CHAPTER 6. MALVAN- AN ARRAY OF TOURISM DESTINATIONS

CHAPTER 6. MALVAN- AN ARRAY OF TOURISM DESTINATIONS 6.1 INTRODUCTION Malvan is one of Sindhudurg s top tourism destination areas. Located off the west coast of Maharashtra, the area is both remote and accessible, providing a combination that can attract thousands of visitors annually. Visitors to the coastal region can take advantage of a diversity of experiences ranging from urban to rural, cosmopolitan to rustic and relaxing to adventurous. A region that supported its population with Agriculture, Fishing and Horticulture jobs has of late been experiencing a shift towards more service oriented employment. The leading service sector employers in tourism have to promote tourism as an economic diversification tool for many of the rural areas experiencing economic transition. With the increase in visitation to the area, tourism businesses in rural areas have increased. Many tourism businesses have responded to visitor demands for ecological, adventurous, cultural, botanical and agricultural experiences resulting in a diverse tourism employment base. There is no database to confirm and conclude whether tourism is generating employment for individuals and communities in Sindhudurg. As majority of the destinations in Malvan are in rural areas, central and state government departments need to collect and analyse research figures for regional employment market planning. Labour market research is needed for the district to establish the prevalence and impact of tourism employment in rural areas and to guide labour market planning efforts. The study aims to identify the tourism development and employment potential in Sindhudurg in two phases. In phase one a pilot study was made to have a background of the development potential of the tourism industry. In phase two the field work in the form of schedules were conducted with the locals who were engaged in the tourism industry. 177

6.2 A PROFILE OF MALVAN 1. Geographic Description Malvan Taluka covers an area of about 614.3sq.km in Sindhudurg District of Maharashtra. The Northern Boundary reaches Devgad. The area extends south to Devbaug. The south-western corner is Vengurla. The topography of Malvan is varied, from mountainous and rugged terrain with Sahyadris to the picturesque beaches in the west. The landscape is dominated by the rugged, shining creeks: Karli, Kolamb and Kalavali. The Karli River flows through Tarkarli Village. The climate of Malvan can be generally classified as warm and moderately humid. Average temperatures range between 16-33 C while relative humidity ranges from 69 to 98%. The annual average rainfall of Malvan is 2275 mm. Malvan Taluka consists of villages like Achara, Jamdul, Juva, Pankhol and Sarjekot. Malvan is a fishing port on western coast of Sindhudurg district (Maharashtra state in India). It is a southern part of the Konkan coastline which possesses a long stretch of shimmering sand and fringed with thick coconut, jack fruit, bamboo and Supari trees. Rocky lands with overhanging cliffs, projecting sandbanks, rocky shoals, coral reefs and boulders with a rib type coast attract the tourist to Malvan. On the north of Malvan the most striking feature is the 'littoral concrete' or 'beach rock' which gives protection against the force of waves. 2. The People and Communities This area of Konkan is predominantly Hindu and the majority of these Hindus comprise Kshatriya, Marathas, Bhandaris, and Gabit. Common Surnames are: Amberkars, Khots, Parab, Gawade, Chavan, Bagwe, Sarmalkar, Gaonkar, Kolambkar, Sarang, Joshi, Rane, Kharade, Paradkar etc. The major festival is 'Anganewadi Jatra', 'Bramhan Dev Jatra. People who have migrated from Malvan visit their native places every year during Ganeshotsav,'Ram Navmi', and various other Jatras (festivals). 178

Malvan Taluka has approximately 116,682 People. Malvan city has a population of about 18675. It is the largest within the District and the supply and distribution centre for the area. There are 135 villages in Malvan taluka. (Census 21) 3. Study Area Map MAP 6.1 MAP OF MALVAN TALUKA 4. Culture of Malvan 'Malvani' language is a mix of Marathi and Konkani. Malvan has its unique culture indicating its peculiar dialect and food. Malvani is very popular among local population in Sindhudurg district and also parts of Ratnagiri. Malvani Cuisine - The food of this region is popularly known as Malvani cuisine. Coconut, rice and fish assume prime importance in the Malvani cuisine. Dashavtar- It is an art form popular in most of the Konkan region in Maharashtra and more so in and around Malvan. It is a play that depicts the 1 incarnations of Lord Vishnu (as in Hindu mythology).this continues till early hours of morning or probably 179

after that also sometimes. Dashavtar is mainly conducted at the annual Jatra of the village. During this all villagers also sell their home made products like Khaja, Kadak Ladu, Lonche - (Pickles) and others. Jatra is the main occasion for the villagers. All Chakarmani (A term used for a large number of salaried class people from Konkan who work outside in cities like Mumbai, Pune) visit their homes and enjoy the festival with their families and friends. 5. Education Some of the of schools and colleges in Malvan taluka are A.S.D.Topiwala High School& Jr.College, Bhandari High School, S.K.Patil Mahavidyalaya, Kanyashala.Jeevan Vidya Vidyalaya, Industrial Training Institute (ITI), Government Polytechnic, Dr.S.S.Kudalakar high school, Rosary Convent School. 6. Wildlife Sanctuary The Malvan (marine) Wildlife Sanctuary was declared on 13th April 1987, with a core zone of 3.182 km and buffer zone of 25.94 km (total area being 29.122 km). The core zone includes the Sindhudurg fort, Padamgad Island and other submerged rocky structures. The north eastern border of the buffer zone is 5 mts from the seashore near Malvan port, while on the east it is a semi-circular sandy beach 5 mts parallel to the shore of Malvan, in the south it is near Mandel rock and in the west touches the Malvan rock. 7. Study Area Economy The main economy of Malvan is Fisheries, cultivation of crops like rice and fruits like jack fruit, mango, cashews and coconuts. 8. Economic Structure Employment in Malvan reflects the importance of natural resources to the District's residents. The service sector is gaining importance, but its strength is heavily tied to Fishing, followed by agriculture. 18

