EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

CHAPTER 1

INTRODUCTION

 Human Resource
 Human Resource Management
 Human Resource Development
 Human Resource Policies
 Hospitality Industry

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 EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 1
INTRODUCTION

1.1 HUMAN RESOURCE

Human resources is used to describe both the people who work for a company or organization
and the department responsible for managing resources related to employees. The
term humanresources was first coined in the 1960s when the value of labor relations began to
garner attention and when notions such as motivation, organizational behavior, and selection
assessments began to take shape.

Human resource management is a contemporary, umbrella term used to describe the

management and development of employees in an organization, also called personnel or talent
management (although these terms are a bit antiquated).Human resource management involves
overseeing all things related to managing an organization’s human capital.

Human resource management is therefore focused on a number of major areas, including:

 Recruiting and staffing

 Compensation and benefits

 Training and learning

 Labor and employee relations

 Organization development

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Due to the many areas of human resource management, it is typical for professionals in this field
to possess specific expertise in one or more areas. Just a few of the related career titles for HR
professionals include:

 Training development specialist

 HR manager

 Benefits specialist

 Human resource generalist

 Employment services manager

 Compensation and job analysis specialist

 Training and development manager

 Recruiter

 Benefits counselor

 Personnel analyst

Human resource management involves developing and administering programs that are designed
to increase the effectiveness of an organization or business. It includes the entire spectrum of
creating, managing, and cultivating the employer-employee relationship.

For most organizations, agencies, and businesses, the human resources department is responsible
for:

 Managing job recruitment, selection, and promotion

 Developing and overseeing employee benefits and wellness programs

 Developing, promoting, and enforcing personnel policies

 Promoting employee career development and job training

 Providing orientation programs for new hires

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  Providing guidance regarding disciplinary actions

 Serving as a primary contact for work-site injuries or accidents

Human resource management is about:

 Addressing current employee concerns: Unlike company managers who oversee the

day-to-day work of employees, HR departments deal with employee concerns such as
benefits, pay, employee investments, pension plans, and training. Their work may also
include settling conflicts between employees or between employees and their managers.
 Acquiring newemployees: The human resource management team recruits potential
employees, oversees the hiring process (background checks, drug testing, etc.), and
provides new employee orientation.
 Managing the employee separation process: The HR management team must complete a
specific set of tasks if an employee quits, is fired, or is laid off. Paperwork must be
completed to ensure that the process was completed legally. Severance pay may be
offered or negotiated, benefits must be settled, and access to company resources must be
severed via the collection of keys, badges, computers, or sensitive materials from the
employee.
 Improving Morale: Effective HR teams encourage company employees to do their best,
which contributes to the overall success of the company. Their work often involves
rewarding employees for good performance and creating a positive work environment.

The role of human resources professionals is to ensure that a company’s most important asset—
its human capital—is being nurtured and supported through the creation and management of
programs, policies, and procedures, and by fostering a positive work environment through
effective employee-employer relations.

The concept behind human resource management is that employees who are subject to effective
human resource management are able to more effectively and productively contribute to a
company’s overall direction, thereby ensuring that company goals and objectives are
accomplished.

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Today’s human resource management team is responsible for much more than traditional
personnel or administrative tasks. Instead, members of a human resource management team are
more focused on adding value to the strategic utilization of employees and ensuring that
employee programs are impacting the business in positive and measurable ways.

An August 2014 Forbes article explored the shifting goal of today’s human resource

management teams. More specifically, the article found that HR teams focused on things that
don’t add true value to the organization are often deemed reactive, uncreative, and lacking basic
business understanding. On the other hand, HR professionals who want to be recognized as true
business partners must see themselves as business people who specialize in HR, not as HR
people who advise a business.

1.2 HUMAN RESOURCE MANAGEMENT

Human Resource Management is the process of acquiring, developing, motivating and retaining
human resourcesin an organization. It is concerned with activities that are designed for and
coordinates the activities of human resource. Since human resource is essential component of all
organization, human resource management plays vital role in utilizing their services, developing
their skills, motivating them for enhancing performance and keeping them committed to the
organization for accomplishing the organizational objectives.

Human Resource Management is the term used to describe formal systems devised for the
management of people within an organization. The responsibilities of a human resource manager
fall into three major areas: staffing, employee compensation and benefits, and defining/designing
work. Essentially, the purpose of HRM is to maximize the productivity of an organization by
optimizing the effectiveness of its employees. This mandate is unlikely to change in any
fundamental way, despite the ever-increasing pace of change in the business world.

1.2.1 Position and Structure of Human Resources Management

Human resource department responsibilities can be subdivided into three areas: individual,
organizational, and career. Individual management entails helping employees identify their
strengths and weaknesses; correct their shortcomings; and make their best contribution to the
enterprise. These duties are carried out through a variety of activities such as performance
reviews, training, and testing. Organizational development, meanwhile, focuses on fostering a

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successful system that maximizes human (and other) resources as part of larger business
strategies. This important duty also includes the creation and maintenance of a change program,
which allows the organization to respond to evolving outside and internal influences. Finally,
there is the responsibility of managing career development. This entails matching individuals
with the most suitable jobs and career paths within the organization.

HRM structures vary widely from business to business, shaped by the type, size, and governing
philosophies of the organization that they serve. But most organizations organize HRM functions
around the clusters of people to be helped- they conduct recruiting, administrative, and other
duties in a central location. Different employee development groups for each department are
necessary to train and develop employees in specialized areas, such as sales, engineering,
marketing, or executive education. In contrast, some HRM departments are completely
independent and are organized purely by function. The same training department, for example,
serves all divisions of the organization.

HR is viewed and included as an integral part of the business process, similar to its marketing,
finance, and operations counterparts. However, HR will retain a centralized functional
relationship in areas where specialized expertise is truly required," such as compensation and
recruitment responsibilities.

Figure 1: HRM functions

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1.2.2 Human Resource Management: Key Responsibilities
Human resource management is concerned with the development of both individuals and the
organization in which they operate. HRM, then, is engaged not only in securing and developing
the talents of individual workers, but also in implementing programs that enhance
communication and cooperation between those individual workers in order to nurture
organizational development.

The primary responsibilities associated with human resource management include: job analysis
and staffing, organization and utilization of work force, measurement and appraisal of work
force performance, implementation of reward systems for employees, professional development
of workers, and maintenance of work force.

 Job analysis consists of determining, often with the help of other company areas, the
nature and responsibilities of various employment positions. This can encompass
determination of the skills and experiences necessary to adequately perform in a position,
identification of job and industry trends, and anticipation of future employment levels
and skill requirements. "Job analysis is the cornerstone of HRM practice because it
provides valid information about jobs that is used to hire and promote people, establish
wages, determine training needs, and make other important HRM decisions transfers and
promotions, and out of an organization. Once the recruiting part of the staffing process
has been completed, selection is accomplished through job postings, interviews, reference
checks, testing, and other tools.
 Performance appraisal is the practice of assessing employee job performance and
providing feedback to those employees about both positive and negative aspects of their
performance. Performance measurements are very important both for the organization
and the individual, for they are the primary data used in determining salary increases,
promotions, and, in the case of workers who perform unsatisfactorily, dismissal.
 Employee development and training is another vital responsibility of HR personnel.
HR is responsible for researching an organization's training needs, and for initiating and
evaluating employee development programs designed to address those needs. These
training programs can range from orientation programs, which are designed to acclimate

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 new hires to the company, to ambitious education programs intended to familiarize
workers with a new software system.

