISOR
TELEPHONE OPERATOR
-BEAUTY PARLOUR GENTS
BARBERS
PEDICURIST CUM MANICURE
-HEALTH CLUB SUPERVISOR
INSTRUCTORS
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UTILITY WORKER -BELL DESK BELL CAPTAIN BELL BOYS
-TRANSPORT DRIVERS
The front office of the hotel performs the following basic activities: Processing advance reservations. Registering guests. Rooming guests. Handling guests luggage. Issuing room keys. Providing information. Handling guests mail and parcel. Administering telephone service. Accounting. Checking out guests.
HOUSE KEEPING DEPARTMENT

1. Responsible for cleanliness, maintenance and aesthetic upkeep of the Hotel. Role is to keep the hotel clean, comfortable and safe all the time. 3. Staff endeavors to fulfill the needs of each guest and extend all facilities to Them.
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EXECUTIVE HOUSE KEEPER (HOUSE KEEPING)
Asst Exec HOUSE KEEPER (FLOORS) Sr HOUSE KEEPER HOUSE KEEPER FLOOR SUPERVISOR TRAINEE FLOOR SUPERVISOR ROOM BOYS Asst Exec HOUSE KEEPING (PUBLIC AREA) UNIFORM / LINEN ROOM SUPERVISOR TAILOR UNIFORM / LINEN ROOM ATTENDANT PUBLIC / BACK AREA BOYS HELPER
FOOD AND BEVERAGES PRODUCTION DEPARTMENT

-EXEC CHEF
-Sr SOUS CHEF
Sr SOUS CHEF CHEF de PARTIES
Jr SOUS CHEF
CHEF de PARTIE
DEMI CHEF de
PARTIE
COMMIS 1, 11 AND 111
TRAINEE COMMIS
APPRENTICE.
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1. Plays a very important role in the revenue generation of any hotel. 2. The food and beverages department prepares the food primarily to satisfy the guests need. 3. The food in turn is served to the guest through various and beverages outlet such as restaurants, banquet, coffee shops, bars etc.
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HUMAN RESOURCE DEVELOPMENT
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PART 1 HR DEPARTMENT:
PERSONNEL MANAGER (PERSONNEL ADMINISTRATION, HRD, INDUSTRIAL RELATIONS
DEPUTY PERSONNEL MANAGER
PERSONNEL OFFICER 1. STENO SECRETARY 2. SUPERVISOR/Asst SUPERVISOR 3. PERSONNEL OFFICER 4. PERSONNEL ASSISTANT 5. TIME CLERKS 6. OFFICE BOY
TRAINING MANAGER
HUMAN RESOURCE
For every organization its HR department is very important since it deals with the people factor; i.e. the human resource. Among the four Ms, man has its relevance, as its the most enterprising factor in the organization. Resource means available source of wealth, a new or reserve supply that can be drawn upon when needed. So, Human Resource refers to that available source of man power. Human Resource management is a management function that helps managers to recruit, select, train and develop members for an organization. It is concerned with peoples dimension in organizations. HRM is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintainance and separation of human resources to the end, that individual, organization and social objectives are
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accomplished. The HR Department has the duty to design the HR policies and to implement those policies for the well being of the individuals as well as the organization. At hotel levels, the general duties and responsibilities of a HR Department are as follows,
hotel, in consultation with the concerned department heads or other authority to which the concerned employees are to report. staff made by various departments, identify suitable candidates, conduct interviews, draft contracts of employment and perform all other duties incidental to the selection and appointment of hotel personnel. Such selection and appointment of personnel is to be made in consultation with the HOD of the requesting department. hotel. It is to be noted that it is the responsibility of the HODs to prepare such job descriptions for positions in their department, and for the GM to prepare those for the HOD of each department. The HR departments role is to ensure that each employee is provided with a job description upon joining or on appointment to a new position, and that copy of the same are filed in the employees personnel file. -ordinate the annual performance appraisal process with each hotel department.
process employee payroll. tain updated personnel file for every employee of the hotel, and to provide information from these files, at the reasonable request of the concerned employee.
conjunction with relevant department heads, at the hotel.
the form of a staff list, by department. This list is to include the following information; 1. Name. 2. Department. 3. Status/Position. 4. Salary scale, present salary and automatic increment. 5. Date of joining and date of the end of the probation period. 6. Vacation and indemnity balance.
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PART 2
HR PRACTICES
For building HR family Imparting knowledge Encouraging ideas Inspiring teamwork Raising standards Strengthening bonds Understanding limits Broadening horizons Rewarding excellence Sharing wealth
All over the world, organizations have recognized the critical importance of human resources in shaping the destiny of Corporate. From the stage of recruitment, progression up the ladder, and a continuous development of skills - the management of Human Resources at Le Meridien takes high precedence.
LE MERIDIEN AS A PHILOSOPHY OF HRM

