Duties & Responsibilities Front Office Assistant

1. Responsible to follow Hotel Rules and Regulations

2. Welcome the hotel guests, making room reservations and checking people in.
Accepts room reservations, especially the acceptance of reservations for the day
and confirmation of reservations.
3. Assigns rooms and preparation of the weekly room forecast.
4. Sells guest rooms to walk-in guests.
5. Receipts of advance deposits (acceptance of coupons, hotel orders, etc.)
6. Assists guests in filling in the Registration Card.
7. Prepares and distributes name slips. Prepares guest folios and follow- up with
no-show guests.
8. Prepares guest history. Prepares various business reports.
9. Gives instruction of rooms to be changed
10. Keeps room keys in safe conditions and Control and maintain key boxes.
11. Maintains a friendly, neat and professional image to guests and colleagues,
performs any duties related to the department and assists other departments.
12. Processing reservation requests as assigned, Preparing correspondence for
customers via fax and e-mail for general inquiries and reservations.
13. General office duties to include answering phones, filing, faxing, and copying.
Processing with credit cards payments.
14. accepting room reservations on the telephone, handling messages and accepting
payment of hotel bills.
15. To prepare a customer's account, collate the cost of additional items such as
Room service Bills, telephone calls Mini bar, include them in the final bills

Date: 19.09.2009

To
All front Office Staff

As per the rules and regulations of the hotel, you have to collect the advance from the
guest during the check-in. You are here by advice to follow the following procedure for
collecting the advance.

1. You have to refer the corporate list of the companies regular with us while
collecting the advance.
2. Do not give the room without out proper personal ID’s with photo identity and
Address
3. Collect the proper advance from walk-in guest and Scanty Baggage’s
4. Do not accept the reservation without proper contact numbers and personal
details.
5. Ensure that all the information to be filled by the guest during the check in.

Ensure that the above points to be followed during the check in out our hotel Guest.

Front Office Manager

Front Office Management Project
You are required to research and prepare for group presentation the following
project relating to the Management and Organisation of the Front Office.
Scenario
You are the Front Office Consultant for the construction of a 300-bedroom, luxury
hotel overlooking the sea in Malta. The predominant markets are Tourist and
Business. All rooms will have a sea view, and are situated on 3 floors. The hotel
has 24 suites, 146 twins and 130 double rooms.
You are required to:
1. Design the Front Office area including the lobby, front desk, Concierge
and Back Office. (20%)
2. Prepare seasonal tariffs for each room indicating which method you used
to calculate them. (15%)
3. Compile a Standard of Performance manual for taking a last minute
("chance") booking and checking in of a guest. (20%)
4. Calculate the staffing levels for all Front Office areas, producing a staff
budget for the first year of operation. (15%)
5. Complete one of the following:
a. Prepare a training plan for the Concierge staff, indicating the costs
involved. (10%)
b. Decide on the equipment and stock levels required to run the Front
Desk and prepare a budget. (10%)
The remaining 20% of the final mark will be based on your individual
performance in the presentation of the project. You will be assessed on the
project prior and during the final presentation.
NB
All modern Front Office departments make use of a Management Information
System. It is not within the scope of this module to look into the various factors
that influence the choice of a M.I.S. (this will be dealt with in an optional module
in Semester 2). You are not required to select a system for your hotel, however
you must take a computer system into account when designing the Front Office
area.
SLS07 - Front Office Management
Scheme of Work for
Academic Year 2001/2
This scheme of work is subject to change.
Lecture 1
Introduction - Skills survey - Specialist sources of business
Having just returned from an International Internship, we will hold a "skills"
survey in class to determine which Front Office skills we have individually
mastered over the year abroad. In this first introductory lecture we will also
discuss specialist sources of business such as timeshare, conferences,
incentive, and casino business.
Lecture 2
Front Office staffing levels and rotas
This lecture will discuss the different posts within Front Office and will look
into the factors that determine staffing levels, as well as the various shift
patterns that may be employed. Reference is made to the EU Working Time
Directive and the relevant local Legal Notice on this subject.
Class Assignments:
• Job description for a Front Desk clerk.
• Staff roster
Lecture 3
Establishing room rates
This lecture will look into methods employed to determine room rates and will
explore both cost and market based pricing. Use will be made of Microsoft
Excel to show how an electronic spreadsheet can serve as a decision support
system.
A short assignment to be completed at home will be given on this topic.
Lecture 4
Contracting rates
In this lecture we look in the procedures adopted when setting up group or
special one off rates.
Class Assignment:
• Case study
Lecture 5
Occupancy reports and forecasts
This lecture discusses the various occupancy reports and forecasts produced
by a hotel's Front Office department.
Scheme of Work
Front Office Management Page 2 of 3
Lectures 6&7
Yield Management
These lectures will emphasise the importance of Yield Management for Front
Office Managers, although reference will be made to the significance of
determining yield for other revenue centres. We will also introduce the five
principles of Yield Management: Differential rates, Booking Horizons,
Booking Forecasts to maximise yield, Multiple Rates and Displacement.
Class Assignment:
• Case study
Lecture 8
Data Protection Legislation and the Guest
This lecture will discuss the various aspects of data protection (informational
privacy) and how these affect the storing and analysis of data on guests.
Reference is made to which marketing techniques may fall foul of data
protection law.
Lecture 9
Statutory Requirements and the Front Office Manager
Having discussed data protection in the previous lecture, we will now look
into statutory requirements - mostly of a reporting nature - which may require
some input from the Front Office Manager. We look into legal requirements
under the Immigration Act and the reports required by the Malta Tourism
Authority.
Lecture 10
The Night Audit
In this lecture we look at the various night audit procedures adopted, most of
which are nowadays at least semi-automated and considered as a "system
update." We examine what is required from a night audit, and what
contingency measures can be taken in the event of a system failure.
Lecture 11
Evaluating Front Office Operations
This lecture will look into how a Front Office Manager may evaluate
operations by utilising occupancy and operating ratios, and how these will
affect short and long term decision making.
Class assignment:
• Case study
Lecture 12
Staff motivation and empowerment
The most important resource in a hotel is the human resource. In this lecture
we discuss how a Front Office Manager may motivate his staff to perform
better, including handling guest complaints more effectively and maximising
revenue.
Scheme of Work
Front Office Management Page 3 of 3
Lecture 13
Security of guests, staff and the hotel
This lecture will discuss the role played by the Front Office in protecting
guests, staff and the hotel from various dangers and threats. We examine
how computer systems may be vulnerable to viruses and hacking unless
necessary precautions are taken.
Lecture 14
Revision Lecture
Assessment
The final assessment of this module will be based on the following algorithm.
You are expected to achieve a minimum pass in all components.
40% on the Project
20% on Class assignments and Assignment on Room rates
40% on the Final Test (A Case study)
Basic

