Chapter 1 Introduction 1.

1 Background of the Research:

In general this research projects is for the fulfilment of PGDMS program. The Management Research- project and presentation is core and significant subject module for the researcher to make healthier kno ledge! skill and also to get the idea about an international business organi"ation and ho does it ork. The research project is co#ering the unit Management Research- Project and presentation hich dri#en for the accomplishment of PGDMS and a part from that the research project basicall$ a practical and field ork basis. To ork ith the research topics a %& based pri#ate compan$ has been selected kno n as '(MP)SS GR(%P and one of its sister concern hich kno n as SSP *Select Ser#ice Partner+. The compan$ ha#e been selected just because the researcher is emplo$ing in there and con#enience to collect necessar$ data and information regarding to research! ith complete access. The topic has chosen to identif$ the problem and prospect regarding human resource management in an organi"ation! construct #igorous kno ledge in this sector desire to further higher stud$. Company Details:

Select Ser#ice Partner * ,ondon -ead (ffice+ ./0! 1uston Road 23.4 5&, ,ondon %nited &ingdom Unit Details: 3histlestop 2o-0 Station )pproach 6aker Street %nderground. ,ondon 23. 7,D %nited &ingdom

1.2

O !ecti"e of the Research:

The basic objecti#e of the research is to find out the follo ing ke$ material of the compan$ and anal$sis to prepare the research report. 1;pand the ac<uaintance on -uman Resource Management on %& perspecti#e. -uman resource management is the heart of an$ organi"ation to make it acti#e and ha#ing interest on it! researcher intended to go through on it to find out ho does it ork in the organi"ation and sei"e the rout of it. Generousl$ gi#ing importance on the -uman resource management and emplo$ee producti#it$ and satisfaction of SSP *select ser#ice partner+ to find out best outcome and dra backs. Deficient regarding orkforce in the compan$ and if so! reasons h$ and ho it8s performing i.e. hether it is benefited or not for the emplo$ee. Probable clarification basis on the problem identified.

1.#

$imitation of the Research:

data regarding the research.

The compan$8s management people ere too bus$! hich conflicts to get the Sampling people ere not in con#enience time just because of different shifting hour. 9or the research time factor as a major constraint. Research location as onl$ a specific department of SSP.

1.4 Company %rofile:

SSP is 1urope and )sia=s leading dedicated operator of food and be#erage brands in tra#el and leisure locations. 3e operate restaurants! bars! caf>s! food courts and con#enience stores in airports! train stations! motor a$ ser#ice stations! retail parks! conference centres and other leisure locations. 3ithin the SSP brand portfolio are brands such as 'a#iar -ouse ? Prunier! 'aff@ Rita""a! 6en ? Aerr$=s! ,e Train 6leu! M?S Simpl$ 9ood! Starbucks! 6urger &ing! 6onne Aourn>e! %pper 'rust! and Pi""a -ut. SSP takes particular pride in its outstanding ser#ice deli#er$ and pro#en operational e;pertise. 3e back this up ith customer-led! ongoing monitoring of operations! hich are go#erned b$ strict standards and an uncompromising attitude to <ualit$. The optimum mi; of design! la$out and outlet combination is chosen for each and e#er$ site using SSP=s o n location-specific portfolio de#elopment and design model. The use of this tool! hich dra s together information about local consumer insights! site traffic and logistical matters! helps SSP deli#er results that e;ceed consumers= e;pectations and ma;imise clients= long-term income. *)nnual Report of 'ompass Group8 :440+

1.&.1 Company 'istory:

SSP can trace its histor$ back through a number of food and be#erage companies in the tra#el and leisure sector and has been pro#iding solutions for its clients since the nationalisation of the rail industr$ in the %& in .5BC and for o#er B4 $ears in the airport market! beginning ith Scandina#ian )ir Ser#ices in .5/.. SSP became trul$ international during its tenure ith 'ompass Group Plc! follo ing successful de#elopments in )sia and 1uropean markets and through ac<uisitions in 'entral 1urope *,ouis Group+! %S) *'reati#e -ost Ser#ices+ and German$ *Mitropa+. *)nnual Report of 'ompass Group8 :440+ It is this rich histor$ and operational e;pertise! rooted in the tra#el and leisure sector! coupled ith a proud culinar$ heritage hich makes SSP the successful compan$ it is toda$. -a#e a look on appendi; . for ho the compan$ changed b$ period of time.

This success as recognised in Aune :44/ hen SSP as ac<uired b$ 1ET IF! a leading 1uropean pri#ate e<uit$ fund that specialises in gro ing market leading businesses.