9. Tourism Resources of Malvan A. Natural Tourism Resources Destinations of Malvan mainly include beautiful sceneries, pristine beaches, coral reefs where there are unique natural wonders and reserves. Eco-tourism should follow the natural process, which can make economy, ecology and society of Malvan work together to maintain tourism resources and environment towards sustainable development. Dhamapur Lake in the future can transform into a hub for boating and water sport activities. BOX 6.1 TOURISM RESOURCES OF MALVAN NATURAL TOURISM RESOURCES CULTURAL TOURISM RESOURCES SOCIAL TOURISM RESOURCES Island climate Tropical terrain Flora and fauna Beaches Lakes Heritage Religious Art and culture Folk art Rural image Entertainment Agriculture Fishing B. Cultural Tourism Resources The influence of culture in dance, music, festivals, architecture, traditional customs, food and languages is seen in Malvan. It is due to the influence of all these various cultures that the heritage and culture of Malvan is exhaustive and vibrant. This richness in culture goes a long way in projecting Malvan as the ultimate cultural tourism destination giving boost to tourism development. Malvan is renowned for the Sindhudurg sea fort which showcases the rich cultural heritage. The various folk songs and music also reflect the cultural heritage. A large number of festivals and fairs are held such as the Ganesh festival, Angnewadi festival, and KostFest festival. All these have the potential to attract many tourists to Malvan who can witness and enjoy the rich culture of the state. 181

C.Social Tourism Resources Social tourism means annual paid holiday. They take this opportunity to sell the tourism infrastructures to officials from other states. The government guest houses have reported increased occupancy rates. The concept of social tourism is also now a new trend with a vast majority of the government officials going on vacation to the luxurious guest houses and other star hotels managed by the government. These officials are given significant discounts if they stay in a particular destination over long period of time. 1. Tourism Development areas in Malvan BOX 6.2 TOURISM DEVELOPMENT AREAS IN MALVAN Types of tourism Tourism development areas of Malvan Cultural Tourism Malvani cuisine and lifestyle. Art and craft Sea shells, paintings. Tourism Sports Tourism Dhamapur lake Adventure Tourism Scuba diving, Snorkeling,Ozar cave. Beach Tourism Devbag, Chiwla, Tarkarli, Kalawal creek, Talashil back waters, Achara, Tondavli and Khotjuwa island. Cruise Tourism Houseboats -Walawal to Devbag. MICE Tourism Facilities at beach side resorts for MICE will help in promoting tourism at corporate levels. Eco Tourism Eco health farms can be developed in Villages which will also promote wellness and village tourism. Mango Tourism Mangroves can be converted to mango farms. Religious Tourism Jaiganesh temple, Anganewadi temple, shivrajeshwar temple at fort, Jal Sateri temple, Bhadrakali temple. Marine Tourism Marine park at Malvan Forest Tourism Forest near Dhamapur. Heritage Tourism Sea fort, Sarjekot fort, Bharat gad, Ram gad, Rajkot, Padmagad, Moryacha donda. 182

6.3 TYPES OF TOURISM APPROPRIATE TO MALVAN CULTURAL TOURISM Cultural tourism has been defined as the movement of persons to cultural attractions away from their normal place of residence. Tourists can find out the lifestyle of the people in Malvan, the history of Malvani people, their art, architecture, religions and other elements that helped shape their way of life. It can also include tourism in rural areas showcasing the traditions, festivals, rituals and their values and lifestyle. It is generally agreed that cultural tourists travel with the intention to gather new information and experiences to satisfy their cultural needs. Malvan has a rich culture with festivals, fairs, values and lifestyle. ART AND CRAFT TOURISM Arts & crafts tourism of Sindhudurg highlights the various ethnic items that are locally produced in the remotest towns and villages. Malvan is a treasure of exquisite handicraft and traditional art forms, the rich legacy of ancient culture which evolved slowly and gradually through disciplined efforts of generations.eg. (Toys made of Shells) ADVENTURE TOURISM The Maharashtra Tourism Development Corporation (MTDC) has initiated a scuba diving project in Sindhudurg on the Konkan coast under its coastal and marine Tourism programme. Subodh Kinalekar, Manager of adventure sports, MTDC said, The snorkeling activity started in 27 has generated tremendous response with almost 4, to 5, tourists so far. We have earned approximately Rs 2 lakh so far. The next step is to start scuba diving by October this year. According to a report in Times of India by Chitra Nair, MTDC also plans to explore the rich marine life of Konkan coast by initiating Marine Tourism project that will create awareness about nature conservation. The Sindhudurg Fort is surrounded by some old coral reefs that are approximately 4-5 years old. The area also has beautiful forest, said Sarang Kulkarni, a marine biologist, who has been appointed by the MTDC as an advisor for the project. Most of 183

these corals are in shallow water and do not need advanced training or equipment for snorkeling. There is no need to travel abroad when you get to snorkel and see some beautiful underwater sites so close to Mumbai that too at reasonable rates. We have trained local people as snorkeling guides, stated Kulkarni, adding that the project is also generating employment for the local people. MTDC is also exploring new ideas in terms of Marine Tourism including whale watch, sports fishing and also a sea world. Other projects include a beach rescue project and a turtle interpretation centre. BEACH TOURISM Malvan has Devbag, Chiwla, Kalawal creek, Talashil back waters, Achara, Tondavli and Khotjuwa Island beaches. This tourist product has great scope as these beaches can be developed as tourist paradises. Tarkarli is a village in Malvan Taluka and is called the queen of beaches. This place has gained prominence because of its long and narrow stretch of beach with pristine waters. Beach tourism provides aesthetic and environmental value of the beach such as beautiful natural scenery with golden sands, lush green vegetation and right blue sky. Beach tourism activities include water and land resource use. The water usage involves swimming, surfing, sailing, wind surfing, water scootering, Para sailing, motorboat rides, etc. The land use has multifacets like sunbathing, recreational areas for tourists (parks, playgrounds, clubs, theatre, amusement parks, casinos, cultural museums, etc.), accommodation facilities (hotels, cottages, villas, camping sites, etc.), car and bus parking areas, entertainment and shopping complexes, access roads and transportation network. CRUISE TOURISM Cruise tourism is just like any other tourism although it involves cruise ships. It is a great way to expose the beauty and culture and also a nice way to travel in Sindhudurg giving plenty of jobs and employment to the residents of places visited during the cruise. 184

