Work-Based Problems and Solutions at Travelodge Hotel

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Work-based Problems to develop Customer Care and Employee Turnover in
Travelodge Hotel
Different communication
styles on various levels
As discussed in the previous section, communication is very
necessary element in Travelodge hotel. Communication of both
verbal and non-verbal forms play a significant role in provision of
services to the customers and it is also necessary for building up
relations among the employees and the management of the
organisation (Wang, 2012). Verbal communication style is used for
facilitating interaction among the employees, management and
even the customers of Travelodge hotel. On the other hand, the
non-verbal communication forms like emails and notice are sued for
making announcement for the employees of Travelodge (Shaw et
al. 2011). One of the most used communication medium is e-mail,
which is used for communicating with the customers as well as the
management and employees. Emails are generally used in
Travelodge for providing information to the employee regarding any
organisational activity. They are also used for getting feedbacks
from the customers regarding the hospitality services provided by
Travelodge (Bonilla Priego et al. 2011). This communication form is
used widely practised in the organisation because the
conversations are kept stored within the database in form of record.
Other communication style is video conferencing, which is mainly
used during meetings and conferences held in Travelodge hotel.
Video conferencing has transformed the nature of communication
and has facilitated face-to-face communication without any physical
presence of the interacting parties. Meetings and conferences are
themselves a kind of communication styles that are used for
facilitating interaction between the employees and the management
(Chen et al. 2014). They are used for discussing strategies and
communicating plans for accomplishment of the goals and
objectives of Travelodge hotel. There are other such communication
forms like power point presentations, bulletin boards etc. In this
way, various types of communication forms and styles are used at
various levels of Travelodge hotel.
Images
In the recent experience of Travelodge hotel, complaints regarding
customer care have been received by the hotel (Knežević et al.
2015). Along with this, the organisation is facing high turnover of
the employees. These two issues has become the greatest
concern for Travelodge hotel. The issue regarding customer
services is caused due to lack of personal effectiveness and
proper style of presenting in front of the customers and guests.
The other issue i.e. high turnover of the employees in Travelodge
is caused due to lower employee satisfaction. One of the common
causes for both of these work-based issues is communication gap
within the organisation.
The problem of lower quality of customer care can be solved by
provision of training and enhancing the communication skills of
the employees of Travelodge (Lee and Oh, 2014). The employees
can be encouraged and motivated for generating innovative ideas
and techniques for serving the customers. The issue of increased
employees’ turnover can be solved through implementation of
various kinds of techniques and methods such as brainstorming,
rewarding and delegation of authority (Tews et al. 2013). Through
motivating the employees and rewarding them for their better
performance, they can be encouraged to continue their delivery of
effective customer care services. The capable employees can be
delegated responsibilities for facilitating their development and
growth. In this way, they will be satisfied from the treatment
provided in Travelodge hotel and thus, the issues of both
decreased customer care and increased employees turnover can
be resolved effectively.
Solutions for issues related to
work
References
Chen, G., Bao, J. and Huang, S., 2014. Developing a scale to
measure backpackers’ personal development. Journal of
Travel Research, 53(4), pp.522-536.
Bonilla Priego, M.J., Najera, J.J. and Font, X., 2011.
Environmental management decision-making in certified
hotels. Journal of Sustainable Tourism, 19(3), pp.361-381.
Shaw, G., Bailey, A. and Williams, A., 2011. Aspects of
service-dominant logic and its implications for tourism
management: Examples from the hotel industry. Tourism
management, 32(2), pp.207-214.
Wang, X.L., 2012. Relationship or revenue: Potential
management conflicts between customer relationship
management and hotel revenue management. International
Journal of Hospitality Management, 31(3), pp.864-874.
Tews, M.J., Michel, J.W. and Stafford, K., 2013. Does fun
pay? The impact of workplace fun on employee turnover and
performance. Cornell Hospitality Quarterly, 54(4), pp.370-382.
Lee, S. and Oh, H., 2014. Effective communication strategies
for hotel guests’ green behavior. Cornell Hospitality
Quarterly, 55(1), pp.52-63.
Knežević, M., Tomka, D., Bizjak, B., Fabjan, D. and Kukulj, S.,
2015. The physical appearance of hotel guests: The impact
on service providers’ communication and quality of
service. International Journal of Hospitality Management, 51,
pp.8-14.