1.&.2 Information on ((%:

SSP represents one of the market leaders in tra#el concessions catering. It has market leading positions in man$ of the :/ countries in hich it operates and pro#ides catering for roadside! rail a$ and airport concessions! principall$ in the %&! 'ontinental 1urope and the %nited States. SSP operates catering and retail concessions at o#er /44 sites and manages o#er :!444 catering and retail units orld ide. The 'ompan$ ill retain a small part of the tra#el concession catering business! mainl$ comprising the operation of motor a$ businesses in Aapan and Portugal and airport concessions in other locations such as )ustralia! South )frica and 6ra"il! hich are #er$ closel$ integrated ith the rest of the 'ompass Group8s business. This ill be in addition to the 'ontinuing Group8s e;isting acti#ities consisting of its contract catering operations and support ser#ices. Summar$ financial information as reported under %& G))P in respect of SSP for the $ears ended D4 September :44D! D4 September :44B and D4 September :447 is set out belo . )ear ended #* (eptem er 2**# 2**& 2**+ .!C4B , million , million , million Turno#er ..................................................................................!7/0 .!/:0 (perating costs! less other income .........................................*.!B/:+ *.!7::+ *.!/54+ Total operating profit before good ill amortisation! interest and ta; .47 .47 ..B Good ill amortisation..................................................................... *B/+ *B0+ *B5+ Profit before interest and ta; ...............................................................75 7C /7 The gross and net assets of SSP as at D4 September :447 ere G.!//D million and G.!DCC million respecti#el$. The financial information set out in this paragraph has

been e;tracted ithout material adjustment from Part IF of this document. *)nnual Report of 'ompass Group8 :440+

Organi-ational (tructure Of ((%: Chief ./ecuti"e Officer Of ((%

-uman Resource Manager

9inance Manager

Marketing Manager

(peration Manager

Information Technolog$

Deput$ (peration Manager

%nit Manager

9igH The organi"ational structure of SSP.

3histlestop especiall$ run its commercial acti#ities on the basis of a strong chain of command and as ell do n ard approach s$stem! here the compan$ '1( deli#ers instruction departmental person in charge. Subse<uentl$ all the departmental head implement the instruction through (perations manager b$ under his bottom le#el unit manager and on its store.

1.&.# Brand %ortfolio

SSP has access to and partnerships ith an unparalleled range of food and be#erage brands! ranging from international and national household names to local! specialt$ and ne ! breakthrough offerings. This portfolio! hich includes our o n international and national brands! stretches right across the consumer price point scale. SSP is 7

constantl$ impro#ing its brand portfolio to ensure that the best customised offering is a#ailable for each client and location. ) selection of our brands includesH

(ister concerns are:

1.&.& Corporate (ocial Responsi ility:

SSP supports the people! the communities and the en#ironments in hich it operates ith a practical approach. *)nnual Report of 'ompass Group8 :440+ 0uiding %rinciples Seek to reduce our negati#e impact on the en#ironment Seek to encourage our suppliers to reduce their negati#e impact on the en#ironment Seek to pro#ide our customers and clients ith joined up actions rather than meaningless ords Seek to pro#ide positi#e beha#iours and ork places for staff Seek to support our local communities

1.1.& 2reas of (pecial Interest: 1n#ironmental Practices Sustainable Sourcing 'ustomers and 'lients 3orkplace Practices 'ommunit$ 1ngagement )nnual Report (f 'ompass Group8 :440

Chapter 2 $iterature Re"ie3 2.1 Introduction:

-uman resource planning is to managing! moti#ating and emphasis organi"ational people to accomplish specific organi"ational objecti#e and goal at nearb$ and for future. I-uman resource management is defined as a strategic and coherent approach to the management of an organi"ation8s most #alued assets- the people orking there ho indi#iduall$ and collecti#el$ contribute to the atonement of its objecti#e.8 )rmstrong M *:44/+ )ccording to 9isher et al. I-uman resource management in#ol#es all management decisions and practices that directl$ affect or influence the people! or human resources! ho ork for the organi"ation. *Mullins ,aurie A. :447+

2.2 2 cross e"aluation of 'uman Resource 4anagement: Man$ people find -RM to be a #ague and elusi#e concept - not least because it seems to ha#e a #ariet$ of meanings. Pinning do n an acceptable definition can seem like tr$ing to hit a mo#ing target in a fog. This confusion reflects the different interpretations found in articles and books about human resource management. -RM is an elastic term and it co#ers a range of applications that #ar$ from book to book and organi"ation to organi"ation. In Managing Human Resources: Personnel Management in Transition! Stephen 6ach *:447HD+ argues that! compared to a decade ago! much of the contro#ers$ about the definition of -RM has dissipated. -e considers that! in part! this ma$ be due to the

use of a broader and more encompassing definition of -RM. -o e#er! 6ach *p.B+ sho s that the debate has not #anished b$ disagreeing ith 6o;all and Purcell=s *:44DH.+ statement that -RM refers toH J... all those acti#ities associated ith the management of the emplo$ment relationship in the firm. The term =emplo$ee relations= ill be used as an e<ui#alent term as ill the term =labour management=.J 6ach argues that this definition is =a little too broad=! stating that such a broad definition makes it difficult toH

