AURO UNIVERSITY

A STUDY ON DIVERSITY IN WORKPLACE AT TAJ HOTELS

A Project Report Submitted for the partial fulfillment of the Bachelor of Business
Administration
2012-2015
SEMESTER V
In the subject of
PRODUCTION AND OPERATION MANAGEMENT
Submitted by :
Chirag Singhvi
Radhika Bansal
Razin Gajiwala
Vaibhav Jain
Vinita Gunecha
Vikas Agarwal

Submitted to :

Mrs. Jyoti Chandwani"

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Table&of&Contents&
LIST"OF"FIGURES"....................................................................................................................................."5"
ACKNOWLEDGEMENTS".........................................................................................................................."6"
Executive"summary"................................................................................................................................"7"
Chapter"1:".............................................................................................................................................."8"
Introduction"..........................................................................................................................................."8"
COMPANY"INTRODUCTION"................................................................................................................"9"
Company"profile:""GATEWAY"OF"TAJ"..................................................................................................."11"
Who"are"we?"...................................................................................................................................."11"
What"do"we"do?"..............................................................................................................................."11"
What"do"we"offer?"..........................................................................................................................."11"
New"Hotel"launches"and"Expansions"..............................................................................................."12"
Food"and"Beverage"......................................................................................................................"13"
Leadership"Development"............................................................................................................."13"
Strengths"......................................................................................................................................"13"
Safety"..........................................................................................................................................."13"
Ensuring"guest"Delight"by"using"guest"Feedback"........................................................................."14"
Initiatives"for"Efficient"Workforce"Cost"Management"................................................................."14"
Women"Empowerment"and"Anti"Sexual"Harassment"Initiative".................................................."14"
CSR"..............................................................................................................................................."14"
Chapter"2:"Theoretical"Framework"and"Research"Methodology"........................................................."16"
Theoretical"framework"........................................................................................................................"17"
Workplace"Diversity"in"Hospitality"..................................................................................................."17"
Nature"of"Hospitality"........................................................................................................................"17"
Understanding"Workplace"Diversity"in"Hospitality".........................................................................."17"
Influence"of"Workplace"Diversity"in"Hospitality"..............................................................................."18"
Appreciating"Workplace"Diversity"in"Hospitality"............................................................................."18"
Research"methodology"........................................................................................................................"19"
Research"design"..............................................................................................................................."19"
Time"and"place"of"survey"................................................................................................................."19"
Sample"size"......................................................................................................................................"20"
Sources"of"data"................................................................................................................................"20"
Sample"frame"..................................................................................................................................."20"
Analytic"procedure"..........................................................................................................................."20"
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Chapter"3:"............................................................................................................................................"21"
Data"analysis"and"interpretation"........................................................................................................."21"
Chapter"4:"............................................................................................................................................"36"
Recommendation"and"Conclusion"......................................................................................................."36"
Recommendation"............................................................................................................................"37"
Conclusion"........................................................................................................................................"38"
References"......................................................................................................................................."39"
ANNEXURE"..........................................................................................................................................."40"
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SR.
NO.

TABLE NO.

PAGE
NO.

Table 0.1: The table shows the sampling size and instrument used.

2 Table 3.1: The below Table shows the age group of the sample.
3 Table 3.2: The below table shows gender of the sample.
Table 3.3: the below table shows the experience of the employees in
4 the organisation of the sample.
Table 3.4: The below table shows flexibility of arrangement acquired
5 by staff for work and personal work.
Table 3.5: The below table shows whether employees have dispute
6 with their supervisors.
Table 3.6: The below table shows whether the organisation has
7 effective means of identifying conflicts.
Table 3.7: The below table shows whether employees problems and
8 complains are entertained by the org.?
Table 3.8: The below table shows whether org. have policies and
9 procedure for female to encourage and support participation.
Table 3.9: The below table shows how many sentences are relevant in
10 context to diversity in workplace.
Table 3.10: The below table shows if diverse employees identify
11 customers needs well?
Table 3.11: The below table shows if diverse employees can be
12 valuable.
Table 3.12: The below table shows can diverse employees enhance
13 innovation by fresh ideas?
Table 3.13: The table shows whether diverse employees improve
14 internal morale.
Table 3.14: The below table shows the organisation is naturally
15 diverse.
Table 3.15: The below table shows do diverse employees make richer
16 experience with teamwork.

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LIST OF FIGURES
SR.
NO.

FIGURE NO.

PAGE
NO.

