HRM Research Paper

7/31/2019 HRM Research Paper

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INDEX

Sr no. INDUSTRY PAGE NO.

1 THE HOTEL INDUSTRY 2

1a Introduction 2

1b Key features in training 2

1c Conceptual underpinnings 4

1d Methods 6

1e Findings and Conclusions 6

1f Recommendations 7

1g Bibliography 8

2 THE CRUISE LINER INDUSTRY 9

2a Introduction 9

2b Phases in growth 9

2c Working environment 10

2d On-job responsibilities 10

2e Findings and conclusions 11

3 THE TOURISM INDUSTRY 13

3a Introduction 13

3b Training strategies 14

3c Objectives in training strategies 15

3d Findings and Conclusions 17

4 THE AVIATION INDUSTRY

4a Introduction 19

4b Training methodology 20

4c Training Practices 20

4d Findings & conclusions 25


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THE HOTEL INDUSTRY

This topic addresses the very core of all hotels: the one-on-one interaction of associates and

guests. Without the proper planning and implementation of staffing and service, a hospitality

business that interacts with guests 24 hours a day for 365 days a year has little chance for

ongoing success.

Smaller hotels likely do not always have staff dedicated only to training, but the responsibility

remains the same regardless of hotel or staff size. Todays hospitality training team must be

effective communicators who can share best practices and examples of how to because there

always seem to be crises. Those crises might be anything from technology problems to staffing

shortages, but thriving in a multiple priority environment is often a requirement

Training differs somewhat from HR roles, in that it often tends to be two fold and more action

oriented.

Planning

1. Plan, produce and monitor the annual training budget. Successful training efforts donot just happen. A team leader must work with HR and department heads to identify

probable needs and create a viable plan to help operations meet those needs.

2. Formulate all learning & professional development related policies and proceduresand update routinely. As with business forecasts, training needs to be anticipated and

evaluated at least quarterly.

3. Prepare appropriate training needs analyses and career development plans. This is asmuch for the individual participating in training as it is for the organization. We all like to

know whats in it for me and having career path potentials can assist both department

heads and associates think ahead.

4. Plan, produce and monitor the annual learning & professional development masterschedule. Training needs to be ingoing. When one steps back and recognizes the

changes in technology, the green movement, online learning and more, it becomes

obvious that as in #2 above, there is a logical need for a longer term plan with the

requirement for updates.

Delivery and Evaluation

5. Support the timely scheduling and posting of the following month's Training Calendar,incorporating security and safety training sessions to all Department Heads andExecutive Committee Members monthly. With the increasing potential of terrorism in

hotels and hospitality businesses, the need to regularly review updates and the

propertys plans are essential.

6. Assist the Quality Assurance or other managers in monitoring and consolidatingmonth-end training activity reports from all departments. Some properties have limited

training staff, but all information relating to professional development and training


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activities should be recapped in monthly training activity recaps. We all recall the

expression, what gets measured, gets done!

7. Assess changes in guest needs, the hotel's guest mix, and industry and competitivetrends. Markets change, products and services evolve and having someone who

interacts with the front line regularly is an excellent resource to recommend

appropriate product, service and operational changes that might improve the guestexperience and associate satisfaction. Properties that set our to establish and maintain

market domination frequently enjoy outstanding financial results.

8. Monitor and ensure that all training and development programs are carried out withinthe allocated budget. Budgets should be regularly reviewed and adjusted as needed,

but not overlooked. Training is not the place for major savings, unless perhaps one is

considering delaying a major new initiative for a short period of time such as one

quarter.

9. Identify and make available external instructors as necessary to fulfill trainingobjectives. This column has focused on internal trainers, but there are times when

external resources are essential.

10.Conduct New Hire Orientation program for all new employees using current property,brand and/or corporate standards. The expression about making the right first

impression remains essential.

11.Lead New Manager Orientation, clearly reviewing associate handbook information,brand, corporate and property standards. New managers must understand the

organizational values and operating procedures from day one.

