Foundation Science Degree in Hospitality and Tourism Management - Dissertation Example

Term of reference This report has been gathered to investigate the procedures and policies when handling incidences and complaints within the organisation and to evaluate their success. The work based learning project is due on the 17th of December 2012, for the placement project towards achieving the Foundation Science Degree in Hospitality and Tourism Management. 2. Executive Summary The purpose of this report is to analyse the Bellevue Club Hotel of Customer Service. Specific objectives were to identify the problems that occur within the organisation and to improve it. Problems were located in the organisation’s structure, management style and lack of staff and the communication between the staff and customer. The report recommends that the manager should hire more staff and the staff should be well trained, especially in the high season. Research has identified multiple areas at Bellevue requiring improvement, including service and product dimension raging from entertainment to meal services. Recommendations for improving training and cultural development are provided. 3. Content Page 1) Terms of Reference……………………………………………………………………. 2) Executive Summary ……………………………………………………………………. 3) Contents Page……………………………………………………………………….. 4) Introduction …………………………………………………………………………….. 5) Definition of Customer service…………………………………………………….. 6) Methodology…………………………………………………………………. 7) Findings……………………………………………………………………………… 8) Conclusion……………………………………………………………………... 9) Recommendations………………………………………………………..... 10) References……………………………………………………………………. 11) Appendices……………………………………………………………………….. 4. Introduction Work placement occurred at Bellevue Club Hotel Resort in Mallorca, Spain. The Bellevue is a very large resort, consisting of multiple operational divisions with an emphasis on building customer satisfaction under this business’ consumer-centric model of business. Work placement consisted of work in the animation department as an entertainer, upon which a transfer was approved to work in the food and beverage department for the remainder of the five months left on work placement. In this department, responsibilities included working in the buffet restaurant, performing general bussing services, and work at the bar as a server of inclusive drink options. Understanding the specific role duties in the work placement scenario is important for understanding how Bellevue can improve its customer service as all work placement responsibilities involved recurrent and direct contact with diverse customers of many different socio-economic backgrounds. Research identified that the key areas needing improvement at Bellevue Club Hotel Resort are entertainment services, meal quality, reception and bar services. All of these factors preventing positive customer service delivery were observed directly during the placement, thus some dimensions of primary research involved qualitative observations. Definition It is recognised that the provision of excellent customer service is vital to Hospitality and Tourism organisation with benefit for both staff and the customers. If the principal of good customer service are followed, satisfied customer will feel they have been greeted warmly, dealt with by friendly and efficient staff, and received the goods or services they want. All businesses are dependent upon their customers. Whether public, private of voluntary, all organisations aim to provide a high level of customer satisfaction, so that the customers return bringing return business and ensure the continuation of organisation. To be able to provide excellent customer service, organisation must understand their customers, recognise their deferring needs and provide product and services that meet their requirements. 5. Methodology A small-scale primary study identified many different problems associated with hotel operations and the provision of positive customer service. Utilising a sample of 20 respondents, some rather startling facts emerged related to perceptions of service model dimensions. Respondents were provided a series of 10 questions dealing with service-related dimensions linked to divisional competency at Bellevue Resort. Quantitative results were achieved through mean analysis, offering percentages to illustrate majority and minority opinion of Bellevue service dimensions. 6. Finding / Analysis 6.1 First, 97.4 percent of respondents chose the Bellevue because of the price, with 70.0 percent of respondents experiencing the all-inclusive packages offered by the hotel. Bellevue, based on personal experience with the organisation, does not have a significant emphasis on brand-building exercises as part of the marketing function to differentiate the hotel from existing competition. Thus, this business is positioned in terms of pricing as a means of capturing revenue growth, however upon checking in for the all-inclusive package, customers quickly realise that service elements are lacking in multiple areas. In the all-inclusive contract, customers expect high quality service from employees, top quality meals, and multiple entertainment options. The survey results, however, illustrated that 50.0 percent of respondents found meal services to be of only fair quality. At the same time, none of those surveyed (who represented diverse socio-demographics) left Bellevue with a positive overall impression. Bellevue is a highly centralised organisation where most decision-making is top-down without a great deal of horizontal decision-making occurring within the lower employee ranks. Employees seem to lack motivation and dedication toward the provision of quality services that stems from a model of culture that is not transformational. Fairholm (2009) identifies that a transformational model of leadership and management is one where vision and mission are regularly imparted on organisational membership, where positive interpersonal communications are developed, and where leaders in the organisation are teachers, coaches and mentors for positive skills development. Personal experience illustrated a business model where employees are stifled for expressing their unique and diverse business solutions and are not treated as integral members of the organisational culture. 