Karimulla.shaik, Research Scholar, Department Of Commerce And Business Administration Acharya Nagarjuna University, Nagarjunanagar, Guntur

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1 International Journal of Human Resource & Industrial Research, Vol.2, Issue 2, Feb-2015, pp ISSN: (Online), ISSN: (Print) A STUDY ON CONTRIBUTION OF HUMAN RESOURCE MANAGEMENT PRACTICES FOR THE DEVELOPMENT OF SERVICE IN HOTEL INDUSTRY (WITH REFERENCE TO OOTY TOURISM, NILGIRI DISTRICT, TAMILNADU) Karimulla.shaik, Research Scholar, Department Of Commerce And Business Administration Acharya Nagarjuna University, Nagarjunanagar, Guntur *Professor.G.V.Chalam, Professor, Department Of Commerce And Business Administration Acharya Nagarjuna University, Nagarjunanagar, Guntur Abstract: Industries are specific to certain areas according to their environmental constraints but tourism has reached almost all places and had a notable growth in India and all over the world. Finally tourism importance has recognized by government of India forgetting the balance of payments and made tourism policies in the year 2002 for the development of regional areas and also for the economic development of the country. Tourism means more visitors, more employment and more visa process. Tourism industry expanding during decades due to the policies of the governments like liberalization, privatization, globalization due to these reasons domestic companies and international companies also entered into tourism sectors and providing different kinds of services such as hotel management services and hospitality management services. Due to the policies of governments millions of people around the world travelling from one country to another country according to their needs such as leisure, family, recreation and business visits for a limited time periods. To manage these peoples of various cultures traditions and beliefs human resource practices are necessitating in tourism industry. Key words: Hotel Industry, Ooty, Tourism, Human Resource Practices INTRODUCTION Globalization currently playing vital role in tourism industry, governments also open red-carpet for FDI in tourism.the dynamic nature of tourism sector gradually intensifying competition between players so all required and more flexible changes in their hotels and the managerial and operational processes in tourism urge alterations and reforms. The managerial and operational structure of tourism is under re-engineering and required gradually being replaced by a modern management and operation systems. The purpose of establishing this hotel management system is to increase the competitive value among the players so the managers focused on integrated tourism planning and operations. On the other hand, it assumes that supporting infrastructure facilities are required for development of tourism industry by the government and the competition amongst tourist destinations has become more intense in recent years so the industry required competent and committed workforce in their specialized areas of operations IMPORTANCE OF THE STUDY: In industrial organizations machines work more than people and these machines act according to the operations of the employees. But tourism is recognized as a service industry and need humans more than machines. to provide proper service and understanding the requirement of customers To get success hotel industries required skilled peoples non skilled peoples generally these non-skilled peoples are related to different works such as servers, housekeepers, Landry boys, cleaner s and they are mostly thrown away people from the homes. Skilled people perform various activities such as receptionists, cooks or chefs, dining arrangers, order receivers etc. To sustain competition and to achieve targeted turnover hr manager need proper committed peoples in his hotel industry. submit paper : editor@arseam.com download full paper : 9

2 Karimulla & Chalam/ A Study on Contribution of Human Resource Management Practices for the Development of Service in Hotel Industry TYPES OF TOURISM: there are 6 types of tourism are there 1) domestic tourism,2) international tourism,3)adventures tourism 4)sustainable tourism,5) medical tourism 6)eco-tourism The factors of the new tourism competitiveness model Determining factors before andduring Travel Services provided before travel decision made Services provided during travel Factors determining selection of destination Image, accessibility, weather, security, value for money, high-quality services, experience, hospitality Key factors: attractions, tourism infrastructure (accommodation, catering, outlets, transportation, recreational facilities) Support factors basic tourism infrastructure: supporting tourism infrastructure, economic, social, cultural, physical factors impact on tourism Management factors: planning, development, control, product development, providing conditions necessary for receiving guests, tourism information system, pricing policy, distribution channel management, promotion, tourism cooperation s and resource management (source of data: Wikipedia) ACTIVITIES OF HR MANAGER IN TOURISM INDUSTRY: The activities of hr manager are recruitment, assessment, selection, match people with selection training, staff performance assessment, pay salaries, filling vacancy, AREAS OF TRAINING PROVIDING IN HOTEL INDUSTRY: Front office training, training at kitchen, training at dining, training at housekeeping services, food and beverage services etc. QUALITIES REQUIRED FOR THE SUCCESS OF TURNOVER IN HOTEL INDUSTRY: Absolute dedicated or committed people: Taking care about the customer Front officers Communication Good Leadership styles Management principles (source of data: personal interviews by mangers) TYPES OF JOBS IN HOTEL MANAGEMENT Management: General Manager Executive committee: Executive housekeeper, Food and Beverage Manager, Front Office Manager, Room Division Manager, Chief Engineer Controller, Executive Chef, Sales and Marketing Manager, Personnel Manager. Other head of department: Restaurant manager, Banquet Manager, Room Service Manager, Horticulturist Preventive Maintenance Engineer, Security Guest Relation Accountant, Cashier, Laundry Manager, Reservation Manager Stewards, Bar Manager. The General organization chart of hotel staff is: submit paper : editor@arseam.com download full paper : 10