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HRM is the most important of all resources. Through development of human resources, therefore their talents can be best utilized. People have tremendous and large potential to develop. People are to be treated with respect & dignity. An atmosphere of mutual trust & faith is essential for high level of motivation & morale.
Employees problems need personalized attentive. HRD STRATEGIES AND INTIATIVES
FIVE PRIORITIES FOR ACTION: To develop mutual respect & trust. To improve work culture. To have optimum utilization of its resources. To improve production & productivity. To improve customer satisfaction. PROSPECTIVES FOR HRM Kinship relationship Team building Motivation & communication Leadership Competence building Organizational climate development Flexible working system Decision through consensus REDEFINING THE ROLE OF HRM As the company has the total faith in the ability of its human resources, it was felt necessary to redefine the role of hr function, which it entrusted with managing this most potential resource of the group companies.. Concern for the people Continuous innovation Personal discipline Excellence in every operation Ability to work along with workers.
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HUMAN RESOURCE MANAGEMENT AND TRAINING Todays environment is changing very rapidly. Everything becomes old & obsolete within a few months of its introduction. It is the human beings, which performs everything from procurement of goods to distribution. It is the human beings, which makes strategies so that they retain in the environment and they have to operate the machines. So their techniques should be renewed for this organizations conduct the training programmes to increase the knowledge, skills of their employees. Training is a ladder to success. For attaining success the people are to be getting trained timely. Training helps a person to deals with the competition. The number of employees of an
organization is trained the more the organization can succeed. Ti is just like an investment, which gives high rate of return and increasing the market standing of the company. The people of the company are more satisfied when they are trained. So to retain in the competitive environment and deals with its complexities the training are very beneficial. So every organization have to provide training programme to its employees.
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LITERATURE REVIEW
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The training increases the employee performance. A researcher said that training increase or develop the managerial skills (Robart T.Rosti Jr, Frank shipper, 1998).despite focusing on efficiency and cost control the spending on training should increase because organization get more efficiency , effectiveness out of the training and development (workforce special report, 2006) .This shows that training increase the efficiency and the effectiveness of the organization. I think people are talking more about performance and results and consequences. They are not necessarily doing more about it, (Roger Kaufman Florida State University).From this it is clear that training that training and development is the important factor. Human resource is the very important and the backbone every organization and it is also the main resource of the organization. So organizations invest huge amount on the human resource capital because the performance of human resource will ultimatiley increase the performance of the organization. Performance is a major multidimensional construct aimed to achieve results and has a strong link to strategic goals of an organization (Mwita, 2000) .As the Mwita (2000) explanis that performance is the key element to acheieve the goals of the organization so to performance increase the effectiveness and efficiency of the organization which is helpful for the achievement of the organizational goals. But the question arise that how an employee can work more effectively and efficiently to increase the growth and the productivity of an organization(Qaiser Abbas and Sara Yaqoob). There are many factors which improves the work of the employee such as flexible scheduling, training etc. It is very necessary for the organization to design the training very carefully (Michael Armstrong, 2000). The design of the training should be according to the needs of the employees (Ginsberg, 1997). Those organizations which develop a good training design according to the need of the employees as well as to the organization always get good results (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). It seems that Training design plays a very vital role in the employee as well as organizational performance. A bad training design is nothing but the loss of time and money (Tsaur and Lin, 2004). On the job training helps employees to get the knowledge of their job in a better way (Deming, 1982). People learn from their practical experience much better as compare to bookish knowledge. On the job training reduces cost and saves time (Flynn et al., 1995; Kaynak, 2003;
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Heras, 2006). It is better for the organizations to give their employees on the job training because it is cost effective and time saving (Ruth Taylor et al., 2004). It is good for organization to give their employees on the job training so that their employees learnt in a practical way (Tom Baum et al., 2007). Delivery style is a very important part of Training and Development (Carlos A. Primo Braga, 1995). Employees are very conscious about the delivery style (Michael Armstrong, 2000). If someone is not delivering the training in an impressive style and he is not capturing the attention of the audience it is means he is wasting the time (Mark A. Griffin et al., 2000). It is very necessary for a trainer to engage its audience during the training session (Phillip seamen et al., 2005). Delivery style means so much in the Training and Development. It is very difficult for an employee to perform well at the job place without any pre-training (Thomas N. Garavan, 1997). Trained employees perform well as compared to untrained employees (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). It is very necessary for any organization to give its employees training to get overall goals of the organization in a better way (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). Training and development increase the overall performance of the organization (Shepard, Jon et al., 2003). Although it is costly to give training to the employees but in the long run it give back more than it took (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). Every organization should develop its employees according to the need of that time so that they could compete with their competitors (Carlos A. Primo Braga, 1995).
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HRM & TRAINING SYSTEM
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Give a man fish, and you have given him meal. Teach man to fish, and you have given him livelihood. ___AN OLD CHINESE PROVERB
At present the Japanese have done it; Americans are doing it; Europeans are emphasizing it; and it is good to see that we Indians are talking about total quality management. __SUBOTH BHARGAVA, CEO, Eicher Limited
Training is the act of increasing the knowledge and skills of an employee for doing a particular job. __EDWIN B FLIPPO
Training denotes a systematic procedure for transferring the technical knowhow to the employees so as to increase their knowledge and skill for doing particular work. The managers are continuously engaged in training their subordinates. They should ensure that any training programme should attempt to bring about positive changes in: Knowledge Skills Attitude of workers
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NEED OF TRAINING
Training is the act of increasing the knowledge and skills of employees for performing a particular job. It is concerned with important specific skills for a particular purpose. Training is mainly job oriented; it aims at maintaining and improving current job performance:
Newly recruited employees require training so as to perform their job effectively. Instruction, guidance, caching help them to handle jobs competently, without any wastage.
Training is necessary to prepare existing employees for higher-level job.
Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessarily.
Training is necessary when a worker move from one place to another.
Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organization needs.
Training is needed to bridge the gap between what the employee has and what the job demands. Training is needed to make employees more productivity and reduce and useful in the long run.
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To increase the productivity - it is essential to increase productivity and reduce cost of production for meeting competition in the market.
Quality conscious customer the customers have become quality conscious and requirements keep on changing. To satisfy the customers, quality of products must be continuously improved through training of workers.
To help a company fulfill its needs.
To improve organizational climate.
To improve health and safety.
Obsolesce prevention - technology is changing at a fast pace. The workers must learn new, techniques to make use of advanced technology.
Personal growth.
Training is needed to bridge the gap between what the employee has and what the job demands. Training is needed to make employees more productive and useful in the long run.
Increased safety-trained worker handle the machines safely. They also know the use of various safety devices in the company.
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OBJECTIVES OF TRAINING
To increase the knowledge of workers in doing specific jobs.
To impart new skills among the workers systematically so that they learn quickly.
To bring about change in the attitudes of the workers towards fellow workers, supervisor and organization.
To improve the overall performance of the organization.
To make the workers handle materials, machines and equipment efficiently and thus to check wastage of time and resources.
