Ontlametse Asante Molotsi MODULE CODE: IHM- 203

12/2/2021

MODULE NAME: HOSPITALITY OPERATIONS

MODULE LEADER: MS M MUKOROVERWA

MODULE CODE: IHM- 203

ONTLAMETSE MOLOTSI
Table of Contents
Introduction...................................................................................................................2

Hospitality business operations....................................................................................2

Financial and cost control.........................................................................................2

Human resources......................................................................................................3

Technological resources...........................................................................................5

Recommendations........................................................................................................6

Conclusion....................................................................................................................6

Reference list................................................................................................................7
Introduction
The multi-sector tourism industry oversees the hotel industry. The hotel industry is
unique within the hotel, gastronomic and tourism sub-sectors such as fast food
restaurants, clubs, snack bars, hotels, function halls and event tents. In this survey,
we refer to hotel facilities such as restaurants and hotels (SerraCantallops, 2018).
The tourism and hotel industry and its branches are considered one of the fastest
growing commercial companies in the world, generating around US $ 1.3 trillion in
2012 alone, primarily from overseas travel (Babalola and Oluwatoyin, 2014). Funds
provided by the hotel and tourism industry have provided significant impetus for the
economies of several countries, including the Caribbean, Hong Kong, South Africa
and Kenya (Adeola, O. and Ezenwafor, K., 2016). Globally, the tourism and hotel
industries account for 33.3% of the world's total trade in services. Between 1985
and 2010, the branch's activity grew 1 percentage point faster than global GDP
(calculated on a real basis) (SerraCantallops, 2018).

Hospitality business operations

Financial and cost control
All of the costs or consequences of operating or launching a new business in the
hotel sector were included in the management cost. The cost savings include the
costs of legal operations, loan servicing, land, incentive, and compensation, and so
on. Some elements of management may be involved in the cost of maintenance and
may view or see this cost as a direct expense (Jauhari, 2006). It is not always simple
to detect management costs; they are one of those costs that cannot be seen or
touched. The management cost is an essential component of the industry's fixed
costs; it is always there and cannot be increased or decreased. Jauhari (2006)
identified cost containment as one of the most important variables influencing the
growth of the hotel business. Every stage of hospitality operations, including
acquiring, receiving, storing, issuing, and preparing food and beverage, as well as
training and scheduling people, involves cost control (Dittmer & Keefe, 2006).

Hospitality operators are looking for cost-effective ways to generate income and
grow sales. At the strategic level, cost control aids decision-making by aligning the
firm's cost structure with actual expenditure and evaluating the organization's
strategic efficiency (Anderson, 2006). Knowing how much money is coming in and
going out of your business is crucial, which is why budgeting is a necessary skill for
all hospitality professionals. Unfortunately, this is frequently given entirely to
Supervisors or Managers, even though every member of your team should
understand the importance of their role in creating sales and how their conduct and
service delivery will affect this. Look for patterns and trends in the data you have
about your property. There will be scheduled events as well as ad hoc activities that
will have an impact on the performance of your hotel (Cengiz, 2018). Calculate your
expenses and additional charges that you have not yet incurred but may in the
future. According to Iguchi (2019), 76% of hospitality businesses do not have a
training budget.

Most revenue managers will see price as a technique for raising either income from
room rates or the number of rooms rented out in order to improve RevPAR (i.e. by
increasing occupancy rates). However, in the hotel business, pricing serves more
purposes than only regulating room occupancy and revenue per room. This is the
one on which most revenue managers concentrate nearly totally (Cengiz, 2018). It is
the most fundamental function of pricing; it informs the buyer how much he must
forego in order to receive the commodity or service (i.e. the hotel room). I add this
crucial, albeit fundamental, function of pricing to underline that it is only one of
numerous. Consumers are not very rational and lack the basic knowledge and
information to perform a complete cost-benefit analysis of a product against a
competitor's product. Higher prices mean higher quality (Burgess, C., 2000). If not,
the buyer still considers the space to be of higher quality and higher price. As such,
pricing is an important tool in brand development and management. There is also
evidence that the higher the price, the higher the guest satisfaction. That is, if the
"value received" remains constant and only the price changes (that is, if it is set
higher than the alternative price), then the more expensive option will be rated higher
on TripAdvisor. Therefore, pricing is a tool for potential guests to consider your
business of quality before choosing a hotel, and it is also a tool for positively
impacting the hotel experience (Kong, H., 2016).

Human resources
Human resource management is an important part of the hospitality industry. The
quality of the hotel is determined by the staff, who are the brand ambassadors of the
hotel, as hospitality is to provide first-class service to our guests. Therefore, the
selection and training of the right people is a duty that the human resources
department must carefully fulfill (Çetinel, 2008). Therefore, the human resources
department is an important element of the hospitality industry and is necessary for
the efficient operation of hotels. Ashok Malkani considers the responsibilities of the
human resources department and the difficulties that must be addressed in order for
the hotel to succeed. Hiring is the process of finding and hiring talented applicants
for a position, including the right people for that position (Çetinel, 2008). The HR
manager is responsible for overseeing the entire hiring process. You are responsible
for planning and implementing recruitment strategies that cover the personnel
requirements of the hotel industry in compliance with all basic legal standards
(Aboyassin, 2017). This includes identifying candidates' sources, creating and
uploading advertisements, working with agencies and educational academies,
agencies and unions, approving procedures to ensure fair employment
opportunities, and hiring and hiring companies. Includes management of the funds
provided for (Aboyassin, 2017).