1 Figure 3.1: The below table shows the age group of the sample
2 Figure 3.2: The below chart shows the gender of the sample.
Figure 3.3: The below graph shows the experience of the employees in the
3 organisation of the sample.
Figure 3.4: The below graph table shows flexibility of arrangement acquired by
4 staff for work and personal work.
Figure 3.5: The below graph shows whether employees have dispute with their
5 supervisors.
Figure 3.6: The below pie chart shows whether the organisation has effective
6 means of identifying conflicts.
Figure 3.7: The below graph shows whether employees problems and complains
7 are entertained by the org.?
Figure 3.8: The below graph shows whether org. have policies and procedure for
8 female to encourage and support participation.
Figure 3.9: The below graph shows how many sentences are relevant in context
9 to diversity in workplace.
Figure 3.10: The below graph shows if diverse employees identify customers
10 needs well?
11 Figure 3.11: The below graph shows if diverse employees can be valuable.
Figure 3.12: The below graph shows can diverse employees enhance innovation
12 by fresh ideas?
Figure 3.13: The below graph shows whether diverse employees improve internal
13 morale.
14 Figure 3.14: The below graph shows the organisation is naturally diverse.
Figure 3.15: The below graph shows do diverse employees make richer
15 experience with teamwork

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ACKNOWLEDGEMENTS

Diversity in the world is a basic characteristic of human society, and also the key
condition for a lively and dynamic world as we see today.
Jinato Hu

When it comes to an appeal of fathomless gratitude and obligation first of all, we owe our
head heartily to all who have been inspirational, motivating and supportive throughout the
project work, this report is the sensible team effort of all those people mentioned or not
mentioned here. We express our benevolent thanks to our module instructor Ms. JYOTI
CHANDWANI

not

only

for

giving

excellent

guidance,

but

also

for

hernever ending willingness to deliver generous research methodologies, timely attention

and kind interest.

We would also love to thank the MANAGER of GATEWAY OF TAJ, SURAT, for
giving us the permission in conducting the survey, without which the research would not
have been possible.

Also we will not forget to thank the sample population, that is, the EMPLOYEES of
GATEWAY OF TAJ for spending their precious time in filling the questionnaire and
discussing their problems and issues with us and helping us in our project report.

At last we would love to thank AURO UNIVERSITY for supporting us humbly in every
way and helping us in the completion of our project report
"

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Executive summary
The objective of the survey is to provide quantitative data to identify areas in the careers of
all employees which may require greater attention to ensure that the business benefits of
diverse and inclusive workplaces are reaped. The survey identifies differences in pay,
turnover, age at seniority levels and other factors to indicate where further work should be
directed. Company should determine the true extent of and the causes for a gender gap in
corporate leadership roles and take action to ensure that men and women are provided with
equal work. The usual hypotheses for gener disparity, such as the comparative value of roles
or the value of traditional working arrangements, must be challenged. Company should
expand identification and promotion of women with talent to positions of leadership beyond
the entry level leadership roles, and continue this throughout the leadership career stream.
Company leaders should examine flexible working arrangements (FWA) to determine how to
utilise them more effectively. To ensure company-wide buy-in of the importance of flexible
working and understanding of how to make it work effectively, this work should include the
individuals who want to work flexibly, their peers, line managers and business unit leaders.
The examination of FWA should encompass all forms of employment: full time with
flexibility, fixed non- standard hours, casual and contracting, and all other forms of FWA
required to ensure staff are able to work effectively while balancing personal needs.

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Chapter 1:
Introduction

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COMPANY INTRODUCTION

he Indian Hotel Company Limited (IHCL) and its subsidiaries are collectively known
as Taj Hotel Resorts and Palaces and is recognised as one of Asia's largest and finest
hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata,
the company opened its first property, The Taj Mahal Hotel, Bombay in 1903. The Taj, a
symbol of Indian hospitality, completed its centenary year in 2003.
Taj Hotel Resorts and Palaces comprises 93 hotels in 55 locations across India with an
additional 16 international hotels in the Maldives, Malaysia, Australia, UK, USA, Bhutan, Sri
Lanka, Africa and the Middle East.
Spanning the length and breadth of the country, gracing important industrial towns and cities,
beaches, hill stations, historical and pilgrim centres and wildlife destinations, each Taj hotel
offers the luxury of service, the apogee of Indian hospitality, vantage locations, modern
amenities and business facilities.
Revenue

1924.79 crore (US$310 million)

(FY2012-13)

Operating
income

453.34 crore (US$73 million)

(FY2012-13)

Net income

1924.79 crore (US$310 million)

(FY2012-13)