12.Oversee and/or conduct compliance courses. As in #5 that discussed safety andsecurity, the need for attention to reasonable care continues to grow. Programs that

address product safety and potential liability, such as TIPS and Food Handler, and others

involving Safety and/or Security should be addressed, monitored and measured. Some

may be mandated by local, provincial/state and/or national government agencies, butattention must be ramped up here. Part of my work includes expert witness and/or

consulting on legal issues and there needs to be specific attention paid to these issues

by the major brands, as well as individual hotel owners, managers and franchisees.

13.Lead by example. I have personally been an advocate in my career in ongoing learning.Professional certifications in a wide range of specialties in learning and operations are

extremely beneficial because everyone benefits. Trainers need positive leadership and

interpersonal skills, yet must also maintain a sense of perspective for those learning.

In addition to a multicultural workforce, the hospitality industry is increasing its emphasis on

multinational business operations and global customers. Clark and Arbel (1993) found that thetop six US international hotel chains operate in more than 40 countries worldwide. The top 50

restaurant chains ranked by sales in Restaurant Business indicated that 28 percent of the total

sales in the leading restaurant chains originated overseas in 1996, and the growth rate clearly

eclipses expansion on the home market (Houten, 1997). Houten (1997) reported that

McDonalds had about 49 percent of its total revenue from the international market, and KFC

generated 53 percent of its total sales from the global market. In addition, tourists visiting the

USA from Asia and the Pacific, Africa, Mexico and Europe are expected to grow by more than 10


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percent in the 1990s, and by the year 2001, Asias share of the world tourism market was

expected to increase from 20 percent to 40 percent (US Travel Service, 1990).

Diversity will have a significant impact on the hospitality industry. On one hand, diversity may

cause problems, particularly in older, traditional organizations with a homogeneous workforce,

including communication difficulties with supervisors and co-workers as well as with customers.Thus, group cohesiveness may be reduced by an increased cultural diversity among group

members (Cox, 1993). The lack of understanding of different cultures may lead to ineffective

management techniques in directing, motivating, and rewarding culturally diverse employees.

On the other hand, diversity enriches a hospitality organization by adding new cultures, ideas,

and alternative methods for solving problems. Cox (1991) argues that utilizing cultural

heterogeneity leads to greater innovation and more efficient marketing strategies for the

different types of customers worldwide. In addition, diversity provides greater flexibility in

responding to changes in the business environment because employees with different

backgrounds bring different perspectives, thereby creating improvements in the status quo

(Glick et al., 1990). Therefore, it is possible that heterogeneous teams perform better than

homogeneous ones in the long run because of the learning experiences associated with cultural

differences (Mejia and Palich, 1997).

What is not understood is what effects, if any, these changes will have on an organization and

how it can respond in a proactive way to them. Recognizing the significance of managing

diversity in the hospitality organization, Welch et al. (1988) suggest that developing cultural

awareness in a company helps employees become familiar with different values, interpersonal

interactions, and communication systems which must be understood for an effective

multicultural working environment. Christensen (1993) emphasizes that organizations failing to

acknowledge the full range of variety inherent in their employees and customer populations

will have difficulty surviving.

However, those studies do not provide specific information about the multicultural training

practices in the hospitality industry, nor do they provide a need for adopting a conceptual

framework for investigating such training. The purpose of this study is to examine the

multicultural training practices of the franchised restaurants based on the training cycle

concept by Woods (1992) and Milkovich and Boudreau (1991). In addition, this research

investigates what factors deter restaurants from developing and using multicultural training

programs.

Conceptual underpinnings

Despite the good intention and the need for enhancing cultural diversity through multicultural

training, such programs may fail to achieve lasting results. To avoid such problems and to

provide complete guidelines, the training needs a systematic approach. Woods (1992)

presented a the training cycle diagram which begins with developing the needs assessment,

goes through training and implementation (identifying training objectives, contents, methods,

implementation), and finally evaluating the program.


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The next stage in the cycle is the identification of training objectives. Woods (1992)

recommended four categories of training goals:

1. Reaction-based. Investigates how employees feel about the issue.2. Learning-acquired. Examines how a trainee obtains knowledge about dealing with

cultural differences.

3. On-the-job behavior. Analyzes the degree of behavior change after the training.4. Results-oriented. Measures the influence of training in improving technical skills for

dealing with diverse people.

