A

Project Report
On
TRAINING & DEVELOPMENT
In

JAIPUR

Submitted to: Submitted by:

Miss Kavita Gidwani Akshat Vashistha

St. Wilfred's College of Management & Technology

Sector 10, Meera Marg, Madhyam Marg,
Mansarovar,
JAIPUR - 302 020

www.stwilfredscollege.in

1
 CERTIFICATE

“To Whom It May Concern”

This is to certify that the Project titled

“Training & Development” submitted by
Akshat Vashistha is a bonafide work carried
out by him at Hotel Om Tower, Jaipur from
1st July10 to 15th Aug.10 Under my guidance
I recommend its submission for evaluation.

2
 Mr. Shailendra Madhur
( Assistant Manager HR )

Date

ACKNOWLEDGEMENT

I take proud privilege in extending my sincere thanks and

gratitude to Hotel Om Tower, Jaipur.
I express my deep sense of gratitude to Mr. Shailendra
Madhur (Assistant Manager HR) for encouragement
and co-operation regarding this project and for providing
knowledge and understanding of Human Resources
Training & Development in Hotel Om Tower.
I thank all those people who have made voluntary
contribution in my training and project.
It has been of great learning to be on the training and doing
the project simultaneously, which enriched my knowledge
and developed my outlook for becoming a better
professional. Anticipating with conviction that I had been
some help to them, I look forward with a hope to work for
this organization in the near future.

3
 CONTENTS

S. Chapter Names
No.
1. Introduction of the Organization 6
• Basic meaning of Hotel 7
• About Hotel Om Tower
19
• Organization Structure
19
• Facilities Provided
20
• Location of the Hotel
26

2. Introduction of Training and

Development29
• Training Process
40
• Training Methodology
48

3. Research Methodology
54
• Objective of the study
55
• Data Analysis
56

4
 • Interpretation
60

4. Conclusion 69

5. Suggestions 71

6. References and Bibliography

73

CHAPTER - 1

INTRODUCTION OF
THE ORGANIZATION

5
What is the basic meaning of HOTEL?
British law defines it as a “Place where a bonafide traveling can
receive food & shelter, provided he is in a position to pay for it & is in
a fit condition to be received.” Hence a Hotel must provide food (and
beverages) and lodging to travelers on payment & has in turn, the
right to refuse if the traveler is drunk, disorderly, unkempt, or is not
in a position to pay for the services.
Since last 100 years, Jaipur has been waiting to see a monumental

creation, which could provide a new face to the Pink City. Till now we
have a custom to identify ourselves with Hawa Mahal or the Amer
Fort, as a major Tourist Attraction for Jaipur. Today it is a proud
moment for all of us that the tallest structure of Rajasthan is being
launched by Dr. T. C Kothari, Chairman of Kothari Group. The dream
was to offer to the people of Jaipur, a Hotel that could put Jaipur in
the forefront of Modern Cities. It is an example of modern building
technology and the safest & tallest building for public occupation.

A hotel is an establishment that provides paid lodging on a short-

term basis. The provision of basic accommodation, in times past,

6
consisting only of a room with a bed, a cupboard, a small table and a
washstand has largely been replaced by rooms with modern facilities,
including en-suite bathrooms and air conditioning or climate control.
Additional common features found in hotel rooms are a telephone, an
alarm clock, a television, and Internet connectivity; snack foods and
drinks may be supplied in a mini-bar, and facilities for making hot
drinks. Larger hotels may provide a number of additional guest
facilities such as a restaurant, a swimming pool or childcare, and
have conference and social function services.

Some hotels offer meals as part of a room and board arrangement. In

the United Kingdom, a hotel is required by law to serve food and
drinks to all guests within certain stated hours; to avoid this
requirement it is not uncommon to come across private hotels which
are not subject to this requirement. In Japan, capsule hotels provide
a minimized amount of room space and shared facilities.

In Australia and Canada, hotel may also refer to a pub or bar. In India,
the word may also refer to a restaurant since the best restaurants
were always situated next to a good hotel

The word hotel is derived from the French hotel (coming from hotel
meaning host), which referred to a French version of a townhouse or
any other building seeing frequent visitors, rather than a place
offering accommodation. In contemporary French usage, hotel now
has the same meaning as the English term, and hotel particular is
used for the old meaning. The French spelling, with the circumflex,
was also used in English, but is now rare. The circumflex replaces
the’s’ found in the earlier hostel spelling, which over time took on a
new, but closely related meaning. Grammatically, hotels usually take
the definite article - hence "The Astoria Hotel" or simply "The
Astoria".

CLASSIFICATION

The cost and quality of hotels are usually indicative of the range and
type of services available. Due to the enormous increase in tourism
worldwide during the last decades of the 20th century, standards,
especially those of smaller establishments, have improved
considerably. For the sake of greater comparability, rating systems
have been introduced, with the one to five stars classification being
most common and with higher star ratings indicating more luxury.

7
Hotels are independently assessed in traditional systems and these
rely heavily on the facilities provided. Some consider this
disadvantageous to smaller hotels whose quality of accommodation
could fall into one class but the lack of an item such as an elevator
would prevent it from reaching a higher categorization. In some
countries, there is an official body with standard criteria for
classifying hotels, but in many others there is none. There have been
attempts at unifying the classification system so that it becomes an
internationally recognized and reliable standard but large differences
exist in the quality of the accommodation and the food within one
category of hotel, sometimes even in the same country. The
American Automobile Association (AAA) and their affiliated bodies use
diamonds instead of stars to express hotel and restaurant ratings
levels.

Tree house hotels

Some hotels are built with living trees as structural elements, for example the Costa
Rica Tree House in the Gandoca-Manzanillo Wildlife Refuge, Costa Rica; the
Treetops Hotel in Aberdare National Park, Kenya; the Ariau Towers near
Manaus, Brazil, on the Rio Negro in the Amazon; and Bayram's Tree Houses in
Olympos, Turkey.

Cave hotels

Desert Cave Hotel in Coober Pedy, South Australia and the Cuevas
Pedro Antonio de Alarcon (named after the author) in Guadix, Spain,
as well as several hotels in Cappadocia, Turkey, are notable for being
built into natural cave formations, some with rooms underground.

Capsule hotels

Capsule hotels are a type of economical hotel that are found in Japan.

Ice and snow hotels

The Ice Hotel in Jukkasjarvi, Sweden, and the Hotel de Glace in

Duschenay, Canada, melt every spring and are rebuilt each winter;
the Mammut Snow Hotel in Finland is located within the walls of the
Kemi snow castle; and the Lainio Snow Hotel is part of a snow village
near Yllas, Finland.

8
Garden hotels

Garden hotels, famous for their gardens before they became hotels,
include Gravetye Manor, the home of garden designer William
Robinson, and Clive den, designed by Charles Barry with a rose
garden by Geoffrey Jellicoe.

Underwater hotels

Lake Malaren, Sweden. Hydro polis, under construction in Dubai, will

have Some hotels have accommodation underwater, such as Utter
Inn in suites on the bottom of the Persian Gulf, and Jules Undersea
Lodge in Key Largo, Florida requires scuba diving to access its rooms.

