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Human Resource Management is a management function concerned with hiring,

motivating, and maintaining workforce in an organisation. Human resource management
deals with issues related to employees such as hiring, training, development, compensation,
motivation, communication, and administration. Human resource management ensures
satisfaction of employees and maximum contribution of employees to the achievement of
organisational objectives.

Definition:

According to Armstrong (1997), Human Resource Management can be defined as “A

strategic approach to acquiring, developing, managing, motivating and gaining the
commitment of the organisation’s key resource – the people who work in and for it.”

Evolution of HRM

The evolution of the concept of Human Resource Management is presented below

1. Period before industrial revolution – The society was primarily an agriculture

economy with limited production. Number of specialized crafts was limited and was
usually carried out within a village or community with apprentices assisting the
master craftsmen. Communication channel were limited.

2. Period of industrial revolution (1750 to 1850) – Industrial revolution marked the

conversion of economy from agriculture based to industry based. Modernization and
increased means if communication gave way to industrial setup. A department was set
up to look into workers’ wages, welfare and other related issues. This led to
emergence of personnel management with the major task as

 Worker’s wages and salaries

 Worker’s record maintenance

 Worker’s housing facilities and health care

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An important event in industrial revolution was growth of Labour Union (1790) – The
works working in the industries or factories were subjected to long working hours and
very less wages. With growing unrest, workers across the world started protest and
this led to the establishment of Labour unions. To deal with labour issues at one end
and management at the other Personnel Management department had to be capable of
politics and diplomacy, thus the industrial relation department emerged.

3. Post Industrial revolution – The term Human Resource Management saw a major
evolution after 1850. Various studies were released and many experiments were
conducted during this period which gave HRM altogether a new meaning and
importance.

A brief overview of major theories release during this period is presented below

Frederick W. Taylor gave principles of scientific management (1857 o 1911) led to the
evolution of scientific human resource management approach which was involved in

 Worker’s training

 Maintaining wage uniformity

 Focus on attaining better productivity.

Hawthorne studies, conducted by Elton Mayo & Fritz Roethlisberger (1927 to 1940). –
Observations and findings of Hawthorne experiment shifted the focus of Human resource
from increasing worker’s productivity to increasing worker’s efficiency through greater work
satisfaction.

Douglas McGregor Theory X and Theory Y (1960) and Abraham Maslow’s Hierarchy
of needs ( 1954) – These studies and observations led to the transition from the administrative
and passive Personnel Management approach to a more dynamic Human Resource
Management approach which considered workers as a valuable resource.

As a result of these principles and studies, Human resource management became

increasingly line management function, linked to core business operations. Some of the major
activities of HR department are listed as-

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 Recruitment and selection of skilled workforce.

 Motivation and employee benefits

 Training and development of workforce

 Performance related salaries and appraisals.

Strategic Human Resource Management Approach - With increase in technology and

knowledge base industries and as a result of global competition, Human Resource
Management is assuming more critical role today. Its major accomplishment is aligning
individual goals and objectives with corporate goals and objectives. Strategic HRM focuses
on actions that differentiate the organization from its competitors and aims to make long term
impact on the success of organization.

Objectives of HRM

1. Organizational Objectives - HRM is a means to achieve efficiency and

effectiveness. It serves other functional areas, so as to help them to attain efficiency in
their operations and attainment of goals to attain efficiency. Acquiring right man for
the right job at right time in right quantity, developing through right kind of training,
utilizing the selected workforce, and maintaining the workforce is the organizational
objectives of HRM. Succession planning is an important issue to be taken up as a
contemporary organizational objective.

2. Functional Objectives - HRM performs so many functions for other departments.

However, it must see that the facilitation should not cost more than the benefit
rendered.

3. Personal Objectives - In today’s world there is shortage of requisite talent.

Employees are encouraged by competitive firms to change the jobs. HRM has the
responsibility to acquire, develop, utilize, and maintain employees. This would be
possible only when the HRM helps employees to achieve their personal goals to get
their commitment. Creating work-life balance for the employees is a personal
objective.

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4. Societal Objectives - HRM must see that the legal, ethical, and social environmental
issues are properly attended to. Equal opportunity and equal pay for equal work are
the legal issues not to be violated. To take care of farmers (whose land has been
acquired for the factory) and tribe’s (who are displaced by industries and mining
companies) are the ethical issues.

Nature of Human Resource Management

1. HRM is based on certain principles and policies contribute to the achievement of

organisational objectives.

2. HRM is a pervasive function – Human resource management is not specific to an

individual department, rather it is a broader function and spread throughout the
organisation, it manages all type of people from lower level to top level departments
of the organisation.

3. HRM is people oriented – People or human resource is the core of all the activities of
human resource management. Human resource management works with and for
people. It brings people and organisation together to achieve individual and
organisational goals.

4. HRM is continuous activity – All factors of production are required to be

continuously updated and improved to cope up with the changes and increased
competition. Similarly, human resource also continuously trained, developed, or
replaced to face the next level of competition. Hence, it is a continuous activity.

5. HRM is a part of management function.

6. HRM aims at securing maximum contribution.

7. HRM aims at optimum use of personnel power.

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Functions of Human Resource Management

Human Resource Management functions can be classified in following three categories.

 Managerial Functions,

 Operative Functions, and

 Advisory Functions

The Managerial Functions of Human Resource Management are as follows:

1. Human Resource Planning - In this function of HRM, the number and type of
employees needed to accomplish organisational goals is determined. Research is an
important part of this function, information is collected and analysed to identify
current and future human resource needs and to forecast changing values, attitude, and
behaviour of employees and their impact on organisation.

2. Organising - In an organisation tasks are allocated among its members, relationships

are identified, and activities are integrated towards a common objective. Relationships
are established among the employees so that they can collectively contribute to the
attainment of organisation goal.

3. Directing - Activating employees at different level and making them contribute

maximum to the organisation is possible through proper direction and motivation.
Taping the maximum potentialities of the employees is possible through motivation
and command.

4. Controlling - After planning, organising, and directing, the actual performance of

employees is checked, verified, and compared with the plans. If the actual
performance is found deviated from the plan, control measures are required to be
taken.

The Operative Functions of Human Resource Management are as follows:

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1. Recruitment and Selection - Recruitment of candidates is the function preceding the
selection, which brings the pool of prospective candidates for the organisation so that
the management can select the right candidate from this pool.

2. Job Analysis and Design - Job analysis is the process of describing the nature of a
job and specifying the human requirements like qualification, skills, and work
experience to perform that job. Job design aims at outlining and organising tasks,
duties, and responsibilities into a single unit of work for the achievement of certain
objectives.

3. Performance Appraisal - Human resource professionals are required to perform this

function to ensure that the performance of employee is at acceptable level.

4. Training and Development - This function of human resource management helps the
employees to acquire skills and knowledge to perform their jobs effectively. Training
and development programs are organised for both new and existing employees.
Employees are prepared for higher level responsibilities through training and
development.

5. Wage and Salary Administration - Human resource management determines what is

to be paid for different type of jobs. Human resource management decides employees
compensation which includes - wage administration, salary administration, incentives,
bonuses, fringe benefits.

