project
TRANSCRIPT
“A STUDYA STUDY ON EMPLOYEE WELFARE MEASURE (ON MAJOR
SPECIFICATION IN CANTEEN FACILITIES) WITH SPECIAL
REFERENCE TO TAJ COROMANDEL””
By
C.R. DAVID RAJ
(REG.NO.12309631009)
GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY
A PROJECT REPORTSubmitted to the
DEPARTMENT OF MANAGEMENT STUDIES
In partial fulfillment of the requirements
for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION IN
HUMAN RESOURCE MANAGEMENT
ANNA UNIVERSITYCHENNAI - 600 025
June 2010
1
ABSTRACT
The study was made at “Taj Coromandel” under the topic of “Employee Welfare
Measure (On Major Specification in Canteen facilities) With Special Reference to
“Taj Coromandel” Chennai.
The Scope of the study is to Understanding some of the initiatives that are included
under the facilities in the Associate Restaurant and to analyze whether the company
understands more on the drawbacks of the current satisfaction level of the employee’s
and also finding out the requirements of the employees too and make changes in it.
The objective of the study is to identify the critical improvements on the Current
Services offering in the Associate Restaurant that will have the greatest impact on
Employee Satisfaction.
It also helps in finding out the requirements and factors needs to satisfied the
employees and achieve best standards.
The type of research design used in this research is descriptive in nature and the
required data is been generated using a research instrument called the Questionnaire,
distributing to the sample size of 100 employee out of 620 employees with the simple
random sampling.
The collected data is been analyzed using the various statistical tools like Chi-
Square ,and graphical method .And after analyzing the data the general and specific
findings are soughed out through interpretation , suggestions and recommendations
are formulated from the summary of findings.
This study reveals that overall satisfying factors given by the organization is made
comfortable and better in conditions.
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Objective of the Study:
Title:
Employee Welfare Measure (On Major Specification in Canteen facilities) With Special
Reference to “Taj Coromandel”.
Primary Objective:
Identify the critical improvements to the Current Services offering in the Associate
Restaurant that will have the greatest impact on Employee Satisfaction.
Secondary objective:
Understanding some of the initiatives that are included under the facilities in the
Associate Restaurant.
To help Organization to understand the satisfaction level of Internal Customer’s, who
uses the staff Cafeteria and to develop an aesthetic environment with regard to Food
Hygiene practices.
To come with suggestions and to appreciate the nature of the Employee Welfare
in the Organization.
Understanding the Role of Management in Welfare activities.
3
Need for the Study:
Through this study the hotel can know the hindrances of the current internal customers with
regards to the performance of the staff cafeteria.
The hotel also takes the opportunity to identify those factors, which may be responsible for
the satisfaction of internal customers in using the staff cafeteria.
The internal customers at least will have the confidence that the cafeteria kitchen and food
service area are operating to optimum hygiene standards. This can only be achieved through
careful management of food safety and hygiene procedures. This study will help in bringing
out changes in current food safety practices.
The study paws a way to implement a new strategy which can improve the satisfaction
level to some external. This study will benefit the hotel by satisfying the internal customer’s
and improve domestic food hygiene. This study is carried out to trace out the most
influencing factors at internal customer satisfaction, whom use the staff cafeteria.
4
Review of literature:
Review of literature has always been very imminent for any research work, be it a
purposive study or an abstract study. For my Study also, this Literature Review helped me a
lot in forming a base or a background for my work.
In the recent literature on workplace innovations, two competing views stand out.
One strand of literature emphasizes positive outcomes for employees in the form of increased
discretion, improved job security, and enhanced job satisfaction. In turn, critics argue that
workplace innovations lead to increased job intensity and mental strain, and compromise job
security. We address these issues by using a representative data set on individual employees
from Finland. Our results indicate that workplace innovations are mainly associated with
beneficial outcomes for employees. They are consistent with the view that institutional
features of the Finnish labor market may mediate the outcomes
Various literary works like “The Assessment of Motivation in the Saint Paul hotel
employee”, Communicating Food Born Disease Risk”,” Food Stamp Nutrition Education”.
Related to the topic were analyzed to find out the ways and means, the limitations binding
the study. And the proceedings with the topic; reports like “Food and Duty Administration”.
“TEC Boom burns Communications concept testing Safe Food Handling, America
attitudes and Behavior”.
“Food Safety Survey; summary of major trends in food handling practices and
consumption of Potentially Risky Foods” helped me in giving a broader view about the
subject.
Group Studies focusing “Food Safety” gave an idea in staffing the platform for finding.