Other unusual hotels

• The Library Hotel in New York City is unique in that each of its
ten floors are assigned one category from the Dewey Decimal
System.
• The Burj al-Arab hotel in Dubai, United Arab Emirates, built on
an artificial island, is structured in the shape of a boat's sail.
• The former ocean liner RMS Queen Mary in Long Beach,
California uses its first-class staterooms as a hotel.
• The Jail hotel Lowengraben in Lucerne, Switzerland is a
converted prison now used as a hotel.
• The Sheraton Doha Resort & Convention Hotel in Doha, Qatar is
known as the Pyramid of the Gulf due to its pyramidal
structure.
• The Liberty Hotel in Boston used to be the Charles Street Jail.

MOTELS
A motel is a hotel which is convenient for people who wish to be able
to have quick access from their parked car to a hotel room and whose
doors are outside and open up onto their automobile parking lot.

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 WORLD RECORD SETTING HOTELS

Largest

The hotel with the greatest number of rooms is the MGM Grand Las
Vegas in Las Vegas, United States, with a total of 6,852 rooms. In
2006, Guinness World Records listed the First World Hotel in Geanting
Highlands, Malaysia as the world's largest hotel with a total of 6,118
rooms.

Oldest

According to the Guinness Book of World Records, the oldest hotel

still in operation is the Hoshi Ryokan, in the Awazu Onsen area of
Komatsu, Japan which opened in 718.

Tallest

Burj Al Arab is the tallest building used exclusively as a hotel.

However, the Rose Tower, also in Dubai, which has already topped
Burj Al Arab's height at 333 m (1,090 ft), will take away this title upon
its opening.

Living in hotels

A number of public figures have notably chosen to take up semi-

permanent or permanent residence in hotels.

• Actor Richard Harris lived at the Savoy Hotel while in London.

Hotel archivist Susan Scott recounts an anecdote that when he
was being taken out of the building on a stretcher shortly
before his death he raised his hand and told the diners "it was
the food".

Some hotels have gained their renown through tradition, by hosting

significant events or persons, such as Schloss Cecilienhof in Potsdam,
Germany, which derives its fame from the Potsdam Conference of the

10
World War II allies Winston Churchill, Harry Truman and Joseph Stalin
in 1945. The Taj Mahal Palace & Tower in Mumbai is one of India's
most famous and historic hotels because of its association with the
Indian independence movement. Some establishments have given
name to a particular meal or beverage, as is the case with the
Waldorf Astoria in New York City, United States where the Waldorf
Salad was first created or the Hotel Sacher in Vienna, Austria, home
of the Sachertorte. Others have achieved fame by association with
dishes or cocktails created on their premises, such as the Hotel de
Paris where the crepe Suzette was invented or the Raffles Hotel in
Singapore, where the Singapore Sling cocktail was devised.

A number of hotels have entered the public consciousness through

popular culture, such as the Ritz Hotel in London, UK, through its
association with Irving Berlin's song, 'Puttin' on the Ritz'. The
Algonquin Hotel in New York City is famed as the meeting place of
the literary group, the Algonquin Round Table, and Hotel Chelsea,
also in New York City, has been the subject of a number of songs and
the scene of the stabbing of Nancy Spungen (allegedly by her
boyfriend Sid Vicious). The luxurious Grand Hotel Europe in Saint
Petersburg, Russia achieved fame with its inclusion in the James Bond
film Golden Eye.

An Apartment Hotel is a type of accommodation, described as "a

serviced apartment complex that uses a hotel style booking system".
It is similar to renting an apartment, but with no fixed contracts and
occupants can 'check-out' whenever they wish.

Apartment hotels are flexible types of accommodation; instead of the

rigid format of a hotel room, an apartment hotel complex usually
offers a complete fully fitted apartment. These complexes are usually
custom built, and similar to a hotel complex containing a varied
amount of apartments. The length of stay in these apartment hotels
is varied with anywhere from a few days to months or even years.
Prices tend to be cheaper than hotels. The people that stay in
apartment hotels use them as a home away from home; therefore
they are usually fitted with everything the average home would
require.

Origins

Apartment hotels were first created in holiday destinations as

accommodation for families that needed to 'live' in an apartment
rather than 'stay' as they would in a hotel. The apartments would
provide a 'holiday home' but generally be serviced. Later on these
apartments evolved to be complete homes, allowing occupants to do

11
everything they would at home, such as cleaning, washing and
cooking.

Services and facilities

Essentially the apartment hotel combines the flexibility of apartment

living with the service of a hotel. Many of the apartments take
advantage of prime locations with panoramic views of cities seen
through wall to ceiling windows. Suites usually include high quality
finishes, broadband connection & interactive TV, servicing and
integrated kitchen and bathroom. High quality leather sofas in the
living area and king size beds bring the hotel experience to a whole
new level. Those are the luxuries; they also come with the basics:
satellite or cable TV, washer, dryer, dishwasher, cooker, oven, fridge,
freezer, sink, shower, bath, wardrobes, all the furnishings to be
expected in a luxury home.

Extended stay hotels

Extended stay hotels are a type of lodging with features unavailable

at standard hotels. These features are intended to provide more
home-like amenities. There are currently 27 extended stay chains in
North America with at least 7 hotels, representing over 2,000
properties. There is substantial variation among extended stay hotels
with respect to quality and the amenities that are available. Some of
the economy chains attract clientele who use the hotels as semi-
permanent lodging.

Extended-stay hotels typically have self-serve laundry facilities and

offer discounts for extended stays, beginning at 5 or 7 days. They
also have guestrooms (or "suites") with kitchens. The kitchens
include at a minimum usually: a sink, a refrigerator (usually full size),
a microwave oven, and a stovetop. Some kitchens also have
dishwashers and conventional ovens.

Extended stay hotels are popular with business travelers on

extended assignments, families in the midst of relocation, and
anyone else in need of temporary housing. Extended stay hotels are
also used by travelers who appreciate the larger space a typical suite
provides.

Residence Inn is credited with popularizing the "extended stay"

concept. The chain was launched in 1975 in Wichita, Kansas by Jack
Deboer, and acquired by Marriott Corporation in 1987. As of April
2005, there were over 450 Residence Inn hotels in the United States,
Canada and Mexico. Jack DeBoer has jumped back in the Extended
Stay market developing a concept called Value Place.

12
Other upscale brands of extended-stay hotels, such as Stay bridge
Suites which is part of the InterContinental Hotels Group, have made
this segment of the lodging industry one of the fastest-growing.

One of today's most popular long term lodging brands came from the
merger of Extended Stay America and Homestead Hotels. Both these
chains were already well established when they combined in 2004 to
become Extended Stay Hotels with over 670 owned and operated
properties nationwide.

Another worldwide hotel chain, Choice Hotels International, franchisor

for name brands such as Comfort Inn, Comfort Suites, Sleep Inn and
Quality Inn, entered the extended stay market with their Mainstays
Suites brand. They proceeded to acquire the Suburban Extended Stay
hotel chain in 2005, making them a sizeable extended stay system
with over 150 hotels open and under development.

