“A STUDY ON TRAINING AND DEVELOPMENT OF AN EMPLOYEE

WITH REFERENCE TO
THE TAJ MAHAL PALACE & TOWER, MUMBAI.”

IN PARTIAL FULLFILLMENT FOR THE AWARD OF THE DEGREE OF

BACHELOR OF MANAGEMENT STUDIES.

PREPARED

SHINDE SIDDHESH MANOHAR

T.Y.BMS

MATRUSHRI KASHIBEN MOTILAL PATEL COLLEGE OF

COMMERCE AND SCIENCE,

THAKURLI (E) - 421201

GUIDE.

Mr. SACHIN DEHDIA

UNIVERSITY OF MUMBAI,

MUMBAI- 400028

Year 2010-2011
 DECLARATION BY THE RESEARCH STUDENT

I hereby declare that this project titled “A study on TRAINING AND

DEVELOPMENT OF AN EMPLOYEE with reference to THE TAJ
MAHAL Palace & Tower, Mumbai.” submitted by me is based on actual
work carried out by me under the guidance and supervision of Mrs.
Payal. Thakkar Any reference to work done by any other person or
institution or any material obtained from other sources have been duly
citied and reference. It is further to state that this work is not submitted
anywhere else for any examination.

M.K.M.P College of commerce & science, Signature of student-

Thakurli (E)-421201 Banerjee . Vrushank . Arun

DATE: ______________
 CERTIFICATE FROM THE GUIDE.

This is to certify that Banerjee. Vrushank. Arun has completed the

research project on “A study on TRAINING AND DEVELOPMENT
OF AN EMPLOYEE with reference to THE TAJ MAHAL PALACE &
TOWER, Mumbai.” under by guidance and supervision, and submitted
the project work as laid down by University of Mumbai. The material
that has been obtained from other sources is duly acknowledged. It is
further certified that the work or its part has not been submitted to any
other University far examination under my supervision. I consider this
work worthy for the award of the degree of Bachelor of Management
Studies.

_________________ ___________________

Mrs. L. R. Visaria Prof. Sachin. Dedhia

(In charge Principal) (Course Coordinator)

_________________ __________________

Internal Examiner External Examiner

_________________
Prof. Payal. Thakkar

(Project Guide)

COMPANY LETTERHEAD
 ACKNOWLEDGEMENT

The urge and need to complete this project successfully was not possible without
the helping hands of erudite people. I take this opportunity to thank all of them
who played a major role in completing this project.

I express my deep gratitude towards Prof._________________ course coordinator

for encouraging me to work on this project.

I profusely thank MR.V.VAIDYA sir, General Manager – Human resources for

allowing me to get needful information on this project.

I also thank our incharge Principal Mrs. Lekha.Visaria for her continuous
encouragement to our activities.

I must especially record my sincere thanks to my family members and all my

friends for their constant support.
 Finally, my heartfelt appreciations to all those who worked behind the curtains to
make this project a success.

Objective of the Research Study

 To identify the factors affecting the choice of (Indian youth) consumers for fast food.

 . To study the consumption pattern towards fast foods particularly with respect to the
frequency of visits and choice of fast food outlets.

 . To identify the impact of hygiene and nutritional value of fast foods on consumer purchase
decision.

 . To study the consumer perceptions about two popular fast food outlets in

 National Capital Region (NCR), New Delhi.

 Hypothesis

 To find out the consumer preference to International Fast Food Chain in area of Thane.

 To find out consumer satisfaction from the different International Fast Food Chain.
 Research methodology.

For the proposed project the data has been collected from primary and secondary
sources.

Primary data was collected through structured questionnaire. The sample size was
approximately 40 respondents in the area of The Taj Mahal Palace and Tower
Mumbai.

The number of employees at The Taj Mahal Palace and Tower Mumbai is
approximately 300-400 employees.

Random sampling method is used to collect data.

The secondary data is collected from newspapers, articles and case-study etc.

Graphs, charts and percentage are used as statistical technique to analyze the data.
 Expected contribution.

 Employees must be satisfied with the Training and Development provided

by the organization.

 Employees might be dedicated towards their work after Training and

development Sessions.
 CHAPTER 1

INTRODUCTION TO SERVICE 1.01

A service is an intangible equivalent of economic goods. Service provision

is often an economic activity where the buyer does not generally, except by the
exclusive contract, obtain exclusive ownership of the things purchased. The
benefits such as service if priced are held to pay for it. Public service is those
society pays for it. Public service is those society pays for the whole through taxes
& other means.

By composing the appropriate level of resource, skills, ingenuity and

experience for effecting specific benefits for service consumer, service provider
participate in an economy without the restriction of carrying stock or the need to
concern themselves with bulky raw materials.

Services are generally created or supplied simultaneously. They are inseparable.

For e.g. Entertainment industry, Health experts, Hospitality industry and other
professional creates and offer their service at same given time. Service and their
providers are associated closely and thus, not seperable.

1.1

Service definition 1.02

The generic clear-cut, complete and concise definition of the service term reads as
follows: A service is a set of singular and perishable benefits

 delivered from the accountable service provider, mostly in close co-action

with his service suppliers

 commissioned according to the needs of his service consumers by the

service customer from the accountable service provider

 rendered individually to an authorized service consumer at his/her dedicated

trigger, and, finally, consumed and utilized by the triggering service
consumer for executing his/her upcoming business or private activity.

Meaning of service: 1.03

The act of serving; the occupation of a servant; the performance of labor for the
benefit of another, or at another's command; attendance of an inferior, hired helper,
slave, etc., on a superior, employer, master, or the like; also, spiritual obedience
and love.
CHARACTERISTICS OF SERVICE
1.04

 INTANGIBLE:-
Services are intangible and
insubstantial one cannot
touch the service since
these are not the physical
objects.

According to Carman: “A consumer feels

that he has the right and opportunity to see,
touch, hear, smell and taste the goods
before they purchase”. This is not
applicable in the case of service one has to
concentrate on satisfaction and benefits that one can derived from the
particular service.

 PERISHABILITY:-
Service too is perishable in nature like labour. Service has a high degree of
perish ability. The element of time assumes a significant of position at a ease
of service. If we do not use at time of demand we will loose it forever.
 Example: - If labor stops working. It is complete waste it cannot be stored.
An unoccupied building, hotel and unemployed person etc are example of
perishable service.

 INSEPRABILITY:-
Service is generally created or generated simultaneously since the service
are inseparable.

Example: - The entertainment industry, hospitality industry, health experts

and other professional like lawyers, doctor create an offer their service at the
same given time.

 OWNERSHIP:-
In the sale of goods after completion of process the goods are transferred at
the name of the buyer and it becomes owner of that good. But in case of
service we do not find these users have only access/ benefits of service he
cannot own the service.

According to Philip kotler:- “A service is an activity or benefit that one

party can offer to another, that is essentially intangible and does not result in
any ownership of anything”
 HETROGINITY:-
The character of service makes it difficult to set a standard for any services.
The service can’t be standardize. The price paid for service may either be
too high or too low in case of entertainment / hospitality industry or sports.

 SIMULTANITY:-
The service cannot move to channel of distribution and cannot be delivered
to the potential consumer. Thus either users are brought to the service or
provider goes to the user. In hotel industry consumer comes to the place
where the food or lodging service is provided.
 SERVICE MARKETING TRIANGLE

COMPANY

INTERNAL MARKETING EXTERNAL MARKETING

(TRAINING & (FOUR P’S)

DEVELOPMENT)
EMPLOYEE INTERACTIVE CONSUMERS

MARKETING

CHAPTER 2

INTRODUCTION TO TRAINING & DEVELOPMENT 2.01

“Transferring information and knowledge to employee and equipping employee to

translate that information and knowledge into practice with a view to enhance
organization effectiveness and productivity, and the quality of the management
people.”
It also means that in an
organization development,
the related field of training
and development deals
with the design and
delivery of workplace to
improve performance.
DEFINITION OF TRAINING 2.02

Training is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and behaviors to
enhance the performance of employees.

Training is activity leading to skilled behavior.

 It’s not what you want in life, but it knows how to reach it.

 It’s not where you want to go, but it knows how to get there.

 It’s not how high you want to rise, but it knows how to take off.

 It may not be quite the outcome you were aiming for, but it will be an
outcome.

 It’s not what you dream of doing, but it’s having the knowledge to do it.

 It’s not the goal you set, but it’s what you need to achieve it.

Training is about knowing where you stand (no matter how good or bad the
current situation looks) at present, and where you will be after some point of
time.
Importance of training 2.03

 Optimum Utilization of Human Resources – Training and Development

helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual goals.

