HPC3

Fundamentals in
Lodging Operations
BSHM
2nd Year

Learning Module 3 Property of SMCC

 Chapter 3
I. “Managing Housekeeping”
(Coverage of Week 5 and Week 6)

Opening Prayer:

Lord of Light and Wisdom, thank you for giving me a mind that can
know and a heart that can love. Help me to keep learning every day,
no matter what the subject is, for all knowledge leads to you.
Encourage me when the studies are hard and when I am
tempted to give up. Enlighten me when my brain is slow, and let me
grasp the truth held out to me. AMEN.

II. Overview:

The housekeeping department certainly has the largest workforce in a hospitality

establishment. Indeed, the staff in this department are the biggest and most challenging
resource that the executive housekeeper has to manage. The Executive housekeeper must be
able to do his/her job to identify the tasks and job title of each employees under his/her
management. An efficient executive housekeeper must be able to use certain documents that
are effectively used as tools to communicate responsibilities and other important information
to the employees such as documents for attendance, reminders and standards operating
procedures (SOPs). These documents not only help the executive housekeeper in efficient
management but it also helps employees understand their job function and therefore, ate ease
when in work knowing what the work expects from them.

Learning Module 3 Property of SMCC

 III. Sub topics:
1. Documents for Personal Management
2. Determining Staff Strength
3. Recruiting, Selecting, Hiring, Orienting and Training
4. Competencies of a Housekeeping Professional
5. Motivation

IV. Learning Outcomes:

1. Describe the documental tools used in managing housekeeping
personnel.
2. Calculate the staff requirement using staffing guide.
3. Discuss the various aspects of scheduling housekeeping staff.
4. List the methods for appraising employee performance and understand the
need for employee performance.
5. Appreciate the importance of motivating employees and benefits of
teamwork and realize the importance of good leadership.

V. Introduction of Sub- topics:

In this chapter managing the housekeeping it will be
discuss about the strength and weaknesses of staffs including the personal
management of a manager how to deal with his/her staff. Detailed document
such as job specification, assignment and job breakdown is important in this
chapter as well as recruiting, selecting, hiring of employees who are qualified
for the position in housekeeping.

Learning Module 3 Property of SMCC

 VI: Discussion

DOCUMENTS FOR PERSONAL MANAGEMENT

A job description is detailed identifying all the likely duties appertaining to a job
position as well as reporting relationships, additional responsibilities, working
conditions and any specific know how necessary about equipment and materials.
A job description covers the following:
Job profile Scope of job
Job title Reporting Relationship
Job location Coordinating details
Job summary Hours of work
Supervisory relationships Hazards
A job specification is document detailing the minimum qualifications and
qualities or traits required by an individual to perform a particular job. This may
include the staff’s previous work experience
And his/her attended trainings such as internships or externships.
Educational qualification, age limit, equipment skills, physical characteristics, mental
traits, personality, language, special requirements, work responsibilities, emotional
characteristics and sensory demands.

Used as tools for selection of the right employee for a particular job. A job list is a list
of tasks, which must be performed. It reflects the total job responsibility of the
employees. Tasks should be listed in an order that reflects the logical sequence of
daily responsibility.

A job assignment (see figure 3.1) is a list of tasks to be performed by an

individual. For example, the job assignments for a guest room attendant would list
out the tasks he/she has to perform in specific area or section of room on a
specific as an individual assignment.

Learning Module 3 Property of SMCC

 Cleaning Schedule
Figure 3.1 Example of job assignment in a weekly basis
Week 1 Week 2 Week 3 Week 4
Monday Monday Monday Monday
Laundry + bedding Laundry + bedding Laundry + bedding Laundry + bedding
Mop Mop Mop Mop
Bathroom Bathroom Bathroom Bathroom

Tuesday Tuesday Tuesday Tuesday

Bedrooms Bedrooms Bedrooms Bedrooms
Vacuum Vacuum Vacuum Vacuum
Home office Clean hobby spaces Home office Clean hobby spaces

Wednesday Wednesday Wednesday Wednesday

Kitchen - general Kitchen - general Kitchen - general Kitchen - general
cleaning cleaning cleaning cleaning
Kitchen – clean fridge Kitchen – clean stove Kitchen – microwave Kitchen – small
appliances
Thursday Thursday Thursday Thursday
Living room Family room Laundry room Closets
Hall walls, front door Vacuum couches
Dust Bookshelves

A job breakdown specifies how to perform each task. It also identifies the
observable and measurable steps that an employee must take in order to complete
the task. Job breakdowns are especially important in evaluating the performance
of the employees.