3 International Journal of Human Resource & Industrial Research, Vol.2, Issue 2, Feb-2015, pp ISSN: (Online), ISSN: (Print) REVIEW OF LITERATURE Diversification of hotel services. Even from the beginning of the 80s, the diversification strategy was considered by researchers (Hofer&Schendel, 1978; Porter, 1987) as a governing factor in the business area of a firm, contributing to the development of performance indicators. Liaison between diversification and performance was analyzed to a great extent by the strategic management researchers, however, theoretical arguments and empirical results remain unclear with all improvements provided to this area (Park&Jang, 2012). As regards the hotel sector, at present there are a few studies that regard service diversification (Lee&Jang, 2007, Tang&Jang, 2010, Park&Jang, 2012), the results outlining a non-linear relation between diversification and performance (Park&Jang, 2012); Importance of customer orientation in hotels. Taking into account the fierce competition existing in the hotel sector, managers should pay a significant attention to customer orientation in order to get the required economic efficiency. In this regard, the previous research focused on the front-office personnel (Bowen&Schneider, 1985; Di Mascio, 2010, Ariffin&Maghzi, 2012; Guchait et al., 2012), that has a major influence over formation, control and modelling of customers expectations (Tajeddini, 2010).Thus, dimension to which the personnel in hotels is focused on customer is considered a key factor for achieving economic success (Henning-Thurau, 2004); Quality management. In the hotel sector, starting with 1980, there were concerns for quality of services and products supplied to customers (Johns, 1995) thanks to the impact they can have on the activity performance. Therefore, it has been noticed that quality management can impact the performance indicators in two ways (Garvin, 1984; Rust et al., 1995; Reed et al., 1996): through an internal impact (efficiency improvement, cost cutting etc.) and an external impact (maximization of market share, increase the number of customers, achieving customer satisfaction, image improvement etc.) (Claver et al.,2006:351). Similar analytical results (Claver et al., 2006; Claver- Cortés et al., 2008; Tariet al., 2010; Wang et al., 2012) have highlighted that hotels implement the quality management systems as they are considered a way to Improve service quality, Train employees, Develop a quality culture, Get the required economic efficiency (internal impact), Create a good image (external impact). Consequently, the supply of high quality services fosters the rise of economic efficiency, increases the customer satisfaction in relation to the services provided by hotels and results in lack of inaccuracies. submit paper : editor@arseam.com download full paper : 11

4 Karimulla & Chalam/ A Study on Contribution of Human Resource Management Practices for the Development of Service in Hotel Industry Human resources practices. In 1993, Schneider and Bowen sustained the idea that within service providers, human resources practices may represent the essential element in achieving the competitive advantage. Therefore, the role of human resources practices in achieving customer satisfaction is acknowledged by the improvement of service quality and should be focused on personnel selection, training and payment of incentive bonuses (Lovelock, 1985; Schlesinger&Hiskett, 1991; Schneider et al., 1985, 1995); OBJECTIVES OF THE STUDY: 1) To study what leadership qualities are required for a successful hotel manager 2) To study what quality of service should provide for good turnover in hotel industry 3) To forward certain suggestions that would improve the manager and workforce relation climate in hotel industry. SCOPE OF THE STUDY The present study has been taken up in luxury hotels of Ooty nilagiri district District Tamilnadu. This study is mainly focused on leadership, quality of service SOURCES OF DATA Both primary and secondary data have been exclusively used for the study. Primary data have been collected from HR mangers by questionnaire and schedules from the work force in the respective hotels. Secondary data collected through management reviews and published books, research articles, publications containing factual information commentaries and so on. METTHODOLOGY: in this study I used random sampling method and sample size is 130 LIMITATIONS: 1) This study is focused only on HR mangers activities in hotel industry in ooty (nilagiri district) 2) This is not full depth study about hotel management 3) This study has been conducted only by personal interviews and questionnaire DATA ANALYSIS: TABLE -1HR MANAGER MUST MAINTAINED OPEN COMMUNICATION WITH HIS SUBORDINATES s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: open communication with sub ordinates also promote good quality of understanding and act on feedback immediately. This type of open communication increase believes among team. In this table it is observed that most of the employees around 50.77% agreed that hr manager must maintained open communication with his sub ordinates TABLE -2 INSPIRATIONAL LEADERSHIP IS IMPORTANT IN HOTEL MANAGEMENT TO INCREASE QUALITY OF SERVICE submit paper : editor@arseam.com download full paper : 12