 Development of Human Resources – Training and Development helps to

provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.

 Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employees

 Productivity – Training and Development helps in increasing the

productivity of the employees that helps the organization further to achieve
its long-term goal.

 Team spirit – Training and Development helps in inculcating the sense of

team work, team spirit, and inter-team collaborations. It helps in
inculcating the zeal to learn within the employees.
 Organization Culture – Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps
in creating the learning culture within the organization.

 Organization Climate – Training and Development helps building the

positive perception and feeling about the organization. The employees get
these feelings from leaders, subordinates, and peers.

 Quality – Training and Development helps in improving upon the quality of

work and work-life.

 Healthy work environment – Training and Development helps in creating

the healthy working environment. It helps to build good employee, relationship
so that individual goals aligns with organizational goal.

 Health and Safety – Training and Development helps in improving the

health and safety of the organization thus preventing obsolescence.

 Morale – Training and Development helps in improving the morale of the

work force.

 Image – Training and Development helps in creating a better corporate

image.

 Profitability – Training and Development leads to improved profitability

and more positive attitudes towards profit orientation.
  Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem solving. It helps
in understanding and carrying out organizational policies.

 Training and Development helps in developing leadership skills,

motivation, loyalty, better attitudes, and other aspects that successful workers
and managers usually display.

Nature of Training and Development 2.04

In simple words, training and development refers to the imparting of specific

skills, abilities, knowledge to an employee. A formal definition of training and
development is determined as follows:

“It is any attempt to improve current or future employee performance by

increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge.”

The need for training and development is determined by the employee’s

performance deficiency, computed as follows:
 1.3

Training and development needs =

Standard performance – Actual performance

We can make a distinction among training, education and development.

Such distinctions enables us to acquire a better perspective about the meaning if
the term training. Which refers to the process of imparting specific skills,
Education, on the other hand is confined theoretically learning in classroom

Importance of Training and development for the organization 2.05

There are many benefits of Training and Development to the organization as

well as employee. We have categorized as under

1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal
group relation and policy implementation
1) Benefits for the organization

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through
transfer or promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration

policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

2) Benefits for the individual

a) Helps and individual in making better decision and effective problem

solving.
b) Through training and development, motivational variables of recognition
achievement, growth, responsibility and advancement are internalized
and operationalised.

c) Aid in encouraging and achieving self–development and self confidence.

d) Helps a person handle stress, tension, frustration and conflict.

e) Provides information for improving leadership, knowledge,

communication skills and attitudes.

f) Increases job satisfaction and recognition.

g) Moves a person towards personal goals while improving interactive

skills.

h) Satisfies personal needs of a trainee.

i) Provides the trainee an avenue for growth in his or her future.

j) Develops a sense of learning.

k) Helps eliminate fear in attempting new task.

l)Helps a person improve his listening skill, speaking skills also with his
writing skill.
3) Benefits for personnel and human relation, intra group and
internal group relation and policy implementation

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through
transfer or promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration

policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

Topics Of On Job Employee Training 2.06

1. Corporate ethics: This covers the value of good manners, courtesy,

consideration, personal décor and good rapport. It also shows why and how
to discourage gossip, controversies, personal work at office, rush jobs etc.

2. Communications: The increasing diversity of today's workforce brings a

wide variety of languages and customs. Right from the way the receptionist
handles a call to how the CEO deals with a customer gives a glimpse of the
image of an organization. Such training encompasses oral, written and
 presentation skills. It stresses the importance of communication being clear,
concise, concrete and colorful.

3. Career and life planning: A primarily employee-oriented training objective

undertaken to help employees plan for their lives, career, retirement,
redundancy etc. Such training imparts the values of life skills that employees
need under different and difficult circumstances.

4. Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

5. Customer service: Increased competition in today's global marketplace

makes it critical that employees understand and meet the needs of customers.
6. Diversity: Diversity training usually includes explanation about how people
have different perspectives and views, and includes techniques to value
diversity.

7. Staff management and team building: Such training shows the importance
and benefits of good management and how everyone can achieve more
through teamwork.

8. Stress management: Stress is an individual’s response to threats and

challenges in the environment. Manifested physiologically and physically, it
may occur due to role conflict, role ambiguity, role incompatibility, role
 overload or role under load. Stress management techniques are covered under
this objective.

9. Time management: Time management skills covered here showcase the

importance of being specific, delegation and prioritization. They also show
how to set measurable, attainable, relevant and time-bound goals.

10.Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the
workplace. It also includes interpersonal relationship skills Communication is
a two-way exercise and this objective covers the importance of listening,
concentrating,

11.showing empathy and self-awareness.

12.Quality initiatives: Initiatives such as Total Quality Management, Quality

Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.

13.Safety: Safety training is critical where working with heavy equipment,

hazardous chemicals, repetitive activities, etc., but can also be useful with
practical advice for avoiding assaults, etc.
 14.Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially
about what are inappropriate behaviors.

15.Memory skills: This objective highlights techniques for better reception,

retention and recall through audio and visual learning techniques. It helps to
improve skills by employing all senses, associating and following systematic
review plans.

15. Special skills: Besides the above, organizations also impart special

job- related skills. These may include technology training, report writing,
technical training, quality assessments etc.

An organization may choose to impart training in any or many of the

objectives mentioned above. But before one invests it is important to choose a
trainer who is good and capable of making a positive difference with his or her
training methodologies. Also organizational training needs to be undertaken
keeping the mission and the vision statement of the organization in view.

16. Programmed Instruction (PI): In this method, training is offered without the
intervention of the trainer. Information is provided to the employee in blocks, in
form of books or through teaching machine. After going through each block of
material, the trainee goes through a test/ answers a question. Feedback in the form
of correct answers is provided after each response. Thus PI involves:
 Presenting questions, facts, and problems to the learner.
  Allowing the person to respond
 Providing feedback on the accuracy of the answers
 If the answers are correct, he proceeds to the next block or else,
repeats the same.
However it is an impersonal method and the scope of learning is less as compared
to other methods of training. Also the cost of preparing books, manuals and
machinery is very high.

17. Computer Assisted Instruction (CAI): This is an extension of the PI method.

In this method, the learner’s response determines the frequency and difficulty level
of the next frame. This is possible thanks to the speed, memory and the data
manipulation capabilities of the computer.

TOPICS FOR OFF JOB TRAINING 2.07

There are many management development techniques that an employee can take in
off the job. The few popular methods are:

1. SENSITIVITY TRAINING

2. STRAIGHT LECTURES/ LECTURES

3. GAMES AND SIMULATION EXERCISES

1. SENSITIVITY TRAINING

Sensitivity training is about making people understand about themselves and

others reasonably, which is done by developing in them social sensitivity and
behavioral flexibility.

 Social sensitivity in one word is empathy. It is ability of an individual to sense

what others feel and think from their own point of view.

 Behavioral flexibility is ability to behave suitably in light of understanding.

Procedure of Sensitivity Training

Procedure of Sensitivity Training

1.4

Sensitivity Training Program requires three steps:

  Unfreezing the old values –It requires that
the trainees become aware of the inadequacy of the old values. This can be done
when the trainee faces dilemma in which his old values is not able to provide
proper guidance. The first step consists of a small procedure:

 An unstructured group of 10-15 people is formed.

 Unstructured group without any objective looks to the trainer for its
guidance
 But the trainer refuses to provide guidance and assume leadership
 Soon, the trainees are motivated to resolve the uncertainty.

 Then, they try to form some hierarchy. Some try assume leadership role
which may not be liked by other trainees
 Then, they started realizing that what they desire to do and realize the
alternative ways of dealing with the situation

 Development of new values – With the trainer’s support, trainees begin to

examine their interpersonal behavior and giving each other feedback. The
reasoning of the feedbacks are discussed which motivates trainees to experiment
with range of new behaviors and values. This process constitutes the second step in
the change process of the development of these values.

 Refreezing the new ones – This step depends upon how much opportunity the
trainees get to practice their new behaviors and values at their work place.

2. Straight Lecture:
 Straight lecture method consists of presenting information, which the trainee
attempts to absorb. In this method, the trainer speaks to a group about a topic.
However, it does not involve any kind of interaction between the trainer and the
trainees. A lecture may also take the form of printed text, such as books, notes,
etc. The difference between the straight lecture and the printed material is the
trainer’s intonation, control of speed, body language, and visual image of the
trainer. The trainer in case of straight lecture can decide to vary from the training
script, based on the signals from the trainees, whereas same material in print is
restricted to what is printed.

A good lecture consists of introduction of the topic, purpose of the lecture, and

priorities and preferences of the order in which the topic will be covered .