The process of developing job breakdowns

 List position in the department
 Write a job list for each position
 Write performance standards for each task on the job list
 Supply additional information, when needed

A job procedure specifies the way in which a task is performed. e.g. Cleaning
windows. They are most popular called SOP’s or standard operating procedure.
SOPs comprise the following information:
 The job to be done
 Equipment and material required
 Procedure of work
 Safety factors
 Time required to do the job

Learning Module 3 Property of SMCC

 A procedure manual gives information about standards procedures to be
followed by various activities. These activities relate to the organization and
procedures of cleaning activities. These activities relate to the organization and
procedure of cleaning activities, safety, and security measures, human resource
issues, and so on.

DETERMININING STAFF STRENGTH

A staffing guide is a scheduling and control tool to determine the total labor hours, the
number employees and the estimated labor expenses needed to operate the housekeeping
department when the hotel is at specific occupancy levels.
Developing Staffing Guide for Room Attendant
Hotel Staffing Guide

Step 1: Determine the productivity standard for the task that will be performed by the
employee.

Step 2: Determine the total labor hours when the hotel is at specific occupancy level by
using productivity standards.

Step 3: Determine the number of employees that must be scheduled to work when the
hotel is at specific occupancy levels.

Step 4: Calculate the estimated labor expense require operating the housekeeping
department when the hotel is at specific occupancy levels.

 The Rooms Division generates the forecasted occupancy.

Occupancy % = 100%
 The number of rooms occupied is calculated by multiplying the number of rooms
available at the hotel by the occupancy percentage.
Rooms Occupied 200 rooms available x 100%= 200
 Room Attendant
Labor Hours 90= (200 occupied rooms x .45 (productivity standard)
Employees 90/8= 11.25
Labor Cost 90 x 65 pesos per hour= 5,850.00 pesos

Assumptions:
Room Attendant Average Wage 65 pesos per hour
Room Attendant Productivity Standard 0.45
Available Work Time per Employee 8 hours

Learning Module 3 Property of SMCC

 Table 3.1 Sample Hotel Staffing Guide Computation
Occupancy % 100% 95% 90% 85%
Rooms 200 190 180 170
Occupied
Rooms Attendant
Labor Hours 90 85.5 81 76.5
Employees 11.25-11 10.68-11 10.13-10 9.5
Labor Cost 5,85000 pesos 5.557.00 pesos 5,265.00 pesos 4,972.00 pesos

RECRUITING, SELECTING, HIRING, ORIENTING and TRAINING

Recruiting Employees- recruitment involves identifying sources of labor, reviewing job
descriptions and specifications, publicizing job vacancies and inviting job applications to fill
vacancies.
Identifying sources of labor:
1. Internal Sources- encourages growth within the organization and prevents stagnation
and discontentment among the staff. It is advantages to the executive housekeeper since
the manager gets employees who have already proven themselves and are familiar with
the property involves in promotions and transfers. (Table 3.2 shows the advantages and
disadvantages of internal sources of labor)
Promotions- involves employees who could be promoted to the next level, training,
grooming them for the promotions.
Transfers- inter departmental transfer are an option that makes employees more flexible.

Table 3.2 Advantages and Disadvantages of Internal Sources of Labor

Advantages Disadvantages
o Technique of motivation o Promotes inbreeding
o Improves morale of both employees o Can cause morale problems
and the staffs o Politically motivated hiring of
o Promotions employees or promotions
o Suitability of candidates can be o Critical gap in the department
judged more appropriately and better
o Costs for training and orientation can
be reduced and minimized
o Abilities of each employees are
known to managers
o Build loyalty, commitment and sense
of belongingness
o Trade unions can be satisfied

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 1. External sources- is necessary for entry level jobs and whenever creative inputs from
external candidates need to be used at specific positions. (Table 3.3 shows the
advantages and disadvantages of external sources of labor)
College and High School graduates
Employment Bureaus
Industry Employees
Industrial trainees and apprentices
Networking and recommendations
Advertising