-ighlight an$ distincti#e features or #alues that underpin -RM 'hart changes in the practice of -RM %nderstand the contro#ers$ surrounding -RM

In 6ach=s opinion! -RM differs from emplo$ee relations in its focus on management practices and tendenc$ to ignore the interests of emplo$ees. In fact! he holds <uite =hard= #ie s on the nature of -RMH

-RM is unitarist *emplo$er and emplo$ee interests should coincide+ ith an emphasis on organi"ational effecti#eness The interests of other stakeholders such as emplo$ees are marginali"ed There is a predominant interest on the indi#idual firm - specificall$! within the firm - focused on indi#idual emplo$ee moti#ation and aspiration There is a conse<uent pla$ing do n of e;ternal and collecti#e *unioni"ation+ issues.

The -uman Resources Management *-RM+ function includes a #ariet$ of acti#ities! and ke$ among them is deciding hat staffing needs! ha#e and hether to use independent contractors or hire emplo$ees to fill these needs. Recruiting and training the best emplo$ees! ensuring the$ are high performers! dealing ith performance issues! and ensuring personnel and management practices conform to #arious regulations.

2.# 5unction Of 'uman Resource 4anagement: -uman resource management is the management of the organisation! to ensure this organisation re<uire performing the follo ing function to acti#ateK -uman resource planningH Planning to identif$ing the e;istence no of emplo$ee presentl$ and ho man$ people need in future or keeping e;istence one and all about this. Recruitment and selectionH Recruitment and selection in#ol#es ith co#er the lacking of staffs in the organi"ations. Pa$roll administrationH Pa$roll administration includes all the tasks in#ol#ed in pa$ing an organi"ation8s emplo$ees. It t$picall$ in#ol#es keeping track of hours orked and ensuring that emplo$ees recei#e the appropriate amount of pa$. Re ard managementH Re ard management basicall$ engage to pro#ide re ard to its emplo$ee hich is come through the performance management. Performance managementH %nder this function! performance management make the performance appraisal of the compan$ emplo$ee8s basis of their performance. Training and managementH 3here the ne emplo$ee are train as per their specific job responsibilit$ and about the e;istence emplo$ee hose are going to be promoted has to be train through this function. 1mplo$ee recordsH %nder this -R function the entire emplo$ee8s positions! job responsibilit$! personal details etc are kept in the -R record for further re<uire. Discipline handlingH In this -R function the necessar$ action has taken on the staffs of the organi"ation if necessar$. )bsence managementH The absence management is designed to pro#ide a summar$ of ho to manage absenteeism in the organi"ation. 1nsuring the safet$ of the ork placeH To make sure the health and safet$ procedure are orking properl$ in orkstation.

.4

2.& (tructure and models of 'uman Resource 4anagement:

) model seeks to demonstrate anal$tical frame ork. Generall$ in an$ human resource management model the follo ing factors a#ailableH 1. Pro#iding anal$tical frame ork for the stud$ of stake holders! situation! en#ironment! emplo$ee union! relation etc. 2. ,egitimate certain human resource management practices #. Gi#en characteri"ation of human resource management #ariation relationship &. 1ndo ith opportunities to disco#er orld and its ke$ global business en#ironment.

2.&.1 0uest6s model of 'R4:

7he 0uest model *Guest .5C5! .550+H Though there are not different authors and authorit$ de#elop different model through the passage of time the author and authorit$ e;plain different model hich alread$ mentioned abo#e. *Aohn 6ratton ? Aeffre$ G) Da#id Guest *.5C5! .550+ has de#eloped a more perspecti#e model of -RM reflecting the #ie that

7a le 1.1:
%sychological contact $ocus of control .mployee relations %ersonal management compliance 9air da$8s ork for a fair da$8s pa$ 1;ternal Pluralist 'ollecti#e Organi-ing principles ,o trust Mechanistic 9ormalLdefined roles Top-do n 'entrali"ed 'R4 commitment Reciprocal commitment Internal %nitarist Indi#idual -igh trust (rganic 9le;ible roles 6ottom-up Decentrali"ed

..