To reduce the number of accidents by providing safety training to workers.
To prepare workers higher jobs by developing advanced skills in them.
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AREAS OF TRAINING
The areas of training in which training is offered may be classified into the following categories.
Knowledge Here the trainee learns about a set of rules and regulations about the job, the staff and the products of services offered by the company. The aim is to make the new employee fully aware of what goes inside and outside the company.
Technical Skills The employee is taught a specific skill so that he can acquire that skill and contribute meaningfully.
Social Skills The employee is made to learn about himself and other, develop a right mental attitude towards the job, colleagues and the company. The principal focus is on teaching the employee how to be a team member and get ahead.
Techniques This involves the application of knowledge and skill to various on the job situations.
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Why should training be imparted to the employees?
Modern organizations arrange for the training of their human resources to achieve the following benefits: Quick Learning Training helps to reduce the learning time to reach the acceptable level of performance. The employees need not to learn by observing others and waste time if the formal training programme exists in the organization. Higher Productivity In increase in skill usually helps increase in both quantity and quality of outputs. Standardization of Procedures With the help of training, the best available methods of performing the work can be standardized and taught to the employees. Less Supervision If the employees are given adequate training, the need of supervision will be lessened. Economical Operations Trained personnel will be able to make better and economical use of material and equipment. Higher Morale The morale of employees is increased if they are given proper training. Preparation of Future Managers When totally new skills are required by an organization, it has to face to great difficulties in the selection process.
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Better Management A manager can make use of training to manage in a better way. To him, training can assist improve his planning, organizing, directing and controlling.
What can train does for employees? Confidence Training gives a feeling of confidence in the minds of workers. It gives a feeling of safety and security to them at the work place. New Skills Training develops skills, which serves as a valuable personal asset of a worker. It remains permanently with the worker himself. Promotion Training provides opportunity for quick promotion and self-development. Higher Earnings Training helps in earning higher remuneration and other monetary benefits to the workers as their productivity are increased. Adaptability Training develops adaptability among workers. They dont worry when work procedures and methods are changed. Increased Safety Trained worker handle the machines safely.
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PRINCIPLES OF DESIGN ING TRAINING PROGRAM ME In designing a training programme some principle must be applied to make it effective. These principles may be divided into two categories those related to organizational policy on training and those related to the factors affecting learning. ORGANIZATIONAL TRAINING POLICY Every organization should formulate a training policy, which should include training objectives, basis of training, cost to be incurred on training and methods to be employed for training. TRAINING OBJECTIVES Every training programme should have a specific objective in the form of inculcating new behavioral pattern or acquiring new skills. The organizational policy should indicate the type of skills that should be acquired by the employees whether these will be developed for a specific job or for different jobs; whether acquisition of skills will be a continuous process or this will be one-shot action. If it is treated to be a continuous process, the organization should spell out how much will be learned through training programmes and how much learning take place through continuous practice. BASIS OF TRAINING The second aspect related to the training policy is the determination of wages on which the operatives will be selected for training programmes. Though all the employees need some kind of training to perform their jobs effectively, the question of deciding the type of employees who will be trained by specially organized programmes become important as always cannot participate in these programmes. COST OF TRAINING A training programmes involves cost of different types. These may be in the form of direct expenses incurred in organizing the programme which may be incurred on resource personnel for training, cost of training materials to be provided, arrangement of physical facilities, and
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refreshment etc. Besides these expenses, the organization has to bear indirect cost in the form of loss of production during training period. RESOURCE PERSONNEL Another issue requiring policy decision is the determination of resource personnel who will impart training; whether they will be drawn from within the organization or taken from outside; or a combination of both, what proportion of insiders and outsiders should be.
TRAINING METHODS Organizational policy should also spell out the various training methods to be followed. This helps in designing the training programme accordingly.
FACTORS AFFECT LEARNING
MOTIVATION - It is something that moves a person to action and continues him in the course of action already initiated. This course of action includes learning too. A positive behavior developed through learning results into rewards while a negative behavior results into punishment. MENTAL SET - Mental set refers to the preparation for an action, in this context learning. If a person is prepared to act, he can do the thing quickly and in no time. Without mental set, learning cannot go smoothly and easily. NATURE OF LEARNING MATERIALS - Nature of learning materials affects learning by providing the clues of understanding. If the learning material of easy nature, it is learned quickly whereas difficult material takes time to understand familiarity with the materials affects learning.
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Practice - The more a person practices, more he absorbs learning contents. ENVIRONMENT - Here it refers to the situational set up for learning. Environmental factors can either strengthen or weaken the innate ability on achieve and learn.
Training process
identifying training needs
selecting participants defining expectations from the training mentoring trainee progress
transferring training to work
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METHODS OF EVALUATION OF TRAINING Various methods of evaluation of training is shown in the diagram:
questionnaire test interviews studies HR factors cost - benefit analysis
comprehensive questionnaire could be used to obtain opinions, reactions, and views of training. standard tests could be used to find out whether trainees have learnt anything during and after training.
interviews could be conducted to find out the usefulness of training offered to operatives.
comprehensive studies could be carried out eliciting the opinions and judgment of trainers, superiors and peer groups about the training.
training can also be evaluated on the basis of employee satisfaction, which in turn can be examined on the basis of decrease in employee turnover, absenteeism, accidents, grievances, dismissals, etc. the cost of training could be compared with its value in order to evaluate a training programme.
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DETERMINE FOLLOW-UP ACTIVITIES FOR THE EVENT
Without follow-up the benefits of training May quickly be forgotten or never used. Follow-up, activities provide the continued support and feedback necessary for the successful implementation of new ideas and practices. To be effective, follow-up activities should be planned as you develop your training design, and should include a range of opportunities for participants to reflect on both the content of what they learned during the training and the process of implementation. Some follow-up strategies, which have been shown to improve the adoption of new training practices, include: Newsletters and web site postings; Peer observation and coaching, in which individuals observe one another performing a newly acquired skill, then meet to discuss and reflect on their observations; Mentoring, in which individuals receive on-site, personal support and technical assistance from someone with experience in the method being learned; Study groups, in which individuals meet regularly to support one another during the implementation of a new idea or practice; Booster sessions, in which training participants are brought together two to three months after the training even to reinforce the knowledge and skills acquired during the training; and Ongoing communication between participants and trainers via phone or electronic mail
Keep in mind that some follow-up activities require more resources than other, but may increase the likelihood that significant learning will occur. Professional development includes a broad spectrum of ongoing activities designed to enhance the professional knowledge, skills, and attitudes of educators so that they might, in turn, improve the learning of other. Training events can be effective ways to share ideas and information with large groups of educators, particularly when supplemented by well-developed and executed training development.
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TRAINING METHODS
Training methods are usually classified by the location of instruction. On the job training is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace; off-the-job training on the other hand, requires that trainees learn at a location other than the real work spot. Some of the widely used training methods are listed below:
on the job method