6. Employee Welfare - This function refers to various services, benefits, and facilities
that are provided to employees for their well-being.

7. Maintenance - Human resource is considered as asset for the organisation. Employee

turnover is not considered good for the organisation. Human resource management
always try to keep their best performing employees with the organisation.

8. Labour Relations - This function refers to the interaction of human resource

management with employees who are represented by a trade union. Employees comes
together and forms an union to obtain more voice in decisions affecting wage,
benefits, working condition.

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9. Personnel Research - Personnel researches are done by human resource management
to gather employees' opinions on wages and salaries, promotions, working conditions,
welfare activities, leadership. Such researches helps in understanding employees
satisfaction, employees turnover, employee termination.

10. Personnel Record - This function involves recording, maintaining, and retrieving
employee related information like - application forms, employment history, working
hours, earnings, employee absents and presents, employee turnover and other data

related to employees

The Advisory Functions of Human Resource Management are as follows:

Human Resource Management is expert in managing human resources and so can

give advice on matters related to human resources of the organisation. Human Resource
Management can offer advice to:

1. Advice to the top management- Personnel manager advices the top management in
formulation and evaluation of personnel programs, policies and procedures.

2. Advice to departmental heads- Personnel manager advices the heads of various

departments on matters such as manpower planning, job analysis, job design,
recruitment, selection, placement, training, performance appraisal.

Scope of Human Resource Management

1. Personnel Aspect

 Human Resource Planning – It is the process by which the organisation identifies

the number of jobs vacant.

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 Job Analysis and Job Design – Job analysis is the systematic process for gathering,
documenting, and analysing data about the work required for a job. Job analysis is the
procedure for identifying those duties or behaviour that define a job.

 Recruitment and Selection – Recruitment is the process of preparing advertisements

on the basis of information collected from job analysis and publishing it in newspaper.
Selection is the process of choosing the best candidate among the candidates applied
for the job.

 Orientation and Induction – Making the selected candidate informed about the
organization’s background, culture, values, and work ethics.

 Training and Development – Training is provided to both new and existing

employees to improve their performance.

 Performance Appraisal – Performance check is done of every employee by Human

Resource Management. Promotions, transfers, incentives, and salary increments are
decided on the basis of employee performance appraisal.

 Compensation Planning and Remuneration – It is the job of Human Resource

Management to plan compensation and remunerate.

 Motivation – Human Resource Management tries to keep employees motivated so

that employees put their maximum efforts in work.

2. Welfare Aspect – Human Resource Management have to follow certain health and safety
regulations for the benefit of employees. It deals with working conditions, and amenities like
- canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education,
health and safety, recreation facilities, etc.

3. Industrial Relation Aspect – HRM works to maintain co-ordinal relation with the union
members to avoid strikes or lockouts to ensure smooth functioning of the organisation. It also
covers - joint consultation, collective bargaining, grievance and disciplinary procedures, and
dispute settlement.

Influencing factors of HRM

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 Size of the work force

 Composition of workforce

 Employee expectation

 Changes in technology

 Life style change

 Environmental challenges

 Personnel functions in future

– Job redesign

– Career opportunities

– Productivity

– Recruitment and selection

– Training and development

– Rewards

– Safety and welfare

Importance of HRM

1. Helps you achieve your objectives - The chief ground for human resource
management to be important is that they help the company to achieve their objective
on a regular basis by means of developing a positive attitude amongst the employees.
They assist in diminishing wastages and make usage of maximum net income from
the resources.

2. Design recruitment and training - They are significant because they cull the right
kind of people during recruitment. They call for initiatives and design criteria which
are best suited for a specific task. When required they also supply preparation for

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employees, which helps in evolving the presentation skills of the employees and then
they take up new posts.

3. Professional development is attained - The policies adopted by human resource

management helps in providing excellent training for the employees. When such
training is offered, they are developed professionally. Their talent can be used inside
the system and also in other companies which one may intend to join in the future.

4. Performance appraisals are a good thing – The HRM motivates the employees by
their performance assessment procedure. They help people to act according to their
efficacy and also offer estimates to gain advances. The employee’s performances
according to their roles are monitored on a regular base. With this concept the
employees are able to make an outline of their ends and go towards it. By this way the
employees are boosted and perform well.

5. Smooth relationship is preserved - The co-ordinal relationship between union and

management is maintained with HRM. The joins in the troupe comes to a
determination that the troupe is also interested in their increment and the prospects for
performing strikes are greatly brought down.

6. The work atmosphere is maintained – Another important aspect to be glanced is the

workplace atmosphere and work cultures are significant aspects which plays a central
part in the operation of an employee. The human resource team offers a good working
condition for the employees. A dependable, tidy and clean employee can take out the
best performance from an employee. Apart from this job satisfaction is also obtained
with a good work environment.

7. Enhances team work - The HRM helps individuals and trains them to play in a team;
this perfect training makes employees better to exploit in a team. By this way team
work is enhanced and employees learn to adjust and coordinate with their squad.

8. Handles disputes - There are a number of hassles and issues that may rise up during
the track amongst the employer and employee in an organization. In such scenarios,
the human resource department acts as a consultant as well as intercessor to set right
those sorts of events. They first hear the grievances of the employees and sort them

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out by providing proper solution. Whenever mandatory, they also require immediate
action.

9. They prepare talents for the hereafter - To integrate the occupation demands and
produce perfect results, the employees are often trained. During the training period the
potential employees of the team are distinguished to be advanced to the next higher
grade. So HRM takes responsibility for preparing people for the future by picking
talents.

10. Public relations are raised - The human resource management is responsible for
rising public relations during the class of work. They are responsible for organizing
seminars, business meetings, and other official get together on behalf of the
fellowship so that public relationship with other systems is developed. Commercial
enterprise and marketing plans are likewise planned by human resource management
in some shells. Hence they help in preparing and maintaining public relationships.

Limitations of HRM

1. Recent Origin - HRM is of recent origin so it lacks universally approved academic

base. Different people try to define the term differently. Some thinkers consider it as a
new name to personnel management. Some enterprises have named their traditional
personnel management department as human resource management department.

2. Lack of Support of Top Management - HRM should have the support of top level
management. The change in attitude at the top can bring good results while
implementing HRM. Owing to passive attitude at the top, this work is handled by
personnel management people. Unless there is a change in approach and attitude of
top management nothing remarkable will happen.

3. Improper Actualisation - HRM should be implemented by assessing the training and

development requirements of employees. The aspirations and needs of people should
be taken into account while making human resource policies. HRM is actuated half-
heartedly. The organising of some training programmes is considered as the
implementation of HRM. With this, management’s productivity and profitability
approach remains undisturbed in many organisations.

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4. Inadequate Development Programmes - HRM needs implementation of
programmes such as career planning, on the job training, development programmes,
MBO, counselling etc. There is a need to create an atmosphere of learning in the
organisation. In reality HRM programmes are confined to class room lectures and
expected results are not coming out of this approach.

