Employee motivation

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Employee motivation

  1. 1. EMPLOYEE MOTIVATION<br />AT TAJ HOTELS RESORTS AND PALACES<br />
  2. 2. MOTIVATION<br />The process that account for an individual intensity , direction and persistence of effort towards attaining a goal.<br />Effect on motivation on employees<br /> -motivated employees always look for better <br />ways to do there job.<br /> -they are more quality oriented.<br />-they are more productive.<br />
  3. 3. RECOGNITION PROGRAMS AS MOTIVATORS<br />Robbins and Judge identified five principles for the success of such programs<br />Recognition of employees’ individual differences and clear identification of behaviour deemed worthy of recognition.<br />Allowing employees to participate.<br />Linking rewards to performance<br />Rewarding of nominators.<br />Visibility of recognition process.<br />
  4. 4. TAJ HOTELS RESORTS AND PALACES<br />Registered under the name of The Indian Hotels Company Limited (IHCL) and its subsidiaries.<br />Incorporated by Mr. JamshedjiN.Tata in the year 1903 by opening its first asset , The Taj Mahal Palace Hotel , Mumbai.<br />Comprises of 93 domestic and 16 international hotels.<br />
  5. 5. 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.<br />
  6. 6. MOTIVATIONAL PROGRAMS AT TAJ <br />Taj People philosophy (TPP)<br />Balance scorecard system (BSS)<br />STAR system<br />Training programs<br />
  7. 7. TAJ PEOPLE PHILOSOPHY<br />Developed in 1999 , was a brainchild of Bernard Martyris and his core team.<br />Originally planned to be called as “The womb to tomb approach”.<br />Developed at a dream retreat program at Goa, in line with the Tata business excellence model and is based on the Taj Employee Charter.<br />Covers all people practises of the group<br />
  8. 8. KEY POINTS OF TAJ EMPLOYEE CHARTER<br />Every employee of the Taj Group would be an important member in the Taj family.<br />The Taj family would always strive to attract , retain and reward the best talent in the industry.<br />The Taj family would commit itself to formal communication channels , which would foster transparency.<br />
  9. 9. Three major aspects of TPP<br />Work systems and processes<br />Learning and development<br />Employee welfare<br />Features<br />Hiring fresh graduates<br />Intensive two year training program<br />Talent management and specialization<br />Leadership programs<br />Balanced score card<br />Feedback system<br />
  10. 10. FEEDBACK -SYSTEM<br />The group also took strong measures to weed out underperformers<br />Adopted a 360 degree feedback system<br />Covered all from managing directors to department managers<br />All were evaluated by their immediate subordinates<br />Followed by personal interviews to counsel them so as to overcome their deficiencies<br />
  11. 11. BALANCED SCORE CARD<br />Created by Art Scliedman in 1987<br />Most widely used is Kaplan and Nortan model<br />Strategic performance management tool<br />Focuses on enhancing both individual as well as enterprise performance.<br />Measure performance across all hierarchical levels against a set of predefined targets<br />Identified any variance in predefined targets<br />
  12. 12. FOUR PRESPECTIVES OF BSS<br />Financial<br />Internal business processes<br />Learning & growth<br />Customer<br />LEARNING AND GROWTH<br />Employee turnover<br />Job satisfaction<br />Training/learning opportunities<br />
  13. 13. PRODUCTIVE CHANGES OF BALANCE SCORECARD<br />Communication<br />Linked individual performance with group’s overall strategy<br />Enhanced performance<br />Employee problems solved quarterly<br />
  14. 14. STAR SYSTEM(SPECIAL THANKS AND RECOGNITION SYSTEM)The STAR system developed by Bernard Martyris. (senior vice-president HR,IHCL)<br />Launched in 2001 as an employee loyalty program. <br />Operative throughout the year (April-March) <br />Open to all employees across the organization at all hierarchical levels and used as an appraisal system.<br /> AIM<br />IDENTIFY - RECOGNISE - REWARD<br />
  15. 15. 5 LEVELS OF STARS<br />LEVEL 1 – SILVER GRADE - 120 points – 3months.<br />LEVEL 2 – GOLD GRADE – 130 points within three months of attaining Silver grade.<br />LEVEL 3 – PLATINUM GRADE – 250 points – with in 6 months of attaining Gold grade.<br />LEVEL 4 – CHIEF OPERATING OFFICERS CLUB – accumulate - 510 to 760 points.<br />LEVEL 5 – MD’s CLUB – accumulate 760 points or more no time bound.<br />
  16. 16. POINTS AWARDED BASED ON<br />INTEGRITY & HONESTY <br />KINDNESS & TEAMWORK<br />CO-ORDINATION <br />CO-OPERATION <br />TRUSTWORTHINESS <br />RESPECT FOR CUSTOMERS<br />EXCELLENCE IN WORK<br />NEW INITIATIVES<br />ENVIRONMENTAL AWARENESS<br />COURAGE AND CONVICTION<br />
  17. 17. METHODS OF AWARDING POINTS<br /><ul><li>THROUGH CUSTOMER APPRECIATION
  18. 18. COMPLIMENT A COLLEAGUE FORUMS
  19. 19. DEFAULT POINTS
  20. 20. VARIOUS SUGGESTION SCHEMES</li></ul>Suggestions by employees that benefited the organization fetched them significant points<br />STARS awarded according to number of points (which would be pinned to their coats)<br />
  21. 21. AT DIFFERENT LEVELS OF STARS<br />Employees were <br /> -Given gift voucher or a vacation in Taj Hotels of their choice in India<br /> -Felicitated at a function held at Taj , Mumbai by MD of Taj group<br />Winner’s photographs were displayed on a big screen at the functions.<br />
  22. 22. PRODUCTIVE CHANGES OF THE STAR SYSTEM<br />Highly motivated employees<br />Team spirit <br />Service standards gone up<br />Improved guest satisfaction levels &repeat customers<br />'Hermes Award 2002' for 'best innovation in HR' in the hospitality industry.<br />
  23. 23. TRAINING PROGRAMS<br />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.<br />The Taj exotica , one of the <br /> group hotels of Taj offered ,<br /> on the job training to its <br /> employees.<br />
  24. 24. EMPLOYEE TAJ RELATIONS<br />The employee of the Taj is viewed as an asset and real profit center.<br />Taj group does not focus only on the right people but also on the right attitude.<br />They believe that the talent management was of utmost importance to develop a sustainable competitive advantage.<br />The Employee Retention Rate (ERR) of the Taj Group was the highest in the hospitality industry because of its employee-oriented initiatives.<br />
  25. 25. They give greater recognition to its employees which motivated them to work to the best of their abilities.<br />They standardized their various processes and developed a common work culture.<br />The Taj Group had been highly successful becauseof its ability to provide better opportunities to its employees.<br />
  26. 26. HERMES AWARD<br />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.<br />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.<br />
  27. 27. GALLUP AWARD<br />Indian Hotels Company Ltd, which owns the Taj group of hotels, has won the Gallup Great Workplace Award 2011for the second time.<br />The Gallup Great Workplace Award was created to recognize excellent companies for their extraordinary ability to create an engaged workplace culture.<br />Organizations can apply each year for this award.<br />
  28. 28. CASE STUDIES <br />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.<br />
  29. 29. 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. <br />
  30. 30. REFERENCES<br />www.tata.com<br />www.tajhotels.com<br />www.icmrindia.org<br />www.businessballs.com<br />www.wikipedia.org<br />www.scribd.com<br />

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