Chapter I

INTRODUCTION

Travel and tourism have been important social activities of human

beings from time immemorial. In simple terms, tourism is the act of travel for

the purpose of leisure, pleasure or business, and the provision of services for

this act. Tourism can be viewed from different perspectives. From a

geographer’s perspective the main concern of tourism is to look into aspects

like the geographical location of a place, the climate, the landscape, the

environment, the physical planning and the changes in these emerging as a

result of providing tourism facilities and amenities. From the perspective of a

sociologist, tourism is a social activity which is about the interaction between

different communities - hosts and guests - and an encounter between different

cultures. From a historian’s perspective, tourism is a study of the factors

instrumental in the initiation of tourism to a particular destination, the order of

happenings leading to tourism development, the reasons for happening of the

occurrences in that order, beneficiaries of the tourist activity and an untimely

and premature identification of negative effects.

Tourism is motivated by the natural urge of every human being for new

experience, adventure, education and entertainment. In modern times tourism is

an important catalyst to the socio-economic development at global and regional

levels. It contributes in multiple ways. It is often portrayed as panacea for many

socio economic issues such as underdevelopment, unemployment, poverty

eradication, social discrimination and so on. When tourism is practised in a

responsible and sustainable manner, it brings peace and prosperity to its

stakeholders. Therefore, tourism is often considered as one of the biggest

‘peace industries’, a means to strike equilibrium of global peace process though

development (IITTM and ICC 2011).

Tourism industry is composed of various sectors such as

accommodation, food and beverage, transportation and recreation, and also the

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associated sales and distribution services. It is nurtured by public and private

sector. The importance of tourism as an instrument for economic development,

particularly in remote and backward areas, has been well recognized by the

world over. It is the largest global service industry in terms of gross revenue as

well as foreign exchange earnings (Planning Commission, 2006).

Globally, an ever increasing number of destinations have been opened

up and invested in tourism development, turning modern tourism into a key

driver of socio-economic progress through the creation of jobs and enterprises,

infrastructure development and the export revenues. It is the main source of

foreign exchange for one-third of developing countries and one - half of each

of the Least Developed Countries (LDCs), where it accounts for up to 40 per

cent of their GDP (Ministry of Tourism, Govt. of India, 2011). Tourism has

also the potential to stimulate other economic factors through its forward and

backward linkages with a host of sectors like agriculture, manufacturing,

transport, hospitality, education, health, banking, etc. Expenditure on tourism

induces a chain of transactions requiring supply of goods and services from

these related sectors. The consumption demand, emanating from tourist

expenditure also creates more employment and generates a multiplier effect on

the economy. Additional income and employment opportunities are generated

through such linkages. Thus, the expansion of the tourism sector can lead to

large scale employment generation and poverty alleviation. The economic

benefits that flow into the country through growth of tourism in the form of

increased revenues, business receipts, employment, wages and salary income

and Central, State and local tax receipts can contribute towards overall socio-

economic improvement and accelerated growth of an economy.

Today tourists can travel anywhere in the world. Their choice of

destinations is essentially unlimited. They have more choices than time or

money allows and so they can’t possibly visit every destination available to

them. Faced with this abundance, the expected or perceived quality of the

experience takes on more importance as a choice factor. In a sense, the

competition for our leisure travel time and money is intensifying.

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Tourism is one of the economic sectors in India that has the potential to

grow at a high rate and can ensure consequential development of the

infrastructure (Planning Commission, 2006). India’s ancient civilization,

cultural diversity, unmatched heritage sites and other cultural manifestations

have allured the tourists through ages and would continue to be its prime

tourism resources. Tourism has the capacity to capitalize on the country’s

success in the service sector and provides sustainable models of growth. In

India, the travel and tourism sector is estimated to create 78 jobs per million

rupees of investment compared to 45 jobs in the manufacturing sector for

similar investment (MoT, GoI, 2011). It is one of the largest sectors of service

industry in India. Apart from providing employment to a wide spectrum of job

seekers from the unskilled to the specialized, a higher proportion of tourism

benefits accrue to women in the form of jobs and petty trade opportunities

(Planning Commission, 2011).

Kerala, a small State situated on the south western part of India is a

unique tourist spot with its varied culture, geography and topography. Tourism

gained an industry status by 1986 and subsequently adopted the tagline ‘God's

Own Country’ in its advertisement campaigns. By the early 2000s, tourism had

grown into a full fledged, multi-billion dollar industry in the State. It is now

projected as India’s tourism super brand. Though, Kerala tourism is claimed as

a pioneering success in destination marketing in the volatile world of tourism,

only a small percentage (11.81% in 2010) of international tourists coming to

India visit Kerala. Since tourism is a highly competitive industry and a number

of States in India are working hard to strengthen their position in the field of

tourism, achieving more share in domestic and international tourism is a great

challenge for the State. It is indeed a strategic marketing process where the

significance of people element deserves special focus. Here the people element

constitutes both hosts and guests. In fact, compared to other industries, tourism

is considered to be the most sensitive service industry where meeting of

different cultures take place. A tourist can have a successful trip only with the

help of a number of people. It is a sector where the unpredictability of human

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nature always affects both service provider and service receiver. The positive

or negative feedback on a service or destination depends very much on the

people interacting with tourists. The interactions and relationships between

different ‘people’ (hosts and guests) groups will have a significant impact on

the level of product satisfaction experienced by the visitor, the satisfaction of

the employee and the degree to which tourism is either accepted or rejected in

the host destination.

1.1. Review of Literature

Review of literature is an inevitable part of every research. So this part is

completely devoted to review the existing literature related to services delivery

and people management practices in service industry in general and tourism

industry in particular. The objective of such review process is to identify the

research gap and also to be more acquaint with the multiple dimensions of

people development practices pursued by different service industry segments

in India as well as abroad.

1.1.1 International Reviews on Service Delivery and People Practices –General

Bowen, (1986) in his paper discussed the strategic trade-offs involved in

having customers on-site, and the HRM practices that can influence the

satisfaction and performance of customers within the service organization.

Central points covered in the paper include the HRM practices that foster a

service climate which provides customers the role clarity, ability, and

motivation they require to contribute to service production and delivery.

Parasuraman, Zeithmal and Berry (1988) developed a five gap model

SERVQUAL for measuring service quality. The five gaps consist of one

customer gap and four provider gaps. The customer gap is the difference

between the customer expectation and perception. The first provider gap

indicates the difference between the customer expectation and the company

perception of customer expectation. The second gap is denoted by the

difference between the company perception, customer expectation and the

development of customer driven service design and standards. The third gap

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shows the difference between customer driven service design and standards and

actual service delivery. Fourth and the last provider gap is the difference

between the actual service and promised service. The role of people element,

both sales people and customers, is very crucial in provider gap three.

Brown and Swartz (1989) explored an expansion of SERVQUAL model

through a study in medical service profession by including an additional gap

reflecting the difference between service providers’ evaluation of the

customers’ experience and the customers’ actual experience. In the study,

except for variables measuring diagnostic practices, the customers’ experience

ratings were higher than the level which the providers thought a client would

respond. The results supported the central role of human interaction in service

delivery as the ‘interaction with the doctor’ was found to be the strongest

predictor of overall service quality.

George (1990) in his paper emphasized the interdependence of HRM

and internal marketing. The study described internal marketing as a philosophy

for managing the organizational HR as a holistic management process to

integrate the multiple functions of the organization. If treated in a holistic

fashion internal marketing ensures that employees at all levels, including

management, understand and experience the business and its various activities,

campaigns and processes in the context of an environment that support

customer consciousness. It also ensures that all employees are prepared and

motivated to act in service oriented manner.