WELLNESS TOURISM Comprehensive service packages for tourists comprising physical fitness, beauty care, health, nutrition, diet, relaxation and meditation can be one of the potentials for tourism development in Malvan. Walawalkars one of the renowned Ayurvedic doctors in Malvan teach Yoga and offer tips to healthy living in a natural surrounding/environment. MICE TOURISM The Meetings, Incentives, Conventions and Exhibitions (MICE) segment of tourism caters to such corporate programmes tailor-made to suit the client's requirements. The size of the convention, facilities required, competitive pricing, natural attractions, safety and opportunities to shop are some of the factors considered before selecting a MICE destination. Using off-site workdays to motivate staff and improve their productivity is gaining popularity in the corporate sector. Companies are also realizing the benefits to their business when regional dealer conferences, incentive trips and focused business meetings are organized in exotic locations which include sightseeing, recreation and shopping. There is a need to develop facilities for MICE tourism in different destinations in Malvan. ECO TOURISM Ecotourism (also known as ecological tourism) is travel to fragile, pristine and usually protected areas that strives to be low impact and (often) small scale. It helps educate the traveler; provides funds for conservation; directly benefits the economic development and political empowerment of local communities; and fosters respect for different cultures and for human rights. Ecotourism appeals to ecologically and socially conscious individuals. Generally speaking, it focuses on volunteering, personal growth and learning new ways to live on the planet. It typically involves travel to destinations where flora and fauna and cultural heritage are the primary attractions. Ecotourism is a conceptual experience, enriching those who delve into researching and helps in understanding the environment around them. It gives us insight into our impacts as human beings and also a greater appreciation of our own natural habitats. 185

Responsible ecotourism includes programs that minimize the negative aspects of conventional tourism on the environment and enhances the cultural integrity of local people. Therefore, in addition to evaluating environmental and cultural factors, an integral part of ecotourism is the promotion of recycling of scarce resources, energy efficiency techniques, water conservation and creation of economic opportunities for the local communities. VILLAGE TOURISM A tourism village is a village area which has some special characteristics of a place as tourism object. In this area, the traditions and culture of local community are still pure. A tourism village is also coloured by some supporting factors, such as local cuisine/food, agriculture system and social system. Besides, pure nature and environment are added points for a tourism village. Good facilities to provide a village becoming a tourism object are also important. These facilities make visitors who come to a tourism village enjoy their vacation. So, all tourism villages need to be provided with many supporting facilities such as transportation, telecommunication, medical and accommodation. The accommodations in tourism village are special. Visitors can spend the nights using the homes stay provided in the village. It gives visitors a memorable moment as they can feel a purely village atmosphere. MANGO TOURISM Mango cultivators are taking consumers to mango plantations across rural India and even holding mango fests to tickle their taste buds. Maharashtra has already begun wooing tourists to the plantations of Alphonso, Pairy, Totapuri, Ratnagiri and Kesar plantations at different destinations. RELIGIOUS TOURISM Religious tourism, also commonly referred to as faith tourism is a form of tourism whereby people of faith travel individually or in groups for pilgrimage, missionary or leisure (fellowship) purposes. 186

MARINE TOURISM Malvan, the only marine sanctuary is located in Malvan Taluka of Sindhudurg district in Konkan region covering an area of 29.22-sq-km. The sanctuary is rich in coral and marine life. The golden sands and casuarinas plantations at the Malvan coast form a scenic view and it's a feast to eyes. 6.4 EMPLOYMENT PATTERN IN THE TOURISM SECTOR IN MALVAN Employment in India's growing tourism industry is expected to hit 3.5 million this year, meaning the sector will comprise 6.4 per cent of the country's total employment, according to new data from the World Travel and Tourism Council 29. About 4 million people are predicted to find work in the industry by 218, at which point it would represent 7.2 per cent of total employment, the Economic Times reported. The industry is likely to generate around four trillion Rupees in 28, rising to 15 trillion over the next ten years. Currently, it contributes 6.1 per cent to India's National GDP. Apparently "Responsible Tourism" is the buzz phrase of the moment, with the country's Tourism Ministry attempting to spread the benefits of tourism to poorer rural areas. It is encouraging villages to take part in a scheme where travellers can stay in the community and learn about local cultures, handicrafts and history in a sustainable and non-invasive way. Rural tourism is widely seen as being of considerable economic and social benefit, through the income and infrastructural developments it brings to marginal and less economically developed regions. The sustainability of rural tourism is emerging and this has yet to be accepted by many of those implementing tourism development policies (Cater and Lowman, 1994). The study involved the employment pattern of 126 locals who are working in the tourism industry of Malvan Taluka. 187

TABLE 6.1- AGE WISE CLASSIFICATION OF RESPONDENTS FROM MALVAN Classification Below 19 2-29 3-39 4-49 5-59 6-64 65 > total Employer 5 4 1 5 1 25 Employee 2 25 15 8 3 2 55 Self employed 1 16 9 3 4 4 46 TOTAL 2 4 35 27 11 5 6 126 FIGURE-6.1- AGE WISE CLASSIFICATION OF RESPONDENTS FROM MALVAN AGE GROUP 3 2 1 Below 19 2-29 3-39 4-49 5-59 6-64 65years or older Malvan Employer Malvan Employee Malvan Self employed Individuals who participated in the study range fall in the age groups as shown in Table 6.1. The highest percentage of respondents between the age group of 2-29 is 31.75%, 3-39 having 27.78%, 4-49 having 21.43 % of the labour force in the tourism industry. Figure 6.1 shows that more number of employees working in tourism industry are in the age group of 2-29, self employed in the age group of 3-39 and employers in the age group of 4-49. 188