coaching and mentoring job rotation apprenticeship training committe assignments
off the job method

vestibule training role playing lectures conference
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Supportive Materials for Training
1) 2) 3) 4) 5) 6) 7)
Lectures Role-playing Case or project studies and problem solving sessions. Use of pamphlets, charts, broachers, booklets, handbooks, manuals etc. Graphs, pictures, books, slides, movies, projectors, film stripes, tape recorders. Posters, displays, notice and bulletin boards. Reading rooms and libraries where specific books and journal are maintained for reference and use.
8) 9)
Under-study and visit to plants. Corresponding courses under which knowledge about business law, statistics, industrial management, marketing, office procedures, retaining and many other similar subjects may be imparted.
10) 11)
Teaching machine. Membership of professional or trade associations, which offer new techniques and ideas to their members.
Training material has to be prepared with great care and disturbed among the barriers so that they may come well prepared to a session and are able to understand the operations and demonstrations quickly and correctly.
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WHY TRAINING FAILS?
1)
The benefits of training are not clear to the top management.
2)
The top management rarely plans and budget systematically for training.
3)
The top management hardly rewards supervisors for carrying out effective training.
4)
The middle management, without prior incentives from top management, does not account for training in production scheduling.
5)
Without proper scheduling from above, first line supervisors have difficulty in production norms if employees are attending training programmes.
6)
Timely information about external programmes may be difficult to obtain.
7)
Training external to the employing unit sometime teaching techniques on methods contrary to practices of the particular organization.
8)
Behavioral objectives are often imprecise.
9)
Trainers provide limit counseling and consulting services to the rest of organization.
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BENEFITS OF TRAINING
THE BENEFITS TO COMPANY: Highly skilled staff using their new skills to share ideas, problems and solution.
A culture of creativity and continuous improvement which is reinvested in the organization.
Being more competitive by being a learning organization,
Access to University expertise and facilities.
Motivated staff working towards a recognized qualification.
THE BENEFITS TO EMPLOYEES: The opportunity to accumulate credit from a range of learning activities towards a university award.
Improved potential through commitment to learning and personal development Developing new professional skills to change career direction
Training whilst working towards a recognized qualification.
Growth, expansion and modernization cannot take place without trained manpower.
62
OVERALL BENEFITS
It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee.
Prevents obsolescence.
Helps in developing a problem-solving attitude.
Gives people awareness of rules and procedures.
Training makes people more competent.
Personnel become committed to their job resulting in proactive ness.
People trust each other more.
Builds better communications skills.
Develops hidden talent.
Ensures consistent quality.
Produces more effective productive efforts.
63
DATA ANALYSIS INTERPRETATION
64
OBJECTIVES OF THE STUDY