Schneider and Schechter (1991) analysed the development of personnel

system for service jobs and stated that although the employee spontaneity in

delivering memorably good services would appear to be somewhat random and

relatively uncontrollable, the organization can encourage positive spontaneous

behaviours and discourage negative behaviours of employees. Recruiting and

selecting employees with strong service orientation, building a strong service

culture, empowering employees, supervising effectively, monitoring and quick

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feed back to employees and the organization can control the randomness in

spontaneity behaviours of employees to a great extent.

Hayes (1992) identified some quality dimensions for staff support areas

such as: the degree to which the customer can contact the provider (availability

of support), the degree to which the provider reacts promptly to the customer

(responsiveness of support), the degree to which the job is accomplished within

the customers’ stated frame (timeliness of support), the degree to which the

total job is finished (completeness of support) and the degree to which the

provider uses suitable professional behaviour or manners while working with

the customers (pleasantness of support).

Cronin and Taylor (1992) conducted a study on four services namely

banking, pest control, dry cleaning and fast food by using four alternative

scales such as SERVQUAL, SERVPERF, importance–weighted SERVQUAL,

and importance weighted SERVPERF. Among these four scales, they found

SERVPERF (perception part of SERVQUAL) as empirically better model in

explaining variation in service quality.

Schneider and Bowen (1993) highlighted that when an organization

promotes an atmosphere for its employees that is fundamentally conducive to

serve the customers, such an effort will result in higher levels of positive

customer experiences, which in turn will lead to other positive customer

outcomes.

Tom and Brian (1998) analyzed the people management techniques in

service organizations to increase the quality of the services they offer. In the

article they examined a variety of management practices, particularly from

human resource management (HRM), and assessed their potential impact on

service quality and total quality management (TQM). Many techniques were

identified as being potentially supportive of quality improvement but some

posing threats, particularly those most closely associated with cost

minimization and the less subtle forms of managerial control.

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Haneborg (1998) evaluated friendliness, courtesy and helpfulness as key

attributes of successful front office staff and customer service employees. She

further stated that even a smile of an employee goes a long way with the

customer.

Bardy and Cronin (2001) analyzed the linkage between the customers’

perception of service quality and customer oriented behaviours of employees

and remarked that customers’ perceptions of service quality are impacted by

the customer oriented employee behaviours. All of the five dimensions of

service quality such as reliability, responsiveness, assurance, empathy and

tangibles can be influenced directly by service employees.

Mahn, Sharon and Jaebeom (2001) examined work climate variables

relevant to contact employees during service encounters and their impact on

service quality. The study, which combined perceptions from customers and

their contact employees, showed that work climate variables contribute directly

to job satisfaction and work effort, and indirectly have an impact on customers’

perceptions of employee service quality. The empirical results of the study also

indicated that in addition to job satisfaction, employees’ work effort also plays

a strong, central role in determining customers’ perceptions of employee

service quality.

Jai (2002) stated that reliability, responsiveness, competence, access,

courtesy, customers’ communication, serving, understanding the customers and

tangibles as the important determinants of service quality of any business.

Lashley and Lee-Ross (2003) viewed that the mutual support among and

between employees as one essential precursor to the effective provision of a

service -quality environment.

Schneider and White (2004) appraised that the climate for service

measure should focus specifically on leadership behaviours directly related to

service (goal-setting, planning), rewards and recognition designed to encourage

service behaviours, and the degree to which customer service quality is

emphasized all aspects of training with in the particular organisation.

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Lovelock and Wirtz (2004) observed that interactions with service

people are the experiences that customers remember best; employees who are

uncomfortable in dealing with customers, or who lack the training and

expertise to meet customer expectations, can cause customers to retain

unpleasant memories of a service experience. Service employees are thus the

primary source through which service businesses can gain a competitive

advantage. Previously Schneider and Bowen, (1993) had also made a similar

observation.

Khandekar and Sharma (2005) addressed the link between HR practices

and enterprises’ competitive advantages through people and observed that by

recognizing, developing and utilizing capabilities embedded in the collective

knowledge of firm’s members, HRD can play a very important role in

developing peoples’ capabilities as a source of sustainable competitive

advantage. They further observed that more and more organizations are

designing their HR systems to enable employees to use their knowledge for a

competitive edge.

Roland and Werner (2005) conducted a study among top management,

employees and final customers of customer care centres in Germany and

Austria. The study revealed that employee satisfaction is the main factor for

driving customer orientation. Management efforts resulting in employee

orientation will facilitate the job of employees and increase employee loyalty.

The study highlighted that firms should invest in their employees and should

adopt an employee-oriented management style.

Yagil (2006) examined several interactive effects of empowerment and

seeking power on service provider burnout. The study also examined the

relationship between service providers' burnout and customers' reports of their

satisfaction with the service. Opinions of participants, comprising service

provider-customer dyads coming from public and private service organizations,

were collected through questionnaires. The study found that service providers

with a high power motivation experience more burnout as a result of stressful

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relationships with customers than service providers with a low power

motivation. This effect, however, is found reversed when service providers are

empowered. Furthermore, the negative relationship of burnout with customer

satisfaction was found to be stronger with a high level of empowerment than

with a low level of empowerment. The implication of the findings of the study

is that practices of human resources such as selection and training should take

into consideration the effect of service providers' predispositions on their

willingness and ability to function under a high level of empowerment.

Min-Hsin (2008) in his paper compared the selling orientation (SO) with

customer orientation (CO) of a service employees and examined the impacts of

SO versus CO behaviour on customer relationship quality and retention in

financial services selling. The study by collecting data from customers in

insurance and banking sectors in Taiwan revealed that a service employee with

CO approach increases relationship quality while a SO approach decreases

relationship quality with customers. Further, relationship quality is verified to

positively affect customers' future retention. The practical implication

highlighted that lead managers should emphasize a CO approach when

employees are selling services. The study suggested that service employee

training emphasizing CO can add additional value to a company's service

offering and influence future retention of the service firms.

Wen-Hsien (2008) investigated how and why other-customer’s

misbehaviour has a negative influence on customer satisfaction with the service

firm. The study indicated that people consider another customer's failure to be

the firm's responsibility when they perceive that the failure is under the firm's

control (i.e. controllability attribution). But stability attributions about other-

customer failures were not found to be significantly related to the firm's

responsibility. Similarly the severity of the other-customer failure experience

bears no relation to the customer's service recovery expectation, but it is

negatively related to satisfaction. The study also found that the customer's

evaluation of service is not only affected by the other-customer misbehaviour,

but also by how employees react to situations when other customers are unruly

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or potentially disruptive. Employees should be trained to help the affected

customers, to alleviate any bad feelings caused by the other-customer's

misbehaviour.

Alison and Al Rainnie (2009) analysed views of frontline employees in

a telecommunication call center in Australia on the organizational factors that

affect their ability to deliver service quality to customers. The study suggested

that to deliver high levels of service quality, managers need to rethink their

approaches to productivity and performance management, and hiring and

supporting the “right” service staff.

1.1.2 International Reviews on People Element in Tourism Delivery

David (1981) in his research paper discussed the social and cultural

dimensions of tourism training in developing countries and noted that the

training in this field narrowly focuses on vocational and technical skills. Little

thought has been given as to how this education fits into an existing socio-

cultural environment, the problems of communication between guest and host,

or to the demands and stresses placed upon those in the frontlines of the

industry. The paper looked at the need for the development of programs which

broaden the scope of training by taking into account the potential social and

cultural risks of tourism for the industry worker and the barriers to

communication rising from different backgrounds, values, and expectations

between hosts and foreign visitors.

Baker (1987) examined the way other customers behave with many

services such as airlines and restaurants and found that such behaviour exerts a

major influence on customers’ experience.

Hilary (1987) analysed the employment generation in tourism and

leisure industry and identified various categories of employment and work

responsibilities in tourism industry. The study also highlighted the necessity

and importance of human resource development for tourism industry.