%olicy goals

)dministrati#e efficienc$ Standard performance 'ost minimi"ation

)dapti#e ork-force Impro#ing performance Ma;imum utili"ation

7a le 1.1 Difference bet een personnel management and human resource management .5C0

7a le 1.2: 'R4 strategy

Differentiatio n *inno#ation+ 9ocus *<ualit$+ 'ost *costreduction+

'R4 practices
Selection Training )ppraisal Re ards Aob design in#ol#ement Status and securit$

'R4 outcomes
'ommitment

Beha"iour outcomes
1ffortLmoti#ation 'ooperation

%erformance Outcomes
-ighH Producti#it$ Eualit$ Inno#ation

5inancial outcomes
Profits

Eualit$ In#ol#ement 9le;ibilit$ (rgani"ational citi"enship

,o H )bsence ,abor turno#er 'onflict 'ustomer complaints

Return on in#estment

7a le 1.2 The guest model of human resource management *-RM+ de#eloped in.550 5our policy of 0uest 4odel Strategic integrationH Planning! coherent policies! line management use of -RM 'ommitmentH 9le;ibilit$H multitasking Eualit$ H 1nsuring high <ualit$ goods 1mplo$ee committed to organi"ation and to high )daptable organi"ation structure functional fle;ibilit$performanceLbeha#iour.

.:

The model is prescripti#e in the sense that it is based on the assumption that -RM is distincti#el$ different from traditional personnel management *rooted in strategic management! etc.+. It is idealistic! implicitl$ embod$ing the belief that fundamental elements of the -RM approach *essentiall$ those of the -ar#ard map+ such as commitment ha#e a direct relationship ith #alued business conse<uences. -o e#er! Guest has ackno ledged that the concept of commitment is =mess$= and that the relationship bet een commitment and high performance is *or! perhaps! as gi#en the age of this material+ difficult to establish. It also emplo$s a =flo = approach! seeing strateg$ underpinning practice! leading to a #ariet$ of desired outcomes. ,ike its )merican predecessors! this %& model is unitarist *t$ing emplo$ee beha#iour and commitment into the goals of strategic management+ and luke arm on the #alue of trade unions. The emplo$ee relationship is #ie ed as one bet een the indi#idual and the organi"ation.

2.+ 7he 'ar"ard map of 'R4

) large part of this section is de#oted to the -ar#ard =map= of -RM. This is probabl$ the most seminal model of -RM and has had a major influence on academic debate on the subject. =3e noted that the -ar#ard 6usiness School generated one of the most influential models of -RM. The -ar#ard interpretation sees emplo$ees as resources. -o e#er! the$ are #ie ed as being fundamentall$ different from other resources - the$ cannot be managed in the same a$. The stress is on people as human resources. The -ar#ard approach recogni"es an element of mutualit$ in all businesses! a concept ith parallels in Aapanese people management! as e obser#ed earlier. 1mplo$ees are significant stakeholders in an organi"ation. The$ ha#e their o n needs and concerns along ith other groups such as shareholders and customers.= )lan Price *:440+

.D

The -ar#ard Map or model outlines four -R polic$ areasH . -uman resource flo s - recruitment! selection! placement! promotion! appraisal and assessment! promotion! termination! etc. : Re ard s$stems - pa$ s$stems! moti#ation! etc. D 1mplo$ee influence - delegated le#els of authorit$! responsibilit$! po er B 3ork s$stems - definitionLdesign of ork and alignment of people. 3hich in turn lead to the =four '=s= or -R policies that ha#e to be achie#edH

'ommitment 'ongruence 'ompetence 'ost effecti#eness

6eer et al *.5CB+ proposed that long-term conse<uences *both benefits and costs of human resource policies should be e#aluated at three le#elsH indi#idual! organi"ational and societal. These in turn should be anal$"ed using the four 's. )lan Price *:440+

.B

Chapter: #
Research Design
#.1 Introduction:
6ased on research topics in the organi"ational stud$! the information and data has been collected through -ume Resource Department! compan$ annual report! personal inter#ie ! manager8s opinion regarding the rele#ant topics. To get the data and information regarding the research has to be through a s$stematic and significant a$. So follo ing on this a research design has de#elop for SSP relating on the research topics hich illustrates conse<uentl$ under this chapter.

#.2 5rame 3ork for a research design:

) general frame ork is adopted to pro#ide guidance about all facets of the stud$! from assessing the general philosophical ideas behind the in<uir$ to the detailed data collection and anal$sis procedures. %sing an e;tant frame ork also allo s researcher to lodge their plans in ideas ell grounded in the literature and recogni"ed b$ audiences that read and support proposals for research. -ere introducing three basic approaches to research. The proposal de#eloper needs to consider three frame ork elementsK Aohn 3. 'res ell *:44:+ Philosophical assumptions about hat constitutes kno ledge claims! General procedures of research are called strategies of in<uir$! and Detailed procedures of data collection! anal$sis and riting called methods. Eualitati#e and <uantitati#e and mi;ed methods approaches frame each of these elements differentl$! and this different are identified and discussed ne;t.