TABLE 6.2 EDUCATIONAL QUALIFICATIONS OF INFORMANTS FROM MALVAN Classification Primary secondary Higher secondary graduate Post graduate others illiter ates Employer 1 1 5 8 1 Employee 5 25 11 9 3 1 1 Self employed 2 23 5 12 2 1 1 TOTAL 8 58 21 29 5 3 2 FIGURE6.2 EDUCATIONAL QUALIFICATIONS OF INFORMANTS FROMMALVAN EDUCATIONAL QUALIFICATIONS 25 2 15 1 5 primary secondary Higher secondary graduate Post graduate others illiterates Employer Employee Self employed 46.3%, of individuals in the study have completed secondary education, 16.67% have gone to higher secondary and 23.2% to college. Figure 6.2 gives the breakup of educational qualification obtained by the samples in Malvan. 189

TABLE 6.3GENDER OF INFORMANTS FIGURE 6.3 GENDER OF INFORMANTS Classification Male Female Total Employer 23 2 25 Employee 43 12 55 Self 4 6 46 employed TOTAL 16 2 126 5 GENDER male female The study generated responses from men and women participants. Figure 6.3 indicates that 84.1% of the respondents were males while 15.9% were females. TABLE 6.4 MARITAL STATUS FIGURE 6.4. MARITAL STATUS Classification Married Unmarried Total Employer 2 5 25 Employee 3 25 55 Self 36 1 46 employed TOTAL 86 4 126 4 2 MARITAL STATUS married unmarried About two thirds of the samples are married and one third of them are unmarried. The percentage of unmarried is higher with 62.5% in the category of employees. 19

TABLE 6.5 INCOME LEVEL CLASSIFICATION OF INFORMANTS Classification Below 5 5-1 1-15 15-2 2-5 lakhs 5-1 lakhs 1 lakhs and above Employer 4 4 6 2 8 1 Employee 38 11 2 1 3 Self employed 24 1 6 2 3 1 Total 66 25 14 5 14 1 1 FIGURE 6.5 INCOME LEVEL CLASSIFICATION OF INFORMANTS 4 INCOME LEVEL 3 2 1 Employer Employee Self employed Tourism is often viewed as a low paying employer. The level of income earned by those reporting that their job provided them a source of income from the tourism sector is shown in Figure 6.5. There appears to be a wide range in the level of income reported by individuals ranging from below Rs. 5, to over Rs.1 lakhs and above. The above table 6.5 explains that 52.38 % of the participants were earning less than Rs.5, per annum and 19.84% of them earn less than Rs.1 lakh per annum. Only 191

11.11 % of the participants earned between Rs.1lakh and Rs.1lakh fifty thousand and below Rs. 5 lakhs per annum. TABLE6.6 RELOCATION OF WORK FIGURE 6.6 RELOCATION OF WORK RELOCATION OF WORK classification Yes No Total Employer 1 24 25 Employee 15 4 55 Self 1 45 46 employed Total 17 19 126 yes Malvan Employer Malvan Self employed no Malvan Employee Whether or not individuals have to commute for work was determined by checking if individuals lived and worked in different areas. Figure 6.6 shows that only 13% of the sample had to relocate for work. More number of employees are relocated than employers and self employed. TABLE 6.7 LEVEL OF POSITION OF WORK OF INFORMANTS Classification Front Superv Manage Executive Owner/ Others total line job isory job ment job job operator Employer 24 1 25 Employee 34 14 3 3 1 55 Self employed 14 2 1 29 46 Total 48 16 3 4 53 2 126 192

FIGURE 6. 7 LEVEL OF POSITION OF WORK OF INFORMANTS 35 LEVEL OF POSITION 3 25 2 15 1 5 Malvan Employer Malvan Employee Malvan Self employed The level of position held by individuals in the study is represented in Figure 6.7. The highest percentage of respondents reported to be owners or operators (42.6%), while an additional 2.38% were in management, or executive jobs (3.17%). An additional 12.7% reported they worked at the supervisory level and 66.66 % in an entry-level position. 4.4% of employees are at the frontline jobs. TABLE 6.8 OCCUPATION WISE CLASSIFICATION OF INFORMANTS Classification stay Food and bevera ge MI CE Art culture and entertainme nt Attracti ons Travel and tour operator s Trainin g and educati on Vendo rs Employer 16 22 3 4 5 3 1 3 Employee 24 26 3 1 7 1 5 2 self 15 24 1 1 8 16 2 1 3 employed Total 55 72 4 8 23 26 4 18 5 Othe rs 193

FIGURE 6.8 OCCUPATION WISE CLASSIFICATION OF INFORMANTS 3 SECTOR OF TOURISM 2 1 Malvan Employer Malvan Employee Malvan Self employed Tourism generates employment in a variety of sectors in the industry. Figure 6.8 shows the employment in various sectors of tourism industry. The accommodation sector accounted for 25.58%, Food and beverage 33.49 %, Travel and tour operators 12.9%, Attractions 1.7%, 8% of the sample identified with a sector of the industry other than those provided. Some of the responses included MICE, art, culture and entertainment, travel and tour operations, vendors and other tourism services. TABLE 6.9 IMPORTANT SECTOR IDENTIFIED BY INFORMANTS IN TOURISM Classificati on Stay Food And Bever age Mice Art Culture and Entertainme nt Attract ions Travel And Tour Operators Training And Educatio n Vendor s Employer 19 21 2 4 7 3 1 1 Employee 3 33 5 19 9 2 Self employed 23 28 1 8 2 1 8 2 Total 72 82 3 17 46 13 3 9 2 Other s 194