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Cooper (1989) stated that human resources, proper organization,

leadership and co-ordination are the critical elements in providing integrated

recreation.

Morrison (1989) viewed tourism as a people industry since this industry

is highly dependent on the quality of hospitality offered by employees who

work at hotels, restaurants, tourist attractions, gift shops etc.

John, Mary, Ronald and Patrick (1992) investigated factors that might

influence degree of service orientation of restaurant employees. Service

orientation has been characterized as the disposition of employees to be

helpful, thoughtful, considerate, and co-operative towards customers. The

exploratory study examined service orientation of employees and managers

working in pizza restaurants. Results suggest that service orientation comprises

of three components: organizational support, customer focus, and service under

pressure. Results also suggest that increasing employees' job involvement, job

satisfaction, and job security could assist in improving their overall service

orientation.

Frank (1995) analyzed the emerging issues in tourism education and

noted that tourism education offers a great potential to make a significant

contribution towards the creation of value added activities in the tourism sector

and the sustenance of its competitive advantage.

Sanes (1996) evaluated the employees on service delivery and

emphasized that quantity and quality of human resources are equally important

to deliver quality services; which require professionalism and specialization in

the different sub sectors of tourism viz. accommodation, transportation, and

entertainment and destination development.

Jafar and Eduardo (1996) analyzed the deliberations held in multi-

conferences on human resource in tourism and highlighted that during recent

years, there is a renewed recognition on the quality in tourism service industry.

They also stated that the success of the industry will depend upon the training

and retraining of the workforce. As they reported, the declaration of 1994

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Conference of the European Tourism Education Network (ETEN) held in

Portugal recognized that tourism is entering a ‘New Age’ and therefore, the

training and education will have to respond to the emerging tourism paradigms

with special emphasis on forms and conditions influencing development and

presentation of quality tourism goods and services. In its annual international

tourism exchange held in Germany in 1995, ITB deliberated and recognized

that the industry needs access to quality work force and therefore, tourism

education and training of today should correspond with tomorrow’s needs.

Thomas (1997) conducted a study focusing on the human resource

dimension with a special emphasis on the front office staff in medium sized

hotels. The study discussed the concepts of quality, customer and service

improvement, and the factors influencing interpersonal relationships. The study

also discussed alternative approaches to the development of interpersonal

skills.

Falbo (1998) in his article ‘Wow customers with service to build

positive PR’ remarked that in the eyes of guests the employees are the

ambassadors for the hospitality operations. The employees represent the

organization and all that it stands for and is trying to accomplish. Therefore,

employee attitude and performance are critical to the success of hospitality

industry.

Shriver (1998) noticed an irony existing in hospitality industry where

high guest contact positions such as housekeeping, front office, dining room

serving etc. are often assigned to new employees with minimal training.

Nha and Gaston (2002) in their article evaluated empirically the impact

of contact personnel and physical environment on the perception of corporate

image by new clients using the hierarchical multiple regression analysis

capable of exploring the potential presence of higher order and interaction

terms. They collected data from two service industries, namely new clients of a

life insurance company and travellers in a hotel. A linear relationship with

corporate image was statistically confirmed for contact personnel, while a

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potential curvilinear relationship was found for physical environment. The

results revealed the significant effect of both contact personnel and physical

environment, as well as their interactive effects on corporate image.

Kandampully (2002) expressed that in many cases, customer-contact

employees are the first and only direct representation a customer has.

Customers often base their impressions of the firm on the service received from

these employees. It is therefore, important for service managers, particularly in

the hospitality industry, to understand, and then find ways to effectively

manage, these interactions. Hartline et. al. (2000) and Hartline and Ferrel

(1996) also expressed the same view.

Batia (2002) highlighted that ‘no business is more concerned with

human relations than tourism business. He further noted that since an

international tourist compare the facilities and hospitality of hosts across the

world a tourism marketing organization has to be globally competitive with its

professionalism and efficiency. For attaining professionalism and efficiency,

tourism marketing organizations should establish human resource development

programmes to screen and train prospective employees to enable them to

acquire both attitudinal as well as technical skills. Attitudinal characteristics

contribute to an employee’s success in tourism position and include pride,

flexibility, adaptability and judgment. Technical skills required include facility

and equipment operation and maintenance, financial management and

administration and system analysis and design.

Susan and Derak (2003) discussed the service model developed by

British Airways. In that model the airline identified five specific areas to be

focused for an excellent service delivery. These areas are: establishing a clear

customer service strategy, ensuring the correct people in the correct place with

correct skills to deliver outstanding personal service, establishing service

delivery processes, improving continuously in terms of processes and quality

monitoring and recovery.

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Pallet, Tylor and Jayewardene (2003) stated in their paper that quality

has to be visioned, initiated, planned, delivered, monitored and sustained. They

proposed that quality problems and key staff issues in hotels often can be

solved with a common ‘People and Quality’ strategy which involves placing

customer needs in the heart of the whole process; seeking suggestions from

staff; developing corporate quality and people philosophy; training and

empowering staff; benchmarking and reviewing.

Keating and Harrington (2003) conducted a study on the Irish hotel

industry and found that many quality programmes fail due to lack of

commitment on the part of senior and middle management, and frontline

employees. The authors also found that the management of quality in

contemporary hospitality organisations is lacking in involvement,

communication and teamwork dimensions.

Richard and Gill (2003) in their paper examined the role of tourism

industry employees, particularly those in hotels, in the success of quality

management programmes. The study on hotel employees in Cyprus identified a

number of factors that influence the quality service provision, with a variety of

implications for the destination as whole as well as individual hotels. They

suggested that hospitality managers should implement strategies based on

reward systems, empowerment and reducing staff turnover, while the national

tourism organization should play their role as a co-ordinator and guide.

An-tien, Chang-Hua, and Ko-Chien (2004) analyzed empirically the

subject whether customers can act the role of partial employees when

participating in the service production and delivery process. The study also

examined the relationship between customer participation and the workload

perceived by the service providers. Empirical results of survey data collected

from customer-contact employees at restaurants in Taiwan indicated that

customer participation is positively related to service providers' perceived

workload, which implies that it is inappropriate to decrease the number of

service employees based on service designs that include customer participation.

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Osman, Orhan, Ismet, Lejla and Lulu (2006) examined the effects of

employee competitiveness, self-efficacy, and effort on performance; the effects

of self-efficacy and effort on job satisfaction; and the effects of performance

and job satisfaction on intention to leave by taking samples of frontline

employees in Northern Cyprus hotels. The hypothesized relationships were

tested through path analysis. The analysis indicated that competitiveness, self-

efficacy, and effort are significant predictors of frontline employee

performance. The analysis also demonstrated that the direct effect of self-

efficacy on job satisfaction is stronger than that of effort. Job satisfaction was

found to be negatively associated with intention to leave.

Judith and Genevieve (2006) in their paper discussed the efficacy of the

Australian competency training framework for credentialing and preparing

frontline employees for the hospitality and tourism industry. Discussion was

focused on the hospitality service encounter and the skills and competencies

needed by frontline employees to satisfy customers. The study found the links

between the service encounter and competencies and evaluated that the

Australian competency training framework largely excludes key skills and

attitudinal factors needed for competent performance.

Philmore, Lis, and Dion (2006) in their paper measured the extent of the

adoption of human resource management (HRM), the existence of a formal HR

strategy, and the development of the HR function in the Barbados hotel

industry compared with hotels in the UK. It was found that the adoption of

human resource (HR) practices was more prevalent in Barbados hotels than in

the UK. With respect to the existence of a formal HR strategy, the results were

mixed. The results also showed that in many respects the Barbados hotels are

ahead of their UK counterparts in the development of the HR function. The

study highlighted the importance of HR practices in a developing country.

