A DISSERTATION REPORT ON A STUDY ON ATTRITION IN HOSPITALITY INDUSTRY SUBMITTED IN

PARTIAL FULFILLMENT FOR THE AWARDS OF DEGREE OF MASTERS OF BUSINESS ADMINISTRATION

(M.B.A) (SESSION 2010- 2012) Under the Supervision of: Submitted By:Miss. SHWETA
CHAUHAN TULIKA FACULTY, U.I.M. IV SEM UTTRANCHAL INSTITUTE OF MANAGEMENT, DEHRADUN
BONAFIDE CERTIFICATE Certified that this project report titled OF”A STUDY ON
ATTRITION IN HOSPITALITY I NDUSTRY" is the bonafide work of Miss TULIKA student of
MBA, H.R., 4th semester who carried out the research under my supervision.
Certified further, that to th e best of my knowledge the work reported herein does
not form part of any other project report or dissertation on the basis of which a
degree or award was confe rred on an earlier occasion on this or any other
candidate.

M.B.A.

Date: han Place: ent

Miss Shweta chau Faculty, Managem

DECLARATION I hereby declare that dissertation report entitled “A STUDY ON

ATTRITION IN HOSPIT ALITY INDUSTRY “written and submitted by me under the guidance
of Miss Shweta Chau han, faculty management, U.I.M, Dehradun, is my original work.
The empirical findings are based on data collected by myself. While preparing th e
report I have not copied from any source or other projects submitted for simil ar
purpose.

Date: : Place: -2012

(TULIKA) Roll No. MBA 2010

ACKNOWLEDGEMENT If words are considered as a symbol of approval and tokens of
appreciation then let the words play the heralding role of expressing my gratitude.
It is a moment of pleasure for me to acknowledge the help and support for those
people who mad e me able to present this dissertation report for evaluation as the
partial fulf illment of “Master Of Business Administration’’. I take this
opportunity to thank and show gratefulness to my guide MS. SHWETA CH AUHAN
(Faculty, Management), Uttaranchal Institute Of Management, Dehradun for h er
precious guidance and mentoring but for which my training here would not been so
rewarding and fruitful. At last it is my duty to record my heartiest gratitude to
my parents and my family who taught first lesson of life and inspired me to face
the hardships of life. At last, I would like to thank all my U.I.M.’a friends for
their faith a nd support.

TULIKA

Contents 1. Introduction 2. Objective Of Study 3. Literature review 4. Research

Methodology Sample size Method of sampling Area of work Parameters of study Method
of data collection Tools Findings Recommendations 5. Conclusion 6. Bibliography 7.
Questionnaire

INTRODUCTION: INTRODUCTION TO THE HOTEL INDUSTRY According to the British laws a

hotel is a place where a “bonafied” traveler can rec eive food and shelter provided
he is in a position to for it and is in a fit con dition toreceive.Hotels have a
very long history, but not as we know today, way back in the 6TheCentury BC when
the first inn in and around the city of London b egan to develop. The first catered
to travelers and provided them with a mere ro of to stay under. This condition of
the inns prevailed for a long time, until th
e industrial revolution in England, which brought about new ideas and progress i n
the business at inn keeping. The invention of the steam engine made traveling even
more prominent. Which had to more and more people traveling not only for bu siness
but also for leisure reasons? This lead to the actual development of the hotel
industry as we know it today. Hotel today not only cater to the basic need s of the
guest like food and shelter provide much more than that, like personal ized
services etc. Hotels today are a “Home away from home”. Hotel industry in India has
been an important industry to the Indian Economy. It is one of the largest foreign
exchange earners, to the country and also one of the largest employers, both
directly and indirectly. The hotel industry in India can be divided into eight
segments based on the norm s set by the Ministry of Tourism. They are 5-Star
Deluxe, 5-Star, 4-Star, 3-Star , 2-Star, 1-Star, Heritage and Unclassified.
However, the 3-star, 2-star, 1star and unclassified hotels in India are spread
across the length and breadth of the country and are highly fragmented in nature,
whereas, the upscale, mid-market a nd heritage categories are highly organized. The
upscale category hotels are pri marily present in the metros and the tier 1 cities
and are now targeting the tie r 2 cities for expansion. The industry is
characterized significantly by small unorganized players, laborintensive
operations, seasonality, cyclicality, highly capital intensive nature and highly
sensitive to the external factors like economy, terrorism and politic al status.The
demand for the hotel rooms is driven by the rise in the number of the domestic and
well as the foreign tourists. The demand for the foreign touris ts is driven by the
level of growth in Global GDP, increased business activities of other nations with
India, growing number of tourist destinations, rise in tr ade and sporting events,
marketing efforts like “AtithiDevoBhava” & “Incredible India”. Domestic tourist
arrivals are the backbone of Indian Hotel Industry as the numbe r of domestic
tourists is more than 100 times as compared to foreign tourists. D omestic tourists
are of 2 types, leisure travelers and business travelers. Growt h in leisure
travelers is driven by rising personal discretionary income, evolvi ng lifestyle,
and growing number of multi earner families, weekend vacation cult ure, and
improvement in rail, air as well as road connectivity, diverse topograp hy and rich
cultural heritage. Drivers of domestic business traveling are rise i n trade and
commerce, increasing geographical spread of companies, growing MICE culture. In the
upscale category, global majors in the hospitality industry like IBIS, We stin,
Novatel, Ritz-Carlton, Sofitel, Pullman, Ista, Aloft, Dusit D2, Shangri la are
planning to enter India or expand their existing operations. Players like Lemon
Tree, IBIS, Park, Sarovar and Ginger have identified that the re is dearth of
quality rooms in the mid-market segment across the country, espe cially in the tier
1 and tier 2 cities. Approximately, 55 per cent of the upcomi ng inventory is
expected to be in the mid-market and economy segment. Entry of s uch organized
players is expected to improve the quality of offerings and bridge the wide gap
between mid-market and upscale category. CARE Research has identified ten major
cities for study of Hotel Industry in Ind ia. These cities represent a healthy mix
of business and leisure destinations wi th varied topography and culture. These ten
locations are expected to see a surg e in room inventory. Overall, CARE Research
expects about 27,000-28,000 rooms to be added in the upscale category in the ten
cities up to CY15. CARE Research be lieves that the performance of the industry in
the medium term will be a mixed r esult, with some cities showing a robust growth,
whereas some cities will suffer due to the huge supply influx.

SWOT ANALYSIS OF HOTEL INDUSTRY 1. Natural and cultural diversity: India has a rich
cultural heritage. The "unit y in diversity" tag attracts most tourists. The
coastlines, sunny beaches, backw aters of Kerala, snowcapped Himalayas and the
quiescent lakes are incredible.
2. Demand-supply gap: Indian hotel industry is facing a mismatch between the dem
and and supply of rooms leading to higher room rates and occupancy levels. With the
privilege of hosting Commonwealth Games 2010 there is more demand of rooms i n five
star hotels. This has led to the rapid expansion of the sector 3. Government
support: The government has realized the importance of tourism and has proposed a
budget of Rs. 540 core for the development of the industry. The priority is being
given to the development of the infrastructure and of new tour ist destinations and
circuits. The Department of Tourism (DOT) has already start ed the "Incredible
India" campaign for the promotion of tourism in India. 4. Increase in the market
share: India s share in international tourism and hosp itality market is expected
to increase over the long-term. New budget and star h otels are being established.
Moreover, foreign hospitality players are heading t owards Indian markets.
WEAKNESSES 1. Poor support infrastructure: Though the government is taking
necessary steps, many more things need to be done to improve the infrastructure. In
2003, the to tal expenditure made in this regard was US $150 billion in China
compared to US$ 21 billion in India. 2. Slow implementation: The lack of adequate
recognition for the tourism industr y has been hampering its growth prospects.
Whatever steps are being taken by the government are implemented at a slower pace
3. Susceptible to political events: The internal security scenario and social un
rest also hamper the foreign tourist arrival rates. OPPORTUNITIES 1. Rising income:
Owing to the rise in income levels, Indians have more spare mo ney to spend, which
is expected to enhance leisure tourism. 2. Open sky benefits: With the open sky
policy, the travel and tourism industry has seen an increase in business. Increased
airline activity has stimulated dema nd and has helped improve the infrastructure.
It has benefited both internationa l and domestic travels. THREATS 1. Fluctuations
in international tourist arrivals: The total dependency on forei gn tourists can be
risky, as there are wide fluctuations in international touris m. Domestic tourism
needs to be given equal importance and measures should be ta ken to promote it. 2.
Increasing competition: Several international majors like the Four Seasons, S
hangri-La and Aman Resorts are entering the Indian markets. Two other groups - t he
Carlson Group and the Marriott chain - are also looking forward to join this race.
This will increase the competition for the existing Indian hotel majors. NOW A DAYS
HOTEL INDUSTRY IS FACING KEY CHALLENGES IF EVERY ASPECTS 1. Shortage of skilled
employees: One of the greatest challenges plaguing the ho spitality industry is the
unavailability of quality workforce in different skill levels. The hospitality has
failed to retain good professionals.

