Comparison of training practices of employees/staff in

PC, Bhurban and Le Grand, Ayubia

MC100205561 Muhammad Habib Ahmad

Virtual University of Pakistan
Table of Contents

Chapter No 1: Introduction 4
1.1 Introduction 4
1.2 An overview of Murree 5
1.3 Statement of Purpose 6
1.4 Objectives 6
1.5 Significance 6

Chapter No 2: Background 7
2.1 Background 7
2.2 Fact Sheet of Pearl Continental Hotel, Bhurban 7
2.3 Fact Sheet of Hotel LeGrand, Changla Gali, Ayubia 11
2.4 Requirement of HRD in Hospitality Industry 13

Chapter No 3: Review of Literature 14

3.1 Overview 14
3.2 HRD – Theoretical Framework 14
3.3 Hospitality Industry in Australia 20
3.4 Hospitality Industry in England 22
3.5 Hospitality Industry in India 24
3.6 Hospitality Industry in Pakistan 25
3.7 Summary 26

Chapter No 4: Methodology 28
4.1 Methodology 28
4.2 Data Collection 28
4.3 Participants 28
4.4 Data Analysis 29
4.6 Research Credibility 29
4.7 Summary 29

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Chapter No 5: Results 30
5.1 Empirical Findings and Analysis of Research Data 30
5.2 Respondents’ Portfolio 30
5.3 Respondents’ Feedback Ratio 30
5.4 Personal Data 31
5.4.1 Education 31
5.4.2 Work experience in the same organization 32
5.4.3 Work experience outside the organization 33
5.5 Satisfaction with Training 33
5.6 Employees’ feelings about Training 34
5.7 Organizational support for Training 35
5.8 Summary 36

Chapter No 6: Discussion 36
6.1 Overview 36
6.2 Discussion on findings and Recommendations 36
6.3 Further Research 37
6.4 Summary 38

Chapter No 7: Conclusion 38
7.1 Conclusion 38
7.2 Limitations of the Study 39

Bibliography 40

Appendices
Appendix A: The Maps of Murree 42
Appendix B: The List of Hotels at Murree 44
Appendix C: Questionnaire 54

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CHAPTER No 1: INTRODUCTION

1.1 Introduction

Development of tourism industry on scientific lines requires training and awareness of personnel
involved including lower and middle level staff. Well trained and hospitable staff would attract visitors
and tourists as well as leave a good impression on those who stay and enjoy the hospitality during their
visits. Murree is a popular tourist resort in northern part of Punjab Province of Pakistan for its scenic
beauty, lush green conifer trees and pleasant weather. We find quite a concentration of hotels at Murree,
however the aspect of training the staff is generally not organized/given due consideration. This
research is about comparison of training practices in vogue in the two stated hotels with a view to bring
out any shortcomings and suggest measures for improvement. The aim of this study is to ensure
provision of hospitable environment to the visitors at Murree for improvement of the tourism business
in the area.

Success of tourism business largely depends upon the degree of hospitality and comfort provided to
the visitors during their stay at the tourist resorts. The quality of service is directly proportional to the
training, courtesy and mannerism of the staff who is dealing with the visitors. Locals of Murree mostly
depend on tourism for their living; through provision of services like hotels, tourists’ guides and taxi.
Although people are proficient in their routine chores, it is felt that they are found wanting in various
aspects of customer handling, hospitality, manners, etiquettes, thoroughness and provision of organized
assistance. Hospitality training is popular in the tourism industry of the world from where we can get
ideas and apply those, after necessary trimming, in our situation.

The importance of Human Resource Development for Tourism Industry is increasingly being
realized. There is a need to mobilize the human resource with the purpose to enable them to participate
in the task of organizational development and nation building. Mobilization would include the need to
develop the human resource, their skills, knowledge, and attitudes, so that they can competently achieve
the pre-determined goals. Obviously the efficient and professional management is pre-requisite of
successful tourism development. Having equal importance, however, is the quality of staff training,
which is often relatively neglected during the early stages of tourism sector development. Tourism
basically being a service business, a developing destination must take the necessary steps to build a pool

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of efficient trained people to fill various jobs, which will be created subsequently. A variety of jobs will
have to be created to look after and manage various tourist services. Special attention, therefore, will
have to be given to the needs of manpower and personnel to be trained and rendered qualified for the
various tourism professions. Special care has to be taken to ensure that there is expansion of facilities
and services. In case of a developing country, it will also be appropriate to study the volume of
manpower required for activities complementary to accommodation industry in general and service
sector in particular (Khan, 2008).

1.2 An overview of Murree

Murree is a popular tourist resort in northern part of Punjab Province of Pakistan for its scenic
beauty, lush green conifer trees and pleasant weather. During summers it is pleasant and refreshing
owing to its comfortable temperature range; from 22 to 26 degrees Celsius. When weather is hot and
humid in most parts of the country in the months of July and August, it is invariably found immersed in
thick clouds. Its winters are cold and receive a considerable amount of snowfall. Tourists and visitors

5
are found in Murree throughout the year. Their concentration fluctuates; with its peak during summers
and rising trends during festivals and snowfall. Owing to its beautiful weather, greenery, mountainous
tracks and close proximity to the Galiat region, it possesses tremendous scope for tourism industry.

1.3 Statement of Purpose

Tourism and hospitality industry at Murree Hills has immense growth potential which is directly
dependent on proficiency and expertise of workers. Provision of pleasant and memorable leisure time
will attract visitors again and again with a sequential boost to the local economy. This research aims at
critical evaluation of existing hospitality training practices at the two selected hotels. It will lead to
requirement and viability of hospitality training for hotel employees at Murree in particular and at
various tourism attractions in Pakistan in general. The results will be applicable to all those involved in
this business. Human resource development on correct lines will beautify hospitality services at Murree
causing sequential improvement in business. The core of this research is:

“A critical evaluation of the hospitality training practices at PC, Bhurban and Hotel Le
Grand, Ayubia with a view to ameliorate it”

The results will initially be adopted by the hotels at Murree on voluntary basis and once the effect
becomes obvious, these will become a business compulsion.

1.4 Objectives
1. To find out existing training practices of employees in the selected hotels.
2. To draw a comparison between the training practices of the two hotels.
3. To recommend possible improvements.

1.5 Significance
This study will highlight the activities related to human resource development in vogue at the
understudy hotels. This will enable the management to identify the weak areas in the training activities
and sequentially lead to suitable improvements. The comparison between the two will also clarify strong
points of different training practices with a view to evolve the best suitable practices. Reasonable scope
of hospitality training is available in Pakistani institutions which have been highlighted in the study. An
overview of the training practices at England, Australia and India has also been included in the study to
present food for thought for improvement in planning and execution of hospitality training. It is

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expected that the study will contribute towards amelioration of human resource development practices
at the understudy hotels in particular and hotel management at Murree in general. The results of the
study will be implemented in improvement of existing training practices and will address the weak areas
in the hospitality industry of Murree. It is with the understanding that planned training of the employees
will not only result in improvement of business prospects but also in the enhancement of satisfaction
level of the customers. Guidance can be sought from the training practices going on in the tourism and
hospitality industry of the world. The study will benefit the hospitality industry of Pakistan in general
and Murree in particular in training and development of their human resource.

CHAPTER No 2: BACKGROUND

2.1 Background
Economy of Murree hinges upon tourism. It contains a number of hotels and restaurants of all
standard and status. People from all tastes and creed visit Murree with their varying tastes and
preferences. Locals mostly depend on tourists for their living through provision of services like hotels,
tourists’ guides and taxi. Although people are proficient in their routine chores, it is felt that they are
found wanting in various aspects of customer handling, hospitality, manners, etiquettes, thoroughness
and provision of organized assistance. Success of hospitality business largely depends upon the degree
of attention and comfort provided to the visitors during their stay at the hotels. The quality of service is
directly proportional to the training, courtesy and mannerism of the staff who are dealing with the
visitors. Hospitality training is popular in the tourism industry of the world from where we can get ideas
and apply those, after necessary trimming, in our situation. PC Bhurban and Hotel Le Grand were
selected being two prominent hotels at Murree Hills for a comparative analysis of their training
practices of middle and lower level staff with a view to suggest improvements for the hospitality
industry of Murree.