Apart from exploring the different aspects of Le Meridien and its strategies and environment. We had following objectives of the proposed study: 1) To study the basis of training which is useful for executives, supervisors and staff for Le Meridien Hotel? 2) 3) 4) 5) To analyze the process of training conducted in the Le Meridien. To study the satisfaction level of employees from training To study various ways of making training programme more effective To study the benefits of training to Le Meridien.
RESEARCH METHODOLOGY
Research methodology is a systematic method of discovering new facts or verifying old facts, their sequence in the relationship, causal explanation and the natural laws which govern them. The data for this project has been collected has been collected from both primary and secondary source. Information has been collected by questionnaire and interviewing people, company records, internet, intranet.
65
Sampling Procedure:
Stratified Sampling Stratified sampling because the information will be collected from different departments undergoing training. Sample Size: 45 (Executives 15, supervisors 15, staff 15) Instruments/techniques of collecting information: Primary Sources Questionnaire to study the satisfaction level. Interviewing with selected employees of the Hotel. Secondary Sources Training Manuals Reports Website Personnel Records
66
PRIMARY RESEARCH
67
QUESTIONNAIRE
1. For how many years you are serving to the organization? a. less than 2 years b. 2 to 5 years c. 5 to 10 years d. above 10 years.
serving to organization
80% 70% 60% 50% 40% 30% 20% 10% 0% less than 2 years 2 to 5 years 5 to 10 years above 10 years
Inference: Less than 2 years. 2 to 5 years 5 to 10 years Above 10 years 2% 8% 20% 70%
68
2. How many programmes are conducted by company in a year? a. less than 3 programmes b.3 to 6 programmes c. more than 6 programmes.
no of programmes per year
less than 3 programmes 3 to 6 programmes more than 6 programmes
Inference: Less than 3 Programmes 3 to 6 programmes More than 6 Programmes 5% 25% 70%
69
3. What is the satisfaction level of people about coverage of subject matter of training programmes in Le Meridien? a. very satisfactory b. satisfactory c. neutral d. unsatisfactory e. very unsatisfactory.
coverage of subject matter

70% 60% 50% 40% 30% 20% 10% 0% very satisfactory satisfactory neutral unsatisfactory very unsatisfactory
Inference: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory

70
Satisfaction Level of People 65% 25% 5% 4%
Very unsatisfactory
1%
4.
Duration of Training
The satisfaction level of people about duration of training programmes in Le Meridien is as follows: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Satisfaction Level of People 30% 60% 4% 6% 1%
duration of training
70% 60% 50% 40% 30% 20% 10% 0% very satisfactory satisfactory neutral unsatisfactory very unsatisfactory
71
5. What is the satisfaction level of people about the methods used in Le Meridien a. very satisfactory b. satisfactory c. neutral d. unsatisfactory e. very unsatisfactory
unsatisfactory 4%
methods of training
very unsatisfactory 1% neutral 16% very satisfactory 26%
satisfactory 53%
Inference: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory

72
Very unsatisfactory
1%
6. What is the satisfaction level about the supportive materials in Le Meridien ? a. very satisfactory b. satisfactory c. neutral d. unsatisfactory e. very unsatisfactory
supportive materials
very satisfactory satisfactory neutral unsatisfactory very unsatisfactory
Inference: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Satisfaction Level of People 35% 50% 10% 3%
73
Very unsatisfactory
2%
7. What is the satisfaction level of people about the breaks in between of training programmes? a. very satisfactory b. satisfactory c. neutral d. unsatisfactory e. very unsatisfactory
breaks in between training programmes

60% 50%
40%
30%
20%
10%
0% very satisfactory satisfactory neutral unsatisfactory very unsatisfactory
Inference: Criteria Satisfaction Level of People
Very satisfactory Satisfactory Neutral
25% 55% 15%
74
Unsatisfactory Very unsatisfactory
3% 2%
8. What is the satisfaction level of people about the environment in Le Meridien? a. very satisfactory b. satisfactory c. neutral d. unsatisfactory e. very unsatisfactory
environment
70% 60% 50% 40% 30% 20% 10% 0% satisfaction level level about environment
Inference:
Criteria Very satisfactory Satisfactory Neutral Unsatisfactory

75
Very unsatisfactory
1%
9.
Job Orientation
The satisfaction level of people about the job orientation in Le Meridien is as follows:
Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory
Satisfaction Level of People 20% 70% 7% 2% 1%
76
job orientation
80% 70% 60% 50% 40% 30% 20% 10% 0%
very satisfactory
satisfactory
neutral
unsatisfactory
very unsatisfactory
10.
Training Facilitate Changes
The satisfaction level of people about the feedback of training programmes in Le Meridien is as follows: Criteria Knowledge Skills Attitude Efficiency Satisfaction Level of People 30% 30% 30% 10%
77
training facilitate changes
knowledge skills attitude efficiency
11. What is the satisfaction level of people about skill improvements from training programmes? a. very satisfactory b. satisfactory c. neutral d. unsatisfactory e. very unsatisfactory
78
skill improvement
60% 50% 40% 30% 20% 10% 0% very satisfactory satisfactory neutral unsatisfactory vey unsatisfactory
Inference: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Satisfaction Level of People 35% 55% 5% 3% 2%
12.
Quality of Trainer
79
The satisfaction level of people about the quality of trainer in training programmes in Le Meridien is as follows: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Satisfaction Level of People 45% 45% 4% 2% 4%
quality of trainer
unsatisfactory very unsatisfactroy 2% neutral 4% 4%
very satisfactory 45%
satisfactory 45%
13.
Achievement of Career Path
80
The satisfaction level of people about achievement of career path from training programmes in Le Meridien is as follows: Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Satisfaction Level of People 30% 50% 10% 5% 5%
achievement of career path