FIGURE 6.9 IMPORTANT SECTOR IDENTIFIED BY INFORMANTS IN TOURISM 4 IMPORTANT SECTOR IN TOURISM 3 2 1 Malvan Employer Malvan Employee Malvan Self employed The sectors that were considered important by the sample population were Accommodation (29.15%), Food and beverage (33.2%) and Attractions (18.62%). The locals are unaware of other tourism services that can be developed to attract the tourists to their area. TABLE 6.1 NUMBER OF YEARS EMPLOYED IN THE TOURISM INDUSTRY classification Less than 6 months 6-12 months 1-2years 3-5 years 6-1 years 1 years and above Employer 4 4 3 2 2 1 Employee 1 3 18 14 3 7 Self employed 1 3 8 8 7 19 Total 15 1 29 24 12 36 195

FIGURE 6.1 NUMBER OF YEARS EMPLOYED IN THE TOURISM INDUSTRY 2 NUMBER OF YEARS EMPLOYED IN TOURISM SECTOR 15 1 5 Less than 6 months 6-12 months 1-2years 3-5 years 6-1 years 1 years and above Malvan Employer Malvan Employee Malvan Self employed Figure 6.1 explains the range of time in transition of individuals into the tourism sector. Approximately 11.9% of individuals reported making a transition into tourism within the last 6 months, 23.2% within 2 years. Three to five years ago, 19.5% of individuals moved into their tourism position and 28.57% shifted within the last 1 years. TABLE 6.11 CONDITIONS OF EMPLOYMENT DURING DIFFERENT SEASONS classification winter summer rainy Part Full Part Full Part Full No time time time time time time work Employer 4 21 4 21 5 14 6 Employee 7 48 7 48 11 35 9 Self employed 9 37 8 38 1 21 15 Total 2 16 19 17 26 7 3 196

FIGURE 6.11 CONDITIONS OF EMPLOYMENT DURING DIFFERENT SEASONS 6 4 2 EMPLOYMENT AT DIFFERENT SEASONS Part time Full time Part time Full time Part time Full time No work winter summer rainy Malvan Employer Malvan Employee Malvan Self employed Figure 6.11 shows the employment of individuals in different seasons. The figures demonstrate a high percentage of individuals who are employed year round in full time employment. The findings indicate that 84.1% work full time in winter and summer and 55.5% in rainy season. Part time employment status is very low in summer and winter and is marginally higher in rainy with 2.6%. 23.8% of the locals have no work in rainy season. TABLE 6.12 INCENTIVES RECEIVED BY INFORMANTS IN 3YEARS Classification Prom otion Increa se in pay Increase in responsib ilities Recognition for outstanding performance Learn new skills others Employer 15 21 23 7 Employee 4 43 38 42 15 Self employed 25 36 44 12 3 Total 44 1 15 61 18 none 197

FIGURE 6.12 INCENTIVES RECEIVED BY INFORMANTS IN 3YEARS 5 4 3 2 1 INCENTIVES RECEIVED Malvan Employer Malvan Employee Malvan Self employed The study determines the types of Rewards or Recognition that individuals have experienced in their current organization within the last three years. A list of items was provided and participants were asked to circle all those that they have received. Figure 6.12 Shows that 3.49% received Increase in pay, 32.1% received Increase in responsibilities, 13.41% received Promotion, 18.6% receive the Rewards or Recognition in the past three years. Only 5.49% of the sample indicated they had opportunities to learn new things. The self employed felt there was an increase in their responsibility during season because they had to work for all shifts to cater to the needs of tourists. All the three categories of people working in the tourism industry were happy for the recognition they received from tourists and word of mouth brought them more tourists to provide them with tourism services. 198

TABLE 6.13 TOURISM SERVICES OF INFORMANTS IN MALVAN (In percentage) Kinds Of Service Not At All Sometimes A Lot Not Sure A. Interact with tourists 3.97 6.35 89.68 B.Booking /reservations 7.63 7.94 21.43 C. Guide 21.43 11.9 66.67 D. Provide information 4.35 6.52 89.13 E. Event manager 76.98 9.53 13.49 F. Manage human 86.51 5.56 7.93 resource G. Manage finance 76.98 6.35 16.67 H. Planning 89.68 2.38 7.94 I. Package tours 82.61 4.35 13.4 J. Transport visitors 72.22 5.56 22.22 K. Others please specify 97.62 2.38 FIGURE 6.13 TOURISM SERVICES OF INFORMANTS IN MALVAN KINDS OF SERVICE IN TOURISM k. Others please specify j. Transport visitors i. Package tours h. planning g. Manage finance f. Manage hr e. Event manager d. provide information c. Guide b. Booking /reservations a. Interact with tourists 4.35 6.52 21.43 3.97 6.35 97.62 2.38 72.22 5.56 22.22 82.61 4.3513.4 89.68 2.38 7.94 76.98 6.35 16.67 86.51 5.567.94 76.98 9.52 13.49 89.13 11.9 66.67 7.63 7.94 21.43 89.68 2 4 6 8 1 12 not at all sometimes a lot not sure 199

The study helps to find whether different kinds of services required by the tourism industry are available and whether additional training and education are needed in the industry Figure 6.13 shows the requirement of the samples to have more training or education on the skills and knowledge they would like to build upon. The majority of the skills where further training and education is required are in Financial Management (76.98%), Event Management (76.98%), Management of Human Resources (86.51%), Strategic Planning (89,68%), and Package Tours (82.61%), Transportation (72.22%). This shows that the tourism industry is in its growing stage. There is need for workshops to be conducted at frequent intervals on tourism services, knowledge and awareness on education and training in the tourism sector for the locals to learn the tourism services so that the quality of services improves at the tourist destinations in Malvan and attracts more tourists. TABLE 6.14 LEVELS OF SATISFACTION OF INFORMANTS levels of satisfaction Very good good Bad Very bad Neither good or bad Opportunities 88.89 1.32.79 Quality of work 74.6 24.6.8 Wages and tips 66.67 29.37 1.59 2.37 Level of benefits 68.25 28.58 2.38.79 Rewards and recognition given 75.4 21.43 3.17 Level of challenge 72.22 23.81 2.38 1.59 Status 7.63 26.98 2.39 Work environment 79.37 19.84.79 Training and education 68.25 27.78 2.39.79.79 Determining what motivates an individual to do something can often differ from how satisfied individuals are with their decision. The study also questioned individuals about how satisfied they are with their current job. Figure 6.14 indicates the level of satisfaction in the following categories, 95.41% of the sample are satisfied with the Opportunities, 9.83% are satisfied with the Level of benefits, 94.5% with Rewards and recognition and 2

