Advance Accomodation Operations I

INSTITUTE OF HOTEL MANAGEMENT KOLKATA
PLANNING AND ORGANIZING THE HOUSEKEEPING DEPARTMENT
Housekeeping is a 24X7 operation. It is important that the Exe. Housekeeper plans and
organizes the work of the department for the smooth and efficient functioning.
The Ex. HK identifies the areas that will come under the purview of housekeeping
department for maintenance and upkeep. The Ex. Housekeeper should collect the floor plan of
hotel from maintenance dept and make a list of all the guest and employee areas of the property,
which staff would be responsible for cleaning and maintaining.
Floor plan essentially shows the division of floor area into different room area.
Different colour coding may be used for different departments that are responsible for
maintenance and care of the various areas.
The Ex. Housekeeper uses available resources to attain objectives set by top
management Executives. Resources include people, money, work methods (sop), materials,
infrastructure, energy and equipment, and time. Since the resources are in limited supply the
Exe. Housekeepers’ job is planning how to use the limited resources available to attain the
hotel’s objectives.
Resources-
Manpower-
 Recruit skilled labour, as well as multitasking men and women

 Training and development
 Provide staff benefit (medical benefit and children education etc.)
 Incentives
 Staff Appraisals leading to promotions
 Proper work environment
Finance –
 Prepare proper budget

 Review monthly income verses output
 Revenue management
 Market survey prior to purchasing equipments, linen and supplies etc
 Proper SPS will add to ensure saving on wastage.
SOP (standard operating procedure)-
 Operating staff should be consulted for the best and easy method to perform a task
 SOP should fit in quality management system
Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

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 Create simple SOP so that staff will follow them.

 SOP should be written in dual language (English and local) and enhanced with pictures
of uncommon ingredients/materials etc.
 New SOP should be installed with proper training.
 Close supervision is necessary to ensure SOP is followed by one and all to maintain
standards.
 SOP should be renewed/ reviewed at least once a year to upgrade.
Raw material-
 Locally procure raw material

 Market survey and improve purchasing system
 Waste management
 Bulk purchasing
 Proper storage
 FIFO and LIFO
Infrastructure-
 Material used in construction should be eco friendly

 Space management
 Eco friendly architecture
 Allowing maximum daylight to enter the building to reduce consumption of electricity
 Emergency exit, plan of wiring and plumbing should be taken care of.
Energy-
 Reduce, Reuse, Recycle, Refuse and Rethink/Repurpose.

 Water-
o Rain water harvesting
o Drip irrigation
o Dual flush flow and Centralized flushing system
o Aerated water and Sensor taps
o Installing shower cubical instead of bathtubs
o Changing linen only on guest request
 Electricity
o Usage of sunlight
o Installation of electronic key card system
o Motion sensor lights
o Maintain equipments
o Purchasing 5 star rated equipment
o Utilizing CFL or LED lighting
Note- Proper awareness programmes for staff will ensure minimum usage of
energy.

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Equipment-
 Quality output
 Easy to install
 Easy to train and operate
 Easy to maintain
 5 star rated- consumes less power
 Design – comfortable to operate
 Portable and multitasking
 After sales service
Time-All the resources must be used up to optimum level to use better time
management.
PLANNING -
Planning is the function of management that involves setting objectives and determining a
course of action for achieving those objectives. Planning requires that managers be aware of
environmental conditions facing their organization and forecast future conditions. It also
requires that managers be good decision makers.
Planning is a process consisting of several steps. The process begins with environmental
scanning which simply means that planners must be aware of the critical contingencies
facing their organization in terms of economic conditions, their competitors, and their
customers. Planners must then attempt to forecast future conditions. These forecasts form the
basis for planning.
Planners must establish objectives, which are statements of what needs to be achieved and
when. Planners must then identify alternative courses of action for achieving objectives.
After evaluating the various alternatives, planners must make decisions about the best
courses of action for achieving objectives. They must then formulate necessary steps and
ensure effective implementation of plans. Finally, planners must constantly evaluate the
success of their plans and take corrective action when necessary.
There are many different types of plans and planning-

Strategic planning involves analyzing competitive opportunities and threats, as well as the
strengths and weaknesses of the organization, and then determining how to position the
organization to compete effectively in their environment. Strategic planning has a long time
frame, often three years or more. Strategic planning generally includes the entire
organization and includes formulation of objectives. Strategic planning is often based on the
organization’s mission, which is its fundamental reason for existence. An organization’s top
management most often conducts strategic planning.
It is a disciplined effort that produces fundamental decisions and actions that shape and
guide what an organization is, who it serves, what it does, and why it does it, with a focus on
the future. Effective strategic planning articulates not only where an organization is going
and the actions needed to make progress, but also how it will know if it is successful.

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What is a Strategic Plan?

A strategic plan is a document used to communicate with the organization the organizations
goals, the actions needed to achieve those goals and all of the other critical elements
developed during the planning exercise.
Tactical planning is intermediate-range (one to three years) planning that is designed to

develop relatively concrete and specific means to implement the strategic plan. Middle-level
managers often engage in tactical planning.
The key to a well-developed tactical plan is having specifically stated actions assigned to
particular employees with specific deadlines. Bold objectives and thoughtful strategies
produce nothing if no steps are taken to put them into action. The goals and strategies give
vision and the actions make the company plans real.
Operational planning generally assumes the existence of organization-wide or subunit

goals and objectives and specifies ways to achieve them. Operational planning is short-range
(less than a year) planning that is designed to develop specific action steps that support the
strategic and tactical plans.
Operational Plan specifically direct people to perform the day-to-day tasks required in the
running the organisation. Organisation management and staff should frequently refer to the
operational plan in carrying out their everyday work. The Operational Plan provides the
what, who, when and how much:
 what - the strategies and tasks that must be undertaken

 who - the persons who have responsibility of each of the strategies/tasks
 when - the timelines in which strategies/tasks must be completed
 how much - the amount of financial resources provided to complete each strategy/task
Planning is the Ex. Housekeeper’s most important management functions, providing

direction and focus on all activities. Planning the work of the HK department requires a
step-by-step, systematic approach, to ensure that the work is done correctly, efficiently, on
time and with the least cost to the department. Without competent planning, everyday may
present crises one after another. Constant crises lower morale, decrease productivity and
increase expenses within the department. Housekeeping planning should be done on paper
and needs to be properly documented. The questions that arise at the beginning of the
planning process lead to the formation of the basic planning activities.

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BASIC PLANNING ACTIVITIES
INITIAL PLANNING QUESTIONS RESULTANT PLANNING DOCUMENTS
1. What item within this area must be  AREA INVENTORY LIST

cleaned or maintained?
2. How often the items within this area must  FREQUENCY SCHEDULES
be cleaned or maintained?
3. What must be done in order to clean or  PERFORMANCE STANDARDS

maintain the major items within this area?
4. How long should it take an employee to  PRODUCTIVITY STANDARDS

perform an assigned task according to
department’s performance standards?
5. What amount of equipment and supplies  INVENTORY LEVELS

will be needed to meet performance and
productivity standards?
Division of Work Document-
 In the first step of planning, the executive housekeeper identifies the areas that will
come under the purview of housekeeping department for maintenance and upkeep.
 This is especially important in a newly opened property.
 Most housekeeping departments in luxury hotels are involved with cleaning guestrooms
and the related public areas.
 The other ‘back of the house’ areas are taken care of by the stewarding assistants.
 However, in mid-scale properties, the housekeeping department may also be responsible
for such areas as dining and banquet rooms, meeting rooms, recreation rooms, employee
areas, and management offices.
 The executive housekeeper should make a list of all the guest and employee areas of the
property in a division of-work document and put down on paper who would be
responsible for cleaning and maintaining each area.
 To ensure all possible areas to be cleaned have been covered, the executive housekeeper
must make regular tours of the property.
 It also helps to mark the areas on a blue print of the property plan.

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 This division-of-work document should be presented to the executive committee for

review and approval.
1st step -AREA INVENTORY LISTS:
Once the division of work document is finalized, the Exe. HK needs to concentrate on
the areas that are her department’s responsibility.
 The next important planning task is to prepare area inventory list of all items and
surfaces within a particular area that require the attention of housekeeping personnel.
 Area inventory list are bound to be long and extremely detailed.
 When preparing a guestroom area inventory lists, it is a good idea to follow the
sequence in which room attendant will clean and in which supervisors will inspect them.
This enables the Exe. Housekeeper to use the inventory lists as the basis for-
1. Developing cleaning procedures,
2. Training plans and
3. Inspection checklists.
Housekeeper may also decide on –
 SOP,
 Cleaning agent,
 Cleaning equipment,
 Manpower,
 Time,
 Purchase and
 Budget of the department.
Following is the combined list of Area Inventory List and Frequency Schedule-
“Area Inventory list” “Frequency Schedule”
S.No Item No. Of Material of Routine cleaning Periodic

Item Item Cleaning
Weekly
1 Main door 1 Hard wood 1/dust 1/polish 2/repair and

polish
2 Door knob 2 1/dust 2/polish 2/ buff or

apply lacquer
3 Number 1 1/dust 2/polish 2/buff or

plate apply lacquer
4 Safety key 1 1/dust ----- Repair or

change when

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chain necessary
2nd step- FREQUENCY SCHEDULES:
Frequency schedules indicate how often items on inventory lists are to be cleaned or
maintained.
 The frequency of cleaning is directly related to the type and amount of soiling
expected in the area or on the item to be cleaned.
 Items that must be cleaned on a daily or weekly basis become part of a routine
cleaning cycle and are incorporated into standard work procedures.
 Other items are inspected on a daily or weekly basis, but they become part of a
deep cleaning programme, and are scheduled as special cleaning projects.
 Task on an area’s frequency schedule that are made part of HK’s deep cleaning
programme should be transferred to a calendar plan and scheduled as special
cleaning projects.
 The calendar plan guides the Executive Housekeeper in scheduling the
appropriate staff to perform the necessary work.
 Deep cleaning and special projects should be scheduled for periods of low
occupancy, and many such tasks take place during the night shift.
3rd step- PERFORMANCE STANDARDS:
They are required levels of performance that establish the Quality of work that must be
done according to the expectation of the property. Performance standards describe how and
what standards the work is to be done.
 In other words, performance standards lay down the required quality levels for
employees’ performance.
 Standards are required quality level of performance. It states not only what must
be done, but also describe in details how the job must be done.
One of the primary objectives of planning the work of the HK dept is to ensure that all
employees carry out their cleaning tasks in a consistent manner. The key to consistency are
the performance standards which the Exe. Housekeeper develops, communicates, and
manages.
 When performance standards are not properly developed, effectively communicated

and managed the productivity of the HK dept suffers because employees will not be
performing their tasks in the most efficient and effective manner.

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 The most important aspect of developing standards is gaining consensus on how

cleaning and other tasks are to be carried out. Consensus can be achieved by having
individuals who actually perform the tasks contribute to the standards that are
eventually adopted by the department.
 Performance standards are communicated through ongoing training programme. Ex.

Housekeeper must manage those standards. Managing standards means ensuring
conformity to standards by inspection. “You can’t expect what you don’t inspect”.
 The Ex. Housekeeper should review the department’s performance standards at least
once a year and make appropriate revisions as new work methods are implemented.
Performance standards are achieved when-
 Cleaning methods are correctly selected and systematically followed.

 The ideal cleaning agents are used on the various surfaces involved.
 The correct pieces of equipment are used on the various surfaces involved.
 Cleaning tasks are carried out at required frequencies.
 All the employees carry out their cleaning tasks in a consistent manner.
 Time and motion studies are periodically carried out in the department to obtain
best practices in housekeeping.
4th step-PRODUCTIVITY STANDARDS:
Quality and quantity can be like two sides of a coin. On one side, if the quality expectations
are set too high, the quantity of work that can be done accordingly may be unacceptably low.
This forces the Ex. Housekeeper to add more staff to ensure that all the work gets done. On
the other side, if performance standards are set too low, the quantity of work that can be
done will be unexpectedly high may lead to unsatisfied guest and non repetition of guest and
hence the business.
The challenge is to effectively balance performance standards and productivity standards.

Quality and quantity each can serve to check and balance the other.
While performance standards establish the expected quality of the work to be done,
productivity standards determine the acceptable quantity of work to be done by department
employees. Housekeeping managers must know how long it should take for an employee to
perform the main tasks in the area inventory lists, as this knowledge help in determining
staffing requirements. Productivity standards will vary from one property to another.
Some of these factors may be-
 The type and age of the property.

 The type of surfaces involved and the degree and type of soiling.

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 The accessibility of the work area from the service areas.

 The frequency of cleaning.
 The amount of traffic in the work areas.
 The type of cleaning supplies and equipment available.
 The function of the work area.
 The expected standards of cleaning.
 Skilled and trained employees.
For e.g.-Productivity standard –
Step 1- Determine how long it should take to clean one guestroom as per department
performance std- approx- 30min
Step 2- Determine the total shift time in minutes- 9hrs X 60 min= 540 min
Step 3 – Determine the available time for cleaning-
Total shift time- 540 min

Less-
Briefing- 10min
Morning Break 15min
Lunch 45min
End of shift 10min
80min
540-80=460/30=15.3room/GRA /day (15-16 room/GRA/9hrs) as per hotel standard.
5th step- INVENTORY LEVELS: (EQUIPMENT & SUPPLY)
After planning what must be done and how the tasks are to be performed, the Exe. HK must
ensure that employees have the necessary equipment and supplies to get their jobs done. The
housekeeper is responsible for 2 types of inventories:
 Recycled Inventories: These are for items that have relatively limited useful lives, but
are used over and over again in HK operations. Recycled inventory items include linen,
uniforms, machineries and large pieces of equipment, guest loan items etc.
 Non-recycled Inventories: These are items that are used up repeatedly during the course
of routine housekeeping operations. Items include guest amenities, cleaning supplies,
and smaller pieces of equipment such as broom, mops etc

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The Executive Housekeeper must establish reasonable levels for both recycled and non-
recycled inventories. Overstocking should be avoided, as it ties up cash and calls for a larger
storage area.
“Par” refers to the standard quantity of each inventoried item that must be on hand to
support daily, routine HK operations. Par levels are determined differently for the two types
of inventories. Inventory levels for recycled items are measured in terms of a par number. In
the case of non-recycled inventory items, the par number is the range between two figures: a
minimum inventory quantity and a maximum inventory quantity. The minimum inventory
quantity refers to the lowest number of purchase units that must be in stock at any given
point of time. The on-hand quantity for a non-recycled inventory should never fall below this
figure. The minimum quantity figures are established based on the rate of consumption of a
particular inventory item over a certain period. The following formula is used:
Minimum quantity = Lead-time quantity + safety stock level.
Lead time quantity is the number of purchase units that are used up between the time that a
supply order is placed and the time that the order is received in hand, and safety stock level
is the number of purchase units that must always be on hand in case of emergencies,
damages, and delays in delivery.
The maximum inventory quantity, on the other hand, refers to the greatest number of
purchased units that should be in stock at any given point of time. Storage space, the cost of
the item, and its shelf life are certain factors that must be kept in mind when establishing the
maximum inventory level for a non-recycled inventory item.
Maximum Quantity = No. of days within orders ÷ No. of days it takes to use one
purchase unit + then adding minimum quantity.
Setting Par for Non- Recycled Inventories (for e.g.)
Step1. Determine how many bars of soap usually compose in a standard package –for
e.g. 1 case contains – 1000 bars of soap
Step2. Calculate how many bars of soap will be used on an average day during hotel’s
peak season.
For e.g. - 200 rooms occupies and 1 soap used in each room each day. 200 soaps per day
Step 3. Determine how many days it will take to use up a standard purchase unit. (1000
bars -1 Unit)
1000/200 = 5 days /1 unit(SPU- standard purchase unit)
Step4-Determine the minimum number of purchase unit of soaps should always be in stock
at any time.
The minimum quantity is determined by: –

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Lead time quantity + Safety stock

Lead time-To determine the quantity of soap needed to cover lead time ( the period between
placing and receiving an order) the Ex. housekeeper has to consider – how long it takes for
the hotel to process and approve a purchase request and how long the supplier needs to
process and deliver the order
For e.g. it takes 5 days to process and receive and order of soap –
Hence 5 days – 1 unit/SPU
Safety stock -
Housekeeper with experience determines the soap which has relatively short shelf life supply
for 5 days is sufficient to cover any emergency.
Hence the safety stock for 5days is -1unit/SPU

Hence – Lead Time + Safety Stock
5 days (1 SPU) + 5 days (1SPU)
Minimum quantity – 2 SPU
Step5- Determine maximum quantity of soap or the greatest number of cases that should be
in stock at any time. (in addition housekeeper must have concern towards
(a) Storage space and

(b). Conserving money)
A maximum quantity can be determined by –
No. Of days between order + minimum quantity

No. Of days to use up 1 SPU
For e.g. If Ex housekeeper orders once a month (30 days)
30 + 2 = 8 SPU
5
Hence the maximum quantity is 8 SPU
Therefore when inventory touches the minimum quantity order must be place to bring back
the inventory level to maximum quantity.
A perpetual inventory of all cleaning supplies is often used in conjunction with the par stock
system. The perpetual inventory provides a record of all materials requisitioned for supply
closets.
Sample inventory format for non-recycled items-

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Item Supplier Purchase Cost per Opening Items No. of Items Lead Min. Max. Par
unit purchase stock received Items in time inventory inventory level
unit in this used stock qty. qty quantity
period
Work Schedule-
 Once the executive housekeeper is through with planning the work and resources, the
employees can start on their work schedules.
 The work schedule is a document that lists the actual tasks to be carried out by an
employee in a particular shift and the time frame in which to undertake each task.
 The number of schedules made for a given area is thus an indication of the number of
staff required to clean that area on the particular day.
 For guestroom cleaning, the executive housekeeper should schedule GRAs by giving each
of them room sections of 15-16 guestrooms reasonably contiguous to each other.
 In case of team staffing, 30-35 guestrooms continuous to each other can be assigned.
 The work schedules should be handed over to the employees as they start their shift.
Organizing the Housekeeping Department:
Organizing refers to the Executive Housekeeper’s responsibility to structure the

department’s staff and to divide the work so that everyone gets a fair assignment and all the
work can be finished on time. Structuring the department’s staff means establishing the –
lines of authority and the flow of communication within the department. Two important
principles that should guide the organization of a department are:
 Each employee should have only one supervisor.

 Supervisors should have the authority and information necessary to guide the
efforts of employees under their direction.
The Ex. Housekeeper delegates authority to supervisors and must ensure that each employee
recognizes the authority structure of the department. The Ex. HK may delegate authority
but cannot delegate responsibility.
An Organization Chart provides a clear picture of the lines of authority and the channels
of communication within the department. It also shows how grievances or other
communications are channelled through the department. A copy of the chart should be
posted in an area so that all HK employees can see where they fit into the overall
organization of the department.

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Staff Organization Chart of housekeeping department of a large hotel;
The Executive Housekeeper use information gathered from earlier planning activities to
identify the number and types of positions that are needed and to develop task lists and job
description for each of these positions.
A task list/job list identifies the tasks that must be performed by an individual
occupying a specific position within the department. The tasks on the list should reflect the
total job responsibilities of the employee. The task list should simply state what the
employees must be able to do in order to perform the job.
Job Description must be tailored to the specific operational needs of individual

properties. The information includes reporting relationships, additional responsibilities, and
working conditions, as well as equipment and materials to be used in the course of the job.
@@@@@@@
Other Management Functions of Executive Housekeeper:
Top Executives must plan what the hotel is to accomplish by defining its objectives. The
desire to attain these objectives leads to organizing, coordinating, and staffing activities.
Once members of the hotel staff are selected, management can direct the course of their
work and implement control systems to protect the hotel’s assets and to ensure smooth,
efficient operating activities. An analysis of actual operating results may lead to changes in
organizing, coordinating, or staffing procedures. Also as a result of evaluating all planning

August 20 Page 13
and operating activities, management may find that revisions to the organization’s plans or
objectives are needed.
An important planning activity of the Ex. HK is drafting the housekeeping department’s

operating budget.
COORDINATING & STAFFING:
Coordinating is the management function of implementing the results of planning and

organizing at the level of daily housekeeping activities. Each day, Ex. Housekeeper must
coordinate schedules and work assignments and ensure that the proper equipment, cleaning
supplies, linens and other supplies are on hand for employees to carry out their assignments.
Staffing involves recruiting applicants, selecting those best qualified to fill open
positions, and scheduling employees to work. Most HK departments use some type of
staffing guidelines. Since labour is housekeeping largest expense item, properly scheduling
employees is one of the most important responsibilities to carry out their assignment.
DIRECTING & CONTROLLING:
Directing is focusing employee activity on the goals established in the planning phase,
using the strategies and organization established in the organizing, coordinating, and staffing
phase. For an Ex. Housekeeper, directing involves; supervising, motivating, training, and
disciplining employees.
Controlling refers to the Ex. Housekeeper’s responsibility, to devise and implement

procedures that protect the hotel’s assets. Assets are anything the hotel owns that has
commercial or exchange value. An Executive Housekeeper helps safeguard the hotel’s assets
by implementing control procedures for keys, linens, supplies, equipments, and other items.
EVALUATING:
Evaluating is the management function of assessing the extent to which planned goals
are, in fact attained. Monthly budget reports prepared by hotel’s accounting dept. staff are
important evaluation tools for all managers. These reports provide timely information for
evaluating housekeeping operations, especially the department’s monthly labour expenses.
The Ex Housekeeper uses these reports to compare actual departmental expenses to amount
estimated in the budget. Significant differences between actual amounts and budgeted
amounts are called variances.
In addition, Housekeepers needs information on a daily and weekly basis in order to
closely evaluate the performance of the staff and the overall productivity of the department.
Daily inspection reports and quarterly performance evaluations are used to monitor how well
the actual performance of employees compares with performance and productivity standards.

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_____________________________@@@@@@@___________________________
MANAGING HOUSEKEEPING PERSONNEL
Organizing chart identifies tasks, job titles, and the planned relationship between tasks.
A variety of documents such as job description, position description, job specification, job lists, job
breakdown and procedure are used to details various aspect of job.
JOB DESCRIPTION
A job description is a detailed document identifying to a job position –
 Reporting relationship
 Additional relationship
 Responsibilities
 Additional responsibilities
 Any specific know-how of equipment and materials
A job description also covers –
 Supervisory relationship
 Scope of job
 Hours of job
 Co-ordination details
Advantages of job description-
 Newly recruited employees know exactly what their job is

 The document ensures clear role in a common job/work of supervisor and subordinates to
avoid misinterpretation
 A job description serves as a legal document for any dispute arising from a lack of definition of
rules
 Job description set a basic foundation for achieving the std of performance.