The third stage in the training cycle is the establishment of the proper training content. The

following content has been used:

sensitivity training; cultural awareness programs; orientation programs; joint education programs with schools; and communication competency programs (Cox, 1993; Gamio and Sneed, 1992; Tung, 1993).

The next stage is choosing and implementing the training program using proper methods. The

methods of training vary substantially according to the circumstances of the company. Training

can be done either on-the-job or in a place outside the workplace. On-the-job training can be

effective when supervisors or trained instructors are involved in the actual work setting, whileoff-the-job training, including lectures, simulation and case studies, can be done without

interrupting the everyday routine. While traditional methods are still useful, technology-based

training using CD-ROM is increasingly in demand (Harris and West, 1993).

The final stage of the training cycle is evaluation. Milkovich and Boudreau (1991) highlighted

that training programs need to verify whether the training is successful in trainees

performances in work settings. Specifically, Black and Mendenhall (1990) found a positive

relationship between cross-cultural training and job performance, and proposed three

indicators of multicultural training success:

1. cross-cultural skill development;2. adjustment; and3. job performance.

Similarly, Jeffcoate (1981) reported four measurements for cultural diversity training programs:

1. cross-cultural understanding;


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2. skills;3. attitudes; and4. experiences with diverse cultures.

Besides evaluating the effectiveness of the training, it is also necessary to investigate what

deters the widespread utilization of such training. Mendenhall and Oddou (1986) and Tung(1981) found that the deterrence factors included cost, perceived lack of usefulness, lack of

specialized trainers, and lack of support from top management. These factors should be

addressed in future training programs.

Methods

We carried out a research through primary data collection by visiting managers of various

hotels, taking interviews to ascertain the current training practices they followed at their hotels

.We also spoke to employees regarding their views on the training practices they hitherto

underwent.

Findings and Conclusion of our study on training practices in hotels

Fig 1: percentage of respondents on multicultural training is the most important factor in their

careers (versus other factors)

This study explored multicultural training practices in the hotel industry. Although the practice

of multicultural training was not widespread, respondents who had the training understood the

importance of such training for incorporating cultural diversity. Thus, hotels set the training

goals to increase sensitivity about cultural diversity utilizing rather conventional training

contents and methods. In addition, it was perceived that multicultural training was most

0

10

20

30

40

50

60

70

strongly

agree

somewhat

agree

disagree strongly

disagree

63.4

19.7

13.4

3.5


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successful in improving interpersonal skills dealing with culturally diverse people in their work

environments. High turnover rates in the restaurants were the most important factor for not

implementing the training.

We also found out that training related to communication skills was a big favorite with the

employees because this helped them not only in dealing with customers but also provided

better growth opportunities within the organization and outside it.

Recommendations

For effective management of multicultural training, an in-depth training approach is required

for the practitioners and a research guideline is recommended for the hospitality researchers.

Markets change, products and services evolve and having someone who interacts with the front

line regularly is an excellent resource to recommend appropriate product, service and

operational changes that might improve the guest experience and associate satisfaction , again

corroborates the fact that multicultural training is needed.

0

10

20

30

40

50

60

70

strongly

agree

somewhat

agree

somewhat

disagree

strongly

disagree

65.3

20.7

4.3

9.7

Percentage of respondents saying thattraining in communication skills finds

corelation with work demands

%


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BIBLIOGRAPHY:

http://hma.hotelworldasia.com/content/13-best-practices-hospitality-training-managers-and-

directors?page=0%2C2

http://www.sustainabletourismonline.com/awms/Upload/Resource/80093%20%20Training%20Needs%20WEB.pdf

http://www.emeraldinsight.com/journals.htm?articleid=867324&show=html

http://ehotelier.com/hospitality-news/item.php?id=A19951_0_11_0_M
http://www.sustainabletourismonline.com/awms/Upload/Resource/80093%20%20Training%20Needs%20WEB.pdfhttp://www.sustainabletourismonline.com/awms/Upload/Resource/80093%20%20Training%20Needs%20WEB.pdfhttp://ehotelier.com/hospitality-news/item.php?id=A19951_0_11_0_Mhttp://ehotelier.com/hospitality-news/item.php?id=A19951_0_11_0_Mhttp://ehotelier.com/hospitality-news/item.php?id=A19951_0_11_0_Mhttp://www.sustainabletourismonline.com/awms/Upload/Resource/80093%20%20Training%20Needs%20WEB.pdfhttp://www.sustainabletourismonline.com/awms/Upload/Resource/80093%20%20Training%20Needs%20WEB.pdf


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CRUISE INDUSTRY

Cruising is one of the fastest-growing sectors of the travel and tourism industry, offering a wide variety

of job opportunities to people from all backgrounds who want to see the world while they work.