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Nick John and Ray Pine review the literature relating to consumer studies in foodservice, an
under-represented area in terms of review papers. It is organized into four sections, discussing
survey work, experimental studies, and investigations relating to economics and geography, and
sociological and anthropological research. Many of these articles have been published outside
the usual hospitality management journals. The review examines the scope of this research,
identifying areas of commonality within it, as well as gaps and weaknesses in the body of
knowledge on consumer behaviors in the food service industry.
The workplace is an important setting for health promotion and provides an ideal
opportunity for shaping healthy eating patterns in occupational groups for whom inequalities
have been identified (DHSS, 1980). Workplace food/health policies provide an intermediate and
pragmatic step towards achieving the dietary targets set out in the Government's white paper
Health of the Nation and the most recent COMA report (DoH, 1991, 1992).
Food/health policies have been widely adopted in the NHS (Gibson & Kallevik, 1990)
and preliminary research suggests that they are an effective means of intervention (Wallis &
Poulter, 1988; Frost et al., 1991). Industry has been slower to link food and health promotion to a
policy making process. Surveys imply that action on healthy eating in companies often originates
in the occupational health department and is based on individualistic approaches with little
energy being put into preventive activities which would originate in the canteen (Mclnerney &
Cooper, 1989; Poulter, 1990).Policies provide a means of balancing the environmental and
educational paradigms of health promotion. If food/health policies are to grow in the private
sector then industry has to be convinced that the benefits justify the costs. Some philanthropic
employers are motivated by interests other than financial gain, but others are commercially led.
There is little hard evidence to demonstrate that any type of employer-sponsored healthy eating
initiative provides a favorable return for investment. It has been 'guesstimates' and extrapolation
from other situations which have provided the justification for UK companies to allocate any
resources towards addressing food/health issues.
In April 1990 the National Grid Company adopted a comprehensive food/health policy.
This paper draws on the experiences in developing and implementing the policy document to
discuss the issues around evaluative activity in a commercial setting. Views are expressed on the
feasibility of measurement and the value of the information collected.
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One aim of the future should be to research this under-examined area to establish a solid body of
information. This would raise the level of debate from one which is currently based on anecdotal
evidence to a sounder scientific footing and, therefore, ensure the future growth of such policies
in the corporate sector.
All the more, there literary works gave me a perfects platform to start with the topic, the
gaps I need to fill and the ways and means of handling the subject.
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ACKNOWLEGEMENT
I would like to express my sincere thanks to our Chairman Dr G.NATARAJAN, Ph.D., our
member of Secretary Thiru. E.BABU, M.A., D.B.M (Industrialist) and
Our Director Prof. J. RAJAGOPALAN, M.Sc., M.Phil, M.I.S.T.E. GOJAN SCHOOL OF
BUSINESS AND TECHNOLOGY Edapalayam, Chennai – 600 052. For their whole hearted
and kind co-operation.
A special thanks to our Principal Prof. S. SUNDARAJAN, GOJAN SCHOOL OF BUSINESS
AND TECHNOLOGY Edapalayam, Chennai – 600 052. For giving me the opportunity to do
this project work.
I wish to express my deep sense of gratitude and indebtedness to our Head of the Department
and my faculty guide Prof. NEENA RAO, MBA, (Ph.D.,)Prof. NEENA RAO, MBA, (Ph.D.,). Department of Management Studies,
GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY Edapalayam, Chennai – 600 052. For
granting me permission to carry out this project.
I thank our faculty member, of the Department of Management Studies, GOJAN SCHOOL OF
BUSINESS AND TECHNOLOGY, Edapalayam, Chennai for his/her encouragement and
valuable guidance provided for the successful completion of this project.
My special thanks to Ms. RESHMA JACOB Executive (HR) TAJ COROMANDEL and other
staff members of the organization who spent their precious time in explaining to me the activities
and functions of various HR information.
Finally, it is my foremost duty to express my gratitude to my parents and friends for their moral
support and encouragement without which it could not be a complete one
C.R.DAVID RAJ
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DECLARATION
C.R.DAVID RAJ (Regd.no: 12309631009) bonafide student of GOJAN SCHOOL OF
BUSINESS AND TECHNOLOGY, EDAPALAYAM, would like to declare that the
project entitled “A STUDY ON EMPLOYEE WELFARE MEASURE (ON MAJOR
SPECIFICATION IN CANTEEN FACILITIES) WITH SPECIAL REFERENCE TO TAJ
COROMANDEL ” carried out for the partial fulfillment of M.B.A degree course of ANNA
UNIVERSITY is my original work.
Place: Chennai
Date: C.R.DAVID RAJ
9
TABLE OF CONTENTS:
CHAPTERS CONTENTSPAGE
NO.