2.2 Fact Sheet of Pearl Continental Hotel, Bhurban

Pearl Continental Hotel, Bhurban was inaugurated on 4th August 1992. It is approximately 80 kms
from Islamabad International Airport from where it takes about 2 hours to approach the hotel by road. It
is at a distance of about 12 kms from Murree and is located at an altitude of 6800 ft. The main building
is six storied, distributed into five blocks named from A to E. The blocks are interconnected with link
area and stair cases. It offers 194 rooms comprising a Royal Suite, a Presidential Suite, two deluxe
suites, six duplex suites, three executive suites, two junior suites, five deluxe queen rooms, three

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standard queen rooms, twenty three executive rooms, eighty three deluxe rooms, and sixty five standard
rooms. Various features of the hotel are listed below:

Shopping Arcade
A few shops, as well as rent a car desk, are located in the lobby and recreation area. List of shops is as
under:
Book Shop
Video Shop
Gift Shop
Uzair Boutique
Ward Robe
Maalik Jewellers
Konica Shop
Magic Shop
Terz Designer

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 Concierge
A concierge desk located in the lobby operated round the clock. Bell boys bring luggage to room on
arrival, and assist again in bringing it down to transport on departure. Concierge also stores luggage for
a limited period of time. Through concierge all mails and messages during a guest’s stay are delivered to
the room.

Telephone Operators
The hotel provides a good facility to meet communication needs of the guests in the shape of telephone
operators and these are called private assistants. If a guest wishes to talk to a relative, friend or business
associate in any part of the world, the operator does his best to get the guest connected. These personal
assistants also receive your calls in your absence.

Guest Relation Manager

Guest relation officer or duty manager is available round the clock for assistance. The objective is to
look after the guests’ entire stay at the hotel. They assist the guests for bookings, confirmation, courier,
shopping, and tourism.

Recreation
Recreational areas are located on the first floor of the hotel offering entertainment to all age groups
including video games, squash court, table tennis, carom board, chess, kiddies’ rides, and discotheque.

Health Club
A fully equipped gym with modern exercise machines, steam bath, sauna, Jacuzzi, and swimming pool
are available in the health club.

Business Centre
For secretarial services, facilities like internet, printing and photocopying are available.

Room Service
Room service is available round the clock including arrangement for celebration of special events in
the room as well as packing of meals for picnics on request.

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 Nadia Restaurant
Located in the main lobby, Nadia Restaurant offers the Pakistani, Continental and Chinese cuisine
during lunch and dinner hours along with set menus and buffets. It offers themes and live cooking
counters from time to time and is a popular venue for Hi-tea and brunch on Sundays.

Terrace Cafe
Located at the lobby, in addition to a breathtaking view of the entire valley, it offers Pizza, Italian and
Continental cuisine as well as Sheesha.

Tiapan Restaurant
Located in Banquet area, it is specialized in Chinese food.

Garden Cafe
Located next to the outdoor swimming pool, it offers light snacks and hot and cold beverages amidst
the beauty of nature.

Jungle Huts
Exclusive picnic huts offer a family atmosphere for nature lovers and picnic hunters. Here you can test
your cooking skills without fear. Guests can enjoy picnic at the jungle huts which are rented out to
groups of four to ten guests. A picnic basket with raw marinated chicken, mutton and beef is provided
which can be grilled on charcoal on a grill provided adjacent to the huts. A group lunch or dinner for up
to 150 persons can also be arranged.

Barbecue Restaurant
A seasonal barbecue restaurant serves in summer season in a scenic environment. The lavish buffet
and live cooking of specialty items is the added attraction of this restaurant.

Bakers Boutique
Situated in the lobby area next to the guest lounge, bakers’ boutique offers bakery items along with
coffee and other drinks.

Conference and Banquets

A variety of meetings can be arranged within the hotel. The business centre supplements functions
with professional secretarial services and related modern meeting and conference aids. In order to spice
up the conferences and gatherings, various themes for conferences and banquets are available from

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which any theme can be chosen by the guests. Different conference rooms and banquet halls with their
capacities are as under:
Kashmir Room 40
Mira Jani Room 40
Murree Room 15
Zaver Hall 300
Shazia Hall 110
Sarah Hall 110
Foyer Hall 120
Bhurban Hall 130
Chinar Hall 700
Tennis Court 500
Pool Lawn 1000

2.3 Fact Sheet of Le Grand Hotel, Changla Gali, Ayubia

It was previously known as Royal Continental Hotel which was acquired by present administration in
1992 and was named Le Grand. It is located at Changla Gali, about 10 Kms. from Murree and just close
to Ayubia tourist resort.

It is a four storied building having about 100 rooms out of which 36 are presently operational and the
rest are under renovation. The available accommodation comprises of two executive suites, four junior
suites, twenty one studio rooms, and ten standard rooms. Various features of the hotel are listed below:

Concierge
A concierge desk located in the lobby operated round the clock. Bell boys bring luggage to room on
arrival, and assist again in bringing it down to transport on departure. Through concierge all mails and
messages during a guest’s stay are delivered to the room.

Recreation
Recreational areas are available offering entertainment to all age groups including snooker, table
tennis, carom board, chess etcetera.

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 Health Club
Gym is yet to get operational; however a hiking track called Le Track is available for those interested
in hiking.

Business Centre
Shopping facility is available in shape of Le Mart and Shoppe towards road side of the hotel. A coffee
shop is also available which provides bakery items as well as pizza. For secretarial services, facilities
like internet, printing and photocopying are available.

Room Service
Room service is available round the clock including arrangement for packing of meals for picnics on
request.

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 Orphee Restaurant
Located in the main lobby with the capacity of 100 persons, Orphee Restaurant offers the Pakistani,
Continental, Italian and Chinese cuisine during lunch and dinner hours along with set menus and
buffets.

Food Court
It is a barbecue restaurant located towards road side of the hotel. During summer season, roof top is
used for barbecue and sheesha.

Conference and Banquets

A conference hall named Galaxy Hall with capacity of 300 persons can be used for parties as well.
There are two boardrooms with capacity of 80 individuals.

2.4 Requirement of HRD in Hospitality Industry

The traditional technical, operating and craft skills will always be of prime importance, but both the
industry and the educators agree on the fact that more emphasis should be given to critical thinking,
problem solving, strategic planning and visionary leadership skills as part of the program (Casado
1991). But awareness does not mean action and it sometimes failed to be addressed (Danvers and
Keeling 1995; Johns and McKechnie 1995; Li and Kivela 1998). It is however commonly accepted that
food and beverage (F&B) management and room management are basic skills required for hospitality;
education should then focus on providing students the competencies and skills that will give them added
value. A survey of general managers suggests that four important subjects to be taught in Hospitality
Management should be marketing, management, HR, finance and accounting Su (1996).

Rimmington (1999) argues for a national hospitality curriculum that will be set up for a particular
constituency such as region or industry. In this curriculum, hospitality course will provide foundation,
generic and transferable skills whilst the industry will provide the practice part of the studies, which is,
according to Rimmington (1999) doubly important as it gives students the chance to learn in real life
and a period of time to reflect upon the reality of their studies. The greatest challenge there is to find the
right balance in terms of emphasis to place on different skill sets. Indeed, too much emphasis on theory
could leave students confused on the relevance of their studies whereas too much focus on the practical
side will leave them without the necessary skills to understand the industry (Baum and Nickson 1998).

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CHAPTER NO 3: REVIEW OF LITERATURE

3.1 Overview
This chapter is particularly divided into two parts. The first part includes researches, opinion,
arguments, theories and practices related to Human Resource Development in a broader prospect by
different authors. The concept and factors influencing the requirement, conduct and evaluation of
training practices are also covered in this part. In the second part, opinion of various authors in articles
on requirement and conduct of training in hospitality industry of Australia, England, India and Pakistan
has been covered.

3.2 HRD - Theoretical Framework

Human Resource Management is not just an activity, but a process which encompass different
activities being performed in an organization mainly covering the concepts of human resource planning,
recruitment and selection of staff, training and their career development, performance measurement and
rewards. According to Davidson & Griffin (2000), “The importance of human resources within an
organization is becoming increasingly understood in today's rapidly changing and uncertain business
environment”. The significance of valuable human resources has become vital for the success of any
organization. Irrespective of the nature, organizations have become dependent upon human resources.
Through efficient and qualitative human resources an organization can have competitive advantage
among others. These are the people whose skills, knowledge, creativity and ability help an organization
to achieve new frontiers and to climb on skies of success. Gratton supported the same in Financial Time,
“The new sources of sustainable competitive advantage available to organizations have people at the
centre, their creativity and talent, their inspirations and hopes, their dreams and excitement” (Gratton,
2000, p.3). Barney (1991) agrees that Human Resource Management is a foundation to attain
sustainable competitive advantage, when these resources are worthy, extraordinary and unique.