Yong-Ki, Jung-Heon, De-Hwan and Kyung (2006) analyzed the

structural relationship between empowerment, service training, service reward,

job attitudes such as job satisfaction and organizational commitment, and

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customer-oriented pro-social behaviour of employees by using a sample of

Korean hotel employees. The study indicated that the greater the job

satisfaction, the greater is the role-prescribed customer service of employees

and organizational commitment. The empowerment has a significant effect on

organizational commitment and extra-role customer service. Service training

has a significant effect on job satisfaction, but it has a negatively direct effect

on organizational commitment. Similarly, service reward has a significant

influence on job satisfaction and organizational commitment. Based on these

empirical findings, the study suggested that employee management should be

shifted from a transactional to a relationship-building orientation – the former

being short-term goal-oriented and the latter long-term.

Pauline and Geraldine (2007) explored the extent of high performance

work practices in the Irish hospitality industry with particular emphasis on the

practices of staff empowerment and participation. The analysis of data

collected through questionnaires from managers in all three, four and five-star

hotels showed that hotels display some of the human resource practices

associated with high performing work practices. However, the study found very

low levels of employee participation. The study highlighted that if Irish hotels

are to survive and remain competitive, the issue of staff representation,

participation and the channels of communication should be addressed.

Gill and Mathur (2007) examined the relationship between

transformational leadership and employee dedication and the relationship

between transformational leadership and pro-social behaviour. Hospitality

industry employees were interviewed to find out whether transformational

leadership used by their managers improved employee dedication and pro-

social behaviour. The study revealed that employee dedication and pro-social

behaviour are positively related to the improvement in the level of perceived

transformational leadership implementation.

Collins (2007) identified the general characteristics of the profile of staff

at five-star hotels, and methods of recruitment. The study used both qualitative

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and quantitative methods to collect and analyze the data. The results indicated

that there is room for staff improvement and betterment in recruitment

methods, even within five-star hotels. All hotels, regardless of their rating,

should understand their human resources make-up and what needs to be

implemented to retain staff.

Antonis, Berg and Wilderom (2007) conducted a study in Europe to test

potential predictors of the behaviour of empowered employees during the

delivery of service to customers. Data for measuring employees' perceptions of

training, performance-related rewards, customer-oriented culture, empowering

management style, and empowered behaviour were collected from frontline

employees of luxury hotels in seven European countries. Results of regression

analyses at the department level showed that two means of control – customer-

oriented culture and empowering management style correlated significantly

with empowered behaviour. The findings of the study implied that, in luxury

hotels enhancement of employee empowerment may be achieved through

careful management and organizational development.

Karatepe (2007) developed and tested a model to examine the effects of

customer orientation and job resources such as supervisory support, training,

empowerment, and rewards on frontline employees' job satisfaction, affective

organizational commitment, and turnover intentions. The analysis of data

collected through self-administered questionnaires from frontline hotel

employees in Turkey revealed that customer orientation and job resources

enhance frontline employees' job satisfaction and affective organizational

commitment, and diminish their turnover intentions. Also, job satisfaction has a

significant positive impact on affective organizational commitment and a

negative effect on turnover intentions.

Willie, Jayavardena and Laver (2008) in their paper made an attempt

to identify the best management approaches that should embrace to

successfully attract and retain high quality human resource talent within the

Niagara region's hospitality industry. The paper suggested that the hospitality

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managers should: understand the basics related to good human resource

management practices; know the ‘fair market value’ for each position; foster

relationships with colleges and universities to tap student labour; encourage

mature workers to apply for part-time work; and cultivate a good relationship

with seasonal employees and educate them on the rewards of a career within

the hospitality industry.

Tracey and Jeremy (2008) in their paper explored the extent to which

employee welfare and human resource management impacts on customer

service. The study collected data from a number of operational permanent local

and seasonal staff of the Mount Kosciusko ski fields in Australia by using self-

administered questionnaire. The results highlighted the challenging living

conditions of many seasonal workers on whom the industry depends and

concluded that when an industry relies heavily on seasonal staff their welfare

should be of prime consideration, because disgruntled staff translates directly

into disgruntled customers.

Davina (2008) explored the role of responsible tourists while on holiday

in the context of New Zealand. In his research from the industry's perspective,

he argued that tourists are an untapped resource; they can make positive

contributions while on holiday. Therefore, tourists are to be placed at the centre

of the responsible tourism. The study concluded that responsible tourist

behaviour is multi-faceted and complex, with several dimensions and degrees

of dimensions. Enacting generic meanings of responsibility is context-

dependent and the onus may fall back to the destinations to guide and direct

tourists appropriately.

Vincent (2008) conducted a study on tour leaders' service quality and

their impact on a travel agency's reputation and word-of-mouth publicity. Four

factors with 16 attributes were identified for the study. These factors were

`Professional attitude and ability', `Presentation and communication ability',

`Professional knowledge' and `Personal integrity'. The survey among tourists

who joined package tours with a large travel agency in Hong Kong revealed

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positive relationships between the tour leader's service quality factors and

reputation coupled with tour leader's service factors and word-of-mouth

publicity.

Chang (2009) made a study on Taiwanese tourists' perceptions of

service quality on outbound guided package tours. The researcher used a

modified SERVQUAL dimensions. Instead of using traditional questionnaire

surveys, qualitative approach was made use of to gain an insight into tour

participants' views. The study found that the dimension of `tangibility' was less

significant as compared to other dimensions in terms of customers' perceptions

of service quality. Other elements such as `communication' and `sociability'

were found critical in the travel industry in a particularly ethnical group.

Panisa, Sarivan and Nak Gulid (2009) examined the antecedents of

tourists' loyalty, both attitudinal and behavioural, towards Chiangmai a tourist

destination in Thailand. Multiple regression analysis indicated that attitudinal

loyalty was mainly driven by attachment, familiarity and perceived value,

whereas behavioural loyalty was driven by familiarity. Only one dimension of

pull motivation (history, heritage and knowledge) was found to have an

influence on attitudinal loyalty, whereas none of pull motivation's dimensions

had an effect on behavioural loyalty. Regarding push motivation, tourists'

desire for novelty was found negatively influenced on behavioural loyalty. The

study also revealed that male tourists tended to be more attitudinally and

behaviourally loyal, while tourists who had children living with them showed

less attitudinal loyalty.

Hyun, Pimtong and Woo Gon (2009) conducted a study among ten

hotels, located in Bangkok. The study was focussed on the effect of four

management-commitment-to-service factors namely organizational support,

rewards, empowerment, and training on employees' job satisfaction and service

behaviours. The results of the study indicated that rewards, empowerment, and

training were positively related to job satisfaction but did not support a path

from organizational support to job satisfaction. Moreover, job satisfaction was

20

found to have a significant influence on Thai employees' extra-role customer

service behaviours and cooperation. Therefore, this study highlighted the role

of job satisfaction as a mediator between three management service initiatives

(rewards, empowerment, and training) and employees' service behaviours

toward customers and co-workers.

Cathy, Liping and Mimi Li (2010) made a study with a focus on the

revisit stage of tourists by framing a model of the behavioural process

incorporating expectation, motivation, and attitude in the context of Chinese

outbound travellers. The study covered residents of Beijing, Shanghai, and

Guangzhou. Results of the study confirmed the proposed relations that

expectation of visiting an outbound destination has a direct effect on

motivation to visit the destination; motivation has a direct effect on attitude

toward visiting the destination; expectation of visiting the outbound destination

has a direct effect on attitude toward visiting the destination; and motivation

has a mediating effect on the relationship between expectation and attitude.

