Staff Training

Staff Training & Personality Development programs
In Hotels of Kashmir
A Case Study of Vivanta by Taj
Chapter no. 1 Introduction
Tourism is a social, cultural and economic phenomenon related to the movement of
people to places outside their usual place of residence, pleasure being the usual
motivation1. From this definition and the fact that tourism is a temporary activity, it
can be interpreted that tourism is a demand based concept. Tourism arises from a
movement of people to, and their stay in, various destinations. Tourism is travel for
recreational, leisure or business purposes. The temporary movement of people to
destinations outside their normal places of work and residence, the activities
undertaken during their stay in those destinations, and the facilities created to cater to
their needs. The sum of the phenomena and relationships arising from the interaction
of tourists, business suppliers, host governments and host communities in the process
of attracting and hosting these tourists and other visitors. Tourism is a collection of
activities, services and industries that delivers a travel experience, including
transportation, accommodations, eating and drinking establishments, retail shops,
entertainment businesses, activity facilities and other hospitality services provided for
individuals or groups travelling away from home. Tourism can be understood as the
set of productive activities that cater mainly to visitors.
The UN World Tourism Organization (UNWTO) provides the following definition of

tourism which is now the accepted official definition of Tourism. “Tourism refers to
the activity of visitors. A visitor is a taking a trip to a main destination traveller
outside his/her usual environment for less than a year, for any main purpose
(business, leisure or other personal purpose) other than to be employed by a resident
entity in the country or place visited. Tourism is one of the largest and fastest
growing economic sectors in the world, thanks to increase in tourism destinations in
tandem with an increase in awareness among people. Unlike a rather conservative
tourism activity in the past, particularly in developing countries like India, no are
willing to travelling more and even cross boundaries to visit far sometimes remote
destinations. People away and According to the UNWTO, despite occasional shocks,
worldwide international tourist arrivals have shown virtually uninterrupted growth
from 25 million in 1950 to 278 million in 1980 to 528 million in 1995 and breached 1
billion mark, at 1,035 million, in 2012. International tourism propelled ahead in 2014
as the number of international tourists (overnight visitors) grew 4.4% with an
additional 48 million more than in 2013, to reach a new record total of 1,135 million.
Growth since the global economic crisis of 2009. With a 4.4% increase, international
tourism once again exceeded UNWTO’s long-term forecast of 3.8% the sectors strong
and consistent performance in spite of the global challenges the world faced in 2014,
including a slow global economic recovery, the Middle East (+5%) registered the
strongest growth, while Europe (+3%) and Africa (+2%) grew at a slightly more
modest pace. By sub region, North America (+9%) saw the best results, followed by
North-East Asia, South Asia, Southern and Mediterranean Europe, Northern Europe
and the Caribbean, all increasing by 7%.
1|Page
In 2014, there were 1.133 billion international tourist arrivals worldwide, with a
growth of 4.3% as compared to 1.087 billion in 2013. The top 10 international
tourism destinations in 2014 were:
Rank Country UNWTO Internati Internati Change Change

Region onal onal (2013 to (2012 to
tourist tourist 2014) 2013)
arrivals arrivals (%) (%)
(2014) (2013)
1 France Europe 83.7 83.6 0.1 2.0

million million
2 United North 74.8 70.0 6.8 5.0

States America million million
3 Spain Europe 65.0 60.7 7.1 5.6

million million
4 China Asia 55.6 55.7 0.1 3.5

million million
5 Italy Europe 48.6 47.7 1.8 2.9

million million
6 Turkey Europe 39.8 37.8 5.3 5.9

million million
7 Germany Europe 33.0 31.5 4.6 3.7

million million
8 United Europe 32.6 31.1 5.0 6.1

Kingdom million million
9 Russia Europe 29.8 28.4 5.3 10.2

million million
10 Mexico North 29.1 24.2 20.5 3.2

America million million
Source: https://en.wikipedia.org/wiki/World_Tourism_rankings
Tourism in India is economically important and is growing rapidly. The World Travel
& Tourism Council calculated that tourism generated ₹6.4 trillion (US$96 billion) or
6.6% of the nation's GDP in 2012. It supported 39.5 million jobs, 7.7% of its total
employment. The sector is predicted to grow at an average annual rate of 7.9% till
2023 making India the third fastest growing tourism destination over the next decade.
India has a large medical tourism sector which is expected to grow at an estimated
2|Page
rate of 30% annually to reach about ₹95 billion (US$1.4 billion) by 2015. About
22.57 million tourists arrived in India in 2014, compared to 19.95 million in 2013.
This ranks India as the 38th country in the world in terms of foreign tourist arrivals.
Domestic tourist visits to all states and Union Territories numbered 1,036.35 million
in 2012, an increase of 16.5% from 2011. In 2014, Tamil Nadu, Maharashtra and
Uttar Pradesh were the most popular states for tourists. Chennai, Delhi, Mumbai and
Agra have been the four most visited cities of India by foreign tourists during the year
2011. Worldwide, Chennai is ranked 38 by the number of foreign tourists, while
Mumbai is ranked at 50, Delhi at 52 and Agra at 66 and Kolkata at 99.
Table no. 1.0. Foreign tourist arrival in India
Foreign tourist arrivals in India (2004-2014)
Year Number (millions) % change
2004 3.46 26.8
2005 3.92 13.3
2006 4.45 13.5
2007 5.08 14.3
2008 5.28 4.0
2009 5.17 -2.2
2010 5.78 11.8
2011 6.31 9.2
2012 6.58 4.3
2013 6.97 5.9
2014 7.68 10.2
Source: http://tourism.nic.in/writereaddata/CMSPagePicture/file/marketresearch/
statisticalsurveys/India%20Tourism%20Statistics%20at%20a%20Glance%202014.
Table no. 1.1. Share of top 10 states/UTs of India in number of foreign tourist visits in
2013
Rank State/Union Territory Number Share in %
1 Maharashtra 4,156,343 20.8
2 Tamil Nadu 3,990,490 20.0
3|Page
3 Delhi 2,301,395 11.5
4 Uttar Pradesh 2,054,420 10.3
5 Rajasthan 1,437,162 7.2
6 West Bengal 1,245,230 6.2
7 Kerala 858,143 4.3
8 Bihar 765,835 3.8
9 Karnataka 636,378 3.2
10 Goa 492,322 2.5
Total of top 10 states 17,937,718 89.9
Others 2,013,308 10.1
Total 19,951,026 100
Source: "India Tourism Statistics at a Glance 2014"
4|Page
The Hospitality Industry is a broad category of fields within the service industry that
includes lodging, event planning, theme parks, transportation, cruise line, and
additional fields within the tourism industry. The hospitality industry is a multibillion-
dollar industry that depends on the availability of leisure time and disposable income.
A hospitality unit such as a restaurant, hotel, or an amusement park consists of
multiple groups such as facility maintenance and direct operations (servers,
housekeepers, porters, kitchen workers, bartenders, management, marketing, and
human resources etc.).
Usage rate, or its inverse "vacancy rate", is an important variable for the hospitality
industry. Just as a factory owner would wish a productive asset to be in use as much
as possible (as opposed to having to pay fixed costs while the factory is not
producing), so do restaurants, hotels, and theme parks seek to maximize the number
of customers they "process" in all sectors. This led to formation of services with the
aim to increase usage rate provided by hotel consolidators. Information about required
or offered products are brokered on business networks used by vendors as well as
purchasers.
In looking at various industries, "barriers to entry" by newcomers and competitive

advantages between current players are very important. Among other things,
hospitality industry players find advantage in old classics (location), initial and
ongoing investment support (reflected in the material upkeep of facilities and the
luxuries located therein), and particular themes adopted by the marketing arm of the
organization in question (for example at theme restaurants). Also very important are
the characteristics of the personnel working in direct contact with the customers. The
authenticity, professionalism, and actual concern for the happiness and well-being of
the customers that is communicated by successful organizations is a clear competitive
advantage.
Intrinsically linked with the travel and tourism industry, an industry which contributed
seven trillion U.S. dollars to the global economy in 2013, the hotel industry is
certainly a profitable one. Travelers who are on the road for more than one day need a
place to sleep and rest and there are various types of lodging across the world to
accommodate for this. Clearly a valuable service, it is no surprise that Euro monitor
International forecasted a 550 billion U.S. dollar revenue for the industry in 2016.
In 2014, the occupancy rate (the share of total rooms available which are occupied or
rented at a given time) of hotels in all global regions had increased year-on-year for
the past couple of years, suggesting more demand for the industry. Europe was the
region with the highest occupancy rate in 2014 at 68.8 percent, closely followed by
the Asia Pacific region at 68.6 percent. In the same year, the Middle East and Africa
was the most expensive region for hotels with an average daily rate of 165.97 U.S.
dollars. The Americas is generally the cheapest region each year.
5|Page
Despite being located in one of the cheapest regions for hotel rates, the most
expensive city destination in the world can be found in the United States, New York
City. Hotel rates in New York City in 2014 averaged around 360 U.S. dollars per
night, according to travel review site TripAdvisor. Seven out of the top ten most
expensive city destinations for hotels were in Europe.
This statistic shows the global hotel industry revenue from 2008 to 2016. The revenue
of the global hotel industry was 457 billion U.S. dollars in 2011.
Source: http://www.statista.com/statistics/245759/average-daily-rate-of-hotels-
worldwide-by-region/
Average daily rate of the hotel industry worldwide from 2008 to 2014, by region
(in U.S. dollars)
This statistic shows the average daily rate of the hotel industry worldwide from 2008
to 2014, by region. In 2014, the average daily rate of hotels in the Asia Pacific region
was 115.67 U.S. dollars.
Asia Pacific: Central & South Asia, Northeastern Asia, Southeastern Asia, and
Australia & Oceania
Americas: North America, Caribbean, Central America, and South America
Europe: Eastern Europe, Northern Europe, Southern Europe, and Western Europe
Middle East / Africa: Middle East, Northern Africa, and Southern Africa
6|Page
Source: http://www.statista.com/statistics/245759/average-daily-rate-of-hotels-
worldwide-by-region/
Facts and Figures of Indian Hospitality industry:
 The Hospitality industry is the third-largest foreign exchange earner,

accounting for 6.23% of India’s GDP and 8.78% of India’s total employment,
according to a report by the Planning Commission.
 Tourism in India is the largest service industry. The travel and tourism sector
currently employs 49 million people, or 1 in every 10 jobs, and this is
projected to increase to 58 million, or 1 in every 9.6 jobs by 2020.
 Travel and tourism is a USD 32.7 billion business in India, according to

industry estimates; in addition, the hospitality sector is sized at USD 23 billion
and is expected to grow to US$ 36 billion by 2018.
 It is expected that the hospitality sector will witness an inflow of USD 12.17
billion in investments over the next two years, according to market research
company Technopak Advisors.
 According to the Planning Commission, the hospitality sector creates more

jobs per million rupees of investment than any other sector of the economy.
The World Travel & Tourism Council (WTTC), which says India’s travel and
tourism sector is expected to be the second-largest employer in the world,
employing 40,37,000 people, directly or indirectly, by 2019.
7|Page
 The Indian hotel industry is likely to witness a revenue growth of about seven
per cent in 2012-13, according to a study by rating agency ICRA.
 Foreign Tourist Arrivals (FTAs) to India increased from 5.17 million in FY09
to 5.78 million in FY10, thereby resulting in a increase of 11.8% YoY. It was
better than UNWTO's projected growth rate of 5% to 6% for the world in
2010.
* The share of India in international tourist arrivals in 2010 was 0.61%, which
is 0.02% improvement over 2009. India's rank improved to 40th in 2010, from
41st in 2009.
* FTAs during the period January-June 2011 were 29.19 lakh with a growth of
10.9 per cent, as compared to the FTAs of 26.32 lakh with a growth of 8.9 per
cent during January-June 2010 over the corresponding period of 2009.
* FEE from Tourism in INR terms during January-June 2011 were INR 351.6
billion with a growth of 12.1 per cent, as compared to the FEE of INR 313.7
billion with a growth of 27.1 per cent during January-June 2010 over the
corresponding period of 2009.
* FEE from Tourism in terms of US$ during January-June 2011 were US$ 7.8
billion with a growth of 14.2 per cent, as compared to US$ 6.8 billion with a
growth of 36.6 per cent during January-June 2010 over the corresponding
period of 2009.
* Tourism continues to play an important role as a foreign exchange earner for

the country. In 2010, foreign exchange earnings (FEE) from tourism were US$
14.19 billion as compared to US$ 11.39 billion in 2009, registering a growth
of 24.6%.
* FEE from Tourism in INR terms during 2010 were INR 648.8 billion as
compared to INR 549.6 billion during 2009 and INR 507.3 billion during
2008. FEE from tourism in US$ terms during 2010 were US$ 14.2 billion as
compared to US$ 11.4 billion during 2009 and US$ 11.7 billion during 2008.
* Number of domestic tourist visits in India during 2010 was 740.21 million as
compared to 668.80 million in 2009, with a growth rate of 18.8 %.
* Number of Indian national departures from India during 2010 was 12.99
8|Page
million as compared to 11.07 million in 2009, registering a growth rate of
17.4%.