Some of the main features of lecture method are:

 Inability to identify and correct misunderstandings

 Less expensive

 Can be reached large number of people at once

 Knowledge building exercise

 Less effective because lectures require long periods of trainee inactivity

3. Games and Simulations

 Games and Simulations are structured and sometimes unstructured, that are
usually played for enjoyment sometimes are used for training purposes as an
educational tool. Training games and simulations are different from work as they
are designed to reproduce or simulate events, circumstances, processes that take
place in trainees’ job.
A Training Game is defined as spirited activity or exercise in which trainees
compete with each other according to the defined set of rules.
Simulation is creating computer versions of real-life games. Simulation is about
imitating or making judgment or opining how events might occur in a real
situation.

Some of the examples of this technique are:

           

   

1.5

Trainees can therefore experience these events, processes, games in a controlled

 setting where they can develop knowledge, skills, and attitudes or can find out
concepts that will improve their performance.

The various methods that come under Games and Simulations are:

o BEHAVIOR-MODELING
o BUSINESS GAMES
o CASE STUDIES
o IN-BASKET TECHNIQUE
o ROLE PLAY

The steps of Training Process are as under: 2.08

Organizational Objectives
and Strategies

Assessment of Training
Needs

Establishment of Training
Goals

Devising Training
Programme
 Implementation of
Training programme

Evaluation of Results

1.6

 Organizational objectives and strategies

The first step in the training process is an organization in the assessment of

its objectives and strategies. What business are we in? At what level of quality do
we wish to provide this product or service? Where do we what to be in the future?
Its only after answering these and other related questions that the organization
must assess the strength and weakness of its human resources.

 Needs assessment

Needs assessment diagnoses present problems and future challenge to be

met through training and development. Needs assessment occurs at two levels i.e.
group level and individual level, an individual obviously needs training when his
or her performance falls short or standards that is when there is performance
deficiency. Inadequate in performance may be due to lack of skills or knowledge
or any other problem.

Following diagram explains performance deficiency

  Training and development objectives
1.7

Once training needs are assessed, training and development goals must be

development programme and after it has been implemented, there will be no way
u
h
t
T
g
d
e
w
n
ilr
s
f
o
k
c
a
L
established. Without clearly-set goals, it is not possible to design a training and

of measuring its effectiveness. Goals must be tangible, verifying and measurable.

This is easy where skilled training is involved

 Designing training and development program

Who are the trainees? Who are the trainers? What methods

And techniques
 What is the level what are the Where to conduct

Of training principles of training? Training?

1.8

 Selection of trainees

Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial.
Training an employee is expensive, especially when he or she leaves your firm for
a better job. Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to

learn the material and to use it effectively, and to make the most efficient use of
resources possible. It is also important that employees be motivated by the training
experience. Employee failure in the program is not only damaging to the employee
but a waste of money as well. Selecting the right trainees is important to the
success of the program.

 Trainers

Who actually conducts the training depends on the type of training needed and
who will be receiving it. On-the-job training is conducted mostly by
supervisors; off-the-job training, by either in-house personnel or outside
instructors.

In-house training is the daily responsibility of supervisors and employees.

Supervisors are ultimately responsible for the productivity and, therefore, the
training of their subordinates. These supervisors should be taught the techniques of
good training. They must be aware of the knowledge and skills necessary to make
a productive employee. Trainers should be taught to establish goals and objectives
for their training and to determine how these objectives can be used to influence
the productivity of their departments. They also must be aware of how adults learn
and how best to communicate with adults. Small businesses need to develop their
supervisors' training capabilities by sending them to courses on training methods.
The investment will pay off in increased productivity.

 Conducting training activities

Where is the training going to be conducted and how?

 At the job itself.

 On site but

 not the job for example in a training room in the company

 Implementation of the training programme

Program implementation involves actions on the following lines:

 Deciding the location and organizing training and other facilities.

  Scheduling the training programme.
 Conducting the programme.
 Monitoring the progress of the trainees.

 Evaluation of the results

The last stage in the training and development process is the evaluation of the
results. Since huge sums of money are spent on training and development, how far
the programme has been useful must be judge/determined. Evaluation helps
determine the results of the training and development programme. In the practice,
however organizations either overlook or lack facilities for evaluation.

Making Training More Effective in Organizations 2.09

Companies invest quite a bit on the training and development of their employees.
On the other hand, there are companies which refrain from investing in training.
This is partly because they doubt whether such investments would pay back
anything to the organization.

However, today, most managers in companies appreciate the importance of

training and want to invest in their employees' training and development.

Human Resources (HR) departments in companies could play an important role in

capitalizing this opportunity and put in place systems and processes to make
training more effective. Here are a few actions that HR could take:
1. Link training to other systems:

Training is part of the development process. However, development would mean

understanding the capabilities of individual employees, identifying gaps and
focusing on the right training for the right person. We can see that this leads to
linkage of training with recruitment and performance appraisals. Recruitment, i.e.,
the entry point of an employee in the company, is the best starting point for
tracking capabilities of employees. Capturing the profile of an employee's
capabilities at this stage helps the company build on his strengths and develop
them further. Similarly, performance appraisals which are a periodic exercise, give
adequate opportunity for organizations to take stock of the capabilities of
employees and identify the gaps or the desired capabilities that need to be

developed, and which emerge either from the career aspirations of the individual or
business plans of the company.

2. Make training a systematic activity:

An employee receives a call from a Manager out of the blue one day, who asks her
to attend a training program on communication to be held two days later. The
employee is unprepared. There are other priorities lined up for the week. Suddenly,
the employee is having to do her bit to either re-prioritize, or re-schedule activities,
or, worse still, stretch herself for the next two days to complete some of the high
priority assignments in a hurry so that she can attend the training program. All this
only leads to the employee going to the training program in a totally unprepared
frame of mind. A positive and receptive mood, that is necessary for learning, is
absent. The time and the money spent on the program turns out to be a waste.

This is a common scenario in many companies - treating training programs as one

off events to which employees need to be "sent." HR can do a lot to take control
and make training a lot more of a systematic activity. Planning for programs
adequately beforehand, preparing the employee with reading material or exercises,
sending alerts and other communication related to the training at different stages
before the program-all these would help. In all, planning well in advance,
preparing the employee, laying the foundation for an eagerness to optimize the
benefit derived from the program-all these will help.

3. Tracking of training activities:

Many companies have metrics such as number of man days of training. Some track
them periodically, but most do not. It is necessary to compare the tracking of
training to that for compensation. Compensation is tracked meticulously, analyzed
in depth - across departments, levels, functions and so on. The same level of
meticulousness, however, is missing in the case of training. Maybe the tracking
and analysis of training should be done as seriously as in the case of compensation.
Metrics help. Metrics, however, need to be carefully analyzed and presented to the
stakeholders periodically, to help them focus their efforts and plan for the training
in a systematic manner.
4. Feedback loop:

Measuring training effectiveness has always been a challenge, given the fact that
the direct correlation between the training effort and results on the job cannot be
clearly established. However, no one can deny that training contributes in a very
significant manner to both improvement in the knowledge, skills and performance
of a company's employees, as well as the overall business performance of the
company.. Such training- performance correlation has been well established, and
thus, the best employers worldwide invest significantly and systematically in
training their personnel. Notwithstanding the fact that the direct correlation
between a training program and improvement in the performance of an employee
who has undergone such a training program, is by now indisputable, collecting
feedback on the impact will help in fine tuning the efforts made towards training.

5. Blend of methodologies:

Learning styles differ from one individual to another. To elaborate, the manner of
teaching and learning different subjects can vary. What works for a training
program on a technical subject may not necessarily work well for a behavioral
area, and vice versa. With the leveraging of technology and proliferation of the net
learning culture, learning is no longer confined to the traditional manner of
training. Each of the methodologies has their respective advantages and
disadvantages. A particular methodology may work well in a specific context and
not so well in another. The cost would also vary from one methodology to another.
It becomes the

responsibility of the training personnel to choose the most appropriate

methodology for the appropriate organizational context, for a particular subject and
for the appropriate audience. Instead of trying to choose what works best, one may
choose to provide two or three options with the same objectives, i.e., learning and
improvement in the capabilities of the employees.