John and Nina (2010) in their research paper emphasized that Visitor

Information Centers (VICs) play an important role in the promotion of tourist

destinations to potential visitors because of their unique position as information

providers. He highlighted that the nature of their information provision is

however changing, primarily in response to the evolving information

infrastructure. These changes to information delivery have in turn many

implications for the users of information. The article considered the varying

information needs of virtual and face-to-face users of VICs in Australia and

examined how VICs could meet their needs in the context of the changing

information infrastructure. The article developed taxonomy of the information

tasks performed by virtual visitors as well as of their motivations, matched to

provision of appropriate media, which it then uses to assess the e-capability of

Australian VICs in meeting the information needs of visitors.

Gabriel and Murat (2010) collected responses from restaurant contact

employees and their customers to determine the effects of empowerment and

21

job satisfaction on customers’ perception of service quality. This study

conceptualized customers’ perceived service quality variable according to the

‘hierarchical approach’ model and used the performance-only index for its

measurement. Findings of the study suggested that empowerment and job

satisfaction have a significant impact on customers’ perception of service

quality.

Songshan, Cathy, and Andrew (2010) in their study examined tour guide

performance and its relationship with tourist satisfaction in the context of

package tours in Shanghai. The study adopted a multilayer framework of

tourist satisfaction. For the study, tourist satisfaction was conceptualized to

include three aspects/layers: satisfaction with guiding service, satisfaction with

tour services, and satisfaction with the overall tour experience. Tour guide

performance was found to have a significant direct effect on tourist satisfaction

with guiding service and an indirect effect on satisfaction with tour services

and with tour experience. Satisfaction with guiding service was found to have a

positive impact on satisfaction with tour services but showed no direct effect on

satisfaction with the overall tour experience. However, indirect effect of

satisfaction with guiding service on satisfaction with tour experience mediated

by satisfaction with tour services was found significant.

Lisa and Bruce (2010) examined world heritage visitor recognition prior

to and after time on-site. In a case study by a visitor survey across five

Australian properties found that only 13 per cent of site visitor do collect

World heritage areas but their socio-demographic profiles are too diverse to

develop a specific socio-demographic profile of this group. Only 60 per cent of

respondents knew they were visiting a World Heritage listed site indicating a

significant weakness in the World Heritage brand.

Joe, Youcheng, and Fajun (2010) developed and tested an integrative

model to examine the relationships between golf travellers’ information

satisfaction, attribute satisfaction, and overall satisfaction related to a golf

vacation, and to investigate the impacts of these variables on their behavioural

22

intentions namely revisit a destination and word-of-mouth referrals by using

surveyed data from golf travellers. The results indicated that information

satisfaction was an antecedent to three attribute satisfaction variables: golf

course and clubhouse amenities, lodging facilities and service, and

merchandise and other recreation facilities. Further, two of these three attribute

satisfaction variables were found to be having a significant impact on overall

satisfaction. Moreover, overall satisfaction had a significant influence on word-

of-mouth referrals and intention to revisit the destination. Finally, word of

mouth to a great extent determined travellers’ intentions to revisit the

destination.

1.1.3 Reviews on People Element in Tourism Delivery in India

Sudheer (1992) conducted an empirical study to analyse the problems

and prospects of tourism in Kerala. One of the objectives of the study was to

ascertain the professionalism of the employees working in governmental

organizations in tourism. The study identified that the lack of professionalism

among personnel adversely affected the efficient functioning of the State

Department of Tourism.

The first Tourism Policy of Government of Kerala (1995) highlighted

the need for creating human resource of good quality to serve the growing

needs of the industry to promote quality tourism.

Dutta (1996) in his paper analyzed the interface between personal selling

strategies and additional three Ps such as people, process and physical evidence

of Indian tourism. He evaluated that as people, physical evidence and process

of service delivery lead to successful tourism services selling; tourism service

organizations are to be concerned more about the skill and performance of their

service personnel. Analyzing the Indian situation, he viewed that although a

certain degree of concern for customers can be observed in the functioning of

private tourism marketing agencies in India, the government and public sector

run tourism promotional agencies are least bothered about the quality of

services provided to the tourists. He further noted that the personnel of Indian

23

tourism promotional agencies, especially those associated with transport

sectors like railways or airlines, State corporation run hotels and information

assistants of tourist offices are hardly aware of the significance of the word of

mouth as an effective tool of promotion. He reiterated that only proper training

and monitoring of their performances by qualified managers can bring about a

dramatic change for better tourist services facilities in India.

Sharma (1996) undertook an empirical study with the objective of

studying the hotel policy in relation to tourism prospects in Rajasthan. On

analysis of data collected from tourists, the study revealed that only 55 per cent

tourists had a good opinion about the behaviour of tourist guides while 80 per

cent of respondents expressed their satisfaction on the behaviour of reception

staff in hotels. He further noted that the promises in tourism lose their edge

when the basic infrastructure such as trained manpower is missing.

Patel (1998) remarked that in a service based business like hospitality

industry the difference between a good property and a great property is not just

the abilities but the attitude of employees. The employees must know their jobs

and they must be able to work together as a team.

Sinha (1998) stated that in tourism marketing it is an intangible

experience that is being sold. Therefore, the satisfaction provided is a function

of human element providing the service. Since a vacation provided is an

amalgam of several products and services offered by different firms, tourist

satisfaction is depended upon services of different sectors.

Jha (1998) observed that since the quality is significant in tourism

products, the staff of hotels, tour operating agencies, travel agencies, resorts,

transport organizations should be trust worthy, competent to speak English and

other languages, friendly, reliable, accessible and well behaved. The scientific

planning and development of attractive tourism products necessitates formation

and maintenance of an amalgam of various tangible or material factors which

include attraction accommodation, transportation, recreation, restaurants, and

shopping. The intangible or non material factors consist of the feel good

24

elements like the general attitude towards tourists at reception centers, various

tourist destinations, airport, hotel, approach of the employees, and tour agents

and feeling of safety and security provided by the police and officials.

Santhi (2002) by giving a special perspective on Nainital conducted a

study on marketing strategies for quality tourism promotion by taking samples

from tourists and tourism service providers. The study revealed that only 50 per

cent of sample tourists have satisfaction with the services of tourism service

providers and only 17 per cent of sample tourists have proper awareness about

tourist attractions in Nainital. Study also found that travel agencies and hotels

do not provide any training to their staff and the lack of qualified employees

lessens the efficiency of jobs and outcomes.

Vinay (2004) mentioned that despite all the superb tourism attractions,

India’s share in international tourism is not encouraging. A number of factors

are responsible for this poor performance which includes inadequacy of

infrastructure, poor management of resources, and lack of strategic planning.

However, tourism being a service industry, its growth and development is

largely depending upon human resource in the industry. Ironically, there is a

wide gap in terms of demand and supply of human resource in this industry. He

studied the human resource skills needed by tour operating sector and the level

of adequacy of the current training to meet the industrial requirement in India.

The results of the study indicated that there is a gap between the level of

expectations of the tour operating firms on the skills of their employees having

professional tourism education and the actual level of satisfaction on the skills

of such employees. Of the 24 parameters covered under the study, 13 have

shown moderate gap and another six such as tourism product knowledge,

communication, trade ethics, organizational loyalty, quick decision making and

time management a serious gap. To bridge this gap effective academia industry

coordination is required.

Aneja (2005) in his paper ‘Tourism Growth – Challenges Ahead’ stated

that in India, tourism industry lacks professionalism. A number of hotels and

25

restaurants are maintaining very unprofessional approach in serving the

tourists. The existing manpower deployed in different fields of tourism lack

professional skill and attitude. The need of the hour is to impart necessary

training to the personnel to update their knowledge, skills and attitude with a

view to provide better and efficient services to tourists.