 According to the latest Tourism Satellite Accounting (TSA) research, released

by the World Travel and Tourism Council (WTTC), the demand for travel and
tourism in India is expected to grow by 8.2 % between 2010 and 2019. This
will place India at the third position in the world. India's travel and tourism
sector is expected to be the second largest employer in the world. Capital
investment in India's travel and tourism sector is expected to grow at 8.8 %
between 2010 and 2019. The report forecasts India to get more capital
investment in the travel and tourism sector and is projected to become the fifth
fastest growing business travel destination from 2010 through 2020.
 According to World Travel and Tourism Council, India will be a tourism hot-
spot from 2009-2018, having the highest 10-year growth potential. The
Tourism sector is expected to contribute around INR 3,414.8 billion (US$ 77.0
billion*) by 2021, according to a report by the World Travel and Tourism
Council (WTTC).
 India has been ranked the "best country brand for value-for-money" in the
Country Brand Index (CBI) survey conducted by Future Brand, a leading
global brand consultancy. India also claimed the second place in CBI's "best
country brand for history", as well as appears among the top 5 in the best
country brand for authenticity and art & culture, and the fourth best new
country for business. India made it to the list of "rising stars" or the countries
that are likely to become major tourist destinations in the next five years, led
by the United Arab Emirates, China, and Vietnam.
[www.ibef.org/industry/tourismhospitality.aspx]
 According to the Tourism Satellite Accounting (TSA) research, released by

World Travel and Tourism Council (WTTC) and its strategic partner Oxford
Economics in 2011:
* India is expected to attract 6,179,000 international tourist (overnight visitor)

arrivals in 2011, generating INR 678.6 billion (US$ 15.3 billion) in visitor
exports (foreign visitor spending, including spending on transportation). By
2021, international tourist arrivals are forecast to total 11,149,000, an increase
of 6.1 per cent pa generating expenditure of INR 1,344.7 billion (US$ 30.3
billion*).
* The direct contribution of Travel & Tourism to GDP is expected to be INR

1,570.5 billion (US$ 35.4 billion) (1.9 per cent of total GDP) in 2011, rising
9|Page
by 8.1 per cent per annum (pa) to INR 3,414.8 billion (US$ 77.0 billion*) (2.0
per cent) in 2021.
* The total contribution of Travel & Tourism to GDP, including its wider
economic impacts, is forecast to rise by 8.8 per cent pa from INR 3,680.4
billion (US$ 83.0 billion) (4.5 per cent of GDP) in 2011 to INR 8,523.1 billion
(US$ 191.2 billion*) (4.9 per cent) by 2021.
* The Travel & Tourism sector is expected to attract capital investment of INR
1,233.0 billion (US$ 27.8 billion), rising by 8.7 per cent pa to INR 2,827.5
billion (US$ 63.7 billion). This means that the sector's share of total national
investment will increase from 4.7 per cent in 2011 to 4.8 per cent in 2021.
* The TSA research also states that the Travel & Tourism sector is expected to
support directly 24,931,000 jobs (5.0 per cent of total employment) in 2011,
rising by 2.0 per cent pa to 30,439,000 jobs (5.2 per cent) by 2021.
 The World Travel and Trade Council, figures indicate that the Indian tourism
demand is expected to grow at 8.8% from 2007-2016. According to the World
Travel and Tourism Council, revenue from foreigners traveling to India is
expected to grow to US424 billion by 2015. Indians traveling in India as well
as abroad are expected to spend US$63 billion by 2015.
 The country has the potential to become a major global tourist destination,
with the Tourism sector expected to contribute around INR 3,414.8 billion
(US$ 77.0 billion*) by 2021, according to a report by the World Travel and
Tourism Council (WTTC).
 As per the Travel and Tourism Competitiveness Report 2011 by the World
Economic Forum, India is ranked 12th in the Asia Pacific region and 68th
overall, on the list of the world's attractive destinations. It is ranked the 14th
best tourist destination for its natural resources and 24th for its cultural
resources, with many World Heritage sites, both natural and cultural, rich
fauna, and strong creative industries in the country. India also bagged 37th
rank for its air transport network. The India travel and tourism industry ranked
5th in the long-term (10-year) growth and is expected to be the second largest
employer in the world by 2019.
 According to World Travel Tourism Council (WTTC), the investment made in

this sector in 2011 was Rs.1,254 billion, approximately 5.1% of the total
investment in the country and is expected to rise to 12.3% by the end of 2012.
10 | P a g e
 To encourage the tourism sector, the government in recent times, has taken
some measures which will benefit the sector. In FY09, Rs.5.2 bn for
development of tourism infrastructure was allocated. This figure is higher by
Rs.970 m as compared what was allocated in the previous year. However, it is
only 1% of the total government spending. RBI has allowed ECB upto US$
100 m in January 2009, which would help in raising funds. The Centre and
States are also working out a PPP (Public-Private-Partnership) model to
increase hotel capacity.
 The tourism sector is expected to generate around US$42.8 billion (INR

1,897.7 billion) by 2017, according to an industry research note by auditing
and consulting firm Deloitte Touche.
 The Tourism and the Hospitality sector generated a total of US$ 2,468.39
billion (INR 1,094,48.4 billion) in Foreign Direct Investment (FDI) during
April 2000-April 2011, according to the Department of Industrial Policy and
Promotion (DIPP).
 The Indian Hospitality industry contributes around 2.2 per cent of India's
GDP. The industry is expected to reach INR 230 billion (US$ 5.2 billion*) by
2015, growing at a robust CAGR of 12.2 per cent. India will be investing
around INR 448 billion (US$ 10.1 billion*) in the hospitality industry in the
next five years, according to a report 'The Indian Hotel Industry Report - 2011
Edition' by CYGNUS Business Consulting & Research Firm. In the next two
years, a total investment of US$ 12.2 billion (INR 545.2 billion*) is expected
that will add over 20 new international brands in the hospitality sector.
 The who's who of the world of international fund companies - Blackstone,

Morgan Stanley, Walton Street Capital, Starwood Capital, Merrill Lynch,
Westbridge Capital, Lehman Brother are looking to invest in the hospitality
sector.
 Around 500 million domestic tourists are projected to travel across India by
2010 compared to around 325 million in 2006 and growing at over 10%
annually.
 India's hospitality sector is expected to see an estimated investment of

US$11.41 billion in the next two years, and around 40 international hotel
brands making their presence in the country by 2011, according to a report by
Ma Foi Management Consultants. Moreover, the sector is expected to provide
over 400,000 jobs.
 In India, the industry supports 48 million jobs, directly or indirectly or 8.27

per cent of total employment and accounts for 5.83 percent of the GDP,
according to Department of Tourism estimates.
11 | P a g e
 According to an HVS International report average employee to room ratio is
1:8 in Indian hotels across all markets and drops to 1:5 for three star category
of hotels. The report also states that the hotel sector would need a fresh
workforce of at least 94,000 by 2010-11.
 India currently has over 200,000 hotel rooms spread across hotel categories
and guest-houses and is still facing a shortfall of over 100,000 rooms (source:
FHRAI).
 The country is witnessing an unprecedented growth in hotel constructions and

will be adding almost 114,000 hotel guest rooms to its inventory over the next
five years. (source: HVS)
 In the FHRAI’s memorandum presented to the government recently, it is said

that at least 1,50,000 additional rooms are required to meet the target of 5
million foreign tourist arrivals. This entails an investment to the tune of over
Rs.15,000 crores. Currently there are 1,05,000 hotel rooms in the three to five-
star category in India. The annual growth rate of hotel rooms in India is
6%.Nearly 11 per cent of the hotel demand in the country is from long stay
guests.
 To set up a 5-star deluxe hotel with 250-300 rooms will cost approximately
Rs.300 crores, excluding the land cost. As per estimates by hospitality
consultancy HVS International, around 150 hotel projects are in the works
across the country, which are likely to add around 53,000 rooms over the next
five years.
 There are about 1,285 approved budget hotels across the country with about
51,000 rooms apart from guesthouses, dharamshalas and devasthans in the
unapproved sector. The footprints of the IT and ITES in Tier 2 cities like
Indore, Jaipur, Agra, et al, have played a role in driving the demand for budget
hotels in these cities.
 The tourism ministry has proposed a cash subsidy of Rs.2 lakh per room for
one-star category and Rs.3 lakh per room for two and three star category
hotels to facilitate their growth. According to Federation of Hotel and
Restaurant Association of India (FHRAI), the country is short of 65,000
budget category rooms.
 Average Room Rate (ARR) of hotels in India is increasing at the rate of over
20%- almost equal to that of hotels in developed countries such as Europe and
the US. The growth in ARRs is a direct fallout of the shortage of five-star
accommodation in India and high demand generated by the booming
economy. This shortage has stimulated investments in the hotel industry.
12 | P a g e
 Most of the five-star hotels are witnessing an average room occupancy rate of
over 80%.
 For every room constructed, 3-5 jobs are created. The World Travel and
Tourism Council has estimated that by 2010, tourism can support 25 million
jobs (1 in every 15) in India through 8% annual growth.
 For every rupee that goes into building a hotel, three more are spent on
furnishing it. More than 27000 items go into a hotel including building
material, chandeliers, glassware, furnishings, energy saving devices etc., and
at present 90% of hotel accessories are indigenously produced in India. So the
domestic accessories sector stands a good chance in the near future.
 The average duration of stay of a foreign tourist in India is one of the highest
in the world. On an average, it exceeds 27 days in the case of non-package
tourist & is 14 days in the case of package tourist.
 Wedding tourism is growing almost 100% on a year-on-year basis. Generally,

the ratio of foreigners to Indians in an NRI wedding is 7:3. On an average, an
NRI wedding organised in India costs Rs.50 lakh. On an average, 50-150
rooms are booked in a star category hotel.
 Cruise shipping is growing globally at the rate of 12-15% annually. In India

the cruise market is in excess of 1,25,000 guests annually and will grow at
over 10% annually.
 22 Institutes of Hotel Management being operated as Center of Excellence for

providing hospitality manpower. The government plans to set up four Indian
Institutes of Hotel Management in Uttaranchal, Jharkhand, Chattisgarh and
Haryana. To provide training in the area of tourism, the tourism ministry will
also start 400 training programs. Estimates indicate a need for about 15,000
more trained persons in the star category hotels, which includes about 2,700
managers, 2,500 supervisors and about 1,000 staff.
 Online travel industry is growing at a CAGR of 125%. Generating revenues of

around $300-500 million, the size of this industry is around 2% of the entire
travel industry, which is estimated to be $42 billion. Growing at the current
rate the online travel industry in India is expected to become a $2 billion
industry by 2008.
The hospitality sector of India is growing at an extremely fast pace. The country’s
hospitality industry is considered as one of the highly profitable industries,
contributing significant amount of foreign exchange to the economy. Hotels are
extremely important component of tourism industry and they contribute to the sector
by offering services and facilities of extremely high standard. The size of the
hospitality sector of India is considered as a sum of market share of two segments.
13 | P a g e
The first segment is revenue obtained from travel businesses while second is revenues
acquired from hotel businesses.
One of the most remarkable features of the Indian hospitality sector is that it has
attracted significant amount of foreign inflows in the last few years. According to
statistics released by the Department of Industrial Policy and Promotion (DIPP), the
amount of FDI inflow in Indian hospitality and tourism industry during the last couple
of years was more than US$6000 million.
Several foreign players have established their strong presence in the country’s
hospitality spaces. These foreign companies mainly include Accor, Starwood,
Marriott, Premier Travel Inn (PTI), Cabana Hotels, Mandarin Oriental, Hampton Inns,
Banana Tree, Satinwoods, Amanda and many more. Some reputed Indian companies
leading in the hospitality sector include Asia Hotels, ITC, East India Hotels (EIH),
Bharat Hotels, Hotel Leelaventure and last but not the least, Indian Hotels Company
(IHCL).
According to the data released by Planning Commission, Indian hospitality sector is

the second largest employer in the country as it is capable of offering employment
opportunities to a wide range of job seekers from professional to unskilled workers.
Government initiatives to encourage foreign direct investment in Indian

