Hotel and Hospitality Management: Workplace Issues and Analysis

This report provides an in-depth analysis of hotel and hospitality management, focusing on the essential qualities required for effective leadership within the industry. It explores the operational aspects and management skills needed to enhance performance, emphasizing the importance of communication, interpersonal skills, and operational knowledge. The report also examines key workplace issues within the Mercure Hotel brand, such as high employee turnover, recruitment challenges, inadequate training, and low service quality. It identifies root causes, including low pay and unskilled employees, and offers recommendations for improvement, such as reducing emotional exhaustion, providing adequate training programs, and implementing systematic budgeting. The report concludes by highlighting the critical role of employee training and development in achieving long-term sustainability and profitability within the hospitality sector.

Running Head: HOTEL AND HOSPITALITY MANAGEMENT
Hotel and Hospitality Management
Name of the Student:
Name of the University:
Author Note:

1HOTEL AND HOSPITALITY MANAGEMENT
Introduction
The Hospitality industries are considered to be a broader category related to several fields
which basically comes under the segment of service industry under all aspects. This generally
involves lodging, several services associated with drinks and food, transportation, theme parks,
event planning, travelling airline and many others. This respective report in general gives more
emphasis under the area of hotel industry where the core objective of the report is to understand
and evaluate several qualitative operation and management activities required to be adopted and
implemented under the hotel industry in order to enhance effective and adaptive operation in the
future. On the other hand, the second part of the report also covers several workplace issues that
are related to the hotel brand Mercure.
Mercure was started in the year 1973 where the particular brand was later acquired in the
year 1975 by Accor. As compared to the operational aspects of the respective organization
Mercure they generally manage and controls more than 810 hotels around 63 countries (Ionel
2016). Grand Mercure is considered to be the global based premium brand associated with the
organization Mercure. Under this report, considering the identified issues there are also certain
recommendation included to make the study more effective and understandable on all terms.
Management and Qualities required in Hotel Industry
As compared to the functional aspects that are associated with the manager of a hotel
industry, it is most crucial and beneficial for them to manage and maintain certain core
responsibilities in order to remain more profitable for the current and future operations. The
managers who are basically regarded as the most successful part of the hotel industry may have
certain qualitative skills which helps them in the part of pulling together the necessary and

2HOTEL AND HOSPITALITY MANAGEMENT
required attributes giving them a positive and most adaptive outcome to operate further. Some of
the major management skills and qualities which are required to be enhanced by the manager
while operating in a hotel industry are mentioned below.
 The first and foremost part of operation is associated with the system of maintaining
better system of communication within the internal environment of the organization.
Under this respective part, the management and the associated managers are liable and
responsible under the area of maintaining better system of safety of the building along
with maintaining the strong quality in the part of solving any kind of issues related to the
customers and employees of the organization.
General managers in the hotel industries are basically considered to be the major
face of organization, so in the part of handling the core requirements related to the
particular sector effective skills related to the system of communication may generally
play a major role.
 The major segment is related to the system of maintain and adopting adaptive mode of
interpersonal skills within the organization. It is an understandable part that a manager
who has developed strong and effective mode of communication skill are liable under the
area of building strong interpersonal skills in the organization (Priyo, J.S., Mohamad and
Adetunji 2019). Management of the hotel industry must have the core capability in the
area of meeting the needs and wants that are associated both with the customers and the
employees of the hotel industry.
In this under any kind of discrepancies caused within the internal environment of the
organization, it is the core responsibility of the managers to maintain better system of

3HOTEL AND HOSPITALITY MANAGEMENT
integrity, patience, understanding and professionalism through building innovative problem-
solving skill to overcome the caused issue.
 The third major segment is related to the system of developing and building several
factors that are associated with the operational knowledge of the respective hotel
industry. Daily responsibilities associated with the manager of a respective hotel may
generally require strong operational knowledge about the particular sector on a
fundamental basis.
Under this part, it is considered to be a stated factor that most of the managers
operating within the organization may either gain knowledge through their experience or
by educational degrees (Dedeoğlu and Demirer 2015). In this without have adaptive
knowledge about the cost control system, Human resource management operation and
accounting the managers will not be capable and liable in the area of making strong
decisions to implement future strategies for the industry.
 One of the most important management qualities required to be adopted and implemented
within the organization is related to the system of team building where it is important for
the managers to develop core responsibility under the area of motivating the employees,
bringing customer satisfaction along with adopting effective mode of problem-solving
techniques. In order to remain more sustainable and qualitative for hotel industries in the
future the role of having strong leaders within the organization may generally play a
major role.
 Team building is considered to be the other core factor required to be implemented within
the organization. It is a most important part to evaluate and understand that the
employees are effectively interacting with the customers in a better way. Building

