HRD practices in the classified hotels in Orissa: a study of employee perceptions

Sampad

Description

Resumen
En el presente documento se ha tratado de medir la percepción de los empleados sobre las prácticas que revalecen en algunos desarrollos de recursos humanos (HRD) en hoteles clasificados de Orissa. Orissa es un estado del este de India que, desde principios de los años 80, ha concentrado sus esfuerzos de desarrollo en la industria turística en general y en el sector hotelero en particular. No obstante, los resultados no se substancian en la cantidad de esfuerzo por muchas razones. La principal crítica realizada se centra en que no se dió la suficiente importancia a la comercialización y descuidaron totalmente aspectos complementarios como el HRD.
Abstract
In the present paper, an attempt has been made to measure the employees? perception of some of the human resource development (HRD) practices prevailing in the classified hotels in Orissa. Orissa is a state in the eastern India which has been heavily concentrating its developmental efforts at the tourism industry in general and the hotel sector in particular since the early 80?s. However, the results do not substantiate the quantum of efforts for which many reasons have been proposed. A key contention made by critics is that these efforts were lopsided in that they gave undue importance to the marketing function and totally neglected complementary aspects like HRD.

Sujets

• Professional development
• Organizational effectiveness
• Orissa
• Formación profesional
• Promoción

Informations

• Publié par: erevistas
• Publié le: 01 janvier 2007
• Nombre de lectures: 35
• Langue: English

Extrait

Vol. 5 Nº 1 págs. 81-97. 2007

www.pasosonline.org


HRD practices in the classified hotels in Orissa:
a study of employee perceptions

Sampad Kumar Swain
†
Babu P George
Pondicherry University (India)


Abstract: In the present paper, an attempt has been made to measure the employees’ perception of some
of the human resource development (HRD) practices prevailing in the classified hotels in Orissa. Orissa
is a state in the eastern India which has been heavily concentrating its developmental efforts at the
tourism industry in general and the hotel sector in particular since the early 80’s. However, the results do not
substantiate the quantum of efforts for which many reasons have been proposed. A key contention made
by critics is that these efforts were lopsided in that they gave undue importance to the marketing function
and totally neglected complementary aspects like HRD.

Keywords: HRD Practices; Classified Hotels; Professional Training; Promotions; Organizational
Effectiveness; Orissa.


Resumen: En el presente documento se ha tratado de medir la percepción de los empleados sobre las
prácticas que revalecen en algunos desarrollos de recursos humanos (HRD) en hoteles clasificados de
Orissa. Orissa es un estado del este de India que, desde principios de los años 80, ha concentrado sus
esfuerzos de desarrollo en la industria turística en general y en el sector hotelero en particular. No
obstante, los resultados no se substancian en la cantidad de esfuerzo por muchas razones. La principal crítica
realizada se centra en que no se dió la suficiente importancia a la comercialización y descuidaron
totalmente aspectos complementarios como el HRD.

Palabras clave: Prácticas HRD; Hoteles clasificados; Formación profesiona; Promoción; Eficacia
organizacional; Orissa




† • Babu P George is Lecturer in Tourism Studies, School of Management. Pondicherry University, Pondicherry,
India-605014. E-mail: [e-mail] / [e-mail]
© PASOS. Revista de Turismo y Patrimonio Cultural. ISSN 1695-7121 82 HRD practices in the classified hotels in Orissa ...