5. Inadequate Information - Some enterprises do not have requisite information about

their employees. In the absence of adequate information and data base, this system
cannot be properly implemented. So there is a need to collect, store and retrieval of
information before implementing human resource management. In many
organisations, even the professionals misunderstand HRM as synonymous with HRD.
Some class room training programmes are generally arranged, which are called HRD
programmes. These programmes are understood as human resources management.
Such casual class room programmes are not the actual HRM programmes.

Introduction to topic

Definition of training

Dale S. Beach defines training as ‘the organized procedure by which people learn knowledge
and/or skill for a definite purpose’.

Training and development encompasses three main activities: training, education, and
development.

 Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

 Education: This activity focuses upon the jobs that an individual may potentially hold
in the future, and is evaluated against those jobs.

 Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the future, and
is almost impossible to evaluate.

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Need for Training:

Specifically the need for training arises because of following reasons:

1. Environmental changes

2. Organizational complexity

3. Human relations

4. To match employee specifications with the job requirements and organizational

needs

5. Change in the job assignment

Benefits of training

Training is crucial for organizational development and its success which is indeed fruitful
to both employers and employees of an organization. Here are some important benefits of
training and development

 Increased productivity

 Less supervision

 Job satisfaction

 Skills Development
Types of Training:

Some of the commonly used training programs are listed below:

1. On-the-job Training (OJT) Methods:
On-the-job training methods are as follows:

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 Job rotation

 Coaching

 Job instructions

 Committee assignments

 Internship training

 Vestibule training

2. Off-the-job Methods:
The following are some of the off-the-job techniques:

 Case study method

 Incident method

 Role play

 In-basket method

 Business games

 Grid training

 Lectures

 Simulation

 Management education

 Conferences

Importance of training and development-

Training and development, helps remove performance deficiencies in employees. This is

true when

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1. The deficiency is caused by lack of ability rather than lack of motivation to perform.

2. The individual involved have the aptitude and motivation needed to learn and to do
the job better.

3. Supervisors and peers are supportive of the desired behaviour.

Employees become efficient after undergoing training. Efficient employees contribute to

the development of the organisation; further trained employees tend to stay with the
organisation.

Training and development:

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Human resource management regards training and development as a function
concerned with organizational activity aimed at bettering the job performance of individuals
and groups in organizational settings. Training and development can be described as "an
educational process which involves the sharpening of skills, concepts, changing of attitude
and gaining more knowledge to enhance the performance of employees". The field has gone
by several names, including "Human Resource Development", "Human Capital
Development" and "Learning and Development".

Problem statement-

Management development is aimed at preparing employees for future jobs with the
organisation or at solving organisation wide problems concerning with acquiring or
sharpening capabilities required for performing various tasks and functions associated with
the present or expected future roles. Training cannot be measured directly but change in
attitude and behaviour that occurs as a result of training. So employment should be done after
training session by the management to know the effectiveness of training given to the
employee. The motive behind this study is to understand and learn the impact of training and
development programmes on the employees of Sheraton Grand Bangalore. Hence the study is
undertaken to measure effectiveness of training and development at non-executive level at
Sheraton Grand Bangalore.

“A study on effectiveness of training and development programme at

Sheraton Grand Bangalore”

Objectives-

 To understand the training programmes and their impact on the employees.

 To study the various training programmes organised by the company.

 To analyse the view and opinion of the employee regarding the programme offered at
Sheraton Grand Bangalore.

 To summarise the findings and give suitable suggestions.

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Scope of the study-

The study is conducted on the employees in Sheraton Grand Bangalore. The study will
help the organisation to know the present condition of training and development programmes.
To know the expectation of the employees towards the training and development programmes
and also to know the willingness of the employees towards training and development
programme.

Operational definition-

 Training- Dale S. Beach defines training as ‘the organized procedure by which

people learn knowledge and/or skill for a definite purpose’.

 Motivation- Dalton E. McFarland (1974) defines motivation as

“Motivation refers to the way in which urges, drives, desires, aspirations,
and strivings or needs direct, control or explain the behaviour of
human beings.”

 Primary data- Data used in research originally obtained through

the direct efforts of the researcher through surveys, interviews and direct
observation.

 Secondary data- Secondary data is research data that has previously been
gathered and can be accessed by researchers.

Design of study

In this research, primary method of data collection and qualitative research design is
used. Qualitative research is a type of research method which emphasizes on the qualitative
data collected. The design of the study is conceptual within which the study is conducted.

Research design-

Research design has characteristics, problem definition, specific method of data

collection and analysis.

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Research methodology-

 Descriptive

- Descriptive Research includes fact-finding enquires.

- Descriptive Research studies are those studies, which are concerned with
describing characteristics of a particular individual, or of a group.

- The main characteristic of this method is that the researcher has no control over
the variables; he can only report what has happened or what is happening.

Data source-

 Primary data- is collected by circulating questionnaires.

 Secondary data- is collected for books, articles, wikipedia and other sources.

Sampling-

A sample design is the framework, or road map, that serves as the basis for the
selection of a survey sample and affects many other important aspects of a survey as well. In
a broad context, survey researchers are interested in obtaining some type of information
through a survey for some population, or universe, of interest

In this research, I considered 50 respondents from the F&B service department as my

sample size. The target was Sheraton Grand Bangalore employees. The samples have been
selected through purposive sampling technique.

Tools for data collection-

Questionnaire is used to collect data. A pilot study is done by administering a

questionnaire to sample of respondent found out the validation of the study. After the study
the companies guide was consulted and incorporated the idea, in the final questionnaire. The
questionnaire contains the objectives of the study.

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Limitations of the study-

 As the study is carried out for academic purpose, due to constraints of time and cost, a
comprehensive study was not possible.

 The sample size was restricted only to 50. If it were increased many more varied
answers and suggestions would have been expected.

 Fear of expressing the true facts among the respondents could be a limitation.

 The employees found difficulty to understand few questions.

Chapter scheme

1. The first chapter consists of the introduction to the subject and the topic.

2. The second chapter is the research methodology which outlines the brief
about the research topic and the tools and methods of research design.

3. The third chapter is the company profile.

4. The fourth chapter consists of the data analysis and interpretation.

5. The fifth chapter is the findings and conclusion of the research project.

6. The sixth chapter is the bibliography.

7. The seventh chapter consists of the annexures.

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Sheraton Grand Bangalore

Location:

Centrally located in India's IT capital near Bangalore International Exhibition Centre,

the hotel is set in an upscale lifestyle enclave beside a hospital, with skyway access to the
World Trade Centre and Orion Mall, the city's largest shopping mall.

Facilities

1. Rooms

Sl. No. Room type Sq. Meters No. of rooms

1 Premier Deluxe – City view 39 77

2 Premier Deluxe – Pool view 39 91

3 Sheraton Club 39 45

4 Junior Suite 78 12

5 Executive Suite 117 4

6 Presidential Suite 238 1

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 Premier Deluxe – City view – (77 rooms, 420 Square Feet / 39 Square Meters)

Premiere Deluxe city view rooms are located from the 6th to 12th floors, these
floors are decorated in sleek contemporary design for a clean, modern feeling. The
vantage point from the hotel gives a whole new perspective of Bangalore city.