In the United States, a popular low-budget extended stay chain is In

town Suites. The chain, which was founded in 1988, now has nearly
140 locations in 21 states, and is distinguished for offering weekly
rates much lower than many other chain lodging companies in North
America. The company, however, has been criticized by many of its
guests and reviewers for providing a sub-standard quality of service,
poorly maintaining its properties, and treating its guests poorly.

Extended stay concept is steadily spreading throughout Europe due

to increase in the number of travelers and business people visiting
every year. The concept was organized by Belgium Housing and the
chain of hotels covers 42 countries of Europe including all the major
cities of the continent.

STUDIO APARTMENT HOTELS

A studio apartment (studio flat in the United Kingdom), or an

efficiency apartment or bachelor style apartment or bachelorette, is a
self-contained, small apartment, which combines living room,
bedroom and kitchenette into a single unit, barring a bathroom.
"Bachelor" or "efficiency" apartments are sometimes smaller than
studio apartments.

In British usage, a studio flat has its own bathroom; a single room
with cooking facilities and a shared bedroom is known as a bedside.

Studio, efficiency, and bachelor style apartments all tend to be the

smallest apartments with the lowest rents in a given area, usually
ranging around 300 to 600 square feet (25-60 square meters). These
kinds of apartments typically consist of one large room which serves

13
as the living, dining, and bedroom. Kitchen facilities may be located
in the central room, and the bathroom is often in its own smaller
room.

United States

A variation common in New York City is the "L-shaped" or "alcove"

studio, in which the central room branches off into a small alcove that
can be used for sleeping or dining.

Australia

Studio apartments are becoming increasingly common in the CBDs of

large Australian cities such as Sydney and Melbourne. This is
generally believed to be in response to the shrinking average
household size, particularly in the 18 to 30 age group.

The majority of studio apartments in Australia are owned by private

investors seeking higher rental yields. Although most occupants are
18 - 30 years old, few are able to obtain finance to buy their own
studio apartment so are instead forced to continue renting.

Singapore

Studio apartments, in the context of Singapore's public housing, are

flats that are specifically built by the Housing and Development
Board to cater to the growing senior citizen population, although
there is growing popularity among young working singles.

ECO HOTELS

Eco hotel is a term used to describe a hotel or accommodation that

has made important environmental improvements to its structure in
order to minimize its impact on the environment. Traditionally these
hotels were mostly presented as Eco Lodges because of their
location, often in jungles, and their design inspired by the use of
traditional building methods applied by skilled local craftsmen in
areas such as Costa Rica and Indonesia.

Today the term has developed to include properties in less “natural”

locations that have invested in improving their “green” credentials.

An eco hotel should meet the following criteria:

• Dependence on the natural environment

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 • Ecological sustainability
• Proven contribution to conservation
• Provision of environmental training programs
• Incorporation of cultural considerations
• Provision of an economic return to the local community

The term is being used on a more regular basis as new websites

devoted to the subject become more prominent and hotel owners are
more interested in protecting the areas their guests have come to
visit.

New properties are being built from sustainable resources – tropical

hardwoods, local stone – and designed to better blend in with their
environment. In addition they are also being run on eco-friendly
principles, such as serving organic or locally grown food or using
natural cooling as opposed to air conditioning, all of which is doing far
more good than just asking guests to reuse their towels.

There are many ways of establishing the “green” credentials of your

hotel and as there are more than 100 certification programs
worldwide there is a certain amount of confusion on the subject. It is
up to guests to check whether the hotel is being run on
environmental principles and the best way of doing this is to research
your hotel before booking.

Ecolabelling of hotels in Europe

The EU Ecolabel is an official sign of the environmental quality of

services and goods in the European Union (EU) that is both certified
by an independent organization and valid throughout the many
member States of the European Union.

Any tourism accommodation operator in the EU - from a large hotel

chain to a small farmhouse has been able to apply for the European
Eco-label since 2003. The operators must meet strict minimum
standards with regard to environmental performance and health
standards. These should include the use of renewable energy
sources, an overall reduction in energy and water consumption,
measures to reduce waste, environmental policy setting and the
provision of non-smoking areas.

The first eco-labeled hotel in the European Union was the Sun
wing Resort Kallithea, Rhodes Greece in 2003. The first eco-labeled
hotel on the Iberian Peninsula (Spain and Portugal) was the Hotel
Jardim Atlantico on the Portuguese island of Madeira. This hotel was
built with major ecological concern and it was integrated with the
landscape in order to minimize the impact of the infrastructure on the
natural environment. For example, it has a biological wastewater

15
treatment station. To build the hotel and meet the standards for eco-
labeling certification was more than a challenge as the hotel is
located on cliff tops 480m above the Atlantic Ocean and surrounded
by mountains in The Laurissilva forest which is UNESCO World Natural
Heritage:

Hotel Om Tower this is the one unit of Kothari Group they are
involved in many other businesses also.

The Om Tower is the latest entry into Jaipur, also known as “ Pink
City”. Located strategically on M.I. Road, the constructed hotel is
close to major tourist attractions and markets. The luxurious rooms
and theme suits offer traditional aesthetic ambience. The guest can
treat taste buds with an array of assorted drinks, authentic Indian
cuisine and have a view around the city at the “Revolving
Restaurant” in just 60 minutes. Our attentive, multilingual staff
provides personalized service to the guest for a comfort stay.

BUILDING OF HOTEL OM TOWER

Located within the heart of this city, on M.I. Road, the hotel is 13
kilometers from the airport and a kilometer from Railway Station and
Sindhi Camp Bus Stand.
Our brand enjoys a customer satisfaction rating of 98% and we
continue to strive for the same.

16
Hotel Om Tower is a clean and quiet place known for its good
ambience. It is luxury hotel and enhanced by its unique surroundings
and expands horizons for travelers while respecting local ways of life.

The Facilities provided by the Hotel are as follows:

Rooms
Business Facilities
Hotel Business Services
Choice Restaurant
Revolving Restaurant
Amigos & Discotheque
Leisure Facilities

ROOMS

Let luxury flow with excellent decors and vibrant interesting colors.
Hotel has rooms to suit every mood. Enjoy the unique blend of luxury
and comfort to make your stay a memorable one.
Aesthetically decorated and furnished, these rooms have all the
luxuries a person can ever desire. Try various flavors of comforts,
from the Deluxe to the Theme Suite for the ultimate combination of
comfort and luxury. All rooms come with lavish bathrooms with
excellent furnishing and all the required amenities.

DELUXE ROOMS
All rooms are elegantly appointed and offer a
minibar, two-line speakerphone with
international direct dial facility, ironing board
on request, hair dryer, daily newspaper, and
24-hour in-room dining and 24-hour laundry
service.

SUPER DELUXE ROOMS

luxuriously appointed, spacious rooms offering
upgraded bath amenities, and all above guest

17
amenities. Guests have a choice of rooms that overlook the front
view or the City.

THEME LUXURY SUITES

With clear views of the Pink City. Each of these

suites has a living room and bedroom, both of
them offering a nice view of the City. Guests in
Luxury Suites receive round-the-clock. And all
the guest amenities of the Om Tower.