1.3 HUMAN RESOURCE DEVELOPMENT

Human resource development includes training an individual after he/she is first hired, providing
opportunities to learn new skills, distributing resources that are beneficial for the employee’s
tasks, and any other developmental activities.

This set of processes within the HR department is critical to employee on-boarding and retention.
Without proper training, employees cannot succeed. Without learning and development of
personal and professional skills, employees grow stale and stagnant.

Human resource development is the integrated use of training, organization, and career
development efforts to improve individual, group, and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current and
future jobs through planned learning activities. Groups within organizations use HRD to initiate
and manage change. Also, HRD ensures a match between individual and organizational needs

Figure 2: HRD functions

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1.3.1 Benefits of Human Resource Development
Human resource development s considered as the key to higher productivity, better relations and

greater profitability for any organization. Appropriate HRD provides unlimited benefits. Some of
the most important are:

 HRD (Human Resource Development) makes people more competent. HRD develops new
skills, knowledge and attitudes of the workforce.

 With an appropriate HRD program, people become more committed to their jobs. People
are assessed on the basis of their performance by having a acceptable performance
appraisal system.

 An environment of trust and respect can be created with the help of human resource
development.

 Acceptability toward change can be created with the help of HRD. Employees found
themselves better equipped with problem-solving capabilities.

 It improves the all around growth of the employees. HRD also improves team spirit in the
organization.

 It also helps to create an “efficiency culture” in the organization. It leads to greater

organizational effectiveness. Resources are properly utilized and goals are achieved in a
better way.

 It improves employee participation. Workers feel a sense of pride and achievement while
performing their jobs.

 It also helps to collect useful and objective data on employee programs and policies which
further facilitate better human resource planning.

1.4 HUMAN RESOURCE POLICIES

Human resource policies are the formal rules and guidelines that businesses put in place to hire,
train, assess, and reward the members of their workforce. These policies, when organized and
disseminated in an easily used form, can serve to preempt many misunderstandings between

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employees and employers about their rights and obligations in the business place. It is tempting,
as a new small business owner, to focus on the concerns of the business at hand, and put off the
task of writing up a human resource policy. All business analysts and employment lawyers will
advise a new business owner to get a policy down on paper, even if it is a simple one drafted
from a boilerplate model. Having policies written is important so that it is clear to all what the
policies are and that they are applied consistently and fairly across the organization. Moreover,
when issues concerning employee rights and company policies come before federal and state
courts, it is standard practice to assume that the company's human resource policies, whether
written or verbal, are a part of an employment contract between the employee and the company.
Without clearly written policies, the company is at a disadvantage.

Small businesses and especially business startupscannot afford to fritter away valuable time and
resources on drawn-out policy disputes or potentially expensive lawsuits. Having a human
resource policy in place from the start can help to avoid this situation. The business owner who
takes the time to establish sound, comprehensive human resource policies will be far better
equipped to succeed over the long run than the business owner who deals with each policy
decision as it erupts. The latter ad hoc style is much more likely to produce inconsistent,
uninformed, and legally questionable decisions that may cripple an otherwise prosperous
business. For as many small business consultants state, human resource policies that are
inconsistently applied or based on faulty or incomplete data will almost inevitably result in
declines in worker morale, deterioration in employee loyalty, and increased vulnerability to legal
penalties. To help ensure that personnel management policies are applied fairly, business owners
and consultants alike recommend that small business enterprises produce and maintain a written
record of its HR policies and of instances in which those policies came into play.

1.4.1 Subjects Covered by Company HR Policies

Small business owners should make sure that they address the following basic human resource
issues when putting together their personnel policies:

 Equal Employment Opportunity policies

 Employee classifications

 Workdays, paydays, and pay advances

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  Overtime compensation

 Meal periods and break periods

 Payroll deductions

 Vacation policies

 Holidays

 Sick days and personal leave (for bereavement, jury duty, voting, etc.)

 Performance evaluations and salary increases

 Performance improvement

 Termination policies

Templates that may be used to create a first human resource policy document are available from
many sources. Two such sources that are reputable and offer information of a full range of
employment issues are the National Human Resource Association and the Society for Human
Resource Managers. Each maintains a Web site with information on the services it provides and
pointers to other reputable service providers.

1.4.2 Advantages Of Formal Human Resource Policies

Small business owners who have prepared and updated good personnel management policies
have cited several important ways in which they contribute to the success of business enterprises.
Many observers have pointed out that even the best policies will falter if the business owners or
managers who are charged with administering those policies are careless or incompetent in doing
so. But for those businesses that are able to administer their HR policies in an intelligent and
consistent manner, benefits can accrue in several areas:

 Communication with employees: A well written and thoughtfully presented human

resource policy manual can establish the tone that a new business person wishes to
maintain within his or her business. Such a policy also serves to disseminating
information about what employees may expect from the company as well as what the

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 employer expects from the employees regarding work performance and behavior while
on the job.
 Communication with managers and supervisors: Formal policies can be helpful to
managers and other supervisory personnel faced with hiring, promotion, and reward
decisions concerning people who work under them.
 Time Savings: Prudent and comprehensive human resource management policies can
save companies significant amounts of management time that can then be spent on other
business activities, such as new product development, competitive analysis, marketing
campaigns, etc.
 Curbing litigation: Members of the legal and business communities agree that
organizations can do a lot to cut off legal threats from disgruntled current or ex-
employees simply by creating—and applying—a fair and comprehensive set of personnel
policies.

1.4.3 Making changes To Existing HR Policies

Companies typically have to make revisions to established HR policies on a regular basis, as the
company grows and as the regulatory and business environments in which it operates evolve.
When confronted with the challenge of updating HR policies, however, it is important for small
businesses to proceed cautiously. Small business owners need to recognize that changes in HR
policy have the potential to impact, in one way or another, every person in the
company, including the owner. Proposed changes should be examined carefully and in
consultation with others in the organization who may recognize potential pitfalls that other
managers, or the business owner herself, may have failed to detect. Once a change in policy is
made, it should be disseminated widely and effectively so that everyone within the business is
working from the same human resource policy at all times.

1.5Hospitality Industry
The hospitality industry is broad category of fields within the service industry that includes
lodging, event planning, theme parks, transportation, cruise line, travelling and additional fields
within the tourism industry. The hospitality industry is a multibillion-dollar industry that depends
on the availability of leisure time and disposable income. A hospitality unit such as a restaurant,
hotel, or an amusement park consists of multiple groups such as facility maintenance and direct

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operation (serves, housekeepers, porters, kitchen workers, bartenders, management, marketing,
and human resources etc.)

