Employee Empowerment and Ocb
Program & Batch: | PGDM 2013-15 | Term: | I | Course Name: | Individual and Group Dynamics | Name of the faculty: | Dr. Suryatapa Kar | Topic/ Title : | Impact of Employee Empowerment on OCB in a Luxury Hotel | Original or Revised Write-up: | Original | Group Number: | 02 | Contact No. and email of Group Coordinator: | 08447144265rahulone46@gmail.com | Group Members: | Sl. | Roll No. | Name | | 1 | 1301-166 | Rahul Bajpai | | 2 | 1301-555 | Rakshit Laroiya | | 3 | 1301-359 | Dhanashri S. Kulkarni | | 4 | 1301-440 | Vinit Kumar Agarwal | | 5 | 1301-016 | Alisha | | 6 | 1301-093 | Kamlesh Parikarath |
Table of Contents
S. No. | Contents | Page Nos. | 1 | Introduction | 1-2 | 2 | Methodology | 3 | 3 | Literature Review | 4-5 | 4 | Questionnaire prepared for survey | 6-8 | 5 | Survey Data, Results and Interpretation | 9-11 | 6 | Conclusion | 12 | | References | 13 |
Introduction
The World Travel and Tourism Council ranks India 18th in Business travel. Radisson Hotels, Taj Group, Oberoi Group, ITC Hotels and Park Group are some of the leading luxury hotel chains in India [1].
Like any other industry, this industry too faces stiff competition not just with respect to attracting maximum customers viz. tourists and travelers, but also in retaining their own staff and curb attrition or employee turnover. The hotel staff has several duties to look after and this makes the hotel industry very viable. The services offered to the guests are all managed by the staff and this includes Food and Beverages, Housekeeping, Accounting, Marketing, Advertising etc.
A report by The Hindu published in early 2011 put the attrition rate figure at nearly 30 percent. It reported that salary hikes resulted in up to 30 percent growth in employee cost [2].
The report, an eye-opener of sorts, also highlighted the fact that in-house training facilities are a must to have a comfortable pool of employees to be able to staff the
Table of Contents
S. No. | Contents | Page Nos. | 1 | Introduction | 1-2 | 2 | Methodology | 3 | 3 | Literature Review | 4-5 | 4 | Questionnaire prepared for survey | 6-8 | 5 | Survey Data, Results and Interpretation | 9-11 | 6 | Conclusion | 12 | | References | 13 |
Introduction
The World Travel and Tourism Council ranks India 18th in Business travel. Radisson Hotels, Taj Group, Oberoi Group, ITC Hotels and Park Group are some of the leading luxury hotel chains in India [1].
Like any other industry, this industry too faces stiff competition not just with respect to attracting maximum customers viz. tourists and travelers, but also in retaining their own staff and curb attrition or employee turnover. The hotel staff has several duties to look after and this makes the hotel industry very viable. The services offered to the guests are all managed by the staff and this includes Food and Beverages, Housekeeping, Accounting, Marketing, Advertising etc.
A report by The Hindu published in early 2011 put the attrition rate figure at nearly 30 percent. It reported that salary hikes resulted in up to 30 percent growth in employee cost [2].
The report, an eye-opener of sorts, also highlighted the fact that in-house training facilities are a must to have a comfortable pool of employees to be able to staff the