INTRODUCTION

Human Resource Management

Human Resource Management is defined as the people who staff and

manage organization. It comprises of the functions and principles that are
applied to retraining, training, developing, and compensating the employees
in organization. It is also applicable to non-business organizations, such as
education, healthcare etc. Human Resource Management is defined as the
set of activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from
the time of his entry into an organization until he leaves, come under the
horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance
Training and Development, Retention, Industrial Relation, etc. Out of all
these divisions, one such important division is training and development.

The HR functioning is changing with time and with this change, the
relationship between the training function and other management activity is
also changing. The training and development activities are now equally
important with that of other HR functions. Gone are the days, when training
was considered to be futile, waste of time, resources, and money. Now a
days, training is an investment because the departments such as, marketing
& sales, HR, production, finance, etc depends on training for its survival. If
training is not considered as a priority or not seen as a vital part in the

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organization, then it is difficult to accept that such a company has
effectively carried out HRM. Training actually provides the opportunity to
raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality

movement (concepts of HRM), senior management team is now increasing
the role of training. Such concepts of HRM require careful planning as well
as greater emphasis on employee development and long term education.
Training is now the important tool of Human Resource Management to
control the attrition rate because it helps in motivating employees, achieving
their professional and personal goals, increasing the level of job satisfaction,
etc. As a result training is given on a variety of skill development and covers
a multitude of courses.

The progress of each organization depends on how it manpower I is

effectively utilized. Learning is a continuous process and employees need
also to learn with the changing environment. A person can better do his/her
work if he/she I well trained. A persons capabilities and efficiency are
improved when he/she is trained.

Training and Development programs foster creativity of employees and

prevent personal obsolescence. Trained employees are motivated to achieve
higher goals. A programme of training and development becomes essential
to fulfill organizational goals.

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 INTRODUCTION TO TRAINING AND DEVELOPMENT

Training

Training is the learning experience is that it seeks a relatively permanent

change in an individual that will improve his or her ability to perform on
the job.

We typically say training can involve the changing of skills, knowledge,

attitudes, or social behavior. It may mean changing what employees
know, how they work, their attitudes towards their work, or their
interactions with their co-workers or their supervisor.

Definitions:

“Training refers to the methods used to give new or present employees

the skills they need to perform their jobs.”
-Gary Dessler

“Training is the creation o an environment where employees may acquire

or learn specific, job-related behaviors, knowledge, skills, abilities, and
attitudes.”
-Terry Leap and Crino

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Development

Development is more future oriented, and concerned with education, than is

employee training , or assisting a person to become a better performer. By
education, we mean that management development activities attempt to still
sound reasoning processes-to enhance one’s ability to understand and
interpret knowledge-rather than imparting a body of serial facts or teaching
a specific set of motor skills. Development, therefore focuses more on the
employee’s personal growth.

Definitions:

“Development focuses on a developing in a systematic manner, the

knowledge base, attitudes, basic skills, interpersonal skills and technical
skills of the managerial cadre.”
-Jhonson and Sorcher

”Any activity designed to improve the performance of existing managers

and to provide a planned growth of managers to meet future organizational
requirements is management development.”
-S.B. Budhiraja

Training and Development

In simple terms, Training and development refers to the imparting of
specific skills, abilities and knowledge of an employee.

A formal definition of training and development is-

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“Training and development 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-

TRAINING & DEVELOPMENT NEED = STANDARD

PERFORMANCE - ACTUAL PERFORMANCE

What is Training and development in terms of organization?

Transferring information and knowledge to employers and equipping
employers to translate that information and knowledge into practice
with a view to enhancing organization effectiveness and productivity,
and the quality of the management of people.”

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It also means that in organizational development, the related field of training
and development (T & D) deals with the design and delivery of workplace
learning to improve performance.

Training and development is activity leading to skilled behavior.

 It’s not what you want in life, but it’s knowing how to reach it

 It’s not where you want to go, but it’s knowing how to get there

 It’s not how high you want to rise, but it’s knowing 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 a set of goals, but it’s more like a vision

 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.
Training is about the acquisition of knowledge, skills, and abilities (KSA)
through professional development.