IHCL operate in the luxury, premium, mid-market and value segments of the market through
the following:
Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the world's most
discerning travellers seeking authentic experiences given that luxury is a way of life to which
they are accustomed. Spanning world-renowned landmarks, modern business hotels, idyllic
beach resorts, authentic Rajput palaces and rustic safari lodges, each Taj hotel reinterprets the
tradition of hospitality in a refreshingly modern way to create unique experiences and
lifelong memories.
Taj Exotica is our resort and spa brand found in the most exotic and relaxing locales of the
world. The properties are defined by the privacy and intimacy they provide. The hotels are
clearly differentiated by their product philosophy and service design. They are centered on
high end accommodation, intimacy and an environment that allows its guest unrivalled
comfort and privacy. They are defined by a sensibility of intimate design and by their varied
and eclectic culinary experiences, impeccable service and authentic Indian Spa sanctuaries.
Taj Safaris are wildlife lodges that allow travellers to experience the unparalleled beauty of
the Indian jungle amidst luxurious surroundings. They offer India's first and only wildlife
luxury lodge circuit. Taj Safaris provide guests with the ultimate, interpretive, wild life
experience based on a proven sustainable ecotourism model.
Vivanta by Taj Hotel & Resorts span options for the work-hard-play-hard traveller across
metropolitan cities, other commercially important centres as well as some of the best-loved
vacation spots. Stylish & sophisticated, Vivanta by Taj delivers premium hotel experiences
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with imagination, energy & efficiency. It's the flavour of contemporary luxury, laced with
cool informality and the charming Taj hospitality. Created for the cosmopolitan global
traveller and bon vivant, Vivanta by Taj Hotel & Resorts create experiences that will amuse,
invigorate & inspire you. Vivanta revels in a spirit that presents the normal with an
unexpected twist. Experiences which make you pause & appreciate the hidden beauty in life!
The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-India
network of hotel and resorts that offers business and leisure travelers a hotel designed,
keeping the modern nomad in mind. At the Gateway Hotel, we believe in keeping things
simple. This is why; our hotels are divided into 7 simple zones- Stay, Hangout, Meet, Work,
Workout, Unwind and Explore.
As travel often means more hassle than harmony, more stress than satisfaction, modern
travellers are looking for smarter choices. Driven by our passion for perfection, we welcome
our customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere.
Offering the highest consistency in quality, service and style we set new standards and take
the unwanted surprises out of travelling. Our warm welcomes make our guests feel at home,
away from home and our crisp and courteous service empowers them to get more done with
greater effectiveness and control. And through our unrivalled network we provide service that
is effortless, simple, never overwhelming, and always warm.
Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the value
segment. Intelligently designed facilities, consistency and affordability are hallmarks of this
brand targeted at travellers who value simplicity and self-service.
Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto
international shores with plans to build an international network of luxury hotels, which will
provide an exemplary product-service combination and in the process create a global brand.
The current international portfolio includes luxury resorts in the Indian Ocean, business and
resort destinations in the Middle East and Africa, serviced apartments in the UK, the first
hotel in Australia and three a top-end luxury hotels in the US.
Other ventures

Indian Institute of Hotel Management, Aurangabad - IHCL has been operating the
Indian Institute of Hotel Management at Aurangabad since 1993. The institute offers a
four-year diploma, designed with the help of international faculty and has affiliations
with several American and European programmes.
Jiva Spa - It is the spa brand of the IHCL group and consists of the spas at selected
hotels of the IHCL group.
Taj Air - IHCL operates Taj Air, which has a fleet of three luxury private jets, which
are Falcon 2000 aircrafts designed by Dassault Aviation, a French aircraft
manufacturing company.
Taj Khazana - It is a chain of luxury lifestyle stores located across India, in cities
such as Mumbai, Delhi, Kolkata, Bangalore, Hyderabad, Chennai, and Goa, in select
Taj Hotels. It is a boutique which showcases and stocks artefacts, collectibles,
apparels, garments and accessories created by Indian craftsmen and designers. It has
been reviving of the traditional works of Indian artisans since its inception.
Taj SATS - Taj SATS Air Catering Ltd is the largest airline catering service in South
Asia, as a joint venture of IHCL with SATS.
Taj Yachts - The IHCL group also operates Taj Yachts and has two three bedroom
luxury yachts.
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Company profile: GATEWAY OF TAJ

Who are we?
The Gateway hotel & Resorts, designed keeping you, the modern nomad, in mind. At The
Gateway, we believe in keeping things simple. Part of the Taj Group of Hotels, the Gateway
Hotel & Resorts are full service upscale hotels and resorts in the South Asia region. We offer
consistent, quick and crisp service for smart travellers seeking hassle-free and contemporary
experiences.
We know that you're looking for comfort, familiarity and flexibility when you travel. That's
why our hotels are divided into 8 zones - Enter, Stay, Hangout, Meet, Work, Workout,
Unwind and Explore. Our 24/7 services such as the 24/7 breakfast, 24/7 'active studio' and
24/7 laundry are all designed to cater to guests round-the-clock. We deliver fitness through
services like 'in-room yoga' and 'active foods'. We let you guests enjoy your space. We take
the unwanted surprises out of travel with a welcoming, consistent and enjoyable stay
experience, unobtrusive service and warm, friendly hospitality.
The Gateway Hotels & Resorts are located in 24 cities and holiday destinations with plans to
open in many more. We currently have 40 operating and signed up hotels and plan to take
this number to at least 50 over the next few years.
So that no matter where you go, you are never far away from a stay at your home away from
home.

What do we do?
As travel often means more hassle than harmony, more stress than satisfaction, modern
travellers are looking for smarter choices. Driven by our passion for perfection, we welcome
our customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere.
Offering the highest consistency in quality, service and style we set new standards and take
the unwanted surprises out of travelling. Our warm welcome makes you feel at home and our
crisp and courteous service empowers you to get more done with greater effectiveness and
control. Through our unrivalled network we provide welcome perfection, anywhere our
customers want or need to be.