.7

.lement of In8uiry )lternati#e &no ledge 'laims 2pproaches to research Strategies of In<uir$ Eualitati#e Euantitati#e Mi;ed Methods Translated into Practice Methods 'onceptuali"e 6$ the researcher Design %rocess Of Research Euestion Theoretical ,ens Data 'ollection Data )nal$sis 3rite up Falidation

Fig: Knowledge claims, strategies of inquiry and methods leading to Approaches and the design process.

./

#.# Research 4ethodology: To carr$ out the proposed stud$ primar$ data and secondar$ data has been be used. In preparing a report about the recruitment and selection process of emplo$ees in SSP *Select Ser#ice Partner+ group hich is a difficult and complicated task and no single method is appropriate for preparing the report. The methodolog$ of the task can be representing follo sH #.#.1 %rimary data: In primar$ data collection! is collect the data b$ researcher through using methods such as inter#ie s and <uestionnaires. The ke$ point here is that the data has collect is uni<ue to researcher and for research and! until it publish! no one else has access to it. *Dr. Ranjit &! :447+ There are man$ methods of collecting primar$ data and the main methods includeH

Euestionnaires Inter#ie s 9ocus group inter#ie s (bser#ation 'ase-studies Portfolios.

Primar$ data for this report has been collected through one techni<ueK Euestionnaires method has applied. In the primar$ source! data has been collected directl$ from the emplo$ees of 3histlestop in 6aker street and 1uston underground area. The emplo$ees ha#e gi#en their opinion! thinking and perception about the compan$8s ethics and management through the <uestionnaire. I inter#ie ed those emplo$ees personall$. #.#.2 (econdary data:

.0

Secondar$ data are of t o kinds! internal and e;ternal. Internal secondar$ data ill be gathered from the organisation itself. 1;ternal secondar$ data ill be gathered b$ the sources outside the organisation. In the secondar$ sources! data has been collected through the different te;tbooks and journals relating to the theoretical frame ork of the research. 9urthermore! compan$ projects profile! related data! etc. has been collected from the SSP ebsite and their compan$ profile! hich has been used as m$ source of secondar$ data. #.#.# (election of sample: The author conducted the stud$ through a proper sampling hich means that the researcher makes contact ith fe persons rele#ant to the stud$ and asks these persons to identif$ the ade<uate respondent for the author. 3hen selecting the sample of research! researcher decided to reach the appropriate respondents through the contacts! so that! researcher made a first contact some of staff ho are orks for the histlestop and corresponded connected researcher ith the team leader! persons orking for the Group 0C of SSP- 3histlestop baker street under ground rail a$. It as alread$ difficult to conduct the stud$ ithin short period and there are not enough academic materials! moreo#er this all are based on practical e;perience and #ar$ store to store ho the$ take this issue. 3hatsoe#er e#entuall$ the store has been selected through the unit manager of it and all the data has been collected from there.

.C

#.& Data collection:

The primar$ data is being collected b$ <uestionnaire from the emplo$ee of the compan$. 'ompan$ profile! related data has been collected the SSP ebsites.

#.&.1 Collection procedure of Data: Personal inter#ie techni<ue as the primar$ tool used in collecting information. Inter#ie ith the emplo$ee ha#e done through <uestionnaire in order to discuss about the related matters before preparing the report. The ebsite of the related compan$ is the main source of secondar$ data. #.&.2 (ampling plan: 1stablishing a proper sampling plan is ine#itable for accumulation of ma;imum reliable and effecti#e information. Sampling frame determines ho should be the source of information and ho the$ can be tactfull$ selected. Since m$ one is a t$pe of sur#e$ hich demands enthusiastic support from a massi#e number of respondents! Researcher ha#e to be careful in selecting them hom researcher thought ill be most fruit full for research.

#.&.# (tudy population: The first step of the sampling design is to define the stud$ population. Due to time restriction and other limitations! the sur#e$ ill onl$ focus into the emplo$ees of histlestop 6aker Street in %&. #.&.& (ampling 5rame: )s there is no concrete list or number of emplo$ee of 3histlestop in the areas hich I ha#e mentioned! the sample frame ill be random selection in different )ge! gender! occupation etc. of the emplo$ee of the compan$. The researcher ill stand in front of staff entrance of the shop and pick an$ one ho fulfils the criteria to be a sample ith the permission of store manager. Researchers ha#e the freedom to choose home#er the$ find.