CHAPTER 1 DEVELOPMENT OF THE MAIN THEME
2.1 NEED FOR THE STUDY 5
2.2 OBJECTIVES OF THE STUDY 4
2.5 REVIEW OF LITERATURE 6
CHAPTER 2 INTRODUCTION
1.1 INTRODUCTION 13
1.2 INDUSTRY PROFILE 20
1.3 COMPANY PROFILE 23
1.4 SERVICE PROFILE 25
CHAPTER 3ANALYSIS, INTERPRETATION AND
CONCLUSION
3.2 ANALYSIS AND INTERPRETATION 30
3.4 SUGGESSTIONS 42
3.5 CONCLUSION 42
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LIST OF TABLES & CHARTS
S.NO PARTICULARS PG.NO
1Table Showing the opinion of Respondents on Taste and Quality of
Food Kalpavriksha 31,32
2Table showing the opinion of Respondents on the Present Menu in
Kalpavriksha33
3Table Showing the opinion of Respondents on Usage of Oil in
Kalpavriksha34
4Table Showing the opinion of Respondents on the Quality of Service in
Kalpavriksha35
5Table Showing the opinion of Respondents on the Facilities provided in
Kalpavriksha36
6Table Showing the opinion of Respondents on Cleanliness &
Maintenance in Kalpavriksha37
7Table Showing the opinion of Respondents on Price rise in Food in
Kalpavriksha38
8Table Showing the opinion of Respondents on Ambience of
Kalpavriksha 39
9Table Showing the opinion of Respondents on Vending machine for
Coffee & Tea in Kalpavriksha40
10Table Showing the Opinion of Respondents on specific item to be
included in Daily Menu 41
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“Employee welfare Measures”
Introduction:
As an employer there are implicit responsibilities that may not be covered by
employment legislation nor referred to in the contract of employment, but nevertheless are
necessary to support the employee/employer relationship and ensure the “Welfare” of the
employee. The most important is the payment of wages and organization of payroll, including
any pension scheme. Information on how to meet these responsibilities is readily available as
these involve government departments and are mainly administrative. Other implied
responsibilities relate to “good employer” objectives such as employee involvement and
motivation. These require careful consideration and in some cases written policies, for example
appraisals and training.
Concept of Employee Welfare Measures:
Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the morale and
motivation of the employees high so as to retain the employees for longer duration.
The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for their workers and their families. Labor welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries.
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Employee welfare has the following objectives:
1. To provide better life and health to the workers
2. To make the workers happy and satisfied
3. To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The basic features of Employee welfare measures are as follows:
1. Labor welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
2. Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining
3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added
to the existing ones from time to time.
4. Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
5. The purpose of labor welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
13
The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labor force for the organization. The purpose of providing such facilities is to make their
work life better and also to raise their standard of living. The important benefits of welfare
measures can be summarized as follows:
They provide better physical and mental health to workers and thus promote a healthy
work environment
Facilities like housing schemes, medical benefits, and education and recreation facilities
for workers’ families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labors as substance, abuse, etc are reduced to a
Greater extent by the welfare policies.
Types of Employee welfare measures:
14
Organizations provide welfare facilities to their employees to keep their motivation
levels high. The employee welfare schemes can be classified into two categories viz. statutory
and non-statutory welfare schemes.
The statutory schemes are those schemes that are compulsory to provide by an
organization as compliance to the laws governing employee health and safety. These include
provisions provided in industrial acts like Factories Act 1948, Dock Workers Act (safety, health
and welfare) 1986, Mines Act 1962.
The non statutory schemes differ from organization to organization and from industry
to industry.
STATUTORY WELFARE MESEAURE
The statutory welfare schemes include the following provisions:
1. Drinking Water: At all the working places safe hygienic drinking water should be
provided.
2. Facilities for sitting: In every organization, especially factories, suitable seating
arrangements are to be provided.
3. First aid appliances: First aid appliances are to be provided and should be readily
assessable so that in case of any minor accident initial medication can be provided to the
needed employee.
4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in
the office and factory premises and are also to be maintained in a neat and clean
condition.
5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to
provide hygienic and nutritious food to the employees.
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6. Spittoons: In every work place, such as ware houses, store places, in the dock area and
office premises spittoons are to be provided in convenient places and some are to be
maintained in a hygienic condition.
7. Lighting: Proper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.
8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and
tap on the stand pipe are provided in the port area in the vicinity of the work places.
9. Changing rooms: Adequate changing rooms are to be provided for workers to change
their cloth in the factory area and office premises. Adequate lockers are also provided to
the workers to keep their clothes and belongings.
10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions
of water supply, wash basins, toilets, bathrooms, etc.
