Summer training report

On
SOCIAL CORPORATE RESPONSIBILITY
In
RAMADA HOTEL

Submitted in the Partial fulfilment of

Master Of Business Administration
In
Human Resource Development

SESSION 2020 – 22

Submitted By Submitted To
Himanshu Yadav DR. RASHIKESH
3rd SEMESTER (HRD Department)

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 V.B.S. Purvanchal University, Jaunpur
(Department of Human Resource Development)

Ref No………………………          Date……

To Whom It May Concern
This is to certify that Mr. Himanshu Yadav, student of MBA in Human Resource Development, III semester
has done her summer training project report under my supervision on the topic “SOCIAL CORPRATE
RESPONSIBILITY”.
To the best of my knowledge her research is original piece of work.
I wish her good luck for his future endeavors.

Dr. Rishikesh

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 Declaration

Himanshu Yadav, student of M.B.A (HRD) 3rd Semester, studying at Veer Bahadur Singh Purvanchal
University, Jaunpur, hereby declare that the summer training report on “Project Report on social
corporate responsibility” for has been submitted in the partial fulfilment of the Master in Human
Resource Development, VBS
Purvanchal University, Jaunpur (U.P). is an original work conducted by me? The information and data
given in the report is authentic to the best of my knowledge. This summer training report is not being
submitted to any other university for award of any other degree, Diploma and Fellowship.
Himanshu Yadav

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 Acknowledgement

It gives me great pleasure to present the report entitled “corporate social responsibility” in RAMADA HOTEL
VARANASI.
I would like to take this opportunity to express my sincere thanks to Ramada hotel and special thanks to my
guide Mr. Amit Shukla (HR HEAD) for all the guidance and support they provided me while this project
was being conducted.
At the outset I acknowledge my deep sense of gratitude to my guide Dr. Rashikesh department of human
resource development VBS Paranuchal University, Jaunpur, for his valuable guidance, suggestions
and constant encouragement in shaping this report.
I also express my gratitude to Dr. Rashikesh and my teachers of the dept. for their continuous
support and encouragement.
Last but not the least, I find my self- lacking in words to express sense of gratitude to my beloved parents
for their encouragement, moral and emotional support.

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 Preface

The report is hard intending to reflect some of the basics satisfactory and dissatisfactory element under the
“RAMADA HOTEL”. The total aspects have been formulated and presented on the basis of questionnaire
and information gathered by this investigation during a shorter span of project training i.e., an important
portion of the M.B.A(HRD) curriculum leading to an opportunity for the participant to have a practical
exposure of the contents.
This report has been written in response to a comprehensive study, conducted on the “SOCAIL
CORPORATE RESPONSIBILITY of workmen”. The report has mention and evaluates the various aspects,
related to CSR in the company.
Preparation of project requires perseverance, initiatives, proper guidance and direction. So, it is mandatory to
take the aid of various departments. We have confidence that anyone who goes through the report will l
earn how much we have learnt and benefited during this period.

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 TABLE OF CONTENTS

Topics Page No.

Chapter-1

1. Executive Summary 8

2. Introduction 9

Chapter-2

3. SOCAIL CORPORATE RESPONSIBILITY 11

 CSR 12

 Guiding Principles Of CSR 13

 Position Announcements 14

 The CSR Industry 15

 Objectives of CSR 27

 CSR Policy Statement 27

 Company Profile 28

 CSR Guidelines of Ramada hotel 30

Chapter-3

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4. Objective of the study 52

5. Research methodology 54

6. Analysis and Interpretation 60

Chapter-4

7. Conclusion 61

8. Recommendations 62

9. Bibliography

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The government of India in 1976 had inserted the term
“socialist “in the preamble of country’s constitution
thereby committing itself to ensuring the development
process. But post liberalization (1991) can be seen in
the context of the larger role being conscious carved
for the private sector in any economy which was earlier
largely controlled and managed by the state now,
increasing acceptance of CSR by large no of
corporate.

The idea of CSR first cane up in 1853. The world

business council for sustainable development defined
CSR as “the continuing commitment by business to
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 behave ethically and to contribute to economic
development while improving the quality of life of
the workforce and their families as well as the local
community and society at large.”

“CSR IS ABOUT HOW COMPANIES MANAGE THE

BUSINESS PROCESS TO PRODUCE AN OVERALL
POSITIVE IMPACT ON SOCIETY”

The current economic climate has forced corporate bodies to

reevaluate all strands of their operations. An analysis of corporate
social responsibility as a method of creation of value is therefore very
important as part of this reevaluation.

There has been a tendency in all organizations to downgrade the

priority of CSR and to treat it once again as a side activity, a form of
philanthropy, that only leads to an increase in costs. This is a
misjudgment which this research aims to prove wrong.

This debate over CSR has existed since companies first assimilated
responsibilities beyond what was required of them by law. However,
globalization and the growth in multinational corporations has made
this debate increasingly complex. Operating globally confronts

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companies with a wide range of new issues which requires adaptation
in their CSR strategy e.g. cultural and regulatory differences, labor and
child labor standards, bribery and corruption, health crises, human
rights, deforestation, etc. Scherer & Palazzo (2007) pointed out that
globalization “is eroding established (primarily national) institutions and
procedures of governance”. This a challenge which companies must
meet or it will force a downgrade in the importance CSR due to the
increasing complexity.

Another key issue, particularly for those opposed to CSR, is that the
vagueness of its definition allows huge leeway in what is proposed and
accepted as CSR, how resources are allocated to meet obligations
and how the results of CSR are interpreted.

The existence of doubt and lack of clarity within the debate over CSR
justifies increased research. Thus, this research is undertaken fill gaps
in areas of insufficient study. Particularly there is a lack of information
on the impact of CSR from the business perspective, as the majority of
the research comes from the perspective of the stakeholders’ interests.

Recently several companies have been involved in social and

environmental disasters and as a result their legitimacy has been
challenged (Palazzo & Scherer, 2006). As a consequence, citizens
are increasingly demanding corporations justify and legitimize not only
their economic actions, but their social and environmental actions in
the general public sphere (Christopher & Kirby, 2010).

In order to achieve this, corporate social responsibility activities must

encompass all corporate social practices - economic, social, and

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environmental simultaneously addressed and implemented in order to
increase the conformity between corporate behavior and the social
expectations of stakeholders (Archie Carroll, 2013)

Several researchers have shown the relationship between a firm’s

engagement with CSR and its economic performance, the well-known
“doing well by doing good argument” (Bhattacharya &Sen, 2004;
Orlitzky et al., 2003; Wood, 1991).

This research tries to tackle these factors from the perspective of

business itself, by measuring the value created (“the doing well”) for
the firm through the implementation of CSR policies (“the doing good”).
In order to measure this value, the researcher will analyse the
correlation between the three dimensions of the CSR (the triple bottom
line- people, planet, profit) with their three corresponding value
indicators (economic, social and environmental indicators) within the
company.

Interest in measuring the specific impacts and outcomes of CSR, has

increased. Motivations for this focus are a need for internal justification
of CSR budgets and to enable companies to report CSR outcomes to
internal and external stakeholders (cebcglobal.org, 2005).
In order to achieve this, corporate social responsibility activities must
encompass all corporate social practices - economic, social, and
environmental simultaneously addressed and implemented in order to
increase the conformity between corporate behavior and the social
expectations of stakeholders (Archie Carroll, 2013)

Several researchers have shown the relationship between a firm’s

engagement with CSR and its economic performance, the well-known

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“doing well by doing good argument” (Bhattacharya &Sen, 2004;
Orlitzky et al., 2003; Wood, 1991).