Table 3.3 Advantages and Disadvantages of External Sources of Labor

Advantages Disadvantages
o Many available suitable candidates who o New recruits may have difficulty of
are skillful, talented and knowledgeable fitting in to the company
o Bring in new candidates with fresh ideas, o Can cause of result to morality problems
providing the company with a fresh look as new recruits tend to be overlooked by
o Cost of employees can be reduced or employees
minimized as they are generally placed in o Orientation for their job descriptions and
minimum pay scale job titles may take longer
o Recruits are balanced with different o Can cause lower productivity as
background, experience or skills managers/ supervisors/ executives are
o Avoid political issues in the company, focused on looking for appropriate
which cause bias candidates.
o Can serve as advertising for the company o Because of the diversity of personnel, it
may result to personality conflicts
o Some recruiters tend to look at the
physical characteristics of recruits rather
than in their work skills, ability and
capacity

Selecting employees
“A process of identifying and hiring people whose probability of success in the job at hand is maximum
and who are likely to stay long enough with the organization to add to its development”.

Selecting Employees involves screening application forms ad resumes, interviewing, and

evaluating. Selecting employees can be affected by demographics. Each area in the Philippines
has its own unique demographic situations that affect the availability of appropriate and suitable
employees. For example, there may be exceptionally high demands of housekeeping related jobs
in a City that is usually visited by tourists yearly compared to secluded or remote areas, which
may probably have high responses for advertising jobs. In other area, the reverse may be true,
and people may be more interested in advertising jobs than housekeeping related jobs. Therefore,
proper use of sources of labor must be given importance to find the most suited employees.

Learning Module 3 Property of SMCC

 Interviewing once the screening of application is over, candidates may be given objective
tests involving written and practical work. This is followed by individual interviews with
qualifying candidates. A panel of four or five interviewers usually conducts individual
interviews.

A managers of the department to which the applicant has been referred should conduct an
interview. It is better and often wise to allow the supervisor for whom the new employee will
work to visit the candidate in ongoing operations to let the supervisor gain idea and feel how to
work together with the candidate. A harmonious relationship at the working area is very
important and so the views of the supervisors for the applicant must be considered. Even though
acceptance of applicants is still the job of the managements, it will be unwise to accept
applicants when the supervisor has reservations about the applicant.

Specific personal characteristics must be explored during the interview process.

Characteristics that must be considered but not limited to, include reliability, experience, skills,
attitude toward employment, personality, physical traits, age, sex, education, training and
personal cleanliness.

Certain personal characteristics should be explored when interviewing an employee.

Some of this characteristics are native skills, stability, reliability, and experience, attitude
towards employment, personality, physical traits, stamina, age, sex, education, previous training
initiative, alertness, appearance, and personal cleanliness. Some employers and management can
also consider race, sex, age, religion and nationality. This is not to discriminate against variables,
but, because overall consideration may involve ability to lift heavy object., enter - gender
specific rooms such as restrooms and so on. In a housekeeping department, people should be
employed who find delight in cleaning at home. Remember and personal character cannot be
entirely judge from an individual’s physical appearance. In addition, it should be expected that a
person’s appearance would certainly not be better than when that person is applying for a job.

The step that will separate applicants that will be accepted as an employee from those
who will not is the interviewing step. Therefore, we can consider interview as the most important
step in the selection process. Inefficiency and inadequacy of interviewing techniques can make
the selection process more problematic that can be both frustrating and damaging for both
parties. In addition, inadequate interviewing will result in acquisition of false information,
suppression of facts, and , in some situation, complete withdrawal from the process by the
applicant.

Some guidelines for preparing, conducting, and concluding a successful interview

smoothly: Please see table 3.4 for the summury.

A. Preparing for the interview

Learning Module 3 Property of SMCC

 1. Be prepared. Before going to the interview, the management must prepare a checklist
of significant questions to ask to the candidates. The question must be formed based from the job
description. The preparation allows interviewers to assume initiative during an interview. You
may also form questions as you go along the interview to add personal connection between the
candidate and interview but make sure that the questions are at the professional level.

B. Beginning the interview

2. Find an appropriate and suitable place to conduct the interview. The applicants must
feel comfortable. This can add focus and confidence to the applicants. The interview must be
conducted in a quit, relaxing atmosphere and private areas. Confidential conversation must be
considered in an interview.
3. Practice. Interviewers must practice interviewing skills periodically. They must also
seek further knowledge or open to updates for newer theories and principles to make interviews
more successful. Several managers may meet and discuss interviewing techniques and do’s and
don’ts that are to be used during interviews.