What do we offer?
A relaxed, refreshing and contemporary experience across our zones - enter, stay, hangout,
meet, work, workout, unwind and explore to better deliver the brand promise. Be it 24/7, our
belief that all key hotel services should be available round-the-clock, or menus that help
you take advantage of what every day has to offer, the focus is always on creating sanctuaries
that refresh, refuel and renew the modern day traveller. 'Active foods' - superfoods and low
glycemic index foods for the health conscious; 'eat-in' - our refreshed in-room dining menu;
'wake up' - the buffet breakfast with a range of healthy & indulgent options and regional
home-style cuisine. 'In-room yoga' amenities for the yoga enthusiasts; 'explore' - packages
that lend themselves to exploring the destinations our hotels are located in.
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We are flexible, on the move, and instantly responsive. We work around the clock and around
guests' schedules. We have a 24/7 attitude. We are the breakfast at 2 PM. We are the workout
at night. We are about active and healthier choices. We are about flexibility and freedom.
Freedom to make whatever demands you want of us so that you can go about your business
uninterrupted

New Hotel launches and Expansions

Taj launched three new Gateway hotels in the year 2013-14 and expanded its inventory in
one hotel.
The Gateway Hotel Lakeside, Hubli
Your Company launched its fourth Gateway branded hotel in Karnataka, in addition to the
existing hotels at Bangalore, Mangalore and Chikmagalur. The hotel is located on the arterial
road connecting Hubli to Dharwad and is close to the city centre. Spread over 9 acres of
pristine lush greenery, the hotel sits pretty on the banks of the picturesque Lake Unkal. The
hotel has 92 spacious rooms including 4 suites, each room offering serene views of Lake
Unkal.
The Gateway Hotel IT Expressway, Chennai
Your Company marked the debut of the Gateway Brand in Chennai located near
Sholinganallur junction on Old Mahabalipuram Road. The Gateway Hotel IT Expressway
Chennai offers guests the dual advantage of being right where the IT action is, as well as
being within easy reach of the temple town of Mahabalipuram and the French influenced
Union Territory of Puducherry. Each of the 200 spacious rooms have an uninterrupted view
of the citys skyline.
The Gateway Hotel EM Bypass, Kolkata
Your Company launched the first Gateway branded hotel in Kolkata and the second Taj
property after 24 years post the launch of Taj Bengal in 1989. Built on 1.9 acres of prime real
estate, the property is optimally located at the junction of the Rashbehari Connector and
within touching distance of the citys IT hub and principal business districts. With 197
elegantly designed rooms and suites, a grand ballroom spread across 6,400 sq ft, 24 hour
business center and meeting rooms, high speed wi-fi connectivity throughout the hotel,
coupled with fitness center and swimming pool, the hotel will redefine the citys hospitality
backdrop, blending in the most of sophistication, with traditional heritage and modern
efficiency.
The Gateway Hotel Airport Garden, Colombo
The Gateway Hotel Airport Garden Colombo opened a new block consisting of 98 Executive
Rooms, 2 Gateway Suites and a new lobby. The hotel is nestled in midst of a 38-acre coconut
plantation bordering the Negombo Lagoon and the Colombo-Katunayeke Expressway.

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Designed by Singapore-based architects Warner Wong, the new wing of the hotel has a
contemporary look and feel which embraces the modern Sri Lanka.

Food&and&Beverage&

Home Food by Home Makers @ Gateway Hotels

This initiative resulted in better guest experiences and an increase in the food scores. The Top
2 Boxes (Excellent and Very Good) Scores of GSTS for food is 84 % against the score of 82
% in the corresponding period previous year. New additions of home style food
Bayulusime at Hubli, Thanjavur Virundhu at Chennai and Purbo banglar khabar at
Kolkata Gateway hotel have been very well received.
Chefs Hat @ gateway Based on the concept of Co-creating with the guest a special trolley designed exclusively
for
Interactive Cooking and positioned in the All Day Dining, allowing resident guests to indulge
in inventing a new dish of their choice.
Leadership&Development&

During the year over 90 senior managers were taken through a very structured and intensive
leadership development program to prepare them for larger roles as the organization grows.
This initiative has had a significant developmental impact on the managers and will provide
the organization with the required leadership bandwidth for future growth.
Strengths&&

Organization Culture: IHCL has a highly engaged and loyal workforce, which is responsive
to guest needs and requirements. Benchmark levels of employee engagement have translated
to a guest first culture at touch points within the hotel, where employees consistently strive
to meet and exceed guest expectations. This is a hallmark of the Taj brand, and helps the
organization stand out amongst its competitors.
Safety&

To ensure that Safety remains a prime focus at the work place, Benchmarking site visits were
arranged for Senior Leaders as well as General Managers to other Tata Companies to
facilitate sharing and learning. Your Company has also intensified its Safety audit systems at
the hotels by engaging Bureau Veritas (India) Ltd to conduct a detailed 2-3 day audit at each
of your Companys hotels. The Safety audit process now includes Ginger hotels as well as
International hotels in Sri Lanka, Bhutan as well as Maldives. This year audits have been
completed for 73 hotels.