5 International Journal of Human Resource & Industrial Research, Vol.2, Issue 2, Feb-2015, pp ISSN: (Online), ISSN: (Print) s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: Un cultural environment is appear in hotel so hr manager have to listening around that means take the consideration of staff. In this table 45 managers agreed that inspirational leadership is important for increasing quality of leadership. TABLE-3 LISTENING SKILLS AND LEARNING ARE VERY IMPORTANT FOR BEING A EFFECTIVE LEADER s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: it demonstrates that workers are the part of a leader so he must listening to the whole Team and accept new ideas from his work force. In this table it depicts that 62 the executive managers accept listening skills and learning skills are very important for being a effective leader TABLE-4 REGULAR FEEDBACK OF IMMEDIATE SUPERVISOR HELP PERFORMANCE IMPROVEMENT s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: in this table it depicts that 35 the employees agree that regular feedback of immediate supervisor helps to increase work performance. TABLE -5 GRADUATES INCREASE QUALITY OF SERVICE submit paper : editor@arseam.com download full paper : 13

6 Karimulla & Chalam/ A Study on Contribution of Human Resource Management Practices for the Development of Service in Hotel Industry s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation:. In this table it is observed 51 the managers believe that the work force must be graduates because graduates having able to work hard and having commitment to wards care about guest, passion and likes to work with people. TABLE-6 SUPERVISORS UNDERSTAND PROBLEMS OF SUB ORDINATES s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: in this table it is observed that 34 the employees agreed that good supervisors meet regularly with their staff to discuss goals and assess programs. If they perceive problems, they alert their staff promptly and attempt to determine the cause. TABLE-7 OUTSTANDING PERFORMANCE COMES TO EMPLOYEESTHROUGH QUALITY OF BENEFITS s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: it is observed that 38 the managers strongly agree that to retain good talent people employers provide good wages, accommodation, medical, promotions and recognition benefits to the employees. TABLE-8 FREQUENT TRAINING INCREASE EFFICIENCY submit paper : editor@arseam.com download full paper : 14

7 International Journal of Human Resource & Industrial Research, Vol.2, Issue 2, Feb-2015, pp ISSN: (Online), ISSN: (Print) s.no choice of response no of respondents total 1 strongly agree agree neutral disagree strongly disagree Interpretation: in this table it depicts that 51 the work force agree that and believe that training improves confidant s levels to deal with different situations in hotel. FINDINGS 51% employees feel that hr manager must maintained open communication with his subordinates 45 the managers believe that inspirational leadership (learning and listening) is important in hotel management to increase quality of service. 62 employers agree that listening skills are very important for being a effective leader 35% managers said that by the regular feedback of immediate supervisor increase performance of work force effectively 51% managers said that Graduates Having Able to Work hard and having Commitment to Wards Care about Guest, Passion and Likes to Work with People. 34% employees agrees that Supervisors Understand Problems of Sub Ordinates 38 employers believe that outstanding performance comes to employees through quality of benefits 51 the managers believe that frequent training increase efficiency of work force. CONCLUSIONS: The growth of hotel industry success closely related to its superior quality of services. Management and workforce mutual understanding about the situation, and learning from experiences, good compensation, and open communications increase the efficiency of operations in hotel industry and also commitment oriented peoples also necessary for the growth of industry. Government must provide safety, security and infrastructure facilities to attract new peoples from all over the world. SUGGESTIONS 1) Open communication with sub ordinates also promote good quality of understanding and act on feedback immediately. This type of open communication increase believes among team. 2) UN cultural environment is appearing in hotel so hr manager have to learning around that means take the consideration of staff. 3) It demonstrates that workers are the part of a leader so he must listening to the whole Team and accept new ideas from his work force 4) Regular feedback of workforce by the supervisors increase the efficiency of operations 5) Graduates having able to work hard and having commitment towards care about guest, passion and likes to work with people 6) Good supervisors meet regularly with their staff to discuss goals and assess programs. If they perceive problems, they alert their staff promptly and attempt to determine the cause. 7)To retain good talent people employers provide good wages, accommodation, medical, promotions and recognition 8) Training improves confidant s levels of work force to deal with different situations in hotel. 9) Using Information technology also improves the efficiency of operations In hotel industry submit paper : editor@arseam.com download full paper : 15

8 Karimulla & Chalam/ A Study on Contribution of Human Resource Management Practices for the Development of Service in Hotel Industry References: Bech Serrat, J.M., (2011), Quality of hotel service and consumer protection: A European contract law approach, Tourism Mangement, Vol. 32, Nr. 2, pp Tsaur, S-H., Lin, Y-C., (2004), Promoting service quality in tourist hotels: the role of HRM practices and service behaviour, Toutism Mangement, Vol. 25, Nr. 4, pp Sureshchandar, G.S., Rajendran, C., Anantharaman, R.N., (2001), A conceptual model for total quality management in service organizations, Total Quality Management, Vol.12, Nr. 3, pp Schneider, B., Bowen, D. (1993), The service organization: Human resources Management is crucial, Organizational Dynamics, Vol. 21, Nr. 4, pp Hung, T.K., (2006), The Impact of Human Resource Management Practices on ServicePerformance of Taiwanese Hotel Industry - Organiatinal Commitment as a Mediator,International Journal of the Information Systems for Logistics and Management (IJISLM), Vol. 1, Nr. 2, pp P. Subba Rao essentials of human resource management and industrial relations text cases and games-second edition 1999 january-himalaya publications-page submit paper : editor@arseam.com download full paper : 16