Cruising has a very glamorous image and has long been considered an expensive way to travel and

explore destinations. However, the cruise sector is changing rapidly new companies have entered themarket and offer cruises at package holiday prices. Also, cruising is no longer just for the rich and

famous. People from all walks of life go on cruises, tempted by the lower prices and the informality

offered by some of the new cruise companies.

Phases in Cruise Sector Development

Cruise tourism has developed in phases. So lets start with a look at the development of the cruise

sector of the travel and tourism industry:

Beginning

In the 1920s, cruise tourism was the preserve of the social and economic elite. But after WW2, the

development of air travel dented the growth of cruising,

as it became more fashionable to use passenger aircraft.

Consolidation

In the second half of the 20th century cruise holidays became most popular to the affluent and late

middle-aged demographic groups. Taking a cruise holiday conjured up images

of past luxury and opulent lifestyles. It was also a way to chase the sun in the winter months, while

avoiding mass tourism

Re-birth

In the later years of the previous century, cruise travel was revitalised. The sector has grown steadily

since 1980, at an estimated annual growth rate of 8%. The cruise industry has targeted new market

segments, attracting younger passengers and differentiating the cruise offering. This stage has seen the

development of:

Fly-cruise options Increased cruise ship capacities Variable cruise durations Variable price options

The future

In future, analysts expect the following trends to continue:

More mega cruise ships benefiting from larger economies of scale Greater product differentiation including offerings to families, the youth market and lifestyle

cruises

More recreational opportunities on board cruise ships


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More design and technical innovation in cruise ships New cruise regions, as traditional areas become congested New cruise locations Greater conflict between the cruise industry and environmentalists

Changing consumer demands and needs in cruising

The changing demands and expectations of passengers are a constant challenge for cruise operators,

which must offer new products and services to a wide variety of customers, in order to remain

competitive. This has resulted in a number of recent trends in the cruise sector, including:

1. Growth in the market;2. Changing popularity of cruise areas;3. Changes in customer demographics;4. More informal cruising;5. Growth in ex-UK cruises;6. Demand for ultra-luxury cruising

Growth in the cruise market

1. Between 2004 and 2005, worldwide cruise passenger numbers grew by 7.5 per cent to reach14.4 million, according to figures published in the Annual Cruise Review. This level of growth

was particularly impressive as only four new ships were added to the fleet during the year,

compared with an average of ten per year over the previous 15 years.

2. It is forecast that passenger numbers will reach 20 million worldwide by 2012.3. Cruising is most popular among North Americans their cruise numbers showed a 9 per cent

increase from 8.9 million in 2004 to 9.7 million in 2005.

The working environment in cruising

Working on board a cruise ship can be an exciting and rewarding experience, visiting exotic ports of call,

working with people from all parts of the world, earning a good living, and having your room and board

provided for free. However, like in other sectors of the travel and tourism industry, life on board ship is

also demanding and challenging, working long hours (often 7 days a week), sharing accommodation with

work colleagues and following the ships rules and regulations. Most cruise lines offer an average

contract of six months, but depending on the position and the company, it could be as short as four

months or as long as ten. Staff is paid only while on contract holidays are unpaid and usually last two

months. Once youve completed a contract you are not obliged to return to the same ship or company,

but if you have enjoyed your work and have received a good reference, you are likely to be offeredanother period of work. t summary

Qualifications, experience and skills required

Experience counts for a lot in the cruise sectorpeople who have on-shore experience of, for example

retail, entertainment, hospitality and catering, will be more attractive to the cruise lines than applicants

with no experience at all. Personal skills and qualities, such as good appearance and grooming, a positive


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attitude, enthusiasm and reliability, are of paramount importance in the cruise industry, which is all

about meeting and even exceeding passengers expectations. In general, cruise lines look for people

who:

Are highly-motivated and enthusiastic Are keen to take on a challenge Have a strong desire to work on a cruise ship Get on well with other people Are happy to be away from home for long periods Have a helpful and patient customer service manner Are well-presented.