Premiere Deluxe Rooms are equipped with upscale elements like 37-inch flat
panel LCD TV with DVD player, arm chair, tufted beige carpet, large wooden
cabinets and paneling in rich hues with stylish silver details. The TeleAdapt
Connectivity helps the foreign guests carry out their work without any interruption.
The room is also equipped with wireless High Speed Internet.

 Premier Deluxe Pool View Room - (91 rooms, 420 Square Feet / 39 Square
Meters)

Premier Deluxe pool view rooms are found on the 6th to 12th floors, Premiere
Deluxe Pool View Rooms reveal crisp modern design as well as floor-to-ceiling
windows overlooking our refreshing infinity pool and the unique ISKCON Temple.

Theses floors are fitted with tufted beige carpeting which creates a cosy
atmosphere it also has large wooden cabinets and other furnishings in earthy hues.
This floor is also provided with armchair, 37-inch flat panel LCD TV with DVD
player. The rooms are also fitted with TeleAdapt connectivity for electronics. The
room is also equipped with High Speed wireless Internet Access.

 Sheraton Club Room - (45 rooms, 420 Square Feet / 39 Square Meters)

Sheraton club room is located on the 14th, 15th and 16th Levels, Sheraton Club
Rooms embody state-of-the-art convenience for those desiring personalized attention
and a heightened level of services at all times. These floors are fitted with 37-inch flat
panel LCD TV and an armchair. These rooms are fitted with first in class features,
with the access to a panoramic view of the infinity pool, man-made lake, and iconic
ISKCON Temple. It also has wireless High Speed Internet Access and complimentary

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local and toll-free calls ensure convenient and easy sharing at all times, while a
multimedia interface lets you blend work and play as seamlessly as in a home office.

 Junior Suite - (12 suite, 840-850 Square Feet / 78-79 Square Meters)

Junior Suite gives the feel of a luxury apartment with its chic décor, separate
living room and bedroom, natural light, and stunning views of the ISKCON temple
that capture modern Bangalore. The living room is equipped with 42-inch flat panel
LCD TV with DVD player and state-of-the-art sound system it ensure the utmost
enjoyment to the guest, there is ample work space for the guest to conduct their
business activities, there is also complimentary wireless High Speed Internet Access.
The master bedroom has a king size Sheraton signature bed. The suite guests enjoy
exclusive access to the Sheraton Club Lounge which offers complimentary
continental breakfast and evening hors d'oeuvres. The Junior Suite can be combined
with a City View Room for a two-bedroom arrangement.

 Executive Suite - (4 suite, 1,259 Square Feet / 117 Square Meters)

Executive Suite give a luxurious feel to the guest it has all the necessary amenities
needed for pleasure or productivity. The rooms are filled with natural light as well as
custom-designed furnishings made from rich fabrics. Each room in the suite has a 42-
inch flat panel LCD TV; it also provides a floor-to-ceiling views of the ISKCON
Temple and Brigade Gateway's man-made lake. There is a complimentary wireless
High Speed Internet Access provided to the guest.

Suite guests enjoy exclusive access to the Sheraton Club Lounge, offering
complimentary continental breakfast and evening hors d'oeuvres. The Executive Suite
can be combined with a Premier Deluxe Room for a two-bedroom arrangement.

 Presidential Suite - (1 suite, 2,562 Square Feet / 238 Square Meters)

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The Presidential Suite lives up to its name, with a stunning ambience and an ideal
position on the 15th floor, with dazzling views over the infinity pool, man-made lake,
and ISKCON Temple. This ample, decadent suite comprises a range of thoughtfully
designed spaces, from a large living room to a dining room with an elegant table for
eight, and a fully-stocked pantry from where staff can cater to private dinners and
receptions. Featuring appealing modern décor, the oversized living room is outfitted
with sofas, armchairs, a 52-inch flat panel LCD TV with multimedia interface, and an
entertainment system with stereo. A separate bar area is the perfect spot to relax or
socialize over a drink, while a powder room off the living area provides essential
convenience and privacy. Get down to business easily in the separate study, a cozy
space complete with a 22-inch LCD TV. Complimentary wireless High Speed Internet
Access throughout the suite means connecting easily whenever it is needed to. Suite
guests enjoy exclusive access to the Sheraton Club Lounge, offering complimentary
continental breakfast and evening hors d'oeuvres. Presidential Suites afford the option
of connecting to an additional bedroom to create a two-bedroom suite.

2. Banquet:

Banquet is basically a large hall. It serves many purposes from training

sessions, to formal business dinners. Business banquets are a popular way to
strengthen bonds between businessmen and their partners. It is common that a
banquet is organized at the end of an academic conference.

The different banquet venue at Sheraton grand are as follows.

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Sl.No Banquet venue Sq. mts Sq. ft

1 Total Banquet area 1750 21747

2 Grand Ball room1 304 3240

3 Grand Ball room 2 329 3500

4 Grand Ball room (Combined) 638 6740

5 Pre-function area 615 6619

6 Jupiter 1 81 912

7 Jupiter 2 75 821

8 Jupiter (Combined) 156 1733

9 Neptune 108 1155

10 Venus 46 493

11 Pluto 36 390

12 Board room 54 542

13 Mars 39 415

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This is the floor plan of banquet area at Sheraton grand Bangalore.

3. Dinning

 Feast

Feast: our innovative and interactive all-day dining venue at Sheraton Grand
Bangalore Hotel at Brigade Gateway. It has a sublime décor and ambience, delectable
food, and impeccable service. The guest can enjoy breakfast, lunch or dinner in the
stylish, carpeted dining room or near the live kitchens. The guest are offered buffet

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where fresh ingredients are used in a wide range of surprising and delicious dishes, à
la carte menu. Feast features three interactive live cooking stations where the guest
can watch our chefs prepare creative and exciting buffet selections. There is a range of
dishes offered they include Italian, Asian, Indian. On Sundays, there is a choice
between Brunch or an à la carte menu. Smoking is allowed in designated areas only.

 Bene

Bene is an Italian outlet at Sheraton which serves everything Italian, few of them
are Pizza, Mojito, artichoke, zucchini, and sundried tomatoes, your choose from meats
such as salami milano, salmon, and grilled chicken, soups, salads and pastas.

During the day, sunlight pours in through floor-to-ceiling glass windows, while
pleasant views are seen through doors that open onto the outdoor terrace. The cheerful
bustle of servers, upbeat music, and irresistible aromas from the open kitchen and
bread ovens beckon guests into this welcoming atmosphere.In addition to communal
and small tables in the restaurant, Bene seats up to 140 guests in a variety of settings,
including at a bar counter, on the outdoor terrace, or in a private dining room. The
private dining room seats 12, or can be divided into two smaller rooms.