This research tries to tackle these factors from the perspective of

business itself, by measuring the value created (“the doing well”) for
the firm through the implementation of CSR policies (“the doing good”).
In order to measure this value the researcher will analyse the
correlation between the three dimensions of the CSR (the triple bottom
line- people, planet, profit) with their three corresponding value
indicators (economic, social and environmental indicators) within the
company.

Interest in measuring the specific impacts and outcomes of CSR, has

increased. Motivations for this focus are a need for internal justification
of CSR budgets and to enable companies to report CSR outcomes to
internal and external stakeholders (cebcglobal.org, 2005)

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 Literature Review

Concept and Evolution of CSR

There are many different definitions of CSR, but the most common
view according to the Green paper is, “CSR is a concept whereby
companies integrate social and environmental concerns in their
business operations and in their interaction with their stakeholders on
a voluntary basis.” (European communities, 2001).

CSR evolved as a concept in the 1950’s when the references to social

conscience among management practitioners and theorists were
noted. Carroll credits Howard R. Bowen, 1953 author of the book
“Social Responsibilities of the Businessman”, as the “Father of
corporate Social Responsibility”
As early as the 1950’s businesses were beginning to be thought of as
having a responsibility to society as a whole by writers such as Keith
Davis, who hypothesized that the rewards of profit were not to be a
tool for furthering divides in society between rich and poor. By the
1970’s these divisions were becoming increasingly evident through
several examples of major corporations’ contempt for the
environmental and societal effects of their actions. This led to CSR, on
a larger scale being seen as a serious issue for the first time and
Davis’s earlier work in the area began to show its importance. In the
1960’s Joseph W. McGuire echoed Davis’s stance in his book
Business and Society(1963), he stated, “The idea of social
responsibilities supposes that the corporation has not only economic
and legal obligations but also certain responsibilities to society which

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extend beyond these obligations”(p.144)

The definition of corporate social performance is one which has

evolved from this time in an attempt to address the ethical
responsibilities and how business responds to changing pressures
from society. This evolution has been seen in the writings of Sethi
(1975), Carroll (1979), and Warrick and Cochran (1985), each taking
the idea of corporate social performance and attempting to redefine
and refine it for the challenges which were being faced and were
rapidly changing over the subsequent decades from Davis’s time.

Four decades later CSR theory began to make new ground through
the work of Michael Porter and Mark Kramer. In their 2002 article in the
Harvard Business Review, they attempt to again redefine this
corporate obligation to society; “in the long run…social and economic
goals are not inherently conflicting but integrally connected” (p. 5).
They remodeled the ideas of CSR, showing that social investment had
in itself a substantial economic return. They revealed that social return
and economic return were not in fact separate entities but exist hand in
hand with each other and encouraged businesses to emphasize the
significance of both forms of return.

Further expanding on this idea, Porter and Kramer explained that for
companies to reap any economic return from social investment they
must invest in areas that provide a long-term impact rather than
simply ‘throwing their money at any good cause’ and that this impact
must provide a competitive advantage for the company. This was a
development of the “sticking to your knitting” strategy outlined by
Peters and Waterman in 1982, which claimed that companies
should focus on areas that they
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already provide expertise rather than stretching out of their portfolio into areas of
unfamiliar territory, where they have little know how. Porter and Kramer re-emphasize this
strategy by recommending that businesses ‘stick to what they know’ by using the basic
fundamentals of corporate strategy to develop and support benevolent areas that benefit
both society and the company itself.

In 2005 Rowe, while analyzing the evolution of CSR over the preceding forty years stated
that there has been an increase in the popularity of CSR in recent times. Rowe stated that
this was not only due to the global justice movement or what he terms the” second wave”
of public outcry over corporate malfeasance’, but also due to the increase of
environmental awareness, increasing scarcity of resources and the demand for
transparency of operations.

Some of the more traditional CSR practices of enterprises were perceived not to be
credible, i.e. to be more public relations than real substance, then this could in the
longer term actually compound the problem of the trust gap between corporations and
society. Therefore, measuring the effectiveness of particular CSR (the object of this
research) is extremely important in ensuring that it benefits society which in turn should
add value to the company through better public image.

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“Corporate social responsibility is a management concept whereby
companies integrate social and environmental concerns in their
business operations and interaction with their stakeholder”.

CSR is generally understood as being the way through which the

companies achieve a balance of economic, environmental and social
imperativ

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WHY CORPORATE SOCIAL RESPONSIBILITY IS IMPORTANT?

Corporate social responsibility (CSR) is a broad term used to describe a

company’s efforts to improve society in some way. this effort can range
from donating money to non-profits to implementing environmentally
friendly policies in the work place.

Top CSR statistics

The amount that corporation gave to charities last year.

17.8 billion

Consumers are willing to pay more for products from socially

responsible companies.

Of the world’s largest 250 companies now publish CSR report

93%

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WHY CORPORATE SOCIAL RESPONSIBILITY

 Satisfied Employees.

Employees want to feel of the organization they work for. An employee

with a positive attitude towards the company is less likely to look for a job
elsewhere. It is also likely that you will receive more job applications
because people want to work for you.

More choice means a better workforce. Because of the high positive

impact of CSR on employee wellbeing and motivation, the roll of HR in
managing CSR projects is significant.

 Satisfied Customers.

Research shows that a strong record of CSR improves customer`s

attitude towards the

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company. If a customer likes the company,
he/she will buy more products or services and will be less willing to
change to another brand.

 Positive PR.

CSR provides the opportunity to share positive stories online and

through traditional media.
Companies no longer have to waste money on expensive advertising
campaigns. Instead they generate free publicity and benefit from worth of
mouth marketing.

 Cost Reductions.

A CSR program doesn`t have to cost money. On the contrary. If conducted

properly a company can reduce costs through CSR

Companies reduce costs by:

 More efficient staff hire and retention

 Implementing energy savings programs

company. If a customer likes the company,

he/she will buy more products or services and will be less willing to

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change to another brand.

 Positive PR.

CSR provides the opportunity to share positive stories online and

through traditional media.
Companies no longer have to waste money on expensive advertising
campaigns. Instead they generate free publicity and benefit from worth of
mouth marketing.

 Cost Reductions.

A CSR program doesn`t have to cost money. On the contrary. If conducted

properly a company can reduce costs through CSR

Companies reduce costs by:

 More efficient staff hire and retention

 Implementing energy savings programs

 Managing potential risks and liabilities more effectively

 Less investment in traditional advertising.

 More Business Opportunities.

A CSR program requires an open, outside oriented approach. The

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 business must be in a constant dialogue with customer, suppliers and
other parties that affect the organization. Because of continuous
interaction with other parties, your business will be the first to know
about new business opportunities.

Long Term Future for Your Business. CSR is not something for the short
term. It’s all about achieving long term results and business continuity.
Large businesses refer to- Shaping a more sustainable society.

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SIGNIFICANCE OF CSR: -

1. CSR helps in strengthening the relationship between

companies and stakeholders.

2. It enables continuous improvement and encourages

innovations.

3. Attracts the best industries as a society

responsible company.

4. Provides additional motivation to the employees.

5. Mitigates risk as a result of its effective corporate
governance framework.

6. Enhance ability to manage stakeholder’s

expectation.

DRIVES OF CSR: -

 Care for all stakeholders.

 Ethical functioning.

 Respect for worker’s right and welfare.

 Respect for human rights.

 Respect for environment.

 Activities for social and inclusive development.

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PUBLIC SECTOR UNDERTAKINGS:-

The Government owned company corporations

are termed as public sector undertakings PSUs
in India. In a PSUs majority (51% or more) of the
paid up share capital is held by central
government or by any state govt. or party by the
central govt. and partly by one or more state
govt.