 
2. Retaining quality workforce: Retention of the workforce through training and
development in the hotel industry is a problem and attrition levels are too high .
One of the reasons for this is unattractive wage packages. Though there is boo m in
the service sector, most of the hotel management graduates are joining othe r
sectors like retail and aviation. 3. Shortage of rooms: The hotel industry is
facing heavy shortage of rooms. It i s estimated that the current requirement is of
1, 50,000 rooms. Though the new i nvestment plan would add 53,000 rooms by 2011,
the shortage will still persist. 4. Intense competition and image of India: The
industry is witnessing heightened competition with the arrival of new players, new
products and new systems. The competition from neighboring countries and negative
perceptions about Indian tou rism product constrains the growth of tourism. The
image of India as a country o verrun by poverty, political instability, safety
concerns and diseases also harm s the tourism industry. 5. Customer expectations:
As India is emerging as a destination on the global tr avel map, expectations of
customers are rising. The companies have to focus on c ustomer loyalty and repeat
purchases. 6. Manual back-end: Though most reputed chains have IT enabled systems
for prope rty management, reservations, etc., almost all the data which actually
make the company work are filled in manual log books or are simply not tracked. 7.
Human resource development: Some of the services required in the tourism and hotel
industries are highly personalized, and no amount of automation can substi tute for
personal service providers. India is focusing more on white collar jobs than blue
collar jobs. The shortage of blue collar employees will pose various threats to the
industry. TRENDS IN HOSPITALITY SECTOR Trends that will shape the future of
hospitality sector are: 1. Low Cost Carriers 2. Budget Hotels 3. Service Apartments
4. Technology 5. Loyalty Travel 1. Low cost carriers: Travelers in general are more
price sensitive to airfare t han they are to hotel room rates. Often a low airfare
will stimulate demand for travel even if hotel prices are increasing. LCCs are a
good option for business travelers, as they have advantages like low costs, more
options and connectivity . 2. Budget hotels: More than 50 per cent of occupancy of
a majority of hotels com es from the business travel segment. The average room rate
(ARR) realized from b usiness travelers is normally higher than from leisure
travelers. Heightened dem and and the healthy occupancy rates have resulted in an
increase in the number o f budget hotels. Some of the new players entering into
this category of hotels i nclude Hotel, Kamfotel, Courtyard by Marriott, Country
Inns & Suites, Ibis and F airfield Inn. 3. Service apartments: The concept of
service apartments, though a recent phenom enon in India, is an established global
concept. Villas in Spain, flats in the U K and apartment complexes in the US have
all created a viable market for those w ho want more than just a room in a hotel.
Service apartments are the latest tren d in accommodation, offering the comfort and
convenience of a home without the h assles of having to maintain or look after it.
Ideally suited for medium-to-long
staying guests, service apartments are a natural choice for corporate employees or
expatriates relocating to a particular city, non-resident Indians visiting t he
country for long spells and foreigners visiting the city for long duration. 4.
Technology: Travel and technology have become inseparable. Technology is maki ng
its own advances with high-tech video conferencing facilities, web cameras an d
virtual reality mode of conferencing. On-line bookings, e-ticketing, Wi-Fi Int
ernet connectivity, easy access to information, etc. are just a few areas where
technology has completely changed the way we travel. 5. Loyalty travel: Today,
airline-credit card company tie-ups have brought a who le range of benefits to the
travelers. These include insurance cover, upgrades, free tickets, access to
executive lounges, and a host of other goodies.

OBJECTIVE OF THE STUDY The aim of this dissertation is to further understand the
current and future tre nds of the hotel industry in India. Exactly how is the
industry coming of age an d what are the new elements emerging within the industry.
The reason behind the selection of this topic is that while not much has been
written on it so far, th ere is a lot to be discovered and researched. The hotel
industry is one of the big new industries of the future. There is pro jected
shortfall of over 100,000 hotel rooms. The Indian economy is growing be tween 8 to
9%, resulting in demand for more mid-market business and leisure hote ls. The
objectives of the research were to: • Recognize and evaluate the problems of the
workers in hotel industry • To draw an attrition risk matrix. • To know employees
of hotel industry, their performance and working era and perception towards
attrition. • To determine the potential, stability of attrition rate in the near
future. The research looks into the impediments and challenges that the industry is
faci ng with the human resource crunch and rising land prices. The approach was to
identify the scope of growth and the likely hurdles on the w ay. In keeping with
this target, five of the top professionals from the industry wer e interviewed, who
are looking at development, stand alone and chain hotels. \

LITERATURE REVIEW As cited b y Taylor, since the late 1990s, the overall national
figur e reported by theca and CBI surveys has been between 15 and 20 perc ent,
which is quite high by historical standards reflecting strong econ omic conditions
and the presence of tightlabour mark ets. By contrast, in the early 1990s
recessionary y conditions led to national turnover rates of only 10 percent. The
more opportunity people have to move ,As cited by Taylor (1 998), aside from the
costs directly associated with the resig
nation, there are further good reasons for employers to minimize the n umbers of
employees leaving Taylor (1998) argues that some writers have emphasized the
potentially positive effects of a continuous transfusion of fresh blood into the
organization. The ratio of the number of workers that had to be replaced in a given
time perio d tothe average number of workers is the staff turnover or employee
turnover (Ta ylor, 2008). It is gaining or losing employees at a particular rate
measured. It is measuredor individual companies and for their industry as a whole.
If an emp loyyear is said to have a high employee turnover relative to its
competitors, it means that employees ofHat Companyhave a shorter average tenure
than those of o ther companies in the same industry. Employee turnover is not good
for the orgen erations. High r ate of turnover ay lead to decrease in productivity,
service de livery and spread of organisation’sinformation or knowledge
(naukrihub.com, 2010). There could be many reasons for employee turnover, while
some depart involuntari ly as a result of dismissal, redundancy or forced
retirement, the vast majority resign of their own volition – some to take up new
jobs, others to take a permanen t ortemporary break from participation in the
workforce, some to start new busin esses of their own (Taylor, 1998). As per Taylor
(1998) there ar e two types of employee turnover – voluntary and involuntary
turnover. Taylor broadly defines tha t voluntary release or turnover includes all
resignations not formally initiated by the employer. On the other hand involuntary
release could be initiated by the employer. Taylor argues that voluntary release
are avoidable and co ntrollable which includes em ployees who quit primarily
because of dissatisfaction with some aspect of their job or theorganisation whereas
involuntary are un avoidable that would have occu rredanyway and uncontrollable
reasons make that happen such as resignation by an employee because of ill health,
relocation of spouses, etc. Few reasons of voluntary release may be (naukrihub.com,
2010): Compensation package d ifferencesJob and employee skill mismatch: the job
may be less or more challenging according to the employee Inferior facilities,
tools, etc. Less reco gnition Less or no appreciation for work done Less growth
opportunities Poor training Poor supervision Less work and life balance practices
Employers, the more likely they are to do so. As per Taylor man y belie ve high
turnover results in skills shortages and according to this the ory skills shortages
constrain productivity, which leads to lower output and higher unemployed t. Thus,
changes in the labour market create ups and do wns of the economic cycle. Prior
research has offered mixed conclusions based on both theoretical and empirical
analysis and according g to previous research that turnove r has negative effects
on operating performance due to disruption of e xisting routines. Others have
suggested that firms may benefit from the innovative thinking or increased
motivation that networkers bring to the job (scribd.com, 2010). There is no set
level ofemployee turnover that dete rmines at what point turnover starts to have a
n negativeimpact on anOrganizatio n’s performance. Ever thing depends on the type
of labour markets in whic h you compete. Where it is relatively easy to find and
train new em ployees quickly and at relatively little cost (that is where the labou
r market is loose), it is possible to sustain high quality levels of service
provision despite having a high turnover rate (cipd.co.uk, 2010). By contrast,
where skills are relatively scarce, where recruitment is cost ly or where it takes
several weeks to fill a vacancy, turnover is li kely to be problematic for the
organization. This is especially true of s
ituations inwhich you are losing staff to direct competitors or where customers
have developed relationships with individual employees. This means some employee
turnover positively benefits organizations. This happ ens when a poor performer is
replaced b y a more productive employee, and can happen when a senior retirement
allows the promotion or acquisition of welcome fresh blood . A functionalturnover
(that is, beneficial) serves to promote innovative ideas and methods and canthus
renew a stagn ating o rganization. Modern ate levels of staff turnover can also
help to reduce staff costs in organization’s where business levels are
unpredictable m onth on month. When business is slack it is straightforward to hold
o ff filling recently created vacancies for some weeks ( cipd.co.uk, 20 10).
Resignation from a valuable employee could be more damaging when theye y move onto
Work for competitors. . These include productivity losses, impaired quality of
service, lost business opportunities, an increased administrative burden and
employee demoralization. Thus, it is safe to conclude that, for mostorganizations,
turnover in ex cess of 5-10 perc ent has more negative than positive consequences.
Employee retention is a process in which the employees are encouraged to remain
with the organization for the maximum period of time or un til the completion of
the project. Employee retention is beneficial for the organization as wellas the
employee. Employees today are different. They have got good opportunities in hand
because of the wide market. As soon as they feel dissatisfied with the current
employer or the job, they switch over to the next job (Taylor, 1998 ). It is the
responsibility of the employer to retain their best employees . If they don’t, they
would be left with no good employees. A good employer should know how to attract
and retain its employees. It’s not only the cost incurre d by a company th at
emphasizes the need of retaining employees but also the need to retain talented
employees from getting poached. The pr ocess of employee retention will benefit an
organization in the following ways(n uakrihub.com, 2010): The purpose of the
literature review, to takee a broader pe rspective, is to remove the need to
rediscover knowledge that has alr eady been reported (Fisher, 2007). The literature
review helps researche r to build upon the work that has already been done in the
field, r esearcher is researching. According to Saunders, Lewis and Thorn hill (2
009), reviewing the literature critically provides the foundation on which the
research is built. Its main purpose is to help the researcher to develop a good
understanding and Insight into relevant previous research and the trends that have
emerged. Improving employee retention The first two steps to take when developingan
employee retentionstrategy are tof ind out: Why employees in hard to recruit groups
are leaving? What employee turnover among these groups is costing an organization?
Data from exit interviews can be used to develop a coasted retention strategy that
focuses on particular causes of turnover in a particular organiz ation. Following
are the elements which play a positive role in improving retent ion (cipd.co.uk,
201 0): Job previews: A realistic job preview should be given to the prospective
Employees at the recruitment stage. One should not raise employees Expectations so
that it effects later. Advances in technology present employher ewith increasing
opportunities to familiarize potential candidates with theorganisation before they
accept a position. Line managers accountable: Line managers should be made
accountable for staff turnover in their teams. Rewa