Unit 10: Investigating the Cruise Sector 29

On-board job opportunities

Jobs are offered in different departments on board ship, for example:

Galley (kitchen) Engineering Beauty and hairdressing Hotel (reception) Housekeeping Casino Deck Entertainment Medical Food and beverage

Tours and excursions Photography 5 Sports, pool and gym.

Some jobs are more technical than others and require specialist qualifications, for example posts

In medical, deck, engineering and gym work.


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Findings and Conclusions

The most attractive training practise followed for employees of cruise liners based on overall job

satisfaction and enhancing career opportunities was found out to be training to communicate in an

articulate manner , preferably know atleast 2 foreign languages and the ability to engage customer in

amiable conversations.

Compulsory training was a major part of their training program with as much as 80% emphasis on it.

There were frequent training programs which were not compulsory for everyone but very job specific .

0

20

40

60

80

compulsary

training

optional

training

73.5

26.5

Respondents' opinion about training

in communication skills

0

20

40

60

80

100

120

1 2

optional training

compulsary training


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TOURISM INDUSTRY IN INDIA

INTRODUCTION

The World Tourism and Travel Council(WTTC) have recently notified India as one of the fastest-

growing tourist economies in the world as per the statistics provided by World Travel and

Tourism Council (WTTC)1 in the past 7 years contribution of Indian Tourism industry (Direct and

Indirect Impact) in GDP has increased from Rs 958.17Bilion to Rs 2190.24 Billion and

employment in the industry has increased from 21.9Bilion to 25.6Bilion, The growth in Indian

tourism industry both in terms of Tourist Arrival and foreign exchange earnings is remarkable.

Indian Tourism registered a growth2 over 104% over a period of 10 years from 1997 to 2007 in

terms of Foreign Tourist Arrivals (FTA). The estimated number of FTA in 2007 touched 5 million

as compared with 4.45 million in 2006; moreover, the foreign exchange earning registered a

growth of more than 300% over a period of 10Years from USD2.88Bilion in 1997to

USD11.96Bilionin 2007.

The phenomenal growth in economy has lead to increase in disposable income, change in

spending habits and demographic structure; increasing affordability due to numerous holiday

packages and cheaper air fares, has resulted in a rapid growth in outbound tourist traffic; which

grew at a rate of 25% over the last three years and increased growth of more than 160% over

the last 10 years from 3.73 million to approx 10 million in2007.


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THE FUTURE

An Annual Growth rate of 8.8% over the next decade has been predicted for Indian Tourism

industry by the World Travel and Tourism council in its projection where it covered174

countries, the projection shown by the council for India is the highest in the world with a target

to reach a figure of 10milion tourist arrival by the year 2010. The Contribution in the Gross

Domestic Product has been estimated to be up to Rs 8, 50,000 Crore and the industry will be

employing 8.78% of the total employment which clearly indicates that there will be a huge

demand of skilled and trained manpower in the industry.

Though in the recent past India has begged several prizes and accolades at international level in

terms of achievements in the Tourism industry like being declared as Numuro uno

Destination and favourite country of the year for the year 2007 by the world's leading travel

and tourism journal, "Conde Nast Traveller along with WTAs Asias Best destination for the

year 2007 yet there are certain serious issues before the industry like poor infrastructure in

terms of roads, airports, availability of good three stars hotels, heavy tax structure and lack of

qualified and competent staff both at operational and managerial levels and a huge gap

between supply side inputs and demand side requirements which are raising some serious

questions over the sustainability of the industry.

TRAINING STRATEGY FOR TOURISMA model for tourism training strategy is illustrated below, and it encompasses the critical steps

that make up a strategic plan.

