ITC Journal - Indian Tourism Congress

Volume 2, No. 1, August 2013(Bi-annual)Refereed JournalISSN No. 2278-8379Tourism Innovations(A Journal of Indian Tourism Congress)I N D I A NT O U R I S MCONGRESSIndian Tourism Congress (ITC)www.indiantourismcongress.org

Tourism InnovationsVolume 2, No. 1, Aug 2013AbstractTourism is the most exciting activityand a multi-billion industry in Indiafor its historical and culturaldimensions, tourism today ishighlighted for its immensebusiness opportunities. Tourism isnot an activity of passing time andentertainment but is an enrichingand energizing activity. Tourism isthe right vehicle for a developingcountry like India which is on thepath of modern economic growththrough structural transformationof the economy. Sustainabletourism has vast scope in India byconvergence of landscapes withculture, corporate, technology,health and media. Tourism is thesecond largest foreign exchangeearner in India. It generatesemployment at all skill levels i.e.skilled and unskilled. The ForeignTourists Arrivals (FTA) hasincreased from about 1.28 millionin 1981 to about 6.65 million in2012 respectively. The totalForeign Exchange Earnings (FEE)from tourism increased from aboutRs 4,318 cr in 1991 to about Rs94,487 cr in 2012.Earnings through tourism activitiescontribute a large proportion oftotal FEE in India. Certainly this is aboosting factor for Indian tourismindustry. The aim of this study is toexplore whether the FEE bytourism activities and foreigntourists arrivals has positiverelation over time or not usingsuitable time series analyticaltools. Also an attempt has beenmade to predict the future patternof arrival and expenditure of foreigntourists travelling to India. The dataused for this analysis is taken fromTourist Statistics of India 2011. Thetrend of FEE in India has seen achange from the year 2002. A sharpraise can be observed till 2008.Result reveals an encouragingimprovement between FTA in Indiaand FEE, except in the year 2008-09 when FTA has gone downdrastically but FEE had not beenaffected.KEYWORDSForeign Tourists Arrivals, ForeignExchange Earnings and Timeseries analysis.A STUDY OF ARRIVAL AND EXPENDITURE PATTERN OFTOURISTS TRAVELLING TO INDIABrijesh P. SinghAssistant Professor (Statistics) Banaras Hindu University, VaranasiAnil Kumar SinghBanaras Hindu University, Varanasi-221005, IndiaO. P. SinghBanaras Hindu University, Varanasi-221005, IndiaPraveen Kumar SinghBanaras Hindu University, Varanasi-221005, IndiaINTRODUCTIONIndia is a land of diversities, with a wide variety of tourism offerings,varied geographies and sub-cultures. Also India is known in the worldfor its rich culture and heritage. There are historical monuments,beaches, places of religious interests, hill resorts etc. that attracttourists. Every region is unique with its handicraft, fairs, folk dances,music and its people. Tourism in India is the largest service industry,with a contribution of 6.23% to the national GDP and 8.78% to thetotal employment. Foreign Tourist arrivals (FTA) to India showed anincreasing trend, from 1.71 million to 6.64 million from 1990 to 2012.Despite, such a successful branding India's share in World's tourismreceipts is very meagre i.e. 1.5% in 2011. Today tourism isrecognized as one of the major industries in terms of providingemployment, income generation, foreign exchange earnings (FEE inRs. Crore and FEEMD in million US Dollar) and regionaldevelopment. Currently, travel and tourism industry employs, directlyand indirectly, around 200 million people and, according to someestimates, participates in overall employment in the world with 6-7per cent (Conrady and Buck, 2011). All these developments highlydepend upon the number of tourists visit at a particular destination.The beauty of India lies with diversification in terms of language,religion, culture, traditions, belief and a lot more; gifted with ancientcities, temples, monuments, mosques, garden, lakes, mountains,Hill stations, and what not. The places like Khajuraho, Konark, Puri,Nalanda, Delhi, Mumbai, Darjeeling and many more are still theparadise of foreign tourist. The warm hospitality of Indian, with thewords of 'Swagatam (i.e. welcome)', 'Namaskar (i.e. Greetings)' etc.touched the heart of foreign tourists since time immemorial. Thenumber of foreign tourist's arrivals in the year 2006-07 is 46.7 lakh,which is 51.7 lakh during 2007-08, is 50.7 lakh during 2008-09, and2009-10 (April-Dec) it is 37.2 lakh. The year 2006 witnessed anamazing growth in Indian tourism industry.In the year 2008 the rate has been dropped to 5.00%. Although globalfinancial crisis, along with continuous rise in terrorism, maoistsviolence, Kashmir issues etc. affected the growth of tourism during2008-09, still it is one the most vibrant industry. In recent years

-4Tourism Innovationstourism industry demonstrates exponential growth due to rise in arrivals of more and more foreigntourists from Africa, Latin America, Europe, Australia-New Zealand, South East Asia, USA andother parts of the globe. The foreign exchange earnings from tourism have shown tremendousincrease over the years. The foreign exchange earnings during 1991 were 1861 million US dollarwhich has increased to 17745 million US dollar during 2012.The number of Foreign Tourist Arrivals (FTA) in India increased from 5.17 million in 2009 to 5.78million in 2010 a growth of 11.8% as compared to (2.2%) during 2009. The growth rate of 11.8% in2010 for India was better than UNWTO's projected growth rate of 5% to 6% for the world in 2010.The share of India in international tourist arrivals in 2010 was 0.61%, which is 0.02% improvementover 2009. However, India's rank improved to 40th in 2010, from 41st in 2009. India accounted for2.83% of tourist arrivals in Asia Pacific Region in 2010, with the rank of 11. In India, tourism is oneof the largest foreign exchange earners, next only to gems and jewellery and garments.SEASONALITYIt is recognized that seasonality is one of the most distinctive features of tourism. Seasonalitygenerally indicates the phenomenon of fluctuations of demand or supply in the tourism industry.The seasonality is associated with temporal imbalance in the phenomenon of tourism and also itcan be explained in terms of diverse elements including numbers and expenditures of visitors,traffic of transportation, and employment. Most researchers pointed out that a seasonal pattern isan uncontrollable situation resulting in a number of negative effects and generates cost lossescalled "Seasonal Loss". It also seriously influences all kinds of tourism supply includingemployment, marketing, economics, and management (Baron, 1972; Laws, 1991, Butler, 1994).According to Tesone and Pizam (2008), the pattern of tourist demand creates seasonalemployment, rather than permanent. This form of employment has far-reaching consequences forregional and national unemployment structure especially in small countries mainly dependent ontourism which is extremely seasonal.Seasonality is a global tourism phenomenon caused by temporary movement of people. In termsof natural factors, temporary movement takes place because every country has different climaticpatterns (Baron, 1973). The seasonal variations may be systematic throughout the year (Highamand Hinch, 2002) and it might not only vary within a year but also within a month, a week, or even asingle day (Holloway, 1994). Cooper et al., (2005) has suggested that 'Natural' seasonality and'Institutionalised' seasonality are the two basic causes of seasonality in tourism. Naturalseasonality is related to the regular and recurring temporal changes in natural phenomena at aparticular destination, which is usually associated with climate and seasons of the year. Thedistinctive seasonal variations in climate obviously affect many recreational activities such asswimming, sun-bathing, camping and also the associated tourism expenditures.PEARSON'S METHOD:This method is also known as link relative method. The percentages obtained by this method arecalled link relatives as these links each month to the preceding one. The steps involved in thismethod are summarized as:1. Convert the monthly data into link relatives by using the formula.Link relative for a month Data value of current monthData value of preceding month2. Calculate the average of link relatives of each month using either median or arithmeticmean.ھھو

A STUDY OF ARRIVAL AND EXPENDITUREPATTERN OF TOURISTS TRAVAILING TO INDIA-53. Convert the link relatives(L.R.) in to chain relatives (C.R.) using the formula:L. R of current month C. R.of preceding monthC.R. for a particular month 100The C.R. for the first month is assumed to be 100.4. Compute the new chain relative for January(first month) on the basis of last month using theC. R of first month C. R.of last monthNewC . . R.for first month 100The new C.R. is usually not equal to 100 and therefore needs to be multiplied with the monthlycorrection factorوd ( NewC . R . for first month 100)12The corrected C.R. for other months can be calculated by using the formula:Corrected C.R. for kth month= Original C.R. of kth month-(k-1)d, Where k=1,2,3…..12MODELLING & FORECASTINGModelling and forecasting tourists demand has received substantial attention among policymakers, hospitality management and researchers. Tourist's footfalls immensely contributetowards the growth of economy in terms of Gross Domestic Product (GDP). It is one of the leadingsources of foreign exchange earnings as well as generating employments opportunities. Despitethe continued existence of number of antisocial activities and economic setbacks such asterrorism, naxalite issues, inadequate infrastructure facility and recession etc, India is still awonderful and attractive destination for international tourists.Although international tourist footfalls depend upon numerous factors such as growth of theeconomy, internal security, attractive tourists places, warm hospitality, infrastructure facility etc,the precedent trend demonstrate that international tourist's arrivals, at various destinations (viaairways, railways, road ways, ships) have exposed exponential growth. Forecasting tourist arrivalbeing a significant activity for its beneficiaries', several forecasting models have been applied toestimate and forecast the tourism demand globally. Large numbers of research papers haveapplied widespread time series models for forecasting tourism demand globally.Highly structured and an extensive survey of literature of earlier studies is provided by Crouch(1994), Li et al (2005), Witt and Witt (1995). On the other hand Song and Li (2008) review theliterature for post 2000 studies. This paper highlights few recent studies which applied time seriesmodel for forecasting tourism demand. For example, Song and Turner (2006) found that majorityof published article have applied quantitative methods such as uni-variate, multivariate or causalforecasting methods for forecasting tourism demand. The studies of Smeral and Wuger (2005)applied ARIMA and SARIMA methods for forecasting tourism demand. Applying ARCH andGARCH model Chan et. al. (2005) tries to estimate and forecast volatility in tourism demand andits affect to various shocks. Some advanced econometric model like VAR model is applied byShah and Wilson (2004), Witt et al (2004). The studies of Wong et. al. (2006) applied BayesianVAR Models, whereas Deaton and Muellbauer (1980) applied almost ideal demand system forforecasting tourism demand. Cho (2003) concluded that artificial Neural Network (ANN) model dobetter than the exponential smoothing and ARIMA model in modelling and forecasting. The briefsurvey witnessed with various issues of forecasting tourism demand such as, methodologicaldevelopment, forecast competition, tourism cycles, seasonality analysis etc. The survey alsoexposes that quite a few variables such as tourists expenditure, sightseeing expenditure,

-6Tourism Innovationsshopping, meal expenditure etc. could be use as a proxy for forecasting tourism demand. Keepingthese facts in mind, the present paper applies total international tourists arrivals from alldestinations in India and their expenditure pattern for forecasting tourism demand, testingcausality between arrival and expenditure. Also seasonal pattern of overseas tourist's arrival inIndia have been explored.The theory behind ARMA estimation is based on stationary time series. A series is said to be(weakly or covariance) stationary if the mean and auto-covariances of the series do not depend ontime. Any series that is not stationary is said to be non-stationary. The finding that many macro timeseries may contain a unit root has spurred the development of the theory of non-stationary timeseries analysis. Engle and Granger (1987) pointed out that a linear combination of two or morenon-stationary series may be stationary. If such a stationary linear combination exists, the nonstationarytime series are said to be co-integrated. The stationary linear combination is called theco-integrating equation and may be interpreted as a long-run equilibrium relationship among thevariables. The purpose of the co-integration test is to determine whether a group of non-stationaryseries are co-integrated or not.MODELS OF TOURISM EVOLUTION: ARIMA & EXPONENTIAL GROWTH MODELAUTOREGRESSIVE MOVING AVERAGE MODEL (ARIMA):This is a class of model which is capable of representing stationary as well as non-stationary data.The autoregressive integrated moving average process, popularly known as Box-Jenkinsmethodology or ARIMA process, can be expressed as a combination of autoregressive andmoving average process with integration of order d. The AR (P) process can be expressed as,Y Y ....... Y where t 1,..., T and NID(0, )t 0 1 t 1 P tP t tIf Y is a moving average process of order q, then MA(q), process can be written asYt t و t 1 2t 2 ....... qtqThe combination of the two i.e. ARMA (p, q) process can be expressed as,Y Y ....... Y ....... t و t 1 P tP t 1 t 1 2 t 2q tqThe estimation of ARIMA model involves a set up steps as discussed by Box-Jenkins (1994). Firstit needs identification of the model i.e. whether the series is stationary or not. As ARMA model isgenerally applied for stationary series, the stationary of the series can be expressed as d. If theseries Yt is stationary at level then it is called as I(0) or integrated of order 0, if not then possibly I(1).Therefore when d=0, it indicates stationary at level, and ARIMA model will be called as ARMAmodel. The stationarity of the series can be tested either by autocorrelation functions (ACF) or unitroot tests. Model for non stationary series are called as ARIMA (p,d,q) model, whereas forstationary series they are called as ARMA(p,q) models. The maximum order of p, q can beselected based on SBC criteria. Once the order of p, q and d is selected then the parameters of theARIMA model is estimated using non-linear least squares methods. Diagnostic checking of themodel is done through and Ljung-Box Q statistics. Finally, obtain dynamic forecasts of Y from theestimated ARIMA model. Dynamic forecasts can be found recursively by,The three types of parameters are: the autoregressive parameters (p), the number of differencing(d) and moving average parameters (q). For example ARIMA (1, 1, 1) contains 1 autoregressive(p) parameters and 1 moving average (q) parameters computed for the series differenced twice.AUGMENTED DICKEY-FULLER (ADF) TESTY Y Y وt 1 t 1 2 t 1 t1 1 t 2 t1و

A STUDY OF ARRIVAL AND EXPENDITUREPATTERN OF TOURISTS TRAVAILING TO INDIA-7The Dickey-Fuller test is used to determine if a variable is stationary. To overcome the problem ofautocorrelation in the basic DF test, the test can be augmented by adding various laggeddependent variables. This would produce the following test:The correct value for m (number of lags) can be determined by reference to a commonly producedinformation criteria such as the Akaike criteria or Schwarz-Bayesian criteria. The aim being tomaximize the amount of information. As with the DF test, the ADF test can also include a drift(constant) and time trend. Common criticisms of these tests include a sensitivity to the way the testis conducted (size of test), such that the wrong version of the ADF test is used. The power of thetest may depend on:1. The span of the data, rather than the sample size. (This is particularly important forFinancial data)2. If is almost equal to 1, but not exactly, the test may give the wrong result.3. These tests assume a single unit root I(1), but there may be more than one present I(2).4. If the time series contains a structural break, the test may produce the wrong result.CO-INTEGRATION:If an OLS regression is estimated with non-stationary data and residuals, then the regression isspurious. To overcome this problem the data has to be tested for an unit root (i.e. whether it isstationary). If both sets of data are I(1) (non-stationary), then if the regression produces an I(0)error term, the equation is said to be co-integrated.The most basic non-stationary time series is the random walk, the Dickey-Fuller test essentiallyinvolves testing for the presence of a random walk.Although this has a constant mean, the variance is non-constant and so the series is nonstationary.If a constant is added, it is termed a random walk with drift. To produce a stationary timeseries, the random walk needs to be first-differenced:y uENGLE-GRANGER TEST FOR COINTEGRATION:To test for co-integration between two or more non-stationary time series developed by Engel-Granger (1987), it simply requires running an OLS regression, saving the residuals and thenrunning the ADF test on the residual to determine if it is stationary. The time series are said to beco-integrated if the residual is itself stationary. In effect the non-stationary I(1) series havecancelled each other out to produce a stationary I(0) residual.Where y and x are non-stationary series. To determine if they are co-integrated, a secondaryregression is estimated. This produces a t-statistic and according to this we would reject the nullhypothesis of non-stationary time series and conclude the error term was stationary and the twovariables are co-integrated.GRANGER CAUSALITY TEST:y ( 1)y tyyt1t yt1t tt 0 1This is a method for investigating whether one time series can correctly forecast another (Granger,mii1tutyx utti ut

-8Tourism Innovations1969). If we have two time series X and Y, the paired model is as following:YtpAXX t and Y t represent the two time series at time t. X (t-p) and Y (t-p) represent the time series at time t-p,p representing the number of lagged time points (order). An and A’ nare signed path coefficients. Bnand Bnare auto-regression coefficients. Etand Etare residual.RESULTS:' '( t p ) BnY(t p ) CZt EtXt AnY(t p ) nn 1 n 1pn 1 n 1Table 1 and Fig. 1 showed that the seasonal pattern of FTA in India. The month of November,December, January, February and March support the arrivals in India and rest of the month are notsuitable for foreign tourists. Findings reveal that foreign tourists supported about 50 percent inJanuary and February. Fig. 2 shows the exponential smoothing of the FTA's. This fit excellently thedata of FTA's. Fig. 3 showed that the growth of FEE and FEEMD on the basis of FEE and FEEMDin 1991. We find about 22 time growth in FEE in terms of Rupee however it is only 9.58 times interms of Dollar. Fig. 4 represents the growth in FEE and FEEMD on the basis of previous year. Thisclearly shows that in several years the growth patterns are not same perhaps due toexchangeability of Dollar and Rupee. MINITAB software has been used to obtain a timer seriesARIMA (1, 1, 1) model in Table 2 that fitted the tourist arrival data with a high degree of it and lowBIC=24.723 and high R2 as 0.988 suggesting an excellent fit of the model with p=1, q=1 and d=1.Table 3 shows that other parameters of ARIMA model for FTA. Table 4 present the forecasted valueof FTA up to 2022 through ARIMA model and Exponential growth curve model. Both the models arecompetent in forecasting FTA. Fig. 5 & 6 shows that both the model satisfies tourist arrival data.Table 5 & 6 shows the Findings of ARIMA model for FEE which is outstanding with low BIC and highR2. Forecasted vale of FEE by both the models discussed above shows in the Table 7. Fig. 7 & 8shows the forecast of FEE based on the ARIMA and Exponential growth curve model. Theexponential model derived from theory was compared with the time series data based ARIMAmodel and the ARIMA performed the better in terms of the prediction. Table 8 represents the linearregression estimates for FTA and FEE/FEEMD. It reveals that a high degree of associationbetween these variables. But we do not know the causal relation between these variable. In orderto get this result we apply some other time series techniques.The interactions studied allowed more in depth analyses based as the Granger Causality werepossible based in this structure. The validity of the models can be further clarified by theexamination of a multiple regression and further analyses of Granger Causality to provide thejustification and predictive ability of models. In Table 9 we show the augmented Dickey-Fullerstatistics in level and in first difference.The Ordinary least Square Method indicates that there is positive relationship between FTA andFEE/FEEMD and Unit Root Test indicates that data are non-stationary in level but stationary in firstdifference except FEE so these data are integrated in order (1). Similarly Johansen Co-Integrationtest indicates that the null hypothesis is rejected for rank of zero at 5% level of significance thatthere is no co-integration between FTA and FEEMD. This means that there exists a long-runrelationship between the variable. But there is a co-integration between FTA and FEE at 5% levelof significance which indicates that there is no long-run relationship between FTA and FEE.Granger causality test (Table 11) reveals that FTA is a Granger Cause of FEE at all, where as FEEis not a Granger Cause FTA thus we can predict FEE by FTA but FEE cannot be predicted by FTA.However there is no causal relation between FTA and FEEMD.ppB'nX'( t p )' C Zt E't

A STUDY OF ARRIVAL AND EXPENDITUREPATTERN OF TOURISTS TRAVAILING TO INDIA-9CONCLUSION:In this paper we have investigated the arrival and expenditure pattern of foreign tourists in severaldimensions. For this purpose various time series techniques such as ARIMA, unit root test, cointegrationand causality. The analysis reveals that the two time series FTA and FEE are cointegratedhowever FTA and FEEMD are not co-integrated. The causal relationship betweenFEE/FEEMD and the number of FTA in India obtained using the yearly data for the period 1991 to2012. The results show that there is only a one-way causal relationship from FTA to FEE but thereis no cause and effect relation between FTA and FEE in terms of million US Dollar. ARIMA andother models helped in the development of a better understanding the overall picture of thetourism story suggesting that in different periods, tourist numbers from different regions. Suchinformation is particularly useful for new investors and developers as well as longer term plannersand government departments. There is a need to explore tourism resources and plans to developnew tourist venues and facilities to be considered in order to meet the increasing demand oftourism in India and expected as a result of continued foreign direct investment not in terms ofRupee but in terms of Dollar.Table 1: Seasonal Index by Pearson’s methodMonth Trend Seasonal IndexJanuary 120.7328 144.435February 125.9285 148.5688March 107.4807 122.5922April 83.1466 88.99667May 69.76188 68.4158June 77.38645 73.89296July 95.20449 92.23482August 83.64038 73.63803September 76.08807 60.18424October 103.0941 90.75613November 121.2656 110.1712December 136.2705 126.1143Fig. 1: Seasonal index by Pearson’s methodFig. 2: Exponential Smoothing

-10Tourism InnovationsFig. 3: The growth of FEE and FEEMD from 1992Fig. 4: The growth of FEE and FEEMD from previous yearFTA Fitting Statistic of ARIMA (1,1,1) MeanR-squa red .988RMSE 187167.285MAPE 5.331MaxAPE 15.484Table 2: ARIMA Summary of FTAMAE 136673.669Normalized BIC 24.723ARIMA Model Parameters Estimate SE t Sig.FTA No Transformation Constant - 10267034.580 -2.911 .00729887706.835AR Lag 1 -.235 .369 -.636 .530Table Difference 3: Parameters of ARIMA model 1 for FTAMA Lag 1 -.723 .295 -2.450 .021Year No Transformation Numerator Lag 0 15053.512 5141.349 2.928 .007

A STUDY OF ARRIVAL AND EXPENDITUREPATTERN OF TOURISTS TRAVAILING TO INDIA-11Table 4: Forecasting FTA through exponential model and ARIMAYearForecasting FTA throughARIMAExponentialForecast UCL LCL growth curve2013 7098163 7481817 6714509 66952552014 7520050 8207971 6832129 71598922015 7967091 8833676 7100507 76567742016 8426814 9446471 7407158 81881382017 8902148 10053594 7750702 87563782018 9392404 10662273 8122535 93640532019 9897744 11275846 8519643 100139002020 10418131 11896574 8939688 107088442021 10953573 12525964 9381182 114520162022 11504068 13165103 9843033 12246762Fig. 5: Forecasting FTA through ARIMAFig. 6: Forecasting FTA through Exponential curveforecas ting FTAGrowth C urv e Mo delY t = 1 43074 4* (1 .0 69 40* * t)Ac tu a l1 00000 00Fi tsFo rec as tsAc tu a lFi tsFo rec as tsfta50000 000MA PE:MA D:MS D:826 67 151 .23 E+ 11010Time2030Table 5: ARIMA Summary of FEEFEE Fitting Statistic of ARIMA (1,1,1)MeanR-squared 0.989RMSE 2855.416MAPE 8.827MaxAPE 48.623MAE 1883.669Normalized BIC 16.494

-12Tourism InnovationsTable 6: Parameters of ARIMA model for FEEARIMA Model Parameters Estimate SE t Sig.FEE No Transformation Constant - 390342.749 - .0081179766.4513.022AR Lag 1 .455 .696 .654 .522Difference 1MA Lag 1 .003 .694 .005 .996Year No Transformation Numerator Lag 0 591.619 195.080 3.033 .008Table 7: Forecasting FEE through exponential model and ARIMAForecasting FEE throughYearARIMAExponentialgrowthForecast UCL LCLcurve2013 108455 114442 102468 967292014 121505 132060 110949 1111452015 134441 148929 119952 1277092016 147647 165532 129762 1467422017 161299 182162 140437 1686112018 175477 198995 151958 1937392019 190215 216141 164289 2226122020 205531 233668 177394 2557882021 221433 251624 191242 2939092022 237923 270039 205808 337710Fig. 7: Forecasting FEE through ARIMAFig. 8: Forecasting FEE through Exponential curvefee35 00 0030 00 0025 00 0020 00 0015 00 0010 00 00F o rc a s ti n g F E EG r ow th C ur v e M o delY t = 39 62 .1 1* (1 .1 49 03 ** t)A c tu a lFi t sFo rec as t sA c tu a lFi t sFo rec as t s5 00 000MA P E :MA D :MS D :819 909 55 59 41010T ime2030

A STUDY OF ARRIVAL AND EXPENDITUREPATTERN OF TOURISTS TRAVAILING TO INDIA-13CharacteristicsTable 8: Linear regression estimateRegression equation R 2FTA=61.63*FEE+1650965.099 0.964FEE=0.016*FTA-24780.312 0.964FTA=314.720*FEEMD+1396275.051 0.983FEEMD=0.003*FTA-4255.155 0.983Table 9: Unit root testAugmented Dickey-Fullertest statisticFEEMD -2.968156 0.0553H 0:unit root, H 1:trend stationaryTable 10: Co-integration testp-valueVariable in levelFTA 1.913839 1.0000FEE 7.691639 1.0000FEEMD 2.765058 1.0000Variable in first differenceFTA -2.657303 0.0988FEE -0.088322 0.9382Null hypothesisMax. eigenvalueTrace statistics 5% critical value p-valueFTA Vs FEENone 0.790857 31.89670 15.49471 0.0001At most one 0.029650 0.601967 3.841466 0.4378FTA Vs FEEMDNone 0.368428 9.337617 15.49471 0.3351At most one 0.007310 0.146739 3.841466 0.7017H0:has no co-integration, H1: has co-integrationTable 11: Granger Causality TestsPair wise Granger Causality Tests FTAVs FEENull Hypothesis F-Statistic ProbabilityFTA does not Granger Cause of FEE 12.9129 0.00055FEE does not Granger Cause of FTA 1.69933 0.21617Pair wise Granger Causality Tests FTAVs FEEMDNull Hypothesis F-Statistic ProbabilityFTA does not Granger Cause of FEEMD 0.40203 0.67596FEEMD does not Granger Cause of FTA 0.09747 0.90770

-14Tourism InnovationsREFERENCESBaron, R.R.V. (1972). Seasonality in tourism - Part I, International Tourism Quarterly. 4, 40-64.Box, G., G.M. Jenkins and G. Reinsel, (1994). Time Series Analysis: Forecasting and Control. 3rd Edn., PrenticeHall, ISBN-10: 0130607746, pp: 592.Butler, R. (1994). Seasonality in tourism: issues and problems. In Seaton, A. V.(ed.), Tourism: The state of theArt. John Wiley & Sons Ltd, pp. 332-9.Cho, V. (2003). A comparison of three different approaches to tourist arrival forecasting. TourismManagement,www.ccsenet.org/ijbm International Journal of Business and Management Vol. 6, No. 5; May2011, 198 ISSN 1833-3850, 24, pp.323-330.Conrady, R. & Buck, M. (2011). Trends and Issues in Global Tourism. London: Springer-Verlag BerlinHeidelberg.Cooper, C., Fletcher, J., Fyall, A., Gilbert, D., and Wanhill, S. (2005). Tourism Principles and Practice (3rd ed.).England: Pearson Education.Crouch, G. I. (1994). The study of international tourism demand: a review of practice. Journal of TravelResearch, 33, pp. 41-54.Deaton, A. S., & Muellbauer J. (1980). An almost ideal demand system. American Economic Review, 70, pp.312-326.Engle, R.F. and Granger, C.W. (1987) "Co-integration and Error Correction: Representation, Estimation andTesting", Econometrica, 55(2): 251-276.Granger, C.W.J., (1969). Investigating causal relations by econometric models and cross-spectral methods.Econometrica, 37: 424-438. DOI: 10.2307/1912791Higham, J. and Hinch, T. (2002). Tourism, sport and seasons: the challenges and potential of overcomingseasonality in the sport and tourism sectors. Tourism Management, 23, 175-185.Holloway, J. (1994). The Hospitality Sector: accommodation and catering services. London: Pitman Publishing.Laws, E. (1991). Tourism marketing: Service and quality management perspectives. Cheltenham. England:Stanley Thornes Publishers.Shan, J., & Wilson, K. (2001). Causality between trade and tourism: empirical evidence from China. AppliedEconomics Letters, 8, pp.279-283.Smeral, E., & Wager, M. (2005). Does complexity matter? Methods for improving forecasting accuracy intourism: the case of Australia. Journal of Travel Research, 44, pp.100-110.Song, H., & Li, G. (2008). Tourism demand modeling and forecasting: a review of recent research. TourismManagement, 29 (2), 203-220.Song, H. and L. Turner, (2006). Tourism Demand Forecasting. In: International Handbook on the Economics ofTourism, Dwyer, L. and P. Forsyth, (Ed.,) Edward Elgar, Cheltenham.Song, H., & Witt, S. F. (2000). Tourism demand modeling and forecasting: modern econometric approaches,Pergamon: Cambridge.Tesone, D. & Pizam, A (2008). Handbook of Hospitality Human Resources Management. Oxford: Butterworth-Heinemann.Witt, S. F., & Witt, C. A. (1995). Forecasting tourism demand: a review of empirical research. InternationalJournal of Forecasting, 11, pp. 447-475.Wong, K. K. F., Song, H., & Chon, K. S. (2006). Bayesian models for tourism demand forecasting. TourismManagement, 27, pp.773-780.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractThis study is an outcome of thesurvey conducted on adventuretourists in Himachal Pradesh toknow their satisfaction level abouttheir trip to state and servicesavailed during the trip. Opinion oftourist (N=450) was taken aftert h e y h a d e x p e r i e n c e d t h eadventure activity, so that their preto u r p e r c e p t i o n a b o u t t h ed e s t i n a t i o n a n d a d v e n t u r eactivities can be judged. Throughextensive surveys and consultationwith major stakeholders andtourists, a number of gaps havebeen identified in the provision ofadventure tourism product ofHimachal. Whilst there has beenpositive Indigenous adventuretourism development within thestate, there appears to be furtherd e m a n d f o r m o r e q u a l i t yi n t e r p r e t i v e a b o r i g i n a ldevelopments with the region.There is a specific demand for thisproduct in the growing internationaland domestic market, specificallywith backpackers and those fromIsrael, Americas, Europeancountries and leisure travellersform the neighbouring states ofIndia. Emphasis should be placedo n ' a u t h e n t i c ' a b o r i g i n a lexperiences. Study reveals thatadventure tourist to Himachalgenerally expects that destinationsto have proper garbage disposalsystems, adequate infrastructure,proper medical facilities andsecurity at the top priority. On theother side respondents perceivedthat Himachal is not having thefacility of qualified guides orinstructors, but during on-tour theywere happy with the availability ofqualified service operators.Keywords: Expectation, Experience,gap.Expectations and Experiences of Tourists: A Gap Analysisof Adventure Tourists in Himachal PradeshLalit K. BansalDean Research, Panjab University, ChandigarhArun Singh ThakurAssistant Professor, UIHMT, Panjab UniversityINTRODUCTIONSystematic approach to mapping customer expectations helpsmanagers to know better what aspects of a service best define itsquality and can prepare the organization to take up a competitiveposition based upon its ability to deliver what customers demand(Cronin & Taylor, 1992). Similarly in the case of tourismorganizations, tourist's expectations of destination attributes andservice quality help them deliver in the way that meet satisfactionlevel of tourist. A direct measurement technique is the Importance-Performance analysis (IPA) technique which emerged from theearlier work of Martilla and James (1977). Unlike SERVPERF, theImportance- Performance technique allows simultaneouscomparison of direct performance measure of service quality to theimportance rating given by customers for the various quality itemsbeing evaluated. The inclusion of customer preference rating in IPAgives a better picture of customers' quality assessment of service.According to (Barsky, 1995) such relative assessments pinpointclearly the quality aspects of product or service which contributesgreatly to customer satisfaction. As a result the information derivedout of importance-performance analysis (IPA) can aid thedevelopment of more focused marketing strategies (Ford, Joseph, &Joseph, 1999). This view is confirmed (Lovelock, Patterson, &Walker, 1999) who state that importance-performance analysis is auseful management tool which can help firms to redirect their scarceresources from low impact areas to high impact areas. Thistechnique is also called Key Driver Analysis.The importance-performance scale is based on the assumption thatsatisfaction is affected by both the importance of an attribute andperceived performance on the attribute. Designed for ease oftransferring results into actions, the scale's end result is a graphindicating appropriate levels of action.For the purpose of this study the researcher has deployed a variant ofthis technique- Expectations- Experience Matrix (EEM) (See Figure1). In EEM, respondents' expectations and experiences have beenplotted on a grid that is divided into 4 quadrants. Each quadrant iscreated on the basis of the mean scores of the expectationsexperienceratings. The variables are then assessed according to itsposition in the quadrant on the grid. Each quadrant suggests differentresponse from a strategy point of view.

-16Tourism InnovationsAttributes that are rated high in expectation and high in experience score suggest that serviceproviders keep up the 'good' work and increase resources directed towards these areas. Incontrast, attributes having low expectation rating and a low experience rating suggest thatinvesting resources to these areas may offer only little advantage and should therefore be on alower priority. Attributes that are rated high in expectation and low in experience are the missedopportunities and service providers need to concentrate here and pay particular attention forimprovement.Figure 1: Expectation- Experience MatrixFigure 2: Expectation- Experience Matrix ExplainedQuadrant I: Attributes are perceived to be very important to respondents, and at the same time,the organisation seems to have high levels of performance on these activities. The message hereis To Keep up the Good Work.Quadrant II: Attributes are perceived to be very important to respondents, but performance levelsare fairly low. This sends a direct message that improvement efforts should concentrate here.

Expectations and Experiences of Tourists:A Gap Analysis of Adventure Tourists in H.P.-17Quadrant III: Attributes are with low importance and low performance. Although performancelevels may be low in this cell, managers should not be overly concerned since the attribute in thiscell is not perceived to be very important. Limited resources should be expended on this lowpriority cell.Quadrant IV: This cell contains attributes of low importance, but relatively high performance. Therespondents are satisfied with the performance of the organizations, but managers shouldconsider present efforts on the attributes of this cell as being over-utilized.Sources: Adapted from (Evans & Chon, 1989); (Hemmasi, Strong, & Taylor, 1994); (Keyt, Yavas,& Riecken, 1994); (Martilla & James, 1977) and (Martin, 1995).Lastly, attributes rated low in expectations and high in experience are areas of possible over kill.Providers should reconsider the level of effort (See Figure 2). The beauty of EEM is that it can helpa business understand what its customers feel is important to it across a number of relevantvariables.About the StudyThis study is an outcome of the survey conducted on adventure tourists in Himachal Pradesh toknow their satisfaction level about their trip to state and services availed during the trip. Opinion oftourist was taken after they had experienced the adventure activity, so that their pre-tourperception about the destination and adventure activities can be judged. The pin pointedobjectives of the study was to examine the profile of adventure tourist, mapping expectation andexperiences of adventure tourists in order to provide insight to fulfil the gap between perception ofservice providers regarding provisions of services and experience of tourists for the servicesavailed at the adventure tourism destination. To fulfil the objectives of the study, a sample of 450tourists was taken. The analysis is made with the help of some statistical tests available in SPSSlike, paired sample't'-test and simple central tendencies for generalising the results.The data for this study was collected with help of pre-structured questionnaires. The sampleconsists of the tourists visiting three districts of Himachal Pradesh. In the first part of this studyprofile of the total sample of 450 tourists is presented, while in the second part the gap betweenexpectation and experience is given.The tourists were surveyed at the following places:a) District Kullu (Manali, Kullu, Shojha, Rohtang, Bhuntar).b) District Shimla (Shimla, Narkanda, Kufri, Tattapani, Hatkoti).c) District Kangra (Bir-billing, Mcleodganj, Dharmshala, Pong Dam, Palampur).Profile of TouristsThe detailed profile of tourists surveyed for the study is given in the table number 1. This profileincluded gender, age, educational level, occupation, monthly income, length of stay, number ofvisit, likelihood of repeat visit and likelihood of referral of destination or visit to other.

-18Tourism InnovationsTable 1: Profile of tourists/visitorsNumber PercentageType Of Tourist Domestic 300 67.3Foreign 150 33.3Gender Male 310 68.9Female 140 31.1Marital Status Married 152 33.8 33.8Single 298 66.2Age Under 30 Years 170 37.830-35 Years 150 33.345-60 Years 80 17.8More Than 60 Years 50 11.1Education Level Below Matriculation 60 13.3Matriculate 80 17.8Graduate 187 41.6Post Graduate 123 27.3Occupation Public Sector Employee 25 5.6Private Sector Employee 143 31.8Businessman 106 23.6Student 176 39.1Monthly Income Below 200 US$/5000 Rs 55 12.2200-500 US$/5000-10000 Rs 155 34.4500-1000 US$/10000-20000 Rs 168 37.3Above 1000US$/Above 20000 Rs 72 16.0Package Tourist Yes 187 41.6No 263 58.4Length Of Stay 1-3 Days 139 30.94-5 Days 167 37.16-10 Days 105 23.3More Than 10 Days 39 8.7Number Of Visit First Visit 103 22.9Second Visit 193 42.9Third Visit 120 26.7More Than Third Visit 34 7.6Willing To Visit Again Yes 336 74.7No 37 8.2Cannot Say 77 17.1Will Recommend to others Yes 336 74.7No 25 5.6Cannot Say 89 19.8Source: Data collected with the help of questionnaires

Expectations and Experiences of Tourists:-19A Gap Analysis of Adventure Tourists in H.P.Expectation- Experience AnalysisFor this stage the respondents' opinion on expectation and experiences for important parameterswere noted (See Table 2). On tour stage is the central stage of the value chain where the tourist isactually delivered with the product. The stage begins when the tourist is reached a place andcontinues through the visit to consume various tourist products. It comes to an end with end of the.There were 450 valid responses.Table 2: Paired Samples StatisticsPair1 Adventure activities at thedestination are wellmanaged2 Basic facilities areappropriate3 Infrastructure foradventure activities isadequate4 Instructors and guides arefully qualified5 Medical facilities aresufficient6 Required equipment isavailable with serviceproviders7 Equipments meetsinternational standards8 You feel secure duringadventure activity9 Security measures duringactivity were satisfactory10 Garbage disposal systemswere proper installed11 Adventure experience wasupto expectation levelMean(Expectation)Mean(Satisfaction)Std.Deviation(Expectation)Std. Deviation(Satisfaction)3.73 3.04 .921 1.299 .8643.55 3.05 .921 .899 .8494.02 3.01 1.044 .943 .8054.02 4.08 1.052 1.033 .9663.98 3.36 1.126 .862 .8774.05 3.71 1.077 .883 .7894.02 3.79 1.010 .976 .9104.24 3.77 .724 .927 .8184.29 3.74 .829 .793 .7954.17 3.32 .903 1.351 .7923.74 3.54 1.083 1.154 .939CorrelationNote: Mean value shows perceived importance of factor on a 5 point scale. Standard Deviation(S.D.) reflects the consistency with which the respondents have rated the factor. A smaller S.D.means more consistency in response and vice versa.Am expectations and experience matrix was created with the help of the mean scores for theexpectations and experience of tourists with the adventure tourism in Himachal Pradesh (fordetails see figure 3).Figure 3: Expectations and Experience MatrixSurprisingly it was found that the responses lies in the quadrants no. 1, which means that atpresent things, are going good with adventure tourism in Himachal Pradesh. This is also evidentby the fact that Himachal Tourism is winning many prizes in this aspect.

-20Tourism InnovationsTable 3: T-test1 Adventure activities atthe destination are wellmanaged2 Basic facilities areappropriate3 Infrastructure foradventure activities isadequate4 Instructors and guidesare fully qualified5 Medical f acilities aresufficient6 Required equipment isavailable with serviceproviders7 Equipments meetsinternational standards8 You feel secure duringadventure activity9 Security measuresduring activity weresatisfactory10 Garbage disposalsystems were properinstalled11 Adventure experiencewas upto expectationlevelMeanStd.DeviationStd. ErrorMean95% ConfidenceInterval of theDifferenceLower Uppert df Sig. (2 -tailed).687 .685 .032 .623 .750 21.258 449 .000.500 .501 .024 .454 .546 21.190 449 .0001.011.628 .030 .953 1.069 34.167 449 .000-.060 .273 .013 -.085 -.035 -4.668 449 .000.620 .554 .026 .569 .671 23.722 449 .000.340 .662 .031 .279 .401 10.889 449 .000.224 .423 .020 .185 .264 11.256 449 .000.467 .534 .025 .417 .516 18.541 449 .000.547 .520 .025 .498 .595 22.291 449 .000.853 .842 .040 .775 .931 21.499 449 .000.196 .397 .019 .159 .232 10.447 449 .000Graph 1: Gap between Expectation and Experience

Expectations and Experiences of Tourists:-21A Gap Analysis of Adventure Tourists in H.P.The table 2, 3 and graph 1 depicts the results of survey conducting to map the expectations andexperiences of tourists coming to Himachal Pradesh, especially indulging in adventure activities.For the marketers of a product or destination, it is pre-requisite for them to understand the gapbetween 'what tourist thought' and 'what they got'. The positive score of gap means theexpectations are not fulfilled, while negative score means 'they have got more than they expected'.To draw some significant results from the data statistical test like 't' test was applied (for details seetable 3). Since all the values in the last column (significance) are less than 0.05, the differencesbetween the expectations of the tourist and the experiences of the tourist in relation to adventureactivities are significant that these differences cannot be attributed to chance error due tosampling. Therefore this can be concluded that there is significant difference between theexpectations and experiences of tourists' w.r.t. adventure tourism in Himachal Pradesh.Presentation of ResultsThe pinpointed results of the study can be presented under:Respondents thought the destinations to have proper garbage disposal system but inactual situations this was not present, so they had bad experience in this regard.Respondents also felt that there is serious shortage of adequate infrastructure at touristplaces of Himachal Pradesh. The infrastructure related with proper parking to publicconveniences.Respondents consider the adventure activities ill managed. Some of them quoted exampleof mountain scooter. At Solang there were some very good mountain bikes available, butthe riders were giving joy rides to tourists here and there and sometime in mud also, whileseparate and tough tracks can be developed for the same, which would have increased thetourist experience.Study saw a big gap between the expectation w.r.t medical facilities and proper securitymeasures. Researcher, himself experienced that despite the governmental warning andban (in the month of August 2011) paragliding was in operation at Manali area.One very serious point, which was shown by the survey, is that people thought Himachal tobe a very secure destination, but, in on-tour stage tourists felt Himachal to be not so securedestination.On the other side respondents perceived that Himachal is not having the facility of qualifiedguides or instructors, but during on-tour they were happy with the availability of qualifiedservice operators.ReferencesBarsky, J. D. (1995). World-class customer satisfaction. Burr Ridge, Illinois: Irwin Professional Publishers.Cronin, J. J., & Taylor, S. S. (1992). Measuring service quality: A reexamination and extension. Journal ofMarketing , 56, 55-68.Ford, J. B., Joseph, M., & Joseph, B. (1999). IPA as a strategic tool for service marketers: The case of servicequality perceptions of business students in New Zealand and the USA. Journal of Services Marketing , 13 (2),171-186.Lovelock, C., Patterson, P. G., & Walker, R. H. (1999). Services Marketing. Sydney: Prentice Hall.Thakur, A. S. (2013). Adventure Tourism Market Segments and Promotional Policies Therein: A case study ofHimachal Pradesh; India. Unpublished Ph. D. Thesis submitted to Himachal Pradesh University, Shimla.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractTo u r i s m t r i g g e r s a l l r o u n ddevelopment of a place and bringsabout a big change in the livingstandards of the host populationespecially that of a developingeconomy. Tourism impacts refer tothe marked effect of tourismactivities on the society, economy,local government and otherstakeholders etc. which arefrequently classified as social,economic, environmental andpolitical.This paper is about the social andeconomic impacts of tourismdevelopment on Daulatabadvillage which is a 14th century fortvillage in Maharashtra, about 16kms northwest of Aurangabad. It isone of the most impregnable fortsin India.And survival of the 30-40%local people depends on thetourists to the old village and theadjacent fort. The Research paperaims to study the socio-economicimpacts of tourism development onthe local community at theDaulatabad by comparing thesocio-economic features ofhouseholds who are involved in thet o u r i s m i n d u s t r y w i t h t h ehouseholds who are not involved intourism industry. For Analysisindependent t test is used. Thepaper also highlights the role of thelocal community in the planningand development of tourism in theregion.K e y w o r d s : S o c i o - e c o n o m i cimpact, Community based tourism,tourism development.STUDY OF SOCIO-ECONOMIC IMPACTS OF TOURISMDEVELOPMENT ON DAULATABAD VILLAGERajesh RagdeDirector, Department of Tourism Administration,Dr. Babasaheb Ambedkar Marathwada University, Aurangabad.Madhuri SawantCoordinator, Department of Tourism Administration,Dr. Babasaheb Ambedkar Marathwada University, Aurangabad.INTRODUCTIONDaulatabad Fort:Devagiri (Daultabad of the later period), 16 kms north-west ofAurangabad, is a famous for its formidable hill fort. The fort issituated on an isolated cone-shaped hill rising abruptly from the plainto the height of about 190 meters. The fortification constitutes ofthree concentric lines of defensive walls with large number ofbastions. The noteworthy features of the fort are the moat, the scarpand the sub-terranean passage, all hewn of solid rock. The upperoutlet of the passage was filled with an iron grating, on which a largefire could be used to prevent the progress of the enemy. The ChandMinar, the ChiniMahal and the Baradari are the important structureswithin the fort.The Chand Minar, about 63 metres in height, was erected byAlauddinBahman Shah in 1435 AD to conquest of Daulatabad.Opposite the Minar is the Jumma masjid, whose pillars originallybelonged to a temple. Close to it, there is a large masonry tank. TheChiniMahal at the end of the lower for is the place where AbdulHasanTana Shah, the last king of Golconda, was confined byAurangzeb in 1687 AD. Nearby is a round bastion topped with ahuge canon with ram's head, called KilaShikan or Fort breaker. TheBaradari, octagonal in shape, stands near the summit of the fort. Theprincipal bastion at the summit also carries a large canon.Though the city of Devagiri was founded in 1187 AD by the Yadavaking Bhillama V, the fort was constructed during the reign ofSinghana II (1210-46 AD). It was captured by Ala-ud-Din Khilji in 1294 AD, marking the first Muslim invasion of the Deccan. Finally in1318 AD, Malik Kafur killed last Yadava Raja, Harapal. Then in 1327AD, Muhammed-bin-Tughluq sought to make it his capital, bytransferring the entire population of Delhi and changing the namefrom Devagiri to Daulatabad. Then it was in the possession of theBhamanis till 1526 AD. The fort remained in Mughal control tillAurangzeb's death in 1707 AD., when it passed on to the Nizam ofHyderabad.The famous Ellora Caves are just 16kms away from Devagiri-Daulatabad. The data available from Maharashtra TourismDevelopment Document Vision 2020 shows that there is increase innumber of arrivals of tourists each year and it shows the potential ofthe destination.

Study of Socio-Economic Impacts OfTourism Development On Daulatabad Village-23Daulatabad Village :Table 1 shows the tourist arrival at Daulatabad FortTable 1Sr.No.DurationDomestic TouristArrivalsForeign TouristArrivals1 April 2006 to March 2007 266880 52162 April 2007 toMarch 2008 326594 63253 April 2008 to March 2009 428722 66584 April 2009 to March 2010 442721 77895 Month of May 2010 31046 2516 Month of June 2010 36413 3037 Month of July 2010 51254 383Source : Maharashtra Tourism Development Corporation, AurangabadPopulation: There are 850 households in Daulatabad and population of the village is 8444(According to Census 2001 as Census 2011 figures are not yet published).Occupation: Majority population of Daulatabad work on daily wages at different brickyards andtourism related businesses. Tourism related businesses involve fruit shops, restaurants,photography, guides and book shops etc. but all these activities are concentrated in area aroundthe fort.Only 10 % of total population is dependent on farming for daily bread and butter. But after increasein tourism industry fruit market gain the boost and it has changed the former production of crops.Fruits like guavas, figs constitute major part of fruit market.Tourism Development at Daulatabad Village under Ajanta Ellora Development Project:Master plan for the Ajanta Ellora conservation and Development Project (AEDP) was prepared in1991, and government of both countries, India and Japan, entered into an agreement for the loanin January 1992. The total project cost was estimated at 817.1 million.Development made at Daulatabad fort and village under AEDP:- Conservation of Daulatabad fort under monument conservation by ASI- Afforestation at Daulatabad and surroundings by forest department, Aurangabad- Improvements of Roads by PWD, Maharashtra- Development of long- neglected heritage monument include Daulatabad fortReview of literature:Socio-economic Impacts of tourism:Maharashtra abounds in numerous tourist attractions ranging from ancient cavetemples,unspoiled beaches, ancient forts and monuments, forests and wildlife, unique hillstations,pilgrimage centres, and a rich tradition of festivals, art and culture. Hence ourcampaign slogan forMaharashtra Tourism - "MAHARASHTRA UNLIMITED!".Tourism policy of Maharashtra 2006 states that, "Tourism has the potential to change theeconomic face of a region. The benefits of planned tourism development are manifold. Promotionof tourism would bring many direct and indirect benefits to the people." Along with this policy enlists

-24Tourism Innovationsvarious direct and indirect benefits of tourism for local community. According to that direct benefitsare:Employment opportunities in tourism and hospitality sectorDevelopment of private enterpriseImproved standard of livingSocial upliftment and improved quality of lifeBetter education and trainingSustainable environmental practicesForeign exchange earningSome of the indirect benefits accruing to the local community of a region as a result oftourism development are:Infrastructure development - power, water, sanitation, hospitals, roads, etc.Market for local produceEmployment in infrastructure sectorEconomic upliftment due to income multiplier effect.These direct and indirect benefits are nothing but the positive social, economic, environment andcultural impacts of the tourism development.Tourism impacts refer to the marked effect of tourism activities. But term tourism impact has beendefined by different researchers. Matheson and Wall (1982, 14) defined "impact" as "the form ofaltered human behavior that stems from interactions between agents of change and sub-systemson which they impinge".Tourism impacts are frequently classified into three broad categories:1. Economic - changes in economic flows both directly and indirectly associated with touristactivity2. Environmental - changes in the natural and built environment.3. Social - changes in social, cultural, and political norms of society and associated psychologicalchanges within individuals.Matheson and Wall (1982,133) suggested that the social and cultural impacts of tourism are theways in which tourism is contributing to changes in value systems, individual behavior, familyrelationships, collective lifestyles, safety levels, moral conduct, creative expressions, traditionalceremonies and community organizations. According to them, the term, "economic impact"broadly to indicate the primary and secondary impacts, costs and benefits of tourists ondestination areas (pp. 6, 12).Social impacts refer mostly to the effects from the direct contact of hosts with tourists. Societies areexposed equally to negative and positive phenomena from tourism. They have been classified asnegative when they contribute to disruption of society's components, and as positive when theyupgrade vital attributes (Maria Vounatsou and et al.). Social impacts include the effects of tourismon the social fabric of the community and well-being of the individuals and families. (Lindberg andJohnson, 1997).Now if we think about the economic impacts, they are considered as changes in local economybecause of tourism. As given above, according to Matheson and Wall (1993), economic impactsare changes in economic flow directly or indirectly.

