Academic-Capital

Service management within the hotel industry is vitally important for raising perceived customer value. The more value an organization develops the more likely customers will experience a positive impression of the business. This impression has dollar and cents value. Despite this knowledge many hotels have a difficult time implementing new customer service programs that further their strategic interests. Part of the problem may lay in the culture of the organization, improper metrics, and a misaligned perception of total service quality.  Let us assume for a minute that a new program to reduce checkout speed failed after implementation. The decision-makers trained the front desk representatives and measured the amount of customers they have attended to within the metric time-frames. Even though the speed increased the level of service declined as employees attempted to meet the service metric and ignored fundamental service expectations.  Even though management has pushed

Human resources management practices can have a large impact on the overall success of hotel operations. These functions may appear to be subtle but influences nearly every aspect of human capital that makes its way into the customer service experience. It also impacts the ability of an organization to weather changes and develop to market realities. New research helps define which aspects of human resource management impact hotel success and which do not. Human resource administrators would be wise to take into consideration this research. First, it is necessary to define human resource management. Proper human resource management entails the practices that encourages the organizations knowledge, skills and abilities to contribute to business outcomes (Huselid, et. al, 1997). In other words, it manages and fosters those human elements that make a business successful. This can include everything from recruitment to strategic training.  Human resource management often entail

Casa del Mar Hotels and resorts hire a higher percentage of service employees and are constantly seeking ways to improve on service delivery. To create seamless service it is necessary to have stronger performance the moment the bell person takes the customers bags to the server who delivers their order. Research in job embeddedness helps to highlight how training, empowerment, and rewards can lead to higher levels of performance by service workers. Yet this research also indicates that rewards and training may not be the most important consideration. Job embeddedness is a concept that refers to, “the combined forces that keep a person from leaving his or her job” (Yao et. al, 2004,pp. 159). This concept can include compensation, organizational fit, personal abilities, management style, etc… The concept is closely associated with employee satisfaction in terms of how and what employees feel about the organization. Turnover rates and poor performance can be expensive fo