Figure1: Tourism Training Strategy

Vision

Principles of theTourism Training

Strategy

Objectives ofthe Training

Strategy

StrategicFramework

Tourism TrainingStrategy

SustainableTourism

Development

Implementation-Moving from

Vision to Action

Core StrategiesHRD Strategies

for Buy-in

Outcomes-Measuring

Success


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VISION

To ensure that all the people already employed in the tourism sector, or seeking employment in

tourism, have the opportunity to participate fully in training and development which enhance

their life-skills and employability. The Training Strategy will be inclusive and foster equity,

fairness and diversity in order to help the people to take advantage of and benefit from

economic and social development in the sector as it occurs.

PRINCIPLES OF THE TOURISM TRAINING STRATEGY

Respect the needs of the people - To be committed to a training strategy that respectsthe needs of all, is open and accessible to everyone, regardless of culture, gender,

ability, financial means or location

Preparedness - To provide avenues of opportunityto access training and developmentinitiatives that will help to prepare them to take advantage of and contribute to

economic and social development in tourism as it occurs

Collaboration - Building partnerships with the diverse sectors (such as hotels, travelagencies, airlines, attractions, restaurants, shops, resorts, conventions and so on) to

strengthen and expand the resources available for training and development initiatives.

This principle will build on the governments commitment to continue to expand its

relationships with academic institutions, private sector industry, labour and non-profit

organizations, and to closely work on central-state Government relationships

Sustainable Development - India is rich in resources and the planning for the use of themfor the long-term benefit of people is therefore of fundamental importance. The training

strategy will help in ensuring that development in the country is sustainable.

OBJECTIVES OF THE TRAINING STRATEGY

Create a cooperative environment for tourism education and training Develop and upgrade human resource skills in tourism sectors with emphasis on

sustainable tourism development

Develop strategies for buy-in by stakeholders and local communities Review and integrate existing models for training and skills dissemination Identify and designate centres of excellence

CORE STRATEGIES

To realize its vision for training in tourism, the Government needs to initiate core strategies,

which include


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Having a training policy- To maintain industry training policy and standards framework,approve programmes and standards recommended by industry, register, track and

certify trainees (through a industry training centre), and fund the industry training

(based upon industry developed plans and priorities).

Identifying current and future skills and training needs - By developing an industrytraining strategy, designing and developing training programs, establishing occupational

and program standards, promoting industry training and recruit trainees, promoting

careers in tourism, marketing and promotion of programs to employers, promoting

industry participation and engagement in training opportunities.

Adapting to the changing workplace Providing opportunities for people from a widevariety of backgrounds with a broad range of skills.

Establishing training trust funds - Community-based and community-driven, these trustsare designed to put decisions about training in the hands of the communities

themselves.

Focusing on the youth By creating opportunities for youth to develop knowledge andskills for work, increasing work opportunities for young people, helping young people

respond to the changing nature of work by adopting a multi-disciplinary process with

regard to career development opportunities, and removing cultural and social barriers

that can prevent young people from working.

The trainings are divided into three levels, as described below.

1.

Level I Training for Basic or Primary skills To be conducted for staff who has directcontact with tourists (like tour or trail guides, host coordinators, airline crew,

immigration officials, hospitality executives) for upgrading the service delivery

standards, quality and productivity to a minimum acceptable level

2. Level II Training for Middle or Tertiary skills To be conducted for middle level staff withbasic qualifications or experience in the tourism industry (like front office staff, tour

operators and travel agents) in the form of refresher courses, environmental and

sustainable tourism development workshops, language training, train-the-trainer

training programme etc.

3. Level III Training for Advanced skills This is for tourism administrators, senior decisionmakers and administrators for project conceptualization, design, execution and

management, property management, effective communication and marketing skills,

problem solving, key account retention etc.


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FINDINGS AND CONCLUSIONS

Major findings of the study are as follows:

The respondents strongly agreed to the fact the tourism industry lacks competent peopleone of the major reason for the same was that the people who are joining the industry

majority of them are simple graduates and under graduates not having any specific

degree or diploma of tourism courses.

The industry also does not have any specific recruitment policy regarding recruitment ofspecialized people in the industry.

Most of the respondents were agree with the fact that the salary packages offered by theindustry are quite less than the salaries offered by other industries in service sector also

they were of the opinion that HRD practices in most of the organizations leaving some big

organization are missing and there is no clear cut defined career path which is a big

impediment as far as talented lot is concerned to take it as a career option respondents

expressed their concern over the fact that still the industry is perceived as the industry of

ticketing agents, guides and brokers.