Work environment and 74.26 % with the type of Training and Education, Status and Level of Challenge and an additional 89.91% rated the Quality of work positively. FIGURE 6.14 LEVELS OF SATISFACTION OF INFORMANTS 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% % LEVELS OF SATISFACTION Very good good Bad The data also indicates areas where those employed in tourism are not satisfied. The individuals who reported that they are not satisfied with the status are 5.5% and 7.34% of the samples are not satisfied with the level of challenge for advancement within their organization and 1.9% are dissatisfied with training and education opportunities provided to them. Tourism is often viewed as a low paying employer. When asked to rate how satisfied individuals in the study are with the level of income, 9.83% indicated they are satisfied while 8.26% are not satisfied. They are happy with accommodation and food that is provided by the tourism industry. 21

The areas where low levels of satisfaction have been identified may merit further attention by tourism organizations, particularly those concerned with high rates of turnover, employee morale or productivity. TABLE 6.15 INFORMANTS FIRST TOURISM RELATED JOB Classification 1year 2years 3years 4years 5years others Employer 7 2 3 13 Employee 17 12 8 3 4 11 Self employed 7 7 1 6 25 Total 31 21 9 3 13 49 FIGURE 6.15 INFORMANTS FIRST TOURISM RELATED JOB 3 FIRST TOURISM RELATED JOB 25 2 15 1 5 1year 2years 3years 4years 5years others Employer Employee Self employed After migrating into tourism employment, the study determines how long individuals remained in the industry. Figure 6.15 shows the length of time the individuals in the sample are employed with their current organization. 24.6% of the sample has just started work with their employer, 16.67% having worked for less than 1or 2 years. 7.14% have worked with the same employer for 3 years, 2.38% for 4 years, 1.32% for 5 years and 22

the remaining 38.89% have worked for 6 or more years with the same organization. This data suggests that individuals in core tourism jobs are remaining employed with the same employer for extended periods of time. TABLE6.16 SECTOR BEFORE TOURISM FIGURE 6.16 SECTOR BEFORE TOURISM SECTOR BEFORE TOURISM Sector Malvan Empl oyer Em ploy ee Self emplo yed Agriculture 9 16 18 Arts, culture 1 2 1 Construction 1 1 1 Educational 1 2 1 Fishing 3 12 12 Forestry 1 Finance 2 1 Health care Homemaker 4 1 Mining Management Manufacturing 2 Professional Public administration Recreation Retail 2 2 Studying 4 Transportation 2 2 2 Trade 1 1 Utilities Unemployed Others 7 13 13 TOTAL 27 61 53 Others Unemplo Utilities Trade Transpor Studying Retail Recreation Public Professio 7 2 Manufac Manage Mining Homema Health Finance Forestry Fishing 3 Educatio 1 Construc 1 Arts, cult 1 Agricultu 9 1 2 2 12 13 4 16 2 4 2 1 2 1 2 Malvan Employer Malvan Employee Malvan Self employed 13 1 2 2 1 1 12 1 1 1 18 The survey also asked individuals to identify what they were doing immediately preceding their first job in tourism. Figure 6.16 shows the pattern of migration into tourism. Approximately 2.84% of participants entered their first tourism job immediately following high school or College/University. Individuals also migrated into tourism from 23

virtually all other industries including Retail, Educational Services 2.84%, fishing 19.15%, agriculture 3.5% and Others 23.4%. The patterns emerging from this study suggest that tourism is an accessible industry for individuals who work their way up through the industry, enter after developing skills elsewhere and for those drifting between different jobs. TABLE6.17 SECTOR AFTER TOURISM FIGURE 6.17 SECTOR AFTER TOURISM SECTOR Empl oyer Employ ee Self employ ed Agriculture 9 16 19 Arts, culture 1 2 1 Construction 1 1 1 Educational 1 1 Fishing 3 1 13 Forestry Finance 1 Health care Homemaker 4 1 Mining Management Manufacturing Professional Public administration Recreation Retail 2 3 Studying 2 Transportation 1 2 Trade 1 Utilities Unemployed Others 8 7 12 TOTAL 24 46 53 SECTOR AFTER TOURISM Others Unemployed Utilities Trade Transportation Studying Retail Recreation Public administration Professional Manufacturing Management Mining Homemaker Health care Finance Forestry Fishing Educational Construction Arts, culture Agriculture % 2% 4% 6% 8%1% employer employee selfemployed 24

The dependency on other sectors have not declined after migrating to the tourism sector, 34.92% of locals are dependent on Agriculture, Fishing by 2.63% and others have increased by 21.43%. TABLE 6.18 REASONS FOR CHOOSING TOURISM AS AN OCCUPATION Reasons for choosing to work in your Agree disagree Neither N/A first tourism related job agree/disagree It was easy to start business in tourism 53.2 22.2 2.4 22.2 to improve my standard of living 89.7 7.1. 3.2 better working conditions 96 2.4. 1.6 An interesting job 97.6 1.6..8 Family had a business in tourism 54.4 43.. 2.5 to establish my own business 38.1 54 1.6 6.4 Unemployed and needed a job 35.7 59.5.8 4. Was attracted by the image of tourism 95.2 2.4 1.6.8 Wanted a job that was conducive to my 94.4 5.6.. lifestyle Was downsized in a declining industry 9.5 83.3. 7.1 Wanted a job that suited my skill 94.4 5.6.. Did not seek prospects in my previous 8.7 84.1.8 6.4 occupation Leave my previous job 29.4 61.9.8 7.9 To deal with people 95.2 2.4.8 1.6 First job offered was in tourism 42.9 55.6. 1.6 Pleasant surroundings 98.4.8..8 Have good business skills 96.8.8 2.4 25

