Nihaal Employee Retention-2

A STUDY ON
EMPLOYEE RETENTION
WITH REFERENCE
To THE PARK HOTEL
A Project report submitted to

INTEGRAL INSTITUE OF ADVANCED MANAGEMENT,
Visakhapatnam
in partial fulfilment of the Degree of
Post Graduate Diploma in
Management
submitted by
N.V.H.Nihaal
Registration No: 36021
ACADEMIC YEAR: 2022-2024
Under the guidance of
Dr. Dwibhashyam.Uma Sundari

Assistant Professor,
INTEGRAL INSTITUTE OF ADVANCED
MANAGEMENT (AFFILIATED TO AICTE)

VISAKHAPATNAM
DECLARATION
I N.V.H.NIHAAL STUDENT OF IIAM PGDM 36 TH BATCH HEREBY, DECLARE THAT

THE PROJECT REPORT ENTITLED “EMPLOYEE RETENTION STRATEGIES”
HAS BEEN SUBMITTED TO INTEGRAL INSTITUTE OF ADVANCED
MANAGEMENT, IN PARTIAL FULFILMENT OF POST GRADUATE DIPLOMA IN
BUSINESS MANAGEMENT UNDER THE GUIDANCE OF DR. DWIBHASHYAM.UMA
SUNDARI, ASSISTANT PROFESSOR, IIAM VISAKHAPATNAM.
THIS, RESEARCH PROJECT IS MY ORIGINAL WORK AND NOT SUBMITTED

ANYWHERE ELSE FOR AWARD OF ANY DEGREE/ DIPLOMA / FELLOWSHIP.
PLACE: VISAKHAPATNAM N.V.H.NIHAAL
DATE: 36021
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CERTIFICATE
This is to certify that the project report entitled “Employee Retention Strategies submitted by
N.V.H. NIHAAL in partial fulfilment of two-year Post Graduate Diploma in Management is a
Bonafide work undertaken by him under the guidance of Dr.Uma Sundari, IIAM.
INTERNAL EXAMINER EXTERNAL EXAMINER
UMA SUNDARI
FACULTY GUIDE NAME & EXAMINER
IIAM
DR. SATISH AILAWADI
DIRECTOR GENERAL
IIAM BUSINESS SCHOOL

ACKNOWLEDGEMENT
I take this opportunity to thank Integral Institute of Advanced Management for providing
such a great opportunity which has been a good learning experience.
I am thankful to the Director General Dr. Satish Ailawadi for permitting to do this project.
I would like to express our deepest and sincere gratitude to Dr. Uma Sundari
Dwibhashyam
for her insightful advice “motivating suggestions” valuable guidance help and support in
successful completion of this project and also for her constant encouragement and advice
throughout the course.
I also thank my family and my entire fellow mates who constantly encouraged and helped
me in completion of my project.
Any accomplishment requires too many people and this is no different. I have been fortunate
enough to get help and guidance of many people. It is my pleasure to acknowledge them,
though it is still in adequate appreciation for their contribution.
N.V.H.Nihaal
Roll number: 36021
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TABLE OF CONTENTS
PAGE
S.NO TOPIC
NO
CHAPTER 1
1 Introduction 7-9
2 Need for the Study 10
3 Objectives of the study 11
4 Research Methodology 12-13
5 Limitations of the Study 14
CHAPTER 2
1 Industry Profile & Company Profile 15-40
CHAPTER 3
1 Theoretical Framework 41-47
CHAPTER 4
1 Data Analysis and INTERPRETATION 48-70
CHAPTER 5
1 Findings 72-73
2 Suggestions 74
3 Conclusion 74-76
4 ANNEXURE 77- 78
5 Bibliography 79
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CHAPTER-1
INTRODUCTION
Introduction:
It refers to the function within an organization that is responsible for managing the
workforce or human capital. Hr professionals are responsible for a variety of tasks related
to managing employee, including recruiting and hiring, on-boarding and training,
performance management, compensation and benefits administration, employee relation,
and compliance with employment laws and regulations.
Human Resource Management in Hospitality Industry
Human Resource Management (HRM) is the management of people to achieve behaviour

and performance levels that will enhance an organization's effectiveness. It is a
management function that helps managers plan, recruit, select, train, develop,
remunerate, and maintain members of an organization.
Hotel HR encourages individuals to set personal goals and rewards, guiding them to shape
their behaviour in accordance with the objectives of the organization that employs them.
HRM was traditionally called Personnel Management, a term that was used in the
restricted sense of hiring and managing employees.
The current trends place a greater emphasis on boosting the morale of employees and the
ways of retaining employees by using more sophisticated psychological tests in selecting
employees, training employees to do more than one job, and encouraging all the members
of a workforce to accept responsibility.
Introduction to Human Resource Department in Hotel
Efficient, hard-working, and resourceful personnel are the backbone of any successful
business. It is more so in the case of the service industry. Successful hotel operations are
sustained by customer-oriented and hard-working employees who have adequate
competencies.
Importance of Human Resource Management in Hospitality & Tourism Industry
Human resource management (HRM) is a management function that helps managers Plan,
Recruit, Select, Train, Develop, Remunerate, and maintain members of an organization.
HRM comprises human resource planning and development.
Human resource planning is a strategy for the acquisition, utilization, improvement, and
preservation of the human resource of an organization.
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Human resource is the process of helping people to acquire competencies and skills so as
to ensure their usefulness to the organization in terms of both present and future
organizational conditions.
The human resource department of any organization carries out functions like job
analysis, recruitment, selection, orientation, and training.
The human resource department of a hotel is engaged in the anticipation, acquisition,

selection, and development of the present and future employee needs of the hotel. It also
includes the processes of job evaluation, recruitment, selection, and orientation.
The challenges faced by the human resources department in the hospitality industry are
also discussed, as also the ways to boost employee retention and employee motivation.
The department also faces many challenges, which include making employees cope with
long working hours, finding qualified staff, etc. The means to retain and motivate
employees.
1. Employee Retention
The following factors are important in order to retain employees:
Employees should know what is expected from them every day at work: Changing
expectations keeps people on the edge and create unhealthy stress. They rob the
employees of their confidence.
Effective Supervisor: People leave managers and supervisors more often than they leave
companies or jobs. It is not enough that the supervisor is well-liked or is a nice person; he
should be able to motivate and encourage his/her team members.
Employee Counselling: The managers should have a goal to restore employees to full
productivity. The HR department or the head of the department can provide confidential
short-term counselling to identify an employee's problem.
productivity. The HR department or the head of the department can provide confidential
short-term counselling to identify an employee's problem.
Talent and Skill Utilization: A motivated employee wants to contribute to work areas
outside of their specific job description. Many employees can contribute far more than
they currently do.
Fairness and Equitable Treatment: In case one employee is given more raises or higher
incentives, other staff members might find it unfair and start looking for other
opportunities.
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Frequent Opportunities to Learn and Grow: A career-oriented, valued employee must
experience growth opportunities within the organization.
2. Employee Motivation
Motivation is one of the most important factors that directly affect human behaviour and
performance. Motivation may be defined as the driving and guiding force that makes
people perform a particular activity to the best of their abilities
The word motivation is based on the root word motive, which is derived from the Latin
word "movere" meaning to move.
Employees can be motivated by the following methods:
1. Training: Training employees may convey to them that the organization takes necessary
care of its employees. An employee who has received training has a higher chance of
promotions and other benefits.
2. Cross-Training: Cross-training is training employees for roles other than their routine
jobs. It helps the employees acquire new skills, which may lead to career growth.
The Role of HR in Hotel Industry?
In an organizational context, HRM is a process that helps the employees of an

organization in a continuous and planned way to co the following things,
1. Acquire or sharpen capabilities required to perform various functions associated with

these present or expected future roles.
2. Develop their general capabilities as individuals and tears, discover and exploit their
inner potential for their own and organizational growth and development purposes. 3.
Develop an organizational culture in which supervisor-subordinate relationships,
teamwork, and collaboration among subunits are strong and contribute to the professional
well-being motivation, and pride of employees.
HR Challenges or Issues in Hospitality Industry
These are the challenges of HRM in the hospitality industry.
1. The characteristics features of work in hotels and catering are long, anti-social hours,
low pay, instability, and low status make it unattractive as a career choice, as a result, the
sector continues to suffer from high staff turnover and difficulties in recruiting qualified
staff.
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2. The hotel staff works especially hard on those days when the rest of the world is
enjoying vacations, such as Diwali, Christmas, New year, and long weekends. The hotels
are generally booked to capacity during such festival and holiday seasons and the hotel
staff is required to work overtime during these periods.
3. Long working hours increase stress on Individuals and have potentially harmful effects
on their psychological and physical health. Social effects might include an increase in
family tension and stress in marital relations
4. For the organization, it could lead to poor labour productivity both in terms of increased
absenteeism and declining marginal productivity of labour when present at the workplace
but working long hours.
5. One of the challenges in improving working conditions is to ensure that both employees
and employers engage in the process so that improvements are consistent with the
aspirations and wishes of both groups higher margins and productivity for businesses,
higher wages, and a better work-life balance for employees
Importance of human resource:
Human Resources (HR) is an important function within organizations as it is responsible

for managing and developing the most valuable resource of any organization - its people.
Here are some key reasons why HR is important:
• Recruitment and Selection: HR plays a critical role in attracting, recruiting and

selecting the best talent for the organization. This includes designing job
descriptions, identifying key skills required for the role, conducting interviews and
selecting the best candidate for the job.
• Employee Engagement and Retention: HR is responsible for ensuring that

employees are motivated and engaged in their work, which in turn leads to higher
levels of job satisfaction, retention, and productivity. HR achieves this by
designing employee engagement programs, providing training and development
opportunities, and fostering a positive work environment.
• Performance Management: HR is responsible for managing the performance of