Matararaba (2005) investigated the key resources and related key

strategies that contribute most to the enhancement of performance and

competitiveness in multinational hotels and found human resource as one of the

key resources that is most capable of enhancing performance and

competitiveness in hospitality organizations.

Silpa and Rajithakumar (2005) in their paper remarked that people

associated with the tourism industry should be well versed with the existing

government rules, laws and regulations on the industry and allied areas such as

transport, hotel, banking and insurance.

Selvam, Babu and Vanitha (2005) conducted a study on the

satisfaction of tourists visited to Tirucharappilly district of Tamilnadu. The

study among tourists considered 17 variables covering tangible and intangible

parts of tourism products. The study revealed that the satisfaction level of

tourists on majority of variables including the services provided by public

sector organizations is just above average.

Joseph (2005) explored the views and appreciations of tourists who

stayed in various accommodation units of Kerala Tourism Development

Corporation (KTDC) and in the study 70 per cent of respondents stated good

opinion about the hospitality of the staff of the corporation. Regarding the

services provided by the information centres/counters of the corporation, 64 per

cent availed the services and 63 per cent of them remarked that the services

rendered are good.

Sargadharan and Retnakumari (2005) in their study among international

tourists on hospitality and tourism in Kerala revealed that the State has been far

26

above the expectations of the international tourists in relations to attractions

and hospitality.

Dev and Simon (2005) in their paper suggested that the onus of

promoting Kerala as a tourist destination should be shouldered by the citizens

and government. The rickshaw drivers, taxi drivers, guides, policemen, and

other officials should respect tourists and avoid exploiting them.

Satheeshkumar (2006) evaluated the performance of passenger transport

workers in public, private and co-operative sectors in Kerala. The study

revealed that the performance of drivers, conductors and inspectors working in

passenger transport industry in Kerala is generally moderate. The sector wise

analysis showed that the performance of workers is higher in co-operative

sector as compared to private and public sectors. In the case of job satisfaction

also the co-operative sector is found to be better than other sectors.

Vinnie (2006) examined the link between industry competency

requirements and the provisions for hospitality management education in India

using structured interviews with educationists and industrialists. The findings

of the study showed a gap existing in terms of ensuring that the needs of

industry are met by the ongoing skills development of the workforce. The study

expressed the need for collaborative development between the educational

providers and industry, especially in relation to the ongoing development of

managers in the workplace.

Umesh (2006) conducted an empirical study among employees of hotel

industry in Jammu region and in the study most of the respondents remarked

that their organizations pay little attention towards job satisfaction and

professionalism among the employees. The parameters negatively opined by

the majority of the respondents include, allowing participating in seminars

(85%), organizing training programs (84%), social appreciation and recognition

(83%), giving awards and rewards for motivation (82%), giving authority to

take decisions (78%), awarding promotion by considering merit (75%) and

imparting preliminary training (61%). Majority of them also expressed their

27

dissatisfaction towards, salary package, medical benefits, working hours, and

overtime.

Murugan (2007) in his paper stated that the weakest link in the service

delivery system of the modern competitive tourism industry has been the

quality of workers which tourism business is able to recruit, train and retain. In

his opinion, in India while imparting training in tourism at levels such as the

universities, government institutions and private institutions the more important

question of ‘human development’ seems to have lost the race. Majority of these

institutions, still, continue to impart only class room education on theoretical

subjects.

Anilkumar (2008) identified and evaluated the negative impacts of

tourism on hosts and guests. The study revealed overpricing, littering,

disturbance to and exploitation on tourists as the factors causing the high level

negative impacts on international and domestic tourists visiting Kerala.

Similarly, alcoholism, overpricing of commodities, littering, water pollution,

drug trafficking, prostitution and increase in land value in tourist centres are the

factors for high level negative impact on host community. Among other

suggestions the study highlighted the need of awareness creation among

tourists and hosts and the need of appointing trained tourism police and

cleaning guards at tourist centres.

Mathew, Kurian, and Renganathan (2008) examined the relevance of

behavioural training for tourist guides in eco-tourism centres in Kerala. The

study revealed that tourists guides are imparted only a short training and the

main focus of trainings offered to them was technical and product related. The

orientation of guides towards behavioural training is much less than as

compared to their outlook towards products training. The study recommends

for making soft skill development as an explicit and integral part of national

tourism policy agenda both in respect of enterprise development and of

education and training.

28

Devi and Kanchana (2009) assessed the customer preference and

satisfaction towards restaurants in Coimbatore city. On assessing the service

behaviour of employees, 86 per cent of sample respondents opined that

employees take orders correctly and serve the items without discrepancies and

75 per cent expressed that employees patiently take orders. Similarly, 74 per

cent of the respondents expressed that employees communicate clearly and 72

per cent stated that employees were friendly and courteous.

Mayaram (2009) in his article discussed the factors preventing the

international tourists to travel in large numbers to India. He stated that the

constraints in India becoming globally competitive tourism destination are

inadequate tourism infrastructure and weak institutional support frameworks.

Even though tourism ministry has taken several key initiatives to improve the

capacity of tourist superstructure facilities, public infrastructure continues to be

largely poor. Quality and capacity of air, road rail water access and

connectivity infrastructure is substandard and services are unreliable.

Infrastructure at tourist destinations such as toilets, parking, lighting directional

signage and interpretation at major cultural heritage sites is largely absent and

site conservation practices are non-existent. The concept of community based

tourism infrastructure is totally unknown. He also noted that handling of

consumer complaints in tourism is asymmetrical and not institutionalized.

On reviewing the available literature it is quite obvious that there have

been many conceptual and empirical studies on services marketing including

tourism marketing in the context of different countries. Although the literature

covers various dimensions of managing services from the point of view of

customers and employees individually, only a few studies have considered the

perceptions of employees and customers together. In India empirical studies

related to management of tourism services from the perceptions of both these

people groups are relatively scanty. Moreover a specific study focusing

exclusively on the people element of tourism delivery in the context of Kerala

has not so far come forth. The present study is undertaken to bridge this gap in

service marketing research.

29

1.2 Statement of Problem

Tourism is revered as ‘people industry’ (Morrison, 1989). It is a service

industry that is highly dependent on the hospitality offered to tourists by the

hosts. In tourism industry each visitor is considered as a guest and each person

serving him or her is the host. The host is responsible for creating and

delivering service at the same time the guest enjoys the service (Voght &

Fesenmaier, 1995). Therefore, in tourism industry, the personnel who attend

tourists such as hotel receptionists, resort representatives, hotel waiters, bar

staff, hotel cleaners, coach drivers and airline cabin crews form an essential

ingredient of the product (Holloway & Plant, 1992). As the tourism product is

indivisible from the personnel who deliver the services, no reduction in price

would compensate for impolite travel guide, an indecent restaurant waiter and a

haughty coach driver (Jha, 2002). Therefore, service people are critical for the

success of any tourism organization. The knowledge, skill, appearance,

concern, sense of responsibility, attitude, and behaviour of host people in

tourism service organizations influence the tourists’ perceptions of the services.

As tourism business is highly linked with the performance of staff, if they

perform well the business would thrive (Jha, 2002).

Like the host people, the customers also have a role in the delivery of

tourism. Unless the tourists perform their role appropriately, they rarely obtain

maximum value from the tour. Therefore, the performance of tourists is also

crucial for any organization and destination that markets tourism.

In the federal structure of India, the State is responsible for the

development of tourism in the region. Though both public and private sector

concerns provide a broad range of tourism products, the tourism industry can

grow only under the umbrella of the government. Large and reputed private

enterprises, especially in organized sector may take keen interest in managing

their personnel by selecting right kind of people and by designing effective

training programmes to equip them to deliver quality services. Though, in

India, especially in Kerala, the public sector tourism agencies play a great role

in providing physical facilities and services to tourists visiting the State, there

30

are apprehensions that they do not pursue a consistent approach in developing

professionalism and behavioural skills in their people who deliver services

(Sudheer, 1992). Here the agencies may fail to educate or sensitize the

customers to perform their roles. No doubt Indian tourism industry is at its

growth phase. However, to accelerate the growth of tourism in the State, the

public sector tourism agencies should take measures to improve the

performance of these two people groups on both the end of service channel.