Professors and faculties at universities and institutes also admitted that the studentintake in the courses is of average and poor quality; quality students go for MBA and

44%

36%

15%

5%

Responses for "training required for

lack of competent professionals"

strongly agree

agree

disagree

Strongly disagree


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other courses also during the counselling sessions seats of MBA and Finance courses get

filled first and the remaining lot then opt for tourism or other courses which clearly shows

that the tourism industry which has tremendous employment potential is still not

attracting good candidates.

Students pursuing tourism education were of the opinion that the course delivery lackspractical orientation

Guest faculties from the industry are available in big cities but when it comes down toother cities a rare industry interface is available also the course curriculum does not lay

much emphasis is on soft skills and personality development which is very essential to

perform efficiently in the jobs.

Students also felt that the courses offered are providing the basic level knowledge oftourism and other related discipline, the courses curriculum designed is hybrid in nature

covering travel and tour operation, hospitality, airline and cargo management but it

seriously lacks specialization in any specific field.

A strange revealing came out of the survey in a university where some girls revealed thatthey are pursuing this course because of the family pressure as it is easy to get admission

in this course and a management degree helps them in matrimonial purpose.

In most of the universities and institutes there are only 2-3 faculties who are specialized intourism education rest of the faculties come from other discipline also there are very few

or no faculty


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AVIATION INDUSTRY IN INDIA

INTRODUCTION

Hospitality is an art sublime and a science supreme. It is a way to convey a sense of cordiality.

It is a means to make a statement of conviviality. It is a conduit to reach out to ones heart. That

belief constitutes the cornerstone of every feast we host for our clientele. And thats what

makes us an ultimate choice for all your catering needs. If youre scouting for ultimate

hospitality services, youre surely scouting for us.

It is both a field of work and a field of study. In the work sense, it refers to management of

hotels, restaurants, travel agencies, and their institutions in the hospitality industry. As a fieldof study, it refers to the study of the hospitality industry and its management needs. People

who are Interested in careers in hospitality management may opt to pursue it as a field of study

so that they can start their careers on solid footing.

It is vast and very diverse. Any time people travel, stay in a hotel, eat out, go to the movies, and

engage in similar activities, they are patronizing establishments in the hospitality industry. The

management of such establishments is very challenging, as managers need to be flexible

enough to anticipate and meet a wide variety of needs. They must also handle tasks such as

training employees, handling staff, setting standards, and so forth.

Some people develop careers in hospitality management by working from the ground up. They

get experience in various low level positions before gradually being promoted into supervisory

positions, and eventually attain managerial status. For people who plan to work with a single

organization for life, this method can be a great way to advance, as it familiarizes them with all

of the nuances of the organizations they work for and gives them a better idea of the amount

of work involved at all levels to run a facility like a busy resort.

If you are one of those who get satisfaction from providing service with a smile, this industry

could be right up your alley. In the hospitality industry, looking good, being cheerful and making

people feel comfortable play a very important part. The industry covers a wide range ofportfolios in fields ranging from aviation to hotels to tourism and public relations. Leisure and

hospitality consists of industries within the food services, accommodation, recreation and

entertainment sectors. The union tourism ministry has predicted a boom in the hospitality

sector in the country and those in the city wanting to be a part of this boom can choose

undergraduate courses offered by several colleges and institutes.


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There are private institutes in the city that offer courses that will help students become airline

cabin staff such as flight attendants. Flight attendants are required to maintain a cool head in

times of crisis and calm passengers down in emergency situations and see to it that they are

kept comfortable. Their duties include preparation of and serving or selling of onboard food

and beverages.

TRAINING METHODOLOGY

The training practices in the aviation hospitality industry include a wide variety and range of

personal and professional development courses.