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Job Description must be tailored to the specific operational needs of individual properties.
Sample job description of a floor supervisor-
Job title Floor supervisor
Place of work Housekeeping department
Immediate supervisor Assistant housekeeper
Shifts 0600-1500hrs
1300-2200hrs
2200-0700hrs
Purpose of job  Guest room area and sundry areas are maintained
according to standards
 Supervise GRA’s performance
 Communicate information regarding room status
 To achieve maximum efficiency and guest satisfaction
Subordinates directly GRA & houseman

supervised
Liaison with Other department supervisors, receptionist, maintenance

staff, laundry manager, linen room staff, valet runner, head
floor waiter & storekeeper
Scope of work  Assist in training staff

 Maintaining stocks
 Maintaining performance and productivity standard
 Planning daily and weekly work
 Reporting any major issues to immediate supervisor
 Checking staff duty and their grooming

 Issuing keys
Basic duties
 Supervising GRA’s and houseman’s task
 Inspecting guestroom and sundry areas
 Issuing guest supplies and cleaning agents

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 Supervising linen requirements and regularly inspecting

floor linen stock
 Attending guest request and complaints
 Liaison with front desk
 Reporting and checking maintenance work
 Maintaining security procedure with regards to keys,
fire drill etc
 Conveying emergency issues to higher authority
 Undertaking additional responsibilities conferred by
his/her superiors
Additional duties  Helping in cleaning of rooms when there is staff

shortage
 Assisting with stock taking
 Attending staff meeting
 Encouraging and motivating staff
POSITION DESCRIPTION
Position descriptions are written for employees with management prerogatives, who hire, fire, set
wages and make policies. Each position description gives basic function, scope, and specific
responsibilities of the occupant of the position.
 Relationship of responsibilities that they have with other member of organization are also
listed
 There is usually a statement as “work emphasis” outlining how a manager should allot his/her
time and effort.

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Sample of -POSITION DESCRIPTION
Position: Assistant Executive Housekeeper
Job Code: 10161
Department: Housekeeping
Status: Non-Exempt / Full time
Reports To: Executive Housekeeper
Position Overview: The Assistant Executive Housekeeper assists in the managing and
directing of the day–to–day operations of all Housekeeping and laundry functions. Provides
support to the Executive Housekeeper in all areas of Housekeeping operation, such as staff
training, coaching and counselling and consistently inspects and enforces adherence to the
Standards of Excellence. Participates in and enforces quality assurance for Housekeeping
Department and department cost control measures. Makes certain the required
LHW(leading hotels of world) Brand Standards are achieved.
Essential Duties & Responsibilities
1. Attend or conduct pre- shift brief meeting at 8am daily.
2. Maintain clear and efficient communication and coordination with the Front Office and
other departments of the hotel.
3. To attract, motivate and retain staff. Provide leadership support and is readily accessible
to staff.
4. Assist in interviewing, scheduling, training, development, empowerment, coaching and

counselling of staff.
5. Conduct performance, salary reviews and progressive discipline.
6. Train staff by following OSHA and hotel guidelines for the safe handling of all
housekeeping chemicals and equipment.
7. Review and monitor daily schedule to ensure enough coverage for that day
8. Refer and follow up on maintenance/equipment issues with Engineering. Work closely

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with the House call Engineer for simple and quick repairs.
9. Respond to and follow through on guest requests, concerns and problems to the guest’s
satisfaction.
10. Delegate assignments and supervise all staff, House Attendants, Room Attendants, lobby
Attendants, turndown Attendants, Linen Room Attendants and Office coordinators.
11. Oversee work of contracted labor e.g. night cleaners and make consultation regarding
general maintenance of public areas and Back of the House.
12. Monitor and perform inventories weekly / monthly. Ensure enough guest supply, linen
supply and uniform.
13. Coordinate with the outside laundry to ensure that Room Linen/terry, guest clothing and
staff uniforms are correctly processed and returned in a timely manner. 14. Manage
operating expenses to minimize costs while still maintaining excellent guest services.
15. Assist with budgeting, forecasting and financial planning of the department. 16. Assist
with scheduling and payroll cost controls, such as edit daily employee time card and enter
employee schedule
17. Supervise and conduct daily detailed inspection of guest rooms, public areas, Back of the
House and outside of the hotel. Ensures compliance with the hotel’s Standards of
Excellence, health/sanitation standards and regulations.
Qualifications:
Education: A high school diploma is required and a B.A degree preferred.
Experience: Minimum 3 years of management experience with at least 2 years in

Housekeeping management. Have working knowledge of federal, state and local laws
governing equal employment opportunity and civil rights, OSHA, wage and hour issues, and
labor relations e.g. equal pay Act.
Supervisory Responsibilities: Supervise Office Coordinators, Room Attendants, House

Attendants, linen Room Attendants, lobby attendants and Turndown attendant’s. Must be
able to communicate instructions effectively with staff members and create a fun and
comfortable environment. Must balance constructive criticism with positive feedback.

August 20 Page 19
Note: This job description in no way states or implies that these are the only duties to be
performed by the employee occupying this position. Employees will be required to perform
any other job-related duties assigned by their supervisor.
JOB SPECIFICATION
A job specification is a document detailing the minimum qualities and qualification required by an
individual to perform a particular job. For e.g. an advertisement, It includes –
 Education qualification
 Age limit
 Equipment skill
 Physical characteristic
 Mental traits
 Personality
 Language skills
 Special requirement
Job specification is used as a tool for the selection of the right employees for a particular job.
JOB LIST/ TASK LIST
A job list identifies all the key tasks that must be performed, in the order of their importance, by an
individual occupying a specific position within the dept. the job list may also be referred as “task list”
should be brief and to the point; hence it does not explain how to carry out the job.
For e.g. 1

August 20 Page 20
Sample Room Attendant task list-
1. Get Guest Amenities for Assigned Rooms

2. Get Cleaning Supplies for Assigned Rooms
3. Keep Your Cart and Work Areas Organized
4. Enter The Guestroom
5. Prepare the guest room for cleaning
6. Clean the Guestroom Closet
7. Make the bed
8. Dust the Guestroom
9. Replenish Supplies and Amenities
10. Clean windows, Tracks, and Sills
11. Begin to clean the Bathroom
12. Clean the tub and shower area
13. Clean the toilet
14. Clean the Sink and Vanity
15. Clean the Bathroom floor
16. Finish Cleaning the bathroom
17. Put finishing touches on the Guestroom
18. Vacuum the Guestroom
19. Exit The Guestroom
e.g. 2

August 20 Page 21
Sample of a task list/job list of a laundry manager-
 Approve distribution of linen to guestrooms and F&B outlets

 Coordinate all maintenance and repair of machinery
 Develop methods for increasing OPL efficiency
 Evaluate OPL staff.
 Hire and train staff
 Make reports and recommendation when required
 Prepare the OPL (on premises laundry) budget
 Record laundry cost
 Supervise OPL safety programme
JOB BREAKDOWN
This is a form that details how the technical duties of a job should be performed. Job breakdown are
developed by those who actually perform the task regularly. A team of experienced supervisor and
attendant are best for developing job breakdown.
Job breakdown are excellent tools for training new employees. For e.g. Task list number 7 – “make the
bed”- job breakdown is- to make a bed “how to hold and spread the sheets and tuck in”
JOB PROCEDURE
A job procedure specifies the way is which task is to be performed. Updating job procedure is
necessary as when equipment, agent etc changes. SOP is also referred as “work card”.
For e.g. Task list number 7 – Make the bed- job procedure is “how to make the bed” which includes
the equipment and material required, time, safety measure to be taken etc.
PROCEDURE MANUAL
Procedure manuals tells each employee exactly how to perform each step of the job; is written in
language that will be clearly understood; and ideally is illustrated with close up photos/drawings of
those job function that can be explained by pictures than by complicated description.

August 20 Page 22
These manuals are necessary in maintaining uniform standard even when managers and employee
changes.
Standard operating procedure –
Consider –
 Your staff’s prior knowledge

 Staff’s language abilities. If needed SOP should be written in local language too.
Importance and goals of SOP-
 To aid standardization (Quality Assurance/Quality Control).

 To maximize production requirements.
 To preserve surface
 To effect saving on equipment and materials
 To ensure the procedure has no adverse impact on environment
 To ensure safety and prevent accident
 To ensure everything goes according to schedule
 To prevent failures
 To be used as training document
 To compile work schedule and help in staffing requirement.
SOP comprise the following information-
 The job to be done

 Time required to do the job
 Equipment and materials required
 Procedure of work
 Safety factors
 Frequency of the job
MASTER MANUAL
Is comprised of, the entire procedure manual for the entire department, including all the job
descriptions.

August 20 Page 23
Without manual employee will perform his job slightly different way each day. No such manual is ever
final because new supplies, equipment, and techniques are always being discovered. Sometimes even
employees suggest or come up with new ides and at times layout changes which will necessitate new
house keeping procedure.
Therefore procedure manual is nothing more than latest version of manual that will inevitably be
revised.
 Because of the permanence, it is recommended that all procedure manual be prepared in

inexpensive form
 Special consideration should be given to printing manual as a small pocket size booklet for
reference until such time that employee actually memorizes each step.
 It is advisable to publish the manual in the native language as well as English
 Add illustrated pictures.
Theoretically the procedure manual describes the ideal routine to be followed in the performance of
every HK function.
In practice minor deviation occasionally saves time. Employees find the routine bearable only if
permitted to make such minor deviation to break up th monotony of their job.
Procedure manual (how to manual) is extremely helpful to new employees. It will eliminate the worker
having to seek for supervisor.
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JOB ALLOCATION AND WORK SCHEDULE
A work schedule is a document that lists the actual task to be carried out by an employee in a
particular shift & the time frame in which to undertake each task.
The Work Schedule documents include the following
1. Position of the employee

2. The area of operation
3. The time at which the employee has to perform the allotted task.

August 20 Page 24
4. Timings of meals breaks & other special jobs

5. Time for tiding equipment & closing up.
Work schedule should be written in simple language & have a concise form. The schedules should be
handed over to employees when they report for work. A sample of work schedule house person is
given below
TIME ACTIVITY
07.00 Am Reports to work
07.10 Am Clean glass door
Dry mop floor at the entrance
Damp mop the entrance with steps
Sweep porch area
09.30 Am Vacuum clean the carpets
10.00 Am Breakfast
10.15 Am Dry mop the floor
01.30 Pm Break for the lunch
02.15 Pm Damp dusting lounge area
Clean the house -telephone
04.00 Pm Off for the day
Staff scheduling and staff allocation
Man power planning
Managing staff has three main aspects-
1. Organizing work for people- distribution of work through rota, arranging resources
2. Organizing people for work- manpower planning, recruiting, selection and training etc.
3. Motivation- wages, salaries and bonus and other benefits discipline and counselling.
Manpower planning involves deciding how many staff and what sort of staff an establishment needs.
Staff scheduling –

August 20 Page 25
Scheduling-
 A schedule should cover a full workweek, which is typically defined as Sunday through
Saturday.
 Schedules should be posted at least three days before the beginning of the next workweek
 Days off, vacation time, and requested days off should all be indicated on the posted work
schedule
 The length of time that a position is vacant until a new employee who can fully perform the
job fills it.
 Once an employee resigns, depending on your employer’s procedure, you may fill out an
employment requisition form..
 Forecast your personnel needs periodically.
 A Staffing Guide Form can be used every two months to help determine when to hire new
employees .Staffing guides are based on the budget and expected volume of business.
 Before Planning the Duty Roster-
o Consider the amount of cover required.
o The types of shifts.
o Make sure that all duties are covered.
o Sufficient cover of all grades of staff-each shift.
o Fair allocation of weekend work.
o Take into account break periods.
@@@@@@@
Since labour is greatest single expense, one of the most important managerial functions of the Ex.
Housekeeper is to ensure that the right numbers of employees are schedules to work each day. When
too many staffs are scheduled to work, the dept. becomes overstaffed. Over staffing results in
excessive labour cost that decrease hotel profit.
When too few employees are scheduled to work the dept becomes understaffed. While understaffing
decreases the labour cost, it may also decreases hotel’s profit because performance standard will not
be met, resulting in dissatisfied guest and lost business.
The factors to consider-
 Type of hotel
 Location of the hotel
 Size of the hotel
 Occupancy rate of hotel
 Company policies

August 20 Page 26
 Quantity of work to be done

 Performance standard (quality of work )
 Time needed to work
 Frequency of work
 Time when the work area is available
 Amount of traffic in the area.
First step towards efficient scheduling is to determine which positions within the Housekeeping
department are fixed and which are variable in relation to changes in occupancy level at the hotel.
Fixed positions are those that must be filled regardless of the volume of business, generally,
managerial and administrative in nature. For e.g.
 Ex. Housekeeper
 Asst. housekeeper
 Supervisor
 Department clerk (day shift and afternoon shift)
Employees occupying these position are usually scheduled to work at least 40 hrs a week, regardless of
occupancy level.
Thump rule for determining staff strength (e.g. for 300 room 5 star hotel)-

August 20 Page 27
DETERMINING STAFF STRENGTH
Ex. Housekeeper 1 per property
Deputy housekeeper 1 per property
Assistant Housekeeper 2 ( 1 per shift)
Public area supervisor 1/ 10,000 sq ft for public are per shift
Public area attendant 1 per 2,500sq ft public area per shift
/Houseman
Linen/uniform room 1
supervisor
Linen /uniform room 2
attendant
Floor supervisor 1/50 # morning shift; 1/ 100 # evening&1/ night shift
Guest Room attendant 1/16 rooms morning shift; 1/ 50 rooms evening shift and
1/100 room for night shift
Desk supervisor 1/shift
Desk attendant 1 per shift
Tailor and upholsterer 2 or depends on the work load hotel expects
Horticulturist 1
Head gardener 1 per 20 gardener
Gardener 1 per 4500 sq. feet of landscaped area
Variable position- The number of variable staff position to be filled varies according to occupancy level.

August 20 Page 28
This includes- GRA, supervisors, house person, lobby attendant.
The number of employee schedules to work in these positions is determined primarily by numbers of
rooms occupied during previous night.
In order to schedule the right no. of employee occupying variable staff position within department. The
ex. Housekeeper should develop a staffing guide.
@@@@@@@@
Staffing guide for a variable post - GRA (e.g. room attendant in 500 room hotel)
Step 1 Determine the labor hrs to be scheduled at various occupancy levels of 500room hotel, using
productivity standard of GRA.
Productivity standard of GRA to clean a guest room is 30 minutes (.5hrs)
At 100% occupancy
Rooms to clean = 500x1.0=500 rooms
Labor hrs to clean 500 rooms =500x.5=250 hrs
At 90%occupancy
Rooms to clean =500x.9=450 rooms
Labor hrs to clean 450 rooms =450x.5=225hrs
Step 2 Determine the number of full time employee (FTE) who must be scheduled to work when hotel
is at specific occupancy level.
Productivity standard of GRA – 30 min per room – 9 hrs shift = 16 rooms

August 20 Page 29
At 100% occupancy
Rooms to clean =500
No. of GRA needed =500/16 =31.25- 31 GRA/morning shift
At 90% occupancy =450
No. of GRA needed =450/16=28.12- 28 GRA/morning shift
Step 3 Determine the labor expense required at each occupancy level.
For e.g. GRA salary 7000/30 =233.3 / day =25.9/ hr (26/- per hr)
At 100% occupancy
Labor hrs of GRA = 250 hrs
Labor expenses for GRA = 250x26=6500/- per day
At 90% occupancy
Labor hrs of GRA =225hrs
Labor expenses for GRA =225x 26=5850/- per day
The staffing guide should be made for all positions and all occupancy level is a similar way, taking
productivity standard for the various for the various positions into account.
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August 20 Page 30
TYPES OF SHIFT
Most hotels operate 24 hrs a day and these are covered in three shift. Each shift’s duration is 9 hrs and
these shifts are normally scheduled to overlap by an hour with the next shift to facilitate handovers
and takeovers.
1. Straight shift – Staff work a specific no. Of hrs continuously depending on whether they are full
time or part time or part time for any shift with a break of 1 hr.
A standard night shift may be referred as a night shift/ graveyard shift.
2. Split shift/ Break Shift- Staff normally work a specified number of hrs during peak hours then
have a few hrs off duty and return to cover the next peak hrs.
In all they may not work more than 8 hrs, but a shift could cover a 12 hrs span during the day.
3. Rotating shift – number of staff covers a work period o 24x7. Three shifts of 8-9 hrs rotate in a
pre arranged manner. Each worker will change shift rotationally. This pattern follows a
particular speed and direction. The speed refers to the number of times you work a particular
shift (with a particular start time) before moving or rotating to a different one. Each working
shift has different rest days. Staff may also work a specified number of hrs in different shift
every day. For e.g. morning-afternoon-night-morning and so on.
4. Alternative Shift- For e.g. part time, flexi time, compressed work schedule and job sharing.
 Part time- PTE (part time employee) do not work like full time employee. They may
only work for 4-5hrs a day. Their duty should be scheduled according to the need of
the day. For e,g. Florist – morning 4-5hrs.
 Flexi time – Flexi time allows an employee to select the hours he or she will work.
There are usually specified limits set by the employer. Employees on a flexible schedule
may work a condensed work week or may work a regular work week. Those working a
condensed week may work four ten hour days, rather than five eight hour days. Those
who work a five day week may work hours other than the typical "nine to five."

August 20 Page 31
Who Needs Flexitime?
Many people could probably benefit from a flexible work schedule, such as
pregnant lady, Sick employees and lady who has to take care of her child or
single mother etc.
Everyone Benefits:
But for an employer to institute flexitime the company would want to benefit as
well. The obvious benefit to an employer is the ability to accommodate
employees who have trouble balancing their jobs and their families. In order to
retain those employees it would be in the company's best interests to allow their
staff to have a flexible schedule.
Flexitime is good for the environment too. With some workers commuting four
days each week, not five, fewer cars are out on the road. Fewer cars equal less
air pollution, and less congestion on the roads. Staggered schedules also help
eliminate traffic problems.
 Compressed work schedule –An employee working 9hrs a day and 6 days a week puts
in 54hrs labor per week. If the employee wishes, 54 hrs can be compressed within 5
days a week that is the employee would be required to work nearly 11 hrs a day and
get 2 days off.
 Job sharing- a full time job may be shared between two part time employees. The part
time employees involved usually work in different shifts. Job sharing is advantages in
cases where one partner resigns from the job and leaves. At such time the other
employee stays and trains the new partner.
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STAFF ALLOCATION -
DUTY ROSTER
Rosters are an essential tool for managing housekeeping procedures.
The housekeeping roster sets down the housekeeping tasks that need to be completed, who are
allocated to complete them, and when they are scheduled to be done (either time or frequency).

August 20 Page 32
The staff member who has been allocated a task has the responsibility to complete it to the
standards specified in the Procedures Manual, as well as comply with all safety legislation that
may apply to the task.
It is a good idea when roster is prepared, to ensure that individual team members are rotated
through all the different types of tasks and so ensure a high level of morale is maintained in the
team.
Duty roster is allotment or allocation of work or job which will specify –
 Job
 Place
 Timing
 Break or lunch time
 Immediate supervisor
 Special duties.
Advantages of duty roster-
 The exact number of staff required to be on duty at any given occupancy.

 The staffs working hrs are as per employment contract.
 The regular off days are availed for enhancing productivity.
 Knowledge of which employees are present on the premises in instances of
emergencies.
 Accuracy in attendance and payroll reports.
Important points to consider-
a) Amount of cover required 24 x 7

b) Type of shift- straight, split, rotating & alternating
c) Variation in work load
d) Ensure sufficient staff at peak periods.
STEPS IN MAKING A DUTY ROASTER- steps involved in making a duty roaster are as
follows-
Step 1: Ascertain occupancy levels and events expected in the hotel.
1. This information is provided by the sales and marketing department at the beginning
of the financial year.
2. On a daily and a weekly basis, more specific reports of occupancy are available
through coordination with the front office department.
3. The overall forecasts of occupancy must be considered before scheduling the
employees’ annual leave.

August 20 Page 33
4. These forecasts also help the executive housekeeper to follow the staffing to ensure
sufficient staff at peak periods and avoid excess labour during slack periods.
Step 2: Ascertain the spread of duty hours to be scheduled in the duty roaster, whether 12
hours, 16 hours, or 24 hours. Decide whether the positions will work for 5 or 7 days per week.
Step 3: Ascertain the type of shift-straight shift, break shift, rotating shift, or any other
alternative scheduling-to be used.
Step 4: Ascertain the number of full time and part time staff on the payroll.
Step 5: Ascertain the number of labour hours per day and per week required for various
positions.
Step 6: Incorporate coffee breaks and mealtime allowances in the roaster.
Step 7: Ascertain that each employee gets a weekly off day after 6 working days. Provide for
compensatory offs. Schedule one reliever per 6 employees.
Step 8: Ascertain closed days and restricted holidays, and any contingency planning that may
be needed.
NOTE- Thumb rule for duty roster – One reliever should be scheduled for every
employees recruited.
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Teamwork and Leadership
The current trend in housekeeping operations is to form teams to accomplish tasks rather than
scheduling employees on an individual basis.
The three important determinants of teamwork are-
 leadership,
 The building of the right kind of groups or teams for better productivity, and

August 20 Page 34
 Membership (which reflects the individual contributions people will make towards team
goals.)
A housekeeping team may consist of one supervisor, several (2-5) GRAs, and one houseman. This team
under the supervisor becomes totally responsible for a particular section of guestrooms in the hotel.
Cleaning performance, say, is then measured on a team basis rather than on individual basis.
Team Cleaning- an Example of Teamwork
In team cleaning, two or more GRAs together clean one guestroom at a time. Usually teams of two
GRAs each are assigned to 30-35 rooms. Team members rotate duties of bedroom and bathroom
cleaning. Team cleaning is successful when ideas come from the employees themselves and they are
given a free hand in their implementations. Team cleaning works in hotel that is willing to make a
change to meet new challenges.
Promoting teamwork within each team requires special effort. A teamwork checklist, such as the one
shown below, should be followed by the executive housekeeper to make it a success.
 Reward teamwork by praising the team and giving them choice assignments, raises and
promotions- just as you would individual performers.
 Include teamwork as a criterion during the employee’s performance appraisal.
 Rotate special assignments, allowing everyone an opportunity to shine as an individual
occasionally.
 Consider ideas generated jointly by the team as well as individual ideas.
 Share information and give the team a say in decision making.
 Give credit to the team in jobs well done.
Advantages of Teamwork
There are so many advantages of teamwork. Some of these are as follows:
 A principal advantage to the manager is in being able to schedule a group of people as

though they were one entity.
 Cooperation and workers’ morale will be higher when they are part of a small unit rather
than solitary individuals in a large group of people.
 Team spirit will cause the entire group to excel in operations. GRAs who excel in room
cleaning can help the poorer performers of the team to improve.
 Absenteeism and tardiness gets better resolved at the team level because on member
being absent or late could have a negative effect on the entire team’s reputation.
 With increasing concern of safety and security, assigning two or more GRAs to clean a
room could save expenses on liabilities and lawsuit.
 Mundane cleaning tasks may become fun when done in a team.
 Fewer tools are needed- for example, moving beds, turning over heavy mattresses, making
up a double bed and so on.