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Ensuring&guest&Delight&by&using&guest&Feedback&

Your Companys focus on ensuring guest delight involves a strong focus on gathering
feedback from guests, data mining and identification of improvement opportunities to
positively impact a guests experience. Hotels closely monitor improvement projects based
on guest feedback and work towards eliminating defects and re-work.
Mystery Shopper audits are conducted for all hotels and provide information that is used in
conjunction with guest feedback to improve processes, and deliver product and services to
meet guest expectations and build guest delight.
Initiatives&for&Efficient&Workforce&Cost&Management&&

1. Minimal addition to Workforce:

The drive to improve the manning standard across the organization by scrutiny of vacant
positions and selectively closing critical positions at all levels was continued this year. As in
the previous few years, new hirings have been kept at a minimum and most new positions
have been filled with internal redeployment.
2. Filling positions in new hotels through internal redeployment:
This initiative of redeploying existing and trained workforce from current hotels to new
openings was continued during this year. Staffs have been redeployed into all the new hotels.
3. Leadership Development:
The Taj Leadership Program is focused to develop leadership capability in middle managers
who have the potential to become future leaders - Functional heads or Hotel General
Managers. Each batch has to go through a 6 day phase of the workshop, interspersed with 3-4
weeks of work, such that the participant can practice his / her learning in daily work routine.
This year your Company has successfully completed the program for the third batch of 31
participants.
4. Smart layering the organization:
The organization had initiated an effort to drive efficiency by achieving a healthier manager
to staff ratio in the previous year. The effort has been continued in the current year and the
overall number of managers in the Company has reduced despite the addition of new hotels
in the Taj fold.
Women&Empowerment&and&Anti&Sexual&Harassment&Initiative&

To empower women and protect women against sexual harassment, a policy for prevention of
sexual harassment was rolled out and an Internal Complaints Committee as per legal
guidelines was set up at all major locations. The Anti-Sexual Harassment Initiative allows
employees to report sexual harassment at the workplace. The Internal
Committee looks into all complaints of sexual harassment and facilitates free and fair enquiry
process with clear timelines.
CSR&

HELPING PEOPLE HELP THEMSELVES

The team at The Gateway Hotel in Vadodara is driven to help the underprivileged as well as
the differently- abled to live a sustainable life through a series of hospitality skill training
workshops in partnership with local a Non-Profit Organization called Don Bosco Snehalaya.
The candidates are not only happy to

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Be working at a Taj Hotel, but also aspire to do more for their family as well as for
themselves. Babul, for example, is a differently-abled associate, who works in the
Housekeeping Department and eagerly aspires to be a Housekeeping Manager some day. He
was elected Partner of the Month in December 2011 for having returned guest money found
while doing laundry.
I am very happy here. I love working at The Gateway Hotel, Vadodara. Ive learnt a lot
here.
-Surinder
Communicated in sign language, since Surinder is hearing and speech impaired
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Chapter 2: Theoretical Framework and

Research Methodology

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Theoretical framework
Workplace Diversity in Hospitality
The United States Department of Commerce statistics estimated that a total of 59.7 million
tourists from different part of the world visited the U.S. in 2010. Similarly, a total of 2
million U.S. citizens visited China alone as tourists in 2010. Statistics show that 8 million
people are employed in the travel and tourism industry and the report further reported that 1.2
million are linked directly with international tourists. These statistics confirm just how
diverse the workforce composition in the industry has become. Workplace diversity in
hospitality and tourism is therefore a key factor in facilitating cultural exchange on a global
level.

Nature of Hospitality
Globalization has enhanced the diversity experienced in the hospitality and tourism industry
because of its multicultural nature. Tourism involves the movement of people from their
usual surroundings to places of interest either within the country or across international
borders for leisure, business, fun or adventure. Hospitality, on the other hand, involves
providing services such as travel, accommodation and entertainment to meet the needs of
tourists. Hospitality and tourism aims at optimizing the experience of tourists in cultural
environments that differ from those of their home countries or regions.

Understanding Workplace Diversity in Hospitality

Hospitality and tourism present a unique opportunity to understand new cultural experiences
for both employees and the tourists. It is important for the personnel to understand and
appreciate different cultures to enhance the nature of their interactions with tourists of
different cultures, religions, races, creeds, colors, ages, genders and sexual orientations. It is
for this reason that businesses plying their trade in this industry must endeavor to train their
personnel to appreciate and accommodate people from diverse backgrounds around the
world. As such, workplace diversity not only facilitates easy understanding of different
cultural, social and economic perspectives but also enhances the delivery of satisfactory
services through communication and observation.

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Influence of Workplace Diversity in Hospitality

The workforce composition in the hospitality and tourism establishments is definitely vast
and diverse. Indeed, it is necessary to employ people from all walks of life and nationalities
so as to nurture workplace diversity that portends positive influence and enhanced
productivity in the hospitality and tourism industry. Workplace diversity also enables
businesses in the hospitality and tourism industry to nurture and portray a positive image of
inclusive equal employment opportunities for all without regard to race, gender or nationality.

Appreciating Workplace Diversity in Hospitality

Workplace diversity in the hospitality and tourism industry is enhanced through visions that
promote equal employment opportunity to cater for the different nationalities in the market .
The industry gets to appreciate the world's socio-cultural and economic differences through
the recruitment of people of diverse backgrounds. As such, businesses in this industry need to
establish organizational policies that not only discourage discrimination but also encourage
intercultural activities such as cultural educational programs and forums. Businesses also
should employ organizational structure that comprise of people from different regions and
races and spread key appointments to qualified staff from across the board.
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Research methodology
Research design
The study has utilized both descriptive and causal research design. The research problems
and objective posed at the beginning of the study will be answered through a descriptive and
research design. The design will focus on diversity of workplace in an organization. A closeended questionnaire was used to obtain the data. Interpretation would enable us to know
about the level of diversity within the organization and will help to recommend and suggest if
required for the workplace.