Hospitality Sector
 The Indian government has allowed 100 percent Foreign Direct Investment in
Hospitality and Tourism sector under Automatic route.
 The provisions made under Income Tax Act, Section 194-1 are applicable to
any payments made by travel agents and tourist operators to hotel on behalf of
any foreign tourists for services offered by hotel to tourists.
 The section 10(5)(B) of Income Tax Act defines that concession should be
offered to hotel industry on the income taxes paid by employer on salaries and
wages of specified class of employees.
 The Indian government has introduced several campaigns like
AtithiDevoBhavah, Colors of India, the Wellness and Incredible India in order
to promote Indian hospitality and tourism industry across the world.
 The Indian government is also planning to rationalize the taxation charged on
hospitality industry and follow the single tax structure across the whole
country. The provision of single window clearance at Central, State and local
government level will help to reduce the bureaucracy and procedural delays in
the sector.
 Tax holidays will help to attract FDI in the hospitality sector as more players
will try to penetrate the industry in order to bridge the current gap of
availability of rooms and services.
 The governments of Japan and India are planning to strengthen their relations
in order to enhance the hospitality sector. Both the nations are planning to
14 | P a g e
explore new opportunities in the sector by focusing on Human Resource
Development and quality of services in hotels.
 In recent times, the Indian government has focused on easing the licensing
requirement and cleaning up property records to attract more investment in the
hospitality sector.
Opportunities available for foreign investors to invest in Indian Hospitality

industry
 The Indian hospitality sector has been growing at a Cumulative Annual

Growth Rate of 14% every year. The existing gap between demand and supply
of hospitality services is expected to widen further as the Indian economy
grows. The Indian government estimates the requirement of more than
200,000 rooms by the end of this year. This is where a real opportunity lies for
foreign investors to invest in the Indian hospitality sector.
 Most of the reputed foreign players have already collaborated with Indian
companies which are into hospitality business. Foreign investors have set up
modern motels, hotels and lavish holiday resorts in metropolitan cities of
India. The entry of famous foreign players like Kentucky Fried Chicken,
McDonald’s, Pizza Hut and Domino’s has offered an international glitz to
Indian hospitality sector and it welcomes more foreign players to expand in
India.
 Indian Five Star hotel segment has grown very rapidly in the last few years at
a growth rate of 12 percent. This segment can be categorized into three sub
segments which are Business, Luxury and Leisure. Over the last couple of
years, the country has demonstrated large influx of corporate travelers owing
to relaxation offered by Indian government for FDIs to invest in Indian
hospitality sector.
 Meetings, Incentives, Conferences and Exhibitions (MICE) group has also
played an important role in Indian tourism and hospitality industry. It serves
especially to business travellers, mainly foreign tourists. It caters to different
forms of international conferences, business meetings, conventions,
exhibitions and events.
 The constant interest of foreign players in Indian hospitality market
demonstrates its potential as a strong sector in times when other sectors are
facing the heat of Euro zone crisis.
As international tourism is growing every year, the Indian hospitality industry will
offer tremendous opportunities for investors to grow. In the near future, the
Government of India will try to explore new tourist destinations in order to serve the
rising demand for tourism and hospitality in India. In spite of the downgrading given
by credit rating agencies to Indian market; foreign players stand firm with their
investment plans in the hospitality industry of India. Citing strong growth prospect,
foreign investors are nicely poised to continue with their investments in India without
15 | P a g e
any hassles. The Indian Hospitality industry has been also receiving significant
interest in the form of Private Equity investments. It is expected that the hospitality
industry of India is likely to attract more than US$ 12 billion of inbound investment in
next couple of years.
Today the highly competitive market, in which business operates, requires a skillful
workforce in order to remain a successful player in the competitive game of the
industry. One of the main obstacles which occur in the workplace is the lack of
training and development. Training is an essential process which should be cautiously
designed and implemented within all firms. The overall aim of this dissertation is to
examine an importance of training in hospitality industry.
Training is a part of the human resource development, along with the other human
resources-activities such as recruitment, selection and compensation. The role of
human resource department is to improve the organization’s effectiveness by
providing employees with knowledge, skills and attitudes that will improve their
current or future job performance. In order to implement the right training methods,
the training specialist should be aware of the pros and cons and effectiveness of each
training method. Besides, for evaluating training effectiveness, measurement should
be done according to the models. “Training” refers to a systematic approach to
learning and development to improve individual, team, and organizational
effectiveness.
Alternatively, development refers to activities leading to the acquisition of new

knowledge or skills for purposes of personal growth. However, it is often difficult to
ascertain whether a specific research study addresses training, development, or both.
In the remainder of this review, we use the term “training” to refer to both training
and development efforts.
Background of the study
Bachelor graduated in hospitality management and having chosen a career in the same
field, various elements influencing the hospitality industry have been always amazed
me. The most important elements that always hit my mind are the “importance of
training in the hospitality industry”. Training is one of the most appropriate ways to
increase the productivity of individuals and meet organizational goals. Even if
training is so important in the hotel industry, we are seeing number of non-trained
employees hired in many hospitality organizations. The world is changing rapidly in
everyday life and in order to be able to catch up the paces, we have to make the best
use of the personnel’s abilities became of tremendous significance in the businesses.
Therefore Human Resource Management needs to be carefully considered and
implemented. It should be able to deal with the effects of the changing business
world, which means that people who work in the Human Resources Department have
to be aware of the implications of globalization, technology changes, workforce
16 | P a g e
diversity, changing skill requirements, the contingent workforce, decentralized work
sites, and employee involvement etc.
Need of the Study
By the very nature of tourism as a service industry, its efficient administration and
successful operation depend largely on the quality of manpower. In the Asian and
Pacific region, the shortage of skilled manpower poses a major threat to the overall
development of tourism. International tourism is a relatively new phenomenon and
therefore the lack of managerial capability exists at all levels of the industry. In
particular, the rapid expansion of hotels of an international standard in the region is
creating a high level of demand for skilled and experienced staff. The nature of the
decisions facing hotel management is continually expanding. For their business to
remain competitive, managers must be skillful in many diverse areas. For instance,
they must possess a good understanding of how current events and the economy affect
the market and develop skill in marketing their products. They must also strive to
keep up with the technological innovations in the operational side of the industry. As
part of the service industry, tourism is labor-intensive and generally requires well-
developed social and language skills in a cross-cultural working environment. These
demands have placed considerable strain on small, independent operators, who cannot
rely on the broad management expertise available to their multinational hotel chain
competitors.
In the ultimate analysis, skilled and trained human resources will ensure the delivery
of efficient, high-quality service to visitors, which is a direct and visible element of a
successful tourism product. High standards of service are particularly important in
sustaining long-term growth, since success as a tourist destination is determined not
only by price competitiveness or the range of attractions available, but also by the
quality of the services provided. Repeat visits, a vital factor in maintaining growth,
will be deterred if standards of service do not meet expectations.
Scope & Importance of the Study
The world is changing rapidly in everyday life. In order to be able to catch up the
paces, making the best use of the personnel’s abilities became of tremendous
significance in the businesses, therefore Human Resource Management needs to be
carefully considered and implemented. It should be able to deal with the effects of the
changing world of work, which means that people who work in the Human Resources
Department have to be aware of the implications of globalization, technology
changes, workforce diversity, labor shortages, changing skill requirements, the
contingent workforce, decentralized work sites, and employee involvement etc.
Because when either one aspect of above changes in the working process, it could
change the whole business operation, therefore, it is important for the Human
Resource Department to be prepared and to take control.
17 | P a g e
Training & Development is very important for any business organization in today’s
competitive world. A proper analysis of the training needs with an effective training
process and systematic feedback is essential for the success of an organization. The
organizations do not emphasize on the importance of training and even those
imparting training are not keen on the overall personality development of the
employees covering various aspects, viz. communication skills, personality, body
language, etc. but they tend to emphasize only on the field knowledge and the job
requirements. The HR department in the organization neither give importance nor do
they tend to take initiative for the overall personality development of employees.
Training and Development is an essential field where Human Resource intervention is
strategically required.
This study creates knowledge about staff training and personality development and its
importance in hospitality sector of Kashmir valley and its effect on motivation of
employees. It was hoped that the findings of the study would enable policy makers to
seriously address the lack of training and personality development programs in
hospitality sector of Kashmir valley and they would give more attention to personality
development and staff training policies.
Objectives of the Study
The main objective of this research is to investigate the Staff training and personality
development in hotels of Kashmir Valley at this time. The themes to be explored
include the human resource management issues which human resource managers
identify as being of concern to the industry and their own organisation; the specific
strategies and practices they employ to engage with them; and the further
developments they are planning for the future. Thus, some central objectives of this
study were framed as:
 To analyze the significance of staff training in Hotels,
 To analyze present Scenario of Hotel Industry in Kashmir Valley,
 To identify the nature of training and development practices of Hospitality

Industry and
 To evaluate the training and development programs available at the

Hospitality Industry
Research Methodology
The data for this study was generated through systematic review of existing literature
on staff training and personality development is a conceptual analytical study. In the
present study, secondary data has been used. Secondary data have been collected from
various books, journals, tourism department of Jammu and Kashmir, economic survey
of Jammu and Kashmir and other online resources. Being the qualitative nature of the
18 | P a g e
study there are the various articles and dissertation and other reports and online
resources have been referred and downloaded from the ssrn.com and open access
journals and magazines. The various key words like "staff training," etc., used for
searching the secondary data from the search engines. There were full 50 research
papers/ articles, abstracts and dissertation downloaded from the resources and almost
15 were exactly referred which meet with the objectives of the study.
Study Area
Srinagar being hub of tourist activities catering to a large chunk of tourist arrivals and
accommodation facilities to be offered to a tourist visiting the Kashmir valley.
Moreover, the area is fabricated with brand hotel properties like that of Taj Vivanta,
The Grand Lalit Palace, Sarovar Portico, Broadway, Grand Mumtaz, Centaur lake
view, etc. Therefore, the major focus of this dissertation work circulates around the
hotels located in Srinagar area.
Structure of the dissertation
The dissertation will be divided into theoretical part and the conclusion. The first
chapter will be the dissertation general introduction part, provide readers some
thoughts about the dissertation, be it need, scope & importance of the study, objective
of the study, the motivation of this dissertation study and dissertation outline.
In the second chapter literature review related to the topics main considerations will
be given to analyze various objectives related to the dissertation.
The third chapter is the introduction of the present scenario of hospitality industry of
India in brief and mostly concentrated on the hospitality scenario of Kashmir Valley.
In the fourth chapter, there will be information about staff training in general as well
as in the hotel industry, the meaning of staff training, what is the training process,
types of training, analyze the importance and benefits of it are going to be explained.
And there is a short description about staff training in the international perspective.
In chapter five, which consists of the presentation of the results and a conclusion
briefly about the importance of staff training, research results and some suggestions
for the improvement for the staff training in extreme situations.
Limitations of the Study
Some core limitation that the researcher came across during the study are:
1. Lack of updated and adequate material on the internet.

2. The author could not go himself does not go for the first hand data
collection because of the time constraint.
3. The study that the author of the dissertation came across may not portray
the similar scenario of overall hospitality sector in the state.
19 | P a g e
Chapter no. 2 Literature review
There is a sizable literature on tourism & Hospitality industry in conformity with its
history and economic importance. A good deal of analytical literature exits at broad
levels like problems associated with training, development, performance appraisal,
size and technology, manpower and location. Similarly many researches have been
made on Personnel Management areas including human resource development. An
humble attempt is made to review briefly some of the relevant studies in the pages to
follow.
DR M K PATEL (2006) in his book titled ‘HRD Practices in Service Industry’. A

book published in 2006 attempts to focus and covered the area of HRM (HRP,
Recruitment, Placement, Employee Training, and Performance Evaluation) in tourism
as well as hotels in India. The researcher has identifies hotels and government of
tourism offices for the study. The researcher has collected and analyzed a sample of
100 respondents of hotels from nine cities from all over India. The researcher has also
collected and analyzed data of 50 women employees of government of Indian
Tourism from four cities of India. The total respondents for the study are 150 woman
employees from the tourism and hotel industry. On the basis of his findings he
concludes that this industry needs proper HRP, the recruitment system does not attract
large number of candidates, placement system is not well, training programs work
well then other system, performance appraisal system needs more importance.
Chapmann & Loveall, (2006) opine that a hotel should identify the level of
proficiency and types of skills required for a certain position and train employees to
be competent in skills and abilities on that front. Hotel industry is labor-intensive
industry, thus demanding employees to be well qualified to handle customers' needs
and wants. That is, the success of hotels depends heavily on how to enhance human
resources management in an organization. Above all, a hotel should recognize the
level of proficiency and skill set required for a certain position and train employees to
be competent in skills and abilities accordingly .e.g. service staff in fast food
restaurants have to have different proficiencies or skills compared to those who work
in fine dining restaurants. Employees in fast food restaurants only need to be
competent in taking orders quickly without any mistakes, while those who are in fine
dining restaurants should be more courteous and attentive to customers' needs.
Likewise, hotel employees who offer face-to-face services at the front desk,
restaurants or bars are required to have completely different competencies or
qualifications for performance compared to those who are working in the back of the
house in a hotel including human resources, marketing & sales, and planning
departments. Therefore, the level of proficiency or different types of skills, which
have considerable influence over service providers' performance, should be regarded.
Mubashar Farooq (MS Scholar, Iqra University Islamabad) said that Training
actually the ability of working in any sort of employee even nonprofessional and it
build up the abilities to get to the professional level. Taking training and feedback
20 | P a g e
together or separately they both are very important and have a very important role to
achieve the organizational goals and targets. In one of this study of (Mohsin Nadeem
2007) he said point to the fact that equally important with the actual quality and
“frequency” of the training programs offered to employees, is the perceived
effectiveness of the training programs. Training perceived by the employees to be
effective, will likely have a positive impact on job satisfaction, commitment and
motivation.
The hard approach assumed the employees in the organizations as mere resources to
achieve the objectives of the organization, whereas the soft approach viewed the
employees more as valued assets capable of development (Tyson and Fell 1986).
Despite focusing on efficiency and cost control the spending on training should
increase Training Development & Performance because organization get more
efficiency , effectiveness out of the training and development (workforce special
report, 2006). Training practices used by organizations may have an effect, direct or
indirect on both employees Motivation and organizational commitment (Meyer and
Allen, 1990). By the provision of appropriate training to all the workers the firms can
get high productivity level. (Human capital theory by Becker, 1975). The actual
performance of the firms employees are linked with the commitment of the
organization and that can be improved by giving them training (Bartlettand Kang,
2004).
Training is the systematic modification of behaviour through learning which occurs as