August 20 Page 35
 Bringing new employees up to the required standards becomes easier since they have
buddies to coach them along the way.
 There is saving on labour costs workers complete work since team work faster, have better
attendance, meet with fewer accidents and develop greater interest in improving the
processes.
Some guidelines for team cleaning:
When planning for team cleaning, the executive housekeeper must address the following
considerations:
 Have linen and cleaning inventories equally distributed so that teams do not fight over
supplies.
 If a team must stop because it is faced with some hurdle, the work output of 2-3 people is
stopped, as opposed to only one in the traditional method of guestroom cleaning. Hence
the executive housekeeper should make sure that adequate supplies are available and
teams are given an accurate list of room assignments.
 Scheduling may require special effort to accommodate team members getting days off.
Leadership-
For teamwork in housekeeping to be successful, the departmental leader, that is, the executive
housekeeper needs to be an inspiring role model as a team player as well as an effective leader. The
leader of any group can help to build its members into a well knit team by sharing visions, goals and
strategies with them.
Leadership is the capacity to frame plans that will succeed and the faculty to persuade others to carry
them out in the face of difficulties. Leadership quality in a manager makes people look up to him/her
for advice, feel motivated to work for and respect the manager. An executive housekeeper who can
mobilize the trust and support of the staff achieve great heights. Some executive housekeepers who
are good planners and organizers fail to achieve results because they are not effective as leaders. An
executive housekeeper who is a good leader will ensure the following activities:
 Draft a compelling vision  Learn from the other leaders

 Communicate passionately  Make decision in line with the
 Get cooperation from others vision
 Inspire and pull employees towards goals
 Provide direction and momentum  Get feedback
 Command and not demand

August 20 Page 36
 Be assertive if necessary respect and loyalty
 Do some self evaluation as well
Different leadership styles as presented in the table below, may be used by the executive
housekeepers. Some distinctly make people work by order or by force; others join the group and
initiate activity; still others use persuasion; while some, by their pleasant and possible manner. An
executive housekeeper who is an effective leader uses all these styles to different extents, according to
the nature of the decisions to be made and as the situations demand.
Styles of leadership-
Leadership Style Characteristics
Autocratic Imposes own decision with/without explanation to subordinates. Also

known as an authoritarian leadership it is being used when a leader
dictates policies and procedures, decides what goals are to be
achieved, and directs and controls all activities without any meaningful
participation by the subordinates. This leader has full control of the
team leaving low autonomy within the group.
Participative A type of leadership where decisions are made after prior consultation
with subordinates. It is a managerial style that invites input from
employees on all company decisions. The staffs are given pertinent
information regarding company issues, and a majority vote determines
the course of action the company will take.
Democratic In a democratic style of leadership a joint decision arrived at with

consultation to the staffs. The democratic leader is charged with
deciding who is in the group and who gets to contribute to the decisions
that are made.
Laissez faire The Laissez-faire leadership style is where decisions are taken by
delegation. All the rights and power to make decisions is fully given to
the worker. This was first described by Lewin, Lippitt, and White in
1983, along with the autocratic leadership and democratic leadership
styles.
Most often, executive housekeepers tend to use participative style and depend more on
communication, adopting a supportive attitude and sharing needs, values, goals and expectations with
their staff. When employees, regardless of their level of education, are involved in decision making,
they become highly contributive to successful decisions of major consequence. They are then not only

August 20 Page 37
committed to the outcome of these decisions, but are also involved in the success or failure of such
decisions and thereby motivated to continue their participation and personal group.
A self assessment needs to be carried out by executive housekeepers to find out which style of
leadership they adapt as their principal one in actuality. The questions listed below need to be
addressed for such self assessment.
Do I tend to...
 Think ‘I or We’?
 Be concerned with things or with people?
 Drive employees or coach them?
 Say ‘go’ or ‘let’s go’
 Take credit or give credit?
 Instil fear or enthusiasm?
 See today or look at tomorrow?
 Let the employee know how the job is to be done or show them how to do the job?
 Depend on authority or goodwill?
 Work hard to produce results myself or work hard to help employees produce results?
 Let the employees know where I stand or where they stand?
 Fix blame for breakdowns or show how to fix the breakdown?
 ‘Use’ employees or to ‘develop’ them?
____________________________@@@@@@@_________________________
CONTRACT SERVICES
A number of outside contractors offer a variety of cleaning services of hotels. Outside

contractors are available for nearly any cleaning task that needs to be done, including outside
laundry and dry cleaning services, floor cleaning and care, outside window cleaning, overhead
cleaning and masonry cleaning, de-scaling and scouring of restroom fixture. Hotels are
increasingly opting for contract services and outsourcing to sustain cost-effective

August 20 Page 38
housekeeping operations and to ensure that the resources and assets of the property are
utilized to the maximum.
“Outsourcing” is a conscious business decision to move internal work to an external provider.

A “contract” can be defined as an agreement between two parties negotiating a business deal.
Both these terms are used interchangeably. However, while all outsourcing involves a contract,
all contracts are not necessarily related to outsourcing. For instance, you can have internal
staff on contract as well.
Who is a good contractor?
 The contractor who gives higher level of cleanliness at the same cost which can be
obtained by using new technologies, more efficient equipment used.
 Believes in less pilferage and use of higher quality materials which being used.
Types of Contract-
 Long term contract

 Short term contract
 Hiring contract as linen, equipment, etc.
 Leasing contract as furniture and furnishing
 Consultancy services- experts visit the hotel and guide the staff in achieving
professional standard.
Points to Consider when choosing Outsourced and In-house services:
 Their cost
 The quality of the services
 Convenience
 20-30% more productivity
Steps in Determining and Implementing Contract:
 Evaluating costs
 Setting Objectives
 Appraising results
The types of outsourcing contracts in housekeeping are:
 Complete cleaning programmes

 Regular, selected cleaning within an establishment to assist the existing housekeeping
staff for example, public area cleaning in the night.

August 20 Page 39
 Periodic cleaning services like window cleaning, cleaning of carpets.

 Hiring contracts for linen, equipment, conference utilities etc.
 Leasing contracts for equipments, furniture and furnishings.
 Consultancy services, where a housekeeping expert visits the hotel and guides the staff
on achieving professional standards.
Areas of housekeeping that may be on contract basis:
 Cleaning – special cleaning, public area cleaning, carpet and floor cleaning.
 Linen hire – entire hotel or specialized linen like banqueting items
 Equipment and furniture hire
 Laundry
 Flower arrangements and decorations
 Pest control
 Horticulture and landscaping
 Eco-friendly garbage disposal
 Other services like shoe-polishing machines
@@@@@@
Steps management must follow to outsource:
 Put out tenders to at least three contractors and compare quotes

 Check their existing market credibility and references.
 Visit their job sites.
 Check their legal documents like registration no. etc.
 Preferably select a contract provider with a local office.
 Check on the type of worker (trained or not)
 Check on the degree to which the contract provider undertakes supervision.
 Prepare detailed specifications, indicating the exact no. of working hours, areas of
operation and responsibilities, processes to be used, and frequency of service,
timetable, and any special projects.
After contracting out service it is essential to monitor the quality of the contractor’s work.
Routine inspection and regular meeting with contractor will enable the housekeeper to identify
and discuss any problems. Assigned tasks and completion dates should discuss clearly and
documented in writing. Invoices received from contractors should be check for accuracy before
being submitted to the accounting department.
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August 20 Page 40
Contract Specifications should comprise of:

August 20 Page 41
 The period or duration of the contract, date of signing the contract, and a provision for
regular review of the specifications.
 The schedule of areas to be serviced and the frequency with which a job is to be done.
 A description of the method, equipment, and materials required, as well as the hotel’s
quality expectations, including appropriate penalty and cancellation clauses.
 A list of the security requirements.
 A provision for adequate supervision, listing the hotel’s requirements specifically.
 A provision for storage areas, lockers and perhaps accommodation for the contracted
staff.
 The time expectations for the job, covering sickness and annual leave.
 A verification of the insurance coverage for workers, guests, hotel employees, and
assets.
 Specified frequencies of inspection agreed upon with the service provider.
 The remuneration for the job, the terms and conditions of payment, and a termination
procedure.
 Provisions for sick or vacation days.
 How much notice either party requests for rescheduling.
 Terms for ending the contract.
 Both parties should sign the contract specifications.
@@@@@@
Advantages of outsourcing:
1. There is no capital outlay for equipment, so that money is available for investment in
other purposes.
2. There is no equipment lying idle.
3. Contracts alleviate the necessity of buying or hiring specialized equipment.
4. The difficulty of finding, training, organizing and supervising staff is passed on to the
service provider.
5. Skilled labour, specialized workers available.
6. Extra work may be carried out at certain times without increasing the basic staff.
7. Accurate budgeting can be done for a fixed period.
8. Workers stay until the job is done.
9. Latest equipment and technology is used.
10. Expertise help is received by the contractors.
11. No union problem to be faced by organization.
12. Contract service can be terminated if they don’t perform as per agreement.
Disadvantages of outsourcing:
1. Contracting weakens the authority of the management over quality and loyalty of the
staff.
2. Workers bought in by correct providers are not representatives of the hotel and may not
have the requisite skills for guest interaction.
3. Executive Housekeeper does not have control in the entire operation.
4. Contractors may use inferior quality product resulting in damage to the property.

August 20 Page 42
5. Poor supervision may give poor result.

6. Discipline not maintained.
7. Security problem.
8. Problems regarding liaison and co-operation between departments.
9. May not meet hotel’s performance standard.
@@@@@@
Pricing of Contract Services:
The basis of payment for outsourced services may include one or more of the following:
1. Management Fee Consultancy Basis: A customer provides his own labour, equipment,
materials etc and the contractor provides the management expertise and possibly
supervisory staff.
2. A Fixed Period Cost: May be made, either as a total cost or cost per unit of work, based
on the quality of the work or the frequency with which work is carried out. This is the most
commonly used method and available in two forms:
 Uncontrolled Input: The contractor agrees to provide a service of a given nature for a
specific cost. There is no indication of the number of worker, hours worked, or type of
equipment and material used. Therefore it is essential that the specification is very
detailed indeed.
 Controlled Input: The contractor also indicates the minimum number of worker-hours
provided.
3. A cost plus percentage profit basis: This has the advantage of providing a perfectly
viable, flexible programme, as the customer is free to determine his own needs as things
change (occupancy, weather conditions and production). This also provides incentives for the
contractors to increase his basic costs in order to earn more profits.
3. A cost plus fixed fee basis: The contractor is reimbursed for all costs (equipment,
Material and labour) and is also paid a fee for the management of the programme. This
provides a flexible programme along with the elimination of any incentive to spend more
money. The contractor is guaranteed a reasonable profit as long as he continues to
perform a good service.
4. Unit rate Agreement: Most contractors are agreed on a unit-rate basis. The Exe.
HK provides details of the area to be covered and the frequency of the job, and ask the
service provider for the costs. The contractor measures the area and calculates the cost
thus:
Man Hours = areas x time x frequency
To the cost of wages (for the workers and supervisors), the firm adds cost of equipment,
agents and supplies, plus overheads and profits, and then quotes a price.
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August 20 Page 43
Example for an agreement made between two parties –

August 20 Page 44
Reference and authorship

 Sources
o From book –
Hotel Housekeeping operations and management by G. Raghubalan and S.
Raghubalan
o From website
http://www.printablecontracts.com/Cleaning_Contract.php
 Authorship
Creator of handout: Sohini Basu Mukhopadhyay, IHM, Kolkata
HOUSEKEEPING IN INSTITUTIONS & FACILITIES OTHER

THAN HOTELS
HOUSEKEEPING IN OTHER INSTITUTIONS:
Whether it be in a hotel, hospital, university, or other residential establishment, the main purpose
of the housekeeping and accommodation department is to provide a clean, comfortable, and
attractive environment for all those who use the premises and those services must be provided

August 20 Page 45
in such a way that they do not lead to any safety, fire or health hazards; hygiene is of particular
importance with control of pathogenic organisms and the prevention of cross infection becoming
an important factor.
IMPORTANCE OF HOUSEKEEPING
The maintenance of a clean, pleasant and orderly environment has always formed an essential
part of civilized living. It is a labour intensive activity though less now than in earlier times, when
there were few mechanical aids and labour was so cheap and plentiful that its cost was not an
important consideration. The importance of the role of housekeeper in management is rarely
fully recognized, and the consequence of poor housekeeping are not always appreciated. The
housekeeper will have different duties depending on the priorities of the particular
establishment, type and size of establishment, the no. of staff employed, company policy, the
number and extent of contract service use and the function of other department. The job can be
very demanding and time consuming, and 60-70% of the time may be spent on dealing with
personnel in all its aspects. Some of the main duties and responsibilities are indicated below:
 The recruitment and dismissal of staff within the department

 Staff training and appraisal
 The control and supervision of staff.
 Implementing the policy of the company, organising work schedules, and duty roasters,
setting standards and achieving goals.
 The control and supervision of linen room.
 Security of the establishment
 Maintenance of the buildings and contents. e.g: Equipment, furniture’s and fittings.
 The keeping of all relevant records on staff, finance, equipment, materials, re-
decorating, room occupancy and special functions
 The welfare of staff and customers
 The purchasing of supplies and equipment
 Maintaining departmental budget
HOUSEKEEPING IN HOTELS
Hotels are commercially run operations for the customers who have a choice of where to stay,
and pays for the accommodation and services received. The housekeeper has to bear in mind
that the customers must be attracted to the establishment so marketing and selling are
important factors. Furthermore amenities and services are geared to meet the demands of the
market for which the hotel is catering. Within hotels the cleaning and domestic services are
provided by the housekeeping department. The function of the hotel housekeeping department
is to provide, organize and control the cleaning, linen and laundry and room servicing
throughout the hotel. The standard of this work and particularly the type and amount of room
servicing will depend upon the level of accommodation provided. The provision of these
services will be reflected in the tariff for each room.

August 20 Page 46
The aims of this department are:
 To provide these services economically and efficiently.

 To promote the comfort of the guest, staff and visitors.
 To assist in maintenance of the fabric of the building, whilst contributing to a safe and
healthy environment.
The department will also be required to provide those ’finishing’ touches which will increase a
guest’s enjoyment of his stay at a hotel. For eg: flower arrangements, personal laundry/dry
cleaning service and hotel literature. The only form of catering with which the department will
be normally be involved with is the provision of early morning tea and sometimes the service of
continental breakfasts when these are taken in guestrooms.
HOUSEKEEPING IN RESIDENTIAL ESTABLISHMENTS
Residential establishments include student’s halls of residence or hostels belonging to

universities, poly techniques and institutes of higher education, adult education centres, staff
colleges, training centres and residential homes, and schools run by local authorities or other
organizations. The head of such establishments may be called the Bursar, the domestic
bursar, the steward, the residence manager, the hall manager or the matron. Providing
housekeeping service for people in residential establishments such as hostels, boarding
schools is of a different nature to providing similar services in hotels. In hotels perhaps the
emphasis is on aesthetics whereas in hospitals it is more important to be concerned with
hygiene, and in institutional establishments thought has to be given to the people who are
living in a room which is to be their home for quite some considerable time. A further problem
is usually a very tight budget. In a small college the domestic bursar takes overall
responsibility. The domestic bursar will also be involved in forward planning operations for the
smooth running of the establishments. Traditionally, the student hostels have provided a full
catering service and a full cleaning service for residents during term time and relied upon
vacations to provide the opportunity to carry out periodic cleaning and maintenance. A member
of the academic staff, usually known as a warden, will normally be responsible for the welfare
and discipline of residents. In residential homes and schools a full range of catering, cleaning
and associated services is usually provided.
Duties of a domestic bursar: Responsible for the organization and control of all aspects of the
services provided including catering, cleaning, and maintenance of the grounds in which the
establishments is set. Duties will vary from one establishment to another but specifically the
will include:
 Budgetary control
 Staff recruitment and discipline

August 20 Page 47
 Staff training and welfare

 Establishment and maintenance of standards of service
 Preparation of work schedules and rotas
 Reporting and checking of maintenance requirements
 Control of gardening and maintenance staff
 Control of laundry and linen room
 Control of kitchen staff
 Ordering of food, cleaning equipment, materials and linen
 Care of lost property
 Security, including the care of keys
 Fire precautions
 Stock control
 Provision of advice and reports with respect to staffing and finance
 Conference organiser
Larger universities are managed in several different ways. The accommodation manager may
be in charge of the student accommodation and on and off campus, but in other management
set ups there will be an overall domestic manager sometimes known as a director of the
residential organisation. In this case the director will be responsible for:
 Catering
 Housekeeping of student halls
 Co-ordination of maintenance and repairs
 Organisation of off-campus student accommodation
His/her important responsibility is cost control and standards. In a university all administration
comes under the responsibility of the registrar but his/her prime concern is the academic side.
The bursar on the other hand is in charge of services. The department heads have following
responsibilities:
 The estate manager is in charge of building and maintenance including the grounds.
 The catering manager is in charge of all the food and beverage outlets including the
cleaning of those areas.
 The service manager or superintendent caretaker is in charge of the cleaning of all
public areas, classrooms, lecture theatres, laboratories and any other teaching areas
as well as offices and toilets.
 The accommodation manager is in charge of cleanliness and organisation of all student
accommodation.
Although universities do get government grants they are largely self-financing organisations
and they must at least break even at the end of any financial year. With this policy in mind it is
the job of the accommodation manager to play his/her part by marketing accommodation
during vacations and keeping control over costs of the accommodation function. Apart from the
financial side of the operations the accommodation manager must be concerned with the well-
being of the students and staff, the cleanliness and hygiene of the accommodation and of
course the smooth running of the department. A housekeeper will normally be in charge of a
hall of residence containing up to 500 beds. Students usually have single study bedrooms and

August 20 Page 48
shared toilets and shower facilities, but in some college and universities there are also shared
bedrooms. The halls are of two types:
 Fully catering halls in which case the housekeeper is normally responsible for both
catering and housekeeping services to the hall.
 Self-catering halls in which case the housekeeper is simply in charge of housekeeping
services as the students cook for themselves.
The housekeeper who also is sometimes known as a domestic bursar is responsible for the
following in his/her particular hall.
 Cleanliness and hygiene

 Pest control
 Keys and student mail
 His/her own staff welfare, work supplies and organisation
 Linen
 Bed control-one person per bed so avoiding financial/ethical problems for the hall and
study problems for the student.
The housekeeper in a hall of residence should always be on duty when the students check in.
a rooming list will have been issued previously from the accommodation secretary so that
he/she knows exactly who has been allotted to which room. Room keys are handed out on
arrival and often a small deposit is taken to cover the cost of the loss of the key or any damage
to the study bedroom or breakages ij the hall when students check out. The housekeeper must
always be on hand to do an inventory as items do tend to take on the role of souvenirs.
HOUSEKEEPING IN HOSPITALS
The functions of the domestic services department is a hospital is to provide, organize and
control an effective cleaning service for the whole of the hospital i.e. wards theatre areas,
outpatients, laboratories, specialist e.g. remedial departments, gymnasia, offices, staff
facilities, patient’s recreational area and residences. In some hospitals the departments may
also be responsible for the cleaning of the catering department. The work of the department is
primarily cleaning, with the aim of producing a technically clean, aesthetically pleasant
environment which will:
 Assist in promoting the comfort of the patients, visitors and staff.

 Contribute to the health care of the patients by using cleaning procedures which will
control harmful organisms and help to prevent the spread of infection.

August 20 Page 49
 Contribute to the maintenance of the fabric of the building.

The work in the patient areas is carried out around the patients. The method of work chosen
must therefore be quiet, fast and efficient and disturb the patients as little as possible. His also
means that the domestic staff who work on patient areas must be of a temperament that can
cope with working among sick people. The provision of linen and laundry services is normally
the responsibility of the laundry manager and his/her department.
DUTIES AND RESPONSIBILITIES OF DOMESTIC SERVICES MANAGER IN HOSPITALS
The smooth running of the domestic services department of a particular hospital or hospital
units
Advice on domestic services within the district. Hygiene and cleanliness throughout the unit,
with the exception of the catering department, the mortuary and often the operating theatres.
The areas usually have their own specialist to deal with cleaning.
 Health safety and security

 Pest control
 Good co-ordination with other departments
 Control of any contract agencies such as window cleaners
 Liaison with unions
 Efficiency and cost effectiveness
 Cleanliness of staff residencies
 Staff uniforms
 Staff recruitment training and welfare
 Domestic services manager
Assistant Domestic Service Manager- Aids in the running of the department. The assistant
DSM will also have some specific responsibility such as staff training or being responsible for a
particular unit, perhaps a small specialist hospital.
Domestic Supervisor- Responsible for a certain number of wards and domestic assistants who
clean those wards. The main responsibility is to maintain the standard cleaning and hygiene
within his/her area of the highest level and consequently he/she is involved with the
organization of work on those wards. Liaison with nursing staff is especially important.

August 20 Page 50
Domestic Assistant (Grade 1) - They are often employed on part time basis. The job involves
cleaning particular areas of the hospital usually the ward. Hospital wards usually consist of
three main areas:
 The sanitary areas (bathrooms and toilets)

 The kitchen area (each ward usually has a small kitchen for the preparation of
beverages etc.)
 The ward area (patients sleeping area and in some cases a sitting room or day room
area)
The domestic staffs are concerned with cleaning these three areas . they may also clear way
food trays, but do not normally make beds, this is the task of the nurse. In some hospitals
housekeeping units are in operation. They carry out the following duties.
 Bed making
 Service of food and beverages
 Cleaning any food trays and possibly washing up.
 Arranging flowers
 Delivering and collection of patient’s mail
 Taking care of patient’s needs, e.g. shopping
 Care of clothes and personal belongings
 Cleanliness and hygiene in the wards
Domestic Assistant (Grade 2) – They are also known as ‘team cleaners’ because they work in
a team. Team cleaners usually consists of a group of workers who get a higher rate of pay that
that of Grade 1. This is because their job involves the use of floor maintenance, machinery.
They will normally also be involved with heavier cleaning work such as wall washing, curtain
changing, cleaning the public areas including the toilets and high dusting.
HOUSEKEEPING IN RESIDENTIAL HOMES (OLD AGE HOMES, ORPHANAGES):
While the basic cleaning has to be done and the principles are the same as in other residential
establishments, the important word in this heading is ‘homes’. For many of the residents who
may be elderly or handicapped people or children, it is indeed their home, and in many cases
the only one they have or are likely to have. In the case of the elderly or infirm they may have
had to give up their own home and may be fortunate enough to have some of their own
possessions in their rooms. In these types of establishments it is essential to create a happy,
homely atmosphere, but since the residents do require care, the cleaning should be thorough.
Often there may be soiling which creates extra work and interrupts the regular flow of work and
the people doing it require a certain dedication and temperament. There should be a discipline
and routine as in other establishments but cooperation with the residents is important and
according to their capabilities with and guidance from medical professionals in charge. They

August 20 Page 51
can be allocated certain duties such as bed making or dusting to give in assistance where
practicable. However the work must be supervised and inspected so that the required
standards are maintained.
HOUSEKEEPING IN MUSEUMS, ART GALLERIES, LIBRARIES AND ARCHIVES
Those establishments will include display areas, exhibits, and workshops, archive areas for old
documents and/or books, and extensive shelving carrying books. Particular problems include:
 Dust control and control of ultra violet light necessary to prevent the deterioration of
exhibits.
 Cleaning the extensive numbers of shelves, books and areas of glass.
 Cleaning the extensive numbers of shelves, books, and areas of glass.
The organisation and supervision of cleaning and maintenance usually forms part of the
curator’s or librarian’s job description. The cleaning of technical areas and exhibits normally
undertaken by curatorial staff and by cleaning staff under under their supervision.
HOUSEKEEPING IN MALLS
Hundreds of patrons flock to malls daily in search of shopping, dining, and entertainment. With
such a high rate of foot traffic, effective mall cleaning, especially for floors, is essential to
creating a positive atmosphere and protecting customers from slips and falls.
To truly clean large mall floor areas, mops and buckets no longer make the cut. Mopping is a
labour-intensive, time-consuming process that actually spreads contaminants around the floor.
Worse, they leave floors wet, putting people at an increased risk of slip-and-fall accidents. To
safely and efficiently clean floors, invest in a cost-effective auto vac that actually removes soil
and contaminants from the floor and has instant drying capability. This enables mall customers
to use the floors immediately after cleaning without the risk of falling. It also eliminates the
hassle of constantly placing "wet floor" signage. In addition, the system can remove salt and
mud from entryways, and spills in the food court and dining areas.