Skills Survey
Now that you have gained some experience in Front Office operations we will
proceed to study
some aspects of Front Office Management. Your experiences will prove useful in
this module.
You are required to answer the following questions truthfully.
If you do not have all the following skills or feel that your skills are not quite up to
scratch, it
may well be because you have not been given the opportunity to develop them at
your place of
work. Don’t be discouraged: You may be able to rectify this in future!
Name ______________________________________
(optional)
E-mail ______________________________________
(optional)
A How would you describe the hotel/s you were placed in?
B Which of the following functions have you performed successfully at the Front
Office desk
(not only, but including your last internship)?
Very Frequent Not so Seldom Never
Frequent Frequent
Checking in a client 
Checking in a group 
Assigning Rooms 
Exchanging Foreign Currency 
Settling a bill 
Checking out a client 
Splitting up a guest folio 
Very Frequent Not so Seldom Never
Frequent Frequent
Transferring a guest folio 
to a ledger
Transferring a guest folio to 
another room
Moving a guest from one 
room to another
Handling an overbooking 
situation
Removing guest charges 
End-of-shift cashiering 
Night Audit 
C Have you ever made use of a Property Management System?
Yes No
D If yes, which systems have you used? Rate your knowledge next to the
systems you
identify.
System used Very good Satisfactory Poor Hardly any
knowledge
___________________ 
___________________ 
___________________ 
E Throughout your internship have you made use of other types of technology or
business
software? If yes, please specify.
Use the space overleaf to recount any unusual or extraordinary experience/s you
have
encountered.

