What were the three major points you learned and why did those points resonate with you? Explain. What points or information you found questionable or disagree with? Explain why. Based on wh
hospitality multi-part question
Part 1
Read Keeping Housekeeping Staff (p 219), When Time is Money (p. 247) Cases (Home/Week 11/Canvas) and answer on the following questions for EACH case:
What are the symptoms indicating on the case problem(s)?
What is the root of the problem?
What is your recommended solution?
What are the advantages and disadvantages of the solution strategy?
Part 2
Watch “The happy secret to better work” ” http://www.ted.com/talks/shawn_achor_the_happy_secret_to_better_work.htmlLinks to an external site.
.and answer on the following questions:
What were the three major points you learned and why did those points resonate with you? Explain.
What points or information you found questionable or disagree with? Explain why.
Based on what you have learned, what will you do as a hospitality and tourism student or a professional? For example, will you, in some way, behave differently? Will you do further investigations or readings? Are there things you will observe more closely or in a different way?
Requirements: 7 pages
Part 1
Read?Keeping Housekeeping Staff?(p 219),?When Time is Money?(p. 247)?Cases (Home/Week 11/Canvas) and answer on the following questions for EACH case:
What are the symptoms indicating on the case problem(s)?
What is the root of the problem?
What is your recommended solution?
What are the advantages and disadvantages of the solution strategy?
Part 2
Watch??”The happy secret to better work” ??
and answer on the following questions:
What were the three major points you learned and why did those points resonate with you? Explain.
What points or information you found questionable or disagree with? Explain why.
Based on what you have learned, what will you do as a hospitality and tourism student or a professional? For example, will you, in some way, behave differently? Will you do further investigations or readings? Are there things you will observe more closely or in a different way?
Keeping Housekeeping Staff?
Marissa, the Human Resources Manager at Helmsley Hotel, is in her office when Xavier, the Housekeeping Manager, comes in with a problem. He explains,
“I’ve lost three housekeepers in the last month. They all quit to go work for our competitors. And we’re . not getting enough qualified applicants to apply, so l’ve had to increase the number of rooms the housekeepers clean every day.
More of them are talking about quitting and I don’t know what to do. We really need to pay them more.
Marissa decides to investigate. She confirms that the hotel is receiving very few applications for housekeeping positions.
The ones who do apply have no experience or training.
Next, Marissa calls some other local hotels and finds out that most of them pay housekeepers from $1 to $3 more per hour than the Helmsley.
Marissa also speaks to some of the current housekeepers and asks them why people are leaving. They tell her they like working at the Helmsley and they all get along, but the pay rates in the company are unfair.
Marissa asks what they mean by “unfair.” One of them says,
“Some people get
paid more than others to do exactly the same job. And the workers who don’t work very hard are paid just as much as the ones who do. That’s not right.” The other adds,
“Most of the other hotels around here pay higher wages, so you can’t blame them for wanting to leave. I’m thinking about it myself.”
So Marissa goes to Danielle, the general manager, and explains the situation. Marissa says,
“If you can increase the housekeeping labor budget by 5 percent, I think we can match the local competitors.
But Danielle denies the request, saying,
“I really wish we could, but our revenues have been down, and we don’t have any room in the next budget for permanent wage increases. You’ll have to find another
waV.
” She continues,
“Speaking of housekeeping, we’ve been getting guest complaints that some of the rooms are not being cleaned properly. We need housekeepers who are motivated to do a great job for our guests.”
Marissa goes back to her office to examine her options and make a plan.
When Time is Money?
Rani is the executive housekeeper at Mill House Hotel. The property has 200 guest rooms, which range from single king rooms to executive suites. The housekeepers are full-time employees and are paid by the hour.
For three quarters in a row, Rani has exceeded the department’s labor cost budget, mostly because of overtime pay. The time records show that the hotel is paying a lot of overtime to housekeepers because they are not completing all of their rooms within the eight hours they are scheduled to work each day.
Rani has counseled the housekeepers before about completing all of their work on time, but she cannot fire them for working too slow. The local unemployment rate is very low, and there have been very ffw qualified applicants for housekeeping positions.
Charley, the general manager, calls Rani to her office to discuss the labor costs. “I know your labor budget is pretty tight in housekeeping, she begins, “but we can’t afford to go over again. You’ve been over for three straight quarters and it’s going to hurt our profits if we can’t control it”
Rani explains, “I’ve done what I can; but if I can’t replace them, it’s hard to get them to work hard. They’re just not getting the job done”
Charley offers, “You’ve been over by at least 10 percent the last three quarters. For the next quarter, I’m going to increase your labor cost budget by 8 percent, but you absolutely cannot go over it. You can spend the additional amount however you want, but you have to find a way to motivate the workers to get it done.”
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