 Persian Terrace

Persian terrace serves exotic flavours of Arabia which are meld wonderfully in the
various plates The Persian Terrace has to offer, from mouth-watering mezze platters to
taste bud-enticing pita breads. In a lovely ambience that transports you from the hustle
and bustle of a modern city to the sunsets of the Arabian deserts, breads come freshly
baked from hot Tandoor ovens. Pitas and naans are served as sides with a main meal,
or with mezze platters as an accompaniment to the delicious dips, chutneys and
purées. The restaurant's décor creates a strikingly authentic Persian feel. Entirely open
air, Persian Terrace's primary lighting after dark is provided by Middle Eastern-style
lanterns. Candles and tea lights also illuminate the tables, for an intimate feeling.
Seating includes a mix of wicker chairs and tables and an elevated wooden deck with
cabana-style seating, while highlights include the small decorative pools, and a live
BBQ station.

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Persian Terrace is located on level 4 near the shine spa and the fitness centre, with
easy access to the World Trade Centre, Bangalore and the Orion Shopping Mall. With
a seating capacity of 80 persons, the restaurant also welcomes non-hotel guests.
Smoking permitted in designated areas only.

 Lobby Lounge

International teas, coffee, cocktails, wines, and light à la carte items are on offer in
a cosy modern setting with ambient music it is adjacent to the Lobby PC services
where one can connect and surf the Internet over a drink or bite to eat.

 Pool Bar

The Pool Bar is located on the 4th floor, right next to the infinity pool on the
Persian Terrace. Surrounded by tropical landscaping, enjoy panoramic views of the
ISKCON Temple and the Brigade Gateway enclave over traditional and modern
cocktails or replenishing bar snacks. Signature menu items include the Sheraton
burger, the club sandwich, a variety of mouth-watering pizzas, plus tantalizingly zesty
salads and tikkas, mojitos and caipirinhas during the day. As the sun sets and scents
from the grills at Persian Terrace fill the night air, shift to evening mode with
sophisticated bellinis and cognacs.

4. Other services:

 Art cafe

The Art Café is a unique addition to the multiple venues at Sheraton Grand
Bangalore at Brigade Gateway, which brings together an amalgamation of local,
modern & minimalist art and an innovative contemporary menu. The venue is located
on the sky bridge inside the Brigade Gateway campus overlooking the beautiful
greens and lakeside, adding to the uniqueness and tranquillity of the space.

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 Sheraton fitness

The Sheraton Fitness is a partnership that offers guests a comprehensive health

and fitness program that helps you maintain your routine while on the road. Available
24 hoursx365 days, access the fitness centre whenever your legs feel the itch to
twitch. We also have our infinity pool located right next to the gym.

 Shine spa

Sheraton has the first shine spa in the country; the guest can relax and rejuvenate
the mind, body and soul with Shine Spa.

 Baby sitting

Babysitting is an outsourced service extended by hotel on prior request and is

offered by a hotel employee for children three years – and above. There is a maximum
of two children per babysitter.

 Club lounge

Located on the 16th floor, the private Sheraton Club Lounge provides a relaxing
and upscale atmosphere where you can connect with friends, meet with your
colleagues, or simply relax by catching your favourite TV show. Accessible to only
those staying in the Sheraton Club Rooms and Suites ,the lounge offers an exquisite
complimentary breakfast spread in the mornings, while in the evening hot and cold
hors d’oeuvres, cocktails, beer, wine, and non-alcoholic beverages are served.

Sheraton

The origins of the brand date back to 1933, when Harvard classmates Ernest
Henderson and Robert Moore purchased the Continental Hotel in Cambridge, Massachusetts.

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 In 1937, they purchased the Standard Investing Company and made it the
company through which they ran their hotels.

 Henderson and Moore purchased Boston's famed Copley Plaza Hotel in 1939,
continuing with their rapid expansion and opening properties along the entire East
Coast.

 In 1945, Sheraton was the first hotel chain to be listed on the New York Stock
Exchange.

 In 1949, Sheraton expanded internationally with the purchase of two Canadian

hotel chains.

 In 1956, Sheraton purchased the Eppley Hotel Company, which was then the
largest privately held hotel business in the United States, for $30 million.

 In 1959 it purchased the four hotels owned by the Matson

Lines in Honolulu, Hawaii, its first hotels outside North America.

 In 1962 a franchise division was created to promote Sheraton Motor Inns. These
provided free parking and competed with roadside motels.The 1960s saw the first
Sheraton hotels outside the US and Canada. By 1965, the 100th Sheraton property,
the Sheraton-Boston Hotel, had opened its doors to the world.

 In 1985, ITT Sheraton became the first western company to operate a hotel in
the People's Republic of China.

 In 1994, ITT Sheraton purchased a controlling interest in the Italian CIGA chain,
the Compagnia Italiana Grandi Alberghi, or Italian Grand Hotels Company, which
had been seized from its previous owner, the Aga Khan, by its creditors. The chain
had begun by operating hotels in Italy, but over-expanded across Europe just as a
recession hit.

 In April 1995, ITT Sheraton introduced a new, mid-scale hotel brand, Four Points
by Sheraton Hotels, it replaced the designation of certain hotels as Sheraton Inns.

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 In 1998, Starwood Hotels & Resorts Worldwide, Inc. acquired ITT Sheraton,
outbidding Hilton. Under Starwood's leadership, Sheraton began renovating many
hotels and expanding the brand's footprint.

 In 2016, Marriott International purchased Starwood Hotels, and the newly-merged

company became the largest hotel and resort-company in the world.

Marriott

Marriott International Inc. (NASDAQ: MAR) is an American multinational diversified

hospitality company that manages and franchises a broad portfolio of hotels and
related lodging facilities. Founded by J. Willard Marriott, the company is now led by his son,
Executive Chairman Bill Marriott, and President and Chief Executive Officer Arne Sorenson.

Marriott International is headquartered in Bethesda, Maryland, in the Washington, DC

metropolitan area. It has more than 6,000 properties in 122 countries and territories around
the world, over 1.2 million rooms (as of September 2017), and additional 195,000 rooms in
the development pipeline. In 2017, Marriott was ranked #33 on Fortune's "100 Best
Companies to Work For" list, its twentieth appearance on the list.

History

Marriott was founded by John Willard Marriott in 1927 when he and his wife, Alice
Sheets Marriott, opened a root beer stand in Washington, D.C. As a Mormon missionary in
the humid summers in Washington, D.C, Marriott was convinced that what residents of the
city needed was a place to get a cool drink. The Marriott’s later expanded their enterprise into
a chain of Hot Shoppes restaurants and the company went public in 1953 as Hot Shoppes,
Inc.

The company opened its first hotel, the Twin Bridges Marriott Motor Hotel,
in Arlington, Virginia, in 1957. Their second hotel, the Key Bridge Marriott in
the Rosslyn neighbourhood of the same city, is Marriott International’s longest continuously
operating hotel, and celebrated its 50th anniversary in 2009. Their son, J.W. (Bill) Marriott,
Jr., led the company to spectacular worldwide growth during his more than 50-year career. In

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March 2012, at age 80, he turned the CEO responsibilities over to Arne Sorenson, while he
assumed the title of Executive Chairman. Hot Shoppes, Inc. was renamed the Marriott
Corporation in 1967.

