#9772980789 supervisory and managerial issues in hotel management

Supervisory and Managerial Issues in Hotel Management 1

Supervisory and Managerial Issues in Hotel Management

Name: Seo Young Choi

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Supervisory and Managerial Issues in Hotel Management

Management of a hotel is a vital undertaking that requires a broad understanding of the

various factors that are pinned to the success of the business. In the hospitality industry, there are

a number of managerial problems that are being experienced by the hotel managers some of

which include customer satisfaction, human resource management, service delivery, costs

reduction and use technology. The major challenges that I observed during my professional

experience were customer satisfaction and human resource management.

Customer satisfaction

Customer satisfaction can be defined as a “psychological state experienced by consumers

when confirmed or disconfirmed expectations exist with respect to a specified service transaction

or experience” (Getty and Thompson 1994, p.9). It is a state of mind where the customers feels

contented with the services offered.

Even though, the quest for 100 percent customer satisfaction is an imperative strategy to

many firms, a firm must try its best to satisfy its customers. Researchers from Michigan

University found that, on average, every 1 percent increase in customer satisfaction is associated

with a 2.37 percent increase in the firm’s Return on Investments (ROI) (Timothy, Keiningham &

Terry 2001). This implies that customer satisfaction and retention move hand-in-hand, leading to

improved market share and hence, increase in profits. A hotel, therefore, should not aim at just

mere satisfaction of the customers but should strive to do much that would distinguish itself from

any other hotel within the hospitality industry. The success of a hotel comes from moving the

customers beyond the relative point of mere satisfaction to a point where they will demonstrate


behaviors consistent with the goals of the firm, for instance, increased customer retention, high

sales volumes, good reputation and word-of-mouth recommendations. Any transaction that might

dissatisfy the customers should be avoided at all costs, since it is harmful to the business. The

customers will never come back and will often talk ill of the organization. While the product

offered in the hotel industry is quite similar, there may be considerable differences within their

services -not in what is being offered but how it is offered. This how is the true outcome

experience that manifests true value to customers. (Bruce Prideaux, Gianna Moscardo, Eric

Laws, 2006, p. 94).

In addressing issues relating to customer satisfaction, the manager used to carry out

satisfaction surveys, and the reports generated shared throughout the organization. This helped in

identifying areas that required corrective measures that would best address customers’ needs.

The manager regularly read monthly reports posted by clients on the hotel website and observed

any complaints that were raised. Complaints that were raised pertaining to service delivery

included bureaucratic room booking procedures, time-consuming check-ins, poor housekeeping,

jolty reservations, sky-rocketing prices and shrunk rooms. In response, the manager formed a

Consumer Advisory and Oversight Committee (CAOC) that was tasked with streamlining the

service delivery. The committee was to oversee the adoption and implementation of a new online

booking system that would simplify room booking. The customers were thereafter expected to

spend less time in making reservations as they would do so anywhere anytime. The hotel

workers were further trained on better housekeeping techniques and prices were slightly slashed

to make the services affordable to many customers.


In my opinion, if any hotel is to gain market leadership in this highly competitive

hospitality industry, it must innovate and offer new services far in advance of the customers’

request. It is, therefore, essential that managers adopt and implement strategic policies that would

put the hotels on the fast track. Such policies must be in line with the ever-changing consumer

tastes and preferences, as they become more sophisticated and intricated. Service managers are

challenged to design a service delivery system which combines maximizing customers’

judgments that the service is satisfying, with technical efficiency in the use of resources to create

it (David, Hayes & Jack 2009). The hotel must consider its core drivers of profitability.

Technology must also be used to improve customer intimacy, improve efficiency and reduce

service costs.

Human resource management

In the hospitality industry, labour shortage has been an ongoing challenge and thus every

hotel manager should handle it cautiously. This shortage has been caused by fewer people

willing to work in the industry, low compensation and fewer trained professionals. It is evident

that most hotel managers have been spending too much time recruiting new employees and

correcting defects caused by careless workers.

During my professional experience, I realized that most of the workers were demoralized

and had poor performance that was pegged to inadequate training. The hotel manager had to

organize for on-the-job and external trainings with a view of improving workers’ output. Some

of the employees complained of poor working conditions. The manager took direct responsibility

over issues relating to the workplace. He had to create a conducive environment by adopting

workplace safety measures.


The other problem noticed was the hiring of new staffs who were not dedicated to the work.

Such employees greatly tainted the value of services offered. They proved to be either careless or

had not received satisfactory training that matched the high standards of service already set by

senior employees.

Retention of workers was a subject of concern too. Most of the workers were working

simply because they had nowhere else to work. Some employees were disheartened by poor

work ethics and opted to leave. Promotion, sponsorships for training and development of the

workers was another drawback. Most of them complained of having worked for several years

without getting any promotion. Some also cried foul of low pays. A survey carried out by the

Low Pay Commision Report 1998 in UK confirmed that recruits in the hospitality industry are

the lowest paid in comparison to other industries (Boella 2003, p. 14). The salary levels in hotels

have been low, and the manager had to review the salary scale. It was evident that when the

employees received salary increments they were motivated and hence resulted in improved

performance. He had to give monetary incentives in order to boost the morale of the

downhearted workers.

As manifested above, employees make the backbone of the success of a business and thus

require a lot of focus. This is because they have direct contact with customers as service

providers and have great influence on how customers perceive services rendered by the hotel,

their welfare is thus paramount. There should be adequate measures to motive employees and to

empower them so as to improve their commitment in good service delivery. Managers should

apply strategies that solve work-related problems that employees may encounter. In addition, the

managers should create a welcoming and rewarding work environment that encourages


exceptional job performance and teamwork. Every employee must be highly treasured,

motivated and rewarded accordingly.

During recruitment and training, the manager must carefully select the appropriate

candidates who have shown recommendable success and effort in previous workplaces. In my

opinion, it is advisable that managers fully understand employment laws and any other legal

liability that the business may bear when recruiting. All employees must be given equal

opportunities and chances during promotions and trainings and should be appraised whenever

possible. The manager has to devote more time and money in recruiting, training and developing

his workers if good results are to be obtained.

In attempts to solve work-related issues, the managers have to freely associate with the

work and employ good communication skills and high understanding abilities in order to fully

understand their complaints. This will help create a strong relationship within the workplace, and

thus performance levels far above the ground can be easily achieved.


References

Boella, M., 2003, Human resource management in the hospitality industry, Nelson Thones Ltd,

Cheltenham.

Bruce, P., Gianna, M. & Eric, L., 2006, Managing Tourism and Hospitality Services: Theory and

International Applications, CAB International, Wallingford.

David, K. Hayes & Jack, D., 2009, Human resources management in the hospitality industry,

John Wiley and Sons inc., New Jersey.

Getty & Thompson, 2002, Human Resource Management for Hospitality Services, Thompson

learning, North Yorkshire.

Timothy, L, Keiningham & Terry, G 2001, The customer delight principle: exceeding customers'

expectations for bottom, McGraw Hill, New York.

#9772980789 supervisory and managerial issues in hotel management

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