Time and place of survey

The survey was conducted on 5th November 2014 in GATEWAY OF TAJ; our respondents
were employees of Taj Hotel from various sectors and knowing about their diversity policies
availability in the organization in which they work in.

Table 2.1: The table shows the sampling size and instrument used

Population that has been studied

GATEWAY OF TAJ employees

Sampling size
Instrument used

50
Questionnaires

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Sample size
The sample size for our survey was 50 employees respondents from Surat city. The
respondents are working as employees in GATEWAY OF TAJ in various sectors.

Sources of data
The data used in the report were both primary and secondary data. The primary data was
conducted by survey and was used for analysis and interpretation whereas, the secondary data
was collected from various journals, research papers and web browsing and were used for
literature review and theoretical framework of the topic.

Sample frame
The survey was conducted in GATEWAY OF TAJ, a chain hotel of The Indian Hotels
Company Limited (IHLC) , Surat city. The areas covered under our survey were the lower
level workers and their superior employees.

Analytic procedure
The analytical procedure included the questionnaire on the basis of which study was
conducted .The data collected was analyzed by using graphical method. The data was
represented in the form of graphs and charts and then were interpreted which would help us
to get the approximately appropriate conclusion and results in order to get few
recommendations and suggestions for the use of diversity policy in an organization.
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Chapter 3:
Data analysis and interpretation

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Personal Questions:

1. Age
Table 3.1: the below table shows the age group of the sample

18-25

28

56%

25-40

20

40%

4%

40 and above

Figure 3.1: the below bar graph shows the age group of the sample

Interpretation:
The above table shows that the organization constitutes out of 50 employees a large number
of group age is 18-25 with percentile of 56%, which shows working of young generation in
hospitality sector is uprising which brings new and innovative ideas. Out of 50, 40% of the
employees lies in the age group of 25-40 and a very few percentage of employees lies in the
age of 40 or above.

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2. Gender
Table 3.2: the below table shows the gender of the sample
Man

32

64%

Woman

18

36%

Figure 3.2: the below column chart shows the gender of the sample

Interpretation:
From the above table, we can easily witness that men have outnumbered women in the
organization dramatically. The table shows men with number of 32 with a percentile of 64%
whereas women being 18 with percentile of only 36%.

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3. Experience in your workplace

Table 3.3: the below table shows the experience of employees in the organization
of the sample

2 years

16

32%

2-5 years

24

48%

5-10 years

12%

10+ years

8%

Figure 3.3: the below pie chart shows the experience of employees in the
organization of the sample

Interpretation:
According to the table given above, we can clearly see that majority of employees working in
the organisation is for 2-5 years, with percentile of 48%.

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Question 1: does the organisation provide flexible arrangements to enable staff and
volunteers to better balance work and personal responsibilities?
Table 3.4: the below table shows flexibility of arrangements acquired by staff for their
work and personal responsibilities.
yes

25

50%

sometimes

16%

no

4%

15

30%

always

Figure 3.4: the below graph shows flexibility of arrangements acquired by staff and
volunteers for their work and personal responsibilities.

Interpretation:
According to the given graph and table, 78% of the employees agree to the fact that their
organisation does act flexible and support them. Thus, provide necessary facilities required.
During the survey, we witnessed that 4% of employees who disagree with the statement
belonged to laundry section.

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Question 2: do you have dispute with your supervisor?

Table 3.5: the below table shows whether employees have dispute with their supervisor.
most of the time

2%

sometimes

20

40%

never

29

58%

Figure 3.5: the below graph shows whether employees have dispute with their
supervisor.

Interpretation:
From the above graph, we can see that there is harmony within the organisation because 60%
of the employees say that they do not have any dispute with their supervisors, which shows
the organisation is working smoothly. According to the topic - diversity in workplace, it is
natural to have a few conflicts (40% of the employees believe that).

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Question 3: does the organisation have an effective means of identifying and addressing
conflicts?

Table 3.6: the below table shows whether the organisation has effective means for
identifying and addressing conflict.
yes

49

98%

no

2%

Figure 3.6: the below pie chart shows whether the organisation has effective means of
identifying and addressing conflicts.

no"
yes"
0%"

20%"

40%"

60%"

80%"

100%"

120%"

Interpretation:
The above pie chart clearly portraits that the organisation does have an effective means of
identifying and addressing conflicts as 98% of the employees agree to it. In hospitality sector,
there is a wide range of hierarchy which tells us that conflicts are bound to occur. Hence, the
organisation needs to keep effective means to avoid mismanagement.

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Question 4: are your problems and complains entertained by the organisation?

Table 3.7: the below table shows whether employees problems and complains are
entertained by the organisation?
yes

46

94%

no

2%

sometimes

4%

Figure 3.7: the below graph shows whether employees problems and complains are
entertained by the organisation.