Beyond learning the origins of the tourism labour market, the study finds out the motivations behind individuals choosing to work in tourism. Individuals were asked to rate how strongly they agreed or disagreed with 18 reasons. FIGURE 6.18 REASONS FOR CHOOSING TOURISM AS AN OCCUPATION REASONS FOR CHOOSING TOURISM Have good business skills Pleasant surroundings First job offered was in tourism To deal with people Leave my previous job Did not seek prospects in my previous Wanted a job that suited my skill Was downsized in a declining industry Wanted a job that was conducive to my Was attracted by the image of tourism Saw tourism as a profitable industry Unemployed and needed a job to establish my own business Family had a business in tourism An interesting job better working conditions to improve my standard of living It was easy to start business in tourism % 2% 4% 6% 8% 1% Agree disagree Neither agree/disagree N/A Figure 6.18 shows the results of why individuals in the study chose to work in tourism, the results clearly indicate that individuals in this study chose to work in tourism for a host of positive reasons. 98.4% wanted to work in pleasant surroundings and 95.2% are attracted by the image of tourism, a job that was conducive to their lifestyle, nearly 96% wanted to work in better working conditions, 97.6% felt that tourism was an interesting 26

job and 96% felt that they possess good business skills, 91.3 % of them saw tourism as a profitable industry, 95.2% wanted to work with people, 94.4% felt their business skills would be useful in tourism and 94.4% wanted a job that was conducive to their lifestyle. There was very little agreement among the locals that a shift into tourism was due to downsizing in other industries, the fact that they didn t need any qualifications or that individuals could not get work elsewhere. The motivations behind individuals wanting to work in tourism paint a positive image of the industry. Making a career shift is never an easy decision, particularly when it involves crossing industries. The individuals in this study were posed a series of statements about why they chose to work in tourism. They were asked to rate on likert scale, to what extent they agreed with each of the statements. Figure 6.18 provides a summary of the strength of agreement for each statement made. The strongest motivators for individuals to shift out of a resource-based job and into tourism appear to be positive in nature. In other words, individuals did not feel forced to make the decision, or that they had no other alternatives. Tourism work is often done in pleasant surroundings, particularly in many adventure and cultural tourism establishments. 98.4% of the shifters agreed that they chose to work in tourism because they wanted to work in pleasant surroundings. The next grouping of motivations could be described as individuals feeling that they had strong business skills that could be profitable in tourism. 96 % of individuals felt that they had Strong Business skills that would work well in tourism. 91.3 % felt that tourism was a Profitable industry and 38.1% wanted to establish a Business in tourism. Tourism is a people s industry. Many positions require high levels of contact with customers and employees on a day-to-day basis. This was a motivator for 95.2% of individuals who agreed that they chose to work in tourism because they wanted a Job working with people. The study included a number of statements that compared tourism to individual s previous job. A mixed pattern of agreement appears when analyzing these statements. 8.73% of individuals felt there were no prospects in their previous work and 29.4% 27

wanted to leave their previous job. 9.52% indicated that they were downsized in their previous line of work and 35.7% indicated they were Unemployed and needed to find work. 89.7% felt that they earned too little in their previous job and wanted to improve their standard of living. TABLE 6.19 SOURCE OF INCOME FIGURE 6.19 SOURCE OF INCOME Classification primary suppl ement total ary Employer 19 6 25 Employee 44 11 55 Self employed 31 15 46 Total 94 32 126 1% 8% 6% 4% 2% % Source of Income primary supplementary In order to get a better understanding of who was satisfied with the level of income generated by their tourism job, the sample was split into those who indicated that their job was their primary source of income and those that use it for supplemental income. Figure 6.19 indicates that 74.6% used their position as their primary source of income and 25.4% used their position as supplementary income. TABLE 6.2 FUTURE IN TOURISM FIGURE 6.2 FUTURE IN TOURISM Classification Continue working Until something better comes Not formed any decision 1 5 future in tourism Future in tourism 98.41 1.59 future in tourism 28

98.41% of the people wanted to continue working in the tourism industry as they felt that tourism is in its nascent stage and within a period of 5 years the tourism will develop. TABLE6.21 STRATEGY FOR WORK FIGURE6.21STRATEGY FOR WORK Classification To Work Important to work Pays for performance 25.93 28.48 Provides motivation 1.49 1.13 Pay raise 12.96 16.46 Bonus 15.43 13.29 Provides 13.58 1.76 housing\accommodation Increments 5.56 4.43 Promotion 3.7 3.8 Profit sharing 4.32 4.43 Recognizes education & 3.9 3.16 training Provides education & 4.32 4.43 training Others please specify.62.63 3 25 2 15 1 5 STRATEGY FOR WORK Pays for performance Provides motivation Pay raise Bonus Provides increments Promotion Profit sharing Recognizes education & provides education & training Others please specify to work important to work The study also asked employees which of the strategies to work was used by the organizations to retain them. Employees reported that 25.93% felt that Pay for performance are keeping them around, 15.43% were given Bonus, 13.58% were provided Housing /Accommodation facilities,12.96% gave pay raise and 1.49% provided Motivation to work. The most important strategy that could retain them was Pay for performance (28.48%), Pay raise (16.46%), Bonus (13.29%), and Housing (1.76%). 29

Locating suitable employees is only one step to building a sustainable human resource component in an organization. Employees and organizations were also asked how organizations are attempting to retain individuals over a period of time. Figure 6.21 illustrates that there is a fair amount of consistency in the responses between employees and organizations. Both groups indicated that occasional rewards for outstanding work, education and training and higher than industry standard wages are working to retain employees. Employers reported that a few retention strategies are keeping them around more than was identified by organizations. 53.57% felt pay for performance of organizations determined it to be the most effective strategy employed, higher wages 14.29%, 11.2% felt that attractive benefits were important motivators to remain employed with the organization. The study also asked organizations and employees which of the retention strategies was the most effective for them, or for the organization. Figure 6.21 shows that while organizations reported a broad range of strategies as most effective, employees concentrated more strongly on a few. 79.37% of employees felt that the development of a positive work environment was the most effective motivator to keep them working with an organization. Tourism like all areas of the labour market, is forecasted to experience significant labour shortages in the upcoming decade. This is due to two factors. First, more baby boomers are expected to retire resulting in an increase in demand for leisure products and services, such as tourism experiences. Second, as numerous baby boomers leave the workforce, including jobs in tourism, there will be less labour supply to accommodate the increase in demand. In order to deal most effectively with attracting and retaining employees, organizations need to have more information on how employees are searching for positions and what is effective to keep them employed with the same organization for a period of time. 21