August 20 Page 52
Fight Dirt at the Entrance- A comprehensive mat system should serve as a first line of
defence for all mall floors. You should have mats outside and inside all entryways to trap dirt,
debris, and excess moisture from customers' shoes. Entryways should be monitored on a
regular basis to ensure mats don't roll up and cause a tripping hazard. They should also be
cleaned multiple times a day. This will keep excess water and contaminants from being tracked
throughout the mall.
Create a Detailed Plan- Once you have the proper tools in place, create a specific mall
cleaning plan for your floors. Ensure the floors are cleaned at least once daily. It's critical to
also anticipate spills to proactively reduce fall risk. Assign staff to regularly monitor areas prone
to spills and excess moisture, such as restrooms, entryways, and food courts. Go beyond the
cleaning staff and encourage all team members to immediately notify the cleaning department
if they come across a spill or walking hazard.
HOUSEKEEPING IN OFFICES
In offices and other buildings open to the public cleaning is a continuous operation of which the
occupants and the public are usually unaware. Cleaning and services are varied and relate to
the particular organization. But, as a general rule most large office blocks have a resident
caretaker or house manager who has overall charge of the building for security, fire prevention,
heating and ventilation and who will either liaise with tenants for their cleaning arrangements
supervise contractors or organize his own staff. All the main cleaning has to be completed
before offices are opened or the public are admitted and work may be going on in the evening,
overnight or early in the morning with, in most cases a small back up staff employed during the
day to cope with the toilet areas, dust and debris and for any emergency. The main duties of
an office housekeeping manager are:
 Supervision of daily cleaning and the organisation and supervision of the periodical
cleaning.
 Supervision of contractors for windows, boilers and lifts, floral displays, specialist
cleaners.
 Recruitment and selection of cleaners within the office establishments.
 Training organisation and welfare of all cleaning staff.

August 20 Page 53
 The purchase and stock control of all cleaning supplies and equipment within budget
limits.
 Maintaining regular inspection of the building fabric, furniture, fittings, plants, and
equipment and arranging routine repairs. Reporting any major faults to the office
administrator.
 Liaising with tenants and users of the establishments on cleaning and housekeeping
requirements.
 The disposal of confidential waste by shredder and incinerator and the control and
disposition of rubbish.
 Any security measures as determined by the tenants and the office administrator.
 Any other duties which can be considered part of the housekeeping services.
HOUSEKEEPING IN OTHER AREAS:
Public Toilet: are frequently subjected to heavy soiling and vandalism. Routine cleaning is
undertaken by an attendant.
Sports and Leisure Centres: will include squash, courts, gymnasia, swimming pools,
restaurants and bars, indoor bowling greens and sports court. Particular problems will include
 Extensive usage during day and evening.

 Need to maintain the floors of gymnasia and squash courts.
 High standards of hygiene required in wet areas
 Maintenance of air and water conditioning plant.
SUMMARY OF THE KNOWLEDGE & SKILL REQUIRED BY SUPERVISORS IN

ACCOMMODATION AND CLEANING SERVICES
 An understanding of the contribution of accommodation and cleaning services to the

organisation in which they work.
 Technical knowledge and skills- the nature of soil, cleaning equipment, cleaning
agents, protective finishes, materials, fixtures & fittings, cleaning and servicing
procedures.
 Supervisory skills planning, organizing, controlling, leading.
 The ability to communicate effectively.
 Legal requirements- health safety welfare, industrial relations and their application.
 The ability to develop more efficient methods of work.

August 20 Page 54
 Sources
o From book –
NONE
o From website
https://kaivac.com/a_604-Mall-Cleaning-A-Guide-to-Keeping-Floors-Safe-and-
Spotless
http://paramjamwal.blogspot.com/2017/09/housekeeping-in-other-
institutions.html
 Authorship
PURCHASING SYSTEMS
Purchasing Management – (The Profit Management Group in Your Company)
As in most business organizations, purchasing management involves people, processes and technology.
So what is purchasing? Purchasing involves the sourcing, purchasing and delivery of goods and services
that a company needs.
The purchasing department is a very important, if not the most important, part of a business as its
good management directly impinge (have an effect especially negative one) on the bottom line.

August 20 Page 55
One of the fundamentals of purchasing is that goods are purchased at the best price and terms in
order to deliver the best profit for the company.
This means that strong and easily understood purchasing procedures need to be in place. Some
companies interchange the word procurement for purchasing, in others procurement means
purchasing via tender and purchasing means the day to day purchasing via Master Sales Agreements
with a selected group of suppliers.
One of the methods that are used to ensure good purchasing management on day-to-day purchases is
the use of purchase orders and purchase requisitions constrained by a known set of rules and
procedures. Purchase orders are used to order directly with an agreed supplier.
Purchase requisitions are usually raised by people external to the purchasing department when they
need a particular product.
In larger companies, and indeed even in some smaller companies, computerised purchasing and
procurement systems facilitate purchasing management. As well as managing day-to-day purchasing,
these systems can also manage a tender process and ad-hoc purchasing activities.
One particular aid to management of your purchasing department is the production of a set of
procurement-analysis figures. These can often be tailored to your own company’s particular needs
@@@@@@
The Definition of Purchasing
The dictionaries say "a central business area where purchasing of items is undertaken". A non-
business orientated person will have a definition of purchasing that involves buying things they
like or want.
Obviously, the business has much more to lose if it does not understand the importance in
getting purchasing just right. The layperson will think that it is just a case of listing what you
want to buy, going out and purchasing them and then getting on with the rest of business. Any
entrepreneur that took this as their definition of purchasing would soon go bankrupt. It is
probably one of the most important business concepts to grasp.
Business management is complex and there are many areas that need to be controlled. These
are cash flow, profit, quality, inventory costs, contractual issues and product availability not to
mention maintaining your business strategies and marketing needs. All of these are affected by
the purchasing strategies and management of the company. If the business does not have
products – then they will not be able to sell to their market. If they have too much money tied
up in their stock room, they will not be able to spend it on other things like staffing or new
equipment. If they do not control their spending and who they are spending with, not to
mention what they are spending on – then they are soon to see the inside of a bankruptcy court.

August 20 Page 56
Therefore, the definition of purchasing that a company has is very important. If your company
just has a list of companies and products to buy from them, how do you know that there is not
something elsewhere that is better, cheaper and more easily obtained?
@@@@@@
Procurement Analysis – Saving Purchasing Costs

Procurement is an important part of your business so you need to undertake regular procurement
analysis to ensure that you are making the best use of your hard earned money.
Procurement analysis is the analysis of what goes on in your purchasing department,-
 Are they keeping to the purchasing strategy and are inventories being kept to the optimum
levels?
 With respect to suppliers, are the best suppliers been chosen and are they offering the best
prices and terms?
Whatever the size of your company you must analyze costs and inventories. As you become
larger and your purchasing needs become more complex, you should be analyzing delivery
times, Maverick spending (Maverick spending refers to purchases made outside of agreed
contracts. These purchases often side step defined procurement processes and can ultimately be
costly for businesses) and whether you are making the best use of your suppliers. Let us look at
each of these procurement analysis needs individually.
Cost Analysis-
Obviously, the first thing that you will look at is the actual cost to purchase the goods is. Costs
do not stop there unfortunately, there are also the costs incurred for delivery, handling and
storage. You may also have a supplier that requires advanced payments. So if you are ordering
large items that take several people to move and you have to pay for them to be delivered, your
actual costs are far higher than just the costs of the goods. If you also have an overstock of
these goods, holding costs also have to be added to the total cost. A full procurement analysis
will identify the total cost of purchasing from a particular supplier.
Inventory Analysis-
The next most important area to analyze is the costs of storing the items as well as the costs of
not having the items available for sale or manufacture. A correct procurement analysis on your
current inventory will be able to predict the optimal future inventory. It should also tell you the
optimum inventory levels that will not negatively influence sales or productivity. People and
machines being idle are expensive. This kind of inventory was designed by the Japanese
and called JIT (Just in Time).
Best Use of Suppliers Analysis-

August 20 Page 57
If you have a number of suppliers, you might like to analyze who is supplying what to you.
You may find that you rely on one supplier too much and this is never a good idea. On the
other hand, it might be that by consolidating suppliers you may get the better prices and terms
that correspond to larger orders.
Maverick Spending-
Sometimes, particularly if you use purchase requisitions, items may be ordered that are not
appropriate or of a higher price or lower quality than you usually purchase. It could also be that
an item is purchased from one supplier, when another could have been cheaper. A procurement
analysis of all your purchase requisitions and ad hoc purchases will soon identify these
maverick purchases that could be costing your company far more than need be.
Delivery Time Analysis
Delivery times can be important to some large companies, particularly when perishable and
large goods are concerned. A large delivery that needs to be paid for very quickly can play
havoc with a tight cash flow. Large goods need staff handling and a correspondingly large
storage area.
Some goods need special storage facilities such as freezer areas that may not be available.
Careful control of a company’s inventory needs to be maintained. All of these areas will be
highlighted with a thorough procurement analysis of the delivery times.
@@@@@@
Purchasing
Buying is one of the main functions of management and great deal of success in any
establishment depends upon careful and intelligent buying. The responsibility for buying varies
according to the type and the size of the establishment and the particular type of items required.
Indents for the purchase of stock items are usually generated from the main stores on the basis
of re-ordering levels. Efficient purchasing practices can make a significant contribution to the
Executive Housekeeper’s role in controlling expenses. The housekeeping department
coordinates with the purchase department for all its purchases.
AIMS OF GOOD PURHASING:
It is essential to do the following:
1. Buy the best value for money available.

August 20 Page 58
2. Keep up to date with current market trends and prices.

3. Know the shelf life of the products.
4. Be able to assess quality in relation to costs.
5. Make sure goods are bought from a reputable firm.
6. Make sure goods are ordered in good time and the correct details are given to the supplier.
7. Maintain optimum stock levels.
8. Ensure a continual source of supply and find substitutes where necessary.
9. Arrange for goods to be delivered punctually-organisation and flow of work can be disrupted if
goods do not arrive on time.
10. Check all goods on arrival for quantity and quality against the official order form, and delivery
note.
PRINCIPLES OF PURCHASING:
There are five primary principles of purchasing that need to be upheld by the housekeeping and
purchase departments. They are:
 Right Quality: To meet and exceed the guests expectations the department need to buy the
best products. Value for money is a factor in each of the product’s supplied to the guestrooms
and public areas.
 Right Quantity: Placing a purchase order of the right quantity is of utmost importance. The
following factors should be kept in mind when ordering the right quantity of material:
o The cost of the order being placed,
o The cost of storage and carrying charges for holding stocks,
o Quantity discounts,
o Stock levels and order points,
o Buffer stocks,
o Budgetary controls.
 Right Price: Indepth knowledge of the market is vital to make sure that the right price is being
paid. While calculating the right price ex-showroom, the station of dispatch, discounts,
packaging, duty and taxes. The term of payment should also be attended to.
 Right Time: The material should be made available at the right time. Lead time should be
minimal. The time should be right as regards ensuring immediate availability of a particular
product in the market.
 Right Source of Supply: If the source is right, the right quality and quantity at the right price
and at the right time and place are a natural consequence. The selection of the ideal supplier is
crucial for both the housekeeping and the purchase departments, in which they are aided by:
o Knowledge and experience,
o Catalogues,
o The internet,
o Sales person,
o Hotel supplier’s directory,
o Trade associations etc

August 20 Page 59
@@@@@@
STAGES IN PURCHASING:
There are two stages in purchasing: pre-order stage & post–order stage.
PRE-ORDER STAGE: The following steps are involved:
1. Receipt of purchase indent: The indent should be checked for specifications, quantity required
the last supplier, and the last supplier’s rate. If any clarification is required, it should be
referred to the indenting entity at once. If the item indented is not part of the planned budget,
it needs the approval of the unit head before the indent is processed.
2. Floating of enquiries: Where there is only one manufacturer of a particular product, it is better
to contact that manufacturer straightaway, instead of approaching commissioned agents or
traders.
3. Procurement of samples for approval : The concerned people in the organization must approve
of the samples before an order is finalized.
4. Quotation and Ordering: The order should be placed with the right supplier, who must be
identified on the basis of the right quotation for the right quality.
POST-ORDER STAGE: The following steps are involved:
1. Issue of Purchase order: The purchase order should be issued once the pre-order stage is
complete and the right supplier has been identified. Since it is a legal contract between the
buyer and the supplier, the purchase order should include all details of the transaction. It
should have the date of issue, purchase order no, expected date of delivery, product
specifications, quantity, brand, batch number, date of manufacture. Also, delivery instructions
should be clearly mentioned, including packaging and mode of transport, time of delivery and
charges.
2. Confirmation of receipt of purchase order : The supplier should confirm receipt of the purchase
order in writing. A duplicate copy of the order should be signed, acknowledging and accepting
all the terms and conditions of purchase.
3. Follow-up: There should be a regular follow-up to ensure that the items requested will be
delivered on time.
4. Dispatch advice: A dispatch advice note should be sought from the supplier to expedite the
process of receipt.

August 20 Page 60
5. Receipt note: When the items are received in good condition and found to meet the desired
standards after inspection, the receiving department should make out a Goods Receipt Note
(GRN) before transferring them to the main store. If the items do not match the standards
prescribed on the purchase order, the goods are rejected. If the items are suitable they are
accepted and sent to the department.
6. Payment: After the goods have been received and transferred to the department concerned
via the main stores, the purchase department has the important function of following up on
payments.
@@@@@@
TYPES OF BUYING
1) Wholesale Buying: Goods are purchased from a supplier who deals directly with the manufacturer
or distributor.
Advantages:
 Competitive price for goods.

 A ready supply of cash is not necessary because invoices can be paid at the end of the month
depending on the agreement.
 Regular delivery can be made thereby helping to eliminate unnecessary stock piling.
 Discounts are available for quantity and prompt payment.
Disavantages:
 Range of goods available may be limited.

 It may be impossible to purchase half loads or half cases.
 Containers may be very heavy and require special racking.
 Storage space may be limited and prevent ordering in large quantities.
2) Buying directly from the Manufacturer: The middle man will be cut out completely and prices will
be very competitive. Goods can also be supplied according to the establishments own size and
specifications. Bulk orders can be made, accounts settled and delivery dates staged so as not to use up
valuable storage space. The advantages and disadvantages are very similar to those for wholesale
buying.

August 20 Page 61
3) Retail Buying: The establishment usually buys from a local supplier, who in turn has bought goods
from a wholesaler or direct from the manufacturer.
Advantages:
 Quick turnover of goods.

 Wide range of products available.
 Quick efficient service offered.
 Value for money.
 If orders is large, discounts may be favourable.
 More suitable for smaller establishments.
 Useful method in an emergency.
Disadvantages:
 Cost of goods may be higher than method A or B, but this may be balanced by the reliability of
back up service.
 Bulk size containers may not be available, only domestic sizes.
4) Cash and Carry buying: The items are purchased from supermarkets such that prices are competitive
and there are no minimum order levels.
Advantages:
 Competitive prices.
 Wide range of products available depending on type and size of cash and carry.
 Can be used in an emergency if goods do not arrive from normal supplier.
Disadvantages:
 Ready cash or cheque required in payment – no credit available.

 Range of products may be limited.
 Own transport required.
 Selection should be made carefully – costs may be higher than local retailer.
@@@@@@
METHODS OF BUYING
1) Bulk Buying: This method of buying is available from a wide range of suppliers.

August 20 Page 62
Advantages:
 Cost – more competitive prices available.

 Wider choice of products.
 Standardization of products, equipment, materials etc.
 If storage space is available, larger orders can be placed to give special discounts for quantity.
 Issuing may be easier to control, larger quantities less frequently.
Disadvantages:
 Cost – a lot of capital may be tied up in stock.

 Products may deteriorate because turnover of stock is not quick enough.
 Storage space may be limited.
 Issuing may be more difficult because materials may be more difficult because materials may
have to be transferred to smaller containers and labelled with contents, hazards, dilution rates
etc.
 Careless use may lead to undue waste.
 Stock taking – it may be difficult to gauge amounts left.
 More staff may be required to control delivery, issuing etc.
2) Formal Buying/ Competitive-bid buying: Formal quotations are invited from sellers against written
specifications for each item to be purchased. These requests for bids may be made through
newspapers or posted to interested sellers who can be contacted on the telephone. The quotations
received remain sealed until the date of opening, which is indicated in the buyer’s request. They are
then opened by the Purchase manager in the presence of the bidders and representatives from the
department for which the purchase is intended, as well as administrative staff, who are witness to the
quotation accepted. The usual practice is to accept the quotations of the lowest bidder, unless the
products clearly fail to meet the specifications.
3) Negotiated buying: This method involves negotiations between the buyer and the seller regarding
prices and quantities. The method is used for items that are in limited supply, where both buyer and
seller are keen that the product be picked up quickly. The buyer’s contact the sellers directly, negotiate
for the price and quantity, and request that bids be submitted as soon as possible.
4) Contract purchasing / Systems contract: This method of purchasing assists the buyer and the seller
to improve the re-ordering of items that are repeatedly called for with minimal administrative
expenses. The buyer receives only those brands produced or sold by the contractor. Used for purchase
of housekeeping supplies.
5) Blanket-order purchasing: A blanket order is an agreement to provide a specific quantity of listed

items for a period of time at an agreed price. If the price is not settled at the time of placing the order,

August 20 Page 63
a method of determining it is included in the contract. It is best for items that are required in small
quantities but more frequently.
6) Stockless Purchasing: The buyer does not keep the stocks of goods ordered; the supplier
warehouses them for the buyer instead. The inventory is owned by the supplier.
7) Purchase by paid reserve: Money is paid in advance for a commodity to ensure continuity of supply
throughout the year.
8) Total supply purchasing: All required items are supplied by a single supplier. This helps in reducing
the paperwork and negotiations need to be done with only one person.
9) Cost plus purchasing: A supplier buys all the commodities and provides them to the HK department.
The supplier is given a small commission for this.
10) Centralized Purchasing: This type is mainly practised by chain hotels. They purchase items for all
their main properties together. This method help them to source the items at cheaper prices as the
quantity of the order is more, resulting in an economy of volumes.
11) Standing Order: In this method, daily suppliers are fixed for perishable items such as flowers or
groceries.
12) Purchasing from van sales: This method is rarely used in housekeeping. Purchasing is done from
mobile shops that move from one place to the other.
13) Weekly/ fortnightly purchasing: In this type, purchasing is done only weekly/ fortnightly. This
ensures regular availability of the items and makes the suppliers’ prices more competitive.
14) Daily market purchasing/petty cash system: Item quantities in the store are checked on a daily
basis and only items falling short are purchased. This method operates on a petty cash system. It is

August 20 Page 64
effective for purchasing small orders from the local market in exchange for a bill so that a cash
payment is made.
15) Cash-on-delivery buying: This ordering system involves payment on acceptance of a delivery. The
order may be placed over the telephone or through the internet.
16) Cheque-payment ordering/paperless purchasing: This is a purchase order-and-draft system. It is a

combination of the order and a blank cheque for payment. The supplier completes the pre-signed
blank cheque, which states the maximum limit of the payment. A duplicate copy of the complete
cheque is returned to the buyer for their records.
17) Auction Buying: This method of purchasing is useful for furniture and equipment that are not
obsolete.
@@@@@@
Inventory control-
Inventory control is defined as safe guarding of company’s property in the form of inventory &
maintaining optimum level
Objectives of inventory control-
 Effective use of capital

 Service to the customer
 Promotion of manufacturing efficiency
 Minimizing risk of loss through obsolescence
 Avoidance of out of stock danger
 Economy in purchasing
 Storage of inventory
 Minimize the loss to price fluctuation
Effects of high inventory-

August 20 Page 65
Advantages Disadvantages
 Higher storage and insurance costs

 Easy to manage  High taxes
 Greater handling and distribution cost
 Certain goods might perish/ deterioration in
 Low management costs
quality
 Stock may become obsolete before it is used
 You never run out
 Increase in record keeping
 Your capital is tied up
 Buying in bulk may be cheaper  Chances of pilferage and theft
 Evaporation and shrinkage
Effects of low inventory-
Advantages Disadvantages
 Efficient and flexible - you only have what  Meeting stock needs can become
you need, when you need it complicated and expensive
 You might run out of stock if there's
 Lower storage costs
a hitch in the system
 You can keep up to date and develop new  You are dependent on the efficiency
products without wasting stock of your suppliers
Stock taking- The process of taking into account the inventory that is actually present and comparing
with the book value, the requisitions, the receipts and finding out the capital tied up.
Objective-
 Actual Stock in hand

 To compare usage with sales to access cost percentage
 List slow moving items
 To compare the value of goods actually in stores with Book value
 To determine the value of goods held in stock
 Check against loss and pilferage
 To determine the rate of stock turnover.
Rate of stock turnover (RST) = Cost of food consumed

August 20 Page 66
Average inventory
Average inventory= opening stock + closing stock
@@@@@@@
STOCK CONTROL METHODS
There are several methods for controlling stock, all designed to provide an efficient system for
deciding what, when and how much to order.
You may opt for one method or a mixture of two or more if you have various types of stock
 Minimum stock level - Identify a minimum stock level, and re-order when stock reaches that
level. This is known as the Re-order Level.
 Stock review - you have regular reviews of stock. At every review you place an order to return
stocks to a predetermined level.