What would help in effective implementation of all the factors mentioned above: 1.
A good and comprehensive training management system. Such a system covers all
the areas mentioned above and involves all the stakeholders - employees,
managers, HR/training function and the leadership 2. Trained and dedicated
personnel to manage the training. It is desirable to have a dedicated team to
oversee the training process in a company. However, given the size of companies

today, some small ones may not be able to dedicate full time personnel. In such
cases, the responsibilities need to be clearly built into that of the HR system of
these companies

DEVELOPMENT OF AN EMPLOYEE 2.10

At the level of development one can potentially elaborate personal development to include
such areas as:-

1. Becoming the person one aspires to.

 2. Integrating social identity with self identification.

3. Increasing awareness / identifying of one’s priorities.

4. Increasing awareness / identifying of one’s values.

5. Increasing awareness / identifying of one’s chosen lifestyle.

6. Increasing awareness / identifying of one’s ethics.

7. Strategizing and realizing dreams, aspirations, careers, lifestyle priorities.

8. Developing professional potential.

9. Developing talents.

10. Developing individual competencies.

11. Learning on the job.

12. Improving the quality lifestyle. ( Health, Wealth, Culture, Family, Friends and
communities)

13. Learning techniques or methods to gain control of one’s lives.

14. Learning techniques or methods to gain active wisdom.

Understanding Employee Drives and Motivations. 2.11

The First Step towards Motivation at Work

However large or small a company or business is, it is employees at all levels that
can make or break it. This holds true not only for the people we hire on a regular
basis, but also for temporary and contracted workers. It is as important to research
and study the needs, drives, and expectations of people we hire or employ, and aim
at responding to and satisfying those, as it is with regard to customers.

In actual fact, considering the role each "employee" plays in a company's success,
analyzing and planning an adequate response to employees' motivations deserves
first place in the order of business.

Before going any further, let us shift our approach from grouping people under the
generic category of "employee" to individual human beings and term them as
"hired workers" or "working partners". This is what they are. We must
acknowledge them as human beings with individual needs, drives, characteristics,
personalities, and acknowledge their contribution to the business success.

Though each person has specific needs, drives, aspirations, and capabilities, at
varying degrees of intensity, people's basic needs are the same, as illustrated by
Abraham Maslow in the following model:
 1.9

MASLOW'S HIERARCHY OF NEEDS

Maslow explains the Hierarchy of Needs as applied to workers roughly as follows:

Physiological Needs

Basic physical needs:  the ability to acquire food, shelter, clothing and other
basics to survive

Safety Needs: a safe and non-threatening work environment, job security, safe
equipment and installations
Social Needs: contact and friendship with fellow-workers, social activities and
opportunities

Ego: recognition, acknowledgment, rewards

Self-Actualization: realizing one's dreams and potential, reaching the heights of

one's gifts and talents.

It is only when these needs are met that workers are morally, emotionally, and
even physically ready to satisfy the needs of the employer and the customers.

Worker motivation must also be viewed from two perspectives:

1. Inner drives
2. Outer (external) motivators.

A person's inner drives push and propel him/her towards an employer, a particular
job, career, line of study, or other activity (such as travel or recreation). It is these
drives that Maslow delineates in his hierarchy of needs, and which we must
understand and internalize, use as guidelines in our efforts to help employees feel
motivated.

The outer (external) motivators are the mirror image the employer or outside world
offers in response to the inner drives. In order to attract the "cream of the crop" of
available workers, same as in his/her dealings with customers, the employer not
only tries to satisfy these basic needs, but to exceed them - taking into
consideration additional extraordinary needs individual workers have.
Most workers need to:

1. Earn wages that will enable them to pay for basic necessities and additional
luxuries such as the purchase of a home, or travel
2. Save for and enjoy old age security benefits
3. Have medical and other insurance coverage
4. Acquire friends at work
5. Win recognition
6. Be acknowledged and rewarded for special efforts and contributions
7. Be able to advance in life and career-wise
8. Have opportunities for self-development
9. Improve their skills, knowledge, and know-how
10.Demonstrate and use special gifts and abilities
11.Realize their ideals.

The employer responds to those needs by offering and providing:

1. Employment
2. Adequate pay
3. Assistance to workers for their special needs (such as child care
arrangements, transportation, flexible work schedules)
4. Job security (to the degree possible)
5. Clear company policies
6. Clear and organized work procedures
7. A stable, just and fair work environment
8. A safe work environment
 9. Medical coverage and other benefits
10.An atmosphere of teamwork and cooperation
11.Social activities
12.Reward and recognition programs
13.Incentive programs
14.Open lines of communication (formal and informal)
15.Systematic feedback
16.Training and development programs
17.Opportunities for promotion
18.Company/ business information
19.Information on customer feedback
20.Sharing of company goals and objectives a
21.Information on the market situation and industry
22.Future expectations
23.Plans for the future
24.Guidance and mentoring.

It is important that the employer discover other extraordinary needs applicants

have before hiring them and know beforehand whether he/she can satisfy those
needs or not. An employee may have:

 Family responsibilities and be unable to work shifts, overtime, or weekends

 Heavy financial responsibilities which he/she can meet only by working at
two jobs, leading to exhaustion, "sick leave", and deficient work
performance
 A desperate financial need for additional overtime and weekend
remuneration
  Premature expectations of swift promotions.

Some other needs the employer can expect, for which company policies should
be planned accordingly:

 If the company is in a remote location, all employees will have a need for
more social activities
 Many single people look for dates and spouses at work
 Some women may not be ready to work late shifts unless the employer
provides transportation back home
 Some workers may have a problem with drug or alcohol abuse.

In addition to needs and drives, adult workers have expectations from their
employer - they expect:

 A knowledgeable, experienced, expert employer

 Clear and fair policies, procedures, and employment practices
 Business integrity
 Clear job descriptions
 Two-way communications
 Effective management and supervision
 Positive discipline
 Good company repute
 Good customer relations
 Company survival
 Opportunities for personal growth
 Company growth
 A share in the company's success.
Business owners and managers are under constant scrutiny by the people they hire.
Adult workers care beyond the salary - they care to know to whom they entrust
their fate, reputation, and security. They consider their work as a major factor that
shapes their lives and the lives of those dear to them. Once they feel confident that
the employer and their place of work is what they wished for and expected, they
are ready to contribute above and beyond "the call of duty".

Most of these needs, expectations and aspirations are unexpressed - it is up to the

employer to develop a good system of company communications, employee
relations, training and development that will lead to an environment of openness,
cooperation, teamwork, and motivation that will benefit all the parties involved
PERSONAL (SELF) DEVELOPMENT 2.12

The fields of personal development include individual self-development of

others. By extension, personal development may involve programs, tools and
methods. At the level of the individuals, personal development includes goals,
plans or action oriented towards one or more of the following aim:-

 Improving self awareness.

 Improving self knowledge.

 Building or renewing identity.

 Developing strength or talent.

 Identifying or improving potentials.

 Building human capital.

 Enhancing lifestyle or quality of life.

 Fulfilling aspirations

 Defining and executing personal development plans.

The concept covers the wider field than self development or self help: Personal
development also includes developing others. This may take place through Roles
such as those of a teacher or mentor, through a personal competency (Such as
SKILL of certain manager in developing the potential of employees), or through a
professional service (Such as providing training, assessment, coaching).
Reasons for Employee Training and Development 2.13

Training and development can be initiated for a variety of reasons for an employee
or group of employees, e.g.

 When a performance appraisal indicates performance improvement is

needed
 To "benchmark" the status of improvement so far in a performance
improvement effort
 As part of an overall professional development program
 As part of succession planning to help an employee be eligible for a planned
change in role in the organization
 To "pilot", or test, the operation of a new performance management system.

Problems for Employers' Organizations Developing Training Role

2.14

Several reasons account for the problems faced by employers' organizations in

training their own staff, and in providing training to members. They include the
following:
  Most organizations do not have skilled trainers i.e. persons who have been
trained as trainers.
 Inadequate training material
 Inadequate information/knowledge relating to labor-related subjects needed
to attract enterprises to the organization's training programmes.

 The economic viability of having full time training staff. Due to financial
constraints, an employers' organization would generally have to keep full
time training staff to a minimum. Therefore staff with special skills
providing advisory and representation services should be trained as trainers
to enable them to undertake some training in their areas of expertise.

General Benefits from Employee Training and Development

2.15

There are numerous benefits employee training and development. Following are
the suggested reasons for to conduct training among employees. These reasons
include:

 Increased job satisfaction and morale among employees

 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
  Enhanced company image, e.g., conducting ethics training (not a good
reason for ethics training!)
 Risk management, e.g., training about sexual harassment, diversity training

Employee Development Plan 2.16

Developing an employee involves improving his or her skills in their current job as
well as developing them for future responsibilities and new positions.  As manager,
it is your job to develop your people.  Many companies are now holding managers
responsible for the development of their employees and make employee
development a part of the manager’s performance appraisal.  (To a large degree,
the skills required for employee development are the skills developed in
leadership, management, and supervisory training.)