NON-STATUTORY SCHEMES
Many non statutory welfare schemes may include the following schemes:
1. Personal Health Care (Regular medical check-ups): Some of the companies provide
the facility for extensive health check-up
2. Flexi-time: The main objective of the flextime policy is to provide opportunity to
employees to work with flexible working schedules. Flexible work schedules are initiated
by employees and approved by management to meet business commitments while
supporting employee personal life needs
3. Employee Assistance Programs: Various assistant programs are arranged like external
counseling service so that employees or members of their immediate family can get
counseling on various matters.
4. Harassment Policy: To protect an employee from harassments of any kind, guidelines
are provided for proper action and also for protecting the aggrieved employee.
5. Maternity & Adoption Leave – Employees can avail maternity or adoption leaves.
Paternity leave policies have also been introduced by various companies.
6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance
coverage of employees for expenses related to hospitalization due to illness, disease or
injury or pregnancy.
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7. Employee Referral Scheme: In several companies employee referral scheme is
implemented to encourage employees to refer friends and relatives for employment in the
organization.
Employee welfare Funds:
Labor welfare refers to all the facilities provided to labor in order to improve their
working conditions, provide social security and raise their standard of living. Majority of labor
force in India is working in unorganized sector. In order to provide social security to such
workers, Government has introduced Labor Welfare Fund to ensure assistance to unorganized
labors. Five different welfare funds, which are governed by different legislations, are
administered by Ministry of Labor. The purpose of these welfare funds is to provide housing,
medical care, educational and recreational facilities to workers employed in beedi industry and
non-coal mines and cine workers.
The five legislations governing welfare funds are as follows:
The Mica Mines Labor Welfare Fund Act, 1946
The Limestone and Dolomite Mines Labor Welfare Fund Act, 1972 The Iron Ore, Manganese Ore and Chrome Ore Mines Labor Welfare Fund Act, 1976 The Cine Workers’ Welfare Fund Act, 1981
Schemes under welfare funds provide assistance with respective to the following:
Public health and sanitation
Housing Recreational (including standard of living)
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Social security Educational facilities Water supply Transportation Medical facilities (prevention of diseases) Social security
o Group Insurance Schemes for Beedi and Cine workerso Social Security under Mine Workers Welfare Fund.
INDUSTRY PROFILE:
History of Industry:
The hotel industry is a mature industry marked by intense competition. Market share increases
typically comes at a competitor’s expense. Industry-wide, most growth occurs in the
international, rather than the domestic, arena.
Common American hotel classifications are as follows:
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Commercial Hotels cater mainly to business clients and usually offer room service, coffee-shop,
dining room, cocktail lounge, laundry and valet service as well as access to computers and fax
services.
Airport Hotels are located near airports and are a conveniently located to provide any level of
service from just a clean room to room service and they may provide bus or limousine service to
the air lines.
Conference Centers are designed to specifically provide meeting space from groups; they
provide all services and equipment necessary to handle conventions.
Economy Hotels provide a limited service and are known for clean rooms at low prices meeting
just the basic needs of travelers.
Suite or All-Suite Hotels are hotels which offer spacious layout and design. Business people
like the setting which provides space to work and entertain separate from the bedroom.
Residential Hotels used to be very popular. The typical residential hotel offers long term
accommodations.
Casino Hotels are often quite luxurious. Their main purpose is in support of the gambling
operation. Casino hotels often offer top name entertainment and excellent restaurants.
Resort Hotels are the planned destination of guests, usually vacationers. This is because resorts
are located at the ocean or in the mountains away from inner cities. Resort hotels may offer any
form of entertainment to keep their guests happy and busy.
A summary of key events in the history of the industry would include the following:
While the practice of renting space to travelers stretches back to antiquity, what could be
considered the modern concept of a hotel derives from 1794, when the City Hotel opened in New
York City. While the practice of renting space was not new, the City Hotel was purported to be
19
the first building devoted exclusively to hotel operations. For its time, the building was quite
large and possessed 73 rooms. Similar operations soon appeared in such nearby cities as
Baltimore, Boston and Philadelphia.
Interestingly, New York City’s first skyscraper was a hotel - the six story Adelphi Hotel.
Hotels took a distinct step up in style and class when the Tremont House opened in Boston in
1829. This hotel was considered by many to be the beginning of what was regarded as first class
service. With 170 rooms, the Tremont House was a large facility. In addition, the hotel offered
features which, for the time, were amazing. Private single and double rooms were available,
which offered not only privacy, but also security. In addition to water pitchers and a washing
bowl, free soap was provided in each room. The Tremont House offered French cuisine and,
reportedly, was the first hotel to have a Bellboy.
In 1908, the Buffalo Statler opened, marking the beginning of the modern commercial hotel era.