employees, including setting performance goals, providing regular feedback, and
conducting performance evaluations. This helps to ensure that employees are
performing to the best of their abilities and that the organization is meeting its
goals.
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• Compensation and Benefits: HR is responsible for designing and managing the
compensation and benefits packages for employees. This includes ensuring that
employees are paid fairly, designing bonus and incentive programs, and providing
benefits such as health insurance, retirement plans, and paid time off.
• Compliance with Employment Laws: HR plays a critical role in ensuring that the
organization is in compliance with all employment laws and regulations. This
includes ensuring that the organization follows labour laws, anti-discrimination
laws, and workplace safety regulations.
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Employee retention is the ability of an organization to retain its employees and ensure
sustainability. Employee retention can be represented by a simple statistic (for example, a
retention rate of 80% usually indicates that an organization kept 80% of its employees in a
given period). Employee retention is also the strategies employers use to try to retain the
employees in their workforce.
A distinction should be drawn between low-performing employees and top performers,
and efforts to retain employees should be targeted at valuable, contributing
employees. Employee turnover is a sign of deeper issues that have not been resolved,
which may include low employee morale, absence of a clear career path, lack of
recognition, poor employee-manager relationships or many other issues. A lack of job
satisfaction and commitment to the organization can also cause an employee to withdraw
and begin looking for other opportunities. Pay sometimes plays a smaller role in inducing
turnover as is typically believed.
In a business setting, the goal of employers is usually to decrease employee turnover,
thereby decreasing training costs, recruitment costs and loss of talent and of organisational
knowledge. By implementing lessons learned from key organizational behaviour concepts,
employers can improve retention rates and decrease the associated costs of high turnover.
Some employers seek "positive turnover" whereby they aim to maintain only those
employees whom they consider to be high performers.
In today's environmental conscious behaviour society, companies that are more
responsible towards environment and sustainability practices can attract and retain
employees. Employees like to be associated with companies that are environmentally
friendly
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NEED FOR THE STUDY
Employee retention has become a major concern for corporates in the current scenario.
Individuals once being trained have a tendency to move to other organizations for better
prospects. Lucrative salary, comfortable timings, better ambience, growth prospects are
some of the factors which prompt an employee to look for a change. Whenever a talented
employee expresses his willingness to move on, it is the responsibility of the management
and the human resource team to intervene immediately and find out the exact reasons
leading to the decision.
Let us understand why retaining a valuable employee is essential for an organization.
 Hiring is not an easy process:

 An organization invests time and money in grooming an individual and make him
ready to work and understand the corporate culture:
 When an individual resigns from his present organization, it is more likely that he
would join the competitors:
 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better
 Every individual needs time to adjust with others:
 It has been observed that individuals sticking to an organization for a longer span
are more loyal towards the management and the organization:
 It is essential for the organization to retain the valuable employees showing potential
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OBJECTIVE OF THE STUDY
 To identify how retention strategy, reduce turnover.

 To study how to retain employee?
 To study how they feel engaged in the organization?
 To study what are the manager role in retention strategy?
 To analyse the methods followed by PARK in retain the employess?
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RESEARCH METHODOLOGY:
Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the process of gaining
knowledge. According to Clifford woody, “research comprises of defining and redefining
problem, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating dada , reaching conclusions to determine whether they fit the formulated
hypothesis.
Data Collection Methods:
Primary Source:
Primary Data was collected through questionnaire method from the employees to know
the effectiveness of Training &Development activities.
Secondary Source:
Secondary Data was collected from sources like journals and company manuals, files and
records of Green park Visakhapatnam.
Sampling selection:
The data has been collected from the employees and the workers.in hotel green park
Sampling Size:
Sample sizes of 100 respondents were taken from all the departments in Hotel Green Park.
Data Analysis:
The various statistical tools for the analysis and INTERPRETATION of data are simple
percentage method and Bar charts.
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STUDY DESIGN
Data collection instrument: structured
questionnaire. Sample size: 120
Sample techniques: simple random
sample. Study area: Visakhapatnam city
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LIMITATIONS OF THE STUDY
 Some of them refused to accept the questionnaire due to lack of time.

 Lack of availability of employees, consisting for a particular period of time has
been a major disadvantage.
 There was a less chance to interact with the employees to gather information
due to their tight work schedule.
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CHAPTER-2
INDUSTRY PROFILE
AND
COMPANY PROFILE
1
INDUSTRY PROFILE
Hotel industry has been playing an important role in the economic development of
various countries. Almost all the developed countries and a majority of developing
emerged as service economies. USA was the first economy to become a service economy.
The basics intermediate demand for the development of the service sector are growth in
intermediate demand from various manufacturing organizations which are in the process
of unbundling and direct demand from customers. Service sector has been given important
place in the Indian planning since the sixth five-year plan. The service sector contribution
to the GDP of India rose from 28.6% to 45.19%in 1998-99. However the statistics do not
reveal the true picture as the hidden service sector and services in the unorganized sector
are not added to the total. There is a tremendous potential for the growth of service in the
country. The major services in the country are Transport and Communication. Trade,
Hotels and Restaurant, community, social and personal services and Finance and real
estate services.
Service industry has shown a tremendous growth in India. In recent years according to
government estimates services industry is growing to overtake the agriculture in Indian
economy. Apart from providing most jobs and benefits it is major source for earning
foreign exchange in India. Services sector accounts for maximum employment and major
contribution to GNP of every economy in the World. Out of these contributions of service
sector Health services provide the maximum employment. The travel and tourism industry
is the largest industry besides automobiles and food accounting for more than 10% of the
world gross national product. The service industry is constantly changing and developing
to meet the needs of the customer in the market. The food services industry is entering
the21st century in a state of Flux. Increased competition, labour shortages, more
discerning and demanding customers, rapid changes in technology, food safety concerns,
and shifting revenue streams are the Factor operators of every will need to wrestle within
the coming years, the food service segment that might experience strong growth according
to the consensus.
Among industry seers are the upscale casual segment. These avenues may be more
expensive than their traditional casual dining counterparts, but they struck gold with an
increasing sophisticated customer who along with values wants more quality fresher
ingredients and flavors. In addition diners pressed for their time, tired after work and
hungry for bit of nurturing are looking for a more upscale atmosphere and better service
even in casual dining.
Fresh ingredients, higher quality foods, and fuller flavors more variety in spices,
increased use of vegetables and healthier eating made a fairly predictable list of food
trends. But the consumer tastes and preference changes with startling rapidity and what’s
hot today may not be tomorrow. Trends can be pinned down and the patterns and
preferences will
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matter into the new century can be discerned. However the eating out habit is hard to
break and frequency of dining outside will continue on an upward trend.
MOTEL – THE CONCEPT
Initially the term motel was meant for local motorists and foreign tourists traveling
by road. Basically Motels serve the needs and requirements of these travellers and meeting
the demand for transit accommodation. We can also call motel over night stay. Some of
the important services offered by motels are parking, garage facilities, accommodation,
and restaurant facilities. Motels are found equipped with filling stations, accessories,
service of elevator to the automobile entrance restaurant etc., Motel are found located
outside the city. Preferably by the side of high ways and important road junctions. The
accommodation available in the Motel is more in the category of a ‘chalet facility’. This
has a dinning hall with fixed menu. In USA the hotel accommodation is ranked at par with
hotel accommodation.
TYPES OF HOTELS
1. Residential Hotel
The residential hotel work as an apartment house. Often we call them apartment
hotels. The hotels charges rent on monthly, half- yearly or yearly basis. The hotels
are generally found located in big cities and towns where no meals are served to
the customers. Initially, the residential hotels were developed in USA. The
services offered in the residential hotels are comparable to an average well
managed home.
2. Commercial Hotel:
The commercial hotels are meant for the people who visit a place a trade and
commerce or business purposes and therefore these hotels are found located at the
commercial or industrial centre. These hotels focus their attention on individual
travellers and are generally run by the owners.
3. Resort Hotel:
The resort hotels are meant for the holiday’s makes, tourists and for those who
need a change in the atmosphere mainly on healthy ground. These hotels are found
located near the sea, mountain, and other areas having an attractive landscape and
healthy climatic condition.
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4. International Hotel:
The international hotels are modern luxurious hotels, classified on the basis of
international guidelines. These hotels are placed in various star categories, e.g.,
Fivestar-deluxe, Five-star, Three-star, Two-star, One-star. T he international hotels
are mostly owned by the public companies where hoard of director s is constituted
for its control. The overall management in found in the hands of senior executives.
5. Floating Hotel:
The floating hotels are located on the water surface. The places are sea, river,
and lakes. These hotels provide all the facilities and services mad available in a
good hotel. In the leading tourist generating countries of the world we find the
practice of using old luxury ships as floating hotel.
GROWTH OF HOTEL INDUSTRY
The real boom in the hotels came in the 20 th century. The new hotel area was first
dominated by the Oberoi group, Taj, ITC – Welcome Group, ITDC and other large
luxurious groups of hotels. Asian hotels are the other groups which have made a mark for
them. Many groups are entering the hotel business. Through the large chains have made
their debut, the hotel keeping in India still has a strong individualistic style since three
fourths of the hotels all over the country are in the hands of small operators. Changing
market perceptions have forced even the major groups to diversify into smaller budget
hotels a competition has thus increased in the industry.
With the growth of tourism in India, the hotels in the holiday and availability of
modern technological gadgets and the future holds promise for a further mushrooming
of modern hotels.
World’s largest hotel chain comprises 4100 hotels across countries is being
represented in India access worldwide as the exclusive general sales agent. The hotel chain
with a strong back up in the US and the growing awareness in Europe is slowly gaining
ground in the Middle East and Australia. A humble beginning was made in 1946, when
Guertin founded Best Western Hotels an hotelier with 23 years of experience in the
business. The chain began as an informal link between properties with each hotel
recommending other lodging establishments to travellers. This “referral system” consists
of phone calls from one front desk operator to another. In 1948 five million copies of the
BMW guide were published. Today it is with world’s best rated online reservation system
and a host of toll free lines at free numerous locations worldwide.
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The Popular Groups of Hotels in India are listed below:
1) Oberoi Group
2) Taj Group
3) ITC’s Welcome Group
4) ITDC’s Ashok Group
5) Mahindra Group
6) APEEJAY Group
7) Amrita Group
8) Leela-Kempenski Holiday Inns
9) Centaur Hotels
10) Asian Hotels
New Hotels Entering India:
1. Hilton International
2. Radisson International
3. Best Western
4. Accor Asia Pacific
5. Southern Pacific Hotels
6. Holiday Inns
7. Leela Venture
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ORGANIZATION PROFILE
APEEJAY SURRENDRA LTD
APEEJAY is one of India's oldest and largest business conglomerates. The Group's
businesses are spread over Tea (Plantations & FMCG brands); Shipping; Hospitality; Real
Estate (Commercial & Business Centres); Retail brands (Bookstores & Tea Rooms) ;
Marine Cluster ; Logistics Parks and Knowledge Parks.
An evolution of the APEEJAY brand and values since inception more than a 100 years
ago:-
Mr. Pyare Lal, a young patriot responding to the Nation's call for self-sufficiency, set up a
small unit in Jalandhar to manufacture steel goods for the domestic agricultural market in
1910. His untiring efforts saw the firm “Amin Chand Pyare Lal” grow and by World War
II, become profitable enough to employ 100 people.
The small unit in Jalandhar rapidly expanded into an enterprise, fuelled by a fierce
pioneering spirit. It was destined to achieve many breakthroughs in post-independence
India. The Group was amongst the first importers of steel into India and herein were its
interests in freight costs and shipping.
In 1948, the Group expanded to shipping. Surrendra Overseas Limited, now known as
APEEJAY Shipping, was the first Indian company to enter into the shipping business
after a long lapse of time.
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Mr. Stya Paul, Mr. Jit Paul, Mr. Swraj Paul and Mr. Surrendra Paul continued to build on
the business under the able stewardship of Mr. Jit Paul after the demise of their father Mr.
Pyare Lal and setup the Group’s headquarters in Calcutta in 1951.
Challenged by the bottleneck created by the scarcity of steel and steel goods in the 1950s,
the Group successfully explored non-traditional sources like the USSR, Czechoslovakia,
Hungary, Poland East Germany and China and effected large-scale imports into India.
This included products for construction and infrastructure building, an essential