a result of education, instruction, development and planned experience A planned
process to modify attitude knowledge or skill behaviour through learning experience
to achieve performance in an activity or range of activities its purpose on the work
situation is to develop the abilities of the individual and to satisfy the current and
future manpower needs of the organization (Armstrong 1999). While Armstrong’s
definition is concise, the definition given by the manpower services commission gives
a better insight to training by not only explaining what training is but also giving the
reason for training practices to be implemented. Sometime there is confusion between
the terms education and training because there is a degree of interrelationship. This
relationship can be best understood by considering education as dealing with the
imparting of knowledge whereas training is directed towards changing-of behaviour
and attitude. Training is really essential for the efficient functioning of organisations;
due to the fact that through this process the workforce becomes more skilful and more
productive which in turn in beneficial for every organisations.
Akinyele (2007) opined that training has a high positive impact on employee and
reduces the nature of hazards on the job in the accomplishment of corporate
objectives. Thus, effective training leads to acquisition of skills and knowledge
required for employee to perform effectively on the job. Further, the importance of
training practices has also been emphasized by both academics and practitioners.
21 | P a g e
With regard to inadequate training, Mahesh (1998) has very well expressed that, in
many countries, the growth of tourism & Hospitality, as an industry is severely
limited by the lack of adequately trained personnel. Where the industry has
development in spite of these constraints, the quality of service provided to the
visitors has frequently been the causality. Inordinate delays at airports, horrendous
experiences in rail and road transportation, unpleasant stay in hotels, are commonly
attributed to inadequate system and facilities when the central problem is actually lack
of professionalism in the approach to human resource development.
P. Nischithaa (2012) examined that all employees need training and development no
matter what industry they are in, other industries’ insights may offer new perspectives
to the hotel industry. Another constraint in this paper is the term training to
encompass both training and development. Training is the activities that are designed
to provide learners with the knowledge and skills needed for their present jobs
whereas development is the learning that goes beyond today’s job and has a more
long-term focus. Although training and development usually go hand in hand, they
differ in that training can be done by all staff, whereas development is usually
undertaken by the trainee’s supervisors or managers. Training also tends to be more
specific while development looks more at the long-term professional goals. The
trainer will teach specific skills and knowledge to the trainee in order to obtain
specific goals for their present position. During the development process, staff will
meet with their supervisor and or manager to discuss their strengths and weaknesses,
and how to improve work performances to help expand and broaden their current
career path. This paper critically examines the importance of training and
development and their importance to an organization’s success.
Lashley (2002) conducted a study on the cost and benefits of training at one
organisation in order to test the utility of a model for helping identity such outcomes.
He noted that despite the fact that a significant proportion of the literature advocates
investing in training and development activities, there had been little empirical
evidence that doing so will actually lead to increased organisational effectiveness.
Further he acknowledged that generating such evidence is difficult. It is difficult to
isolate training as the key independent variable in managing a business unit which
leads to specific gains in business performance. Is it training which is leading to
improvements in productivity, for example, or are changes the result of improved
employee motivation because the employee values training? What effect does the
employment environment make? Lashley (2002) concluded that it was ‘not possible
to measure precisely any resultant financial benefits associated with expenditure on
training’ but that benefits such as ‘improvement in service quality, staff satisfaction,
and functional flexibility’ along with improvements in turnover and productivity,
could be identified through qualitative means.
Xiao Yung (2010), opined that in any kind of business, human resources are the most
powerful sources. How to attract outstanding personnel, how to make full use of
22 | P a g e
employees‟ abilities and potentials in order to help achieve the organizational
objectives are the questions that every leader should take into consideration. Staff
training is a very essential part of Human Resource Management (HRM), it is a path
for the management to know about their employees, it is a way to help employees to
make best use of their own abilities, and it is a method to assist employees to become
more professional at what they do. With the help of HRM, business success is partly
guaranteed. The purpose of this dissertation is to help every employee in the hotel
industry to find out the importance of staff training. The research results show that the
employees have not fully realized the importance of staff training, the hotel could be
in a dangerous situation if employees do not take trainings seriously.
Boella (1996) believes that training is a tool management should use to increase
employees efficiency. It also enables the underlying goals to be achieved by
equipping its personnel with the "Competencies, knowledge, skills and attitudes
necessary to achieve whatever realistic aspirations they have in their work by enabling
them, through increased competence and confidence to earn more and if desired
promotion".
Ashok Singh Rathore and Nikita Maheshwari (2011) analyzed the extent of
relationship between training and services in the hospitality industry. Training offers
great scope in strengthening the services rendered by the hotels. In this age of cut-
throat competition, training helps the companies to drive competitive advantage as
service separates a great hotel experience from an average one. A well trained,
professional staff can make each guest’s stay a pleasant experience and not only
ensures the same guest’s return but also bring many new customers owing to
favorable word-of-mouth publicity. The study revealed that services provided by the
hotels are highly influenced by training and also the management of hotels is unaware
of the importance of training and its impact on services.
In brief
The highly competitive environment in which businesses operate today requires a

skilful workforce in every organisation in order to remain a successful player in the
competitive game of the industry. One of the main problems which occur in the
workplace is the lack of training. A large number of employees can appear dissatisfied
due to being assigned responsibilities without-having the right knowledge and skills
in that area. Training is an essential process which should be cautiously designed and
implemented within all firms. The overall aim of this dissertation is to assess the
importance of training- in hotels of Kashmir Valley
For many years now human capital has been regarded as vital for the efficient
functioning of an organisation because of its contribution in improving productivity,
business performance and economic growth. Therefore it is important to invest in
human resources through training in order to improve the competitive position of the
23 | P a g e
firm, and because of the enhanced quality, innovation, continual increased
productivity and in turn improved profitability that can be achieved through this.
The review of literature on training and development reveals that the training and
development activities must go through at least three stages of development:
 In-depth Induction training provided to new joiners. Induction seems to be the

only process by which training is imparted systematically in most of the
organisations.
 Technical and functional training is usually offered at functional level to

improve productivity as training is treated as the only method to increase
productivity and efficiency. However it is more on “on the job” basis and
frequently it is related to the events and daily briefing.
 Training should be observed as integrated part of HR which begins from

induction and ends with planning for retirement. Obviously hospitality being
young industry, it has not yet reached the third stages.
The review of literature also reveals lack of information on any standard process on
training activities in hospitality industry. Such process and procedures specific to
particular size and type of hospitality industry unit is not yet available. Though there
is possibility that in advance countries big organisations depending only on the
revenue from hospitality must be making experiments in the area but information on
paper is not available for study and reference purpose.
Throughout this research the training system in hotels of Kashmir will be examined
and appropriate recommendations for a more effective training system will be given
where appropriate. The overall aim of this study is to assess the importance of training
in hospitality industry of the Valley.
24 | P a g e
Chapter no. 3 Present Scenario of Hospitality Industry
Hospitality industry is a part of larger enterprise known as travel and tourism industry.
In present scenario, tourism has become a panacea especially for the economic
foundation of many countries. Every country is trying to grab a bigger share of world
tourism may it be a developing country like India, who is able to capture a meagre
share of less than 1 percent or it may be USA or France who are getting a bigger share
of world tourist arrivals and receipts. The hospitality industry, worldwide, pride itself
on its customer focus i.e. to create and satisfy customers by providing necessary or
desired services to travellers.
Services and tourism go hand in hand. Services require skills and well trained staff. It
is true that tourism is labour incentive industry, which provides employment to
skilled, semi-skilled and unskilled workers directly and indirectly. But, it is also true
that the services required in the tourism and Hotel industry are highly personalized
and no amount of automation can substitute for personal service providers. This is
because of the basic features of services, which are very different from of
manufactured products.
The success of any industry depends to great extent upon the quality of human
resource and tourism is not as exception. Training is an activity for the development
of human resource to cope up with the changing scenario of tourism and hospitality
sector. It is a key to enhance capability and efficiency of employee to show good
performance in the hospitality sector. Training involves skill development,
communication and managerial qualities etc. With regard to inadequate training, in
many countries, the growth of tourism, as an industry is severely limited by the lack
of adequately trained personnel. Where the industry has development in spite of these
constraints, the quality of service provided to the visitors has frequently been the
causality. Inordinate delays at airports, horrendous experiences in rail and road
transportation, unpleasant stay in hotels, are commonly attributed to inadequate
system and facilities when the central problem is actually lack of professionalism in
the approach to human resource development.
Hospitality Industry Scenario of India
India ranked 13th among 184 countries in terms of travel and tourism’s total
contribution to GDP in 2013. In India, the sector’s direct contribution to GDP is
expected to grow 6.4 per cent per annum during 2014–24 vis-à-vis the world average
of 4.2 per cent. The travel and tourism sector in India accounted for 7.7 per cent of
total employment, generating 35.44 million jobs. The number is expected to rise by
1.9 per cent per annum to 43.8 million jobs in 2024. Travel and tourism’s contribution
to capital investment is projected to grow 6.5 per cent per annum during 2014–24,
above the global average of 5.1 per cent. The contribution of visitor exports to total
exports is estimated to increase 4.3 per cent per annum during 2014–2024 compared
to the world average of 4.0 per cent. India has the potential to become the number one
25 | P a g e
tourist destination in the world with the demand growing at 10.1 per cent per annum,
the World Travel and Tourism Council (WTTC) has predicted. The WTO (World
Travel Organisation) predicts that India will receive 25 million tourists by year 2015.
India currently has over 100,000 hotel rooms spread across hotel categories and guest-
houses and is still facing a shortfall of over 100,000 rooms (source: FHRAI). The
country is witnessing an unprecedented growth in hotel constructions and will be
adding almost 114,000 hotel guest rooms to its inventory over the next five years.
(Source: HVS)
Number of hotels and restaurants in India:
Hotel category No. of Hotels No. of Rooms
5 star deluxe/5 star 165 43, 965
4 Star 134 20, 770
3 Star 505 30,100
2 Star 495 22,950
1 Star 260 10,900
Heritage 70 4,200
Uncategorized 7,078 -
Total 8,707 1,32,885
Restaurants 12,750
(Source: HVS)
Hospitality Industry Scenario of Kashmir
The State of J & K has three distinct regions, viz. Jammu, Kashmir and Ladakh and
all three have immense potential for tourism from both domestic as well as
international tourists. There are number of locations which are untapped and can be
developed as major tourist destinations, having all the natural as well as the cultural
resources for attracting tourists. Some of the important natural resources are excellent
climate, beautiful lakes, locations for adventure sports, wild life, trout fish, natural
and manmade parks like Shalimar and Nishat of the Mughal period, flora and fauna,
alpine forests, natural waterfalls and streams, etc. As for the cultural resources, the
state has some of the most important religious shrines of Hindus, historical
monuments, plethora of local festivals, distinct cuisine, craftsmanship skills for
intricate and fine woodwork, woolens, carpets, textiles, paper Mache, inlay work, etc.
26 | P a g e
Tourism is one of the State’s major industries. It has played an important role for
developing the economy, particularly in the region of the Valley and Ladakh. The
industry has given jobs to a very large number of people, particularly of the younger
generation and generated economic activities in the primary, secondary and tertiary
sectors in the State, which owes dependence to a large extent to this industry.
The Department of Tourism, J&K is the main developmental, promotional and

regulatory arm of the J&K Government. Its main role comprises of: ·
 Overall planning and execution of schemes for the development, up-gradation

and improvement of the tourism infrastructure in different parts of the State.
 Support to the private sector industry in the form of incentives for setting up
various tourist facilities as well as for promotion and marketing of their
products and services.
 Promotion and marketing of various tourist destinations and products of the

State.
 Regulation of the travel-trade by enforcement of provisions of J&K

Registration of Tourist Trade Act.
For safeguarding the interests of tourists visiting Jammu and Kashmir, the State has
enacted a special legislation titled the "Jammu and Kashmir Registration of Tourist
Trade Act, 1978/1982". Under this act, all the Tourist Officers posted in different
resorts have been vested with special powers as Prescribed Authorities to register and
regulate the tourist trade in their respective areas of jurisdiction, and to look into
complaints from tourists visiting the State, the Department has an Enforcement Wing
headed by a Superintendent of Police on deputation from the Police Department who
is designated as Deputy Director Tourism (Enforcement). For cases requiring
prosecution, written complaint of a tourist is admissible as evidence even if he may
have left the State.
The commercial activities in the tourism sector from the Government side are looked
after by a public sector corporation known as the Jammu and Kashmir Tourism
Development Corporation (J&K TDC). It operates and manages Government
accommodation in Tourist Center at Srinagar and Jammu, and the Tourist Complexes,
Hotels, Tourist Bungalows in various resorts. The Corporation also runs a Travel
Division, which organizes package tours to various parts of the State and also
arranges transport facilities for the tourists.
Other related organizations of the Tourism Department are the Jammu and Kashmir
State Cable Car Corporation (J&K CCC) and the Sher-e-Kashmir International
Convention Centre (SKICC). The Cable Car Corporation (www.jksccc.com) operates
a Gondola Lift at Gulmarg. It is also planning to set up similar facilities in different
27 | P a g e
tourist resorts of the State. The Convention Centre (www.skicc.in) has Conference
facilities of International standards.
The fortunes of the hospitality industry are closely linked to the tourism industry and
hence tourism is one of the most important growth drivers. In addition, all factors that
aid growth in the tourism industry also apply to the hospitality industry. The Kashmir
hospitality industry has recorded healthy growth in recent years owing to a number of
factors:
1. Increased tourist movement: Increased FTAs and tourist movement within the
country has aided growth in the hospitality industry. Healthy corporate profits and
higher disposable incomes with easier access to finance have driven the rise in
leisure and business tourism, thus having a positive impact on the hospitality
industry.
2. Economic growth: Kashmir is one of the fastest growing economies in the world.
It recorded healthy growth in the past few years, at more than 12.3% each during
FY11-FY13. Despite the global economic slowdown, the Indian economy clocked
growth of 6.7% and 7.4% in FY09 and FY10 respectively. Attractiveness of J & K
state has encouraged foreign players to set up their operational facilities in the
country. Domestic industries have also made heavy investments to expand their
facilities through Greenfield and Brownfield projects.
3. Changing consumer dynamics and ease of finance: The state has experienced a
change in consumption patterns. The middle class population with higher
disposable incomes has caused the shift in spending pattern, with discretionary
purchases forming a substantial part of total consumer spending. Increased
affordability and affinity for leisure travel are driving tourism in India and in turn
aiding growth of the hospitality industry. Emergence of credit culture and easier
availability of personal loans have also driven growth in the travel and tourism
and hospitality industries in the country.
4. Measures undertaken by the government: Various measures undertaken by the