The study titled “People Development Practices and Tourism Delivery

Performance: a Study with Special Reference to Public Sector Tourism

Agencies in Kerala” empirically investigates this issue.

1. 3 Significance of the Study

People constitute an important dimension in the management of tourism

services in their role both as providers of services and as customers. This

element, more than any other elements, provides evidence of the link between

marketing and human resource as functional areas and highlights the necessity

of intra-organizational co-operation and synergy between the two. The value

chain linkages between the two functional areas are instrumental to the delivery

of value added services in an organizational sense.

The present study focuses on the relation between frontline service

people in public sector tourism agencies in Kerala and tourists. More

specifically, the approach of the public sector tourism agencies in developing

the performances of service people and tourists and the perceived performance

of both these people groups are assessed in the context of Kerala. Therefore,

this study is expected to generate insights from the service people about the

inputs required to upgrade their performance levels to satisfy the tourists,

thereby to make a competitive edge in the market. The investigation of the

degree of customers’ satisfaction on each performance factor would also

provide valuable information to the industry, especially public sector agencies

to focus on people element in service and to prioritize their people development

activities accordingly. Further, it would also encourage the public sector

tourism agencies to make the most economic allocation of their resources for

31

the improved performance of people employed there and also to frame

customer education and sensitization policies to improve the quality of tourism

in the State. The findings of these inputs definitely would help the policy

makers in the State to draft guidelines to uplift this sector to a higher level and

also to place the State as the most preferred tourist destination in the country.

1.4 Scope of the Study

The concept of people element as given in the literature on service

marketing has been used for the study. People element is defined as “all human

actors who play a part in service delivery and thus influence the buyers’

perceptions: namely, the firm’s personnel, the customer and other customers in

the service environment” (Zeithaml & Bitner, 2003). The study is confined to

the state of Kerala only. The Department of Tourism, Government of Kerala

(DoT, GoK), and Kerala Tourism Development Corporation limited (KTDC),

which are the public sector agencies exclusively set up for providing tourism

services throughout Kerala are covered under the study. Receptionists in the

front office in KTDC hotels, waiters in food and beverage services of KTDC

restaurants, and tourist information officers and tourist information assistants at

tourist information offices of DoT, GoK are considered as people on the supply

side of tourism services. Both domestic and international tourists who visit

Kerala and avail of tourism services from these service people are the people

on the demand side of the tourism services.

1.5 Objectives of the Study

1 To study the practices of public sector tourism agencies in Kerala towards

the performance development of their service people at delivery end.

2 To analyse the practices of public sector tourism agencies in Kerala

towards the performance development of tourists visiting the State.

3 To assess the performance of service people at delivery end of public

sector tourism agencies in Kerala.

4 To study the performance of the tourists as responsible customers of

tourism sector in Kerala.

32

1.6 Hypotheses for the Study

The following hypotheses have been formulated on the basis of the

objectives of the study.

H01 The satisfaction level of the service people in public sector tourism

agencies in Kerala on the organizational practices for developing their

service performance is not high.

H02 Profile (gender, employment status and service category) of the service

people have no statistically significant influence on their level of

satisfaction as to organizational practices in the development of the

service performance.

H03 The level of the public sector practices is not high in developing the

performance of tourists with selected measures (usage of tourism

resources, tourists’ safety and conserving environment) from the

perspective of tourists.

H04 The level of the public sector practices is not high in developing

performance of tourists with selected measures (usage of tourism

resources, tourists’ safety and conserving environment) from the

perspective of service people.

H05 There is no service category wise difference in the performance of

service people in public sector tourism agencies in Kerala from the

perspective of tourists.

H06 There is no service category wise difference in the performance of

service people in public sector tourism agencies in Kerala from their

own perspective.

H07 There is no factor wise difference in the performance of service people

across the categories of services in public sector tourism agencies in

Kerala from the perspective of tourists.

33

H08 There is no factor wise difference in the performance of service people

across the categories of services in public sector tourism agencies in

Kerala from their own perspective.

H09 The level of performance of tourists in tour preparation activities, in self

benefit/safety activities and in environmental conservation activities as

responsible customers of tourism is not high from the perspective of

service people.

H10 The level of performance of tourists in tour preparation activities, in self

benefit/safety activities and in environmental conservation activities as

responsible customers of tourism is not high from their own perspective.

1.7 Key Variables Used for the Study

1. To study the practices of public sector tourism agencies in Keralatowards the performance development of their service people at thedelivery end.

(A)Demographic and service variables of service people

a. Gender

b. Age

c. Status of employment

d. Educational qualification

e. Total experience in serving tourists

f. Category of service

g. Marital status

h. Monthly income

i. Proficiency in language

(B) Dependant variables

a. Recruitment

b. Functional skill development

c. Social skill development

d. Working hours

e. Compensation

f. Recognition for good service

34

g. Team work

h. Grievance handling

i. Infrastructural supports

j. Functioning of trade unions

2 To analyse the practices of the public sector tourism agencies in Keralatowards the performance development of tourists visiting the State

(A) Demography of tourists and tour variables

a. Gender

b. Age

c. Educational qualification

d. Trade union association

e. Region of origin

f. Occupational status

g. Monthly income

h. Purpose of tour

i. Source of information on Kerala

j. Previous visit experience in Kerala

k. Tour companion

l. Type of tour

m. Main destination in itinerary

(B) Measures towards usage of tourism resources

a. Information and guidance at TIOs

b. Proper sign boards at destinations

c. Motivate constructive dealings with co-tourists

d. Motivate early tour arrangements

e. System of collecting feed back

(C) Measures towards provision of tourist safety

a. Educate tourists through print materials

b. Educate tourists through visual tools

c. Safety guidelines at the tourist site

d. Life saving supports at aqua spots

35

e. Instructions to avoid disturbing co-tourists

f. Service of tourism police

g. Support to avail tourist guide

(D) Measures towards conservation of environment

a. Fix publicity boards for environmental preservation

b. Fixing litter bins

c. Motivation to self report contagious diseases

d. Curb smoking and using alcohol at public places

e. Inspire tourists to avoid plastic

f. Inspire tourists to respect local culture and natives

3. To assess the performance of service people at delivery end of publicsector tourism agencies in Kerala.

a. Basic job skill

b. Knowledge on local tourism

c. Tactful conflict handling

d. Communication in language known to tourists

e. Personal hygiene and grooming

f. Politeness in dealings

g. Sincerity in solving tourists’ problems

h. Patience in understanding tourist needs

i. Willingness to help beyond service limit

j. Ability to win trust of tourists

k. Unbiased services

l. Unexaggerated communication

m.Positive body gestures while interacting

n. Comprehensive explanation

o. Sense of humour in dealings

p. Unreservedness

4. To study the performance of the tourists as responsible customers oftourism sector in Kerala.

(A) Performance in tour preparation activities

36

a. Seek information through print media

b. Seek information through electronic media

c. Advance booking of services

(B) Performance in activities for safety during the tour

a. Precautions at aqua tour centres

b. Give feedback on service quality

c. Adhere to directions of tour site officials

d. Depend TIOs during trip

e. Consider sign boards at destinations

f. Avoid disturbing other tourists

g. Constructive dealings with other tourists

h. Obey tourism police at tour spots

i. Avail the services of approved guides

(C) Performance in activities for conserving environment

a. Cooperation to enforce plastic ban

b. Self reporting of infectious diseases

c. Drop litter in litter bins

d. Avoid smoking and consuming alcohol at public places

e. Conservation of natural resources

f. Respecting local culture and natives

1.8 Operational Definitions

(a) Public Sector Tourism Agencies

The Department of Tourism Government of Kerala and Kerala Tourism

Development Corporation Limited are covered under this definition.