ROLE OF PUBLIC SECTOR UNDERTAKINGS: -

building public sector undertakings have laid a strong
foundation for industrial development the of the

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PUBLIC SECTOR UNDERTAKINGS:-

The Government owned company corporations

are termed as public sector undertakings PSUs
in India. In a PSUs majority (51% or more) of the
paid up share capital is held by central
government or by any state govt. or party by the
central govt. and partly by one or more state
govt.

ROLE OF PUBLIC SECTOR UNDERTAKINGS: -

building public sector undertakings have laid a strong
foundation for industrial development the of the
country. The public sector is less concerned with
making profits. Hence they play a key role in
nation activities which take the country in the right
directions.

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CORPORATE SOCIAL RESPONSIBILITY OF
PUBLICSECTOR UNDERTAKINGS: -
The govt. has issued the guidelines on
corporate social responsibility for central
public sector enterprise following the
committee on public undertakings (1993-
1994) recommended a number of measures

in its 24th report on social responsibilities and

public accountability of public undertakin

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 country. The public sector is less concerned with
making profits. Hence they play a key role in
nation activities which take the country in the right
directions.

CORPORATE SOCIAL RESPONSIBILITY OF

PUBLICSECTOR UNDERTAKINGS: -
The govt. has issued the guidelines on
corporate social responsibility for central
public sector enterprise following the
committee on public undertakings (1993-
1994) recommended a number of measures

in its 24th report on social responsibilities and

public accountability of public undertakings.

OBJECTIVES: -Maximize social welfare and ensure balanced

economic development

Ownership:-owned by government

Management: -managed by government

Capital: -raised from govt. sometimes through public issues.

Area of operation:-operation in basic and public utility sectors.

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COMPANY PROFILE:-

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Chairman & Managing Director

Mr. Jawahar Lal Jaiswal

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Director
Mr. Gaurav Jaiswal

GENERAL MANAGER
Mr. Debajyoti Sanyal

F & B MANAGER Manager- Rooms &

Division
Mr. Arun Kumar Singh Mr. Atish Mathur

ASSISTANT SALES MANAGER EXECUTIVE

HOUSEKEEPER
Mr. Kunal Pankaj Mr. Roushan Jha

EXECUTIVE CHEIF
Mr. Prabir Kumar Saha

CHIEF ACCOUNTANT
Mr. Devendra Kumar

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ASSISTANT SECURITY MANAGER
Mr. Gopal K Rai

SYSTEM IT MANAGER
Mr. Pramod Singh

CHIEF ENGINEER
Mr. Abdul Mannan

PURCHASE MANAGER
Mr. Vikram Singh

HR MANAGER
Mr. Amit shukla

“This hotel is independently owned and operated by JHV Group under a

license from Ramada International Hotels and Resorts”

Wyndham Hotel Group is the world's largest and most diverse hotel
company with approximately 7,670 hotels and 667,000 rooms
worldwide. With highly recognizable brands and hotel choices in every
category from upper-upscale to economy, we offer not only the most

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lodging choices around the world but also exceptional customer service
and great value. Wyndham Rewards®, our free-to-join guest loyalty
program, offers attainable travel rewards for the pragmatic traveler. The
program is the largest in the lodging industry based on the number of
participating hotels. Members earn valuable points for their stays, which
may be redeemed for a variety of reward options, including airline travel,
resort vacations, event tickets, gift certificates for leading retailers and
restaurants and more.

Our Mission
We are the global leader in travel accommodations welcoming our
guests to iconic brands and vacation destinations through our
signature Count on Me! Service.

Our Culture
Wyndham Worldwide strives to become the widely-recognized service
leader in the hospitality industry. We have a service-oriented culture in
which each associate strives to be responsive, be respectful and deliver
great experiences to our customers, guests, partners and communities
as well as to each other.

Wyndham Worldwide Core Values: Act with integrity in all that we do:
Without integrity, the foundations of business and life crumble.

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 Respect everyone, everywhere: Whether we are working with a
customer, a hotel franchisee, a senior executive or a security guard -
respect knows no boundaries.
 Provide individual opportunity and accountability: As leaders, we need to
actively include diversity in our thought process. Diversity or inclusion -
here at Wyndham Worldwide, it is the same concept. Being inclusive
expands our horizons and our society.
 Improve our customers' lives: Whether we are helping our hotel
franchisees or resort affiliates with their businesses or creating
memorable experiences for the guests visiting our properties — we
strive to improve their lives through their interaction with us.
 Support our communities: As a large company, we provide employment
that helps out the communities in which we operate. But the Wyndham
philosophy is that is not enough. We need to give back to our
communities to improve the world around us. We have created
the Wishes by Wyndham program which embodies our philanthropic
donations including the use of our time to help others.

BRANDS

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RAMADA PLAZA JHV INFORMATION
ROOMS – FLOOR WISE & 11 Series
I FLOOR - 22 Physically Challenged -
Rooms 1125
II FLOOR - 25 Interconnecting - 1124 (set of two
Rooms bed rooms)
III FLOOR - 25 ROOM CATEGOTY
Rooms CLUB ROOMS
IV FLOOR - 25 Total - 21
Rooms Floors - V
V FLOOR - 23 floor
Rooms Size - 350 SFT
TOTAL - Large Bed - 05 (03 –
120 Rooms 07 series)
Twin Rooms - 16
ROOM CATEGOTY (08 – 27 series)
SUPERIOR ROOMS Non – Smoking - 06 &
Total - 90 11 Series
Floors - I –
IV floors ROOM CATEGOTY
Size - 350 SUITE ROOMS
SFT Total - 09
Large Bed - 20 Floors - I–V
(03 – 07 series) (All floors)
Twin Rooms - 70 Size - 1000 SFT
(08 – 27 series) Rooms - 01 &
Non – Smoking - 06 02 Series

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HOTEL FACILITIES
 BUSINESS CENTRE
 SWIMMING POOL ROOM FACILITIES
 SAUNA  LCD TV & DVD PLAYER
 STEAM IN CLUB ROOMS & SUITE
 GYMNASIUM  ROOMS WITH BATH TUB
 MASSAGE CENTRE –  WELL EQUIPPED
AYURVEDA MINIBAR
 BEAUTY SALON  COMPLIMENTARY TEA /
 JOGGING TRACK COFFEE AMENITIES
 TENNIS COURT  ELECTRONIC SAFE
 TRAVEL DESK  IRON & IRON BOARD
 FOREIGN EXCHANGE  HAIR DRYER/ ALARM
 DOCTOR ON CALL CLOCK
 BANQUET &  COMPLIMENTARY
CONVENTION INTERNET IN CLUB
FACILITIES ROOMS & SUITES
 SHOPPING ARCADE &
FLORIST

FOOD & BEVERAGE

 TADKA – Indian specialty restaurant
An Ala Carte’ Indian specialty restaurant specializing in Awadhi & North-
West Frontier cuisine.
The most popular aspect of this cuisine is tandoor cooking and it has
been more in demand because most of the kebabs owe their origin to
this cuisine.
The Awadhi cuisine invented the dum style of cooking or the art of

P a g e 38 | 86
cooking over a slow fire.  The spices and flavors are judiciously used so
as not to overpower the preparations and to be acceptable to every
palate.
Galouti kebab, Seekh kebab, Peshawari murg tikka, Dal makhani are a
few of the popular dishes amongst many others.