 
rd managers with a good record for keeping peopleby including the subject in app
raisals. Line managers should be trained in people management and development
skills before being appointed or Promoted. Re-training opportunities should be
offered to existing manager Who have a high level el of turnover in their team?
Career development and progression: Organizations should try y to maximize
opportunities for individual employe es to develop their skills and move on in
their careers. Where promotion s are not feasible, a company can look for sideways
moves that vary exper ience and can make the work more interesting. Consult
employees: Employees should be given enough chance to ‘voice ‘through consultative
bodi es, regular appraisals, attitude surveys and grievancesystems. This will
provide dissatisfied employees with a number ofchanisms to sort out pr oblems
before resigning. Where there is no opportunity to voice dissatisfacti on,
resigning is the only option. Be flexible: Wherever possible an employee’s working
hour’s preferences Should be taken care of. Where people are forced to work hours
that do not suit their domestic responsibilities they will invariably be lookin g
for r another job which can offer such hours. Avoid the development of a culture of
‘presenters’: Where people feel obliged to work longer hours than are necessary
simp ly to impress management. Evaluation of individual commitment should bebased
onresults achieved and not on hours put in. Job security: Organizations should
provide asmuch job security as Employees who are mad e to feel that their jobs
great deal of effort in to impress, but they looking for more secure employment at
the same y are greatly valued by most employees. possible. are precarious may put a
are also likely to be time. Security and stabilit

Treat people fairly: Discrimination against employees should be avoided. A

perception o f unfairness, whatever the reality when seen from a manage ment point
of view, is a major cause of voluntary resignations. While the overall level of pay
is unlikely to play a major role unless it i s way below the market rate, perceived
unfairness in the distribution of rewa rds is very likely to lead to resignations.
Defend your organization: Organizations should defend themselves against enetration
by headhunters and others seeking to poach your staff. Keep internal e-mail
addresses confidential, refuse to do business with agents who aver poached your
staff, and enter into pacts with other employers not to each one anoth er s staff.
EXCUTIVE SUMMARY ITC Maurya, New Delhi ITC Maurya, a premier 5 star hotel in Delhi
is named after the famous ‘Mauryan” dyna sty which gave Indian history it’s golden
age where art, culture and architecture flourished. This luxury hotel in Delhi has
440 rooms, including 29 uniquely-desi gned suites, are available in a bouquet of
room categories, from the Executive C lub which pioneers a tradition in corporate
hospitality to the Towers’ eight luxur

 
ious floors of elegance and tranquility. The Mauryan Chamber combines the best o f
opulence, space, and service standards and the ITC one PURE rooms – our premium
room category offers an allergy friendly environment with magnificent decor, imp
eccable service, and the latest in modern conveniences and amenities. Behind the
lavishness is a crisp efficiency and a deep understanding of the needs of the g
lobal traveler. Accommodation Luxury, space and service opened with warm courtesy
and a smile that captures th e Essence of India. The hotel has 440 rooms, including
beautifully designed suites. The divergent ro om Categories are all designed to
meet the needs of our various guests and include: Executive Club Rooms (288 sq.
ft.) - Elegant rooms with contemporary In-rooms facilities. The Towers (330 sqft) -
Exclusive wing with a separate check in/check out Desk. These rooms have their own
Towers club, library bar and private Boardrooms. Eva Rooms (330 sqft) - These rooms
which are located in the Towers annexe Are exclusively designed with special
amenities and women butlers to meet the needs of the single lady traveler. Mauryan
Chambers (575 sqft) - These spacious rooms include an ante Room, a sitting
entertainment area, plush bathing space providing the best Combination of luxury,
space and service. ITC One PURE Rooms (440 sqft) - Situated in an exclusive wing
with a Separate check in/check out desk, these rooms over state-of-the-art in-room
Facilities, exclusive lounge, personal butler and other services that anticipate
The guests’ every need. With a private den, leather recliner, a mini bar and an
o_ce alcove, these are the _rst hotel rooms in India to be ‘PURE’. They have Been
specially pureed using a six-step process to make them allergy Friendly. Deluxe &
Luxury Suites (485 sq. to 640 sq.) - Beautifully designed with a harmonious balance
between the classic and the modern, these sprawling Suites de_ne grandeur and
luxury. Presidential Suites (1022 sq.ft.) - The exclusive Presidential Suites are
Synonymous with opulence, luxury, comfort and style and are equipped With state-of-
the-art business and security features. These are your own Private apartments with
a dining room, spacious bathrooms and opulent DIVISION OF DEPARTMENT IN THE PALACE
The departments are classified into two broad categories: Operational Palace
service - Name given to butler service, as itcmaurya is a palace he prope rly Food
and Beverage (Production)- The kitchen and bakery section Food and Beverage
(Service)- In charge of the sale and service of food and bever age in the hotel
Housekeeping-Responsible for the cleanliness, maintenance & aesthetic up keep of
the hotel NON-OPERATIONAL Human-resource- In charge of employee development &
manpower recruitment Finance and accounts- Take acre og the balancing and auditing
of the managers an d employees work MAINTANANCE-Ensure smooth functioning of all
kinds of equipment and appliances. Sales and Marketing- Building public relation
and maintain customer relationship Security-Ensure security in the palace.
Attrition Attrition is one of the most serious concern of the organizationtoday,
irrespect ive of the industry in which they are operating attrition is all about
people us
ing organization with the highest promotion and using no uspect and commitment t o
the coh they rampancy in which they are walking. Attrition Rate The term attrition
rate can be defined as "A reduction in the number of employ ees through retirement,
resignation or death." It denotes the percentage change in the labour force of an
organization. High percentage of labour turnover is no t desirable for the
organization because new workers are engaged in place of the workers who left the
organization According to HUMAN RESOURCE DICTIONARY" in training the percentage of
employee t rainees dropped from training as a result of their failure to make
progress or a chieve desired result" is known as attrition rate. Generally one to
notice the following types of attrition in any organizationFresher attrition - the
member of fresher who leaves the concern within a year . It tells how many are
using the company as a springboard. Infant Mortality-percentage of people who
leaves the concern within one year .Th is indicates the case with which people
adapt to the company. Critical resource attrition- This is key man exit Low
performance attrition- Those who leaves due to poor performance. A graded system
can probably predictthe true picture of an organization as the m anpower is
distributes among different department, where similar tasks are group ed together
which makes easier for the observer to the lapses. Why Attrition Happens: Attrition
happens in two ways, one is because of employer and other is because o f employee
1. Higher pay 2. Work timings 3. Career Growth 4. Higher education 1. Workplace /
Environmental Influences: Working hours and toughness of work will play major role
in employee satisfactio n. Employee will see for other opportunities if working
hours won’t suitable to sp end for his personal life and family. 2. Training:
Besides the induction and project training, not much investment has been done to
evolve a "continuous training program" for the agents. Motivational training is
still to evolve in this industry 3. Vague Vision & Values: Senior management must
articulate a clear and compelling vision for the organiza tion in order for it to
succeed. People join and stay with companies where they feel their job is important
to organizations growth. 5. Lack of Positive Direction: Poorly prepared management
can potentially communicate an undesirable message of apathy andfrustration to
employees, which can be detrimental the growth of the organization.6.Limited or
Lack-Lustre 6. Training: Employees want to continually upgrade their skills and
expect that employers w ill facilitate. In fact, research shows that employees are
three times more like ly to leave a company that does not provide job-related
training. 7. Hiring that Misfires: While hiring people have to check whether
candidate fits for organizational cu lture and job environment. Because best suited
employee can be stick to organiza tion for longer time 8. Women in Workforce: Most
of women leave work after marriage or because of social pressure in working hours
or working place. It is true in most cases in Hotel industry because of w ork
timings.