Lecture Notes Lecture 2

Front Office Management Page 1
Lecture 2

Front Office staffing levels and Rotas

• Job descriptions
The constitutive parts of a job description
• Personnel specification
• Staffing levels
The Activity Pattern
Scheduling alternatives
• Staff rotas - employee scheduling
EU Working Time Directive
Legal Notice 43 of 1990
Job descriptions
A job description lists all the tasks and related information that
make up a work position. It may also outline -
• reporting relationships
• responsibilities
• working conditions
• equipment and material to be used
Job descriptions must be worded in sufficiently clear terms as to
identify the specific duties of the employee. It must however be
made clear within the job description itself that the description is
not exhaustive and the employee may be required to regularly
undertake other duties. Job descriptions serve at least two
purposes:
1. An important selection tool.
When recruiting a new member of staff, the interviewer and the
prospective employee are immediately aware of the duties the
latter is expected to perform. The interviewer may use the
description to gauge the suitability of applicants.
2. A job description is useful in analysing a particular job and a
person carrying out that job. This more or less depends on how
detailed the job description is. In some cases a job description
may be supplemented by a job list, which deals with each specific
tasks. Go et al (page 204) consider a job analysis as an instrument
which "identifies both the tasks comprising a specific job as well as
the skills, knowledge, and attitudes required for that position." By
producing a job analysis for an existing employee, a manager may
then tweak a job description to cover duties that had been
previously omitted (eg. specific tasks using IT) or remove tasks
which are not in practice required (eg. references to a Whitney
board system). More importantly a job analysis will assist the
Lecture Notes Lecture 2
Front Office Management Page 2
manager to define training requirements (eg. a Front Office
manager may find that a front desk clerk needs training on
handling guest complaints).
The constitutive parts of a job description
Job descriptions differ from each other. However, one normally
expects the description to be worded in a format similarly to this
sample description provided by Abbott & Lewry (page 248):
Job title: Senior Receptionist
Place of work: Queen's Hotel Manchester
General scope of job:
To carry out reception duties as laid down in the
hotel's operating manual, and to assist the front
office manager in maintaining an efficient, helpful
and sales oriented department.
Responsible to: Front Office Manager
Responsible for: Receptionists, telephonists, reservations staff
Main duties:
1. To have full knowledge of, and be able to act in accordance with, the hotel's
fire plan and the Fire Act 1971
2. To be fully converstant with, and be able to implement, the Hygiene and
Safety Act of 1974 to the highest possible levels.
3. To
4. To maintain a high standard of personal hygiene and appearance.
5. To ensure that strict security is maintained in respect of all monies, keys,
guest property and hotel equipment.
6. To ensure that all reservation, registration and check-out duties are carried
out as laid down in the hotel's operating manual.
7. To carry out the duties of reservations clerk, receptionist or telephonist as
necessary.
8. To be responsible for the reconciliation and banking of all receipts and floats
as laid down in the hotel's operating manual.
9. To prepare all relevant statistics as laid down in the hotel's operating
manual.
10. To carry out any reasonable duty required by management for the efficient
operation of the hotel.
Occasional duties:
• To carry out general clerical or administrative duties as required by
management.
• To assist management with the induction and training of new front office
staff.
Lecture Notes Lecture 2
Front Office Management Page 3
Personnel specification (or job specification)
Whereas a job description describes what a particular job entails, a
personnel specification will describe the qualities required in a
person to be suitable to carry out that job description. When a job
vacancy arises, the personnel specification will assist the
interviewer in conducting an effective and comprehensive
interview.
Abbott and Lewry (page 248) suggest that an interviewer should
consider the "seven point interview plan" adopted by the National
Institute of Industrial Psychology. The plan recommends
considering the following points:
1. Physical requirements
• A front office job has few physical requirements, but
receptionists do rather more standing than is usual in other
clerical jobs.
• Physical appearance is important, as front office personnel
are representatives of the hotel.
2. Attainments
• Previous experience at a hotel front desk may well prove
useful.
• Clerical experience or a position involving a degree of
customer interaction will help.
• Interviewer should read a curriculum vitae with an eye to
spotting significant unexplained gaps.
3. General Intelligence
• Staff should be literate and numerate.
• A Certificate in Accommodation Operations or City & Guild's
should definitely be considered an asset!
4. Special skills and aptitude
• Keyboard skills
• Linguistic skills
5. Interests
• Interests will provide clues as to an applicant's personality
traits.
6. Disposition
• Personality traits or qualities required by front office staff, eg.
being conscientious, methodical, accurate, friendly,
sympathetic, understanding, knowledgeable, enthusiastic,
persuasive.
Lecture Notes Lecture 2
Front Office Management Page 4
7. Circumstances
• A person's circumstances (eg. single, married, with children
etc.) may indicate whether a person is likely to remain in the
job and perform regularly and efficiently.
• Discrimination on the basis of a disability is illegal -
3. (1) A person shall be discriminating against another person on the
grounds of disability in any circumstances relevant for the purposes of any