According to Lawler (1999), the concept of HRM revolves around development of a system that
includes overall employment policies and procedures which are vital for an organization and help to
accomplish its strategic goals, thus ultimately attain competitive advantage. McCourt & Eldridge (2003)
argue that HRM policies and procedures vary depending upon working environment. According to them
human resource management is a direction through which an organization plan, manage and develop
their employees. It evolves around the behaviour of the employees in a formal structure. Preffer (1998)
advocates this idea by claiming that some of Human Resource Management practices are globally

14
authenticated. Huselid & Delany (1996) suggest effective HRM practices are those which develop and
improve employees’ skills and abilities, motivate them in a way to achieve corporate objectives.
Mushrooming development in business sector not just resulted in economic growth but also introduced
new challenges on the horizon of Human Resource Management. Harris, Brewster, and Sparrow (2003)
state that International Human Resource Management is related to the practices through which
internationally operated organizations manage their employees in the environment they operate. They
also claim that concept of globalization, localization and intense competition affects HR framework and
organizations’ international control on management.

Earlier, Smith (1980) summarizes Human Resource Planning activities as analyzing, estimating and
reviewing the human resources needs to fulfil organization’s corporate objectives. He also explains that
human resource planning covers the aspects of making sure that the demanded quantity of workforce is
available at work as and when required. Basically, this interacts with demand and supply factor of
human resource planning.

According to Sparrow (1992), “Human resource planning picks up the issues that are at the heart of
business, such as acquisitions, decentralization, empowerment, internationalization or technology, and
investigate their human resource management implications. Human resource planning therefore requires
a strategic approach to the recruitment, development, management and motivation of the people in the
organization, in the context of pressing business issue. It is a systematic process of linking human
resource practices with business demand in order to improve an organization’s abilities. It establishes
the plans, courses of action and targets from the range of policies needed to enable the organization to
influence the management of its human resources”.

Rothwell (1995) arguably distinguishes four major reasons as to why organizations lack in human
resource planning. Firstly, planning can be outdated due to rapid changes in technology, political
conditions and legal aspects. Secondly, organization’s own preferences towards business issues which
influence in change of planning. Third reason summarizes cultural traditions and influences. Whereas,
his last reason states that human resource planning can be done at operational level and then
rationalized.

Branine (2007) signifies the importance of human resource planning, as it acquires and manages the
human resources required for the organization for a certain period. It also ensures that required supply
of workforce is available and within reach. Following these parameters of human resource planning will

15
ensure maximum utilization of available human resources. But why majority of the organizations lack
effective human resource planning or they fail to implement effective human resource planning.
According to Taylor (1998) human resource behaviour and attitude is more complex as compared to
education, experience and other skills and abilities. Aisha Arbab Khan observes that T&D increases
loyalty and ownership of employees towards their organizations (Arbab 2011).

Armstrong (2005) presents a process of human resource planning which starts from business strategic
plans, followed by resourcing strategy and available human resources and by analyzing manpower
utilization it completes at work environment, shown below:

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 The human resource planning process (Armstrong 2003, p.368)

Mullins (1996) argues that human resource planning can help to foresee impending issues and provide
cushion to prepare for it. Planning anticipation strengthen organization’s human resources strategies
related to human resource functions. Taylor (1998) affirms that human resource planning is primarily
associated with anticipation of manpower requirements keeping in view labour market conditions.
Future manpower requirements or manpower forecasting is associated with detailed analysis of external
and internal environment. Francis (1967) suggests ETPS analysis tool, comprised of economic,

17
technological, political and social, though mainly these help to analyse external environment. Later
Porter et al. (1980) suggest PESTLE analysis tool to analyze internal and external environment by
analyzing Political, economic, sociological, technological, legal and environmental analysis. Porter
(1980) also suggests five forces, which are bargaining power of supplier, bargaining power of buyer,
threats of new entrants, substitutes and rivalry among existing firms, to examine and analyze internal
and external industry environment which certainly help to asses market conditions and to anticipate
future manpower requirement keeping in view organization’s own labour market.

Question arises as to why we should train our already trained staff especially once we are not facing
any problem with the existing staff and practices. Necessity of training has been beautifully described
by Scott and his colleagues saying, “Even if there were no new processes or methods requiring the
training of old employees, the training requirements of most businesses would be substantial. A wise
management uses training as a tool of control. Training has been a successful method of reducing
accidents, reducing waste, and increasing quality. There is the ever-present need for training men on the
job to meet changing techniques or to improve old methods that are woefully inefficient. Jabs have a
way of changing. Men must be trained to handle the new jobs and properly meet the requirements of the
new methods” (Scott 1961).

As per Swanda, “Behaviour in the organization is significantly influenced through learning. People
behave in a particular way as a result of learning. When a person reacts and responds differently because
of some previous experience, learning has taken place. In the context of the organization, learning is
associated with all areas of human activity. The manner in which learning affects behaviour is critical to
both organizational and personal goals. The impact of learning on human behaviour can result in
varying degrees of utility” (Swanda 1979).

Chatterjee (1996) highlights the importance of training as ‘To train or not to train?’ is no longer a
question that an overwhelming majority of companies need to answer; action in the affirmative needs to
begin almost simultaneously with the inception of the organisation. Thereafter, training and
development remains an integral part of company philosophy and culture right through the firm’s
lifetime.

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 While planning and designing training, the principles of training described by Chatterjee (1996) would
be pertinent:
 An individual must be motivated to learn, recognise the need to learn and derive
satisfaction from the learning experience.
 Goal setting has a proven track record of success in improving employee performance in
a variety of setting and cultures. Goal theory has thee important implications for
motivating trainees:
o The objectives of the training program should be made clear at the outset.
o Goals should be challenging and difficult enough for trainees to derive personal
satisfaction from achieving them; but not so difficult that they are perceived as
impossible to reach
o Ultimate goals should be supplemented with sub goals which would act as
mileposts along the way.

 Time must be provided for practice and repetition of subject matter that has been learned.
 Learners need reinforcement of appropriate behaviour.
 Feedback is a form of information about one’s attempts to improve and in fact is vital for
learning as well as for trainee motivation.
 The training program must incorporate those elements which are directly relevant to the
task that the trainee is already performing or is expected to perform.

Elkins (1980) opines that operative employees are often hired with the requisite technical skills, but
with little awareness of company policies or procedures. Even if for only a short period of time, they
often must be trained in the procedures of product manufacture, service delivery or company work rules.
Recruits who cannot read or write at an acceptable level, who cannot read directions or blueprints, or
have no work discipline may need instructions in those skills or be trained so differently as to cast an
extra training burden on the organization and its managers. Training is not just a tool for assisting in the
filling of a position, but also one of continued improvement and updating.

Leaning should be measured and assessed to ensure its efficacy as observed by Elkins (1980). In his
opinion effective training depends on whether the individuals learn and primarily change their
behaviour and improve their skills. He also suggests that in order to be motivated to learn, trainees must

19
be able to relate the ends to their needs. Therefore, the objectives of the training must be: (1) articulated
clearly; (2) related to the work environment; and (3) related to the placement and advancement of the
trainees in the organization. Payoff in terms of reward must follow successful completion of the
training. The hoped-for effect of reinforcement is to keep the trainee doing the correct thing and /or
correcting or changing incorrect to correct performance. Thus if someone progresses in training,
positive reinforcement consists of praise, promotion, movement to the next training phase, etc. Negative
reinforcement consists of criticism, punishment or withdrawal of a favour. Most experts in learning
theory agree that positive reinforcement is much more powerful than negative reinforcement in terms of
the training effort. Negative reinforcement may lead to our dislike of the trainer by the trainee and hence
block any effective communication or training in the future. Another problem with negative
reinforcement is that it might lead to behaviour being undertaken by the trainee simply to avoid the
negative reinforcement rather than to actually learn.

In hospitality industry, for effective evaluation, self assessment, carrier planning workshops and carrier
workbooks are expected to be useful. Bernardin (1993) is of the opinion that the individuals who
complete self-assessment exercises for career planning purposes go through a process in which they
think through their life roles, interests, skills and work attitudes and preferences. They try to plan their
short and long term goals, develop action plans to meet those goals and identify any obstacles and
opportunities that might be associated with them. After individuals complete their self assessment, they
may share their findings with other individuals in career workshops. In general, most workshops use
experiential exercises in a structured, participative group format to educate individuals on how to
prepare and follow through on their career strategies. Career workbooks consist of questions and
exercises designed to guide individuals as they figure out their strengths and weaknesses, job and career
opportunities, and the necessary steps for reaching their goals.

3.3 Hospitality Industry in Australia

Australia boasts about a well developed tourism and hospitality industry, however still there are a few
hiccups. Stephen Kelly observes, ‘Larger foreign-owned organisations have adopted more innovative
approaches than smaller Australian-owned hotels and resorts, while skill shortages and generational
attitude changes have driven more inventive retention strategies in both groups. In spite of the adoption
of more enlightened human resource strategies, staff turnover, particularly casual staff turnover, remains
problematic and could negatively impact upon customer satisfaction’ (Kelly 2007).