August 20 Page 67
 Just In Time (JIT) - this aims to reduce costs by cutting stock to a minimum. Items are
delivered when they are needed and used immediately. There is a risk of running out of
stock, so you need to be confident that your suppliers can deliver on demand.
 These methods can be used alongside other processes to refine the stock control system.
For example:
 Re-order lead time - allows for the time between placing an order and receiving it.
 Economic Order Quantity (EOQ) - a standard formula used to arrive at a balance
between holding too much or too little stock. It's quite a complex calculation, so you
may find it easier to use stock control software.
 Batch control - Managing the production of goods in batches. You need to make sure
that you have the right number of components to cover your needs until the next batch.
If your needs are predictable, you may order a fixed quantity of stock every time you
place an order, or order at a fixed interval - say every week or month. In effect, you're
placing a standing order, so you need to keep the quantities and prices under review.
 First in, first out - a system to ensure that perishable stock is used efficiently so that it
doesn't deteriorate. Stock is identified by date received and moves on through each stage
of production in strict order.
Stock record – issuing and control:
Ordering: Each establishment will initiate its own system of ordering from a particular supplier by
telephoning, telephoning and completing an official order form as a backup, sending an official order
form to the supplier. The person placing the order should be aware of the best buying rates and make
sure orders are placed with the supplier in good time.
Delivery of goods: On arrival all goods must be checked for quantity and quality by checking the official
order to the supplier against the delivery note or invoice control is essential for quality and quantity in
order to reduce wastage and ensure cost effectiveness.
Storage: The stores area should be well positioned to provide case of access for delivery of goods, to
minimise handling problems and possible damage to products or equipment as well as to aid issuing to
the various departments. It should provide security over the goods and help to prevent pilfering and
poor stock control. The stores should be well laid out with adequate shelving so that the storekeeper
can see at a glance what is in stock. It also helps to provide a good system of stock rotation to ensure
that goods are stored in ideal conditions, and so that old stock is used before new stock so that goods
do not deteriorate.
Procedure for requisitioning guest & cleaning supplies: Requisitions should be done against
consumption. Weekly stores list must be prepared and presented on the day in the week specifically
designed for the purpose.
DATE: ________

August 20 Page 68
ITEMS CONSUMED REQUIRED RECEIVED
House rules
Hangers
Ashtrays
Bathroom tumbler
 The columns marked ‘consumed’ and ‘required’ are a control measure to ensure that what is
requisitioned is not more than what is consumed. The column ‘received’ gives quantities
actually issued by the stores.
 This list is send to Exe. Housekeeper for approval.
 The designated person from stores requisitioning then fills a stores requisition form in
duplicate.
 The original goes to the store and the copy is kept in the requisition forms book for control
 The Executive Housekeeper must sign all requisitions.
 The supplies are drawn from the housekeeping store and the storekeeper signs on both copies
to acknowledge that items have been issued.
 The supplies are brought to the floor linen room and checked against weekly stores list.
 The weekly stores lists are presented for at least a month.
 This list gives an indication of consumption for future budgeting and planning.
STORES REQUISITION FORM
Date: _______ Department:__________
Sl. No. Item Unit Units Reqd. Cost Bin Card No. Remarks
Authorised by___________ Received by_____________ Issued by__________

August 20 Page 69
Stock Records: An essential part of the storage function is the maintenance of clerical records to record
all stock movements accurately in and out of the stores. The system used will depend upon the type of
the establishment. On arrival at the stores all goods must be recorded and added to the original stock.
GOODS RECEIVED BOOKS
Date Supplier Details Unit Total Cost Official Cost

Cost
Clean Co. Chemicals Ltd. 4x5 ltr Rs.100 Rs.400
Detergent
Floor polish Rs.50 Rs.200
Bin Cards are records of all receipt and issues of a particular item and are either attached to the
particular bin or kept in a file.
BIN CARD
ITEM: Detergent PRICE: Rs.x per 5 litres
UNIT: 5 litres SUPPLIER: Clean Co. Chemicals
MAX. STOCK: 16 X 5 Litres
MIN. STOCK: 2 X 5 Litres
DATE RECEIVED ISSUE BALANCE
nil nil 6x5 litres
nil 2x5 litres 4x5 litres
12x5 litres 4x5 litres 12x5 litres

August 20 Page 70
Monthly Consumption Sheet to find out the total of items used over a period of time or to compare
usage rate, this information can be taken from the monthly consumption sheet.
MONTHLY CONSUMPTION SHEET
ITEM UNIT JAN FEB MARCH ETC TOTAL
Detergent 5 litres 2 3 2 7
Polish 5 litres 1 2 1 4
ISSUING: The system of issuing goods from the stores to the various departments will vary but a tight
system of control should be in operation. All issues should be made against a requisition or
specification form of ease of control. On the requisition form, the items may be listed alphabetically,
number coded or each item may be hand written as a list. On receipt of the requisition form, items
should be checked and weighed accurately before the order is made ready for despatch or collection.
In some establishments stores may be issued daily, weekly, monthly by a topping up system to meet a
required basic stock and new for old system.
Whichever system is used spot checks should be made by the supervisor to check usage rate and
prevent wastage and pilfering. When items are issued from bulk containers the following procedure
should be adhered to:
1. Try to standardise containers in size and colour.

2. Make sure containers are labelled giving contents, dilution rates, and hazards concerning use.
3. Measure out requirements very carefully to prevent spillage and wastage.
4. Make sure containers used are made up of the correct materials.
After all the orders have been completed by the storekeeper they should be despatched to the various
departments and then the appropriate records bought up to date.
_____________________________@@@@@@_____________________________

August 20 Page 71
FLOOR FINISHES
Floors are both functional and decorative and plays an important part in the cleaning and
maintenance program of any hotel. They cover a large area and are subjected to a great deal of
wear and tear. Clean and well-kept floors indicate the standard of cleanliness throughout the
establishment.
SELECTION CRITERIA FOR CHOOSING FLOOR FINISHES: -

 Appearance – color, design, cold, warmth, comfort
 Resistance to spills – water, grease, food, acid, etc.
 Safety
 Life span
 Ease of cleaning in relation to the type and amount of soiling
 Sound and heat insulation
 Cost
 Nature and condition of sub floor(layer below the floor finishes made of concrete or
Softwood)
TYPES OF FLOOR FINISHES:-

1)HARD
Non Resilient(does not get bend or dented) eg.(Marble, granite, terrazzo, concrete)
Resillient(Wood, Asphalt, Bitumastic0
2)SEMI-HARD(Cork, rubber, linoleum)
3)SOFT(Carpets, rugs etc.)
HARD FINISHES(Non Resilient)

Concrete:-
It is a mixture of cement, sand, crushed stone and forms hard stone like material. It is used for
parking areas, garages, laundry etc.
Marble:-
Marble is a rock (limestone) often irregularly colored by impurities mainly found in Italy, and
maybe white, black, green or brown. When used as a flooring it is laid in slabs. Mainly used
especially in architecture and sculpture. Marble is very expensive. Mainly used for lobbies,
rooms, stairways etc.
Granite:-
Granite is a granular crystalline rock of Quartz,feldspar and mica. Mainly used for vanitory
counter, table tops etc. They come in shades of grey, beige, green and brown.
Terrazzo:-This is also a hard floor finish, consisting of a mixture of marble and other decorative
chipping set in fine cement that can be colored. Terrazzo is used in foyers, cloakrooms and
kitchens.
Sandstone. Limestone :-
Sandstone is sedimentary rock composed of compressed sand
Lime stones are mainly composed of calcium carbonate.
Granolithic Concrete:-
Granolithic is hard floor finish made of granite chips set in cement. It is used for
basement corridors, storerooms, stairways and laundry. It is usually laid in tile form.
Ceramic tiles:-

August 20 Page 72
Ceramics are clayware and it’s floor tiles are available in variety of qualities, color and sizes.
Tiles with a particularly hard glaze are used as more decorative floorings. A wide range of
colors is available to harmonize with wall tiles. Types are glazed tiles/ quarry tiles/mosaic
tiles/terracotta tiles
Magnesite:-
A flooring material composed of magnesite , magnesium chloride, sawdust, ground silica, and
fine powdered wood waste; used as a finishing surface on concrete floor slabs This finish is
extremely porous and washing should be avoided as much as possible. It maybe sealed and /or
polished to prevent the penetration of water and dirt, but then it becomes very slippery.
Resin floorings:-
They are composed of synthetic resins like polyester or polyurethane and different hardeners
alongwith different decorative stone chippings.
HARD FINISHES(Resilient)
Bitumastic:-This is a type of asphalt rolled on to a solid subfloor, in a hot plastic state.

Conventionally found in black, red or brown colours only, it may have other colours rolled in,
or surface maybe painted. It is used mainly in bathrooms to protect the floor from dampness.
Wood:-
Wood finishes of good quality are among the most beautiful flooring, provided the
variety of wood and size of the unit are chosen for effect. As floorings are to be laid bare and
are subject to tremendous wear and tear, only hard wood(oak, teak, walnut, maple) must be
used. These should be not used in wet areas and are prone to rot, scratches, discoloration etc.
Types of Wood Flooring:-
Strip wood flooring
A strip wood flooring consists of lengths of narrow strips (under 4”wide) of hard wood of good
appearance. E.g. Maple. This construction together with the length of strips, gives the floor it’s
resilience properties and makes it suitable for dance floors.
Wood block flooring
A wood block flooring consists of rectangular blocks (e.g. 9”x3”or 12”x2”) laid with an
adhesive on a level concrete base. Blocks are generally laid to form a pattern. Wood used is
generally oak, teak,etc When used in linen rooms, store rooms or staff halls, it is chosen for it’s
durability and insulation rather than for their appearance.
Parquet flooring
In appearance parquet flooring resembles wood block flooring. It also consists of rectangular
pieces of wood but the blocks are much thinner and are pinned and glued to a wooden subfloor,
often in a herring bone pattern. It is used in foyers and lounges in conjunction with rugs.
Wood mosaics
Wood mosaics are generally made up in basket pattern. It is backed with felt or aluminium. It is
laid directly on concrete with an adhesive or as an overlay on an existing floor.
PROTECTIVE METHODS ON HARD FLOORINGS:-

A)SEAL –Seals are semi permanent finish applied on floors which gives a non-absorbent,
gloss. Seal is applied on clean and dry floor. Before re-sealing any remaining seal has to be

August 20 Page 73
striped off. This is done with a chemical stripper, except in the case of wood and cork where
sanding is done.
B)POLISH-In order to preserve the seal, polish should be applied to sealed flooring. Polishes
are usually spirit or water based. Spirit based floor polishes may be paste or liquid and require
buffing when dry to produce a shine. Water based polishes are liquid and dries after application
to give a shiny surface.
SEMI-HARD FINISHES
Linoleum:-
This is made from linseed oil and combination of wood flour, cork, resins, pigments. It is
affected by high temperatures and strong alkalis. Gets dented, scratched easily.
Cork-
Obtained from outer light brown bark of oak trees. Grounded into granules, mixed with resin
and processed in sheet form and cut in sheets and tiles. Gets dented, scratched easily.
Rubber:-
Flooring made from synthetic rubber. It is harmed by grease, spirit, sunlight.Is ideal for
canteens, hallways where sound level should be low.
Thermoplastic floor finish-
Thermoplastic floor tiles are made from a variety of asphalt binders with fillers and pigments.
The tiles are laid on a clean, smooth, rigid surface,with the help of an adhesive. They are laid in
warm liquid state (thermoplastic) but harden on cooling and may be carried up to the wall to
form a small skirting. These floorings get dented easily, are noisy, scratches easily, gets
affected with heat. They are polished with water based polish, and are used in bathrooms,
cloakrooms, corridors, offices, etc.
Vinyl-
They are available in two main types.
Vinyl asbestos, which is obtained only in tile form, is manufactured from PVC or similar
synthetic resins, fillers including short fiber asbestos, and pigments. It is available in wide range
of colours and the tiles can be stuck to a solid subfloor with a suitable adhesive.
Flexible form of Vinyl is based on PVC or similar synthetic resins, fillers, pigments and
plasticisers. These do not get cracked and are hard.Both types maybe used in bathrooms,
cloakrooms, canteens, offices, etc.
SOFT FLOOR COVERINGS:- Includes carpets(has surface pile and backing made of jute),
rugs, mat
FLOOR CARE AND CLEANING AGENTS
Type Cleaning Polishes Caution Daily Periodic care

agent maintenance
Cement or Detergents or Not Damp mop Scrub on regular
concrete neutral soap required basis

August 20 Page 74
Wood Liquid Solvent Avoid Dust mop, Buff with no.0 steel
solvent based wax water heavy wool or rebuff with
or polish powered nylon pads. Clean
machine buff, with dilute
damp mop detergent
only if
necessary
Terrazzo Non-alkaline Can be Avoid Sweep or dust Buff with synthetic
synthetic waxed, alkaline mop. Use or fiber(not
detergent avoid or acid non-oily steelwool). If worn
build-up cleaner. compound grind down and
Soap will reseal
not stain
Rubber Synthetic Coat with Consult Sweep or dry Spot clean at heavy
detergent wax manufact mop with traffic, use safe-for-
regularly urer, treated mop rubber de-waxed
avoid that leaves no and repeat initial
grease oil. Damp care
and oil mop with
dilute syndet
Ceramic Detergents or Can be Avoid Sweep or dust
tiles neutral soap waxed, abrasives mop, damp
avoid mop
build-up
Marble or Detergents or FloorWax Stains, Damp mop Buff and polish
brick slate neutral soap or floor easily, with floor
solution, mild polishes Avoid maintenance
floor cleaners acids machine weekly.
Reseal every six
months
RECRUITING, SELECTING& HIRING, ORIENTATION AND TRAINING
RECRUITING
To fill vacancies recruiting involves identifying –
a. SOURCES OF LABOR-
Internal sources-
 Opportunities arising from internal sources should be thoroughly examined.

August 20 Page 75
 Internal sourcing encourages growth within the organization and prevent stagnation
and discontentment amongst staff
 It’s advantageous to the Ex. Housekeeper as employees have already proven
themselves and are familiar with the property.
 Internal sources involve;
 Promotion – Ex. Housekeeper identifies employees who could be promoted to
the next level. He/she trains and grooms them for promotion. This is referred as
“succession planning” .Possibilities for promotion enhances the moral and
productivity of employees.
 Transfer- inter-departmental transfers make employee more flexible. Employees
can be accommodated when need arises. Keeping transfer as an option
requires “cross training”.
External source- Is necessary for entry level jobs. External sources are:
a. College and high school

b. Employment bureau- Bureau maintains a database of people looking for a job. When
contacted the bureau matches the skill required for the vacant position with the skill of
candidates listed with them, and informs the company and candidate both accordingly.
c. Industry employees
d. Industrial trainees and apprentice
e. Networking and recommendation
f. Advertisement- the format for ad-
 The position which are vacant
 The number of position which are vacant
 Brief description of job
 Educational qualification and experience required.
 Conditions- (salary and perk)
 The address to which the application is to be sent and relevant telephone
number, fax number and email.
@@@@@@
SELECTING
1. Is the process of discovering the qualifications & & characteristics of the job applicant in
order to establish their likely suitability for the job position A good selection requires a
methodical approach to the problem of finding the best matched person for the job
characteristics of the job applicant in order to establish their likely suitability for the job
position.
2. Selection is 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 organization to
add to its development.
The process involves-
a. Screening application forms and resume

b. Interviewing

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c. Evaluating
a. SCREENING APPLICATION- ( criteria which are looked into)

 Age, qualification, and experience
 Compatibility with job requirement
 Social skill
 Family background
 Health status
 Special interest
 Mental make-up
 Ethical value.
SCREENING RESUME-
 Neatness, layout, language and spelling

 Gaps in work history
 Omission of any information
 Reason for leaving previous job
 Whether signature matches the handwriting in the application
@@@@@@
After screening of application notify candidate regarding interview.
b. INTERVIEWING
Candidate may be given objective test involving written and practical work. This is followed by
individual interview.
 PREPARING FOR INTERVIEW-

 Select the interview panel member
 Choose the date, time and venue
 Notify the candidate
 Jot down the specific points/ questions on resume.
 BEGINNING THE INTERVIEW-
 Greet the applicant
 Observe physical appearance and body language
 Put candidate at ease.
 CONDUCTING THE INTERVIEW-
 Ask relevant question
 Determine the applicants value, work standard, expectations and outlook
on other people
 Use open ended question so that applicant does 80% talking
 Record important decisions

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 CLOSING THE INTERVIEW

 allow candidate to ask few question
 If candidate is suitable, record it
 Let the candidate know the expected date for result
 Thank the applicant for applying and coming
PITFALLS IN INTERVIEWING
1. Devils horn effect – affected by negative quality in the candidate. Hence interviewer
becomes blind towards the positive quality
2. Halo effect- affected by positive quality. Interviewer becomes blind to negative qualities
3. Contrast error- interviewer tends to compare one candidate with another. Rather
candidate should be compared with requirement of job.
4. First impression error- affected positively or negatively by first impression the applicants
creates.
5. Recency error- Inaccuracy or flaw in performance appraisal or job interview, caused by
the evaluator’s or the interviewer’s reliance on the most recent occurrences of the
employee’s or the applicant’s behavior.
@@@@@@
c. EVALUATING- HIRING
The process of evaluation partially takes place during the interview. After the interview details
are discussed among the panel member and final evaluation is done.
Once identified and reference checked, job offer is extended. Medical examination must be
undergone before joining.
I card, time-in-swipe and relevant forms may be collected.
 Information is sent to the respective department.

 HOD must inform the other employees of the department and
prepare them to extend co-operation to the team member.
@@@@@@
ORIENTING EMPLOYEES/ INDUCTION TRAINING
WHY CONDUCT A STAFF ORIENTATION PROGRAM?
An orientation for new staff can be a boon to both those staff members and the organization.
Some specific advantages to such a program include:

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 It allows new staff members to hit the ground running. If they have a clear understanding
of the organization, their positions, and the community, they can jump into their jobs
immediately and start to make a difference.
 It instills new staff with confidence in both their own ability to be effective - because they
know they have the information and contacts they need - and the organization which has
had the foresight to provide them with that background, and made them feel a part of the
operation.
 It improves the possibility - through facilitating a good start and providing appropriate
background so that people will do a good job over the long term and stay longer with the
organization.
 It makes life easier for others in the organization, by eliminating the need for new staff
members to ask them constantly for information and advice.
 It enfolds the new staff member into an existing social structure, thereby helping him to
feel comfortable and to bond with others, and at the same time helping to improve the
organizational climate (the way the organization "feels" to those who work in and have
contact with it).
 It formally welcomes new staff to the organization, and makes them feel that they have
support for doing a good job.
 By familiarizing new staff members with the organizational culture, it increases the
chances that they will fit well into the organization, and absorb and become part of that
culture.
 By making staff knowledgeable and better-prepared, it builds the organization’s reputation
in the community, leading to community support and better services.
A well-conceived and well-run orientation can thus address all the factors - logistical,
professional, social, and philosophical - that can help a staff member fit into the organization
and do the best job she can.
The new comers need to be introduced to people to be familiarized with the environment in
which they are to work. This is done through orientation/induction. Orientation is the guided
adjustment of a new employee to the organization, his /her work environment, and the job.
Orientation programme must include:
 The history of the organization.

 General policies and practices of the organization.
 Department; their location and function
 Staff benefits; location of staff cloakroom, cafeteria etc.
 Safety regulation and other procedure.
 Organization hierarchy, defining the employee’s position and reporting relationships.
Department orientation must include:
 An overview of:
 The job, duties and relationship.
 The goals to be met by the employer.
 The immediate tasks to be accomplished.
 Guest relation and security.
 Work schedule – the no. of hours and the type of shifts.

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 The pay-cheque procedure.

 The grooming standard set by the hotel.
 The work standard expected.
@@@@@@@
CHECKLIST FOR ORIENTING A NEW EMPLOYEE INTO HOUSEKEEPING:
1. THE WELCOME:
 Greet the employee.
 Introduce yourself and make the employee feel at ease.
2 OFFER AN OVERVIEW:
 Show the employee where he/she fits into the organization hierarchy.
 Inform the employee of his/her duties and responsibilities.
3 LAY DOWN THE WORK STANDARD:

 State the no. of rooms to be checked or cleaned.
 State the time ideally taken to check or clean a guest room.
 Hand over a SOP.
 Point out where the duty roster is displayed.
 Discuss leave procedure.
 Discuss procedure for swiping-in and reporting to work.
4 PROCEED ON A FAMILIARIZATION TOUR:
 Make a tour of job-related areas- the housekeeping control room, the room, the
linen room etc.
 Introduce the new team member to training personnel and other employees.
5 EXPLAIN THE GROOMING STANDARD, WITH REGARD TO:
 Uniform
 Accessories and footwear.
 Make-up
 Personal hygiene
 Uniform exchange procedure and place.
6 LAY DOWN GUEST RELATION STANDARDS FOR:
 Greeting guest.
 Meeting guest requests
 Handling guest complaints.
7 EXPLAIN THE EMPLOYEE’S ROLE INSAFETY AND SECURITY:

 Reporting suspicious activities.

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 Keys and key control

 Location of employees’ entrance and service elevator.
 Fire precaution.
8 APPRISE THE EMPLOYEE OF THE PAY-CHEQUE PROCEDURE:

 Where to collect.
 When to collect.
@@@@@@
TRAINING
Training employees is the overall enhancement of human ability by developing knowledge,

skill, attitude and behavior in order to achieve INDIVIDUAL GOALS.
Training is effective only when knowledge gained is applied at work and tested for usefulness.
BENEFITS:
 New employees learn in a comfortable atmosphere

 New employees understand the importance of job and expectation
 Provides information for new comers
 Refreshes memory of old employees
 Improved work performance by learning about new things; technology, products.
 Flexibility due to cross training
 Reduced mistake, accidents and safety enhanced
 Staff motivated and job satisfaction
 Performance and Productivity improves
 Staff turnover reduced
 Supervision improves
 Improves communication & relationships - better teamwork
 More profit due to better business
LEVELS OF TRAINING
LEVEL ‘C’- It is basic training level for room attendant. Majority of training required are-
a. In area of technical skill- must possess a high level technical knowledge.

b. Human relation skill- Average knowledge of both verbal and non-verbal as they
have to communicate with supervisor and guest and other employees
c. Small amount of conceptual/managerial skill( planning organizing)

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LEVEL ‘B’- it is training level for supervisor. Equal amount of –
a. Technical skill- to train and maintain standard of work.
b. Human relation skill-to communicate with guest and subordinates.
c. Conceptual skill- planning and organizing the work and staff as well
LEVEL ‘A’- training level for manager (ex. Housekeeper)
a. Technical skill- average technical knowledge to maintain and improve standard of

work
b. Human relation skill- high grade of human relation skill to communicate with
guest, staff. Other HOD’s and management
c. Conceptual skill- Majority they should have conceptualized ideas to be able to
plan, forecast, organizes and control.
@@@@@@
TYPES OF TRAINING
INITIAL TRAINING/ INDUCTION TRAINING-
It is carried out when an employee is new to the organization and has to learn the required
knowledge, skill, attitude for his day to day task in new position.
REFRESHER’S TRAINING-
It enables staff to keep up to date with changes in new working methods and equipment etc. it
is carried out for old employees, even to refresh/ re-train his memory.
REMEDIAL TRAINING-
It should be carried for old employees if staffs do not prove to be capable of carrying out their
task performance standard not met in a particular area of work.
@@@@@@

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METHODS OF TRAINING
TRIAL AND ERROR-
Employee works on his own with very little supervision and learn by mistakes. This method
may prove successful but may present few problem as well-
A. Bad habits may be picked up

B. Training may be slow and ineffective
C. May be clash of personality
D. Relatively expensive
ON THE JOB TRAINING-
Training takes place while a trainee is working on a daily schedule. He is under supervision/
guidance of a trainer/ buddy. Employee may have to attend few class room situations, where
he may be instructed such as-
 The use and care of equipment.