The company opened two theme parks in 1976. One Marriott's Great America was
located outside Chicago; the other Marriott's Great America was located outside San
Francisco. Marriott sold both properties in 1984.

Brands of Marriott

As of September 23, 2016, Marriott operates 30 brands internationally.

Classic Luxury

 JW Marriott

 Ritz-Carlton

 St. Regis

Distinctive Luxury

 Bulgari Hotels & Resorts

 Edition Hotels

 The Luxury Collection

 W Hotels

Classic Premium

 Delta Hotels

 Marriott (Flagship Brand of Marriott International)

 Marriott Vacation Club (MVC)

 Sheraton

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Distinctive Premium

 Autograph Collection

 Design Hotels

 Gaylord Hotels

 Le Méridien

 Renaissance Hotels

 Tribute Portfolio

 Westin

Classic Select

 Courtyard by Marriott

 Fairfield Inn by Marriott

 Four Points by Sheraton

 Protea Hotels by Marriott

 SpringHill Suites by Marriott

Distinctive Select

 Moxy Wein – Schwechat

 AC Hotels

 Aloft Hotels

 Moxy Hotels

Classic Longer Stays

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 Marriott Executive Apartments

 Residence Inn by Marriott

 TownePlace Suites by Marriott

Distinctive Longer Stays

 Element

Great America Parks

Marriott developed three theme parks, of which two theme parks were opened. They
operated as Marriott's Great America from 1976 until 1984. The parks were located
in Gurnee, Illinois; Santa Clara, California; and a proposed but never-built location in the
Washington, DC area, and were themed celebrating American history. The American-themed
areas under Marriott's tenure of ownership included "Carousel Plaza" (the first section
beyond the main gates); small-town-themed "Hometown Square"; "The Great Midwest
Livestock Exposition At County Fair" with a Turn of the Century rural-fair theme; "Yankee
Harbor", inspired by a 19th-century New England port; "Yukon Territory," resembling a
Canadian/Alaskan logging camp; and the French Quarter-modeled "Orleans Place". At
opening, the parks had nearly identical lay-outs.

In 1984, Marriott disposed of its theme park division; both parks were sold and today
are associated with national theme park chains. The Gurnee location was sold to Six
Flags Theme Parks where it operates today as Six Flags Great America. The Santa Clara
location was sold to the City of Santa Clara, who retained the underlying property and sold
the park to Kings Entertainment Company, renamed Paramount Parks in 1993. From 1993 to
2006, the Santa Clara location was known as Paramount's Great America. In 2006,
Paramount Parks was acquired by Cedar Fair Entertainment Company; the Santa Clara park
operates today as California's Great America. In the years after their sale, the layouts of both
of the parks have diverged substantially.

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Table 4.1: Table showing the meaning of training according to the respondents.

Options No of respondents Percentage

Learning 19 38
Sharing of information 04 08
Enhancement 05 10
All of the above 22 44
Total 50 100

Analysis:

The table depicts that 38% of the respondents think training as a learning process, 8%
of them think it is sharing of information, 10% of them think it is enhancement of their
knowledge where as 44% of the associates think it training comprises all the above options.

50
45
40
35
% Of Respondents

30
25
44
20 38
15
10
5 8 10
0
Learning Enhancement Sharing Information All the three
Opinion Of Respondents

Graph 4.1: Graph showing the meaning of training according to the associates.

Interpretation:

From the above analysis, we find out that most of the respondents think training as the
process of learning, sharing of information and enhancement of knowledge.

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Table 4.2:Table showing the importance of training for productivity and performance.

Options No of respondents Percentage

Completely agree 26 52
Partially agree 16 32
Disagree 00 00
Unsure 08 16
Total 50 100

Analysis:

The table depicts that 52% of the respondents completely agree that training is important
while 32% of them partially agree on this statement and 16% of them are unsure of whether
training is important or not.

Graph 4.2: Graph showing the importance of training for productivity and performance.

16

Completely agree
Partially agree
52 Disagree
32 Unsure

Interpretation:

From the above analysis, we understand that a major portion of the respondents think
training is important for the productivity and performance in an organisation as it increases
the skills of the employees and it is a profitable situation to both the organisation and the
employee.

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Table 4.3:Table showing the importance of training programme for employees.

Options No of respondents Percentage

Yes 29 58
No 03 06
Can’t say 10 20
May be 08 16
Total 50 100

Analysis:

The table depicts that a major portion of the respondents that is 58% of them think
that training is compulsory for employees, a very less portion of them that is 6% tell that it’s
not important, 20% of them don’t know if it’s important or not where as 16% of them are not
sure about the importance of training.

Graph 4.3: Graph showing the importance of training programme for employees.

70

60

50
% Of Respondents

40

30 58

20

10 20
16
6
0
Yes No Can't Say May be
Opinion Of Respondents

Interpretation:

From the above analysis, it is clear that most of the respondents think that training is
compulsory for employees and also it helps in the development of their career.

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Table 4.4.1:Table showing the methods of training that the employees have undergone.

Options No of respondents Percentage

On the job 00 00
Off the job 00 00
Both 50 100
Total 50 100

Analysis:

The above table shows that all the respondents that is 100% have undergone both on
the job and off the job training methods.

Graph 4.4.1: Graph showing the methods of training that the employees have undergone.

On the job
Off the Job
Both

100

Interpretation:

From the above graph it is clear that all the respondents have gone through both the
methods of training methods that is on the job and off the job. It also shows that the
organisation is trying to give the best way of training to its employees.

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Table 4.4.2:Table showing the methods of training that the employees have undergone in job
training.

Options No of respondents Percentage

Job rotation 25 50
Coaching 25 50
Others 00 00
Total 50 100

Analysis:

The table depicts that half the respondents have gone through job rotation and half of
them have gone through coaching.

Graph 4.4.2: Graph showing the methods of training that the employees have undergone in
job training.

60

50

40
% Of Respondents

30
50 50
20

10

0 0
Job rotation Coaching Others
Opinion Of Respondents

Interpretation:

The analysis tells that the respondents have been trained both in job rotation training
and coaching equally.

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Table 4.4.3:Table showing methods of training the employees have undergone in off the job
training.

Options No of respondents Percentage

Lecture Method 25 50
Vestibule Method 25 50
Others 00 00
Total 50 100

Analysis:
The above table depicts that 50% of the respondents have undergone lecture method
of training and the rest 50% of the respondents of the respondents have undergone vestibule
method of training.

Graph 4.4.3: Graph showing methods of training the employees have undergone in off the
job training.

Lecture method
50 50 Vestibule method
Others

Interpretation:

From the above analysis we understand that half of the respondents have undergone
the lecture method of training and the other half have gone through vestibule method.

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Table 4.5.1:Table showing whether the employees have attended any training program before
joining the current job.

Options No of respondents Percentage

Yes 19 38
No 31 62
Total 50 100

Analysis:
The above table shows that 38% of the respondents have attended a training program
before joining the current job and 62% of them have not attended any training program
before joining this job.

Graph 4.5.1: Graph showing whether the employees have attended any training program
before joining the current job.