Study of Socio-Economic Impacts OfTourism Development On Daulatabad Village-25The World Tourism Organizations has listed 6 major areas of economic benefits of tourism:1) Export Earnings2) Employment:3) Rural Opportunities.4) Infrastructure Investment5) Tax Revenues6) Gross Domestic ProductAccording to Frechtling (1994), studying the economic impact of tourism means analyzing travel'sactivity impact on resident wealth or income in a defined area. Stynes (1997), on the other hand,said that economic impact analysis of tourism traces the flows of spending associated with tourismactivity in a region to identify changes in sales, tax, revenues, income and jobs due to tourismactivity. Frechtling (1994) acknowledged that many studies of tourism's economic impactemphasize on travel spending, similar to Stynes' view above.Crandall (1994) stated that some of Socio-economic impact of tourism includes, i.e. changes informs of employment, changes in land values and ownership, and improved standard of living.Socio-economic impact can then be defined as the changes in social fabric, which are influencedby economic impacts.Thus after studying various definitions, though different words are used by various researchers, itcan be said that changes in behaviors of locals and local economy of the region because ofdevelopment of tourism are socio-economic impacts of tourism at the destination. We can identifyvarious factors like changes in employment pattern, standard of living, infrastructure, socialbehavior, language, and income of locals and many others which should be measured tounderstand the socio-economic impacts at the any destination.One of the very useful study about the topic is done by Madhuri Sawant which is "Economicimpacts of tourism development: a case study of Ajanta" (2010) stated that Ajanta Elloradevelopment project is funded internationally for conservation, preservation & infrastructuredevelopment to motivate the tourist to extend these stay in the region there by augmenting theareas earning from tourism, however the stated objectives relating to socio, economicdevelopment were not met. The researcher has probed in the problem related to the awarenessabout job opportunities amongst the locals, various government schemes & efforts to developtrained manpower to serve the tourism related business however the various other socioeconomic aspects such as community participation is not mentioned & interactions amongstakeholders.Daulatabad is rural area where significant part of the economy is dependent on tourism businesslike Ajanta. And development of tourism is expected to boost the rural economy. Thus this study isconcerned with the impacts of tourism development at Daulatabad.Community involvement in Tourism development :Local community of a destination is an important component of a destination and their role in thedevelopment of a destination cannot be ignored. Many researchers have a common opinion thatcommunity participation is an important tool to achieve sustainable tourism development at adestination and it is also believed that greater the degree of community participation is, the betterdevelopment or planning will be. (Dogra and Gupta, 2012).It is observed that long term of tourism rests on the ability of community leaders and planners tomaximize its benefits and minimizes its costs. Here benefits are the positive impacts of the tourism

-26Tourism Innovationswhile costs include negative impacts of the tourism. Thus sustainable development of tourism isanother aspect of tourism planning and development. In sustainable tourism development theterm community based tourism (CBT) plays vital role. CBT is generally small scale and involvesinteractions between visitor and host community, particularly suited to rural and regional areas.CBT is commonly understood to be managed and owned by the community, for the community. Itis a form of 'local' tourism, favoring local service providers and suppliers and focused oninterpreting and communicating the local culture and environment.Following are the attributes of CBT operations:Aiming to benefit local communities, particularly rural or indigenous people's or people insmall towns, contributing to their wellbeing and the wellbeing of their cultural andenvironmental assetsHosting tourists in the local communityManaging a tourism scheme communallyUsing a portion of the profits/resources for community development and/or tomaintain andprotect a community cultural or natural heritage asset (e.g. conservation)Involving communities in tourism planning, on-going decision making, developmentandoperationsThus in community based tourism, community is supposed to involve in each phase of planningand development. Implementing community based tourism in rural areas can boost thesustainable development and growth of the rural tourism.Research Design:Problem Definition:Daulatabad fort is one of the prominent and easily accessible tourist destinations in Aurangabadregion but various studies and observations indicates that there is limited economic impact studyat Daulatabad fort and its periphery. In case of Aurangabad district it is found that the tourismeconomy is concentrated in Aurangabad city rather than contributing to rural economy aroundAjanta, Ellora & Daulatabad. Hence the researcher is evaluating the socio-economic impacts oftourism at study region. Undertaking this tourism socio economic impact assessment at thesample village will give a more complete picture of how tourism has impacts on the localcommunities' livelihoods and factors which influence their socio- economic impacts. And muchstudy is done on the Aurangabad, Ajanta and Ellora destinations but there is no study of the impactof tourism development at Daulatabad village.After reviewing the literature, researcher got the other gap that is related to the interaction amongstakeholders. Less involvement of local community in planning and development of tourism alsoresulted in failure in getting optimum benefits from tourism. Thus study evaluates the participationof local community in tourism planning and development.Objectives:1. To study the socio-economic characteristics of the local community at the sampledestination.2. To compare the socio-economic features of households who are involved in the tourismindustry with the households who are not involved in tourism industry.3. To introspect into the role of the local community and the stakeholders in the planning anddevelopment.

Study of Socio-Economic Impacts OfTourism Development On Daulatabad Village-27Hypothesis:1. There is no difference in the socio-economic characteristics of the people who are involvedin tourism with those who are not involved.2. The local community and stakeholders are not involved in planning and developmentprocess of tourism.Sampling:Research Methodology:For this study Cluster Sampling has been usedTable 02Locals who are involved in Locals who are not involved inTotaltourism industrytourism industry1 30 30 60Primary data is collected from residents of Daulatabad village by using questionnaires. After thereview of literature and survey of the Daulatabad village, 27 various perceived impacts are studiedin questionnaire by using 5 point likert scale (Strongly agree, agree, neutral, disagree and stronglydisagree).Questionnaires are divided in 4 parts; first part is Demographic profile of the respondent, secondpart is related to economic impacts of tourism on the people who are involved in tourist relatedbusiness. Third part is concerned with socio-economic impacts of tourism development atDaulatabad. Fourth part of the questionnaire is related with the involvement of locals in planningand development of the tourism. For third and forth part responses will be collected from all locals,those are involved in tourism business and those who are not involved in tourism business.Secondary data is collected from books, journals, official websites, reports etc.Data Analysis:For data analysis independent t test is used to compare the socio-economic characteristics of thelocals who are involved in tourism business and those are not involved in tourism business. SPSS(Version 14) is used for data analysis.Limitation of the study:Illiteracy or very low percentage of literacy and lack of awareness about the tourism among thelocal residents was major limitation while conducting the survey as it was hard to make themunderstand the question and perspective of the question.Conclusions and suggestions:I. General Profile of the Respondent:

-28Tourism InnovationsTable 2: General profile of the respondentsVariable Number of Sample Percentage ofSampleGenderMale 36 85.7Female 6 14.3Age20-30 15 3630-40 9 21.440-50 10 24Above 50 Years 7 16.66Education10 th 20 47.612 th 5 11.9Graduate 5 11.9Illiterate 12 28.6Annual IncomeBelow 25000 9 30.025000-50000 14 46.750000-75000 4 13.3above 75000 3 10.0Residing Durationby birth 37 90.2Above 20 Yrs 4 9.8From the above results we can conclude that majority sample were males. Age of the samplesmainly lies between 20-50 years. From the sample it is clear that Education level at theDaulatabad is seen low where 47% people were 10th pass, 28% residents were illiterate whichacts as hurdle for the development at village. Annual income of the 47% residents is 25000-50000Rs. And if we see the residing duration of the residents, nearly 90% people are residing atDaulatabad from their birth and remaining are residing since more than 20 years. It is clear thatmigration rate is negligible.II. Characteristics of those who are involved in tourism business related activities:Table 4 : Characteristics of those who are involved in tourism business related activities:Variable Number of Sample Percentage ofSampleGetting enough incomeYes 11 55No 9 45Changed original businessYes 4 20No 16 80Complementary BusinessYes 5 25No 15 75Since when working in industry0-5 Yrs 9 455-10 Yrs 2 10

Study of Socio-Economic Impacts OfTourism Development On Daulatabad Village-2910-15 Yrs 2 1015-20 Yrs 3 15more than 20 Yrs 4 20Expansion of businessYes 7 35No 13 65Second part of the questionnaire is asked to the residents who are involved in tourism relatedbusinesses to study the economic impacts of tourism them.Survey reveals that there is very close percentage of people who are saying that they are gettingenough income and people who are saying they are not getting enough income from tourismbusinesses. It raises question mark on the satisfactory income of the residents from tourismrelated businesses.For 75% people say that there tourism related business is not their complementary business; it istheir primary source of earnings. And majority people are working in this industry since 0-5 yearswhich showing that recent development of tourism in area. But the same time if we ask them aboutthe expansion of business, then nearly 65% people say that there is no expansion in business.Along with this the seasonality is again the major hurdle in the development of tourism at thedestination. Tourist arrival is more in winter season and it is very less in hot summer (April - June).Thus survey reveals that residents are not getting satisfactory positive economic impacts fromtourism related businesses.III. Comparative study of Perception of residents who are involved in Tourism businesses and theresidents who are not involved in tourism related businesses about the impacts of TourismDevelopment at Daulatabad :Table 5 : Perceptions of the local people about the perceived impacts of tourismdevelopment at the Daulatabad Village.Sr.Perceived ImpactStrongly Disag Neutr Agree StronglNDisagree ree aly Agree1 Employment generation 33.3 21.4 2.4 26.2 16.72 Increase in labor supply 28.6 16.7 16.7 35.7 2.43 Increase in investment in area 21.4 11.9 31.0 33.3 2.44 Increase in foreign exchange earning 21.4 16.7 40.5 14.3 7.15 Increase in recreation and entertainment facilities 26.2 40.5 31.0 2.4 06 Public facility development 28.6 45.2 2.4 19.0 4.87 Infrastructure development 31.0 38.1 2.4 19.0 9.58 Increase in standard of living 23.8 23.8 23.8 26.2 2.49 Entrepreneurship development 21.4 31.0 9.5 35.7 2.410 Social relation development 11.9 19.0 26.2 40.5 2.411 Cultural conservation 14.3 21.4 19.0 42.9 2.412 Heritage conservation 16.7 14.3 14.3 54.8 013 Increase in cultural activities 16.7 40.5 26.2 16.7 014 Increase in pride 28.6 11.9 4.8 31.0 23.815 Cultural exchange 19.0 16.7 14.3 47.6 2.416 Skill development 26.2 14.3 14.3 42.9 2.417 Foreign companies have threatened local business 11.9 33.3 23.8 26.2 4.818 Increase in property prices 14.3 40.5 4.8 21.4 19.019 Increase in cost of living 9.5 45.2 2.4 21.4 21.420 Commercialization of activities 11.9 42.9 26.2 16.7 2.421 Increase in crime 47.6 31.0 4.8 16.7 022 Increase in social conflicts 31.0 33.3 9.5 26.2 023 Social dislocation 19.0 21.4 19.0 35.7 4.824 Environmental damage 16.7 26.2 19.0 35.7 2.425 Increase in crowding and congestion 11.9 14.3 57.1 16.7 026 Increase in litter and garbage 7.1 11.9 0 59.5 21.427 Dilution of local language 16.7 16.7 7.1 57.1 2.4

-30Tourism InnovationsHere we can see that about the positive economic impacts including, increase in labor supply,increase in investment within area, and entrepreneurship development, resident are agreed. Butthe same time residents (33%) are strongly disagreed with major positive impact of tourism i.e.employment generation. Similarly perception about increase in standard of living shows mix replyas survey 23.8% residents said that they are strongly disagree while 26.2% residents said thatthey are agree.About the negative economic impacts (including threat of foreign companies, increase in propertyprices, increase in cost of living), residents are disagreed. That means survey reveals that there isvery negligible negative economic impacts of tourism development at Daulatabad.Tourism development includes development of public facilities and infrastructure development.But after survey it can be concluded that majority of residents are strongly disagreeing or disagree.That means tourism development at Daulatabad has not resulted in infrastructure and publicfacility development. Very basic issue is construction of toilet near the monument for tourist needs.There is only one toilet near the fort and which not at all maintained properly but still usage fees ischarged. This scenario shows the real picture of infrastructure and development of basic facilitiesat the destination and village also.Similarly negative environmental impact is seen at the destination as 35% residents agreed on theenvironmental damage and 59% resident are agreed on increase in litter and garbage. But if wesee the results of the survey about the negative social impacts like increase in crimes, increase insocial conflicts, commercialization of activities, are not seen.Survey includes positive social impacts like heritage and cultural conservation, increase in pride,cultural exchange, improvement in social relation and skill development. Opinions of residentsabout these are satisfactory as majority people are agreed on these positive social impacts.Thus it can be concluded that more positive social impacts are seen at the destination thanpositive economic impacts.Table 6 : The comparative study of the opinions of the people who are involved in tourismindustry and people who are not involved in tourism industry.Sr.NStatements Perceived Impacts Mean SignificanceValue oft testRespondentsworking inTourism relatedworksRespondents Notworking in Tourismrelated works1 Annual income of the respondent 1.9412 2.1538 .5432 Employment generation 3.5000 2.0000 .0013 Increase in labor supply 3.2000 2.1818 .0094 Increase in investment in area 3.2500 2.4545 .0285 Increase in foreign exchange earning 2.9000 2.5000 .2776 Increase in recreation andentertainment facilities2.35001.8636.0547 Public facility development 2.9000 1.6818 .0018 Infrastructure development 2.8500 1.9545 .0319 Increase in standard of living 3.2500 2.0000 .00010 Entrepreneurship development 3.2000 2.1818 .00611 Social relation development 3.4500 2.6364 .01412 Cultural conservation 3.7000 2.3182 .00013 Heritage conservation 3.7000 2.5000 .00014 Increase in cultural activities 2.6500 2.2273 .15915 Increase in pride 3.6500 2.5909 .03116 Cultural exchange 3.9500 2.0909 .000

Study of Socio-Economic Impacts OfTourism Development On Daulatabad Village-3117 Skill development 3.6500 2.0455 .00018 Foreign companies have threatened3.04552.5000local business.11519 Increase in property prices 3.5000 2.3636 .00720 Increase in cost of living 3.5000 2.5455 .02521 Commercialization of activities 2.8500 2.2727 .05922 Increase in crime 1.6000 2.1818 .08723 Increase in social conflicts 2.2500 2.3636 .75924 Social dislocation 2.6500 3.0455 .30825 Environmental damage 3.1500 2.5000 .07326 Increase in crowding and congestion 4.1000 3.0000 .00427 Increase in litter and garbage 4.3000 3.2727 .00328 Dilution of local language 3.8000 2.5000 .000To learn the differences in opinions between people who were involved in tourism related jobs andthose who were not, an independent t test is applied.Result shows that there is significant difference in the opinions about the impacts of tourismdevelopment on the people who are involved in the industry to the people who are not involved inthe industry about the 18 perceive impacts which are: Employment generation, Increase in laborsupply, increase in investment in area, development of public facility ,development, infrastructuredevelopment, increase in standard of living, entrepreneurship development, social relationdevelopment, cultural and heritage conservation, increase in pride, cultural exchange, skilldevelopment, increase in property prices, increase in cost of living, increase in crowding andcongestion, increase in litter and garbage and dilution of local language.Among above impacts last 5 are negative socio-economic impacts of tourism development and forthose negative impacts people who are involved in tourism related businesses are more agreedand saying that they are facing these problems.For positive economic impacts of tourism development people who are involved in industry aremore agreed while people who are not involved in industry are saying that they are not getting thatmuch of positive economic impacts.Thus survey rejects the null hypothesis that there is no difference between the characteristics andperceptions of the people who are involved in the tourism related business and who are notinvolved in tourism related business.IV. Community involvement in Planning and Development of Tourism at DaulatabadVillage :Fourth part of the questionnaire deals with the role of the community and development of tourism.Questions were asked about the meetings, workshops, seminars attended by locals regarding toplanning of tourism development.Responses got from the locals about the meeting arranged for the planning of the tourism were notsatisfactory. Near about 83.34 % locals said that they have not attended any meeting for planningof tourism yet. According to them, neither a Government organization nor any NGO has arrangedany meeting for the planning of tourism development. Remaining small percentage of people saidthat they have attended meeting before 5-8 years ago which was arranged by India Tourism Officeunder the "Atithi Devo Bhava Campaign." In that workshop they were given guidelines about theservice encounters. Among this small percentage few people said that local government bodieslike Grampanchayat, Police bodies help them or assist them many times about the tourism relatedissues which involve issues like some social conflicts or crimes.

-32Tourism Innovations"Sarpanch” (Head of the village Administration) of Grampanchayat, Mr. Sanjay Kanjune, hasattended a meeting arranged by MTDC office on 11/01/2013 and it was related to cleanliness atthe destination. Thus it is observed that arrangement of meetings and workshops for creatingawareness among the locals and to make them understand their role, being the host community, isnot satisfactory and resulting in fewer benefits to the community.About the financial assistance for the tourism development under any scheme, 100% locals saidthat they have not received any such kind of assistance or directions to gain more economicbenefits from tourism.People were asked that, according to them, whether locals got opportunity in planning anddevelopment of tourism or not. For this question 100% respondents said no. this shows thecommunity involvement of local residents in tourism development and raised the issue of thefuture results of unplanned growth of tourism.The last question was of opinion of respondent about the overall issue of tourism anddevelopment. In the response to the question, many people said that steps should be taken toincrease the employment and earnings of the local people through their participation in tourismplanning. Women also should get benefits from tourism development. And common problemwhich was highlighted was construction of toilets and parking facility at the Fort. Thus it shows thedevelopment of tourism at the destination; where tourists are still facing the problem of basicservices at world famous monument which is very near to city and World Heritage Site of ElloraCaves.Suggestions :Based on the above conclusions, following suggestions are given which can be useful for thedevelopment of the tourism and ultimately for the development of the Daulatabad village:1. Problem of co-ordination among the stakeholders of the industry is big hurdle for thedevelopment. To overcome this problem, public and private, both partners of the industryshould come up with strategic and cooperative tourism development plan which involvelocal community involvement.2. Local administrators should also understand the benefits of the tourism development andthey should play the leading role to support the tourism development at the Daulatabad.3. Involvement of the local residents is again the major problem which is raising the problem ofunplanned and non-directional tourism development. Firstly awareness must be createdamong them about the tourism and benefits of the tourism. Along with that there is need ofregular meetings and surveys of local residents to understand and to decide thedevelopment of the tourism at Daulatabad.4. Seasonality problem is highly seen in tourism at the destination so development of othersurrounding tourism products and alternative tourism forms are helpful.5. Local Self help groups of women, NGOs should also come forward to achieve the expectedtourism development.6. To increase the economic gains of the region from tourism, homestays and handicraftdevelopment are very easy and fast ways.7. Illiteracy or low education level is social problem at the destination which is hampering thegrowth of the Daulatabad. Scheme like Hunar se Rojgartak should be implemented for theskill development of residents. It will increase the employment in the region and will make

Study of Socio-Economic Impacts OfTourism Development On Daulatabad Village-33tourism industry truly the engine of the economic growth of the village.8. Finally, implementation of regular impact assessment mechanism is helpful to understandand control the impacts of tourism development.Bibliography:1. Angela Cabral Flecha, João Paulo Alves Fusco, Wagner Bronze Damiani& HudsonFernandesAmaral, The Economic Impacts of Tourism in OuroPreto, MG, Brazil, BrazilianJournal of Operations & Production Management Volume 7, Number 2, 2010, pp. 29-462. Douglas G. Pearce and Richard W. Butler, 2010, TOURISM RESEARCH: A 20-20 VISION,Oxford, England: Goodfellow Publishing3. Elita Bielza - Valdez , 2009, The Socio - Economic Impact Of Tourism And EntrepreneurshipIn Vigan City E-International Scientific Research Journal,Vol: 1 Issue: 1, 20094. Evaluation Study of Rural Tourism Scheme - Ministry of Tourism, Government of India.,2007, Mott MacDonald5. Kausardevi roza krisnandhi , 2010, Socio-economic Impacts of Tourism on a WorldHeritage Site: case study of rural borobudur, indonesia graduate school of internationaldevelopment nagoya university6. Madhuri Sawant, 2010, Economic impacts of tourism development: a case study of Ajanta -Banglore: Indian Journal of Management Review Vol. I, No. 17. Maharashtra Tourism Development Corporation (2002-2003) AEDP First Phase Report.8. Mark a. Bonn&Julie Harrington, 2008, A comparison of three economic impact models forapplied hospitality and tourism research, Tourism Economics, 2008, 14 (4),pp. 769-7899. Mathieson Aliseter and Wall Geoffrey, 1993, Tourism: economic, physical and socialimpacts. Singapore: Longman Singapore Publishers (Pvt) Ltd.10. Millar, S. 2006. Stakeholders and Community Participation Managing World HeritageSites. Oxford: Elsevier Butterworth-Heinemann.11. Nicholas Haralambopoulos, Perceived Impacts of Tourism The Case of Samos, Annals ofTourism Research, Vol. 23, No. 3, pp. 503-52612. Rajesh Ragde and Madhuri Sawant. 2012. Potential for developing Sufi Tourism inAurangabad Region (With Special Reference to Sufi Tourism in Uzbekistan). New Delhi-Tourism Innovations. Vol 1, 45-52.13. Rajesh Ragde & Madhuri Sawant, 2007, Management of Ecotourism sites. A case study ofthe Ajanta caves, Bangalore: Atna Journal of tourism studies, Vol. 2.14. Ravinder Dogra and Anil Gupta ,2012, Barriers to Community Participation in TourismDevelopment: Empirical Evidence from a Rural Destination, South Asian Journal ofTourism and Heritage, Vol. 5, No. 115. Report on Impact assessment of Rural Tourism Development Project: Shulibhanjan-Khultabad, Aurangabad (Sufi tradition and Culture). 201216. Tata Consultancy Services: Tourism Development Plan, Ajanta-Ellora region (1992) Vol. 2

-34Tourism Innovationspart B, Mumbai.17. Tourism Policy of Maharashtra, 2006, Government of Maharashtra Department of Tourismand Cultural Affairs, Mumbai.18. Vision tourism 2020 Aurangabad district Perspective draft plan Tourism working group ofMaharashtra tourism development Corporation Aurangabad. November 201019. Vounatsou Maria and et al. Social Impacts of Tourism: Perceptions of Mykonos' CityResidents.20. Walpole, M.J. and Goodwin, H.J. ,2000, Local Economic Impacts of Dragon Tourism inIndonesia. Annals of Tourism Research Vol. 27, No.3, pp. 559-576.21. Maharashtra Tourism Development Corporation, Tourist places - devgiri fort, available from [ retrieved date 22/1/2013]22. Ministry of home affairs, Population of Daulatabad village, ,[16/1/2013, 12.53 AM]

Tourism InnovationsVolume 2, No. 1. August 2013AbstractThe purpose of this paper is toreview the contribution of food totourism with particular reference tothe importance of food tourism andthe factors which are critical to itssuccess, highlighting topics forfuture research.Paper reaches on the conclusionthat the effective and powerfulmarketing strategies such as travelagents, media advertising andpromotional tools should be usedwith the objective in enhancingMalaysian food in the minds oftravelers. Positive word-of-mouthfrom individual's experience is themost essential in creating afavorable image.This research will focus onidentifying the relationship of eachfactor that affects customersatisfaction which finally leads tocustomer loyalty. The factorsinclude food quality, service qualityand lastly atmospherics factors. Byunderstanding the significantcontribution of each factor, it helpsthe government to executeeffective marketing programs inorder to attract more tourist arrivalin coming years.Key Words: Food, Food Tourism,MalaysiaFOOD AND TOURISM: FACTORS INFLUENCING THETOURISTS IN MALAYSIAJ Gunjan,Post Graduate Department of Hotel Management & CateringTechnology. LAD & Smt R P College, Nagpur.Sapra N,Post Graduate Department of Hotel Management & CateringTechnology. LAD & Smt R P College, Nagpur.Patil JPost Graduate Department of Hotel Management & CateringTechnology. LAD & Smt R P College, Nagpur.INTRODUCTIONFood is the subject of various types of tourism product and is acommon theme in marketing, by businesses and destinationauthorities. Tourism in which food plays a primary or supporting roleis already popular and has good prospects, but there are alsochallenges for the food and tourism industries to overcome, whichvary with location. Food tourism in its diverse expressions greatlybenefits from a high extent of recognition and encompassestremendous prospects.Johns and Kivela (2006) state that the food intake is pleasing and the"feel good" perception of a destination can act as a "pull factor". Thismarketing and merchandising tool must not be taken too lightly.Thus, countries like USA, France, Italy, Germany, Australia andThailand are using food as marketing tools to promote their countryas tourist destinations. More to the point, a study confirms that thespending allocated for food consumption can represent up to onethirdof the total tourist expenditure (Telfer and Wall, 2000). In 2009,the tourist expenditure pattern illustrated that accommodation is thehighest constituent, comprising 31.1 percent, followed by shoppingat 28.3 percent and lastly is 17.4 percent that is accounted for foodand beverages. Quan and Wang (2004) also suggested that foodand beverage can be used as an only attraction or as a secondarymotivator that enhances the value of a destination. It is the expenseelement that tourists are least likely to cut (Pyo, Uysal & Mclellan,1991). These arguments are reinforced by Lucy Long who states that"culinary tourism is about food as a subject and medium, destinationand vehicle, for tourism. It is about individuals exploring foods (andwines) new to them as well as using food to explore new cultures andways of being. It is about groups using food to 'sell' their histories andto construct marketable and publicly attractive identities, and it isabout individuals satisfying curiosity" (Long, 2004 pp.2).According to Tourism Malaysia (2012), the total tourism arrivals fromASEAN countries stood at USD68 billion. The development provisionfor this industry has been increasing over the years. The amount ofallocation has been increased from Ringgit Malaysia (RM) 605.5million in the 7th Malaysian plan (1996-2000) to RM1009 million inthe 8th Malaysian plan period (2001-2005). In the 9th Malaysian planperiod (2006-2010), the allocation reached to RM1367 million (TradeChakra, 2010).

-36Tourism InnovationsSignificance of the StudyToday, the tourism industry has experienced a tremendous growth and become an importantcontributor to the Malaysian economy. It has become the second largest foreign earner, aftermanufacturing. Besides that, studies also show that the expenditures for food and beverageamounts to one third of overall expenditures of the global tourism turnover (Meler & Cerovic, 2003)and people are willing to travel for gastronomy reasons (Karim and Chua, 2009). In Malaysia,there are several studies that have been done regarding Malaysia's Gastronomy due to itsgrowing contribution to the country's economy. This indeed serves as a good preliminary stage forMalaysia's tourism industry. Besides that, the tourism industry contribution is expected to rise toRM38,713 million by 2010 and the total employment is estimated at 822,900 jobs or 8.8% of totalemployment in year 2001. This amount is expected to grow and reach 1 million jobs by year 2015,which is 9.6% of total employment (Lim & Chow, 2007).According to Gremler and Brown (1996), it is almost no business can survive without establishinga loyal customer base. Same applies to Malaysia's tourism industry, through the development ofattached visitor base; customers are less likely to change their choice of place despite theofferings of the alternatives (Lee, 2003; Wickham, 2000.) Therefore, it is important to understandthe factors that drive customer satisfaction and in turn, lead to customer loyalty in order to attractmore tourists in coming years.This research will focus on identifying the relationship of each factor that affects customersatisfaction which finally leads to customer loyalty. The factors include food quality, service qualityand lastly atmospherics factors. By understanding the significant contribution of each factor, ithelps the government to execute effective marketing programs in order to attract more touristarrival in coming years.However, with the efforts that the government has poured in, the total tourist expenditure for foodand beverages has indicated a decrease of 0.7% from 18.1% in year 2008 to 17.4% in year 2009(Ministry of Tourism, 2009, p. 7). Not only that, according to World Tourism Organization (2009),Malaysia is ranked as the 3rd most popular destination in the Asia Pacific region, however, it ranksonly 10th in terms of receipts.In addition, YB Dato' Sri Dr. Ng Yen Yen also said that foreign tourists are very cautious on theirspending during their trip in Malaysia and the average time they spend in Malaysia is 6.4 days.Based on this good amount of revenue, Malaysia's tourism industry should develop strategies inorder to increase the average days spent in Malaysia as well as to encourage them to spend moreduring their vacation (Tourism Malaysia, 2012).The purpose of this paper is to review the contribution of food to tourism with particular reference tothe importance of food tourism and the factors which are critical to its success, highlighting topicsfor future research.Objectives1. To study the international tourist consumption behaviour and decisional characteristics inthe patronage of the food service businesses in Malaysia.2. To identify the Malaysian food as a culturally important regional cuisine of Asia.3. To study the correlation of the dimensions employed by the consumer to illustrate the levelof gastronomic satisfaction.4. To study the validity and reliability of the test or measuring device used in the data collectionprocess.

FOOD AND TOURISM: FACTORS INFLUENCINGTHE TOURISTS IN MALAYSIA-37MethodologyThe research is Descriptive based. Data has been collected using questionnaires. 5-point LikertScale with anchor of (1) 'strongly disagrees' to (5) 'strongly agree' was used in the questionnaire.Target population was the traffic at Malaysia's major points of entrance or exit. Individuals havebeen used as the unit of analysis for this research project. The individuals analyzed are tourist ofnon-Malaysian origin.There are 3 sections in the questionnaire which include section A, B and section C. Section A hasbeen designed for the purpose of gathering the demographic and personal information of therespondents. It consists of determinant-choice question. Section B is designed for the purpose ofthe independent variables consisting of Service Quality, Food Quality, Atmospherics and SensoryAppeal. A five (5) point Likert scale was used and the respondents were required to indicate howstrongly they agree or disagree with each statement Section C was designed for the purpose ofdependent variables which included Gastronomic Satisfaction in Malaysia. A 5-point Likert scalewas also used. 250 sets of questionnaires were distributed and analyzed using StatisticalPackage for Social Science (SPSS) software version 16.0.The main analyses involved are descriptive analysis, scale measurement such as reliability test,and inferential analysis including Pearson correlation analysis, multicollinearity analysis andmultiple regression analysis.FindingsScale MeasurementThis section demonstrates the results of reliability analysis as it is vital in ensuring consistency andreliability of the responds collected from the sample population. In this case, Cronbach's Alpha isused to examine the internal consistency and the result is reliable when the Cronbach's Alphavalue is more than 0.6 (Malhotra, 2004). Apart from that, the result has high internal consistencywhen the Cronbach's Alpha value is close to 1.0 (Sekaran, 2003).According to Table above all the variables (independent and dependent) are consistent andreliable as each of them has a Cronbach's Alpha value of more than 0.6.Result of service quality is considered as most consistent and reliable as it has the highestCronbach's Alpha value which is 0.871 with 5 items measured. On the other hand, atmospherics isdeemed as least consistent and reliable as it has the lowest Cronbach's Alpha value which is 0.728with 3 items measured.Inferential AnalysesReliability TestIndependent & Dependent Variables Cronbach's Alpha No. of ItemsService Quality 0.871 5Food Quality 0.826 4Atmospherics 0.686 3Sensory Appeal 0.738 3Gastronomic Satisfaction 0.728 3Source: Developed for the researchInferential analyses which include Pearson Correlation analysis, multicollinearity analysis and

-38Tourism Innovationsmultiple regression analysis aid in evaluating the individual variables and their relationships withother variables.Service_QualityFood_QualityAtmosphericsSensory_AppealGastronomic_SatisfactionPearson Correlation Analysis Pearson Correlation AnalysisService_QualityFood_QualityAtmosphericsSensory_AppealGastronomic_SatisfactionPearsonCorrelation1 .838 ** .773 ** .727 ** .765 **Sig.(2-tailed).000 .000 .000 .000N 250 250 250 250 250PearsonCorrelation.838 ** 1 .771 ** .773 ** .776 **Sig.(2-tailed).000 .000 .000 .000N 250 250 250 250 250PearsonCorrelation.773 ** .771 ** 1 .698 ** .752 **Sig.(2-tailed).000 .000 .000 .000N 250 250 250 250 250PearsonCorrelation.727 ** .773 ** .698 ** 1 .734 **Sig.(2-tailed).000 .000 .000 .000N 250 250 250 250 250PearsonCorrelationSig.(2-tailed).765 ** .776 ** .752 ** .734 ** 1.000 .000 .000 .000N 250 250 250 250 250** Correlation is significant at the 0.01 level (2-tailed).Table above shows the result of Pearson Correlation analysis which is used to examine therelationship of all the independent variables towards dependent variable. It is shown in the tablethat all of the four independent variables (service quality, food quality, atmospherics and sensoryappeal) have strong positive relationships (correlation value, r = 0.50 to 0.10) with dependentvariable (gastronomic satisfaction). Food quality has the strongest association with gastronomicsatisfaction as it displays the highest correlation value, r = 0.776. Contrary, sensory appeal has theweakest association with gastronomic satisfaction as it depicts the lowest correlation value, r =0.734. All independent variables are statistically significant with dependent variable as theyportray the p-value of less than 0.05 level.

Food And Tourism: Factors InfluencingThe Tourists In Malaysia-39Gastronomic_SatisfactionControl VariablesService_QualityFood_QualityAtmosphericsSensory_AppealMulticollinearity AnalysisResult of Partial CorrelationService_QualityFood_QualityAtmosphericsSensory_AppealCorrelation 1.000 .602 .467 .378Significance (2-tailed). .000 .000 .000Df 0 247 247 247Correlation .602 1.000 .452 .475Significance (2-tailed).000 . .000 .000Df 247 0 247 247Correlation .467 .452 1.000 .327Significance (2-tailed).000 .000 . .000Df 247 247 0 247Correlation .378 .475 .327 1.000Significance (2-tailed).000 .000 .000 .Df 247 247 247 0According to Table above, all the independent variables are not highly correlated among eachother as the p-value is less than 0.7 and the correlation value is less than 0.9. In other words, theresult is significant and the variables are independent among each other.Discussions and ImplicationsInferential AnalysisPearson Correlation AnalysisIt is clearly shown that all the independent variables (service quality, food quality, atmosphericsand sensory appeal) have strong positive relationships with dependent variable (gastronomicsatisfaction).Food quality has the strongest correlation with gastronomic satisfaction with the correlation value,r = 0.776 whereas sensory appeal has the weakest association with gastronomic satisfaction withthe correlation value, r = 0.734. All the independent variables are statistically independent with thedependent variable owing to the p-value of less than 0.05 level.Multicollinearity AnalysisAll the independent variables (service quality, food quality, atmospherics and sensory appeal) arenot highly correlated among each other due to the p-value is less than 0.7 as well as the correlationvalue is less than 0.9. Therefore, it is proved that the variables are independent among each other.

-40Tourism InnovationsThe equation is formed as below at 0.05 significant level:GS = 0.366 + 0.214SQ + 0.225FQ + 0.246AT + 0.212SAWhereby:GS = Gastronomic SatisfactionSQ = Service QualityFQ = Food QualityAT = AtmosphericsSA = Sensory AppealThere is a significant relationship between service quality, food quality, atmospherics and sensoryappeal with gastronomic satisfaction. As such, the hypotheses of H1, H2, H3 and H4 are proved tobe supported.According to the equation, atmospherics have the strongest impact on gastronomic satisfactiondue to the highest unstandardized coefficients β at 0.246. It shows that one unit increase inatmospherics level will result in 0.246 unit increase in gastronomic satisfaction level with otherindependent variables held constant.On the other hand, sensory appeal is deemed to be the weakest influential variable in gastronomicsatisfaction because of the lowest unstandardized coefficients β at 0.212. It shows that one unitincrease in sensory appeal level will lead to 0.212 unit increase in gastronomic satisfaction levelwith other independent variables held constant.Based on the output generated in Table 4.19, 69.1% of the total variation in gastronomicsatisfaction (dependent variable) can be explained by the variation in service quality, food quality,2atmospherics and sensory appeal (independent variables) when the adjusted R = 0.691.Discussions of Major FindingsSummary of the Result for Hypotheses TestingHypothesesUnstandardizedt-valueSignificantLevelResultH1: Service quality has apositive relationship withgastronomic satisfaction.H2: Food quality has apositive relationship withgastronomic satisfaction.H3: Atmospherics have apositive relationship withgastronomic satisfaction.0.214 3.080 0.002 Supported0.225 3.008 0.003 Supported0.246 4.187 0.000 SupportedH4: Sensory appeal has apositive relationship withgastronomic satisfaction.0.212 3.923 0.000 SupportedSource: Developed for the research

FOOD AND TOURISM: FACTORS INFLUENCINGTHE TOURISTS IN MALAYSIA-41Proven Conceptual Framework** = significant at 0.05 levelSource: Developed for the researchConclusionEffective and powerful marketing strategies such as travel agents, media advertising andpromotional tools should be used with the objective in enhancing Malaysian food in the minds oftravelers. Positive word-of-mouth from individual's experience is the most essential in creating afavorable image. However, relevant authorities should be able to acknowledge the drawbacks thatmay restrain attempts aimed at protecting the image particularly the ambient of conditions ofrestaurants so that the efforts will not be in vain.It cannot be denied that public and private agents should intervene and cooperate in theconfiguration of this experience in terms of ambient of conditions, space or function as well assigns or artifacts. Since atmospherics condition is an influential element in this study,restaurateurs should pay more intention to equipment, facility layout, color, music and lightingconditions as these features the highest coefficients. Apart from that, restaurant managers shouldfocus attention to the originality of the gastronomy by serving not only local but also traditionalcuisine with a modern twist. A case in point is serving them in a more innovative way.In addition, it has been accepted generally in the literature that memorable and extraordinaryculinary identity is an indispensable asset for any ideal tourist spot (Fox, 2007). It is advisable thatmanagers should pay attention to the critical variables of food quality (taste, food portion, menuvariety and healthy food option) which can boost up the gastronomic satisfaction.It is common that International Organization for Standardization (ISO) certification is indeed aquality management system embraced by several companies (Caro & Garcia, 2007). Hence, thisinstrument can be served as a diagnostic tool that helps managers in identifying service areas thatare weak and in need of close attention. Besides that, managers should emphasize the keydimensions of service quality from an aggregate and a drastic perspective where the benchmarkfor the industry competitiveness can be discovered.

-42Tourism InnovationsMoreover, restaurateurs ought to stress on the recruitment as well as training of their employees.They should be trained to serve foreign tourists, communicate with them in English well(international language) and respond promptly to their needs so that it upholds the high standardof service quality. Besides that, food menu should be well-designed in order to better informtravelers which include descriptions in other languages, prices and photos. Furthermore, "CuticutiMalaysia" festivals and events can aid in contributing to traveler awareness of the uniquenessof this type of dining experience which can be then beneficial for restaurant managers to collecttravelers' opinions about service quality, food quality, atmospherics condition and sensory appealwhich improve the dimensions of gastronomic satisfaction.Zainal, Zali and Kassim (2010) found that repeat visitors are more likely to mention gastronomyproducts as compared to first-time travelers. Emphasizing on the food quality and atmosphericscondition have a positive hedge against tracing the association between gastronomy and tourismdue to both of them form a distinctive consumption which become increasingly critical in buildingpositive image of gastronomic satisfaction. Tourists tend to explore new food and cuisine whichcan satisfy their experience. In addition, adventurous travelers prefer to seek out the local andtraditional food which is not often available in the upscale hotels and restaurants. Authentic tastemay have changed to suit the taste of many even though they are available.ReferencesGremler, D. D., & Brown, S. W. (1996). Service loyalty: its nature, importance, and implications. In B.Edvardsson (Ed.), Advancing service quality: a global perspective (pp. 171-180). International Service QualityAssociation.Karim, M. S. A., Chua, B. L., & Salleh, H. (2009). Malaysia as a culinary tourism destination: Internationaltourists' perspective. Journal of Tourism, Hospitality and Culinary Arts, 4, 63-78.Lee, J. (2003). Examining the antecedents of loyalty in a forest setting: relationships among service quality,satisfaction, activity involvement, place attachment, and destination loyalty. Unpublished Dissertation, ThePennsylvania State University.Lim, R. Y., & Chow, C. Y. (2007). Malaysian Tourism Industry. Retrieved March 1, 2012, fromhttp://www.harwaimun.com/Tourism_Malaysia.htmlLong, L. (ed.) (2004) Culinary Tourism. Lexington, KT: University Press of Kentucky.Meler, M., & Cerovic, Z. (2003). Food marketing in the function of tourist product development. British FoodJournal 105 (3), 175-192.Ministry of Tourism. Tourism Malaysia. (2009). Malaysia profile of tourists by selected markets 2008. KualaLumpur: Ministry of Tourism.Quan, S. and Wang, N. (2004). Towards a structural model of the tourist experience: an illustration from foodexperiences in tourism. Tourism Management, (2)5, 297-305.Tourism Malaysia (2007), Food, Tourism Malaysia, Kuala Lumpur, available at: www.travel.tourism.gov.myTourism Malaysia. (2012, January). Intra-regional tourism is a lucrative business for all ASEAN countries, [PressRelease]. Malaysia: Ministry of Tourism Malaysia.Trade Chakra. (2008). Retrieved March 27, 2012, from http://www.tradechakra.comc/economy/malaysia/tourism-in-malaysia-213.phpWickham, T.D. (2000). Attachment to places and activities: the relationship of psychological constructs tocustomer satisfaction. Unpublished Ph.D. Thesis. The Pennsylvania State University.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractThe past is the focus of heritagetourism systems but the politics ofidentity, representation andpreservation that arise in theinstrumental use of the pastinfluence the physical, socialculturaland spiritual well-being ofpeople and the sustainability of theirc u l t u r a l f a c t s , s p a c e s a n de n v i r o n m e n t s . T h e o n g o i n gevolution of the global heritagemovement has been marked by amove away from fabric-centredunderstandings of heritage,towards a language of 'place','values' and 'stakeholders'. Recenti n i t i a t i v e s l i k e t h e V i e n n aMemorandum and the SeoulDeclaration represent importantsteps in such directions formanaging the heritage of urbanenvironments. This paper examinesthese developments in the contextof Srinagar, the capital city of Indianadministered Kashmir. With theconflict in the region enduring formore than fifteen years, the city -regarded as one of the mostimportant pre-modern urbanlandscapes in South Asia - hassuffered extensive physicaldamage. Nonetheless, the cityremains the cultural and politicalheart of a wider collective identityrooted in the Kashmir Valley. Assuch, Srinagar presents a richexample of a city that would stronglybenefit from the insights gainedfrom Seoul and Vienna; anapproach that recognises how asense of 'place' arises through anintimate dialogue between the builtenvironment and the socio-culturalcontext within which it sits.However, as we shall see, aframework oriented around 'values'and 'context' opens up unfamiliara n d d i ff i c u l t q u e s t i o n s a n dchallenges. If a city like Srinagar isto be discussed in more holistic,less fabric-based terms, theinterfaces between heritage and itswider social values, such as culturalsovereignty, multi-culturalism ordemocracy require far greaterattention than they have received todate.K e y w o r d s : S t a k e h o l d e rC o l l a b o r a t i o n , H e r i t a g eM a n a g e m e n t , D e s t i n a t i o nTourabilityHeritage and Conflict Management: Remapping theHistorical Spaces for Destination TourabilityDeepak Raj GuptaDepartment of Tourism and Travel Management, Central Universityof Jammu, Jammu (J&K), IndiaZubair Ahmad DadaDepartment of Tourism and Travel Management, Central Universityof Jammu, Jammu (J&K), IndiaINTRODUCTIONIn recent times heritage tourism in India has been witnessingcontinuous growth, especially among the European and Americantravelers coupled with nations following Buddhist faith. It has beenessentially because of rich and pristine cultural heritage dating backto more than five thousand years of civilizational evolution and crossculturalinfluences. Cultural heritage of any tourist destinationreflects both tangible and intangible attributes for tourist attractions.In-fact it is a growing tourism market that assumes the values of adesirable portfolio of products whose importance for tourismdevelopment cannot be ignored (Prentice 1993a; Prentice 1993b).While this alternative provides economic opportunities for manyculture-rich destinations, it may also represent a threat in terms of thepotential degradation of a heritage and thus depriving a community ofsuch resources and the benefits of tourism. The relationship betweenheritage and tourism is frequently characterized by contradictionsand conflicts whereby conservationists perceive heritage tourism ascompromising conservation goals for profit (Nuryanti 1996). In orderto minimize these threats, there is a need for dialogue, cooperation,and collaboration among the various stakeholders involved. If acommon ground between the different interested parties can befound, then heritage tourism can be developed in a way thatpreserves the resources of the local community and is beneficial toall. The ongoing evolution of the global heritage movement has beenmarked by a move away from fabric-centred understandings ofheritage, towards a language of 'place', 'values' and 'stakeholders'.Recent initiatives like the Vienna Memorandum and the SeoulDeclaration represent important steps in such directions formanaging the heritage of urban environments.Set against this background, this research examines thesedevelopments in the context of Srinagar, the capital city of Indianadministered Kashmir. With the conflict in the region enduring formore than fifteen years, the city - regarded as one of the mostimportant pre-modern urban landscapes in South Asia - has sufferedextensive physical damage. Nonetheless, the city remains thecultural and political heart of a wider collective identity rooted in theKashmir Valley. As such, Srinagar presents a rich example of a citythat would strongly benefit from the insights gained from Seoul and

-44Tourism InnovationsVienna; an approach that recognises how a sense of 'place' arises through an intimate dialoguebetween the built environment and the socio-cultural context within which it sits. However, as weshall see, a framework oriented around 'values' and 'context' opens up unfamiliar and difficultquestions and challenges. If a city like Srinagar is to be discussed in more holistic, less fabricbasedterms, the interfaces between heritage and its wider social values, such as culturalsovereignty, multi-culturalism or democracy require far greater attention than they have receivedto date.Collaboration in Heritage Management and TourismThe fragmented nature of the tourism industry creates a recognized need for coordination andcollaboration in planning (Hall 2000; Hall 1994; Roberts and Simpson 1999) and many differentstakeholders have interests in the tourism planning process (Ladkin and Bertramini 2002).Cooperation and collaboration are major issues in the planning arena. They have been linked tothe idea of sustainable tourism development (Bramwell and Lane 1999; Hall 2000; Selin 1999;Timothy 1999), and, in the context of community-based tourism, to integration and participation(Mitchell and Reid 2001; Tosun 2000). Critical to the implementation of the collaborative planningapproach is the identification and legitimization of all potential stakeholders, including those whoare involved in the planning process (Roberts and Simpson 1999). In destinations experiencingemerging tourism development where interests are not collectively organized, the identification ofstakeholders is a complicated task (Reed 1997).The basic objective is to involve all those affected by the proposed tourism development within theplanning process (Jamal and Getz 1995; Mowforth and Munt 1998; Wahab and Pigram 1997).Indeed, bringing various interests together is the first stage in establishing an effectivecollaborative process (Timothy 1998). While there are many definitions of stakeholders andcollaboration, it may be looked upon as a process of joint decision making among autonomous,key stakeholders of an inter-organizational, community tourism domain to resolve planningproblems of the domain and/or manage issues related to the planning and development of thedomain. (Jamal and Getz 1995).A further complication is the extent to which the stakeholders involved can represent the localcommunity. Part of this problem lies in the definition of the term ''community'', which is elusive andvague (Abercrombie, Hill and Turner, 1988). A community can be defined most usefully for tourismin terms of a geographical area, or a group of people with shared origins or interests. If thegeographical definition is used, then the community can be defined as citizens within a givenlocality. If the common interest approach is taken, the business sector is often used to representthe local community, with bias towards economic factors.Despite these difficulties, the advantages of reaching a consensus within the tourismdevelopment process are many. Such a practice tends to avoid the cost of resolving conflicts in thelong term (Yuksel, Bramwell and Yuksel, 1999) and mutual participation can provide cost effectivesolutions by pooling resources (Bramwell and Lane 1999; Bramwell and Sharman 1999; Healey1997). A further advantage is that stakeholder collaboration adheres to the concept of democracyand Agenda 21 and thus legitimizes activity (WTTC 1996). Politically the collaboration process ismore equitable than the conventional approach, as the views of stakeholders are as legitimate asthose of an expert (Bramwell and Lane 1999; Bramwell and Sharman 1999; Hall 2000; Hall 1999).Furthermore, it makes use of local knowledge to make sure that decisions are well-informed andappropriate (Yuksel et al. 1999). This adds value by building on the store of knowledge, insights,and capabilities of stakeholders (Bramwell and Lane 1999; Gray 1989; Healey 1997) and gives avoice to those who are most affected by tourism.A stakeholder has been defined as a person who has the right and capacity to participate in the

Heritage and Conflict Management: Remappingthe Historical Spaces for Destination Tourability-45process; thus, anyone who is impacted upon by the action of others has a right to be involved(Gray 1989). In this context, a stakeholder in the tourism industry is deemed to be anyone who isimpacted on by development positively or negatively, and as a result it reduces potential conflictbetween the tourists and host community by involving the latter in shaping the way in whichtourism develops (Swarbrooke 1999; Bramwell and Lane 1999). An additional argument forcollaboration is that it engages all interested parties in the decision making process by allowingthem to take responsibility, enhance their self-reliance, and their own awareness of the issues—allof which enables them to enjoy a greater degree of consensus and shared ownership (Medeirosde Araujo and Bramwell 1999).Set against the positive factors, there are a number of negative aspects and challenges to thedevelopment of collaboration. These include the added cost to planning and development (Marienand Pizam 1997; Swarbrooke 1999), the identification of legitimate stakeholders (Bramwell andSharman 1999; Reed 1999; Tosun 2000), and the capacity of the stakeholders to participate(Medeiros de Araujo and Bramwell 1999; Reed 1997; Simmons 1994). Expectations may beraised beyond what can realistically be delivered (Gray 1989), and the power often sits with anestablished local elite and/or those most ''vocal''; the silent majority and any local minorities mayoften be superseded (Hall 1999; Tosun 2000; Tosun 1998; Taylor 1995).Addressing power imbalances is well documented by a number of authors (Bramwell andSharman 1999; Brohman 1996; Jamal and Getz 1995; Marien and Pizam 1997; Roche 1997;Stolton and Dudley 1999; Tosun 2000). In addition, not all interested parties may have the requiredcapability to be involved (Reed 1997) which is a particularly significant problem in less developedcountries where expertise might not be available (Brohman 1996). Furthermore, a major criticismof stakeholder involvement is that collaboration theory rests upon the assumption that simply byinvolving all of the interested parties, that power imbalances can be overcome. This ignores thefundamental constraint of the distribution of power and resource flows (Healey 1998; Reed 1997;Yuksel et al. 1999).Furthermore, it is important to understand how collaboration works in different cultural and politicalcontexts (Stolton and Dudley 1999). Tosun (2000) found that, in the context of developingcountries, there are operational, structural, and cultural limits to community participation. Althoughnot all of these barriers may be present in a destination at any one time, they can be significantdifficulties in the implementation of a collaborative approach (Ladkin and Bertramini 2002).The commitment to implementing a collective planning approach is reflected in the developmentof techniques that measure the extent of collaboration. Butler (1999), Bramwell and Sharman(1999), Jamal and Getz (1995), Mandell (1999) and Timothy (1998) all successfullyconceptualized the different stages. While a detailed examination of these measurements isbeyond the scope of this paper and has been discussed elsewhere (Ladkin and Bertramini 2002),essentially each involves a measure to analyze the stages of involvement and network structuresthat can be used to measure the extent of collaboration.In the wider arena beyond tourism, the fundamental work of Arnstein (1969) provides a ''ladder ofcitizen participation'' in which levels of participation are arranged in a ladder pattern with each rungcorresponding to the extent of a citizen's power in determining a plan or program. In Arnstein'smodel, citizen participation is a categorical term for citizen power, and it is the redistribution ofauthority that enables those citizens who have been previously excluded from political andeconomic processes to be included in the future (Arnstein 1969). More recently, Rocha (1997)explores empowerment using the ladder analogy—to clarify the conflicting information onempowerment theory, assisting practitioners and communities to clarify and realize their owngoals relating to empowerment. A ladder of community participation specifically for