Many services now considered standard were introduced by the Statler, including such amenities
as a light switch next to the door, private bathe, ice water and a morning newspaper. The Statler
set the standard of the day by being clean, comfortable and affordable. The Statler served as the
pattern for hotel design and operation for many years.
In the 1920’s, hotel building entered a boom phase and many famous hotels were opened,
including the Waldorf Astoria, New York’s Hotel Pennsylvania, and the Chicago Hilton and
Towers, which was originally named the Stevens.
Motels began to replace roadside cabins as use of the automobile spread throughout society.
Offering clean rooms with adjacent parking, motels enjoyed great popularity
In the 1950’s and 1960’s, the practice of franchising appeared within the industry. Franchising
enabled entrepreneurs to expand their operations without the use of substantial capital.
For much of their history, hotels were owned and operated by individuals. However, as
franchises and chains began to appear, individually owned hotels found themselves increasingly
at a competitive disadvantage. By the 1960’s, independent prospects began to improve as the
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result referral organizations such as Quality Courts, Best Western, Master Host and Best
Eastern.
From the 1980’s forward, mergers and acquisitions became common within the industry, and
brands become hotly traded commodities.
Recently, use of management companies has entered the mainstream. As a result, many chains
are more involved in management than in ownership. These chains realize a much more
predictable and steady income stream than had normally been yielded by ownership.
COMPANY PROFILE
THE HISTORY of TAJ COROMANDEL
Mr. D.S. Reddy, our former Managing Director was then the Executive Director of German
Telerad, a company based at Germany, when he met Mr. A B Kerkar, ex-Chairman and
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Managing Director. This was the precursor to a series of meetings between the two that finally
took shape as the Taj Coromandel in Chennai.
It was decided that Mr D.S. Reddy’s bungalow ‘Chipstead’ on Nungambakkam High Road
would be the ideal place for such a World Class Five Star Hotel. Work started on this Hotel in
the early months of 1971 and by April 14th 1974, the Hotel was set to open.
The name ‘Taj Coromandel’ itself has a fascinating story behind it. One reason why the hotel is
named so, is because it is situated on the Coromandel Coast. The other reason is that it is named
after the Coromandel tree (‘Kalpavriksha in Sanskrit). According to mythology, this
Coromandel tree has the power to grant any wish, to a person who is under its shade. It was
decided that this would have a metaphorical reference to any guest who visits the Hotel, granting
anything the guest wished for during his stay.
A lot of people have also wondered about the marble façade of Taj Coromandel and its
significance. Why should any hotel spend so much on a marble façade? The truth actually, as
very few people have noticed, is that a ‘Coromandel’ tree has been engraved into this marble.
One must see very minutely to note such subtle significance. It was to facilitate this sculpture
that the hotel was given a marble façade.
It has taken all of 26 years for the Taj Coromandel to achieve the status, where sister Hotels
within the group and even rivals, look upon the Taj Coromandel for its service standards.
Taj Coromandel has time and again found itself as one of the 300 Best Business Hotels in the
World, and has been recognised as South India’s finest Hotel. It is also a member of the
prestigious association ‘Leading Hotels of the World’. But, the Management is not resting on
laurels as yet. A large sum of money is being put into a thorough renovation and refurbishment
project.
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So, here’s looking forward to a new look Taj Coromandel with typical old world
hospitality, warmth and values!
SUMMARIZED FACT FILE
Date of opening - 14th April 1974
Location - 37, Mahatma Gandhi Road
Chennai - 600034
It is 12 kilometers from the airport and a 5-minute drive from Mount Road, the commercial
hub of the city.
Telephone No. - (044) 6600 2827
Fax No. - (044) 6600 2089/98
Email [email protected]
FACILITIES PROVIDED
ROOMS
No of rooms - 213
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Categories of rooms - Superior Rooms- Luxury Rooms
- Taj Club Rooms
- Executive suites
- Luxury Suites
- Grand Luxury Suites
- Royal Suite
- Presidential Suite
ROOM RATES
CATEGORY OF ROOM RATE (Excluding Tax)
(No. Of Rooms) INDIAN (Rs.)
SGL DBL
Superior Room 12000 13500
Luxury Room 15500 17000
Taj Club Room 18500 20000
Executive Suite 25000 25000
Luxury Suite 35000 35000
Grand Luxury Suite 40000 40000
Royal Suite 55000 55000
Presidential Suite 80000 80000
Tax = 12.5 % on actuals.