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 TRAINING & DEVELOPMENT: A COMPARISON
Training and development differs from each other as training is offered to
operatives while development refers to higher positions. Concept of training
and development and difference between them can be understood through
following comments:

BASIS TRAINING DEVELOPMENT

Meant for Operatives Executives

Aim To develop specific skill To develop total

personality

Contents Technical and mechanical Conceptual and philosophical

Time period One-short affair Continuous affair

Initiative From management- From individual himself-

external motivation internal motivation
Developers’ Technical and hands-on Interpersonal and decision-
skills skills making skills
Needed at Operating levels Middle levels

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 TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to an organization. In
addition to that, there are four other objectives: Individual, Organizational,
Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary

objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level

suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

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 DIFFERENCE BETWEEN TRAINING AND LEARNING

There is a big difference:

1. 'Training' implies putting skills into people, when actually we

should be developing people from the inside out, beyond

skills, i.e., facilitating learning.

2. So focus on facilitating learning, not imposing training.

3. Emotional maturity, integrity, and compassion are more

important than skills and processes. If you are in any doubt,

analyze the root causes of your organization's successes and
your failures - they will never be skills and processes.

4. Enable and encourage the development of the person - in any

way that you can.

5. Give people choice - we all learn in different ways, and we all

have our own strengths and potential, waiting to be fulfilled.

Talk about learning, not training. Focus on the person, from the inside
out, not the outside in; and offer opportunities for people to develop as
people in as many ways you can.

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 INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which

enable the participants to gain skills, learn theoretical concepts and help
acquire vision to look into the distant future. The inputs of training and
development are as follows:

1) Skills
2) Education
3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to

operate machines, and use other equipments with least damage and scrap.
This is basic skills without which the operator will not function.
There is also a need of motor skills or psychomotor skills as they are refer
to performance of specific physical activities .These skills involve learning
to move various parts of their body in response to certain external and
internal stimuli. Employees particularly like supervisors and executives,
need interpersonal skills mostly know as people skills. These skills helps a
person understand oneself and others better and act accordingly. Examples

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of interpersonal skills include listening. Persuading and showing an
understanding of others feelings

2) Education

The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. That any training and development
programme must contain an element of education is well understood by the
HR specialist.
In fact, sometimes, organizations depute or encourage employees to
do courses on a part time basis. Chief executive officers (CEO’s) are known
to attend refresher course conducted in many Business schools. The late
Manu Chabria, CMD, Shaw Wallace, attended such a two month
programme at the Harvard business school. Education is more important for
managers and executives than for lower-cadre workers.

3) Development

Another component of a training and development programme is

development which is less skill – oriented but stress on knowledge.
Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful
for better management of a company.
Development programme should help an employee to be a self-starter,
build sense of commitment, motivation, which should again helps him being
self generating. It should make their performance result oriented and help
them in being more efficient and effective. It should also help in making the

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employee sensitive towards the environment that is his work place and
outside. This programme should keep the employee aware of him i.e. his
potentials and his limitations. Help him see himself as others see him and
accept his self image as a prelude to change. It helps teach an individual to
communicate without filters, to see and feel points of view different from
their own. Also helps them understand the powers in their hands and thereby
develop leadership styles which inspire and motivate others. And finally
helps install a zest for excellence, a divine discontent, a nagging
dissatisfaction with the status quo.

4) Ethics

There is a need for imparting greater ethical orientation to a training and

development programme. There is no denial of the fact that ethics are
largely ignored in businesses. They are less seen and talked about in the
personnel function this does not mean that the HR manager is absolved if
the responsibility. If the production, finance or marketing personnel indulge
in unethical practices the fault rest on the HR manager. It is his/her duty to
enlighten all the employees in the organization about the need for ethical
behavior.

5) Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others.

Attitudes affect motivation, satisfaction and job commitment. Negative
attitudes needs to be converted into positive attitudes. Changing negative
attitudes is difficult because of

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 (1) Employees refuse to change
(2) They have prior commitments and
(3) Information needed to change attitudes may not be sufficient.
Attitude must be changed so that the employee’s feels committed to the
organization and give better performance.

