Hotel Front Office Management, 3rd Edition

310 CHAPTER 11: MANAGING HOSPITALITYare management’s organized efforts to determine employees’ needs and develop programsto help employees meet their needs and the needs of the hotel. Such programs rewardemployees for providing constant and satisfactory guest service and often involve money,in the form of bonuses, which must be budgeted in the annual projected budget. Theseincentives may involve the employees’ choice of a monetary bonus, higher hourly rates,shift preference, or additional holiday or vacation days.Mark Heymann, managing partner of UniFocus, based in Irving, Texas, indicates thatcustomer satisfaction and employee satisfaction (in hotels) should be considered simultaneously.He says, “Given today’s extraordinarily tough labor market, dissatisfied workersdon’t stick around. So a happy staff is the key to happy campers.” Mr. Heymann alsoreports on feedback from hotel property clients with UniFocus, saying, “Money is notthe key driver when it comes to holding on to staff. It’s the interaction with managementand the environment.” 3The goal of any lodging establishment should be to extend the same degree of hospitalityto a guest who arrives on a busy Monday morning and to a guest who arrives ona slow Saturday night. Management’s ideological and financial commitment, along withthe organizational efforts of the front office manager, will ensure that both of these guestsare treated equally.Figure 11-2 Owners and managers must commit financial resources and establishpriorities for the operation of a successful service management program. (Photo courtesyof Radisson Hospitality Worldwide.)TLFeBOOK