C. Conducting the interview

4. Be tactful an courteous. During interviews, interviews must still respectful to
applicants even though hierarchically they are above the applicants. This may show culture
inside a company and may put applicant at ease. Interviewers must also learn how to control the
discussion and lead to important questions.
5. Be knowledgeable. Interviewers must be thoroughly acquainted with the position for
which the candidate is interviewing in order that all of the candidate’s queries must be answered.
Also, have a substantial amount of background information in order that general info about
company may be given.
6. Listen. Encourage the applicant to talk. Interviews must consider questions that are not
close- ended, which are likely to be answered by mere yes or no. Interviewers must consider
open- ended questions, which will make applicants answer with sentences, which can lead into
natural conversation. If individuals erare relaxed and are asked queries about themselves, they
will generally express their thoughts easily and give information that precise questions will not
always bring out. Applicants will usually talk if there is a feeling that they are not being
misunderstood, not hastened to answer and are not judged.
7. Observe. Much can be learned about an applicant just by observing reactions to
questions, attitudes about work, and, specifically, attitudes about providing service to others.
Observation is a vital step in the interviewing process.

D. Closing the interview

Closing the interview successfully is crucial to the interview process. This may lead the
applicant to successfully display their willpower to be accepted for the job. This may also show
candidates the culture inside the workplace and how interviewers close may leave behind an
excellent impression for the company. Finally, during closing the interview step, the interviewer
can see or decide whether the candidate meets, exceeds, or does not meet the requirements. In
this step, interviewers must also explain the next step in the process, including whether there will

Learning Module 3 Property of SMCC

 be further interviews, when you will make your decision, and how the candidate will be
informed of your decision. Complete your notes and /or rating sheets immediately; do not rely in
your memory.

Table 3.4 The Interview Process

1. Preparing for the interview
o Select the interview panel members
o Choose the date, time, and venue
o Notify the candidate
o Jot down specific points or questions on
resumes
o Read the job description and resumes
thoroughly before the interview
3. Conducting the interview
o Ask relevant questions to gather the required
information
o Determine the applicant’s value, work
standards, expectations and outlook on other
people
o Use open ended questions so that the applicant
does 80% of the talking
o Record important decisions
2. Beginning the interview
o Greet the applicant
o Observe his/her physical appearance and body
language
o Break the ice by putting the candidate at ease
4. Closing the interview
o Allow the candidate to ask few question
o If the candidate is suitable, sell the company
and the job
o Let the candidate know when the outcome of
the interview would be intimated to him/her
o Thank the applicant for applying and coming

Types of interview:
 Traditional one to one interview
 Panel interview
 Group interview
 Informational interview
 Screening interview
 Behavioral interview
 Stress interview
 Mealtime interview
Results of the interview- to properly determine the results of the interview, either a
positive or negative (rejection) is indicated, a thorough process of evaluation must first
take place. The details of the interview and the information of the applicant his/her
resume is reviewed by panel members and final evaluation of the applicant is arrived at.
Once suitable candidates are identified, no commitment to them must be made and
references must be checked by the HR department before hiring of employees.
Reference checks are needed or is performed by hiring managers to verify if the
applicants’ information and job history is factual or true. There are different types of