.5

#.+ (ampling 4ethod:

To in#estigate the factors for emplo$ee perception to the compan$! 2on-probabilit$ Sampling Procedure has been used. The sampling unit as selected through con#enience samplingH here the selection of the sampling unit is left primaril$ on the inter#ie er. The reason behind choosing 'on#enience Sampling is man$ but here most importantl$! there is no appropriate structure or frame ork that can aid to select the sample. 9arther! these procedures are both time sa#ing and ine;pensi#e. (ample (i-e: The total sample si"e for the stud$ ill be :4 no. of staff that as selected b$ random sampling methods. The researcher ill peak .4 respondents from each area of the compan$. Data 2nalysis: Data anal$sis is the process b$ hich the data re<uirements of a functional area are identified! element b$ element. 1ach data element is defined from a business sense! its o nership is identified! and users and sources of that data are identified. These data elements are grouped into records! and a data structure is created hich indicates the data dependencies. 2nalysis of employees %erception: )fter getting all the data from the emplo$ee! the Researcher has anal$"ed through the statistical tools to find out the satisfaction le#el of the customers. 9rom research sample! here researcher anal$sis some kind of data ith diagram and table hich are discussed ne;t on.

:4

9uestioner 5orm:
The <uestionnaire form is formatted ith fi#e-point likert scale. ) $ikert scale is a ps$chometric response scale often used in <uestionnaires! and is the most idel$ used scale in sur#e$ research. 3hen responding to a ,ikert <uestionnaire item! respondents specif$ their le#el of agreement to a statement.The grading point of each scale is herb$!

.M Strongl$ disagree :M Disagree DM 2eutral BM )gree 7M Strongl$ )gree.

E.H Managers should go through emotional intelligence to boost up emplo$ee producti#it$.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E:H ) compan$ hich is doing ell business does not to ha#e orr$ about secondar$ problems.
1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

EDH )ct according to the la $ou can not go rong morall$.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

EBH Producti#it$ in business is basicall$ an adjustment bet een e;perience and the actual performance of emplo$ee.
1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E7H SSP8s in#ol#ement in emplo$ee relation is ell-built and effecti#e.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

:.

E/H 1mplo$ees satisfaction is a concept on the a$ business firm support to it.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E0H 'ompetiti#eness and profitabilit$ are important #alues.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

ECH 'onditions of a free econom$ ill best ser#e the needs of societ$. ,imiting competition can onl$ hurt societ$ and actuall$ #iolate basic natural la s.
1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E5H I #ie sick da$s as #acation da$s that I deser#e.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E.4H 1mplo$ees ages should be determined according to the la s of suppl$ and demand based on location for *e;ample ,ondon e;penditure is high+.
1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E..H Man$ different ph$sical and emotional health problems ma$ interfere ith emplo$ee performance
1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

E.:H Re arding s$stem of SSP in lo er label emplo$ee is satisf$able.

1 (trongly disagree. 2 Disagree. # :eutral. & 2gree. + (trongly 2gree.

::

Chapter &
Data 2nalysis 2nd Interpretation
&.1 Data 2nalysis and Interpretation: Researcher often find data anal$sis the most enjo$able part of carr$ing out an research stud$! since after all of the hard ork and aiting the$ get the chance to find out the ans ers. If the data do not pro#ide ans ers! that presents $et another opportunit$ for creati#it$. So anal$"ing the data and interpreting the results are the Nre ardO for the ork of collecting the data. Data do not! ho e#er! Nspeak for themsel#esO. The$ re#eal hat the anal$st can detect. So hen the ne in#estigator! attempting to collect this re ard! finds himLherself alone ith the dataset and no idea ho to proceed! the feeling ma$ be one more of an;iet$ than of eager anticipation. )s ith most other aspects of a stud$! anal$sis and interpretation of the stud$ should relate to the stud$ objecti#es and research <uestions. (ne often-helpful strateg$ is to begin b$ imagining or e#en outlining the manuscript*s+ to be ritten from the data. Fictor A. Schoenbach *:44B+ The usual anal$sis approach is to begin ith descripti#e anal$ses! to e;plore and gain a NfeelO for the data. The anal$st then turns to address specific <uestions from the stud$ aims or h$potheses! from findings and <uestions from studies reported in the literature! and from patterns suggested b$ the descripti#e anal$ses. 6efore anal$sis begins in earnest! though! a considerable amount of preparator$ ork must usuall$ be carried out. &.2 2nalysis ; 4a!or o !ecti"es .. 1#aluate and enhance data <ualit$ :. Describe the stud$ population and its relationship to some presumed source *account for all in-scope potential subjectsK compare the a#ailable stud$ population ith the target population+ D. )ssess potential for bias *e.g.! nonresponse! refusal! and attrition! comparison groups+

:D

B. 1stimate measures of fre<uenc$ and e;tent *pre#alence! incidence! means! medians+ 7. 1stimate measures of strength of association or effect /. )ssess the degree of uncertaint$ from random noise . 0. 'ontrol and e;amine effects of other rele#ant factors C. Seek further insight into the relationships obser#ed or not obser#ed 5. 1#aluate impact or importance

:B

&.# Data analysis:

E.H Managers should go through emotional intelligence to boost up emplo$ee producti#it$.

Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 2 1 0 1 6 10 Respondent in % 20% 10% 0% 10% 60% 100%

Frequency

6 5 4 3 2 1 0 Strongly Disagree 2 Disagree 1 Neutral 0 Agree 1 Strongly Agree 6

7a le no: 1

Frequency

(ource: 7a le no: 1

:7

E:H ) compan$ hich is doing ell business does not to ha#e orr$ about secondar$ problems.
Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 1 0 4 1 4 10 Respondent in % 10% 0% 40% 10% 40% 100%

7a le no: 2
Frequency

: r : r

M Fr

(ource: 7a le no: 2

:/

EDH )ct according to the la $ou can not go rong morall$.

Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 1 1 1 5 2 10 Respondent in % 10% 10% 10% 50% 20% 100%

7a le no: 2
Frequency 6 5 4 3 2 1 0 Strongly Disagree Disagree Neutral Agree Strongly Agree Frequency

2ppendi/
(ource: 7a le no: 2

:0

EBH Producti#it$ in business is basicall$ an adjustment bet een e;perience and the actual performance of emplo$ee.
Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 0 1 3 6 10 Respondent in % 0% 0% 10% 30% 60% 100%

7a le no: 2

Frequency 7 6 5 4 3 2 1 0 Strongly Disagree Disagree Neutral Agree Strongly Agree Frequency

(ource: 7a le no: 2

:C

E7H SSP8s in#ol#ement in emplo$ee relation is ell-built and effecti#e.

Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 1 2 4 3 10 Respondent in % 0% 10% 20% 40% 30% 100%

7a le no: +

Frequency

Strongly Disagree Disagree 0% 10% Strongly Agree 30% Neutral 20%

Agree 40%

(ource: 7a le no: +

:5

E/H 1mplo$ees satisfaction is a concept on the a$ business firm support it.

Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 1 2 3 4 10 Respondent in % 0% 10% 20% 30% 40% 100%

7a le no: 1
Frequency 4 3 2 1 0 Strongly Disagree Disagree 0 1 Strongly Agree 4

Neutral 2

Agree 3

Frequency

(ource: 7a le no: 1

D4

E0H 'ompetiti#eness and profitabilit$ are important #alues.

Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 0 1 3 6 10 Respondent in % 0% 0% 10% 30% 60% 100%

7a le no: <
Frequency 8 6 4 2 0 Strongly Disagree 0 Strongly Agree 6

Disagree 0

Neutral 1

Agree 3

Frequency

(ource: 7a le no: <

D.

ECH 'onditions of a free econom$ ill best ser#e the needs of societ$. ,imiting competition can onl$ hurt societ$ and actuall$ #iolate basic natural la s.
Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 1 1 3 5 10 Respondent in % 0% 10% 10% 30% 50% 100%

(ource: 7a le no: =
Frequency 6 5 4 3 2 1 0 Strongly Disagree 0 Disagree 1 Neutral 1 Agree 3 Strongly Agree 5

Frequency

(ource: 7a le no: =

D:

E5H I #ie sick da$s as #acation da$s that I deser#e.

Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 3 5 2 0 0 10 Respondent in % 30% 50% 20% 0% 0% 100%

7a le no: >
Frequency 6 5 4 3 2 1 0 Strongly Disagree Disagree Neutral Agree Strongly Agree Frequency

(ource: 7a le no: >

DD

E.4H 1mplo$ees ages should be determined according to the la s of suppl$ and demand based on location for *e;ample ,ondon e;penditure is high+.
Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 0 0 3 7 10 Respondent in % 0% 0% 0% 30% 70% 100%

7a le no: 1*

Frequency 8 6 4 2 0 Strongly Disagree Disagree 0 0 Strongly Agree 7

Neutral 0

Agree 3

Frequency

(ource: 7a le no: 1*

DB

E..H Man$ different ph$sical and emotional health problems ma$ interfere ith emplo$ee performance
Significance level 1 2 3 4 5 Measuring scale Strongly Disagree Disagree Neutral Agree Strongly Agree Total Respondent Frequency 0 0 2 3 5 10 Respondent in % 0% 0% 20% 30% 50% 100%

7a le no: 11

Frequency 6 5 4 3 2 1 0 Strongly Disagree 0 Disagree 0 Neutral 2 Agree 3 Strongly Agree 5

Frequency

(ource: 7a le no: 11

D7

912: Re3arding system of ((% in lo3er la el employee is satisfya le.