6) Decision making and problem solving skills

Decision-making and problem solving skill focus on methods and

techniques for making organizational decision and solve work related
problems. Learning related to decision-making and problem-solving
skills seeks to improve trainee’s abilities to define and structure
problems, collect and analysis information, generate alternatives.
Training of this type is typically provided to potential managers,
supervisors and professionals.

DECISION MAKING
&
ETHICS ATTITUDINAL PROBLEM SOLVING
CHANGES SKILLS

SKILLS EDUCATION DEVELOPMENT

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Importance of Training and development for the organization

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.

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 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.

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 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 skills.

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.

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

THE TRAINING PROCESS

The steps of Training Process are as under:

Organizational objectives and strategies

Needs assessment

Training and development objectives

Designing training and development programme

Conducting training and development activities

a) Organizational objectives and strategies

The first step Implementation

in the training process is an organization
of the training programmein 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
Evaluation
be in the future? Its only of the results
after answering these and other related questions
that the organization must assess the strength and weakness of its human
resources.

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b) 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.
The following diagram explains performance deficiency:

Performance
Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

Need Assessment Methods:

Organizational analysis
Task analysis
Individual analysis

i. Organizational analysis

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Training needs can be identified and diagnosed through study of
organizational objectives, strategies and planning. Both internal and
external factors influencing organization must be considered whe doing
organizational study. Departmental and unit performance is analyzed in
organizational analysis and study.

Is the firm have enough supply of people?

Do the people have required knowledge and skills?
How do employees contributes to make firm competitive and internationally
advanced?
Which jobs require training?

ii. Task analysis

In addition to organizational analysis it is also essential to identify which

tasks are needed on each job and which KSAs are necessary to perform
a certain job. By making a comparison between requirements of jobs and
employees KSAs training needs can be assessed.

iii. Individual analysis

This method focuses on employees’ knowledge and skills which have been
already obtained by him or her. The use of performance data is widely
used approach for individual analysis. Besides performance appraisal
questionnaires, job knowledge tools, skill tests, attitude surveys,
computer tests, records of critical incidents, decision making tests and
individual assessment tests are also used for individual analysis.

c) Training and development objectives

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Once training needs are assessed, training and development goals must be
established. Without clearly-set goals, it is not possible to design a training
and development programme and after it has been implemented, there will
be no way of measuring its effectiveness. Goals must be tangible, verifying
and measurable. This is easy where skilled training is involved

d) Designing training and development program

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

and techniques?

What is the what are the where to conduct

level of training? principles of learning ? the program?

e) 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.
• Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

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 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.

g) 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.

Benefits of Training Evaluation:

Evaluation has three main purposes:

Feedback to help trainers understand the extent to which objectives are

being met and the effectiveness of particular learning activities – as an aid to
continuous improvement

Control to make sure training policy and practice are aligned with
organizational goals and delivering cost-effective solutions to organizational
issues

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Intervention to raise awareness of key issues such as pre-course and post-
course briefing and the selection of delegates Evaluation is itself a learning
process. Training which has been planned and delivered is reflected on.
Views on how to do it better are formulated and tested .The outcome may be
to:

1. Abandon the training

2. Redesign the training – new sequence, new methods, new
content, new trainer
3. Redesign the preparation/pre-work – new briefing material,
new pre-course work
4. Rethink the timing of the training – earlier or later in people’s
career, earlier or later in the training programme, earlier or later
in the company calendar
5. Leave well alone

The following are the clear benefits of evaluation:

1. Improved quality of training activities

2. Improved ability of the trainers to relate inputs to output
3. Better discrimination of training activities between those that
are worthy of support and those that should be dropped
4. Better integration of training offered and on the job
development
5. Better co-operation between trainers and line-managers in the
development of staff
6. Evidence of the contribution that training and development
activities are making to the organization .

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The Way Ahead

The development of learning organizations, working to harness the

brainpower, knowledge and experience of their people, reflects the
fundamental importance of training and learning for those organizations that
hope to prosper in the new millennium. The rend towards a more
"empowering" style of management and an increasing emphasis on self-
development have combined to bring about a move away from didactic
instruction towards coaching and facilitation and away from "trainer"
towards "performance improvement consultant".