The rate of the Taj Club Rooms and Suites include complimentary
Airport transfer in a Mercedes
Breakfast in the club floor lounge
Cocktails in the evening
Tea/Coffee throughout the day
Ironing of clothes
24 hr. valet service
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FOOD AND BEVERAGE SERVICES:
Restaurants - Southern Spice- Anise - Coffee Shop
- In Room Dining - Fort St. George Bar
- Lobby Lounge
- La Patisserie
Banquet Halls - Ballroom- Hastings
- Willingdon
- Clive
- Dupleix
- Senate
- Boardroom
- Poolside is also given for lunch/ dinner
SOUTHERN SPICE Cuisine - South Indian
Location - Lobby Level
Hours of Operation - 1230 - 1000 (Lunch), 1900 - 0000 (Dinner)
Number of Covers - 96
Decor - Mysore Palace
Year of Opening - 1996
Specialty dishes - Kozhi Mellagu Curry, Alleppey Fish Curry, Makka Cholam
Keerai Masial, Pachakari Stew
A fortuneteller using a parrot sits here. There is also live classical music and dance.
Prego
Cuisine - Italian Fine Dining
Location - Lower Lobby Level
Hours of Operation - 1230 - 1000 (Lunch), 1930 - 2330 (Dinner)
Number of Covers - 5625
Décor - Enoteca ( Wine Cellar), artifacts from Italy
Year of Opening - November 29th, 2007
Specialty dishes - Steamed Sea Bass, Fourcorn Pepper Steak
Pan Seared Foie Gras
Anise Cuisine - International
Location - Lobby Level
Hours of Operation - 24 hours
Number of Covers - 100
Décor - Trendy
Year of Opening - August 2008, after renovation
IN ROOM DINING
It is available 24 hours for resident guests. A room service menu is kept in each room for guests
to order from. The dishes include Indian, Chinese and Continental items with separate menus for
Breakfast, Lunch, Dinner and snacks.
BANQUETSThe banqueting facilities include six halls of different sizes and capacities, which are available
for hire by guests for a variety of functions ranging from conferences to marriages to cocktail
parties, etc. Different menus are also available for the guest to choose dishes from.
The price charged depends on the hall, the menu and the number of guests. Service style can
vary from a buffet to a sit down table service. Audio - Visual equipment is also available for
hire.
LA PATISSERIEThis is the bakery and confectionery outlet located on the lower lobby level. It is open from
10.00 A.M. to 09.00 P.M. The items sold include an assortment of breads, pastries, cakes, tarts
and pies, puffs and chocolates. A discount of 50% is offered to employees on selected items.
26
LOBBY LOUNGE
Located on the lobby level, it is a place where tea / coffee and snacks are served to guests. 23
blends of teas from Assam, Darjeeling, Nilgiris and snack items like pastries, sandwiches, and
fruit juices are available. It can seat about 65 persons. It also has a Barista outlet which serves
Coffee.
FORT ST. GEORGE BARIt is located on the lobby level and has a seating capacity of 55. It is open from 1100 Hrs to
midnight. Assortments of Indian and Foreign alcoholic beverages are available. Its décor is in the
lines of a British Club.
OTHER FACILITIES
Laundry, Business Center, Travel Desk, Currency Exchange, Khazana, Book Shop, Fitness
Center, Beauty Parlor / Barber Shop, Arrangements made for Golf and Tennis
TRAVEL DESK
The travel desk is situated at the upper lobby level. It is operated by TSL Ltd. The primary
function of the travel desk is to organize transportation facility for the guests. It also arranges for
city tours and air and train tickets. It is open 24 hrs.
KHAZANA
On renovation
FABRIC CARE
An in-house laundry is present in the hotel. Laundry facilities like washing, dry - cleaning,
ironing are available to residential guests. The laundry personnel collect the clothes that need to
be laundered from the guestroom and return them before 6 P.M.
A unique feature of the laundry is the minimal quantity of bleach and detergents used for the
wash. A strict control on the temperature of water and time of wash ensures that no compromise
is made on the quality of the cleaning. Employees uniforms, restaurant and room linen are also
laundered. Employees are not permitted to give personal clothes for laundry.
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BUSINESS CENTRE
The Business centre provides guests with facilities that include word processing, photocopying,
and translation, sending of faxes, telexes, telegrams, and couriers. Computers, laptops, TV/VCR,
various types of stationery are available for hire or purchase as the case may be. Three halls are
part of the business centre that can be hired on an hourly basis. The halls are the Boardroom,
with a seating capacity of 8, the Conference Room with a seating capacity of 5 and the Office
Room with a seating capacity of 3. The business centre is open 24 hrs.
IMAGE STUDIO - FITNESS CENTRE / BEAUTY PARLOUR / BARBER SHOP
They are located on the lower lobby level. The fitness centre is open only for Residents. The
equipment in the fitness centre includes a multi-gym, tread mill with visual monitors, free
weights, steam bath and sauna. The kerala massage is a specialty. Other services like waxing,
facials, make up, hair do, etc are available at the beauty parlour and the barbershop.