Learning Module 3 Property of SMCC

 reference checks, the most common are through personal face-to-face meetings, over the
phone discussions and through written recommendation.
Orientation- the new hired employees must be introduced to the people in the
organization and must be familiarized first to the working environment. This is a good
way to guide the newcomers and adjust them to the culture of the working place.
Orientation must be carefully planned and therefore, is generally made up of different
parts. Table 3.5 shows an example of an orientation program. In the housekeeping
department, during orientation the executive housekeeper must not forget to inform
newcomers about their job, duties and responsibilities, the goals they have to meet as
employees and immediate tasks they have to complete. The executive housekeeper must
also give the working schedules of the newcomers and inform them the pay-cheque
procedure, grooming standards of the hotel and the work standards expected of them.
Scheduling have two types: (1) fixed staff positions, which are those that must be filled
regardless of the volume of the business. These positions are generally managerial and
administrative. Example- include executive housekeeper, assistant executive housekeeper
supervisor (day shift), and department clerk (day and afternoon shift). (2) variable staff
positions, which are those that are filled according to the changes in the occupancy level.
Examples-include room attendants and house persons for day and afternoon shift,
inspectors and lobby attendants. Shift types can be, straight shift (9 hours with 1-hour
break), night shift/graveyard shift (starts from 10 pm and concludes at 7 am), break
shift/split shift (split into 2 sessions that add up to a regular shifts of 9-10 hours) and the
rotating shift (particular shift for a week or two and then changed over to the next shift).
Table 3.5 Part of the Orientation Program
o The history of the organization
o General policies and practices of the organizations
o Departments, their location and functions
o Staff benefits, location of staff toilets, locker rooms, restrooms, staff mess and
so on
o Organizational hierarchy
During the orientation, newcomers must be given an employee handbook. The handbook
must provide vital information of the organization and must include overall guidelines and
standard operating procedures. And since, the newly hired employee will work in different areas
of the organization and not just in the housekeeping department, the handbook must contain all
guidelines of the entire staff. The newcomers must be told to read the handbook thoroughly, to
ensure that instructions, rules and regulations of the organization are well understood and are to
be fully followed.
The newcomers must also be toured in the organization (facility tour). This is to
familiarize the newcomers the location of different offices and rooms in the organization and at
the same time for them to see facilities and to gain knowledge of how the organization works.

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 Orientation Meeting- the orientation meeting must not be done if the facility tour is not
yet conducted. This meeting is approximately done after 1 week or 2 weeks of the new
hired employees. During this time, there is possibility that some or most of the
newcomers still have many questions about the organization and how it operates. This is
also a time to ask for feedback about the organization, if the newcomers are comfortable
or have particular issues when they have started to work in the organization.
Training- it is true that the efficiency of employees can be attributed to their past
experiences. But abilities can be enhanced through development of knowledge, skills,
attitudes and behavior through training. Although many organizations hire greatly trained
employees, some employees still find it easier to train unskilled and untrained personnel.
Training is the best way of communicate the organization’s way of operation to the new
employees. Some of the benefits of training are stated in table 3.6.

Table 3.6 Benefits of training

 It will allow new employees to learn in a comfortable atmosphere.
 New employees will understand the importance of the job as well as the
expectations to be met.
 Existing employees will improve their work performance.
 Flexibility is incorporated due to cross training.
 The incidence of accidents is reduced and safety is enhanced.
 Reduced expenditure or maintenance of machine results.
 Employees are motivated and their job satisfaction improves.
 Employee turnover is reduced.
 The executive housekeeper gets more time for management activities.
 Standards and quality of work will improve.
 Supervision will also improve. And thus, more profits flow in due to better
business.

The Four-Step Training Method- the trainer’s primary function is to communicate

performance standards to employees. To achieve this, the trainer follows a four-step
training method (on the job training).
1. Prepare to train
- Write training objectives
- Develop lesson plans
- Decide on training methods
- Establish a time table for instruction
- Select the training location
- Assemble training materials and equipment
- Set up the work station

2. Conduct the training

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 - Prepare the trainees
- Begin the training session
- Demonstrate the procedures
- Avoid jargon
- Take adequate time
- Repeat the sequence
- Techniques that can be used during training includes but are not limited
to; role playing, demonstration, case-study, management games, in-
basket exercise, lectures, video presentation and self-study.

In housekeeping departments, training must be focused on skills, attitudes and

knowledge.
a. Skills training- in the housekeeping department employees must be trained on the:
 Specific techniques and company’s SOPs on bed making,
 Techniques, use and care of equipment such as vacuums,
 Correct way of dusting,
 Techniques and products of window and mirror cleaning,
 Company policy of how rooms must be setup in their hotels,
 Tub and toilet sanitation, appearance and methods of cleaning and company
policy on bathroom cleaning,
 Daily routine of personnel in housekeeping,
 Care and use housekeeping cart and other equipment,
 Proper way of loading housekeeping cart, materials needed or essential things
needed to place in the carts such as towels, bathroom essentials (toilet paper,
shampoo, hand soaps),
 SOPs in safety, such as fire and emergency exit, proper evacuation procedures
in cases or earthquake, fire or emergencies.
b. Attitudes guidance- housekeeping trainees need to be guided into thinking that no
task is menial, and that all tasks are important in rendering service to guest. Attitude
is important to maintain positive relationships not only between the employee and the
guests but also between various staff and departments in the organization. The
attitude guidance must also include the mindset of employees to always “meet” the
standards expected from the hotel.
c. Knowledge training- new employees need to gain knowledge regarding the
organization, its procedures, policies and rules. The training must include information
of top managers’ name and appearance. New employees must be able to know them

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 by slight. The training must also include knowledge of employees’ basic rights and
benefits such as SSS, Pag-Ibig, health insurance, if any, and etc.