Kebab Junction – unlimited servings to the Journey of Kebabs

A part of Tadka Indian specialty restaurant
A very unique concept of unlimited kebabs serving during dinner time -
05 types of kebab - vegetarian/non-vegetarian different varieties
01 vegetarian/non-vegetarian curry with assorted Indian breads
01 Biryani – vegetarian/non-vegetarian with raita
01 Tadka dal & 01 Dal makhani
04 different varieties of mouth watering desserts

 The Palate – multicuisine coffee shop

A multicuisine coffee-shop serving Ala carte’ and all the buffet meals
along with Teppanyaki as the specialty.
Teppanyaki (set meal for one person)
A part of the The Palate
Teppanyaki is a style of Japanese cuisine using iron griddle to cook food
in front of guests.
The menu includes choice of two appetizers, a soup, two main courses
along with option of noodles and rice.

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Dining
Restaurants & Bar Dinner – 0730 pm to 1100 pm
The Palate
The Palate is a world cuisine TADKA
interactive dining destination Fine dining at its best, Tadka is
which is open from 0700 am until an 86 seater Indian specialty
1100 pm. The bright, vibrant and restaurant known for its
lively décor is accompanied by wonderful kebabs and local
delectable choices from the flavor. Situated at the lobby level,
menu or the elaborate buffets this elegantly decorated
served at Breakfast, Lunch & restaurant serves Awadhi &
Dinner. North-West frontier cuisine for
Mainly serving Continental & Lunch & Dinner. The most
Oriental dishes, there is a popular aspect of this cuisine is
dedicated Teppanyaki live tandoor cooking and the dum
kitchen - Teppanyaki is a style of style of cooking or the art of
Japanese cuisine using iron cooking over a slow fire.
griddle to cook food in front of The kebabs and other dishes are
guests. The restaurant can seat dispensed from the live kitchen
upto 158 guests along with three directly onto the guest’s plate.
private dining areas. There is an unlimited serving to
the journey of kebabs followed
The Palate by main meal and dessert at a
World Cuisine Restaurant fixed price served only during the
Buffet Timings: dinner termed as the Kebab
Breakfast – 0700 am to 1030 Junction.
am Live music accompanies the
Lunch – 1230 pm to 0300 pm sumptuous delicacies at dinner

P a g e 40 | 86
time to suit and settle the mood. a fine dining experience within
the comfort and convenience of
TADKA your guest room or suite. Choose
Indian Specialty Restaurant from an extensive menu day or
Timings: night for quiet, private dining.
Lunch: 1230 pm to 0300 pm Timings:
Dinner: 0730 pm to 1100 pm 24 hours
TOXIC BAR
Unwind and wrap up your day Temptationz - The
with a selection from Toxic Bar & Cake & Bake Shop
Lounge, one of the city’s top Temptationz – the cake and bake
wine cellars. The Toxic has the shop located at the lobby lounge
capacity to accommodate 52 offers a choice of exclusive
guests as a perfect place for varieties of bakery &
them to get enlivened. It has in confectionary products. Choose
store a wide variety of popular from rich velvety cakes,
brands in domestic and decadent pastries, artisan
international beverages, as well chocolates, gourmet patties and
as a range of delightful cocktails. a whole range of sweet & savory
While you socialise with friends delights crafted by the ingenious
and peers over drinks, order pastry Chefs of Ramada Plaza
some mouth-watering appetizers Varanasi. Don’t miss out on the
to share. freshly baked gourmet breads
TOXIC straight from the bakery including
The Lounge Bar multigrain loafs, baguettes,
Timings: focaccia and more. For any
1200 noon to 1100 pm special occasions, our
24 hrs In Room Dining Chefs would be more than happy
Ramada Plaza In-Room Dining is to customize the preparation

P a g e 41 | 86
 which suits your requirements. clients.
Timings: Our Shehnai Ballroom is spread
12 noon to 11:00 pm over 4200 sq. ft. of lavishly
decorated versatile banquet
Meetings, Events & space, plush carpeting, and
Weddings riveting artifacts, while the
With a rich décor that exemplifies Sarangi is 1924 sq. ft and Sarod
pure luxury, our stately Shehnai is 1392 sq. ft.
Ballroom with the other two
spaces namely Sarod and For closed door meetings, formal
Sarangi at the lobby level interactions & interviews, we
presents an attractive venue to have a Boardroom located right
host an enchanting wedding and inside our hotel’s Business
reception, a stylish trade show, centre with all the modern
an elaborate private party, a technology and latest audio
magical themed event, or a regal visual facilities. With an area of
corporate event. All of our 215
venues blend an elegant
ambiance with modern
technology and state-of-the-art
facilities to meet and exceed the
expectations of discerning

EVENIN
G
BREAKFAS SNACK DINNE
F&B OUTLETS T LUNCH S R CUISINE/SPECIALITY

12:30 7:30pm
TADKA N/A N/A Indian Food –
pm to to
North West
P a g e 42 | 86
 3:00 11:00p Kebab Junction - Journ
pm m kebab servings & more
BUFFET
7:00am to BUFFE BUFFE
Multicuisine –
10:30 am T T
3:00 pm Indian/Oriental/Continental
(Monday to 12:30 7:30
to 7:00 Buffet Meals
COFFEE SHOP – Friday ) Noon to pm to
pm Teppanyaki
to be renamed as The Saturday & 3:00 11:00
A’LA’CARTE (Menu)
Palate Open - Sunday till pm pm
07:00am until 11:00pm 11:00 am
Multicuisine –
IRD Round the clock Indian/Oriental/Continental
Bar - serves Alcoholic &
TOXIC
12:00 Noon to 11:00 pm Non-Alcoholic Beverages a
TEMPTATIONZ 12:00 Noon to 11:00 pm Patisserie - Cakes/Pastries

NOTE:- Last call to the guest 15 minutes prior closing time

     
KEBAB PACKAGE
Kebab Meal - Vegetarian @999/- all
inclusive of taxes
Kebab Meal - Non -Vegetarian @1099/- all
inclusive of taxes
Timing -only
Dinner
      TEPPANYAKI

P a g e 43 | 86
 Teppanyaki - Vegetarian (fixed meal)
@999/- all inclusive of taxes
Teppanyaki – Non-Vegetarian (fixed meal) @1099/-
all inclusive of taxes
Timing -only
Dinner
      BUFFET
RATES
Breakfast Buffet @699/- plus
applicable taxes
Lunch Buffet @999/- plus
applicable taxes
Dinner Buffet @1099/- plus
applicable taxes
NOTE The Kebabs and Teppanyaki meals would be available for sale only
: during dinner meal period.

Venue Area Seating Capacity

P a g e 44 | 86
 (Sq.Ft.) Theatre Class Room U-shape Board room

Shehnai 4300 450 200 125 100

Sarangi 1900 125 80 40 50

Sarod 1500 120 70 40 50

Santoor 4150 - - - -

Board room 243 - - - 12

OUR USP’s

• You could enjoy the freedom of shopping and multiplex with

our JHV Mall which is just beside our hotel.
• We have well maintain and largest parking area amongst city
hotels.
• We have largest lobby lounge area area.
• We have city’s largest coffee shop.
• We have Banquet Hall at the top floor which gives you
beautiful view of the Varanasi & River Varuna.
• We have city’s largest pool Area.
• City’s largest banqueting space.
• We have city’s best pastry Shop with the Name of
“Temptations”

P a g e 45 | 86
Etiquette with Guests

2.5.1 While talking to a guest

 Always smile while welcoming the guest in your restaurant.
 Always give the guest full attention and do not say, “Yes” until you
completely understand what he is asking for. Always provide the
guest with at least two alternatives while solving a problem.
 Never say “I don’t know”. Tell the guest you will find out for him and
ensure that he is provided with accurate information.
 Never argue with the guest. Speak softly and clearly, without artificial
accent.
 Never discuss negative views about the hotel or other staff with the
guest.
 Maintain eye contact. Even if you are busy writing or serving, look up
once in a while to maintain eye contact.
 Maintain a distance of at least two feet from the guests while taking
an order.
 Avoid using hotel jargon and slang in front of the guest.
 Personalize the conversation by using the guest’s name whenever
possible.
 Avoid unnecessary movements of hands and facial gestures while
describing dishes, or while speaking to guests.