The hospitality industry is much broader than most other industries. The majority of business
niches are composed of only a handful of different businesses, but this industry applies to nearly
any company that is focused on customer satisfaction and meeting leisurely needs rather than
basic ones. While this industry is very broad, there are some defining aspects that are important
to understand.

One of the most defining aspects of this industry is that it focuses on customer satisfaction.
While this is true of nearly every business, this industry relies entirely on customers’ being
happy. This is because these businesses are based on providing luxury services. Very few
hospitality businesses provide a basic service that people need, like food or clothing.

Another defining aspect of this industry is its reliance on disposable income and leisure time. For
this reason, the majority of these businesses are for tourists or rich patrons. If disposable income
decreases due to a slump or recession, then these are often the first businesses to suffer because
customers won’t have the extra money to enjoy their services.

1.5.1 Different Businesses

Most people think that hotels alone belong to the hospitality industry, but hotels are only one
sector of this industry. Many forms of transportation that cater to tourists are also part of this
business world. For example, this niche includes airlines, cruise ships and even fancier trains.
Restaurants, general tourism and event planning also belong to this niche.

Some of these businesses partially belong to the hospitality industry. For example, a fast food
restaurant would be considered convenient. A restaurant that provides fancy food with amazing
service would be providing a hospitality service.

1.5.2 Level of Service

Regardless of the business, this industry relies heavily on providing an excellent level of service.
Customers are visiting the business to get away from their troubles. A bad experience might keep
them from returning ever again. Brand loyalty is very important to these customers, so the
associated companies do their best to provide the best service.

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Companies hire employees based on skill and behavior. Most of these employees are great with
customers, and they can flawlessly give the customer what he or she needs.

1.5.3 Themes
Another defining aspect of the hospitality industry is its theme. This doesn’t apply to every
business in this industry, but many of them use a certain theme to attract customers. For
example, a fancy restaurant might have a Mediterranean theme to attract customers who like that
type of food and atmosphere.

Not only does this set the business apart from competitors, but it also allows customers to judge
the business on another level. Hospitality businesses that provide an authentic theme are often
appreciated more than general hospitality businesses. If the above restaurant cooks authentic
Mediterranean cuisine and uses the proper decorating elements, then this will make customers
happy and more willing to visit the business.

A hospitality business doesn’t need a theme, but the vast majority of them use one because
customers love themed businesses.

While this is a very broad industry that can incorporate many different businesses, there are some
defining elements that set it apart from similar businesses. Not only do these companies focus on
service and luxury, but they also depend on disposable income and giving customers what they
want. The broad-reaching hospitality industry ensures that every customer is happy because
brand loyalty is essential.

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EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 2

COMPANY PROFILE

15
 OYO

EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

CHAPTER 2
COMPANY PROFILE

Figure 3: LOGO OF COMPANY

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2.1 INTRODUCTION
OYO ROOMS is India’s fastest growing branded network of budgeted hotels founded by young
entrepreneur Mr.Ritesh Agrawal on 2013. Within a short span of time, OYO Rooms currently
operating in more than 100 Indian cities including Delhi, Gurgaon, Mumbai, Bangalore,
Hyderabad, Goa, Chennai, Kolkata are few to name. Similarly, OYO has been trying to be
present in major Metros, Regional Hubs, Leisure destinations and Pilgrimage towns.

According to research carried out by CB insight, a US based business analytics firm, for The
New York Times OYO Rooms is among the companies that may be the next start-up unicorn. As
it provides standardized rooms at budget hotels with features such as an air condition,
complimentary breakfast and free WIFI with 24 hours customer service support number of guest
using OYO Rooms App for booking hotels has been increasing exponentially. Since the services
are fully IT enabled guest can also order beverages and request room service through the OYO
Room App. Hotel owner who are partner with OYO Rooms are connected via world’s first tablet
based property management App and became a part of OYO brand.

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 Typeof business Private

Founded 2013; 5 years ago

Headquarters Gurgaon, Haryana

Area served India, Malaysia, Nepal, China,

Indonesia

Founder(s) Ritesh Agarwal

Industry Hospitality

www.oyorooms.com

ebsite

Current status Online

2.2 History
Oravel Stays, a website designed to enable listing and booking of budget accommodation. After
three months of research and staying in over 100 bed and breakfasts,guest houses, and
small hotels, he pivoted Oravel to OYO in 2013. OYO partners with hotels to give similar
experiences across cities.

In late 2017, OYO launched OYO Home, an Airbnb-like marketplace for short-term managed
rentals. OYO Home has presence in more than 10 leisure destinations of India including Goa,

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Shimla, Pondicherry, Udaipur, Kerala etc. In April 2018, OYO launched its first international
OYO Home in Dubai.

2.3 Organizational Structure

2.3.1 Current Organization’s Member :

 Chief Executive Officer (CEO): Mr. Ritesh Agarwal
 Chief Operating Officer (COO): Mr. Abhinav Sinha
 Chief Technical Officer(CTO): Mr. Anil Goel
 Chief Financial Officer (CFO): Mr. Abhishek Gupta
 Chief Procurement Officer(CPO): Mr. Dinesh Ramakrishnan
 Chief Growth Officer (CGO): Mr. Kavikrut
 Chief Strategy Officer (CSO): Mr. Maninder Gulati

2.3.2 Regional Heads:

 North Head: Mr. Gaurav Ajmera
 South Head: BurrahuddinPithawala
 East Head: Mr. Prasun Chaudhary
 West Head: Mr. SheerangGodbole

Figure 4: ORGANISATION STRUCTURE

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2.4 Vision
The company’s vision is to become the most preferred and trusted hotel brand in the world. OYO
revolutionized the fragmented and legacy-driven budget hospitality space in India by enabling
standardization of services, amenities and in-room experience. Through use of its proprietary
apps for inventory-management, room-service, revenue-management and customer-relationship
management, OYO has delivered predictable, affordable and available budget-room
accommodation to millions of travellers in India. A booking with OYO comes with the promise
of hassle-free stays. The popular OYO app (> 10 MILLION downloads) enables guests to search
and book rooms, request room-service (food and beverages), book a cab and also search nearby
restaurants. OYO also offers a unique concierge-like assistance service through OYO Captains -
the company’s local representatives at hotels who ensure on-ground support for hassle-free

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travelling and on-stay experience. Guest can avail their services by booking via call centre, app
or website.

Hotel-owners partnering with OYO see a significant increase in occupancy levels, get access to
the world’s first tablet-based property management apps and become part of a brand recognized
and loved by travelers nationwide.

2.5Values
2.5.1 Standardize

OYO Rooms promises to provide same amenities and the same awesome experience across all
its rooms.

2.5.2 Affordable

OYO offers rooms at prices that no other player in the budget segment offers today.

2.5.3 TechnologyDriven

OYO use technology to link all its function and provide the customer a seamless awesome
experience.