3. Coach trial performances

- Let the trainee perform the tasks alone
- Let the trainee explain each step while performing
- Correct the employee when problems are observed

4. Follow Through
- Continue positive reinforcement
- Positive constant feedback
- Coach a few tasks each day
- Evaluate the employee’s progress

NEED OF CLEANING BENEFIT OF CLEANING POLICIES FOR TRAINING

HANDLING OF
EQUIPMENTS
PERSONAL HYGIENE & HEALTH
EXAMINATION
TRAINING

MAINTENANCE
OF EQUIPMENT

METHOD OF MOPPING
DRY/WET

PERSONAL PROTECTION USE OF REAGENTS

Figure 3.1 Some of the important things that must be included in staff training.

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 There are different types of Training:
a. Induction training- is carried out when an employee is new to the organization and has
to learn the required knowledge, skills, and attitude for his/her position.
b. Refresher training- this is carried out when an old employee has to be retained to
refresh his/her memory.
c. Remedial training- this is carried out for old employee when there is a change in the
present working style which may be related to a competitive environment, technological
changes or guest expectation.
d. Cross training, this training enables employees to work in departments other than their
specialty in periods of staff shortage.
e. On the job training- this type of training takes place while a trainee is working on a
daily schedule. The trainee in this case is under the guidance of a trainer or a “buddy”.
The advantage of this type of training is “learning by doing.” A trainer will show students
(employees) or demonstrate to them the procedure, the trainees must absorb the
knowledge for the to be able to become operationally productive.
f. Simulation training- for housekeeping, unrented model room may be set p and used to
train several employees.
g. Lastly, the Off the job training, takes place away from the work, in a classroom , wby
means of workshops, demonstrations lectures, discussion, seminar, audio visual
presentation, case studies and role playing.

COMPETENCIES OF A HOUSEKEEPING PROFESSIONAL

Competencies are set of behavioral traits and technical abilities that are suitable for a job.
Behavioral traits are essential to complement knowledge and skills.

1. Smile
2. Grooming and Personal Presentation Standards:
a. Clothing- All clothes of the employees must be clean every start of their studies. Soiled
or dirty clothes must be replaced to a suitable standard. Clothes must be worn inn accordance to
the company’s policy and paired with suitable shoes.
b. Name badge- Employees must always wear their badge at all times because this serve
as their identification card. This will maintain safety in the company and at the same time, guests
can easily recognize personnel.
c. Hair- Men employees must maintain short and neat – cut hair style with natural hair
color. Women must wear their hair in a tight or pulled back style and must also have natural hair
color.
d. Nails- Nails of employees must be short and well- trimmed to showcase cleanliness
and personal hygiene. Women must not wear bright nail polish and nails of both men and women
must be clean on a regular basis.
e. Jewelry- Simple jewelries can be won by employees such as wedding rings and
suitable watches. Unnecessary jewelries must not be worn during work time such as nose rings,
big earring and big necklaces.

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 f. Make up- Women must wear simple make ups and it must not be excessive. In some
companies, tattoos are okay as long as they are not visible during working hours.
g. Odor- Employees must not strong smelling and irritating perfumes. Employees must
use deodorant regularly especially to those who are working in labor- intensive department such
as cleaning rooms.
h. Personal hygiene- Employees must take a bath or shower prior to work. Teeth must
always be brushed to prevent bad breaths. Hands and face of employees must be washed and
cleaned.
i. Personal belongings- There should be no personal bags in work areas and no mobile
phones.

3. Basic Etiquettes:
a. Smiles and always attends to guests.
b. Recognize guests.
c. Be polite to guests by using “Thank you, Please, pardon me, Excuse me.”
d. Avoid mannerism such as touching the hair scratching oneself, picking the nose, etc.
e. Stand erect at all times.
f. Listen to the guest needs
g. Assist guest whenever possible.
h. Talk softly
i. Avoid arguing with service staff and guest on the floors and public areas.
j. Carry pencils in the pocket and not behind ears or clipped in front of the uniform.
k. Desist from chewing gum.
l. Enter and leave the floor through the service door only.
m. Shut the doors quietly.