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 This profession appears to be less attractive for talented individuals as observed by Stephen Kelly,
‘People tend to be more attracted by other industries with higher wages and more family friendly work
hours’ (Kelly 2007). Hospitality industry in Australia is facing shortage of skilled persons for the
industry as more capable and better quality individuals prefer professions other than the hospitality
industry. Paul (2009) opines that such positions are often filled with applicants who cannot find a job
elsewhere. It is difficult to recruit members of staff with the appropriate skills but also with a sense of
flexibility, willingness and presentation. Skills shortages are even more of an issue in regional areas and
for entry level positions such as F&B attendant, room attendant, porter and guest service agent.

Paul (2009) observes that there is a significant evolution concerning the interest in career development.
Indeed, when in the late 1980s only 8% of hotel managers and employees respondents rated it as a key
priority, in 1997 this rate rose up to 45% (Storey, Mabey and Thomson cited in Burgess, 2000).
Although it is still not a clear majority, there is recognition in the industry for professional development.
This professional development should be supported by improving the ‘life skills employment’ as
defined by the Hotel, Catering and Institutional Management Association (HCIMA). The industry also
suffers from a poor image and a perception of little prestige where career progression is also sometimes
slow. This causes a conflict with the ambition of the new generation of graduates who want to achieve
higher positions faster. Hours, commitment and shift work are also constraints for these young graduates
who want to enjoy their time outside work (Paul 2009).

A large number of educational institutions in Australia offer training programs concerning the
hospitality industry. However, their standard and efficacy has been questioned by Paul, saying,
‘Although the industry recognises that educational institutions are doing well, there are several
concerns. There are apparently too many providers who offer poor and inconsistent training and who
train the wrong people just to get a training subsidy. In addition, even if training and education provide
them with the right skills, the requisite behaviours do not necessarily follow and they often seem to lack
a work ethic, attitude, motivation, willingness, passion and, as said before, realistic expectations. This
disillusion explains the low conversion rate of the number of graduates who actually enter or remain
within the industry. Other downsides of current training are that most of the trainers are not from the
industry and they do not properly assess the students who pass with lower standards. The teaching
material is also too old and needs updating and training modules are too generic. Finally, the priorities,
particularly in the selection and recruitment of students, can become confused in a ‘for profit’ education

21
institution. As a consequence, without appropriate selection criteria, unsuitable people can be inducted,
trained and graduated into the industry (Paul 2009).

Career Training Institute of Australia (CTIA) is a Registered Training Organisation and has
been providing quality training services to the h o s p i t a l i t y, tourism and travel sectors since
1998. CTIA has an experienced team of trainers - all of whom have a strong industry
background, dedicated to helping learners reach their own personal and professional best.
CTIA was established with the objective of developing multi-skilled p r o f e s s i o n als, taking
training out of the traditional confines of a classroom and placing it back into the industry that
it serves. Australian School of Tourism and Hotel Management (ASTHM) is another
institution in the field of hospitality and tourism training and boast of being an essential
training link to the fast growing, innovative and exciting hospitality industry. Blue Mountains
International Hotel Management School (BMIHMS) was founded by Fritz Grubler, a Swiss hotelier in
1991. It has developed into an educational model in which students live and study in a simulated hotel
environment.

3.4 Hospitality Industry in England

British hospitality industry is reviving after having seen a slump in the latter half of the last decade. It
is the fifth biggest industry of the country and is one of the main pillars of the UK economy. This very
significant contribution is not only in employment terms; hospitality contributes over £34bn in tax
revenues to the Treasury while tourism earns £16bn every year in overseas visitor spend (Michels
2011).

Intercontinental Hotels Group follows some creative approaches e.g. “Learning Maps” to encourage
staff to make a journey through the hotel in the customer’s shoes.  Since staff must follow each brand’s
tone and style, training (like recruitment) is very brand-driven.  Their global scale allows them to offer
international career opportunities.  They have an “Employee Room Benefit Program” to allow staff to
stay at any of their hotels worldwide at heavily-discounted rates. Claridge’s (Maybourne Hotel Group)
competitive edge is the ability to recognise returning guests and provide personalised service.  A lot of
hard work and preparation goes into this.  Staff feel motivated to nurture a bond with regular guests and
are expected to have “the ability to create a magical experience” as the company puts it.  Training is
often based on feedback from mystery shopping.  Exceptional team members are used as “role models”
to mentor new recruits. A large part of Hilton’s famous consistency springs from a global approach to

22
training – with the online “Hilton University” a prime example.  This promotes a set of shared values
which in turn creates a feeling of pride in working for the company.  A lot of emphasis is placed on
coaching General Managers to act as good role models for their staff. The Lanesborough (exclusive
luxury hotel with free hi-tech amenities) puts emphasis on “leadership by example” and “training has to
be something people do every day”.  This pragmatic approach is reinforced by regular meetings where
all are encouraged to come up with new ideas.  Red Carnation Hotel Collection runs half a dozen luxury
London hotels with an impressive 4 hotels in the current top 6 on TripAdvisor.  Guest comments
consistently highlight the friendly and enthusiastic staff.  They recruit individuals with a certain flair and
then train them tirelessly.  On the first day of induction for example, each staff member is served their
favourite drink at lunch having only revealed this nugget an hour or two earlier – these are just few of
the pleasant surprises they like to spring on guests.  The core management team is very stable, itself
setting a great example to staff. The Grove hotel encourages technical excellence to promote a sense of
pride at work.  They believe that good guest service comes from treating staff well and instilling a
common set of values.  The company has invested significantly to go the extra mile in accommodating
staff concerns like housing, wellbeing and childcare. Administration of One Aldwych believes that the
key to running a good hotel is: “love your staff”.  Employees are encouraged to serve in their own
natural way with “kindness” and “from the heart”.  There are no stale service scripts at One Aldwych. 
Another bedrock of their philosophy is to encourage open communication between team members. 
There’s also an overriding ethos of equality at the hotel.  This translates into an informal and
unpretentious style of service or as Mr Campbell-Gray himself puts it: “a snob-free zone” (Rajul 2009).

England presents rich heritage of hospitality training. The largest training program of its kind yet seen
in the UK hospitality industry was Hilton International’s venture to train all 15,000 UK & Ireland
employees in environmental sustainability by the end of July 2004. The initiative formed the foundation
of the Hilton UK & Ireland Environmental Sustainability program. Barcelo Hotels UK has announced
that it will be spending £500,000 on a scheme to train and retain young workers. It has set up an
academy to develop 20 young people each year to become professional chefs, reports Caterer Search.
The program was launched as part of the government's Skills Pledge and it will focus on school leavers.

The Institute of Hospitality is the professional body for individual managers and aspiring managers
working and studying in the hospitality, leisure and tourism (HLT) industry. The Institute has been in
existence since the 1930s. The Institute's reputation as a membership organisation promoting quality

23
standards and education has grown in its 70 year history resulting in a membership spanning more than
100 countries around the globe.

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3.5 Hospitality Industry in India
In spite of having a lot of tourism potentials India’s share of global international tourism is relatively
small in volume about 0.40% of world tourism. The tourism industry faced with various challenges in
the field of human resources, one of the crucial issues in this regard is the quality of manpower. The
industry is vitally faced with the demand for qualified quality personnel. The developing countries must
first develop the human resources in order to develop the Tourism institutional structure in which
technological innovation can occur on a large scale. Economic development can succeed only when the
environment as a whole is conducive to change and innovation at all levels and on all fronts especially
in Tourism Industry. This will require educated masses, literate and national masses (Khan 2008).

The tourism industry is the third largest net earner of foreign exchange in India. Dr Ambedkar Institute
of Hotel Management, Catering and Nutrition, Chandigarh was set up in the year 1990. In 1996 the
institute shifted to its new building, set in the lush green surroundings of Le Corbusier's beautiful city, in
sector 42-D. Institute of Hotel Management, Catering Technology and Applied Nutrition, Goa is a well
established institution spread over 15,000 sq. Ms. Land with approximately 10, 000 sq. Ms. Of covered
area consisting of training kitchens, bakery, confectionery, restaurant, computer lab, library,
housekeeping department, audio visual room, front office lab, class rooms, landscaped gardens and
hostels for students. The Indian Institutes of Travel and Tourism Management (IITM) offer short-term
courses in the subjects of tourism and hospitality services. Special training courses have started in some
universities for learning about immigration procedures, since both the industry and the Government feel
that there should be a separate cadre for this purpose. It is relatively easy to enter courses designed for
Travel & Tourism. The main areas such as travel agencies, transport, jobs at hotels, airline work all have
good institutions that give training for about minimum 1-2 years with an adequate amount of practical
training. The Institute works in collaboration with the International Institute of Tourism Studies at the
George Washington University and receives lot of academic support. Programmes are being developed
with many international universities (Univ. of Calgary in Canada, New School of Social Research, New
York and many more) for the purpose of faculty-exchange programmes, sharing of facilities and
knowledge which will benefit students and faculty equally. 