In the coming future, the following trends are likely to be seen:

 Increased use of virtual reality, the internet and multi-media training.

 Emphasis on cross-cultural development.

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 Methods of Training

There are various methods of training, which can be divided in to cognitive

and behavioral methods. Trainers need to understand the pros and cons
of each method, also its impact on trainees keeping their background and

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 skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees.

The various methods under Cognitive approach provide the rules for
how to do something, written or verbal information, demonstrate
relationships among concepts, etc. These methods are associated with
changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

 LECTURES

 PROGRAMMED INSTRUCTION (PI)

 SIMULATION

 AUDIO VISUALS

Behavioral methods are more of giving practical training to the trainees.

The various methods under Behavioral approach allow the trainee to
behavior in a real fashion. These methods are best used for skill
development.

The various methods that come under Behavioral approach are:

 MANAGEMENT GAMES

 CASE STUDIES

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  IN-BASKET TECHNIQUE

 ROLE PLAYS
games

METHODS
BEHAVIOURAL
COGNITIVE METHODS
METHODS
Lectures Management games

Programmed instruction Case studies

Simulation In basket techniques

Audio visuals Role plays

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 COGNITIVE METHODS

Lectures
Lecture is a verbal presentation of information by an instructor to a large
audience. The lecture is presumed to possess a considerable depth of
knowledge of the subject at hand. This method is widely used in colleges,
universities, and seminars.

The most important advantage of this method is depth knowledge of

instructor. Second this method is less expensive as it traines a large number
of audience at one time.

Limitations of the lecture method account for its low popularity. The method
violates the principle of learning by practice. It constitutes a one-way
communication. There is no feedback from the audience. Continued
lecturing is likely to bore the audience.

Programmed Instruction

This is the method where training is offered without intervention of a

trainer. Information is provided to the trainee in blocks, either in a book
form of through a teaching machine. After reading each block of material,
the learner must answer a question about it. A feedback in the form of
correct answers is provided after each response.

Thus, programmed instruction (PI) involves:

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 1) Presenting questions, facts, or problems to the learner.
2) Allowing the person to respond.
3) Providing feedback on the accuracy of his or her answers.
4) If the answers are correct, the learner proceeds to the next block. If
not he or she repeat the same.

The main advantage of PI is that it is self-paced-trainees can process

through the programmes at their own speed. Strong motivation is
provided to the learner to repeat learning. Material is also structured and
self-contained, offering much scope of practice.

The disadvantages are not to be ignored. The scope for learning is less,
compared to the other methods of training. Cost of preparing books,
manuals and machinery is considerably high.

Simulation

A simulator is any kind of equipment or technique that duplicates as nearly

as possible the actual conditions encountered on the job. Simulation then, is
an attempt to create a realistic decision making environment for the trainee.
Simulations present likely problem situations and decision alternatives to the
trainee.

For example, activities of an organization may be simulated and the trainee

may be asked to make the decision in support to those activities. The results
of hose decisions are reported back to the trainee with an explanation of
what would have happened had they actually been made in the workplace.
The trainee learns from this feedback and improves his/her subsequent
simulation and workplace decisions.

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The more widely held simulation exercises are case study, role playing and
vestibule training.

Audio Visuals

This is an extension of the lecture method. This method includes slides,

OHPs, video tapes and films. They can be used to provide a range of
realistic examples of job conditions and situations in the condensed period
of time. It also improves the quality of presentation to a great extent.

BEHAVIOURAL METHODS
Management Games

A real problem or situation is made a game and the trainees are divided into
teams representing the management of competing firms. Their reactions are
analyzed manually and by a computer. The game is played into several
rounds to draw certain result. On the completion of the game major effective
decisions taken on a critical situation are identified and stored.

Case Study

It is a written description of an actual situation in business which provokes,

in the reader, the need to decide what is going on, what the situation really is
or hat the problems are, and what can and should be done. Taken from the
actual experiences of organizations, these cases represent attempts to
describe, as accurately as possible, real problems that managers have faced.
Trainees study the cases to determine problems, analyze causes, develop
alternative solutions, select the best one, and implement it.

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Case study can provide stimulating discussions among participants, as well
as excellent opportunities for individuals to defend their analytical and
judgment abilities. It appears to be an ideal method to promote decision
making abilities within the constraints of limited data.

