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Essay / Research Paper Abstract
A 5 page paper discussing the importance of employee orientation in the hospitality industry. The hotel industry is notorious for its employee turnover, which is very nearly 100 percent among those employees with the greatest degree of direct customer contact. Management needs to be astute, but it is the collection of bell hops, desk clerks and housekeeping personnel that has the ability to create the most lasting positive impressions on guests. It is the hotel’s responsibility to train these individuals to provide the level of service a guest should be able to expect from a five star hotel. That training should be ongoing, but the attitude should be explained and demonstrated during orientation. Bibliography lists 10 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KShotelEmpOr.rtf
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Unformatted sample text from the term paper:
hotels retain their ratings because they are "better" than other businesses in the same industry. All hotels provide guests with a place to sleep. Their ratings result from
their willingness and ability to provide ongoing, consistent superlative service to those guests. The hotel industry is notorious for its employee turnover, which
is very nearly 100 percent among those employees with the greatest degree of direct customer contact. Management needs to be astute, but it is the collection of bell hops,
desk clerks and housekeeping personnel that has the ability to create the most lasting positive impressions on guests. It is the hotels responsibility to train these individuals to provide
the level of service a guest should be able to expect from a five star hotel. That training should be ongoing, but the attitude should be explained and demonstrated
during orientation. Attention to Quality Ritz-Carlton was one that was able to resist being overly-protective
of the traditional rights of management and in so doing increased customer satisfaction, employee satisfaction and employee performance. Management did its part by hiring appropriate people, orienting them to
the desired culture of the organization, training them in how management wants them to perform their duties and instilling "right" behavior (Schulze, 1994). Perhaps most importantly, management then put
its trust in its employees and resisted the tendency to not allow them to do their jobs in ways that could achieve the desired outcomes. The result has been
that guests still rate Ritz-Carlton highest in customer satisfaction, and the company maintains a turnover rate of just 30 percent, rather than the industry average of nearly 100 percent.
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