With the aim of expanding the scope of hospitality education, the UT Administration will be starting
short-term hospitality courses in three institutes. The courses would be run under “Hunar Se Rozgar”
scheme of the Ministry of Tourism. At present, the scheme is being implemented in Chandigarh by Dr
Ambedkar Institute of Hotel Management (AIHM) and the Chandigarh Institute of Hotel Management

25
(CIHM). Students are trained in a six-week course in food and beverages or an eight week course in
food production. For this the students are paid a stipend. An amount of Rs 20 million would be released
for creation of infrastructure related to Tourism Hospitality Education. Apart from courses in Food and
Beverages and food production, courses in housekeeping and laundry would be started. International
Institute of Hotel Management having its campuses at Bangalore, Delhi, Kolkata, and Pune offers
various programs related to hospitality industry in collaboration with University of West London.

3.6 Hospitality Industry in Pakistan

Pakistan became a member of the International Union of Tourism Organizations (IUOTO) now the
World Tourism Organization (WTO) in 1949, and the field of tourism was placed with the Ministry of
Railways where it remained until 1955. It was then transferred to the Commerce Ministry. In 1960 a
Tourism Bureau was conceived and became part of the Ministry of Commerce with the status of an
attached Department. In 1964 it was transferred to the Office of Chief Administrator Civil Aviation and
Tourism. When the Aviation. Division was created in 1968; the Bureau remained as an attached
department of this division. In 1970 the Tourism Bureau was downgraded to a Cell but continued to
remain as a part of the Civil Aviation Division. However, most functions of the Bureau were assigned to
the newly formed Pakistan Tourism Development Corporation. Tourism in Pakistan was taken seriously
for the first time at the policy making level in 1972 when a Ministry of Minority and Religious Affairs
and Tourism was created. Though, this Ministry was disbanded in 1976 and Tourism Division became
part of the Ministry of Commerce again. However, in 1977 the Ministry of Culture, Sports, Tourism and
Archaeology was created. From 1977 to 1996 tourism remained in the same Ministry but was given
various emphases in the administration and switched between divisions. In 1996 the Ministry became
the Ministry of Culture, Sports, Tourism and Youth Affairs.

An official report on analysis of tourism management in Pakistan indicates that the country receives
limited numbers of tourists. There has been a substantial recovery from 368700 a low point in 1996, to
798300 in 2005, more than the double figure in less than ten years. The growing trend rocketed up in
2000, but unfortunate 9/11 damaged the pace and resulted in to negative trend for constant two years,
2001, 2002. However, the shortfall observed in 2001, 2002 and recovery thereafter is same as of the
world tourism due to the negative effects of 9/11. However, the encouraging fact is the unprecedented
growth of Pakistan tourism in 2004-2005, which has surpassed world pace in manifolds. Using the latest
figures available from 1997 through 2005 it can be seen that total visitor arrivals have progressively
increased manifolds from 368700 in 1996 to 798300. If the same pace of tourism growth in Pakistan

26
continues then the days are not far off, when tourism will count a substantial portion in Pakistan GNP.
Pakistan’s share in South Asian Tourism is not encouraging to say the least. Foreign arrivals in Pakistan
are much lesser than India, and Iran.

College of Tourism and Hotel Management Lahore offers a number of study programs including a

Bachelors degree in hospitality management. The College of Tourism and Hotel Management
(COTHM) is an academic partner of the American Hotel & Lodging Association (AH&LA), an
international organization that deals with hospitality education, training and professional certification
worldwide. Pak-Austrian Institute of Tourism & Hotel Management (PAITHOM) is a unique
collaboration between the governments of Pakistan and Austria that was launched to facilitate tourism.
PAITHOM offers diploma and certification programs in hotel management. The training includes facets
of hospitality and trains students in front office management, food service, food production and
housekeeping. Students earn a monthly allowance during the training period. Pakistan Institute of
Tourism & Hotel Management (PITHM) was started in 1967 with the object of training cooks and
waiters. PITHM now offers diploma courses in food production, as well as hotel, front office and
housekeeping management. The duration of the hotel management course is 18 months, and it trains
individuals in modern-day communication skills, human resources management, finances, business and
sales and marketing. An intermediate degree is required to apply. The institute provides flexible
schedules for individuals who wish to change their career and pursue the training along with their
current job. National Vocational and Technical Training Commission (NAVTEC) is running various
skills development courses across the country to impart training in the hospitality and tourism sectors.
The training includes front office, food service, food production and housekeeping. The training courses
are offered in collaboration with both public and private sector institutions. Pakistan Tourism
Development Corporation (PTDC) has established Institute of Tourism and Hotel Management with its
campuses at Lahore, Rawalpindi, Multan, Faisalabad and Gujranwala. It offers a variety of courses
related to tourism and hospitality industry. College of Tourism and Hotel Management (COTHM) was
established in 2002 in collaboration with the American Hotel and Lodging Educational Institute
(AH&LEI) USA to address the human resource needs of the travel, tourism and hospitality industry of
Pakistan.

3.7 Summary
Training is a vital part of human resource mechanism. While staffing international employees,
organizations should not just consider job specifications and employees’ skills and abilities but also

27
include careful cultural analysis. First of all there is a requirement to establish the need for training and
then successful understanding of training requirements leads to effective human resource planning
which certainly help to design effective and efficient training process. Organizations have to analyze
critically which training strategy is suitable for them. Then there is a need to assess the effectiveness of
training with a view to further improve it and bring it in line with the organizational goals.

Australia has well developed tourism and hospitality industry, albeit facing skill shortages. This
industry is less attractive owing to low wages and demanding job requirements therefore more capable
and better quality individuals prefer professions other than the hospitality industry. A considerable
improvement in the interest in career development by the hotel employees has been observed from late
80s to late 90s. A large number of educational institutions in Australia offer training programs
concerning the hospitality industry; however, their standard and efficacy are questionable.

In recent years, British hospitality industry has prospered after facing a dip towards the end of last
decade. Hospitality training in Britain project certain novel ideas like journey by the employees through
the hotel in customer’s shoes, stall to follow brands tone and style, allowing staff to stay as guests at
heavily-discounted rate, returning guests to be provided personalized services, mystery shopping and
mentoring new recruits by exceptional team members. They believe that good guest service comes from
treating staff well and instilling a common set of values. Employees are encouraged to serve in their
own natural way with kindness and from the heart.

Indian tourism and hospitality industry is in its development stage. It is facing various challenges
concerning human resource. Crucial issues are the quality of manpower and literacy. The tourism
industry is the third largest net earner of foreign exchange in India. The country has a number of
institutions providing training in hospitality industry and the industry has sufficient potential to expand.

History of tourism industry in Pakistan displays lack of sufficient interest at the government level as it
stayed on a number of ministries’ portfolio for decades before having its own ministry. The country has
tremendous potential for tourism and hospitality industry but receives a meagre share of tourists in
South Asia owing to lack of organized efforts towards attracting them. Tourist trend towards visiting
Pakistan was on its lowest ebb during late 90s which recovered substantially during the last decade
albeit having a post 9/11 dip. An encouraging fact is the unprecedented growth of Pakistan tourism in
2004-2005, which has surpassed world pace manifolds. Pakistan has a number of institutions providing
training requisite to the tourism and hospitality industry.

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CHAPTER NO 4: METHODOLOGY

4.1 Methodology
The core of this chapter is to describe research methodologies used to carry out this study. This section
commences with nature of research method used, followed by data collection, participants, and analysis.
Thereafter, outcomes and credibility of the findings will be highlighted.
4.2 Data Collection
The mainstay of data collection is to obtain meaningful information that is required to answer research
questions. Riley et al. (2000) data collection is a part of research process and it can be primary or
secondary. Lekvall and Wahlbin (2001) argue that in order to obtain useful information and both
primary and secondary data collection methods should be used, as information derived through primary
data only is atypical. Sekaran (2003) contributes that primary data can be collected by communicating
with respondent, observing them and seeking response from them through an interview.

Whereas, some researchers argue, Anon. (no date) that questionnaires are most effective source of
collecting primary data, as these can be sent through post, email or fax. Questionnaires are relatively
cheaper than other sources of data collection and most of all there is very less chance of interviewer
bias.

While evaluating and reviewing the literature, it was found that rarely any study has been undertaken
in this area, particularly related to training of hospitality staff at Murree. To obtain meaningful
qualitative data, it was decided to use questionnaire. For this the questionnaires were designed on Likert
scale and delivered by the researcher to the HR department of PC Bhurban and Manager Le Grand. The
purpose of questionnaire was clearly explained to the respondents and their anonymity was assured. The
questionnaire was designed in English as well as Urdu languages for supervisory as well as lower level
staff respectively. First part of questionnaire consists of six questions which help to get the information
about respondent s’ personal details and their work status. Second part of the questionnaire comprising
of four questions is designed to acquire information about satisfaction with training. Third part relates to
employee’s feelings about training and is composed of five questions. Third part is the longest
comprising twenty questions and seeks information concerning organizational support for training.