This four step employee development plan will put you, your employees and the
whole department on track to achieve maximum potential.

1. Prepare the employee

To get the employee thinking about their own development and the areas where
development can occur, here is a series of questions you will want to ask the
employee.

 What are the skills needed to do your job?  How well do you perform them?
 What aspects of your job do you like least/best?
  What major accomplishments have you achieved since your last
performance appraisal?
 In what ways, can your supervisor and/or the organization help you to do a
better job?
 What changes would you like to see in your current job?
 What are your job goals for this next year?
 Where do you see yourself in five years?
 What have you been doing to prepare yourself to move ahead in your career?

An excellent time to begin the developmental process is during the performance

appraisal.  Get the questions to the employee well in advance of the appraisal
interview to give them time to prepare.  Their answers will help guide the
discussion.

2. Provide Development opportunities

There is a vast array of things you can do to help the employee develop and every
employee is different.  Here is a list of some developmental approaches you can
consider.

a. Training
Training is obviously first on the list.  Often training needs are simply
defined by looking at the employee’s performance or by
understanding their experience or lack of experience with the specific
job tasks.

b. Peer Coaching
Employees coach other individuals on their jobs.  The benefits are
two-fold.  First, the employees develop skills in other areas and can
fill in for their counterpart if that person is on vacation or out sick.
 Also, by in the process of teaching another person, the teacher
themselves becomes more proficient.

c. Job Design Changes

Here, the employee defines all aspects of their job and makes
suggestions as to how the job might be redesigned to enhance
proficiency.  You may be surprise by their creativity and superior
ideas.  Even though you may not be able to totally revamp a job, the
employee understands the job better and you begin to recognize some
of their concerns.

d. Representing the Department

Have the employee represent you, the team, or the department at an
important meeting.  Have them report back the proceedings to you
and/or the team.  In the process, the employee has a better
understanding of how the team, the department, and their job fit into
the big picture of the organization.

e. Delegate Special Projects

Make certain the project challenges the employee.  The project must
be seen as meaningful.  Also, make sure the employee views the
project as a reward for good work in other areas of their job.  In doing
so, the assignment becomes a motivating experience and not just more
work.

f. Assist the Boss

Assign an employee to assist your boss or another executive on a
special assignment where the employee will be exposed to new
business perspectives of the organization’s business.
3.  Monitor Progress

Observe how the employee is doing.  Schedule to meet at least once per quarter to
discuss how things are going.  Ask questions; review any quantity and quality
measures that are relevant.  Give ongoing feedback on what the individual is doing
well and what they need to be doing differently.  Feedback is critical to the success
of the developmental process.  If you do not follow up with them, you are
essentially telling the employee the developmental process is not all that important
to you.  If it is not important to you, how can you expect the employee to take it
seriously?

4. Create Confidence

Let them know you are always available.  Give the employee the encouragement
and support needed to feel confident in his or her ability to succeed.  When things
do not go as well as planned, focus on what went right.  You are asking the person
to go beyond their current level, take it one step at a time.  Sometimes we must
take smaller steps to ensure a successful outcome.

The ultimate success in developing the employee depends on the employee

themselves.  However, the success of the developmental process depends on the
manager.  Follow these guidelines to ensure success in developing your people
 CHAPTER 3
HOSPITALITY INDUSTRY

Introduction:- 3.1

The hospitality industry consists of board category of fields with in the

service industry that include loading, restaurants, event planning, theme parks,
transportation, cruise line and additional fields with in tourism industry. The
hospitality industry is the several billion dollar industry that mostly depends on the
availability of leisure time and disposable income. A hospitality unit such as
restaurant, hotel, or even an amusement park consists of multiple groups such of
facility maintenance, direct operations (servers, housekeepers, porters, kitchen worker,
bartender etc) management marketing and human recourses.

The hospitality industry covers a wide range of organization offering food

services accommodation. The hospitality industry is divided into sector according to
the skill- sets required for the work involved. Sectors include accommodation, foods
and beverage, meeting and event, gaming, entertainment and reaction, tourism
services and visitor and information.

Meaning:- 3.2
 Hospitality is the relationship between a guest and host or the act of practice
of being hospitable. Specifically this includes the reception and entertainment of guest,
visitors or strangers.
The word hospitality derives from the Latin word hopes, which is formed
from hoists which originally meant to have power.

Hospitality in India:- 3.3

The Indian civilization is one of the oldest on earth, and like every culture has its own
favorite stories including quite a few on hospitality. That of a simpleton readily
sharing his meager morsels with an uninvited guest, only to discover that the guest is a
God in disguise, who rewards his generosity with abundance. That of a woman who
lovingly cooks up all the Khichdi she can afford, for everyone who is hungry... till
one day when she runs out of food for the last hungry person to whom she offers her
own share, and is rewarded by the god in disguise with a never ending pot of Khichdi.
Most Indian adults having grown up listening to these stories as children, believe in
the philosophy of "Atithi Devo Bhava", meaning the guest is God. From this stems
the Indian approach of graciousness towards guests at home, and in all social
situation.
 CHAPTER 4

INTRODUCTION OF TAJ MAHAL PALACE AND TOWER

Since it opened in 1903, The Taj Mahal Palace, Mumbai has created its own
unique history. From Maharajas and Princes to various Kings, Presidents, CEOs
and entertainers, the Taj has played the perfect host, supportive of their every
need.

The hotel is an architectural marvel and brings together Moorish, Oriental and
Florentine styles. Offering panoramic views of the Arabian Sea and the Gateway
of India, the hotel is a gracious landmark of the city of Mumbai, showcasing
contemporary Indian influences along with beautiful vaulted alabaster ceilings,
onyx columns, graceful archways, hand-woven silk carpets, crystal chandeliers, a
magnificent art collection, an eclectic collection of furniture, and a dramatic
cantilever stairway.

Over the past century, The Taj Mahal Palace, Mumbai has amassed a diverse
collection of paintings and works of art and is a veritable showcase of artifacts
and art of the era. From Belgian chandeliers to Goan Christian artifacts, the hotel
incorporates a myriad of artistic styles and tastes.

TAJ HOTEL’S HISTORY

The Taj Mahal Hotel, Bombay was born out of Jamsetji N. Tata’s
dream. Mr. Tata believed that Bombay (now Mumbai), the commercial
capital of India, required a grand hotel, one that would enhance its
reputation amongst the great cities of the world. Jamsetji N. Tata was
the visionary founder of India’s premier business house – the Tata
Group.
A New Addition

The 1970s saw the addition of the Tower block, which nearly doubled
the Hotel’s room inventory and added to public areas and F&B outlets.
With its arched balconies topped by a jagged diadem, the new wing
stands in harmonious contrast to the Heritage building. The Tower wing
was conceived by Melton Bekker, a renowned American architect.

The interiors of the Tower wing were conceived by Dale Keller, a Hong
Kong based Swiss designer who ensured that an ‘Indian-ness’
manifested itself in the new building too with detailing like a relief
panel in Udaipur style, Tanjore pillars in the Indian restaurant and the
like.

In the late 1990s, the

Tower wing
received a
makeover. Various
areas were taken up
for refurbishment.
Rooms on the four
top floors were
modernized with
cleaner lines,
ergonomic furniture
and modern
communication facilities.

HERITAGE

Diamond by the sea

The Taj Mahal Hotel was a landmark creation when it opened for
business back in 1903. We mark the milestones in the journey of
this monument to its present status as the jewel in the crown of
India's hospitality industry.
1903

The most dazzling of the Tata enterprises that came into being during
Jamsetji Tata’s lifetime was the Taj Mahal Hotel in Bombay, which
opened for business in 1903. Legend has it that Jamsetji Tata set his
mind on building it after being denied entry into one of the city's fancy
hotels for being an Indian.

Today, the Taj Group of Hotels is a byword for luxury and quality,
with standout properties across the world.

1984

The Company entered into a licence agreement to operate the "Taj West
End" in Bangalore, "Taj Connamera" in Chennai and the "Savoy" in
Ooty.

1990

The Company establishes the Taj Kerala Hotels and Resorts Limited
with the Kerala Tourism Development Corporation.
 1998

The Company opens the "Taj Exotica" in Bentota, Sri Lanka.

2000

The Company establishes Taj GVK Hotels and Resorts Limited with
the GVK group to operate three hotels in Hyderabad.

2001

The Company is awarded the management contract for the "Taj

Palace", Dubai.

The Company launches the "Taj Exotica Spa and Resort" in Maldives.