requirement for a young nation. The Group's visionary step of importing rails from
East Europe opened up a new, competitive source for railway supplies, so far
being monopolized by West European countries. International trading activities
grew rapidly and the Group's trading operations expanded in diverse international
markets to include steel, finished steel products, coal and machinery. The Group
set up the country's most advanced steel mill in the eastern capital of Calcutta and
was among the first to manufacture stainless steel in India. All this was achieved
without any foreign collabouration -another first for india.
Soon, it emerged as the third largest exporter of steel after Hindustan Steel
Limited and Tisco, pioneering exports to markets like UK and Japan. The
Shipping enterprise grew rapidly; the vessels became larger and more specialized
carrying the company's new initials - APJ - emblazoned in red and white, out of
Calcutta and Bombay to the Far East, Europe and North America. APJ was the
perfect tribute to the industrious ancestors and founders as well as remembering
the place from where this illustrious journey began in 1910 - A for Mr. Amin
Chand (Mr. Pyare Lal's father); P for Mr. Pyare Lal and J for Jalandhar.
The Group ventured into hotels, real estate, construction and pharmaceuticals in 1960s
acquiring a controlling interest in British companies such as Martin Harris &Walter
Bushnell, leading manufacturers of antibiotics, anti- malarial and anti-angina drugs of
their time. By November 1967, the first hotel had opened for business in the fashionable
Park Street of Calcutta. The Group established Schools taking forward its fresh approach
to Education that nurtured children to become well rounded
citizens.
Mr. Surrendra Paul became the Chairman of the Group in 1982. The Group acquired tea
estates in Upper Assam, North East India and within less than a decade, the tea enterprise
had created new jobs, better pay and more facilities for its workers. The greater exports
and higher tax revenues substantially contributed to the economy of the state of Assam.
Ms Priya Paul joined the business in 1988 working with her father Mr Surrendra Paul, a
global minded businessman with a clear vision and decisiveness who had the ability to
make things happen. His leadership saw a period of consolidation of existing businesses
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and expanding
2
into newer ventures till his sudden and unfortunate demise in 1990. Surrendra was added
to APJ to honour its dynamic Chairman, Mrs. Shirin Paul, his wife took over as Group
Chairperson and Mr Jit Paul became the Group Advisor, both steering the Group together
through trying times.
Mr Surrendra Paul’s younger daughter Ms Priti Paul and his son Mr Karan Paul joined the
business in 1990 and 1992 respectively. With the third generation of the Paul Family at the
helm, the Group burst forth with new ideas and business diversification. The Financial
Services division was created with incorporation of APEEJAY Finance Group in 1993 and
APEEJAY Securities Private Limited in 1995; the Real Estate division created Plug –n-
Play offices APEEJAY Business Centers in 1997, the Hospitality division began the
expansion of THE Park Hotels in 1999, the Shipping division saw expansion with
additions to its Fleet and also in the same year, retail activities were initiated and expanded
country wide with Oxford Bookstores.
With a sense of shared ownership and a deep belief in the joint family business, Priya, Priti
and Karan Paul worked as a team involved in overseeing APEEJAY Surrendra ’s growth
and management. The Group embarked on consolidation of the Corporate Structure with
objective of ensuring highest standards of corporate practice, corporate ethics and
corporate governance. Corporate Strategy, Corporate Affairs, Treasury; Human Resource
Development; Information Technology, Corporate Communications was centralized in
APEEJAY Surrendra Management Services Private Limited. Incorporated in 2000 this
entity owns the APEEJAY Surrendra brand licensed for use by Group companies.
Mr. Karan Paul took over as Group Chairman in 2004 and set the Group’s vision towards
Centennial in 2010 and beyond – “To be one of India’s largest and most profitable
privately owned family business”. In 2005 the Group's Tea division acquired Typhoo,
UK's third largest and an over 100-year-old iconic British tea brand. It was India’s second
largest global FMCG acquisition and the 7th biggest corporate takeover by an Indian
company at the time and formed a part of the group’s already extensive tea business
portfolio. Apee jay Securities Private Limited incorporated in 1995 was hived off to
Indian giant ILFS Investmart.in 2006, Apee jay Finance Group incorporated in 1993 was
sold to Global giant Société Générale in 2007 marking Group exit from Financial Services
with only its Insurance Brokerage company, Apee jay Insurance Broking Services Private
Limited, incorporated in 2004 retained. The Group extended its traditional focus on
quality education by extending its vision towards establishing Knowledge Parks in the
Eastern States of India.
The Group also diversified into new business ventures of Marine Cluster and Logistics
Parks which effected backward and forward integration of its Shipping Business. 2007
saw the Shipping division enter a JV with Bharti Shipyard Limited diversifying into a
new business venture of Marine Cluster, now fully owned by Group (effective 2015), and
shortly thereafter into a second JV with Eredene Capital PLC heading off
diversification into
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Logistics Parks now fully owned by Group (effective 2015). In the same year, the Group’s
hospitality division entered into a partnership with Credit Suisse. This period also saw the
formation of the Group Management committee (GMC) , APEEJAY Surrendra Group’s
highest strategy body to review the businesses ; take strategic decisions on mergers,
acquisitions, joint ventures and capitalization of the same as well as on enhancement of
brand equity.
Group’s Centennial, 2010, was celebrated with a 100 Community Initiatives as a

commemoration of the 100 years of Products and Services. A detailed report of the 100
initiatives can be downloaded from the Microsite- please click here 100 for 100. For a
quick read please click here Centenary Celebrations
Today, APEEJAY Surrendra Group employs over 43000 people in rapidly

expanding operations in Tea, Hospitality, Shipping, Retail & Real Estate and new
business ventures, Marine Cluster, Logistics and Knowledge Parks. The Family
values that have nurtured the Group continue to guide the third generation of the
Paul Family as they jointly, as a team, oversee its growth and wellbeing.
The main businesses of APEEJAY SURRENDRA GROUPS are as follows
o APEEJAY TEE
o THE PARK HOTELS
o APEEJAY Shipping
o APEEJAY Oxford Bookstores
o APEEJAY Intralogistics
o Bengal Shipyard
o APEEJAY Insurance Broking Services
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APEEJAY TEA LIMITED
APEEJAY Tea Limited is a Public incorporated on 27 April 1995. It is classified as