6.2 There is also no knowledge management system at Bellevue that promotes effective inter-divisional communication. When there are important in service training dimensions that need to be developed to train employees, rather simple models of training are offered that usually consist of a one-day lecture in a classroom format. Employees are simply instructed to sign off that they completed the training with no evaluation or follow-up occurring from HR managers or line managers involved in this process. Mayer and Wittrock (1996, p.81) describe the psychological construct known as transfer, defined as “when a person’s prior experiences and knowledge affect problem-solving or learning in a new situation”. There are no training exercises at Bellevue that allow an individual to become involved in experiential (hands-on) learning, thus they cannot apply their previous learning into a creative model of customer service development. According to Poorman (2002) one of the most effective training models in the organisation is role-playing as part of experiential design. Role playing raises general interest in a training concept being discussed and allows the individual to develop empathy for others through the different experiential scenarios offered during role play. If Bellevue provided a more transformational model of training and allowed for hands-on application of existing knowledge in a culturally and socially relevant environment, it is likely that service dimensions at Bellevue would be greatly improved. Since the majority of problems identified at Bellevue are directly related to the service model and interactions with consumers, it would be highly beneficial to establish an experiential learning design for more effective comprehension and cultural development. 6.3 The primary research project, again, illustrated that the meal quality was largely fair for the majority of respondents. Direct experience in working in this department/division illustrated even more cultural problems that continued to detract from providing consumers with excellence in service. According to lilicrap (2010) The main aim of food and beverage operations is to achieve customer satisfaction. In order words, to meet the customer’s needs. The organisational model of management allowed for employees to work without adequate control systems, thus cliques formed in certain in-groups rather than working with a team methodology. It was common for small-scale feuds to develop between colleagues and management based on misconceptions and unproductive organisational rumour, which ultimately became transparent to many different customers sustaining all-inclusive vacation packages. Though personal experience indicated top quality meals available with adequate premium offerings, it is likely the questionnaire data illustrating fair meal quality was directly related to the service interventions occurring between customers and staff members. 6.4 Bellevue’s executive leadership is rather short-sighted at establishing a cultural model that promotes teamwork. At the same time, the organisation is constantly seeking investment interest from multiple stakeholders in an attempt to improve its competitive and capital position. According to Very et al. (1997) culture is becoming a very important factor for luring investment as a positive corporate culture leads to industry advantages of many varieties. For some reason, though unsure exactly where these erroneous values associated with culture have developed in this model, managers do not see the importance of establishing a transformational cultural model. Bellevue has problems gaining investment interest from external stakeholders which could, also, be directly related to the lack of cultural development at the organisation. If Bellevue established a model of human resources and training where culture and collectivism in mission and vision were promoted, many of the service dimensions identified by customers in the primary study would be improved. 6.5 Bar service, according to respondents, was largely perceived as being just good or poor, with 55.6 percent indicating a good quality and 22.2 percent indicating fair quality. Bar services are highly dependent on the customer interaction experience as part of a direct sales model, requiring individuals from wait staff to bar attendants to use interpersonal relationship theories to satisfy customers. The bar environment is staffed by individuals who are not highly motivated and are not given adequate HR assessments that regularly measure their performance and provide rewards for exceeding service imperatives. Personal experience illustrated that most customers using the bar only stayed for a single drink, turned off by the lack of service quality occurring during their all-inclusive packages. Dunlap et al. (2000) identify that in order to improve quality of service in a consumer-centric environment, a training curriculum that includes person-centred perspectives and positive behavioural support must be developed. There is no such model in this division of the business (similar to many other divisions without adequate training imperatives established), which allows employees to use ill-advised decision-making when working directly with diverse customers. Bellevue, if it developed a consumer-centric training model where vision and mission are regularly imparted, it is likely revenues and tips would improve in this troubled division that could, theoretically, provide ample opportunities for positive brand-building and much higher supplementary service revenues. 6.6 Personal experience illustrated that many employees, ranging from cleaning services to meal services, are very disappointed with the employment policies in place at the resort. Employees seemed to believe that the centralised hierarchy and the hard model of HRM do not create a rewarding job environment when their creativity and ingenuity is stifled by bureaucracy. Employees were often overheard expressing their word-of-mouth grievances about management policy and lack of adequate reward and incentive systems, sometimes publicly in front of customers in key revenue-earning areas. According to psychological and sociological theory, it is necessary in an inter-dependent organisation to add management emphasis on meeting the needs of employees. In order for employees to become fully self-actualized, the pinnacle of motivation for self-achievement and also build self-esteem, they must first have a sense of social belonging (Morris and Maisto 2005). Bellevue’s management and HR systems are not that sophisticated in which relevant and respected models of psychology are utilised. Therefore, employees have no opportunities for becoming part of an integrated and co-dependent team model and do not achieve the self-esteem and relationship-based gains required for excellence in service delivery. If Bellevue utilised respected models of human resources, such as using the 360 degree feedback system or established periodic performance appraisals, it is likely that the service elements at Bellevue would be greatly improved. 6.7 One of the most fundamental problems at Bellevue is the lack of staff. Bellevue club resort is a big complex there are nine pools, eleven all inclusive bars also morocco bar which include games room, cafeteria , pizzeria, two buffet restaurants and karaoke bar. Staff are divided into different area within the department. August is the highest season from Bellevue monthly record sheet the month of august 2012 it demonstrate in total of 5.469 people and the main restaurant can only hold certain amount of people . The month of September still busy as Bellevue has offered a good price of all inclusive package. By the end of the season Bellevue reduced the amount of staff and the customers aren’t satisfied with the service. 