Ministry of Tourism and tax incentives have also aided growth of the hospitality
industry; some of them include:
a. Allowance of 100% FDI in the hotel industry (including construction of

hotels, resorts, and recreational facilities) through the automatic route
b. Introduction of ‘Medical Visa’ for tourists coming into the country for
medical treatment
c. Issuance of visa-on-arrival for tourists from select countries, which include

Japan, New Zealand, and Finland
d. Promotion of rural tourism by the Ministry of Tourism in collaboration

with the United Nations Development Programme
28 | P a g e
e. Elimination of customs duty for import of raw materials, equipment, liquor
etc.
f. Capital subsidy programme for budget hotels
g. Exemption of Fringe Benefit Tax on crèches, employee sports, and guest

house facilities
h. Five-year income tax holidays for 2-4 star hotels established in specified
districts having UNESCO-declared 'World Heritage Sites'.
5. Trends in the industry: The hospitality industry recorded healthy growth in

early-2000, leading to a rise in occupancy rate during 2005/06 and 20011/12.
Consequently, average rates for hotel rooms also increased in 2011/12. The rise in
average rates was also a result of the demand-supply gap for hotel rooms,
especially in major metros. Hotels were charging higher rates, at times much
higher than that those charged by their counterparts in other parts of the world.
Lured by higher returns experienced by the hotel industry, a number of players,
domestic as well as international, entered the space. The state of J & K becomes
one of the most attractive destinations for such investments.
Accommodation Sector in Kashmir Valley
From prestigious Heritage accommodation to unique houseboats, Kashmir

Accommodation sector presents a variety of Accommodation products like highly
architecture hotels, budgetary accommodations in terms of Guest Houses, and
fabulous wooden furnished Houseboats. In Kashmir the hotels are classified on the
basis of A, B, C & D categories based upon pre laid set of criteria by Department of
Tourism, Government of Jammu & Kashmir. Similarly, the houseboats are classified
as Deluxe, A, B, C & D category.
Number of Hotels in Srinagar:
S:no Class No. of Hotels Rooms Beds
1 A 75 3870 7597
2 B 101 2999 5880
3 C&D 213 4522 8857
4 Total 389 11391 22334
29 | P a g e
Number of Houseboats in Srinagar:
S:no Class No. of Hotels Rooms Beds Capacity
1 Deluxe 412 1196 2392
2 A 144 360 720
3 B 111 247 494
4 C 77 171 342
5 D 166 375 750
6 Total 910 2349 4698
Number of Hotels in Gulmarg:
1 A 11 316 632
2 B 17 236 472
3 C&D 04 24 48
4 Total 32 576 1152
Number of Hotels in Pahalgham:
1 A 11 559 1118
2 B 14 378 756
3 C 41 744 1488
4 D 10 162 323
5 Total 76 1843 3685
30 | P a g e
Number of Hotels in Sonamarg:
1 A 9 233 442
2 B 1 20 40
3 C&D 4 60 120
4 Total 14 303 602
Number of Hotels in Budgam:
1 B 1 17 31
2 C&D 3 86 168
3 Total 4 103 199
Number of Guest houses in Kashmir Valley:
S:no Places No. of Guest Houses Rooms Beds Capacity
1 Srinagar 489 7007 13442
2 Budgam 6 56 109
3 Manasbal 3 25 46
4 Pahalgham 131 1151 2302
5 Tangmarg 36 339 678
6 Sonamarg 10 73 144
7 Total 675 8651 16721
Jammu and Kashmir is known all over the world for its tourism potential. The
gushing streams, splendid meadows, snow clad mountains, rising fountains, fort
gardens have mesmerized people around the globe for decades now. Tourism happens
to be one of the most important constituents of economy in many countries; countries
31 | P a g e
like Switzerland rely entirely on tourism for their GDP. India holds humbugs potential
as far as Tourism is concerned. Yet only 8.9% of our GDP comes from tourism
necessitating the change in tourism policy as far as Jammu and Kashmir is concerned
tourism holds the potential to create the employment for millions in J&K State.
Keeping the potential that tourism sector in India in general and in J & K in particular
holds as far as creating employment avenues for youth is concerned, ministry of
tourism GoI started Hunar se Rozgar with the sole aim to create employable skills
among young unemployed youth belonging to lower strata of the society. One of the
prime reason for underperformance of Jammu and Kashmir tourism has been the lack
of trained manpower, the dearth of trained hospitality professionals has dampened the
growth of hospitality sector in Jammu and Kashmir For years, tourism had been
regarded a domain that is largely concerned the upper strata of the society or those
with means. In popular perception, the tourism industry was glamour related. There,
of late, has been a paradigm shift in thinking and approach. With the world ever so
shrinking and communication and travelling becoming facile, tourism has become
multi-faceted covering travel and movement for any reason. Tourism as a
consequence has acquired an unprecedented economic dimension, so much so that it
is being regarded an important means of economic growth. The Approach Paper to the
12th Five Year Plan (2012-17) has formally articulated as to what could be expected
of this sector. It finds tourism serving the goal of the 12th Plan – of promoting faster,
sustainable and more inclusive economic growth. The Approach recommends a pro-
poor tourism aimed at increasing the net benefits to the poor and ensuring that tourism
growth contributes to poverty reduction. Efforts of the Government of India, Ministry
of Tourism (hereafter referred to as MoT) during the Plan will have this spirit at its
core as it will address itself to the promotion of tourism .The Government of India,
Ministry of Tourism (the MoT in short) launched a special training initiative,
christened Hunar Se Rozgar Tak (HSRT in short) in the year 2009-10, for creation of
employable skills amongst youth belonging to economically weaker strata of the
society. Since the inception the scheme nearly 8000 youth in Jammu and Kashmir
have undergone the skill development training and most of them are in Jammu and
Kashmir and many also working abroad. The scheme was initiated with the sole aim
that of bridging the gap between supply and demand of trained hospitality
professionals.
Impact of Hunar Se Rozgar Tak, in creation of employable skills amongst youth

belonging to economically weaker strata of the society.
The Ministry of Tourism launched a special initiative called Hunar Se Rozgar Tak
(HSRT) in 2009-10, for creation of employable skills amongst youth belonging to
economically weaker strata of the society. The programme is fully funded by the
Ministry of tourism. The basic objective was to reduce, through this initiative, the
skill gap that afflicted the Hospitality and Tourism Sector. Another objective was to
put in place a dispensation to ensure that the economic benefit of a growing tourism
reached the poor. Initially, the initiative covered only two trades, namely Food
32 | P a g e
Production and Food & Beverage Services. Trades namely Housekeeping and Bakery
were added later. Apart from the mentioned hospitality related trades, the HSRT now
offers training related to driving skills. This is in response to the huge demand of
trained and tourist friendly drivers for the tourism transport sector. As per the data
provided by institute of hotel management Srinagar the central govt. funded college
which happens to be both monitoring and implementing agency for hunar se Rozgar
tak scheme in Jammu and Kashmir, from 2009 to 2013 , nearly 8000 candidates have
been provided training in various disciplines like food production , food and beverage
service , housekeeping ,bakery drivers , golf caddies and tourist facilitator courses, the
candidates being mostly those who belong to lower strata of the society and those
whose are willing to earn their livelihood from tourism and allied sectors . Further the
active placement cell of the institute has managed to organise job fairs, on campus
placement interviews, and industry interaction to see that those candidates who have
been given training in a particular trade are able to find a decent job in the same
sector. Further it was because the gregarious efforts of the institute that nearly 4289
candidates were placed in hotels in Jammu and Kashmir, and other states of India and
abroad.
Table providing the details of candidates who got training under Hunar se Rozgar
S.no Year No. of candidates trained No. of candidates placed

1 2008-09 238 61
2 2009-10 873 263
3 2010-11 1401 653
4 2011-12 1909 1235
5 2012-13 3427 2632
Total 7848 4191
As is evident from the table above and subsequent graphic portrayal the amount
efforts put by the IHM and dedicated team has borne the fruit and since the inception
of the scheme in 2009 nearly 8000 people have been trained in various hospitality
courses and the active placement cell of IHM has managed to place about 4844
candidates which no mean achievement given the various constraints that the
organisation had to face because of political turmoil in valley. Not only has this
scheme managed to improve the living standard of people coming from lower strata
of the society but it has also managed to increase their purchasing power, which in
turn has led to economic development because increase in income equates economic
development. Further this scheme has brought an end to staffing problems of service
providers like HOTELS, RESTAURANTS, TRAVEL AGENCIES because they do
not now have to look to other states for staff in various departments. It is envisaged
that this scheme is going to mutually fulfil the demands of hoteliers as well as those
seeking jobs in tourism and allied sectors.
33 | P a g e
Role of implementing agencies like Central hotel management institutes and food
craft institutes in implementing the scheme.
Ministry of tourism GoI, implemented HSRT through Central hotel management

institutes and food craft institutes along with tourism corporations of various states.
However IHM Srinagar performed best when it came to the implementation of Hunar
se Rozgar and other centrally sponsored tourism and hospitality related schemes. In
fact IHM Srinagar won several national level awards for successful implementation of
the scheme, emerging as a leader in implementing centrally sponsored schemes. For
successful implementation of the scheme , and to reach youth belonging to rural areas,
IHM srinagar went on to set satellite camps outside their headquarters , since the
inception of scheme 13 satellite campus were established in all three divisions of
Jammu & Kashmir. The campuses were established at following places Naranag, Uri,
Baramulla, Anantnag, Udhampur, Khrew, Tangmarg, Gulmarg, pahalgam, leh, Gurez,
Manasbal, kupwara. IHM Srinagar was main centre for implementing hunar se
Rozgar. IHM collaborated with either army or with JKTDC as far infrastructure is
concerned, trained and well qualified faculty were deputed at these centers who were
charged with duties of implementing the programme. Further examination and
certification was carried out by IHM Srinagar. IHM Srinagar has been instrumental in
implementing the hunar se Rozgar across all three divisions of Jammu and Kashmir.
However with commencement of food craft institutes at Leh and Jammu the burden of
implementing the programme was shared by these two institutes , which otherwise
had fallen squarely on the shoulders of IHM Srinagar. Given below is a centre wise
breakup of candidates being trained at different centers.
Table showing various ihm satellite campuses and no of candidates trained by various
satellite centres
S. No. Name of Centre No. of Candidates
1. Srinagar 3976
2. Kupwara 598
3. Tangmarg 867
4. Uri 425
5. Anantnag 665
6. Pahalgam 30
7. Gulmarg 90
8. Gurez 80
9. Leh 350
34 | P a g e
10. Naranag 40
11. Manasbal 280
12. Khrew 160
13. Udhampur 487
14. Total 7848
The Government could constitute a steering committee to review the demand and
supply of the human resources in the hospitality industry and prepare plans for
developing qualitative human resources which are require for the present day global
industry. The committee should constitute with the members from all concerned areas
like
• State and central tourism development commissioners
• Representatives from all areas of hospitality industry
• Member’s /president/ secretary of the hotel management associations
• Member’s /president/ secretary of the Travel and tourism associations
• Representative from hotel employees associations
• One member representative from international hotel chain
The committee should review the present situation and suggest the steps to be taken to
reduce the gap between the demand and supply of human resources in the industry.
35 | P a g e
Chapter no. 4 Staff Training Development in Hotel Industry
Training
Training is concerned with imparting specific skills for a particular purpose. Training
is the sequence of learning a sequence of programmed behavior. Training is the act of
increasing the skills of an employee for doing a particular job.
“Training is the process that provides employees with the knowledge and the skills
required to operate within the systems and standards set by management.”
Personality Development
Personality development is all those activities and programme when recognized and
controlled have substantial influence in changing the capacity of the individual to
perform his assignment better and in going so all likely to increase his potential for
future assignments. Thus, Personality development is a combination of various
training programme, though some kind of training is necessary, it is the overall
development of the competency of managerial personal in the light of the present
requirement as well as the future requirement. Development an activity designed to
improve the performance of existing managers and to provide for a planned growth of
managers to meet future organizational requirements is management development.
Conventional 'training' is required to cover essential work-related skills, techniques