4HOTEL AND HOSPITALITY MANAGEMENT
innovative system of open and cooperative team environment can be an adaptive platform
in the area of building both factors associated with guest experience and staff
productivity.
Key workplace issues caused in Mercure Hotel brand
According to the placement experience associated with the respective hotel brand. Some
of the core and major issues faced within the particular hotel industry in the part of undertaking
their operation are mentioned below:
 The first and foremost part of issue associated with Mercure Hotel brand is related to
their actual value of turnover. It is considered to be a major part of problem which is
generally faced by most of the hospitality sectors (Djajanto 2017). On the other hand,
under some circumstances, several factors based on the system of lower pay has also
drastically contributed towards the system of turnover within the industry.
 The other major part of issues associated with the respective industry is related to the
operational aspects of recruitment function. Due to the system of higher turnover rate
faced by the organization this is considered to be a major challenge under the area of
recruitment process. On the other hand, finding adequate candidates to fill the required
positions has been regarded as the major part of problem faced by the organization under
the current times.
 Training is considered to be the core part of issues pertaining within the internal
environment of the organization Mercure. When the retention rates become lower the
management instead of giving adequate and qualitative training and development
programs for the new employees, they are directly provided with the job roles which has
created a negative impact for the organization.

5HOTEL AND HOSPITALITY MANAGEMENT
 Morale associated with the service quality of the organization is low as per
understandings. This respective factor has impacted and created a negative part on the
quality of service rendered and has also completely affected the overall reputation of the
brad in front of the customers on a complete basis. Some of the core major reason
identified and evaluated under this respective part is related to the system of unskilled
employees, inadequate training and development programs, understaffing and many
others.
 Goods related los and shrinkages are considered to be the other major key consequence
faced within the internal environment of Mercure brand. Unreported wastage, misuse and
theft like offering free food to friends has been the major reason behind the root of
shrinkage. Loss is basically attributed to the system of both inventory and transactional
discrepancies.
Recommendations for improvement
 Employees turnover as compared to the hospitality industry is generally considered to be
higher under all aspects. In fact, under this respective part the hotel and motel industry
generally experience the actual rate of employee turnover around 73.8% which is higher
than the annual average rate of 10-15% (Al-Ghossein, Abdessalem and Barré 2018). This
can also become a much costlier segment under the finding, training and hiring the
required employees.
One of the core initiatives required to be adopted by the employers of Mercure
should be in the area of reducing the emotional exhaustion level of employees within the
organization in order to reduce the employee’s dissatisfaction and inferior turnover rates.

6HOTEL AND HOSPITALITY MANAGEMENT
 Employees must be given adequate mode of training and development programs such that
they can operate further having clear idea about the actual outcome expected from their
on the basis of the respective job role offered. This can benefit both the management and
employees in terms of generating motivation and functioning with more sustainability
and competitive advantage in the future.
 In order to prevent any mode of constraints associated with the organizational budget,
Mercure must try to adopt systematic and effective budgeting planning system in order to
evaluate and understand the upcoming opportunities and trend both in the market and
also for the hotel.
Conclusion
The Hospitality industries are considered to be a broader category related to several fields
which basically comes under the segment of service industry under all aspects. Employees
turnover is considered to be a major part of problem which is generally faced by most of the
hospitality sectors. On the other hand, under some circumstances, several factors based on the
system of lower pay has also drastically contributed towards the system of turnover within the
industry. One of the core initiatives required to be adopted by the employers of Mercure should
be in the area of reducing the emotional exhaustion level of employees within the organization in
order to reduce the employee’s dissatisfaction and inferior turnover rates. The most important
part is where the employees must be given adequate training and development programs within
the organization in order to operate with more sustainability and profitability in the future
through meeting the actual needs and expectation of the existing and target customers.

7HOTEL AND HOSPITALITY MANAGEMENT
References
Al-Ghossein, M., Abdessalem, T. and Barré, A., 2018. Open data in the hotel industry:
leveraging forthcoming events for hotel recommendation. Information Technology &
Tourism, 20(1-4), pp.191-216.
Dedeoğlu, B.B. and Demirer, H., 2015. Differences in service quality perceptions of stakeholders
in the hotel industry. International Journal of Contemporary Hospitality Management.
Djajanto, L., 2017. The Influence of the Dimensions of Service Quality on Customer Satisfaction
at Hotels in Batu City, Indonesia. Journal of Management and Marketing Review (JMMR)
Vol, 2(3).
Dzhandzhugazova, E.A., Blinova, E.A., Orlova, L.N. and Romanova, M.M., 2016. Innovations
in hospitality industry. International Journal of Environmental and Science Education, 11(17),
pp.10387-10400.
Ionel, M., 2016. Hospitality industry. Ovidius University Annals: Economic Sciences
Series, 1(1), pp.187-191.
Melissen, F., Cavagnaro, E., Damen, M. and Düweke, A., 2016. Is the hotel industry prepared to
face the challenge of sustainable development?. Journal of Vacation Marketing, 22(3), pp.227-
238.
Priyo, J.S., Mohamad, B. and Adetunji, R.R., 2019. An examination of the effects of service
quality and customer satisfaction on customer loyalty in the hotel industry. International Journal
of Supply Chain Management, 8(1), pp.653-663.