 The use and storage of cleaning agents
 Setting up the room attendant’s cart
 Linen, laundry, uniform handling procedure.
On the job training methods-
 Coaching -Under this method, the trainee is placed under a particular supervisor who
functions as a coach in training and provides feedback to the trainee. Sometimes the
trainee may not get an opportunity to express his ideas. Also helps in identifying
weaknesses and focuses on areas which need improvement.
 Buddy training- The buddy system is a powerful training tool for any industry and
business. Developed by Eric Jurin, the buddy system is a training method involving a
mentor (trainer), with more knowledge, and a buddy (trainee), with less knowledge. The
purpose of the buddy system is to enhance employee’s skill and competency levels on
certain tasks or positions.
 Mentoring- mentoring focus on attitude development. Conducted for management
level employees. Mentoring is done by someone inside the company. It is one-on-one
interaction. It helps in identifying weaknesses and focus on the areas that needs
improvement.
 Committee assignments- A group of trainees are asked to solve a given
organizational problem by discussing the problem. This helps to improve team work.
 Job Rotation-It is the process of training employees by rotating them through a series
of related jobs. Rotation not only makes a person well acquainted with different jobs,
but it also alleviates boredom and allows to develop rapport with a number of people.
Rotation must be logical

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 Apprenticeship- Apprenticeship is a system of training a new generation of

practitioners of a skill. The trainees serve as apprentices to experts for long periods.
They have to work in direct association with and also under the direct supervision of
their masters. The object of such training is to make the trainees all-round craftsmen. It
is an expensive method of training. Also, there is no guarantee that the trained worker
will continue to work in the same organisation after securing training. The apprentices
are paid remuneration according the apprenticeship agreements.
OFF THE JOB TRAINING-
Takes place away from work situation in a training centre/ class room by means of workshop,
demonstration, lectures, discussions, seminars, audio visual presentation, case studies, role
play etc. topics may be –
 Controlling expense
 Stress management
 Demonstration of new equipment etc
Off the job training methods-
 Lectures- This will be a suitable method when the numbers of trainees are quite
large. Lectures can be very much helpful in explaining the concepts and
principles very clearly, and face to face interaction is very much possible.
 Simulation/ Vestibule training-In simulation training, the workers are trained in a
prototype environment (model room) on specific jobs in a special part of the
organization. An attempt is made to create working condition similar to the actual
workshop conditions. After training workers in such condition, the trained workers may
be put on similar jobs in the actual workshop. The advantage is that training process
may be stopped in between, discussed again for reinforcement.
This enables the workers to secure training in the best methods to work and to get rid
of initial nervousness. Duration ranges from few days to few weeks. It prevents trainees
to commit costly mistakes on the actual machines.
There are four basic simulation techniques used for imparting training-management
games, case study and role playing.
 Sensitivity Training-Sensitivity training is also known as laboratory or T-group

training. This training is about making people understand about themselves and others
reasonably, which is done by developing in them social sensitivity and behavioral flexibility. It is
ability of an individual to sense what others feel and think from their own point of view.
It reveals information about his or her own personal qualities, concerns, emotional issues, and
things that he or she has in common with other members of the group. It is the ability to
behave suitably in light of understanding.

August 20 Page 84
A group’s trainer refrains from acting as a group leader or lecturer, attempting instead to clarify
the group processes using incidents as examples to clarify general points or provide feedback.
The group action, overall, is the goal as well as the process.
Sensitivity training program comprises three steps-
@@@@@@
The steps in planning training programme are-
1. ASSESS THE NEED FOR TRAINING
2. IDENTIFY SPECIFIC AREAS FOR TRAINING AND PRIORITIZE
3. DETERMINE THE TYPE OF TRAINING NEEDED IN EACH AREA
4. SPECIFYING TRAINING OBJECTIVE
5. PLAN TRAINING PROGRAMME
6. EVALUATE THE TRAINNIG PROGRAMME.

August 20 Page 85
1. ASSES/ANALYZE TRAINING NEED-
a. Employee obsolescence/out-dated –
 Technical advancements, cultural changes, new systems,

computerization
b. Career plateaus (Occurs when an employee has reached the highest position
level he or she can possibly obtain within an organization and has no future
prospect of being promoted due to a lack of skills).
 Need for education and training programs
c. Employee Turnover
 Development plan for new employees
2. IDENTIFY SPECIFIC AREAS FOR TRAINING AND PRIORITIZE-
Specific areas of training usually are decided by analyzing the work. If the performance
and productivity standard is not maintained in the department, the areas where there is
difference in standard should be in priority list for training and grooming staffs. For e.g.
 Grooming standards
 Hygiene standard
 SOP of glass cleaning
 SOP of brass cleaning
 SOP of wood cleaning
 SOP of carpet shampooing
 SOP of room cleaning
 SOP of bathroom cleaning
 Dealing with lost and found
 Dealing with safety and security issues.
All such function must be prioritized while deciding the training program.

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3. DETERMINE THE TYPE OF TRAINING NEEDED IN EACH AREA-
 If we follow the GAP concept, training is simply a means to use activities to fill
the gaps of performance between the actual results and the expected results.
SWOT Analysis vs GAP Analysis-
SWOT analysis and GAP analysis can be used in different context and they might give a
different meaning in those contexts. Below is a breakdown of SWOT analysis vs GAP analysis
in the context of a company.
 SWOT analysis evaluates a company against its peers (competitor),

while GAP analysis is internal evaluation to identify
performance deficiencies.
 SWOT analysis is done for long term planning while GAP analysis is
often done to reach short term goals.
 SWOT analysis is often a comprehensive study evaluating many
aspects and many competitors. GAP analysis can be very simple
targeted towards fine tuning one process.
 This GAP can be separated into 3 main themes

1. Attitude
2. Skills
3. Knowledge
4. SPECIFYING TRAINING OBJECTIVE
Training Objectives must be specific & measurable.
 What should trainees be able to accomplish after participating in the training program?
 What is the desired level of such accomplishment, according to industry or

organizational standards?
 Do you want to develop attitudes, skills, knowledge or some combination of these
three?
4. PLAN TRAINING PROGRAMME
 Program duration
 Program structure

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 Instruction methods
 Trainers qualification
 Nature of trainees
 Support resources – materials, projector, classroom etc.
 Training location
 Criteria & methods for evaluating the program
Format for designing a training program (for supervisors):
 Program duration- 2days

 Instruction methods- lecture, audio-video, demonstration and PPT
 Trainers qualification- MBA- human resource
 Nature of trainees- Graduate
 Support resources – materials, projector, classroom etc.
 Training location- training cell - classroom
 Criteria & methods for evaluating the program- feedback
Day and Date Timing (From - To) Topic Training Aid
6. EVALUATE THE TRAINING PROGRAMME
Three Levels of Evaluation
1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of trainees
TRAINING STRUCTURE
(Four step training method)
SKIL TRAINING-

August 20 Page 88
PREPARE, PRESENT, PRACTICE AND FOLLOW UP.
Step-1. PREPARE- Training should be sequentially planned according to the need of the staff.
This involves analyzing the job and staff’s training need.
JOB ANALYSIS-
Trainee will be only benefited if trainer knows exactly what is expected out of the employee at
work. Job analysis is a process of determining what knowledge, skill and performance
standard an employee need to know to perform the task.
The three components to perform the task:
a. Job knowledge- Identifies what employee needs to know to perform

b. Job list-Determines the various task to be accomplished daily.
c. Job breakdown- Is the complete know-how required to perform the task and to meet the
performance standard.
ANALYZING STAFF TRAINING NEED-
Analyze the training need for old and new staff should be assessed separately.
For new employees JOB LIST guides to determine toe staff training need.
For old employees– their work performance needs to be observed for 2-3 days. Their
performance on these tasks should be related on a scale less than 3, the staff needs training.
AREAS IN WHICH EMPLYEE SHOULD BE TRAINED IS:
 SKILL,
 KNOWLEDGE,
 ATTITUDE.
SKILL TRAINING:
Include the practical and technical aspect of the job that an employee has to perform and meet
the standard set by the organization. Such as-
a. Arranging the room attendant ‘s cart

August 20 Page 89
b. Window/ mirror cleaning

c. Bed making
d. Bathroom cleaning
KNOWLEDGE TRAINING
A new employee needs to gain knowledge, policies, procedure, rules and co-workers etc. such
as -
1. Layout of the hotel

2. Emergency procedure
3. Who’s who in organization
4. Telephone courtesy
5. Housekeeping department’s procedure in key, maintenance etc
6. Employee’s rights and benefits
ATTITUTE TRAINING
Though it is imperative that employees with a positive attitude are selected, a new employee’s
attitude needs to be shaped. Such as-
1. Personal hygiene and grooming

2. Dealing with supervisors and subordinates
3. Rendering service to guest rooms.
GUIDELINES FOR SKILL TRAINING-
Trainees need to be told as well as shown how to perform tasks. Job breakdown act s a guide
and it should be provided to trainees a day in advance so that they can participate in the
training session readily.
STEPS TO BE FOLLOW:
Step-2. PRESENT
 Demonstrate the skill at a normal speed.

 Breakdown the presentation of large amounts into sessions
 Repeat the demonstration at a slower pace, asking the trainees to perform along with
you.
 Encourage the trainees; allow them to practice on their own.

August 20 Page 90
 Follow up to see how the trainee is performing.
Step-3. PRACTICE
 After training session allow trainee to practice on their own, provide them with ample
time and opportunity, as when they do, they understand.
 Do not allow short cuts, or else they will become habit later.
Step-4. FOLLOW UP:
 follow up is important to make the employee good worker and comfortable in their
job;
 It includes continuing on-the-job training, appraising performance, giving feed back,
and evaluating progress.
KNOWLEDGE TRAINING
Start the training session with:
Step-1-INTRODUCTION
I- INTEREST
N- NEED
T- TOPIC
R- RANGE
O- OBJECTIVE
Step-2- CONTENT-
 Explain in detail
 Deliver the information gathered through research
 Include discussion, demonstration, audio-visual-aid, exercise, apart from
lecture.
As because retention varies from person to person, depending, even on 5 senses.
An old Chinese proverb says-
I hear- I forget
I see- I remember
I do- I understand
RETENTION OF INFORMATION
SEEING 75%
HEARING 13%
FEELING 6%

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SMELLING 3%
TASTING 3%
Step-3- CONCLUSION-
 Repeat major topic covered

 Answer any question if they have any
 Finish by letting them know what will be the next topic.
 Sources
o From book –
Raghubalan
o From website
http://www.slideshare.net/rajeevgupta/recruitment-selection-process-methods-
and-steps
http://hr.ucr.edu/recruitment/guidelines/process.html
 Authorship
WORK STUDY
Ergonomics-

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Ergonomics is science of designing, the workplace, keeping in mind the capabilities and limitations of
the worker. Poor worksite design leads to fatigued, frustrated and hurting workers. This rarely leads to
the most productive worker. More likely, it leads to a painful and costly injury, lower productivity and
poor product quality.
Benefits of ergonomics-
1. Ergonomics reduces costs.

2. Ergonomics improves productivity
3. Ergonomics improves quality
4. Ergonomics improves employee engagement
5. Ergonomics creates a better safety culture.
Work-study may be defined as one of the management techniques, which can be applied to achieve
the optimum use of the resources available to an establishment for the accomplishment of the work, it
is engaged in. Hence, Work Study is systematic examination of the methods of carrying on activities so
as to improve the effective use of resources and to set up standards of performance for the activities
being carried out.

August 20 Page 93
It involves the study of following factors – To increase productivity by improving efficiency and
effectiveness
 People- Comfort, Ergonomics

 Machine and tools- Function, Efficiency, Output, Versatility etc
 Material-Quality, Yield
 Layout- Space management and room to Develop
 Energy-Energy Conservation
 SOP- Method
Work-study can be carried out by supervisor, managers or even by outsource expert.
Work-study comprises of two aspects: -
a) Method study (to improve ways of doing tasks)

b) Work measurement (to establish the time required for the task)
WORK
STUDY
METHOD STUDY WORK MEASUREMENT
To improve ways of doing work To establish allowed time for the work
 Better utilization of resources

 Greater efficiency
 Higher productivity
Course: B.SC. In H & HA Semester -5thIlesson – Water &EnergyConservation
August 20 REDUCTION IN COST Page 94
A good combination of both gives success.
The aim of work-study is: -
IMROVE-
 Working conditions
 Methods of work
 Design of equipment
 Staffing
 Work standard
REDUCE-
 Cost
 Fatigue
 Labor turnover
 Rate of accident
 Complaints and grievances
 Wastage
@@@@@@@

August 20 Page 95
METHOD STUDY
This is a detailed analysis of the present or the proposed method of carrying out a task as a basis for
improvement. It concerns finding or evolving better ways of doing the work, and contributes to
improved efficiency and morale.
Method study is the systematic recording and critical examination of existing and proposed ways of
doing work, as a means of developing and applying easier and more effective methods and reducing
costs.
Objectives of Method Study
 Improvement in use of all the inputs i.e. men, machines, material, money and also, time and
information.
 Economy in human effort and reduction of unnecessary fatigue.
 Layout improvements.
 Improvement in design of plant and equipment.
 Improvement in safety standards and procedures.
 Development of better working environment
SELECT – The job to be studied
RECORD – All available data
EXAMIN – Each fact critically (for purpose place)
DEVELOP – The best available method
INSTAL – The development method
MAINTAIN – The installed method
Step 1- SELECT – (where some problem occurs) such as-
 Poor quality
 Delays
 High fatigue level
 Low output

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 High complaints and grievances

 High turnover
 Excessive breakage
 Wastage of material
 Frequent accident
 Excessive paper work
 Low moral
 Absenteeism
 Excessive overtime
Step 2- RECORD THE FACTS-
Recording techniques for method study
1. Operation process chart: An operation process chart provides the chronological sequence of all
operations and inspections that occur in a manufacturing or business process. Operation process chart
used only two symbols, i.e., operation and inspection.
 Operation - O
 Inspection -
2. Flow process chart: A flow process chart is used for recording greater detail than is possible in an
operation process chart. It is made for each component of an assembly rather than for the whole
assembly.
Operation - O
Move -
Delay - D
Store -
Inspection -
Combined Activity -
Type of flow process chart -
 Man/ Worker type flow process chart.

o This flow process chart records what the worker does.
 Material type flow process chart.
o This flow process chart records how the material is handled or treated.

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 Equipment type flow process chart

o This flow process chart records how the equipment or machine is used.
Sample for material type-
3. Flow diagram: Flow diagram is a drawing, of the working area, showing the location of the various
activities identified by their numbered symbols and are associated with particular flow process chart
either man type or machine type.The routes followed in transport are shown by joining the symbols in
sequence by a line which represents as nearly as possible the path or movement of the subject
concerned. Following are the procedures to make the flow diagram:
1. The layout of the workplace is drawn to scale.

2. Relative positions of the machine tools, work benches, storage, and inspection benches are
marked on the scale.
3. Path followed by the subject under study is tracked by drawing lines.
4. Each movement is serially numbered and indicated by arrow for direction.
5. Different colors are used to denote different types of movements.

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Flow Diagram- For e.g.- Laundry Flow Chart
Sample flow diagram-

August 20 Page 99
4. String Diagram: String Diagram is a scale layout drawing on which, length of a string is used to
record the extent as well as the pattern of movement of a worker working within a limited area during
a certain period of time. It is a scale diagram on which color threads are wrapped around pins or pegs,
which are used to indicate the paths taken by either worker or material or equipment when processing
is done on material from start to finish.
Sample String diagram:
It can also be stated that string diagram

in a special form of flow
diagram. As a thread is used to measure
distance, it is necessary that the string
diagram should be drawn up to scale.
The same is not necessary in case of
flow diagram.
A brief procedure for the construction of string diagram in given as follows:
(i) Study and record the complete information about the movement of various resources.
(ii) Draw a scale layout of the shop area and mark various features such as machinery, work
benches, stores etc.
(iii) Mark and insert panel pins at all workstations between which the journeys are made. More
pegs/pins may be stretched in between the facilities to trace more or less the actual path
followed by men and materials.
(iv) A continuous colored un-stretchable string, taken from the first to last warned to trace the
path followed by operators or materials. Use strings/ threads of different colours if the

August 20 Page 100
movement of more subjects is being shown so that their movements are easily recognized and
distinguished.
(v) Remove the string to measure their lengths which approximately gives distances travelled
by a worker or a machine or the material.
Step 3- EXAMINE RECORD-
Examine the way the job is being performed and test its purpose, place, sequence and method of
performance. In this step, the information provided by charts and diagrams is critically examined and
screened by asking some searching questions. Like,
 What is done?
 Why it is done?
 What else might be done? Etc.
This examination is carried out with a view to eliminate, combine, rearrange and/or simplify the
activities
There are two types of questions asked:
 Primary questions
 Secondary questions
Primary questions:
Questions are asked and answers found out on:
 Purpose: for which activity is being done.

 Place: at which activity is being carried out.
 Sequence: in which activity is being performed.
 Person: by whom activity is being rendered.
 Means: by which activity is being accomplished.
Secondary Questions
During the secondary questions, answers to the primary questions are subjected to further query
to determine whether possible alternatives of place, sequence, persons and means are
practicable and preferred as a means of improvement upon the existing method.
Step 1 Purpose What is done? Why is it done? What else might What should
be done? be done?
Step 2 Place Where is it Why is it done Where else Where else
done? there? might it be should it be

August 20 Page 101
done? done?
Step3. Sequence When is it Why is it done When it might When should it
done? then? be done? be done?
Step 4 Person Who does it? Why does that Who else might Who should do
person do it? do it? it?
Step 5 Means How is t done? Why is it done How else it How should it
that way? might be done? be done?
A report on new improved method should be prepared. It should include:
 Description of the method.

 Relative costs in material, labor and overheads of the new method and the existing method
and expected savings.
 Cost of installing the new method, including cost of new equipment and of re-laying out shops
or working areas.
 Diagram of the work place layout.
 Tools and equipment to be used and diagrams of jigs/fixtures etc.
 Executive actions required to implement the new method.
DEVELOP-
This primary examination is carried out with a view to-
 Eliminate,
 Combine,
 Rearrange and/or
 Simplify the activities
Develop the most practical, economical, and effective method. After critical examination of records is
complete, it is necessary to transform the learning’s into the development of new methods. Some
approaches are:
a) Eliminate unnecessary activities.
b) Combine two or more activities. For example, if one uses a combination tool for two operations, say,
facing and drilling, the total set-up time will reduce.
c) Re-arrange activities so as to reduce time and effort.
d) Simplify the activities to reduce number of operations or reduce effort etc.
Step 5- INSTALL-
Install the new method as a standard practice and train the employees involved in applying it.
Step 6- MAINTAIN-

August 20 Page 102
Maintain the new method and introduce control procedures to prevent a drifting back to the previous
method of work.
Once the new/improved method has been developed, approval should be obtained for installation. A
concise report – including expected saving in labor, material and overheads and the cost of
implementation; should be submitted as a management action necessary for implementation.
Format of report should include- for e.g. - (floor maintenance team)
1- The objective of study; to balance the work load of the floor maintenance team and reduce
ineffective time.
2- The existing and proposed method- details of two methods described with supporting
diagrams and charts.
3- The justification of proposed method- for e.g. reduction in labor cost (using proposed method)
Reduction in time for operative ‘A’ - 8min
Reduction in time for operative ‘B’ -8min
Total reduction in time using proposed method -16 min
Note- the same procedure is followed by 4 floor teams and it is carried out by each team-
10 times per week (52 weeks per annum)
The expected total reduction in time per annum will be-
(16 x52 x 10 x 4)=555 hours
Labor cost @33/- per hour @8000/- (8000/30=266/8=33/-) monthly salary. The expected total
reduction in labor cost will be (Rs. 33 x 555 hours) = Rs. 18,315/- Approx.
The reduction in time may be allocated to additional work or lead eventually to a reduction of staff.
@@@@@@@

August 20 Page 103
WORK MEASUREMENT
Work measurement is the assessment of the work content of a job by measuring the time taken to
carry it out. It’s the application of techniques designed to establish the time for a qualified worker to
carry out a task at a defined rate of working or at a defined level of performance.
It measures the time taken in performance of an operation or a series of operations and in can
separate out ineffective time from effective time. Thus ineffective time can be studied and by
way of method study, the ineffective operations can be reduced or eliminated
Objectives of Work Measurement
 Finding ineffective time in an activity or a process (series of activities).

 Setting standard (norms) for output level.
 Evaluating workers’ performance.
 Assessing and planning manpower needs.
 Determining available capacity.
 Comparing various work methods.
 Facilitating operations scheduling.
 Establishing wage incentive schemes.
Some Techniques of Work Measurement
 Stop-watch time study.

 Work sampling.
 Predetermined time standards (PTS).
 Standard Data.
It is essential to understand the following concepts in order to undertake work measurement

exercise in any organization:
 Qualified worker: Qualified worker is one who is accepted as having the necessary physical
attributes, who possess the required intelligence and education and who has acquired the
necessary skills and knowledge to carry out the work in hand to satisfactory standards of
safety, quantity and quality.
 Standard rating: Rating is the assessment of the worker’s rate of working relative to the
observer’s concept of the rate corresponding to standard pace (or standard rate).
 Standard performance (pace or rate): It is the rate of output which a qualified worker will
naturally achieve without over-exertion as an average over the working day or shift, provided
that he knows and adheres to the specified method and provided that he is motivated to apply
himself to his work. The time taken to achieve the standard performance by the qualified
worker is called “standard time”.
Steps in making a Time Study/ Work Measurement
 Select the work to be studied.

August 20 Page 104
 Ensure the job is a new one, not previously carried out.

 A change in material or method of working has been made and a new time standard is required. . `
1. Obtain and record all available information about the job, the worker and the surrounding
conditions likely to affect the execution of the work.
2. Record the complete description of the method, break it down into elements.
3. Measure with a stopwatch and record the time taken by the worker to perform each element
of the operation.
4. Assess the rating of the worker. There are several methods of performance rating. Standard
performance is denoted as 100%. A performance rating greater than 100% means the worker's
performance is more than standard, and less than 100% means the worker's performance is
less than standard. Rating is done between 0-100.
5. Extend the observed time to “basic time” by factorizing the actual time (observed time) by the
assessed rating.
6. Determine the allowances to be made over and above the “basic time” for the operation.
7. Apply those allowances on the “basic time”.
8. Thus, determine the “standard time” for the operation.
Basic time-
The whole work is repeated several times and the timing recorded each time, in order to arrive at an
average figure. The time you get for a particular element is called the basic time. The time is likely to
vary between a fast and a slow worker. Therefore, the time is established of an average worker. Hence
the term rating is used. Rating is the ratio of the rate of working of the individual worker under study
to the observer’s concept of the standard average rate.
Allowance refers to -
•Personal time allowance: 4% -7% of total time -use of restroom, drinking water, etc. •Fatigue
allowance-to compensate for physical or mental strain, noise level, tediousness, heat and humidity,
assumption of an abnormal position, etc.
•Delay allowance-based upon actual delays that occur.
Standard time = observed time + rating factor + Personal allowance + Fatigue allowance + delay
allowance + work related contingency allowance.
A few minutes every day and an hour or so every week working with time and motion study
experiments can produce a dramatic change in your/ organization’s productivity.
________________________________@@@@@@@__________________________

August 20 Page 105
Water & Energy Conservation

What is Conservation?
The careful use of natural resources like energy and water to prevent them from
being lost or wasted in future.
How can you conserve?
 Reduce
 Reuse
 Recycle
Why energy conservation is required?
 Energy is supplied in the form of light, solar rays and chemical fuels likeoils.
 Hotel industry consumes energy in differentforms.
 Hotel pays its energy bills in lakhs permonth.Energy conservation methods
helps the hotel tosave.
Role of Education
 Hotel staff should be aware of the concern regarding the consumption

ofenergy.
 Energy conservation guidelines should be thoroughly taught to the hotelstaff.
 Guidelines on Dos and Don’ts should be clearly mentioned
 Supervision is important
Tips for Energy Conservation:
 Use of naturallight
o Well-litwindows

August 20 Page 106
 Artificiallighting
o Lighting systems with advancecontrols
o Install chandeliers or decorative fixtures only in public areas as it
consumes moreenergy.