 
9. Inadequate Managers: The companies should have the foresight to invest in
management teams that can g row faster than the production staff. A lot of firms
are losing people because t heir managers are too thinly staffed who are always
fighting fires rather than d oing proactive work. 10. Employee Database Leakage:
Normally database leakage will happen because of the HR staff or database admin
istrators or any other employee when he joins another organization or through ou
tsourced human resource vendors. It will lead to attrition. 11. Overwork & Burnout:
Unrealistic expectations are de-motivators, not incentives. Irregular hours and
meal-times, lack of rest resulting in physical strain, high-stress environments,
etc., cause employees to burn out and re-evaluate their willingness to work in
places like call centers.HR managers have work on these aspects to get reduction in
Attrition. Background Attrition has emerged as the learning concern today due to
several factors .Many meeting concern points to the internet as the primary
curprit; however there ar e other factors that have contributed to the rapid rise
of this new concern. In early 201, the U.S economy began to weaken and the business
travel market starte d a significant downward trend. This unfortunate reality,
combined with the effe cts of the terrorist attacks in the fall of 2001, took what
had been a healthy t rend market and turned it upside down. It was those economic
condition coupled w ith their growing popularity of the internet as event organizer
to meet their pe rformance based commitment with hotel partners. In response to the
growing concern over attrition, industry leaders in early 200 3 to discuss an
appropriate response and course of attrition as a result of thes e discussion, the
convention industry council launched project attrition in Apri l of 2003 .This
short-term industry collaboration was designed to help educate t he meetings,
Connections and exhibitions industry on the issue and simultaneousl y pursue
solution to minimize the impact of the problem. ATTRITION COMPONENTS: 1)case study
resource- The development of an outgoing industry resource servant case study
information .The recourse provide an opportunity fir meeting professi onals to gain
knowledge of techniques and policy arrangement that are being succ essfully
utilized by other meeting professionals. 2)educational tools- The development of
planning templates and timelines designe d to exist organizer, the convention and
bureau executive and the hostel executi ve in minimizing attrition potential. 3)
Industry research- The implementation of an industry wide researcher study of both
the event organizer and the attitude exhibitions. 4) Technology Review-A review and
analysis of the available technology resource for the industry. 5) Long –term
recommendation- A serious of long term recommendation on the attriti on issue will
be reported to the APEX using and registration. 6) Legal consideration for event
management- A review of approaches to shifting the risk and the bonded of attrition
through inclusion of attrition and force ma jored clauses in event Contracts. WHY
PEOPLE LEAVE?
Most employees leave their work for reasons other than money - and your organiza
tion can correct these reasons. Most leaving employees seek opportunities that a
llow them to use and develop their skills. Leaving employees want more meaning i n
their work ... they often indicate that they want to use their qualities and s
kills in challenging teamwork led by capable leaders. • Hourly employees notice
whether they are treated with respect, have capable mana gement and interesting
work • Clerical employees voice concerns such as "type of work," "use of skills and
abi lities" and "opportunities to learn" • Professional employees cite concerns
about "supervisory coaching and counseling, " "company direction" and interesting
work • Managerial staff cite "career growth" and "leadership" as the major factors
that influence their decisions to stay or leave, together with "opportunities for
ma nagement" "ability of top management" "use of skills and abilities" and "work/fa
mily balance" Right candidate for the right job. One important aspect of hiring is
in defining the job responsibilities of the new-hire. • Do the hiring managers give
adequate details on the job requirement? • Are the line managers involved in the
short-listing and interview process. • Are the job-descriptions consistent and
available to all people in the hiring pr ocess. Without well-defined job-
descriptions that are available to all people in the re cruitment process, it may
be difficult to identify the right candidates. Most at trition happens because we
try to fit a round peg in a square hole. Off boarding. "No one utilizes my
capability & capacity for work", said one empl oyee in an exit interview. In
organizations where no process exists to manage Of f boarding, there may be many
such unnoticed employee separations. HR Strategy. Most management teams are focused
on increasing revenues & profits. While it is true that most organizations exist
primarily for financial growth, it is important to realize that this growth is not
sustainable without keeping a unified and integrated HR strategy in mind. Tracking
achievements. Employees are hired based on their past experience and tr ack-record
and it is assumed that they will do well in the new job. However, act ual
performance is a true test of their capabilities. If you can t assign goals and
track achievements periodically, how do you differ entiate between the performers
and non-performers - and reward them appropriatel y? This may frustrate talented
employees and they may look elsewhere - where the y are appreciated more. Planning
Growth. Without capabilities to assign and track goals, managers cannot look at the
performance of their reportees objectively. • Employees cannot be counseled
regularly and effectively. • Performance evaluation tends to be subjective with
primary aim being completion of the performance appraisal process. • Development
needs cannot be identified at line-manager level. • It is difficult to launch
schemes that recognize performers - such as Pay for Pe rformance • Training is not
effective and does not map to required development needs. In such a scenario, how
do you plan the growth of high potential employees? Our experience indicates that
over a period of time those employees quit, who ar e not recognized adequately yet
have the maximum capability to deliver. They per ceive that their current
organization cannot offer them the challenges, growth & recognition matching with
their career ambitions. Identifying the Problem of workers in hotel Many problems
are complex and ill-defined. Communication skills in reference to English Complex
working hours Low pay scale Innovative Workforce Solutions to Help the Hospitality
Industry.

 
In June 2005, the U.S. Department of Labor has announced a series of investments
totaling more than $2 million to address the workforce needs of the hospitality
industry. These investments result from forums which the U.S. Department of Lab or
hosted over the past year with industry leaders, educators, and the public wo
rkforce system to identify the industry s hiring, training, and retention challe
nges. DOL has sought to understand and implement industry-identified strategies to
con front critical workforce challenges. It has listened to employers,
representativ es from industry associations, and other stakeholders in the
hospitality industr y regarding their efforts to identify challenges and implement
effective workfor ce strategies. However, the challenges they face are too complex
for one organiz ation to solve alone. DOL s Employment and Training Administration
is supporting comprehensive partnerships that include employers, the public
workforce system, and other entities that have developed innovative approaches that
address the w orkforce needs of business while also effectively helping workers
find good jobs with good wages and promising career pathways in the hospitality
industry. All too often, employers and employees fall into disagreement. Sometimes
it is o ver a simple issue, like arranging vacation days so the office is always
covered . At other times the conflict may grow out of a larger problem, such as the
numb er of paid holidays each year. Larger companies sometimes resort to larger
efforts for resolving disputes, such as unions, arbitration, or mediation. Smaller
companies, however, typically man age internal differences informally, through
meetings or collaboration. If you work for a company that is struggling with small-
scale discord, here are a few ideas that might help: . Get the parties who disagree
to write about their perspectives. Sometimes orga nizing a problem on paper can
help frame it in a way that makes sense to the per son(s) who have raised it.
Outlining a problem in writing helps a writer to expl ore features and consider
solutions before bringing it forward to others. This w ay, potential concerns or
objections can be anticipated and planned for. 2. Arrange a meeting for conflicting
parties to discuss the written concerns. Ea ch group may want to nominate a
spokesperson. If there are several groups, admin istrators may decide to meet with
each separately. Have a secretary available wh o can take careful, objective notes
of the proceedings. Ask for a summary of the problems and a list, if any, of
possible solutions or compromises, as well as a ny action steps that have been
recommended. 3. If resolution is not achieved by a first round of meetings, a
second round ma y need to be scheduled. Try to set the follow-up session off
company property, p erhaps at a local hotel or restaurant conference room, for a
neutral environment . Have soft drinks and snacks available, or perhaps a meal. A
relaxed atmosphere can contribute to a proactive discussion. 4. Encourage all
parties to negotiate rather than maintain an inflexible stance, and to compromise
rather than insist on others capitulation. You may want to d istribute a list of
positive suggestions for participants to follow during the m eetings, especially if
known or suspected hot heads will attend. 5. When things cool down, schedule a
conflict resolution workshop to prepare emp loyees for future disagreements. Bring
in an expert who can objectively share te chniques to benefit all company employees
on a wide variety of employment-relate d topics, such as interpersonal conflict,
benefits, management issues, and job d uties. Keep printed materials on hand for
distributing to staff members who may need them to address one-to-one or small-
scale disagreements. 6. Emphasize company harmony. Employee picnics, award events,
a company newslett er, and other activities help to focus people s attention on the
organization s strengths. While keeping employees informed of all major news, avoid
accenting e vents that emphasize bad news or problems. 7. Discourage gossip, the
company grape vine, or rumor mills, which can breed fa lse alarms and discontent.
Promote an open environment that protects confidentia lity, nurtures equality, and
encourages free (though respectful) expression. Disputes are an inevitable part of
any organization. Take proactive steps to lim it and control conflict before it
damages company employees and interests. A hea