Introduction stitutes of Hotel management and Catering
Technology (IHM&CT) and 13 Food Craft
Tourism is a multifaceted industry with Institute in the country. In addition, a good
numerous job opportunities for skilled, number of accredited institutes also cater
unskilled and semi- skilled people in the to the growing demand in the service
sechost country. Tourism industry is major tor. It is estimated that only 50 per cent of
employer of skilled labor and also provides the requirement of the market is met by
much scope for unskilled and semi skilled these institutes. Five new institutes of
hoemployment (Kuthiala, 2001). Accommoda- tel management would be set up in the
tion sector has always been given consider- tenth plan- three in the newly created sates
able emphasis since it satisfies the needs of of Uttaranchal, Jhrkhand and
Chhattistourists by providing quality and personal- garh and two in the northeast. In addition,
ized services, and tourists too allocate a 15 more Food Craft Institutes will be set up
major portion of their holiday budget in in the tenth plan, and efforts will be made
expectation of the committed service. Hu- to take culinary crafts and training to the
man resource is considered as the epicenter rural areas through mobile training units.
of the accommodation sector because it A new scheme on capacity building to train
could potentially create a radiant image for service providers in the unorganized sector
timely and homely services or can even mar such as small hotels, dhabas, restaurants
the entire holiday experience. Accommoda- and other eating joints is also proposed.
tion sector underlines the manifold roles of (Tenth Plan 2002- 2007, p.827).
employees working in different capacities The present paper endeavors to
accomin the front office, house keeping and food plish the following objectives: consolidate
& beverages wings to render quality and and present the expert views on the role of
premium service to the guests, whereby HRD practices in the hotel sector; bring to
hotels can have unique sources of competi- light the significant HRD related problems
tive advantage. In sum, human resource faced by classified hotels; better
underdevelopment is highly essential for the stand the perceptions held by hotel
emplayers in the accommodation sector to ployees on certain key HRD practices;
promeet the challenges of the competitive pose suggestive measures for the effective
world. implementation of HRD practices.
Tourism is the largest industry in the
world in terms of earnings. The World Tra- HRD and its pivotal role in tourism
vel and Tourism Council (WTTC) estimates
a 4.5 per cent per annum increase in the The concept of HRD is as old as human
total amount of travel and tourism activity existence. But the concept of HRD, as
oribetween 2002 and 2012. The earnings from ginated in the classroom discussion, was
tourism have made it one of the world’s brought in and popularized by Prof.
Leolargest industries and the fastest growing nard Nadler in early 70’s in Western
consectors of global trade accounting for 10. 7 text. There was hardly a concept called
per cent of global gross domestic product HRD in Indian industries until early
seven(GDP), 12.8 per cent of global exports, 8.2 ties. The concept of HRD was launched in
per cent of global employment (or one in Larsen and Turbo in 1975 and
subseevery 12.2 jobs), and 9.4 per cent of global quently in the State Bank of India and
capital investment. International tourist other associated banks under the
superviarrivals are expected to reach 1.5 billion. In sion of two eminent professors and
manIndia, for every intentional tourist, there agement consultants Prof. T.V Rao and
are 80 domestic tourists. Domestic tourism Udai Pareek that was later followed by
can form the basis of a viable and sustain- many other manufacturing and service
able tourism industry in India (10th Plan, industries in the subsequent years. In the
2002-2007, p. 818). early eighties, many industries opened up
The availability of trained manpower is HRD department to keep employees
upessential to achieve excellence in the tour- dated with the changes through the process
ism industry. At present, there are 21 In- of training and development. By mid
eightPASOS. Revista de Turismo y Patrimonio Cultural, 5(1). 2007 ISSN 1695-7121

Sampad Kumar Swain and Babu P George 83

ies, almost every second organization in source management approach. Human
reIndia had started running a HRD depart- source management in the tourism and
ment. A new professional body called the hospitality sector in is undergoing rapid
National HRD Network took birth in 1985 change due to the vast use of information
that could be compared to the Organiza- technology in this era of globalisation.
tional Development (OD) Network in US. (Heung 1993). Human resource
developThe objective of the body is to provide latest ment through the education, training and
knowledge on HRD to both the organization development of employees of all levels is a
and the employees (Mangaraj, 1997; Swain, vital component in maintaining the
indus2002). try's competitiveness in the international
Human resources are said to be the key arena, (Baum 1995). The hospitality
industo organisational success in the modern era try would certainly benefit from the
introof globalisation. The top management con- duction of HRD principles, both "hard" to
ceptualisation of Human Resource man- facilitate more cost-effective deployment of
agement and development considerably staff and “soft” i.e. to empower those
emdetermines customer service, organisa- ployees, (Anastaaova & Purcell, 1995).
tional flexibility and realisation of organ- Tourism sector would require a “need led”
isational purpose. The success of any or- rather than a “market led" approach
ganisation in the long run depends very (Frank, 1997).
much on the quality and quantity of its Human capital is the starting point for
human resources. Human resources devel- all development, the interrelationship
beopment aims at developing a variety of tween education and training plays a
pivcompetencies of employees and developing otal role in the human resource
developa dynamic work culture in the organisation ment in the tourism sector (Doswell, 1994).
to utilise these competencies and enor- The hospitality industry needs
sophistimously contribute to organisational growth. cated approach to human resource
develThe main problem of India is now poverty opment (Wilson and Worland 1993).
Huand unemployment, which strongly affects man resource development practices in the
the quality and quantity of productivity. tourism sector is in a state of
underdevelThis is a symbol of the inability and ineffi- opment due to the paucity of funds to open
ciency of the country to effectively manage new training institution as well as the lac