Question:
Discuss about the Hotel Reformation Procedure for Maintenance.
The variability of distribution of electronic media channels led to the new challenge of ownership of customer. Travellers have the option of search and book the hotel and boarding in social and electronic media (Murphy et al., 1996) now days. Customer satisfaction scale is crucial for sophisticated and extensive customer loyalty in the typically maintained hotel chains. Future success in the hotel sector would depend on the ownership, maintenance and improvement of customer associations through online direct channel.
The Protea Hotel is popular Hotel in the perspective of Africa. The Hotel is losing its priority and expectancy day by day. Marriott Lusaka appoints me as new general manager of Protea Hotel. Now, I am trying to nullify the problems and adversities related to improvement of Protea Hotel. The strategic management of stressed hotel required to drive customers towards attractive opportunities (Jayawardena, 2000).
Distribution of budget management of hotel implies having access to the proper systems, expertise, service budget and increasingly data management. The yield management is going to be my major concerning field of experiment.
As a new general manager of Protea hotel, I would check the register books of booking and servicing as well as evaluation output from the customers tabulated in the time period of last manager of hotel. I found many low-star ratings due to poor services. Major reasons are the technical and mechanical issues, unavailability of time-to-time services from the taxes, payment complexity and security problems.
I would like to resolve the problem by strict reformation driven by data analysis. The sample survey in the face-to-face interview process in the target population (pilot survey) would help to take responses from the interviewees (Gil, Jiménez and Lorente, 2001). The responses would help to generate quantitative and qualitative variables and after analysing the data, decisions for reformation of hotel are made.
The aim of hotel management is mainly to improve the brand value of Protea hotel. It could be incorporated by aiming several issues.
Hotel managers are responsible for managing employees and for policy making, planning, marketing, coordinating and administering hotel services such as catering and accommodation facilities (Worsfold, 1989). He or she maintains statistical and financial records as well as recruiting, training and monitoring staffs. Besides, manager has a valid role in meeting and greeting customer, dealing with customer complaints and comments, supervising maintenance, supplies, renovations and furnishings.
The previous manager of Protea hotel was unable to deals with contractors and suppliers in a handy manner. Manager was not able to sort out the compliance with licensing laws, health, safety and other statutory regulations. Besides, he or she was not able to set and achieve sales and profit targets appropriately. Manager’s lack of performance made the popularity of hotel downfall.
After joining the new hotel, I would like to collect the responses from customers, employees and staffs according to the questionnaire that I prepared for enhancement of the hotel. I skilfully would analyse the data and test the significant factors regarding hotel management strategies. I will take measures to improve the significant factors. Managing budgets and financial plans as well as controlling expenditure is essential for improvement of hotel. My focus would be towards regular inspection of property and services. After analysing sales figures and devising marketing and revenue management strategies, I would promote and market the business. Appropriate planning of work schedules for individuals and teams of hotel employees is beneficial for smooth run of events and conferences.
For gathering data, I am going to make a questionnaire and a small group of hotel staffs of strength 2 or 3. They would tabulate the responses delivered by customers, hotel employees and management authority. In the interview process, the data should be collected. Opinions of interviewees are perceived in the Likart scale where qualitative data responses about possible decision taking about reformation of the hotel are labelled from 1 to 5. It is the first interview part.
The second part of the questionnaire process, the aim is to gain data about the demographic background of the respondents. The questions regarding customer service could be the determining factors behind reformation of Protea Hotel. The questions should be close-ended as much as possible.
Some hypotheses are established and would be tested in the study.
The present study is a descriptive study designed to test some working hypothesis. Therefore, for analysis, ANOVA, Post Hoc test, coefficient of correlation, two independent sample tests (t-test) and multiple regressions were applied to the respective objectives (Johns, Howcroft and Drake, 1997). Frequencies and percentages were used to display the distribution of responses delivered by interviewee. Responses for closed-ended questions were reported by frequency and percentage. We could show the descriptive statistics of research objectives. ANOVAs were applied to detect the relationships and significant differences within the sample study. Additionally, pair wise comparisons were performed. We applied SPSS and MS Excel for results in the form of tables and graphs.
Total responses of 140 interviewees were collected among which we have taken into amount of 115 complete responses. The rate of survey is as per expected. Work experience was deemed crucial by all recruiters, especially when the closely aligned with the company’s hotel management segment. The interview guide helps to establish a behavioural guideline to the respondents. Interview method involves appearance, attitude and personality to focus their responses. Lodging representatives in the areas of communications, customer service and general operations knowledge are totally revealed in the interview process (Hwang and Chang, 2003). The issues related to staffs’ dissatisfaction is related to low compensation, lack of promotion and poor work conditions. We can sort out the factors regarding dissatisfaction by face-to-face interview method. The conclusions extracted from collected data in interview-process support customers and entry-level employees, promoting a positive first impression and overall successful experience.
Conclusion
The present study is conducted to determine the work development of Protea hotel driven by managerial aspect. Perception of hotel industry influences its renowned tag. The staffs’ professional attachment with the customers approves the clean chit of bad service. Appropriateness, content validity and software clarity suggested the success pilot testing by sample survey techniques. The analysed data and tested hypotheses interpret the significant factors regarding improvement of hotel.
As a general manager, I should focus on these facts and take necessary measures of reformation. The descriptive statistics of time series data of hotel booking and services as registered in previous managers’ management period would help to pick up the lack of services and eliminate them. The optimization of profit and hotel revenue would make my strategy and planning fruitful.
References
Chung, T., & Law, R. (2003). Developing a performance indicator for hotel websites. International journal of hospitality management, 22(1), 119-125.
Gil, M. A., Jiménez, J. B., & Lorente, J. C. (2001). An analysis of environmental management, organizational context and performance of Spanish hotels. Omega, 29(6), 457-471.
Hwang, S. N., & Chang, T. Y. (2003). Using data envelopment analysis to measure hotel managerial efficiency change in Taiwan. Tourism management, 24(4), 357-369.
Jayawardena, C. (2000). International hotel manager. International Journal of Contemporary Hospitality Management, 12(1), 67-70.
Johns, N., Howcroft, B., & Drake, L. (1997). The use of data envelopment analysis to monitor hotel productivity. Progress in tourism and hospitality research, 3(2), 119-127.
Murphy, J., Forrest, E. J., Wotring, C. E., & Brymer, R. A. (1996). Hotel management and marketing on the Internet: An analysis of sites and features. Cornell Hotel and Restaurant Administration Quarterly, 37(3), 70-82.
Nasution, H. N., & Mavondo, F. T. (2008). Customer value in the hotel industry: What managers believe they deliver and what customer experience. International Journal of Hospitality Management, 27(2), 204-213.
Worsfold, P. (1989). A personality profile of the hotel manager. International Journal of Hospitality Management, 8(1), 51-62.
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