Hotel Om Tower enjoys a reputation, which stands as a seal of high

standards & quality services. Hotel Om Tower located within the
heart of the city near the main Shopping Mall - M I Road, with a
Revolving Restaurant at a height of 180 ft. offering a panoramic
view of the city.

Om Tower promises excellence in Hospitality Services unparalleled in

the state.

ROOM TARIFF
Category Single Double
Deluxe Room Rs. 4500 Rs. 5000
Theme Suites Rs. 9000 Rs. 9000
Extra Bed Rs. 800

• Tariff Inclusive of Morning Complimentary Buffet Breakfast

• Children Below 5 Years accompanying parent will be free with
out extra Bed.
• Rates are subject to change without notice.
• Check Out time 12 Noon. Stay beyond Noon will be Charged Extra.

BUSINESS
18
FACILITIES
Guests can look forward to our distinctive service and quality
amenities.

MEETING ROOMS & BANQUET FACILITIES INCLUDE:

Extensive banqueting space spread

over 5,100sq. Ft., including two
private rooms and two opulent, pillar
fewer Ballrooms. Meeting halls are
connected by spacious pre-function
area perfect for exhibition booths, and
more.

All rooms have inbuilt speakers, screens

and broadband Internet access. Video
conferencing and Web cast arrangements
can be made on request.

Rooms are available for formal

gatherings, International exhibitions and
Conventions, as well as cocktail parties and
other celebrations. Capacity between 15- 150
persons theatre style and up to 300 persons
for Receptions. Covered parking space for 60
cars

• Bank, safe deposit and 24-hour money changer

• Business Center
• High Speed Internet Access
• Meeting Planners Team
• Screening on TV Sets

19
 • Synchronized multi-projector, multi-screen audio-visuals
• Video Conferencing on request
• Slide / OHP projector
• Fully equipped business center with contemporary business
facilities and secretarial services
• High speed photocopiers and printers Printing, stationery, delegate
kits.

HOTEL
BUSINESS
FACILITIES

• Multimedia computers
• Mobile phones on hire
• Secretarial services
• Translation / interpretation services
• Video-conferencing facilities
• Workstations

CHOICE
RESTAURANT

A place to treat your taste buds with the authentic Indian continental
& Chinese cuisines and atmosphere for every mood and occasion.

A warm, congenial welcome, round-the-

clock. Buffet spreads for breakfast, lunch
and dinner. From casual, all-day to formal,
fine dining, guests can look forward to a
wide selection of delectable dishes and

20
refreshing drinks. At CHOICE RESTAURANT, we offer a distinctive
dining experience, one that explores the nuances of the finest Indian
and international cuisines, serving traditional and contemporary
favorites.

REVOLVING
RESTURANT
Guests can tantalize their taste buds
with authentic Multi cuisine at this
Revolving restaurant, and in just 60
minutes from a height of 200 feet you
enjoy the panoramic view of the Pink
City, Just sit back and enjoy the
Heritage Monuments, our Chef takes
care of every minute detail to serve
Pure Authentic Vegetarian Food, as
per your choice.

AMIGOS &
DISCOTHEQUE
We stock the best brands available
throughout the world. A first-of-its-kind,
distinctively Mexican Pub. 'Amigos’ a
place where the whole bar is likely to
say 'Hi' when you walk in'.

Complete with quality music to set

your moods up.

LEISURE
FACILITIES
21
 • Swimming Pool.
• Health and Fitness center.
• Discotheque.
• Evening Entertainment
• Travel and Tour desk.
• Baby Sitting on request.
• Shopping Arcade.

>> On request.

Astrologer, yoga, tennis, horse riding, & Golf

Our Desk would take care of all services. Besides providing a luxury
coach / Car service from the hotel to Amber Fort. Limber up, unwind
and enjoy yourself.

LOCATION OF THE HOTEL OM TOWER

Situated close to the city center and located close to the Shopping
Mall - M I Road. All rooms offer a view of the City. The Om Tower –
Jaipur has had the honor of being the Only Hotel in the whole of
Rajasthan with a Revolving Restaurant. And has created a niche in
the market on being the only and Fully Vegetarian Property.

Heart of town, close to the shopping and commercial centers

 12 KM from the Airport.

 01 KM from the Railway Station.
 01 KM from Bus Stand.
 12 KM from Amer Fort.
 12 KM from Jaigrah Fort.
 0.5 KM from the City Centre.
 04 KM from City Palace.
 04 KM from Jantar Mantar.

22
MAP

23
24
 CHAPTER - 2

INTRODUCTION OF
TRAINING AND
DEVELOPMENT

Introduction

Human Resource Management

Human beings are resources to an organization. The management of

human resources is very complicated and challenging task for those
who are entrusted with successful running of an organization and this
implies considerable knowledge of various aspects of human
resources, including that the industrial law, psychology, sociology and
administration. The discipline of human resources gains importance
since globalization. Now this is regarded as “MUST” for the successful
running of business or industrial enterprise. Organizations have the
moral obligations to manage the human resources that they employ.

25
Different ways are adopted to manage the human resources and get
the work done properly to the expected level and to brush up their
qualities.

Training is one of the ways, “Training is the deliberate and planned

process of teaching and learning wherein knowledge, skills,
techniques, attitudes and experience are acquired by the trainees
with the help and guidance of the trainers in a given learning
environment.”

Training is a practical and vital necessity because it will be helpful in

reducing fear, dissatisfaction, complications, grievances and
indiscipline.

Training helps in bridging the gap between existing performance

ability and desired performance level.

Training and development

In the field of human resource management, training and

development is the field concerned with organizational activity aimed
at bettering the performance of individuals and groups in
organizational settings. It has been known by several names,
including employee development, human resource development, and
learning and development.

Harrison observes that the name was endlessly debated by the

Chartered Institute of Personnel and Development during its review
of professional standards in 1999/2000. "Employee Development"
was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as
"partners" or "associates" to be comfortable with. "Human Resource
Development" was rejected by academics, who objected to the idea
that people were "resources" — an idea that they felt to be
demeaning to the individual. Eventually, the CIPD settled upon
"Learning and Development", although that was itself not free from
problems, "learning" being an over general and ambiguous name.
Moreover, the field is still widely known by the other names.

Training and development encompasses three main activities:

training, education, and development. Garavan, Costine, and Heraty,
of the Irish Institute of Training and Development, note that these

26
ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated,
activities.

TRAINING
This activity is both focused upon, and evaluated against, the job
that an individual currently holds.

EDUCATION
This activity focuses upon the jobs that an individual may potentially
hold in the future, and is evaluated against those jobs.
DEVELOPMENT
This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may
partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are

categorized into several classes. The sponsors of training and
development are senior managers. The clients of training and
development are business planners. Line managers are responsible
for coaching, resources, and performance. The participants are those
who actually undergo the processes. The facilitators are Human
Resource Management staff. And the providers are specialists in the
field. Each of these groups has its own agenda and motivations,
which sometimes conflict with the agendas and motivations of the
others.

The conflicts with perhaps the most devastating career consequences

are those that take place between employees and their bosses. The
number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and
executive coach, Dr. John Hoover points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look
stupid." Training an employee to get along well with authority and
with people who entertain diverse points of view is one of the best
guarantees of long-term success. Talent, knowledge, and skill alone
won't compensate for a sour relationship with a superior, peer, or
customer.