The training methodology includes:

LECTURES:

Power Point Presentation Question and Answer Self Assessment

VISUAL: -

Video PresentationAUDIO: -

Voice Recording and PlaybackACTIVITY:

Role Play and Sharing of Experience Demonstration and Practical Application Simulation Presentation Games Group Discussion Dry Run - Practical with Equipment

TRAINING PRACTICES

FUNDAMENTALS OF CABIN CREW LEARNINGThis provides with a comprehensive study on the fundamentals of Cabin Crew Learning, In-flight

Service Management and Aviation Safety. The framework is modeled to meet. These

fundamentals provide an insight into Aviation History, Airline Codes and Service Fundamentals

that are followed strictly by International and Domestic Airlines to facilitate operational and

service delivery requisites.


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Airline Specifications and Standards to include:

Aviation Fundamentals Standing Order Announcement Delivery Cabin Familiarization Wide and Narrow Body Aircraft Galley Management Aviation Food and Beverage Key Performance Area Meal Service Procedures Meal Service Delivery Dining Etiquette Route Information In-flight Sales Service Excellence & Service Recovery Aviation Safety

The program is designed to cover all essential aspects of Ground Handling:

Introduction to Airport Division Aviation Fundamentals Reservations: Baggage Screening and Queue Management Check In Procedures Baggage Make up Area Security Hold Area and Boarding Gate Boarding Gate Formalities and Announcements Arrival Procedures RAMP Management Frequent Flyer Program SABRE - Basic Reservation and Check- in Airport Familiarization Visit

Understanding the refinement of finer aspects of service delivery as an air hostess / flight

steward will certainly sets one apart with the necessary skills to place you above the

competition in both the Aviation and Service Industry.

The training methodology includes lectures, power point presentations, question answers, self

assessment, video presentation, voice recording and playback Role Play and Sharing ofExperience, Demonstration and Practical Application, Simulation, Presentation, Games, Group

Discussion, Dry Run - Practical with Equipment.

COMMUNICATION AND SOFT SKILLSIt is the process of that includes transmission of information, ideas, emotions, skills, and

knowledge by using symbols, words, pictures, figures, graphs, or illustrations. The primary


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function of communication is to inform, educate, entertain, and persuade people. The aviation

industry looks for good verbal as well as non verbal communication. These include

pronunciation, clarity, conciseness and completeness, vocabulary, self-confidence, pitch tone

and style of voice. All these essentials when put together provide with advantages such as

immediate feedback, immediate clarifications, persuasion and control, saves time, and shows a

good formal communication.

All these objectives are attained by lectures, activities on communication skills which includes

public speaking, group discussions etc.

ACCOMMODATION AND OPERATIONSThe aim of this training is to enable learners to gain knowledge and understanding of the

structure, role and responsibilities of staff in accommodation operations, the methods and

documentation used, and the importance of safety, security and environmental issues, and gain

skills to clean and service rooms, using appropriate cleaning agents, equipment, resources and

methods.

It includes the Front Office Department which comprise of the:

Reception Guest Service Offices Bell Services Reservation Operators Executive Club Health and Recreation Center and Business CenterThe purpose of the Front Office Department is to provide guests assistance with luggage,

transportation, information concerning the hotel and the city, and any other service

arrangements needed during their stay.

Managing the guest rooms Telephone manners and handling calls Guest cycle Handling reservations and registration Handling guest complaints Handling VIP's Change of room Safe custody Preparation and settlement of bills and checkout Procedures for guest checkout Night audit


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FINDINGS AND CONCLUSIONS

Are these training practices sufficient to overcome any HR related issues in the near future?

CONCLUSION

Recently there have been many HR related issues in different airlines. In kingfisher airlines 350

cabin crew quit last year, and there was a shortage of 200 air hostesses.

24 percent of the respondents strongly agree with the fact that these training practices aresufficient to overcome any HR related issues in the near future

While 12 percent of the respondents slightly agree that these training practices aresufficient to overcome any HR related issues in the near future

31 percent of respondents disagree with the fact that these training practices are sufficientto overcome any HR related issues in the near future

While the majority i.e. 33 percent of respondents strongly disagree with the fact that thesetraining practices are sufficient to overcome any HR related issues in the near future. They

believe that revised and improves training methodologies and practices have to be adopted

in order to overcome the HR related issues in the Aviation industry

24%

12%

31%

33%

Respondents opinion undergoing these

Training Practices

Strongly agree

Agree

Disagree

Strongly Disagree

HRM Research Paper

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Transcript of HRM Research Paper