 
 

 
lthy approach to handling conflict can lead to a more productive workplace for a ll
COST OF ATTRITION There are a number of costs which are incurred by a BPO when they
hire any new e mployee. These costs can be in terms of monetary or can be in terms
of time wast ed or any other intangible things. Some of these costs can be as
stated below: I. Recruitment Costs: 1. The cost of advertisements; agency costs;
employee referral costs; internet p osting costs. 2. The cost of the internal
recruiter s time to understand the position requirem ents, develop and implement a
sourcing strategy, review candidates backgroun ds, prepare for interviews, conduct
interviews, prepare candidate assessments, c onduct reference checks, make the
employment offer and notify unsuccessful candi dates. This can range from a minimum
of 30 hours to over 100 hours per position. 3. Calculate the cost of the various
candidate pre-employment tests to help asse ss candidates skills, abilities,
aptitude, attitude, values and behaviors. II.Training Costs 1.The cost of
orientation in terms of the new person s salary and the cost of th e person who
conducts the orientation. Also include the cost of orientation mate rials. 2.The
cost of departmental training as the actual development and delivery cost plus the
cost of the salary of the new employee. 3. The cost of the person(s) who conduct
the training. 4. The cost of various training materials needed including company or
product ma nuals, computer or other technology equipment used in the delivery of
training. III. Lost Productivity Costs As the new employee is learning the new job,
the company policies and practices, etc. they are not fully productive. Use the
following guidelines to calculate t he cost of this lost productivity: 1. Upon
completion of whatever training is provided, the employee is contributin g at a 25%
productivity level for the first 2 – 4 weeks. The cost therefore is 75% of the new
employee’s full salary during that time period. 2. During weeks 5 - 12, the
employee is contributing at a 50% productivity level . The cost is therefore 50% of
full salary during that time period. 3. During weeks 13 - 20, the employee is
contributing at a 75% productivity leve l. The cost is therefore 25% of full salary
during that time period.4. Calculate the cost of mistakes the new employee makes
during this elongated indoctrinatio n period. IV.New Hire Costs 1.The cost of bring
the new person on board including the cost to put the person on the pay roll,
establish computer and security passwords and identification c ards, telephone hook
ups, cost of establishing email accounts, or leasing other equipment such as cell
phones, automobiles. 2.The cost of a manager s time spent developing trust and
building confidence in the new employee s work V. Lost Sales Costs 1. Calculate the
revenue per employee by dividing total company revenue by the a verage number of
employees in a given year. Whether an employee contributes dire ctly or indirectly
to the generation of revenue, their purpose is to provide som e defined set of
responsibilities that are necessary to the generation of revenu e. Calculate the
lost revenue by multiplying the number of weeks the position is vacant by the
average weekly revenue per employee. Thus we can say that if a pe rson leaves a job
company has to suffer losses as it involves many costs. EIGHTEEN RETENTION TOOLS
FOR CURBING ATTRITION RATE In today s scenario ATTRITION has become the most
dangerous alarm to all HRemplo yees’ ears and Organization is facing troubles to
fight it out. Suggested Retentio n Tools for curbing attrition to a great extent
are submitted herewith. These ne ed not be brainstormed and implementation strategy
should be worked out immediat ely.

 
1. OFFER COMPENSATION – ATTRACTIVE AND COMPETITIVE: Fair compensation alone does
not guarantee employee loyalty, but offering belowmarket salaries makes it much
more likely that employees will look for greener p astures. Use of Industry Surveys
and other data tools to stay informed on wage t rends. To benefit both company and
employees, tie increased one time performance pay to meeting specific goals aligned
with business objectives. Collect data fr om exit interviews to document trends
from your departing employees, and then us e this data to make business case for
increasing salaries across the board. Go f or Employee Engagement Surveys / ESS, to
find out what perks, benefits and forms of compensation other than money will help
keep them motivated. Let employees d ecide their own compensation package /
reimbursements once the quantum is fixed. Pay Exception is a procedure at FedEx,
which allows managers to recommend and g ive exceptional pay increases to their
highly performing employees when it is no t covered by normal policy. Extensive
performance measuring scheme and incentive policies by Sasken Communications,
Awards and recognition like "Best project" , "contribution”, mentorship" by Aztec
Software and Formal Individual / group recog nition at departmental / organization
levels by Intel Technologies India Pvt Ltd are few outstanding examples. 2.TRAIN
YOUR FRONT-LINE, MANAGERS AND ADMINISTRATORS. Improve managers’ leadership,
communication and interpersonal skills throughcoach ing,training and feedback. Rate
these key skills in their evaluations, and tieco mpensation toperformance.Create a
safe environment and process for employees to bring up concerns with
theirmanagers.In Whirlpool Appliances, there are highly s elective leadership
developmen mentor programs. Managers selected to participate as mentors go through
a rigorous selection process and are then monitored close ly to ensure that only
managers who consistently produce results remain in the p rogram. 3.. ROLES AND
RESPONSIBILITIES NEEDS TO BE DOVETAILED .Make sure your employees know what is
expected of them every day, every monthan devery year, what types of decisions they
are allowed to make on their own, and towhomthey are supposed to report. Provide
clear vision, brawny and consistent c ommunication, teamwork and respect for human
capital’ efforts. Share the company v ision/mission clearly and regularly.
Collaborate, communicate and listen. Conten ted employees achieve amazing
things.EliLilly & Co.(India) Pvt. Ltd has a Red Bo ok on Code of Business Conduct
which provides standards for conducting business consistent with the company s
legal obligations,globalpolicies and co values. Em ployees are taken through the
corporate values, visionandmission and Red Book.. 4..ENHANCEMENT, ADVANCEMENT AND
PROGRESSION OPPORTUNITIES To foster employee loyalty, implement a career ladder and
make sure employeeskn owwhat they must do to earn and go in for progression. A
clear professional deve lopmentplangives employees an incentive to stick around. Do
away with you Perfor manceManagementSystem if it has turned to NOVA (Non Value
Added Activity) and go in for instantperformance rewards. Think! Think out of the
box! Assess employee’s performanceagainst the focus area’s set in their performance
agreement for the ap praisal year and improves their proficiency. 5.. OFFER
RETENTION BONUS: Employee longevity typically is rewarded with an annual raise and
mandatory vaca tion time after three, five or ten years. But why not offer other
seniority-base d rewards such as a paid membership in the employee s professional
association a fter one year, a paid membership to a local gymnasium and clubs after
two years, and full reimbursement for the cost of the employee s formal dress.
Build a hig h degree of recognition value into every reward you offer. Reduce
entitlement sa nd link as many rewards as possible to performance. Troubleshoot
your reward sys tem to make sure that what it is rewarding is what you really want
to happen..In crease the longevity of your rewards Intel Technologies has cash
bonus plans and performance based bonuses for employees. 6..GO IN FOR EMPLOYEE
ENGAGEMENT PRACTICES: You won t know what s wrong... or what s right … unless you
practice. To check th

 
 

 
epulseof your organization, conduct employee satisfaction surveys on a regular b
asis. Go in forits analysis and implementation. Oneidea: Ask employees what they
want more of and what they want less of – Capture Voice of Employees Value additi
on in terms of ASKPT (Attitude, Skills, Knowledge, Practices, and Trust) has to be
the end product. Stay Interviews and its implementation, call back your emplo yees
and ensureombudsmenconcept. From the very beginning, Mind tree Consulting h as been
active in its socialresponsibilities.Infact, Mind Tree has identified so cial
responsibility as one of its core values andtherefore,regularly encourages it in
the organization. 7...TEAMWORK AND CROSS FUNCTIONAL TEAMS: It takes effort to build
an effective team, but the result is greater productivi ty, better use of
resources, improved customer service and increased morale. Giv e great emphasis
oncrossfunctional approach as it endorses acceptance and accoun tability. Make sure
everyone understands the department s purpose, mission or go al. Encourage
discussion, participation and the sharing of ideas. Rotate leaders hip
responsibilities depending on your employees abilities and the needs of the team.
Involve employees in decisions; ask them to help make decisions through c onsensus
andcollaboration. Encourage team members to show appreciation to their colleagues
for superior performance or achievement. Sapient Corporation has a pr actice known
as “Team Storming”. When a team (projectteamor an internal team) has wo rked very
hard, teams from across the office get togetherandstorm the team with a goodies
basket to recognize the team and lift their morale. 8. PAPERLESS ORGANIZATION: If
your high performers and technologists spend nearly as much time filling outp
aperwork,it s time for a change. Convert paperwork to an electronic format; and
hire non- techadministrative staff to take over as much of the paperwork burden as
is allowed underlegalor regulatory restrictions Intranet facility Centralized
servers for data storage. 9. FUN IS MUST. Celebrate successes and recognize when
milestones are reached. Buffet lunches,bi rthdayparties, employee picnics and
creative contests will help remind people wh y anorganization is a great place to
work. The companies organizes cultural prog ram as and when possible but most of
thetimes, once in a quarter, in which all t he employees are given an opportunity
to display theirtalents in dramatics, sing ing, acting, dancing and sports programs
such as Cricket,football etc Fun elemen ts at work like Parties, bashes, outings,
picnics at Aztec Software & Technology Services Ltd and De-motivation to work on
holidays by Phillips India are few goo dIllustrations 10. MISSION STATEMENT FOR
EACH FUNCTIONAL AREA. Everyone wants to feel that they are working toward a
meaningful, worthwhile goa l.Workwith your human capital to develop a departmental
mission statement aligne d withcompany’s vision, Make sure employees understand how
their contribution isim portant.A place where people work with a smile on their
faces and dreams in thei r eyesA place where your views can be freely voiced and
are received with an ope n mind place where you know whenever you need help, there
is a family of 2000 me mberswaiting to help you out 11. ASSIGNMENTS FOR JOB
ENRICHMENT: Identify your employees talents and then encourage them to stretch
their abilit ies into new areas. You have to have a great mentor or mentors. A
variety of cha llengingassignments helps keep the organization stimulating. Lay
emphasis on str etch Key Result Areas. Employees today want more than just a job.
They want to c ontribute to the big pictureandhelp the company sustain it through
the tough tim es. Provide challenging andmeaningfulwork assignments that stimulate
them.When e mployees feel bored, their motivation declines and they lose focus on
howtheirwo rk fits into the big picture.Delegate meaningful work whenever possible
so emplo