Respondent in % 10% 20% 40% 0% 0% 100%

Significance level 1 2 4 #

Measuring scale Strongly Disagree Disagree !eutral "gree Strongly "gree Total Respondent 7a le no: 12
Frequency

Frequency 1 2 4 0 10

5 4 3 2 1 0 Strong ! D"#$gr%% D"#$gr%%& '%(tr$ )gr%% Strong ! )gr%%

Fr%*(%n+!&

(ource: 7a le no: 12

D/

Conclusion In conclusion

D0

:o 1: SourceH .compass-group.comL2RLrdonl$resL449..77.-).4:-B1.'-))DD-

D4D'9D57'0:DL4L'ompassPReportP:440.pdf Q)ccessed 5L47L4C at :4HD7R

-ere are just some of the notable dates in compan$ histor$ that changed b$ timeH 1>&1 1>1* 1>=& 1>=< 1>== 1>>2 1>># 1>>& 1>>+ 1>>1 1>>< 1>>= 1>>> 2*** 2**1 Group founded in the %& as I9actor$ 'anteens ,td8 6ateman ? Midland 'atering ac<uired b$ Grand Metropolitan and e#entuall$ merged as Grand Met 'atering Ser#ices Grandmet 'atering re-launched as 'ompass 'ontract Ser#ices Management bu$ out the contract ser#ices di#ision of 'ompass Ser#ices from Grand Metropolitan and form the ne 'ompass Group 'ompass Group P,' listed on the ,ondon Stock 1;change ,etheb$ ? 'hristopher and Tra#ellers 9are join 'ompass Group )c<uire Select Ser#ice Partner *then S)S Ser#ice Partner+ 'anteen Fending ac<uired )c<uire 1urest International from )ccor Aoint #enture ith R&-S *India+ 1urest 9rance ac<uired 'ompass Southern )frica created through joint #enture ith &&S Aoin 9TS1 .44 inde; Restaurant )ssociates in the %S) join the Group GRS)! joint #enture formed in 6ra"il 'ompass Group in )ustralia established Merger ith Granada Group creating GranadaH'ompass Partnership ith ,e#$ Restaurants announced Demerger of GranadaH'ompass and the ne l$ separate 'ompass Group joins the ,ondon Stock 1;change Sale of 9orte -otels di#ision )c<uired Morrison Management Specialists and 'rothall *%S)+ )D2-! joint #enture in the Middle 1ast formed Selecta Group ac<uired )c<uired Sei$o 9oods *no Sei$o 9ood-'ompass Group+ in Aapan )c<uired 6on )pp>tit *%S)+ (nama Group *Ital$+ ac<uired Sale of Tra#elodge and ,ittle 'hef Sale of )u 6on Pain *%S)+ Sale of SSP *including Moto and 'reati#e -ost Ser#ices *%S)++! 1uropean Inflight and Rail 'atering! Italian motor a$ ser#ices business! Restaurant )ssociatesLPatina *%S)+! public restaurants business and &risp$ &reme *%S)+ Sale of Selecta

2**2 2**# 2**+ 2**1

2**<

DC

Bi liography: SSP compan$ prospectus. )nnual report of 'ompass Group :440. Disposal of Select Ser#ice Partner and 2otice of 1;traordinar$ General Meeting Ma$8 :44/

.lectronic pu lication: Fictor A. Schoenbach *:44B+ .epidemiolog.net Data anal$sis and interpretation S B7. re#. DL:5L:44B! /L:0L:44B! 0L::L:44B .epidemiolog.net access on .:L47L4C

Reference: .+ )rmstrong M *:44/+! ) -andbook of human resource management practice! .4th edition. :+ )lan Price *:440+ 'ontents of -uman Resource Management in a 6usiness 'onte;t *Drd 1dition+ - published b$ Thomson ,earning. D+ 6eer et al *.5CB+ T)lan Price *:440+ 'ontents of -uman Resource Management in a 6usiness 'onte;t *Drd 1dition+ - published b$ Thomson ,earning.U Page B:BB B+ 'arl Mc Daniel! Roger Gates *:447+ IMarketing Research- The impact on internet8 7th 1dition! Publisher Prentice -all. 7+ Aohn 6ratton! Aeffre$ Gold! *:44B+ I-uman Resource ManagementH Theor$ and Practice8 Cth 1dition. /+ Aohn 3. 'res ell *:44: + IResearch DesignH <ualitati#e! <uantitati#e! and mi;ed methods approaches8 S)G1! page B-/ 0+ ,aurie A. Mullins! *:447+ IManagement and (rgani"ational 6eha#iour8

D5

C+ Dr. Ranjit kumar!* :447 + IResearch Methodolog$H ) Step-b$-Step Guide 9or 6eginners8 S)G1 :nd 1dition. 5+ Step en !ac ":447+ #Managing -uman ResourcesH Personnel Management in Transition8. .4+ Fictor A. Schoenbach *:44B+ ?e site Reference: .selectser#icepartner.com .compass-group.com

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