Management position within hospitality industry

The most complex work in the hotel in terms of communication and of coordinating and completing working documents is done by Floor Managers. These employees often supervise others who perform service tasks directly for the guests. Floor Managers are responsible for liaising between Room Attendants on the guest floors and managers in the housekeeping office.
Qualifications required are a Bachelor’s or Master’s degree in hotel management, and work experience in hospitality industry. At the basement-level housekeeping office, Floor Managers report and monitor room status and special room requests received from other parts of the hotel. They check the computer-generated status reports for discrepancies from their visual checks of the actual rooms. If a room coded for check-out appeared occupied on the floor, they would check the Expected Departure report on the computer to see if the guest had actually checked out (Bardi 2002).
Usually, the main requires are:

Inventory management
Quality Control
Coordination of other managers and staff
Shipping and receiving
Documentary control (Floor Manager Position 2007).
The responsibilities are:
Each one supervises 15 Room Attendants and two Housemen, covering three to four floors, or 240–320 rooms.
On the floors, they check the status and progress of room cleaning, inspected rooms and augmented the Room Attendants’ work.
One of their duties, for example, is putting triple bed sheets and extra amenities in VIP rooms.
They have to get the extra sheet, then take some of the bedding off and remake the bed. The number of VIPs they had to do beds for is never predictable, and they have to squeeze them into their regularly scheduled activities.
The number of floors and rooms Floor Managers are responsible for varied, too, because of airline employee guests, who rarely checked out until after the day shift finished, and because of movement in the predicted house counts (overall room occupancies) (Powers and Barrows 2002).
The Floor Managers are all in the office together at three times during the day: the beginning and end of the shift, and during the midmorning clearing and briefing meeting. These are busy, but not clearly structured times, with managers picking up special supplies, double-checking irregularities in the room status reports, answering phones. In Hilton Hotels, for instance, Floor Managers work is organized as follows:
workday starts, between 7 and 8;
the Floor Managers come in and prepared their own worksheets for the day;
they check the 6:30 a.m. room status reports and special requests, along with the log book confirming their floor assignments; then they go up on the floors to check the room status and supply needs with each Room Attendant, who has verified their status as soon as she/he arrives on the floor;
Floor Managers then return downstairs to check and adjust room assignments against the Coordinator’s log book (Powers and Barrows 2002).
For example, some rooms in the early-morning computer status report noted as vacant and clean may have become occupied in the interim. Or vacant and clean rooms may have become VIP or rush rooms, which Floor Managers would hear about in the office and have to inform the Room Attendant about. In many cases, Floor Manager’s position is called a “supervisor”.
Floor Managers themselves have to identify VIP rooms and they have to spend extra time to set up the rooms, and collect and deliver the extras. The VIP rooms could not be neglected, and they are seldom blocked (assigned by Front Desk) in advance. So throughout the day, Floor Managers have to monitor upcoming VIP rooms and prepare them in time for the guests’ arrival (Powers and Barrows 2002).
Work stress and pressure is a remarkable feature of this position. Very often, checking room reports against their lists, for example, is interrupted by a ringing telephone or a co-worker’s query. Most often the interruption involves a guest’s urgent request, which demanded an immediate response. People write down notes, speak on the phone to guests, page others to fill requests and relay orders to the Centralized Action Room. Several talks at once; seldom are the exchange restricted to two people (Stutts 2001).
Floor Managers work primarily from photocopied forms attached to clipboards that they fill out each day as they completed their work. The worksheets serve as organizational tools, memory aids and long-term records, to be boxed and stored for a prescribed number of years. From my observations throughout the hotel, the computers stored information on sales, purchases, personnel and payroll, and guests and occupancy rather than any detailed records of daily work.
And unless each Floor Manager is equipped with a hand-held computer, inputting such information would have been impractical when there is already a paper record. In the basement office, Floor Managers also check for recent special requests like rush rooms or VIPs, or they receive them as phone messages, occasionally via pager (Stutts 2001).
Bardi J.A. (2002). Hotel Front Office Management Wiley; 3 edition.
Floor Manager Position (2007). Retrieved 01 July 2007,
Powers T., Barrows C.W. (2002). Introduction to the Hospitality Industry. Wiley, 5 edition.
Stutts A. (2001). Hotel and Lodging Management. An Introduction. Wiley.