(b)People

The definition of the term people for the study includes people serving

tourists (service people) and tourist visiting Kerala.

(c ) Service People

The service people in this study include three groups of people serving

37

tourists namely: (i) Receptionists in the front office of KTDC hotels (Reception

service people) (ii) Waiters in restaurants of KTDC hotels (Restaurant service

people) (iii) Tourist information officers and tourist information assistants at

tourist information offices of Ministry of Tourism, Government of Kerala

(Tourist information service people).

(d) Tourist

Any person from India or from outside India who visit Kerala and stays

atleast one night in the State for business or leisure activities or both without an

intention of residing permanently is termed as tourist.

(e) Foreign Tourist

A tourist from abroad visiting Kerala is termed as foreign tourist.

(f) Domestic Tourist

A tourist from any parts of India visiting Kerala is termed as domestic

tourist.

(g)Performance Development of Service People

The improvement in performance of the service people through the

practices of recruitment, training, motivation and rewards.

(i)Tourism Delivery Performance of People

Actual performance of service people and tourists involved in Kerala

tourism is termed as tourism delivery performance.

1.9 Methodology

The present study is both descriptive and analytical in nature. The study

has been administered under the following methodological framework.

direct and indirect measures of education, guidance, directions, sensitization

and supports.

(h)Performance Development of Tourists

The improvement in performance of the tourists through the

38

1.9.1 Population

The study consists of two population groups; service people and tourists

as discussed in its scope.

1.9.2 Sampling Design

The researcher has adopted a multi-stage sampling technique. Firstly the

entire geographical area of Kerala has been divided in to three zones namely

southern, central and northern. Then, the districts which recorded significant

(atleast five per cent) growth in respect of both domestic and foreign tourist

arrivals in 2008 (the year which recorded the maximum tourist arrivals in

Kerala before global recession), over the previous year have been selected

(Annexure III). Five districts so selected are Thiruvanthapuram and Alappuzha

from southern zone, Idukki and Ernakulam from central zone and Wynad from

northern zone. 17 of the 31 hotels promoted by KTDC in tourism market of

Kerala located in the selected districts have been identified for the study.

Further, of these, five premium or heritage hotels and five non premium hotels

under the brands ‘budget’ and ‘tamarind’ hotels located in the popular tourism

spots in these districts have been chosen for the survey (Annexure IV). Of the

total 25 TIOs of the Department of Tourism of Government of Kerala, 14 are

located in these five districts. All these have been contacted for the study

(Annexure V).

The sample sizes of the populations for the study have been fixed at 375

tourists and 80 service people. Tourists have been arbitrarily apportioned

between domestic and foreign in the ratio of 2:1. The researcher surveyed the

tourists who stayed at KTDC hotels and also the tourists who availed the direct

services of TIOs at the prime tourist centres in the districts where both KTDC

hotels and tourist information offices are located. Only those tourists who are

atleast on the second day of their tour itinerary in Kerala have been surveyed

(Table 1.1). Then 80 service people have been divided in the ratio of 3:3:2. The

researcher has contacted the respondents at their work place and collected the

responses from 30 hotel receptionists and restaurant waiters each and 20 tourist

39

information staff on a random basis by giving representation to all the districts

selected (Table 1.2).

Table 1.1: Details Regarding the Selection of Sample Tourists

Sample DistrictsSample Tourists Selected

TotalForeign Domestic

Thiruvanthapuram 40 80 120Alappuzha 10 20 30

Southern region 50 100 150Idukki 40 80 120Ernakulam 20 40 60

Central region 60 120 180Wynad 15 30 45

Northern region 15 30 45Total 125 250 375

Table 1.2: Details Regarding the Selection of Sample Service People

Organisation No ofUnits

Category of ServicePeople

Total Sample

KTDC 10 Reception 60(100) 30(50)Restaurant 81(100) 30(38)

TIO 14 Tourist Information 34(100) 20(44)Total 175(100) 80(46)

Source: Data compiled from KTDC and DoT, GoK Note: Figures in parentheses arepercentages

1.9.3 Data

As the study is of empirical nature, both primary and secondary data

have been used. The primary data have been collected from the sample

respondents consisting of service people and tourists - by administering

pretested structured interview schedules (given as Annexure I and II) and also

by way of non participatory observations, wherever required. The secondary

data have been collected from the records and official publications of the India

Tourism Development Corporation (ITDC), Kerala Tourism Development

Corporation (KTDC), Department of Tourism (DoT) at Union and the State

Government levels, books, periodicals, reports and the reliable internet sources.

1.9.4 Period of Study

On analysing the activities in tourism sector, it is imperative that during

the last decade both international and national tourism have witnessed some

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commendable ups and downs. A number of tourism development programmes,

especially in people management area have been commenced both at the Union

and the State Government levels during this period. The main focus period of

the study is confined to 2001-2011.The field survey for collecting primary data

for the study has been conducted during the period from November 2010 to

May 2011. However, secondary data related to the preceding and succeeding

periods have also been considered.

1.9.5 Tools of Analysis

The data collected have been meaningfully classified and analyzed

keeping in view of the objectives of the study. For a better understanding of

classified data diagrams in appropriate forms have been given. For the purpose

of analysis, descriptive statistical tools such as percentage, measures of central

tendency (mean and median), and measures of dispersion (range) have been

used. As most part of data is of categorical nature, for inferential analysis of the

data prominent non-parametric tools such as Chi-square test, Mann-Whitney U

test, Kruskal- Wallis H test and Binomial test have been used. The data have

been processed by using Statistical Package for Social Sciences (SPSS). The

statistical inference is drawn at one per cent and five per cent levels of

significance.

1.10 Limitations of the Study

Research in any field is subject to certain limitations. This study is also

no exception to this basic fact. The following are the major limitations of this

study.

1. Tourism being a sector which lacks a well structured data base system, the

secondary data available on this sector from various published and

unpublished sources have been divergent in nature which caused difficulty in

analysing and interpreting the results.

2. As the present study is based on primary data which are collected through

survey, the co-operation of respondents is essential for obtaining adequate

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input for the study. But during the survey the reluctance and half heartedness

of some of the tourist respondents was a serious limitation.

3. The indifferent attitude of a few officials in the tourism agencies also

affected the selection of sample respondents from the part of both tourists

and service people.

4. As the study is on qualitative concepts, the corresponding measurement

variables identified have been analysed with non-parametric tools which

have their own limitations.

1.11 Scheme of the Report

The report of the study is presented in six chapters.

Chapter I: The introductory chapter deals with the introduction, review of

literature, the statement of the problem, significance, scope,

objectives, hypotheses, variables, operational definitions,

methodology, limitations, and scheme of the report.

Chapter II: Second chapter provides a theoretical frame by linking various

related concepts on the study.

Chapter III: Third chapter discusses the tourism development in India and

Kerala and also the initiatives of public sector in developing

tourism.

Chapter IV: Fourth chapter presents the opinion of service people in public

sector tourism agencies regarding the extent of practice of select

measures in developing their service performance. This chapter

also bestows the views of both service people and tourists on the

extent of adoption of select measures by the tourism agencies in

developing the performance of tourists visiting Kerala.

Chapter V: Fifth chapter portrays the perception of service people and tourists

with regard to the level of their actual performance in tourism.

Chapter VI: Sixth chapter contains a summary of findings, suggestions and

conclusion of the study.