Interpersonal Communication In Hotel

In a hotel, the main task of every employee is to communicate with people and co-workers almost all day long. So, one of the more important forms of organizational communication is inter-departmental communication. When there is good flow of communication between departments and co-workers, customer can feel it as well, it directly affects the level of provided service. Employees who are having hard time communicating with other employees, will not be able to build good communication with customer either. (Dogan Gursoy, 2011). Interpersonal conflicts will immediately affect the coordination among staff and this can lead to negative affection of the delivery of service to the customers. The hotel employees who cant get along with co-workers

In these industries the relationship between employee and manager has a big importance. Managers should treat their employees fairly and with respect. They also should provide a clear guidance about their work, if they want to see a high level of performance and satisfied staff. Supervisor should be always open for communication with employees, should be ready to provide with good advice, and care more about stressful situations. It will positively affect employees well-being if supervisors show their support.
“Too much communication contact has the potential of disturbing and distracting the employee, yet too little could leave the employee without the necessary guidance and attachment to the

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. Persistent staff shortages, time constraints, work overload, long hours, shift work, and difficult customers all contribute to stressful working environments that can stimulate staff turnover. Conversely, fair pay and fair leadership discourage turnover, as do pleasant working conditions and stable hours (Day & Buultjens, 2007). The poor pay and working conditions experienced in many hospitality workplaces suggests employees are unlikely