While Standing
 While standing to take an order or standing at the restaurant door,
stand erect at ease, but not in a casual manner.

P a g e 46 | 86
  Weight balanced on both feet
 Shoulders straight -Chest out - Stomach in
 Keep your hands on the sides or behind your back.
 Do not keep your hands in the pockets or on the hips
 Do not cross your arms across the chest.
 Do not lean against the sideboard, panels or the hostess desk.
 Remember, you may be in view of a guest even when you are not
directly interacting with him/her. Maintain your poise at all times.
 Do not huddle together in bunches inside the restaurant. There is
always something to be done in your area, even when the guests are
not there.
 Avoid turning your back to the guest whenever possible.

While Walking
 Walk at an even pace inside the restaurant, avoiding any sound of
the footsteps. Never run inside the restaurant
 While walking in guest areas, if guests are approaching, get aside
and give them first right of way. If near a door, open the door for the
guests to pass through.
 Walk on the left hand side.
 If accompanying a guest, walk on his/her right hand side and open
the door for the guest.
 Walk erect and maintain the poise.
 Never push or shove any colleague, no matter what the hurry.
 Everyone should follow the generally accepted rules of traffic while
walking through the restaurant. Walk to your left side

Courteous Behavior

P a g e 47 | 86
 Anticipate guest needs and fulfill them without being asked. For
example:
 Identify that the guest needs something without him having to call
for someone.
 Open the restaurant door and let the guest pass ahead.
 Hand him a pen as he reaches for his own.
 Do not get familiar with the guest, even when he treats you like a
friend. Maintain professional relationship.
 Be consistent in recognizing guests
 If a guest asks for directions, do not point. Escort the guest to the
destination.
 Treat non-resident guests with as much respect as resident guests.
 They are potential guests too.
 Do not forget the power of ‘word of mouth publicity’ that the
guests do for your restaurant.
 Give attention to single diners.
 Remember that service continues until the guest leaves the
restaurant and not when the bill is settled.
 Take ownership of the guest problem.
 Never cross the guest’s middle line during service or clearance.

Do’s and don’t at the work place

 Guests are more important than tasks and paper work
 Never hide guest complaints.

P a g e 48 | 86
  Always solicit towards best Service
 Must carry a big smile while serving.
 Immediate recognition and positive first impressions are important
 Never say “no” to a guest request (morally and ethically
acceptable)
 Do not give excuses to the guest
 Do not point, try to walk the guest in the direction he/ she wants to
go in the hotel
 Never argue with the guest, attempt to fix the guest problem
yourself or get the manager immediately
 Never discuss negative views with the guest
 Do not lean on the wall or furniture
 Do not put your hands in the pockets while in public
 Do not touch face or hair while in public
 Avoid turning your back to a guest whenever possible
 Always use verbiage and descriptive words when conversing with
the guest
 Offer the guest at least two alternatives when solving a problem /
question
 Communicate with team members to provide excellent service
 Communicate with management and staff when you need
assistance
 Anyone found with Gutkha or paan in the hotel premises shall be
fined and also disciplinary action shall be initiated

Do’s and don’t for Girls Hostel

No one is allowed to be out of the hostel premises after 07:00pm in the
evening without taking permission land lord & HRD

P a g e 49 | 86
Basic Telephone conversations
To be answered within 3 rings
Always use the standard response …
“Namaskar”, This is (_____)from ______(department name)
• Keep all telephone conversations short and precise.
• Your voice should reflect warmth and helping attitude
• Your tone should be courteous
• Use magic words like “please”, “kindly”, “thank you” etc.
• Use appropriate words; avoid casual words and hotel jargon
• Never disconnect before your caller

WHEN ENDING A CALL

• •“Thank you for calling Mr./Ms…(Sir/Madam). Have a pleasant
day”•Do not put the receiver down after you have thanked the
guest. •Allow time for the guest to say “bye” or “thank you”, before
disconnecting. Always let the guest put the phone down first, and
then you will do the same.

GROOMING & WELCOMING LOOK

P a g e 50 | 86
Grooming
To keep yourself clean, neat & tidy in appearance
Grooming Standards
• Hair
• Nails
• Ornaments
• Footwear
• Uniform
Body • Brush your teeth
• Bathe everyday, without immediately before coming
fail, before coming on shift to duty
• Scrubbing your skin • Do not eat onion, garlic or
completely is the surest smoke before shift. If you
way to get rid of body odor. smoke, use mouthwash
• Deodorants & powders are • Bad breath breaks
advisable than perfume. business deals,
• Any type of smell which relationships.
stands out is unacceptable • Bad breath breaks
business deals,
Hair relationships.
• Hair must be trimmed and • Volatile Sylph compounds
clean all the times known as VSC are the
• Hair must not touch the face byproduct of the bacteria
• Hair must not be greasy or found in the mouth.
oily • Tongue bacteria increase
• Use Shampoo everyday the mouth odor.

• Scrape your tongue daily.

Teeth

P a g e 51 | 86
 • Drink plenty of water or • Always wash hands with
mint lemon water. soap, before coming on
• Avoid alcoholic or drinks shift
that contain caffeine as • Keep your nails short and
they dry your mouth. clean
• Eat fresh breath herbs like • Hands must always be
parsley, dill, basil or clean, free of any stains
peppermint. and skin breaks
Face Uniform
• Males should shave Uniform should always be clean,
everyday, before coming to laundered and ironed
shift Change uniform whenever it is
• soiled
Change socks and
• Moustache, if kept must be undergarments everyday
neatly trimmed in such a Always carry a clean
way that the upper lips are handkerchief, and change it daily
clearly visible. Uniform must be worn only on
• Do not use strong after- duty and not for personal use
shave Feet
Ladies should wear only light Feet must be washed regularly
make-up. and toenail kept trimmed
• Do not use heavy Shoes
perfumes • Wear comfortable closed
• Use Cold cream for dry toed shoes. Do not wear
face. high heeled or open toed
shoes
Hands • Air your shoes regularly.

P a g e 52 | 86
 • Use socks that absorb • Cuts and burns must be
moisture covered with correct water
• Buy socks with a proof dressing
percentage of cotton & a
low nylon content.
• Use talcum powder or a
medicated powder
between the toes

General
• Sufficient sleep, adequate
and healthy food and
regular exercise will keep
you healthy
• You should always look
alert and attentive on duty
• Do not bite your nails
• Do not run your hands
through your hair
• Do not touch your nose,
ears or rub your eyes
• Always cover your mouth
with a handkerchief, while
coughing or sneezing
• Do not scratch your face
• Do not chew gum
Personal Hygiene

P a g e 53 | 86
COURTESY AMONG COLLEAGUES

 While communicating with your colleagues, do not point your finger towards any guest. Use
cover numbers to inform who
 has ordered for what.
 Do not use abusive language with your colleagues.
 Speak politely while ordering food, calling for pick up etc.
 Be aware of your conversation over the phone. Guests may be watching or hearing you.
 Never shout into the telephone
 Do not have long conversations over the phone, while a guest is waiting
 Do not entertain personal calls while at work
 When a guest requires assistance, do so regardless of whether it is your job.
 Discussions between employees should not occur in front of the guest and must be
minimum during service hours.
 Do not congregate in clusters or groups (3 is a crowd).
 Only communicate in English as that is the internationally accepted language.
 Communicate with team members to provide excellent service.
 Use standard polite phrases while addressing your colleagues also.