 
 

 
yees can learn something newandfeel challenged. Additionally, provide regular de
velopment and learning opportunities. Johnson & Johnson conducts a Strategic Roa
dmap Meeting which is a large-scale interactive process (LSIP) of communicating
with employees and getting their buy-inonthe strategic goals set by the company.
This is a theme based motivational event. 12. TRANSPARENCY IN COMMUNICATION
.Employees are more loyal to a company when they believe management or those att
hehelm of affairs keep them informed about key issues Communication is the first
step toward creating the kind of environment that peoplecareabout, and if they
care, they just may stay, keep your people in the loop about what’s happening with
the company. At any time, all of your employees should have a pretty good idea of
how business has been carried out. They should be aware of what issues the co mpany
is attempting to address. Everyone from new recruit to CEO is treated as s ame in
Nokia. Everyone flies thebusinessclass and everyone stays in luxury hotel s. 13.
ENCOURAGE HIGHER LEARNING. Create opportunities for your key performers and
technologists to grow and learn . Encourage every employee to learn at least one
new thing every week, and you’ll creatework force that is excited, motivated and
committed. To keep morale high, coach and facilitate every day. The “I tell/you do”
method of management simply does not work for motivating and retaining people.
Instead, become a coach to your p eople and encourage them to trythingstheir own
way. Allowfor mistakes to happen, as mistakes are often our greatest
learningopportunities.Most people are gratef ul for constructive feedback. It shows
that you’re paying attentionto theirprogres s FedEx has Personality Development
Systems, amount of 3000 $ annually as educat ion reimbursement and an Online
training library with 600 courses. 14. FLEXIBILITY AND PRAGMATISM: Employees will
be loyal to organizations that make their lives more convenient b yofferingon-site
childcare centers, on-site hair styling and dry cleaning, flexi ble work
hours,parttimepositions, job-sharing or involving spouses in CSR activi ties and
promote ownershipculture.Employees of school-age children might appreci ate the
option to work nine months ayearand have the summers off to be with thei r
children. 15. DEVELOP AN EFFECTIVE INDUCTION PROGRAM Implement a formal orientation
program that s at least three weeks long and incl udes thorough overview of every
area of your department and an introduction to o therdepartments.Infosys has a 23
days Induction Program with ISB BangaloreSona G roup has tied up with MDI Gurgaon
for one month Induction Program 16. WORKPLACE AMBIENCE. No one wants to work with
equipment that s old or constantly breaking down. Prov ide employees with the
highest quality supplies you can afford. Cheap, leaky pen s may seem like a small
thing, but they can add to employees overallstress level . A career-oriented,
valued employee must experience growth opportunities within your organization. 17.
NEVER, NEVER, EVER THREATEN AN EMPLOYEE S JOB OR INCOME. Even if you know layoffs
loom if you fail to meet targets, it is a mistake to fo reshadowthisinformation
with employees. It makes them nervous; no matter how you explain theinformation,
even if you re absolutely correct, your employees will update
theirresumesDemonstrate a vibrant workplace that retains and promotes tal ents and
at the sametimeencourages development of non-performers to perform bett er and
dissuade pink slips. 18. VALUE YOUR EMPLOYEES. Recognize outstanding achievements
promptly and publicly, but also take time toc

   

 
ommendon the many small contributions your staff makes every day to the organiza
tion’s vision, mission and growth.

Research Methodology After completing the literature review on training in

hospitality industry the G ap for status report on training practices was
identified. This chapter outlines the research methodology adopted to complete the
study in a scientific manner Hospitality sector is growing at a very fast rate in
India. The sector is growin g at a rate of approximately 8%. This sector can be
broadly classified into hote l industry, travel and tourism, restaurants, pubs,
clubs and bars, contract cate ring, and aviation. Other than that, hospitality is
applicable at various places like in universities, sporting venues, exhibition
centers and smaller events ma nagement companies. The industry was earlier part of
travel and tourism but now it has a separate industry status. Like aviation
industry which was part of trav el & tourism, hospitality industry. The major
challenge of this sector is shortage of skilled employees along with t he challenge
of attrition rate. Skilled chefs and managers are in greatdemand. M anagers require
huge range of competencies such as, people management, viable sk ills, business
insights, analytical skills, succession planning, and resource de velopment in
order to get success in this sector. In addition to that, employees are not enough
trained on Business Etiquettes, Courtesy, and Business Communica tion. Hospitality
is all about handling people. So an employee must have right a ttitude, tolerance,
and listening skills in order to move up the hierarchy. Ther e is still a long way
to go to inculcate good public relations, interpersonal sk ills. . Research
Methodology Research Methodology is a systematic way to solve the research problem.
When we talk research methodology, we not only talk of research methods but also
conside r the logic behind the methods we use in the research study and try to
explain w hy we are using a particular method or technique and why we are not using
the ot her, so that research results are evaluated by the researcher himself or by
othe rs. In fact research is an art of scientific study/investigation of the
problem stat ed “Research Design: “A research design is the arrangement of
conditions for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy in procedure”. Research design is
the conceptual structure within which research is conducted; it constitutes the
blueprint for the collection, measurement and analysis of da
ta. The type of research design used in the project was exploratory research ,
because it helps to describe a particular situation prevailing within a compan y.
Careful design of the exploratory studies was necessary to ensure the complet e
interpretation of the situation and to ensure minimum bias in the collection o f
data. Exploratory research Exploratory research is conducted into an issue or
problem where there are few o r no earlier studies to refer to. The focus is on
gaining insights and familiari ty for later investigation. Secondly, descriptive
research describes phenomena a s they exist. Here data is often quantitative and
statistics applied. It is used to identify and obtain information on a particular
problem or issue. Finally ca usal or predictive research seeks to explain what is
happening in a particular s ituation. It aims to generalize from an analysis by
predicting certain phenomena on the basis of hypothesized general relationships.
SAMPLE SIZE: Survey is done to find out the attrition rate in hotel ITC MAURYA.
Sample size i s 46. METHOD OF SAMPLING The techniques of sampling taken random
sampling and systematic sampling. I have adopted random sampling for the conduct of
the survey. Area of work Delhi Duration of study THE STUDY WAS CARRIED OUT FOR
PERIOD OF TWO MONTH I.E 28 FEB-30 APRIL2012 Data Collection: Primary data as well
as secondary data is used for the present study • Primary Data is collected through
the Questionnaire, Observation,Interviews and feedback, from General Managers, HR
Managers, Line manager , Employees (at all l evels), Trainers ( Internal and
External), observation of training programs. • Secondary Data is collected through
previous records, data andfeedback forms, HR Manual, Policies, Library resources:
Newspapers. Business Magazines, Internet. Present study is a case study method but
to overcome of this method survey was a lso conducted. To conduct the survey simple
random sampling was done. The Study comprises of case study of , with the coverage
of at least 100 employe es survey each. Total data collection and feedback
regarding training process wi ll be done by at least 100 employees under various
organizations under hospitali ty industry.

Tools for Data Analysis:Data Analysis is done through basic statistical methods.
MS-Excel was used to an alyze the data and graphical representation of data. Since
research mainly invol ves qualitative data, to collate the data MS Excel was used
to convert the prima ry data to give pictorial representation in form of charts and
graphs. Improving Employee attrition inITC Maurya Hotel In hospitality industry, an
organization or hotel should consider following poin ts whenplanning for employee
retention (articlebase.com, 2007): Respect: Any relationship blooms under the
swathe of respect. It is, therefore, Importantfor theemployers to honour cultures,
languages, traditions, and age Of their employees. Transparent policies and
procedures: After induction, employees need to be
Educatedabout the policies and workingg procedures of the hotel. Keeping Those
transparent, fair andconsistent will help employees see the hotel in good Light.
Recognition of performance: Compensation in terms of bonuses, rewards, Peer
recognition etc. Is necessary as a recognition strategy. Innovative performance b
asked perks such as an insurance cover and time off can also beincluded in these.
Training programs: Development initiatives and training programs should be Made a
part of the job. Repeated training is a good way to in grain part icular concepts
into employees’ minds. Such initiatives help employees hon e theirskills at the
same time allowing the hotel to use them as per thei r requirement. Employees are
also glad at the prospect of career development through Continuous training.
Discuss career paths: Career development is important to everyone. Organizations
should advice and help on their employees’ career development, Highlighting how
their job will cater to their needs. Employees should be made to feel that the
employer is interested in investing time and money in them Provided they stick to
their job. This will help both employer and employeeachi eve mutual goals. Make
yourself approachable: Making emplo yees feel comfortable enough to Share their
problems with the management always helps. Managers, who take weekly rounds of
departments finding out the way employees function an d whether anybody has a
grievance, make them appear friendly and approachable. Analyze: Finding out the
reasons for the turnover rates at the hotel is ver y Important. This can be
effectively done through exit interviews of the Employees planning to leave. HR
departmentshould be trained in doing these and should derive an inference from the
answers to such questions which will help to give an insight into the needs of the
employees and allows employer to sort out any problem areas. Conduct employee
surveys: Giving out questionnaires to be filled in b y the working people to gauge
what they think about working with the hotel will help in bringing up issues that
need immediate attention. Emplo yers should b e Prepared to address them as this
will lead to employee satisfaction. Make working fun: Social groups should be
formed within the organization, Wherein the staff can mingle. Arran ging outings or
making a newsletter that carries information abou t and for the employees that is
important to them. Find out if any o f the staff members is volunteering for a
socially re sponsible group. If yes, plan a donation for it, or at least make a
recogniti on of his contribution to society by patting him on the back. Semi-
structured interviews: As per Fisher (2007), in this type of interviews the
interviewer has a schedule to remind them of the main issues and topics that need
to be covered by the respondent. The respondent has much latitude to respond to the
questions in the ways that seem sensible to them. The respondent is also asked to
think of occasions in their working lif e when theyhad to deal with a particular
kind of issue. The interviewee choose s an incidentand then is encouraged by the
interviewer to explain the incident i
n full detail. Open interview was also rejected. It is a straightforward method.
The interviewerengages in informal conversation with the respondent about a
particular area ofinterest. In this type generally the respondent lea ds the
direction of the interview This would have not helped in coll ecting the important
data requiredfor the particular problem, hence it was r ejected. Pre-coded
interview was also considered as the strategy for the research b ut rejected. These
interviews are controlled by the researcher unlike open interview (Fisher,2007). In
these interviews the interviewer generally reads from a prepared script andis
expected not to deviate from it. These kind of interviews are controlled and do
notprovide much information as the int erviewee is given options for the questions
toanswer and not given a chan ce to elaborate.