4. Orderliness
5. Team work
6.Attitude

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 7. Self- discipline is the hallmark of a good housekeeping professional. There are two types of
discipline, on is physical where grooming and physical conduct play a role, and the other types is
mental which demands sincerity, honesty, and perseverance.
8. Courtesy is the hallmark of a hotel professional- Courtesy should be inherent in one’s nature
and a desire to please those with whom one comes in contact with. Being courteous not only
makes the operations smooth, but also ensures better relationships.
9. Intrapreneurship- housekeeping professional must think like business persons by constantly
evaluating one’s performance and find ways to improve productivity and quality.

MOTIVATION
Vandenberghe (2004) stated that “motivation is identified as an emerging force- it is what
induces action in employees. This force has implications for the form, direction, intensity, and
duration of behavior. It explains what employees are motivated to accomplish, how they will
attempt to accomplish it, how hard they will to do so, and when they will stop.”
Motivation is the process that initiates a person’s interests in a specific job. It is the one
that guides and maintains people in a goal-oriented manner. In other words, motivation is what
causes a person “to act”. Housekeeping workers must always be positively motivated so that
they can satisfy with efficiency the required tasks from them. It also gives them sense of
belonging, worth and value as part of the organization or of the department.
Basic tips on how executive housekeepers or supervisors can motivate their own employees:
1. Find out the strengths and weaknesses.
2. Praise them for their ‘strong’ points and reward them publicly.
3. Identify their weak points and encourage them for improvement.
4. Give them recognition as things happen.
5. Provide interactive discussions, fast paced meetings, and up to date equipment.
6. Emphasize on the importance of taking breaks.
7. Bring in temporary help to support your team during peak workloads.
8. Offer competitive salaries and commissions.
9. Maintain a sense of humor and friendly relationships with your staff.
10. Conduct a staff interest survey to see if they are in the most appropriate position.

There exist many motivation theories which are used by companies and managers to help them
with driving their workers to reach their goals. This includes Maslow’s hierarchy of needs,
Herzberg’s motivating and maintenance factors and skinner’s positive reinforcement.

Abraham H. Maslow has set up a hierarchy of five levels of basic needs. Beyond these needs,
higher levels of needs exist. These include needs for understanding, aesthetic appreciation and

Learning Module 3 Property of SMCC

 purely spiritual needs. In the levels of the five basic needs, the person does not feel the second
need until the demands of the first have been satisfied. (Simons, Irvin and Drinnien, 1987).

Figure 3.2 Maslow’s Hierarchy of Needs

Learning Module 3 Property of SMCC

 Figure 3.3 Herzberg’s Hygiene and Motivational Factors
Herzberg et.al (1959) presents that employee motivation is best understood as soon as the work
attitude is understood. In his approach of studying feelings of people toward their jobs, he set up
three questions to be answered:
1. How can specify the attitude of any individual toward his or her job?
2. What causes these attitudes?
3. What are the consequences of these attitudes?

Positive reinforcement is “any pleasant or desirable consequence that follows a response

and increases the probability that the response will be repeated” (Wood, Wood, and
Boyd, 2005). According to Skinner (1948), behavior which is reinforced tends to be
repeated (i.e. strengthened), behavior is not reinforced tends to die out-or be extinguished
(i.e. weakened).

Figure 3.4 Operant Conditioning, Skinner’s Positive Reinforcement

Learning Module 3 Property of SMCC

 Activity 3

Name: Score:

______________1. A list of tasks, which must be performed.

______________2. Source of labor that is necessary for entry-level jobs whenever outside employees can
be considered for a position in the organization.
______________3. Set of behavioral traits and skills that makes one suitable for a job.
______________4. Type of training wherein an un-rented model room is set up and used to train
employees.
______________5. Types of scheduling for room attendants.

VII. Suggestive Readings:

Fundamentals in Lodging Operations
Planning housekeeping operation
By: Bryan G. Baliste

VIII. Reference:
Fundamentals in Lodging Operations by Bryan G. Baliste

Learning Module 3 Property of SMCC

Learning Module 3 Property of SMCC