-46Tourism Innovationsunderdeveloped countries has been put forward by Guaraldo Choguill (1996), based on thedegree of the external institutional involvement in terms of facilitating or carrying out communitymutual-help projects.Embracing the Complexities of Historic Landscapes-A Case Study of Kashmir ValleyThe Vale of KashmirThe Vale of Kashmir is a deep, asymmetrical basin lying between the Pir Panjal Range and thewestern end of the Great Himalayas at an average elevation of 5,300 feet (1,620 metres). Duringthe Pleistocene Epoch it was occupied at times by a body of water known as Lake Karewa; it is nowfilled by lacustrine (still water) sediments as well as alluvium deposited by the upper Jhelum River.Soil and water conditions vary across the valley. The climate is characterized by annualprecipitation of about 30 inches (750 mm), derived partially from the summer monsoon andpartially from storms associated with winter low pressure systems. Snowfall often isaccompanied by rain and sleet. Temperatures vary considerably by elevation; at Srinagar theaverage minimum temperature is in the upper 20s F (about −2 °C) in January, and the averagemaximum is in the upper 80s F (about 31 °C) in July. Up to about 7,000 feet (2,100 metres),woodlands of deodar cedar, blue pine, walnut, willow, elm, and poplar occur; from 7,000 to 10,500feet (3,200 metres), coniferous forests with fir, pine, and spruce are found; from 10,500 to 12,000feet (3,700 metres), birch is dominant; and above 12,000 feet are meadows with rhododendronsand dwarf willows as well as honeysuckle.Kashmir's geographical location partly explains is cultural history. It may be that its natural beautyand temperate climate are the reasons that Kashmiris have a strong tradition in the arts, literature,painting, drama, and dance. Its relative isolation, the security provided by the ring of mountainsaround it, and its distance from the heartland of Indian culture in the plains of North India, mightexplain the originality of Kashmiri thought. Its climate and the long winters may explain theKashmiri fascination for philosophical speculation.Recent years have seen a major shift within the world of heritage towards understanding ideas ofplace, landscape and context. This has meant a departure from just conserving individualbuildings, in favour of an appreciation of their values and the social, historical and environmentalcontext within which they sit. Such factors have become pivotal to defining the significance ofheritage sites.Two factors can be identified as the driving forces of this shift. Firstly, the expansions of a heritagediscourse into ever more complex landscapes, and a gradual recognition of the discordant andcompeting agendas such environments inevitably deliver. Secondly, a move towards conceivingheritage in less elitist and more democratic terms. As we know, the concept of World Heritage, forexample, first emerged in the 1960s as an overwhelmingly 'fabric' based discourse. While thebasic premise and concerns of World Heritage have proved relatively robust, concerns about thevalidity of universalist approaches based purely on expert opinions have continued to grow. In theface of such critiques, there has been a widespread departure from earlier 'top down' models ofheritage management in favour of more democratic approaches which valorise concepts like'stakeholders' or 'values'. These terms reflect a concern for incorporating multiple perspectives,and a plurality of voices. It is now everyday practice for heritage planners to incorporate – andbalance – the views of local residents, academics, local businesses, government offices and nongovernmentalorganizations, with the needs of those consuming the heritage: tourists. As a result,the opinions and interests of central government or outside experts are now countered by morelocalized, everyday perspectives.This realisation of how places and landscapes are socially realised strongly reflects recent

Heritage and Conflict Management: Remappingthe Historical Spaces for Destination Tourability-47academic debates on the subject, and the emergence of more humanist, phenomenologicalapproaches capable of addressing socio-cultural, symbolic and relative values (Rose, 1993). Bypaying greater attention to localised environments, such perspectives have discussed ideas of'place' in order to read landscapes as variegated and specific social settings. In contrast to earlierconceptions of space as abstract, objective and value neutral, notions of place invoke ideas ofmeaning, social action and ideologically charged regimes of values. In other words, the notion ofplace captures a sense of how landscapes are made meaningful, encountered and sociallyactualised. To illustrate this Tilley states 'place is a centre for action, intention and meaningfulconcern…fundamental to group and individual identities' (1994:18). And as Duncan and Duncanremind us, 'the web like character of places and landscapes means that they are capable ofsustaining multiple meanings, and that multiple narratives criss-cross and thread through them'(1988).Not surprisingly, this analytical progression towards spatial multiplicity has also given rise to anunderstanding of landscapes as inherently political (Macnaghten & Urry 1998; Bender 1993;Prazniak & Dirlik 2001). Bender, for example, discusses how certain voices and values pertainingto Stonehenge have been marginalised in the face of institutionalised and hegemonic valuesystems. She demonstrates how Stonehenge has been encapsulated within certain institutionalframeworks, in this case English Heritage, in an attempt to establish a normative historiographywhich legitimates a particular form of governance and ownership over the land (Bender 1993 &1999).Similarly, in her description of the Acropolis in Athens as a material heritage layered with multipleframings and historical narratives, Yalouri (2001) demonstrates how the need to re/present the sitefor both national and international tourism has created a tension around the selective presentationof memories and their mode of narration. By discussing the relationship between identity, placeand history in terms of memory, Yalouri switches attention to the ways a place like the Acropolis iscontinually constituted and reconstituted. In this respect, as lieux de mémoire (Nora 1988),landscapes conceptually emerge as the medium through which multiple temporalities aresimultaneously remembered and forgotten and Yalouri's account thus identifies the complexpolitical web arising from a discourse of heritage attempting to encapsulate intersecting local,national and global memories of place.Of course, the issues Yalouri, Bender and others raise are politically and emotionally charged themost when heritage sites have some association with war, trauma or atrocity. When heritage andthe events of war or conflict come together the interface between the two is mediated in one of twoways. Firstly, heritage can be a tool for commemorating past conflicts, a mechanism for prolongingthe memory of destruction, suffering or the loss of lives. This invariably takes the form of eithercustom-built memorials or the preservation of iconic structures which attempt to capture pasthorrors. But heritage sites can also become associated with war and conflict in a second way: bybecoming embroiled in the conflict as it takes place. Among the many places that have beensymbolically and/or physically fought over the Dome of the Rock in Jerusalem or Babri Masjid inAyodhya are two notable examples.To date these two ways in which episodes of war and conflict, past and present, interface withheritage has been negotiated by conservationists and architects through a fabric based discourse,which, in part, creates a disconnect between the material culture and its immediate social context.In the case of memorials, monuments or preserved structures, these are set aside from theeveryday as places to visit. Their symbolic value depends upon being demarcated asdepopulated, museumified spaces. The Tuol Sleng museum in Phnom Penh or the HiroshimaPeace Memorial Museum are vivid examples of this process. For those sites that form part of the

-48Tourism Innovationscontours of a conflict, they do so precisely because they are part of the everyday. To overcome thisthe heritage industry thus imparts a value system that transcends the context of the dispute.Assertions of 'outstanding universal value' remove a heritage site from its immediate context byelevating it to a higher socio-cultural plain. Notions of 'civilisation' or 'humanity' are the tools bywhich the heritage industry attempts to depoliticise and thus safeguard. The fate of structures likethe Dome of the Rock in Jerusalem versus the Buddhas of Bamyan illustrate the degree to whichthese attempts succeed or not.In both cases then, the heritage industry has utilised a scientific, fabric-centred discourse ofheritage to isolate and de-contextualise. Indeed, the examples of the Acropolis, Stonehenge, TheBamyan Buddhas, and Tuol Sleng cited above all support the argument presented here that therelationship between heritage and 'difficult' histories has been largely restricted to the constructionof preservation of specific, stand-alone sites, whether it be buildings, monuments, engineeringstructures or archaeological ruins. The language of the Vienna Memorandum and SeoulDeclaration, however, clearly calls for greater contextualisation, and a far greater emphasis onviewing heritage as a socio-material relationship. In moving in such directions, these initiatives notonly pull heritage into more overtly politicised terrains, but also attempt to do so in the highlycomplex, dynamic and everyday spaces of cities. As densely populated, historically layeredenvironments, today's cities draw upon their material and social fabric to express a multitude ofvalues - including social equity, multi-culturalism, cosmopolitanism or nation-building. Invariably, itis these very values that define the city as place. If a language of historic urban landscapes is toincorporate such values, then it must embrace and negotiate the challenges that arise when theexpression of such values is either being oppressed, denied or a source of enmity and conflict.These unfamiliar philosophical and logistical challenges are nowhere more apparent than in a'place' like Srinagar.Srinagar – Perhaps the Most Threatened yet Valuable Destination in IndiaThe World Monuments Fund (WMF) has declared the old city of Srinagar as 'perhaps the mostthreatened yet valuable site in India', placing it on its 2008 List of Most Endangered Sites. As thecapital city of Indian administered Kashmir, and the political, economic hub of the Kashmir Valley,Srinagar has a rich and extensive vernacular heritage. Situated in a mountainous valley, andoriented around the Jhelum River and many lakes, most notably the Dal Lake, the city has aunique material culture comprised of houseboats, wooden bridges, mosques, bazaars andhundreds of wooden houses. It is also home to some of the finest and most elaborate Mughalgardens in the region.Records indicate that Srinagar has existed as a settlement from at least the third century BC. Notsurprisingly, the built environment today reflects a long, complex history of shifting religious,cultural and political influences. Around the time the city was established, Buddhism was beingintroduced to the Kashmir valley by emperor Ashoka. By the end of the fourteenth century Hinduand Buddhist rule came to an end across the Kashmir Valley as the region came under the controlof various Muslim leaders, including the Mughal emperor Akbar. It later came under the influenceof the Sikhs and then the Hindus, after the treaty of 1846 between the British and the Dogra rulersof neighbouring Jammu. The Dogra rulers discriminated in various ways against the Muslimpopulace, and the anger against this rule intensified when the Dogra ruler Hari Singh acceded,under pressure, to India in 1947 – when the country gained independence and was partitioned.With India reneging even on the limited promises of autonomy, and with support from Pakistan, themovement turned violent in 1989. For the next 16 years, the valley was caught in a web of intensiveand horrific violence. The situation has been returning to 'normalcy' over the last decade, thoughthe political situation remains largely unchanged.

Heritage and Conflict Management: Remappingthe Historical Spaces for Destination Tourability-49Srinagar, as a physical space, remains unique in various ways. Set at a high altitude in amountainous valley, a lot of the architecture of the city is oriented towards either the Jhelum river orone of the lakes. There are wooden bridges and bathing areas (ghats) along the river, apart fromthe numerous old and beautifully crafted houseboats that, while they are a favourite of the tourists,are also home to many residents of the city. The long, joint rows of timber and masonry structures,with their sloping roofs and carved windows and doors, create a cityscape that is quite differentfrom any other. At the crossroads of various civilisations, Srinagar has a rich cultural past that isreflected in its many mosques, shrines, temples, grand houses, gardens and bazaars. AsLangenbach states: Srinagar, and other cities and villages in Kashmir are distinguished today formore than their monumental buildings and archaeological sites –they are unique in the world fortheir vernacular residential architecture. It is an architecture generated out of a distinctive use ofmaterials and way of building, but in the modern world it is being rapidly displaced by reinforcedconcrete and other modern materials and systems.Located in an area prone to earthquakes, the traditional, vernacular architecture of Srinagar isalso noted for its resilience to seismic activity. In describing this earthquake resistant vernacularconstruction, Langenbach identifies two distinct styles: taq and dhajji dewari. Although notspecifically a Kashmiri term, taq refers to a type of buildings that employ a system of ladder-likehorizontal timbers bedded into masonry bearing walls. These timbers ensure the brick, mud orstone of the walls are held in place and tied into the wooden floors. Whereas the Persian term,dhajji dewari, literally meaning 'patch quilt wall', refers to a style of paneled construction comprisedof tightly packed wood and masonry (Langenbach, 2007). Characterised by hundreds ofstructures built from these two construction styles, the 'old city' remains a remarkable example of alarge, relatively intact, historic urban landscape; one that endures as a dynamic 'living' citycharacterised by residences and shops in use today having been passed on through generations.It should also be noted that, in other respects, the 'old city' remains similar to other old urbansettlements in south Asia. It is a crowded space characterised by narrow, winding lanes andbuildings abutting each other, with a mix of residential, commercial and religious structures. Thecity consists of many mohallas (quarters or neighbourhoods), demarcated variously by trades andcommunities. Some mohallas are identified as Shia Muslim or Hindu, and the streets and bazaarsare often distinguished by the predominance of one trade like silverware or spices or utensils.The ongoing conflict has had a paradoxical impact on the architecture of the old city, with someareas being destroyed while others have actually been preserved by the war. The political andeconomic isolation of the region since the early 1990s has meant Srinagar has not witnessed themodernization and 'concretization' that has become commonplace in other Indian cities. However,this isolation, along with the ongoing conflict and resultant economic 'poverty' has also meant theold city lies in a bad state of disrepair with hundreds of buildings literally crumbling away. The civicinfrastructure too has been neglected through this period, and the river and the lakes need to beurgently revived. The reclamation of waterways has also occurred at a more rapid pace, and withroads being built over canals, it becomes a challenge to interpret the overall layout of the citytoday. Quite simply, as one of the most important historic cities in South Asia, an urban landscapeof immense cultural and architectural significance, Srinagar urgently requires far greater attentionthan it has received to date.At this point it is worth considering the prevailing factors that have contributed to the neglect ofSrinagar as a heritage site, as they will undoubtedly continue to inhibit the development of anyheritage discourse in the coming years. Since 1990 the city has been the site of sustained violentconflict. The conflict has still not been resolved, and the Kashmir valley remains tense with regularincidences of violence. Naturally the preservation of the past is considered a relatively low priority

-50Tourism Innovationsfor both residents and local bureaucrats who are understandably more concerned with theeveryday challenges of living in a conflict zone. Moreover, as a pivotal political and symbolic hub ofthe Kashmir Valley, Srinagar acts as an epicentre of the disputed territory of Jammu and Kashmir.This means that the material culture of the old city is a place that constantly reminds residents ofpast hostilities and enmities, bereavements and regrets. As we shall see shortly, the governanceand stewardship of the built environment have contributed to the contours of the conflict.Currently administered as part of India, Srinagar falls under the remit of the country's nationalheritage programme. However, in recent decades the principal focus of the heritage movement inIndia has been directed towards the monuments and religious structures of 'classical' eras. Whileorganisations like the India National Trust for Art and Cultural Heritage (INTACH) haveendeavoured to widen the scope and time frames of the heritage discourse in the country,vernacular, wooden architecture less than two centuries old remain low on the list of conservationpriorities. In the case of Srinagar, this means that whilst the World Monuments Fund haveidentified what they refer to as the 'Srinagar heritage zone', no such legal or policy frameworksexist on the ground. In 2005 INTACH completed a cultural resource mapping report, and althoughthis has provided a comprehensive documentation of the heritage of the city and its environs, littleprogress has been made towards developing some sort of legislative or protective framework.The political situation in Kashmir also creates major obstacles for interventions by the internationalheritage community. As an important step towards any future policy UNESCO produced a lengthyreport in 2007 entitled Guidelines for Preserving the Earthquake-Resistant TraditionalConstruction of Kashmir. However, any move towards adding Srinagar to the their World HeritageList or List of Endangered Sites would require its nomination by the state-party, i.e. India. ForKashmiris seeking autonomy for the region, or its accession to Pakistan, any collaborationbetween Delhi and a United Nations organisation such as UNESCO would be politically charged.Indeed, any such interventions would likely be seen as an attempt to further integrate Srinagarwithin an Indian national heritage, and as such be regarded as a threat to the cultural and politicalsovereignty of the region.Clearly, the all-enveloping context of the Kashmir dispute presents a series of significant obstaclesto the development and implementation of any effective heritage programme. This does nothowever mean that progress cannot be made. The recent initiatives undertaken by INTACH,UNESCO and WMF noted above indicate the real urgency for raising awareness and resourcesfor heritage conservation. However, as the following sections illustrate, if Srinagar is to beunderstood and valued as an Historic Urban Landscape, rather than merely a set of architecturallysignificant buildings, a move towards notions of 'place' and 'personality' or 'character' open up newanalytical and pragmatic challenges.Foregrounding the ContextFor the residents of Srinagar the violent period of the conflict is a continual reference point.Discussions on most matters veer to the situation pre-militancy as compared to post-militancy. Itwas – and is – a conflict that has affected all sections of society and physically impacted the builtand the natural environment in various ways. This is apparent all around today: in the acceleratedreclamation of the Dal lake, in the bunkers and the sandbags on nearly every road, and even in thesurge in construction activity in the suburbs – that ironically is fuelled by money made by somesections in the conflict. The 'old city' though has been the area most affected.As the physical and ideological hub of the movement against the Indian state, it bears many scarsfrom the violent decade. Most of the demonstrations and police action centred on this area, andmany structures also suffered extensive damage from battles between militants and the police,and between different militant factions. A few prominent Sufi shrines were gutted, amidst

Heritage and Conflict Management: Remappingthe Historical Spaces for Destination Tourability-51conflicting allegations between the militants and the armed forces. However even as the 'old city'was emerging as the focal point of the conflict, it was losing its vitality as the social and commercialcentre of the valley.A critical event here was when, as a direct consequence of the conflict, many Hindu residentsliving in and around the old city fled in early 1990. Perhaps most significantly, the departure ofKashmiri Pandits - a Hindu minority indigenous to Kashmir valley and strongly in favour of Indianrule - altered the fabric of the city in various ways. After a spate of selected killings and deadlythreats being issued by the Islamic militants, most Kashmiri Pandits abandoned their houses andfled en masse from the valley over the course of a few days. Many of them had occupied highpositions in the bureaucracy and in educational institutions, and their social and cultural impactwas always disproportionate to their numbers in the valley. They had a significant presence inSrinagar's old city – and some of the most beautiful houses belonged to them. Manyneighbourhoods have been strongly affected by the exodus of the Pandits, and in various waysthey have lost their original character and purpose, despite not having changed much physically.Officially, tenuous hopes are still being held that the Pandits will return, and so in a sense anyredevelopment is in abeyance. However, the Pandits are highly unlikely to ever return and theyhave begun selling their houses over the last couple of years. In many cases, the houses are beingbought by their erstwhile Muslim neighbours, who need the space to accommodate their growingfamilies and start new businesses. To some the abandoned houses also represent a commercialopportunity, waiting to be exploited. In consonance with the needs of the new owners, manyhouses are being altered substantially, often beyond recognition.The situation is complicated further by a deep ambivalence that characterises many reactions tothe flight of the Pandits. With most Muslim families in the city too having suffered deeply throughthe conflict, they may on the surface seem unbothered about the Pandits' plight. However, almostany discussion on the issue evokes a sense of sorrow - and even guilt at their helplessness toreassure their neighbours and friends, and prevent them from leaving at the time. There isnostalgia in Kashmir today of a time when different communities lived together harmoniously. Theloss of the Hindus is bemoaned in various ways; it is a loss of a way of life as remembered. Thisalso gets intertwined with a general sense of despair and sorrow in the valley, and is seen by theKashmiris as an indication of troubled times. However, concurrently all the residents of the cityalso feel a need to move on, and to begin rebuilding their lives. The rows of abandoned,dilapidated Pandit houses, unlikely to be ever reoccupied by their owners, are a poignant sight,and to many in Srinagar the continuous reminder is also painful. Coupled with the shortage ofhousing space in the old city, this results in the desire to reclaim and possess these old houses. Ifthese aspirations are respected and duly considered, the challenges to conservation are many.There are signs that as new owners take occupation of these properties structural changes aremade for practical re-organisation reasons, and to symbolically assert their new ownership as partof a greater Muslim urban space. Such moves that create a rupture between the past and presentrepresent a major obstacle for conservation.Across the city, the Indian army has also occupied a significant number of historical structures overthe last 16 years to accommodate the large number of troops in the valley. Throughout this periodthese structures have remained off limits for local residents. Among these are the many Mughalinns and other fortifications, including the prominent fort of Hari Parbat in the heart of Srinagar. Thefort is perched on the top of a hill and commands a good view of the city, which makes it a strategicvantage point. As part of recent efforts at normalisation, the army has just begun to cede controlover the fort. Kashmiris have consistently resented the occupation of these structures, which forthem are tangible embodiments of their rich past. There has also been little involvement ofKashmiris in even the small efforts at conservation undertaken by the Indian government and its

-52Tourism Innovationsarmed forces. The Vienna Memorandum clearly advocates 'a vision on the city as a whole withforward-looking action on the part of decision-makers, and a dialogue with the other actors andstakeholders involved' (p3). Such an approach seems particularly appropriate for the layeredsocio-cultural histories of Srinagar. However, in a situation of continued conflict and tension, howcan such a dialogue be fruitfully undertaken? With an ever-shifting political landscape and amultitude of voices, whose position should be privileged is a question that will need to beconfronted in some way. Moreover, how can calls for restoration and preservation be maderelevant to a population living in a conflict zone, struggling to lead a 'normal' life?Despite such obstacles, the distinct cultural identity of Srinagar and its pivotal role within thehistory of the Kashmir valley strongly point towards the importance of establishing a heritagediscourse that captures the 'character' and 'life' of its urban environment: the elements whichtogether constitute its distinct sense of place. As we have seen however, Srinagar equallyillustrates the significant challenges that arise when that sense of place is politically charged andassociated with a violent conflict. Indeed, for many of the residents of Srinagar, its character hasbecome intimately tied to a quest for cultural and political sovereignty; a Kashmiri identity distinctfrom neighbouring India and Pakistan, and one that has become intimately linked to years ofviolent struggle.Negotiating Regeneration and ModernityThe dominant mood in the valley today is of gloom – it is the sadness that comes from the trauma ofnearly two decades of violence, and that has been made worse by the realisation that it has largelybeen futile. The Kashmiris have not gained any major political concession, and are no closer toautonomy than they were in 1989 – and many of them hold the militants responsible, as much asthe Indian and Pakistani governments for this mess. The need to now move on and rebuild theirlives is thus constantly expressed. The consciousness of what it has 'cost' them is made moreacute by the rapid economic development in India through precisely this period; and economicdevelopment that has physically and socially transformed many cities. There is a strong desirenow to catch up, and go the way these cities have gone – with shopping malls, concrete houses,and industries. Regeneration and modernisation thus leads to another set of challenges. If theseaspirations are to be respected, if it is seen as a 'place' inextricably tied to the dreams and hopes ofits residents, then any heritage policy will have to contend with these shifting needs. And thechanges wrought through 'development' have their history too.As noted, since the beginning of the violence the city has been incubated from rapid economicdevelopment. As such it provides a rare example in the subcontinent of a pre-modern city that hasnot been overcome by concrete and steel. But with stability new conflicts arise, and old ones raisetheir head again. It is clear that while the violent conflict has impacted the city in various ways, it isnot the only reason for the neglect of Srinagar's traditional architecture. Many of the issues aroundthe conservation of Srinagar's 'old city' are not much different from those facing other old citycentres across India, and precede the conflict by decades. Vernacular architecture was neglectedearlier too. Many structures were allowed to go to ruin, in other cases they were rebuilt in a newstyle, and encroachments were not controlled. This has been the general story through out India:there is lack of urban planning, and when people sell out or renovate their houses or shops, theaspiration is invariably towards the new – with concrete replacing wood and masonry. The strongdesire to modernise leads to the old often being equated with 'poor' and 'backward'. Theconsciousness of heritage is also often missing, and the maintenance of old structures comes atconsiderable cost. There are also logistical problems with materials not being available and skillsin various crafts having been lost. In the case of Srinagar for example, discussions with the ownerof the Jalali Haveli, a Persian style grand mansion located near the old city, indicated that he is

Heritage and Conflict Management: Remappingthe Historical Spaces for Destination Tourability-53currently unable to secure the craftsman capable of repairing the intricate woodwork of thewindows. Not surprisingly then, in the rapidly transforming urban centres of India, it has been verydifficult to preserve old structures. The decisions are not just difficult for individuals; governmentstoo have tended to override calls for preservation. A notable instance here is the large stone-linedNalla Mar Canal, that was distinctive for the arched bridges and the many fine, old houses lining itssides. In the 1970s, it was covered over with a road built on top. The bridges and most of thehouses were demolished too. When discussing Srinagar's heritage today, many older residentslament its destruction. In this respect, we can see the 'conflict of progress versus preservation' wasapparent in Srinagar long before the political conflict turned violent (Langenbach 1982).Given the years of violence such issues and tensions receded into the background. However, withsome semblance of 'normality' being restored, they are re-emerging with a stronger force. Inessence the complex situation in Srinagar today is characterised by two distinct and divergenttrends. On the one hand there is a desire for maintaining the unique political and cultural identity ofthe city and the Kashmir Valley. Equally, however there is a widespread desire for economic andsocial mobility - for modernisation and a sense of inclusion in the wealth and prosperity enjoyedelsewhere in India. Any understanding of Srinagar as a Historic Urban Landscape needs toaccount for, and negotiate, such competing forces.Discussion and ConclusionThere is no bigger proof of abject lack of appreciation for the historic character of the Srinagar cityamong the present day planners especially engineers. There would always be a need for modernbridges in an expanding city like Srinagar. But dismantling a historic structure to make way for anew facility only reflects the shear ineptitude and insensitivity towards the heritage of the city.Srinagar attracted men of commerce, crafts, religion and letters over the centuries. Like otherhistoric cities, the city became synonymous with work, housing, culture and, most of all socialadvancement. In the process, city has undergone a transformation by which new urban cultureprogressively took root, with new trends and architecture. This happened around or on the influx ofSyeds from Iran and other parts of central Asia in 15th Century.Their arrival was followed by the rule of Sultan Zainul Abidin who had a deep appreciation of highlyevolved urban culture of Central Asian cities. These influences brought a new kind of influence tothe city, a Central Asian city tapestry comprising karkhanas, Ziarats, hammams. At a later stageKashmir was exposed to official theocracy under the quasi independent rule of Mirza HaiderDughlat, a cousin of Humayun, the Mughal ruler of Hindustan. The city lived under this influencefor a very long period, leading at times to uncertainties and ascendance of forces ofdestabilization. He also consolidated the forces of urbanization, a process initiated in earlier part of15th century. The end of sultanate period and advent of Mughal rule did not affect the settlementpattern of the city. However, Nagar Nagar, the Mughal city created around Hariparbat, for the firsttime remained out of bounds for the common city dwellers. The decline of Mughal rule had adisastrous impact on the life and character of the city leading to its visible impoverishment.Over the course of history the city got organized into mohallas and residential areas based onoccupations. As more and more members of the family became associated with traditional craftsand skills, mohallas developed as a close knit community. Similarly clan or family based mohalasalso grew in the core areas. By 19th century the city had mohallas bearing names likeQalamdanpora, Sheeshgari Mohalla, Banduk khar Mohalla, Bhand Mohalla, Bhan Mohalla,Razdan Kucha, Mir Mohalla etc etc. Ziarats, temples and shrines also became the focal pointsaround which large habitations were established.The river front and the areas along the canals like Nala Mar witnessed continuous array of houses

-54Tourism Innovationswith projecting wooden balconies, intricate lattice work and widow screens facing the water front. Asignificant urban feature of the water front was in the form of ghats. The ghats served as landingplaces for the transportation. Till early seventies most of the rations viz rice, flour and sugar used tobe sold through public distribution system at these ghats. The ghats acted as nodal centersattracting both Hindus and Muslims at the break of day for ablution followed by bathing andwashing during the day. Even today there are forty-four ghats on Jehlum which can be revitalizedfor leisure and pleasure usage.There are many urs and festivals that provide occasion for festivities. Sadly the festivals likeBadam wari, community singing during Ramadan and on the arrival of spring have waned. The cityis fast losing its character. The loss of traditional linkages of personal and community network inthe city marks the breakdown of the social fabric. However one of the redeeming features that holdsome promise for linking the city to its glorious past is the architectural elements abounding in thecore areas of the city in Ziarats, houses, monuments and other vernacular structures.The relationship between heritage and tourism is well documented and it is generally assumedthat culture and tourism are interdependent. Tourism to site of cultural and natural significance hasexisted at least since the time of Greek antiquity as reflected by the Hellenistic world's invention ofthe Seven Wonders of the World. The growing interest in cultural resources opens newperspectives for the economy in culturally rich destinations like Srinagar which in turn provide thetourism industry with challenges of managing heritage facilities and attractions, and for publicagencies. Despite the intimate relationship between heritage and tourism in Srinagar, there isrecognition that the ideological and institutional context of heritage tourism is fundamentallydifferent from that of general tourism.The approach of heritage organizations is to protect and preserve, while tourism has theoverriding aim of becoming a profitable business in Srinagar. Therefore, the management is oftencharacterized by a series of conflicts where conservationists perceive heritage tourism ascompromising conservation goals for the benefit of profit. There is also reluctance by somemanagers to accept that heritage can be given an economic value. Some scholars identify twomain reasons why this is likely to be the case. The first is the association of pricing withcommodification and that heritage cannot have a measurable commercial economic value. Thesecond is the managers' ideals of the mission of the heritage sector whereby nobody should beexcluded from the experience of visiting heritage sites on the grounds of cost.However, irrespective of the opinions of the different interest groups, the high costs involved in theconservation of cultural heritage make the revenue from tourism indispensable in Srinagar.Furthermore, the dynamism of culture in its different forms and expressions finds both incentivesand genuine support in tourism. Consequently, the perceived mutual benefits drive both sectorstowards common economic goals, and tourism, at least theoretically, offers the opportunity togenerate income for the local community while simultaneously supporting the preservation of itsculture in Srinagar.Fundamental to developing a successful symbiotic relationship between tourism and heritage inSrinagar is the need to involve all stakeholders in the development of the cultural resource, asthere is a recognition that many of the problems are due to a lack of interaction. The concept ofstakeholders is becoming increasingly important in heritage management and planning,especially the community as owner and custodian of heritage. It is crucial that managers involvethe community to increase the quality of planning and reduce the likelihood of conflict, to ensurethat sound plans remain intact over time, increase the community's ownership of its heritagethrough education and other awareness creating campaigns, and to enhance the community'strust in heritage management.

Heritage and Conflict Management: Remappingthe Historical Spaces for Destination Tourability-55The tourism/heritage relationship includes several challenges for Srinagar. First, there is a clearneed to establish channels of communication, as a lack of them provides a pathway towardsuncontrolled and destructive development. The previous studies propose five levels ofparticipation and decision making power, ranging from the least to the most involvement. Theseare imposition, petition, advice, representation, and equality. Second, there is the need to find thebalance between conservation and the use of heritage sites for tourism in Srinagar. Thewidespread belief that the development of heritage sites for tourism purposes results in thecommodification of culture is a legitimate concern. Third is the issue of tourism activitiesgenerating income for heritage conservation. Tourism is perceived to be one of the core incomegeneratingactivities for many heritage sites.However, the upkeep and management of the sites are often enormous and most of the moneyfrom tourist admissions often finds its way into other government projects. This, combined withglobal economic changes reducing state revenues, results in a need to find additional sources ofincome (for example, visitor centers with shops and a restaurant and sponsorship). Responding tothese challenges, new actors from the nongovernmental and private sectors are playing a greaterrole and there is expanding participation by the local population. There is still the issue ofoptimizing the economic benefits for the local community from the tourism/heritage relationship inSrinagar. It has been questioned whether tourism actually supports and contributes to theresources on which it depends. Stakeholder involvement by the local community in the planningprocess is seen as one of the ways in which this can be achieved in Srinagar.ReferencesAbercrombie, N., S. et al. (1988). The Penguin Dictionary of Sociology. London: Penguin Press.Adams, D., H. Geok, and L. Lin (2001). Linking Research and Strategic Planning to Education Development in LaoPeople's Democratic Republic. Comparative Education Review, 45:220 242.Arnstein, S. (1969). Ladder of Citizen Participation. Journal of the American Institute of Planner. 4:216–224.Ashworth, G. (2000). Heritage Tourism and Places: A Review. Tourism Recreation Research, 25 (1):19–29.Bramwell, B., and B. Lane (1999). Collaboration and Partnerships for Sustainable Tourism. Journal of SustainableTourism, 7:179–181.Bramwell, B., and A. Sharman (1999). Collaboration in Local Tourism Policymaking. Annals of Tourism Research,26:392–415.Brohman, J. (1996). New Directions in Tourism for Third World Development. Annals of Tourism Research, 23:48–70.Butler, R. (1999). An Evolutionary Perspective. In Tourism Sustainable Development: Monitoring, Planning, ManagingDecision Making: A Civic Approach, J. Nelson, R. Butler and G. Wall, eds., pp. 27–43. Canada: University of Waterloo,Department of Geography.Cope, D. (1995). Sustainable Development and the Trust. In The National Trust: The Next Hundred Years, H. Newby,ed., pp. 53–69. London: The National Trust.Curtis, S. (1998). Visitor Management in Small Historic Cities. Travel and Tourism Analyst 3:75–89.Eliot, J., J. Bickersteth, and D. Gardner (1999). Laos Handbook (2nd ed.). Bath: Footprint Handbooks.Garrod, B., and A. Fyall (2000). Managing Heritage Tourism. Annals of Tourism Research, 27:682–708.Getz, D., and T. Jamal (1994). The Environment-Community Symbiosis: A Case of Collaborative Tourism Planning.Journal of Sustainable Tourism, 2:152–173.Gray, B. (1989). Collaboration Finding Common Ground for Multi-party Problems. San Francisco: Josey Bass.Guaraldo Choguill, M. (1996). A Ladder of Community Participation for Underdeveloped Countries. HabitatInternational, 20:431–444.Hall, C. (1994). Tourism and Politics, Policy, Power and Place. Chichester: Wiley.Hall, C. M., and S. McArthur (1998). Integrated Heritage Management. London: Stationary Office.

-56Tourism InnovationsHall, C. M., and S. Page (2000). Tourism in South and South-East Asia. Oxford: Butterworth-Heinemann.Healey, P. (1997). Collaborative Planning: Shaping Places in Fragmented Societies. London: Macmillan Press.Jamal, T., and D. Getz (1995) Collaboration Theory and Community Tourism Planning. Annals of Tourism Research,22:186–204.Jansen-Verbeke, M., and E. Lievois (1999). Analysing Heritage Resources for Urban Tourism in European Cities. InContemporary Issues in Tourism Development, D. Pearce, ed., pp. 81–107. London: Routledge.Johnson, P., and B. Thomas (1995). Heritage as Business. In Heritage, Tourism and Society, D. Herbert, ed., pp.170–190. London: Mansell.Ladkin, A., and A. Bertramini (2002). Collaborative Tourism Planning: A Case Study of Cusco, Peru. Current Issues inTourism, 5:71–93.Leask, A., and P. Golding (1996). What Price our Heritage? A Study of the Role and Contribution of RevenueManagement in Scotland's Heritage Based Visitor Attractions. In Managing Cultural Resources for the Tourist, M. N.Robinson and P. Callaghan, eds., pp. 239–270. Sunderland: Business Education Publishers.Mandell, M. (1999). The Impact of Collaborative Efforts: Changing the Face of Public Policy through Networks andNetwork Structures. Policy Studies Review, 16:4–17.Marien, C., and A. Pizam (1997). Implementing Sustainable Tourism Development through Citizen Participation in thePlanning Process. In Tourism Development and Growth: The Challenge of Sustainability, S. Wahab and J. Pigram,eds., pp. 164–178. London: Routledge.Medeiros de Araujo, L., and B. Bramwell (1999). Stakeholder Assessment and Collaborative Tourism Planning: TheCase of Brazil's Costa Dourada Project. Journal of Sustainable Tourism, 7:356–378.Taylor, G. (1995). The Community Approach: Does it Really Work? Tourism Management, 16:487–489.Tosun, C. (1998). Roots of Unsustainable Tourism Development at the Local Level: The Case of Urgup in Turkey.Tourism Management, 19:595–610.Tosun, C., and C. Jenkins (1998). The Evolution of Tourism Planning in Third-World Countries: A Critique. Progress inTourism and Hospitality Research, 4:101–104.Van der Borg, J., et al. (1996). Tourism in European Heritage Cities. Annals of Tourism Research, 23:306–321.Wahab, S., and J. Pigram (1997). Tourism Development and Growth: The Challenge of Sustainability. London:Routledge.Wall, G. (1997). Linking Heritage and Tourism in an Asian City: The Case of Yogyakarta, Indonesia. In QualityManagement in Urban Tourism, E. Murphy, ed., pp. 137–148. Chichester: Wiley.WTTC (1996). Agenda 21 for the Travel and Tourism Industry: Towards Environmentally Sustainable Development.London: World Travel and Tourism Council.Yuksel, F., B. Bramwell, and A. Yuksel (1999). Stakeholder Interviews and Tourism Planning at Pamukkale. Turkey.Tourism Management, 20:351–360.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractA customer passes through aseries of stages while taking adecision in order to purchase aproduct. Buying of Travel andt o u r i s m p r o d u c t s , w h i c hpredominantly consisting of'services' is considered a highinvolvement exercise and hencethe need for reliable, timely andspecific information is very high.The recent developments inInformation and CommunicationTechnology (ICT) has presentednew dimensions as well asopportunities for informationseekers, and the potential buyersconstitute a group among themwho may depend on such tools andsolutions for gathering information.The rapid upsurge in use of ICT bypeople from all walks of life opensu p n e w v i s t a s f o r d e e p e rinvestigation particularly tounderstand the nature and thetypes of the role/s played by suchmedia in the whole process ofdecision making, especially in thecase of potential tourists, which israrely discussed. In this context,an attempt has been undertakenwith the intention to examine theroles of ICTs in the buying behaviorprocess of a potential tourist. ADelphi study was undertaken inorder to discuss the influence ofICT in the decision making processof potential tourists, in a detailedand more authentic manner. Theanalysis reveals that the influencei s n o t j u s t a t t h e s t a g e o finformation search alone; ratherthey play several roles withdifferent purposes at differentstages in the whole process oftourist buying behavior.Keywords: ICT, Information andCommunication Technology (ICT),Tourism, Tourist, decision making,buying behavior, Potential Tourist.ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIORDILEEP M.R.Faculty, CAS Salalah Ministry of Higher EducationSultanate of OmanINTRODUCTIONThe decision that a buyer makes in order to purchase a product, byand large is rather an intricate affair. Consumer buying behavior; thebroader term which predominantly involves purchase decisionmaking can be defined as the collection of activities directly involvedin obtaining, consuming and disposing of products and services(Pelsmacker & Janssens 2007; Baker and Abu-Ismail, 2004;Solomon, 1996: Engel et al., 1995; Horner and Swarbrooke, 2003;Andreason, 1965; Foxall and Goldsmith, 1994). Many studies heldover the last several decades have established the fact that thebuying decision process, in general, involves a number of sequentialstages beginning with identification of the 'need' for buying a productand ending in the aspects associated with post purchase behavior(Schiffman & Kanuk, 2009). Consumers are influenced in theirbuying decision making process by many internal and externalmotivators and determinants in the process of selecting the products.Tourism is considered a sector consisting mainly of service products(Cooper et al., 2007) and hence buying behavior in Tourism isconsidered a high involvement exercise as tourism products arerelatively highly intangible-a feature that makes the process ofchoosing the most suitable alternative a difficult one for theconsumers (Nankervis, 2001).Information and Communication Technology (ICT-the integratedform of Computer based technologies and CommunicationTechnologies) has been playing a vital role in the recentdevelopments in all spheres of business (Buhalis, 2003; Turban,et,al, 2008). Poon (1993) defines ICT as the collective term given tothe “most recent developments in the mode (electronic) and themechanisms (computers and communication technologies) used foracquisitions, processing, analysis, storage, dissemination andapplication of information”. This modern era has been featured withincreasing rate of miniaturization of devices and the paradigm shift fromdesktop to hand held devices, and the same are finding increasingrelevance in the parlance of tourism as well. The phenomenaladvancements and democratization in the use of ICT made ripples inmanagement and marketing of businesses. ICT has varied dimensionsand a diverse range of tools that are used in the context of businesses(Kalakota & Whintson, 2004). Most of the ICT tools used for businessrelated communication are featured with seamless connectivity andinteractivity, including the ability to access information anytime andanywhere, with the appropriate digital equipment.

-58Tourism InnovationsIt is evident that the new interactive media are making boundaries fast disappearing, and crossculturalinteraction becomes increasingly convenient. Such advancements pave the way for a new'cyber culture'. This role of ICT in terms of buying behavior can be viewed from differentperspectives like customer's and supplier's. For example, a Potential customer in Tourismdevelops an image of a destination through various ICT tools (Nankervis, 2001) along withdepending on many of such tools while making buying decisions. On the other hand, marketers,for instance, create images with the help of media and keep on persuading a potential buyer, usingvarious forms of media (Marlina et al., 2010; Kotler et al., 2009).Against this background an attempt was undertaken aimed at identifying various events andoccasions associated with buying behavior of an outbound tourist where the interactive ICT toolshave influence in different ways and manners, and to find out the roles that are being played bythem in tourist buying behavior. For the same, a Delphi study has been executed so as to convergethe opinions of experts pertaining to this study.1.2. Buying Behavior, Tourism and ICTBuying decision making forms the core of consumer buying behavior and in certain cases, bothare used interchangeably as well. Learning buying behavior is of value for businesses, particularlyfor the marketers, essentially in the context of product design and marketing mix strategyformation. In short, it examines why people buy the product and how they make their decision(Horner & Swarbrooke, 1996). Many view it as the process of selecting the suitable product andusing those products according to the identified need by the consumer (Tirmizi et al., 2009, 522;Pelsmacker & Janssens, 2007; Solomon, 1996; Andreason, 1965; Foxall & Goldsmith, 1994). Inthis process, it has been pointed out that the consumer makes judgments while choosing the rightoption (Peter & Olson, 1999; Loke, 1995). It is viewed from different other dimensions also in theliterature (Klein & Yadav, 1989). For example one dimension of it is about the emotionalinvolvement of consumer, which defines it as 'the mental, emotional, and physical activities thatpeople engage in while selecting, purchasing, using and disposing of products and services inorder to satisfy needs and desires' (Wilkie, 1994).Leon schiffman and Leslie Kanuk consider buying behavior as “the process of making purchasedecisions based on cognitive and emotional influences such as impulse, family, friends,advertisers, role models, moods, and situations that influence purchase”(Schiffman & Kanuk,2009). The consumer itself is sometimes described from the perspective of information searchand decision making aspects. For instance, Lycourgoos Hadjiphaniss and Loizon Christou (2006)view a consumer as the problem solver involved in the objective directed activities of searching forinformation and finally arriving at carefully considered judgmental evaluations. It is also viewedfrom the perspective of how individuals make decisions to spend their resources with the objectiveof consuming items (Schiffman & Kanuk, 2009). Engel, Blackwell and Miniard (1995) are of theopinion that it is a process by which a consumer chooses to purchase or use a product or service.Motivations and determinants constitute another aspect of concern in some descriptions on buyerbehavior. The model suggested by Howard and Sheith (1969), which points out that consumerbehavior is the product of the objectives (rational) as well as subjective (emotional) element andhighlights the role of consumer satisfaction, which consumer seeks in relation to the purchase ofgoods and services, along with the need to clearly understand the motivational force which guidesthe purchase behavior. In the model suggested by Solomon (1996), transaction process wasgiven increased emphasis and it describes that the same involves many different actors withvarying roles to play.As stated earlier, buying behavior has ideally been considered a process of sequential stages

ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIOR-59such as need recognition, search for information on various products according to these needs,formation of alternative choices, evaluation of alternatives, act of purchase and consumption andpost purchase behavior (Foxall & Goldsmith, 1994; Kotler et al., 2003; Horner & Swarbrooke,2007). The number of stages may differ according to different authors. For instance LeonSchiffman and Leslie Kanuk (2009) distinguish consumer decision making into three distinctinterlocking stages: the input stage, the process stage and the output stage. In this, the first stagedeals with consumers' recognition of a 'need' for a product and the following stage focuses mainlyon how consumers make decisions. The last stage includes the process of purchase behavior andpost purchase evaluation. Christopher Lovelock and Jochen Wirtz have indentified the buyingbehavior process into three stages such as pre-purchase stage, service-encounter stage andpost-encounter stage. The pre-purchase stage deals with decision making, which involvesawareness of need, information search, evaluation of alternatives and making choices. The nextstage includes 'moments of truth' and most importantly the service delivery. The third consists ofevaluation of service performed during service delivery and further intention formation (Lovelock &Wirtz, 2007). Though, different authors have identified stages in different ways, almost all suchconcepts, in one way or other, focus on the same activities.The above discussions point to the fact that the initial stages of consumer buying behaviordemand information search, i.e., information has a crucial role in the process. Their search is forrelevant product information and response to products, which may consciously meet their needs(Lawson, 1997; Zaicjkowsky, 1991). Even the earliest models evolved on buying behavior alsosuggest the significance of information. For example, the models of buying behavior suggested in1960s, especially by Andreason (1965), recognize the importance of information in the buyingbehavour process along with the importance of consumer attitudes. The importance of informationsearch has gained momentum and increased importance in this era of high end technology.Obviously, the role of interactive ICT tools has the remarkable significance, in this context. Suchtools enable consumers to find out more information about products and services more easily,efficiently and, more importantly, from the comfort of their homes (Schiffman & Kanuk, 2009).Studies in the context of role of ICT in buying behavior seem rare, where as the studies on thederivative of it, such as online buying behavior are relatively more.The experience of buying and consuming tourism products, especially a holiday package will bevery different from the purchase of common products like Car, food, etc. It is likely to dedicatemuch more time and involve more careful consideration and selection especially when the cost isvery high. In addition to the determinants in buying behaviour of common products, touristdestination selection includes a number of other factors (Yale, 1995). For example, health statusof the traveller as well as his family members may have to be considered by the potential touristwhile he takes a decision for travel. VISA requirements for travelling to a foreign country can beconsidered as another factor. Also the destination reflects the holidaymakers' personality, whichmay make the decision making further complex. Horner and Swarbrooke (2007) made an attemptto list the reasons for the high involvement in purchase decision making in Tourism and it involves:high consumer commitment; high levels of insecurity linked to intangibility; strong influence ofother people in decision making; long-term decision; high level of information search, and highlevel of emotional significance. A tourist's destination choices are confronted by factors like the'interval of time' which elapsed between purchase and consumption, 'High cost of holiday', anddifficulty of 'knowing what to expect' in a distant, unfamiliar place (Laws, 1997).There are many models describe buying behaviour in Tourism as well. For example Middleton andClark (2001) presented an adapted model called the 'Stimulus-response' model. It is based on fourinteractive components, in which the main component is shown as 'buyer characteristics and

-60Tourism Innovationsdecision processes'. Some others like, Wahab, and others (1976), and Mathieson and Wall (1982)suggested models almost similar to the models discussed above, with a series of a sequentialstages in the decision making process. There are many other studies and opinions on the wayconsumers make decision and consume the product but due to the space constraints, many arenot being discussed.Tourist has to consider various aspects while taking a decision. These can be considered asdifferent decisions to be taken care of while the tourist in the stage of decision making. Horner andSwarbrooke (2007) further illustrate that, the decisions for a tourist include aspects related to:which destination (country, region, resort) to choose; which mode of travel (like scheduled air,charter air, ferry, rail, coach, car, bus) to use; which type of accommodation (Eg. serviced or nonserviced)to choose for stay; duration of the holiday; at which time of the year will the holiday betaken; should go with package tour or independent travel, and if choosing package tour, whichoperator to contact. Due to the complexity of making the decision and the inherent characteristicsof the tourism products, information need in each stage for a potential tourist is remarkably high(Cooper et al., 2008; Middleton, 1994; Gilbert, 1991; Swarbrooke and Horner, 2007). It has beenstated that the information provided to a tourist by the industry becomes part of the information thatdetermines a holiday-maker's expectations as well (Cliff & Ryan, 2002). Destination Image is a keyfactor in Tourist Buying Behavior (Pierce, 1982). Information is a valuable concept in imageunderstanding and the destination choice process (Marlina, et.al, 2010).The tourist will go for internal as well as external information sources (Dileep, 2011; Gursoy & McCleary, 2004). Tourists use external information sources as an initial step while planning theirholiday travel (Goossens, 1994). Influence of external information sources also vary in terms ofpreferences of tourists (Milman & Pizam, 1995). Many sources of information are there, that havedifferent degree of relevance for different people. For example, 'Word of Mouth' is an importantsource of information for travel decision making and is highly relied information as well (Oona &Michai, 2011). At the same time the official website of a destination may be more reliable source ofinformation for a potential tourist compared to a website of a commercial tour operation firm.As discussed before, when relevance of information increases, the role of ICT will also increase.Information Technology is the life blood of tourism industry (Sheldon, 2003) as the components ofit are at the forefront of users of new information and communication technology, especially for thedissemination of information for both informing as well as for persuading the consumer. ICT isreported to have an influence in one way or other, in the decision making process of a tourist. Forinstance, a recent study and a consequent declaration of White paper titled 'Corporate Travel:Convergence of Travel and Technology 2012' by Thomas Cook India Ltd., reveals that the TravelPurchase cycle has been undergoing a rapid transformation, with innovation in supplierdistribution, fast changing aspiration and expectations and the emerging influence of socialmedia. The influence of social media is also on selection of channel, products and brands (TCIL2012). For example the internet has the capacity to support all dimensions of information searchfor operational, spatial and temporal services (Hadjiphanis & Christou, 2006). The first aspect of itrefers to the variety of product information sources the consumer chooses to use as part of theirinvestigation for goods and services. The second one, spatial, is related to internal and externalinformation sources. The third one refers to the time between a consumer's initial thoughts aboutbuying the product and the actual purchase itself. The internet offers various technology solutionsin the form of search tools such as search engines, browsers and intelligent agents and the use ofbook mark, etc., all of which go to support the operational, spatial and temporal dimensions ofconsumer's information search (Hadjiphanis & Christou, 2006). The role and relevance oftechnology changed over the past two decades. The latest tools offer increased opportunities and

ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIOR-61scope for the latest and more relevant information sources for the tourist (Andereck & Caldwell,1993; Capella & Greco, 1987; Snepenger & Snepenger, 1993), though the sources of informationmay be different for different people (Molina et al., 2010).The above discussion makes it a point that tourists, similar to other consumers pass throughvarious stages while making a decision to go for a tour and there are many aspects to consider inthe process. Tourists, due to the inherent characteristics of the products that are going to beconsumed, require large amount and varied types of information and hence ICT have an importantrole to play. There are some contradictory views to the concept of decision making as an idealprocess consisting of sequential stages. Such views revolve around the idea that all decisionsmade by tourists are not a result of a formal decision making process (Swarbrooke & Horner,2007). For instance, in the case of last minute sale of an airline ticket or in the case of an Incentiveholiday provided by a corporate firm for its employee, there may be different processes or stagesin the buying behavior. Though such views are there, the literature greatly supports the concept ofbuying behavior as discussed. Hence, the study is followed on the basis of the theoreticalframework which consists of buying behavior with stages such as: need recognition/arousal oftravel stimuli, information search, formation of alternative choices, evaluation of alternatives,selection of the most suitable, consumption, and post purchase actions.1.3. Research MethodologyHaving a descriptive research approach, the study is undertaken using both primary andsecondary data. Extensive literature review was undertaken in order to collect the secondary data.A theoretical framework was formed so as to proceed with the investigation. A Delphi study wasemployed in order to examine the events and occasions associated with buying behavior of atourist where the interactive ICT tools have influence in different ways and manners, and to find outthe roles that are being played by them in tourist buying behavior. The Delphi technique is usuallyundertaken as a group communication process that aims to achieve a convergence of opinion on aspecific real-world issue (Dalkey, 1972). A pilot study was undertaken on a rather small sampleconsisting of 46 Omani (sultanate of Oman) tourists and the findings paved the basis for framing25 variables to form the questionnaire that was used as the instrument for the survey. Thesevariables have been put forward before 40 experts in order to obtain their degree of agreement ordisagreement in a five point scale, which includes strongly agree, agree, no opinion, disagree andstrongly disagree (Likert's scale). Respondents have been drawn carefully from different areasand they mainly include travel and tour professionals, travel technology professionals as well astourists. Three rounds of survey have been undertaken to get consensus on all the variables.There are different tools that can be used to analyze the data in Delphi study and of which Meanand Interquartile range constitute some suitable tools (Hill & Fowles, 1975; Eckman, 1983;Jacobs, 1996). Though percentage was calculated, median as well as interquartile are taken andthe interquartile range has been considered for consensus of the experts.1.4. Findings and AnalysisThe analysis of the data from the pilot study is as follows. As mentioned before, 50 respondentshave been approached for the survey and among them, forty six have responded well. Amongthose, sixty three percent of them are men and the remaining are women. Regarding the agegroup, twenty one (45 %) are in the age group between 21 and 25, and 11 (24%) are in between 26and 30 years of age. Eight (17%) are in the age group between 31 and 35, two are between 36 and40 and the remaining (4) are less than 20 years. This means that the majority of them belong to theage group between age 21 and 30 yrs. Regarding occupation, 12 (26%) of them are students, 16(35%) are government employees, 6 (13%) are working in the private sector, 2 (4%) are

-62Tourism Innovationsunemployed, 6 (13%) have own business and four belong to other categories. All of them areeducated. Majority are bachelor degree holders (20-40%), followed by post graduates (12) anddiploma holders (8) and six are having education up to grade 12. Among the respondents, thirtythree (72%) have travelled more than twice to foreign countries for visiting. The responses againstthe variables given in the questionnaire are discussed in brief, due to have brevity and also thedetailed discussion on various roles is there in the next section. Regarding the use of socialnetworks by them, all other than ten (22%) have an account in a major network like facebook.Also, when they travelled outside the country, except three of them, all have carried mobile phonesduring the holiday period. Regarding the variable on dependence of Websites for gettinginformation, except 8 percent of them, all have visited different websites during the process of theirdecision making for travel. More than 90 percent of the respondents opine that ICT tools in oneway or other was depended by him or her at the time of decision making. They have visitedwebsites for getting details about various tour options, facilities available, climate conditions,places to visit and the like. Even when they interacted with friends over social networks, that gaveinnovative ideas for holidays as well as inspiration for taking trips to particular places. Internet hasbeen used extensively for gathering information regarding travel and holidays by the vast majorityof them. They could gather different types of options for taking tour, to stay, to travel, as well as toshop. Indeed, some of the sites they visited were useful for comparing prices as well as the qualityof the services of various hospitality and tourism products. This process helped most of therespondents (87%) to take a suitable decision for taking a tour. Also, even after decision making,they sought the assistance of various ICTs in order to interact with friends, service providers, etc.In addition to the above events and occasions where ICT intervention can be sought, through thequestionnaire, an attempt has been done to find out the major information sources of the Omanitourists (rank one represents maximum number of first preferences by respondents ) while takingthe decision to travel and the findings is furnished in table 01Table 01Major Information sources for Omani touristsSl. Information SourcePreferenceNo.1 Websites/web portals I2 Friends and Relatives II3 Social Networks III4 Mobile Communication Tools IV5 Tour Operators/Travel Agencies V6 News Paper/Periodicals VI7 CD ROMs/DVDs VII8 Travel Guides VIII9 Television Services IXSource: Self surveyThe table 01 reveals that latest ICT tools are of high importance as source of information in touristdecision making. Here, one thing noted is that Travel Guide books are of lowest priority as a sourceof information compared to the western societies, where travel guide books constitute veryrelevant source of information for tourists. The findings that are discussed above and the literaturereview paved the way for framing the variables in the questionnaire, which was the instrument ofdata collection as part of the Delphi study.

ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIOR-631.4.1.1. Influence of ICTs in Tourist Buying BehaviorAs all of us are aware, ICT developments have impacted almost all spheres of human life. Theinfluence of ICT is increasingly significant in business processes and the rapid evolution andexpansion of social media over the past a decade or so is creating new waves in interpersonalinteraction. This has greatly benefited travel and tourism sector as well. As a result of theemergence of this new 'soft force' called social media, a more structured influence is realigningand recasting the behavioral aspects and decision making of travelers and tourists (ThomasCook, 2012). In order to get a general view on this perspective, the first section was structured in away to get the view of the experts on the influence of ICT on buying behavior of tourists, in general.All the variables gained consensus of the experts in second round itself(Table 02).Influence of ICT in Travel Buying BehaviorSl.No Variable/Statement Mean Inter quartilerange1 The Tourism purchase process is undergoing arapid transformation along with technologicaladvancements2 As the power of computing shifts from the desktopto the handheld devices, tourists also increasinglyuse latest applications and utilities3 ICTs influence all stages of buying behavior, inone way or other, of a tourist4 Potential tourists make use of ICT tools directly aswell as indirectly3.8 13.2 14 003.6 2The Tourism/travel purchase process is undergoing a rapid transformation, with innovation insupplier distribution, fast changing aspiration and expectations and the emerging influence of ICT,particularly of Social media. Computers as well as mobile telecommunication devices are gettingmore and handier, which denotes a shift in the type of devices used by people for variouspurposes. Palmtops or tabs and mobile phones with new and newer applications are in place,replacing Desktops. These give increased usage of such devices, especially for communicationand entertainment purposes. Community of all sorts, especially travelers and tourists are nowusing Apps, Social Media, and other latest technology solutions to plan their tours/holidays as well.Convenience, ease, as well as simplicity are driving influences for the purchase decision. Takinginto consideration of the changing scenario in the application of interactive ICTs, it can be statedthat they, by and large, have a significant role in all stages of buying behavior of a tourist, in oneway or other.The influence/dependence on ICTs by the potential tourist can be either Direct or Indirect. Forinstance, potential tourist's search over Internet for information in order to take travel decision canbe considered Direct influence. On the other hand, the same person may use ICT tools tocommunicate with 'Friends and Relatives' with the intention of getting information on destination oraccommodation options. In this case, ICTs act merely as communication tools as the source ofinformation is not technology related. Here, the influence or dependence of ICT can be termedIndirect.Roles of ICTs in different stages of Tourist Buying Behavior are discussed below.1.4.1.2. Need identification

-64Tourism InnovationsThis section consists of four variables which were formed with the objective to get consensus onthe influence of ICTs as a stimulator or identifier of Need for travel. Need identification or stimulirecognition is considered the first stage in the buying behavior process. The experts have come toa consensus on all the issues raised (Table 03), in two rounds of survey.Sl.NoTable 03Identification of Need for travelInternet influence on people in this regard can be in the form of 'stimuli arousal' (Middleton andClarke, 2001) or sometimes referred to as 'need recognition' (Mathieson and Wall, 1982). Therecan be many instances to mention as how Internet takes this role. For example, when onepotential traveler is using a social network, he may be forced to see the travel stories, comments,photos, and videos of visits made by friends or relatives. A friend can simply highlight his/herawesome experience which he had while he/she visited a resort. This can pose an appeal to onefor a need identification/arousal. Sometimes, whilst one surfs through various sites, he/she maysubject to watch VR images, photos and videos of some attractions. In certain other cases, thepotential traveler may go through some travel sites/blogs also. All such can cause an arousal ofneed for travel or identification of a need in order to take a holiday. In addition to Social Networkingsites, other major Internet based tools such as online ads, other visual displays, travel relatedblogs, websites with travelogues or travel stories, and the like, are also some of the major tools thatinfluence potential tourists during the stage of need recognition. This gives the inference that thelatest interactive ICTs are of some influence for the potential tourists in identifying the need fortravel.1.4.1.3. Information SearchVariable s/Statement s Mean Interquartilerange1 ICT tools have the potential toinfluence one to think oftaking a taking a holiday2 Internet based promotiontechniques may give a travelstimulation3 Social Networking sitessometimes enable one toidentify travel ‘need’4 In total, ICT tools may help toidentify/ stimulate the ‘need’ ofa person to go for atour/holiday4.2 23.6 13.2 03.8 1The use ICTs as a source of Information for taking a suitable decision is the focus of this section,which includes five variables (Table 04) with different dimensions. The need for travel has alwaysbeen fulfilled with guidance and information. The technology tools enable the transition frompublished guides to electronic maps and web pages. Internet is considered the most convenientand economical form of technology tool for a consumer for intensive information search. Potentialtourist can depend on Internet for getting information on various tourism options, like destinationsand attractions to visit, facilities available, transport and accommodation options, tour packagesavailable, and the similar information relevant to the tour. Information is the most vital element inany sort of travel itinerary, whether it is on the choice of a hotel, an airline, the destination, or thetour itself.

ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIOR-65SlNoTable 04Search for InformationStatements/Variables Mean Interquartilerange1 Internet offers the most convenient andeconomical medium for informationsearch.2 Websites constitute one of the mostpopular sources of information3 ICT tools can also be used forinformation search from non ICTsources as well4 Latest handheld devices like Tabsmakes information search more easyand convenient.5 In total, ICTs, act as a majorinformation source for potential tourists2.8 003.2 13.6 23 23.8 00The amount of information one can access through internet is extensive and this makes theInternet the most popular information search tool for the potential tourist. Information is availableon Internet in various websites, which are available in plenty. Some of them give authenticinformation where as some others give superficial or sometimes unreliable information. The studydone by Thomas Cook (Tour Operation Company) reports that that a single site is unable toprovide all of the travel information and potential tourist chooses to visit multiple web sites; forinstance, around 67% of the respondents of that study visited a minimum of two sites and around35% visited three sites in search of travel information (Thomas Cook, 2012). As far as Internet isconsidered, in addition to the text based searches, new trends are emerging like map basedinteractive search, video based content and natural language interface. To get more reliableinformation for a potential tourist, he/she can interact with friends and relatives for requiredinformation on various tour/travel options/tourism products using ICT tools, which denotes theindirect dependence on ICTs. Peer groups, social communities, etc. are also provide very reliableinformation sources for a potential tourist. As technology is advancing, the devices used forsearching information are getting smaller and smaller and handier as well. This gives them moreease in order to access Internet or to get more information from various sources using ICTs. Thisdiscussion clearly demonstrates the point that ICTs constitute one of the most important sourcesof information for a potential tourist while taking a decision to travel.1.4.1.4. Formation of alternativesAs per the theoretical framework, soon after gathering information from various sources, thepotential consumer may opt for forming alternatives. This aspect is the focus of the next section.Two variables were (Table 05) given in order to gather opinion. First variable- advertisements/other visual displays / travel related blogs / travel stories on websites may have influenced touristin identifying the destinations and attractions to visit-has obtained consensus in the initial rounditself. Similar to information search, due to enormity of information availability, the potential touristcan seek and form alternatives as per his/her needs and interests using website based informationand services. In fact there are so many websites with Recommender Systems or with tourplanning softwares as well (Dileep 2011; Buhalis and Licata, 2002), which can enable a potentialtourist to identify the options that he/she likes. This reveals that cyber tools can play a crucial role

-66Tourism Innovationsin the identification of different destination and attractions, a stage that can be labeled as the'formation of alternatives'.Table 05Formation of alternativesSl.No. Statements/Variables Mean InterQuartilerange1 Online promotions may help one tourist to findout various options on travel and tourismactivities2 ICT tools, especially Internet has the potentialfor providing travel options for a tourist tomake enough alternatives for travel/tour3.2 13 1The following variable- 'Internet has the potential for providing travel options for a tourist to makeenough alternatives for travel/tour' was also included for the response with a different dimension ofthe above objective. As gained consensus in the initial round itself, it further cements the opinionthat Internet is a key tool with regard to the formation of alternatives in the process of decisionmaking.1.4.1.5. Evaluation of Alternatives and SelectionThe formation of alternatives is followed by evaluation of alternatives. Here, in order to get theopinion of the experts on the use of ICTs pertaining to the evaluation of alternatives formed and forthe selection of the most suitable alternative according to his/her needs and wants, four variableswere given (Table 06). All the opinions were given consent by the experts in two rounds. The firstvariable deals with the use of Internet as a medium for comparison of alternatives. After gatheringtravel options or tour alternatives, one potential tourist can take the help of ICT tools like Internet tocompare the options/alternatives by visiting websites of different companies to see the prices,facilities, ratings, etc. Travel experiences shared on social sites also help customers weigh outtheir travel choices. The rate of accessing Internet for gathering information in order to compareproducts and services, is on the increase. This gives the inference that even after the 'informationsearch' and 'formation of alternatives' stages, the respondents may depend on Internet and someother ICT tools for evaluation of the alternatives. The potential tourist will be using the internet forevaluating the price, product features, benefits of each option, and the like. There are manywebsites where customers can rate the performance of the products they consumed and tourismproduct rating sites are commonly seen in Cyber space.Table 06Evaluation of Alternatives and SelectionSl.No.Statements/Variable Mean InterQuartile range1 Following formation of alternatives, a potential tourist 4 1can take the help of ICT tools like Internet to comparethe options/alternatives2 The help of friends and relatives can also be obtained 3.8 00in evaluating the alternatives, with the support of ICTs3 Customer ratings about hotels and other tourism 3.6 2products in the Internet can be taken for evaluation4 Altogether, ICTs are useful for a potential tourist tocompare and to select the suitable option28 1

ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIOR-67Usually, 'Friends and Relatives' is also an important source of information, reliable advices andsuggestions. Here also, emails, social networks, mobile devices and the similar latest interactivetools are used in order to get the opinion to compare the available options. Here, ICTs take theindirect role in the buying behavior process. The next variable is an extension of the first one and itis about the use of Internet to evaluate the alternatives once the potential consumer gathersinformation and forms the alternatives. Consumer ratings and opinion sharing are common in thehospitality sector. As hospitality sector consists of intangible products, featured with variability inservice performance; the curious potential consumer may go in order to find out the opinions ofpast customers in the relevant websites. Going through many of such comments and opinionswould give a hint about the quality and performance of the product. The last variable in this sectionis a summary of former two variables. Altogether, this analysis reveals that ICTs are useful for apotential tourist to compare various travel/tour options and to select the suitable option while atourist takes a decision to travel or tour.1.4.1.6. ConsumptionThe influence of ICT tools in buying behavior does not end either by information search or bymaking a choice of what to buy. Through this section, an attempt was done to gather the opinion ondependence or use of latest interactive technology tools during the process of consumption of thetourism and hospitality products. In three rounds of survey, consensus was gained. Whileconsuming those products, tourists are in a strange environment and that makes them seekingaccurate, latest and reliable information for a better feel and hassle free consumption. This aspectis the focus of the variables in this section. The first variable -the tourist, while travelling can useICT tools for communicating with the industry like hotels, tour operator, airline for various purposesincluding for further clarification or making changes, etc.- is one dimension of ICT use whileconsuming the tourism product. It is inevitable for a tourist to have interactive communication withorganizers, service providers, principals, and other related industries, especially due to theinherent characteristics of the tourism products. For example, while tourist is on a holiday, he/shemay try to get information from hotel employees/tour escorts/guides over mails or mobile phonesfor some additional information or for further clarification. Also in the case of package tour, it isbetter to have or may become essential to interact with one another, particularly when it is anaffinity group. Here ICTs have a role to play. This denotes that the tourists even at the stage ofconsumption of the products also depend on latest interactive technology tools as part of theconsumption of the product. Also, the tourist may get in touch with family members to know theirhealth status or any other personal information, using latest interactive technologies. Suchinformation may be vital for him/her to minimize the risk of consumption and to enjoy theexperience with peace. In air transport, for instance, the ICT integration is very high and itseffective integration and utilization helps a tourist to facilitate the consumption of the productsmoothly. These were the essence of the two variables given. The inference is that, the role of ICTtools turn out to be facilitative.

-68Tourism InnovationsTable 07Consumption stageSl.No.Statements/Variable Mean InterQuartile range1 While on tour, tourist can make use of ICT tools for 3.4 00communicating with the industry2 Also, the tourist can use ICTs to interact with other tour 3.2 2members, tour leader, etc.3 In addition, the tourist can communicate with people back 4 2home and workplace using ICTs, while on tour4 The tourist, while on tour can make use of ICT tools for 3.2 2entertainment/pleasure purposes as well.5 Altogether, ICTs can be useful for facilitating the consumptionof the tourism products as well as for enhancing theexperience of tourist3 1The fourth variable in this section also deals with dependence on ICTs during consumption, butfrom a different perspective. The variable- tourist, while travelling or in the course of tour, can usedifferent ICT enabled entertainment options whenever they are not engaged in other activities (Eg:play online games while onboard flight, chat with friends while in hotel room, etc), was includedwith that objective. Interactive ICT tools like PDAs, social networks, digital games throughinternet, internet based magazines, etc. can be used by tourists while travelling in a train or flight orwhile taking rest in hotel rooms. Or they can enjoy simulated environments. This helps them toenjoy better instead of spending the time idle. It denotes that the tourist experience is enhancedfurther due to the use of ICT tools, and this forms another dimension of the use of latest ICT tools inthe consumption stage. The last variable is rather the combined quintessence of other fourvariables and it reveals that ICTs can be useful for facilitating the consumption of the tourismproducts as well as for enhancing the experience of tourist.1.4.1.7. Post-consumption stageIn the post-consumption stage also, technology tools have the role to play, like, while sharing thedigital photos through social networks, using ICTs to preserve the precious memories throughvideo clips, photos, etc. This was the variable given and consensus was obtained in the first rounditself. Customer offers feedback to the industry, provide ratings in websites on services andproducts used, etc. Some of the tourists write travel stories, travelogues, and publish in websites.All such also constitute a kind of use of ICTs in the post consumption stage. This gives theinference that in the post consumption stage as well, ICTs have role and relevance.Table 08Post Consumption StageSl.No.Statements/VariableMean InterQuartile range1 After the tour, the tourist m ay use ICTs to sustain 3.4 1memories, to share the experiences, etc.2 Tourists can offer feedback etc using ICTs 3.8 11.5. Summary of Findings and ConclusionICT has an inevitable role in each and every business activity and the role of it in travel buyingbehavior is rather an obvious factor. Tourism is a sector dominated by intangible products whichmakes the information need extremely high for the tourist in various stages of decision making,

ROLE OF INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) IN TOURIST BUYING BEHAVIOR-69and consequently the relevance of ICT is also very high. Against this context, this study wasundertaken in order to examine the roles of ICTs in the decision making process of a potentialtourist using Delphi technique. The study reiterates the fact that ICTs have multidimensional rolesin the buying behavior of outbound tourists. The influence of it is not just in the stages of decisionmaking, rather it extends beyond that, even up to the post-consumption stage as well. Summary ofthe findings is as follows;Tourists make use of ICTs for different proposes throughout the process of buying behavior.ICT tools have significant role and impact in every stage of buying behavior of a tourist. Inthe first stage, some of these tools act as a stimulator of travel needs. In the informationsearch stage, he/she extensively depends on ICT tools. This is followed by dependence ontools like the Internet for the formation of alternatives as well as for evaluation ofalternatives. This will eventually result in making the choice with regard to travel. Inconsumption stage, the tourist takes the help of latest communication tools in order toconsume the product rather more easily and conveniently, as well as for enhancing thetouristic experience. In addition, in the post consumption stage, the dependence on ICTscan be seen in sharing information, in giving feedback, and recollecting as well as insustaining memories.The dependence of a tourist on ICTs in the process of buying behavior is both direct andindirect. 'Direct' is ubiquitous when a potential tourist depends on such tools as the primarysource of information. Eg: A potential tourist searches internet to find out variousdestination options. 'Indirect' represents an occasion when he/she depends on otherinformation sources like friends and relatives, but communicates/interacts using ICTs.In addition to the direct and indirect dependence on ICTs, as part of buying behavior, theFigure 10

-70Tourism Innovationstourist depends on such tools as a 'facilitator' of consumption of the product and 'enhancer'of tourist experience. For example; during the travel process, a tourist can use interactiveICT tools for watching movie, playing games, or the ordering of food when he/she is in thehotel room, and the like. The roles of ICTs such as 'enhancer' of consumption experience('tourist experience') and 'facilitator' of consumption are quite significant and dragsincreased attention as these roles may not be of much relevance in the context of productswhich are tangible in nature.The roles of ICTs in the buying behavior of a potential tourist, based on this study can besummed up as the following (shown in figure 01)Stimulator of NeedsInformation sourceTool for evaluation of alternativesCost effective Medium for interactive communicationFacilitator of consumption of the productEnhancer of tourist experienceHence, the above discussions state that the role of ICTs is in many ways: a stimulator of need,information source, tool for evaluation of alternatives, and a cost effective medium for interactivecommunication. It also facilitates the consumption of the product and enhances the touristexperience. The findings have few limitations, particularly due to the following reasons. The studyis rather based on opinion of experts mainly. The influence of each area of ICT, say, socialnetworking sites has not been examined in detail. In addition, the study has been done from thetheoretical background that the travel decision making takes place as a process of sequentialstages as suggested by models of buying behavior. This may not be the same for many, like in thecase of business tourism or last minute decisions of an executive for travel. Hence, thegeneralization of the findings is limited with the above reasons.The study opens up further areas for research like ICTs usage pattern by tourists while making adecision to travel, use by different age groups, by people who belong to different educational,social or cultural backgrounds. How they are used by different types of travelers, differences in useby those who have different buying behavior processes, and the like. Also, areas like the depth ofuse and depth of influence of ICTs, how each ICT tools are influencing tourists in their decisions totravel and the like are there to explore and analyze further. Also, comparative studies betweendifferent regions with the above focus can also be taken up for further researches.References:-1. Andereck, K. L. and Caldwell, L.L. (1993) The Influence of Tourist Characteristics on Ratings of InformationSources for an Attraction, Journal of Tourism Marketing, 2(2/3), 171-189.2. Andreasen, A.R. (1965) 'Attitude and Consumer Behavior: A Decision Model in New Research', in L.E.Preston (ed.) Marketing, pp. 1-16. Berkeley, CA: Institute of Business and Economic Research, University ofCalifornia.3. Baker, J. M. and Abu-Ismail, F. (2004) Organizational Buying Behaviour in the Gulf, Fouad, InternationalMarketing Review, 10 (6 ).4. Buhalis, D. (2003) eTourism: information technology for strategic tourism management, London, Pearson

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Tourism InnovationsVolume 2, No. 1. August 2013AbstractThe present study is undertaken tofind out the factors affectingimplementation of customerrelationship management (CRM) inthe tourism industry of Punjab. Thestudy was based on data collectedfrom 118 enterprises with the helpo f e - m a i l s & i n t e r v i e w s . Astructured questionnaire wasadministered to collect data aboutthe managerial areas of CRM aswell as characteristics of the hotels,restaurants and travel agents. Thequestionnaire used 5-point likertscale and statistical tools likeFactor analysis and correlation &regression analysis were used fordata analysis. The results of thestudy reveal that infrastructure,business dynamics, customerrelations and quality factors affectCRM. The study observed thatinadequate budget, lack ofmanagement support act asbiggest hurdle in implementation ofCRM in tourism industry in Punjab.The study provides an insight intothe shortcomings leading toerection of barriers in properimplementation of CRM andprovides suggestion to the tourismindustry in Punjab to overcomethese shortcoming and barriers.Keywords: Customerrelationship management(CRM); Punjab; factoranalysisCUSTOMER RELATIONSHIP MANAGEMENT IN TOURISMINDUSTRY IN PUNJABNitesh Goyal,Asstt. Prof, DAV College Sector-10, ChandigarhSanjeev SharmaDirector, UIAMS, Panjab University ChandigarhINTRODUCTIONDeveloping lasting relationship with customers is a sine qua non forsuccessful survival of any enterprise. Favorable inclination of asatisfied customer manifests itself not only in repeated transactionsbut also recommendations through word of mouth. Tourism industryis facing a stiff competition in India. Availability of a number ofplayers has reduced the switching costs to such an extent thatcustomer do not feel hesitant in choosing some other tour operator oragent. The competitor may provide them a better, quicker andcheaper option. It is thus paramount for enterprises in tourismindustry to develop a lasting relationship with the customers. Acustomer relationship management program can be developedaround quality services. Present study is an attempt to find out thefactors affecting implementation of customer relationshipmanagement (CRM) by the tourism industry in Punjab.Managing customer relationships in an organized manner as anessential element of business strategy; requires integration of tools,software, databases besides efficient use of available recourses.The focus of CRM philosophy is to enhance growth prospectsthrough continuous interaction, monitoring changing needs andaspirations of the customers, integrating feedback system intoorganization's decision making process. Thus, CRM aims atdeveloping unified policies, processes, and strategies to facilitatecustomer interactions. A good CRM programme must includeoperational component on how the data would be collected from thecustomer; analytical component on how the collected data would beanalyzed, intelligence component on managerial tasks which have tobe performed based and collaborative component on how toenhance log term interactions with the customers.Moreover, Globalization, increasing competition and advances in IThas made the companies to focus more on managing customerrelationships in order to maximize its revenues. Therefore, there is amajor change in the way companies organize themselves, asbusinesses switch from product- based to customer-basedstructures. A key driver of this change is the advent of CRM which isunderpinned by information and communication technologies (Ryals& Knox, 2001).CRM is the key competitive strategy that the business houses needto tackle to meet the needs of the customers and to integrate acustomer centric approach throughout the organization. With the

-74Tourism Innovationshelp of IT, businesses are now able to come closer to the customer and maintain long-termrelationships. Thus, deploying CRM initiatives has become very common.Concept of customer realtion is not new and has been well recognized for a long time by variousmanagement gurus such as Peter F. Drucker. Customer relationships play a key role in thecompetence development and businesses are now accepting CRM as a major element of theoverall business strategy. To survive in the global markets, customer has to be given utmostimportant and long term relationships need to e maintained. It is known that it takes up to five timesmore money to acquire a new customer than to get an existing customer to make a new purchase.Moreover, a dissatisfied customer causes much more harm than benefit gained from a satisfiedcustomer. It is therefore no surprise that CRM is an important topic of conversation in businessworld (Feinberg, Kadam, Hokam, & Kim, 2002).CRM focus on managing the relationship between a business and its current and prospectivecustomer base as a key to success (Gebert et al., 2002; Falk, 2004). All members of theorganization must understand and support the shared values required for CRM (Rygielski et al.,2002; Piccoli et al., 2003).To be effective, a CRM strategy must encompass and integrate all customer-facing activities. Itshould ensure that no matter where, when, or how a customer interacts with the company, thecontact is personalized, consistent, and demonstrates that the company knows and values thatcustomer. Business benefits include (Andrade, 2003):1. Gathering and integrating information on customers.2. Nurturing and maintaining company's customer base.3. Developing a closer relationship with customers.4. Increasing customer satisfaction.5. Declining customer acquisition costs.6. Ensuring sustainable competitive advantage.7. Maximizing profitability due to increased sales.8. Increasing customer loyalty as a result of more personal and efficient service.9. Enabling micro-segmentation of markets according to customers' needs and wants.10. Collaborating with customers for joint value-creation.11. Acquiring well-accepted outcomes of data-mining activities.12. Supporting effective sales efforts through better management of the sales process.Consequently, rapid changes on the competitive environment have forced enterprises to rethinkthe way they do business. Therefore, CRM is considered an effective option (Feinberg et al.,2002). But, because of globalization and developments in information technologies, CRMapplications are becoming more multifunction (Karimi, Somers, & Gupta, 2001).REVIEW OF LITERATUREZeithaml et al. (1988) identified an exhaustive list of factors affecting the magnitude and directionof four gaps on the marketer's side of their service quality model. The gaps were namely, a)Difference between consumer expectations and the management perceptions of consumerexpectations; b) management perception-service quality specification gap; c) service qualityspecification-service delivery gap; d) difference between service delivery and externalcommunications. Zeithaml et al. (1996) developed a conceptual model of impact of service qualityon behaviour of customers in terms of their retention. Results of the study revealed a difference inthe quality intentions with different behaviours.Day and Van Den Bulte (2002) has defined CRM as a cross-functional process for achieving acontinuing dialogue with customers, across all their contact and access points, with personalized

CUSTOMER RELATIONSHIP MANAGEMENTIN TOURISM INDUSTRY IN PUNJAB-75treatment of the most valuable customers, to increase customer retention and the effectiveness ofmarketing initiatives.Bull (2003) highlighted complex and holistic process involved in CRM implementation as well asintegration of information technologies through a case study of UK-based manufacturingcompany. He recommended participative leadership, sourcing, targeting and evaluationstrategies for its effective implementation.Lindgreen & Antioco (2005) recommended five phases of CRM programme development i.e.testing, founding, building, doing and ongoing. Xu & Walton (2005) examined how analytical CRMsystems are implemented with a focus on strategic application to support customer knowledgeacquisition and how such a system can be developed. They developed a conceptual model of ananalytical CRM system for customer knowledge acquisition. Findings of the study revealed thatCRM systems were dominated by call centres. The application of analytical CRM was found to below, and the provision of such systems was limited to a few leading software vendors only.Nguyen et al. (2007) viewed customer relationship management (CRM) as an information systemthat tracks customers' interactions with the organization and allows employees to instantly pull upinformation about the customers. Findings of the study revealed that CRM system stores allinformation about the customers in a database and uses this data to coordinate between variousfunctions of a business organization so as to work smoothly to best serve their customers' needs.They recommended strategies for successful implementation of CRM and also discussed barriersto CRM in e-business and m-business.Johns & Perrott (2008) investigated how technology has dramatically altered the way businessesoperate in a business-to-business (B2B) context and has had profound influences on services,altering the way services are delivered. The paper explored the impact of the use of internetbanking on business relationships. Findings revealed that the relationship is dependent onperception of extent of technology used.Ada et al. (2010) investigated how hotels are implementing customer relationship management(CRM) practices in their organisation. Researcher conducted interviews with 45 hotel managersfrom 17 hotels. The study revealed that all the hotels were practicing CRM in their organization inone or another goal. However, the most commonly cited goal for CRM is customer retention.Evaluation and control are perceived as very important activities The study can prove to be asource of information for industry practitioners to compare and benchmark their practices and toobtain useful CRM ideas.Chiang (2012) established customers' markets and rules of dynamic customer relationshipmanagement (CRM) systems for online retailers. The paper was an attempt to proposes aprocedure to discover customers' markets and rules, which adopts the recency, frequency,monetary value (RFM) variables, transaction records, and socioeconomic data of the onlineshoppers to be the research variables. The study came out with eight RFM markets and six rules ofonline retailers. Framework proposed by the researcher can support the mangers decisionmaking and device ways to retain the customers within the organization.METHODOLOGYFor the present study, both secondary as well as primary data were used. A questionnaire wasdeveloped and pre-tested. Many studies were used to design the questionnaire for the tourismenterprises (Peppard, 2000; Ryals & Knox, 2001; Kim & Kim, 2005). The questionnaire consistedof 25 items, scored on a 5-point Likert scale with an agree/disagree continuum (1 = stronglydisagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree). The 25 itemCRM instrument had reliability (Cronbach's a) of 0.814. A sample of 200 respondents was

-76Tourism Innovationscollected, but out of which 118 responses were valid and thus analysed. All the respondents werethe enterprises into tourism industry in Punjab. In this study, factor analysis was used to analyzethe relationships among variables. The basic idea of factor analysis is to combine severalvariables into a smaller set of independent variables without loosing the essential information fromthe original dataset. When factor analysis is conducted, the first step is to examine whether thedataset is appropriate for factoring. The following steps can be undertaken (Andersen &Herbertsson, 2003):a) Examine the correlation matrix: High correlations indicate that variables can be groupedinto homogenous sets of variables, and they are thus appropriate for factor analysis.b) Examine Kaiser- Meyer- Olkin measure of overall sampling adequacy (KMO) for eachvariable: The KMO measure provides a means to assess the extent, to which the indicatorsof a construct belong together, i.e. a measure of the homogeneity of variables.c) A regression analysis is used to examine the relationship between variables obtained byfactor analysis. Furthermore, we calculated means and standard deviations for eachvariable and a correlation matrix to test the relationships between variables.RESULTSBefore indicating the factors influencing the customer relations by using factor analysis, Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy was 0.719, which is higher than 0.60, theacceptable limit. Therefore the assumptions for carrying out the factor analysis were met.Six factors were extracted in the unrotated factor solution with eigenvalues over 1. These sixfactors explain 76.2% of the variance. However, interpretation of the factors that are not subject torotation is rarely significant. Two of the items were rejected due to their low communalities in thefirst rotated solution to improve the factor analysis. 9 non-significant variables that have lowloading values were not included in factor analysis. After analyzing the remaining 16 factors, 4factors having a factor loading of 0.50 and eigen value greater than 1 were obtained. These fourfactors explain 74.5% of the variance, which is an acceptable percentage. The compromise isworthwhile because the factor solution is easier to interpret.A varimax rotation was applied which converged in 8 iterations. According to the acceptedguidelines for identifying significant factor loadings, 0.30 was accepted as the cut-off point forinterpretation purposes. The factors which had the highest loadings were taken first into accountwhile naming the factors. Therefore, four factors were identified as the main dimensions underlyingCRM in the tourism sector. The factors are

CUSTOMER RELATIONSHIP MANAGEMENTIN TOURISM INDUSTRY IN PUNJAB-77FACTOR 1: Communication-distribution infrastructure.FACTOR 2: Business dynamics.FACTOR 3: Customer relations.FACTOR 4: Innovation and qualityMean and Standard Deviation were also calculated (table 2) along with correlation analysis(table3) for the four factors. The correlation analysis revealed that there was a significant relationbetween customer relations and other two variables (communication- distribution infrastructureand business dynamics) at the 0.05 level. A significant relation was also found between customerrelations and, innovation and quality (p

-78Tourism InnovationsFactorsFactorloadingsCommunication-distributioninfrastructureDistribution channels’0.686effectivenessDatabase, data mining 0.790Sales force automation 0.778Utilizing travel agencies and0.840tour operatorsDesigning CRM oriented web0.902InitialeigenvaluesVarianceexplained (%)Cronbach's a6.684 44.559 0.950sitesBusiness dynamics 1.733 11.550 0.844Business image 0.786Business activity quality 0.841Intent of gaining competitive0.697advantageCustomer relations 1.634 10.893 0.789Staff training and behaviors 0.767Long-term customer relations 0.648Acquainting customers with0.749utilizing products and servicesIdea of customer retention 0.606Innovation and quality 1.131 7.539 0.747Globalization and recentadvances in informationtechnology0.590Idea of gaining new customers 0.644Product and service quality 0.86374.541APPENDICESTable 1 Results of factor analysis to CRMExtraction method: Principal component analysis, Rotation method:Varimax with Kaiser normalization, Rotation converged in 8 iterationsTable 2: Means, standard deviations and correlations of scalesCommunication-distributioninfrastructureMeanStd. deviation2.792 1.023Business dynamics 3.572 0.781Customer relations 3.128 0.641Innovation and quality 3.931 0.518Table 3: Correlation AnalysisCommunicationdistributioninfrastructure1.000BusinessdynamicsCustomerrelationsInnovationand qualityCommunicationdistributioninfrastructureBusiness dynamics 0.224* 1.000Customer relations 0.311** 0.477** 1.000Innovation and quality 0.212* 0.239* 0.253* 1.000Correlation is significant at the 0.01 level (2-tailed). Correlation is significant at the 0.05level (2-tailed). *p< 0.01. ** p< 0.05

CUSTOMER RELATIONSHIP MANAGEMENTIN TOURISM INDUSTRY IN PUNJABVariableTable 4: The results of regression analysis for customer relationsStandardizedregressioncoefficients (Beta)Std.errort-valuesCommunication-distribution0.196** 0.060 2.040 ** 0.045infrastructureBusiness dynamics 0.406* 0.079 4.199 * 0.000Innovation and quality 0.114 0.119 1.187 0.239Adjusted R 2 0.258R 2 Square 0.284Std. error of the estimate 0.552Significance level 0.000Durbin-Watson 1.790Constant 1.045Dependent variable: Customer relations. *p< 0.01. ** p< 0.05.-79Sig.The barriers to CRMTable 5: The barriers to CRMDisagree(%)Stronglydisagree(%)Neitheragree nordisagree(%)Agree(%)Stronglyagree(%)MeanStd.deviationInadequate supportingbudgets 0.0 8.0 15.9 33.0 35.2 4.03 0.95Lack of seniormanagement commitment 6.8 5.7 13.6 36.4 31.8 3.85 1.17to CRMPoor communication 1.1 6.8 22.7 37.5 22.7 3.81 0.94An absence ofcomplementary customer 4.5 9.1 20.5 33.0 23.9 3.68 1.12management skillsInefficiencies in businessprocess2.3 17.0 15.9 39.8 17.0 3.56 1.07Lack of end-user input atservice stage1.1 17.0 26.1 28.4 20.5 3.53 1.06A lack of standardization 0.0 13.6 36.4 25.0 12.5 3.41 0.92Inter-departmental conflicts 9.1 10.2 21.6 40.9 10.2 3.37 1.15Lack of cultural readiness 22.7 23.9 27.3 14.8 1.1 2.41 1.08

-80Tourism InnovationsBIBLIOGRAPHY1. Ada S. Lo, Lawrence D. Ss, Amy L., (2010) "Customer relationship management for hotels in Hong Kong",International Journal of Contemporary Hospitality Management, 22(2) 139 - 1592. Andrade, S. (2003). Using customer relationship management strategies. Applied Clinical Trials, 37, 37-41.3. Bull, C. (2003), "Strategic issues in customer relationship management (CRM) implementation", BusinessProcess Management. 9(5), 592-602.4. Day, G. S., & Van den Bulte, C. (2002). Superiority in customer relationship management: Consequences forcompetitive advantage and performance. The Wharton School, University of Pennsylvania, 1-49.5. Feinberg, R. A., Kadam, R., Hokam, L., & Kim, I. (2002). The state of electronic customer relationshipmanagement in retailing. International Journal of Retail & Distribution Management, 30 (10), 470-481.6. Gebert, H., Geib, M., Kolbe, L., & Riempp, G. (2002). Towards customer knowledge management: Integratingcustomer relationship management and knowledge management concepts. The second InternationalConference on Electronic Business, Taipei, Taiwan, 10-13 December, 262-272.7. Johns, R.; Perrott, B. (2008), "The Impact of Internet Banking on Business-Customer Relationships (are youbeing self-served?)", International Journal of Bank Marketing. 26(7), 465-482.8. Karimi, J., Somers, T., & Gupta, Y. P. (2001). Impact of information technology management practices oncustomer service. Journal of Management Information Systems, 17(4), 125-158.9. Kim, H., & Kim, W. G. (2005). The relationship between brand equity and firms' performance in luxury hotelsand chain restaurants. Tourism Management, 26, 549-560.10. Lindgreen, A.; Antioco, M. (2005) "Customer relationship management: The Case of a European bank".23(2), 136-154.11. Nguyen, T. H.; Sherif, J. S., Newby, M. (2007) "Strategies for Successful CRM Implementation", InformationManagement & Computer Security. 15(2), 102-115.12. Peppard, J. (2000). Customer relationship management (CRM) in financial services. European ManagementJournal, 18(3), 312-327.13. Piccoli, G., O'connor, P., Capaccioli, C., & Alvarez, R. (2003). Customer relationship management a driver forchange in the structure of the US lodging industry. Cornell Hotel and Restaurant Administration Quarterly, 61,61-73.14. Ryals, L., & Knox, S. (2001). Cross-functional issues in the implementation of relationship marketing throughcustomer relationship management. European Management Journal, 19(5), 534-542.15. Rygielski, C., Wang, J. C., & Yen, D. C. (2002). Data mining techniques for customer relationshipmanagement. Technology in Society, 24, 483-502.16. Sharma, S. & Goyal, N.(2010) Customer Satisfaction with the Hospitality Services: An Exploratory Study.International Journal of Hospitality & Tourism Systems, 3(1), 101-10717. Shum, P.; Bove, L.; Auh, S. (2008) "Employees' Affective Commitment to Change: The key to SuccessfulCRM Implementation", European Journal of Marketing. 42(11/12), 1346-1371.18. Wen-Yu Chiang, (2012) "To establish online shoppers' markets and rules for dynamic CRM systems: Anempirical case study in Taiwan", Internet Research, 22(5), 613 - 62519. Xu, M.; Walton, J. (2005), "Gaining Customer Knowledge through Analytical CRM", Industrial Management &Data Systems. 105(7), 955-971.20. Zeithaml, V. A.; Berry, L. L.; Parasuraman, A. (1988), "Communication and Control Processes in the Deliveryof Service Quality", Journal of Marketing. 52(2), 35-48.21. Zeithaml, V. A.; Berry, L. L.; Parasuraman, A. (1996), "The Behavioral Consequences of Service Quality",Journal of Marketing. 60(2), 31-46.22. Zineldin, M. (2005), "Quality and Customer Relationship Management (CRM) as Competitive Strategy in theSwedish Banking Industry", The TQM Magazine. 17(4), 329-344

Indian Journal of ResearchVolume 2, No. 1. August 2013AbstractP r e v i o u s r e s e a r c h e s h a v enegatively linked stress and jobsatisfaction. Recent researchesconfirm the occurrence of stressrelatedillnesses nearly twice ashigh for women than men. Thepurpose of the study was todetermine the kind of relationshipthat exists between levels of stressand job satisfaction among womenworkers in star hotels of Delhi onthe basis of their marital andparental status. The responses of230 women workers from 40 starhotels of Delhi to a structuredquestionnaire were analyzed. Chisquaretest did not support thehypotheses. Results showed thatwomen workers face domesticstress predominantly and hencethe upward mobility of their careeris put on hold. Further research isdirected towards evolving stressmanagement techniques formarried women workers especiallyfor those having parental status.Key-Words: S t r e s s - j o bsatisfaction - women workers -work/life balance - star hotels -Delhi.STRESS AND JOB SATISFACTION AMONG WOMENWORKERS IN STAR HOTELS OF DELHI: AN ANALYSISSheeba HamidAssociate Professor(Tourism)Department of Commerce, Aligarh Muslim UniversityHira AnwarResearch Scholar, Aligarh Muslim UniversityINTRODUCTIONToday's fast paced lifestyle calls for managing high levels ofcompetition, stress, tension and work/ life balance as reported in(www.timesascent.in, 2009). The high price to pay for this lifestylewreaks havoc on human minds and results in stressed outindividuals. People are not able to manage all the demands on themand buckle under pressure according to (Pandey& Kala, 2008).There is a need to understand that stress brings failure and failurebrings more stress which becomes a vicious cycle, eventuallyr e s u l t i n g i n f a l l i n g p e r f o r m a n c e a s e m p h a s i z e d i n(www.timesascent.in, 2009). Lagging behind in performance can bean issue to the individual (Rajasekhar, 2011).As further pointed outby the author, the individual member goes through humiliation as heis not able to match the performance level of others and sinceperformance alone is the key for any hike one gets in salary orwinning an award, under performance at work leads to low level ofmorale and job satisfaction.Organizations as of now, search for intangible qualities incandidates that add value to the organization. Positive attitude iscertainly topmost according to (Srikrishna, 2011). The authorthereafter points out that companies probe to get deeper insightsinto desirable 'personal traits' during interviews in contemporaryscenario.Stress literature supports that continuous stress can leadto body-mind disorders and also raise the level of job dissatisfactionamong employees (Pandey& Kala, 2008; Rajasekhar, 2011).Although men and women both have proved their mettle in thecorporate world globally but the fact remains that women are in theminority and invisible to quite an extent in leadership roles in India(Hamid, 2008). (www.medicinenet.com, 2011) emphasizes that theroad for illness and job failure is set for most women in India whoaspire to achieve and succeed in their career because they end upbalancing work/life challenges that turn into demands and relaxationturning into feelings of stress. (Taj, 2010) states the reasons for thisillness and failure as the pressure of social and role constraintsimposed upon them by society, family and quite surprisingly bywomen themselves. This is because women in India are still jugglingbetween being 'man on the job' and the otherwise conventional roleof a homemaker. There is no kudos for her exemplary performanceat work unless she is a perfect wife, mother and daughter and so on.Another social reality in India that needs to be mentioned here is thatthere is an increased need for women's earnings consequent uponrise in family expenses. She has been readily accepted as co-

-82Tourism Innovationsbreadwinner but not yet unburdened from her exclusive domestic responsibilities (author'spersonal observation).Research regarding stress and job satisfaction in hospitality industry in India is an understudiedtopic. Delhi, the capital city of India, has witnessed tremendous boom in hotel industry in recentyears especially after hosting Commonwealth Games in 2010. Keeping in mind the increasingrequirements of tourists and the considerable shortage of rooms across Delhi, the Government ofIndia has approved an array of hotel projects at Delhi (www.indianrealtynews.com, 2011). As thecompetitive pressure increases with increasing number of hotels at Delhi, the hotel staff is boundto face plenty of stress in the wake of tighter deadlines, heavier schedules, new projects, pressureto perform at peak levels all the time, expansion of technology resulting in heightened expectationof productivity, constant alertness and following a non-failing star hotel work culture. Owing to thefact that stress owes its origin to a myriad of life and employment related issues, Indian workingwomen already buckling under the twin pressure, as supported by various researches (Hamid,2008; Taj, 2010; and www.medicinenet.com, 2011) are bound to face a tough time in star hotels atDelhi.The study aims to identify the dominant stressors that influence Delhi star hotels' female staff's jobsatisfaction. Therefore, this study was conducted in order to establish some ways and means thatresult in reducing stress and increasing job satisfaction of women workers in star hotels at Delhi.For this purpose, the following hypotheses were formulated:Ho1: There will be no significant variation among the responses of women workers in star hotels atDelhi on the basis of their marital/non-marital status regarding stress and job satisfaction.Ho2: No variation will be observed among the responses of women workers in star hotels at Delhion the basis of their parental/non-parental status regarding stress and job satisfaction.MethodThe present study is based on primary and secondary sources both. Secondary data have beencollected from relevant articles and write-ups appearing in leading business dailies of India.Journals and periodicals have been thoroughly scanned to collect relevant literature in the Indianscenario. Various informative websites, souvenirs and conference proceedings on the subject ofstress management, women's studies and human resources in the Indian backdrop addedsubstance to this work. Primary data, collected through personal observation, discussions andinterviews with different categories of women workers in star hotels of Delhi gave new dimensionsto the study. The study is further based on the structured questionnaire served to differentcategories of women workers in star hotels at Delhi. Forty hotels under study were located mainlyin the airport and city area and few in suburban Delhi. The data presented here are from 230women working in star hotels at Delhi who responded to the questionnaire especially designed toinvestigate the dominant kind of stress that affects their level of job satisfaction. Though it wasextremely challenging to get responses from a large sample from so many hotels but personalcontacts with different managers of various hotels and continuous liaison with the hospitalityindustry personnel by the researcher proved fruitful. The questionnaires were distributed towomen workers through their departmental heads and they were asked to return the filledquestionnaires in the same manner. Out of 280 questionnaires distributed, surprisingly 236 werereturned. 6 were rejected on the basis of inadequate information. In order to monitor the variationamong responses of different categories' respondents, chi-square test was used according torequirement and suitability. For the purpose of this study, women workers in star hotels of Delhiwere categorized as follows:A: UnmarriedB: Married, without childrenC: Married, havingchildrenIt is worth mentioning here that response to the study was encouraging and leads to believe thatwomen in India are slowly learning to become vocal about what they want and deserve both athome and workplace.