and knowledge, and much of this section deals with taking a positive progressive
approach to this sort of traditional 'training'. Importantly however, the most effective
way to develop people is quite different from conventional skills training, which let's
face it many employees regard quite negatively. They'll do it of course, but they won't
enjoy it much because it's about work, not about themselves as people. The most
effective way to develop people is instead to enable learning and personal
development, with all that this implies. So, as soon as you've covered the basic work-
related skills training that is much described in this section - focus on enabling
learning and development for people as individuals - which extends the range of
development way outside traditional work skills and knowledge, and creates far more
exciting, liberating, motivational opportunities - for people and for employers. Rightly
organizations are facing great pressure to change these days - to facilitate and
encourage whole-person development and fulfillment - beyond traditional training.
Hotel Industry
The standards of facilities and services offered have evolved over the last decade
towards the extensive use of technology, environment friendly services, pricing,
market segmentation, regional preferences, etc. The Indian hotel industry has seen a
significant growth in room inventory across categories from upscale luxury to limited
services and, boutique and budget hotels. The occupancy and the room rates have
seen continued gains both from the domestic and the international traveler in both the
36 | P a g e
business and leisure segment. With the continued growth in India's GDP,
improvement in the per capita income, and increased aspirational spending, the Indian
hospitality sector is expected to grow faster than most countries around the world. The
inherent strength of the Indian economy has led to increased international visits to
India. For foreigners, the travel time has increased to three-five days for business
travel and from five days to seven-10 days for leisure travel.
The government has stepped up various reforms to accelerate the industry growth
with liberalization in the regulatory framework, investment friendly schemes,
extensive support for creating a world class infrastructure, initiating better air and
land connectivity, incentivizing regional set-up in tier III and IV cities, exploring the
untapped geographical resources. Federation of Hotel and Restaurant Associations of
India states that India currently has over 200,000 hotel rooms spread across hotel
categories and guest-houses and is still facing a shortfall of over 100,000 rooms.
Leading hotel brands have pepped up their investments and are in various stages of
commencement of new proprieties in India, both in metro and non- metro cities.
Cities such as Hyderabad, Pune, Jaipur and Chandigarh have emerged as growth
markets. The emergence of these secondary and tertiary cities has led to an aggressive
increase in hotel development activity, which was previously dependent in just five
main cities.
Technology is used almost in every department and function to increase efficiency

and standardize operations. The hotels are becoming increasingly conscious for the
security of its guest. Keys Hotels launched women only floors in India with video
phones in each room to ensure that the women travelers feel secured and enjoy the
hospitality and amenities without any apprehension. Many international chains have
added various amenities such as special hair dryers and toiletries and operate women-
only lounges on the dedicated floor.
Need for Training
1. Globalization
2. Need of leadership.
3. Increased value placed on intangible assets & human capital.
4. Focus on link to business strategy
5. Customer’s services & quality emphasis.
6. New technology.
7. High performances model at work system.
8. Economic changes.
9. Attracting & retaining talent.
37 | P a g e
An Overview of the Training and Development in Hotel Industry of Kashmir
Training and development are integral to a Hotel’s growth and success. Hotels can
however under-train their employees by being unwilling to take the time to explain
new staff tasks that need to performed. When this unwillingness occurs, three
scenarios may take place – the employee will not be able to help a client the way they
should, the client will be left unsatisfied by the hotel’s service level, and lastly the
employee will become frustrated by the company and his or her service level will
drop to a minimum.
Studies have shown that training programs increase employee satisfaction, employee
morale and employee retention, and decreases turnover and hiring rates in the valley.
Training has been shown to improve knowledge and in turn knowledge improves the
delivery of hospitality business related activities.
The training itself provides skills and enthusiasm to help participants provide amazing
customer service. Great customer experiences lead to brand loyalty. Skills’ training
that equips employees with the tools to increase customer loyalty is not overhead, a
cost, or a frill. Training is important as it is part of the service quality that drives the
performance of hotels.
There are many different training and skill development methods. On-the-job training,
informal training, classroom training, internal training courses, external training
courses, on-the-job coaching, life coaching, mentoring, training assignments and
tasks, skills training, product training, technical training, behavioral development
training, role-playing and role-play games and exercises, attitudinal training and
development, accredited training and learning, distance learning - all part of the
training menu, available to use and apply according to individual training needs and
organisational training needs.
Training is also available far beyond and outside the classroom. More importantly,
training – or learning, to look at it from the trainee's view - is anything offering
learning and developmental experience. Training and learning development includes
aspects such as: ethics and morality; attitude and behaviour; leadership and
determination, as well as skills and knowledge. Development isn't restricted to
training - it's anything that helps a person to grow, in ability, skills, confidence,
tolerance, commitment, initiative, inter-personal skills, understanding, self-control,
motivation and more.
Training is a learning process that involves the acquisition of knowledge, sharpening

of skills, concepts, rules, or changing of attitudes and behaviors to enhance the
performance of employees. Training is a continuous process by which employee
actually gets the knowledge and get to know how he or she can perform well in the
organization. There are two basic type of training,
38 | P a g e
1. On Job training
2. Off Job training
On Job training is actually done when an employee gets the training while performing
his or her assigned task.
Off Job training is a type of training when employees of the organization are been
called for training session to learn a task.
There are many different training and development methods. On-the-job training,
informal training, classroom training, internal training courses, external training
courses, on-the-job coaching, life coaching, mentoring, training assignments and
tasks, skills training, product training, technical training, behavioral development
training, role-playing and role-play games and exercises, attitudinal training and
development, accredited training and learning, distance learning - all part of the
training menu, available to use and apply according to individual training needs and
organisational training needs.
Standard Operating Procedures of Training and Development in Hotel Industry

of Kashmir
Hotel Industry of Kashmir believes that on-going professional education is necessary

for every employee. There is great emphasis on in-house training programs as well as
nomination to external courses. In this it has technical training for skill up gradation
and behavioral/managerial training for employees to shoulder higher order
responsibilities. In house-training is complemented with programs by external trainers
and sponsorship to external training programs.
The purpose of Standard Operating Procedures of the Training and Development

programs is to develop a learning organization and to ensure quantifiable returns on
the investment being done on Training & Development activities.
The Training Process
1. Assessing the training needs
2. Planning the training
3. Carrying out the training
4. Evaluating the training
The training cycle is circular; it begins with the needs assessment. A need of training
always results from the difference between an ideal expect for employees’
performances and the actual performances. Trainings can also be provided for new
employees to help them get familiar with the work environment and tasks etc. HR
39 | P a g e
department should consider the related aspects for example job analysis, performance
objectives etc.
The second step in the training cycle is the planning of the training. Planning is
separated into specifying training objectives, designing training programme, selecting
training methods. Training goals, training method, duration, programme structure,
location and selection of trainee’s etc. practical problems are to be answered in the
planning stage.
After successfully planning the training, the training programme should be effectively
carried out following the plan. The trainer should be well prepared and skilful, and the
trainees should be actively participating in the training.
Evaluation of the training is an unavoidable stage in the training process, to get the
feedback helps adjusting and organizing future trainings. Plans for future training can
be done at this stage. Evaluation is the ending stage of a training cycle but at the same
time it is the basis for the new training cycle.
Trainings are held for different purposes, some are organized to help new employees
to get to know the hotel, some are for improving employees‟ professional skills,
therefore, the trainings can be divided by their contents:
40 | P a g e
 Apprentice training: To introduce hotel general information and basic skills
needed at work to new workers. This training helps building up good
relationships between employees themselves and as well as between
employees and management team. Moreover, it helps employees to set up the
right attitude towards work.
 Certification training: After this kind of training, employee get professional

certificate on practical or theoretical tests. It aims to improve employees‟
skills and motivates them when they pass the tests.
 Simulation training: Practical training is held with the help of Human

Resource Department, aiming to improve methods of working and increase
work effectiveness by simulating the real workplace. This training is in
existence in everyday work, therefore it is long-term. In order to have good
results from this training, department heads play very important roles by using
proper training skills.
 On-the-job training: Employees‟ professional quality is the key of hotel

services, the rules and principles of work are taught in this kind of training,
besides, courtesy, manners and techniques of handling interpersonal relations
are taught as well. This kind of training aims to train employees to learn the
best way to do the work in the most quickly and effective way.
 Language training: Hotel employees are required to be able to speak one or

two foreign languages, for different departments, different work categories or
different positions, language requirements also differ. English as an
international used language, every staff needs to be familiar with. Another
language is required or to be trained depending on the location of the hotel.
 Hotel services and administration training: This training is more focused on a

specific subject according to the request of improving administration and
services, including telephone techniques, guest relations, sales skills, public
relations general information and application, safety and first-aid etc.
 Cross training: To ensure the communication among departments and increase

the ability of adjusting to distinguished environments, cross training is used to
assist employees to receive knowledge and skills from other departments.
Staff Training in an international perspective
As hotel business is often on an international level, so that Staff training should also
be internationalized. Cross-culture training needed to be taken into consideration
when planning and designing trainings. Language training became especially
important in international staff training.
41 | P a g e
Staff Training in International HRM (IHRM) is through various methods, attending
courses and lectures in different schools or training centers, by using materials like
readings, recordings, movies etc. to assist trainings. Since culture is a key factor in
IHRM, therefore, culture topic is treated more seriously and carefully, employees
should be trained well to deal with possible cultural misunderstandings or even
conflicts. Practical information should be provided during the training, role play,
simulations, and meetings with foreign employees will help the trainees to understand
better.
The importance of staff training and development
Staff training is a significant part as well as the key function of Human Resource
Management and Development; it is the crucial path of motivating employees and
increasing productivity in the business. With the development of the technologies and
the whole business environment, employees are requested to be more skilled and
qualified, even if you are a good employee today, you could be out of the line some
other day if you do not keep studying. A company needs organized staff training if
wants to be competitive among others.
Staff training is the key task to help everyone in the company to be more united. An
enterprise could hire experienced employees or train employees to be skilled. When
the company trains their own staff, by providing and forming a harmonious
atmosphere, accurate work specification and the passion of work, team spirit will be
built between employees and management team within the process.
Training of work tasks is one of the main aspects of staff training, including principles
at work, professional knowledge and skills, by offering employees these essentials,
staff training helps personal abilities match with business requirements. Training
could be enormously demanding and should be in-depth; lack of training or poor
training brings out high employee turnover and the delivery of substandard products
and services.
Benefits of staff training
Staff training enhances the capabilities of employees and strengthens their

competitive advantage. Effective training will improve the personal characters and
professional abilities. Not only employees, management and organization would
benefit from staff training, customers and guests benefit as well, because of the
received quality products and services.
Benefits the employee
 Increases job satisfaction and recognition: During the training, employees will be
introduced what is the work is about, how to do, what kind of role does the job
play in the whole business, it helps them to understand their work better and also
love what they do by understanding the work.
42 | P a g e
 Encourages self-development and self-confidence: After systemized training,
employees will understand what important role their jobs play, and with the
information, knowledge and experiences obtained during the training, they will be
more confident with their work, so that better services will be provided.
 Moves employee closer to personal goals: Employees gained not only professional
knowledge and skills during training, training also broads their choices on setting
career targets. They can get the opportunity to get to know other positions,
increases the possibilities of promotions in the meantime.
 Helps the employee become an effective problem solver: Practical experience can
be taught and guided in the training; employees will learn the methods of solving
problem or complaints during training.
 Allows the employee to become productive more quickly: By training, employees

get familiar with their work tasks, advanced knowledge and techniques which
improve their capabilities, increases productivity.
Benefits the management
 Aids in evaluating employee performance: People who are responsible for training
will find out those employees during training, who are quick learners, who have
better knowledge and skills, so that different methods of training can be chosen,
therefore, better results will be acquired.
 Aids in sustaining systems and standards: Within the training, employees will be
introduced to the principles and standards of the hotel, together with the policies
and procedures; hence hotel can sustain its standards and system with the help of
training.
 Helps identify employees for promotions or transfers: During the training,

employees‟ abilities and personalities will be easily identified by experienced
trainers, or some employees are more suitable for other positions, hotels can adjust
and make best use of employees‟ knowledge and abilities.
Benefits the organization
 Leads to improved profitability: Owing to the growth of productivity and better

services after training, it is more promised for the hotel to have more profits in
return.
 Reduces accidents and safety violations: Without organized training and guidance,
especially employees who work with dangerous facilities, accidents are easily
occurred, training can help organizations to prevent accidents.
 Aids in organizational development: Hotels need to develop their technologies and