4.3 Participants
Participants of the research or the sample of the population consist of thirty middle level managers and
lower staff of PC Bhurban selected at random and available staff of Le Grand Ayubia. PC Bhurban has

29
about 250 employees out of which 21 deposited filled questionnaires. Le Grand has about 70 employees
during peak season and about 20 during off season out of which only 12 were available for filling in the
questionnaire. As this research is to identify existing training process and issues related with it,
therefore, participants of this research are active professionals who are involved in day to day
functioning in their organizations. Importance of the participants is described by Sekaran (2003) as
respondents’ selection is vital because perception of the people within an organization varies. He further
argues that their opinion is usually reflected by their attitude, behaviour, knowledge and interests.

4.4 Data Analysis

Dey (1993) argues that if the data is more vague and supple then it will be difficult to extract
meaningful information out of it. Data analysis is the core of a research and this process should be
considered while preparing a proposal, this is advised by Marshall and Rossman (1999), they further
advise that analysis process to analyse qualitative data starts during the collection of data. By
considering such valuable arguments and advices, data for this research will be analysed using
Microsoft Excel. At places part of data had to be assumed by default due to the reason that certain
respondents left a few columns blank in personal information part related mostly to education
qualification and service experience.
4.5 Research Credibility
Credibility, validity and accuracy are vital parts of the research process. Branine, (2008), emphasises
that while conducting a research, data accuracy is always an issue for validity and credibility. During
this research it was important for me to obtain information which is reliable and accurate. Thus, HR
manager of PC and manager of Le Grand were contacted because they are directly involved with the
HRD practices in their organizations.

4.6 Summary
The research objectives/questions cover the existing practices of employees’ training in the selected
hotels, a comparison between the two and assessment of the efficacy of the training. Quantitative data
collection methods and inductive approach to research has been adopted. Both primary and secondary
data was collected through questionnaire and from books, articles, web-sites, respectively.

30
CHAPTER 5: RESULTS

5.1 Empirical Findings and Analysis of Research Data

This chapter will organize the dispersed data that is obtained through the questionnaires into
meaningful information. Data analysis is undoubtedly the most critical and crucial part of research
process and a vital cornerstone to achieve research objectives. It is, indeed, the crux and its importance
is sine qua non of research. This chapter will test the training practices in vogue at the two understudy
hotels on empirical basis. It will also evaluate, analyze and compare efficacy of training. An effort will
be made to add significance to outcomes and to find answers to our research questions to meet our
research objectives.

In this chapter, the reliability and validity of the empirical findings has been evaluated by using MS
Excel program and the results of this evaluation are depicted. The researcher will try to enhance the
significance of questions by carefully illustrating them and adding remarks to explain the outcomes.
This chapter consists of in-depth analysis of questionnaire outcomes, response rate and profile of
respondents.

5.2 Respondents’ Portfolio

Respondent’s portfolio has been identified in the part one of the questionnaire by acquiring personal
data i.e. Name, designation, educational qualification, and service experience within and outside the
organization. Designation and employment status will help to understand the respondent’s relationship
with the organization. Acquisition of this information ensures the validity and reliability of the data that
is collected through questionnaire.

5.3 Respondents’ Feedback Ratio

To obtain required information and to acquire answers of research questions, 30 questionnaires each
were handed over to the HR manager of PC Bhurban and Manager Le Grand. The respondents were
comprised of middle level managers and hospitality staff of the two hotels who are actively involved in
day to day functioning of the hotels. Due to their heavy engagements in routine activities as well as less
availability of staff at Le Grand owing to off season, only 21 questionnaires by PC staff and 12 by Le
Grand staff were filled. This makes feedback ratio 70 % for PC Bhurban and 40 % for Le Grand which
is positive concerning the availability of staff. Here I would like to mention a fact that almost all the
hotels at Murree, except PC Bhurban, shed away a reasonable chunk of their staff in off season to ensure

31
commercial sustainability. The analysis and graphical representation of empirical findings are shown
hereunder:

5.4 Personal Data

Following questions included in this section to acquire personal data.

5.4.1 Education
This question was asked to identify the educational qualification of the respondents, which helped to
understand the respondents’ education.

Fig. 5.1 Education

The results derived through this question are pictorially illustrated above. According to the graph it is
notable that:
 PC Bhurban has considerable number of post graduates employed at middle level
managerial assignments.
 A reasonable percentage of graduates are employed at both the hotels.
 There is a majority of matriculates and higher secondary level qualified individuals.
 Literacy level is generally satisfactory as under-matriculate individuals are less in
number.

32
 5.4.2 Work experience in the same organization
The core of this question was to know exact amount of experience of the respondents within the same
organization. The question helped to understand that most of the employees especially at Le Grand are
new in the organization.

Fig.5.2 Work experience in same organization

The graph describes that 86% (18 out of 21 respondents) out of employees of PC Bhurban are having
less than 5 years service with the organization whereas they have about 5% employees each in the
shades of 5-10 years, 10-15 years and more than 20 years. This shows that some percentage of the
respondents is committed to work for their organization and their association with the organization is
strong. According to Gratton (2003) that organizations can only achieve competitive advantage if they
have right people at the centre and through their skills and abilities, excitement and dreams, and
creativity and talent they can achieve organizations’ corporate goals. Whereas at Le Grand we find 66%
(8 out of 12 respondents) employees having less than 5 years of service, 25% in the category of 5-10
years, 8% in the category of 10-15 years and none beyond that. This is mainly because of the reason that
the hotel has started its functioning in the new identity only a few years ago.

33
 5.4.3 Work experience outside the organization
The purpose of this question was to know exact amount of experience of the respondents outside the
organization they are presently serving. The question helped to understand that most of the employees
especially at Le Grand have no experience of service outside the organization.

Fig.5.3 Work experience outside the organization

The graph describes that 86% (18 out of 21 respondents) out of employees of PC Bhurban are having
less no service experience outside the organization whereas they have about 5% employees each in the
shades of less than 10 years, 10-15 years and more than 20 years. This shows that most of the
respondents started their jobs with the present organizations and they are displaying organizational
loyalty. Le Grand presents a situation where 100% employees have no experience to serve in any other
organization.

5.5 Satisfaction with training.

First group of questions were designed to know the level of satisfaction of employees with existing
training practices of the organization they are serving. I have combined the result of the four questions
making 84 (21*4) answers for PC Bhurban and 48 (12*4) for Le Grand. NAND is an abbreviation used
for ‘neither agree nor disagree’. As is evident from the graph shown below most of the employees from
both the hotels are satisfied with the existing practices of training. 3.6% individuals from PC Bhurban
displayed dissatisfaction with the existing training practices, 4.8% neither agreed nor disagreed about
existing practices being satisfactory, 90% displayed satisfaction and 1.6% showed their utmost
satisfaction. As far as Le Grand is concerned, 100% employees displayed satisfaction with existing
training practices.

34
 Fig. 5.4 Satisfaction with training

5.6 Employee feelings about Training.

Employees feel motivated and committed if they feel positively about training. This part of the
questionnaire comprised of five questions encompassing the level of satisfaction of employees with the
training. The objective was to seek whether existing training practices in both the hotels are up to
satisfaction of their employees. The outcome is depicted in the graph shown below:

Fig. 5.5 Employee feelings about Training

As it is evident from the graph, employs feel positive about existing training practices in both the
hotels. Nobody from any of the understudy hotels disagreed with any question concerning employees’

35
feelings about training. 92% response from employees of PC Bhurban in this field is in the fourth shade
of the likert scale i.e. ‘Agree’ and 8% is in ‘Strongly Agree’. Whereas 100% employs of Le Grand agree
with the suggestions indicating positive feelings about the status of training. 100% employees of both
the hotels show their agreement that they seek out learning opportunities. 90% employees of PC
Bhurban and 100% employees of Le Grand agree and 10% employees of PC Bhurban strongly agree
that job training is a continuous endeavour. 86% employees of PC Bhurban and 100% employees of Le
Grand feel and 14% employees of PC Bhurban strongly feel that they are proactive in seeking
improvement. 95% employees of PC Bhurban and 100% employees of Le Grand agree and 5%
employees of PC Bhurban strongly agree that they have established learning goals for present and future
positions. 90% employees of PC Bhurban and 100% employees of Le Grand agree and 10% employees
of PC Bhurban strongly agree that their organizations always do the training need assessment for the
employees.