STRESS AND JOB SATISFACTION AMONG WOMEN-83WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISResultsColumn 1 of Cumulative Table presents responses of different categories' respondents working instar hotels at Delhi regarding domestic occupations hindering good performance at hotel. Thecalculated value of chi square is higher than table value. Hence null hypotheses are rejected.Column 2 of Cumulative Table provides information regarding conflict between workplace rulesand procedures and domestic commitments. In the table, chi square tests reveal that calculatedvalue of chi square is greater than table value. Hence null hypotheses are rejected.Responses of various categories' respondents are given in column 3 of cumulative table regardingdomestic responsibilities and job challenges in star hotels at Delhi. Table shows that calculatedvalue of chi square is greater than table value. There are significant variations among theresponses from different categories. Hence null hypotheses are rejected.Responses of different categories of respondents regarding requirement for more support athome for being more efficient at work are given in column 4 of cumulative table. It is evident fromtable that calculated value is greater than table value. Variations in responses of the respondentsare noticeable. Null hypotheses are rejected.Column 5 of cumulative table provides responses of the respondents under review with regard toextreme stress symptom of the feeling of being caught in a vicious circle. In table chi square testsmake it evident that calculated value of chi square is greater than table value. Null hypotheses arerejected.Statistical information regarding overload of home and hotel responsibilities is provided in column6 of cumulative table. Result of chi square tests given in table show that calculated value of chisquare is greater than table value. Variances in the responses of different categories' respondentsunder reference are significant. Hence null hypotheses are rejected.Column 7 of cumulative table gives an account of responses of respondents under studyregarding acute stress symptoms (restlessness & insomnia). Chi square results as presented intable make it noticeable that calculated value of chi square is greater than table value. Therefore,null hypotheses are rejected.Responses of the various categories' of respondents under study pertaining to negative feeling oflack of maximum input at work are enlisted in column 8 of cumulative table. Chi square resultsgiven in column 8 of cumulative table show that calculated value of chi square is greater than tablevalue. There are significant variances among the responses of different categories' respondentsunder review. Hence null hypotheses are rejected.Column 9 of cumulative table gives an account of responses of respondents pertaining to lowsense of achievement/low self-esteem indicating low level of job satisfaction. Chi square statisticsgiven in table show that calculated value of chi square is greater than table value. Variances in theresponses of different categories' respondents are significant. Hence null hypotheses arerejected.Column 10 of cumulative table presents statistical information regarding women workers' feelingto work harder to get adequate recognition. The results of chi square tests in table indicate thatcalculated value of chi square is greater than table value. Variation among the responses ofdifferent respondents is significant. Hence null hypotheses are rejected.Thus both null hypotheses are rejected @ 5% level of significance.DiscussionIt is evident from column 1 of cumulative table that category 'B' and 'C' have registered high degreeof domestic stress and most of them find it difficult to manage domestic and professionalresponsibilities without any stress. However, employees of the other category are facing lesserdomestic stress as they have lesser domestic responsibilities. From the responses of therespondents of various categories as evident from column 2 of cumulative table, category 'B' and'C' have confronting domestic and professional commitments. On the other hand, remainingcategories less affected by work/life conflict.It is clear from the statistical information that majority

-84Tourism Innovationsof category 'B' and 'C' find it difficult to face the challenge of their hotel job and domesticresponsibilities due to heavy workload at both the fronts. Column 3 of cumulative table reveals thatwomen employees of other category rarely face such a conflicting situation.It is evident from theresponses in column 4 of cumulative table that women workers from category 'B' and 'C' stronglyfeel that their efficiency at work could be more if they can get more support from home. Therefore itis indicative that domestic stress is adversely affecting the workplace responsibilities of most ofthe married women workers in star hotels at Delhi. The other category under reference is lessaffected by domestic stress. However, it is universal that domestic stress and workers efficiencyare negatively correlated. Column 5 of cumulative table shows majority of category 'B' and 'C' feelthat they are caught in a vicious circle. Degree of stress is highest in case of category 'C'. It islowest in case of category 'A'. Column 6 of cumulative table reveals that married women workersare more stressed than unmarried women workers. Furthermore, category 'C' is more stressedthan category 'B'. Category 'A' has also shown some symptoms of work related stress. Column 7of cumulative table shows that 81 respondents from category 'B' have registered their responsesthat they are unable to sleep. 60 respondents of category 'C' are facing the problem ofrestlessness and insomnia. Category 'A' has shown least symptoms of stress. The degree ofstress in married women workers is more in comparison to unmarried women workers. The sameis true in case of category 'B' and category 'C'. From column 8 of cumulative table, it is discerniblethat majority of category 'B' respondents show signs of low level of self-esteem and jobsatisfaction. Category 'C' has also registered the same pattern of feelings regarding jobsatisfaction and self-esteem. It is interesting to note that maximum respondents under referencehave shown low level of job satisfaction and self-esteem both. It is discernible from column 9 thatmajority of unmarried women workers in star hotels at Delhi have registered negative responsesregarding low level of job satisfaction. However, 75% women workers in category 'B' have agreedthat they feel held back in their professional life. 57 women workers in category 'C' have expressedsimilar views. The majority of women workers under category 'B' and 'C' have agreed that they feelheld back in their professional life. It is an indicative fact that women workers of other twocategories except category 'A' are experiencing low level of self-esteem and low level of jobsatisfaction.Work performed by workers is one of the greatest motivational tools. Responses of womenworkers of different categories working in star hotels at Delhi reveal some very interesting facts incolumn 10 of cumulative table. Out of 52 unmarried women respondents, 29 felt that they need notwork harder to get adequate recognition. Very few unmarried women respondents have agreedthat they are required to put extra efforts to get adequate recognition for their work. However,majority of respondents under the categories 'B' and 'C' have agreed that they need to workharder in order to get adequate recognition for their work.ConclusionsColumn 1 of cumulative table indicates significant variations among the responses, furtherindicating that different categories of respondents experience different degrees of stress and jobsatisfaction both. Column 2of cumulative table indicates confronting domestic and professionalresponsibilities of married women workers whereas unmarried women workers face lesserconflict between hotel rules, procedures and domestic commitments. From column 4 ofcumulative table, it can be inferred that level of stress and degree of job satisfaction is dependenton marital and parental responsibilities of women workers. From column 4 of cumulative table, itmay be deduced that married women workers are more prone to domestic stress affecting hotelresponsibility than unmarried women workers. It is further discernible that more than 50% ofcategory 'C' respondents are of the opinion that their efficiency at hotel may be enhanced if theycan secure more domestic support. From column 5 of cumulative table, it can be inferred thatdegree of stress symptoms is dependent on the married/unmarried status of women workers andtheir parental responsibilities. From column 6 of cumulative table, it is indicative that,predominantly, domestic responsibilities affect domestic and work related stress both which mayresult in low level of job satisfaction. Column 7 of cumulative table shows variance in responseswith regard to stress symptoms which are affected by marital and parental responsibilities of

STRESS AND JOB SATISFACTION AMONG WOMEN-85WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISwomen workers.Column 8 of cumulative table indicates that job satisfaction and self-esteem aredependent on domestic and workplace stress. From column 9 of cumulative table, it can beconcluded that marital and parental responsibilities both are responsible for low self-esteem, lowsense of achievement and low level of job satisfaction. From column 10 of cumulative table,conclusion may be drawn that the stress of domestic responsibilities may lead towards work/lifeconflict, low self-esteem and low level of job satisfaction mainly among married women workers instar hotels at Delhi. From the above discussion it may be deduced that marital and parental statusof women workers in star hotels at Delhi have a significant effect on the level of stress and jobsatisfaction experienced by them. Literature review has made it clear that success in the hotelindustry demands time and undivided attention. Results of the study confirm the difficulty in copingfor married women, especially those having children. It is in fact a battle ground for them tocompete for recognitions and promotions amidst significant family responsibilities.Future ResearchLiterature regarding working women in the Indian scenario supports that women still face genderbiasand continue to do the softer jobs. This is evident in the results of the study. Secondly, theyhave to struggle hard to prove their worth at home and workplace is substantiated by the result ofthe study that all married women workers have reported overload of responsibilities owing to theirstatus as working women. The success of a woman is mapped by the way she keeps her houseand not the housekeeping she does at the hotel. Further research needs to be done to evolveeffective stress management techniques for married women workers in star hotels at Delhi andespecially for those who have parental/managerial status or both.SuggestionsThe results of the study have clearly indicated that married women workers in star hotels at Delhireport greater feelings of stress and lower level of job satisfaction than the unmarried womenworkers. Therefore, following ideas should be given attention by married women workers,especially those having children:Since almost all married women workers having children feel overburdened with massiveresponsibilities, the tool that can rescue them is delegation at workplace and at home both.(Carnegie, as cited in Radhika, 2010, P. 2) “The secret of success is not in doing your own work,but in recognizing the right man to do it”. Honing of personal and professional skills may makethem a perfect fit in the role of a home- maker and career-woman both. (Chanania, 2010) reportedthat today's readily changing world requires agile employees who can quickly confront change andthrive despite the heady competition. (Buhler, as cited in Chanania, 2010) emphasis uponflexibility, agility and responsiveness as the critical skills to be successful in the dynamicenvironment.Married women workers are strongly advised to develop agility in their attitude. Theyhave to realize that there are no set ways of doing things at home and at hotel. There can alwaysbe new ways of delivering workplace, domestic and parental responsibilities. Married womenworkers have to innovate constantly, learn self-discipline, learn creative problem-solvingtechniques and develop flexible attributes. As informed in (www.timesascent.in,2009), the factorto be counted is the way one delivers commitments and how one is able to make a difference. Acontented personal and professional life is not a utopian concept. The problem with womenworkers generally is not with the dream to actually create a perfectly balanced personal andprofessional world but with making that dream an obsession. Married women workers need tounderstand and identify the realms of possibility and that which may be an impossibility to achieve.(Nangia, 2010) states that there are phases when one needs to give one's all to work and whenone needs to step back with equal confidence and give due importance to one's personal life. (Mill,as cited in Nangia, 2010) feels that, it is possible to be content with life even though 'dissatisfied' solong one has the proper balance of pleasure, quantitatively and qualitatively. So married womenworkers need to learn how to manage personal and professional roles simultaneously withoutbeing excessively stressed. They need to 'adapt' themselves as per situation.Attaining success at work and life both is all about balance. Efficiency is the key to success at workand in life both. In a guest-focused environment in hotels, one has to be result oriented and thisrequires married women workers to work smart. This is the age of working smarter rather than

-86Tourism Innovationsworking harder. (Gupta, as cited in Nair &Taj, 2009) states that being smart is all about working incollaboration, remaining focused, encouraging seamless sharing of information and benefitingfrom the abounding creativity and knowledge available.Working smart at hotel and home is important as it accelerates the accomplishment of goals setforth at both the fronts. Married women workers have to use the power of knowledge, leveragetheir key learning and innovate to win the tasks at hotel and home both. With an array of negativeemotions (low self-esteem, feeling of lack of maximum input at work, feeling of being caught in avicious circle), married women workers experience due to professional and personal life demands,the need to address this issue becomes imperative as negative emotions can have a negativeimpact on job performance and eventually job satisfaction. Emotions are contagious and cantravel from one person to another within the workplace or at home. Married women workers needto learn to segregate negative emotions at workplace and negative emotions at home and carveout an 'emotional management strategy' for both the fronts. To be in control of such emotions, theyneed to become master of emotions. Married women workers should try to inculcate an openculture at home where they can express their worries regarding hotel and home both. Similarly atstar hotels also, they can try to inculcate similar culture where they can share their worries andissues on an informal platform amongst peer group or other colleagues. If married women workersfeel cushioned with the support of family and colleagues then it can bring down their stress levelconsiderably and probably increase their job satisfaction.Heavy schedules and tighter deadlines at hotel and home both are telling on the health of marriedwomen workers. They are becoming prone to restlessness and insomnia. The major causeidentified in the study for these problems is domestic stress. In the Indian context, as reported by(Raj, 2011) the work force does not pay attention to techniques to avoid stress and reluctantly seekmedical help. Stress levels can be controlled through effective relaxation techniques. In order tobuild physical and emotional resilience, married women workers need to take charge of theiremotions and time both. They have to become conscious of their state of mind and spend time onactivities that can help in beating fatigue. Such activities can be: Indulging in physical exercise/yoga/sports which aid good health and positivity of attitude.This can be done either at home or even at the hotel. Allotting a relaxation time for them in daily schedule, and indulging in activities that canprovide a sense of joy and happiness. It could be listening to music, reading a book orgardening. Such activities can make the married women worker a well oiled engine to meetthe rough road ahead. Humor is said to be a great stress reliever. Sharing jokes, reading funny storybooks orwatching comedy shows on television can be a good idea. Even watching cartoon channelswith children at home can be an effective way to recharge them. Married women workershave to choose the best stress buster that suits them in order to ease their stress. Achievingwork/life balance is difficult but maintaining it is even more difficult. This requires animpeccable 'time-management strategy' to be carved out by married women workers. Theyare advised to: Follow an action plan. When one is better organized, one's efficiency increases. Making adaily schedule, making a list of activities and prioritizing them should be done on regularbasis. Married women workers are suggested to plan in advance to deal with impendingadditional responsibilities like an official get-together, a parent-teacher meeting, overtimerequired at hotel or helping the children prepare for their annual examinations. It is alwaysgood to make the most of time whether at hotel or at home. Carrying personal problems towork and thinking about work at home is the worst thing to do. Spending quality and fruitfultime at hotel and home both is strongly advised to married women workers. Being awayfrom hotel for a long time is an equally restricted idea like working late every day or everyweekend. Better time-management can be displayed by securing family support. Married womenworkers should make their children more responsible and should not hesitate to ask for

STRESS AND JOB SATISFACTION AMONG WOMEN-87WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISspousal help in domestic chores. In Indian context, even today, home is the special or attimes exclusive responsibility of the woman. Married women workers need to influence thismindset and tending the house should become the joint duty of both the partners. Theyshould learn to make a simple thing like laying out the dinner table, an enjoyable andcontinued family affair. Married women workers should suggest the Human Resources(HR) department of their hotel to have: Employee Counseling Cell/Employee Assistance Programs with a woman counsellor onboard for assistance in sorting out work/life conflicts amongst women employees. If womenworkers get a chance to voice their personal/professional concerns in a confidentialmanner then they can feel relaxed. Also they can get sound advises from a counsellor thatcan help them sort out their day to day issues. Married women workers are recommendedto try and secure top management commitment and support for such programs.(Raj, 2011) emphasizes that the use of stress busters can keep one stress free to a great extentand goes on to elaborate that a better response to life situations and at work can come out ofpeople even under pressure when they know that they can fight out their stress levels. The same isstrongly recommended to married women workers in star hotels at Delhi.LimitationsThe data presented in this study is based on responses received from women working in specificdepartments of star hotels. Hence it is quite possible that similar nature of work among therespondents evoked similar responses. Also the lifestyle of people at Delhi being quite similarowing to its metropolitan status makes it possible again those same kinds of stressors are actingupon women workforce. Hence again there is similarity in responses.SummaryThe results of the study point towards the gender-specific problems and needs of married womenworkers in star hotels at Delhi that can be instrumental in reducing their level of stress level andincreasing their level of job satisfaction. Work/life balance is the biggest challenge and marriedwomen workers have to create their own path. (Taj, 2010) reports regarding Indian women thatmajor roadblocks for women who aspire to achieve and succeed in organizations are the presenceof social and role constraints imposed upon them by society, family and women themselves.Though a few challenges still remain, working women in India in general are bogged down by thedual role-play and star hotels of Delhi are no exception.

-88Tourism InnovationsREFERENCESAnupama (2011). Women Working Night Shift in Hotels [Msg.1]. http://www.citehr.com/41569-women-working-nightthshift-hotels.html [Accessed the 26 of February 2011, 10:08]A view on Delhi Hotel Industry (2007).http://www.indianrealtynews.com/real-estate-india/delhi/a-view-on-delhi-hotelthindustry.html. [Accessed the 22 of March 2011, 16:12]Bernas, K. H. & Major, D. A. (2000). Contributors to stress resistance: Testing a model of women's work-family conflict.thhttp://pwq.sagepub.com/content /24/2/170. [Accessed the 17 of March 2011, 17:55]Chanania, P. (2010). Are you ready for an agile future? http://www.thehindu.com/todays-paper/tp-features/tpthopportunities/article86 5745.ece?css=print. [Accessed the 9 of February2011, 13:35]thFeeling the stress? Ascent.The Times of India.www.timesascent.in[Accessed the 6 of May 2009, 20:08]Hamid, S. (2007, September). Harassment of Women at Workplace: A study of the Corporate Sector in India. PRCommunication Age 10 (6): 5-7.Hansen, R.S. (2010). Managing Job Stress: 10 strategies for coping and thriving at work.http://www.quintcareers.comth/managing_job_stress.html. [Accessed the 3 of October 2010, 12:02] October 2010, 12:02]Health and the Workplace (n.d.).http://www.medicinenet.com/health_and_the_ workplace/article.htm. [Accessed theth4 of March2011, 14:33]thHotel Industry in India (2007).http://www.iloveindia.com/economy-of-india/hotel-industry.html. [Accessed the 22 ofMarch 2011, 23:16]thLadies only! Ascent.The Times of India.www.timesascent.in/features. [Accessed the 4 of November 2009, 14:02]Laino, C. (2010). Job stress may raise women's heart attack risk. http://www.webmd.com/heartthdisease/news/20101114/job-stress-may-raise-womens-heart-attack-risk. [Accessed the 4 of February 2011, 12:24]Lakshmipriya&Neena, S. (2008). Work Life Balance of Women Employees. http://www.indianmba.comth/Occasional_Papers/OP183/op183.html. [Accessed the 16 of March 2011, 10:15]Nair, P.C &Taj, Y. (2009, November 4). WatercoolerBytes.Ascent.The Times of India, p.4.Nangia, V.N. (2010, September 12). Should you be ambitious? Times life.The Times of India, p.2.Philip, S. (2005). All you who seek sleep tonight. http://www.boloji.com/index.cfm?md=Content&sd= Articles&ArticleIthD=2048. [Accessed the 22 of March 2011, 11:23]Philip, S. (2005, November 25). Catch some sleep. Business line.The Hindu, p.3.Pandey, A.C. & Kala, S.P. (2008). Stress Management: An introspection of personality and stress. In Thakur, K.S.(Ed), Emerging issues in Business Management (pp. 1 – 8). New Delhi: Excel.Radhika, P.V. (2010, November 3). When promoted hone your skills to excel in new role. Opportunities.The Hindu,p.3.Raj, K. (2011, January 26). A daily schedule to save you from stress.Opportunities.The Hindu, p.4.Rajashekhar, K.V. (2011, January 26). Working on feedback helps check underperformance.Opportunities.TheHindu, p.4.thSegal, J., Smith, M., Robinson, L. &Segal, R. (2010). Stress at Work. . [Accessed the 27 of December 2010, 09:50]Soumya, N.S. (2011, March 2). Balance Work and life to stay happy and successful.Opportunities.The Hindu, p.4.Stress and the Workplace (n.d.).http://www.lifepositive.com/mind/psychology/ stress/stress-at-work.asp. [Accessedththe 14 of March2011, 09:20]thStress triggers (n.d.). http://stress.lovetoknow.com/category:Stress-triggers. [Accessed the 4 of April 2010, 10:08]Srikrishna, N.P. (2011, April 20). Smart recruitment call for well-defined objectives.Opportunities. The Hindu, p. 2.Taj, Y. (2009, February 11). Driven by Emotions.Ascent.The Times of India, p.1V.Taj, Y. (2009, July 15). Healthy business.Ascent.The Times of India, p.1.Taj, Y. (2010, January 20). A fair show by the fairer sex.Ascent.The Times of India, p.6.http://www.quintcareers.com/ [Accessed the 3rd of October 2010, 11:16]

STRESS AND JOB SATISFACTION AMONG WOMEN-89WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISS.NoStatementsCumulative table of responses and chi-square resultsResponses’ fromNo. of RespondentsAlwaysAlmost alwaysOftenSeldomNeverPearson testdf= 8ValueAsymp. Sig.(2-sided)1. Domestic Stress A: Unmarried 52 02 08 12 14 16 50.320 a .000B: Married, without children 96 33 32 21 09 01C: Married, having children 82 18 19 19 16 102. Job Stress A: Unmarried 52 02 08 12 14 16 50.320 a .000B: Married, without children 96 33 32 21 09 01C: Married, having children 82 18 19 19 16 103. Domestic and A: Unmarried 52 02 04 12 16 18 60.577 a .000Job Stress B: Married, without children 96 33 32 21 09 01C: Married, having children 82 18 18 17 17 124. Domestic Stress A: Unmarried 52 02 03 09 28 10 67.309 a .000Affecting B: Married, without children 96 32 29 21 13 01Workplace C: Married, having children 82 23 25 17 10 07Responsibility5. Extreme Stress A: Unmarried 52 02 05 15 16 14 42.040 a .000Symptom B: Married, without children 96 31 30 20 10 05C: Married, having children 82 16 22 22 12 106. Overload of A: Unmarried 52 02 05 15 16 14 42.040 a .000Responsibilities B: Married, without children 96 31 30 20 10 05C: Married, having children 82 16 22 22 12 107. StressA: Unmarried 52 02 05 15 16 14 42.040 a .000Symptoms B: Married, without children 96 31 30 20 10 05C: Married, having children 82 16 22 22 12 108. Negative A: Unmarried 52 02 03 03 14 30 71.682 a .000Feeling of Lack B: Married, without children 96 21 27 24 15 09of Max. Input C: Married, having children 82 08 24 25 15 10at Work9. Low Sense of A: Unmarried 52 02 03 03 14 30 71.682 a .000Achievement/L B: Married, without children 96 21 27 24 15 09ow Self-esteem C: Married, having children 82 08 24 25 15 1010. Feeling of Lack A: Unmarried 52 02 03 03 15 29 67.520 a .000of Recognition B: Married, without children 96 21 27 24 15 09for Work C: Married, having children 82 08 24 25 13 12Source: Compiled and computed from the responses to questionnaire

Tourism InnovationsVolume 2, No. 1. August 2013AbstractTourism sector in Asia has beenidentified as a powerhouse in termsearning foreign exchange andemployment generation. Since1990, in the realm of financialopenness, tourism sector has beenrecognized as one of the majorarea to be invested and promotedfor economic growth of thecountries. The increasing attentiongiven to the role of small firms in thet o u r i s m s e c t o r h a s l e d t orecognition of the significance ofe n t r e p r e n e u r s h i p i n s u c hb u s i n e s s e s a c r o s s . W i t hincreasing economic restructuringand globalization, the tourismenterprises have been activelyparticipating in preparing andselling international tour packages.Even small travel agencies inmedium range cities of India aredesigning tour itineraries coveringAsian countries. As a result,international terminals of variousair ports in India, for instanceChennai airport, have beenwitnessing the rapid growth andrush with several categories oftourists boarding towards Asiancountries.Tourism enterprises are some whatdifferent in terms of the businessmodels and operational activities.For a tourism entrepreneur, acountry features both natural andman-made attractions which arethe major sources for developing at o u r p a c k a g e . I n c a s e o finternational tour package designa n d o p e r a t i o n , a t o u r i s mentrepreneur has to depend on theo t h e r c o u n t r y t o u r i s me n t r e p r e n e u r s f o r s e v e r a loperational activities - receiving thetourists, hospitality, accompanying,entertaining, and so on. In thegiven context, the process ofdesigning and operations of a tourpackage are to be more costeffective and also competitive inmeeting the expectations oftourists. It is possible if tourismentrepreneurs build transnationaltourism entrepreneurship networkamong themselves. This paper isdevoted to develop a model oft r a n s n a t i o n a l t o u r i s mentrepreneurship network foracceleration of tourism business.Key words:T r a n s n a t i o n a l , T o u r i s mEntrepreneurship, Network,Clustering and CollaborationTRANSNATIONAL ENTREPRENEURIAL NETWORK INTOURISM BUSINESSY.Venkata RaoAssociate Professor & Head Department of Tourism StudiesSchool of Management Pondicherry University,Puducherry -IndiaIntroductionIn the contemporary world transnational business is viable avenuesfor economic acceleration. Transnational tourism is a globalphenomenon. Within in Africa, Asia and Europe, transnationaltourism has been shown to be a major growing market in recent past.World Tourism Organization's (UNWTO) Tourism 2020Visionforecasts that international arrivals are expected to reach over 1.6billions by the year 2020. In 2008, there were over 922 millioninternational tourist arrivals, with a growth of 1.9 percent ascompared to 2007. With a slight down in 2009, international touristarrivals are now forecast to grow between 3 per cent and 4 per cent in2010 (UNWTO's World Tourism Barometer, 2009). East Asia and thePacific, Asia, the Middle East and Africa are forecasted to recordgrowth at rates of over 5 per cent year, compared to the worldaverage of 4.1 per cent. In the light of these trends, transnationalbusiness is a dominant trend in the world tourism, stimulatingregional integration and new forms of strategic alliances, which affectthe operation of the tourism industry. In Asia, the concept oftransnational tourism has gained momentum as the countries arevying cross-border collaborations in tourism planning, promotion anddevelopment. For instance, the Association of Southeast AsianNations (ASEAN) and the South Asian Association for RegionalCooperation (SAARC) tourism regions are being configured astourism spaces in Asia, stimulating tourism growth, and economiccooperation. This paper discusses the emerging tourism networks,clustering and destination value chains for tourism entrepreneurs inmicro and small and medium size tourism enterprises (SMEs), whichaccelerate the tourism business in the entire region of the Asia.Tourism Business in GlobalizationGlobalization has increased the interdependence betweencountries, economies and people. It does not involve only giantcorporations, but also small and medium sized businesses togetherwith family-run firms (Klancnik, 2003). This process has led to thecreation and operation of global tourism market where destinations,which are expected to compete on equal basis regardless of thecountry of origin, function interactively. Globalization has opened awhole new world of development opportunities for tourism industryacross the nations (Figure - 1).In the given context, tourism business is not limited to simply withrepresentation or conveying of an image of a destination, "but withattempting to sell an experience of a place by explicitly relating to the

TRANSNATIONAL ENTREPRENEURIAL-91NETWORK IN TOURISM BUSINESSlifestyles of consumers" (Hannam, 2004 and Buhalis (1998) also subscribes that tourism businessis needs to be geared towards societalbusiness strategies that facilitate regionaldevelopment. This involves "carefullymonitoring tourist satisfaction levels andusing these as part of the criteria forsuccess, rather than increasing numbersof tourists; continually monitoring hostreactions to tourists, for host-touristinteraction is an important component ofthe tourist experience (Buhalis, 2000).Thus, tourism business holds greaterprominence as it not only focuses onincrease in tourist arrivals but alsobalances the interest of stakeholderse v e n t u a l l y f a c i l i t a t i n g r e g i o n a ldevelopment.Asia and Tourism BusinessAsia is home to more than half of theworld's population and three of the fourmost populous countries on the globe. China, India, and Indonesia alone account for more than2.5 billion people (Table 1). Until recently, most Asian nations lagged behind their westerncounterparts in education, economic growth and technology (Box 1) The practice of transnationaltourism in Asia has gained momentum due to onslaught of globalization (http://www.hezel.com,2009). The countries are vying cross-border collaborations in tourism planning, promotion anddevelopment (Chang, 2001). Collective actions are being pursued by various sub-regions in Asiato attract more tourists to the region and showcase the variety of tourist destinations.Subsequently, tourism has grown to become an important consideration, in large part due to therapid growth of the industry in Southeast Asia. The Association of Southeast Asian Nations(ASEAN) has more focused approach on developing tourism within the region by directing itsefforts on certain strategic themes (Ghimire; 2001) like marketing the ASEAN region as a singletourism destination; encouraging tourism investments; tourism manpower development;

-92Tourism Innovationsenvironmentally-sustainabletourism; and facilitation of intra-A S E A N t r a v e l . R e g i o n a ltourism alliances and marketingcampaigns have generatedbenefits for many parts of theregion. The ASEAN NationalTourism Organizations are alsoactive in formulating nationaland regional tourism strategiesand action plan (Ghimire;2001).In 1997, SAARC memberc o u n t r i e s a g r e e d t o t h eformation of a subgroup termedt h e S o u t h A s i a n G r o w t hQuadrangle (SAGQ), comprising Bangladesh, Bhutan, India, and Nepal. Goals for SAGQincluded creation of an environment that would foster accelerated economic growth, improvedinfrastructure linking the four countries, and greater coordination of policies and projects. Thus,the developing world, in particular, realized the joining regional organizations to gain access to amuch larger business opportunities than that in their own territories. The tourism industrybecomes increasingly global, the strategic alliances between tourism organizations anddestinations keep on growing. Countries across the world have been seeking regionalcooperation in tourism for mutual benefits among them. It creates an opportunity to small andmedium size enterprises (SMEs) to make use of strategic alliances of tourism organizationsamong the countries.Tourism EntrepreneurshipThe term entrepreneurship has been widely used as an umbrella term for various concepts andbusiness approaches. The Schumpeterian definition of an entrepreneur as "an innovator carryingout new combinations of economic development such as new goods, new methods of production,new markets, new sources of raw material or a new organization form" (Jennings, 1994). Thisimplies that entrepreneurs do not therefore have to be innovative but do need education forentrepreneurship and support services. Traditionally, entrepreneurs have not had formal businesstraining or pursued higher education levels. There are clearly a number of socio-economic andpsycho-social factors which may motivate an individual to strive for autonomy as an entrepreneur.Especially women and immigrants may opt for entrepreneurial ventures as they are the mostvulnerable when it comes to discrimination in the workplace (Deakins & Whittam, 2000). Recenteconometric evidence points to the fact that entrepreneurship is a vital determinant of economicdevelopment in all countries (Caree & Thurik, 2003).The creation of tourist attractions, facilitation, transportation, lodging, food and beverage, andtravel related retail businesses stimulates entrepreneurial activities and creates entrepreneurshipthrough three generic effects: catalytic (Pearce, 1991), demonstrative (Shapero, 1981), andcorridor, new tourist enterprise opportunities when one undertakes an entrepreneurial path(Ronstadt, 1984). Economically, the birth of tourism enterprises offers new employmentopportunities, earning of real income, generation of tax revenues, and stimulation of other sectorsof the local economy. Socially, the birth of tourism enterprises improves the attractiveness of thecommunity as a place to live, work, recreate, and retire. The tourism entrepreneur may be definedas a creator of a tourism enterprise motivated by monetary and/or non-monetary reasons to

TRANSNATIONAL ENTREPRENEURIAL-93NETWORK IN TOURISM BUSINESSpursue a perceived market opportunity legally or marginally. Of course, the tourism entrepreneuralso believes he/she has the ability and skills to make an enterprise successful, and is willing toassume all the risks and uncertainties associated with launching and operating a tourismenterprise (Khoon and Hatten, 2002).Tourism Entrepreneurship Network in AsiaTheoretical discussions on generic networks can be found as far back as 1960 (Philips, 1960),although it would take several more decades until Davidow and Malone (1992) called networkedorganizations 'virtual corporations', referring to the loosening of well-defined hierarchicalcompany structures into a more flexible and shared approach towards the delivery of products andservices to match customer desires. he dynamics are quite different for SMEs in freely assembleddestinations, where the benefits of network strategies are less well understood. Tourism networksare complex structures, yet there are relatively few studies on tourism networks (Morrison, Lynch,& Johns, 2004), resulting in a limited understanding of tourism networking processes at thedestination level. Strongly interdependent SME tourism network structures tend to exist onlywithin a destination based on complementary product, e.g., activities, accommodation, transportand food, whereby clients are referred from one organization to another to provide acomprehensive tourist experience (Greffe, 1994). SMEs that exclude themselves from theselinkages end up disadvantaged as such inter-firm connections often results in market visibility andstrategic leverage (Pavlovich, 2001). The structure of the destination network and the manner inwhich the linkages between SMEs are formed and maintained can therefore be critical.ICT Enabled Tourism Networks: The growing influence of information and communicationtechnology (ICT), networks and relationships as critical factors in shaping the distribution ofeconomic advantage is relevant to tourism, as it directly impacts on interactions between local andglobal forces (Giddens, 1990). Today's tourism manager is expected to possess the ability tomobilize information and capture knowledge that contributes to the augmentation of product orvalue along global value chains. Well resourced large and vertically integrated industry players inthe tourism sector have been steadily upgrading and globalizing their network systems, buildingon long-established relationships for competitive advantage. The dynamics are quite different forSMEs in freely assembled destinations, where the benefits of network strategies are less wellunderstood. Tourism networks are complex structures, yet there are relatively few studies ontourism networks (Morrison, Lynch, & Johns, 2004), resulting in a limited understanding of tourismnetworking processes at the destination level.Tourism Enterprise Clusters: There is increasing evidence that the performance of existingenterprises is significantly improved by clustering themselves into a common form (Rosenfeld,2003, 2001). By networking and sharing knowledge, small firms are able to compete for andaccess specialized resources and information systems as well as internalize competencies andassets that typically are internalized by large firms with economies of scale (Tayler & McRae-Williams, 2005). Clustering hence provides SMEs benefits that would be unavailable or beavailable at a greater cost to non-clustering members. Clusters and networks are interdependent,whereby small business network structures underpin the growth and sustainability of clusters.Tourism operators at the destination share public infrastructures and attractions; cooperativelymanage their resources; and innovate while reducing the threat of negative externalities.Cooperative marketing transaction strategies and upstream linkages (in partnership with the localdestination marketing organization, on which SMEs have traditionally relied for market exposure)play a pivotal role in such local destination networks. Diagonal integration and value adding ismade possible through ICT-based marketing and destination portals. Portals tend to rely ontechnologies that broker access to remote web sites on the user's behalf, so users do not need to

-94Tourism Innovationsleave the portal interface (Clark, 2002). As a business entry point, e-marketplaces can perform anumber of functionalities, ranging from procurement to customer relations and knowledgemanagement, to supply chain and value chain management.There are various clustering forms that may ensue to optimize competitive advantage. Inhorizontal clustering companies within the same industry sector are co-located in a particulargeographic area and might offer tourism packages and operate within a common market. Verticalnetworks include horizontal cluster participants as well as supply chain members such assuppliers, consumers and related services will be shared on mutual agreement while exchangingtravel itineraries.Study MethodologyThis study aimed to explore the transnational network of tourism business entrepreneurs andsuggest a model for entrepreneurship network among tourism SMEs. The design used in thestudy was descriptive survey method of research. The profile of tourism-related entrepreneur wasdescribed in a response sheet. The response sheet was sent to 80 tourism SMEs, who wereidentify randomly based on their engagement in international tourism. 45 filled-in response sheetswere received in return mail. Further, 260 tour operator, who were Active Members of IndianAssociation of Tour Operators (IATO) ** with more than three years of experience in handlinginternational tourists. The data colleted from response sheet and website information areanalyzed and presented below.Indian Tour Operators: There are two major tour operator associations in India. Indian Associationof Tour Operators (IATO) is the national apex body of the tourism industry, founded on 13thJanuary1982. It has now over 4000members from different segmentsof the tourism industry (Box - 2). Ithas close connections andconstant interaction with otherTourism Associations in UnitedStates, Nepal and Indonesia,where United Nations WorldTourism Orangutan (USTOA) ,North Atlantic Treaty Organization(NATO) and - Association of theIndonesia Tours and Travel(ASITA) are its member bodies;and is increasing its internationalnetworking with professionalbodies for better facilitation to theInternational traveler visiting not only India but the entire Region. Association of Domestic TourOperators of India (ADTOI), National Body of Domestic Tour Operators, constituted on 7th August1996 with the express purpose of consolidating the efforts of all the tour operators who are activelyengaged in the promotion of domestic tourism in the country. ADTOI has nearing 400 members allover India. The present study had included the Active Member of IATO who has been involving ininternational tourism.Practice of Transnational Tourism Entrepreneurship NetworkEntrepreneurial Disposition: In order to provide answers to the factors of entrepreneurialdispositions, the response sheet was electronically mailed across tourism entrepreneurs andvisited 220 tour operators websites out of 260, who had became Active Member in IATO. Largely

TRANSNATIONAL ENTREPRENEURIAL-95NETWORK IN TOURISM BUSINESS(54 per cent), tour operators are in the middle age group and around the same percentage of theentrepreneurs are holding minimum degree qualifications. Large numbers of tour operators (89per cent) are in same business or allied business from more than one generation belong to Most ofthe Active Members (62 per cent) are created their won website. They are using extensivelyinformation and communication technology devices to reach prospective international tourist andextending services with the help of the same. It is also interesting to note that all the websiteholding entrepreneurs have been creating a brand of their won while promoting Indian culture,heritage, art, diversity and son on in the international market. They also projected several touritineraries covering most popular destinations with clearly expressed promises towards tourists.Organizational Factor: The transnational network has correlation with factors like size, age, andexperience. Relatively long aged, having more than 20 years of experience in handlinginternational tourists, organizations have been developed transnational network with more than21 countries, whereas tourism entrepreneurs who started tourism business after 1991 hadconnected themselves with 11 countries of Asia. To a great extend (92 per cent) the tour operatornetworked with Nepal and 85 per cent of the tourism SMEs were highly depended on the networkof neighboring countries like Sri Lanka, Maldives, Mauritius and so on. As far as manpower isconcern, there are tourism entrepreneur with range of manpower from minimum number 8 tomaximum 450 employees. Thames Cook, SOTC, Cocks and Kings, Ascan Travels, Hi Tours and,STIC were among the more (above 150 employees) manpowered organizations. There aretourism entrepreneurs with around 2 crores turnovers to stock exchange listed companies likeThomas Cook.Tourism Business Network in India: Tourism business is based on the destination characteristics.In the globalization era, design of a tourism product is need not to be confined to a particulardestination or national or a region. The efforts of integrating world economy have facilitated theexpansion of tourism business. This has show clear path for tourism SMEs to look into thetransnational network for designing tourism production and serving customer in the emerginginternational market. Tourism SMEs in Asia have been sharing many commonalities, which can betrapped to develop a very strong network. The strongly interdependent tourism SMEs networkstructures tend to exist within a destination and across the destination in a region based oncomplementary product, e.g., activities, accommodation, transport and food, whereby clients arereferred from one organization to another to provide a comprehensive tourist experience (Greffe,1994).It is clear from the study that out of the 45 tourism entrepreneurs around 30 (66 per cent} havebeen networked with Nepal. This is the highest network of Indian tour operator among all Asiancountries. Indian visitors for Nepal's tourism are quite important volume market as well as highspenders despite their short trips. Indians come to Nepal in summer months, which is basically alean season for other markets. Most visitors come for business, religious, official and gamblingpurposes. Majority of the Indian tourists are found to be visiting to Nepal for a general holiday, onethirdare found to be coming for business/official trip and 16 per cent visit friends and family.Second highest networked country was Bhutan (24 tour operators). Since the Bhutan is adjacentto Indian with several ecologically attractive characteristics, it created outbound tourism businessopportunity for tour operators in India. Sri Lanka (21 tour operators) was the third largestnetworked country of Indian tour operators. It is noteworthy to mention that the outbound tourismwith Sri Land is higher than the inbound tourism. The share of Indian tourists in total number oftourists arriving in Sri Lanka increased sharply in recent past. In fact, there is not much informationon the genuine tourist to India and special efforts have been required to examine the profile andpotential of a Sri Lankan tourist to India. It can be understood from the analysis that highestnetworked three countries are neighboring countries and Indian tour operators find more business

-96Tourism Innovationsin outbound tourism than the inbound.The network of Indian tour operators with Asian countries is followed in descending order withMalaysia (16 tour operators), Singapore (14 tour operators), Thailand and Tibet (13 touroperators), China (11 tour operators) and , Dubai and Hong Kong (9 tour operators). Thenetworked travel and tour agencies in Asian countries are M/s Tina Travels, Kaula Lumpur, M/sEscapades, Singapore, M/s D S Travels, Bangkok, M/s York Tours, Colombo, M/s Holidays World,Kong Kong, M/s Hiltop, BejingThe tourism SMEs have the plan of strengthening the network by extending their trade deals inticket booking, arrange accommodation, arranging right guides sightseeing tours hotel. Theyhave plans to network and deal with well established and leading travel agencies(TAs) and travelorganizations (TOs) recommended by National Tourism organization (NTOs) in Asian countriesand willing to work together based on consolidation and volume-based incentives which results inoffering the best service with better rates than our competitors. We strongly believe tourism shouldbe more responsible and engage locals as our tour guides. Some of the entrepreneurs felt thatthey are happy to encourage shopping at local markets and dining at restaurants run by locals tobenefit the local communities rather than spends on global chains.Case StudiesHi! Tours India Pvt. LtdHi! Tours, located in Mamallapuram (adjacent to Chennai), is a leading holiday planning companystarted in 1999 with annual turnover of 70 croreS. acquired proficiency in providing complete hotel,transport and entertainment packages, from chauffeur driven limousines and five star luxury tocoach tours and mid range value for money accommodation. The Company is dedicated to thecause of tourism development with a strong mission of providing a highly innovative, quality andpersonalized service to your clients to ensure a memorable and trouble free holiday experience.The mission is achieved with the inbuilt expertise in India as a tourist Destination, working with touroperators based abroad to plan, organize and execute the perfect travel options for their clients,whether these are Individual Travelers, Groups, Conferences or Incentives. It is affiliated as amember of major international & domestic trade bodies and associations like International AirTransport Association (IATA), American Society of Travel Agents (ASTA), Pacific Asia TravelAssociation (PATA), Indian Association of Tour Operators (IATO), and Federation of Hotel &Restaurant Associations of India (FHRAI).Since 1982, the promoters of the Hi Tours have been dedicated to build a far-reaching networkthroughout India, providing ground handling services and building hotels and providing qualityaccommodation at strategic entry points of India at New Delhi in the north and at Mamallapuramnear Chennai airport with a supportive network of representatives in the US, Canada and Europe.It was a humble beginning to the promoters sincere efforts to offer quality services to the inboundtourists to this wonderful country. After nearly 20 years of business, the promoters havecrystallized focus on how to handle every traveler's needs. The clients include wholesalers, touroperators, incentive houses, travel agents, cruise lines and airlines. We also have a specializedMICE department to address different client aspects in a host of cities. In 1997, our efforts gotimmense boost, when major travel groups from US and Europe invested thru Joint Ventures in ourcompany which further strengthened our presence in the region, while adding depth and scale toan already vast multinational operation (www.hi-tours.com, 2010). The company has highlycompetent and committed resources include extensive research capabilities coupled with staffmembers who posses' rich experience in travel management methodology and techniques. Over140 dedicated, experienced and multilingual travel experts knowledge resources provide anenormous informative on several destinations with a passion for travel. The employees receive

TRANSNATIONAL ENTREPRENEURIAL-97NETWORK IN TOURISM BUSINESSconstant updating of skills to ensure customers to have the best experience with the best service.The company has wide network among all the Asian countries. There are several tourist packagesdesigned keeping in view of Singapore, Thailand, Malaysia, Hong Kong , Mauritius, Maldives andGreece. The network also extended to arrange hotel booking facility in all these countriesincluding Australia, Egypt, Morocco, and Dubai. The feed back of the valuable customers and withvast experience, the Company is able to develop strong network in other countries for arranging allground facilities in the most popular destinations like Singapore, Thailand, Malaysia, Hong Kong,Mauritius, Maldives, SriLanka, China, Vietnam, Cambodia, Laos, Egypt, Switzerland, Paris, Italy,Greece, Morocco etc and at the same time less explored destination viz. North America, Brazil,Peru, Chile, African continent at special prices.Xplore the WorldXplore the World is a travel consortium established in 2007 at Puducherry, headed by Mr. ArokiaDass, CEO& MD. He is an avid globetrotter, has a never ending passion towards travel andtourism. The consortium is committed in making a difference in the travel and tourism industry. It isfunctioning as a tourism enterprise for tourism entrepreneurship by providing sustainablesolutions for tourism development under wide portfolio includes tourism research, productdevelopment and marketing, destination management with focus on lesser known destinationsand unexplored places of interest, tourism in protected areas, ecotourism, and community basedtourism, responsible tourism and capacity building (knowledge transfer).The promoter as Holiday Planners and MICE operators has taken us to heights since it provideincomparable cost-effective yet memorable holiday solutions to individuals, groups and corporateworld in India and abroad. He is coming out as an OTA very soon with option of offsetting carbonemissions from air travel. The promoter has served in the trade for more than a decade withvarious reputed organizations like Auroville International Township's Travel Shop, Trade Wingsand Cox & Kings. His extensive destination knowledge, rapport with NTOs and STOs, networkwith trade partners abroad has made the transformation from an ordinary air ticketing agency to atravel consortium within a short span of 2 years. He has serious concerns about making travelgreener and is constantly working towards it.The core competences of his model of business are Includes Strong Network of reputed suppliers,Good rapport with NTOs and STOs, Customer friendly solutions, Quick turnaround time forenquiries, Round the clock travel advice and assistance, personalized attention during the tour.The consortium is associated with India's Numero Uno Online Travel & Holidays Portal,Makemytrip.com, B2B network, for selling air tickets and its domestic/international holidaypackages. The consortium is specialized in International Luxury Cruise Packages by Star Cruises,Royal Caribbean, Costa Cruises, Louis Cruises and have regular monthly groups to cruise hubslike Singapore and Mediterranean countries. It also handles various corporate incentive groups toFar East countries regularly and consolidation for Dubai Shopping Festival every year. Xplore theWorld is businesss member of International Ecotourism Club and actively networking with topEco-friendly resorts and Ecotourism stakeholders all over the world.ConclusionsThe tourism business in the regime of open economy system has structured by the several nationsacross the world. In the light of discovered wroth of tourism industry and its contribution to GDP, anumber of countries restructured their tourism policies and started looking for possible strategicalliances with other countries to reap the benefits accelerating tourism business. In the back of allthese changes in one hand and other mobility of production factors under liberalization across theglobe on the other, have created tremendous opportunities for tourism SMEs. Have the certainsimilar features in Asia, the Region has opened up tremendous business opportunities with

-98Tourism Innovationsnetworking conditions. Also being a major location for exposition of information andcommunication, the tourism SMEs are further enabled to harvest e-tourism and its contribution forclustering operations of the tourism business.The tourism business in the transnational context has certain significant features. Keeping view ofall the destinations across, the tourism SMEs can design tour packages as their product and sell inany corner of the world. In the given context, the tourism SMEs can collaborate with other countrytravel and tour operators for selling and implementation tour packages and other landing faculties.Indian as a largest nation, it has wide range of tourism entrepreneurial fraternity which has beennetworked with several countries of Asia. The study had highlighted the entrepreneurialdisposition, organization factors and entrepreneurial network of Indian tour operators. However,the structure of the destination network and the manner in which the linkages between SMEs areformed and maintained can therefore be critical.ReferencesBolton, B., Thompson, J., 2000. Entrepreneurs : Talent, Temperament, Technique, Butterworth-Buhalis, D., & Main, H. 2000. Information technology in peripheral small and medium hospitality enterprises: strategicanalysis and critical factors. International Journal of Contemporary Hospitality Management, 10(5), 198-202.Caree, M. A. & Thurik, A.R. 2003. "The impact of entrepreneurship on economic growth", Audretsch, cases.Cincinnati, OH: South-Western PublicationsClark, J. 2002. Subject portals: a new information delivery model to enhance teaching and learning. Paper presentedat the Lifelong Learning Conference 2002, June 16-19, Yeppoon, N. Qld.Deakins, D. & Whittam, D, 2000. "Business start-up : theory, practice and policy", Carter, S., Jones- Department OfTrade And Industry, 1995. "White Paper on National Strategy for the Development and Promotion of Small Business inSouth Africa", WPA/1995Davidow, W., & Malone, T. (1992). The Virtual Corporation. New York: Harper Business Press.Express travel world, January 2007Ghimire, K.B. 2001. Regional Tourism and South-South Economic Cooperation. TheGiddens, A. (1990). TheConsequences of Modernity. Cambridge: Polity Press.Greffe, X. (1994). Is rural tourism a lever for economic and social development? In B. Bramwell & B. Lane (Eds.), Ruraltourism and sustainable rural development (pp. 22-40). Clevedon: Channel View Publications.Jennings, D. F. (1994). Multiple perspectives of entrepreneurship: Text, readingKlan?nik, V. R. 2003. Globalizacija turizma. EU - nova priložnost za slovenski turizem.Maribor: 6. slovenski turisti?niforum.Morrison, A., Lynch, P., & Johns, N. (2004). International tourism networks. International Journal of ContemporaryHospitality Management, 16(3), 197-202.Pavlovich, K. (2001). In the Groove: An Analysis of Dynamic Structures and Learning Networks. Paper presented atthe Academy of Management Conference. How Governments Matter., Washington D.C., 3-8 August.Pearce, D. G. (1991). Tourist Development. Essex, UK: Longman Scientific and Technical. Pinchot, G., and Pinchot,E.S. (1985). Intrapreneuring. New York, NY: Harper and Row Publishers.Philips, A. (1960). A Theory of Interfirm Organization. Quarterly Journal of Economics, 47, 602-613.Ronstadt, R.C. (1984). Entrepreneurship: Text, Cases and Notes. Dover, MA: Lord Publishing.Rosenfeld, S. (2003). Clusters of Creativity: Innovation and Growth in Montana: A Report to the Montana Governor'sOffice of Economic Opportunity.Rosenfeld, S. A. (2001). Backing into Clusters: Retrofitting Public Policies.Schumpeter, J., 1947. "The Creative Response in Economic History", Journal of Economic History, 7,Shapero, A. (1981). Entrepreneurship: Key to Self-Renewing Economies. Economic Development Commentary, 5(2): 19-23.