TIMINGS
Gymnasium : 24 hour
Ladies Health club : 7 am to 8 pm
Gents health club : 6am to 9 pm
Beauty parlour : 9 am to 8 pm
Barber shop (saloon) : 8 am to 9 pm
Swimming pool : 6 am to 9 pm
Massage facility : 7 am to 8 pm
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ANALYSISAND
INTERPRETATION
OF ALL 10 QUESTIONS
Following are the questions:
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Besides this, importance should be given to all employees taste mainly who doesn’t belong to
southern region. They have lot of issues when it comes to food.
Those who have filled have lot of expectations that, there would be changes in the new
ASSOCIATE RESTAURANT.
We have explained each and every question along with the interpretation.
1) I am satisfied with the taste and quality of food in Associate Restaurant? (Kalpavriksha)
Table 1
Strongly agree 59
agree 28
Neither agree nor disagree 10
Disagree 3
Strongly disagree 0
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Interpretation
From the above statement it is inferred that taste, quality, texture and aroma of the food plays
crucial role, when it comes to food habits of the employee’s, and by being an origin of
hospitality industry too, the organization should also ensuring its standards in quality and taste of
food. In the pie chart we can inferred that majority of the employees are agreeing to the question
that they are satisfied with the taste and quality of the food in Associate Restaurant.32% i.e. 28
employees have agreed to it, which means that there is little scope of improvement. 60% i.e. 59
employees have strongly agreed to the question. Out of 100 employees 59 employees i.e. more
than 50% are satisfied with the taste and quality of food. Most of the employees are satisfied
because as we have majority of the employees from southern region, who are satisfied having
rice,sambhar and rasam daily but at the other side of it 8 % i.e. 10 employees have neither agreed
nor disagreed and 0% employees strongly disagree with the taste and quality of the food
provided to them. Employees, who have marked disagree are mainly not comfortable with the
taste of the food more than quality. They think its menu is quite repeatative.Statements like “We
have got bored with the taste of the food” was commonly used. That is why some employees are
not happy with the selection of menu.
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2. I am happy with the present menu served in the Associate Restaurant? (Kalpavriksha)
Table 2
Agree25
Neither agree nor disagree 11
Disagree 6
Strongly disagree 5
Interpretation
The perfect compiling of the menu by the chef satisfies employees at the extreme level.
In the pie chart we can inferred that, majority of the employees i.e. 32% are satisfied with the
selection of menu and 62% i.e. 53employees strongly agree to it.
But at the same time 18% i.e. 25 employees disagree to it and 10% strongly disagree. It majorly
comprises of the employees, who are not very comfortable with the taste of the food. According
to them ,menu must comprise of south Indian items as well as north Indian items ,so that one can
have according to their wish. Mainly breakfast menu dissatisfies employees. Besides bread, jam
and other south Indian items, they want some other items to be added like paratha, poha and
sandwich etc
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Strongly agree 53
3) I feel that the usage of oil in the food is in the right proportion & taste
Table 3
Strongly agree 50
agree 30
Neither agree nor disagree 10
Disagree 5
Strongly disagree 5
Interpretation
Having the discussion with the staff regarding the usage of oil in the food in the Associate
Restaurant majorly 50% employees strongly agree and 30% respondents quite agree with the
usage of oil in the food items.
But at the same time 2% i.e. 5 employees out of 100 employees strongly disagree to it. Because,
there are few items like papad, egg curry and other fried items, where oil is not used in the right
proportion. Apart from taste excessive usage of oil is considered unhealthy.
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OPINION ON USAGE OF OIL
4) I am satisfied with the overall quality of service in the Associate Restaurant (Kalpavriksha)
Table 4
Agree 45
Strongly agree 34
Neither agree nor disagree 11
Disagree 3
Strongly disagree 7
Interpretation
In the pie chart we can see that equal number of 34 respondents i.e.28% have agreed and
strongly agreed with the quality of service in cafeteria At the same time 48% i.e. 32 employees
strongly disagree to it and 5% i.e. 10 employees disagree.
When asked they stated that at the closing time mint (mouth freshener) and bananas get finished.
5) I am satisfied with the facilities provide in the Associate Restaurant (e.g. TV, AC)
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OPINION ON QUALITY OF SERVICE
Table 5
Agree 48
Strongly agree 22
Neither agree nor disagree 18
Disagree 6
Strongly disagree 6
Interpretation
From the pie chart 26% i.e.22 employees strongly agree with the facilities (TV, AC) provided in
the cafeteria.32% i.e. 48 employees agree to it. According to them, it’s a good option for
recreation.
Here 10% i.e. 18 employees neither agreed nor disagreed to the question.