Non-govt company and is registered at Registrar of Companies, Kolkata. Its authorized
share capital is Rs. 160,000,000 and its paid up capital is Rs. 615,000. It is involved in
Manufacture of Basic Iron & Steel
APEEJAY Tea Limited's Annual General Meeting (AGM) was last held on 31 December
2021 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was
last filed on 31 March 2021.
Directors of APEEJAY Tea Limited are Shirin Paul, Ashok Kumar Jain, Debanjan Mandal,
Priti Paul, Karan Paul, Ashoke Ghosh, .
APEEJAY SHIPPING
Amongst India's largest privately owned shipping companies (established in
1948). Experience, expertise, world-class service spanning 6 decades.
A fleet of modern dry bulk carriers: operating worldwide & Indian coastal trade.
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Two wholly owned overseas subsidiaries - Surrendra Overseas (Panama) Inc, Panama and
Surrendra Overseas (Singapore) Pte Limited.
A team of dedicated professionals (both afloat and
ashore). An ISO 9001: 2000 company. (Approved by
IRQS).
Part of the diversified conglomerate “APEEJAY Surrendra” group (established in 1910).
From humble beginnings in 1948, ‘APEEJAY Shipping’ has sailed through the good and the
turbulent times. Smoothly.
Safety, quality, efficiency and commitment remain the cornerstones of our operations.
Satisfied customers are our reward. Continuously improving and innovating in all areas of
operations, we have carved out a niche for ourselves on the Indian coastal trade while
retaining our international focus, identity & reputation.
APEEJAY OXFORD BOOKSTORE
Oxford Bookstore is the best equipped 'base-camp' for journeys of the mind offering its
customers the widest range of outstanding titles and consistently courteous and informed
service for close to a century.
Oxford Bookstore measures its success by the smiles on millions of happy customers that
the brand has served over the last 9 decades.
There are a few treats as sumptuous as a visit to Oxford Bookstore in India. Each time you
walk into our iconic store in Calcutta where the brand started in 1919, its charm leaves
you wanting for more.
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A fleet of 200 happy to help expert booksellers and informed hosts work day and night to
bring to customers world class reading experience be it through our books or our fine teas
and live by the brand’s motto - Much more than a bookstore – at every Bookstore.
The Brand has been taken across India and its Book sections curated with deep research
across genres, enviable venue and ambience, world class amenities in keeping with
international trends have made Oxford Bookstore the favourite destination of every city it
has expanded its footprint to.
Each Oxford Bookstore overflows with a treasure trove of books waiting to be discovered
making it a universe that inspires people to read even as the brand remains a front runner
in the use of state-of-the-art technology nurturing its tradition of enterprise and vision.
Oxford Bookstore famous customers would be too long, from noted writers/columnists,
corporate / politicians/ bureaucrats and film / fashion and entertainment industry. The list
includes Narayan Murthy, Shri Gopal Krishna Gandhi, Kiran Karnik, Mark Tully,
Ramachandra Guha, Ruskin Bond, MJ Akbar, Liz Hurley & Arun Nayyar, Amitabh &
Jaya Bachchan to name a few.
Oxford Bookstores has had the distinction of hosting world class writers such as Amitav
Ghosh, Kiran Desai, Amit Chaudhuri, Shashi Tharoor, William Dalrymple, as well as the
iconic Bengali writers - Late Sunil Gangopadhyay, Mahasweta Devi, Nabaneeta Devsen,
Mani Shankar Mukherjee , and Nobel and Booker Prize winners Sir V.S. Naipaul, Gunter
THE PARK HOTEL
THE Park Hotel is one of the best “Value for Money”, in the country and the
responsibility of further maintaining and improving world-class standard lives with it. In
the Green Park family, they always believe in being the best as far as quest services and
concerned. They follow the motto of ANYTHING BUT ORDINARY
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Our Vision
LEADERSHIP THROUGH DIFFERENTIATION.
MISSION OBJECTIVES:
We will operate a collection of luxury boutique hotels
and restaurants, establishing global standards of product
quality and service excellence.
We will enhance customer experience and make It
the purpose of every action we take and every job we
do We believe our strength is our people and we will
encourage their development. We respect them as
individuals and believe that teamwork, commitment.
integrity are values that will lead us to success
We will ensure the profitability and growth of the
company for the long-term benefit of our shareholders, our
customers and our employees
We believe that it is essential to be a good corporate
citizen and serve the community that sustain us
APEEJAY SURRENDRA PARK HOTELS LIMTED
ORGANIZATIONAL GOALS
MAKING THINGS FUN
BELIEFS
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o Our guests should have fun when they stay with us
o We should have fun at work every day
BEHAVIOURS
o I take care of our guests' needs so they can focus on

o Having a goodtime
o don't take myself too seriously
o I respect and cherish my work relationships
o I serve my guests and team members with a smile
MEASURABLE OUTCOMES
o Higher guest engagement and happiness

o More connect and bonding among team members
o Greater commitment to THE Park
CULTURAL CODE
OUR VALUES
 EXCCELLENCE is all i do
 INNOVATION in my service and my thinking
 TEAMWORK is how I get along with others to get things done
 COMMITMENT to deliever more than what was promised
 EMPOWERMENT to make decisions.that in turn, empower other
 RESPECT for my guests, tteams and environment
ACTIONS
 CREATIVELY INSPRING
 SPONTANEOUSLY JOYOUS
 DARINGLY DIFFERENT
 MAKING THINGS FUN
RESULTS
 GROWTH in business and personal development
 RELIABILITY in partnership and deliveries
 QUALITY in realizing goals and responsibilities
 RESULTS FOCUS in providing unique guest experiences
 DIFFERENTIATION in our services
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LEADERS/ HIERACIAL TABLE
Mr. Karan Paul, Group Chairman
Karan Paul is the Chairman of APEEJAY SURRENDRA Group. Karan

Paul oversees Group financial planning and business strategy, Group
diversification into new business ventures and operations as well as
management of Group's Tea, Shipping divisions as well as its Schools.
Karan’s first business as an entrepreneur was a finance company and a
stock-broking company.
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Ms. Priya Paul
Art collector and design aficionado Priya Paul is Chairperson of
APEEJAY SURRENDRA Park Hotels in
India. Priya Paul started her career under her
father, the Late Surrendra Paul, as the Marketing Manager of THE Park in
New Delhi. A prominent business woman and one of the most revered
personalities in the hospitality
industry; Priya Paul is the creative powerhouse behind
country's leading collection of contemporary luxury boutique hotels –
THE Park. She has worked tirelessly towards building a brand that is
synonymous with her unique creative energy and is well recognized for
her leadership qualities
Ms. Priti Paul

Educated at the prestigious Massachusetts Institute of Technology,
Harvard University and Architectural Association School of Architecture,
UK, Royal Institute of British Architects, Priti Paul has been at the
forefront of taking over the business of the century old APEEJAY
SURRENDRA
Group post her father’s assassination in 1990.
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The Park Hotels
Type Limited Company
Industry Hospitality
Founded 1 November 1967; 55 years ago
Founder SURRENDRA Paul
Headquarters Kolkata ,India
Number of locations Bangalore, Chennai, Hyderabad, Kolkata, Mumbai, New

Delhi, Visakhapatnam and Goa
Area served ndia
Key people Priya Paul (chairperson)

Vijay Dewan (managing director)
Products Hotels and resorts
Parent APEEJAY SURRENDRA Group
Website heparkhotels.com
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List of THE Park Hotels in India
City/location Hotel name Rooms Opening year
Bangalore THE Park, Bangalore 109 1999
Chennai THE Park, Chennai 215 2002
Goa THE Park Calangute, Goa 30 2011
Goa THE Park Baga River, Goa 30 2011
Hyderabad THE Park, Hyderabad 268 2010
Jodhpur Zone - by THE Park, Jodhpur 90 2017
Kolkata THE Park, Kolkata 200 1967
Navi Mumbai THE Park, Navi Mumbai 80 2007
Mumbai THE Park, Mumbai 60 2019
New Delhi THE Park, New Delhi 220 1987
Raipur Zone - by THE Park, Raipur 185 2018
Visakhapatnam THE Park, Visakhapatnam 66 1980
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History
The hotel business was started by Surrendra Paul in 1967, with the opening of the group's
first hotel, THE Park, a 150-room hotel on the fashionable Park Street in Kolkata, on 1
November; the 60 -room hotel at Visakhapatnam was added in 1968, while THE Park
New Delhi commenced operations in 1987. After the death of Surrendra Paul, his daughter
Priya Paul succeeded him in 1990. Subsequently, THE Park Bangalore was added in
2000, while THE Park Chennai was commissioned in 2002.
THE Park New Delhi, took up the restoration of the 1724 built astronomical
observatory, Jantar Mantar, in 2000, after an MoU with the Archaeological Survey of
India (ASI).
In 2006, Forbes, listed "Atrium" in THE Park Chennai, with its menu designed by Italian
chef Antonio Carluccio, amongst India's top 10 Most Expensive Restaurants. In 2010, The
Independent, listed THE Park Hyderabad amongst its list of "100 holiday ideas for 2010".
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DEPARTMENTAL FUNCTIONS IN THE PARK
FRONT OFFICE DEPARTMENT
Hospitality is the basic component in the hotel industry, and the Front Office
department is all about hospitality and image building. Front Office is the first department
with which the guests come in contact; therefore, it is up to this department to keep up the
image of the hotel.
The personnel in the Front Office department receive the guests and guide them to
their rooms or required places, offering them helpful guidance whenever requested. Since
the Front Office personnel are the personnel with whom most frequent contact is
established by the visitors, they need to possess a pleasing demeanor under all situations.
The various sections of this department are telephone, reservations, reception, bell desk,
cashier, hospitality desk, business centre.
This department as it is the first to come in contact with the guests it implies to this
department to impress a good image of the hotel to the guests.
HOUSE KEEPING DEPARTMENT
The House Keeping department looks after the overall sanitation of the hotel. It
contains an executive, supervisors, houseman and other staff. The primary job of the
department is to see that all areas of the hotel are kept clean. If falls upon the House
Keeping department to change the bed sheets, linen etc… in the individual rooms and take
care of the laundry requirements of the guests.
The House Keeping department plays a prime role in bolstering the image of the
hotel for it’s an essential service and bears direct contact with the guests.
The house keeping departments works in three shifts. They are-
SHIFT A - 7.00 To 15.00 Hrs
SHIFT B - 15.00 to 20.00
Hrs SHIFT C - 21.00 to 7.00
Hrs
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The following are the files and registers at DESK of House keeping…
 Guest calls
 Departure
 Key
 Staff placement
 Briefing
 Guest comment
 Logbook
 Attendance
 Handover
 Staff movement
 Lost & Found
 Job order
ENGINEERING DEPARTMENT
This is the unique department handling exclusive by the technical aspect of the
hotel. This department acts, as the nerve center to carry out the operations in the hotel
every department is directly dependent on this department. It supplies each department
with the required proportion of power. It also looks into the repairs all over the hotel
including the pipelines. The water supplied in the hotel is first processed in its processing
plant and then let out; therefore every basic necessity of the entire hotel is fulfilled by this
department.
SECURITY DEPARTMENT
In the ancient treaties, the Arthasastra, Kautilya give great element of importance
to the maintenance of security at home and outside. Indeed, security is a very important
aspect of running a hotel, for when people walk in unsuspectingly to be your guest, its
imperative that due importance should be given to their life and belongings.
Over here, the Security department consists of an executive, four supervisors

working on contract and their crew. Among the functions of the security department are
included.
• Checking of non-executive staff.
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• Checking of all in and out movements.
• Surveillance of the entire hotel.
• Curtaining non-disciplinary actions.
• Surveillance of hotel staff.
• Emergency duties like fire fighting etc…
A unique feature of the security department is that is possesses a key to every

department in the hotel.
The boys are distributed on geographic bases in the hotel premises. Two boys at
the gate, one in the lift each in each floor and two at the office. The supervisor is one for
each shift.
FINANCE DEPARTMENT
The accounts department is headed by the Finance Director and is assisted by