HOTEL CHECK- IN & CHECK-OUT POLICY FOR EMPLOYEES.

P a g e 54 | 86
 Late coming is not permitted and everyone is expected to report as per the timing of the
shift allocated in the duty roster.
 Any employee not reporting on time will be considered as late arrival. On three late arrivals
in the month not amounting to
more than 30 minutes each time, the person will be marked a half day leave or if no leave
filled before the last day of the
month than absent shall be marked and half day salary will be deducted. Even, for early
departure the same condition
will apply. There will not be any reminders towards filling up of the leave.
 On any day if the late arrival is more than 30 minutes than half day leave would need to be
filled.
 It has been found that the wrong entry of time has been registered on the attendance
register with refer to the Time machine
at the Time office. All staff is therefore requested to write the same time which is shown on
the time office machine.
If anyone found writing wrong time on the attendance register, than timing in the machine
shall be deemed correct and
half day salary may be deducted in such a case in consultation with GM’s office.
 During duty hours before going out of premises for official work you will be accountable to
report the Head of the
Department or any other person Placed in authority above you. Filling up the register kept at
time office is a must in
such a case else the person going out shall be considered absent from work during those
hours.
 The Entry and Exit of each and every employee from the Hotel should be only through the
Time Office entrance.

P a g e 55 | 86
 No one should come or move out of the hotel from the hotel lobby or main porch with the
only exception being the GM.
 No one is allowed to move out of the office premises post signing out wearing uniform fully
or partly. Serious disciplinary
 action shall be initiated against any such case found.
 Anyone found with Gutkha or paan in the hotel premises shall be fined and also disciplinary
action shall be initiated.
 No offs to be accumulated and on any busy day if the off is cancelled than it need to be
taken on the next possible lean
 day and not clubbed with the next off day unless prior approval is taken from GM (O) in
case of HODs and second in
 commands and respective HODs in case of line managers and the other team members.
Practice of clubbing offs has to
 be discouraged.
 All offices need to be properly maintained at all times and not to be kept cluttered with
immediate effect.
Shift timings need to be adhered and late stay backs etc need to be discouraged unless
really a need of the operations
 on that particular day.

Leave Management
• Casual Leave
• 10 casual leave will be given to the team member’s completion of one month of
performing the duty.

P a g e 56 | 86
 • Privilege Leave
• 15 Privilege leave will be given to the team member’s completion of one year of
performing the duty.

• C- Off
• If team members works on weekly off or gusted holiday then they get C-Off, for weekly
off they get 15 days time to take the leave. If they work on gazetted holiday then they get
C-Off, for Gusted holiday they get 15 days time to take the leave.

• Leave without pay (LWOP) is a temporary nonpaid status and absence from duty that, in
most cases, is granted
• at the employee's request. In most instances, granting LWOP is a matter of supervisory
discretion and may be limited by agency internal policy.

NOTE
1. Casual Leave shall be granted only for emergencies or for any unforeseen
circumstances for not more than 3 days
2. at a time. Casual leave not be combined with any other leave. Casual leave cannot be
accumulated.
3. Privilege leave must be availed of for not less than 3 days and cannot be availed on
more than 3 spells in a year. Privilege leave can be accumulated upto 60 days as per
rule in force. Application for Privilege leave must be submitted 7 days before the date of
which the leave commences.
4. Leave Card must be submitted in HRD by last date of every Month.

P a g e 57 | 86
CAFETERIA

5. A Cafeteria Plan is a reimbursement plan governed by IRS Section 125 which allows

employees to contribute a certain amount of their gross income to a designated account
or accounts before taxes are calculated.
6. Managers & Executives contributes Rs.400/- for Cafeteria & other team members
contributes Rs.300/- for Cafeteria.
Breakfast : 07:00am to 08:00am
Morning Tea : 10:30am to 11:00am
Lunch : 12:30pm to 02:30pm
Evening Tea : 04:00pm to 04:30pm
Dinner : 07:30pm to 09:00pm
Midnight Snacks : 01:30am to 02:00am

LOCKER

P a g e 58 | 86
 • Lockers will be given by HRD and it’s a hotel property, if any damage happened with the
side of locker
occupied then penalty will be taken.
• One locker will be give to two of the Hotel employees with the sharing basis.

STAFF WELFARE

• Availability of resources and presence of conditions required for reasonably comfortable,

healthy, and secure living.
• Welfare facilities can be largely categorized into two types:

Intramural Facilities Extramural Facilities

Drinking water
• Toilets
• Washing & bathing facilities Transportation
• Locker Room Training
• Uniforms Social insurance
• Cafeteria
• Medical aid

P a g e 59 | 86
Career

Ramada Plaza JHV employees make the difference for our guests by creatively demonstrating
our culture of service excellence.
It is this culture that sets us apart from our competitors; an intangible quality that keeps our
valued guests returning again and again, and drives us to deliver the best service in the
industry.

• If you do not find something suitable in our career opportunities, we still invite you to
register your resume with us.
• As soon as there is an opportunity that makes best use of your services, we will contact
you for further discussions.

Kindly send your resume by mail or e-mail, along with a recent passport photo, to:

HR Manager
Ramada Plaza JHV
The Mall, Cantonment
Varanasi- 221002 
India 
E-mail:  [email protected]

Ramada Membership

P a g e 60 | 86
Ramada Gold Membership
Food Discount

1. 20 % discount on the total food bill when member is dinning alone at any restaurant.
2. 50% discount on the total food bill when two persons (including member) are dinning at
any restaurant.
3. 33% discount on the total food bill when three persons (including member) are dinning at
any restaurant.
4. 25% discount on the total food bill when four persons (including member) are dinning at
any restaurant.
5. 20 % discount on the total food bill when five to twelve persons (including member) are
dinning at any Restaurant.
6. 20% discount on all take-away food orders.
7. 20 % discount on the total food & soft beverages bill when availing the room service.
8. Complimentary tea / Coffee for all guests (maximum Twelve) on the table while dining at
any restaurant.
Beverage
1. 25% discount on soft and IMFL hard beverages for maximum of twelve persons
including member.
2. Happy hours from 6 pm to 8 pm from 01 April to 15 th September and 5 pm to 7 pm from
16th September to 31st March everyday at Toxic bar. (2+1)

Member’s Day
Members avail a 50% discount on total food bill on every Wednesday during the course
of a valid membership card, valid up to a maximum of 12 persons.

P a g e 61 | 86
Ramada Riviera Membership

Food Discounts – Restaurants

At the restaurants - The card member is entitled to
 50% discount on 2 people (including the member) when dining.
 33% discount on 3 people (including the member) when dining.
 25% discount on 4 people (including the member) when dining.
 20% discount on 5-12 people (including the member) when dining.
 20% discount when dining alone.
Take Away
Members entitled for a 20% discount on take away orders – valid only on food.
Room Service
Members entitled for a 20% discount on room service valid on food & beverages as
in-house guest.

Beverage
Members avail a 25% discount on their total beverage bill which includes alcoholic
& nonalcoholic drinks (guest alone and up to 12 guests including the member).
Members Day
Members avail a 50% discount on food on every Wednesday during the course of a
valid membership card, valid up to a maximum of 12 people (including the member).

• Have a Bright Future at Ramada Plaza JHV

•Make available reliable and quality power in increasingly large

P a g e 62 | 86
 quantities at competitive prices and ensure timely realization of
revenues.

•Adopt a broad portfolio including hydropower, LNG, nuclear

power and non- conventional and eco-friendly fuels.

•Develop a strong portfolio of profitable business in overseas

market including technical services, generation assets.

