It can be said that it is the act of kindness in welcoming and looking after the basic needs of customers mainly in relation to food, drink and accommodation. 3.20.2 Characteristics of Hospitality Industry According to C bhattacharjee 2005 characteristics of hospitality industry are;- 1 Perishability: When the full capacity of the services is not utilized the services becomes perishable. 2
According to this study, motivating potential score of temporary employees is significantly more than the motivating potential score of permanent employees (Hynes, 2015). According to this study the motivation potential score of temporary employees is higher because of, the core factor, namely desire of temporary staff to get converted into permanent staff. However, in the hospitality industry the temporary employees generally are not willing to make it a permanent job or a future aspiration in the hospitality industry as mentioned in the above explanations. Therefore, the measures needed to be implemented to remove the wrong perceptions in the minds of the employees regarding the careers in hospitality industry. Employees needed to be given information about the career path and the scope of growth in the company and to make the career choice in hospitality industry.
Convenience The hospitality industry thrives on convenience. Commitment to customer satisfaction is essential ingredient for success. Offering high standards of convenience to customers is expanding in this competitive world. Value The importance of customer service in hospitality originates from the principle that the customer needs to be treated with priority, and he should see value in what he gets. If a customer strongly believes he is getting value for the money he is paying, he will keep coming back.
2.1 Gender gap in the hotel sector A study conducted by Brownell (1995), who studied the masculinity & femininity dissimilarity in the personality and career development among hotel managers, found that female workers are characterized by the strength of mind, desire, positive attitude, interpersonal skills and hard work which contributed to the career advancement of women. Women labour force is important in the hospitality industry (Doherty, 1997) and, even though women used to find it difficult to be in a managerial position, evidence now show that the trend is changing rapidly. In many service industries, it was noted that management is becoming more ‘feminine’, meaning to say that the qualities which used to be associated with women, such
Experience is considered very vital to the hospitality industry, but having the right qualifications is the essential factor that is needed in pursuing a successful career in hospitality management. Hospitality Students Perception of the Industry versus
Efficient systems are thought to lead to satisfied employees who are productive and committed to the organization. This is particularly important in the lodging sector of a tourism destination such as Turkey where employees are in contact with tourism and provide service on a day to day basis. Many hospitality businesses pay poorly, for example according to research in New Zealand. British male hospitality workers earn less than half the national industry average for men (Hoel & Einarsen, 2003), and the New Zealand Tourism Industry Association admits that pay is ‘uncompetitive’ (2006). Working conditions are difficult (O’Leary & Deegan, 2005), largely because of the hours needed to cope with the 24-hour nature of the industry, and supervisors and managers are often inadequately skilled.
The hotel industry is a noteworthy piece of the tourism industry overall and its employees assume a key part in conveying the administration item, it's to clients. Phenomenal administration gave by employees can make enduring positive encounters for clients. The individual motivational develops of the hospitality representative play a vital and detectably a critical part in accomplishing high satisfaction among hotel clients. The motivation of employees, whether expert, gifted or incompetent, is a noteworthy issue in all administration associations. For the hotel industry, worker motivation is a noteworthy issue.
The competencies required in the hospitality industry are very different when compared to educational institutions, and it has changed over time. Sapienza (1978) in his research states that the hospitality courses must include operations of the hotel, laws related to hospitality and security. Whereas Tas (1983) believed the following competencies to be essential in the hospitality industry: • Handling guest problems with proper understanding and sensitivity; • Maintaining standards in a professional way in the working environment • Poise and professional approaches should be adopted • Communication both written and oral is of equal importance in the industry; • Positive customer handling; and • Striving hard to achieve employee satisfaction
These skills are often also referred to as interpersonal skills. The most important soft skill, possibly in any industry, is communication. Communication is key in the hospitality industry as a majority of the work involves talking to customers, understanding what they require, and providing it in a manner that makes them feel welcome. For example, while a front desk agent may be efficient at checking people into a hotel, if he or she does so in a manner that seems hurried, or that in any way suggests that he is insincere in his welcome of the guest, it would immediately tarnish the experience for the guest. Therefore, we can see how important it is for employees in the hospitality industry to have superior communication
Davidson, McPhail and Barry, (2011) discuss how the hospitality industry has the potential to meet all the required characteristics that Gen Y employees seek from their employment. It is suggested by Mooney et al (2016) that devotion to the job and passion for the industry are the main traits of the ideal worker who will be totally committed to the organisational goals. “Gen Yers’ entrance to the hospitality workforce is a double-edged sword to hospitality employers.” (Gin Choi et al, 2013, pg 412) In addition, Baum (2015) maintains that despite excellent practices in human resource management, many organisations are still being challenged by their reputations of poor pay, difficult work conditions and a lack of growth and development opportunities, which therefore lead to the current issues of high employee turnover and low employee retention. These challenges were targeted by Deery (2008) and revisited by Deery and Jago (2015) to create a theoretical and practical framework aimed at employee retention focusing on industry attributes and employee dimensions. It seems, the common attributes found in research and examined in Deery and Jago’s (2015) framework