Finance Manager. This department runs with 7 staff members. Being a major for any
organizations, very minutest detail must be taken care of and hence, the accounts staff is
responsible to look after the finances of the company .Account department has to
cooperate and coordinate so that the company is operational a break-even with less
occupancy ratio.
FOOD & BEVERAGE (SERVICE) DEPARTMENT
It acts as a medium through which the services produced are offered to customers. its
restaurant service offers its services to the customers in the three eloquent restaurants
namely.
o THE SHACK
o AQUA
o BAMBOO BAY
o SOME WHERE ELSE
o VISTA
While the room service is meant for the guests residing in the rooms of the hotel. The
Banquet service looks after the gathering and functions conducted in the hotel premises.
This department is headed by an executive followed by the captains leading their

teams to offer their best services to their guests.
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FOOD & BEVERAGE (PRODUCTION) DEPARTMENT
A hotel gains its reputation through the quality of services it offers to its customers
among the variety of services catering is the prime service. It is so because this is the
aspect in which one hotel distinguishes its self among others.
F & B (P) is the department, which holds the key responsibility for this service.
This department cooks food to cater the tastes of its customers. It is divided into Indian,
Continental and Chinese, Tandoori, Bakery & Halwai . In each section DCP is the head.
The type of food ordered for is prepared in its exclusive section.
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The F&B Department consists of :
INDUSTRIAL TRAINEERS
ON THE JOB TRAINERS
COMMI-3
COMMI-2
COMMI-1
DCDP
4
CDP
SUE.CHEF
EXECUTIVE CHEF
KITCHEN STEWARDING DEPARTMENT
While the Chefs go about their working chores, it is necessary that there should be
some one to take care of the sanitary requirements of the kitchen, maintain the cooking
utensils etc. The kitchen steward department steps into fulfill the role.
The kitchen stewards department consists of an executive, assistances and contract

workers and member of his staff. It falls upon the department to see that the conditions of
the kitchen are hygienic, that all the plates, utterly and working utensils are washed and
kept clean, that the various appliances in the kitchen and see that they are supplied to the
same. In short, the hygiene of the food being served to the guest depends a lot on the
efficiency of the kitchen stewards department.
The department mainly consists of contract workers on the work front. This
department has also an additional responsibility to observe the efficiency of its workers
and appoint them as permanent work force in the hotel.
HR DEPARTMENT
It is headed by Manager HR assisted by HR Executive and a Asst.Manager L&D.
Human resource operations carried at THE Park hotel, Visakhapatnam.
 Attendance is being calculated on a daily basis using the biometric system.

 Salaries are calculated from 1 st of previous month to till 31 st of previous
month and pay slips are issued on the next day of salary credited in the
current month.
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The Activities conducted by the HR Department are:
 Recruitment and Selection

 Training and Development
 Performance Appraisal
 Selection
 Orientation
TOWN HALL MEET
An employee gathering conducted at THE Park hotel every month as a recognition for their
hard work and efforts.
The AWARDS & RECOGNITIONS ARE
 Spot award
 Fashion icon(male)
 Fashion icon(female)
 Special mention
 Guest choice award
 Best employee of the month
 Merit employee of the month
 Outstanding performance
 Outstanding performance(exe)
 Promising new comer
 Innovative excellence
 Innovative excellence exe
Welcome Back – Re - employment Program
At ASPHL, we look forward to welcoming back our “alumni” --- ex-team

members with positive performance record and those who displayed
contribution and commitment during their past tenure with us.
The process of re-employment will follow Company policy and require
Corporate-level approvals as stated below:
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1. For Executive team : Managing Director & Chairperson
2. For Non-Executive team : Corporate Director – Human Resources
Park Net
Computer kiosks set up in designated areas for employees to use for browsing
the net, using intranet, completing EMBO or any other projects. Please comply
with the company IT policy and guidelines.
THE Park Connect on Facebook
An interactive, online platform on Facebook that connects our alumni and

current teams. A wonderful space to share and learn. Stay tuned to happenings
across our hotels !
APEEJAY People - Our Group Intranet
An online space to network, connect with people across our hotels and other
group companies and enhance self awareness and knowledge about our
organization. The intranet also contains detailed information on our various
policies, systems and rules. Please comply with the company IT policy and
guidelines.
MARKETING ACTIVITIES
It is headed by ADOS. He is assisted by Marketing Executive, sales executive and

sales Coordinator.
Sales in Hotel
Rooms, Conference halls, Restaurants and Banquets.
Functions of Sales Department
1. Airport Sales:
THE PARK manages an airport counter, up keep of tariff sheets, visiting cards
and photographs, depicting various activities and amenities that are normally
provided.
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• Departure Lounge: Guest will be waiting in the departure lounge, waiting to
board the plane. Hence, they can give visiting cards, tariff sheets and convey good
account of the hotel as reference.
• Arrival Lounge: THE PARK can speak to the quest and if they find they do not
have a confirmed reservation with any hotel, THE Park can invite them to stay at
their rooms and arrange transport for the guest.
2. Oral Selling Public Relations:
THE PARK interacts with Firms, Companies, Corporates, Insurance companies,

Shipping companies, Licensing agents and meets the top head and explains the
services THE PARK is rending to the valued customers across the country and
to make them put their case in THE PARK, Visakhapatnam.
3. Sponsorships:
For conducting food festivals, THE Park may approach some companies and get
some sponsorship.
4. Press Release:
• Put a poster in place where lots of people come from different parts of the country.
• Introductory Letters are sent to company officials to whom THE PARK arranges
at the airport/railway station for bringing parties.
• “THANK YOU” letters are sent to quests that have stayed with THE Park and
are satisfies and left happy with cherished memories.
• “Discount Letters” are sent to companies who can assure of a certain granted
rooms in a year so that high occupancy ratio can be achieve.
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CHAPTER- 3
THEORETICAL FRAMEWORK
4
EMPLOYEE RETENTION
Introduction
Employee retention is the organizational goal of keeping productive and talented workers
and reducing turnover by fostering a positive work atmosphere to promote engagement,
showing appreciation to employees, providing competitive pay and benefits, and
encouraging a healthy work-life balance.
Employers are particularly interested in retaining employees during periods of low

unemployment and heightened competition for talent. To retain employees, organizations
use human resources technology for recruiting, onboarding, engaging and recognizing
workers, as well as offering more work flexibility and modern benefits like physical and
financial wellness programs.
Why employee retention is important

Employee retention is important to team building and cohesion in the workplace so
workers can come to trust and depend on each other.
Diminished productivity and competitive advantage are among the biggest losses when
talented employees leave an organization. High employee turnover rates can harm an
organization's ability to carry out its mission due to impairments to continuity, loss of
institutional knowledge, and high costs of replacing departing workers and training new
replacements. Employee departures can also lower morale and prompt more employees to
leave the organization.
Another negative effect of turnover is the impact to customers who notice that they're
dealing with a continual flow of different people. High turnover typically signals
consumers that there's something wrong with the organization or brand.
Key causes for high employee turnover

Exit interviews and employee surveys reveal some of the more common reasons why
employees quit their job, including the following:
 poor compensation;
 insufficient employee benefits;
 lack of remote work and work-from-home opportunities;
 lack of career development opportunities;
 lack of work-life balance;
4
 poor or undefined company culture;
 no sense of belonging with team members or the company at large;
 lack of recognition or rewards;
 concerns about the company's financial health; and
 better job opportunities elsewhere.
Effective employee retention strategies
Companies concerned about retaining valued employees can take several immediate
actions in key areas to help bolster their retention programs and lower turnover rates.
On boarding. Companies focused on retaining employees usually start with the hiring and
on boarding process by giving new workers adequate training and orientation about the
company's culture. They also give new employees an opportunity to ask questions about
their work and engage in dialogue with their supervisors. Employees are often offered, or
at least surveyed on, flexible or hybrid work schedules to better ensure a good work-life
balance and improve the overall employee experience.
Recognition, rewards and compensation. Some organizations use systematic

recognition and rewards strategies to show they value their employees. Some
employers rely on employee engagement software that uses gamification and other
techniques to recognize workers and provide rewards and perks like retail discounts.
Employers also focus on competitive pay using employee compensation management
software that compares pay rates with benchmarks for given regions, job titles and
performance ratings.
Benefits. Employers seek to distinguish themselves in the hiring arena by offering slates
of varied benefits, including voluntary, employee paid and corporate subsidized. Newer
types of benefits include lower premium, higher deductible health insurance plans, pet
insurance, education debt repayment programs and legal counselling.
Performance feedback and reviews. To promote good communication and transparency,