“CSR in ramada is a deeply ingrained belief of doing business by

adding value to the community and society on a sustainable basis
through dedicated policies, institutional setup and engagement
process to promote inclusive growth

VISION: -
“TO BE A MODEL CORPORATE ENTITY WITH SOCIAL
RESPONSIBILITY
COMMITTED TO ENERGIZING LIVES THROUGH SUSTAINABLE
DEVELOPMENT “
MISSION: -
“TO CREATE A POSITIVE IMPACT IN ALL THE COMMUNITIES
WHERE WE OPERATE “

P a g e 63 | 86
•To transform 150 villages from water scare to water positive
•To enable education of more than 10lakh children.
•To create a resource of expert panel on issues pertaining to our thrust
areas.

•To encourage employees volunteering through our corporate culture and

have a minimum of 10% of employees volunteering in the next five years.

P a g e 64 | 86
RESEARCH DESIGN AND METHODOLOGY
Research is the process of defining and redefining problem formulating the
different hypothesis with suggested solution by collecting, summarizing,
organizing and evaluating different data by thus by research solution with
careful testing. Research is common means which refers to search for
knowledge. Research is scientific and systematic search for pertinent
information on specific topic.
To conduct any research, a scientific method must be followed. The
universe study is very largeas been followed or the study, the analysis is
based on primary as well as secondary data.

METHOD OF DATA COLLECTION

Research problem has been defined or research plan has been chalked
out, the task collection beings.
There are two types of data
1. Primary data

2. Secondary data

PRIMARY SOURCE
Primary data for the research was collect by surveying 40 employees
Ramada Hotel by preparing a structured questionnaire.
SECONDARY SOURCE
Secondary source data including company profile & theory of social
corporate responsibility has been collected through me-
Website
 www.ramadagroup.com

 www.google.com
P a g e 65 | 86
Book
KEVIN R.MURPHY
MADSION E. HANSCOM
SAMPLE SIZE
Sample size is decided under three dimensions:
 Sample size units- Ramada hotel.

 Sample size method- %method

SAMPLE PERIOD
Over period of 45 days.

SAMPLE UNIT
HRM (TERM & CONDITION APPLIED)

TOOLS OF ANALYSIS
The tools of analysis adopted by me is ‘PIE CHART’ which I have prepared
on the basis questionnaire.

The concept of CSR is not easy to measure and after considering the
research limitations and the type of analysis desired the most
appropriate procedure of measurement is the quantitative multi-
method eventuate in a single case company. The quantitative
methodology chosen increases the researcher’s ability to determine
the correct answer.

P a g e 66 | 86
Figure 2. Research’s Hypothesis

P a g e 67 | 86
 1.1 Research questions and hypothesis:

When designing the research method, it is important to bear in mind

the fact that the research questions are the most important element to
the research design. (Mark, Philip, & Adrian, 2009). The design also
involves the research strategy, or the general plan for the research.
This is formulated in such as way as to answer the research questions
and achieve the research objectives.

The research questions and hypothesis are:

RQ1: Does the implementation of a CSR programmed contribute in a

meaningful way to the company?
H1: CSR practices and reputation has a positive impact on the
Economic Value Indicators of the company

RQ2: What proactive environmental actions of CSR create value for the
company?

H2: Ecological practices influence financial savings and improve reputation

RQ3: What social policies create value for the company?

H3: Good human resource policies influence an increase in sales

and income per employee

RQ4: Is there a positive correlation between the company´s

investment in CSR and its value-added?
H4: The implementation of CSR policies influences the impact on the
brand image of the company

P a g e 68 | 86
 1.2 Structure of Research Method:

Figure 3.Research Method

1.2.1 Positivism

Positivism philosophy is embraced in the dissertation to develop the

knowledge. Ontology refers to the researcher´s view of the nature of
reality or being. This philosophy includes “working with an observable
social reality and that the end product of such research can be law-like
generalizations similar to those produced by the physical and natural
scientists”(Remini et al. 1998).

The hypotheses proposed are more concerned with facts rather than

P a g e 69 | 86
impressions and that is why the positivism philosophy is more
appropriated for this research.

Epistemology refers to the researcher´s view regarding what

constitutes acceptable knowledge. Only phenomena that you can
observe will lead to the production of credible data( Mark, Philip, &
Adrian, 2009).

Axiology refers to the researcher’s view of the role of values in

research. The researcher has to obtain the data as far as possible in a
value free-way. This assumption leads in the fact that the researcher
should be independent and neither affects nor be affected by the topic
of the research, meaning that “feelings” should not influence the
research process.
(Mark, Philip, & Adrian, 2009). With the use of surveys as a method of
the research, this assumption will be validated by the statistical
analysis of the quantifiable observations from the research.

As Johnson and Clark (2006) note, “as business and management

researchers we need to be aware of the philosophical commitments
we make through our choice of research strategy since this has
significant impact not only on what we do but we understand what it is
we are investigating”

In order to select the “better” research philosophy it is important that

this one depends on the research questions that need to be answered,
because there is no one research philosophy that is necessarily
superior than another (Mark, Philip, & Adrian, 2009).

1.2.2 Deductive

The process of deductive research is often associated with quantitative

P a g e 70 | 86
research and involves starting beginning the process with a theory
(Mark, Philip, & Adrian, 2009).

The relation of hypotheses to the study can serve as the main point to
select the deductive approach. “Two important functions that
hypotheses serve in scientific inquiry are the development of theory
and the statement of parts of an existing theory in testable form.”
(Singh and Bajpai, 2008).

It has already been acknowledged that “deductive means reasoning

from the particular to the general. If a causal relationship or link seems
to be implied by a particular theory or case example, it might be true in
many cases. A deductive design might test to see if this relationship or
link did obtain on more general circumstances” (Gulati, 2009). As such,
a deductive approach to research means that the researcher must
formulate a series of hypotheses that require analysis. The
application of the chosen methodology will then prove or disprove the
hypotheses. Given that the reasoning begins with a theory, which is
then put to the test, and ends with the verification or refusal of the
hypothesis, it can be said that the deductive approach is the most
logical of methods.

Buchanan et al (1988: 59) argues that “needs interest and preference

of the researcher are typically overlooked but are central to the
progress of field work” (Mark, Philip, & Adrian, 2009). For this reason,
deductive research can be quicker to complete (Mark, Philip, & Adrian,
2009), and as a result, this can be an important factor depending the
time available to this research. In addition, although every form of
research involves a degree of risk, deductive research usually involves
less risk than most methods.

P a g e 71 | 86
Among all the aspects that the deductive approach emphasizes,
moving from theory to data and the need to explain casual
relationships between variables will be the most appropriate to this
research.

Due to the nature of this research which requires the ability to describe
what is happening, instead of understanding why is something
happening, the most suitable research approach is the deductive
method.

Case Study

The case study allows the researcher to examine empirical events in a

real-life environment.

Robert Yin tried to define a case study as an attempt to examine a

contemporary phenomenon in its real-life context, especially when the
boundaries between phenomenon and context are not clearly evident.

In this research there is a clear focus on contemporary events and it is

for this reason that the case study is preferred. Case studies that use
quantitative analysis utilize the empirical-analytical scientific approach,
which is frequently seen as opposing the dominant approach of case
study research (Mills, Drupes &Wiebe,2009).

The significance of such a case study is calculated by the degree to

which the events examined can be related to other situations. Other
data, provided by other forms of research such as surveys and
archiving material in this study, can be corroborated and illustrated
through more richly detailed and precise accounts.

Criticism - Miles (1979) suggested that one of the most serious

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criticisms is that, unlike quantitative research, there are few
conventions the researcher can rely upon to defend him/herself
against self-delusion or the presentation of 'unreliable' or 'invalid'
conclusions. Because the study is based on quantitative method this
criticism of the case study is not applicable.