TABLE6.22 JOB SEARCH METHODS FIGURE 6.22 JOB SEARCH METHODS Methods While Effective searching Strategy Online job search Friends & relatives 32.89 32.5 Employment offices 5.26 5.13 Job & career fairs Newspapers 3.95 5.13 Personal contact 56.58 56.41 Others 1.32 1.28 6 5 4 3 2 1 JOB SEARCH METHODS while searching strategy The study asked employees to identify the job search strategies that they used to find their current job and later which one they felt was most effective. About 56.58% of the employees found Word of Mouth/Personal Contact was the best method to find their jobs. The Second best was through friends and relatives with 32.89%..Individuals who were knowledgeable about the recruitment strategies used in their organization were asked to identify which job search strategies were used to locate potential employees. Figure 6.22 demonstrates the differences between the Job Search/ Recruitment strategies used by organizations and employees. Traditional job advertisements in newspapers were used by both employers (1.33%) and employees (3.95%). Similarly employees used 2.67%in employment organizations and drop-in visits to organizations. 211

TABLE 6.23 MIGRATIONS FROM MALVAN FIGURE 6.23 MIGRATIONS FROM MALVAN Area Yes no Employer 19 6 Employee 46 9 1 MIGRATION Self employed 39 7 yes migration no The data reveals that 82.54% agrees to migration from Sindhudurg to other places for higher education, better jobs and higher income. TABLE 6.24 TOURISMDEVELOPMENT FIGURE 6.24 TOURISM DEVELOPMENT Area Yes No Employer 22 3 Employee 55 Self employed 4 6 1 tourism development yes no tourism development Development of the tourism industry in Malvan increases profit, generates employment, supports traditional industries and agriculture. The dynamics will turn tourism into a key driver for socio economic progress. The participants were asked 212

whether there is tourism development in Malvan and about 117 people agreed to development, about nine people have explained that there is slow development. TABLE6.25 TECHNIQUES OF EMPLOYMENT FIGURE 6.25 TECHNIQUES OF EMPLOYMENT Techniques Employees Employers Website 2.7. Employment organizations.. Attend job and career fairs.. Incentives to employees 1.3 1.3 Post jobs in colleges and 2.6 1.3 universities Post in news papers 1.3 1.4 Word of mouth 88.2 92 Make time for drop in visits by 1.3 4. job seekers Others please specify 2.6. 1 9 8 7 6 5 4 3 2 1 TECHNIQUES OF EMPLOYING PEOPLE Website Employment organizations Attend job and career fairs Incentives to employees Post jobs in colleges and Post in news papers Word of mouth Make time for drop in visits bu Others please specify Both employees and organizations were asked to identify which recruitment or job search strategy was the most effective. Figure 6.25 demonstrates that a strong agreement exists between employees and organizations when it comes to job search strategies. 88.2% of employees felt the most effective job search strategy was through word of mouth. Similarly 92% of the organizations felt that felt word of mouth was the most effective recruitment strategy. 213

TABLE 6.26 STRATEGIES TO RETAIN EMPLOYEES FIGURE 6.26 STRATEGIES TO RETAIN EMPLOYEES KINDS OF STRATEGIES Strategy used to retain employe e important strategy to retain employees Pays for performance 46.4 53.57 Provides incentives 6.4 7.14 Higher wages 11.2 14.29 Perks 8 5.36 Provides housing 8.8 8.4 Increment according to seniority 3.2 Promotion.8.89 Profit sharing 1.6.89 Recognizes education & 4 1.79 training Provides training& 4.8 5.36 education Others 4.8 2.68 6 5 4 3 2 1 Kinds of srategies Pays for performance Provides incentives Higher wages Perks Provides housing Increment according to seniority Promotion Profit sharing Recognizes education & training Provides training& education Others Strategy used to retain important strategy to retain employees The study also asked organizations and self employed which of the retention strategies was the most effective for them or for the organization. Figure 6.26 shows that while organizations reported a broad range of strategies as most effective, employees concentrated more strongly on a few. 53.57 % of the employees felt pay for performance as a strong retaining force. Employers felt that the development of a positive work environment was the most effective motivator to remain working with an organization, 14.29% felt Motivated to stay working with organizations that gave bonus to them, whereas 5.36 % of organizations determined it to be Training and Education. Whereas 214

8% of employees were motivated by the provision of perks, only 5.36 % of organizations felt it to be effective. TABLE 6.27 HUMAN RESOURCE ISSUES Human resource issues Significant Not significant Not sure High rate of turnover in employees 21.13 76.6 2.81 High costs of training 42.25 54.93 2.82 Inability to get qualified persons 18.31 77.46 4.23 Inability to recruit persons 7.4 9.14 2.82 Inability to provide housing 8.45 88.73 2.82 Inability to pay high wages 8.45 87.32 4.23 Inability to give incentives 4.23 91.55 4.22 FIGURE 6.27 HUMAN RESOURCE ISSUES HUMAN RESOURCE ISSUES p e r c e n t a g e 1 5 significant not significant not sure Individuals who were knowledgeable about the human resource strategies used in organizations were asked to rate how significant a range of human resource issues were for their organization. Figure shows the issues that were significant or not significant for tourism organizations in the Island region. While 4% of organizations indicated that they were unsure of human resource issues.18.31% indicated that locating qualified applicants 215