TRANSNATIONAL ENTREPRENEURIAL-99NETWORK IN TOURISM BUSINESSShutte, A. 1993. Philosophy for Africa, UCT Press, Rondebosch Sociology and Social Research, 69, 3Tayler, P., & McRae-Williams, P. (2005). Internal versus External Economies of Scale. Working Paper, Centre forRegional Innovation & Competitiveness.UNWTO's World Tourism Barometer, 2009Wong, B., 1987. "The role of ethnicity in enclave entrepreneurs : a study of the Chinese garment factory.http://www.hezel.com/globalreport/IntrotoAsia.pdf, visited on 20 December 2009http://www.unwto.org/facts/eng/barometer.htm, visited on 20 December 2009http://www.unwto.org/facts/eng/barometer.htm, visited on 20 December 2009.http://www.sasked.gov.sk.ca/docs/tourism/, visited on, 25 November, 2009http://www.informaworld.com /smpp/content~content, visited on, 22 November, 2009http://www.amazon.com/Entrepreneurship-Hospitality-Tourism-Leisure Industries/dp/ 0750640979, visited on, 25November, 2009www.iato.in/iato_agenda.html, visited on 20 December 2009http://www.hezel.com, visited on, 25 November, 2009http://www.xploretheworld.in/25 November, 2009www.hi-tours.com, visited on 24 January, 2010www.homestayz.com, visited on 24, January, 2010.http://ebook30.com/cultures-languages/, visited on, 23 November, 2009http://www.unwto.org/facts/eng/vision.ht, visited on 18, December 2009.AbbreviationsADTOIASEANASITAASTAB2BFHRAIGDPIATAIATOICTNATONTOPATASAGQSARCCSME'sSOTCSTOTATOUNWTOUSTOATAAITAFIDTICPB-Association of Domestic Tour Operators of India-Association of Southeast Asian Nations-Association of the Indonesia Tours and Travel-American Society of Travel Agents-Business to Business-Federation of Hotel & Restaurant Associations of India-Gross Domestic Product-International Air Transport Association-Indian Association of Tour Operators-Information and Communication Technology-North Atlantic Treaty Organization-National Tourism Organization-Pacific Asia Travel Association-South Asian Growth Quadrangle-South Asian Association for Regional Cooperation-Small and Medium Size Enterprises-Southern Oklahoma Technology Center-Strategic Technology Office-Travel Agencies-Travel Organisation-United Nations World Tourism Orangutan-United States Tour Operators Association-Travel Agents Association of India-Travel Agents Federation of India-Department of Tourism, Govt. of India-India convention Promotion Bureau

Tourism InnovationsVolume 2, No. 1. August 2013AbstractDestination choice has alwaysbeen a central issue in the tourismliterature. Numerous authors havepointed out the influence of tourismimage of the destination onconsumer behavior. Tourism imagewas also exercise some influenceon the quality perceived by touristand on the satisfaction obtainedfrom the holiday experience. Manyauthors have noted that there mustbe a clear understanding ofconcept of branding beforepromoting any destination on asBrand. A destination image has acrucial role in an individual's travelspurchase related decision makingand the individual traveler'ssatisfaction/dissatisfaction with atravels purchase largely dependso n t h e c o m p a r i s o n o f h i sexpectation about the destination,or a previously held destinationi m a g e , a n d h i s p e r c e i v e dperformance of the destination.Present study has taken a case ofHimachal Pradesh for branding intourism. This study is an attempt inidentifying the image of HimachalPradesh so that the implicationsmay be used for the properbranding of state.Key Words: Branding, DestinationBranding, Himachal PradeshDESTINATION IMAGE AND BRANDING OF HIMACHALPRADESHS. P. BansalVice Chancellor, Maharaja Agrasen Univeristy, Himachal PradeshSandeep KulshreshthaProfessor, IITTM, GwaliorYogita SharmaResearch Scholar, Panjab University ChandigarhINTRODUCTIONTravelling require personal motivation, people pay to get to someplace other than 'home'; or they pay to get away from 'home'. Whenthey come back, all they left are the memories and photos. It is thetourist behaviour, which is responsible for the destination choice.Potential travellers generally have limited knowledge about theattributes of a destination which they have not previously visited. Forthis reason, the image and attitude dimensions of a place as a traveldestination are said likely to be critical elements in the destinationchoice process, irrespective of whether or not they are truerepresentations of what that place has to offer (Bansal et. al. 2009).DestinationIn general the term "destination" refers broadly to an area wheretourism is a relatively important activity and where the economy maybe significantly influenced by tourism revenues. While literaturesuggests that destinations are regarded as well-definedgeographical areas, such as country, an island or a town (Hall, 2000).While some researchers viewed destination as a product or a brand(Kozak, 2002; McIntosh & Goeldner, 1990; Yoon & Uysal, 2005).Van Raaij (1986) viewed the travel destination as a product, which ispartly ''given'' and partly ''man-made.'' The ''given'' part refers tonatural features of tourist destinations such as climate, scenery,beaches, mountains, historic-culture buildings, and so forth.Whereas the ''man-made'' part refers to features such as hotels,package tours, transportation facilities, and facilities for sports andrecreation which can all be adapted to customer preferences, subjectto budget restrictions.Kim (1998) stated that, ''A destination can be viewed as a uniquelycomplex product of the tourism industry comprising, among otherfactors, an area's climate, infrastructure and superstructure,services, and natural and cultural attributes. Despite this complexity,it is nevertheless a product.'' Beerli and Mortin (2004) pointed outtourist destinations must be conceived as brands that have to bemanaged from a strategic point of view. On the other hand Buhalis(2000) regarded destination as a defined geographical region whichis understood by its visitors as a unique entity, with a political andlegislative framework for tourism marketing and planning;destinations offer an amalgam of tourism products and services,which are subsumed under the brand name of the destination.

DESTINATION IMAGE AND BRANDING-101OF HIMACHAL PRADESHVarious aspects of branding are the subject of many academic studies, yet most of the literaturefocuses on consumer goods and grocery products. While brands are found in many categories oftourism goods and services and permeate almost all facts of tourist activities, the concept is notstudied and practiced as vigorously in destination marketing as in the general field. In somespecific areas such as rural tourism, little investigation has been undertaken into the processes ofbranding effort (Hall 1998).The challenge of branding destinations lies with the complexity of thedecision process on the part of tourists. As a bundle of goods and services, purchase of adestination mix has an inherent uncertainty and is usually expensive. Further, unlike other tangibleproducts, tourists are not able to “test drive” and try the destinations before making a choice(Bansal et. Al 2009). Therefore, the decision involves greater risk and extensive informationsearch, and depends on tourists' mental construct of what a potential destination has to offerrelative to their needs. As a result, destination image is a critical stimulus in motivating the tourist. Itis likely to be a critical element in destination choice process, respective of whether or not theimage is truly representative of what a place has to offer (Um and Crompton 1990).Destination BrandingAuthors noted that the branding is perhaps the most powerful marketing weapon available tocontemporary destination marketers confronted by increasing product parity, substitutability andcompetition. Indeed, places are potentially the world's biggest tourism brands. Choice of holidaydestination is a significant lifestyle indicator for today's aspirational consumers and the placeswhere they choose to spend their increasingly squeezed vacation time and hard earned incomehave to be emotionally appealing with high conversational and celebrity value. The world tourismorganization talks about this in terms of seeing destinations as tomorrow's fashion item,suggesting that 'the next century will make the emergence of tourism destinations as a fashionaccessory'. The choice of holiday destination will help define the identity of the traveler and, in anincreasingly homogeneous world, set him apart from the hordes of the other tourists. As style andstatus indicators, destinations can offer the same consumer benefits as other more highly brandedlifestyle accoutrements such as cars, perfumes, watches and clothes. All are used tocommunicate, reflect and reinforce associates, statements and group memberships and in thesame way, tourists use 'there trips as expressive devices to communicate messages aboutthemselves to peers and observers (Clarke, 2000).The study of destination brands has focused on their external relevance, or in other words theunderstanding of how through the destination brand, destination marketing organizations are ableto shape tourist behavior (Pike 2004) with the objective of generating revenues for the destination(Morgan, Pritchard and Piggott 2002). A distinctive feature of the destination brand is itsconceptualization as the outcome of a multi-stakeholder collaborative decision making process(Prideaux and Cooper 2002).Although the historical roots of branding can be traced back to the late 19th century with thedevelopment of branded consumer products such as Gillette and Quaker Oats (Low and Fullerton1994), researchers have only recently considered branding a "hot topic," with many contemporarybooks discussing this concept (D. Aaker and Joachimsthaler 2000; Kapferer 1997). In 1998,branding within the context of tourism destinations started to gain visibility with destinationbranding the focal topic at that year's Travel and Tourism Research Association's AnnualConference. Since then, this concept has been further explored in the aptly titled book, DestinationBranding (Morgan, Pritchard, and Pride 2002) and in a Journal of Brand Management specialissue (Harrison 2002; Kotler and Gertner 2002; Morgan, Pritchard. and Piggott 2002).Study BackgroundThis work supports the results of Baloglu and McCleary's (1999) study that affective image issignicantly inuential on overall image. However, contrary to Baloglu and McCleary's ndings,

-102Tourism Innovationswhich found the stronger impact of affective evaluation on overall image than that of cognitiveevaluation, this study found that cognitive image is more inuential on the overall image. Thedifference between the two results may be due to (1) the different treatment on the cognitiveconstruct, (2) investigation of the different stages of destination image formation, and/or (3)inclusion of unique image in this study. First, Baloglu and McCleary (1999) used three separatevariables to understand the cognitive evaluation of a destination while the current study adoptedone variable to measure the cognitive image construct. This procedure might produce differentresults. In addition, while Baloglu and McCleary's study examined the image prior to the actualvisitation to the destination, this study explored the complex image to understand thephenomenon. That is, affective image may have more impact on overall image before actualvisitation whereas cognitive image may exert more inuence on overall image when actualvisitation is realized. Furthermore, the inclusion of unique image should inuence the weakerimpact of affective image on overall image. It is argued that affective image can be diverse amongdifferent destinations and used for positioning strategy (Baloglu & Brinberg, 1997). It is possiblethat the differentiating contribution of affective image on overall image is explained partly byunique image, leading to much weaker contribution of affective image on overall image than thoseof cognitive and unique image components. Future research should examine the relationshipamong the three image components for a more clear understanding on destination branding.Study QuestionsThe study is revolving around two basic questions:1. To analyze perceptions and satisfaction of tourists in Himachal Pradesh.2. To identify the role of image for the branding of destinations.Research MethodologyPrimary data has been collected with the help of questionnaire. A questionnaire has beenprepared for tourists and a survey of 198 tourists was undertaken to identify their expectations andexperiences. Structured questions were used to collect attitudinal and socio-demographic data.Since the purpose was to learn about image and branding in tourism, which included attitudes onvarious attributes, multi-attribute approach has been used. Attributes were selected based onprevious studies (like Chaudhary Manjula 2004; Gautam et.al. 2012), reports and articles aboutIndia in the media. Both tangible and intangible attributes have been adopted and the statementshave been phrased in both positive and negative forms. The study's data collection phase wasspread over peak and lean tourist season. The responses were collected after the tourists hadtraveled or stayed in India and pre- and post-trip data were collected simultaneously.A sample of 198 tourists from three places at Shimla has been taken. Sample contains 63 numbersof foreign and 135 of domestic tourists. The sample was selected on the bases of quota sampling.Three tourism places (Shimla Town, Kufri and Naldehra) were selected and from each place 21foreign and 45 domestic tourists were selected. The selection of respondents was undertaken onconvenience cum judgment basis. The questionnaire was divided in two parts:Part 1: Expectations and Satisfaction Survey (Image Survey):A five-point Likert scale was used to collect data about tourists' expectations and satisfactionlevels. For the purpose of analysis, of the many approaches available for explanation of consumersatisfaction/dissatisfaction, the one proposed by Oliver (1981) has been used. According to Oliver,consumers purchase goods and services with pre-purchase expectations about performance.Once the product or service has been used, outcomes are compared with expectations. When theoutcome matches expectations, confirmation occurs. Non-confirmation occurs when there aredifferences between expectations and outcomes. Satisfaction is caused by positive confirmation

DESTINATION IMAGE AND BRANDING-103OF HIMACHAL PRADESHand dissatisfaction is caused by negative confirmation. Along with the overall comparison of theexpectations and satisfaction levels of the total sample, two groups of tourists (foreign anddomestic) have been compared with each other to find whether these segments differ regardingHimachal's image attributes as measured in the study.Part 2: Survey regarding the branding of Himachal Pradesh:A five-point Likert scale was used to collect data about tourists' opinion regarding the branding ofHimachal as tourist destination.Survey Results and DiscussionsExpectations of Domestic Tourists: Going to the results of data it is confirmed that mostrespondents, have agreeing with the given statements, which is reflected from the weightedarithmetic mean score. It is evident that the mean score for all the statement is above 3 except forstatements like availability of tourist land marks; reliability of trains; unsafe from petty crimes, stateof cheaters, unsafe drinking water, poor quality of roads, nuisance caused by beggars (which ispositive for Himachal), Thus it can be concluded that majority of the domestic tourists perceiveHimachal as a better tourist destination.Satisfaction of Domestic Tourists: It is confirmed that most respondents, have agreeing with ourstatements, which is reflected from the weighted arithmetic mean score. It is evident that the meanscore for all the statement is above 3 except for statements like availability of tourist land marks;reliability of trains; unsafe from petty crimes, state of cheaters, unsafe drinking water, poor qualityof roads (which is positive for Himachal).Expectations of Foreign Tourists: Most respondents, have agreeing with the statements, which isreflected from the weighted arithmetic mean score. It is evident that the mean score for all thestatement is above 3 except for statement of reliability of trains.Satisfaction of Foreign Tourists: Large number of respondents has agreeing with the statements,which is reflected from the weighted arithmetic mean score. It is evident that the mean score for allthe statement is above 3 except for statements like reliability of trains; unsafe from petty crimes,state of cheaters, unhygienic conditions, unsafe drinking water, poor quality of roads, nuisancecaused by beggars and unethical trade practices (which is good for Himachal).StatementNo.Table 1Difference in Ranks (as per mean) of Various Attributes (Positively Framed)StatementMean Rank(Expectation)Domestic ForeignMean Rank Mean Rank(Satisfaction) (Expectation)1 Inexpensive destination 1 3 1 32 Variety of good arts 7 5 4 13 Availability of tourist land marks 9 9 5 94 Rich cultural heritage 5 2 7 45 Inexpensive shopping 4 4 8 86 Hospitality tourists 8 8 2 27 Quality deluxe hotels 6 7 3 68 Good transportation facilities 2 1 9 79 Reliable train services 10 10 10 1010 Less exploited (close to nature) 3 6 6 5Mean Rank(Satisfaction)

-104Tourism InnovationsAbove table describes the difference in perception and satisfaction. In Himachal most of thetourists felt that hotel facilities to be good, but after tour they found such facilities to be quitepathetic, which is depicted from the difference in the rank of means. In expectation the rank (as permean) of good hotel facilities was high, while after the tourists' opinion regarding this was changeda lot. Earlier the rank given by tourists for it was 6 (domestic) and 3 (foreign), but later whichbecomes 7(Domestic) and 6 (Foreign).StatementNo.Table 2Difference in Ranks (as per mean) of Various Attributes (Negatively Framed)Domestic ForeignStatementMean Rank Mean Rank Mean Rank(Expectation) (Satisfaction) (Expectation)1 Unsafe from petty crimes 8 9 9 102 State of cheaters 10 10 7 93 Unsafe domestic airlines 4 6 5 34 Poor guide services 2 1 2 25 Unhygienic conditions 3 3 3 66 Unsafe drinking water 9 8 8 87 Non-availability of night 1 2 1 1life8 Poor quality of roads 7 7 4 4Mean Rank(Satisfaction)9 Nuisance caused bybeggars10 Unethical practicesexisting in tradebusiness6 5 6 55 4 10 7Above table describes the difference in perception and satisfaction in case of negatively framedstatements. It is felt that in case of some attributes there is a significant difference in the ranks(mean wise). In Himachal foreign tourist thought that the hygiene conditions to be quite bad butactually they found them to be quite good. This particular statement leads to a conclusion thatHimachal has to create a separate brand for itself. People see Himachal as other part of India,while Himachal is a much better (in case of hygienic conditions) destination.Image Survey ResultsTo check the image of Himachal Pradesh amongst foreign tourists, domestic tourists, a surveywas conducted and after application of some statistical tests like weighted arithmetic mean, thefinal interpretation was made. It is found that domestic tourists were not agreeing that there isavailability of tourist land marks in the state; reliability of trains; unsafe from petty crimes, state ofcheaters, unsafe drinking water, poor quality of roads, nuisance caused by beggars (which is goodfor Himachal), Thus it can be concluded that majority of the domestic tourists perceive Himachalas a better tourist destination. When a satisfaction survey was conducted on the domestic touriststo check the actual image analysis of state the mean score for all the statement is above 3 exceptfor statements like availability of tourist land marks; reliability of trains; unsafe from petty crimes,state of cheaters, unsafe drinking water, poor quality of roads (which is good for Himachal), Thus itcan be concluded that majority of the domestic tourists actually feel Himachal as a better touristdestination.

DESTINATION IMAGE AND BRANDING-105OF HIMACHAL PRADESHSimilar survey was conducted to check the satisfaction level of foreign tourists. It was found thatthese tourists simply rejected the statements that state is unsafe from petty crimes, state is a landof cheaters, unhygienic conditions are prevailing everywhere in the state, unsafe drinking water,poor quality of roads, nuisance caused by beggars and unethical trade practices. All these thingsare good for Himachal Pradesh. This led to conclusion that majority of the foreign tourists actuallyfeel Himachal as a better tourist destination.It can be concluded from the results of the study that majority of the domestic tourists actually feelHimachal as a better tourist destination. It may be noted that tourists thought Himachal to be astate free from the problem of beggars, but during the visit they faced this problem. Majority of theforeign tourists actually feel Himachal as a better tourist destination. There is difference in theirperception and satisfaction. Most of respondents thoughts that there would be many problems inHimachal but in reality they faced much less than expected, which is evident from the mean scoresof negatively framed statements. It may be noted that tourists thought Himachal to be a state freefrom the problem of beggars, but in reality they faced this problem.Branding SurveyTable 3Responses of respondents regarding the Branding of Himachal PradeshS.N. Statement Mean Chi-Square1 Himachal is a year-round destination 3.55 39.522 Himachal is having a wide range of tourist destinations 3.52 52.16much more than one know about Himachal3 Ample activities are available for tourists in the state 3.27 22.644 Himachal is a low priced destination 3.73 55.045 Official website of Himachal Tourism is quite3.19 28.08informative and interactive6 Publicity material on Himachal is easily available. 2.90 20.567 You come to know about Himachal through2.80 15.76advertisements regularly8 Himachal can spoil tourists for shopping choices 3.44 30.569 Himachal can be termed as synonym for Himalayas 3.66 62.56Table 3 depicts the responses of tourists regarding the Branding of Himachal Pradesh. Going bythe mean scores of the nine statements it is felt that tourists are agreeing with the statements asdepicted by the mean scores. One conclusion can be drawn from the above table that if Himachalwant to position itself as a good tourist destination then it has to go for aggressive promotionalcampaign. It is observed that tourists were not very positive regarding the statements like publicitymaterial on Himachal is easily available and they come to know about Himachal throughadvertisements regularly. It is also observed from the tourists that they were not very muchpositive regarding the statements that official website of Himachal Tourism is quite informative andinteractive.Discussions on Study ResultsIt is concluded after the study that if Himachal want to position itself as a good tourist destinationthen it has to go for aggressive promotional campaign. It is observed that people were not verypositive regarding the statements like tourist information in easily available and the official websiteof Himachal tourism is quite interactive, although it contains good information, still it needed to bevery interactive. It is also observed that domestic tourists in Himachal find some lesser shoppingchoices, since shopping is on priority list for the domestic tourists. It is also observed that

-106Tourism Innovationsintermediaries were not very positive regarding the statements like publicity material on Himachalis easily available and they come to know about Himachal through advertisements regularly.Further it can also be concluded that Himachal Pradesh has great potential for tourists and thedestination is well known among the foreign visitors as well as domestic visitors. This too can beaccepted by reading the participation of the responding countries that the state is equally popularamong the tourists globally. This too has been identified that Himalayas, Adventure, Buddhism,Peace and Nature are the biggest assets for the state and the visitors are much focused on theseactivities or interests once they plan for Himachal Pradesh. The foreign tourists are quite satisfiedwith majority of the services, prices and ground handling staff in various activities and they haveshown interest in keeping the environment clean in Himachal Pradesh. They have shown interestsin tribal areas and sincerely bothered about the development of this sector of the state. The newareas like helicopter skiing is also liked by majority of the tourists and they have rightly participatedin the questions of participation of local entrepreneurs in international tourism meetings and fairs.The tourists have given their views about the promotion of the state and its situation outside of thecountry. With all these findings it can again be concluded that Himachal Pradesh has rich touristattractions for the international tourists and this is the time to understand tourism as a major tool fordevelopment for the state. There have been few areas which do need attention, like roads, airportsand banking etc.This is important knowing the problems normally Himachal Pradesh is facing while promoting it asa wonderful tourist destination. This is a well known fact that Himachal Pradesh is a popular touristdestination among large number of tourists. In addition to the theoretical contribution ondestination branding, this study provides practical implications especially salient for the state ofHimachal Pradesh. Based on the results of the study figure 1 make a summary of image attributesfor branding. By looking at the figure it is evident that the two statements i) Synonym of Himalayaand ii) Low priced destination dominates the show.Recommendations and SuggestionsThe results con?rm the previous argument that the image of a destination directly in?uencesintentions to revisit and recommend the destination to others (Alcaniz et al., 2005; Bigné etal.,2001). For potential tourists, recommendation is an important information source in forming an

DESTINATION IMAGE AND BRANDING-107OF HIMACHAL PRADESHimage toward the particular destination (Bigné et al., 2001). Thus, tourism destinations need toprovide favorable experiences to tourists, in which they will create a positive image andrecommend the place to others in turn helping potential tourists develop a favorable image thataffects the destination choice (Hailin Qua, Lisa Hyunjung Kimb, and Holly Hyunjung 2011).Himachal Pradesh must select any punch line suitable to the background of the state. Forexample, "Atithi Devo Bhawa" or "Himachal- The Himalayan Country", " Mystical Himalayas","The Incredible Himalayas", "Himachal- the adobe of Happiness", "Himachal land for all seasonsand all reason" or "unforgettable Himachal". Now just make sure that this slogan reaches toeveryone in the state who is directly or indirectly has related with tourism. If everyone understandsthe deep philosophy of this motto, the tourists will feel similar warmth and hospitality in entire state.The same spirit must be reflected throughout the state in almost all aspects.REFERENCESAaker, D. Joachimsthaler, E. (2000). Brand Leadership: The Next Level of Brand Revolution, Handcover, New York.Alcaniz, E. B., Garcia, I. S., & Blas, S. S. (2005). Relationships among residents' image, evaluation of the stay andpost-purchase behavior. Journal of Vacation Marketing, 11(4), 291-302.Baloglu, S., & Brinberg, D. (1997). Affective images of tourism destination. Journal of Travel Research, 35(4), 11-15Baloglu, S., & McCleary, K. (1999). A model of destination image formation. Annals of Tourism Research, 26(4), 868-897.Bansal S.P., S. Kulshreshtha and Prashant Gautam (2009). Determinants in Destination Choice. Indian Journal ofInternational Tourism and Hospitality Research, 3(1), 85-100.Beerli, A., & Mortin, J. D. (2004). Tourist's characteristics and the perceived image of tourist destinations: aquantitative analysis - a case study of Lanzarote, Spain. Tourism Management, 25, 623-636.Bigné, J. E., Sánchez, M. I., & Sánchez, J. (2001). Tourism image, evaluation variables and after purchase behavior:inter-relationship. Tourism Management, 22(6), 607-616.Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism Management, 21, 97-116.Chaudhary, M. (2000). India's image as a tourist destination: A perspective of foreign tourists. Tourism Management,21, 293-297.Clarke, J. (2000).Tourism brands: An exploratory study of the brands box model. Journal of Vacation Marketing, Vol. 6,No. 4, pp. 329-345.Eby, D., L. Molnar, and L. Cai(1999). Content Preferences for In-Vehicle Tourist Information System: An EmergingInformation Source. Journal of Hospitality and Leisure Marketing 6(3) :41-58.Gartner, W. C. (1989). Tourism image: Attribute measurement of state tourism products using multidimensionalscaling techniques. Journal of Travel Research, 28, 16-20.Gautam Prashant, S. Kulshreshtha and Yogita Sharma (2012). Branding in Tourism: A Study of Himachal Pradesh, inDixit et. al. (Eds.), Challenges and Strategic Interventions for Tourism, Lucknow: Royal Publications, pp 19-35.Hailin Qua, Lisa Hyunjung Kimb, and Holly Hyunjung Imc (2011). A model of destination branding: Integrating theconcepts of the branding and destination image. Tourism Management 32, 465-476.Hall, C. M. (2000). Tourism planning: Policies, processes, relationships. U.K.: Prentice Hall.Hall, D.(1998). The Auchincruive Declaration. Accessed December 22 1999: .1999 Destination Branding, Niche Marketing and National Image Projection in Central and EasternEurope. Journal of Vacation Marketing 5:227-237.Harrison, S. (2002). Culture, tourism and local community: the heritage identity of the Isle of Man, in: Journal Of BrandManagement, 9(4-5) April: 355-371.Kapferer, J.N. (2001). Re-inventing the Brand. Kogan Page, London.Kim, H. B. (1998). Perceived attractiveness of Korean destinations. Annals of Tourism Research, 25(2), 340-361.

-108Tourism InnovationsKotler, P, Gertner, D., Rein, I., (2002). Country as brand, product and beyond: A place marketing and brandmanagement perspective, Brand Management, Vo. 9, No, 4-5, pp. 249 261.Kozak, M. (2002). Comparative analysis of tourist motivations by nationality and destinations. Tourism Management,23, 221-232.Low, G., and R. Fullerton (1994). Brands, Brand Management, and the Brand Manager System: A Critical-HistoricalEvaluation. Journal of Marketing Research 31:173-190.McIntosh, R. W., & Goeldner, C. R. (1990). Tourism: Principles, practices, philosophies. New York: Wiley.Morgan, J.M., Pritchard, A. and Piggott, R. (2001).New Zealand, 100% Pure. The creation of a powerful nichedestination brand. Journal of Brand Management, Vol. 9(4-5), pp. 335-354.Morgan, N., A. Pritchard, and R. Piggott (2002). New Zealand, 100% Pure. The Creation of a Powerful NicheDestination Brand. Journal of Brand Management 9:335-354.Oliver, R. L. (1981). Measurement and evaluation of satisfaction processes in retail settings. Journal of Retailing (57),53-68.Pike, S. (2004). Destination Marketing Organizations. Amsterdam: Elsevier.Prideaux, B., and C. Cooper (2002). Marketing and Destination Growth: A Symbiotic Relationship or SimpleCoincidence? Journal of Vacation Marketing 9:35-48.Um, S. H., & Crompton, J. L. (1990). Attitude determinants in tourism destination choice. Journal of Travel Research,17(3), 432-448.Um, S., & Crompton, J. L. (1990). Attitude determinants in tourism destination choice. Annals of Tourism Research,17(3), 432-448.Van Raaij, W. F. (1986). Consumer research on tourism: mental and behavioural constructs. Annals of TourismResearch, 13, 1-9.Yoon, Y., & Uysal, M. (2005). An examination of the effects of motivation and satisfaction on destination loyalty: astructural model. Tourism Management, 26, 45-56.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractAn empirical study was undertakento assess the organizationalclimate (O.C.) in the hotel industry(3-,4- and 5- star hotels) asperceived by the student -traineesof Catering Technology / HotelManagement Programme. Datawere collected using a 5-pointLikert-type scale from a sample3 3 0 s t u d e n t - t r a i n e e s . T h edeterminants included in the O.C.w e r e R e m u n e r a t i o n , H R DRecognition, Social Relevance andGroup Cohesiveness, PhysicalW o r k i n g E n v i r o n m e n t ,O c c u p a t i o n a l S t r e s s ,C o m m u n i c a t i o n , W o r k i n gHumanization, Welfare Measures,Personal Life Factors and Attitudeof Management.Multiple Discriminant Analysis(MDA) technique was employed tofind out how the three categories ofhotels differed in organizationalclimate as perceived by the student- trainees. The MDA techniqueapplied resulted in two discriminantfunctions of which the factorsOccupational Stress, Recognition,Personal Life Factors and PhysicalWorking Environment contributedmore to the first function and thefactors associated with Welfaremeasures contributed more to thesecond discriminant function. Theefficiency of these functions weretested using classification matrixwhich predicted only 47.6% of thecases correctly. The MDA resultsfurther indicated that while the 4star category hotels differed morein 'Working environment' factorsthe 3-star hotels differed more on'welfare measures'. According tothe perception of the studenttrainees 3-star hotels appeared tohave an edge over 4 or 5 star hotelsin organizational climate.MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT -TRAINESS IN HOTEL INDUSTRYR. PRABHUAssistant Professor, Department of Business Administration,Government Arts College for Men (NAAC Accredited GovernmentInstitution affiliated to Periyar University) Krishnagiri - 641006P.PREMKANNAAssociate Professor and Head, Department of Catering & HotelManagement, Hindusthan College of Arts & Science, Coimbatore-641 028INTRODUCTIONThe importance of training for employees' self development as wellas organization development needs little emphasis. In certain casestraining is mandatory to traverse the career path. In the CateringScience and Hotel Management (CS/HM) programmer, successfulcompletion of training in a star hotel is a pre – requisite to earn adiploma/ degree. The training programmer meant for the studenttrainees will be effective and fruitful only when the environment oftraining institutes or the organizational climate of the hotel where thestudents undergo training is conducive. As the available informationon the organizational climate in the star hotels as perceived by thetrainee – students of CS/HM programmes is meager the presentstudy was undertaken to answer the following questions: How do the student trainees who had training in 3, 4 and 5–star hotels perceive the organizational climate in the hotels?How do the various components of the organizational climateinfluence the perception?In general, what are the factors / variables which significantlydiscriminate the respondents who had undergone training in3, 4 or 5 star hotels?METHODOLOGYThe target population was the second and final year students of the 3– year degree programmer in Catering Technology and HotelManagement of Bharathiar University, Coimbatore, who hadundergone training as a part of the curriculum in hotels (ie, 3, 4 and 5-star) in Bangalore, Chennai, Calcutta, Cochin, Delhi Hyderabad,Mumbai, Poona, Trivandram etc. The perception of the studentswas elicited through a questionnaire on a 5-point Linker type scale(Strongly agree, Agree, Neutral, Disagree, Strongly disagree).The questionnaire was tested for reliability employing split-halftechnique and validated by a pilot study. The sample (n) collectedthrough judgmental sampling technique during the year 2013

-110Tourism Innovationsconsisted of 330 students (125 trained in 3 – star hotels, 71 in 4 – star hotels and 134 in s-starhotels) who were able to opine fairly and freely on the organizational climate. The determinantsincluded in evaluating the organizational climate were Remuneration, HRD, Recognition, SocialRelevance and Group Cohesiveness, Physical Working Environment, Occupational Stress,Communication, Working humanization, Welfare measures, Personal life factors and Attitude ofManagement. Each determinant consisted of 6 to 14 statements. The scores obtained (5 for'strongly disagree', 4 for 'agree', 3 for 'neutral', 2 for 'disagree' and 1 for 'Strongly disagree') forindividual determinants were used for the multiple discriminant functional analysis (Bloch andCliff, 1974 Dillon and Mathew, 1984).RESULTS AND DISCUSSION:The Multiple Discriminant Function Analysis is used to find whether any significant difference existamong the 3 categories of student – trainees viz, 3 star, 4 star and 5 star hotel student trainees. Inturn, the DFA tried to identify the factors which discriminate among the 3 types of hotels in thequality of work life of student trainees, as perceived by them. For this purpose the variablesidentified were the determinants of Organizational Climate (O.C.) as detailed in table 1.Table 1. Factors identified for DFAS.NO.FACTOR (VARIABLE) NAMESTYPE OFVARIABLE1 Remuneration2 Human Resource Development3 Recognition4 Social relevance and group cohesiveness5 Physical working environmentIndependent6 Occupational stress(Predictors)7 Communication8 Working humanization9 Welfare measures10 Personal life factors11 Attitude of managementGroup Star hotel category Dependent

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRY-111DEVELOPMENT OF DISCRIMINANT FUNCTIONS:When the dependent variable consists of 3 groups the number of Discriminant Functionsgenerated will be two. The typically Discriminant Analysis Model involves linear combinations ofthe following form:Dj = boj+ bijXij+ b2jX2j+ b3jX3J+ ... + bkjXkjD = discriminant scoreB = discriminant coefficient or weight of jth functionX = predictor or independent variable of the jth function.J = Discriminant Function 1,2I = Number of student trainees (i = 1 to 330)ESTIMATIONThe scores calculated for each factor classified for each star category group and their means andstandard deviations are found out. Table 2 gives details of Means and Standard Deviations of theselected variables (factors)The table shares a generalized view of the variables to be analysed. The average scores of allvariables for 3 star hotels are found to be higher than the other two, star hotels. The significance ofthe group means of the three groups are further tested using Wilk's lambda and ANOVA.In the ANOVA (table 3), the smaller the Wilks' lambda is the more important the independentvariable to the discriminant function. Wilk's lambda is significant (either at 0.05 level or at 0.01level) as identified by the F tests for the variables, recognition, physical working environment,occupational stress score, welfare measures score and personal life factors score. However allthe eleven factors are retained for further analysis.Table 2. Descriptive statistics for selected independent variables star category wiseSTAR GATEGORY3 Star 4 Star 5 Star TotalStd.Std.Std.Std.MeanMeanMeanMeanDevtDevtDevtDevtRemuneration score 23.3840 5.5529 23.8451 4.2008 22.6045 4.9204 23.1667 5.0408Human ResourceDevelopment score22.5040 3.4818 21.9859 3.3144 22.5970 3.6276 22.4303 3.5046Recognition score 21.9520 3.2697 21.0000 3.4476 20.8060 3.9135 21.2818 3.6097Social Relevance andGroup Cohesiveness scorePhysical WorkingEnvironment score51.6720 6.7951 50.0563 6.9650 50.2239 8.0381 50.7364 7.374536.0800 6.3215 34.4930 5.5081 34.3209 6.2162 35.0242 6.1501Occupational Stress score 24.7200 3.6756 23.5493 3.8202 23.1716 3.9822 23.8394 3.8861Communication score 41.9200 6.7616 40.0704 6.2777 40.0373 7.3171 40.7576 6.9345Working Humanizationscore26.3120 3.4088 26.1268 3.7452 25.6045 3.7236 25.9848 3.6156Welfare Measures score 32.5520 5.8633 33.1127 6.0629 30.2463 6.7617 31.7364 6.3896Personal Life Factors score 27.8800 3.8366 26.8732 4.1950 26.2687 5.3144 27.0091 4.6070Attitude of Managementscore39.1040 5.7218 39.0704 6.7174 38.4328 6.0218 38.8242 6.0584

-112Tourism InnovationsWilks Lambda F df1 df2 Sig.Remuneration score .990 1.598 2 327 NsHuman Resource Development score .995 .749 2 327 NsRecognition score .979 3.591 2 327 *Social Relevance and Group Cohesivenessscore.990 1.638 2 327 NsPhysical Working Environment score .982 3.020 2 327 *Occupational Stress score .967 5.534 2 327 **Communication score .983 2.860 2 327 NsWorking Humanization score .992 1.310 2 327 NsWelfare Measures score .962 6.521 2 327 **Personal Life Factors score .976 4.070 2 327 *Attitude of Management score .997 .470 2 327 NsTable 3. Tests of equality of group meansDFA assumes that the variance/ covariance matrices of the predictor variables are homogenousacross groups. The tables 4 and 5 give the details of variance and covariance values of pooledand within groups and for each group separately in the matrix form. The multivariate Box M -test isused to find whether deviations from homogeneity exist or not.

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYTable 4. Pooled within-groups matrices-113FACTORSRemuneration score(F1)Human ResourceDevelopment score(F2)Recognition score(F3)Social Relevance &Group Cohesivenessscore(F4)Physical WorkingEnvironment score(F5)Occupational Stressscore(F6)CovarianceCommunicationscore(F7)Working Humanizationscore(F8)Welfare Measuresscore(F9)Personal Life Factorsscore(F10)Attitude of Managementscore (F11)F1 25.318 3.937 5.284 7.074 5.357 3.990 5.525 1.289 9.424F2 3.937 12.301 5.561 14.308 7.908 3.399 11.615 3.190 4.818F3 5.284 5.561 12.828 15.522 11.697 6.094 14.711 3.861 10.060F4 7.074 14.308 15.522 54.173 28.008 12.475 32.503 12.007 20.376F5 5.357 7.908 11.697 28.008 37.364 12.108 28.091 10.491 22.104F6 3.990 3.399 6.094 12.475 12.108 14.697 13.549 3.548 13.022F7 5.525 11.615 14.711 32.503 28.091 13.549 47.549 12.839 21.706F8 1.289 3.190 3.861 12.007 10.491 3.548 12.839 13.048 6.943F9 9.424 4.818 10.060 20.376 22.104 13.022 21.706 6.943 39.501F10 5.298 2.908 6.906 11.913 12.603 6.011 14.609 5.863 14.744F11 6.219 9.893 10.058 25.740 21.599 11.960 24.375 7.924 20.2605.2982.9086.90611.91312.6036.01114.6095.86314.74420.83611.8126.2199.89310.05825.74021.59911.96024.3757.92420.26011.81236.823CorrelationF1 1.000 0.223 0.293 0.191 0.174 0.207 0.159 0.071 0.298F2 0.223 1.000 0.443 0.554 0.369 0.253 0.480 0.252 0.219F3 0.293 0.443 1.000 0.589 0.534 0.444 0.596 0.298 0.447F4 0.191 0.554 0.589 1.000 0.623 0.442 0.640 0.452 0.440F5 0.174 0.369 0.534 0.623 1.000 0.517 0.666 0.475 0.575F6 0.207 0.253 0.444 0.442 0.517 1.000 0.513 0.256 0.540F7 0.159 0.480 0.596 0.640 0.666 0.513 1.000 0.515 0.501F8 0.071 0.252 0.298 0.452 0.475 0.256 0.515 1.000 0.306F9 0.298 0.219 0.447 0.440 0.575 0.540 0.501 0.306 1.000F10 0.231 0.182 0.422 0.355 0.452 0.343 0.464 0.356 0.514F11 0.204 0.465 0.463 0.576 0.582 0.514 0.583 0.362 0.531Table 5. Covariance matrices0.2310.1820.4220.3550.4520.3430.4640.3560.5141.0000.4260.2040.4650.4630.5760.5820.5140.5830.3620.5310.4261.0003 StarFACTORSRemuneration score(F1)Human ResourceDevelopmentscore(F2)Recognition score(F3)Social Relevance andGroup Cohesivenessscore(F4)Physical WorkingEnvironment score(F5)Occupational Stressscore(F6)Communicationscore(F7)Working Humanizationscore(F8)Welfare Measuresscore(F9)Personal Life Factorsscore(F10)F1 30.835 5.353 4.422 6.579 7.187 3.802 7.176 1.291 10.835 5.675F2 5.353 12.123 5.307 12.086 8.887 4.029 13.468 3.624 6.671 5.335F3 4.422 5.307 10.691 12.621 9.875 5.091 12.085 2.531 5.809 5.357F4 6.579 12.086 12.621 46.174 25.002 12.303 27.465 8.418 16.005 12.839F5 7.187 8.887 9.875 25.002 39.961 12.361 29.297 9.830 18.141 10.139F6 3.802 4.029 5.091 12.303 12.361 13.510 12.276 1.249 11.841 4.256F7 7.176 13.468 12.085 27.465 29.297 12.276 45.719 11.009 17.924 10.773F8 1.291 3.624 2.531 8.418 9.830 1.249 11.009 11.620 3.431 4.231Attitude ofManagement score(F11)7.22610.6658.79520.14717.66111.82024.0575.193

-114Tourism Innovations4 Star5 StarTotalF9 10.835 6.671 5.809 16.005 18.141 11.841 17.924 3.431 34.378 10.043 19.087F10 5.675 5.335 5.357 12.839 10.139 4.256 10.773 4.231 10.043 14.719 10.311F11 7.226 10.665 8.795 20.147 17.661 11.820 24.057 5.193 19.087 10.311 32.739F1 17.647 3.312 2.957 7.437 6.492 2.458 6.954 3.448 8.618 5.723 6.397F2 3.312 10.986 5.400 11.387 6.221 0.779 8.230 2.430 4.373 2.027 7.987F3 2.957 5.400 11.886 12.114 8.057 2.214 9.886 3.300 5.443 2.929 8.486F4 7.437 11.387 12.114 48.511 25.915 10.440 23.596 12.607 21.936 6.507 23.739F5 6.492 6.221 8.057 25.915 30.339 9.268 18.522 9.522 18.629 6.163 18.308F6 2.458 0.779 2.214 10.440 9.268 14.594 8.975 5.087 11.094 0.113 11.304F7 6.954 8.230 9.886 23.596 18.522 8.975 39.409 14.334 17.178 8.509 15.295F8 3.448 2.430 3.300 12.607 9.522 5.087 14.334 14.027 10.400 3.859 8.820F9 8.618 4.373 5.443 21.936 18.629 11.094 17.178 10.400 36.759 8.386 19.063F10 5.723 2.027 2.929 6.507 6.163 0.113 8.509 3.859 8.386 17.598 3.780F11 6.397 7.987 8.486 23.739 18.308 11.304 15.295 8.820 19.063 3.780 45.124F1 24.211 2.945 7.314 7.345 3.053 4.971 3.233 0.151 8.534 4.724 5.188F2 2.945 13.160 5.884 17.918 7.882 4.190 11.669 3.185 3.326 1.109 10.176F3 7.314 5.884 15.315 20.021 15.311 9.071 19.699 5.396 16.454 10.443 12.062F4 7.345 17.918 20.021 64.611 31.913 13.706 41.886 15.037 23.629 13.894 32.008F5 3.053 7.882 15.311 31.913 38.641 13.366 32.003 11.617 27.627 18.289 27.003F6 4.971 4.190 9.071 13.706 13.366 15.858 17.144 4.880 15.138 10.751 12.436F7 3.233 11.669 19.699 41.886 32.003 17.144 53.540 13.759 27.615 21.396 29.450F8 0.151 3.185 5.396 15.037 11.617 4.880 13.759 13.865 8.399 8.438 10.000F9 8.534 3.326 16.454 23.629 27.627 15.138 27.615 8.399 45.721 22.475 21.983F10 4.724 1.109 10.443 13.894 18.289 10.751 21.396 8.438 22.475 28.243 17.439F11 5.188 10.176 12.062 32.008 27.003 12.436 29.450 10.000 21.983 17.439 36.262F1 25.410 3.816 5.375 7.126 5.494 4.148 5.651 1.416 9.977 5.488 6.330F2 3.816 12.282 5.541 14.278 7.892 3.385 11.594 3.140 4.579 2.878 9.790F3 5.375 5.541 13.030 15.807 12.063 6.428 15.099 3.986 10.412 7.238 10.129F4 7.126 14.278 15.807 54.383 28.438 12.894 32.969 12.108 20.651 12.325 25.729F5 5.494 7.892 12.063 28.438 37.823 12.612 28.672 10.651 22.566 13.103 21.664F6 4.148 3.385 6.428 12.894 12.612 15.102 14.095 3.730 13.535 6.476 12.072F7 5.651 11.594 15.099 32.969 28.672 14.095 48.087 12.996 22.167 15.142 24.428F8 1.416 3.140 3.986 12.108 10.651 3.730 12.996 13.073 7.276 6.046 7.979F9 9.977 4.579 10.412 20.651 22.566 13.535 22.167 7.276 40.827 15.334 20.534F10 5.488 2.878 7.238 12.325 13.103 6.476 15.142 6.046 15.334 21.225 11.944F11 6.330 9.790 10.129 25.729 21.664 12.072 24.428 7.979 20.534 11.944 36.705The results of Box's M test are shown in Table 6. The test shows that there is significant deviationfrom homogeneity that the groups differed in their covariance matrices. However, discriminantfunction analysis is robust even when the homogeneity of variances assumption is not met.Table 6. Box's test of equality of covariance matricesF-testTest ResultsBox's M 217.019Approx. 1.559df1 132df2 162618.999Sig. **

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYCANONICAL DISCRIMINANT FUNCTIONS:Since the dependent variable, namely star category, has three groups, the number of discriminantfunctions computed is two. The two discriminant functions arrived at with their discriminantcoefficients are given in Table 7. The discriminant function coefficients are partial coefficients,reflecting the unique contribution of each variable to the classification of the dependent variable.The coefficient values are used to find the discriminant scores of each case (here student trainee),by substituting the values for each of the factors in the discriminant functions for each case.Table 7. Unstandardised canonical discriminant function coefficientsFunction1 2Remuneration score -.018 .054Human Resource Development score -.040 -.109Recognition score .086 .026Social Relevance and Group Cohesiveness score .012 -.017Physical Working Environment score .044 -.061Occupational Stress score .182 -.024Communication score .023 -.023Working Humanization score -.021 .096Welfare Measures score -.047 .165Personal Life Factors score .102 -.031Attitude of Management score -.100 .011(Constant) -4.821 -2.180-115DETERMINATION OF STATISTICAL SIGNIFICANCEThe Eigen values show how much of the variance in the dependent variable, i.e. star category isaccounted for by each of functions. The column, '%variance' in table 8 explains that the firstfunction accounts for 52 per cent of variance among the groups and the second function accountfor 48 per cent of variance among the groups.Function Eigenvalue % of Variance Cumulative %Test ofFunctionsTable 8: Eigen values and canonical correlationsCanonicalCorrelation1 .061 52.0 52.0 .2412 .057 48.0 100.0 .232Wilks' LambdaWilks' Lambda Chi-square df Sig.1 through 2 .892 36.969 22 *2 .946 17.769 10 Ns

-116Tourism InnovationsWilk's lambda shows first discrimination function is significant at 5% level and the second functionis not significant. Canonical correlations given in the table measure the extent of associationbetween the discriminant scores and the groups. It is a measure or association between thesingle discrimination function and the set of dummy variables that define the group membership.The square of the canonical correlation of first discriminant function is 0.241 which when squaredgives a value of 0.058 which explains that only 5.8 per cent of variation in the dependent variable,given that the 3 star as one group and the remaining two groups as another, is explained by the firstdiscriminant function. Similarly the value 0.232 suggests that a hotel is explained by the seconddiscriminant function.THE INTERPRETATION OF DISCRIMINANT COEFFICIENTSThe structure matrix given in table 9 shows the correlations of each variable with eachstandardized discriminant function.Table 9. Structure matrixFunction1 2Occupational Stress score .711(*) .215Recognition score .584(*) .134Personal Life Factors score .582(*) .257Physical Working Environment score .543(*) .090Communication score .534(*) .052Social Relevance and Group Cohesiveness score .407(*) -.002Working Humanization score .262(*) .250Welfare Measures score .333 .747(*)Remuneration score .094 .397(*)Human Resource Development score .097 -.267(*)Attitude of Management score .128 .176(*)* Largest absolute correlation between each variable and anydiscriminant functionThe first function gives more importance to 'Working Environment' side of the star hotels in generalwhich consists of occupational stress, recognition, personal life factors, physical workingenvironment and communication having moderate correlations. The second function givesimportance to 'Welfare and Remuneration' variables.The standardized discriminant function coefficients in Table 10 indicate the relative importance ofthe independent variables in predicting the dependent variable. These coefficients indicate thepartial contribution of each variable to the discriminant (s), controlling for other independentsentered in the equation. The first function explains that the factor occupational stress score is themaximum contributing variable to the first discrimating function whereas in the second function thefactor welfare measure score seems to contribute to the second discriminating function.

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYTable 10.Standardized canonical discriminant function coefficients-117Function1 2Remuneration score - .090 .273Human Resource Development score - .142 - .383Recognition score .308 .093Social Relevance and GroupCohesiveness score.090 - .125Physical Working Environment score .271 - .372Occupational Stress score .698 - .094Communication score .160 - .161Working Humanization score - .075 .347Welfare Measures score - .295 1.038Personal Life Factors score .467 - .143Attitude of Management score - .608 .070CLASSFICATION AND VALIDATIONFinally, how efficient the discrimination functions are in discriminating among the three groups,given the selected independent variables, is established by developing the classification matrix.The classification matrix is developed using table 11 where in the group cancroids of each functionfor each sector and table 12 which gives prior probabilities of each group. The table 10 is used toestablish the cutting points for classifying cases. The optimal cutting point is the weighted averageof the paired values. The cutting points set ranges of the discriminating score to classify the starhotels.Table 11. Unstandardized canonical discriminant functions evaluated at group meansFunctionStar Category 1 23 Star .312 .0354 Star .225 .3935 Star .172 .24113. Prior Probabilities for GroupsStar Category Prior Cases Used in Analysis3 Star .379 1254 Star .215 715 Star .406 134Total 1.000 330

-118Tourism Innovations13. Classification resultsOriginalPredicted Group MembershipTotalStar Gate gory 3 Star 4 Star 5 Star3 Star 66 12 47 125Count 4 Star 26 12 33 715 Star 44 11 79 1343 Star 52.8 9.6 37.6 100.0% 4 Star 36.6 16.9 46.5 100.05 Star 32.8 8.2 59.0 100.0Based on group centroids and prior probabilities the classification matrix is arrived and is given intable 13. The table 13 is used to assess how well the discriminant function works and whether itworks equally well for each group of the dependent variable. A look at the classification matrixreveals that, the functions have predicted on the average 47.6% of the cases correctly in theirrespective groups; whereas considering each group, the function has predicted nearly 53% of 3star hotels in its own group and are only 16.9% of the 4 star hotels in its own and for 5 star hotels59% of the cases were correctly predicted in its own group indicating that on the whole, theclassification accuracy of the discriminant functions is 47.6% given the selected variables.Now the question remains to be answered is which variables discriminate more efficiently amongthe 3 star categories Fig. 1 which gives the canonical discriminant scores found out for each groupusing the two discriminant functions, which were plotted against each other along with the groupcentroids. The scores and the group centroids were plotted with the first discriminant functionrepresenting vertical axis and the second function representing the horizontal axis. The groupcentroids suggest that the 4 star hotels differ from 5 star hotels more on vertical axis that horizontalaxis thus given more importance to working environment factors. But, 3 star hotels seem to havean edge over 4 and 5 star hotels when welfare and remuneration factors are considered.

