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Employee motivation

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at Tag hotels palaces and resorts

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Employee motivation   Employee motivation Presentation Transcript

  • EMPLOYEE MOTIVATION
    AT TAJ HOTELS RESORTS AND PALACES
  • MOTIVATION
    The process that account for an individual intensity , direction and persistence of effort towards attaining a goal.
    Effect on motivation on employees
    -motivated employees always look for better
    ways to do there job.
    -they are more quality oriented.
    -they are more productive.
  • RECOGNITION PROGRAMS AS MOTIVATORS
    Robbins and Judge identified five principles for the success of such programs
    Recognition of employees’ individual differences and clear identification of behaviour deemed worthy of recognition.
    Allowing employees to participate.
    Linking rewards to performance
    Rewarding of nominators.
    Visibility of recognition process.
  • TAJ HOTELS RESORTS AND PALACES
    Registered under the name of The Indian Hotels Company Limited (IHCL) and its subsidiaries.
    Incorporated by Mr. JamshedjiN.Tata in the year 1903 by opening its first asset , The Taj Mahal Palace Hotel , Mumbai.
    Comprises of 93 domestic and 16 international hotels.
  • VISIONEmbrace talent and harness expertise to leverage standards of excellence in the art of hospitality to grow our inter national presence , increase domestic dominance and create value for all stake holders.Core philosophy of Taj states “Happy employee leads to happy customer”. Theybelieve in social responsibility and people-centric programs.
  • MOTIVATIONAL PROGRAMS AT TAJ
    Taj People philosophy (TPP)
    Balance scorecard system (BSS)
    STAR system
    Training programs
  • TAJ PEOPLE PHILOSOPHY
    Developed in 1999 , was a brainchild of Bernard Martyris and his core team.
    Originally planned to be called as “The womb to tomb approach”.
    Developed at a dream retreat program at Goa, in line with the Tata business excellence model and is based on the Taj Employee Charter.
    Covers all people practises of the group
  • KEY POINTS OF TAJ EMPLOYEE CHARTER
    Every employee of the Taj Group would be an important member in the Taj family.
    The Taj family would always strive to attract , retain and reward the best talent in the industry.
    The Taj family would commit itself to formal communication channels , which would foster transparency.
  • Three major aspects of TPP
    Work systems and processes
    Learning and development
    Employee welfare
    Features
    Hiring fresh graduates
    Intensive two year training program
    Talent management and specialization
    Leadership programs
    Balanced score card
    Feedback system
  • FEEDBACK -SYSTEM
    The group also took strong measures to weed out underperformers
    Adopted a 360 degree feedback system
    Covered all from managing directors to department managers
    All were evaluated by their immediate subordinates
    Followed by personal interviews to counsel them so as to overcome their deficiencies
  • BALANCED SCORE CARD
    Created by Art Scliedman in 1987
    Most widely used is Kaplan and Nortan model
    Strategic performance management tool
    Focuses on enhancing both individual as well as enterprise performance.
    Measure performance across all hierarchical levels against a set of predefined targets
    Identified any variance in predefined targets
  • FOUR PRESPECTIVES OF BSS
    Financial
    Internal business processes
    Learning & growth
    Customer
    LEARNING AND GROWTH
    Employee turnover
    Job satisfaction
    Training/learning opportunities
  • PRODUCTIVE CHANGES OF BALANCE SCORECARD
    Communication
    Linked individual performance with group’s overall strategy
    Enhanced performance
    Employee problems solved quarterly
  • STAR SYSTEM(SPECIAL THANKS AND RECOGNITION SYSTEM)The STAR system developed by Bernard Martyris. (senior vice-president HR,IHCL)
    Launched in 2001 as an employee loyalty program.
    Operative throughout the year (April-March)
    Open to all employees across the organization at all hierarchical levels and used as an appraisal system.
    AIM