2002

The Company obtains licences to manage and operate two leisure

hotels: the "Rawal-Kot" in Jaisalmer and the "Usha Kiran Palace",
Gwalior.
The Company acquires an equity interest in "Regent Hotel" in Bandra,
Mumbai which is later renamed as the "Taj Land End."

2003

The Company relaunches its flag ship property as the "Taj Mahal
Palace."

2005

The Company entered into a management contract to operate the "Taj

Exotica" in Palm Island, Jumeirah, Dubai.

2006

The Company acquires the "W" hotel in Sydney, Australia which is

later renamed as the "Blue Sydney".

2008

Taj Hotels Resorts and Places has ranked No. 1 in the Best Hotel Chain
in India category at the Business Traveller Awards 2008. The spas at
the Usha Kiran Palace, Gwalior and the Rambagh Palace, Jaipur have
been included among The 101 Best Spas in The World - Tatler Spa
Guide 2008.

The Taj Mahal Palace, Mumbai was under siegh during the 26/11
Mumbai Terror attacks.

On December 21st, The Taj Mahal Palace reopens the rooms in the The
Taj Mahal Tower.

With the announcement of its forthcoming reopening, The Taj Mahal

Palace provides further details on the reopening of the Tower Wing.

VALUES OF THE TAJ MAHAL PALACE & TOWER

People Diversity, Integrity & Respect

Passion for Excellence

 Exceed Expectations

Innovation

Sense of Urgency & Accountability

Social Responsibility

Joy at Work

VISION

Embrace Talent and harness

Expertise to leverage standards

Of Excellence in the

Art of Hospitality to Grow our

International presence, Increase

Domestic Dominance and Create

Value for all Stakeholders

 CHAPTER 5

Review of Literature

Brief Article on Importance of Training 5.01

TNN, Jul 18, 2010, 08.50pm IST

VARANASI: The training of nearly 300 group 'D' employees of Banaras Hindu
University (BHU) began on Sunday at Swatantrata Bhawan to enhance their skills.
This is the third stage of the ongoing training programme.
Inaugurating the programme, D P Verma, dean, Law School, BHU, said that the
group 'D' employees are the backbone of the University and the training
programme would hone their skills. He added that the university administration is
committed to impart training to nearly 900 group D employees of the university.
Programme coordinator and deputy registrar (administration) S P Mathur said that
around 600 group D employees of the university have already received training
under the programme and the third stage would include training of around 300
employees

TNN, Sep 25, 2009, 11.22pm IST 5.02

ALLAHABAD: A training programme on soft skills was imparted to the postal

employees in the premises of Allahabad head post office. Professors of MONIRBA
(Motilal Nehru Institute of Research and Business Administration) imparted
training to the postal employees.
Professor Asthana expressed his views on communication psychology and conflict
resolution. He opined that soft skills are directly related to inter personal
relationship of humans. He said that in the era of globalisation, expectations from
post offices have increased side by side the importance of soft skill among the staff
has also increased.

This training was conducted by director MONIRBA SK Ansari and Dr Ajay

Tiwari. In this training, the staff of project arrow phase III post officers will be
getting training in phased manner and training will be continued till second week
of October.
Earlier, Udai Krishna, post master general Allahabad region welcomed the chief
guest and asked the employees to get maximum benefit from the training of
experience faculty of MONIRBA.

Uday Krishna said that MONIRBA has illustrious tradition and the postal
employees will be benefited from the training imparted by this institute.

Training In Various Industries (Articles) 5.03

1) Training in News Center

The news industry, traditionally untroubled about staff development, is taking a

new look. In today’s multimedia world, industry leaders feel heightened
competition for the best and brightest employees. Economists predict an acute
shortage of “knowledge workers.” Starting salaries for journalists, stagnant for
decades, have begun to creep upward. Industry attrition also is climbing, and an
increasingly professional journalism workforce wants – and is starting to get –
more training and mid-career education.

The same information revolution that draws away journalistic talent also siphons
off the attention of audiences. But a growing body of research, as well as the
experience of many news leaders, shows that improving staff development and
training can help news organizations improve the quality of their journalism to
keep and even expand audiences.

Benefits include:

1. Journalists with learning and development opportunities stay with

organizations longer. Higher employee retention both saves money and
strengthens readership.

2. News organizations with strong training and education programs enjoy a

greater chance of success in creating newsroom diversity and reaching wider
audiences.

3. A learning newsroom is more likely to have a constructive culture,

increasing performance.

4. Skill, topic and value training all help journalists provide greater editorial
quality.

1. Journalists with learning and development opportunities stay

with organizations longer. Higher employee retention both saves
money and strengthens readership.
Average turnover across America’s newsrooms, historically low compared to
other non-manufacturing industries, climbed in the 1990s as Internet and other
opportunities lured many journalists away from traditional media. By 2000,
newsroom turnover in the newspaper industry averaged 15 percent, about the same
average found across industry nationally.

“Newspapers feel they are dealing with a mounting crisis in getting and keeping
good people,” the Media Management Center’s Readership Institute reported in
2000. “In countless conversations with newspaper executives, two themes recur:
‘We’ve got candidates for jobs, but we don’t seem to be getting the cream of the
crop anymore,’ and ‘we keep losing the people we can’t afford to lose.’”

Recruiting and retention challenges are likely to increase. The middle-aged baby
boomers who make up the largest portion of the news industry will retire in the
first quarter of the 21st century. The worker group that follows is smaller and less
likely to be loyal to any organization that does not provide challenges and
development opportunities.

“We are about to face a demographically driven shortfall in labor that will make
the late 1990s seem like a minor irritation,” Anthony Carnevale, former chairman
of the National Commission for Employment Policy, told Business 2.0 magazine
in September 2003.

This will worsen what the Readership Institute calls the”hidden” business cost of
turnover, the relationship between high-turnover staffs and high-turnover
readership.

“Difficulties in recruiting and keeping talented workers come at a time when

levels of readership and share of advertising continue to slowly but steadily erode.
New research shows these issues are linked – that high turnover can depress
reader satisfaction, readership and how people perceive the newspaper’s brand,”
the Readership Institute said after its Impact Study of 100 newspapers.

“That alone is a compelling opportunity for newspapers to focus on getting and

keeping the best.”

The Readership Institute identifies development and learning activities as critical

to retaining staff and building a dynamic workforce.

Newsrooms do not typically track or report their turnover rates or link them to
staff development activities. In those that do, however, there appear clear
relationships between staff development and turnover.

The 2002 study “Newsroom Training: Where’s the Investment?” underscored that
improved opportunities for training and development will be critical to the
retention of journalists in all media as the economy opens up. Though three in 10
journalists told researchers they received regular training, an even greater number
– a full third of those surveyed – expressed dissatisfaction with training
opportunities. The lack of training outranked even compensation and lack of
opportunities for promotion among the journalists surveyed.

The survey, co-sponsored by the Council of National Journalism Organizations

and the Knight Foundation, estimated that the news industry spends .07 percent of
payroll annually on training and staff development, when industries generally
spend three times that amount and some high-performing corporations spend 10 to
20 times that amount.
2. News organizations with strong training and education programs enjoy a
greater chance of success in creating newsroom diversity and reaching wider
audiences.

The news industry hopes to keep and expand its audience in an increasingly
diverse nation, yet it struggles to keep and expand the number of women and
journalists of color in its newsrooms.

Journalists of color who leave the profession generally cite a lack of professional
challenge and a lack of opportunities for advancement.

Improved training and professional development has been an important factor at

the relatively few dailies that have achieved racial parity with their communities.

Past surveys show journalists of color joined by both women and young
journalists as being statistically more likely to want to leave a job if it does not
offer a chance to learn and grow. News industry efforts to reach younger news
consumers as well as female consumers also can be hampered by a lack of training
and staff development.

3. A learning newsroom is more likely to have a constructive culture,

increasing performance.

Staff development – investments that enhance an individual’s skills, knowledge

and behavior – strengthens companies by doing more than reducing turnover.

Organizations with constructive, learning workplace cultures tend to do better in

the marketplace. In the news industry, Readership Institute research has stressed
that the “defensive” cultures of most newsrooms are a primary obstacle to growing
audience.

The Southern Newspaper Publishers Association recently faced both of these

factors – a constructive need to add training and defensive budget cuts during the
recent recession – and fashioned a creative solution to increase staff development
opportunities for its member newspapers, many of which are the small newsrooms
most in need of training.

Inspired by the “Cox Academy,” which provides newsroom training for regional
clusters of Cox newspapers, SNPA developed a “traveling campus” program to
offer weekend training at 20 sites per year, reachable by car by any member.