70

60

50
% Of Respondents

40

30 62

20 38

10

0
Yes No
Opinion Of Respondents

Interpretation:

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From the analysis it is clear that most of the respondents have not attended any kind
of training program before joining this job. It can also be inferred that employees are
fresher’s.

Table 4.5.2:Table showing whether the skills have improved or not.

Options No of respondents Percentage

Yes 40 80
No 10 20
Total 50 100
Analysis:
The above table shows that whether the skills of the respondents have improved or
not. 80% of them tell that their skills have increased and the rest 20% says that training has
no impact on the skills that they possess.

Graph 4.5.2: Graph showing whether the skills have improved or not.

20

Yes
No

80

Interpretation

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From the above table we can understand that training has impacted most of the
respondents to improve their skills.

Table 4.5.3:Table showing whether the training program interests the employees or not.

Options No of respondents Percentage

Yes 35 70
No 15 30
Total 50 100

Analysis:

The above table depicts that 70% of the respondents are interested in attending a

training session where as 30% of them are not interested in the training program.

Graph 4.5.3: Graph showing whether the training program interests the employees or not.

80

70

60
% Of Respondents

50

40
70
30

20
30
10

0
Yes No
Opinion Of Respondents

Interpretation:

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From the above analysis it is clear that most of the respondents are interested in the
training programs conducted by the organisation. It also shows the interest of the employees
in the training program conducted by the organisation.

Table 4.5.4:Table showing whether the training program involves the leadership skills.

Options No of respondents Percentage

Yes 38 76
No 12 24
Total 50 100

Analysis:

The table depicts that 76% of the respondents feel that the training program involves
training based on leadership skills; where as 24% of them think that the training doesn’t
involve any leadership skills.

Graph 4.5.4: Graph showing whether the training program involves the leadership skills.

24

Yes
No

76

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Interpretation:

From the above analysis it is clear that the respondents are trained keeping in mind
the leadership skills required for the organisation.

Table 4.5.5:Table showing whether the training program helps to increase the motivation level
of the employees.

Options No of respondents Percentage

Yes 38 76
No 12 24
Total 50 100
Analysis:

The table shows that 76% of the respondents think that training motivates them at the work
place where as 24% of them think the training program doesn’t effect their motivation level.

Graph 4.5.5: Graph showing whether the training program helps to increase the motivation level
of the employees.

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80

70

60

50
% Of Respondents

40
76

30

20

24
10

0
Yes No
Opinion Of Respondents

Interpretation:

From the above analysis it is clear that most of the respondents think that training
effects their motivation level this is because training improves the knowledge and skills of the
employees.

Table 4.6:Table showing whether training is relevant for the needs of the organisation.

Options No of respondents Percentage

It’s important 25 50
No it’s not important 00 00
May be 23 46
I don’t know 02 04
Total 50 100

Analysis:

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The table shows that 50% of the respondents think that training is relevant for the
needs of the organisation, 46% are not sur about the importance of the relevance of training to
the organisation and 4% of them don’t know if it’s important or not.

Graph 4.6: Graph showing whether training is relevant for the needs of the organisation.

It is Important
No it's not important
50
46 May be
I don’t know

Interpretation:

From the above analysis it is clear that a major part of the respondents think that
training is relevant for the organisation.

Table 4.7:Table showing whether the training program includes all the challenges faced the
employees.

Options No of respondents Percentage

Yes 27 54
No 07 14
May be 11 22
I don’t know 05 10
Total 50 100

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Analysis:

The above table shows if the training program includes the challenges faced by the
employees in the organisation. 54% of them think that training includes the challenges, 14%
of them say it doesn’t include any such challenges, 22% of them are unsure about it and 10%
of them don’t know about it.

Graph 4.7: Graph showing whether the training program includes all the challenges faced
the employees.

60

50

40
% Of Respondents

30
54

20

10 22
14
10
0
Yes No May be I don’t know
Opinion Of Respondents

Interpretation:

From the above analysis it’s clear that most of the respondents think that training
program includes the special challenges faced by the employees in an organisation.

Table 4.8:Table showing the effectiveness of feedback after the training program..

Options No of respondents Percentage

Yes 25 50
No 00 00
May be 23 46
I don’t know 02 04
Total 50 100

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Analysis:

The above table shows the effectiveness of feedback for a training program. 50% of
the respondents think that the feedback is very effective, 46% of them don’t have a clear
decision in this regards and 4% of the respondents say that they don’t know anything in this
regards.

Graph 4.8: Graph showing the effectiveness of feedback after the training program.

10

Yes
No
50
May be
40 I don’t know

Interpretation:

From the above analysis it is clear that the respondents think that the feedback process
after the training process is effective because when feedback is given to the employee
regarding their performance, they will know their mistakes and can correct it them and there.

Table 4.9:Table showing whether the feedback after the training program is worth the time
money and effort.

Options No of respondents Percentage

Yes 28 56
No 05 10
May be 15 30
Can’t say 02 04
Total 50 100

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Analysis:

The above table shows if the feedback is worth the money and time. 56% of them tell
that it is worth the effort, 10% of them tell it’s not worth the effort, 30% of them don’t have a
clear decision in this regard and 4% of them tell they can’t say anything on this.

Graph 4.9: Graph showing whether the feedback after the training program is worth the time
money and effort.

60

50

40
% Of Respondents

30
56

20
30
10
4
10
0
Yes No May be Can't Say
Opinion Of Respondents

Interpretation:

From the above analysis we can understand that the respondents feel that the feedback
is worth the money and time sent on it.

Table 4.10:Table showing the satisfaction level of the employees regarding the training
program.

Options No of respondents Percentage

Excellent 30 60
Very good 12 24
Average 08 16
Poor 00 00
Total 50 100

Analysis:

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The table shows the satisfaction level of the employees in regards to the training
program. 60% of them think it is very satisfactory, 24% of them think it is good and 16% of
them think it is good.

Graph 4.10: Graph showing the satisfaction level of the employees regarding the training
program.

16

Excellent
Very Good
24 Average
60 Poor

Interpretation:

From the above analysis it is clear that most of the respondents are satisfied with the
training program conducted by the organisation.

Table 4.11:Table showing how well the workplace equipped for training program.

Options No of respondents Percentage

Very well 26 52
Good 19 38
Bad 05 10
I don’t know 00 00
Total 50 100

Analysis:

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From the above table shows whether the workplace of the training program is well
equipped or not. 52% of them think that the training work space is very well equipped, 38%
of them tell that it is good and 10% of them tell that they are not satisfied with the training
workspace.

Graph 4.11: Graph showing how well the workplace equipped for training program.

60

50

40
% Of Respondents

30
52
20 38

10
10
0 0
Very well Good Bad I Don't Know
Opinion Of Respondents

Interpretation:

From the above analysis we can understand that most of the employees are satisfied
with the training work place as it is equipped with all the essentials needed for the training
program.

Table 4.12:Table showing the ideal time to evaluate the training program..

Options No of respondents Percentage

Immediate after training 28 56

After 15 days 22 44
After 1 month 00 00
Can’t say 00 00
Total 50 100

Analysis:

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The above tells when it is a perfect time to evaluate the training. 56% of them think it
is an ideal to evaluate training immediately, 44% of them think that training should be
evaluated after 15 days form completion of the training program.