For Vocational Education and Training in India, some 17 ministries

and departments are involved in the provision and financing of
vocational education and training with a total annual training
capacity of about 28 lakh (2,800,000) students.

But as many matters managed by our governments, the vocational

training system is full of superlatives and potential on one hand, and

27
inefficiency on the other. The so-called agencies have put their
slogans only in their printed guidelines and handouts without taking
the real target populace.

In this age of liberalization, India is still way behind in training the

people in different specializations. Vocational training is to impart
specialized skills and knowledge, and instilling social and political
attitudes and behavioral patterns essential for successful economic
activities by people engaged in dependent employment, self-
employment or subsistence work.

Vocational training can be of various types depending on the way it

has been acquired. 'Formal training' refers to all training courses held
in state or private (but state-certified) institutions and regulated by
state guidelines.

'Non-formal training' covers all forms of training which takes place

without being subject to state guidelines. In-company
apprenticeships, both in formal or informal sector enterprises, are
one of the most common forms of non-formal training. This kind of
training also includes all programmes and projects offering skills-
upgrading for those already active in the labour market, but who wish
to extend their competencies by attending evening or weekend
courses.

There are no prerequisites for anyone to acquire vocational training.

Both men and women can get trained at any time during their life.
Studies have already proven that formal education is not a
prerequisite for acquiring practical skills for income-generation,
especially in the context of the informal sector. However, India's
formal vocational training system often creates minimum educational
prerequisites leading to exclusion of those with lower levels of
education.

In India, vocational education falls under the charge of the Ministry of

Human Resources Development (MHRD). The Ministry oversees
vocational courses being offered in school Grades 11 and 12 under a
Centrally Sponsored Scheme called 'Vocationalization of Secondary
Education' since 1988. Only the schools affiliated to the Central Board
of Secondary Education (CBSE) offer the courses in accordance with
the board's scheme of studies and the course structure.

The courses are of two-year duration and span 6 major disciplines like
dairying, farm machinery & equipment (Agriculture), accounting and
auditing (Business and Commerce), electrical technology, air
conditioning and refrigeration (Engineering and Technology), X-Ray
technician, health care and beauty culture (Health and Para Medical),

28
and preservation of fruits and vegetables, food services and
management (Home Sciences and Humanities).

Vocational training, on the other hand, broadly refers to certificate

level crafts training (in India) and is open to students who leave
school after completing anywhere from grades 8-12. Programmes
administered under The Craftsmen Training Scheme (CTS) are
operated by Industrial Training Institutes (ITIs) and Industrial Training
Centers (ITCs). This scheme falls within the purview of the Directorate
General of Employment and Training (DGET), under the Ministry of
Labour and Employment (MOLE).

At a higher level, the technical education and vocational training

system in India produces a labour force through a three-tier system:
Graduate and post-graduate level specialists (e.g. Indian Institutes of
Technology (IITs) and engineering colleges) trained as engineers and
technologists. Diploma-level graduates who are trained in
polytechnics as technicians and supervisors. Certificate-level craft
people trained in ITIs as well as through formal apprenticeships as
semi-skilled and skilled workers.

According to the Constitution of India, the central government and

the state governments share responsibility for vocational training.
The DGET is the nodal department for formulating policies, laying
down standards and other technical requirements for vocational
training. It also governs a number of specialized training-related
institutions.

The ITIs, both public and private, operate under the general guidance
of the DGET. Two bodies - the Central Apprenticeship Council (CAC), a
statutory body and the National Council of Vocational Training
(NCVT), a non-statutory body - operate as advisory institutions.

The most important NCVT functions involve: establishing and

awarding National Trade Certificates in engineering and non-
engineering trades, prescribing standards for syllabi, equipment,
space, duration of courses and methods of training; arranging trade
tests and laying down standards of proficiency required for the
National Trade Certificate; recognition of training institutions for the
purposes of issuing National Trade Certificates and laying down
conditions for such recognition.

The State Councils for Vocational Training (SCVTs), as well as Trade

Committees have been established to assist the NCVT. They advise
the state government on training policy matters and are supposed to
co-ordinate vocational training in each state.

29
Coming to curriculum, vocational training devotes 70 per cent of its
time to practical instruction while the rest is theory. The Central Staff
Training & Research Institute (CSTARI) at Kolkata is responsible for
preparation of draft curricula and their revision from time to time.
The DGET's Curriculum Development Section coordinates this work. It
scrutinizes the draft curricula and obtains approval of the NCVT.

The periodicity of revisions depends on the technological changes

taking place in industry in each trade. Generally, the introduction or
revision of curriculum is based on recommendations made by NCVT.
This should be done in consultation with relevant trade committees
whose members are drawn from industry, technical institutions and
DGET institutes.

However, all of the above is how things should be. In reality, most
curricula 'followed' at institutes imparting vocational training have
little relevance for wage or self-employment of the trainees.

Plumbing courses which have been running for the past five decades
continue to be taught irrespective of the market demand for
plumbers in the region.

Even in the cases when the courses offered do not meet the market
demands, the Principals of the ITIs have the mandate and the duty to
counsel students accordingly and encourage them to obtain company
apprenticeships under the Apprenticeship Training Scheme, for
instance. This scheme is developed to ensure hands-on training
experience among students which significantly increases their
employability.

Students typically train with the industry for 6 months - 4 years

coupled with 30 pc theoretical classes.

In fact, we are now concentrating on spreading this message even at

the Panchayat levels. There is only a certain amount of influence that
we can exercise in our decentralized structure.

Often, the ITIs and other institutes are enmeshed in such an

impenetrable web of bureaucratic functioning that by the time any
recommendations from the industry find their way into practice, they
become irrelevant.

Additionally, both the HRD and Labour Ministries have been

reviewing their respective systems of vocational education and
training to make it market driven.

According to the Planning Commission's 2003-2004 Document, the

Vocationalization of Secondary Education scheme has been evaluated

30
by a number of expert groups including the Working Group on
Vocational Education that was set up for the Tenth Five Year Plan. On
the recommendations of this group, the scheme was recast for the
Tenth Plan as Technical Vocational Education and Training (TVET).

But the scheme has not gone down well with the stakeholders due to
logistic and academic constraints that require streamlining of the
courses and establishment of strong industry-institution linkages.

The Government of India in recent years has laid a lot of emphasis on

streamlining vocational education so that it fulfils the emerging need
of the market by focusing on employability skills.

In consonance with this thrust, the CBSE has introduced a course in

Financial Market Management (FMM) under vocational stream which
is likely to be renamed as Professional Education & Training.

In the Budget Speech 2007-08, Union Finance Minister announced a

scheme for up-gradation of 1396 Government ITIs into centers of
excellence in specific trades and skills through Public Private
Partnership. In pursuance of this announcement wide/ranging
discussions were held with State Governments, Industry Associations
and other stakeholders and a Scheme named "Up-gradation of 1396
Government ITIs through Public Private Partnership" was formulated.

The Cabinet Committee for Economic Affairs (CCEA) of the Union

Cabinet in its meeting held on 25.10.2007 has approved this Scheme
'in principle' for the XI Five Year Plan period and has given financial
approval for one year for up-gradation of the first batch of 300 ITIs at
a cost of Rs.774.5 cr.