DATA ANALYSIS AND INTERPRETATION

RESULT AND INTERPRETATION 3.1. Data analysis and interpretation: 1.SATISFACTION OF

EMPLOYE ES IN REFRNCE TO SALARY PACKAGE Table 3.1.1: S.no 1 2 3 4 5 Level of
satisfaction Highly satisfied Satisfied 23 Neutral 10 22 Dissatisfied 6 Highly
dissatisfied 46 100 No. of respondent 4 8.7 50 13 3 6.3 percentage
Table 3.1.1: INFERENCE: It is seen from the table that 8.7% of employees are highly
satisfied with the s alary package and 50% of employees are satisfied, 22% of
employees are neutral, 13%of employees are dissatisfied, and 6.3% of employees are
highly dissatisfied with 2. SATISFACTION OF EMPLOYEES IN CURRENT JOB Table 3.1.2
S.no 1 2 3 4 5 . Table 3.1.2 Level of satisfaction Highly satisfied Satisfied 27
Neutral 12 26 Dissatisfied 2 Highly dissatisfied 46 100 No. of respondent 5 11 59 4
0 0 Percentage

INFERENCE: It is seen from the table that 11% of employees are highly satisfied
with curren t job and 59% of employees are satisfied, 26% of employees are neutral,
4% of em ployees are dissatisfied, and 0% of employees are highly dissatisfied

3. CASUAL LEAVE Table 3.1.3 S.no 1 2 3 4 5 Level of satisfaction Highly satisfied

Satisfied 19 Neutral 16 36 Dissatisfied 7 Highly dissatisfied 46 100 No. of
respondent 2 4 41 15 2 4 Percentage

Table 3.1.3

INFERENCE: It is seen from the table that 4% of employees are highly satisfied with
the cas ual leave and 41% of employees are satisfied, 36% of employees are neutral,
15% of employees are dissatisfied, and 4% of employees are highly dissatisfied with
the casual leave
BONUS Table 3.1.5: S.no Level of satisfaction 1 Highly satisfied 2 Satisfied 19 3
Neutral 16 36 4 Dissatisfied 7 5 Highly dissatisfied 46 100 Table 3.1.4

No. of respondent 2 4 41 15 2 4

Percentage

INFERENCE: It is seen from the table that 11% of employees are highly satisfied
with the bo nusand 45% of employees are satisfied, 24% of employees are neutral,
20% of empl oyees are dissatisfied, and 0% of employees are highly dissatisfied
with the bon us

MEDICAL FACILITIES Table 3.1.4: SI. No Level of satisfaction 1 Strongly agree 8 2

agree 18 39 3 moderate 10 4 disagree 6 5 Strongly disagree 46 100 Table 3.1.4:

No. of Respondents 17 22 13 4

Percentage

INFERENCE: It is seen from the table that 17% of employees are highly satisfied
with the me dical facilities and 39% of employees are satisfied, 22% of employees
are neutra l, 13% of employees are dissatisfied, and 9% of employees are highly
dissatisfie d with the medical facilities. Canteen facilities Table 3.1.6: SI. No
Level of satisfaction No. of Respondents Percentage 1 Strongly agree 9 20 2 agree
20 43.5 3 moderate 14 29.5 4 disagree 3 7 5 Strongly disagree 0 0 46 100
Table 3.1.6:

INFERENCE:It is seen from the table that 20% of employees are highly satisfied w
ith the canteen facility and 43.5% of employees are satisfied, 29.5% of employee s
are neutral, 7% of employees are dissatisfied, and 0% of employees are highly
dissatisfied . ESI & PF Table 3.1.7: SI. No Level of satisfaction 1 highly
satisfied 2 satisfied 20 3 neutral 16 35 4 dissatisfied 2 5 highly dissatisfied 46
100 Table 3.1.7: No. of Respondents 8 17 44 4 0 0 Percentage

INFERENCE: It is seen from the table that 17% of employees are highly satisfied
with the ES I & PF and 44% of employees are satisfied, 35% of employees are
neutral, 4% of e mployees are dissatisfied, and 0% of employees are highly
dissatisfied with the ESI & PF. HEALTHY & SAFETY WORKING CONDITIONS Table 3.1.8:
SI. No Level of satisfaction 1 highly satisfied 2 satisfied 23 3 neutral 13 28.5 4
dissatisfied 2 5 highly dissatisfied 46 100 Table 3.1.8: No. of Respondents 8 17.5
50 4 0 0 Percentage

INFERENCE: It is seen from the table that 17.5% of employees are highly satisfied
with the healthy and safety working conditions and 50% of employees are satisfied,
28.5% of employees are neutral, 4% of employees are dissatisfied, and 0% of
employees are highly dissatisfied with the healthy and safety working conditions
Job security Table3.1.9: SI. No Level of satisfaction No. of Respondents Percentage
1 2 3 4 5

highly satisfied satisfied 29 neutral 7 15 dissatisfied 3 highly dissatisfied 46

100

5 63 7 2

11

Table3.1.9:

INFERENCE: It is seen from the table that 11% of employees are highly satisfied
with the jo b security and 63% of employees are satisfied, 15% of employees are
neutral, 7% of employees are dissatisfied, and 4% of employees are highly
dissatisfied with the job security. Promotion policy Table 3.1.10: SI. No Level of
satisfaction 1 highly satisfied 2 satisfied 20 3 neutral 17 36.5 4 dissatisfied 2 5
highly dissatisfied 46 100 .. Table 3.1.10: No. of Respondents 3 7 43.5 4 4 9
Percentage

INFERENCE: It is seen from the table that 7% of employees are highly satisfied with
promoti on policy and 43.5% of employees are satisfied, 36.5% of employees are
neutral, 4% of employees are dissatisfied, and 9% of employees are highly
dissatisfied wi th promotion policy Proper communication with employees

Table 3.1.12: SI. No Level of satisfaction 1 Strongly agree 9 2 agree 18 39 3

moderate 12 4 disagree 7 5 Strongly disagree 46 100 . Table 3.1.12:

No. of Respondents 20 26 15 0

Percentage

INFERENCE:
It is seen from the table that 20% of employees are highly satisfied with the at
tention of changes and 39% of employees are satisfied, 26% of employees are neut
ral, 15% of employees are dissatisfied, and 0% of employees are highly dissatisf
ied with the attention of changes CORDIAL RELATIONSHIP AMONG EMPLOYEES Table
3.1.13: SI. No Level of satisfaction 1 Strongly agree 2 2 agree 25 54 3 moderate 16
4 disagree 3 5 Strongly disagree 46 100 Table 3.1.13: No. of Respondents 4 35 7 0
Percentage

INFERENCE: It is seen from the table that 4% of employees are highly satisfied
cordial rela tionship among employees and 54% of employees are satisfied, 35% of
employees ar e neutral, 7% of employees are dissatisfied, and 0% of employees are
highly diss atisfied cordial relationship among employees. Training Table 3.1.14:
SI.No Level of satisfaction 1 highly satisfied 2 satisfied 21 3 neutral 16 35 4
dissatisfied 3 5 highly dissatisfied 46 100 Table 3.1.14: No. of Respondents 5 11
45 7 1 2 Percentage

INFERENCE: It is seen from the table that 11% of employees are highly satisfied
with traini ng and 45% of employees are satisfied, 35% of employees are neutral, 7%
of emplo yees are dissatisfied, and 2% of employees are highly dissatisfied with
training . SATISFACTION IN PERFORMANCE APPRAISAL Table 3.1.15: SI. No Level of
satisfaction 1 highly satisfied 2 satisfied 24 3 neutral 12 26 4 dissatisfied 6 5
highly dissatisfied No. of Respondents 3 7 52 13 1 2 Percentage
46 Table 3.1.15:

100

INFERENCE:It is seen from the table that 7% of employees are highly satisfied pe
rformance appraisal and 52% of employees are satisfied, 26% of employees are neu
tral, 13% of employees are dissatisfied, and 2% of employees are highly dissatis
fied performance appraisal