5.7 Organizational Support for Training

This was the longest part of the questionnaire comprising of 21 questions. In this section of the
questionnaire information relating to organizational support for training was assessed. Graphical
representation of the answers is shown below:

Fig. 5.6 Organizational Support for Training

96% response by the employees of PC Bhurban and 97% by the employees of Le Grand was in
agreement or strong agreement with the fact that the organizations support training. 1% response of
employees of PC Bhurban and about 3% of those of Le Grand was in disagreement with the proposal.

36
5% response from the employees of PC Bhurban was neither in agreement nor against the proposal.
Overall, it shows that sufficient organizational support for training exists in both the hotels.

5.8 Summary
This chapter covered the information on training practices obtained through questionnaire from middle
level managers and lower staff of PC Bhurban and Hotel Le Grand. A healthy response (70%) was
received from PC Bhurban whereas a little lower (40%) response was received from Le Grand owing
mainly to the reason that most of the staff was unavailable because of off season. Personal data
indicated fair standard of education of the employees. Most of the employees are having very less
experience (less than 5 years). Very few employees were found to have experience of working with
other organizations before joining the present setups. Employees of both the hotels display high level of
satisfaction and positive feeling about training. Employees generally agree that their organizations
provide sufficient support for training.

CHAPTER 6: DISCUSSION

6.1 Overview
In this chapter empirical finings will be discussed to identify the problems, issues and factors that
influence the training of hospitality employees at the understudy hotels of Murree. This chapter covers
that how effectively the organizations are practicing human resource development practices and how
efficiently they are training their employees to enhance their level of expertise. It is also covered in this
chapter that how modern human resource development practices can help to ameliorate existing
standards of hospitality services being provided at Murree.

6.2 Discussion on Findings and Recommendations

The majority of the respondents were matriculate meaning thereby that they could read and write and
thereby could comprehend written instructions. The fact, however, should be kept in mind that medium
of instruction and written material for guidance should be in Urdu because most of them would not be
able to fully understand English. Pakistan has well established institutions imparting training related to
the hospitality industry; those have been briefly introduced in chapter 3. Hotels should plan to take
advantage of their services to ensure every possible improvement.

The data relevant to the service experience shows that most of the employees are having less than 5
years of service and negligible strength is having experience of serving with some other organization

37
before joining their present setups. It presents a void especially for an old organization like PC Bhurban
as to why the old employees were not retained. This also makes the satisfaction of employees with the
existing training practices questionable, which is at a very high level as indicated through the response
to the questionnaire. There can be two possible explanations. One: most of the employees do not
correctly perceive what should be their level of satisfaction with their training. Two: as majority of
employees do not have experience to work with any other organization, they are not having any
benchmark to compare and draw right conclusions. Although keeping in view McCourt & Eldridge
(2003) argument that human resource management policies and procedures differ depending upon
working environment because human resource management is basically a direction for an organization
for the planning, management and development of the employees which varies depending upon
behaviour of the employees in a prescribed structure.

Employees generally agree that their organizations provide requisite support for training and carrier
progression. Again I would say that they need exposure to the knowledge of modern requirements of
training before they will be rightly equipped to provide correct feedback. There is an apparent
complacency at the level of those who are at the helm of affairs because they are getting sufficient
business. Murree receives a large number of Pakistani and some foreign visitors during peak summer
season to fill up the capacity of existing hotels. Furthermore, the earthquake in 2005 and deteriorating
law and order situation have diverted tourists from rest of the attractions like Kaghan and Swat valleys
to Murree. Nonetheless imaginative approach is required to be adopted by the people in hospitality
business at Murree with an aim to further improve the business by increasing its attraction even in off
peak season. This can be done by combining tourism and sports with the hospitality services.

Novel ideas related to hospitality training can be borrowed from the world. A few of those has been
highlighted in the third chapter. Some out of those are really remarkable including provision of
opportunity to the lower level staff to stay as guests, provision of personalised services to the guests and
treating the employees so well that they develop a strong affiliation and identification with the
organization.

6.3 Further Research

This research provides a bird’s eye view of training practices and policies practiced by PC Bhurban
and Le Grand Ayubia. This study should be taken as start point for further research in the area, because
further deep researches may identify and address some more specific issues relating to human resource
development of workers of hospitality industry at Murree. The tools used to obtain primary data from

38
the respondents were designed with simplicity by keeping in mind more responses but due to various
pitfalls already explained, ideal response could not be obtained. For future research following
recommendations could provide a better guideline to explore this topic.
 Interviews of top managers should be conducted.
 More than one questionnaire should be used to get diversified views of respondents at different
levels.
 Size of population may be increased to 30% of total employees.
 Age and sex may be included in the personal data of the questionnaire.
 Analysis of existing training activities including their syllabus may also be carried out.

6.4 Summary
Empirical findings of the research have been discussed in this chapter, their analysis carried out and
certain recommendations have been proffered. The findings indicate a satisfactory standard of training
practices. However, there is a need to modernise human resource development taking leads from the
world, specially the developed countries. Possibility of dovetailing tourism and organised sports with
hospitality industry can also be explored. Further research on more elaborated lines has also been
suggested.

CHAPTER 7: CONCLUSION

7.1 Conclusion
This research explored the in-practiced training practices related to hospitality industry at PC Bhurban
and Hotel Le Grand Ayubia. There are certain problems, issues and factors which influenced the
existing training process which were highlighted and addressed accordingly. After the careful
examination of the on-going procedure and identifying the loop holes it was found out that hospitality
industry at Murree hills lack proper human resource development system but the importance of modern
human resource management practices has been felt within the organizations. When using the tools to
train and develop employees, different methods can be combined keeping in view the training
requirement and availability of resources. The recommendations for the issues and flaws have been
identified with the help of reviewed literature and valuable findings. An effort was made to provide
questionnaire in Urdu to those who are unable to comprehend English language. The questionnaire can
be divided into four parts, namely personal data, satisfaction with training, employees feeling about
training, and organization’s support for training. Participants were middle level managers and lower

39
staff of PC Bhurban and available staff of Le Grand. MS Excel program has been used for data analysis,
involvement of HR manager of PC Bhurban and Manager Le Grand authenticated accuracy and
reliability of information sequentially contributing towards credibility of the research. Research model
encompasses problem formulation, assess to theoretical data, empirical data collection, analysis,
empirical findings and conclusions.

Nafees A Khan correctly observes in his article (Khan 2008) that the quality and efficiency of services
is the primary concern of tourism industry. In order to achieve this, each of the components of tourism
and hospitality industry requires trained /skilled manpower. The travel and tourism industry is really as
good as only its people, and it is the people that make the real product. There are a number of problems
and constraints, which concern the human resources development in the tourism sector, viz., shortage of
qualified manpower, shortage of training infrastructure and qualified trainers, working conditions, and
lack of proper strategies and policies for human resources development.
7.2 Limitations of the Study
The core of this study is to meet the objectives of the research. In this regard, it is taken into
consideration that research should be simple and without any bias. Maximum efforts have been made to
minimize errors which may result in problems related to data interpretation and analysis. Although all
necessary precautions were taken and issues well addressed, yet there are a few limitations associated
with this research as highlighted below:
 Shortage of time necessitated inclusion of limited number of respondents.
 Access to confidential records of the hotels was restricted.
 Non availability of part of the staff due to their commitments.
 Owing to off season most of the staff of Le Grand was not available.
 Limitation of financial resources.

40
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42
 Appendix A
Map of Murree Hills

43
Murree’s Approach from Islamabad

44
 Appendix B
List of Hotels at Murree

Other than the hotels under discussion, following hotels and guest houses are available at
Murree, Bhurban, and Nathiagali and surrounding area:

1. 34 Morning Side

Location: Near Governor House, Kashmir Point, Murree, Pakistan 

Phone: 051-3412039-42
Fax: 051-3412043
Cell: 0300-5132913, 0331-5257229
Situated in lush green environs of Kashmir Point the hotel offers best standards of
opulence and comfort.   It has 15 single and double bed room suits.  Each of them is
elegantly furnished suit has four, three and two bed rooms; besides it has Presidential
and executive suits. Each suit is equipped with plasma TV with cable connection, P4
computer with broadband internet connection, sitting area/TV lounge, kitchen and dining
table. The hotel also offers hot and cold running water, restaurant, car parking, room
service, and play area for kids and a gym. It also has small conference room.  

2. Shangri La

Location: Lawrence College Road, Murree, Pakistan 

Phone: 051-3411674
A high quality hotel, part of well acclaimed chain offers excellent services in a cool,
scenic, clam and quite part of the city. It has 38 well furnished rooms, conference hall
and cottages for families. It offers excellent room services restaurant, laundry and TV
with cable connection. Car parking available and playing area for kids is also available.
Unlike most hotels in Murree room charges are available at hotel's website and can be
booked from around the world.