very unsatisfactory
unsatisfactory
neutral
satisfactory
very satisfactory 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
14. Are the people of Le Meridien satisfied with their increase in pay? a. yes b. no
81
increase in pay
yes 30%
no 70%
Inference:
Criteria
Satisfaction Level of People
Yes No
30% 70%
15.
Feedback of Training
82
The satisfaction level of people about the feedback of training programmes in Le Meridien is as follows:
Criteria Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory
Satisfaction Level of People 40% 50% 5% 3% 2%
feedback of training
very unsatisfactory unsatisfactory neutral satisfactory very satisfactory 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
83
FINDINGS & LIMITATIONS
84
Findings Of the Study

A project has been undertaken by me to analyze the effectiveness of training in Le Meridien. It has been analyzed that what the organization and employees think about training. What procedure organization adopt for training programmes. Is there is any improvement in organization productivity, goodwill, reputation. knowledge, skills, attitude, and efficiency? The people that are satisfied with the training programmes are mostly of people who serving the organization above 10 years. The people who serving the organization from 2 to 5 years and less than 2 years are not so much satisfied with the training system of the organization and mostly employees that are serving the organization are above 10 years and from 2 to 5 years. Is there any improvement in employees
Fig.1.1 shows the people serving the organization from how many years. The number of training programme conducted by the company in a year is generally more than 6 programmes. These more than 6 programmes are basically for the employees who serving the organization above 10 years and for 5 to 10 years and the number of these training programmes is for the employees that serving the organization for less than 2 years.
Fig. 1.2 shows the No. Of programmes conducted by the company in a year. The methods that are used by the company in training programmes are appropriate according to the situation but some employees said that methods used are not appropriate.
Fig. 1.3 shows the coverage matter of the training programmes some of the people said that the subject matter of these training programmes are appropriate but some said sometime the training programmes are not covered the full subject matter of these training programmes. They said that training the subject matter of training programmes is to be quite so that something can learn from these training programmes.
85
Fig. 1.4 shows the duration of these training programmes and the No. of people satisfied with the duration of training programmes. Some are satisfied with the duration of training programmes but some people that are not satisfied with the duration of training programmes they said the duration should be not too short it should be quite long so that something that is learnt can be apply in actual practice.
Fig. 1.5 shows that method used by the company and the satisfaction level of people from the method used in training programmes. Some employees are satisfied with the method used by the company for training programmes but some are not satisfied they said that appropriate method should be used by the company for training programmes.
Fig. 1.6 depicts the supportive materials that are used by the company for conducting training programmes. Some people are satisfied that the supportive materials are used by the company are appropriate but some unsatisfactory and they are of the opinion that according to the nature of training programmes supportive materials are top be used like case studies should be sued the training is provided for personal growth.
Fig. 1.7 depicts the breaks provide in between the training programmes and the satisfaction level of people from the breaks some employees are satisfies with the breaks provided in between training programmes but some are not satisfied the employees that are not satisfied they say that sometimes the breaks are too short that it become very difficult to fully cooperate in the programmes because the freshness is not there.
Fig. 1.8 depicts the environment in which the training is imparted to the employees. Some people are very much satisfied with the environment provide in the training but some people that are not satisfied with the environment provided for the training provided they said that the environment provided should be free from noise so that the training and proper seating arrangements should be there so that the training programmes may be attended with free mind means without any disturbance.
86
Fig. 1.9 depicts the job orientation of training programmes and the people satisfied with these training programmes. Mostly people are satisfied with the job orientation of
training programmes the employees that are not satisfied with the job orientation of training they said that programmes should be more job oriented.
Fig. 1.10 depicts that training facilitate changes in knowledge, skills, attitude and efficiency 40% of the people are said that training programmes leads to increase in their knowledge. 25% says that training programmes leads to increase in their skills and more 25% said that these training programmes leads to improvement in attitude and 10% said that these training programmes leads to increase in efficiency.
Fig. 1.11 depicts improvement in skills from training programmes.
Most of the
employees are satisfied that yes there is improvement in skills from the training programmes. But some of the employees that are not satisfied with the improvement in their skills from training programmes they said that more and more technical and communication skills improvement programmes should be provided by the company.
Fig. 1.12 depicts the satisfaction level of people from the quality of trainer. Some people are satisfied with the quality of trainer for these training programmes but some are not satisfied with the quality of trainer. They said that sometimes trainer is full with
knowledge but he is competent enough to communicate this knowledge to employees.
Fig. 1.13 shows the satisfaction level of people for the achievement of their career path from these training programmes. Some of them are satisfied that training programmes in achievement of their career path. But some are not satisfied they said that enough opportunities are not given to co that they can achieve heir career path.
87
Fig 1.14 depicts that training leads to increase in pay or not. 75% of the people are very much dissatisfied they said that training not leads to increases in pay. They are only to increase the skills but not pay. They said their pay should be increased in relation to their competency, knowledge and skills.
Fig 1.15 depicts that whether there is any feedback of training programmes or not fifty % of the people are satisfied that there is good feedback of training programmes but some said the re there is no feedback of training programmes because they are not know that which of their weakness remain weakness despite of training programmes.
At last the result is that the employees that are serving the organization from less than 2 years are very satisfactory fro the training programmes. They want certain improvements are described above in the training programmes so that that they can benefit something from the training programmes. The employees who serving the organization from 2to5b years are more satisfied than these who serving the organization less than 2 years. The employees who serving the organization from 5to 10 years are more satisfied than these who serving the organization above 10 years are more satisfied. Every topic whether it is coverage of subject matter or it may be feedback of training some are satisfied and some are very unsatisfied so that changes must be done there so that every on can satisfied. People are also said no. Of training programmes should be increased and they should be increased along with pay. Because pay is a monetary reward which attract most of the people.
88
LIMITATIONS OF THE STUDY 1. This study is based on limited sample size, which is only 45. 2. Period of study is too short to draw generalizations. 3. This study is organization specific/centric.
Modern organizations arrange for the training of their human resources to achieve the following benefits: Quick Learning Higher Productivity Standardization of Procedures Less Supervision
89
CHAPTER - 7
SUGGESTIONS & RECOMMENDATIONS
90
HOW TO MAKE TRAINING MORE EFFECTIVE?