Whereas 5% i.e. 6 employees disagreed as according to them T.V. would make lot of noise and
they wish to have food in silence. Some even gave a suggestion that TV should better to be there
in the Recreation Room than in Associate Restaurant.
6) I am satisfied with the cleanliness and maintenance of the Associate Restaurant (Kalpavriksha)
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OPINION ON THE FACILITIES PROVIDED
Table 6
Agree 50
Strongly agree 20
Neither agree nor disagree 28
Disagree 10
Strongly disagree 5
Interpretation
We can see that majority of the employees strongly agree with the upkeep of crockeries and
cutleries in the cafeteria i.e. 50% employees strongly agree and agree. As cutleries are kept in hot
water to maintain them hygienically.
But 8% i.e. 10 employees disagreed to the question. They said that after washing plates they are
not wiped off properly. And 6% i.e. 5 employees strongly disagree to the question. Besides this
18% i.e. 28 employees neither agree nor disagree with the cleanliness and maintenance of
crockeries and cutleries used in cafeteria.
7) Keeping price rise of all commodities in mind if the price is increased to
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OPINION ON CLEANLINESS & MAINTENANCE
Veg – RS 5/- & Non-veg – RS 10/- will it be satisfying?
Table 7
Agree 10
Strongly agree 24
Neither agree nor disagree 10
Disagree 30
Strongly disagree 35
Interpretation
From the above chart infers that nearly 10 respondents out of 100 strongly agree with the idea
Besides this only 30% of the respondents disagree with the statement.
8) How do you feel about the ambience of the new associate restaurant (Kalpavriksha)?
Table 8
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OPINION ON PRICE RISE IN FOOD
Agree 53
Strongly agree 24
Neither agree nor disagree 12Disagree 5
Strongly disagree 6
Interpretation
as this is the new associate restaurant the ambience is up to the state-of-the-art and it has satisfied more than 50 % of the respondents which gives a pleasant mind set to have the food and chairs and tables are also comfortable to sit and have the food.
9) Would you like to have a vending machine for coffee and tea in the associate Restaurant (Kalpavriksha)?
Table 9
38
OPINION ON AMBIENCE OF KALPAVRIKSHA
Agree 44
Strongly agree 35
Neither agree nor disagree 10
Disagree 4
Strongly disagree 7
Interpretation
As working for hotel industry is quite a fatigue because working day and night for customer is
prime importance. As we can see in the pie chart that 38% i.e. 35 associates strongly agree that
there should be vending machine for tea and coffee .Besides this 42% i.e. 44 associates just agree
to this.
To keep them fresh and energized there must be vending machine of tea and coffee for
employees, It’s mainly strongly agreed by those who work at night shifts also that is front office,
security and F & B department. At the same time 9% associates neither agree nor disagree to
it.10% associates disagree and 9% strongly disagree to the question.
Those who disagree mainly don’t have tea or coffee or they don’t have work at night shifts.
10) Would you like any specific two item to be regularly included in the daily menu?
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OPINION ON VENDING MACHINE FOR COFFEE & TEA
Table 16
Chapatti / Rice 20
Salads / Greens 32
Fruits / Cut fruits 15
Ice-cream / Sweets 28
Butter milk / Juice 10
As we see in the above graph that employees want chapattis to be given daily.From the
observation also we saw that when chapatti is preffered more than rice
According to them BANANA should not be given everyday.
Salads are also highly demanded.
Ice cream to be served once a week.
Dal should be given every alternate day with rice instead of sambhar.
48 out of 100 said that they are satisfied with the menu.
Important suggetions that should be considered
Serving spoon size should be reduced as people take more initially and thus lot of 40
OPINION ON SPECIFIC ITEM TO BE INCLUDED IN DAILY MENU
wastage is there.
North indian employees taste and preference should be taken into consideration
Usage of oil in food items should be reduced
At breakfast more items should be added besides bread jam and other south indian dishes.
Instead of giving buttermilk everyday lassi or other drink can also be kept once a week.
Banana should be substituted with any other fruit e.g.apple, pears etc
Cafeteria staff should make sure that all food items have to be available till the closing
time.
Besides this many employees had given good comments about the service of cafeteria.They even
said that they are satisfied with what they are being served.
SOME OTHER SUGGESTIONS GIVEN BY EMPLOYEES
Juices or soft drinks to be given once a week Veg puffs in tea time Training to be given to cafeteria cooks Focus to be there on diet food Menu is same for a very long time(different recipes to be added) Aqua guard to be there Reduce non vegetarian items Sprout and curd everyday Tandoori items should be given at night Tea timings should be increased More Food Festivals
CONCLUSION
After the analysis we would like to conclude that the new associate restaurant is well in
performance and the management has taken in correct initiative on welfare of the associates in
the organization.
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