3. Move n Pick

Location: Hall Road, near GPO, Murree, Pakistan

Phone: 051-3412261-62, 3412463-4 

45
 Move and Pick is a seven storey luxury hotel in heart of the city at Hall Road just behind
the GPO. It has with more than hundred centrally heated rooms. It has a big conference
hall to cater needs of corporate sector. Barbecue restaurant at the top of the hotel offers
and excellent view besides delicious food. It also has rent a car service also.

4. Blue Pines

Location: Lawrence College Bypass Road, Murree, Pakistan. 

Phone: 051-3410877 
A Three Star Hotel situated at Lawrence College Bye Pass Road overlooking the valley.
It offers cool and secluded environs and in beautiful setting. It offers all services of a
modern hotel with 12 well furnished rooms hot and cold running water, restaurant, room
service, laundry and TV with cable connection. Car parking available and playing area
for kids is also available. The hotel also offers pick and drop to customers till the Mall.

5. Al Taj

Location: Murree Club Estate, Near Girls College

Murree, Pakistan 
Phone: 051-3411504
60 spacious rooms of different categories, hot and cold running water, three restaurants,
Halls, Indoor Parking for 40 cars, room service and TV with cable connection in each
room.

6. Jawa International

Location: The Mall, Murree, , Pakistan 

93 rooms four, three and two bed rooms, besides Presidential and executive suits, hot and
cold running water, restaurant, car parking, room service and TV with cable connection
in each room. Situated close to GPO Chowk, Java International boasts three star
facilities.

7. Grand Heights

Location: Near GPO Chowk, Murree, Pakistan 

50 four, three and two bed rooms, hot and cold running water, restaurant, car parking,

46
 room service and TV with cable connection in each room. It is situated close to GPO
Chowk. Grand Heights is one of big hotels around. It has all the facilities of a good
quality hotel.

8. Shifang

Location: Upper Jikagali Road, Murree, Pakistan 

Phone: 051-3411504
Cell: 03215636509 
A subsidiary of Shifang Restaurant Islamabad, Shifang Murree is situated at a peaceful
location on Upper Jikagali Road at equidistance from either point. It is more known for
its Chinese food but offers 25 double bed rooms with all allied services such as hot and
cold running water, room service and TV with cable connection in each room. Spacious
parking space is also available.

9. Red Himalayan

Location: Upper Jikagali Road, Murree, Pakistan 

Phone: 051-3410379
Fax: 051-3412739
Hotel Red Himalayan situated as best approachable location in the city but is still close to
the Mall. It offers 50 rooms with panoramic view of the valley and Kashmir with room
service, car parking restaurant, telephone, and cable TV.

10. Marhaba

Location: The Mall, Murree, Pakistan 

Phone: 051-3410183-5 
20 rooms; four, three and two bed rooms with hot and cold running water, restaurant, car
parking, room service and TV with cable connection in each room. Hotel Marhaba is
among one of important reference points in Murree.
11. Dilkusha

Location: Imtiaz Shaheed Road, near the Mall, Murree, Pakistan

Phone: 051-3410005

47
30 rooms four, three and two bed rooms, hot and cold running water, restaurant, car
parking, room service and TV with cable connection in each room.

48
12. Mukshpuri

Location: Near GPO, Murree, Pakistan

Phone: 051-3411039-3410005
30 four, three and two bed rooms, hot and cold running water, restaurant, room service
and TV with cable connection in each room. It is situated close to GPO Chowk and has
its own car parking facility.

13. Mossiari

Location: Imtiaz Shaheed Road, Murree, Pakistan 

Phone: 051-3411513-4
It offers 32 sets of four, three and two bed rooms, hot and cold running water, restaurant,
room service and TV with cable connection in each room. It is situated close to GPO
Chowk and has its own car parking facility.

14. Taj Mahal

Location: GPO Chowk The Mall, Murree, Pakistan

Phone: 051-341081-3413590-3
Four, three and two bed rooms, hot and cold running water, restaurant, car parking, room
service and TV with cable connection in each room. Taj Mahal is newly built good
quality hotel.

15. Metropol

Location: Near Murree Club, Murree, Pakistan 

Phone: 051-3411525, 3411391
39 four, three and two bed rooms, hot and cold running water, restaurant, car parking,
room service and TV with cable connection in each room. Situated at comfortable able
distance from the Mall yet close enough to enjoy stroll at the same.

16. Holiday Express

49
 Location: Near KFC, The Mall, Murree, Pakistan 
Phone: 051-3411178
18 rooms four, three and two bed well furnished rooms, hot and cold running water,
restaurant, room service and TV with cable connection in each room.

17. Al Qamar

Location: Abid Mujeed Road, Murree, Pakistan

Phone: 051-3410764
18 rooms four, three and two bed rooms, hot and cold running water, restaurant, car
parking, room service and TV with cable connection in each room. 

18. Al Maeda

Location: The Mall, Murree, Pakistan 

Phone: 051-3410281, 3411281
18 rooms four, three and two bed rooms, hot and cold running water, restaurant, room
service and TV with cable connection in each room. It is situated close to GPO Chowk.

19. City Top

Location: The Mall, Murree, Pakistan 

Phone: 051-3412357/3412237
It offers 24 sets of four, three and two bed rooms, hot and cold running water, restaurant,
car parking, room service and TV with cable connection in each room.

20. Wood Berry

Location: Club Road, Murree, Pakistan 

Phone: 051-3411212-3
Situated at a serene location near Murree Club, Hotel Wood berry has 28 four, three and
two bed rooms with its own car parking. It offers room service, TV in each room, hot and
cold water and heating during winter.

50
21. Seroze

Location: The Mall, Murree, Pakistan 

Phone: 051-3411891
32 rooms four, three and two bed rooms, hot and cold running water, restaurant, room
service and TV with cable connection in each room. It is situated close to GPO Chowk.

22. Blue Rock

Location: Hall Road, Murree, Pakistan 

Phone: 051-3411522
24 four, three and two bed rooms, hot and cold running water, restaurant, car parking,
room service and TV with cable connection in each room.

23. Forest View Guest House

Location: Bhurban, Murree, Pakistan 

Phone: 051-3555364
Situated in cool and calm atmosphere of Bhurban at walking distance from the Pearl
Continental.
24. Sleep in Hotel
Location: Mohra Sharif Road, off Kashmiri Bazaar near Bhurban, Murree, Pakistan 
Phone: 051-3352063
Situated in thick pine forests. It is located at comfortable distance from Pearl Continental
Bhurban and Mall Road Murree.

25. Bhurban International

Location: Bhurban, Murree, Pakistan 

Phone: 051-3555075
Situated very close to Pearl Continental Bhurban and Bhurban Golf Club. It offers
picturesque view of the Galiat and Kashmir mountains.

51
26. Golf Hotel

Location: Near Kashmiri Bazaar Bhurban, Murree, Pakistan 

It is the oldest hotel in the Bhurban region and undoubtedly among the best ones in whole
Murree region. It is situated in thick pine forests and offers bests of services.

52
27. Shangrila Pines

Location: Nathiagali, Pakistan

Phone: (992)355350/355025
email: pines@shangrilaresorts.com.pk 

28. Hotel Greens Retreat

Location: Near Green Top, Nathiagali, Pakistan

Phone: (992)355261 
(992)355262, 355263  

29. Mehran Hotel

Location: Main Bazaar Nathiagali, Pakistan 

Phone: (992)355231
Cell: 0300-9119466 

30. The Elites

 Location: Main Road, Nathiagali, Pakistan 

Phone: 92-992-355-047/ 92-300-512-2863

31. Valley View

Location: Frontier House, Nathiagali, Pakistan 

Phone: +992355213

32. Royal Villa Guest House

Location: Nathiagali, Pakistan

Phone: 03008597267-03218597267-03458597267 
A 3 Star Guest House only for Families. Accommodation includes four Villas with 12

53
'VVIP' Rooms, with 3 classic two bed room suits with attached kitchen in complete
Privacy.

54
 Appendix C

Questionnaire
Name: Designation:
Address: Education:
Service experience Within Organization: Outside Organization:

55
 Strongly Disagree Neither Agree Strongly
disagree agree agree
nor
disagree
TRAINING:
Satisfaction with training
Training meets needs
Amount of training is satisfactory
Ability to use training content on job
Training applicability to job
Employee feelings about training
Seeks out learning opportunities
Views job training as continuous
endeavour
Proactive in seeking ways to improve
Learning goals established for present
and future positions
Our organizations always do the
training need assessment for their
employees.
Organizational support for training
Learning is planned and purposeful
Department provides training
opportunities
Interest in personal and professional
development
Training is encouraged and rewarded
I have been given the training for the
extra work I perform
In last three years I have attended
enough training regarding my work.
The contents of the training program
are appropriate for my current work
need
The training program encourages me
to pursue further learning on the job
The training programs are consistent
with my job requirement
I always used some of the things in 56

my work that I learnt in training