Graph 4.12: Graph showing the ideal time to evaluate the training program..

Immediate after training

44 After 15 days
56 After 1 month
Can't Say

Interpretation:

From the above analysis we can understand that the respondents think the best time to
evaluate the training process is immediately because the employees can rectify their mistake
then and there.

Table 4.13:Table showing whether the organisation considers training as a part of

organisational strategy.

Options No of respondents Percentage

Strongly agree 25 50
Agree 20 40
Disagree 05 10
Strongly disagree 00 00
Total 50 100

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Analysis:

The above table shows if the organisation considers training as an organisational

strategy. 50% of the respondents strongly agree that it is an organisational strategy, 40% of
them agree that is it an organisational strategy and only 10% of them think it is not an
organisational strategy.

Graph 4.13: Graph showing whether the organisation considers training as a part of
organisational strategy.

60

50

40
% Of Respondents

30
50
20 40

10
10
0 0
Strongly agree Agree Disagree Strongly disagree
Opinion Of Respondents

Interpretation:

From the above analysis we can understand that most of the respondents think that
training is an organisational strategy followed by an organisation.

Table 4.14:Table showing the frequency at which the employees attend the training program.

Options No of respondents Percentage

Every quarter 00 00
Every month 19 38
Every 15 days 31 62
Every week 00 00
Total 50 100

Analysis:

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The above table shows how frequently the employees undergo training process. 38%
of the respondents go through training every month and 62% of the respondents go through
training every week.

Graph 4.14: Graph showing the frequency at which the employees attend the training
program.

38 Every quarter
Every month
Every 15 days
62 Every week

Interpretation:

From the analysis we can understand that a major part of the respondents go through
training every week and few of the respondents have their training every month.

Findings:

On the analysis and interpretation of the survey, the following can be inferred.

 Sheraton takes utmost care to keep their employees up to date with the new
techniques.

 Food and beverage employees undergo a lot of training and development programs.

 Through the survey it was found out that the employees willingly take part in the
training program.

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 The employees are trained both in on the job and off the job methods of training.

 The employees think that training is important to the organisation.

 The most common training methods used are job rotation, coaching, lecture method
and vestibule method.

 Training program focuses on the leadership skills and daily challenges faced by the
employees in an organisation.

 Training program increases the skills and motivation level of the employees.

 One of the effective ways of evaluating training is through giving feedback.

 The best time to give feedback is after a period of 15 days that is when the employee
has implemented the teaching into his work.

Suggestions:

I would recommend that, the organisation should consider conducting training

program to the employees of other departments as they also need to be updated with the new
techniques and technology and also making the training program more interactive instead of
one way talk is a better way of training.

Conclusion:

This project was carried out on the effectiveness of training and development at
Sheraton grand Bangalore with the following objectives:

 To understand the training programmes and their impact on the employees.

 To study the various training programmes organised by the company.

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 To analyse the view and opinion of the employee regarding the programme offered at
Sheraton Grand Bangalore.

 To summarise the findings and give suitable suggestions.

The study conducted by analysing and interpretation of the data collected through
questionnaire has reviled the following important facts before making the final conclusion.

 Employees of the food and beverage department go through a lot of training program.

 Both on the job and off the job methods of training are used for effective outcome.

 Training program has helped the employees to improve their skills and the motivation
level.

 The employees regard training as an important part of their career.

Considering all the above factors, it is concluded that, professional competence

describes the state of the art, Area – knowledge, expertise and skill relevant for
performing excellently within a specific functional department. To develop this
competence regular Training and Development is required. Therefore, Training initiates
and programs have become priority for Human Resources. As markets changes due to an
change in technological, organisations need to spend more time and money on training
employees. Training evaluation is the important part of training process as it provides
feedback to the employees. Post training evaluation can be used to identify the
effectiveness and evaluation of training programme, to identify the return on investment,
to identify the need of retraining and to provide to improve the training. This study was a
learning experience for me and I came to know the training and development programs in
Sheraton Grand, was positive in response but still more training and development is
needed in Sheraton Grand so that the employees are motivated time to time and they
should know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization. In the last but not the least I
conclude that all the training and development programs of company are highly effective
& beneficial to the employees in giving their best contribution to their personal growth &
development as well to meet the organizational objective.

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 Human Resource Management in developing the country – Pawan S Budhwar

 T V Rao, Human Resource management in Indian industry, 1991

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 www.slideshare.net

 www.wikipedia,org

 www.scribd.com

 www.en.wikibooks.org

 www.ebook.org

Questionnaire

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Dear Madam/Sir,

I am Pranathi.S a B.com student pursuing the course in Mount Carmel College. As a part
of my curriculum, I am doing my research project titled “Study on effectiveness of training
and development”. The information provided by you will be kept highly confidential and will
be used by me strictly for analysis only. Kindly spare some time and fill the form.

1. What do you understand by training?

a) Learning c)Enhancement
b) Sharing information d) All of the above

2. Training is must for enhancing productivity and performance.

a) Completely agree c) Disagree
b) Partially agree d) Unsure

3. Do you feel training program is compulsory for the employees?

a) Yes c) Can’t say
b) No d) May be

4. Please choose the appropriate option.

Sl. No. Question Option 1 Option 2 Option 3

1 Which of the following training methods
have you trained in? On the job Off the job Both
2 If you have under gone on the job training,
then which method have you undergone? Job rotation Coaching Others
3 If you have under gone on the off the job
training, then which method have you Lecture Vestibule Others
undergone? method method

5. Please choose the appropriate option.

Sl. No. Question Option 1 Option 2

1 Have you attended any training programme Yes No
before joining the job?
2 Has the training programme improved your Yes No
skills?
3 Do training programmes interest you? Yes No
4 Does the training programme focus on Yes No

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leadership skills?
5 Does training help to increase the motivation Yes No
level of the employees?

6. Whether training is relevant to the needs of the organisation?

a) It is important c) May be
b) No it’s not important d) I don’t know

7. Does training course include the special challenges faced by associates and other
workers?
a) Yes c) May be
b) No d) I don’t know

8. Do you think that the feedback can evaluate the effectiveness of the training program?
a) Yes c) May be
b) No d) I don’t know

9. Is the whole feedback after training worth the time, money and effort?
a) Yes c) May be
b) No d) Can’t say

10. Are you satisfied with the effectiveness of training program?

a) Excellent c) Average
b) Very good d) Poor

11. How well is the workplace equipped for training program?

a) Very well c) Bad
b) Good d) I don’t know

12. What should be the ideal time to evaluate training?

a) Immediate after training c) After 1 month
b) After 15days d) Can’t say

13. Your organisation considers training as a part of organisational strategy. Do you agree
with this statement?
a) Strongly agree c) Disagree
b) Agree d) Strongly disagree

14. How often do you attend the training program?

a) Every quarter c) Every 15 days
b) Every month d) Every week

15. Please provide your suggestion regarding the training and development programme.

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Thank you for the participation!!

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