2.6 Growth

OYO Rooms started with one city and one hotel (OYO Rooms Huda City Centre) in Gurgaon in
May 2013 and has seen a tremendous growth. With whopping budget hotels under its branded
network across the India, OYO Rooms growth has been nothing short of phenomenal, and the
rapid expansion has meant that the funded start-up now owns India’s largest branded network of
hotels. The company as of August 2015 has more than 2000 hotels with more than 20000 room
capacity spread over 100 cities of India. Moreover, the company has planned to add more  than
50 cities by the end of 2015. Now, OYO Rooms has been named India's largest budget hotel
chain. Continuing with its rapid expansion drive, OYO Rooms today crossed an important
milestone as it became India’s largest budget hotel chain. Backed by the funding from various
sources and strong consumer partners, OYO Rooms also has set itself a revised target to expand
its network. Ritesh Agarwal, Founder and CEO of OYO Rooms are quite hopeful that India’s

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budget hospitality market is ripe for disruption and as the market leader; OYO is best poised to
lead this change. Strong customers’ feedback and loyalty encourages the company to redouble its
growth efforts to bring the OYO experience to as many Indian travelers in as many different
cities as possible and at the earliest. As a leader, OYO Rooms has created a new paradigm in the
hospitality sector through an asset-light managed marketplace model

2.7 OYO App

OYO Rooms had also launched its mobile app, which promised a hotel room booking in less
than 10 seconds, has now been at the heart of what the company does, it has been able to provide
its customers with a seamless experience from booking to check-out. The OYO Rooms mobile
app is also the world’s first personal room service app that allows guests staying at an OYO to
order room service directly from their smart phones. The app has already crossed more than
100,000 downloads within a month of its launch. Available on Android and IOS platforms, more
than 15,000 bookings have been made through the OYO Rooms mobile app within a week.
According company statement, OYO Rooms started its mobile app segment and is ahead of other
players who have recently entered this space. OYO is the pioneers in bringing the comfort and
experience of an expensive hotel at a really affordable price and use technology to enhance
customer experience. That is why most of the branded hotels associated with OYO witness more
than 80 per cent occupancy, which indicates a huge success of business and customers
satisfaction. It is what that made the company confidence to continue to grow at such a rapid
pace. OYO Rooms tried to redefine the meaning of a budget stay and provide our guests a truly
seamless experience with the app which allows customers to book an OYO in just a few clicks.
The app has been a real hit among users, with over 3 lakh downloads in just three months. The
company gets almost half of its bookings through the app as of today, which just goes on to show
how tech-enabled utilities are truly the way forward.

2.8 Future Prospect

Tech-enabled, branded hospitality network OYO Rooms, which went live with its website
oyorooms.com in April 2013, is set to become India’s largest branded hospitality network of
budget hotels in the near future. Of the 60,000 branded hotel rooms in the country, the largest
inventory is held by the The Taj Group with 9,000 –10,000 rooms. Pointing out that there are

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350 million budget travelers in the country who are looking for high quality, standardized rooms
are 1.5 million unbranded budget rooms in the country. However, very few of them offer the
budget traveler a standardized, predictable experience with assured facilities, services and
amenities. OYO Roomsare equipped with comfortable beds, air-conditioning, TV, free unlimited
Wi-Fi, clean attached washrooms and complimentary breakfast service. Therefore, there are high
potentials of OYO to be the largest hotel chain of the country. Although currently OYO’s largest
market is Delhi NCR region in the next three to  months, Bengaluru will take the lead and hold
that position for the next three years, reads the company’s website. OYO has a plan to expand its
Bengaluru offering from 300 rooms in 30 hotels in MG Road, Brigade Road, Koramangala,
Whitefield and Indira nagar to 2,000 rooms in 150 hotels over the next 12 months. The city
attracts a diverse customer base; repeat rate of customers is very high. While hotel stays are
always planned, the capability of these customers of making an impulse decision to stay in OYO
hotels is also high.

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EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 3

OBJECTIVE OF STUDY

24
 EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 3
OBJECTIVE OF STUDY

3.1 Objective
 To study the expectations of hospitality employers on various employee skills.
 To identify the sources of dissatisfaction found among hospitality employers.
 To evaluate the attitude of hotel employee towards the monetary benefits provided in the
hospitality industries.
 To recommend is to develop and improve new business skills in communication,
technology, quantitative reasoning and team work.Apply business concepts and theories
to real world decision making.

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EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 4

REVIEW OF LITERATURE

26
 EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 4
REVIEW OF LITERATURE

A review of literature was carried out on studies focusing on the Human Resource Management
practices related to the Hospitality sector. This studies focus on the HR policies, practices and
challenges with regards to management of employees in general in the Hospitality sector. Studies
have been conducted on the following HRM practices in general, but not from the housekeeping
employee’s satisfaction point of view in particular: Recruitment and selection, Training,
Performance evaluation, Motivation, Empowerment, Recognition and rewards, Job Enlargement
through Multi-skilling, Job enrichment, Teamwork, Career progression, Conflict management,
Employee Involvement and productivity, Work safety, Employee welfare, Employee turnover,
Strategic HRM, Job satisfaction. The Hospitality Industry faces a most significant challenge as it
depends mainly on people to carry out basic functions, like, greeting and serving guests. The
Human resources of an organization will give an edge to the firm in a competitive environment,
as competitors cannot match the service quality standards offered by engaged, committed and
loyal employees. Although the Hospitality Industry is people- intensive, it does not provide for
growth options for its employees and faces high employee turnover. The reality is that
employees who are directly dealing with customers are the ones who are paid the least.

Apart from selection, training and rewards, a HRM system includes employee welfare, role of
trade unions, performance evaluation, employee involvement and equal opportunities for both
the genders of employees. This initiative involves the HR principles of employee recognition,
respect and reward as integral components. It keeps employees in the forefront, as there can be
no guest satisfaction without employee satisfaction. Employees in the organization have their

27
own expectations from a job, like, more training and development opportunities, a good working
environment and not just the job itself.

Employee Turnover in the Hospitality Industry:Monica NyamusaTembi (1991), identified

reasons for employee turnover in the housekeeping department of Rochester Hotels. Most
housekeeping employees left their job due to poor wages. Other dissatisfies include lack of
promotions, poor quality of supervision, job insecurity and working weekends. She suggests that
employee satisfaction would increase if they worked with departmental colleagues who they
liked, leading to better inter-personal relations within the housekeeping department. The staff
would be better equipped and satisfied with the working conditions in the job if they were
provided with adequate supplies and if the management would have more regard for their work-
related problems and issues. These work conditions and human resource practices have an
impact on the job satisfaction levels of housekeeping employees in the hotel. The Food &
Beverage department, followed by housekeeping, has the highest employee turnover rate.
Solutions for employee turnover include - Investment in training of staff, provision of
organizational support, offering growth opportunities through career path options and adopting
innovative recruitment and selection processes.

Multi-Skilling in the Hospitality Industry, Bratton, J. & Gold, J. (2012):Front Office and
F&B manager helps to improve service quality standards in the hotel, as it helps to increase
employee jobsatisfaction and retention. Multi-skilling results in the employee earning higher
remuneration and vertical mobility in the form of promotions. It helps to reduce the deficiency in
availability of the required employee-skills and also to reduce high employee turnover rate. This
finally contributes to the economic success of the organization through cost-reduction and
increased productivity of the staff. The focus on customer- orientation in the hospitality sector
leads to a crucial linkage between the selection process of employees and their training aspects,
from the point of view of anticipating customer requirements, handling customer complaints, etc.