    IDENTIFY - RECOGNISE - REWARD
  • 5 LEVELS OF STARS
    LEVEL 1 – SILVER GRADE - 120 points – 3months.
    LEVEL 2 – GOLD GRADE – 130 points within three months of attaining Silver grade.
    LEVEL 3 – PLATINUM GRADE – 250 points – with in 6 months of attaining Gold grade.
    LEVEL 4 – CHIEF OPERATING OFFICERS CLUB – accumulate - 510 to 760 points.
    LEVEL 5 – MD’s CLUB – accumulate 760 points or more no time bound.
  • POINTS AWARDED BASED ON
    INTEGRITY & HONESTY
    KINDNESS & TEAMWORK
    CO-ORDINATION
    CO-OPERATION
    TRUSTWORTHINESS
    RESPECT FOR CUSTOMERS
    EXCELLENCE IN WORK
    NEW INITIATIVES
    ENVIRONMENTAL AWARENESS
    COURAGE AND CONVICTION
  • METHODS OF AWARDING POINTS
    • THROUGH CUSTOMER APPRECIATION
    • COMPLIMENT A COLLEAGUE FORUMS
    • DEFAULT POINTS
    • VARIOUS SUGGESTION SCHEMES
    Suggestions by employees that benefited the organization fetched them significant points
    STARS awarded according to number of points (which would be pinned to their coats)
  • AT DIFFERENT LEVELS OF STARS
    Employees were
    -Given gift voucher or a vacation in Taj Hotels of their choice in India
    -Felicitated at a function held at Taj , Mumbai by MD of Taj group
    Winner’s photographs were displayed on a big screen at the functions.
  • PRODUCTIVE CHANGES OF THE STAR SYSTEM
    Highly motivated employees
    Team spirit
    Service standards gone up
    Improved guest satisfaction levels &repeat customers
    'Hermes Award 2002' for 'best innovation in HR' in the hospitality industry.
  • TRAINING PROGRAMS
    A fresher goes through a two year training program where he is inducted into the culture the business management and the ethos of the organization staff through cross functional response . Heads of department are trained at various centers which further train their staff.
    The Taj exotica , one of the
    group hotels of Taj offered ,
    on the job training to its
    employees.
  • EMPLOYEE TAJ RELATIONS
    The employee of the Taj is viewed as an asset and real profit center.
    Taj group does not focus only on the right people but also on the right attitude.
    They believe that the talent management was of utmost importance to develop a sustainable competitive advantage.
    The Employee Retention Rate (ERR) of the Taj Group was the highest in the hospitality industry because of its employee-oriented initiatives.
  • They give greater recognition to its employees which motivated them to work to the best of their abilities.
    They standardized their various processes and developed a common work culture.
    The Taj Group had been highly successful becauseof its ability to provide better opportunities to its employees.
  • HERMES AWARD
    Because of STARS , the Taj group won the ‘HERMES AWARD 2002’,an international competition for the best innovation in the human resources in hospitality industry.
    A body of hospitality industry professionals decides The Hermes Awards for the world lodging industry. It is among the most prestigious awards in the industry, and is instituted under 12 non-traditional categories. The Taj Group was invited to participate in the best innovation in HR category.
  • GALLUP AWARD
    Indian Hotels Company Ltd, which owns the Taj group of hotels, has won the Gallup Great Workplace Award 2011for the second time.
    The Gallup Great Workplace Award was created to recognize excellent companies for their extraordinary ability to create an engaged workplace culture.
    Organizations can apply each year for this award.
  • CASE STUDIES
    HR practices at the Taj group attracted several HR and OB experts from the world over. Thomas Delong , a professor of organizational behaviour from Harvard Business School , visited India and interviewed employees . After his visit , Tajwas “envisioned as an example of organizational transformation wherein key dimensions of cultural change went into making of global managers.
  • The heroic response by employees of Mumbai's landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focusses on the staff's selfless service for its customers and how they went beyond their call of duty to save lives.
  • REFERENCES
    www.tata.com
    www.tajhotels.com
    www.icmrindia.org
    www.businessballs.com
    www.wikipedia.org
    www.scribd.com