especially with the advent of remote and hybrid workforces, many companies don't wait
for an annual review to evaluate an employee's performance. Instead, managers hold
frequent one-on-one meetings with employees to provide constructive feedback,
periodically discuss their professional interests and goals, and encourage new ideas.
Training, education and development. Companies offer employees opportunities for

advancement through programs that provide upskilling, succession planning and
attendance at conferences and webinars. They also promote programs that pair an
employee with a mentor who can offer guidance and training in a specific area of
expertise.
5
Perks. To foster work-life balance, companies offer flexible work schedules, time off and
shorter work weeks; telecommuting via work-from-home schedules; and remote work
opportunities for extended vacation and holiday location stays. They also train managers
to encourage employees to take vacations.
Amenities. Employers increasingly provide office amenities such as ergonomic and

standing desks, subsidized meals, free refreshments, day-care, elderly care and relaxation
hubs featuring games like ping-pong and pool.
ATS software is among the many HR tools that play a role in employee retention activities.
Employee retention metrics and measuring
HR departments can deploy employee engagement software to do pulse surveys on worker
impressions of the company and take action to remedy areas where employees show low
job satisfaction. Such surveys are usually anonymous and brief, so employees are more
likely to participate.
Within an organization, a feeling of belonging and being heard are considered key aspects
of employee retention. Workers also often cite the importance of managers who support
them. Frequent surveys are a way to gauge employee feelings about their supervisor.
Employers also use corporate wellness technology that encourages companywide

teamwork through a variety of techniques, such as competitive activities and group
volunteer projects. Promoting physical and psychological well-being is sometimes a key
aspect of corporate
5
wellness. For example, organizations can provide incentives and discounts on health
insurance for employees who use wearables, mobile devices and other metrics to track
their physical health and activity.
Using HR software to improve employee retention

Depending on the application, there are several different types of HR software available,
including hybrid work systems, HR information systems, HR management systems,
human capital management systems, applicant tracking systems and payroll systems.
For hybrid work schedules, the newest category of HR software manages flexible hours
and work environments that blend on-premises and remote work scheduling for each
employee, as well as space requirements such as hot disking, hoteling, customizable work
hubs and conference areas. These tools can also play a role in managing employee
retention efforts. In addition, HR information, management and capital management
systems incorporate elements of employee retention tracking and management.
Time Office Functions:
It checks the personal grooming, proper shaving, neat haircut, proper pressed
uniform, short nails, well-polished brass buttons, shoe polishing, wearing black socks of
the employees in the hotel.
Libraries:
All the employees are invited to make use of books available in the library on a periodic
basis.
Absenteeism:
Absenteeism without intimation will be treated severely. An advisory memo will be

sent to absentee beyond 3 days. It intimation has to be given by the employee to the
concerned in charge personally. In case of sickness the employee has to get a medical
certificate of sickness and fitness from the ESI doctor only.
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Telephone Calls:
Personal calls are strictly not entertained. Messages are taken by the security guard
and passed to the concerned employee through a message slip. Urgent message will be
passed to the concerned HOD as well as to the employee.
Cafeteria:
Park café is an in house café. It caters to all the hunger needs of all the employees,
executives and managers who can have their meals and snacks in the cafeteria during the
prescribed timings. The means are charged at subsidized rate however as under.
5
CHAPTER-4
DATA ANALYSIS AND

INTERPRETATION
5
TABLE NO. 4.1
ARE THE EMPLOYEES WORKING IN THE HOTEL ARE RESPONDENTS BY AGE
Age in years Number of respondents Percent

20-25 18 15%
26-35 74 62%
36-50 28 23%
TOTAL 120 100%
respondents
36-50 20-25
23% 0% 15%
20-25
26-35
36-50
26-35
62%
INTERPRETATION:
Most of the respondents (90%) are above the age of 26 years among which a majority of
the respondents (62%) belong to the age group of 26-25 years and the remaining one
third of the respondents (23%) belong to the age group of 36-50 years of age. More than
one tenth of the respondents (15%) belong to the age group of 20-25 years.
INFERENCE: Majority (62%) belong to the age group of 26-25 years.
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TABLE NO. 4.2
IS THERE A DIFFERENCE IN THE LEVEL OF RESPONDENTS BY THEIR
GENDER WORKING IN THE HOTEL
Gender Number of respondents Percent

Male 98 82
Female 22 18
TOTAL 120 100
.
percentage
female 18%
male 82%
male
female
INTERPRETATION: It demonstrates that more than three fourth of the respondents

(82%) are men and the remaining less than one fourth of the respondents (18%) are
women.
INFERENCE: Majority (82%) belong to the age group of men.
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TABLE: 4.3
DOES THE RESPONDENTS WORKING IN THE HOTEL HAVE AN

EDUCATIONAL BACKGROUND
Educational Number of respondents Percent
Qualifications
M.B.A 56 47
B.H.M 62 52
Others 2 1
TOTAL 120 100
Column1
1%
47% mba bhm

52% others
INTERPRETATION:
It is found that most of the respondents (80%)are professionally qualified in which a
vast majority of the respondents (47%) have completed Master Business Administration
and the remaining little more than one-fifth of the respondents (8%)have completed
their Master Social Work, , the others respondents (1%) are not professionally qualified.
INFERENCE: Majority (47%) belong to Master Business Administration.
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TABLE: 4.4
THE YEARS OF EXPERIENCE OF THE EMPLOYEES WORKING IN THE HOTEL
Experience in years Number of respondents Percent
2-5 years 88 73
5-10 years 32 27
10-15 years 0 0
TOTAL 120 100
Sales
0%
27%
73% 2 to 5
5 to 15 15to20
INTERPRETATION
The table depicts that most of the respondents(73percent) have had a work
experienceof2- 5years,and the remaining (27percent)of the respondents have 5-10 years
of work experience.
INFERENCE: Majority (73%) belong to had a work experience of 2-5 years.
ANALYSIS ON GROWTH STRATEGIES

Growth strategies deal with the personal and professional growth of the employees. The
strategy concentrates in providing the employees adequate developmental and growth
oriented opportunities. The various strategies that constitute growth strategies are
●Establishing learning culture.
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●Providing adequate, essential and effective training programme.
●Investing in individual career planning.
●Career development policy.
TABLE: 4.5
DO YOU AGREE THAT THE VISION OF ORGANIZATION IS BEING
COMMUNICATED PROPERLY IN THE HOTEL
Level of agreement Number of respondents Percent

Strongly agree 2 2
Agree 108 90
Disagree 10 8
Strongly disagree 0 0
No idea 0 0
TOTAL 120 100
Series 1
NO IDEA0
STRONGLY DISAGREE0
DISAGREE 8
AGREE 90
STRONGLY AGREE4.3
010 20 30 40 50 60 70 80 90 100
Series 1
INTERPRETATION
Proper communication of vision to the employee is considered important. demonstrates
that most of the respondents (90%)agree that vision of the organization is clearly
5
communicated and the remaining (10%) of the respondents disagree that vision of the
organization is not communicated clearly.
INFERENCE: Majority (90%) agree that the vision of the organization is clearly
communicated.
TABLE: 4.6
IS THERE ANY IMPORTANCE GIVEN TO YOUR PARTICIPATION IN
DECISION MAKING

Strongly agree 4 3
Agree 18 15
Disagree 66 55
No idea 4 3
TOTAL 120 100
Series 1
NO IDEA 3
STRONGLY DISAGREE 23
DISAGREE 55
AGREE 15
STRONGLY AGREE3
0 10 20 30 40 50 60
Series 1
6
INTERPRETATION
The Table No demonstrates that most of the respondents (55%) disagree that they are
not part of the decision making, and the remaining one fourth of the respondents (23%)
have strongly disagreed that they are not given a chance in decision making, and the
remaining a one third of the respondents (15%) have agreed that they were part of
decision making, and the remaining (3%) of the respondents strongly agreed that they
were part of decision making.
INFERENCE: Majority (55%) disagree that they are not part of the decision making,
and the remaining one fourth of the respondents.
TABLE: 4.7
ARE THE TRAINING SCHEDULED ON A REGULAR BASIS
Level of agreement Number of respondents Number of respondents
Strongly agree 12 10
Agree 80 67
Disagree 24 20
No idea 2 2
TOTAL 120 100
6
Sales
2%
2%
10%
20%
strongly agree agree
neutral
disagree
strongly disagree
66%
INTERPRETATION:
Training plays a vital role in developing one's personality, and it motivates one to work
effectively and efficiently. Table illustrates that most of the respondents (77%) agree
that job related training is given regularly, and one-third of the respondents(22%)
disagree that job related training is not given properly.
INFERENCE: Majority (77%) agree that job related training is given regularly, and
one third of the respondents.
TABLE: 4.8
IS THERE A FREE FLOW OF COMMUNICATION BY ORGANIZATION

Strongly agree 4 3
Agree 54 45
Disagree 46 38
6
TOTAL 120 100
Sales
13% 03%%
46%
38%
strongly agree agree disagree
strongly diagree
INTERPRETATION
Communication is important in an organization to develop interpersonal relationships
among the employees illustrates that most of the respondents (48%) agree that there is
free flow of communication by the organization, and the remaining (51%) disagree that
there is no free flow of communication.
INFERENCE: Majority (51%) disagree that there is no free flow of communication.
TABLE: 4.9
WHAT ARE THE OPPORTUNITIES BEING OFFERED IN THE PARK HOTEL
Strongly agree 4 3
Agree 84 70
Disagree 32 27
TOTAL 120 100
6
Sales
3%
27%
strongly disagree agree

70% diagree
INTERPRETATION
Career growth helps the employees to develop the skills, knowledge about the work.
Table No.2.9 illustrates that most of the respondents (73%) agree that organization
provides opportunities for career growth and the remaining one third of the respondents
(30%) disagree that there are less opportunities for career growth.
INFERENCE: Majority (73%) agree that organization provides opportunities for

career growth and the remaining one third of the respondents
TABLE: 4.10
WHAT IS THE PRESENCE OF OPPORTUNITIES FOR INTERNAL PROMOTIONS