Occupational Safety in the Hospitality Industry, Jovanovic: There is a strong co-relation

between highly committed management practices and Occupational safety at the organizational
level. Use of the following practices helps to increase work place safety: Selective hiring of
educated and qualified staff, leadership which brings in change, enhanced job quality by
adopting total quality management standards of service quality, a sense of job security, provision

28
of training to employees on work systems, compensation provided to employees, information
sharing amongst the management and lower-level employees on organizational matters, reduced
gap between the management and lower level employees- distinction based on status of
employee, self-managed teams, evaluation and measurement of criteria for organizational
success, employer’s trust in the management and safety climate in the organization

Human Resource and Organizational Performance:As discussed byBoxall, Purcell and

Wright (2011) in a book Human Resource Management: A Contemporary Approach, hotel
performance is positively related to HRM systems of Recruitment and Selection, Manpower
planning, Job design, Training and development, Quality Circle and Pay systems. Hotels in India
should focus on the best‟ HRM practices, like, multi-skilling , career planning, use of flexible
job descriptions to provide autonomy to employees, cross-cultural job design to facilitate hiring
of employees from various cultural backgrounds, formal induction of new employees, provision
of need-based training, use of Attitude surveys to assess employees, social appreciation and
recognition of good employee performance, staff kept informed about market conditions in the
city and the resultant performance of the organization. They opined that the hotel’s performance
is positively associated with the star category of the hotel and type of hotel, i.e. whether it is a
chain or an individual hotel. If hotels are to perform better, they should preferably belong to a
Chain and strive to improve their star category. The management should focus on the best “
HRM practices to achieve optimum organizational performance. Yoon Seonghee Cho, (2004),
investigated the direct effects of HRM practices on Organizational performance in the Hotel
Industry. Six domains of effective HRM were suggested: Right Staffing, Training and
development opportunities, Performance Appraisals, Rewards and Recognitions to enhance
employee performance.

This is a strategic HRM system to promote organizational flexibility through flexible work
arrangements to take care of work and family provisions. The factors include: Top leadership
and management, training of employees, employee relations-interpersonal, union relations,
relationships with management.

Employee Involvement in Hospitality Industry:According to the paper entitled “Management

and Organizational Behaviour Management and organizational behavior” published by
Mullins (2010),the management of hotels in Lebanon do not involve employees in decision-

29
making and job-design. Employee involvement is not considered important. Employee inputs are
not considered during performance appraisals. It is suggested that employee involvement in
management aspects will help to increase employee motivation, work productivity, individual
performance in the job, help in creating a positive attitude, increase work commitment and job
satisfaction of the employees, making the employee feel valued in the organization. Employee
involvement is a central element of the HRM paradigm.

Human Resource Challenges in the Hospitality Industry:The Paper published Managing

Human Resources, 11th Edition,byShermanBohlander, &Snelldepictafter evaluating the
present challenges, best practices and new trends in hotel housekeeping, which can help reduce
operating costs. Implementation of trends in housekeeping, such as, Outsourcing helps to reduce
staffing costs. IT-savvy housekeeping involves the use of software for room status reports. This
requires extensive computer training to be provided to housekeeping employees. Training of
housekeeping staff on new practices, such as, use of eco-friendly practices and new standard
operating procedures is a challenge. Retention of housekeeping employees, payroll performance
and keeping the turnover rate low are challenges faced by the management. Advancements in
technology require housekeeping employees to be trained in its usage. Training, Cross-training
and multi-skilling of housekeeping employees, performance measurement, environmental issues
to be adopted, etc. are other challenges faced by Housekeepers in the hotels, which need to be
resolved. Different approaches are adopted in the recruitment and retention of employees.

Employee Motivation in the Hospitality Industry:Sunderland &Canwell, (2008) has shown

advantage and disadvantage of internal recruitment in the paper “Management and
Organizational Behaviour, the HRM functions that help to improve business and employee
performance, profitability and productivity and help the hotel to maintain its competitive
advantage in the hotel business in Laos. Amongst the motivation and job satisfaction factors;
money, opportunity for growth and fairness are most influential. Organizations create work
conditions whereby they are motivated to work harder and recognize the importance of training
to help them work better. But the main factor that brings about high level of job satisfaction and
motivation is salary. Employees in the organization can be motivated by making their jobs more
meaningful. There are two types of factors – Motivators and Hygiene factors. Extrinsic factors
(Hygiene/Maintenance factors) such as salary, working conditions and job security lead to job

30
dissatisfaction if they are not provided, but may not result in job satisfaction if they are provided.
Motivators (Intrinsic factors), like, achievements, recognition, work itself, etc. motivate an
employee as their psychological needs are fulfilled to achieve growth. All members of an
organization may not place the same value on job factors and may rank them differently. Entry –
level staff and Supervisory level staff prioritized these factors differently. The ten factors were:
good wages, tactful discipline, job security, interesting work, feeling of being involved,
sympathetic help with personal problems, opportunities for advancement and development, good
working conditions, personal loyalty to employees, and appreciation for accomplishments.
Interesting work and good wages were important and ranked on top by most employees. Training
of employees motivated them to deal with the unfavorable incidents and transform them into
positive customer-encounters, resulting in customer satisfaction.

Human Resource Practices in the Hospitality Industry:Beardwell and Claydon, has

published paper entitled Human Resource Management: A Contemporary Approach in
2007has shown thatcustomer orientation, recruitment strategies, motivation, multi-skilling, job-
enlargement, training & development, appraisals, job rotation, employee empowerment and
ownership, management styles, productivity issues, technological change, etc. are crucial to
achieve improved service quality standards and profitability of hotels.

Employee Legislation in the Hospitality Industry:Armstrong has published a paper entitled

Human Resource Management Practice in 2006, stated that regulatory reforms help to
enhance organizational flexibility and efficiency in the service sector. This analysis focuses on
the employer’s bargaining arrangements in the luxury hotel sector. Factors, like HRM Strategy,
organizational characteristics, finances, observed risk as well as administration issues influence
the choices made

Employee Competencies in the Hospitality Industry:Mondy (2010) has published a book

entitled “Human Resource Management” refers to the establishment of Hospitality sector
standards on employee competencies, should be communicated to all employers, employees and
training providers. Professional behaviors, personal attributes, technical skills and good
interpersonal skills are important in the provision of quality service in the Hospitality sector. To
improve service quality in the American Hospitality sector. They assessed the criteria which
impact customers in judging service quality standards: Reliability, Responsiveness, Assurance,

31
Empathy, Tangibles. These traits help employees to be more understanding of customer needs,
resulting in better quality service.