Understandably many small business owners hesitate to spend a lot of energy, time or money on training, feeling that the expense doesnt justify the end result. Training opportunities help to create a motivated and productive workforce; once workers are trained they appreciate the chance to use their new skills. Training should be seen as an investment not an expense. The time and money a company spends training its employees to do their job better, could turn out to be its wisest investment. a) Specific training objectives should be outlined on the basis of the type of performance required to achieve organizational goals and objectives. An audit of personnel needs compared with operational requirements will help to determine the specific training needs of individual employees. This evaluation should form a well-defined set of performance standards towards which each trainee should be directed.
b)
Attempt should be made to determine is the trainee has the intelligence, maturity and motivation to successfully complete the training programmes. If deficiencies are noted in theses respects the training may be postponed or cancelled till improvements are visible.
c)
The trainee should be helped to see the need for training by making him aware of the personnel benefits he can achieve through better performance. He should be helped to discover the rewards and satisfaction that might be available to him through change in behavior.
d)
The training programme should be planned so that it is related to the related to the trainees previous experiences and background. This background should be used as a foundation for new developments and new behavior.
e)
Attempts should be made to create organizational conditions that are conducive to a good learning environment. It should be, made clear why changes are needed. Any
91
distractions, in the way of training environment, should be removed. The support of the upper levels of management should be obtained before applying training at lower level. f) If necessary, a combination of training methods should be selected so that variety is permitted and as many of the senses as possible are utilized. g) It should be recognized that all the trainees should be got in the training programmes. He should be provided with opportunity to practice the newly needed behavioral norms. h) As the trainee acquires new knowledge, skills or attitudes and applies them in job situations he should be significantly rewarded for his efforts. i) The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities. j) The trainee should be provided with personal assistance when he encounters learning obstacles. k) l) m) n) Make training an ongoing process. Provide employees with opportunities to use their skills, good workers want to learn. Encourage workers to talk about their training needs. Seek help from a reputable trainer to identify your companys training requirements.
Training should be seen, by employers and employees, as an essential investment with rich returns for both when it is properly focused
92
RECOMMENDATIONS
Based on the analysis, the recommendations are as follows:The communication gap between the staff and their superiors should be lessened so that the appraisal system serves as a tool for clearing misunderstanding, set a course for the future and to build a strong relationship between the subordinates and their superiors.
The performance appraisal system of Le Meridien is excellent. Since the effectiveness of this system depends upon the skill of the user, more information & knowledge should be provided to the superiors so that this system is not merely used for appraising the performance alone, but also provided a basis for building a strong relationship based on mutual trust and confidence.
Since most problem arise because of a communication gap, the management should make sure that not only the supervisors but also the staff members are aware of the performance appraisal system so that they are motivated to respond to it in a positive manner as a means of betterment of their future prospects in the company.
The staff members should be given a feeling of being an important and integral part of the company. This could be made possible through Participative Management which would give them a feeling of being important in the company. communication gap. Le Meridien being one of the best 5 Star Hotel in Delhi, and keeping in view the companys progress, personal bias should be removed so that the employees have full faith and confidence in the system. This would promote better performance of those having high potential. Also, this would help reduce the
Performance appraisal should be done quarterly or tri-annually so that the performance of the employees is under constant check.
The hotel Industry being a service industry, Le Meridien should go in for the 360 degree. Technique of Performance Appraisal where an employee is appraised by not only the superiors
93
but also their sub-ordinates, peers and may be even the customers-in case of the staff members who are directly dealing with the customers and are ambassadors to the hotel. Moreover, the 360 degree. appraisal. technique of performance appraisal is the most modern technique of performance
94
CHAPTER 8
CONCLUSION
95
BENEFITS OF TRAINING
THE BENEFITS TO COMPANY: Highly skilled staff using their new skills to share ideas, problems and solution.
A culture of creativity and continuous improvement which is reinvested in the organization.
Being more competitive by being a learning organization,
Access to University expertise and facilities.
Motivated staff working towards a recognized qualification.
THE BENEFITS TO EMPLOYEES: The opportunity to accumulate credit from a range of learning activities towards a university award.
Improved potential through commitment to learning and personal development Developing new professional skills to change career direction
Training whilst working towards a recognized qualification.
Growth, expansion and modernization cannot take place without trained manpower.
96
OVERALL BENEFITS
It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee.
Prevents obsolescence.
Helps in developing a problem-solving attitude.
Gives people awareness of rules and procedures.
Training makes people more competent.
Personnel become committed to their job resulting in proactive ness.
People trust each other more.
Builds better communications skills.
Develops hidden talent.
Ensures consistent quality.
Produces more effective productive efforts.
97
CHAPTER 9
Annexure
98
QUESTIONNAIRE
Dear respondent, I am a student of Amity School of Business, NOIDA and conducting a survey to evaluate the effectiveness of training in the Le Meridien and to identify the areas of improvement in the Hotel in regard to training. You are requested to fill up this questionnaire, which will help in assessing the employee satisfaction:
Name of the employee
______________________________
Name of the department:
__________________________
Designation:
______________________________
1.
No. of years serving the hotel. Less than 2 years 2 to 5 years 5 to 10 years Above 10 years No. of programmes conducted by the Hotel in a year? Less than 3 programmes 3 to 6 programmes More than 6 programmes The Hotel provides which of the following training calendar? Annually Monthly Quarterly Semi-annually
2.
3.
99
4.
Out of the training programmes conducted how many have you attended. number of important programmes? ______________________________________________ ______________________________________________ ______________________________________________
List the
5. (i)
Rate the following parameters of training. Tick marks the box most appropriate to you? Coverage of subject matter Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Duration of training Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Achievement of career path Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Job-oriented Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory
(ii)
(iii)
(iv)
100
(v)
Environment/infrastructure Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Methods used Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Supportive materials Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Breaks in between the training Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Quality of trainer Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory Improvement in skills, knowledge Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory
(vi)
(vii)
(viii)
(ix)
(x)
101
(xi)
Feedback of training Very satisfactory Satisfactory Neutral Unsatisfactory Very unsatisfactory
102
CHAPTER 10
BIBLIOGRAPHY & REFERENCES

