Housekeeping and the Guest cycle Essay Example
Housekeeping and the Guest cycle
Guest cycle includes different activities that a visitor experiences from the point of room reservation to departure. Basically, guest cycle encompasses four different stages including pre-arrival, arrival, occupancy and departure. However, every stage of guest cycle is associated with guest service and corresponding guest accounting activities. In the pre-arrival stage, the receptionist will contact the potential guests and inform them about the varied services available at the hotel. In this vein, she must be a convincing person to persuade guests to book in the hotel. Reservation department prepares all pre-registration activities by completing the guest folios. This activity increases occupancy rates by accurately forecasting room revenues and monitoring room availability. Henley, Cotter and Herrington (2004) emphasizes that, on arrival, it is the duty of cashier to understand if the guest is a walk-in or had been pre-registered. In this respect, the cashier will make the guest to either sign the pre-printed registration form or prepare a registration record for a walk-in. Such registration records include both financial and personal information of the client.
Impact of issues highlighted on the guest cycle
As highlighted, the Blue Ribbon Hotel engages in the hotel business and conference market with average room rates and occupancy levels varying considerably between weekdays and weekends. However, the front office manager has been experiencing difficulties in certainly forecasting the occupancy levels leading to either misleading forecasts that are either higher or lower that the expected (Lam & Han, 2005). This problem could be attributed to changing occupancy rates hence making it difficult in predicting correct occupancy levels. It has been noted that the hotel do not offer satisfactory services due to its poor services (Espino-Rodrıguez & Padr ́on-Robaina, 2005). Workers are not well trained, and the ones on duty are allocated tasks outside their area of specialty. Cleanliness is a critical aspect in the hotel industry and considering that Blue Ribbon Hotel is located at the airport where there are other companies offering better terms to cleaning staff, the hotel is in great dilemma since staff get poached by well paying companies.
This among other reasons causes irregular guest visits hence leading to complexities in estimating the occupancy rates.
Notably, the executive housekeeper has worked for the hotel over fifteen years, after serving as a room attendant. She has no formal qualifications and has never worked in any department other than housekeeping. In normal operation, the housekeeper is responsible for public spaces including exercise areas, restrooms, corridors, lobbies and pools. He is also charged with the responsibility of ensuring that laundry area and guestrooms are well maintained. According to Youngmi (2002), to enhance quality cleaning and care services in a hotel, the manager should employ excellent housekeeper who should direct inspectors, cleaners, and room and laundry attendants. Disappointingly, it is evident that the housekeeper at Blue Ribbon Hotel is involved in management works despite the lack of competence in this area. This could be the cause of lack of sufficient time to facilitate staff training and also enough time to research on the best cleaning tools which are paramount to hotel cleanliness.
As pointed out, staff members working in other areas of the hotel, such as food and beverage, are unwilling to help out in other departments with staff shortage. For instance, concierge has one of the vital responsibilities in a hotel. However, there seems to exist no such staffs in Blue Ribbon Hotel. The individual undertaking conciergial responsibilities serves as a contact person of a hotel and provides desired assistance and information to clients. In addition, they organize for visitors’ transport, nanny services, directing guests to different locations and sites. Therefore, lack of concierge could be one of the reasons behind low occupancy rates. Undoubtedly, every hotel is striving to offer exceptional services to remain competitive in today’s dynamic hospitality industry. In this regard, the guests should be accorded first class services right from arrival up to the point of departure. More so, a hotel should have several porters who should be responsible for assisting the guest to carry their luggages, escort them to their rooms, berths and also provide them with other services they may need while on holiday (Donada & Nogatchewsky, 2009). There is a staff shortage at Blue Ribbon, and thus, the visitors are forced to do tasks for themselves. This also serves as another way of discouraging future visits leading to reduced occupancy rates. Security is another important service overlooked by many service providers. A hotel should guarantee visitor security from the point of arrival to departure. It is important to understand that many visitors are aliens and lacks any idea concerning the areas they visit and are therefore, prone to attacks. Providing them with sufficient security could make them feel at home and possibly prefer the destination in future visits.
Actions to address issues at Blue Ribbon Hotel
To resolve the above discussed pertinent issues at Blue Ribbon, the management should ensure the presence of right human resource for every position particularly management positions. Lack of competent personnel has led to poor services hence rendering the hotel as least preferred destination. According to Hassanien and Losekoot (2002), management should also consider re-branding the hotel in order to have a new image. Previous guests must have been discouraged by quality of services, and therefore, change of image could play a bigger role in enticing them to visit in the future. Further, it should be noted that employees are key to any organization’s success (Guilding, 2003). By this, proper mechanisms should be put in place to enhance retention. The hotel should employ sufficient and competent staff to serve in every department and also offer them good terms to prevent poaching by other businesses in the neighborhood.
Donada, C. and Nogatchewsky, G. 2009. Emotion in outsourcing; an empirical study in hotel industry, International Journal of hospitality Management, 28(30), 367-373.
Espino-Rodrıguez, T. and Padr ́on-Robaina, V.2005. A resource-based view of outsourcing and its implications for organizational performance in the hotel sector, Tourism Management, 26(5), 707–721.
Guilding, C. 2003. Hotel owner/operator structures: implications for capital budgeting process, Management Accounting Research,14(3), 179-199.
Hassanien, A. and Losekoot, E. 2002. The application of facilities management expertise to the hotel renovation process, Facilities, 20(7/8), 230–238.
Henley Jr, J.A., Cotter, M.J. and Herrington, J.D. 2004. Quality and Pricing in the Hotel Industry, International Journal of Hospitality & Tourism Administration,
5(4), 53 –65.
Lam, T. and Han, M. 2005. A study of outsourcing strategy: a case involving the hotel industry in Shanghai, China, International Journal of Hospitality, Management, 24 (1), 41–56.
Youngmi C. 2002. Antecedents and consequences of relationship quality in the hotel industry, International Journal of Hospitality Management, 21(4), 321-338.
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