August 20 Page 107
 Use of Energy conservingbulbs

o Use HPMV lamps High-Pressure Mercury-Vapor (lightingtechnology)
o Use HPSV (High Pressure Sodium Vapour) lamps for streetlights
o Use CFL (Compact FluorescentLamp)
o Use LED (Light EmittingDiode)
 Use energy efficient heating/ cooling system with thermal efficientbuilding.
 Use minimum glass areas on the east and westexposure.
 Use draperies and sun films on window to cut down on air-conditioningcost
 Use heat reclaiming equipment in air-conditioningplant
o Heat from them can be used for heatingwater.
 Keep equipments clean for highest energyefficiency
 Minimize electric loads from appliances andequipment.
 Sensors can turn off lights and fans in unoccupied rooms.
Alternative sources
o Install biogas plant for staffmeals

o Use solar powered vehicles to ferryguest
o Consider energy sources like photovoltaic cells
Energy conservation checklist for guest rooms
o Turn off lights when notoccupied

o Use minimum lighting when servicing guestrooms
o Turn off corridor light when natural light isavailable
o Clean lamp shades for better lightefficiency
o Keep windows closed and curtainson
o Sensors can turn off lights and fans in unoccupied rooms.
LEED AND HOSPITALITY INDUSTRY
Hotels and other hospitality venues have a significant opportunity to reduce

negative environmental impacts associated with guest rooms, event

August 20 Page 108
space, and general facility use through measures such as energy and wat
er efficiency, waste reduction and management, sustainable and local pur
chasing, and use of alternative transportation. Hotels and conference
centers can also contribute to human health by providing healthy,
comfortable, and productive indoor environments with improved indoor air
quality, access to daylight and views, and occupant control of the lighting
and thermal environment. USGBC (U.S Green Building Council)
works to promote cost-efficient andresourcesaving green building design,
construction, and operations with the goal of protecting the global environ
ment and human health. The LEED®
green building certification program provides framework for building and o
perating hotels sustainably.
Green buildings use on average 26% less energy, emit 33% less carbon
dioxide, use 30% less indoor water, and send 50%-75% less solid waste
to landfills and incinerators. The opportunities for hospitality venues to
integrate green building strategies into their design, construction, and daily
operations make business sense and can be an important part of a
company’s commitment to sustainability.
Levels of LEED certification:
The LEED certifications depend on a 100-point scoring system. In order to
attain the lowest level of certification a hotel must meet a minimum of 40 points.
Whether you are building a brand new hotel from the ground up or are currently
operating a full service hotel, LEED certifications are available for new
construction or existing buildings. The four levels of certification based on the
qualifying points of the 100-point scale are:
 Platinum: 80 points or higher
 Gold: 60-79 points
 Silver: 50-59 points
 Certified: 40-49 points
There are seven different categories in which your hotel has the opportunity to
earn points. These categories are as follows:
 Sustainable Sites
 Water Efficiency
 Energy & Atmosphere
 Materials & Resources
 Indoor Environmental Quality
 Innovation in Operations
 Regional Bonus Points

August 20 Page 109
FIVE GLOBE – ECOTEL –
The methodology for the

ECOTEL Certification is
centred upon the idea of
the Five Globes or five
areas of certification,
which together
encompass the
processes, systems and
practices that ensure
sustainable hotel
operations. An audit is
undertaken in each of
these globes based on a
checklist. The audit
checklist for each of the
globes is very well
researched and based on
scientific and
technological advances
and international charters and treaties specific to saving the environment, social
development and protection of heritage.
The image on the right shows the ECOTEL logo represented by the Earth in the
centre, surrounded by the five globes or criteria of ECOTEL Certification.
Together, these five globes encompass the processes, systems, and practices
of environmentally responsible hotel operations. Thus, the image conveys in
totality that ECOTEL through its five globes is a certification that cares for the
environment and the planet.
Sustainability Commitment – Ensures a policy environment that minimises a
hotel’s environmental footprint throughout its value chain while lowering overall
business costs. This includes greening the supply chain, encouraging fair trade
practices, and protecting culture and heritage.
The certification's approach to sustainability focuses on reducing utility costs
(energy, water and waste) at hotels and resorts through improved diligence
over hotel operations and delivery of informed strategic investments in building
equipment in accordance with ownership investment parameters.

August 20 Page 110
A hotel demonstrates its Sustainability commitment through wide ranging

programmes and best practices that minimise its impact on the environment
through tout its value chain while lowering overall business costs.
For an ECOTEL hotel, Sustainability Commitment sets the policy landscape of
a hotel in place ensuring that the hotel complies with local/national/global
policies related to the environment, ecosystem and biodiversity protection.
The Sustainability Commitment Globe aims to undertake the following-
 Increase awareness and support for biodiversity protection.

 Amend the policies of the hotel in favour of driving and being driven by
sustainability.
 Facilitate green purchasing and greening of the supply chain.
 Ensure that the hotel is committed to providing good indoor air quality as
well as reducing its environmental impact.
 Facilitate hotel's commitment to minimal use of non-renewable natural
resources and protect the ecosystem.
 Ensure that communications of the hotel are relevant and reflect
sustainability practices.
 Enable long-term economic benefits through the sustainable measures
followed in the hotel.
Waste Management – Ensures greater operational efficiencies by identifying

waste areas and streams; reducing waste through reduce and reuse strategies;
recycling waste; diverting waste from landfill; converting waste to wealth; and
reducing greenhouse gas emissions.
Waste is created when a product loses its utility. In nature, there is no waste as
dead matter is broken down by microbes in the soil to become food for the next
cycle of production. However, most technology employed today generates
waste in terms of creation of products that have limited use and mostly neither
recyclable nor biodegradable. These result in large landfills and concomitant
emissions of greenhouse gases and chemicals that are health hazards to
people exposed to them. In addition, waste leads to ground water pollution as
well as that of the oceans, which in turn poses hazards not only to marine life
but also to the food chain.
For the hospitality industry, the waste created by daily operations is an ongoing
challenge. All departments contribute to generating waste, though on a daily
basis some like Food & Beverages (F&B) generate more on account of the
nature of their operation. In addition to incurring the costs of waste disposal,
valuable space is usually taken by waste that takes long to dispose.

August 20 Page 111
Waste Management is a comprehensive waste prevention, recycling and

disposal programme. It involves local need, conditions and stakeholders and
then selecting and combining the most appropriate activities. The most
preferred method for managing waste is reducing at source through reduction
and reuse, which also reduces costs. The objective is to reduce the waste to
landfill as much as possible.
For hotels, a good waste management strategy not only results in greater
operational efficiencies but also helps keeping the property cleaner and the
finances healthier as we encourage properties to earn from waste. Numerous
hotels, big and small, are implementing waste reduction programmes with great
success. At least 22 of the Fairmont hotels around the world get their cooking
oil converted into forms of bio-fuel, which are then used to power the properties'
shuttle buses and on-property equipment. Taj Hotels' Jai Mahal Palace in
Jaipur, Rajasthan gets its kitchen and garden waste made into feed for its
biogas plants. ECOTEL hotels like Rodas and Meluha sell their waste oil to a
vendor who makes soap from it and divert more than 90 percent of their waste
from landfills.
As the industry is able to better assess its environmental impact, hotels are
likely to come up with more creative solutions for waste reduction as they
engage in partnerships that benefit all stakeholders. We also expect to see
hotels increasingly lean toward suppliers/vendors who provide environmentally
friendly materials and equipment with reduced packaging, and to whom the
hotels can hand back dry packaging for recycling.
The Waste Management Globe aims to reduce the waste to landfill and thereby
the Solid Waste Diversion Rate by an efficient Waste Management Strategy.
This will also enable reduction in greenhouse gas emissions. The strategy
ensures greater operational efficiency throughout the hierarchy of the hotel.
ECOTEL’s Waste Management effort is centred upon the 4Rs of “reduce,
reuse, recycle, and recover”.
The Waste Management Globe aims to undertake the following
 Implement a responsible waste management system on the property that
also identifies areas for waste reduction by studying the patterns and areas of
waste generation.
 Establish strategies for reduction of waste generation at “source”
through less packaging, substituting by products designed to last longer, and
reusing products and materials in their current forms.
 Encourage recycling on the property to generate both environmental and
economic benefits.
 Encourage safe disposal practices of waste stream that cannot be
prevented or recycled.

August 20 Page 112
 Implement a preventive management system on the property.

 Seek guest involvement and feedback for responsible waste reduction
and management on the property
Energy Management – Ensures design and operating system-improvements

provide the framework for conservation of natural resources, increased energy
efficiency and air quality that result in economic savings, reduced greenhouse
gas emissions and carbon footprint.
Energy is among the fastest-growing cost items for the lodging industry at large,
and for the hotel industry in India, we could safely say that it is the single
fastest-growing operating expense. In India, Energy as a departmental cost is in
the range of 8% to 15% of a hotel’s Gross Revenue.
Energy generation from burning of fossil fuels leads to the production of
greenhouse gases (GHG), which trap heat, in turn leading to global warming
and climate change. Globally, the energy sector accounts for about 26 percent
of GHG according to the Fourth Assessment Report of the Intergovernmental
Panel on Climate Change (2007). Thus, reduced energy consumption along
with use of renewable energy not only leads to greater profits but also a cleaner
planet.
Both in India and elsewhere in the world, energy-efficient technologies, features
and equipment are becoming increasingly sought-after – both in hotel design
and construction as well as in the process design of the various operating
systems. Double- and triple-glazed windows; solar energy for heating water and
providing off-grid power; the use of wind power to substitute/complement
traditional energy sources; thermostatic controls in kitchen and air-conditioning
equipment; and the conversion of kitchen waste into useable fuel are some of
the many steps the industry is taking globally, to hold down energy costs and
equally to reduce its carbon footprint. The Leela Kempinski in Goa has a
process in place by which vented evaporated steam from the boiler is used to
heat water instead of being let off into the atmosphere.
While design- and operating system-improvements provide the framework for
resource conservation in hotel operations, large energy savings also result
through the switch to low-cost, easy-to-implement alternatives (such as CFLs
and low-flow showerheads) and through a regular schedule of preventive
maintenance tasks. The latter point – the need to keep equipment in excellent
working condition through regular preventive maintenance – cannot be
emphasized enough. Properly insulating exposed hot and cold pipes to
minimize energy loss; plugging leaks in ducting and piping equipment; and
cleaning boilers, chillers and condenser coils regularly are measures that are
not costly or difficult to implement, but go a long way in restricting energy
wastage through daily operations.

August 20 Page 113
Actions that restrict energy wastage, such as turning off lights in unoccupied
areas; switching off water heaters during peak-load hours; and adjusting indoor
air temperatures to meet but not necessarily exceed guests’ comfort
expectations, also present significant energy savings opportunities. While many
hotels implement such practices with excellent results, other hotels have not
been as successful, not least because of insufficient knowledge of energy
consumption within individual departments. Currently most hotels in India do
not have energy metres in individual departments; ECOTEL recommends that
this be implemented, so that energy is accounted on individual operation basis.
The Energy Management Globe aims to undertake the following-
 Implement a responsible energy management system and identify areas
for energy reduction by studying the patterns and areas of usage.
 Reduce energy consumption through energy-efficient design features.
 Reduce energy consumption through energy-efficient lighting.
 Reduce energy consumption through energy-efficient air conditioning.
 Improve quality of indoor air.
 Identify and encourage policies and practices that reduce energy
consumption in daily operations.
 This includes enhanced operational efficiency of major equipment such
as boilers, chillers and air handling units.
 Establish a Preventive Maintenance Programme on the property.
 Reuse energy in the hotel wherever possible (like through waste heat
recovery) and use of renewable energy (like solar).
 Seek guest involvement and feedback for responsible energy
consumption on the property.
Employee Education & Community Development:

Since hotels draw on environmental resources and climate change is primarily
a result of human activities, it is crucial that people/staff in hotels understand
their role in how resources can be conserved and GHG emissions mitigated.
Mitigation is truly possible when employees manning the operations understand
the need for change, believe in it, and adapt their practices. Thus, for a hotel
training its staff to the sustainability programme, the training is no less important
than the programme itself. And it is not enough for individuals to be simply
aware of their company's policy and ethos; they need to be engaged in, through
training and company environment, to contribute both within and outside to a
sustainable hotel and community, respectively
The Carbon Trust estimates that you could cut your hotel's energy bills by as
much as 20% just by implementing simple and inexpensive eco measures. If
you're new year resolution is to make your hotel property greener, this is a good
place to start.

August 20 Page 114
Lighting control, optimising room and water temperatures, and raising energy
awareness among staff are just some of the options. Equally importantly,
energy efficiency measures are not only going to prove economically beneficial
but are also likely to benefit the reputation of your hotel.
Heating
 Avoid overheating bedrooms and corridor areas. This is not only expensive, it
can also be uncomfortable for guests; aim for 19-21°C
 Ensure good control of your heating system. Use timer switches and
thermostatic radiator valves, and check that thermostats are unaffected by
draughts, sunlight, radiators and fireplaces
 Service your boiler regularly. This could help you save up to 10% of your
annual heating costs
 Ensure that pipework feeding bedrooms and common areas is well insulated
 Hot water
 Do not overheat hot water. A temperature of 60°C is ideal:it provides
comfortable hot water and is hot enough to kill legionella bacteria
 Consider fitting spray water taps, as they use less hot water and energy
 Make sure that leaking taps are repaired promptly
 Ensure that pipework is well insulated
 Air conditioning
 Avoid operating the heating and cooling systems simultaneously. This can be a
common problem in hotels. Switch off heating when a temperature of 21°C has
been reached. In addition, back-of-house temperatures can probably be set
lower than those at front of house
 Avoid using air conditioning for cooling until the temperature exceeds 23-24°C
 Implement a building management system (BEMS). These systems control and
monitor heating, ventilation and air conditioning, and can reduce total energy
costs by 10% or more
 Lighting
 Install occupancy and daylight sensors so that your lights are only on when
required
 Use low-energy lighting. Replace tungsten GLS lamps and T12 fluorescent
tubes with much more energy efficient items such as T5 tubes or compact
fluorescent or LED lamps. These could help you reduce the electricity you

August 20 Page 115
consume for lighting by up to 80%. Furthermore, some of the newer bulb types
last more than eight times longer than tungsten GLS lamps, and, as they
produce less heat, they will put less strain on the cooling required from your air
conditioning system
 Refrigeration
 Defrost fridges regularly; check the seals on cold rooms and fridges; and keep
condensers and evaporators clean
 When replacing or buying new, look for energy efficient units such as those that
are A rated. If possible, buy A++ units, as they have the lowest electrical
running costs.
 Keep fridge doors closed as much as possible
Water Conservations
 Water storage has become a recurring problem in India and many parts of
theworld
 Conservation is the greatest resource when it comes to water supply.
Water Consumption in Guestroom
Brushing teeth Turn the tap Water saved:

5-10 litres
Washing hands/ Turn the tap Water saved:
face 8-15 litres
Shaving Fill mug Water saved:
Turn off tap 10-15 litres
Shower
Rinse, turn off Tap, soap,
Water saved: 50-70 litres
rinse
Leak Please report immediatelyWater saved: 400-1000 litres
Per day

August 20 Page 116
Energy water consumption wheel

August 20 Page 117
Water Consumption in Bathroom
 Bathroom: Use dual plumbing in the design to use recycle water forflushing.
 Dual Piping is a system of plumbing installations used to supply both potable
and reclaimedwater.
 Use aerated taps and showers that gushes out less water at highpressure
 Use shower cubicles instead of bathtubs
 Use dual flushing system forWCs
Use Grey Water System
 Greywater is used water from bathroom sinks, showers and washing

machines. It is not water that has come into contact with faeces from
thetoilet.
 Greywater may contain traces of dirt, food, grease, hair, and certain cleaning
products. It is beneficial source of irrigation water in ayard.

August 20 Page 118
Sewage Treatment Plant
o Treatment plant for recycling used water in thehotel

o Treated water can be used for horticulture purpose, flushingtoilet.
Rainwater Harvesting
o Replenish ground water by rainwaterharvesting.

o Hotel uses 80% fresh water and 20% grey water approximately.
o Rain water harvesting save 25%water.

August 20 Page 119
Drip Irrigation Method
Pipes have small openings which are spread along the plants. Water through these
pipes irrigates only the roots and does not drench the whole plant.
Timer Controlled Sprinkler
Water sprinkler may be timed and should be used early morning or late evening as it
minimizes evaporation of water.
Water Management – Ensures reduced pollution and enhanced conservation of

water through reduced use, grey water recycling, and augmentation by ground water
recharge and rainwater harvesting.
Though much of the blue planet is covered with water, freshwater accounts for only
2.5 percent of total water; of that , only about 1 percent is accessible as the rest
remains trapped in glaciers and snowfields. While the amount if fresh water remains
constant, the demand remains under constant pressure due to unequal distribution,
global warming, increased consumption, wastage and pollution, and unsustainable
management. under a business-as-usual scenario, 1800 million people are expected
to live in regions of absolute water scarcity and two-thirds under stress conditions by
the year 2025. This has serious implications for the economy and clearly, better
management of water resources is the key to mitigating water scarcities and
managing economics better.

August 20 Page 120
Waste is Rivers that serve 80 percent of world's population are vulnerable to

environmental stress. The upper map shows global threats to River Biodiversity
(Vorosmarty et. al. 2010 in the September issue of Nature). The article urged that
overcoming the global crisis of water insecurity for both humans and biodiversity
requires simply offsetting threats to the river system that may be accomplished though
better land use management, better irrigation techniques, and emphasis on protecting
ecosystems and the life forms within them.
Waste is a shared resource and so important is it that the year 2013 has been
designated as the UN International Year of Water Cooperation for it is believed that
cooperation is essential to striking a balance between the different needs and
priorities for its equitable sharing.
For hotels, a decrease in water consumption would result in an increase in the bottom
line.
Several international hotel chains, and many large and small independently-managed
properties, are also making significant strides in implementing water conservation
practices. Their efforts range from towel and linen reuse programs to water-efficient
bathroom fixtures (such as low-flow toilet flushes and showerheads and sensor-
controlled sink faucets) and elimination of bath tubs, to the collection of rainwater and
run-off water for landscape irrigation. Other initiatives include the installing of recycling
plants for the treatment of grey water, which is subsequently reused- for irrigation, in
cooling circuits, and even as toilet water and floor washing. Xeriscape landscaping
(landscaping using cacti, rock garden formations and plants that need little water) is
gaining popularity, and some hotels have adopted the more efficient method of water
sprinklers to irrigate their green areas as opposed to the traditional method of
watering.
The Water Management Globe aims to undertake the following-

 Implement a responsible water management system on the property.
 Reduce water consumption through installation of low-flow plumbing fixtures
and efficient toilets.
 Reduce water consumption through water efficient operations in the hotel.
 Establish a Preventive Maintenance Programme on the property.
 Grey water is treated so that it does not pollute and can be recycled to reduce
freshwater consumption. In addition, water is reused wherever possible.
 Implement measures to minimise pollutants in the discharge and ground
water.
 Seek guest involvement and feedback for responsible water consumption on

August 20 Page 121
the property.
 Ensure good quality of water is used in the hotel for drinking, cooking and
other hotel operations.

August 20 Page 122

 Sources
o From book –
Raghubalan
o From website
https://www.greenpearls.com/newsroom/climate-neutral-hotels/
https://www.bluemagnetinteractive.com/blog/107-what-is-a-leed-certified-hotel-
how-do-i-become-green-certified.html/
https://www.hvs.com/article/4492-ecotel-version-20-reaching-out
 Authorship

Email: sb8846@gmail.com
FIRST AID
First aid is the initial treatment or help given to sick particularly injured individual
before professional medical care becomes available with the materials at hand.
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Such intervention aims in reducing the situations that threaten the victim until a
professional arrives or the sick individual is brought to \health facility.
Purpose of first aid treatment-
o To keep the injured or ill person alive ,

o To prevent the injured condition from becoming worse
o To help him/her to recover
o To sustains life
What does first aid knowledge & skill mean?
 The difference between life and death

 The difference between temporary and permanent disability
 The difference between rapid recovery and hospitalization
Steps in giving emergency care:
 Look at the general situation of the causality quickly

 Decide what is wrong and how severe or dangerous the injury is
 Give the appropriate first aid
Principles of first-aid-
There are certain important principles involved in first aid. These are listed as
follows-
The first aid provider must:
 Act calmly and logically.

 Be in control.
 Be gentle and firm, speak to casualty purposefully
 Build up trust with casualty.
 Explain casualty what you are going to do honestly and continuously
reassure the casualty.
 Never leave the casualty alone.
 Never separate a child from form his/her parents or guardian.
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 Send the casualty to hospital/doctor ASAP by the quickest means of

transportation.
 Always inform police about serious accidents and at the same time the
relatives of the casualty.
LOOK FOR-
 Signs of internal damage to organ

 Burns
 Dislocation (broken bone)
 Wounds
 Dislocation (bone put out of place)
 Fracture
 Sprain
 Strain
Do Not-
 Touch a wound with your fingers or any instruments.