The Directorate General of Employment & Training (DGE&T) in the

Ministry of Labour, Government of India initiated the Craftsmen
Training Scheme (CTS) in 1950 by establishing about 50 Industrial
Training Institutes (ITIs) for imparting skills in various vocational
trades to meet the skilled manpower requirements for technology
and industrial growth of the country.

Moreover, the Skill Development Initiative (SDI) is another major

scheme. SDI is a five year project (2007-12) during which one million
persons would be trained or their existing skills tested and certified
under modular employable skills framework. Total outlay proposed
for the scheme is Rs.550 crores for the 11th Plan.

In addition, All-India Trade Tests are conducted by the DGE&T,

Ministry of Labour under the aegis of the National Council for
Vocational Training in July and January every year for various
examinations.

31
The Confederation of Indian Industry (CII) has been conducting the
"National Work Skills Competition" since 1989 to encourage workers
in the engineering industry in India by recognition of excellence in
skills and creating awareness among workers of the need for skill
augmentation.

There have been other signs of malaise. As against the target laid
down in the revised policy of diverting 25 pc of senior secondary
students to the vocational stream by year 2000, only 10 pc of
students opted for the vocational stream.

Put this finding together with the low levels of wage and/or self-
employment among ITI graduates and the cause and affect becomes
obvious.

The present set of skills being taught at various vocational training

institutes are not fetching gainful employment which is why few
students wish to opt for the vocational stream. The skills being
offered do not reflect the demands of the market which is why the
market cannot and does not absorb students with those skills.

One of the main reasons for the lack of market responsiveness

among vocational training courses is the limited or no participation of
the industry in contributing to curricula development.

It is the industry which has to finally employ the training graduates.

Hence, their mandate in determining what their future employees
need to be taught can hardly be overemphasized. There are some
rare cases of industry participation as members of Institute
Management Committees (IMCs) for ITIs. But even such participation
has been found to namesake, at best.

There are still other challenges. Most crucially, industrial associations

that integrate small and micro-enterprises of the unorganized
economy are not invited to be partners of the state training systems.

All this, in an economy in which 92 pc of the labour force is engaged

in the informal or unorganized sector producing close to 60 pc of the
GDP!

On the other hand, the unorganized sector has seven times greater
labour intensity per unit as compared to the organized sector and is
some five times less capital intensive. Thus, the unorganized sector is
not just the hub for employment creation but also for manual skills.

32
The need for skills development here can hardly be overstated.
Studies have only reinforced the fact that a majority of workers in the
unorganized economy of India have never been to vocational training
institutions and/or school.

On the other hand, the formal skills training system, because of its
educational entry requirements and long duration of courses, is
designed to exclude the underprivileged informal sector workers. Yet,
given the vast size of India's informal workforce, the need to address
the skills of informal sector workers is more pressing than any other.

One of the weaknesses of the Indian education system is that it does

not gives due importance to vocational education. As a result there is
a mismatch between the skilled manpower required and skilled
manpower available.

Every year we churn out millions of graduates who do not have the
specific skill sets required by the market. If this trend continues it
would hurt our economic growth in the long run.

To change this situation first we need to change our mindset. In India,

people are obsessed with attaining a graduation degree and
generally look down upon vocational education.

There is a process for implementing an effective training programme.

33
 TRAINING PROCESS

Organizational Objectives & Strategies

Training Need Assessment

Establishment of Training Goals

Devising Training Programme

Implementation of Training
Programme

Evaluation of Training Programme

1. Organizational Objectives and Strategies

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

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

2. Assessment of Training Needs

34
 Assessment of Training needs focuses on anticipated skills of an
employee. Assessment of training needs occurs at the Group and
Individual level both and also Organizational level needs exist.
This is how training needs are assed:

TRAINING NEEDS = STANDARD PERFORMANCE – ACTUAL

PERFORMANCE
a) Organizational Needs

Organizational needs concern the performance of the organizational

as a whole. Identification of training need is done to find out whether
the organization is meeting its standards and goals or not. If not then
ways of training and learning are explored to help it to do so.

Organization need for training occurs when there is –

 Adaptation of New Technology or Strategy.

 New Product or Service.
 New Partnership.
 Merger, etc.
b) Group Needs

Working in groups and teams become very much prevalent in

corporate world today. Now days more emphasis is given on team
effectiveness and team performance. Therefore training needs are
identified at group level.
It is concerned basically with the performance of a particular
group that can be a department, sub-unit, or a team. It should be
find out how efficiently group goes about its business and means
its current objectives.

C) Individual Needs

Here identification of training needs is about to finding out at what

extent an individual need to be trained in order to bring the
desired performance as a result of change in methods of working.
An individual need training when her/his performance falls short of
standards.

3) Establishment of Training Goals

Once training needs are assessed, training goals must be
established. Goals must be tangible, verifiable & measurable. This
is easy where skill training is involved. For example a trainee will
be expected to complete his task of making a product with in

35
 specified time and with minimum error. But behavioral objectives
like attitudinal changes can be more difficult to observe. Clear
behavioral standards of expected results are necessary so that the
program can be effectively designed & result can be evaluated.

4) Designing Training Program

Every training program must address certain vital issues-

 Who participates in the program?

 Who are the trainers?
 What methods & techniques are to be used for training?
 What learning principles are needed?
 Where is the program conducted?

Inputs in Training and Development

Every training & development programme must contain inputs, which
enables the participants to gain skills, learn theoretical concepts and
help acquire vision to look into the distant future. The inputs of
training and development are as follows:

SKILLS ETHICS

INPUTS IN
DEVELOPMENT TRAINING & EDUCATION
DEVELOPMENT

DECISION
MAKING & ATTITUDINAL
PROBLEM CHANGES
SOLVING SKILL

36
a.) Skills
Training is imparting skills to the employees. A worker needs skills
to operate machines, and use other equipment with least
damages and scrap. This is a basic skill without which the operator
will not be able to function.
There is also a need of motor skills as they refer to performance of
specific physical activities. These skills involve learning to move
various parts of their body in response to certain external &
internal stimuli. Employees particularly like supervisor and
executives, needs interpersonal skills. These skills help a person
understand oneself and others better and act accordingly.

b.) Ethics
There is need for imparting greater ethical orientation to a training
& development programme. There is no denial of the fact that
ethics are largely ignored in businesses. Ethics are less seen and
talked about in the human resource functions, but this does not
mean that HR manager does not hold any responsibility. If the
production, finance or marketing people indulge in unethical
practices the fault rest on the HR manager. It is his/her duty to
enlighten all the employees in the organization about the need for
ethical behavior.

c.) Development
Another component of a training and development programme is
development which is less skill oriented but stress on knowledge.
Knowledge about business environment, management principles
and techniques, human relations, specific industry analysis and for
better management of a company.
Development programme should help an employee to be a self-
starter, build sense of commitment, motivation, etc. It should
make their performance result oriented and help them in being
more efficient and effective. Is should also help in making the
employee, sensitive towards the environment that is his work
place. Such programme should keep the employee aware him his
potentials and his limitations.
Comparison between Training and Development that is –

Points of
S. No. Training Development
Comparison

37
 Technical and
Conceptual
i Contents Mechanical Philosophical
Concepts
Operation

Long Term &

Short term on
ii Time period Continuous
Short affairs
Process

Specific Jobs related

iii Purpose Total Personality
skills

From Individual
From Management
himself &
iv Initiative & External
Internal
Motivation
Motivation

Proactive process
Reactive process to
v Nature of Process to meet future
meet current needs
needs

d.) Education

The purpose of education is to teach theoretical concepts and

develop a sense of reasoning and judgment. That any training
and development programme must contain an element of
education is well understood by the HR Manager.