way of working in order to be competitive, and staff training assures the
43 | P a g e
competitiveness, because training will bring good quality, effectiveness and loyal
customers to the hotels.
 Reduces wastage and costly employee turnover: Wastage and damages in different
departments are commonly found out in hotel operation, with the help of staff
training; unnecessary wastage and damages can be avoided. Regular trainings can
decrease work pressures and employee turnover, as a result, less labor cost will be
spent and better service can be achieved.
Introduction of the case company
The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively
known as Taj Hotels Resorts and Palaces is recognized as one of Asia's largest and
finest hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N.
Tata, the company opened its first property, The Taj Mahal Palace Hotel, Bombay in
1903. The Taj, a symbol of Indian hospitality, completed its centenary year in 2003.
Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India with
an additional 16 international hotels in the Maldives, Malaysia, Australia, UK, USA,
Bhutan, Sri Lanka, Africa and the Middle East. Spanning the length and breadth of
the country, gracing important industrial towns and cities, beaches, hill stations,
historical and pilgrim centres and wildlife destinations, each Taj hotel offers the
luxury of service, the apogee of Indian hospitality, vantage locations, modern
amenities and business facilities.
History
Jamshetji Nusserwanji Tata, founder of the Tata Group, opened the Taj Mahal Palace
& Tower, the first Taj property and the first Taj hotel, on 16 December 1903. The
building overlooks the Arabian Sea. He decided to open the grand luxury hotel after
an incident involving racial discrimination at the Watson's Hotel in Mumbai, where he
was refused entry, as the hotel did not permit Indians, who were non-whites. Hotels,
which accepted only European guests, which were then very common across British
India. Jamsetji Tata travelled to London, Paris, Berlin and Düsseldorf to arrange for
materials and pieces of art, furniture and interior artefacts for his hotel. The Taj Group
has been active in converting former royal palaces in India into excellent luxury
hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and
UmaidBhawan Palace in Jodhpur. In 1974, the Taj Group opened India's first
international five star deluxe beach resorts, the Fort Aguada Beach Resort in Goa. The
Taj Group also began its business in metropolitan hotels in the 1970s, opening the
five-star deluxe hotel Taj Coromandel in Chennai in 1974, acquiring an equity interest
and operating contract for the Taj President, a business hotel in Mumbai, in 1977, and
opening the Taj Mahal Hotel in Delhi in 1978. In 1980, the Taj Group took its first
step internationally by opening its first hotel outside India, the Taj Sheba Hotel in
Sana'a, Yemen and in the late 1980s, acquired interests in the Crown Plaza - James
Court,London and 51 Buckingham Gate Luxury Suites and Apartments in London. In
44 | P a g e
1984, the Taj Group acquired under a license agreement each of The Taj West End,
Bangalore, Taj Connemara, Chennai and Savoy Hotel, Ooty, with which the Taj
Group made its foray into Bangalore. With the opening of the five star deluxe hotel
Taj Bengal in Kolkata in 1989; the Taj Group became the only hotel chain with a
presence in the five major metropolitan cities of Mumbai, Delhi, Kolkata, Bangalore
and Chennai. Concurrently with the expansion of its luxury hotel chain in the major
metropolitan cities, the Taj Group also expanded its business hotels division in the
major metropolitan and large secondary cities in India. During the 1990s, the Taj
Group continued to expand its geographic and market coverage in India. It developed
specialized operations (such as wildlife lodges) and consolidated its position in
established markets through the upgrading of existing properties and development of
new properties. Taj Kerala Hotels & Resorts Limited was set up in the early 1990s
along with the Kerala Tourism Development Corporation.
H.R Vision: - To lead and become the global benchmark in people practices by
building a culture of passion and excellence through continuous learning and
innovation to deliver a sustainable competitive business advantage.
Vivanta by Taj Dal View Srinagar
Vivanta by Taj Dal View Srinagar is Located on the hill overlooking scenic Dal Lake.
Vivanta by Taj Dal View Srinagar is the ultimate romantic gateway if one plans to
visit Kashmir. Built keeping in mind the tastes of the Bon Vivant, it is the perfect
place for guests looking for a contemporary experience. Offering a new signature in
hospitality, Vivanta by Taj - Hotels and Resorts, from the Taj group of hotels, caters
to the upper upscale segment and has 19 hotels presently across the country, thus
expanding its footprint in the Northern region with the launch of the property in
Kashmir.
Taj Hotels Resorts and Palaces, India’s leading player in hospitality, has made their
maiden foray into Jammu & Kashmir with the formal opening of the Vivanta by Taj,
Dal View, Srinagar. The launch event was attended by Mr. Omar Abdullah, the then
Chief Minister of Jammu & Kashmir, Mr. Farooq Abdullah, Mr. Abhijit Mukerji,
Executive Director, Taj Hotels Resorts and Palaces along with Mr. Veer Vijay Singh,
Chief Operating Officer of Vivanta by Taj - Hotels & Resorts. Taj Hotels Resorts and
Palaces has entered into a management contract with SAIFCO Hill Crest Hotels Pvt.
Ltd, part of a well-known business house in the state.
The hotel is designed to deliver a vibrant and contemporary experience. Vivanta by

Taj Hotels & Resorts are slated to appeal to the cosmopolitan global traveller who
appreciates new experiences and pleasant surprises, rather than the typical hotel stay
experience. The Vivanta brand is positioned to be stylish and sophisticated,
contemporary, vivid and creative and to afford a cool avatar of luxury. At the same
time, Vivanta shares a strong connection with the Taj warmth and friendliness, being
overtly endorsed by the quintessential Indian hospitality brand. A perfect
45 | P a g e
amalgamation of work and play - the hotel also consists of high tech meeting rooms,
well equipped business centre and retail spaces. Relax with signature treatments from
the exotic Jiva Spa (opening soon). Vivanta experiences offer Shikara rides in the
scenic Dal Lake, fruit picking, trout fishing or waterskiing. Explore the mountains
with customized day-treks which promise to be a delight at any season throughout the
year. Rediscover Kashmir, with its natural beauty, elegant Mughal gardens, beautiful
lakes, historical monuments and golf courses. The location of Vivanta by Taj -
Srinagar, Kashmir offers panoramic view of stunning snow clad mountains in the
winters, the famous Tulip Garden in the summer, and the Dal Lake - popularly known
as the Jewel in the Crown of the Kashmir Valley.
Why VBT Srinagar
Vivanta by Taj - Dal View, Srinagar opens to delight guests with a nice new buzz that
makes it high spot of style in the valley. Perched on Kralsangri hill that captures finest
panoramic view of the Dal Lake, surrounded by majesty of Zabarwan Mountains. It is
a Paradise rediscovered, in a stylish new avatar. A modern and contemporary space
which has the essence of Kashmir wonderfully woven in.
Drive in just 20 km from Srinagar International Airport and find delightful backseat
surprises along the way. As the road winds up to the main entrance check out the
stunning views around every bend. And these change with the seasons. Get a bird's
eye view of the spring-summer magical bloom of the Tulip Gardens, the snow-capped
peaks of the Zabarwan range in winter, Gulmarg range in spring and the golden glow
of the Chinars in autumn. Accented in copper, local timber carvings and warm earthy
colours, the resort evokes the spirit and ethos of the valley, while its unique design
echoes the Vivanta philosophy of hospitality with a difference. The vibrant reception
leads seamlessly to a tea lounge. Where Guest can unwind in the company of
specialty coffees and the famed Kashmiri herbal Tea ‘kehwa’.
Located 1730 m above sea level, the resort has truly spacious rooms and suites. Check
out the nouvelle restaurants, the high energy bar, and the Jiva spa (opening soon)
where you'll go Ah! Try mixing biz with fun and see how well wired the resort is.
Find that Chefs ever so eager to wow you with specially designed meals. VBT Dal
View Srinagar laid the Kashmiri carpet in a nouvelle way to welcome guests.
Vivanta By Taj Srinagar has been inaugurated in 2010 but has started its operations
from April 2011. The Hotel is a management Contract between Taj Resorts and
Hotels and Saifco Hill crest Hotel Pvt. Ltd. The property belongs to Saifco and
management is from Taj. The Hotel consists of 81 Rooms and Three Suites. The
Rooms are classified into Three Categories Superior Charm, Premium Indulgence and
Deluxe Delight.
The number of departments varies from one hotel to another. Like every five star
hotel, VBT Srinagar is also having number of departments, but the hotel has main
46 | P a g e
four departments which plays a major role in overall customer satisfaction those
major departments are
Main
Departments
F&B F&B
Front Office Housekeeping
service Production
Besides these main departments the hotel is having other departments as well which
has their own importance. Those departments are:
Other
Departments
Human Sales and Information

Accounts Security Engineering
Resource Marketting Technology
Types of Rooms
Spread across 6 acres Vivanta By Taj Srinagar offers 81 spacious rooms and Three
Suites designed with classics and elegant décor and a variety of comfort. All the
Rooms and Suites are facing Dal Take. Rooms are classified into three categories:-
1. Superior Charm.
2. Deluxe Delight.
47 | P a g e
3. Premium Indulgence.
Suites are classified into two categories;
 Premium Temptation Suite.
 Presidential Nirvana Suite.
Types of
Rooms in VBT
Premium
Superior Deluxe Premium Presidential
Temptation
Charm Delight Indulgence Nirvana Suite
Suite
Responsibilities of Employees towards Guests
Vivanta by Taj is successful hotel in the valley because of its brand image and
customer satisfaction. The management at its every step is always keen to improve the
etiquettes and manners of its employees in order to attain loyal customers. Employees
of VBT are fulfilling their responsibility and duties towards the guests, that
responsibility results in a positive character trait that shows a high degree of success
for the hotel. The responsibilities and obligations set the hotel for its employees are:
Managerial Responsibilities
 Forecast trends in occupancy, budget for room sales, average rate and other
revenue
48 | P a g e
 Develop and implement strategies to achieve a larger market share and attract new
segments.
 Create a work environment that is high in employee morale and provides constant
learning & development and use the feedback from Employee Satisfaction
Surveys to draw an action plan.
 Develop systems and procedures that achieve higher cost efficiency and guest
satisfaction.
 Recruitment and Performance Appraisal/ Management of the staff in the

department.
 Develop & Implement the annual plan using the Tata Business Excellence Model
framework, linking the department’s objectives to the unit’s overall strategy.
Operational Responsibilities
 Develop and implement strategies for optimization of sale of room’s inventory

and maximization of Average room rate.
 Monitor daily performance, manage revenue through revenue, and yield

management techniques.
 Ensure through regular monitoring of guest feedback, prompt, efficient and

accurate service to all guests.
 Manage the Guest History System and effectively use the guest profiles
 Review the monthly business reports and analyze market and occupancy trends
 Monitor the business of competition hotels in terms of new accounts and rates.
 Ensure that all the operational standards set for all the equipment & processes are
followed.
 Work in association with the Executive Housekeeper for effective room’s

management.
 Work closely with the Sales and Marketing department in the area of promotions,
special packages, corporate discounts, new accounts etc.
 Develop departmental trainers in association with the training department &

oversee all the training activities within the department.
 Maintain regular contacts with corporate and individual customers, and build
strong relationships with them.
49 | P a g e
 Stay informed about local, national and international best practices/trends in
accommodations management.
 Identify key communities, plan various initiatives and co-ordinate the support
activities.
Key Responsibilities
 To have detailed information about the Hotel, city as well as the competition
 To have detailed information regarding arrivals and room requirements
 To have up to date information on daily room occupancy
 To check on VIP reservations, complete their pre-registration formalities and

extend to them the regular courtesies
 To allocate rooms to all arriving guests
 To maintain up-to date information on room rates, current promotions, offers and
packages
 To maintain all guest folios in the manner instructed and type out necessary guest
details into the system
 To co-ordinate with housekeeping for clearing of rooms
 To prepare, understand and communicate all relevant daily, weekly and monthly
reports and statistics
 To maintain and settle the guest ledger rendering accountability for the days
transactions
 To en cash foreign exchange as per regulations
 To maintain guest lockers for safe custody
 To handle all incoming telephone calls as per standards instructed
 To maintain a physical count of all room keys in each shift
 To ensure that all check-ins and check-outs are handled smoothly without
unnecessary delay or discomfort to any guest
 To ensure that proper records are maintained for all telephone calls from the
rooms
 To ensure that all transactions are supported with vouchers.
50 | P a g e
In order to maintain the service quality in the organization, VBT has set certain
standards for its employees. The employees are bound to follow those standards while
delivering their services towards the guests. And every year there occurs an inspection
to the hotel, a person from corporate is sent to the hotel covertly and the person check
whether hotel is fallowing these standards. It was seen that the Coyle standards are
having direct influence on the guest satisfaction. When Hotel employee fallow these
standards which are set by corporate the guest have shown positive response on GSTS
(Guest Satisfaction Tracking System). Recently in the month of February the
inspection was done to VBT Srinagar and the Hotel secure 97%, which indicates the
hotel is maintain these Coyle standards. Those standards are set for every department
and they are bound to fallow them. As I have spent my most time in front office
during internship, I found that these standards are fallowed at every step. The lists of
standards, which are set for front office, are as below:
 Associate will project positive body language towards guests and interact with
discretion and confidence.
 Associate will greet guests in a friendly, informal manner including the guest
name if known and avoid 'sir' or 'madam.'
 Associate will talk to the guests with empathy and personality and avoid
mechanical and common questions and remarks; the interaction is not routine.
 Associate will have basic knowledge about local current events, culture and
technology and respond to guest with genuine interest and helpfulness.
 Associate will escort guests to the location or an appropriate landmark when
directions are requested.
 Associate will take ownership of guest requests or needs without the guest having
to repeat it.
 At least one bag per arrival delivered by the bellman will be tagged with a
laminated, personalized souvenir luggage tag.
 All FIT guests will receive a personalized card or note on the day of arrival hand
signed by senior management.
 Associate will offer to remove TSA security straps, baggage claim tags, and
airline baggage tags upon delivery of the luggage to the room.
 Single female travellers are offered an option of check-in at the desk or in the
room.
 When visiting occupied guest rooms the associate will introduce themselves and
explain the purpose of the visit.
 A coffee trolley service between 1500 and 1800 with a selection of Tea and
coffees is available where they are lobby lounges throughout the day.
Functions handled by HR Department:
1) Recruitment & Selection: Recruitment and Selection is the one of the major
functions HR Department in Taj Vivanta Srinagar does. Manpower planning is
compiled in discussion with various Head of Departments and Head office.
51 | P a g e
After due approvals of Manpower requisition, Recruitment initiatives are
taken. Recruitment sources mainly include campus drives at hotel
management institutes for operative staff and management institutes for
management trainees. Interviews of short listed candidates are also conducted
by HR Head and operational heads of various departments.
2) Performance Appraisal: Vivanta by Taj Srinagar, follows a well-defined
appraisal system. Key Result Areas are defined for each category of
employees. Appraisals are conducted by the head of the departments for the
employees in their departments. These are further discussed with General
Manager and send to the head office. Appraisals are conducted twice a year
and it aims at improving performance of employees by continuous feedback,
coaching and mentoring. Appraisals are linked to training needs identification,
development of employees, career growth, rewards and recognition.
3) Payroll/ Attendance: Time keeping, attendance and maintenance of leave
records are also important function of HR department in TAJ. This attendance
is processed at 21st of every month and send to accounts for the release of
employee’s salary. Salaries are directly deposited in Bank Accounts.
4) Compensation: Taj group of hotels follow very competitive compensation
structure. The total compensation at various levels includes basic plus
incentive pay. Managerial cadre also enjoys various other fringe benefits.
Head office in Mumbai does benchmarking of the salary structure across
various units.
5) Discipline: Maintaining discipline in employees is a must for service industry.
HR departments many a times also deal with disciplinary process and internal
enquiries.
6) Employee Engagement: Employee engagement is about creating opportunities
for employees to connect with their colleagues, managers and wider
organisation. It is also about creating an environment where employees are
motivated to want to connect with their work and really care about doing a
good job. It is a concept that places flexibility, change and continuous
improvement at the heart of what it means to be an employee and an employer
in a twenty-first century workplace. Entire TATA group takes due care of
employee engagement and so Taj group of hotels take keen interest in
measuring and improving its employees engagement level at work. TAJ
where in on the basis of GSTS (guest satisfaction tracking system) employees
are suitably rewarded (cash and kinds). The entire HR system is integrated to
boost employees morale and hence customer satisfaction.
7) Grievance and Employee issues: HR department deals with the grievances or
complains of the employees and efforts are made to resolve grievances upto
the employees’ satisfaction in no time. The department by its culture and
people had made itself approachable by its employees.
52 | P a g e
8) Exit/ Separation: Exit or employees separation is an important function of HR.
HR department also measures and take proactive measures to avoid non
voluntary separation of employees.
9) Employee Records: HR department maintains records of employees and
personnel file. They also have software to maintain these records.
10) Liasioning with Corporate Office: HR department has to do reporting to
corporate office in Mumbai for various issues and records.
11) Liasioning with government offices: Any legal employees related issues are
dealt with HR department at local levels. Returns related to labour legislations
are dealt with HR department.
Vivant by Taj Dal View Srinagar is having full-fledged learning and development
department. The department is headed by L & D Manager.
Roles and Responsibilities
Learning and development department is responsible for
 Training plans and policy