40 percent of customers agreed that it took them 1 – 15 minutes in the check-in line and other 30 percent assumed that the waiting line for check-in was 15 – 30 minutes long. Complaints been made as the customers were waiting too long , its unacceptable after travelling all day with small children especially in the high season. Some customer agreed that it was a problem with the booking not with the hotel. It costs five times as much to attract a new customer as to retain an exciting one. The objective of customer service is to meet customer needs and exceed expectations. In order to do this it is first necessary to understand customers’ needs. To be able to provide excellent customer service, the organisation must understand their customer services that meet their requirements. Because there are significant costs to retaining customers, Bellevue requires the establishment of a customer relationship management model that can assist in identifying what specific needs are required of existing customers. This can be accomplished utilising surveys or questionnaires, using questions that highlight the importance of lifestyle and service dimensions and how these needs are inter-dependent. This will assist in development of a better staffing and service model and also give customers more visual representation that Bellevue cares about their needs and the perceived long wait times that conflict brand loyalty. If Bellevue were more proactive in understanding the level of importance of waiting and staff responsiveness, it would give this business a better competitive position. 7. Conclusions If the leadership at Bellevue were more involved and visible in all areas of operations, it would not only create the impression that leaders are concerned about employee needs, but it would also establish the types of controls needed to ensure employees are not misrepresenting the corporate brand in front of important customers that contribute to revenue growth. Bellevue should establish a holistic, transformational model that includes experiential and cultural training imperatives in order to sustain a positive brand reputation and improve customer perceptions of service quality and service excellence necessary in the tourism industry. Without these important changes to the HR and line management models at the resort, it is likely Bellevue will continue to be a market follower in a highly competitive industry where customer satisfaction should always be the top priority of business governance. Bellevue must come to recognise the importance of human capital development or it will likely lose future revenues from negative word-of-mouth that can often spread interpersonally and in social media channels that are widely used in the consumer purchasing decision-making model. Bellevue is not, currently, a benchmark of best practice that can be used in a variety of hospitality industries, but internally there does seem to be some level of desire to change and improve the service model. If Bellevue is more proactive in understanding what drives specific customer demands and needs, the business will be better positioned in this industry and maintain much more brand equity that translates into satisfied customers and higher profit margins. 8. Recommendation So, this is the fundamental problem at Bellevue, as identified through qualitative observation and actual questionnaire methodology: The organisation lacks any notable focus on building human capital as a strategic and competitive advantage which dramatically impacts total service quality in multiple revenue-earning areas of business operations. Bellevue should not be completely discounted in terms of service evaluation, as many quality dynamics exist in the business model related to food procurement and variety as well as coordinating entertainment services effectively. Though not all respondents felt that entertainment met high standards of quality, the business puts much managerial emphasis into the planning and implementation processes to ensure effective and timely delivery of interesting entertainment venues. If the business were more proactive in establishing better customer service imperatives, the added dimensions of staff interventions with consumers would provide much more positive reporting of exceptional customer service currently lacking at Bellevue. If knowledge management systems for more effective experience transfer, coupled with more experiential learning curriculums, were to be developed, it is likely that Bellevue would experience much more positive brand reputation. Currently, Bellevue can only differentiate its service offerings through pricing as no other service dimensions outperform industry standards in service delivery. However, word-of-mouth advertising from disgruntled consumers can be just as damaging to the corporate and brand reputation, therefore it requires significant consideration from strategic leaders at the organisation. By providing the aforementioned role-playing exercises, it builds a new type of emotional intelligence that makes employees more empathetic to the needs of diverse customers. Customers want to have a top quality experience aligned with the pricing structure for their experience at the resort, something that cannot be effectively provided without an established team methodology in all areas of sales and service delivery. Many problems occur in teams because members don’t know or understand each other well enough. Other issue come up because of the language barrier. it recommends that student on their work placement should be train and induct. 9. Reference s Dunlap, G., Heineman, M., Knoster, T., Fox, L., et al. (2000). Essential elements of inservice training in positive behaviour support, Journal of Positive Behaviour Interventions, 2(1), p.22. Fairholm, M. (2009). Leadership and organisational strategy, The Public Sector Innovation Journal, 14(1), pp.26-27. Mayer, R. and Wittrock, M. (1996). Problem solving transfer, in D. Berliner and R. Calfee (eds) Handbook of Educational Psychology. Simon & Schuster Macmillan. Morris, C.G. and Maisto, A.A. (2005). Psychology: An Introduction, 11th ed. Pearson Prentice Hall. Poorman, P.B. (2002). Biography and role-playing: Fostering empathy in abnormal psychology, Teaching of Psychology, 29(1), pp.32-36. Gillian Dale, Helen Oliver. (2005) Travel & Tourism. Heineman Educational Very, P., Lubatkin, M., Calori, R. and Veiga, J. (1997). Relative standing and the performance of recently acquired European firms, Strategic Management Journal, 18(8). Dennis Lilicrap (2010). Food & Beverages. 8th ed. Holder Education 10. Appendices Read More