GRIEVANCE REDRESSAL Table 3.1.16: SI. No Level of satisfaction 1 highly satisfied 2

satisfied 23 3 neutral 16 35 4 dissatisfied 2 5 highly dissatisfied 46 100 .Table
3.1.16: No. of Respondents 4 9 50 4 1 2 Percentage

INFERENCE: It is seen from the table that 9% of employees are highly satisfied with
grievan ce redressal and, 35% of employees are neutral, 4% of employees are
dissatisfied , and 2% of employees are highly dissatisfied with grievance redressal
Reward Recognition Table 3.1.17: SI. No Level of satisfaction 1 Yes 19 41 2 No 27
59 46 100 . No. of Respondents Percentage

Table 3.1.17:

INFERENCE: It is seen from the table that 41% of employees are highly satisfied
with reward recognition and 59% of them are highly dissatisfied with reward
recognition
Career development Table 3.1.18: SI. No Level of satisfaction 1 Very high 4 2 High
19 41 3 Moderate 15 4 Low 6 13 5 Very low 2 46 100 Table 3.1.18: No. of Respondents
9 33 4 Percentage

INFERENCE: It is seen from the table that 9% of employees are highly satisfied with
the car eer development and 41% of employees are satisfied, 33% of employees are
neutral , 13% of employees are dissatisfied, and 4% of employees are highly
dissatisfied with the career development. FREEDOM TO DO THEIR OWN WORK Table
3.1.19: SI. No Level of satisfaction 1 Very true 5 2 True 22 48 3 Somewhat true 8 4
Not too true 7 5 Not at all true 4 46 100 . Table 3.1.19: No. of Respondents 11 17
15 9 Percentage

INFERENCE: It is seen from the table that 11% of employees are highly satisfied,
48% of emp loyees are satisfied, 17% of employees are neutral, 15% of employees are
dissati sfied, and 9% of employees are highly dissatisfied with the freedom of work
Finding After speaking to the human resource manager and other HODS and after
analysis t he survey it was found out that: Attrition is mostly soft and net
poached in the hotels. Employees mostly do not have a say in company issue but
there is an open .house seniors where in they can talk about their problems with
the Poor compensation and benefits are the main cause of attrition in as it not
best pays master is the industry Human resource department handles any grievances
the employee might have related to their working climate.
There are many levels in the organization but there is barrier of upward and dow
nward communication. Recruitment and training and development is best of its
kind .The practice of or ange club is prevalent where in new employees are
recognized for their performan ce. NO special non-cash benefits are provide to the
employee

RECOMMANDATION The foundation of recognition and motivation is that people need and
want Acce ptance, Approval and Appreciation. Almost all positive motivation is
based on t hese needs. People want to know that what they do makes a difference.
Just rec ognizing the staff is the most important step one can take. You may want
to count the number of "we s that are said instead of "I s in order to assess the
extent to which your staff feels part of the team and part of the bu siness future.
One saying is, "Powerlessness corrupts, and absolute powerless ness corrupts
absolutely." These nine actions will help immensely to give your staff what they
need: Communicate, Communicate, Communicate, Recognize, Recognize, Recognize •
Manager has to see whether the employee are being treated right • To ensure
everything has been communicated to them effectively or not. • To see if there is
room for improvement and if yes then how to go about it. • They need to interest
with every one of their employees whether old or new and t op confirm whether they
know what exactly is needed of them • They need to counsel their employee and be
there whenever they any help • They should take it as their responsibility to guide
the cause growth of their e mployees. • A more well defined job profile and prove
job allocation • Teamwork communication within and the between the department
should be ensured. • Enable multi taking and job rotation. • Use an unbiased
performance management system • There should be scope for growth and leaving at all
levels. • There should be a healthy and work environment for all employees. •
Selection of employee of the month/quarter/year by peers not just management •
Points given out at any time for anything, good attendance, helping out a guest ,
etc., and are redeemable for prizes • When you reach a certain level in revenues,
give all staff a reward, being sure to give them the goal in advance • Spontaneous
calls from corporate to line staff saying how they are appreciated • • Fine those
who arrive late to a meeting and distribute the money to those who w ere there on
time • Create a symbol of the team, maybe just property logo but put it on T-
shirts, mu gs, caps • Certificate of achievement, lunch, and mug for perfect
attendance, gift cert ificate to the one with longest perfect attendance • Allow
those with perfect attendance record to enter a lottery to get a $100 or $200 gift
certificate • Family orientation for new employees with slide show or video program
with refreshments • Several line staff call new hire to welcome him/her to the team
the day b efore he/she starts • Toll-free hot line to President where they can
leave any question, suggestion, e tc. and will get a response • Hold a regular
meeting to tell staff what is going on and how they are doing

 
• Always hang charts, graphs, etc. to depict regularly how the property is doing •
Full page ad in newspaper once a year thanking employees and name all individual ly
• Public praising of an individual at a department or hotel meeting • Make sure all
rewards, praise, bonuses, etc. are in public • Pins for uniforms that say "The
guest comes first" or "I will do my best" or "We re glad you re here" or something
similar • Give a small gift on the date of their anniversary • Ask employees
regularly what else we can do for them to enable them to do a good job • Tell
employees regularly what else they can do for management to enable you to do a good
job • Hold weekly meetings with small groups of employees to discuss anything,
serve f ood • Hold a weekly 20 minute meeting with one employee to discuss anything
• Make it personal, people naturally commit themselves to other people, not to
organizations • Distribute daily reports of revenue performance last night and
month-to-date • Imprint the hotel s four key business goals on T-shirts • Include
career development discussion in all performance reviews • Send line staff to
schools to do recruiting and interviewing • Always make sure their work environment
is positive, attractive, and reflect ive of your goals and values • Ideas for back-
of-the-house areas: plants, framed art (let them choose), clean unworn carpets,
adequate ventilation, natural light, meeting s pace, adequate work-space, well-
functioning equipment, attractive break faci lities • Form a recreation committee
to plan monthly activities CONCLUSION Hereby, I conclude my project study done
hotelITC-THE MAURYA GROUP, DELHI Select ion and induction is executed is a well-
managed and systematic manner leaving no spot any kind of how as lapses in the
courses. After completing study on attrition, up starting that attrition rate in
ITC is n ot a big concern because percentage of employee turnover is not so high.
In a nut shell, this property is counted amongst top hotel inside which exhibits
that the manpower here and comes one of the major problem like attrition so wel l
and comes up with ratio raised solutions

ANNEXURE QUESTIONNAIRE PERSONAL DATA: Name : _______________________ Sex :

_______________________ Age: ð Below 25 yrs. ð 25-35 yrs. ð 35-45 yrs. ð 45-55yrs
Educational Qualification : _______________________ Marital status :
_______________________ Department : _______________________ Designation :
_______________________

ð Above55 yrs.
Experience: bove20 yrs

ð Less than 5 yrs.

5-10 yrs.

10-15 yrs.

Ð 15-20yrs

ð A

1. Are you satisfied with your salary package? ð Highly satisfied ð satisfied ð
Neutral ð Dissatisfied ð Highly Dissatisf ied 2. How far you are satisfied with
your current job? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly
Dissati sfied 3. Is the organization providing casual leave with pay? ð Strongly
Agree ð Agree ð Moderate ð Disagree ð Strongly Disagree 4. What do you feel about
the medical facilities provided by the concern? ð Strongly Agree ð Agree ð Moderate
ð Disagree ð Strongly Disagree 5. Are you satisfied with the bonus provided to you?
ð Strongly Agree ð Agree ð Moderate ð Disagree ð Strongly Disagree 6. Are you
satisfied with your canteen facility? ð Highly satisfied ð satisfied ð Neutral ð
Dissatisfied ð Highly Dissatisfi ed 7. How far you are satisfied with the ESI and
PF given by the organization? ð Strongly Agree ð Agree ð Moderate ð Disagree ð
Strongly Disagree 8. To what extend you are satisfied with the safety and healthy
working con ditions? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð
Highly Dissatisfied 9. What do you feel about the job security in your
organization? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly
Dissatisf ied 10. Are you satisfied with the promotion policies in your
organization? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly
Dissatisfi ed 11. What do you think about the quality of work life in the
organization? ð very good ð Good ð Ok ð Bad ð Very bad 12. The company communicates
every new change that takes place from time to time. ð Strongly Agree ð Agree ð
Moderate ð Disagree ð Strongly Disagree 13. To what extend the cordial relationship
exist among the employees and su periors? ð Strongly Agree ð Agree ð Moderate ð
Disagree ð Strongly Disagree 14. How far you are satisfied with the training given
by the employer? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly
Dissatisfie d 15. Are you satisfied with the training method used in your
organization? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly
Dissatisfied 16. How do you find the performance appraisal methods adopted by your
manage ment? ð Highly satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly
Dissatisf ied 17. Are you satisfied with the Grievance Redressel? ð Highly
satisfied ð satisfied ð Neutral ð Dissatisfied ð Highly Dissatisf ied 18. Are you
getting reward as means of recognition? ð YES ð NO 19. What is the scope of your
career development in the organization? ð Very high ð High ð Moderate ð Low ð Very
low 20. Do they give freedom to decide how to do your own work? ð Very true ð True
ð Somewhat true ð Not too true ð Not at all true REFRENCES
•

WEBSITE

WWW.indiainfoline.com www.themanagement.com www.itc.in www.is.com www.carlson.com

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