In 2002, more than 7,600 newspaper employees attended the traveling seminars,
nearly as many people in one year as the SNPA foundation had trained in the
previous 32 years. By the end of 2003, the organization’s members had pledged
$8 million of a $10 million endowment needed to permanently fund the training.

4. Skill, topic and value training all help journalists provide greater editorial
quality.

News industry leaders say they can compete only with relevant, credible content.
These key elements of editorial quality – and of any quality news brand – rely
increasingly on the skill, knowledge and ethics of the staff.

The Readership Institute points to newspaper craft skills such as writing,

photography, graphics and page design as keys to increasing reader satisfaction.
Recommending improved technique is one thing, putting it into place is another.
That’s where increased and improved training and development comes in.

Similarly, news organizations struggle to provide content that is relevant across a

wider audience that includes young people and people of color. Updating
knowledge and expertise – whether it is community knowledge or specialized
knowledge in business, science, health, and law – is essential to this process.
Newsrooms with a high commitment to training already know and practice this.
The challenge is to find practical ways to increase the capacity of newsrooms of
all sizes to know and practice it.

Recent events have shown that credibility is a vital yet fragile force in any news
organization. Ongoing training and staff development around values and ethics is
needed as market forces increase pressure on standards. Indeed, when journalists
say they want training, they refer to all three types – skills, knowledge and ethics.

In newsrooms, journalists consistently say they need more training to do their

jobs. The national training survey found surprising harmony -- eight in 10
journalists believe they need more training to keep up with changing demands,
and nine in 10 news executives agreed.
2) Training in Call Centers 5.05

Top Four blunders in Training

This is big questions that will the Outsourcing Trend continue to survive with
falling training standards?

What's the bottom line? Call Center Employers will regret slashing their training
budgets to save a few dollars. For a small investment, employers can protect
themselves and save hundreds of thousands of dollars in costs. Below are the top
four training blunders that many employers make and later regret.

Blunder #1: They distribute training policies and that's all they need to do.
Distributing a company/induction/training policy is not sufficient to show
workforce that a company has met its legal obligation to train its workforce and
create an educated work-environment. Also, line managers - the people in the
trenches and making their daily employment decisions - are the best hope of
creating a energetic & learning workplace. Therefore, it is very important to train
the management staff so they can "spot the issue," recognize a situation involving a
issue and seek help from HR.

Blunder #2: They fine since they had training six months ago.
In order to use training as a defense tool, companies must verify that each and
every worker received training. All companies experience turnover and
absenteeism problems, which undermine training effectiveness. Therefore,
companies should receive written or electronic training verifications and audit
those verifications ANNUALLY to ensure legally defensible training. Compliance
training loses significant value if the company is not able to present tracking
information and documentation showing that each of their workers received annual
training. Also, many employers experience the all too common scenario where
they know they provided training, they know the employee likely attended the
training - but they cannot prove it for lack of documentation. The company
shouldn’t make such mistake.

Blunder #3: the company has an HR assistant conduct training workshops.

A company needs to rely on the quality and effectiveness of its training. Otherwise,
why do it? Using an in-house trainer can be difficult if the person lacks expertise or
credibility within the organization. The trainer must be a senior executive or an
outside professional to gain the respect and attention of the training participants.
Also, companies should have a qualified expert conduct the training - a person who
can also provide training testimony in the event the training is ever legally
challenged.

Blunder #4: the company always want in-person training rather than Web-
based and they can't afford it this year.
A blended learning solution (combining in-person and Web-based) is the most
comprehensive and effective training solution. However, some Web-based
programs can also be an effective stand-alone solution. For example, in-person
training costs about 4000 to 5000 per person just for the training. That does not
account for ancillary expenses such as travel costs, staff costs or lost
productivity/opportunity costs. In contrast, Web-based training can cost as little as
3000 per person, without any hidden costs.

The call center employers need to devote energy and resources to their employees
more than ever before in order to maintain a productively workplace amidst this
recession and the poor morale pervading the marketplace.

From The wall street journal 5.06

June 16, 2010, 11:38 AM IST

By Sanjay Anandaram-

I, recently ordered some home-delivery

dinner from a start-up Indian fast-food
restaurant that I had ordered from before. I
gave them my phone number and then
had to wait for over 10 minutes for the
agent to recall my name and address from the system. Later, when the food arrived,
I found one item missing and a vegetarian dish had been labeled “non-vegetarian.”

I then called the restaurant to complain and thereafter received calls from three
progressively senior employees apologizing for the errors.

The above instances maybe just two examples but are not stray ones. They are
symptomatic of Indian start-ups across all sectors. Fast growth needs to be
managed by trained and experienced employees and appropriate processes. This is
easier said than done since there’s a severe shortage of such available trained
people in India.

In the last few years, the growing Indian economy has seen some ambitious start-
ups that have wanted to cater to opportunities they can scale up across all sectors.
These sectors present significant opportunities. But they are white spaces in that
they’re emerging thanks to evolving policy and reforms.

Take the telecom sector. Today, it’s one of the world’s largest and the fastest
growing, but was unknown 15 years ago. Other sectors like organized retail, digital
commerce, power, infrastructure, education, services, and auto are where Indian IT
services were 25 years ago, telecom was 15 years ago or where the IT-enabled
service industry was just 10 years ago.

So we have an interesting situation where there are start-ups catering to ‘start-up”

sectors. This is unlike the situation in developed and mature markets where start-up
opportunities are created as a consequence of technology and policy in existing
markets and sectors.

It is not surprising therefore that there aren’t enough people with the experience of
creating and running businesses in brand new sectors.

So what does a start-up do? Attracting experienced managers and talent from the
few established sectors (e.g. fast-moving consumer goods and manufacturing) is
expensive if not frustrating.

Drawing on their U.S. experiences, venture capital investors frequently pressurize

start-ups for quick growth. The peculiarities of the Indian market, though, need to
be kept in mind.
Experienced managers with relevant domain expertise and experience will have to
be created in the Indian context. This requires an unusual (for a start-up)
commitment to training. I believe successful Indian start-ups will therefore need to

grow and nurture talent and develop managerial and leadership skills and
attributes.

All this, even while the start-up deals with the imperatives of growth and financial
performance. This training and development will inevitably result in gentler
timelines for the start-up to scale to expectations. Investors need to therefore factor
this into their financial plans.

Entrepreneur chief executives need to understand how critical it is to have

appropriate training, mentoring and advice available within their companies to
scale the opportunities their business plans regularly promise.

Sanjay Anandaram has over 20 years experience as a corporate executive,

entrepreneur, venture capitalist and advisor-mentor. He co-founded Jumpstart-up
in 2000, one of the earliest US-India cross-border early stage VC funds.
 CHAPTER 6

AREA OF STUDY

Taj Mahal Palace & Tower, Mumbai.

The Taj Mahal Palace & Tower is a prestigious luxury five star hotel located in
the Colaba region of Mumbai, Maharashtra, India, next to the Gateway of India.
Sher Singh is the old owner of the Taj Mahal Hotel.Part of the Taj Hotels, Resorts
and Palaces, this iconic 107-year old heritage building retains its stature as the
flagship property of the group and contains 565 rooms. From an historical and
architectural point of view, The Taj Mahal Palace and the Tower are two distinct
buildings, built at different times and in different architectural designs.

The hotel has hosted a long list of notable guests including The Beatles, Jacqueline
Kennedy Onassis, Bill Clinton, Jacques Chirac, The King & Queen of Norway,
The Duke & Duchess of Kent, The Duke of Edinburgh, The Prince of Wales,
Roger Moore, Joan Collins, Mick Jagger, Deep Purple, Michael Palin, Hillary
Clinton as well as professional cricket teams on tour. According to the BBC, after
the Mumbai attacks of November 2008 by terrorists, the hotel serves as a symbol
of Mumbai's and India's resilience.
 CHAPTER 7

1) Who are the trainees?

Every employee walking in with the appointment letter is first a trainee as
per the bond he signs and then when the time period of he being a trainee over, he
gets permanently placed in the organization. Usually the employees other than
management heads get selected from the ‘Taj Hotel Management Institute’ in
Aurangabad.

Following are the departments were training is implemented after an

employee walks in with the appointment letter (the order is in chronological
format):

 Food and Beverages

 Kitchen
 House keeping
 Front Office
 Finance
 Accounts
 H.R.D
 Sales

2) Methods or programs conducted for training

 Taj president trains most of the employees on the job. The trainees are
trained on the job. The introduction to the work is explained by the training
department of human recourse management.

In case of introduction of new technology - like few days back new software
was introduced to the stores department. Since the software (Orien) was new, the
employees were given a lecture and practical study of this software. They were
also showed audio visual to understand how to use the software.