Interpretation:
According to the above graph, 94% of the employees state that their complain and problems
are well entertained and looked into. This depicts to maintain diversity in workplace; the firm
keeps every individuals need under well consideration to maintain harmony. Whereas, the
other 4% disagree this is natural as no firm can wholly balance the environment.

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Question 5: does your organisation have policies and procedure to encourage and
support participation of female?

Table 3.8: the below table shows whether the organisation has policies and procedure
for female to encourage and support participation.
Yes

34

68%

No

16

32%

Figure 3.8: the below graph shows whether the organisation has policies and procedure
for female to encourage and support participation.

Interpretation:
Most of the departments in Gateway of Taj, such as Front Desk, F&B, Housekeeping and so
forth give equal importance to male and female. According to the survey, 68% of the
employees believe that females are encouraged. Nevertheless, there are a few departments
such as Laundry, Engineering where male are more preferable. Thereby, the remaining 32%
of employees say no. As women are stepping in business and service market immensely,
hoteliers are upholding policies to get more female number in the hospitality sector by
encouraging and supporting them.

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Question 6: Has your organisation ever:

Table 3.9: the below table shows how many sentences are relevant in terms of diversity
of workforce.
Installed specialist facilities for diverse groups.

33

66%

12%

Offer pro-rata pay and holidays to part time workers

31

62%

Run any special training sessions for diverse groups (e.g. women only)

39

78%

Ensure that you are complying with the relevant equality legislation

14%

Offer unpaid placements to applicants from diverse groups

6%

Examined your salary arrangements for potential discrimination.

Have a written harassment policy

50 100 %

Figure 3.9: the below graph shows how many sentences are relevant in terms of
diversity of workforce

Interpretation:
From the above table and graph, it depicts that Gateway of Taj has an overall diversity in
workplace policy which they strictly follow. One of the statement where is says installed
specialist facilities for diverse groups, this means the hoteliers takes great interest in every
individuals need; also have harassment policy where any employee of the organisation can
drogue a complain and management could look into the matter instantly.

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Question 7: agree or disagree to the given sentences about diverse employees.

(a)

Diverse employees identify more accurately the needs of customers?

Table 3.10: the below table shows if diverse employees identify needs of customers well.

strongly agree

10

20%

agree

19

38%

dont know

17

34%

disagree

8%

strongly disagree

0%

Figure 3.10: the below graph shows if diverse employees identify needs of customers
well.

Interpretation:
48% of the employees strongly agree that diverse employees will give better service to the
customers because people are more easily engaged when they feel represented amongst their
colleagues and peers. When employees are members of the communities that an organization
is working inor working withit adds to both credibility and trust.

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(b)

Diverse employees can be valuable because they have a wide variety of skills.
Table 3.11: the below table shows if diverse employees can be valuable.

strongly agree

16%

agree

23

46%

dont know

13

26%

disagree

12%

strongly disagree

0%

Figure 3.11: the below graph shows if diverse employees can be valuable.

Interpretation:
62% of the employees agree that diverse employees are valuable because they have wide
range of skills. As diversity can contribute to more effective decision-making and problemsolving by providing a range of perspectives, a broad spectrum of expertise and a more robust
process for critical evaluation. Different perspectives can draw attention to shared
assumptions that may be implicitly guiding current practices.

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(c)

Diverse employees can enhance innovation with fresh ideas.

Table 3.12: the below table shows can diverse employees enhance innovation
with fresh ideas.
strongly agree

14%

32

64%

Dont know

4%

disagree

12%

strongly disagree

6%

agree

Figure 3.12: the below figure shows can diverse employees enhance innovation
with fresh ideas.

Interpretation:
78% of the respondents believe enhanced innovation and creativity as a benefit that would
likely flow from a more diverse workforce, as diverse employees provide fresh perspectives
and different points of view. Research from many sectors supports this, showing a strong link
between diversity and innovation. Well-managed heterogeneous teams are more productive,
more creative and more effective than homogeneous groups.

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(d)

Diverse employees can improve internal morale.

Table 3.13: the below table shows whether diverse employees improve internal
morale.
strongly agree

8%

agree

33

66%

dont know

12

24%

disagree

0%

strongly disagree

2%

Figure 3.13: the below table graph shows whether diverse employees improve
internal morale.

Interpretation:
76% of the respondent agree that diverse employee improves internal morale as firstly,
hiring experienced employees can reduce training needed; secondly, bigger pool of talent
jump in where there are better teamwork and leaders are foreseen.

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(e)

Diverse employees make team working a richer experience.