In Basket Technique
Another method is used in training is In basket technique. This method is
simulation technique based on the manager’s mail, e-mail and telephone list.
The participants are given materials and descriptions of things to do. His
response and reactions are written down and analyzed. Then feedback is
provided to correct his action and behavior.

Role Playing

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It generally focuses on emotional values (mainly human relations) issues
rather than actual ones. The essence of role playing is to create a realistic
situation, as in case study, and then have the trainees assume the parts of
specific personalities in the situation.

For example, a male worker may assume the role of female supervisor, and
the supervisor may assume the role of a male worker. Then, both may be
given a typical work situation and asked to respond as they expect others to
do.

The consequence is the better understanding among individuals. Role

playing helps promote interpersonal relations. Attitude change is another
result of role playing.

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 OBJECTIVES OF STUDY

 The main objective of study to identify the training procedure in

hotels.
 To determine the strategy used for training and developing the
employees.
 To determine the motivation of the employees.
 To determine what are the methods used In hotels to train and develop
the employees so that they can work well with ease.
 To determine how trainers fulfils individual and organizational
objectives.

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 RESEARCH METHODOLOGY

Meaning

Research is composed of two syllables, a prefix re and a verb search.

• Re means again, anew, over again.
• Search means to examine closely and carefully, to test and try, to probe.
The two words form a noun to describe a careful and systematic study in
some field of knowledge, undertaken to establish facts or principles.
Research is an organized and systematic way of finding answers to
questions.

Types Of Research

1. Descriptive Research - Descriptive research include surveys and fact

finding enquiries of different kinds. The major purpose of descriptive
research is description of the state of affairs as it exists at present.
2. Analytical Research- In this Research the researcher has to use facts
or information already available, and analyze these to make a critical
evaluation of the material.
3. Applied Research- Applied research aims at finding a solution for an
immediate problem facing a society or an industrial/business organization.
4. Fundamental Research- This research is mainly concerned with
generalizations and with the formulation of the theory.

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5. Quantitative Research- This research is based on the measurement
of quantity or amount. It is applicable to phenomenon that can be expressed
in terms of quantity.
6. Qualitative Research- This research is concerned with qualitative
phenomenon i.e., phenomenon relating to quality or kind.
7. Conceptual Research- Conceptual research is that research to some
abstract idea(s) or theory. It is generally used by philosophers and thinkers
to develop new concepts or to reinterpret existing ones.
8. Empirical Research- Empirical Research relies on experience or
observation alone, often without due regard for system and theory.

Types of data:

1. Primary Data

The Primary data are the data which are to be collected by the researcher for
the specific purpose of answering the problem in hand. The PRIMARY
DATA is collected by personnel interview (structured) of the HR Managers
of different companies in Private sector. A survey was conducted keeping in
view the objective of the study.
2. Secondary Data – Secondary data is the data which is collected through
published data. Published data is available in books, magazines, reports,
bulletins and in various sites on net.

My source of data is secondary which is collected through web,

magazines and books.

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 COMPANY PROFILE OF HOTEL TAJ PRESIDENT

Introduction

The company was incorporated in 1902 and it opened its first hotel, the Taj
Mahal Palace and Tower, Mumbai, in 1903. The company then undertook
major expansion of the Taj Mahal Palace and Tower, Mumbai by
constructing an adjacent tower block and increasing the number of rooms
from 225 to 565 rooms. With the completion of its initial public offering in

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the early 1970s the company began a long term program of geographic
expansion and development of new tourist destinations in India which let to
its emergency as a leading hotel chain in India. From the 1970s to the
present day, the Taj group has played an important role in launching several
of India’s key tourist designations. Working in close association with the
Indian Government. The Taj group has philosophy of service excellence
which entails providing consistently high levels of personalized service and
innovative means of improving service quality.

Locations

Hotels operated by Taj group internationally are located in US, Australia,

Dubai, Maldives, Malaysia, Sri Lanka, The United Kingdom, Yemen and
Zambia.

TRAINING AND DEVELOPMENT IN HOTEL TAJ

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.

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 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.