Summary Of Review Of Literature: The review of literature undertaken has presented an

overview of the various dimensions of the management of employees in the Hospitality sector,
which is summarized as follows: Studies focus on the HR policies, practices and challenges with
regards to management of employees in general in the Hospitality sector. Studies have been
conducted on the following HR Dimensions in general, but not from the housekeeping
employees satisfaction point of view in particular: Recruitment and selection, Training,
Performance evaluation, Motivation, Empowerment, Recognition and rewards, Job Enlargement
through Multi-skilling, Job enrichment, Teamwork, Career progression, Conflict management,
Employee Involvement and productivity, Work safety, Employee welfare, Employee turnover,
Strategic HRM and Job satisfaction. Most of the literature available was written by foreign
researchers and a few Indian researchers on the above HRM practices in the Hospitality industry.
This study has been conducted from both the management and employee point of view.

32
EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 5

RESEARCHMETHODOLOGY

33
 EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 5
RESEARCHMETHODOLOGY

RESEARCH METHODOLOGY

(A) MEANING OF RESEARCH

Research is an organized inquiry designed and carried out to provide information to solve the
problem. The fact, search is an art of scientific investigation of a certain problem. “Research is
the process of systematically obtaining accurate answers to significant and pertinent questions by
the use of the scientific methods gathering and interpreting information”

34
 “Research methodology is a method of studying problems whose solutions are to be desired
partly or wholly from facts. These facts may be statements of opinions, historical facts, those
contained in records and reports, the results of tests, answers to questionnaires, experimental data
of any sort, and so forth.”

-By M.S. Monore

Definition:
The process used to collect information and data for the purpose of making business decisions.
The methodology may include publication research, interviews, surveys and other research
techniques, and could include both present and historical information.

Research is the systematic exploration of the region of the unknown to find satisfactory answers
to the questions: what, how and why? It may be diligent enquiry in a scientific manner for
improvement of an existing system or for development of a new one, or for improving a process.

Research has been defined by various authors in different ways. It always begins with the
question or a problem.

RESEARCH METHODOLOGY:

Research is carried out for two purposes –

1. discovery of new facts

2. verification of old one
3.
There are two types of Research methods:
A) Primary data collection method

B) Secondary data collection method

A. Primary data collection method:

35
In primary data collection, you collect the data yourself using methods such as interviews and
questionnaires. The key point here is that the data you collect is unique to you and your research
and, until you publish, no one else has access to it.

There are many methods of collecting primary data and the main methods include:

a) questionnaires

b) interviews

c) Focus group interviews.

B. Secondary data collection method:

All methods of data collection can supply quantitative data (numbers, statistics or financial) or
qualitative data (usually words or text). Quantitative data may often be presented in tabular or
graphical form. Secondary data is data that has already been collected by someone else for a
different purpose to yours

Thus, research is the systematic exploration of the region of the unknown to find satisfactory
answers to the questions: what, how and why? It may be diligent enquiry in a scientific manner

for improvement of an existing system or for development of a new one, or for improving a
process.

Thereby, the aim of research is to improve, develop and not merely control routine operations.

Every project report conducted scientifically has specified framework for controlling data collection. This
framework is called research design. Its function is to ensure that required data are collected accurately
and effectively.

Characteristics of research:

1) Directed towards the solution

2) Require systematic approach
3) Data collection and data analysis
4) Relevancy

36
 5) Expertise
6) Unbiased
7) Control
8) Logical
9) Empirical
Every project report conducted scientifically has specified framework for controlling data collection. This
framework is called research design. Its function is to ensure that required data are collected accurately
and effectively.

Objectives in Conducting the Research;

1. Finding out solutions

2. Understanding a business problem

3. To innovate new ideas

4. Identifying the cause and effect relationship

5. To improve the quality of products

Types of Research:

 Exploratory Research :

Designed to generate basic knowledge, clarify relevant issues uncover variables associated
with a problem, uncover information needs, and/or define alternatives for addressing research
objectives. A very flexible, open-ended process.

 Descriptive Research : (who, what, where, how)

Designed to provide further insight into the research problem by describing the variables of
interest. Can be used for profiling, defining, segmentation, estimating, predicting, and examining
associative relationships.

37
  Relational Research :

A study that investigates the connection between two or more variables is considered relational
research. The variables that are compared are generally already present in the group or population. For
example, a study that looked at the proportion of males and females that would purchase either a classical
CD or a jazz CD would be studying the relationship between gender and music preference.

 Causal Research:

When most people think of scientific experimentation, research on cause and effect is most often brought
to mind. Experiments on causal relationships investigate the effect of one or more variables on one or
more outcome variables. This type of research also determines if one variable causes another variable to
occur or change. An example of this type of research would be altering the amount of a treatment and
measuring the effect on study participants.

 Empirical research :

This is very impressive observational type of research, where one observes or test on real-life data or
analysis the pattern of some specific events in order to identify the nature or the class of trend that
specific phenomenon maintains. Based on the test result, researchers try to draw lines in order to predict
the result of that type of incidents with certain level of confidence. To undertake the above mentioned
types of research, there can be a number of ways or approaches that one researcher may follow-this is
called research methods. Actually, research method is a procedure to help you find the required data to
draw conclusion or make some predictable results on similar types of experiments or incidents –no
matter where or when or what extent that particular incident is happening. In other words, research
method is a way of collecting inputs and finding the outputs, to conduct your research successfully.

(B) THE RESEARCH PROCESS

38
Research Process:

The research process is a step-by-step process of developing a research paper. As you progress
from one step to the next, it is commonly necessary to backup, revise, add additional material or
even change your topic completely. This will depend on what you discover during your research.
There are many reasons for adjusting your plan. For example, you may find that your topic is too
broad and needs to be narrowed, sufficient information resources may not be available, what you
learn may not support your thesis, or the size of the project does not fit the requirements. The
research process itself involves identifying, locating, assessing, analyzing, and then developing
and expressing your ideas.

Research Process: 6 Steps to Success

The market research process is a systematic methodology for informing business decisions.
The figure below breaks the process down into six steps:

Model No.

39
 Model No.

The Research Process:

Step 1. Define the Objective & Your “Problem”

Perhaps the most important step in the market research process is defining the goals of the
project. At the core of this is understanding the root question that needs to be informed by market
research .There is typically a key business problem (or opportunity) that needs to be acted upon,
but there is a lack of information to make that decision comfortably; the job of a market
researcher is to inform that decision with solid data. Examples of “business problems” might be
“How should we price this new widget?” or “Which features should we prioritize?” By

40
understanding the business problem clearly, you’ll be able to keep your research focused and
effective. At this point in the process, well before any research has been conducted, I like to
imagine what a “perfect” final research report would look like to help answer the business
question(s).  You might even go as far as to mock up a fake report, with hypothetical data, and
ask your audience: “If I produce a report that looks something like this, will you have the
information you need to make an informed choice?”  If the answer is yes, now you just need to
get the real data. If the answer is no, keep working with your client/audience until the objective
is clear, and be happy about the disappointment you’ve prevented and the time you’ve saved.