In fact, sometimes, organizations depute or encourage

employees to do courses on a part time basis. Chief executive
officer (CEO’s) is known to attend refresher course conducted in
many business schools.
e.) Decision-making and problem solving skills

Decision-making and problem solving skill focus on methods and

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

38
f.) Attitudinal changes

Attitudinal represents feelings and beliefs an individual towards

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

 Employees resist Change

 Employees are hard to convince for change
 Their happier with their old ways of working

Attitudes are must to change so that the employees feel

committed to the organization and give better performance.

That’s why training should have three phases:

UNFREEZING REMOULDING REFREEZING

TRAINING & DEVELOPMENT CYCLE

IDENTIFY TRAINING
MONITOR THE AND DEVELOPMENT
PERFORMANCE NEEDS
(CURRENT & FUTURE)

39
 EVELUATE SUCCESS IDENTIFY TRINING
OF TRAINING AND AND DEVELOPMENT
DEVELOPMENT METHODS TO MEET
ACTIVITIES NEEDS

TRAINING METHODOLOGY

The training methodology emerges out of the current responses in

the training system for rapid changes in structure. This response is
basically in the nature of designing new training program and
modifying the existing one.
The methods of training are used to train employees.

Training Methods are categorized in two groups –

ON - THE JOB OFF - THE JOB

TRAINING TRAINING
METHODS METHODS

ON THE JOB TRAINING METHODS

On the job methods refers to the methods that are applied in the
workplace, while employees are actually working. Various methods of
on the job training is as follows: -

40
 EXPERIENCE

UNDERSTU
COACHING DY

TRAININ
G
POSITION METHOD SPECIAL
ROTATIO S PROJECT
N

VESTIBULE
APPRENTICES SCHOOL
HIP

MULTIPLE
MANAGEME
NT

 Experience

This is the oldest method of on the job training. Learning by

experience cannot and should not be eliminated as a method of
development.

 Coaching

41
 The techniques involves direct usually with extensive
demonstration and continuous critical evaluation and correction.
In this approach the supervisor should be properly trained and
oriented.

 Understudy

The understudy method makes the trainee assistance to the

current jobholders. The trainee learns by experience, observation
and imitation.

 Position Rotation

The main objective of job rotation is like providing knowledge of

each and every field so that trainee’s background is strong in the
organization.

 Special projects

This is a flexible training device. Such special project assignments

grow ordinary out of an individual analysis of weakness by this
method. The trainee not only acquires knowledge about the
assigned activities but also learn how to work with others.

 Selective Reading

In an organization group of trainees are gathered and their

knowledge and background is advanced through selective
reading. The reading may include professional journals and
books.

 Apprenticeship

In this training method the trade skill learned under specialist

guidance. The period is from six months to five years.

 Vestibule Schools

Vestibule schools are widely used in training for clerical and

office jobs as well as factory production jobs.

42
  Multiple Management

Multiple management emphasis the use of committees to

increase the flow of ideas from less experience managers to train
them for positions of great responsibilities.

OFF THE JOB TRAINING METHODS

Off the job methods are those methods in which trainees are sent
outside for training.

Those methods are as follows:

Conferences
Special
Courses & Case Study
Lectures

OFF THE JOB

TRAINING
METHODS

Brain Simulation
Storming Laboratory
Training

 Special Courses & Lectures

43
 It is a formal training method. Such courses are organized for a
short period from 2-3 days to a few weeks.

 Conferences

In this method the participant’s pools, their ideas and experiences

in attempting to arrive to improved methods of dealing with the
problems that are common subjects of discussion.

 Case Study

This method increases the trainee’s power of observation, helping

him to ask better questions and to look for broader ranger of
problems.

 Brain Storming

In this method a problem is posed and ideas are invited. Ideas

are encouraged and criticism of any idea is discouraged.

 Laboratory Training

Laboratory training is more concerned about changing

individual’s behavior and attitudes.

 Simulation

Simulation is the presentation of real situation of organization in

the training session.

44
 CHAPTER –3

RESEARCH
METHODOLOGY

Objective of the study was:

 To determine the effectiveness of the training and programmes

organized in the organization for the employees and
organizations welfare.

 What exactly they think about such training and development

programmes.

 Where are the loopholes in organizing the effective training and

development programmes?

45
Evaluation of the training and development programme is very much
necessary to check and to also check the performance and
effectiveness of the various programmes because all these
programmes directly affects the performance of every individual who
as whole contributes towards the achievement of the organization
goals.

SAMPLING DESIGN

In the organization (Hotel Om Tower) there was 118 employees

among them 62 were on roll and rest 56 was consider as trainees

Hotel Om Tower adopts the policy that who so ever joins, that
employee has to under go a training of 6 months then that employee
is considered on roll and covered under P.F, E.S.I and consider as
permanent employee.

So, I took the sample size of 83 employees those who were

permanent and for them attending training programme was
mandatory.

TIME DURATION

1st July2010 to 15th Aug.2010

TOOLS OF DATA COLLECTION

Questionnaire - The data for evaluating the effectiveness of training

and development programme is collected by filling questionnaire.

46
In order to evaluate the effectiveness of the training and
development programme, the aspects considered in the
questionnaire are:

 General Awareness
 Their Interest
 Time Factor
 Attitude

Informal Channels – like talking to the trainees informally.

Trainers Views – talking to the trainers who gave the training and
asking them about the participation of the employees and their
responses during the training classes.
Q.1) The Programme Management was?
Very Good Good Average
Poor Very Poor
Q.2) How Do you like the Programme?
Very Good Good Average
Poor Very Poor

Q.3) The Relative Coverage of the subject?

Ideal Sufficient Average
Insufficient
Q.4) Teaching Method used was?
Very Good Good Average
Poor Very Poor

Q.5) Whether the Time was sufficient?

More than required Sufficient Average
Less than required Insufficient
Q.6) Arrangement and Management was?
Very Good Good Average
Poor Very Poor

Q.7) The Behavior of the coordinator with members was?

Very Good Good Average
Poor Very Poor

Q.8) Whether you have derived any benefits from these

programme?

47
 Yes, Very Much Not much Not at all

Q.9) Do you agree that the company will be benefited from

your participation in these programme?
Strongly Agree Agree Little
Not at all can’t say

Q.10) Do you have interest in such programme?

Highly Interested Interested Little
Not at all

Q.1) Programme Management?