The Case of Riverside State Hospital

Human Resource Issues and Challenges to Consider – Including Suggested Solutions
The challenge to have a trained and skilled workforce is the ultimate competitive advantage for any hospital organization (Cowling & Mailer, 1998). Riverside State Hospital’s rapidly expanding base of new information and technologies affects every one in the hospital, especially in the top to bottom communication structure that Riverside State Hospital has. No matter how capable or successful a staff in Riverside is, if staff training and communication is overlooked, there will still be problems in the organization. The challenge is to get the best value for the work spent by choosing training that suits the needs of the Riverside State Hospital and least impacts the bottom line (Storey & Sisson, 1993).
In order to meet the challenge, comprehensive approach to employee and hospital staff development can be adopted. Upper management of the hospital should set goals and reach them, identifying the needs, developing the right intervention, and delivering a practical, results-oriented solution. Interactive training is designed for the adult learner, requiring involvement in the learning process which could also be applicable for the hospital’s case. Handle specialized workplace challenges with customized group training. Handle challenges specific to the organization.

The communication training delivery in the Riverside State Hospital is participative which simulates real scenarios. One concrete solution to the communication breakdown on the hospital will be a workshop type of training. Experiential learning should be employed in the training components of the hospital’s human resources planning program aimed at maintaining work effectiveness, retaining employees and create organizational success where employee communication is critical especially because Riverside is a hospital.
The communication option to be used in the delivery of training for Riverside State Hospital should be simple yet effective. This type of training program will fit the workforce of the Riverside State Hospital to refine their training skills. Also, this training program will provide comprehensive information and techniques to develop critical competencies.  Training activities will focus on the design and approach to facilitate effective delivery of functions and responsibilities.
Workforce Retention and Motivation
            Motivating a hospital employee to do his or her best for Riverside State Hospital and making him to stay long with the organization is one of the major concerns of HR. A group who specialize in management of labor in medical organization has observed that the average stay of most medical professionals in a company is less than three years (. It has been observed also that companies, who are on a constant search and use of new technologies, send their employees to seminars and trainings to acquire new knowledge and exposing their people in a challenging environment are better ways to retain people than giving of higher salaries. Although, some Riverside State Hospital managers may believe that salary and career satisfaction are the key to retention, money is a prime motivator only for ‘starters’. Those who have gone to three or more jobs know the importance of being in a position highly valued by the company (Gupta 2006).
            We will focus on different ideas, tips and strategies that can help Riverside State Hospital cope up with the up-and-coming problem in the human resources industry. As much as we know that many current employees are getting out of their jobs voluntarily not because that they were fired by their superiors but because they want to meet their expectations and good opportunities with other medical institutions. Despite the fact that the most mentioned reason for leaving is financial, other important aspect is a factor that motivates them to gave up their jobs to look for other jobs elsewhere (IOMA, 2005). According to Paul J. Sarvadi (Sarvadi, 2005), the reality behind why Riverside State Hospital  employees gave up their jobs lies not only to monetary issues but goes deeper into the human consciousness that their actions and characters concerning work will be appreciated and makes them feel secured and successful. He suggested that sound retention strategies should be focused to four key elements – performance, communication, loyalty and competitive advantage. Let us start on the first key element which is performance, most companies undergo evaluations and performance metrics that will likely sum up Riverside State Hospital staff’s overall accomplishment either annually, quarterly or monthly. It is important that it must not rely solely on quantitative evaluation or assessment but most of all the qualitative measurement should also be considered. The intense craving for an attention to speak their opinions and make it a part of the Riverside State Hospital objectives is a very significant factor that is fulfilling to human beings, when they felt that their actions, talents and capabilities are brought into play that makes a difference to the hospital, a sense of belonging and the feeling of they are at home is beginning to develop (Meyers, 2006).
Sarvadi (2005) also added that communication process with employees is an essential part of developing a relationship with them in Riverside State Hospital. Not just a simple communication that involves deadlines, submissions and technical aspects but they must use a two-way transmission of ideas and opinions. It is better to hold regular meetings to properly channel all comments and suggestions, give feedbacks and share what the company has been going through the years, and listen to what they aspire and suggestions. This would follow Maslow’s Theory of Needs that Riverside State Hospital should meet in addressing the situation in the hospital. Surveys are good indicators of assessing the performance of the company though not dependable, it can contribute insights from the employees on what is giving them motivation and morale. On the other hand, loyalty to Riverside State Hospital is a great tool in winning employee retention strategy, it is measured in terms of how committed and loyal the employee is, it is not an imposed requirement but an earned reaction to the trust, respect and commitment shown to the individuals in a company (Sarvadi, 2005). The success of an employee – growth and development, and their contributions to the company’s wellness is an essential part of commitment and loyalty and both should work together. The last element of Sarvadi’s strategy is competitive advantage, people in Riverside State Hospital is expecting excitement, new adventures, and competitions. Winning and losing are the key words for competitive advantage, employees wanted to know unique competitive products in the marketplace and they wanted to be part of these exciting race.