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYFigure - 1 Canonical Discriminant Functions-119FUTURE RESEARCHThe DFA results show that the study needs further probing because of the fact that, the DFA issuffered by its poor fitness of the discriminant functions and poor classification accuracy based onthe factors studied, which implies that the star hotels on the whole could not have muchdiscrimination on the Quality of Work life of student trainees. Except occupational stress andwelfare measures, these hotels do not show any evidence on differences in other factors.REFERENCESBolch Ben W and Cliff J. Huang,(1974)Multivariate Statistical Methods for Business and Economies. New York: Prentice hall.Dillon William R. and Mathew Cold stein (1984)Multivariate Analysis-Methods and Applications. New York :John Wiley and Sons.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractJob satisfaction is the degree towhich people like their jobs. Somepeople enjoy work and find it to be acentral part of life while others worko n l y b e c a u s e t h e y m u s t .Numerous studies have been doneto understand this variable inorganisations. Assessment of jobsatisfaction amongst employeeshas become a common activity inw h i c h t h e m a n a g e m e n t i sconcerned with the physical andpsychological well-being of thepeople. This study was undertakent o e x a m i n e t h e l e v e l s o fsatisfaction or dissatisfactionamong the employees working intravel agencies and tour operatingcompanies in Bangalore. In anys e c t o r o f w o r k , e m p l o y e esatisfaction is a factor that themanagement must take keeninterest in, as the more dissatisfiedthe employees are with their joband work environment, the morelikely they are to contribute little tothe organization and also result inhigh employee turnover anda b s e n t e e i s m a m o n g o t h e rconcerns. This is especiallyimportant in the tourism andhospitality industry as in thisservice sector, the happier theemployees are with their jobs, themore they are motivated toproviding improvised services totheir clients and in turn, enhancecustomer satisfaction. The studywas therefore conducted with thepurpose of understanding the levelof job satisfaction among theemployees, the factors contributingto the same, performance andpersonal growth and development,so that improvement may beeffected as and when necessary.T h e f i n d i n g s i n d i c a t e t h a te m p l o y e e s a r e g e n e r a l l ydissatisfied with their salaries andgrowth opportunities. Additionally,the generally challenging nature ofw o r k a n d t h e e m p l o y e e s 'relationship with their co-workersand superiors are satisfying factorsin their job. The study attempts tos u g g e s t m e a s u r e s t h a torganizations can take to keeptheir employees happy, motivatedand provide a conducive workenvironment that enhances theirjob satisfaction.An Assessment Of Job Satisfaction Among ProfessionalsOf Travel Agencies And Tour Operators In BangaloreJOBY THOMASAsst. Professor,Department of Tourism Studies, Christ University,BangaloreINTRODUCTIONIn the field of tourism, travel agents play a vital role. Without travelagents, travel would be cumbersome and time consuming. The travelagent is a consultant, broker, tour counselor and travel beareremployee. Travel agencies create, direct, maintain and operate apurposive organisation through systematic, coordinated andcooperative human efforts. Travel agencies are profit makingbusiness firms setup for the purpose of organising tours. They act asan intermediary between the tourist and the firm supplying services(transport companies, hotel, firms offering excursions orentertainment). Technically, a travel agent is the owner or manager ofan agency, but other employees responsible for advising clients andselling tickets are also commonly referred to the travel agents. Atravel agent's job involves not only making sales but also gatheringinformation, researching travel products, analysing options andmaking recommendations. Tour operation is another importantdepartment of a travel agency. It plays an important part in thepromotion of tourism. The main function of this department is to gettourists from abroad and make necessary arrangements for theiraccommodation, transport, sightseeing, according to the individualrequirement of the tourist. The tour operator plays an important rolein marketing and selling of a tourist product. They purchase separateelements of transport, hotel accommodation and other services andpackage these for subsequent sale to travel agents or to customers.A tour operator typically combines tour and travel components tocreate a holiday.The success of any organization is determined not just by the profits itearns but also by the extent to which it is able to satisfy the interests ofits stakeholders. In light of the same, the concept of job satisfactionamong employees has gained significant importance from bothacademicians and practitioners alike. With special reference to theservice industry such as that of tourism, it is widely agreed thatsatisfied employees generate customer satisfaction by excellence inperformance that leads to organizational success thus resulting inimproved financial success. So there is a direct connection betweenemployee satisfaction and customer satisfaction. There is a causeand-effectrelationship between the customer satisfaction andemployee satisfaction. It is unfeasible to uphold customer loyalty

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYwithout employee loyalty. Customer service eventually depends on the community who providethat service. For that matter, employee loyalty and volunteerism are required especially for thoseemployees who serve on front lines. Loyalty, devotion and volunteerism cannot be enforced onpeople. It can only be done by providing them encouraging and satisfying work environment.Employee satisfaction is essential to the success of any business. A high rate of employeecontentedness is directly related to a lower turnover rate. Thus, keeping employees' satisfied withtheir careers should be a major priority for every employer. While this is a well known fact inmanagement practices, economic downturns like the current one seem to cause employers toignore it. There are numerous reasons why employees can become discouraged with their jobsand resign, including high stress, lack of communication within the company, lack of recognition,or limited opportunity for growth. Management should actively seek to improve these factors if theyhope to lower their turnover rate. Even in an economic downturn, turnover is an expense bestavoided.An employee who has no interest in his or her field, or the position in which he or she begins in ajob, may initially put forth his or her best effort. However, this employee will often become boredwith the work because there is no intrinsic motivation to succeed. Finding the daily job mundanereduces the individual's desire to show up to work and to do the job well. In this case, the employeemay continue to come to work, but his or her efforts will be minimal. In contrast, an employee maybe entirely too overwhelmed to handle the position; the responsibilities may prove to be toodemanding. In an instance like this, the employee will search for another position that offers thefinancial security he or she needs with job characteristics that challenge them appropriately; thusincreasing the initial company's turnover rateMeaning of Job Satisfaction-121Job satisfaction is defined as “the extent to which people like (satisfaction) or dislike(dissatisfaction) their jobs”. This definition suggests job satisfaction is a general or global affectivereaction that individuals hold about their job. While researchers and practitioners most oftenmeasure global job satisfaction, there is also interest in measuring different facets or dimensionsof satisfaction. Examination of these facet conditions is often useful for a more careful examinationof employee satisfaction with critical job factors. Traditional job satisfaction facets include coworkers,pay, job conditions, supervision, nature of work and benefits.Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims toenhance job satisfaction and performance; methods include job rotation, job enlargement and jobenrichment. Other influences on satisfaction include the management style and culture, employeeinvolvement, empowerment and autonomous work groups.Job satisfaction has also been defined as a pleasurable emotional state resulting from theappraisal of one's job, an affective reaction to one's job, and an attitude towards one's job. Thisdefinition suggests that we form attitudes towards our jobs by taking into account our feelings, ourbeliefs, and our behaviours. It implies doing a job one enjoys, doing it well, and being suitablyrewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one'swork.One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. Thesestudies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought tofind the effects of various conditions (most notably illumination) on workers' productivity. Thesestudies ultimately showed that novel changes in work conditions temporarily increase productivity(called the Hawthorne Effect). It was later found that this increase resulted, not from the newconditions, but from the knowledge of being observed. This finding provided strong evidence that

-122Tourism Innovationspeople work for purposes other than pay, which paved the way for researchers to investigate otherfactors in job satisfaction.Scientific management also had a significant impact on the study of job satisfaction. FrederickWinslow Taylor's 1911 book, Principles of Scientific Management, argued that there was a singlebest way to perform any given work task. This book contributed to a change in industrial productionphilosophies, causing a shift from skilled labour and piecework towards the more modernapproach of assembly lines and hourly wages. The initial use of scientific management byindustries greatly increased productivity because workers were forced to work at a faster pace.However, workers became exhausted and dissatisfied, thus leaving researchers with newquestions to answer regarding job satisfaction. The work of W.L. Bryan, Walter Dill Scott, andHugo Munsterberg set the tone for Taylor's work.Some argue that Maslow's hierarchy of needs theory, a motivation theory, laid the foundation forjob satisfaction theory. Maslow's hierarchy of needs theory states that people have a pyramidhierarchy of needs that they will satisfy from bottom to top. Starting from mere physiologicalsubsistence the Maslow hierarchy of needs covers belonging to a social circle to pursuing yourtalent through self-actualization. Important to the hierarchy of needs theory is that Maslow felt thatunfulfilled needs lower on the ladder would inhibit the person from climbing to the next step. Thismodel served as a good basis from which early researchers could develop job satisfactiontheories.Measuring Job SatisfactionThere are many methods for measuring job satisfaction. By far, the most common method forcollecting data regarding job satisfaction is the Likert scale. A Likert item is simply a statementwhich the respondent is asked to evaluate according to any kind of subjective or objective criteria;generally the level of agreement or disagreement is measured. Often five ordered response levelsare used.The Job Descriptive Index (JDI) is a specific questionnaire of job satisfaction that has been widelyused. It measures one's satisfaction in five facets: pay, promotions and promotion opportunities,co-workers, supervision, and the work itself. The scale is simple; participants answer either yes,no, or can't decide in response to whether given statements accurately describe one's job.The Job in General Index is an overall measurement of job satisfaction. It is an improvement to theJob Descriptive Index because the JDI focuses too much on individual facets and not enough onwork satisfaction in general.Other job satisfaction questionnaires include:The Minnesota Satisfaction Questionnaire (MSQ): measures job satisfaction in 20 facets and hasa long form with 100 questions (five items from each facet) and a short form with 20 questions (oneitem from each facet).The Job Satisfaction Survey (JSS): It is a 36 item questionnaire that measures nine facets of jobsatisfactionThe Faces Scale: One of the first scales used widely, it measured overall job satisfaction with justone item which participants respond to by choosing a face.Importance of Job SatisfactionFrequently, work underlies self-esteem and identity while unemployment lowers self-worth andproduces anxiety. At the same time, monotonous jobs can erode a worker's initiative andenthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYoccupational success are major factors in personal satisfaction, self respect and selfdevelopment. To the worker, job satisfaction brings a pleasurable emotional state that often leadsto positive work attitude. A satisfied worker is more likely to be flexible, innovative and loyal.For the organisation, job satisfaction of its employees means a workforce that is motivated andhighly committed to high quality performance. Increased productivity—quantity and quality ofoutput per hour worked—would seem to be almost an automatic by-product of improved quality ofworkmanship.Tangible ways in which job satisfaction benefits the organization include reduction in complaintsand grievances, absenteeism, turnover, and termination, as well as improved punctuality andworker morale. Job satisfaction also appears to be linked to a healthier workforce and has beenfound to be quite a good indicator of longevity. Although only low correlation has been foundbetween job satisfaction and productivity, some employers have found that satisfying or"delighting" employees is a prerequisite to satisfying or delighting customers, thus protecting the"bottom line." Job satisfaction and occupational success can result not only in job satisfaction butalso in complete personal satisfaction.REVIEW OF LITERATURE-123Manjunath & Kurian (2011), in their study titled 'Impact of quality work life of the hotel employees incustomer satisfaction – A study on star hotels in Bangalore' highlight poor pay structure and workculture in the hotel industry as the major contributors to low employee satisfaction and highattrition rates in the industry. The study suggests that most of the issues relates to HumanResource Management of the hotel employees could be solved if the employees are paid well.Mounting pressure of customer demand and competitiveness has changed the Indian hotelindustry very much, not only in adoption of change but also to upgrade their quality of service. Theemphasis is on providing the personalised service to improve the market share by gaining thecustomer's belief. In this study, the highest dissatisfaction reflected on salaries and other benefitsfollowed by work vulture and decision making process.Lam, Terry, Zhang, & Baum (2001) in their investigation of employees' job satisfaction taking thecase of hotels in Hong Kong, examined the relationship between demographic characteristics ofhotel employees and job satisfaction, and also examine the importance of job variables. The studyfindings suggest that training and development programmes, particularly for newcomers and welleducatedemployees, and a total quality management approach may help improve job satisfactionwith the job.Abuduaini Wubuli (2009) in a study on factors affecting job satisfaction amongst employees of fastfood restaurants, suggest the study showed that organizational factors such as work conditions,pay, fairness and promotion significantly influenced employee job satisfaction in fast foodrestaurants. However, individual factors such as age and gender did not significantly influenceemployee job satisfaction in fast food restaurants. The research provided a better understandingregarding the factors affecting job satisfaction in fast food restaurants. It emphasizes that there isstill a need to conduct additional research to filling the gaps that have not been solved in thecurrent study. In the final chapter, some recommendations were provided for future use to anyresearcher in this academic field.George et al (2008) suggest that job satisfaction is the collection of feeling and beliefs that peoplehave about their current job. People's levels of degrees of job satisfaction can range from extremesatisfaction to extreme dissatisfaction, in addition to having attitudes about their jobs as a whole.People also can have attitudes about various aspects of their jobs such as the kind of work they do,their co-workers, supervisors or subordinates and their pay.

-124Tourism InnovationsJob satisfaction is a worker's sense of achievement and success on the job. It is generallyperceived to be directly linked to productivity as well as to personal well-being. Job satisfactionimplies doing a job one enjoys, doing it well and being rewarded for one's efforts. Job satisfactionfurther implies enthusiasm and happiness with one's work. Job satisfaction is the key ingredientthat leads to recognition, income, promotion, and the achievement of other goals that lead to afeeling of fulfilment (Kaliski, 2007).Rahman et al., (2012) studied the effects of teamwork towards jobs satisfaction in the hotelindustry in the Klang Valley, Malaysia. The study sought to identify factors which could lead toincreased tenure, in addition, any linkage between employee satisfaction and teamwork wasfurther investigated. The greater aim was that the findings could be used by managers in theservice industries in developing effective employee training programmes by placing emphasis onthe four satisfaction variables which correlated strongly with the three loyalty variables. Thefindings indicate the existence of a correlation between employee satisfaction and teamwork.Four of the thirteen satisfaction variables, namely, relationship with supervisor, recognition andrewards, working conditions, teamwork and cooperation showed the strongest correlation with thethree loyalty variables afore mentioned.Chen, Chang & Yeh (2006), say that women are considered as more suitable candidates forhospitality industry since their physical appearance is relatively preferable. However, they oftenencounter the so called “glass ceiling” when they are about to be promoted to the topmanagement. Female workers in lodging industry often face unfairness in terms of employment,job assignment, promotion, salary, etc. The purpose of their study was to identify the factors thataffect job satisfaction of female mangers in lodging industry from the viewpoint of career capital.Having experienced managers working in well-known hotels in Taiwan as subjects of their casestudy, it was found that female workers' career in lodging industry is mainly affected by personalfactors such as personality, physical traits, capability, and family. It could also be affected by socialfactors such as organization culture (organization structure, welfare policy), and social culture(stereotype).In a study in organisational changes and job satisfaction in the hospitality industry in Serbiaconducted by Hadzic & Cerovic (2012), the factors influencing a high level of the service customerorientation of hotels employees under the conditions of the transition and a high rate of theunemployment were observed. One of the conclusions of the research is that management of thehotels in Serbia don't fully recognize the potentials of the knowledge of employees as a possiblecompetitive advantage during organizational changes in a high competitive global environment.Since job satisfaction is one the most important factor which influences readiness fororganizational changes of employees we investigate in the study the relationships between jobsatisfaction, perceptions of organizational customer climate, cultural dimensions and employeescustomer orientation among front-line employees in the hotel industry in a non-Western country inthe transition.Job satisfaction is an important variable in organisation behaviour and sales management. Mulky(2011) explored the impact of person-job fit and person-organisation fit on the job satisfaction,organisation commitment and turnover intentions of salespersons in India as these constructs hadnot been explored in the emerging market contexts. The survey of pharmaceutical salespersonsfound that person-job fit had a strong positive relationship with job satisfaction and personorganisationfit had a positive relationship with organisation commitment. Job satisfaction had apositive influence on organisation commitment and a negative influence on turnover intentions.Also, although the differences in job satisfaction across age and experience categories were notsignificant, the salespersons with higher educational qualifications reported lower levels of job

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRY-125satisfaction in his study. It concluded that an implication for managers is the important if measuringfit and job satisfaction.Morgan (2009) opines that Men and women are both faced with daily decisions that affect theirfamilies and their work. His studied the impact of work-life balance and family-friendly humanresource policies on employees' job satisfaction to look at the overall satisfaction of employees asit relates to work-life conflict. The concept has expanded as there are more responsibilities outsideof the job setting that include volunteer commitments, personal development, home life and eldercare. Since lifestyles have changed and there are significant pressures that all employees arefacing, work-life has become a significant benefit issue. Family-friendly policies may helporganizations to assist employees with balancing work and family. Conflict roles can spill over fromthe work domain to the family domain and from the family domain to the work domain. Time andtechnical connectivity are factors in work overload. Supporting employees could contribute to jobsatisfaction by offering alternative work schedules and family-friendly benefits. He concluded thatorganizations that offer flexible alternatives can engage employees and decrease job turnover.Ikram & Anwar (2009) investigated the relationship between job satisfaction and work life balanceamong public and private sector employees from the cities of Rawalpindi and Islamabad. Itrevealed that employees' working in private sector organizations have more work life balance andare more satisfied with their jobs as compared to employees working in public sector organizationswas supported by the results showing significant differences. Employees living in nuclear familysystem have more work life balance as compared to employees living in joint family systems.Significant differences were found on the job satisfaction of highly educated employees ascompared to average and less educated employees with highly educated employees showingmore satisfaction with their jobs than average and less educated employees. The study alsorevealed no significant differences in the work life balance and job satisfaction of older andyounger employees, married and unmarried employees, and employees having more, averageand less work experience. Results also found that employees having more work life balance aremore satisfied with their jobs as compared to employees having low work life balance. The studysuggested ways and means to the organizations to consider work life balance issues in definingstrategies to make their employees satisfied with their jobs and enhance organizationalcompetence. Modern organizational systems are moving towards more humanistic approach indealing with their employees to make them satisfied with their work. The trend in organizations tomake their employees satisfied is changing, by identifying several other factors and roles ofworkers' life than just the hours they spend in office. Satisfaction with the job is a part of lifesatisfaction that can only happen if employees can create a balance in their work andfamily/personal life.Aggarwal (2012) investigated the relationship between using work-life balance initiatives andemployee's attitudes toward work-life conflict and the workplace in general. The study aimed togain a greater understanding of employee's views towards work-life balance initiatives andidentifying organizational factors that may be important for employees achieving a better balancebetween work and non-work life. The results of the study showed that there is a strong perceptionamong the employees that it is important to achieve balance between work & personal life, and itenables people to work better & should be a joint responsibility of the employer and employee. Toimprove the organizational performance, work life balance should be properly communicated tothe employees and awareness regarding policies should be generated among the employees.From the literature review, it can be seen that prolific research has been conducted on the driversand various aspects of job satisfaction in almost all sectors of work but a paucity of studies exists inthe travel and tourism industry. Of the ones that have been conducted, most focus on job

-126Tourism Innovationssatisfaction among employees in the hotel sector. Thus, this study was undertaken to understandand assess the level of job satisfaction among professionals working in travel agencies and touroperating companies.Need for the StudyIn today's fast paced economy, all organisations need to be aware of the needs of their employees,as satisfied employees are necessary for the growth and sustenance of the organisation. Also,employee turnover rate in the tourism industry is growing for reasons galore. While qualities likepatience, good communication skills, leadership etc are vital for professionals in the industry, it isequally important that companies understand the various factors that contribute to keeping theiremployees happy and motivated and provide a conducive and healthy work environment thatenhances their satisfaction with their work, in turn contributing to customer satisfaction.Organisations today strive to provide facilities and an environment that improves their satisfactionand reduce dissatisfaction and it is strongly believed that satisfied employees are more productiveemployees. The study is undertaken in various travel agencies and tour operating company inBangalore, to understand the level of job satisfaction among the employees, the factorscontributing to the same, performance and personal growth and development, so thatimprovement may be effected as and when necessary.Scope of the StudyThe study was conducted considering travel agencies and tour operating companies in Bangalorecity. Both renowned and lesser known agencies were approached to collect samples from so thatthe findings of the study could be generalised to an extent and they would be less biased by thescale of operations.Objectives of the StudyHypothesesMajor objectives of the study can be listed below:To identify areas of job satisfaction and dissatisfaction at work.To understand the employees' attitudes and opinions towards their workTo identify the factors that motivate the employeesTo suggest recommendations in those areas where there is scope for improvement.H1: There is no significant correlation between nature of work factors and personal expressionfactors of job satisfaction.H2: There is no significant correlation between communication factors and remuneration factorsof job satisfaction.Operational DefinitionsJob Satisfaction: The extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs.Job satisfaction facets include co-workers, pay, job conditions, supervision, nature of work andbenefits among other factors.Employee Attitude: Attitude is the way an employee feels from within towards variousorganizational and work-related factors like his coworkers, his position within the company,management, etc. This attitude can also influence how he performs.Motivation: It refers to the reasons the employee has for acting or behaving in a particular way andalso the general desire or willingness to do something.

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYTravel Agency: A business entity that offers details of transportation, itinerary and transportationand other complimentary tourism products.Tour Operator: A business entity that combines tour and travel components and offers them tocustomers directly or through intermediary agents.Sampling Size and TechniqueConvenience sampling was used for this study whereby the researcher distributed thequestionnaires to employees in different travel agencies and tour operating companies based onthe convenient accessibility and proximity to the researcher. In this study, a sample size of 90employees who work in travel agencies and tour operating companies in Bangalore city wereconsidered for data collection. The sample size includes employees from different departments ofthe organization and also cut across all hierarchical levels in the organisations.Method of Data CollectionTo conduct this study, survey method of data collection was used where employees in the differenttravel agencies and tour operating companies were personally approached by the researcher andthe paper based questionnaires were distributed. This was possible as the number of employeesselected as sample for the study could be practically reached and covered by the researcher.Sources of Data CollectionFor the study, both primary method and secondary method of data collection were used. In primarydata collection, data is collected by the researcher himself using methods such as interviews,surveys and observations. The key point here is that the data collected is unique to the researcherand the research and that until this data is published, no one else has access to it. Primary datawas collected by approaching the selected respondents under study and having them fill aquestionnaire to administer the level of satisfaction on a five point Likert scale.Secondary data was referred to understand and fathom the results of other literatures like journalarticles and previously conducted researches in the field of study or other industries to drawsimilarities and assess the research gap so as to justify the topic under study.Tools Used for Data CollectionQuestionnaire method was used for the study. Questionnaire was administered to therespondents to elicit first hand information for the research and was handed over personally by theresearcher after briefly explaining the concepts underlying the research. The questionnaire wasprepared considering factors of job satisfaction that are relevant to all types of organisations andsome factors that may be specific to the travel and hospitality industry. A list of twenty factors werechosen by referring the short version of the Minnesota Satisfaction Questionnaire and thesequestions were further classified, based on the nature of the factor, into categories like nature ofwork, communication, remuneration, personal expression and other factors. A five point likertscale of satisfaction level was used to categorise and assess the responses of the sample units.Techniques used in Data Analysis-127Data analysis is the process of finding the right data to answer research questions, understandingthe processes underlying the data, discovering the important patterns in the data, and thencommunicating the results to have the biggest possible impact.A pilot study was conducted using a sample size of 30 employee selected at random and the datacollected was put through a reliability test to validate the questionnaire. A Cronbach Alpha score of.906 was obtained using the SPSS software, confirming the validity and reliability of the adoptedquestionnaire. The study uses simple averages to represent the responses of the sample and

-128Tourism Innovationsdetermine their satisfaction levels. To test the hypotheses, the statistical tool correlation is used todetermine if at all and whether a positive or negative correlation exists between the differentcategories of job satisfaction like nature of work, communication, remuneration, personalexpression and other factors. For this, an average of the responses under each category wascomputed and these values were put through the Pearson's Correlation test. Hypotheses wereaccepted/rejected accordingly.TABLE 4.21:Correlation between Nature of Work factors and Personal Expression factorsCorrelationsAverage Natureof WorkAverage PersonalExpressionAverage Nature ofWorkPearsonCorrelation1 .392 **Sig. (2-tailed) .000N 90 90Average PersonalExpressionPearsonCorrelation.392 ** 1Sig. (2-tailed) .000N 90 90**. Correlation is significant at the 0.01 level (2-tailed).Interpretation: The above table indicates that there exists a positive correlation (.392) betweenemployees' average satisfaction with factors relating to nature of work (flexibility of work hours,workload, physical working environment and challenging nature of job) and their averagesatisfaction with factors relating to personal expression (degree of independence associated withwork, feeling of personal accomplishment the work gives, value for views and participation andability to maintain a balance between personal and work life). The p value .000 indicates a highsignificance level between the two variables at the 0.01 level. Hence the null hypothesis isrejected, and the alternative hypothesis, i.e. there is a significant correlation between nature ofwork factors and personal expression factors of job satisfaction, is accepted.H2: There is no significant correlation between communication factors and remuneration factorsof job satisfaction.AverageCommunicationAverageRemunerationTABLE 4.22:Correlation between Communication factors and Remuneration factorsCorrelationsAverage Communication Average RemunerationPearson Correlation 1 .322 **Sig. (2-tailed) .002N 90 90Pearson Correlation .322 ** 1Sig. (2-tailed) .002N 90 90**. Correlation is significant at the 0.01 level (2-tailed).

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYCorrelation AnalysisH1: There is no significant correlation between nature of work factors and personal expressionfactors of job satisfaction.Interpretation:The above table indicates that there exists a positive correlation (.322) between employees'average satisfaction with factors relating to communication (communication with superior,recognition for work accomplished, relationship with peers and team spirit in work environment)and their average satisfaction with factors relating to remuneration (salary, benefits, relationshipbetween pay and performance and job security). The p value .002 indicates a high significancelevel between the two variables at the 0.01 level. Hence the null hypothesis is rejected, and thealternative hypothesis, i.e. there is a significant correlation between communication factors andremuneration factors of job satisfaction, is accepted.Findings, Suggestions & ConclusionThe prominent findings of the study are presented and it makes reference to relevant research tosupport the findings of the current study. The discussion bring out the major factors that contributeto satisfaction and dissatisfaction among the employees, results obtained from the percentageanalysis of the dimensions of job satisfaction and the correlations between the dimensions of jobsatisfaction. Conclusions are drawn based on the obtained results and recommendations forfuture research that may be of worth are put forth.Findings-129More than half the respondents feel satisfied with the flexibility of their working hours, challengingnature of job and the physical environment. This indicates that the working environment in thetravel agencies and tour operating companies meet the expectations of the employees andcontribute to their satisfaction. Although workload attribute shows a relatively greater variance,the employees feel satisfied with the overall nature of their jobs, thereby not touching high levels ofstress. This keeps employee grievances and absenteeism in check. Employees share verysatisfying, friendly and cordial relations with their superiors and peers, which is supported by openexpression and communication of information. Good communication is also reflectd in the highnumber of employees that express high satisfaction with the team spirit they share among teammembers in the work environment. A considerable number of the respondents refrain fromexpressing satisfaction with recognition for the work they accomplish and feel that their effort andcontribution to the organisation is not satisfactorily recognised. Pay related attributes showhighest degree of variation in response. Less than one-tenth of the respondents exhibit highdegree of satisfaction with their salary and feel that employees are paid purely on the basis of theirperformance. A considerable percent of the respondents express dissatisfaction with regard totheir salary and other benefits, maybe monitory or non monitory.The nature of the job gives mostemployees a sense of personal accomplishment which boosts their morale and loyalty to the workthey do, more than the organization they work for.The travel agencies and tour operating companies have a generally participative and interactiveenvironment where employees' views and opinions are valued, giving them a feeling ofbelongingness to their respective organisations. Although a fair number of employees claim to beable to strike a balance between their personal lives and work, a considerable number seems tofind difficulties with the same and may need help through programs on work-life balance. Themanagement of the concerned organisations have well communicated the mission and goals ofthe organisation to its employees and they are given ample opportunities to use their skills inachieving the same. The training needs of most employees are satisfactorily met, although some

-130Tourism Innovationsareas of work may require additional support as supported by about one-tenth of the respondentswho are dissatisfied with the support they receive for additional training to pick up morecompetitive skills in using technology and other unique resources to deliver better to customersand improve their satisfaction with work.Factors relating to communication emerged as the area that employees working in travel agenciesand tour operating companies in Bangalore are most satisfied with. Their communication withsuperiors and colleagues is highly cordial and they feel extremely comfortable in interacting withall members in their workplace. Employees feel that they receive due recognition for the work theyaccomplish and are extremely satisfied with the team spirit in the work environment. Employeesfeel a sense of personal accomplishment with their work as they believe that it is fairly challengingin nature and helps them utilize their skills and talents. They have a positive attitude towardsteamwork and strive to maintain amicable relationships with their peers. From the commentsmany of the employees penned, there is a general opinion that it is best to be committed and loyalto the work and the accompanying responsibilities than the organization one is associated with.The challenging nature of work and feeling of personal accomplishment and belongingness theemployees have stand out as motivating factors that make them want to contribute their best to thework they do. Many of the respondents are also motivated by the opportunity for professionalgrowth in the field and their management's support for additional training to better their skills andimprove their efficiency.The hypothesis that there is no significant relationship between factors relating to nature of workand those relating to personal expression was rejected as Pearson's correlation test indicated that**there exists a significant positive correlation (r=.392 ) between the two variables with a significantp value of .000 at the 0.01 level.The hypothesis that there is no significant relationship between factors relating to communicationand those relating to remuneration was rejected as Pearson's correlation test indicated that there**exists a significant positive correlation (r=.322 ) between the two variables with a significant pvalue of .002 at the 0.01 level.SuggestionsSome improvement opportunities have been identified, particularly in the areas related toworkload, salary and benefits and balancing personal and work life. After reviewing the writtencomments provided by employees and potential issues identified in the survey results andanalysing the issues underlying these results, the following recommendations have beendeveloped: Develop a recognition and reward program: Receiving recognition and reward wasidentified as an area for improvement. Effective reward and recognition in an organisation largelydepends on the supervisors and managers. Training in understanding and appreciating the valueof the same is likely to be required. Positive feedback should be given as promptly, sincerely,personally, positively and proactively as possible and should be suited to the needs of theindividual.Review compensation packages: Through the study of the responses to the questionnaires, it isunderstood that employees are most dissatisfied with the salary and benefits when compared toother facets that determine job satisfaction. It should therefore be carefully reviewed to ensure thatdeserving employees are appropriately compensated. Also, connection between performanceand pay should be looked into and justified with a more transparent compensation and benefitsplan.Work life balance programs: A considerable percentage of respondents feel either neutrally ordissatisfied with their ability to maintain a balance between their work and personal lives. It is

MULTIPLE DISCRIMINANT ANALYSIS OF ORGANIZATIONAL CLIMATE AS PERCEIVED BY STUDENT- TRAINESS IN HOTEL INDUSTRYtherefore recommended that their working hours and workload be reviewed and programs relatedto time management, focusing skills and stress management be conducted.Training and Development: Training programs should be conducted to develop interpersonal andsoft skills of the employees so their ability to communicate with customers and suppliers canimprove and presentation skills enhance. Emphasis must also be laid on constantly and regularlyupgrading the employee's knowledge and ability to adapt to changing technology and othersoftware used in everyday operations.ImplicationsThe increasing pressure to accomplish more within existing or even shrinking resources -hascreated a new challenge for management in the tourism industry. This challenge can be metthrough creating work environments in tourism organizations that remove dissatisfaction by wayof providing expected facilities and factors like pay, conducive working conditions, supervisorypractices and enhancing motivation and job satisfaction through factors like recognition,promotion opportunities, and increased employee participation in the progress of theorganization.ConclusionResearch shows that satisfied, motivated employees create higher customer satisfaction and inturn positively influence organizational performance. Opportunities for promotion and careerprospects, fair salary, appreciation for work, communication with peers and working environmentare few attributes which are critically important from the view point of most of the employees.The findings of the survey suggest that professionals of travel agencies and tour operatingcompanies show high levels of satisfaction in the areas of communication/peer relations andnature of work, contributing to high motivation levels and low stress levels. However, the industrymay need to review the employee compensation packages in order to help maintain low retentionlevel and job hopping.Overall, the employees feel that their work in the business of travel agency and tour operationsmakes for an excellent industry to work in, providing them with a stimulating platform for learning.Moreover, their association with the field helps them develop holistically.Limitations of the StudyThe Job Satisfaction Survey among professionals of the tourism industry was conducted undersome constraints and limitations: As the subject was delicate, respondents were slight hesitant toanswer the questions honestly. The study was restricted to only some travel agencies and touroperators within Bangalore city. A small percentage of responses may be biased or ambiguous.Scope for Future Study-131The research findings reported in this study make a valuable contribution to the awareness ofunderstanding the concept of job satisfaction and the effect the underlying variables work,supervision, co-workers, communication and pay have on job satisfaction. However, additionalresearch is needed to further investigate the potential relationship and effect these variables andother extraneous variables, such as role ambiguity, job level, contingent rewards and workingconditions have on job satisfaction. Further research is possible with a much larger sample sizetaken to account for a more considerable representation of the population. Furthermore, the jobsatisfaction levels in specific organisations can be assesses such that precise and more effectiveimprovement measures can be adopted to enhance their satisfaction in the workplace.Finally, future research of this nature may assist personnel managers and operational managers

-132Tourism Innovationson all levels to be aware of the status of job satisfaction and allow them to pro-actively putmechanisms in place to enhance job satisfaction of employees and ultimately, improve servicedelivery. Being aware of the job satisfaction of employees afford personnel managers theopportunity to be proactive and decide on interventions that will ensure commitment andinvolvement from employees.BibliographyAbuduaini Wubuli (2009). A study on the factors affecting job satisfaction amongst employees offast food restaurants. Master's thesis. Universiti Utara Malaysia, Kedah.Aggarwal , S. (2012). Balancing professional & personal life: Work life balance study at indian oilcorporation limited. International Journal of Business and Management Tomorrow , 2(2),Albanese R. 2004. Managing Toward Accountability. USA. Irvin incChen, T. Y., Chang, P. L., & Yeh, C. W. (2006). The effects of career development programs onR&D personnel in Taiwan. Asia Pacific Journal of Human Resources, 44(3), 318-341.George, J.M. & Jones, G.R. (2008). Understanding and Managing Organizational Behavior, FifthEdition, Pearson/Prentice Hall, New Yersey, p. 78Hadžić, Olga & Čerović, Slobodan., (2012). UTMS Journal of Economics, vol. 3, issue 2, pages105-117Ikram, S.I., & Anwar, M., (2009). Relationship between work life balance and job satisfactionamong employeesKaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition, Thompson Gale,Detroit, p. 446Lam, T., Zhang, H. Z., & Baum, T. G. (2001). An Investigation of Employees' Job Satisfaction: TheCase of Hotels in Hong Kong. Tourism Management, 22(2), 160-177.Manjunath, S. J., & Kurian, S. (2011). Impact of Quality Work Life of the Hotel Employees inCustomer Satisfaction – A Study on Star Hotels in Bangalore.Mulki, A. G., (2011). An exploration of salesperson job satisfaction in India using P-E fit constructsMorgan, LaRoyce., (2009). The impact of work-life balance and family-friendly human resourcepolicies on employees' job satisfactionRahman et al., (2012). The study of teamwork and its effects towards loyalty in hotel industry inKlang Valley, Malaysia. International Journal of Academic Research in Progressive Education andDevelopment, Vol. 1(1)

Tourism InnovationsVolume 2, No. 1. August 2013AbstractThe present research tries tohighlight the ecotourism and itsimpact on natural resourcemanagement in Nameri Nationalpark in Assam, India. Ecotourisminitiatives that have been introduceby Assam (Bhorelli) Angling andC o n s e r v a t i o n A s s o c i a t i o n(ABACA), an organization startedecotourism ventures in the year1956 benefiting local populace interms of income, improvedi n f r a s t r u c t u r e , e m p l o y m e n topportunities and exposure. Thecommunity's capacity to facilitateresource related conflicts hasimproved following support fromdevelopment institutions andf a c i l i t i e s p r o v i d e d b y t h eorganization. An increasinglivelihood opportunity is reducinglocal vulnerability to resources inthe park as well as man-animalc o n f l i c t s . T h e n u m b e r s o finhabitant wildlife species in thepark have increased due toadequate protection and reducefrequency of livestock nearbyvillagers. There is need to build thecommunity's capacity for thepromotion of activities thatcompliment ecotourism. Throught h e p a p e r t h e r e s e a r c h e remphasizes such possibilities onthe basis of assessment ofpotential ecotourism resources ofthe Nameri National Park duringfield experience gained differentparts of the study area.KEY WORDS: Nameri NationalP a r k , L o c a l c o m m u n i t y ,Ecotourism, Tourist Resources andConservationECOTOURISM INITIATIVES FOR RESOURCEMANAGEMENT-A CASE IN NAMERI NATIONAL PARK OFASSAMNIRANJAN DASPost Doctoral Fellow, Department of Business Administration,Tezpur University, NapaamINTRODUCTIONTourism, as a part of a country's economic growth strategy, has thepotential to contribute significantly to the socio-economic aspirationsof people living in tourist destinations (Alavi and Yasin 2000). Wunder(2000) argues that economic incentives for nature conservation areimperative, and without local communities' cooperation,conservation programs cannot succeed. Thus, balancing the social,ecological and economic aspects of tourism is a prerequisite forsustainability. Campling and Rosalie (2006), however, note that thefocus of the contemporary development activities focus onenvironmental and economic factors, giving the social aspectssecondary consideration, if any. Scholars like Stronza (2006) andWest, Igoe and Brockington (2006) have attempted a socioecologicalunderstanding of tourism from an anthropologicalperspective and favor ecotourism that provides a platform for localparticipation. In Nameri National Park, ecotourism could provide thisrequired foundation by encouraging the participation of ruralcommunities in realizing the goals of financial sustainability andbiodiversity conservation. Ecotourism is a sustainable form of naturalresource-based tourism that focuses primarily on experiencing andlearning about nature, and which is ethically managed to be lowimpact,non-consumptive, and locally oriented (control, benefits, andscale). It typically occurs in natural areas, and should contribute tothe conservation or preservation of such areas (Fennell, 2003).The term 'Ecotourism' was first coined by “Hector CeballosLascurain” in 1983, and was initially used to describe nature-basedtravel to relatively undisturbed area with an emphasis on education.This new approach of tourism is becoming an increasingly popularexpression to conservation and sustainable development of thebiodiversity (Yadav, 2002). It involves education and interpretation ofnatural environment and to manage it in an ecologically sustainableway. Here 'natural environment' includes cultural components andthe term 'ecologically sustainable' involves appropriate returnees tothe local community and long term conservation of resources (Grant,1995). In this way a person eventually acquires a consciousness andknowledge of the natural environment, together with cultural aspects,that will convert people keenly involved in conservation issues(Cebaballos, 1998).Background Of The Study AreaAssam is a part of mega biodiversity hotspots of the world. It alsoforms parts of two endemic bird areas, viz. eastern Himalayas andAssam plain (Choudhury, 2000). Nameri National Park is a part of thenorth bank landscape designated by WWF and also a part of Eastern

-134Tourism InnovationsHimalayan biodiversity regime rich in endemic biota of the world.o / // o / //The study region covers Nameri National Park of Assam located in 26 50 48 N to 27 03 43 No / o / 2Latitudes and 92 39 E to 92 59 E Longitudes covering an area of 200 km in the northern bank ofriver Brahmaputra, in Sonitpur district of Assam. Nameri is covered by tropical evergreen, semievergreen,moist deciduous forests with cane and bamboo brakes and narrow stripes of opengrassland along rivers. Grassland comprises of less than 10 per cent of the total area of the parkwhile the semi-evergreen and moist deciduous species dominate the area. The park is enrichedwith threatened plants and animal species under International Union for Conservation of Natures(IUCN) Red List categories (Barua et al. 1999). Parts of the area were declared as NaduarReserve Forest (Present East Buffer) in 1876 and Nameri Wildlife Sanctuary in the year 1985. TheNameri National Park was formed in the year1998.During the British period the rserve forest was designated as Game Centuary for hunting ofanimals. Presently no village is sitauated inside the core area of the park. There are 4(four) forestvillages and 1(one) agriculture farming corporation has been situated in the west buffer of the park.Similarely 5(five) forest villages are located in the east buffer. There is a total of 18(eighteen)revenue villages situated outside but along the southern and south-western boundary of the park.The villagers in the south buffer area are dependable to the park to sustain their livelihood. Theyare engaged in collection of NTFP (non timber forest produce) and grazing of livestock. A sizableproportion of local populace has been engaged in ecotourism activities as tour guide, providinglocal accomodation, selling handicraft, engaging in the ecocamp, etc for their livelihood(Bhattacharya, 2003).Location Map of Nameri National ParkFig-1The Assam (Bhorelli) Angling & Conservation Association (ABACA) in the park has beenorganizing white water rafting with the assistance and cooperation of the department of sports,department of tourism and department of environment and forest, government of Assam.OBJECTIVESThe objective of the present study is;-i. to highlight the ecotourism resource base of the Nameri National Park; andii. to evaluate the biodiversity conservation strategies and the present status.RESEARCH METHODOLOGYThe present reserach is based on data collected between November 2012 to April 2013 usingsemistructured interviwes, and update using information gathered during successive local

STRESS AND JOB SATISFACTION AMONG WOMEN-135WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISmeetings. A process of tringualtion was ensurd where by key informants and focus group wereinterviewed and different sites (e.g. homestead, ecocamp, village market, river bank and in theforest) visited. Snowball sampling procedure was used. This is a procedure where the researcherstart off with one informant who in turn introduces the next person considers usefull to theinvestigation. Interview questions touched on livelihood options, wildlife conservation, and touristresource management. The operation of ecocamp and the management committee was alsoinvesitigated. A total of 48 individuals (10 local tour guide, 11 women group, 9 boatman, 8 cultivtorand 10 forest personal) interviewed during the visit.TERRAIN CONDITION AND VEGETATION TYPESThe terrain is undulating, with lower areas at 80-100 meter along the Jiabhorelli and its tributaries,and higher areas at 200-220 meters in the central and northern parts of the park. Soils arecharacterized by sandy and sandy loam alluvial deposits. Numerous small rivers and perennialstreams originating in Arunachal Pradesh run through the park and feed into the Jiabhorelli River(Bhattacharya, 2003). Forest and woodland cover the majority of the park (94 per cent, i.e.188 sqkm). Grasslands are found along the banks of the Jiabhorelli River and its tributaries and cover anarea of 10 sq km (5 per cent). The remaining 2 sq km (1 per cent) is formed by various river beds.Nameri is covered by Tropical Evergreen, Semi-Evergreen and Moist Deciduous forest with caneand bamboo brakes and narrow stripes of open grassland along rivers. Grassland comprise ofless than 10 per cent of the total area of the park while the Semi-Evergreen and Moist Deciduousspecies dominate the area (Das, 2003). The vegetation of the park is a mosaic of four major foresttypes (1) Eastern Alluvial Secondary Semi-Evergreen Forest (2) Low Alluvial SavannahWoodland (3) Eastern Dillenia Swamp Forest and (4) Wet Bamboo Forest - usually found alongstreams or on badly drained hollows (Champion and Seth, 1968); with areas of cane brakesFig-2

-136Tourism Innovationsformed by Calamus tenuis. Orchids include Dendrobium, Cymbidium, Ladies Sleeper etc. treefern, lianas; creepers are some of the specialties of this forest.STATUS OF VEGETATION TYPES OF THE PARKThe density of forest cover in the park varies from 0.5 to 0.9 (As per NDVI). There are open areas inthe east and west buffer where encroachment takes place (Das, 1998). Food for herbivores isabundant in core area. As the foraging area required for Asiatic Elephants is quite big, so manyelephants come out of forests and they cause depredation in the paddy lands of nearby villageareas during October to December. Fruiting trees are available for avian species.The water bodies in the form of wetland named Borghuli Beel, Kurua Beel and Magurmari Beel areformed in the dry courses of Jiabhorelli River. They are the habitat for aquatic birds during dryseason. The Ficus, Bischofia, Prema, Amoora, Terminalia, Castanopsis etc. seed bearing treesare available for the avian species. Grasslands are available for Deer and other herbivores.Natural food for animals in both eastern and western buffer area is almost not existence.Altingia excelsa, Morus laveagata were abundant in this locality, but due to exploitation prior toformation of the wildlife sanctuary, these species have become rare. The grasslands along theriverbanks and river islands are to be protected and maintained for forage of the herbivores. TheMesua ferrea, which were abundant in both the east and west buffers, have also died out due toexcessive opening of the forest cover. The forests covered area of the park has been estimated bythe Assam Science Technology and Environment Council (ASTEC) with the help of imageclassification technique.The environment of the Nameri National Park is favours good vegetation cover. Moist Mixed Semi-Evergreen Forest is predominant in Nameri National Park (161. 76 km2) and the east and westbuffer i.e. Balipara Reserve Forest (78.69 km2) and Nauduar Reserve Forest (28.88 km2). Only2.63 km2 Moist Mixed Deciduous Forest found in core area (Nameri National Park) and in BaliparaReserve Forest (1. 37 km2). Grasslands of both tall and short grasses dominate the core area allalong the bank of the rivers, tributaries and wetlands. Tall grass locally known as Tora(Zingiberaceae), Ekora (Poaceae), Kaupat (Phynium imbricatum) and Patidoi (Marantaceae) isabundant in the area and is suitable for elephant habitation. Degraded forest covers 7.18 km2 inNameri National Park and 1.08 km2 in Balipara Reserve Forest. Nauduar Reserve Forest of eastbuffer covers maximum areas (7.42 km2) of degraded forest. Human encroachment in the eastand west buffer (Nauduar and Balipara Reserve Forest) is a serious task. Deforestation has takenplace for agriculture and human habitation in the buffer area which often led to man-elephantconflict. There are five forest villages in both east and west buffer of the park comprising differentethnic identity. These villagers directly depend upon agriculture and Non Timber Forest Produce(NTFP); hence encroachment has caused threat to biodiversity of the park. Agricultural land of theencroachers in the Nauduar Reserve Forest is 32.21 km2 and 27.26 km2 in Balipara ReserveForest. But the core area (Nameri National Park) is free from human intervention because the parkis bounded by rivers in three sides and Pakhui WildlifeSanctuary of Arunachal Pradesh forms the northern boundary. Occasionally livestock grazing byNearly all satellite Vegetation Indices employ difference formula to quantify the density of plant growth on the Earth -near-infrared radiation minus visible radiation divided by near-infrared radiation plus visible radiation. The result of thisformula is called the Normalized Difference Vegetation Index (NDVI). Written mathematically, the formula is:NDVI = (NIR - VIS)/(NIR + VIS)Calculations of NDVI for a given pixel always result in a number that ranges from minus one (-1) to plus one (+1);however, no green leaves gives a value close to zero. A zero means no vegetation and close to +1 (0.8 - 0.9) indicatesthe highest possible density of green leaves.

STRESS AND JOB SATISFACTION AMONG WOMEN-137WORKERS IN STAR HOTELS OF DELHI: AN ANALYSIS2the villagers is found in the southern part of the core area (13.06 km ) near Rangajan Chapori(rivirine sandy areas of Jiabhorelli River). There are five major tributaries along with other2perennial sources of water course in the core area of the park which constitutes 14.73 km areas.The entire water course inside the park flows in east west direction and meet the Jiabhorelli Riverin different locations. Some patches of riverine sandy area are distributed all along the tributariesinside the park and in east and west buffer. These areas are dominated by grasslands and suitablefor mammalian habitation.ECOTOURISM ACTIVITIES IN THE PARKProtected areas have great potential for recreation and ecotourism. Recreation and ecotourismhave been introduced into protected areas which have helped to reveal the ecological value andfragility of the area (Brechin, et. al. 1991). The impression of Nameri National Park on tourists andvisitors has always been associated with outdoor recreation. Despite being small in area, it has asignificant array of landscape, scenic beauty and cultural variety of the communities residing nearthe park. This natural setting also embraces a variety of ecological habitats and various animalsand plant species, essential for the development of ecotourism (Bhattacharya, 2004).Nameri National Park and its adjoining areas are rich in culture with different communitiesinhabiting nearby the park. Ecotourism tries to preserve cultural integrity because human valuecannot be separated from natural value. Most potential ecotourism sites are inhabited by ethnicminorities (Nepal, 2000). The principle of 'encouraging community participation in ecotourismactivities' create income and maintain cultural identity of the host community. These communitieshave a deep understanding of traditional festivals, cultivation and land use customs, culinaryculture, traditional lifestyle and handicrafts including historical places (Zurick, 1992). Ecotourismhighly depends on the elements available in a particular tourist destination. The strength of theseelements directly affects the flow of tourists into the spot (Gee, 1959). The following pleasureseeking activities attracts tourist to Nameri National Park.AnglingAngling or sport fishing has tremendous potential in the North-Eastern region, both from the pointof view tourism as well as adventure sport. The numerous tributaries and hill streams that rushdown to meet the mighty Brahmaputra provide unparalleled opportunities for angling for theMahseer, the prized game fish of the Indian subcontinent. It is an outdoor sport par excellencecamping out in the wilderness under starlit skies and celebrating nature to the fullest degree.Regulated angling (catch and release) can go a long way in the preservation of fish fauna of therivers. Angling and conservation are complimentary aspects of preservation of the environment.The Jia-Bhoreli River constituting western boundary of the Nameri National Park is accessible bythriver. The best angling is being are along the 20 km rubber boat ride from 16 mile to Potasali in allthe confluences of five major tributaries of Jia-Bhoreli River namely Diji, Dinai, Doigrung, Nameriand Khari. Regulated angling is one of the most attractive tourist activities in the park which prefers8.57 per cent of domestic and 7 per cent of foreign tourist (Dept. of Forest, 2012) during the touristseason.The Assam (Bhorelli) Angling and Conservation Association (ABACA) based at Tezpur are veryactive in the area and can offer its help and guidance to intending anglers. The association hasbeen organizing angling competitions every year since 1981 with the assistance and cooperationof the Department of Sports, Department of Tourism and Department of Environment and Forest,Government of Assam.Grade: IGrade:IIGrade:IIITable 1: Rafting Graded in Jia-Bhoreli RiversSmall, easy waves; mainly flat waterMainly clear passages; some areas of difficultyDifficult passages; narrow in places and with high wavesSource: Association of Adventure Sports, India-2003

-138Tourism InnovationsRaftingRafting is one of the recreational activities available in the park's rivers. This is usually done onwhitewater or different degrees of rough water, in order to thrill and excite the riders. Thedevelopment of this activity as a leisure sport has become popular since the mid 1980s.The Jia-Bhoreli River has been included to Nameri National Park and is well looked after by theDepartment of Forest (Wildlife), Government of Assam. A stretch of 20 Kms. in length of Jia-Bhoreli River from 16th mile point to Potasali is included for rafting. Tourists may avail a shorterdistance in this route starting from other rafting points from 13th mile area. Rafting period startsfrom 1st November to 31st March. It is a popular tourist activity in the park which is preferred by10.47 per cent and 9 per cent of domestic foreign tourist respectively (Dept. of Forest, 2012).Large number of boatmen is engaged for rafting from amongst the local people who also earn fortheir livelihood from this activity.TrekkingTrekking is one of the best ways to view the landscape of a particular tourist destination. NameriNational Park offers some of the most awesome trekking opportunities to the tourists. It hasbreathtaking trekking trails all across, from north to south and from east to west. The trekkingseason in the park starts from late spring to late winter and covers almost the whole year. The parkalso offers a considerable bonanza for trekkers that range from moderate to strenuous treks andwhich takes about 3 to 5 days. Though the season starts from October to March the ideal trekkingtime is between the months of October to May. However, trekking can also be done in the summermonths. This activity attracted 4.76 per cent of and 4 per cent of domestic and foreign tourists(Dept. of Forest, 2012).Elephant safariElephant safari helps the visitors to travel through difficult terrains and also provides suitable modeof wildlife viewing in the inaccessible part of the park. Elephant safari is ideal in and around the wildregions where riding the elephant can give easy access for viewing the wildlife. In NameriNational Park elephant safari is the best option for exploring the wildlife distributed all along thepark, about 9.84 per cent domestic and 13 per cent foreign tourist enjoyed the trails (Dept. ofForest, 2012). It offers an opportunity to view some of the rare and endangered animalsoccasionally migrated from the adjacent Pakhui Wildlife Sanctuaries of Arunachal Pradesh.Bird watchingNameri National Park is famous for avian species. The most active time of the year for birding isduring the spring, when a large variety of birds are seen. On these occasions, large number ofTable 2: Major Bird watching areas of Nameri National ParkLocality ResidentBirdMigratoryBirdGrasslandBirdHill birdin winterHill bird roundthe yeara aaa na1. Potasali (Watch tower)2. Kurua Beel3. Borghulli Beel4. Magurmari beel5. Balipung area6. Along the bed of theJia-Bhoreli river7. Near Bogijuli NalaaaaaanaaaaaaaSource: Check List of Birds of Nameri National Park prepared by Pankaj Sarmah andMann Baruah, 1999 and Authors field visit, 2006-2007 (a: available, na:not-availablenaanaaaaaaaanaaananananaa

STRESS AND JOB SATISFACTION AMONG WOMEN-139WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISbirds travels north or south to wintering or nesting locations (Choudhury, 2000). Certain locationsin the park such as the forest, rivers and wetlands may be favoured according to the position andseason. Nameri National Park is gifted with more than 337 species (Baruah, 1999) of both residentand migratory birds. The tourist can enjoy a long season of bird watching during winter(November to March). During the season, 21 per cent and 13 per cent of foreign and domestictourist enjoy bird watching (Dept. of Forest, 2012).IMPACTS ON NATURAL RESOURCE MANAGEMENT BIODIVERSITY CONSERVATIONImpacts on natural resource management and biodiversity conservation on ecotourism initiativeshave made little positive impact on natural resource management. This is primarily because oflack of a national policy to integrate the initiatives with resource management and conservation.Conservation is still being influenced by the premise that wildlife needs to be protected to avoidoverutilization and/or through competition with livestock. Despite this traditional practice, there isevidence that the numbers of wildlife (including charismatic species) in the park have eitherremained stable or increased. The number of White Winged Wood Duck (cairina scutulata) standsat 424, having risen from almost few at the time of project inception in1981. Elephant, bird speciesand bush-loving wildlife have more than doubled following the increase in biomass and antipoachingcampaigns spearheaded by community reside near by the park. ABACA has plans tointroduce certain floral species to meet 'customer demand'. Following exposure tours, thecommunity has expressed interest to introduce an orchid sanctuary, vermicomposting plant andan organic orchard.Through exposure tours and consultative meetings, the community member has been sensitizedto the need to reduce livestock numbers. The membership consists of individuals who arepromoting cultivation along buffers in the Nameri National park. To reduce pressure on naturalpastures and dependence on forest most of these members use complementary pastures such asnappier grass and maize stalks. Improved maintenance of community pond, dependence onpiped water and the construction of private water pans/barrages over tributaries have reducedcompetition between livestock and wildlife over water resources. Consequently, formerlydegraded sites around community watering points are regenerating. Pressure on grazingresources has also reduced following the construction of ponds and development of grasslandunder eco-restoration programme in the conservation area funded by department of forest andenvironment, Govt. of Assam.The different interventions have reduced competition on resources available for livestock,especially from resident wildlife species. Abject poverty, improved contact with the outside worldand increased numbers of resident wildlife have contributed to poaching. This situation leads toeither the community losing valuable sources of income or the numbers of the specific animalspecies exceeding the ecological limit leading to environmental degradation. Respondentsconfirmed that poaching was caused by individuals who feel that they do not own ecotourisminitiatives. In a way, this reaction reflects a problem that ecotourism has either failed to address orone that is beyond its scope in the context of existing institutional frameworks.Measures in place to restrain wildlife poaching/interference have met with resistance. Theyinclude antipoaching patrols by forest personnel, the local administration and the community.Following such encounters with poachers, the community has become reluctant to perform theirduties leading to increased wildlife molestation outside the protected area. The situation isworsened by low motivation due to poor remuneration, and delay in payment of salaries. Salariesfor local people engaged in protection of the park are paid by the department of forest.CONCLUSIONS

-140Tourism InnovationsThe conservation of threatened species is fundamental to the protection of natural heritage. Theconservation status of the Nameri National Park is adequately protected along with two otherNational Parks (Kaziranga and Orang) in Assam. Wild Life Management and planning systemrequires consent authorities to consider the potential impacts of developments and activities onthreatened species, populations and ecological communities in an informed and objectivemanner. Threatened species conservation assessment forms a component of ecologicallysustainable development and is based on the premise that 'significant effects' to threatened biotaat least minimized, wherever possible (Das, and Syiemlieh, 2003). To be performed adequately,threatened species conservation requires a range of professional competencies, knowledge andexpertise.Deforestation has taken place for agriculture and human habitation in the buffer area has led toman-elephant conflict which occurs regularly. The villagers in both east and west buffer directlydepend upon the park for their livelihood (ecotourism and collection of NTFP) and thereforeencroachment has caused threat to biodiversity of the park. The core area (Nameri National Park)is free from human intervention as the area is bounded by rivers on three sides. Active involvementof local communities as well as government interventions aimed at long-term for biodiversityconservation issues in the park will preserve it in the near future.This paper has established how pilot ecotourism initiatives under the Assam (Bhorelli) Angling andConservation Association (ABECA) have changed local practices and attitudes towards wildlifeand natural resources management as well as biodiversity conservation. The impacts that includeaccumulation of savings by individuals are leading to social differentiation beyond traditionalrealms further marginalizing the already impoverished groups/individuals at the expense of theelite. Young well-to-do local who are increasingly controlling power in the community followingtheir exposure to the outside world and the wealth they have accumulated, are eroding longestablishedsettings. This new form of marginalization have to be addressed, especially throughempowerment of individuals and are motivated to actively participate in emerging livelihoodoptions.