No. of No. of Employees

Grade
Employees in %

48
Very Good 38 61 %
Good 15 24 %
Average 9 15 %
Poor Grade No. 0 of No. of Employees
0
Very Poor Employees
0 in
0%
Very Good 35 56 %
Good 23 38 %
Average 4 6%
Poor 0 0
Very Poor 0 0

70
61
60
50
38
40
No. of Employees
30 24
No. of Employees I n %
20 15 15
9
10
0 0 0 0
0
d

or
e

or
d
oo

ag
oo

Po
Po
G

er
G

ry
Av
ry

Ve
Ve

As the above report indicates that 61% trainees were fairly

satisfied by the way the event was managed.
24% trainees graded the Event Management as Good.
15% trainees said it was Average.

Q.2) How do you like the programme?

49
 60 56

50

40 38
35

30 No. of Employees
23 No. of Employees in %
20

10 6
4
0 0 0 0
0
Very Good Average Poor Very
Good Poor

As the above information indicates that the majority of

employees fairly liked the way Training & Development
programme was organized.

Q.3) Subject Coverage?

Grade No. of No. of Employees

Employees in %
Ideal 37 60 %
Sufficient 23 37 %
Average 2 3%
Insufficient 0 0

50
 70
60
60

50

40 37 37
No. of Employees
No. of Employees in %
30
23
20

10
2 3 0 0
0
Ideal Sufficient Average Insufficient

The subject covered was quite adequate and the trainees

were satisfied with in depth coverage of the topic covered.

Q.4) Teaching Method?

Grade No. of No. of Employees in

Employees %
Very Good 31 50 %
Good 25 40 %
Average 6 10 %
Poor 0 0
Very Poor 0 0

51
 60

50
50

40
40
31
30 No. of Employees
25 No. of Employees in %

20

10
10 6
0 0 0 0
0
Very Good Average Poor Very
Good Poor

The teaching method implemented to impart training were

up to the mark as the statistics prove, but still a fraction of
trainees feel they can be improved upon.

Q.5) Whether time was sufficient?

Grade No. of No. of Employees

Employees In %
More than 4 6%
Required 19 31 %
Sufficient 14 23 %
Average 25 40 %
Less than 0 0
Required
Insufficient

52
 45
40
40
35
31
30 No. of Employees
25
25 23 No. of Employees in %
19
20
14
15
10 6
4
5
0 0
0
More than Suffficient Average Less than Insuficient
Required Required
The only negative statistics in the whole programme is for
the time allotted for the training programme. The report
shows that employees were not happy with the conduction
time for programmes felt that it could be more properly
managed.

Q.6) Arrangement and Management?

Grade No. of No. of Employees

Employees in %
Very Good 33 53 %
Good 27 44 %
Average 2 3%
Poor 0 0
Very Poor 0 0

53
 60
53
50
44
40
33
27 No. of Employees
30
No. of Employees in %
20

10
2 3
0 0 0 0
0
Very Good Average Poor Very
Good Poor

The communication management of the training

programme were adequate as statistics prove.

Q.7) Behavior of the coordinators?

Grade No. of No. of Employees

Employees in %
Very Good 38 61 %
Good 23 37 %
Average 1 2 %
Poor 0 0
Very Poor 0 0

54
 70
61
60

50
38 37
40
No. of Employees
30 No. of Employees in %
23
20

10
1 2 0 0 0 0
0
Very Good Average Poor Very
Good Poor

The trainees were satisfied with the Behaviour of the

coordinators and communication channels that they
adopted during training classes.

Q.8) Whether you have derived any benefits?

Grade No. of No. of Employees

Employees in %
Yes, Very Much 27 44 %
Yes 31 50 %
Not, Much 4 6%
Not at all 0 0

55
 60
50
50
44
40 No. of Employees
31 No. of Employees in %
30 27

20

10 6
4
0 0
0
Yes, Very Yes Not, Much Not at all
Much

The trainees felt that they have greatly benefited from the
programme & have learnt new techniques & updated their
knowledge.

Q.9) Do you agree that the company will be benefited from

your participation?

Grade No. of No. of Employees

Employees in %
Strongly Agree 28 45 %
Agree 32 52 %
Little 2 3%
Not At all 0 0
Can’t say 0 0

56
 60
52
50 45

40 No. of Employees
32
28 No. of Employees in %
30

20

10
2 3
0 0 0 0
0
Strongly Agree Little Not At all Can’t say
Agree

The employees feels that as compare to the individual it

will benefits the company more as it is the individuals that
makes the company.

Q.10) Do you have interest in such programme?

Grade No. of Employees No. of Employees

in %
Highly 30 48 %
Interested 32 52 %
Interested 0 0
Little 0 0
Not at all

57
60
52
48
50

40 No. of Employees
32
30 No. of Employees in %
30

20

10
0 0 0 0 0 0
0
Highly Interested Little Not at all
Interested

The employees showed a great zeal of interest in

conduction of such programme in future as they felt it leads
to personal and professional growth.

CHAPTER – 4

CONCLUSION 58
From the study observation and analysis of the programme running
at HOTEL OM TOWER, JAIPUR the following conclusion may be
drawn.

o The hotel has a systematic training structure for the employees

but lack in certain areas of time management. An in depth
analysis of the training programme on fire safety, first aid and
health, personal grooming, preparation of dishes, preparation
of different drinks etc, was done and on the basis of opinion of
the trainees conclusions were drawn.

o Most of the employees were satisfied with the programme. The

unanimous opinion was that the subject was thoroughly
covered and the programme management was good. Trainers
promptly dealt the queries of the employees and they finally
cooperated with the trainees.

o It was also a general opinion that hotel will be benefited from

such programmes and a great zeal was shown for more such
programmes.

o The trainees were highly satisfied with the Behaviour of

coordinators and the arrangement done by management to
provide the training.

o The trainees were frankly telling about the areas the training
programme lacked in, they felt these could be improved. They
felt more time should be allotted to such programmes as it
updates employees and brings them in par with the latest

59
techniques and methods being implemented in the
organization.

CHAPTER – 5

SUGGESTIONS

SUGGESTIONS

60
HOTEL OM TOWER has a very elaborate step-by-step training
system. The system is very effective to update the employees to the
latest techniques being implemented in the organization. But human
factor alone does not make the system 100% effective.

As the above discussion clearly indicates that the hotel is managing

the training programme effectively but then no system is 100%
perfect and there is always a scope of improvement.

 Giving feedback or discussion with the employees after the

programme should be organized.

 Communication gap should be reduced.

 Create a clear picture of the training programme in the mind of

the employees, which will make them aware about the
programme, its pros and cons, how the programme is going to
benefit them personally and eventually the hotel as a whole.

 Though subjective elements cannot be avoided but it can be

reduced.

 Concept of self-appraisal must be introduced, which initiates

the quality of competition and creates better environment to
work.

 Counseling discussion should be open and frank.

Lastly the time allotted to the programme should be adequate to

optimize the interest of the employees so that they can fully explore
the benefits of the programme and use the knowledge for personal
growth and hotel benefit.

Bibliography

⇒ Human Resource and Personnel Management

By; K Awathappa

⇒ Human Resource Management

By; Chhabra, T.N.

⇒ Website of Hotel Om Tower.

61
⇒ Training Booklets

62