Table 3.15: the below table shows do diverse employees make richer experience
with teamwork.

strongly agree

10

20%

agree

30

60%

dont know

10%

disagree

10%

strongly disagree

0%

Figure 3.15: the below graph shows do diverse employees make richer experience
with teamwork

Interpretation:
80% of the respondent highly agrees to the statement that diverse employees make rich
experience in teamwork as employees are being exposed to new ideas, cultures and
perspectives which can help individuals to reach out intellectually and gain a clearer view of
their surroundings and their place in the world. Spending time with culturally diverse coworkers can slowly break down the subconscious barriers; encourage employees to be more
well-rounded members of society.
"

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Chapter 4:
Recommendation and Conclusion

"
36"
"

Recommendation
Creating a more diverse workforce in your small business is important not only for
compliance with anti-discrimination laws, but it can also benefit your company from a
productivity standpoint. Diversifying your workforce can be tricky, as some employees may
not relate well to people from different cultures or backgrounds. Some recommendations can
help you not in the recruitment of a more diverse workforce,
Widen Your Recruiting Base
If you restrict your recruiting to your immediate geographic area, you may be missing an
opportunity to develop a diverse workforce. Use other recruiting vehicles to expand your
base, including online job boards which anyone with Internet access can view. Also, advertise
your openings in publications that appeal to minorities.
Offer Language Training
According to the Workforce Diversity Network website, the Society for Human Resource
Management says that providing or paying for training in English as a second language is a
way to improve diversity. Having this type of program allows you to recruit from a wider
base of candidates, as it removes language barriers as a reason for not considering a qualified
applicant.
Create an Evaluation Form
According to the Strategies and Tactics for Recruiting to Improve Diversity and Excellence
program, developing a standardized form to evaluate candidates helps prevent discriminatory
hiring practices. A form allows you to use the same evaluation criteria for all candidates,
which reduces the possibility of interjecting personal prejudices.
Make Use of Current Staff
Use existing members of your staff to help recruit employees. For example, if you already
have quality employees who are minorities, let them know about job openings to see if they
know others who may be qualified or interested. This helps to create a flow of diverse
candidates, and can also reduce your recruiting expenses.
Clarify the Benefits
Emphasize to your employees how diversity benefits the company, and how that ultimately
benefits each employee. For example, if you hire a Latino sales representative, point out that
this can help the company expand into the Latino marketplace, creating growth and more
opportunities for everyone at the firm.
"

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Conclusion
A"diverse"workforce"is"a"reflection"of"a"changing"world"and"marketplace."Diverse"work"teams"bring"
high"value"to"organizations."Respecting"individual"differences"will"benefit"the"workplace"by"creating"a"
competitive"edge"and"increasing"work"productivity."Diversity"management"benefits"associates"by"
creating"a"fair"and"safe"environment"where"everyone"has"access"to"opportunities"and"challenges."
Management"tools"in"a"diverse"workforce"should"be"used"to"educate"everyone"about"diversity"and"
its"issues,"including"laws"and"regulations."Most"workplaces"are"made"up"of"diverse"cultures,"so"
organizations"need"to"learn"how"to"adapt"to"be"successful."
"

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"

References
http://www.thegatewayhotels.com/"
http://smallbusiness.chron.com/workplaceadiversityahospitalityatourisma15436.html"
http://edis.ifas.ufl.edu/hr022"
http://www.slideshare.net/shruti27bhatia/diversityamanagementatheachallengesaandaopportunitiesa
presentation"
https://www.google.co.in/"
"

"

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ANNEXURE

DIVERSITY IN WORKPLACE
This survey asks questions about diversity in an organization by which we meant the
employment of groups such as gender, age, ethnic minorities, disable and old workers
and others that can be overlooked for employment opportunities.

PERSONAL DATA
Name________________________________________________
Age
18-25
25-40
40 and above
Gender
Man
Woman
Experience in your workplace
0-2 years
2-5 years
5-10 years
10+ years

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"

YOUR CURRENT EMPLOYMENT STATUS

Question 1: Does the organisaion provide flexible arrangements to enable staff and
volunteers to better balance work and personal responsibilities?
Yes
Sometimes
No
Always
Question 2: Do you have dispute with your supervisor?
Most of the time
Sometimes
Never
Question 3: Does the organisation have an effective means of identifying and
addressing conflicts?
Yes
No
Question 4: Are your problems and complains entertained by the orgnaisations?
Yes
No
Sometimes
Question 5: Is performance appraisal in the organisation affected by caste and class of
employee?
Strongly Agree
Agree
Disagree
Strongly Disagree
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"

Question 6: Dose your organisation policies to encourage and support participation of

female?
Yes
No
Question 7: Do you know if your organization has a diversity policy (e.g. regarding
hiring, promotion, retention)?

Question 8: Has your organisation ever: (Please tick as many as are relevant. If
initiatives are planned please indicate with an asterisk)
Installed specialist facilities for diverse groups.
examined your salary arrangements for potential discrimination.
Offer pro-rata pay and holidays to part time workers
Run any special training sessions for diverse groups (e.g. women only)
Ensure that you are complying with the relevant equality legislation
Offer unpaid placements to applicants from diverse groups
Have a written harassment policy
Questin 9: Have you ever felt mistreated by co-workers or any other person within
your organization because of factors related to diversity?

42"
"

Question 10: How far would you agree with the following statement?

Strongly
Agree

Agree

Dont
Know

Disagree

Strongly
Disagree

Diverse
employees
can more
accurately
identify the
needs of our
customer
Diverse
employees
can be
valuable
because they
have a wide
variety of
skills
Diverse
employees
can enhance
innovation
with fresh
ideas
Diverse
employees
can improve
internal
morale
Our
workforce is
naturally
diverse
without the
needs to
think about
diversity
Diverse
employees
make
teamworking
a richer
experience

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"