Agree 74 62
6
Disagree 22 18
No idea 6 5
TOTAL 120 100
Sales
5%9%
19%
no idea
67%
INTERPRETATION
Promotions are given based on the performance of the employees. illustrates that most
of the respondents (77%) agree that there are opportunities for internal promotions, and
the remaining (23%) disagree that there are no opportunities for internal promotions.
INFERENCE: Majority (77%) agree that there are opportunities for internal
promotions, and the remaining
TABLE: 2.11
IS THE OBJECTIVE MET THROUGH MUTUAL GOAL SETTING AND
PROBLEM SOLVING
Level of agreement Number of respondents Number of respondents
6
Strongly agree 8 7
Agree 46 38
Disagree 56 47
TOTAL 120 100
Sales
8%8%

38% diagree
46% strongly disagree
INTERPRETATION
Organizational objectives are met through mutual goal setting in the organization.
demonstrates that most of the respondents (55%) disagree that there is no mutual goal
setting, and the remaining (45%) agree that objectives are met through mutual goal
setting and problem solving.
INFERENCE: Majority (55%) disagree that there is no mutual goal setting, and the
remaining.
TABLE: 4.12
6
WHAT IS THE EXISTENCE OF HARMONY AND SUPPORTING
RELATIONSHIP AMONG TEAM MEMBERS

Agree 68 57
Disagree 52 43
TOTAL 120 100
Sales
43%
57%
agree
diagree
INTERPRETATION
A sense of awe plays a vital role in a team. Table No.2.12 illustrates that most of the
respondents (57%) agree that there is the existence of harmony and supporting
relationships among team members in the organization, and the remaining one fourth of
the respondents (43%) disagree that there is no harmony and supporting relationship
among team members.
INFERENCE: Majority (57%) agree that there is the existence of harmony and
supporting relationships among team members in the organization, and the remaining
one fourth of the respondents.
6
TABLE: 4.13
THE LEVEL OF INVOLVEMENT IN PROMOTING BRAND IMAGE OF THE

ORGANIZATION

Strongly agree 10 8
Agree 78 65
Disagree 6 5
TOTAL 120 100
Sales
8%
22%

5% strongly disagree
65%
INTERPRETATION
Brand is the one which promotes the image of the organization. It demonstrates that
most of the respondents (73%) agree that they promote the brand image of the
organization and the remaining (27%) disagree that they don’t involve themselves in
promoting the image of the organization.
INFERENCE: Majority (73%) agree that they promote the brand image of the
organization and the remaining.
6
TABLE: 4.14
IS THERE A DEMONSTRATION FOR IN TOLERANCE OF POOR PERFORMANCE

Strongly agree 8 7
Agree 66 55
Disagree 22 18
TOTAL 120 100
Sales
7%
20%
strongly agree
18% agree
55% disagree
stongly disagree
INTERPRETATION
Poor performance reflects on the development of the employees. It is hindrance for his
career development; It demonstrates that two third of the respondents (62%) agree that
poor performance cannot be tolerated and the remaining (38%) of the respondents
disagree that poor performance is not to be tolerated.
INFERENCE: Majority (62%) agree that poor performance cannot be tolerated
6
TABLE: 4.15
THE PRESENCE OF FLAT STRUCTURE AND TRANSPARENCY WITHIN THE
HOTEL PREMISES
Agree 16 13
Disagree 38 32
No idea 16 13
TOTAL 120 100
Sales
14% 9%
15% strongly agree agree disagree
strongly disagree
26% no idea
36%
INTERPRETATION
It depicts that most of the respondents (31%) agree that there is flat structure and
transparency in the organization, and the remaining (55%) disagree that there is no flat
structured and transparency in the organization, and the remaining (13%) have no idea
regarding organizational structure.
INFERENCE: Majority (55%) disagree that there is no flat structure and transparency
in the organization.
7
TABLE: 4.16
IS THE INFRASTRUCTURE AND ATMOSPHERE SUITABLE FOR WORKING IN
THE ORGANISATION

Agree 76 64
Disagree 10 8
TOTAL 120 100
Sales
8% 3%
storngly disagree
64%
Interpretation
Infrastructure is the one which supports the employee to work better.

It depicts that two third of the respondents (89%) agree that they have ambient work
infrastructure and atmosphere, and the remaining (11%) disagree that they are not
comfortable with infrastructure.
7
INFERENCE: Majority (89%) agree that they have ambient work infrastructure and
atmosphere.
TABLE: 4.17
IS THE AREA HAVING AN ACCEPTABLE GEOGRAPHIC LOCATIONS FOR
WORK

Agree 64 53
Disagree 20 17
No idea 4 3
TOTAL 120 100
Sales
3% 14%
14%
strongly disagree
17% no idea
52%
INTERPRETATION:
Location is important for an employee to work .
7
It demonstrates most of the respondents (66%) agree that they are provided with a good
location for work, and the remaining (31%) disagree that they are not provided with
comfortable locations for work.
INFERENCE: Majority (66%) agree that they are provided with a good location for
work
TABLE: 4.18
IS THERE A PRACTICE OF PROFESSIONALISM IN THE WORK
ENVIRONMENT OF THE HOTEL
Agree 20 17
Disagree 46 38
TOTAL 120 100
Sales
17%
45%
38%
agree
disagree strongly disagree
INTERPRETATION
Professionalism plays a vital role in imparting what we learnt.
7
It Demonstrates that two third of the respondents (83%) disagree that professionalism is
not practiced at work, and the remaining (17%) of the respondents agree that
professionalism is practiced at work.
INFERENCE: Majority (83%) disagree that professionalism is not practiced at work.
TABLE: 4.19
ARE THE EMPLOYESS GIVEN TIME TO HAVE FUN AND ENJOYMENT IN
THE HOTEL

Agree 76 63
Disagree 18 15
TOTAL 120 100
Sales
7% 15%
storngly disagree
63%
7
INTERPRETATION
Nowadays work has become fun, so that there would be full involvement in the job. It
depicts that most of the respondents (78%) agree that they enjoy their work, and the
remaining (22%) of the respondents disagree that there is no enjoyment at work.
INFERENCE: Majority (78%) agree that they enjoy their work, and the remaining
(22%) of the respondents disagree that there is no enjoyment at work.
.
TABLE: 4.20
WHAT IS THE RATE OF PROMOTIONS UPON PERFORMANCE BASIS GIVEN IN
THE HOTEL

Agree 64 53
Disagree 28 23
Strongly Disagree 12 10
TOTAL 120 100
Sales
10% 13%

storngly disagree
54%
7
INTERPRETATION
Promotions is one which motivates the employees to work better, and it is like that of a
reward given to the employees
.It demonstrates most of the respondents (67%)agree that promotions are based on
performance basis, and the remaining (33%)disagree that promotions are not given
,based on performance basis.
INFERENCE: Majority (67%) agree that promotions are based on performance basis
TABLE: 4.21
ARE THE EMPLOYEES BEING RECOGNISED FOR THEIR HARD WORK AND
TALENT
Level of agreement Respondents Percentage
Agree 84 70
Disagree 10 8
TOTAL 120 100
7
Sales
8% 2%
20%
storngly disagree
70%
INTERPRETATION
Hard work is one which plays a vital role in organization.
It depicts two third of the respondents(90%) have agreed that there is recognition for
hard work and talent, and the remaining (10%) disagree that there is no recognition for
hard work.
INFERENCE:
Majority (90%) of the respondents have agreed that there is recognition for hard work
and talent.
TABLE: 4.22
IS THERE AN ORGANIZATIONAL REWARD GIVEN FOR SHOWING THE MERIT
AND PERFORMANCE TO THE EMPLOYEES WORKING

Agree 42 35
Disagree 10 15
TOTAL 120 100
7
percentage
17%
30%
15% diagree
strongly disagree
35%
INTERPRETATION
Organizational reward is an important aspect to motivate the employees.
It demonstrates that most of the respondents (68%) agree that organizational rewards
are based on merit and performance, and the remaining (32 %) of respondents disagree
that rewards are not given on the basis of merit.
INFERENCE: Majority (68%) of the respondents agree that organizational rewards are
based on merit and performance.
TABLE: 4.23
DOES THE ORGANIZATION SUPPORT THE EMPLOYEES WITH HIGH
ACHEIVEMENTS

Agree 50 42
7
Disagree 40 33
TOTAL 120 100
Sales
2%
23%
33% strongly agree
agree
disagree storngly
disagree
42%
INTERPRETATION
Task oriented employees are always recognized by the organization .
It depicts that most of the respondents (65%)agree that organization supports high
achievers and the remaining one third of the respondents (35%) disagree that there is no
support for high achievers from the organization.
INFERENCE: Majority (65%) agree that organization supports high achievers and the
remaining one third of the respondents.
TABLE: 4.24
IS THERE AN ENCOURAGEMENT FOR TEAM REWARD MORE THAN AN
INDIVIDUAL REWARD TO THE EMPLOYEES