STRESS AND JOB SATISFACTION AMONG WOMEN-141WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISReference:Alavi, J., and M. Yasin 2000 A Systematic Approach to Tourism Policy. Journal of Business Research 48:147–156.Barua, M., and Sharma, P. (1999): Occurrence of the Hill Blue Flycatcher (Cyornis banyumas) in Nameri NationalPark, Assam. Newsletter for Birdwatchers 39(4): pp. 61–62.Bhattacharya, P. (2003): 'Ecotourism as Means of Conserving Wildlife Sanctuaries and National Parks of Assam', inP.P Baruah (eds.) Proc. Biodiversity of Eastern Himalayan Protected Areas, Baniprokash Mudranee, Guwahati-21,pp. 189-197.Brechin, S.R., P.C. West., D. Harmon, and Kutay, K. (1991): Resident Peoples and Protected Areas: A Framework forEnquiry. In P.C. West and S.R. Brechin. (eds.) Resident Peoples and National Parks. Tucson: University of ArizonaPress, pp. 5-30.Campling, L., and M. Rosalie 2006 Sustaining Social Development in a Small Island Developing State? The Case ofSeychelles. Sustainable Development 14:115–125.Cebaballos, L.H. (1988): 'The Future of Tourism', Mexican Journal on Tourism and Leisure, Jan. 17, pp.13-14.Choudhury, A. (2000): 'The Birds of Assam', Gibbon Books &WWF –India, North-East Regional Office, Guwahati, p.222.Das, N. (2003): 'Ecotourism and its Impact on Biodiversity- A Geo-ecological Study of Sonitpur District', in P.P Baruah(eds.) Proc, Biodiversity of Eastern Himalayan Protected Areas, Baniprokash Mudranee, Guwahati-21, pp. 198-205.Das, R.K. (1998): 'Conservation of Nameri National Park', Newsletter of Rhino Foundation, Vol.2, No. 1, Guwahati.Fennell, D., R. Buckley, and D. Weaver 2001 Policy and Planning. In The Encyclopedia of Ecotourism, D. Weaver, ed.,pp. 463–477. London: CABI.Gee, E.P. (1959): The Management of Indian Wildlife Sanctuaries and National Parks: Journal of Bombay NaturalHistory Societies. 52; pp. 717-734.Igo, J.1989 The Himalayan Dilemma: Reconciling development and conservation.London: Routledge.Nepal, S.K. (2000): Tourism, National Parks and Local Communities. In Tourism and National Parks: Issues andImplications. R. Butler and Boyd (eds). London John Wiley & Sons Ltd, pp. 73-94.Stronza, A. 2006 Anthropology of Tourism: Forging New Ground for Ecotourism and Other Alternatives. AnnualReview of Anthropology 30:261–283.Wunder, S. 2000 Ecotourism and Economic Incentives—An Empirical Approach. Ecological Economics 32:465–479.Yadav, S. (2002): 'Ecotourism: Problems and Prospects', Yojana, Vol-46. August, pp. 12-19.Zurick, D.N. 1992: Adventure Travel and Sustainable Tourism in the Peripheral Economy of Nepal. Annals of theAssociation of American Geographers, pp. 608-628.

Tourism InnovationsVolume 2, No. 1. August 2013AbstractTravel agencies play very vital rolein the development of businesstourism. Despite of requirede n c o u r a g e m e n t , t h e s e a r econtributing for attracting tourists toIndia at own. They contact the tradefair organisers, develop packagesand market them, finally contributingfor development of businesst o u r i s m . T h e B u s i n e s s t o u rpackages are meticulously planned& designed keeping in mind theinterest of their clients. The trade fairtours are different than leisure tours.Punctuality, networking among thegroup participants on the trade fairtours, proper information on thedestination & trade fair andprofessional delivery of on tourservices are important for executingbusiness tours. Travel agencies seethis market a huge market for theirrevenue generation. It is a fact thatthe outbound tourism from India ismore than double the inboundtourism. This point is of majorconcern for Indian tourism planners.The biggest question is, how tominimise this gap? A dedicatedeffort to promote business tourism,which is having immense potential,is needed.This study is an outcome of thesurvey conducted on the travelagents to consider their opinionregarding business tourism. Thedata was collected with the help ofpre-structured questionnaire, whichwas focused on finding out theopinions of respondents regarding(a) sources of information (b)m a p p i n g e x p e c t a t i o n s a n dexperiences (c) Traits of BusinessTour Operator (d) problem faced bytourists (e) experience of thebusiness tour organizing (f) and posttour expectations of the clients. Theanalysis is made with the help ofsome statistical tolls like Chi-Squaretest, 't'-test and factor analysis toreach on generalising results. Thestudy was focused on the assessingthe role of travel agencies in thedevelopment of business tourism inIndia, hence it was pre-requite tounderstand the opinions of travelagents. In this study the analysis ofprimary survey of travel agents hasbeen undertaken. All the membersof Indian Convention PromotionBureau (ICPB) were contactedt h r o u g h e - m a i l . I n t o t a l 4 6responses were received, out ofwhich 40 responses were found tobe usable in this study.Key Words: Business Tourism,MICE, Travel Agents, ICPBRole of Travel Agencies in the Development of BusinessTourism in IndiaPrashant Kumar GautamAsstt. Prof, UIHMT, Panjab UniversityINTRODUCTIONBusiness tourism usually warrants an albeit brief mention in today'stravel and tourism textbooks. (Horwath Consulting 1990; Lickorishet. al. 1991) Drawing on the wording of resolutions put by the WorldTourism Organisation to the United Nations in 1992 business tourismdenotes the activities of persons travelling to and staying in placesoutside their normal environment for the purposes of business(Middleton 1989). It includes all activities, same-day travel andstaying overnight, for which the principal reason for being away fromthe 'normal environment' is business, but it excludes all forms ofcommuting to work and the regular working journeys of businessmenin their local areas. The main component of business tourism, that isgeneral business travel, accounts for about 85% of 'all' businesstourism, is primarily determined by the pattern of economic activityand is largely predetermined (Beioley 1991).It should, however, be noted that a proportion of general businesstravel may involve an off-site meeting or it may have an incentive orhospitality element that uses tourism resources such as hotels. Thesecond component, incentive travel, is a difficult market to quantifybecause of its 'below the line' nature; however, it is apparently anexpanding market (Cuff 1986; Woodward 1991) and the Meetingsand Incentive Association estimate that the UK incentive market isworth £300 million and is growing at a rate of 10-15% each year(Webster 1992). The third component, meetings and conferencetravel, accounts for around 12% of the total business tourism market(Beioley 1991). This sector provides the focus for the research and isreviewed in more detail below.Size and Growth of Business TourismThe worldwide business travel market is considered to be enormous,accounting for 750 million trips with an estimated value in excess ofUS$320 000 million (World Tourism Organisation 1992). In the UK,according to figures from UKTS, there are something like 19 millionbusiness tourism trips taken each year, equivalent to roughly one inseven or 15% of all tourism trips and accounting for 8% of all nightsand 23% of all tourism spending (United Kingdom Tourism Survey1992; British Tourist Authority 1991), Expenditure on business travelin the UK is estimated to be worth in the region of £11.3 billion perannum and, when added to the overseas component taken from IPS,that is £2.2 billion, it is reasonable to estimate that total expenditurefor business tourism in the UK may be worth as much as £13.5 billionper annum (Middleton 1992).Business tourism has grown strongly since the 1980s (Peterson andBelchambers 1990; Smith 1990) and despite being buffeted by thedownturn in national and international economic activity in the firsthalf of the 1990s it continues to grow faster than tourism as a whole(Richards 1992), Business tourists also spend more than holidaytourists and spending by business tourists has increased at a faster

STRESS AND JOB SATISFACTION AMONG WOMEN-143WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISrate than for tourism as a whole. It is also less seasonal and the peaks and troughs of demand areless marked than for holiday tourism. 12 Furthermore, it is realistic that as business activity returnsto prerecessionary levels there will be considerable growth in business travel. Business visitorsare also a major source of demand for hotel accommodation (Slattery and Littlejohn 1991), withhotels relying heavily on business travel to fill beds during the week. Business tourism accounts forat least two-thirds of most leading hotels' occupancy, 80-90% of the market of three- and four-starhotels 14 and 50% of budget hotels (Gilbert and Arnold, 1989; Wooder, 1991).Responsible Factors for Growth of Business TourismThe past few decades have witnessed a substantial increase in business travel, especially amongmanagers and professionals (Doyle & Nathan, 2001; Swarbrooke & Horner, 2001). Importantfactors underlying this development are globalization and geographically expanded markets,growing numbers of multi-unit companies, new organizational trends such as networking,outsourcing and work in project teams, and improved infrastructures for mobility (Aguiléra, 2008;Beaverstock, Derudder, Faulconbridge, & Witlox, 2009). These different factors have created agrowing demand for communication and interaction between persons who work in differentlocations & sometimes within the same organization, and sometimes in different companies.Business people need to meet in order to buy, sell, and negotiate other agreements; cooperate,coordinate and exercise managerial control; create productive settings for teamwork,brainstorming and innovation; and develop professional networks and interpersonal trust(Faulconbridge, Beaverstock, Derudder, & Witlox, 2009).In response to these demands, companies and business people develop 'portfolios of mobility'(Millar & Salt, 2008), including not only travel but also 'virtual' meetings via telephone, video or theWeb (Urry, 2007). Yet scholars in this field emphasize the continued importance of physical copresence.More complex forms of communication require face-to-face interaction, and in externalcontacts - sales in particular - travel and personal presence are often regarded as an expression ofcommitment (Aguiléra, 2008; Faulconbridge et al., 2009). As a consequence, business traveltoday is an important industry worldwide. According to statistics from The World Travel andTourism Council (2010), the global value of business travel expenditure exceeded USD 800 billionin 2010.In small countries like Sweden, business travel expenditure was estimated at around USD 7billion,1 while national travel surveys from the late 1990s and early 2000s indicate that workrelatedtravel (commute distance excluded) accounted for 17.6 percent of all registered travel(passenger kilometres) and 21.6 percent of the number of journeys abroad (Gustafson, 2005).There is a growing body of research investigating what consequences frequent business travelmay have for travellers with regard to their work situation (Holley, Jain, & Lyons, 2008; Ivancevich,Konopaske, & DeFrank, 2003), their family relations and private life (Bergström, 2010; Espino,Sundstrom, Frick, Jacobs, & Peters, 2002), and their personal identifications and orientations(Gustafson, 2009; Lassen, 2010).Importance of Travel Agencies in Tourism ProcessTravel agent and tour operators play an important role in the promotion of destination as well as inthe destination selection process. Travel agents' recommendations can strongly influence client'ssatisfaction and the success of tourist businesses, attractions, and destinations. Travel agentsrepresent a key interface in the tourism marketing system. In addition to helping travellers bookreservations and obtain tickets and vouchers, they influence tourism planning decisions andoutcomes. In particular, their recommendations of potential primary and secondary destinations,side trips, attractions, and sights to see along the way, as well as transportation, lodging, dining,and entertainment options, can significantly impact the satisfaction derived from a particularleisure or business trip. In addition to influencing consumers, their recommendations and impactthe level of demand experienced by tourism operations and destinations. Recommendations oftravel agents on where and how to go, what to see, and what to avoid may be critical to the successof various tourism business. For marketers it is thus critically important to develop anunderstanding of the factors that might influence travel agent recommendations. Tour operators

-144Tourism Innovationsare the main intermediaries for the tourist companies operating in a particular destination andattempting to sell their products in the international outgoing tourist markets.Need of the StudyWhen people think of vacations, they conjure up visions of folks, relaxing on beach or visiting anamusement park with family or friends. Others envision people testing their skills and abilities byparticipating in sports such as golf or tennis. Still others think of adventures climbing mountain,paddling canoes or white water rafting. There is, however growing trend of vacationers tryingsomething different. They travel to learn, work and participate in an expanding type of tourism,sometimes called as Business tourism. This type of tourism which can be considered ascombination of leisure and work.International tourism today is dominated by business travel as it is the second largest segment ofthe tourist travel worldwide after leisure travel. The present segment of business travel constitutes35 million with a value of around 25 percent of the total value of tourism which approaches some250 billion pounds with the fastest rate of increase having recently been towards destinations inthe Far East, particularly Japan, Hong Kong , Singapore and Australia. According to World TourismOrganisation (1992) the world-wide business travel market is considered to be enormous,accounting for 750 million trips with an estimated value in access of USD 320000 million (WTO1992). Business travel is worth USD 400 billion worldwide today. Britain is the top Europeanearner from business tourism with revenue of around 22 billion pounds representing 8 percent ofthe global market. Business tourism is increasing rapidly with the economic growth of Asian andAfrican countries despite some recessionary period of Gulf war and terrorist activities.In India, too corporate travel business is growing at 10 per cent per annum. World TourismOrganisation (1992) defined that business tourism denotes the activities of persons travelling toand staying in places outside their normal environment for the purpose of business (Middleton1992). It includes all activities, same day travel and staying overnight, for which the principlereason for being away from the normal environment is business, but it excludes all forms ofcommuting to work and the regular working journeys of business man in their local areas.The main component of business tourism, that is general business travel, accounts for about 85percent of all business tourism, is primarily determined by the pattern of economic activity and islargely predetermined. Many scholars have advocated the role of travel agencies in thedevelopment of business tourism. However some questions come to play, while studying this roleof travel agencies in the development of tourism. The conceptual design of the study is outlinedwith the help of a study question. This study question integrates different ideas by leading throughthe different kind of conceptions.Study StatementFollowing statement is leading through the study“What is the role of travel agencies in the development of Business Tourism?”Objectives of StudyThe following are the primary objectives of study:1. To study the role of travel agencies in the development of business tourism.2. To identify the gaps in service (by measuring expectations- experience gap).3. To identifies bottlenecks in Indian business tourism development.4. To suggest a framework for the development of Business tourism.Study DesignThis study is an outcome of the survey conducted on the travel agents to consider their opinionregarding business tourism. The data was collected with the help of pre-structured questionnaire,which was focused on finding out the opinions of respondents regarding (a) sources of information(b) mapping expectations and experiences (c) Traits of Business Tour Operator (d) problem facedby tourists (e) experience of the business tour organizing (f) and post tour expectations of the

STRESS AND JOB SATISFACTION AMONG WOMEN-145WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISclients. The analysis is made with the help of some statistical tolls like Chi-Square test, 't'-test andfactor analysis to reach on generalising results. The study was focused on the assessing the roleof travel agencies in the development of business tourism in India, hence it was pre-requite tounderstand the opinions of travel agents. In this study the analysis of primary survey of travelagents has been undertaken. All the members of Indian Convention Promotion Bureau (ICPB)were contacted through e-mail. In total 46 responses were received, out of which 40 responseswere found to be usable in this study.Analysis and Interpretation of DataProfile of RespondentsTable 1: Profile of Travel AgentsNumberIn percentageYear in travel trade Under 2 years 3 7.52-5 years 10 25.05-10 years 12 30.010 years and 15 37.5aboveCore Area of Company Leisure Tours 15 37.5Business Tour 17 42.5Adventure Tours 5 12.5Others 3 7.5Separate Business Yes 30 75.0DivisionNo 10 25.0Source: Data collected with the help of questionnairesTable 1 represents the profile of travel agents, which were surveyed during the study. It is evidentfrom the table 1 that while asking about the number of years in travel trade especially in businesstravel, it was found that 37.5% of the respondents were relatively old in selling business tours. 30%of total travel agents, which were surveyed, were in business between 5-10 years, while a goodnumber i.e. 25% were new in the industry; they were having experience of 2-5 years. 7.5% of travelagents just started their operations in business travel. When asked about their core or main areasof strength, 42.5% of our respondents pointed about business tours, while a large number of travelagents i.e. 37.5% are having leisure tours as their core area. The main area of operation of 12.5%of respondents was adventure tours, while 7.5% were having other core areas like Special InterestTours or etc. This all had led to the conclusion that a large number of travel agents i.e. 57.5%,which were having some other area than business tour as their core area, still got attractedtowards the business tour. This all shows the growing size of business tourism in India. On moreoutcome of the survey is that 75% of the total respondents are having a separate business toursdivision in their organisation.Opinion Regarding the Source of PromotionIn the survey, travel agents were asked to give their opinion about the source of promotionregarding the business tours. Following graph depicts their choice regarding the primary sourceof promotion for business tour:

-146Tourism InnovationsGraph 1 : Source of Promotion for Business TourIt was found that promotion through industry associations got the first position with 37%, whileinternet accounts for providing information to 25% people, whereas industry consultants,advertisement and trade fair journals were responsible for providing information to around 35% ofcustomers in total. Hence it can be concluded from the above data that industry associations playan important role in the promotion of business tours. This factor can be taken into account whiledeveloping some strategies for the development of business tourism.Tables 2,3 and 4 describes the analysis of data collected from the tourists regarding theparameters important for the source of information, which helped them in taking decisionregarding the business tour.Table 2: Parameters Related to Promotion of Business TourismMean Std. DeviationInformation should be readily available 4.25 .954Source of Information should becredible4.50 .784Information should be relevant 4.42 .813Specific Information should be there 4.05 1.037Table 3: Test Statistics- Chi Square TestInformation Source of Informationshould be readily Information should beavailable should be credible relevantSpecificInformationshould be thereChi-Square 34.500 a 37.400 b 30.200 b 24.500 adf 4 3 3 4Asymp. Sig. .000 .000 .000 .000a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 8.0.b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 10.0.

STRESS AND JOB SATISFACTION AMONG WOMEN-147WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISComponentTable 3 (a): Total Variance Explained- Parameters of Sources of InformationInitial EigenvaluesExtraction Sums of Squared LoadingsTotal % of Cumulative Total % of CumulativeVariance %Variance %1 3.686 92.154 92.154 3.686 92.154 92.1542 .156 3.906 96.0603 .088 2.190 98.2504 .070 1.750 100.000Extraction Method: Principal Component Analysis.3Table 3(b): Component MatrixaComponent1Information should be readily available .971Source of Information should be credible .949Information should be relevant .966Specific Information should be there .953Extraction Method: Principal Component Analysis.a. 1 components extracted.It is understandable that mean score for all the statements is more than the value 4, which makethese all statements important. However the credibility of promotional source is more important,while promoting about the business tour. To explain data in a significant manner the chi-square testwas applied, which concluded that the responses of the tourists are not equally distributed, whichrejects the null hypothesis.To check the variance in the data, the factor analysis was applied, which could able to extract onlyone component, this single component was responsible for the more than 92% of variance.Mapping Expectations vs. ExperiencesExpectation- experience analysis for the pre visit stage to the trade fairsFor this stage the respondents' opinion on expectation and experiences for important parameterswere noted (Table 4).Table 4: Mapping Expectations and ExperienceMeanStd. DeviationCost of the tour Expectation 4.48 .847Experience 3.90 1.008Well connected places Expectation 4.05 1.131Experience 4.18 1.174Good quality of tour Expectation 4.68 .694servicesExperience 4.10 1.150Competent staff Expectation 4.50 .816Experience 3.35 1.902Terms of payment Expectation 4.25 .981Experience 3.98 1.165

-148Tourism InnovationsNote: Mean value shows perceived importance of factor on a 5 point scale. Standard Deviation(S.D.) reflects the consistency with which the respondents have rated the factor. A smaller S.D.means more consistency in response and vice versa.The data on the Expectation-Experience Matrix is shown in table 4. Travel agents expect thattourists travelling to trade fairs in India for business tours are cost conscious. One importantreason for choosing Indian trade fairs is the lower cost for comparable quality. However, one of themajor concerns that emerge from the EE Analysis is that they feel that while the cost of tour is onthe lower side, but the place of trade fairs must be well connected.Pair1Pair2Pair3Pair4Pair5Table 5 Paired Samples TestPaired Differences t df Sig.Mean Std.Deviation(2-tailed)Std.ErrorMean95%ConfidenceInterval of theDifferenceLower UpperCost of the tour .575 .501 .079 .415 .735 7.264 39 .000Well connected -.125 .335 .053 -.232 -.018 -2.360 39 .023placesGood quality of .575 .675 .107 .359 .791 5.387 39 .000tour servicesCompetent staff 1.150 1.528 .242 .661 1.639 4.759 39 .000Terms ofpayment.275 .452 .071 .130 .420 3.846 39 .000It is important to understand whether the differences between expectations and experience arestatistically significant or are because of a sampling error. A paired sample t-test for the meandifference for each of the 5 factors for 95% confidence level was administered. The result of the t-test indicates that the perceived difference between the expectations and experience of all pairscomes out to be significant.Opinion Regarding Traits of Business Tour OperatorIn the opinion of travel agents, business tourists using the services of tour operators wanted themto be experienced, must have a good networking with service providers, wherein tour operatormust be in a position to provide tourists some alternative options also. The detailed analysis isprovided in table 6Table 6 Traits of Good Business Tour OperatorMean Std. SkewnessDeviationStatisticStatistic StatisticStd.ErrorIt should be easy to locate a tour operator 3.85 1.099 -.786 .374Tour operator should have a good name 4.10 1.150 -1.268 .374Tour operator should have a good network 4.22 .920 -1.518 .374Range of services offered by the tour operator 4.30 1.018 -1.726 .374Tour operator should have offer alternative leisureoptions4.22 1.230 -1.412 .374

STRESS AND JOB SATISFACTION AMONG WOMEN-149WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISPromotional schemes offered by tour operator 3.68 1.328 -.744 .374Experience of tour operator 4.35 .975 -1.823 .374Other technical tour extensions like factory visits 3.98 1.050 -.928 .374etcShould offer some kind of guarantee 3.50 1.038 -.435 .374To conclude data statistically, factor analysis was applied.First of all correlation matrix is prepared.It should beeasy to locate atour operatorTour operatorshould have agood nameTour operatorshould have agood networkRange ofservices offeredby the touroperatorTour operatorshould haveoffer alernativeleisure optionsPromotionalschemesoffered by touroperatorExperience oftour operatorOther technicaltour extensionslike factoryvisits etcShould offersome kind ofguaranteeTable 7 Traits of Good Business Tour Operator- Correlation MatrixIt shouldbe easyto locatea touroperator1.000Touroperatorshouldhave agoodname.905 1.000Touroperatorshouldhave agoodnetwork.897 .924 1.000Range ofservicesofferedby thetouroperator.867 .937 .912 1.000Touroperatorshouldhaveofferalternativeleisureoptions.860 .944 .861 .908 1.000Promotionalschemesofferedby touroperator.950 .928 .880 .890 .910 1.000Experience oftouroperator.888 .928 .911 .976 .916 .882 1.000Othertechnicaltourextensions likefactoryvisits etc.930 .936 .909 .895 .898 .951 .885 1.000Shouldoffersomekind ofguarantee.899 .902 .900 .874 .814 .884 .861 .883 1.000Note: Highlighted values denotes maximum correlationCorrelation matrix gave some interesting results. It tells that the maximum correlation is between'experience of tour operator' and 'range of services offered by tour operator'. While in tourists'survey, tourists gave lowest preference to these two factors. Highlighted entries in the table 7depicts the high values of correlation.To find out the best factors in relation with the traits of tour operators factor analysis was applied,which is shown in Table 8. Table shows that only one component was extracted.

-150Tourism InnovationsTable 8: Component MatrixaComponent1It should be easy to locate a tour operator .953Tour operator should have a good name .977Tour operator should have a good network .953Range of services offered by the tour operator .960Tour operator should have offer alternative leisure .943optionsPromotional schemes offered by tour operator .962Experience of tour operator .959Other technical tour extensions like factory visits .964etcShould offer some kind of guarantee .932Extraction Method: Principal Component Analysis.a. 1 components extracted.Problems Faced in Selling Business TourTravel agents were asked about the problem faced in the selling the business tour. The results ofthis survey are supposed to be helpful for the development of business tourism in India. To moresurprise it was felt that the payment terms with the service providers was the most problematicfactor (See table 9). The second big problem comes out to be the non availability of industry data,while non availability of accommodation and transport during trade fairs were the other problems.Table 9: Problem Faced by Tour Operators in Selling Business TourMean Std. SkewnessDeviationStatistic Statistic Statistic Std.ErrorIndustry data base is not readily available 3.90 .928 -.603 .374Generally industry people are not verymuch familiar with trade fairs3.02 1.143 -.159 .374Non availability of right accommodationduring trade fairs/ exhibitionsNon availability of airlines/transport duringtrade fairsSpecial needs of Indian visitors like Indianvegetarian meal etc. is not availableExpected tour components likehotels/direct airlines etc. are not availablePayment terms with suppliers are notfavourable3.68 1.309 -.729 .3743.60 1.355 -.581 .3743.15 1.494 -.124 .3743.47 1.301 -.310 .3744.38 1.030 -1.869 .374

STRESS AND JOB SATISFACTION AMONG WOMEN-151WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISThis led to the conclusion that it is the personal problems, which are hampering the growth ofbusiness tourism in India. On the other hand it also points out about the lack of professionalattitudes amongst the various stakeholders of business tourism. R&D always is an important toolfor the development. Industry association must come forward and must finance some researchesand try to build the data base, which can be further utilized by the members for the businessdevelopment.Table 10 One-Sample Kolmogorov-Smirnov TestIndustry database is notreadilyavailableGenerallyindustrypeople arenot verymuchfamiliar withtrade fairsNonavailabilityof rightaccommodationduringtrade fairs/exhibitionsNonavailabilityofairlines/transportduringtrade fairsSpecialneeds ofindianvisitorslike Indianvegetarianmeal etc.is notavailableExpectedtourcomponents likehotels/direct airlinesetc. are notavailablePaymentterms withsuppliersare notfavourableN 40 40 40 40 40 40 40Normal Mean 3.90 3.02 3.68 3.60 3.15 3.48 4.38Parameters Std. .928 1.143 1.309 1.355 1.494 1.301 1.030aDeviationMost Absolute .268 .203 .273 .266 .215 .232 .353Extreme Positive .182 .165 .156 .181 .204 .197 .272Differences Negative -.268 -.203 -.273 -.266 -.215 -.232 -.353Kolmogorov-Smirnov Z 1.694 1.285 1.727 1.683 1.361 1.466 2.233Asymp. Sig. (2-tailed) .006 .074 .005 .007 .049 .027 .000a. Test distribution isNormal.Industrydata baseis notreadilyavailableTable 11: Chi-square Results for the Problem FacedGenerallyindustrypeople arenot verymuchfamiliar withtrade fairsNonavailabilityof rightaccommodation duringtrade fairs/exhibitionsNonavailability ofairlines/transportduringtrade fairsSpecialneeds ofIndianvisitors likeIndianvegetarianmeal etc. isnot availableExpectedtourcomponents likehotels/direct airlinesetc. are notavailablePaymentterms withsuppliersare notfavourableChi- 11.000 a 9.250 b 14.000 b 14.000 b 4.750 b 10.750 b 52.000 bSquaredf 3 4 4 4 4 4 4Asymp. .012 .055 .007 .007 .314 .030 .000Sig.a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 10.0.b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 8.0.After applying K-S test (10) it was found that the distribution is normal. Table 11 concluded the datain more significantly after application of chi-square test; it was found that the responses ofrespondents are not equally distributed in the statements except two statements 'Special needs ofIndian visitors like Indian vegetarian meal etc. is not available' and 'Generally industry people arenot very much familiar with trade fairs'.Experience Analysis with Reference to Organization of Business TourIn this part of survey travel agents were asked to rate their experience of the business tourorganizing on a 5 point (See Table 12).

-152Tourism InnovationsTable 12: Experience in Organizing Business TourTravel agent should payattention to customer needsShould maintain businessprivacy and confidentialityDaily care staff should behelpful and cheerfulAccommodation provided totourists should becomfortable and hygienicPoor arrangements foraccompliceDue care to security andsafety concernsMean Std.SkewnessDeviationStatistic Statistic Statistic Std. Error4.48 .905 -2.212 .3744.10 1.105 -1.047 .3744.42 1.059 -1.904 .3744.52 1.012 -2.178 .3743.57 .781 -.092 .3744.12 1.090 -1.259 .374Table 12 depicts that the Mean value shows perceived importance of factor on a 5 point scale.Standard Deviation (S.D.) reflects the consistency with which the respondents have rated thefactor. A smaller S.D. means more consistency in response and vice versa.On tour stage, which is the central stage of the value chain where the tourist is actually deliveredwith the product. The stage begins when the tourist is picked up at the airport and continuesthrough the visit to the trade fair. It comes to an end with end of the trade fair and even more to thiswith post tour visits also. At this stage tourists are expected to have 6 concerns (see The mostimportant factor (on a 5 point scale) was found to be the 'quality of accommodation' (4.52),followed by that the tour operator must know the needs of tourists (4.48) and competence of staff(4.42). 'Safety & security (4.12) and 'maintaining confidentiality' (4.10) are other factors, which arealso important.Post Tour ExpectationsPost trade fair period that follows the trade fair/ business tour is also important. In this post toursupport and facilities are required for leisure or other activities. Tourists and their accomplicesmight also demand leisure and vacationing during this period. 4 variables were identified for thisstage (See Table 13).Table 13 Post Tour ExpectationsMeanStd. DeviationBilling should be clear and without any surprise hidden 4.70 .853chargesBilling should be swift and error free 4.68 .656Quality of post tour stay is very important 4.20 1.043

STRESS AND JOB SATISFACTION AMONG WOMEN-153WORKERS IN STAR HOTELS OF DELHI: AN ANALYSISThe most important concerns of the respondents for the post business tour stage are Clear billing(4.70), and Swift and error free billing (4.68). It may be noted that billing related factors are ratedwith fair consistency (lower standard deviations).ConclusionsThe analysis of survey conducted of travel agents regarding business tourism finds that Industryassociations play an important role in the promotion of business tours, while the credibility ofpromotional source is more important. Travel agents expect that tourists travelling to trade fairs inIndia for business tours are cost conscious. One important reason for choosing Indian trade fairs isthe lower cost for comparable quality. However, one of the major concerns that emerge from theEE Analysis is that they feel that while the cost of tour is on the lower side, but the place of tradefairs must be well connected. In the opinion of travel agents, business tourists using the servicesof tour operators wanted them to be experienced, must have a good networking with serviceproviders, wherein tour operator must be in a position to provide tourists some alternative optionsalso. Correlation matrix tells that the maximum correlation is between 'experience of tour operator'and 'range of services offered by tour operator'. It was felt that the payment terms with the serviceproviders was the most problematic factor. The second big problem comes out to be the nonavailability of industry data, while non availability of accommodation and transport during tradefairs were the other problems. R&D always is an important tool for the development. Industryassociation must come forward and must finance some researches and try to build the data base,which can be further utilized by the members for the business development. It may be noted thatbilling related factors are rated with fair consistency (lower standard deviations).

-154Tourism InnovationsReferencesAguiléra, A. (2008). Business Travel and Mobile Workers. Transportation Research Part A, 42(8), 1109- 1116.Beaverstock, J. V., Derudder, B., Faulconbridge, J. R., & Witlox, F. (2009). International Business Travel: SomeExplorations. Geografiska Annaler: Series B. Human Geography, 91(3), 193-202.Beioley, S (1991). Business Tourism. Insight (July). B7-B14Bergström, G. (2010). Consequences of Overnight Work Travel for Personal Social Relations: Problems, Promisesand Further Repercussions. Mobilities, 5(3), 369-386.Cuff, M (1986). Incentive Travel in Europe: Survey of a Rapidly Growing Market. Travel and Tourism Analyst, May, pp37-45Doyle, J., & Nathan, M. (2001). Wherever next? Work in a Mobile World, London: The Industrial Society.Espino, C. M., Sundstrom, S. M., Frick, H. L., Jacobs, M., & Peters, M. (2002). International Business Travel: Impacton Families and Travellers. Occupational and Environmental Medicine, 59(9), 309-322.Faulconbridge, J. R., Beaverstock, J. V., Derudder, B., & Witlox, F. (2009). Corporate Ecolgies of Business Travel inProfessional Service Firms: Working Towards a Research Agenda. European Urban and Regional Science Studies,16(3), 295-308.Gilbert, D and Arnold, L. (1989). Budget Hotels, Leisure Management, 9 (2), 61-63 .Gustafson, P. (2005). Resor i arbetet: En kartläggning av svenskarnas tjänsteresor 1995e2001. Research report no.135. Göteborg: Department of Sociology, University of Gothenburg. Adapted from Gustafson P. (2012), ManagingBusiness Travel: Developments and Dilemmas in Corporate Travel Management. Tourism Management, 33, p. 276.Gustafson, P. (2009). More Cosmopolitan, no Less local: the Orientations of International Travellers. EuropeanSocieties, 11(1), 25-47.Holley, D., Jain, J., & Lyons, G. (2008). Understanding Business Travel Time and its Place in the Working Day. Time &Society, 17(1), 27-46.Horwath Consulting (1990). Horwath Book of Tourism, UK: Macmillan.Ivancevich, J. M., Konopaske, R., & DeFrank, R. S. (2003). Business Travel Stress: a Model, Propositions andManagerial Implications. Work and Stress, 17(2), 138-157.Lassen, C. (2010). Individual Rationalities of Global Business Travel. In J. V. Beaverstock, B. Derudder, J.Faulconbridge, & F. Witlox (Eds.), International Business Travel in the Global Economy (pp. 177-194). Farnham:Ashgate.Lickorish, L J, Bodlender, J, Jefferson, A and Jenkins, C Developing Tourism Destinations Longman, Harlow (1991).Middleton, V T C (1989). Seaside Resorts. Insights, B5:1-13.Millar, J., & Salt, J. (2008). Portfolios of Mobility: the Movement of Expertise in Transnational Corporations in twoSectors eAerospace and Extractive Industries. Global Networks, 8(1), 25-50.Peterson, J and Belchambers, K. (1990). Business Travel a Boom Market. In Horwath Book of Tourism(pp. 56-65).Basingstoke:Macmillan.Richards, B (1992). Tourism Blues. Leisure Management, 12 (11) 30-32.Slattery, P and Littlejohn, D (1991). The Structure of Europe's Economies and Demand for Hotel Accommodation.Travel and Tourism Analyst, (4) 20-37.Swarbrooke, J. and Susan Horner (2001). Business Travel and Tourism, Butterworth-Heinemann: Oxford Urry, J.(2007). Mobilities. Cambridge: Polity.Webster Sarah (1992). Incentive Travel and Meetings Association, Interview.Wooder, S. (1991). Boom in budgets. Leisure Management, (July) 52-53.Woodward, S (1991). That's entertainment. Leisure Management, (July) 48-51.World Travel & Tourism Council. (2010). Travel and Tourism Economic Impact: Executive Summary. London: WorldTravel and Tourism Council.World Tourism Organisation (1992). World Travel and Tourism Review: Indicators, Trends and Forecasts, CABInternational.

SEMINAR REPORT-155SEMINAR REPORTNational Seminar'One Billion Tourists - One Billion Opportunities'Munish AhlawatFaculty, Food Craft InstituteDharmashala, Distt. KangraUniversity Institute of Hotel Management and Tourism (UIHMT), Panjab University, Chandigarh(India) under the auspices of 'HOSTOCON' organized a national level seminar on 15-16thFebruary, 2013 sponsored by Indian Council for Social Sciences and Research (ICSSR).Maharaja Agrasen University was the partner for the seminar.The theme of HOSTOCON-13 seminar came out to accommodate the slogan raised by UNWTOof "One Billion Tourist- One Billion Tourist" on 13th December, 2012 when total number of touriststouched the milestone mark of one billion. Such exponential growth in number of tourist has alsorise to opportunities available. The seminar aimed at exploring the same i.e. the opportunities thatare coming up in the way of hospitality industry. It was hoped that seminar will put forward someconcrete plans for the optimum utilisation of tourism and hospitality industry. This seminar alsowished to carry forward the urge of UN-WTO to be together so as to transform one billion touristsinto one billion opportunities. The present seminar tried to examine the contemporary situation oftourism and hospitality industry and will try to assess the opportunities that lie within.Considering the broadness of objectives the seminar proceedings were divided in six technicalsessions and its thematic focus were:TS 1: Gauging the Industry;TS 2: Marketing issues;TS 3: Sustainable Development Goals;TS 4: Human Resource Development;TS 5: Industry, Institutes & Community andTS 6: Industry Façades.The plenary session was followed inauguration session, whose chairperson was Prof. ManjulaChaudhary. Prof. S.P. Bansal, Prof. S.C. Bagri, Mr. Anil Mathur, Prof. Sandeep Kulshreshtha andProf. Deepak Raj Gupta were the resource persons for the session. The experts exchanged theirideas and views, covering a vista of some unexplored dimensions of the industry with theaudience.The second day of the seminar acted as a platform to researchers who presented their researchwork under six different technical sessions. The presentation of research work by the delegatesduring the various technical sessions highlighted a variety of issues and provided some concretesolution also.1. Social Equity and CohesionRespect for, and understanding of, cultural diversity between nations and peoples is a keyprinciple of sustainable development. As a sector built on human interaction, tourism plays a keyrole in fostering greater respect and tolerance between cultures. It is a considerable force for the

-156Tourism Innovationsconservation of historic and cultural heritage and, by providing a source of income based aroundlocal culture, can encourage communities to value their cultural heritage more highly.2. Environmental PreservationSustainable tourism recognizes that the future of tourism sector depends on protecting life in all itsdiversity. It integrates economic and ecological concerns by, for example, conserving a naturalarea which, in turn, generates increased revenues from tourism for future conservation. Giventourism's importance in the global economy, the sector has a responsibility to take the lead on thepath towards sustainable development. At the same time, with cultural and natural resources atthe core of its business, tourism has a vested interest in doing so. Thus, sustainable tourismshould make optimal use of environment resources, respect the socio-cultural authenticity of hostcommunities and provide viable, long-term socio-economic benefits to all.3. Tourism: Driver of the Green EconomyOver the past years, and particularly since the start of the global economic crisis, a widespreadconsensus has emerged on the need to build a new economic paradigm. Multiple crises - inclimate, biodiversity, fuel, food, water and the economy as a whole - have led to calls for a newdevelopment model: a "green economy". A green economy is one which is low carbon, resourceefficient and socially inclusive.RecommendationsThe crux of the deliberations made by the scholars during the two days national seminar in theform of recommendations are as under;1. Tourism as a Vehicle for Job CreationThrough the creation of sustainable enterprises and decent jobs, Travel & Tourism provides thenecessary security and stability for millions of people worldwide to build better lives. Increasingtravel and tourism demand through visa facilitation can be central to stimulating job creation, apriority given the high current unemployment levels.2. Tourism: Enhancing DevelopmentTourism is one of the major export sectors of developing countries and the primary source offoreign exchange earnings in the vast majority of these, creating much needed employment andopportunities for development.3. Tourism: as a Driver for Economic GrowthResearch by UNWTO and WTTC suggests that the development and implementation of visafacilitation processes by the G20 countries could generate up to 112 million additionalinternational tourists by 2015, increase tourism receipts by as much as an additional US$ 206billion, and create an estimate of up to 5.1 million additional jobs during the next three years,amongst the G20 economies.4. Tourism as Tool for Poverty ReductionAccording to the World Bank, an estimated 1.4 billion people were living in extreme poverty in2005. UNWTO's statistics clearly highlights that international tourist receipts, a vital source ofexports for the LDCs, increased fourfold from US $ 2.6 million in 2000 to US $ 10 million in 2010.5. Environmental PreservationSustainable tourism recognizes that the future of tourism sector depends on protecting life in all itsdiversity. Given tourism's importance in the global economy, the sector has a responsibility to take

SEMINAR REPORT-157the lead on the path towards sustainable development. At the same time, with cultural and naturalresources at the core of its business, tourism has a vested interest in doing so.6. Social Equity and CohesionRespect for, and understanding of, cultural diversity between nations and peoples is a keyprinciple of sustainable development. As a sector built on human interaction, tourism plays a keyrole in fostering greater respect and tolerance between cultures.7. Tourism: Stimulate Trade and DevelopmentThe role of tourism is vital for service sector, contributing to GDP and employment in developedand developing countries. Currently ranking among the top three export sectors for nearly half ofthe world's least developed countries (LDCs), tourism has emerged as one of the economicsectors best able to address these concerns.Final WordsGiven tourism's importance in the global economy, the sector has a responsibility to take the leadon the path towards sustainable development. At the same time, with cultural and naturalresources at the core of its business, tourism has a vested interest in doing so. Tourism is todayone of the largest and fastest growing economic sectors in the world. In 2012, one billioninternational tourists have travelled the world, generating more than US$ 1 trillion in internationaltourism receipts. The sector currently accounts for 5% of direct global GDP, 30% of the world'sservices exports and generates one in twelve jobs worldwide. Tourism can impact on all aspects ofpeople lives - economic, social, cultural, and environmental - simultaneously. For example, atourism initiative aimed at enhancing local/rural economic development through nature-basedtourism can have the added benefits of empowering the local/rural people through theirinvolvement in decision-making, contributes to a sense of ownership over the resource and anassociated sense of pride, which in turn can improve conservation of the natural resourcesthrough increased protection and reduced harvesting. Tourism activities can also result inimproved access to infrastructure, which is beneficial for the community. In this way tourism leadsour planet towards inclusive and sustainable growth and development.

TOURISM INNOVATIONSAN INTERNATIONAL JOURNAL OF INDIAN TOURISM CONGRESS (ITC)Guidelines for ContributorsTOURISM INNOVATIONS is a referred international tourism research Journal focusing onacademic perspectives in Tourism. Emphasizing an integrated approach to tourism in terms oftourism being an inter-disciplinary field, the journal focuses on various aspects of tourism like,management, tourism planning, particular forms of tourism (adventure, religious, ethnic, cultural,conventional, wilderness, heritage etc), tourism and environment relationship, sustainabletourism development and tourism policy making. Papers on any aspect related to tourism areencouraged for this journal.The objective of journal is to have a comprehensive collection in various areas related to tourismmanagement and development and to disseminate knowledge and information on tourism.The journal has the condition for publication that manuscripts submitted to this journal should nothave been published or will not be simultaneously published elsewhere.The editors reserve the right to edit the contributions or send them back to the authors foralteration. Thereafter the publication of the papers will be subject to the final approval of theeditorial board comprising members from within and outside of India.All submissions should be prepared according to the following format.Generally main articles should not exceed 5000 words.First sheet: Title, subtitle (if desired), author's name, affiliation, postal address, telephone,fax number and email. Respective affiliations and addresses of co-authors should beindicated.Second sheet; Abstract of 300 words with at least 3 keywords.Subsequence sheets: main body of text; list of references; appendixes; tables (numberedconsecutively); illustrations and captions to illustrations (large tables and illustrations maybe on separate sheets).The abbreviations and terminology should be fully spelled out and defined when first usedin text.References should be submitted as following; listed at the end of the articles should betitled as References. References should be numbered as per numbering mentioned in themain article. Each reference should be as per APA Format-6th Edition.Manuscript Submission:The whole submission should be printed with 1.5 line spacing on one side of paper only with amplemargins provided, preferably on A4 size paper. Two hard copies and one soft copy using MSWord are required to be submitted to the Managing editors.Referencing should strictly be according to APA referencing StyleAll articles published in TOURISM INNOVATIONS become the journal's Copyright with futurerights reserved. However this does not affect the Author's right to use the material.

Vol. I, No. 1 ContentsAugust, 2012TOURISM INNOVATIONSAN INTERNATIONAL JOURNAL OF INDIAN TOURISM CONGRESS (ITC)S.No. Title Author(s) Page No.1 Manjula Chaudhary 1-7TOURISM CLUSTERS: A KEY TO TOURISTand AbhishekSATISFACTION AND SUSTAINABILITY INAggarwalAMRITSAR REGION2 DESTINATION IMAGE: CRIMES, SAFETY,SECURITY ISSUES WITH REFERENCE TOFOREIGN TOURISTS VISITINGPUDUCHERRY (INDIA)3 SUSTAINABILITY, RURAL TOURISMIMPACTS AND COMMUNITY OPINION: ASTUDY OF PRAGPUR AND BAROHVILLAGES IN HIMACHAL PRADESH4 SERVICE QUALITY OF HOTELS INCOIMBATORE – A GAP ANALYSIS OFBUSINESS TOURISTS EXPECTATION ANDEXPERIENCE5 POTENTIAL FOR DEVELOPING SUFITOURISM IN AURANGABAD REGION(WITH SPECIAL REFERENCE TO SUFITOURISM IN UZBEKISTAN)6 HAPPINESS DAY OUT - THE STUDY OFFAVORABLE FORMS OF TOURISMAMONG THE INDIAN TOURISTS7 CREATING NEW DIMENSIONS FORHERITAGE TOURISM CONSUMPTION ININDIA BY PRIVATE STAKEHOLDERS8ACHIEVING BLUE OCEAN ALIGNMENTTHROUGH STRATEGIC PROPOSITIONS: ACOMPARATIVE STUDY OF DUBAI ANDAGRA AND ITS IMPACT ON TOURISM9 SCOPE OF ADVENTURE SPORTSTOURISM IN HIMACHAL PRADESH: ANASSESSMENT10 AN ANALYSIS OF THEUNDERGRADUATE HOSPITALITYEDUCATION AND CHALLENGES WITHSPECIAL REFERENCE TOUTTARAKHANDAnnamalai Murugan 8-21S.P. Bansal andJaswinder Singh22-34Bindu. V. T. Nair 35-44Rajesh Ragde andMadhuri SawantSandeepKulshreshtha,And RuchikaKulshrestha,Charu Sheela Yadavand Ankita DevnathC K Singh and D SYadavPrashant KumarGautam, Y.P. Sharmaand Arun SinghThakurLavkush Mishra andVijay Rana45-5253-5859-7071-7778-8889-9511 SEMINAR REPORT Lalit K Bansal 96-98www.indiantourismcongress.org