 Training budgets
 Induction Training to all the new employees
 Facilitate training in the organization
 Training needs identification along with HR and Line managers
 Maintenance of training records and make it available to various stake holders
when required
 Reporting to Head office of any requirements
 Actively involvement in quality audits at work areas
 Organizing , conducting and imparting training
 Train the trainers certification
 Evaluation of training
Training Budget is prepared in discussion with various departments and finalize with
general manager and Head office. Budget has various considerations as expansion
needs, branding strategies and manpower requirements.
Taj Vivanta property has well equipped Training Center with sitting capacity of 25
participants. This is fully equipped with learning and training aids and a model setup
of hotel. There are number of training programs conducted internally and externally.
External training events are less and only for specific requirements. For e.g. sending
employees for training organized by Hoteliers Association.
The Taj group of hotel is having tie up with IHM (Institute of Hotel Management
Srinagar) for the internship trainees. Total man-hours of training are more than 40
man days for all the employees. At operational levels training hours are much more.
ROI in training is measured in form of percentage and qualitative forms of
53 | P a g e
· Measurement of GSTS points
· Quality and Internal audits
Top Management believes ‘Training is priority and important function of our

organization. The reason could be:
 Trained employees help in Branding and brand identity

 Trained employees reflect in Customer Satisfaction Index
 Trained employees ensures Quality Service
 Trained employees provide Competitive Edge
Training and learning opportunities are welcome by all the employees and there is no
resistance to training.
Top Management encourages training by
· By being involved in the entire process of training

· Incentives for Trainers
· Training aspects are important KRA’s for all managers and supervisors
· Training Manager has KRA of having 1 CTDT to every 20 associate
· 30 days improvement programmes are aimed towards training
· Competency building of its employees is taken as challenge
HR encourages employees to attend training and implement training. Framing KRA’s

with training in focus
· Career Development
· Enhancing culture of continuous learning
· Grooming and developing subordinates is KRA for HOD’s and Supervisors
Management believes Training has role in resolving following business problems–
· Getting good remarks from customers

· Bringing innovations in services to customers e.g. airport pick up service is far
ahead than others.
The training program helps to improve employees’ abilities and quality in a

continuous way, bring them professional knowledge and prepare them for future
challenges.
54 | P a g e
Chapter no. 5 suggestion & conclusion
The findings reported in this study suggest that training and development have an
impact on the performance of employees with regards to their jobs. This result is
broadly consistent with prior management literature on training and development. The
hospitality sector needs to grow both in its field of activities and magnitude of efforts
to develop human resources. Greater attention should be given on training in
hospitality sector. The importance of quality service to product success, the need for
career paths for the hospitality labor force should be better recognized. Greater
investment in skill development and staff training are required. Following ideas
should be given due attention:
 Real emphasis should be given to developing training programs for the

employees
 Pursuing credentially for the hospitality sector workforce
 Regular staff training programs.
Management still too often see training as an expense rather than as an investment.
Training programs that have been conducted, have been conducted in rushed, crisis
manner. The result is poorly and inadequately trained employees. Management often
uses this as a rationale that training does not work. But actually, the practice of
enlightened training is lacking. Good training can occur when managers establish an
overall climate within which employees want to learn and are reinforced for learning.
It must be ongoing, goal oriented and supported by top management. Towards this a
training or division should be introduced that will help the hotel industry in maintain
high caliber professionals.
Suggested sensitation and motivation for employees in hotel industry;
2.whom to
train
1. why
3.what is to
training is
be
being
refreshing the incalculated
provided
training
concept in
hotel industry
5. when
4. where
should be
should be
the training
the training
provided
55 | P a g e
In order to remain competitive and to ensure excellent, staff are attracted to and
remain within the organisation, companies need to ensure that the training and
development of all employees is an issue which is taken seriously. By investing in the
development of the people who are the face of the business, companies can get ahead
of the competition and excel in what they do. One of the most important aspects of
managing people lies in helping employees become more effective at their jobs and
being able to adapt to that job or another job as he/she matures within the
organisation. This requires a high level of co-ordination between employees training
and development and the range of other personnel functions, such as recruitment and
selection, performance appraisal, reward systems and employee relations. The
Training function is increasingly considered to be a key player in helping the
organisation to achieve its goals through its people as it is becoming more generally
accepted that there is a strong correlation between organisational success and
investment in training and development. There is now a growing awareness of the
importance of a planned approach to training and development as a tool for
competitive advantage, staff recruitment, selection, retention and motivation.
The whole Training and Development function has increasingly acquired status as the
instrument for breaking new ground and bringing about change through its
developmental activities. Training managers must provide expert advice to top level
management, usually about the value to the organisation of a particular kind of
training. The training must take place within a framework of partnership between the
trainer, employer and employee. This relationship must be characterized by trust
between all stakeholders so that training does not simply reflect the views of the
employer. This commonality of interest must be identified and worked towards.
Training and development is about making a difference to the bottom line, both in
terms of how people feel about their jobs as well as in the area of performance and
productivity. Ultimately, it is about adding real value to the organisation and those
who comprise it. Training is an essential management tool, it has many benefits, such
as shortens the study time, increases work effectiveness, helps employees and the
company itself to compete in the fast changing environment, reduces damages and
wastage. Staff training is a way of motivating employees, upgrading their skills,
expanding their knowledge, preparing employees for self-development.
56 | P a g e
References
Institution
 Department of Tourism, Government of Jammu & Kashmir

 Jammu & Kashmir Tourism Development Corporation (JKTDC)
 Institute of Hotel Management, Srinagar (IHM)
 Kashmir Hotels And restaurants owner’s Federation (KHAROF)
 Kashmir Hotels And restaurants Association (KHARA)
 Houseboat owner’s Association (HBOA)
 Vivanta By Taj, Dal-View, Srinagar
Books
 Drummond, K.E. (1989). Human Resource Management for the

Hospitality Industry, Van Nostrand Reinhold, NY.
 Goldstein, L. (1993). Training in Organizations, Pacific Grove CA:
Brooks/Cole.
 Jerris, L.A. (1999). Human Resources Management for Hospitality,
Prentice Hall, New Jersey.
 Keasrly, G. (1984). Training and Technology, Addison-Wesley,
NY.
 King, D. (1968). Training within the Organization, Cox & Wyman
Ltd.
 Kirwan, Η. (2000). ‘‘Coaching Champion”, Management Today
Articles & Journals
 Guest, D. E. 1997. Human resource management and industrial

relations. Journal of Management Studies
 Armstrong M. (2001) Human Resource Management Practice:
Handbook, 8th Edition, Kegan Page Ltd., London.
 Baguma P. & Rwabwera A.B. (n.d) “Job Satisfaction and
Promotion Expectation in the hospitality sector
 Bartlett, K.R (2002) “The relationship between training and
organizational commitment
 Dennis, Nickson 2007. Human Resource Management for the
Hospitality and Tourism Industries. Elsevier.
57 | P a g e
 John R. Walker. 2007. Introduction to Hospitality Management.
2nd Edition. New Jersey. Pearson Education, Inc.
 Hoque, K. (1999). Human resource management and performance
in the UK hotel industry, British Journal of Industrial, Relations,
37(3), 419-443.
 Dennis, D. (1996b, October). Emancipatory learning: The key to
successful training outcomes in an industrial setting? In IER
Conference. Newcastle University, NSW
 Waugh, D. A. (1996). Changing learning environments: The
workplace in transition. Training and Development. 23 (2), 15-16.
Websites
 www.indiantourism.org
 www.caterersearch.com/Home/Default.aspx.
 www.inhsrinagar.org
 www.ssrn.com
 En.wikipedia.com
 Www.acedemia.co.in
 www.jktdc.in
 www.taj-hotels.com
58 | P a g e

Staff Training

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Staff Training

Uploaded by

Copyright:

Available Formats

Staff Training & Personality Development programs

The UN World Tourism Organization (UNWTO) provides the following definition of

Rank Country UNWTO Internati Internati Change Change

1 France Europe 83.7 83.6 0.1 2.0

2 United North 74.8 70.0 6.8 5.0

3 Spain Europe 65.0 60.7 7.1 5.6

4 China Asia 55.6 55.7 0.1 3.5

5 Italy Europe 48.6 47.7 1.8 2.9

6 Turkey Europe 39.8 37.8 5.3 5.9

7 Germany Europe 33.0 31.5 4.6 3.7

8 United Europe 32.6 31.1 5.0 6.1

9 Russia Europe 29.8 28.4 5.3 10.2

10 Mexico North 29.1 24.2 20.5 3.2

Table no. 1.0. Foreign tourist arrival in India

Foreign tourist arrivals in India (2004-2014)

Year Number (millions) % change

2004 3.46 26.8

2005 3.92 13.3

2006 4.45 13.5

2007 5.08 14.3

2008 5.28 4.0

2009 5.17 -2.2

2010 5.78 11.8

2011 6.31 9.2

2012 6.58 4.3

2013 6.97 5.9

2014 7.68 10.2

Rank State/Union Territory Number Share in %

1 Maharashtra 4,156,343 20.8

2 Tamil Nadu 3,990,490 20.0

4 Uttar Pradesh 2,054,420 10.3

5 Rajasthan 1,437,162 7.2

6 West Bengal 1,245,230 6.2

7 Kerala 858,143 4.3

8 Bihar 765,835 3.8

9 Karnataka 636,378 3.2

10 Goa 492,322 2.5

Total of top 10 states 17,937,718 89.9

Others 2,013,308 10.1

Total 19,951,026 100

Source: "India Tourism Statistics at a Glance 2014"

In looking at various industries, "barriers to entry" by newcomers and competitive

Americas: North America, Caribbean, Central America, and South America

Facts and Figures of Indian Hospitality industry:

 The Hospitality industry is the third-largest foreign exchange earner,

 Travel and tourism is a USD 32.7 billion business in India, according to

 According to the Planning Commission, the hospitality sector creates more

* Tourism continues to play an important role as a foreign exchange earner for

 According to the latest Tourism Satellite Accounting (TSA) research, released

 According to the Tourism Satellite Accounting (TSA) research, released by

* India is expected to attract 6,179,000 international tourist (overnight visitor)

* The direct contribution of Travel & Tourism to GDP is expected to be INR

 According to World Travel Tourism Council (WTTC), the investment made in

 The tourism sector is expected to generate around US$42.8 billion (INR

 The who's who of the world of international fund companies - Blackstone,

 India's hospitality sector is expected to see an estimated investment of

 In India, the industry supports 48 million jobs, directly or indirectly or 8.27

 The country is witnessing an unprecedented growth in hotel constructions and

 In the FHRAI’s memorandum presented to the government recently, it is said

 Wedding tourism is growing almost 100% on a year-on-year basis. Generally,

 Cruise shipping is growing globally at the rate of 12-15% annually. In India

 22 Institutes of Hotel Management being operated as Center of Excellence for

 Online travel industry is growing at a CAGR of 125%. Generating revenues of