Step 2. Determine Your “Research Design”

Now that you know your research objects, it is time to plan out the type of research that will best
obtain the necessary data.  Think of the “research design” as your detailed plan of attack.  In this
step you will first determine your market research method (will it be a survey, focus group,
etc.?).  You will also think through specifics about how you will identify and choose your sample
(who are we going after?  Where will we find them?  How will we incentivize them?, etc.).  This
is also the time to plan where you will conduct your research (telephone, in-person, mail,
internet, etc.).  Once again, remember to keep the end goal in mind–what will your final report
look like?  Based on that, you’ll be able to identify the types of data analysis you’ll be
conducting (simple summaries, advanced regression analysis, etc.), which dictates the structure
of questions you’ll be asking. Your choice of research instrument will be based on the nature of
the data you are trying to collect.  

Step 3. Design & Prepare Your “Research Instrument”

In this step of the market research process, it’s time to design your research tool.  If a survey is
the most appropriate tool (as determined in step 2), you’ll begin by writing your questions and
designing your questionnaire.  If a focus group is your instrument of choice, you’ll start
preparing questions and materials for the moderator.  You get the idea.  This is the part of the

41
process where you start executing your plan. By the way, step 3.5 should be to test your survey
instrument with a small group prior to broad deployment.  Take your sample data and get it into
a spreadsheet; are there any issues with the data structure?  This will allow you to catch potential
problems early, and there are always problems.

Step 4. Collect Your Data

This is the meat and potatoes of your project; the time when you are administering your survey,
running your focus groups, conducting your interviews, implementing your field test, etc. The
answers, choices, and observations are all being collected and recorded, usually in spreadsheet
form.  Each nugget of information is precious and will be part of the masterful conclusions you
will soon draw.

Step 5. Analyze Your Data

Step 4 (data collection) has drawn to a close and you have heaps of raw data sitting in your lap. 
If it’s on scraps of paper, you’ll probably need to get it in spreadsheet form for further analysis.
If it’s already in spreadsheet form, it’s time to make sure you’ve got it structured properly.  Once
that’s all done, the fun begins.  Run summaries with the tools provided in your software package
(typically Excel, SPSS, Minitab, etc.), build tables and graphs, segment your results by groups
that make sense (i.e. age, gender, etc.), and look for the major trends in your data.  Start to
formulate the story you will tell.

Step 6. Visualize Your Data and Communicate Results

You’ve spent hours pouring through your raw data, building useful summary tables, charts and
graphs.  Now is the time to compile the most meaningful take-aways into a digestible report or
presentation.  A great way to present the data is to start with the research objectives and business

42
problem that were identified in step 1.  Restate those business questions, and then present your
recommendations based on the data, to address those issues.

When it comes time to presenting your results, remember to present insights, answers and
recommendations, not just charts and tables.  If you put a chart in the report, ask yourself “what
does this mean and what are the implications?” Adding this additional critical thinking to your
final report will make your research more actionable and meaningful and will set you apart from
other researchers. While it is important to “answer the original question,” remember that market
research is one input to a business decision (usually a strong input), but not the only factor. So,
that’s the market research process.  The figure below walks through an example of this process
in action, starting with a business problem of “how should we price this new widget?”

(C) RESEARCH DESIGN

THE STUDY:

In this study a survey is conducted to get knowledge of passenger cars acceptability and
customers buying behavior. The study is made in attempt to modify the present system by
providing with recommendations.

THE DESIGN:

The research conducted is exploratory in nature.

THE SAMPLE:

Sample size - 50 Respondents.

Sample segment - Customer who are using four wheeler services in Indore city.

Sample Space - Data is collected from Indore city only.

Sampling technique - Convenience Sampling technique is used for data collection.

THE TOOLS:

A. TOOLS FOR DATA COLLECTION

43
1. Primary data: - This data has been collected through questionnaires. It includes
close-ended/objective questions for collecting information.
2. Secondary data: - This data has been collected through various books, magazines, library, news
paper and Internet.

Questionnaire:

“A STUDY ON PRE-PURCHASE BUYING BEHAVIOUR OF CONSUMER”

(WITH SPECIAL REFERENCE TO FOUR WHEELER)
The questionnaire is divided in to three parts;
(1) SECTION I
(2) SECTION II
(3) SECTION III

SECTION I: Contains Age, Gender, Education, Occupation, and Annual income of respondents.

The scale used in age is “below 20 years”, “20 to 40 years”, “40 to 60 years”, and “above 60 years”,
gender contains male and female, the scale used in occupation is Business, Service, Housewife, Others
and the scale used in annual income is “below 2 lakh”, “2-4 lakh”, “4-6 lakh”,and “above 6 lakh”

SECTION II: It contains five parts “A, B, C, D, and E”

Part a contain market share of different cars like Tata Honda, Hyundai, Ford, Maruti Suzuki and Others,
part b contain the reason to buy a car the scale used in it is “yes” and “no” The factors are Need, to show
Status, Commercial purpose, you like new models to buy, and others. Part c contain the Sources which
helps costumer to get information related to car the scale used in it is “yes” and “no” The sources are
Newspaper, TV Ads, Company Brochure, Family, Company Salesman/Agents, Others. Part d contain
the aspects related to loan affects the decision to purchase car the scale used in it is “yes” and “no” the
aspects are; Availability of loan, Rate of Interest, EMI, Loan Sanction Time. Part e contain that costumer
decision is influenced by the following or not, the scale used in it is “yes” and “no”, the aspects are;
Family members, Peer groups, Social Class, Cultural beliefs & values.

SECTION III:

Attributes Influenced .

44
 The scale used in it is “Very high influence (V.H.I.)”, “High influence (H.I.)”, “Moderate influence
(M.I.)”, “Low influence (L.I.)”, “No influence (N.I.)”

The attributes are; “Price”, “Less maintenance”, “Style”, “Durability”, “Features like power steering,
power window, ac.”, “Mileage”, “Easy driving”, “Brand reputation”, “Color”, “Engine power”, and
“Engine power”.

B. Data ANALYSIS TOOLS:

1. Primary data was analyzed through Percentage analysis. It includes methods such as graphs,
percentages, pie charts, tables etc.
Secondary data was analyzed through interpretations and applied logic

EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

CHAPTER 6

LIMITATIONS OF THE STUDY

45
 EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES
(With special refrence to OYO)

CHAPTER 6
LIMITATIONS OF THE STUDY

The findings of present research study must be considered in the light of its limitations:

 Sectorial Limitation: The area of research is confined to only Luxury segment of Hotel
Industry.
 Lack of Authenticity: Primary data is collected with the help of questionnaire and
where questionnaire are not filled by the respondent, the technique of interviewer was
utilized. So, the respondent might not give an authentic response and therefore response
cannot be trusted fully.

46
 Geographical Limitation: The research is only conducted in Rajasthan; the cultural
factor has impact to the findings. The cultural factor also affects the attitude of the
Managers, Trainers and the Trainees towards training.
 Inability: To answer the questions; employees who are working in the Housekeeping
Department found difficult to understand the questions.

EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

CHAPTER 7

47
 CONCLUSION

EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

CHAPTER 7
CONCLUSION

This study recognizes the importance of tourism and hospitality as an employment sector. The
sector provides a large and diverse number of jobs and will be important for future job creation
throughout the developed and developing world. Whilst the number of jobs produced by the
tourism and hospitality industry is impressive there are some concerns about the type of

48
employment experience within the sector. The nature of the labour market and the reliance on
margin, workers has led to a number of pessimistic views of HRM practice. More upbeat
accounts point to the manner in which concerns with providing good-quality service are
improving HR practices. Underlying this debate are a number of models of HRM which provide
a framework in which to locate the strategies adopted by tourism and hospitality organizations.
Ultimately though we have to be cautious to not over generalize the nature of HRM in tourism
and hospitality and there is a need to examine differing practices and try to understand why these
differences might exist.

EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

REFERENCES AND BIBLIOGRAPHY

 Adnan, E., Sherif, M., Zaid, A. A. and Peter, E. M. (2007), Factors affecting labour
productivity in building project in the Gaza Strip
 Ahadzie, D.K. (2007), Model for Predicting the Performance of Project Managers at the

49
  Building Construction Sites In Ghana, A Kumasi Study, Unpublished BSc Thesis,
Faculty Of Architecture And Building Technology, KNUST, Kumasi, Ghana
 Armstrong, M (2000a), The name has changed but has the game remained the same?,
 Armstrong, M (2006), Strategic HRM: The key to improved business performance,
CIPD, London
 Armstrong, M (2006) - A Handbook of Human Resource Management Practice, 10 th
Edition, Kogan Page, Ltd.
 Armstrong, M. (1991) , A Handbook of Personnel Management Practice, 4thEdition,
Kogan Page, London.
 Arnolodo, C. (June 1985): A Methodology for the Development of a Human Resource
Strategy, Sloan School of Management.
 Austin, A.D. (1992), “Managing Construction Project”, John Wiley & Sons, Inc., United
States America.
 Babbie, E., (2008), The Basics of Social Research, 4thEdition
 Ballantyne, I. (2009)., Recruiting and selecting staff in organizations, in S. Gilmore and
 Williams, S. (eds) Human Resource Management, Oxford: Oxford University Press.

EMPLOYEE HR POLICIES IN HOSPITALITY INDUSTRIES

(With special refrence to OYO)

APPENDIX

1: QUESTIONNAIRE

Dear Sir/Madam,

50
I ………………..am a management student CH college of Management & Research. As part of course I
am undertaking a project study. I request you to kindly answer following questions. Give you the
opportunity to express your opinion regarding various customers.

Ankit jat,

Name………………………………

Contact no…………………………

Email…………………………………

Figure 5: OYO ROOMS LOGO

PART – 1

Q.1 What is your age ? *24

 Less than 18
 18-24
 25-30
 31-35

51
  36-40
 41-50
 50-60
 More than 60

Q.2 Gender * MALE

 Male
 Female

Q.3 Marital Status *

 Never married
 Married
 Widowed
 Divorced or Separated

Q.4 Occupation *

 Student
 Self-employed
 Homemaker
 Retired
 Employed
 Unemployed

Q.5 Education *

 High School
 Bachelor’s degree
 Master’s degree
 Professional degree
 Diploma

52
Q.6 Total household annual income

 Below Rs 2 lac
 Rs 2 - 3 lac
 Rs 3 - 5 lac
 Rs 5- 10 lac
 Rs 10 - 15 lac
 Rs 15 - 20 lac
 More than Rs 20 lac

PAR T - 2

Q.1How many times do you stay in hotel in an year?

 0-3
 3-7
 7-12
 12 & above

Q.2With whom do you travel the most during last 2-3 years?

 Friends
 Family
 Relatives
 Girl friend/Boy friend
 Boss
 Colleague

Q.3Have you used the services of any of these companies?

 Zo Rooms
 Stayzilla
 OYO Rooms

53
  Wudstays

Q.4Purpose of staying in Hotel either booked through OYO rooms or any other medium?

 Business tour
 Vacation/Trip
 Special Occasion
 Educational purpose
 Casual outing
 Others

Q5. From where did you got the information about OYO rooms?

 Newspaper Advertisement
 TV Advertisement
 Friends
 Relatives
 E mail
 Social Media
 Google search
 Others

Q6. How many times have you stayed at Oyo Rooms?

 Never
 1
 2-5
 More than 5

Q 7. Are OYO rooms most preferred for booking budget hotels?

 YES
 NO

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Q8. Which medium you used to book OYO rooms?

 OYO rooms website

 OYO rooms App
 Third party like MakeMyTrip, Groupon
 N/A

Q9. Would you recommend OYO rooms to your friends or relatives?

 Yes
 NO

Q10.Will you stay in OYO rooms in future?

 YES
 NO

Q11.If OYO rooms offer rooms in luxury segment in future would you like to book luxury
rooms?

 YES
 NO

 Please rate your stay at OYO rooms in the following categories (5 - worst, 1
- OUTSTANDING)(Leave blank if not stayed)

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 Outstanding Good Average Bad Worst

Quality of
service

Quality of
food

Children
friendly

Food and
beverage

Cleanliness

Value for
money

Ambience

 Any suggestions would you like to give to OYO Rooms?

PART - 3

Q1. Have you ever face troubles with findingbudget friendly hotels?

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 Response Numbers

Yes 531
No 69
Total 600
Yes 88%
No 12%
Total 100%

Figure 6: CUSTOMERANALYSIS

YES
NO

Interpretation: From the above graph it is stated that 88% of customer are having troubles with
finding a budget friendly hotels.

Q2. Do you have heard of OYO Rooms?

Response Numbers
Yes 553
No 47
Total 600
Yes 92%
No 8%
Total 100%

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 Figure 7: OPINION OF THE CONSUMERS

Sales
YES
NO

Interpretation: The above graph depicts the opinion of the consumers, 92% of them heard of
OYO Rooms and 8% of them have not heard.

Q3. Would you download the App for booking a room?

Response Numbers
Yes 125
No 475
Total 600
Yes 20.8%
No 79.2%
Total 100%

Figure 8: OPINION OF THE CONSUMERS TO DOWNLOAD APP

Sales

YES
NO

Interpretation: From the above graph 79% people would not download an app and 21% of them
would.

Q4. Would you prefer OYO Budget and OYO Premium?

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 Response Numbers
OYO Budget 526
OYO Premium 74
Total 600
OYO Budget 87.6%
OYO Premium 12.4%
Total 100%

Figure 9: OPINION OF THE CONSUMERS FOR OYO ROOMS

Sales
OYO Budget
OYO Premium

Interpretation: In the above graph only 12% opt for OYO Premium, while remaining of them
would prefer OYO Budget. Hence, majority of people are looking for OYO Budget.

Q5. If you a get a coupon that gives you 10% off on OYO Elite, would you go for it?

Response Numbers
Yes 549
No 51
Total 600
Yes 91.5%
No 8.5%
Total 100%

Figure 10: OPINION OF THE CONSUMERS FOR OYO ELITE

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 Sales

YES
NO

Interpretation: From the above graph we can say from a sample of 600, 91% of them would
consider going for OYO Elite in future and 9% may not buy.

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