Strongly agree 10 8
Agree 62 52
TOTAL 120 100
7
Sales
8%
40% strongly agree agree

strongly disagree
52%
INTERPRETATION
Teamwork plays a vital role in the organization.
Table No.2.24 demonstrates two third of the respondents (60%) agree that organization
encourages team reward, and the remaining (40%) of the respondents disagree that
organization don’t encourage team rewards.
INFERENCE: Majority (65%) agree that organization supports high achievers and the
remaining one third of the respondents.
TABLE: 4.25
ARE THE REWARDS COMMENSURATE TO PERFORMANCE AND
CONTRIBUTION TO THE EMPLOYEES WORKING IN THE HOTEL
Level of agreement respondents Percentage
Agree 52 43
Disagree 40 34
TOTAL 120 100
8
Sales
8% 15%
storngly disagree
34%
43%
INTERPRETATION
Performance plays a vital role in the organization.
The Table No.2.25 demonstrates one third of the respondents (58%) agree that
organization encourages reward for performance, and the remaining (42%) of the
respondents disagree that organization don’t encourage rewards.
INFERENCE: Majority (58%) agree that organization encourages reward for

performance.
8
CHAPTER-5
FINDINGS, SUMMARY AND ANNEXURE
SUMMARY
8
A distinction should be drawn between low-performing employees and top performers,
and efforts to retain employees should be targeted at valuable, contributing
employees. Employee turnover is a sign of deeper issues that have not been resolved,
which may include low employee morale, absence of a clear career path, lack of
recognition, poor employee-manager relationships or many other issues. A lack of job
satisfaction and commitment to the organization can also cause an employee to withdraw
and begin looking for other opportunities. Pay sometimes plays a smaller role in inducing
turnover as is typically believed.
Hotel industry has been playing an important role in the economic development of
various countries. Almost all the developed countries and a majority of developing
emerged as service economies. USA was the first economy to become a service economy.
The basics intermediate demand for the development of the service sector are growth in
intermediate demand from various manufacturing organizations which are in the process
of unbundling and direct demand from customers. Service sector has been given important
place in the Indian planning since the sixth five-year plan. The service sector contribution
to the GDP of India rose from 28.6% to 45.19%in 1998-99.
The study is divided into 6 chapters. The 1 st chapter deals with introduction to the
sales promotions, need for the study, objectives, limitations are discussed briefly.
The 2nd chapter consist of industrial profile which means as the project belongs to
hotel Meghalaya, the total chapter is about brief explanation of the hotel, the 3 rd chapter
deals with company profile of THE PARK hotel
The 4th chapter deals with theoretical frame work of customers perception and
review of literature and in 5th chapter detailed analysis and interpretation of data has been
included, summary, findings and suggestion, were discussed in chapter 6th.
FINDINGS
 The Park hotel has a happy workforce with a majority of male employees (82%)
and a significant portion of female employees (12%).
 The hotel's employees have an average of 2-3 years of experience, and 70% are
satisfied with the sales in the company.
8
 The hotel provides awards and recognitions to its employees, which keeps them
motivated, and 67% of them are happy with the training given.
 The Park hotel offers career growth opportunities, with 73% of employees
expressing satisfaction with the career growth provided.
SUGGESTIONS
8
Retaining key is crucial for an organization's long-term success, and a retention strategy is
essential to ensure productivity and attract top candidates. Here are some suggestions to
help employees "fall in love" with their organization:
1. Retain key employees: Recognize top performers, offer job security, and
implement promotion opportunities to encourage loyalty and dedication.
2. Encourage growth and development: Offer training programs and support
continuous learning opportunities to enhance employees' skills and knowledge.
3. Offer incentives and rewards: Recognize employees' hard work and dedication
with proper incentives, rewards, and recognition, such as employee-of-the-month
or annual employee awards.
CONCLUSION
8
A distinction should be drawn between low-performing employees and top performers, and
efforts to retain employees should be targeted at valuable, contributing employees.
Employee turnover is a sign of deeper issues that have not been resolved, which may
include low employee morale, absence of a clear career path, lack of recognition, poor
employee- manager relationships or many other issues. A lack of job satisfaction and
commitment to the organization can also cause an employee to withdraw and begin looking
for other opportunities. Pay sometimes plays a smaller role in inducing turnover as is
typically believed.
Retaining key personnel is critical to long term success of an organization.

A Retention Strategy has become essential if your organization is to be productive over time
and can become an important part of your hiring strategy by attracting the best candidates. In
fact, some companies do not have to recruit because they receive so many qualified
unsolicited submissions due to their history of excellence in employee retention.
QUESSTIONNAIRE
Name (optional)
: Age:
8
a ) 1 8 - 25 b ) 2 6 - 35 c ) 3 6 - 45 d) 46-55 e) Over 55
Gender:
a) Male b) Female
Designation:
.
1. The preference of employees to move for a new job (new company)
a)Career growth b) Flexible Timings c) Lack of other benefits / perksd) Work environmet
e) Salary
2. The satisfaction of employees towards current job
a)
Very high b) Fairly enough c) moderate d) Very less e) Not at all
3. The level of satisfaction obtained in quitting the existing job

a)
Very high b) Fairly enough c) Moderate d) Very less e) Not at all
4. There are rewards and recognition for your achievements

a)
Highly satisfied b) satisfied c) Neither satisfied nor dissatisfiedd) Dissatisfied e) Highly Di
ssatisfied
5. The appreciation for work from co workers & supervisors are essential
a) Highly Agree b) Agree c) Neither d) Disagree e) Highly Disagree
6.Satisfaction gained from facilities provided by organization?
a)Very high b) Fairly enough c) moderate d) Very less e) Not at all
The infrastructure and equipment provided in the organization
is a)Excellent b) Very good c) Good d) Poor e) Worst
8. Bonus has an impact on the motivation levels and performance of an employee

9. Games and Cultural Events at work have an impact on motivation levels of

employees
10. The company provides opportunities for growth and development for employees
8
11. Are the company policies and procedures restricting your ability to work on your
job?
12. Do you feel importance given towards implementation of three R’s

(respect, recognition, reward) will increase employee retention
a)Highly agree b)Agree c)Neither d) Disagree e) Highly
disagree 13.Opinion towards working environment

a)Highly satisfied b) Satisfied c) Neither d) dissatisfied e) Highly dissatisfied
14. The level of satisfaction regarding the welfare measures provided by the employer
a) Highly Satisfied b) Satisfied c) Neither d) Dissatisfied e) Highly dissatisfied
15. Would you like to plan your further career in this organization?
a)Yes b) No
16. 16.
Provide any three major reasons which makes employees leaving an organization (You
can name more than one)
………………………………………………………………………………………………
………………………………………………………………………………………………
17. The factor that makes you proud of your organization
………………………………………………………………….....................................
......…………………………………………………………………………………………
….
Suggestions
:
8
BLIBILIOGRAPHY
 www. google.com
 www. wikipedia.com
 Human Resource Management (SubbaRao)
 https://www.sage.com/en-gb/blog/glossary/what-is-compensation-
management/#:~:text=Compensation%20management%20means%20the%20speci
alist,also%20benefits%2C%20bonuses%20and%20rewards.
 https://www.theparkhotels.com/visakhapatnam/
 https://www.APEEJAYgroup.com/
 https://www.researchgate.net/publication/339253142_A_Study_of_Employee_Ret
ention
 https://www.emexmag.com/top-5-employee-retention-objectives/
 https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/managing-for-employee-retention.aspx
8
9
90
9

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A STUDY ON

To THE PARK HOTEL

A Project report submitted to

Post Graduate Diploma in

Under the guidance of

Dr. Dwibhashyam.Uma Sundari

INTEGRAL INSTITUTE OF ADVANCED

MANAGEMENT (AFFILIATED TO AICTE)

I N.V.H.NIHAAL STUDENT OF IIAM PGDM 36 TH BATCH HEREBY, DECLARE THAT

THIS, RESEARCH PROJECT IS MY ORIGINAL WORK AND NOT SUBMITTED

PLACE: VISAKHAPATNAM N.V.H.NIHAAL

INTERNAL EXAMINER EXTERNAL EXAMINER

FACULTY GUIDE NAME & EXAMINER

DR. SATISH AILAWADI

IIAM BUSINESS SCHOOL

Roll number: 36021

2 Need for the Study 10

3 Objectives of the study 11

4 Research Methodology 12-13

5 Limitations of the Study 14

1 Industry Profile & Company Profile 15-40

1 Theoretical Framework 41-47

1 Data Analysis and INTERPRETATION 48-70

Human Resource Management in Hospitality Industry

Human Resource Management (HRM) is the management of people to achieve behaviour

The human resource department of a hotel is engaged in the anticipation, acquisition,

The following factors are important in order to retain employees:

Employees can be motivated by the following methods:

In an organizational context, HRM is a process that helps the employees of an

1. Acquire or sharpen capabilities required to perform various functions associated with

HR Challenges or Issues in Hospitality Industry

These are the challenges of HRM in the hospitality industry.

Importance of human resource:

Human Resources (HR) is an important function within organizations as it is responsible

• Recruitment and Selection: HR plays a critical role in attracting, recruiting and

• Employee Engagement and Retention: HR is responsible for ensuring that

• Performance Management: HR is responsible for managing the performance of

Let us understand why retaining a valuable employee is essential for an organization.

 Hiring is not an easy process:

 To identify how retention strategy, reduce turnover.

Research is a systematic method of finding solutions to problems. It is essentially an

Data Collection Methods:

 Some of them refused to accept the questionnaire due to lack of time.

MOTEL – THE CONCEPT

GROWTH OF HOTEL INDUSTRY

New Hotels Entering India:

This included products for construction and infrastructure building, an essential

Group’s Centennial, 2010, was celebrated with a 100 Community Initiatives as a

Today, APEEJAY Surrendra Group employs over 43000 people in rapidly

The main businesses of APEEJAY SURRENDRA GROUPS are as follows

APEEJAY Tea Limited is a Public incorporated on 27 April 1995. It is classified as

Amongst India's largest privately owned shipping companies (established in

1948). Experience, expertise, world-class service spanning 6 decades.

A team of dedicated professionals (both afloat and

ashore). An ISO 9001: 2000 company. (Approved by

Part of the diversified conglomerate “APEEJAY Surrendra” group (established in 1910).

APEEJAY OXFORD BOOKSTORE

THE PARK HOTEL

We will operate a collection of luxury boutique hotels

and restaurants, establishing global standards of product

quality and service excellence.

We will enhance customer experience and make It

the purpose of every action we take and every job we