The justification for the use of the case study as a research strategy in
this study is explained by Catharine Hakim (1987) who argues “the
selective case study malocas
on a particular issue or aspect of behavior with the objective of
refining knowledge in a particular area, to provide a better
understanding of causal processes.”

Multi-Method- Quantitative Research

The Quantitative research approach is commonly portrayed as being

connected to the positivist tradition of the natural sciences, with an
objectivist, atomistic view of the world and science, and the basic
understanding that reality is a tangible structure that can be
characterized as a sum of its parts (Charles Schell 1992)

According to the explanation of the literature review, the aim of this

research is to measure the three dimensions of CSR and analyse the
dependent variable, the value added to the company. The quantitative
method is perfectly suitable given that the process of measurement is
key to this research. This method provides the fundamental connection
between empirical observation and mathematical expression of
quantitative data.

For this research the use of the multi-method approach (surveys and
archival material) has the advantage of producing sets of independent

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and dependent variables suitable for quantitative analysis.

Survey

The survey allows the researcher to gather a significant amount of data

from a large sample of the population. In addition, it can be undertaken
in a cost-friendly manner. In this research the survey was self-
administered via email to the customer service representative
employees of Covidien , using the smart survey tool. The survey
method was based on a standardized questionnaire that allowed data
to be compared easily. The data was then analyzed and examined in
order to prove hypothesis 3 related to the social dimension of the CSR
policies. The survey was designed in accordance with the cross-
sectional method to determine in particular the positive relationship
between the social dimension of the CSR policies and the creation of
added value within the company. The employees of Covidien were
asked to answer about their perceptions of the company´s CSR
policies in each question of the survey to determine their job
satisfaction, motivation, their level of organizational commitment, and
their belongingness to the company and how this adds value to the
company.

The survey method is quite easily understood and the researcher retained a
larger degree of control over the research process. Although the design and
piloting of the questionnaire was quite time consuming. It was important to
obtain the data at the first stage of the research in order to avoid the
delayed on the respondents for information.

Cross Sectional

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A cross-sectional study involves the collection of data at a particular
time. It is the most basic type of descriptive or observational
epidemiology that can be carried out on representative samples of a
population (Public Health Encyclopedia).

In order for generalizations of the findings to be deemed valid, the

study was carried out on representative samples of the population. For
this reason, the sample is narrowed down to only the employees of the
case study company, Covidien, to measure the correlation between
the social CSR policies and the value added within the company.

Sample

The researcher took into account the limitations of time available and
accessibility of participants in order to select the appropriate sample
for the research. For this reason, the non-probability sample, which
does not involve random selection, is the most suitable to the
research. The non-probability sample does not necessarily mean that it
is more representative, though the probabilistic method is more
rigorous.

The non-probability sample is appropriate when the research does not

aim to generate results that will be used to create generalisations
pertaining to the entire population (J.Castillo 2009).

Most sampling methods are purposive in nature because we usually

approach the sampling problem with a specific plan in mind (W. M.K.
Trochim 2006).

The convenience sampling method is the most suitable for this

research as it is easy, cheap and less time consuming and it matches
with the objective of the study.
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The sample population is employee’s working in customer service
representative for Covidien, based in Dublin.

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A sample of 100 employees was used and a total of 61 usable survey
questionnaires were answered. The sample included respondents from
both genders with diverse backgrounds, different professions, ages
and nationalities, so that results can be generalised. The survey was
conducted in two phases: in the first phase, the self- explanatory
questionnaires were distributed via email among respondents. In the
second phase, the survey was taken off line after a reasonable time to
then analyse the results. A reminder was also sent to respondents to
ensure maximum response.

Ethics

Capron (1989) said that” any kind of research should be guided by the
principles of respect for people, beneficence, and justice”.

Ethics must be at the forefront of the researcher’s thinking both in

relation to the organisation and the individual. In the research
environment, ethics requires the researcher to behave in an
appropriate manner at all times with those who form the subject of the
research as well as those who are affected by the work. “Well
(1994:284) defines ethics in terms of a code of behavior appropriate
to academics and the conduct of research”.

Before the data processing the participants consent was gained when
they accepted a consent form at the beginning of the survey. The
researcher was very careful about participants’ privacy (confidentiality
and anonymity) and treated all data in the strictest confidence and care
and was not misused in any form.

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The researcher maintained the objectives of the study at all times
throughout the data collection stages and collected data accurately
and fully. The researcher also avoided exercising subjective selectivity
at all times in the research. This also applied to the validity and
reliability of the hypothesis.

During the analysis stage the researcher ensured the data collected
was not misrepresented. A vast amount of trust was placed in the
researcher’s integrity and it was essential that this trust was not
misplaced. Furthermore, the honesty of the researcher extended to the
representation of the data in the analysing and reporting stage

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FINDINGS OF STUDY

 About the 70-80% are satisfied with the CSR programs aspect.
 More than half of the employee feel a different in their personality after attendings the
appraisal progrmme.
 Purpose of performance in RAMADA is to increase the effieciency and effectiveness of
the employee which
in term help in attaining organizational objective.

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 CONCLUSION

“Human being are drawn close to one another by their common nature, but habits
and customs keep them apart”
The RAMADA is in the maturity stage and its performance is increasing every year with a
higher rate. Though the competition in the market is highly intensive but still the industry
goes to human resource department with the coordination among all other department of
RAMADA. The coordination among all department leads the industry at its peak point.
The study indicates the various employee of RAMADA are well trained and efficient at their
work place. The employees enthusiastically attend the training programs and implement
those learning’s at their places.
After analyzing the various performance appraisal schedules and programs RAMADA . I
found the employee of RAMADA are more efficient in their work and are effective for the
organization as they regularly move through a proper CSR program. Which help them in
improving their overall personality and to achieve the organization objective.
“Manpower is the assets of the company to grow, to grow those means to grow the
organization.”

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RECOMMENDATION

 To avoid the trainer must always make use of audio- visual aids.

 It is clear that much of the respondent have undergone CSR programmed they can
respond much exactly.

 Lecture duration must be kept one hour or a back to given after one hour to maintain
the level of participants.

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 BIBLIOGRAPHY

 WWW.GOOGLE.COM
 SCRIBED
 OTHER PROJECT REPORT
 WIKIPEDIA
 https://www.wyndhamhotels.com/ramada/varanasi-india/ramada-plaza-jhv-varanasi/
overview

BOOKS:

 Understanding and managing people (BEACON BOOKS)

 Human Resource Management (Golgotha Publishing Company)
 Personnel/Human Resource Management (MSM Textbook)
 Organization Effectiveness and Change (MSM Textbook)
 Organizational Behavior (MSM Textbook)

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P a g e 83 | 86
ANNESURE

1. Are you satisfied with the training provided by RAMADA HOTEL.?

a) Yes
b) No

2. You feel comfortable with made of teaching of the trainee?

a) Always
b) Often
c) Never

3. Do you feel that content of the training programme is appropriate?

a) Yes
b) No

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4. How many percentage employees satisfied to CSR?

a) 50%
b) 70%
c) 80%
d) 85%

5. From how many working employees in organization?

a) 5 years
b) 6 years
c) 10 years
d) More than 10year

6. Do you feel CSR is necessary to organization?

a) Yes
b) No

7. Does the CSR enhance organization effectiveness?

a) Yes
b) No

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8. Does CSR help in handling help in productivity?

a) Yes
b) No

9. In how much time gap CSR programme take place?

a) Monthly
b) Quarterly
c) Annually
d) Half yearly

10. What is your satisfaction level with the current CSR?

a) Low
b) Average
c) High
d) Very high

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