DECLARATION
I declare that this document is a result of my own efforts and that it conforms to the university, departmental and course regulations regarding cheating and plagiarism. No material contained within this document has been used in any other submission by authors for academic rewards.
21st May, 2008.
Pradeep Karnataki
H-1389
ACKNOWLEDGEMENT
I would like to take this opportunity to thank Ms Vaishali Shinde faculty of Human Resource Management, librarians Mrs. Rupa Mathew, Mr Gajanan, Mrs. Bhagwati Bhainsara, and Ms. Monali Sarode for helping us in finding appropriate books for compiling the above document. This is an assignment, which was undertaken to enable us to gain knowledge about the human resource management.
SYNOPSIS
It is party time for hotel companies in India and various countries around the world ! Domestic companies are aggressively adding rooms and setting up green-field projects. Foreign hotel companies are making full use of the relaxed norms for foreign direct investment in India. In the next five years, we should expect to see around 40 different hotel brands dotting the Indian landscape. Four years ago, hotel managers talked of raising occupancy and average rate as their biggest challenge. Matters like Human Resources were low on their list of priorities. Today, however, hotels are vying with each other to capture the best talent. Most of the time, it simply a matter of numbers: as more rooms and more properties are added, a larger number of people are needed – to lead, to manage and to execute the various functions involved in operating a hotel. Hotel managers are acknowledging the short supply of quality manpower to be the biggest obstacle they face. Trained personnel are being actively recruited not only by competing hotel companies but also by sunrise sectors like retail, BPO and aviation. The ‘balance of power’ is steadily shifting from employers to employees. The addition of even one new hotel in a city...