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 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.
In case of Kitchen, the kitchen employees and chefs are trained personally
by the Chief Chef Mr. Aananda Solemon.

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.

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 COMPANY PROFILE OF HOTEL HILTON TOWERS

Introduction

Reputed among the Five Stars hotels in Mumbai – Hilton Tower Mumbai is
hugely popular with all kinds of tourists visiting Mumbai- India’s
`commercial capital. The exceptional services and facilities available at the

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hotel conform to international standards. The hospitality extended towards
each and every guest at hotel Hilton Towers in Mumbai is simply
outstanding. The hotel lies in Mumbai’s’ commercial hub, at a mere 17
miles’ distance from the airport, and is hence easily accessible for major
landmarks and business areas within Mumbai city.
A city located on Salsette Island, of the west coast of Maharashtra state-
Mumbai is considered the commercial and entertainment capital of India.
The city has a deep natural harbor and the port takes care of a significant
portion of India’s’ passenger and cargo traffic.

Locations

Hilton Towers Hotel is in the South Mumbai area of Mumbai 40 minutes

from the airport and close to the city centre each of the 605 rooms at this
fine 5-star hotel feature superior amenities. There are air-conditioning
private safe minibar internet ace.

TRAINING AND DEVELOPMENT IN HOTEL HILTON

TOWER
Hotel Hilton works in a totally different manner from Taj when it comes to
training its employees. In case of new employment, Hilton selects students
from various hotel management institutes and molds them during their
graduation period itself. Each hotel management student is allotted a time

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period to work as a trainee in any hotel. Hilton makes use of this time period
and molds the students.

1) Who are the trainees?

In case of departments other than management, the trainees are

undergraduate students from various hotel management institutes. In case of
management the hotel only employees experienced staff with high
qualification.

2) Who are the trainers?

There is a Training department under the HR who takes care of the new
trainees and the training programs conducted for them.

3) What are the training programs?

• Introduction or orientation wherein, the student is introduced to

the hotel and is told about the training program for the
immediate three months of his training and the long term
training policies.
• Grooming sessions are conducted to educate the trainees how
to dress and behave to match the standards that Hilton
maintains. They are given personal skills and are made
presentable.

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 • They are taught values of the hotel that are policies like
keeping the customer always satisfied. The basic principle that
is to maintain the old customers and get new customers.

4) What are the benefits for the employee?

The employees are students of hotel management. The training sessions

provides them with practical knowledge which helps them in their hotel
management course and makes it easy to understand the job perspectives
during the graduation course itself.
They also apply the knowledge which they get in these training sessions to
their academic knowledge which makes them a better student in all. The
theoretical knowledge gained by them hotel management course is then
converted to practical knowledge.

ANALYSIS OF THE CASE STUDY COMPARISON

46
 Both the methods of training are effective and have their merits and
demerits which can be summarized as follows:

In case of hotel Taj President

The methods of training are good and effective but it’s not always that the
employee changes himself and molds himself as per the organization
principles and objectives even though he might be an intelligent and talented
employee.

In case of Hotel Hilton tower

The hotel conducts a very well planned and managed programme for
training but in all there is no such guarantee that the employee or the trainee
would like to join the same organization after his graduation. He may also
start his own business or join some other hotel. This would result in losses
for the hotel.

Therefore a mix strategy, wherein the employees are trained in the hotels as
interns and are then made to sign a bond wherein they to agree to work for
few years in the same organization would be effective.

CONCLUSION

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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.”
BIBLOGRAPHY

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WEBBILIOGRAPHY

www.projectparadise.com
www.allprojectreport.com
www.google.com
www.fotolia.com

BOOKS REFFERED

DESSLER, GARY, HUMAN RESUORCE MANAGEMENT, 11TH

EDITION, PRENTICE HALL OF INDIA, 2008

ASWATHAPPA, K, HUMAN RESOURCE AND PERSONNEL

MANAGEMENT, 4TH EDITION, THE Mc Graw HILL COMPANIES,
2009

PATNAYAK, BISWAJEET, HUMAN RESOURCE MANAGEMENT, 3RD

EDITION, PRENTICE HALL OF INDIA, 2007

MAGAZINES

BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY

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