Gender diversity and equality in the workplace has been much researched and spoken about in the corporate sector but the higher education sector in India remains largely untouched by it, probably because women seemingly far outnumber men in the teaching fraternity. However, data also suggests that most women in the higher education sector remain restricted to middle-ranking posts, rising as high as heads of department, deans, controller of examination and even registrars but hardly ever becoming vice-chancellors. In a sector which has traditionally attracted many women as their preferred career choice, lack of an adequate talent pool cannot be the answer. This paper is a study exploring the barriers and enablers for women academicians’ ascent to leadership roles. It also presents strategies to close this gap and facilitate pathways for women to hold leadership roles in Indian universities. This paper is one of the first few on women’s leadership in Indian universities.
Purpose Global business travel spending reached a record breaking $1.2tn in 2015 (Bureau of Labor Statistics, 2016) and the average Indian traveling is now at a phenomenal high for both business and leisure travel. In this context, the paper aims to investigate how the top hotels in India are addressing the issue of human resource shortages and training and how they are preparing for the future when the market, the customer profile and employee expectations are undergoing a major change. In essence, brand loyalty could be minimal and competition intense. Design/methodology/approach This paper adopts a case study approach and reviews how participating hotels are addressing their talent attraction and retention issues and differentiating their people management processes. Findings The processes used by top hotel companies provide an overview as to how they manage people and how they will need to innovate to assess progress of the measures and initiatives they are taking. They will also have to be more global in their approach. Originality/value The findings will be of interest to managers who are responsible for hiring and managing employees. The study also has implications for policymakers and higher education institutions in relation to managing skill shortages that exist in the hotel industry.
Purpose The purpose of this paper is to provide exploratory insights on recent innovative measures taken across different functions in the Indian hospitality industry. Design/methodology/approach The study draws on data from senior management of a newly developed Pullman Hotel, part of the group of Accor Hotels located in Aero City, Delhi. The study data was collected using structured interviews. Findings The study explores the various innovative measures adopted in marketing, human resource management and information technology to leverage operations, improve manpower efficiency and maximizing service effectiveness while keeping costs low for long-term sustainability. The study also gives some useful insights on other functions that need to be addressed such as food and beverage, operations, security, guest relations and finance. Research limitations/implications The study is exploratory in nature though the findings will be of interest to existing and newly opened hotels and to policy makers who need to know about the innovation trends in the hospitality industry. Originality/value This study reveals some of the recent innovative measures adopted by the Indian hospitality industry.
Purpose -The Indian hotel industry is poised for growth but there are a number of issues that are impeding a much-awaited boom in this sector. This paper seeks to provide a first-hand perspective on the challenges faced in setting up a hotel in India. It aims to identify the issues that can be quite frustrating for a hotelier as well as for investors in India and to provide practical solutions that could lead to a higher growth rate for the industry. Design/methodology/approach -The authors have drawn together practitioner insights from open-ended discussions with several senior managers in leadership positions representing national and international brands experts who are developing hotel properties in India. Findings -The capital expenditure for building/acquiring a hotel in India is measurably higher when compared to those in most developed countries. The major factors driving this higher capital expenditure are the land costs, complexities relating to land acquisition and construction thereof, tax structure, the complex regulatory environment, and promoter preferences. If these could be eased through a visionary change by the policy-making bodies, it would provide a boost not only to this sector but also an assured contribution to the economy. Originality/value -The literature reveals that various issues and challenges relating to hotel development have been identified including some of the issues mentioned here. However, there is almost no literature that addresses the specific challenges of setting up a hotel in India.
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