Today, in every hospitality business, everything revolves around employee

capabilities, especially employee characteristics. The characteristics of the staff
determine the quality of service. Features relate to the knowledge, skills and
concepts that contribute to the survival and development of the hotel. Features relate
to the knowledge, skills and concepts that contribute to the survival and development
of the hotel (Çetinel, 2008). Implementation of personnel training solutions as a
result of court training implementation Training motivates and inspires employees by
providing them with all the information they need at work and helping them
understand the importance of work. It is important in many ways, including employee
training. Education and training can be seen as an important tool for implementing
HRM practice and law (Soriano, D.R., 2005).

There are several meanings and approaches to the topic of cultural diversity. When
we talk about cultural diversity, we usually mean distinctions in colour, ethnicity,
nationality, religion, or language among different groups within a community,
organization, or nation. Cultural variety, however, is more than that. Is concerned
with the diversity of human groups, communities, and cultures in a certain place,
region, or perhaps the entire planet (Aboyassin, 2017). It also refers to the blending
of individuals and even groups with diverse histories, traits, attitudes, beliefs,
practices, and traditions. In addition, the study alludes to the current diversity of
human social structures, belief systems, and tactics for adjusting to conditions in
various regions of the world. For example, the company has one Chinese employee
who works as a liaison between the company and its Chinese partners, and Ms
Eerola stated that the lady has made it easier for the company to do business with
Chinese partners because she speaks the language and understands business
culture as well as authority systems (Soriano, D.R., 2005).

Technological resources
Technology is advancing at an unprecedented pace, influencing customer
expectations and how the hotel industry works. While the development of some
industries has brought significant profits and cost savings to hotel companies, the
development of others has affected the way hotel developers build their structures,
infrastructure, management structures, and work requirements (Dalgic, A. and Birdir,
K., 2020). I gave it. Hotels are increasingly using smart room access control systems
that allow guests to swipe their cell phones to open doors with a keyless keypad.
Starwood (Sheraton, Westin, owning the "W" hotel brand) used this technology to
exchange 30,000 room keys in 150 hotels, and Hilton will have a similar system at
10 hotels in the United States this year (Chiang, 2019). We plan to deploy it. They
hope to roll out key smart room technologies around the world in 2016. This
technology eliminates the need for guests to receive the key, and if the guest loses
the room key, the reception staff does not have to issue a new key (Chiang, 2019).

At many airports, customers no longer have to wait in line for check-in, and
customers want the same seamless technology-driven check-in at their hotels.
Guests want their digital devices to be able to use them for everything from check-in
at the venue's automatic kiosk to ordering room service instead of walking in long
lines or hotel grounds. With digital innovation and social media, guests expect
bespoke digital interactions with hotels (Danso, 2020). Hotel operators are investing
in systems and technology. By investing in digital applications for check-in, room
service, and other customer-oriented digital interactions, you can provide your
guests with a personalized experience, such as displaying guest information at the
front desk. The name of the station for digital registration. Records of their food
preferences and previous purchases are displayed in the Digital Room Service
Ordering System. And similar. In addition, the concept of "concierge in pocket" is
rapidly gaining attention as it may provide operators with relevant information such
as nearby entertainment, medical facilities, and similar services (Danso, 2020). Like
many other technology trends in the hospitality industry, investing in check-in /
concierge applications requires less initial investment, allows hotel staff to focus on
customer service, and does not need to be created by real estate developers.
Improves efficiency and savings. Large static reception at all entrances and hotel
locations (Dalgic, A. and Birdir, K., 2020).

Recommendations
All managers must support employees to understand and understand the importance
of employee training. The human resources department may explain to employees
the goals of the training and how employees will benefit from it; at the same time,
employees should receive training to let them know how to use the knowledge
learned from the training in the future. Industry operators should learn and allow
professionals to participate in an effective food cost accounting and control system.
The operating costs of enterprises should be solved by reducing labor costs. Industry
(business) owners should draw a clear line between ownership and management
rights. Before getting involved in the hotel business, effective and good planning can
be used to reduce management costs and flourish business development.

Conclusion
Companies need to grow by setting the most efficient strategic goals, determining
the conditions for achieving these goals, training their employees, and providing
them with the knowledge and talent they need. To implement a strong training
program, all companies need to encourage employees to improve their skills and
reward their efforts (Boella, 1996). In order for a business activity or business
operation to be successful, it is necessary for the company or organization to carry
out effective cost management and business operation so that the business operator
(investor) is not responsible for managing the business or purchase of the industry.
You can conclude that there is. The bureaucratic dimension; wasteful, uncontrollable
and uncontrollable.
Reference list
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Employee's Performance: Applied Study in the Five Stars Hotels in
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Adeola, O. and Ezenwafor, K., 2016. The hospitality business in Nigeria: issues,
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Babalola, W. and Oluwatoyin, O., 2014. Direction for the future of tourism, hospitality
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sports, 2(1), pp.39-52.

Burgess, C., 2000. The hotel financial manager–challenges for the

future. International Journal of Contemporary Hospitality Management.

Cengiz, 2018. Do food and beverage cost-control measures increase hotel

performance? A case study in Istanbul, Turkey. Journal of Foodservice Business
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Çetinel, 2008. Human resources management in small-and medium-sized hotels in

Turkey. Journal of Human Resources in Hospitality & Tourism, 8(1), pp.43-63.

Chiang, 2019. Classifying technological innovation attributes for hotels: an

application of the Kano model. Journal of Travel & Tourism Marketing, 36(7), pp.796-
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Dalgic, A. and Birdir, K., 2020. Smart hotels and technological applications.
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Danso, 2020. Technological Innovation and Firm Performance among Star Rated
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Dittmer, J., 2015. Everyday diplomacy: UKUSA intelligence cooperation and

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Jauhari, V., 2006. Competencies for a career in the hospitality industry: An Indian
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Serra-Cantallops, 2018. Progress in research on CSR and the hotel industry (2006-
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Soriano, D.R., 2005. The new role of the corporate and functional strategies in the
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