IOMA (2005) Employee Retention Strategies Best Practices to Reduce Turnover and Cut Costs. Vol. XI. Pp 50-59
MEYERS, J. (2006) Employee retention: value and strategy. McGraw-Hill. New York. Pp 51-98
SARVADI, P. J. (2005). Key Elements of a Winning Employee Retention Strategy. Oxford University Press. Pp 216-235


Global Trends in Hospitality Industry

Europe’s largest market – 57. 5% of all international tourist arrivals EX. 40% of international arrivals and receipts Growth rate of 3. 6% per annum over last decade Asia tourists arrivals are unevenly spread between regions North East Asia 10. % of the international market whereas South Asia market share is 0. 8%
15 Global distribution trends distribution over the past 30 years Reduction of growth in Europe Significant increase in the Asia Pacific region 31
Activity 1: What are the factors contributing to tourism growth? In your groups, 10 miss

16 Factors Influencing Changing Tourism Flows Open sky policies Advent of Laces – getting into long haul flights Competition for airlines – easier and cheaper to fly. Budget hotels. Increased competition in the hotel industry Proliferation of new destinations.
Increase in discretionary income World’s Top 10 Destinations in 2013 6-34 17 Changing destinations Top 5 tourist regions 1970 USA Canada Italy France Spain Switzerland USA China France (77. 1) USA (59. 8) China (55. 7) spam (52. 7) Italy (43. 6) 2011 France (79. 5) USA (62. 3) China (57. 6) spam (56. 7) Italy (46. 1) In 1950 the top 5 destinations accounted for 71% of arrivals while in 2000 35%, 2009 31. 2% and 2011 30. 7% (UNTO) 35 International.
18 International Hospitality Flows Flows of Brands Operations Capital People Customers & Staff 37 1.
Supply Factor 9 Hospitality sector The growth of the international hospitality industry can be linked to the growth in international tourism The demand for accommodation is closely linked to the demand for travel 29. 4 million bed spaces worldwide 25% growth rate between 1990-1998 Europe 38. 5% of the world total East Asia and Western Asia highest increase in hotels 1990-1998 (45. 4% & 54. 1%) (WTFO 2001), Trends in tourist markets 39 Global Hotel Inventory – 2012 Total global hotel inventory as of Feb. 2012: 13,443,014 rooms. It has increased by more than 2,31 5,000 daily rooms
Key growth areas over past 12 years: CARR Asia Pacific – 2. 7% the Middle East/Africa – 2. 5% 20 6-41 21 Global Hotel Performance – 2012 6-43 Hotel Performance in Asia pacific – 2012 6_ 44 Singapore Hotel Industry 45 Industry 2013 6_46 Singapore Room Inventory Forecast (Singapore Business Review 26 Gag 2013) 6_47 Singapore 6-48 24 6-49 Hotel Performance in 2013 6-50 25 6-51
Activity 2 In your groups: Discuss the impacts on the host country of an increase in the number of hotels. Economic impacts Social impacts Environmental impacts 6-52 26 2. Flow of People 53.