 Put on unclean dressing or cloth over a wound.
 Allow bleeding to go unchecked.
 Allow crowd to gather around casualty
 Move the casualty unnecessarily.
 Neglect shock.
 Fail to give artificial respiration when necessary.
 Fail to remove fasle teeth, tobacco, or any other object from mouth.
 Permit air to reach burned skin surface.
 Wash wounds.
 Try to reduce dislocation.
 Forget to call for physician.
THE FIRST AID BOX-
A first aid box containing medical supplies for emergency use is usually kept in
the housekeeping department. Types of supplies are –
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 First aid box size- 17.5” x 10” x 6.5”

 A first aid book
 Antiseptic cream
 Antiseptic lotion
 Calamine lotion
 Antacid
 Anti diarrhoeal tablets( for diarrhea)
 Paracetamol
 Aspirin
 Methyl Salicylate Ointment( for strained or bruised muscle)
 Soframycin skin ointment
 Oil of cloves( for toothache)
 Clinical thermometer
 Sterilized gauze
 Sterilized dressing (no. 18 and no.24 ) 12 each
 Crepe bandage
 Adhesive plaster
 Unbleached triangular bandage
 Eye pad
 Tweezers
 Dressing scissors
 Safety pins
 Pad and pencils
Bandaging and Dressing-Made from flannel, elastic net or special paper cotton
cloth –
Bandages are used-
 To hold splint in proper place

 To maintain direct pressure over dressing to control bleeding.
 To retain dressings and splints in position
 To prevent or reduce swellings
 To restrict movement etc
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Note-
 Bandage should never be used directly over a wound

 Bandaging a wound should be applied firmly enough to keep dressing
and splints in position
The common types of bandage-
 Triangular bandages
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152
 Roller gauze bandage
 Elastic/crape bandage
 T- blinder bandage
Note-
o Bandage should not be tight, may cause injury to the part or impair
circulation of blood
o Lose bandage is also useless
Dressings
A dressing – is protective covering applied to a wound to:
o Prevent infection
o Absorb discharge
o Control bleeding
o Avoid further injury
An efficient dressing should be sterile (germ free) with high degree of porosity
and allow for oozing of discharge of fluid.
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________
FIRST AID PROCEDURE- (for different situation)
1. Respiratory Emergencies
Definition:
A respiratory emergency is one in which normal breathing stops or in which

breathing is so reduced that oxygen in take is insufficient to support life.
Artificial respiration (CPR): is a procedure for using air to flow in to and out of
personsLungs when natural breathing is inadequate or stops.
Common causes of respiratory failure (problems)-
 Obstruction of the air way by tongue is dropping back

 Inhalation of a small amount of food, smoke, irritation, foreign objects,
carbon monoxide, etc.
 Compression of the neck
 Respiratory disease
 Drowning
 Strangulation
 Combustible gases
Signs and symptoms-
 Unable to breath
 Loss of consciousness
 Difficulty in breathing
 May be no visible breathing
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First Aid management of Respiratory problem-
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The ABC of artificial respiration is as follows-
 A- for airways- clear airways

 B- for breathing- restore breathing
 C-for circulation-restore circulation.
Or
 D– Danger (to, in order of priority, you, the bystanders, and the casualty)
 R– Response (are they conscious / aware?)
 S – Send for help (Call 000 – bystander calls ideally)
 A – Airway (look for obstructions, make sure it is clear & then open)
 B– Breathing (look, listen, feel for normal breathing)
 C– Compressions (commence chest compressions)
 D– Defibrillation (use Automated External Defibrillator, if available, &
follow the prompts)
Step to follow-
 Determine the consciousness of the causality by taping the victim on

the shoulder and asking loudly “Are you okay!”
 If a patient is child, our mouth should cover both his nose and mouth.
Very gentle breathing should be used and the younger the child, the
gentler this should continues at a rate of 25 breaths per minute. Once
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the patient can breathe by himself/herself place him/her in what is

called the recovery position.
 If mouth to mouth is failed and no pulse cardiopulmonary resuscitation
is followed. Cardiopulmonary resuscitation (CPR) or heart lung
resuscitation is a combined effort to maintain circulation and breathing
it’s an emergency procedure applied when heart and lung actions
have stopped.
During CPR you will have to perform procedures to:
 A- for airways-
1. Remove the obstructing object or substance from the mouth with
your fingers, using your first finger as a hook to dislodge it.
2. Extend the neck to open the airway. Place one hand under the
nape of the neck, and the other hand on the forehead, and tilt the
head back.lift the chin up gently without closing the mouth
3. Check if breathing has been restored. If not, start mouth to mouth
resuscitation.
 B- For breathing- Breathe for the patient and force the patients’ blood
to circulate. This is done by administrating mouth to mouth respiration.
To start mouth to mouth respiration-
1. Pinch and compress the nose to close the nostril
2. Take a deep breath.
3. Place your mouth around the victim’s mouth, making and airtight
seal and quickly breathe into the victim’s mouth 4 times.
4. Refill your lung by inhaling deeply and repeat it every 5 seconds.
5. Watch the victim’s chest movement for rise and fall of chest.
6. Allow patient to exhale.
 C- for circulation-Restore circulation by external cardiac

compression/massage.
This can be carried out by an individual in the following manner-
1. Place the victim on a hard surface.
2. Kneel at the victim’s side.
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152
3. Locate the xiphoid process (a cartilaginous structure at the lower

end of the breastbone or sternum).
4. Measure 1-2” above xiphoid process. Place the heel of one hand at
the point on the sternum. Place the other hand on top of it. Interlock
fingers to keep them off the victim’s ribs.
5. Keep elbow straight and lean forward, making the full use of body
weight to deliver a downward compression upon the breastbone.
Apply steady and smooth pressure to depress the victim’s sternum
by 1.5”.
6. Relax completely, but do not let your hand leave the victim’s chest
or you may loose the correct hand position.
7. Repeat.
NOTE- A minute of CPR delivers 60 chest compressions (15 at a time
multiplied by 4times) and 8 lung inflations (2 at a time multiplied by 4
times).
RECOVERY POSITION-
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Figure 2-Recovery Position
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FIRST AID FOR COMMON SITUATIONS-
CHOKING-
When small piece of food or foreign body may be inhaled in to the

windpipe when eating in which sometimes help is needed
First aid management-
N.B. Do not try to hook the foreign body out with your fingers. This is
likely to push it further down.
For babies and small children:
 Hold the baby upside-down by the feet and beet him/her timely
between the shoulder blades.
 Lie the child face down over your knee or arm and beet them sharply
between the shoulder blades.
For adults:
There are two methods depending up on your knowledge and practice-
“Methods A” –
 stand behind the patient and hold around the chest just under the
chest hone
“Method B” –
 Tell the patient to lean over the back of a chair holding on to the seat
and the tenanting him/her sharply 3 to 4 times between his shoulder
blades. Whichever the method you use the foreign body should be
coughed out
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152
 If the breathing has stopped begin mouth to- mouth respiration.

 After you have done the above, refer to the nearest hospital or health
centre
DROWNING-
Death may be caused by water reaching the lungs and either causing lung
tissue damage or spasms of the air way that prevents the inhalation of air.
First aid Management:
 You should begin artificial respiration as soon as possible

 If you cannot get air into his/her lungs, quickly turn the patient on
his/her side, putting his head lower than the leg and push the body
 Then give mouth-to-mouth artificial respiration.
 If the condition of the victim is not improving refer the victim to the
next health facility.
WOUND-
Wound is breaking in continuity to tissue of body, either internal or External.
Classification of Wound-
1. Open: An open Wound is a break in the skin or mucous membrane
2. Closed: A closed wound involves injury to underlying tissue without a break in

the skin or mucous membrane.
Types of Wounds-
 Abrasions
 Incisions
 Lacerated
 Punctures
 Avulsions
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First aid management/Prevention of contamination and infection-
 Hand washing before and after wound care (when possible)

 By avoiding contaminates
 By using clean materials as much as possible E.g. cotton gauze,
towels etc...
 Wash in and around the victim’s wound to remove bacteria and other
foreign Matters
 Wash the wound thoroughly by flushing with clean water, preferable
running tap water
 Apply a dry sterile bandage or clean dressing and secure it firmly in
place
 If there is infection refer the victim to the health centre
BLEEDING-
Definition: Defusing or oozing of blood from blood vessels (Haemorrhage-blood

loss)
Methods of controlling bleeding externally-
 Direct pressure- using compresses-

o Pressure bandage can be placed to hold pads of cloth.
o Put a thick pad of cloth held between the hand and wound .
 Elevation The injured part of the body should be raised about the
victim’s heart
 Applying pressure on the supplying artery specially on brachial
artery in severe bleeding,
 Apply tourniquet (a tightly compressed bandage used to stop
bleeding) in severe bleeding.
SHOCK-
Definition: The reaction of the body to the failure of the circulatory system to
provide enough blood to all-the vital origins of the body.
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Cause:-
 Trauma
 Heart failures
 Sever bleeding
 Loss of plasma-in burns or crushing injures
 Allergy
 Loss of body fluid- recurrent vomiting from any cause
Symptoms of shock-
 General body weakness – the most significant symptoms

 Nausea with possible vomiting
 Thirst
 Dizziness
 Restlessness, and fear /sign of shock
 Fast breathing and shallow
 pulse – rapid and weak
 Pupils - dilated
 Face – pale
 Lips-blue
 Restlessness, become unresponsive
 Breathing – rapid and shallow
First aid management of shock -
 Have the patient lie down and stay at rest

 Keep the air way open and preventing the forward tilting of the head
 Control External bleeding
 Keep the patient warm by covering with blanket or sheet
 Properly position the patient
 Open air way and alert for vomiting
If there is no spinal injuries use one of the following positions
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 Elevate the lower extremities, place patient; flat, face up, and elevate
the legs
8-12”
 Do not tilt the patient's body
 Don not elevate any fractured limb unless they have been properly
splinted
 Monitor the patient vital signs.
 Refer the patient to Hospital.
UNCONSCIOUSNESS-
Definition: victim is said to be unconscious when the patient is asleep, he/she

cannot speak and has no control over his movement. Victim also cannot
respond to place, people and time (PPT)
Cause of unconsciousness
 Head injury (bleeding)

 Fainting
 Heart attacks
 Asphyxia
 Poisoning
 Shock
 Epilepsy
 Diabetes
Aim of giving first aid
1. To find out the cause of the condition and manage it as quickly as possible
2. To refer to Hospital
Level of unconsciousness –
 Alertness: the patient can speak, answers, questions and feels pain
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 Lethargy :the patient is awoke but answers questions slowly- he may

be confused about what is happening and where he is
 Drowsiness: the patient is sleep of ht is unable to concentrate on what
we are saying
 Semi-consciousness: the patient is very sleep of and has great
difficulty in speaking and in answering your questions
 Unconsciousness: the patient is sleepy we can not speak and has no
control his movements
Treatment of unconscious Patient-
During treatment of unconscious patient follow principles of A, B, C, D, i.e. –
 Assessing air way

 check breathing
 check circulation using or by taking Vital sign
 check for any bleeding and attempt to stop bleeding
 If the victim is improving place in Recovery position
 Do not give to an unconscious victim anything by mouth
 Establish level of responsiveness, check pulse, breathing rate and
record any observations
 Give priority to respiratory problems and heart beat.
FRACTURE AND DISLOCATION
Fracture: Is a breakage of bone tissue or discontinuation of bone tissue due to

different causes or accidents.
Types of Fracture - • closed •open • compound/complicated
Signs and symptoms of fracture:
o Pain
o protruding of the parts
o Swelling
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o Deformity
o Unable to function
o Numbness or tingling sensation
o severe pain
Dislocation: When bone is no more in an anatomical position or the

displacement of one or more bone at a joint.
N.B: Joints which are most frequently dislocated are - shoulder, elbow, thumb,
finger, Jaw
Signs and symptoms-
• Pain, near the joint,

• victim cannot move,
• deformity- abnormal appearance,
• swelling
First aid management- (for fracture and dislocation)
• support and secure the part in most comfortable position

• obtain medical aid at once
• Do not attempt to replace the bones to normal position
NB. Do not delay to refer patient with fracture or dislocation since proper
investigation and management is done at hospital
STRAIN AND SPRAIN
Strain-
Its due to over stretching of muscles.
Causes:
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152
• Lack of pre- exercise before doing sport activity

• Lifting of heavy loads
• Lifting of heavy weight
• The most common one is back strain.
Signs and symptoms-
• Pain (sudden sharp pain at the site of the injury)

• Stiffness of muscles
• Difficulty in moving the affected parts
Management and First Aid-
 Place the victim in the most comfortable position

 If not improved refer the victim
 In case of back strain use a hard board under the bed or lay the victim
down on a firm surface
Sprain
It’s an injury which occurs at joints when the ligaments and tissue around
particular joints are suddenly twisting or torn.
 Sprain is more severe than strain

 It usually happens or occurs at joint especially at ankle joint.
 It might involve bone ( broken)
 Sprain is also tearing of ligaments
Signs and symptoms-
 Pain specially on movement

 Swelling
 Loss of movement
Treatment:
 Raise the limb

 Put on a cold compress
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152
 Renew the compresses when they get warm and dry

 Support the joint in most comfortable position with bandage
 Bandage firmly with figure of eight bandage –
 Refer for further treatment
BURN-
Fire is an accident that causes great damage to life and properties. Children are
the most vulnerable to burn. Burns that occur around the mouth and nose and in
general in the face are more dangerous and can cause death.
Causes of burns:
 Fire, boiled water, steam, boiled oil and milk etc;

 Sun-rays;
 Electric and thunder accidents; and
 Different chemicals;
Effects/hazards of the burn accident:-
Immediate effects/hazards:
 Burns and wounds of the body;

 Severe pain;
 Oozing and reduction of body fluid from the wound;
 Difficulty in breathing because of suffocation from smoke, severe burns
around the throat and face; and
 Drowsiness, restlessness and unconsciousness.
Delayed effects/hazards:
 Infections of the wound, septicaemia, and high fever;

 Disability;
 Scar
 Contracture; and
 Tetanus infection
Classification of burns:
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152
Burns are usually classified in three levels based on the depth or degree of skin
damage. These are:-
1. First degree burn;

2. Second degree burn, and
3. Third degree burn.
1st degree burn:
 Redness or discoloration;
 Mild swelling and pain; and
 Rapid healing.
2nd degree burn:
 Greater depth than first degree burns;

 Redness and mottled appearance;
 Blisters;
 Severe pain;
 Swelling; and
 Prone to infection.
3rd degree burn:
 Deep tissue distraction;

 White appearance;
 No pain and blisters; and
 Complete loss of all layers of skin.
This type of burn results in severe disability and/or death.
First-aid measures:
 If the victim is burned with fire apply cold applications, immerse the
burned area in cold water role the burned person on the ground, or
cover with water socked thick cloth or blanket and put out the fire.
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152
 If the accident is of electric source, quicklydisconnect at the electric

meter or check point, or use rope wooden stick, dried cloth etc. to
disconnect;
 Move the victim from the accident place to avoid further injury;
 Loosen and/or remove burned dresses and lay down the victim on
his/her back and let him/her breathe fresh air and ensure that no
foreign objects have entered and blocked the passage of the
respiratory system;
 If the victim is not breathing properly, initiate mouth to mouth artificial
respiration; Thoroughly check the wound to determine the size, and
the degree of burn;
Measures for 1st degree burn:
 Apply cold water application or submerge the burned area in cold

water;
 If the wound is minor and small, clean daily the area with boiled cold
water cover it with clean cloth to prevent contact with flies,
 if the wound located is in a joint, immobilize the joint area until the
wound is cured;
 If the wound is from boiled water, chemical (acid), take out his/her
dress and cover it with clean cloth.
2nd and 3rd degree burn:-
 Cover the wound with clean cloth;

 If the victim is conscious, his/her respiratory parts such as mouth,
nose and throat are free from burn injury and give him/her frequently
plenty of liquid such as ORS or similar solution (prepare the solution
from eight tea spoons of sugar, one spoon salt in one litre of boiled
cold water).
 If the victim is a child below two years old give it one spoon every two
minutes and if the child is over two years give it with a cup or glass in
small amount every two minutes;
 Advise the victim or his family to get tetanus vaccine;
 Refer the victim to the nearest health facility.
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Take immediately to a nearby health facility burn victims with the following
signs:
 First degree burn with sizeable area;

 2 and 3rd degree burns;
 If the victim is drowsy, restless and has breathing problem;
 If the victim has burns on his face, eye, extremities, joints and around
genital organs;
 If the source of the burn is electrical, chemical or thunder;
 If the patient has chronic disease such as epilepsy, diabetes etc.; and
 If the burn accident is on elderly persons or children,
Measure to prevent burns:
 Keep away from children items such as matches, burning lamp and
candles;
 Prepare and place stoves and other cooking installations in a safe
way. E.g. locally made standing stove;
 Keep away from fire inflammable materials and don’t come with
materials such as nylon close to fire-place;
 Educate smokers not to smoke inside a house and if they smoke give
them strict advice to put off the burning left over cigarette;
POISON
Definition: Any substance that, if taken in to the body in sufficient quantity, can
cause temporary or permanent damage.
Note: get the poisoned casualty to the hospital or health centre immediately.
The extent of danger depends upon:
 The amount and type of poison

 The age of the person
 Whether the person vomits
 Where the accident takes place
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General signs and symptoms-
 Nausea
 Vomiting
 Abdominal pain
 Change in consciousness
 Change in vital signs
 Change in pupils
How to remove the poison from the body-
 Make the victim vomit it

 Give plenty of tap water.
 If it is a child give them syrup or water.
 Repeat the procedure
 Refer the victim if it is not improving
NB.
o Do not make patient vomit if the poison e.g. paraffin or kerosene

o Do not make the patient vomit if unconscious
POISON BY SNAKEBITE
Signs and symptoms-
 Disturbed vision
 Feel nauseated or vomiting
 One or two small puncture wounds with sharp pain and local swelling
 Symptoms and sign of shock
 Sweating and salivation in advanced stages of venom reaction
First aid management-
 Lay the victim down and advise not to move

 Calm the victim
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152
 Immobilized the affected part and keep it below the level of the heart
 Wipe the wound of venom
 Apply firm cord just above the bite
 This must be removed in 15 minutes if you are sure that anti venom
has been injected.
If there is no anti-venom do the following:
 Tie a cord tightly around the limb just above the bite
 Using a razor blade or a clean knife make a cut 1 cm deep
 Suck the liquid which is coming out of the wound
 Continue to suck and dispose for 5-10 minutes
 Loosen the cord around the patients limb
 Disinfect the wound
 Refer to hospital for anti- venom injection
HEAD INJURY
Head injuries such as concussion, brain compression, and skull fracture are
difficult for a first aider to determine, and therefore all head injuries should be
treated in the same way.
Symptoms and signs – Not all may be present

 altered conscious state, often deteriorating over time
 blurred or double vision
 a thumping or pounding headache
 nausea or vomiting
 loss of balance and coordination
 altered sensation in the fingers or down one side of the body
 loss of short-term memory – e.g. recent events
 noisy breathing
 leaking fluid from the nose or one ear
 history of a blow to the head
How you can help
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1. Assess the patient

 Assess the patient’s conscious state.
 If not fully conscious, place the patient on the side in a supported position.
 Check that the airway is clear and for signs of life every few minutes.
 If conscious, help the patient to rest in the position of greatest comfort.
 Sometimes patients with head injury may become agitated. Enlist friends
or family to calm and reassure the patient. Consider calling the police if
the safety of the patient or others becomes threatened.
2. Give care until arrival of the ambulance

 Cover any wound with a sterile dressing.
 If there is any discharge from the ears or nose, cover the area with a
sterile dressing.
DO NOT pack the ears or nose with dressings.
3. Monitor the patient

 DO NOT leave the patient alone and keep a constant watch on breathing
and consciousness level.
 Check for and treat any other injuries that may have been overlooked.
4. Maintain body heat
 Cover the patient lightly with clothing or a blanket and protect from
extremes of temperature.
Always arrange for a doctor to check the patient in the case of a head injury even
if it appears that a full recovery has occurred. In some cases the recognition of
serious head injuries may be delayed for 24 to 48 hours due to a gradual
increase in swelling or bruising around the brain.
STROKE
A stroke is a condition in which part of the brain is affected by an interruption to

the normal blood supply. This can result from a clot in a blood vessel that stops
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blood passing through to brain tissue. If this condition is recognised at an early

stage and hospital care is readily available, drug treatment is able to dissolve the
clot, resulting in a full recovery.
Sometimes a stroke is caused by a burst blood vessel when the internal bleeding
in the skull causes pressure on brain tissue. At first, the patient may have a
severe headache, but it can lead to paralysis down one side of the body and
even the loss of the ability to speak.
Symptoms and signs – Not all may be present
 tingling, weakness or numbness down one side of the body
 loss of muscle tone of the face muscles, with dribbling from one side
 blurred or double vision
 nausea
 loss of bladder or bowel control
 loss of speech or the uttering of meaningless
 sounds
 loss of balance and coordination
 deteriorating conscious state or unconsciousness
 headache
How you can help
1. Assess the patient’s level of consciousness
 If unconscious and breathing normally, or if not fully alert, place the patient
on their side in a supported position.
2. Care for a conscious patient
__________________________________________________________________________________________________________

152
 Assist a conscious patient into the position of greatest comfort
 Cover the patient to reduce heat loss.

3. Observe the patient
 While waiting for the ambulance to arrive, observe the patient closely for
any change in condition.
 If there is any deterioration in the patient’s conscious state, turn the patient
on their side in a supported position.
FITS OR CONVULSIONS
Fit (convulsions)-
Convulsion may occur in babies and children during teething or very high fever.
Casualty typically holds their breath, become rigid and often becomes
unconscious.
First Aid Management:
 Keep the air way clear and lie him on one side
 Remove any clothes which is too tight
 Keep from biting his tongue by putting tongue depressor in the mouth;
do not force anything in the mouth.
 Prevent from injury or sharp objective
 Educate the victim and the family to go to health centre or a hospital
for further investigation and management
 Sources
o From website
http://www.cartercenter.org/resources/pdfs/health/ephti/library/lecture_notes/
health_extension_trainees/LN_HEW_First_Aid_Mgmt_final.pdf
http://www.firstaidinternational.com.au/studentnotes.php
__________________________________________________________________________________________________________

http://www.stjohn.org.nz/First-Aid/First-Aid-Library/Immediate-First-Aid1/Dressings-
and-Bandages/
152
 Authorship
Sohini Basu Mukhopadhyay, IHM, Kolkata
__________________________________________________________________________________________________________

152

Advance Accomodation Operations I

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Advance Accomodation Operations I

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INSTITUTE OF HOTEL MANAGEMENT KOLKATA

PLANNING AND ORGANIZING THE HOUSEKEEPING DEPARTMENT

 Recruit skilled labour, as well as multitasking men and women

 Prepare proper budget

SOP (standard operating procedure)-

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

 Create simple SOP so that staff will follow them.

 Locally procure raw material

 Material used in construction should be eco friendly

 Reduce, Reuse, Recycle, Refuse and Rethink/Repurpose.

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

There are many different types of plans and planning-

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

What is a Strategic Plan?

Tactical planning is intermediate-range (one to three years) planning that is designed to

Operational planning generally assumes the existence of organization-wide or subunit

 what - the strategies and tasks that must be undertaken

Planning is the Ex. Housekeeper’s most important management functions, providing

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

BASIC PLANNING ACTIVITIES

INITIAL PLANNING QUESTIONS RESULTANT PLANNING DOCUMENTS

1. What item within this area must be  AREA INVENTORY LIST

3. What must be done in order to clean or  PERFORMANCE STANDARDS

4. How long should it take an employee to  PRODUCTIVITY STANDARDS

5. What amount of equipment and supplies  INVENTORY LEVELS

Division of Work Document-

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

 This division-of-work document should be presented to the executive committee for

1st step -AREA INVENTORY LISTS:

S.No Item No. Of Material of Routine cleaning Periodic

1 Main door 1 Hard wood 1/dust 1/polish 2/repair and

2 Door knob 2 1/dust 2/polish 2/ buff or

3 Number 1 1/dust 2/polish 2/buff or

4 Safety key 1 1/dust ----- Repair or

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

2nd step- FREQUENCY SCHEDULES:

3rd step- PERFORMANCE STANDARDS:

 When performance standards are not properly developed, effectively communicated

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

 The most important aspect of developing standards is gaining consensus on how

 Performance standards are communicated through ongoing training programme. Ex.

Performance standards are achieved when-

 Cleaning methods are correctly selected and systematically followed.

4th step-PRODUCTIVITY STANDARDS:

The challenge is to effectively balance performance standards and productivity standards.

Some of these factors may be-

 The type and age of the property.

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

 The accessibility of the work area from the service areas.

For e.g.-Productivity standard –

Step 3 – Determine the available time for cleaning-

Total shift time- 540 min

5th step- INVENTORY LEVELS: (EQUIPMENT & SUPPLY)

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

Minimum quantity = Lead-time quantity + safety stock level.

Setting Par for Non- Recycled Inventories (for e.g.)

The minimum quantity is determined by: –

Course: B.SC. In H & HA Semester -5th lesson – Water &EnergyConservation

Lead time quantity + Safety stock

Hence the safety stock for 5days is -1unit/SPU

(a) Storage space and

A maximum quantity can be determined by –

No. Of days between order + minimum quantity