3) Who trains the new employees?

In Case of the departments others than Kitchen,

The Trainees are trained by the Training & Development department which
comes under Human Recourses Department.

4) Why train the employees? What are the benefits?

 To understand the Taj policies, values, morals and ethics. They are
introduced with the vision & values of the hotel so that they perform
their task accordingly.
 To help the employee build his confidence in performing his work and
help him use his theoretical knowledge provided by his hotel
management course.
  To make the employee get use to his job and surroundings and to
make him comfortable in performing his job, thus satisfying his
employer.
 Helps the employee to upgrade his personal skills.
 Helps the employee to learn new things and increase his knowledge.

DATA ANALYSIS

Q1) From how many years you are serving TAJ HOTELS?

The researcher tried to find out that the employees employed in THE TAJ
MAHAL HOTELS & PALACE is serving the organization from how many years.
On detailed analysis it was found that.

o 6 Number of respondent is serving TAJ MAHAL HOTELS AND PALACE

FROM
0 to 2 YEARS (Fresher)
o 16 Number of respondent is serving TAJ MAHAL HOTELS AND
PALACE FROM
+2 to 5 years ( Moderate )
o 18 Number of respondent is serving TAJ MAHAL HOTELS AND
PALACE from 5 and more Years.
 YEARS

15%
0 TO 2
45%
2 TO 5
5 AND
ABOVE
40%

Q2) Is training and development sessions are arranged for employees?

As training and development plays an important role in grooming and

developing employee’s skills. The researcher tried to findout whether training and
development sessions are arranged for the employees of a TAJ MAHAL PALACE
AND TOWER. On detailed analysis it was found that.

o All 40 of the respondents agreed that training and development sessions are
arranged in the organization whether the employee is fresher, moderate,
experienced.
 T & D SESSIONS ARRANGED

YES

100%

Q3) How often is training sessions conducted?

Monthly ( ) Quarterly ( ) yearly ( )

The researcher tried to find out the frequency of the training and
development sessions conducted for the employees in the organization. On detailed
analysis it was found that

o 20 Number of respondent get monthly training.

o 14 respondents agreed of getting training on quarterly basis.
o 6 respondent agreed of getting training on yearly basis.
 FREQUENCY

15%

MONTHLY
QUATERL
Y
50%
YEARLY

35%

Q4) Is personal attention given to employee / trainee during training and

development session?

The researcher tried to find out whether personal attention is given to

employee / trainee during training session as the employee can learn more
innovative aspects relating their job, solve their queries, misunderstandings, and
get detailed information regarding topic included in training and development
sessions.

o 36 respondents agreed that they get personal attention during training and
development sessions.
 o 4 respondents viewed that no personal attention is given to a employee
during training and development sessions.

PERSONAL ATTENTION

10%

YES
NO

90%

Q5) Does any external experts visit to train / guide you?

The researcher tried to find out whether the external experts visit the
organization to provide training, development and guidance to develop abilities of
an employee in important aspects of the organization and employee too. So they
can make the organization a better place to work.
 o The entire 40 respondent agreed that external experts visit the organization
for training and development sessions.

EXTERNAL EXPERTS

YES

100%

Q6) Is there any Written / Audio / Visual material provided to you by the
organization during Training and Development session?

The researcher tried to find out whether written / audio / visual material
provided by the organization to the employees during training and development
sessions. So that the employee can go through that material whenever he feels to
revise, or face problem and also can take guidance regularly.
 o 36 respondents agreed that they get written / audio / visual material during
training and development sessions.

o 4 respondents stated that they don’t get written / audio / visual material
training and development sessions.

STUDY MATERIAL

10%

YES

NO

90%

Q7) Have you been sent to any other hotels of TAJ for training and

development?

The researcher tried to find out that whether the employees are sent to any
other hotels of TAJ for training and development, as they can understand the
external environment and gain extra knowledge after visiting other hotel.
 o 30 respondents agreed that they have been sent to other hotels of TAJ for
training and development sessions.

o 10 respondents stated that they have not been sent to any other hotels of
TAJ for training and development sessions.

EXTERNAL TRAINING
25%

YES

NO

75%

Q8) What kind of motivation are provided by the organization during

training and development session?

The researcher tried to find out what kind of motivation is provided by the
organization to the employee. So the employee can learn more and take initiative
to participate in further training and development programme.
After analysis the researcher found that there is various kind of motivation
provided by the organization to the employee during training and development
sessions.

Some of them are mentioned below:-

 COMMITMENT.

 OPPORTUNITIES.

 TEAM BUILDING.

 MORALE
BOOSTING

 SELF
EMPOWERMENT.

 TO IMPROVE
QUALITY OF WORK
A LIFESTYLE OF AN EMPLOYEE.

 SENIORS SIT WITH EMPLOYEES FOR QUALITY IMPROVEMENT

PROCESS.

 GAMES ARE PLAYED TO MAKE SESSIONS STRESS FREE.

 TALENT AMONG EMPLOYEES ARE BEEN IDENTIFIED.

 ENHANCING COMMUNICATION SKILLS, SELF CONFIDENCE.

 FEELING OF CONFIDENCE WHILE HANDLING GUESTS.

 VARIOUS DISASTER MANAGEMENT PROGRAMMES HELD

WHICH HELPS US NOT ONLY IN WORK PLACE BUT ALSO IN
OUR PERSONAL LIFE.

 DEVELOP COMPETIENCIES FOR CAREER GROWTH.

 PERSONAL EXPERIENCES ARE SHARED BY SENIORS.

 EQUALITY AMONG EMPLOYEES

 TAKES INITATIVE IN VARIOUS TRAINING AND

DEVELOPMENT PROGRAMMES / FUNCTIONS / COMPETITIONS
ETC.
Q9) Are practical aspects of work are taught in Training and Development
session?

The researcher tried to find out whether the practical aspects of work taught in
training and development sessions.

o 30 respondents agreed that practical aspects are taught during training and
development sessions.

o 10 of the respondents expressed that no practical aspects are taught in

training and development sessions.
 PRACTICAL ASPECTS

25%

YES

NO

75%

Q10) The three training areas most important to your development over the next two
years would be:

Presentation skills ( )

Foreign language ( )

Time management ( )

Management development ( )
Leadership ( )

Team process ( )

Coaching skills ( )

The researcher tried to find out what are the views of an employee of THE TAJ
MAHAL PALACE AND TOWER regarding topic of training and development
sessions in the next 2 years.
 TOPICS FOR T & D SESSIONS

13% 21%
13%
PRESENTATION SKILLS
FOREIGN LANGUAGE
TIME MANAGEMENT
11% MANAGEMENT
DEVELOPMENT
LEADERSHIP
22% 9% 11% TEAM PROCESS
COACHING SKILLS

FINDINGS OF THE STUDY

Regardless of the size or type of an industry or business, training can have a
measurable impact on performance and the bottom line.

Research shows that productivity increases while training takes place. A staff
who receives formal training can be 230 per cent more productive than
untrained colleagues who are working in the same role. Staying competitive is
the key to sustainability. Training staff, keeping them motivated and up-to-date
with industry trends and new technologies is essential to achieving that goal.

Staff benefit too, learning new skills and becoming a valued asset in any
organization. Training brings direct benefits to business and can be calculated as
a return on investment.

High labor productivity increases business output and can open a greater share
of the market or expand it by improving products, services and reputations.

LIMITATIONS
CONCLUSION
 Gone are the days when training was a 2 hour process on the first day of the
job. Training & Development has transformed from an add-on function to a core
function of companies. It has become more of a science with systematic rules and
formats guiding the companies on how to go about training and development. And
that is the way it should be.

Training and development is a necessity for both the trainer and the trainee.
The trainer (the company) would want to make its staff more efficient in this
highly competitive world. It would want its employees to know the latest trends
and technologies and use them according to the company’s principles and
objectives. The trainees (staff) on the other hand, view training and development as
a stepping stone for enriching their career and fulfilling their personal needs.
Training and development is another round of education for them, the knowledge
from which is to be applied later. So, it’s more of a mutual necessity and
agreement between the companies and their respective employees when it comes to
training and development.

The future would demand more from the employees as well as the
companies in terms of productivity. New technology, multi-tasking, group culture,
etc. will be more emphasized upon. This means training and development is going
to be even more important, complex and rigorous. Companies already foresee this
and are already in preparations to make their staff better equipped. On this we
conclude our report with the following words “Education ends with school but
learning ends with life.”

SUGGESITIONS
BIBLIOGRAPHY
 www.tajhotels.com

ANNEXURE