103
BIBLIOGRAPHY AND REFERENCES

www.lemeridien.com www.lemeridienbangalore.com
REFERENCES:
Le Meridien Human Resources Manual Brochures Forms and Formats Employees of Le Meridien, Bangalore
BOOKS REFERRED:
Human Resources and Personal Management- K. Ashwathappa
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1

L a s t b u t n o t t h e l e a s t I a l s o t h a n k m y PARENTS, FRIENDS a n d w h o w e r e v e r y cooperative by giving me valuable suggestion in this exercise.

Page left for attachment of letter

Page left for attachment of certificate of appreciation

12 12-21 12-21 12-13 14-16 16-17 17 17 18-20 20 21

26-32 33-36 33-34 34-35 35-36

Part 1Human resource department Part 2Other matters [HR practices]

61 61 62 62 63-65 66-83 84 85-86 87-88 89 90-91

Chapter12: Bibliography and references

MAJOR CHARACTERISTICS OF HOTEL INDUSTRY

FEATURES OF INDIAN HOTEL INDUSTRY

NEW GROWTH PHASE

CHALLENGES FOR HOTEL INDUSTRY

SCOPE OF HOSPITALITY SECTOR

PART 1 LE MERIDIEN WORLDWIDE

Mission Statement of Le Meridien

Primary aim of Le Meridien is to:

6. Recognize and award success and achievement.

Vision and Values of Le Meridien

Le Meridien Brand Values

Le Meridien - Art + Tech

PART 2 LE MERIDIEN, BANGALORE

Address: Le Meridien Bangalore

Transportation to the Hotel:

outdoor swimming pool

PART 3 CORE SERVICES/ FUNCTIONAL DEPARTMENTS FRONT OFFICE DEPARTMENT

Asst IN BUSINESS CENTRE

-BEAUTY PARLOUR GENTS

PEDICURIST CUM MANICURE

-HEALTH CLUB SUPERVISOR

UTILITY WORKER -BELL DESK BELL CAPTAIN BELL BOYS

HOUSE KEEPING DEPARTMENT

EXECUTIVE HOUSE KEEPER (HOUSE KEEPING)

FOOD AND BEVERAGES PRODUCTION DEPARTMENT

-Sr SOUS CHEF

Sr SOUS CHEF CHEF de PARTIES

COMMIS 1, 11 AND 111

HUMAN RESOURCE DEVELOPMENT

DEPUTY PERSONNEL MANAGER

conjunction with relevant department heads, at the hotel.

LE MERIDIEN AS A PHILOSOPHY OF HRM

Employees problems need personalized attentive. HRD STRATEGIES AND INTIATIVES

HRM & TRAINING SYSTEM

Training is necessary to prepare existing employees for higher-level job.

Training is necessary when a worker move from one place to another.

To help a company fulfill its needs.

To improve organizational climate.

To improve health and safety.

To increase the knowledge of workers in doing specific jobs.

To improve the overall performance of the organization.

To reduce the number of accidents by providing safety training to workers.

To prepare workers higher jobs by developing advanced skills in them.

Why should training be imparted to the employees?

FACTORS AFFECT LEARNING

identifying training needs

transferring training to work

questionnaire test interviews studies HR factors cost - benefit analysis

DETERMINE FOLLOW-UP ACTIVITIES FOR THE EVENT

on the job method

off the job method

Supportive Materials for Training

WHY TRAINING FAILS?