provision of this Act, if:
(a) in circumstances which are similar or not materially different, he treats or
proposes to treat a person who has a disability less favourably than he treats
or would treat a person who does not have such a disability; or
(b) he treats or proposes to treat a person less favourably on the basis of a
characteristic that appertains generally to persons who have such a disability
or a presumed characteristic that is generally imputed to persons who have
such a disability.
Equal Opportunities (Persons with Disability) Act, 2000
Abbott & Lewry provide us with a sample personnel specification.
This can be modified to suit our own local requirements.
Post: Junior receptionist
Essential Preferred
1 Physical
Age 18-25
Health Good
Appearance Neat, well groomed Attractive
Voice Pleasant, clear Acceptable accent
2 Attainments/Experience Full time work in
equivalent hotel
Good reference
3 General Intelligence
Secondary GCSE or equivalent
with English and Maths
4 Special Skills/Aptitudes
Secondary Typing
Language(s)
Computer Studies
Advanced
Further C&G Reception
BTEC Diploma
First Aid certificate
Higher
5 Interests Sociable, gregarious Persuasive,
fluent, self-reliant numerate
6 Disposition Honest Initiative, mature
7 Circumstances Local Live-in
Lecture Notes Lecture 2
Front Office Management Page 5
Staffing Levels
One of the major difficulties for a manager in any hotel
environment is that of determining adequate staffing levels.
Inadequate staffing levels jeopardise the quality of service and may
in the long run affect business adversely, over staffing will on the
other hand cause an unnecessary expense. There is no magic
formula to determine staffing levels. There are however a number
of factors to bear in mind when determining staffing levels for your
front office department. Abbott and Lewry (page 245) suggest at
least six important factors:
1. Number of occupied rooms
Empty rooms will not generate clerical work or customer
contact.
2. Average length of stay
The shorter the average length the larger the number of
arrivals and departures.
3. Pattern of activity
Since the majority of guests in Malta travel by air on regular
scheduled and chartered flights it is easier to analyse a
regular pattern of activity when it comes to the arrival and
departure of guests.
4. Amount of personal contact required
The presence of concierge and/or guest relations may
minimise personal contact, as will automated check-in and
check-out processes.
5. Character of the hotel
In a leisure resort a guest may well be willing to wait a few
minutes at check-in, but business guests in what is perceived
as a hotel catering for business clients will often expect faster
service. Luxury hotels in particular need to avoid exposing
guests to the indignity of having to queue.
6. Technology employed
Computerisation (automation of business processes) means
less time is spent on clerical jobs and hence affects staffing
level.
The activity pattern
An activity pattern requires a series of shifts to handle the various
Front Office tasks, and may vary from weekdays to weekends. On
weekdays there is increased morning activity when a hotel's
accounts department, purchasing, sales and marketing, as well as
reservations are fully manned. On weekends the strain of handling
Lecture Notes Lecture 2
Front Office Management Page 6
calls, visitors and enquiries for these departments may be replaced
by substituting for reservations etc as the case may be.
A front office shift pattern may create a few problems. Generally
front office shifts are split into two: morning shifts or early shifts,
and afternoon/evening shifts referred to as late shifts. In some
cases hotels also utilise a supplementary "middle shift" which
covers normal business hours, provide a continuum from one shift
to another, providing backup for breaks and generally assisting the
busier periods of the day. The first shift normally starts early, and
the last shift finishes later than most jobs.
Shift patterns and staff positions have a direct effect on staffing
levels. If a hotel adopts the once traditional method of employing
separate cashiers and receptionists then the staffing requirements
will reflect this. If however a hotel encourages the more modern
approach whereby a front desk employee is in effect a "front office
clerk (or agent)" then the number of employees required may be
different. If the hotel adopts a day in/day out system (sometimes
referred to as compressed schedules) the number of staff required
may be even less.
There are other scheduling alternatives:
Part-time scheduling
Part-timers can replace staff on vacation leave, provide seasonal
employment to supplement full-time staff during busy periods.
They may and should ideally be scheduled regularly and not simply
on demand.
Flextime scheduling
Some employees may be willing to work flextime which is ideal for
situations where managers need to cover the varying workloads of
all shifts.
Compressed schedules
This is akin to the day in / day out shift - and normally means that
the front office employee will work four days in week and three
days in another. In one week the number of hours may exceed 40
hours and in the other week will be less than 40 hours. Under our
legislation when an employee exceeds 40 hours in such a situation
s/he is not entitled to overtime as the hours or offset in subsequent
weeks.
Refer to the Excel worksheet Staffing_Requirements.xls available
at http://www.olivermagro.com/front_office_mgt.htm
Lecture Notes Lecture 2
Front Office Management Page 7
Staff rotas - employee scheduling
Employee scheduling affects payroll costs, employee productivity
as well as staff morale.
Front Office managers must be sensitive to the needs of their staff.
Every employee will tend to have his preferences, but sometimes
such preferences may be due to the circumstances of the employee
in question. It is undoubtedly difficult to suit the needs of every
member of staff, but the roster must be seen to be fair and in
relation with the expected level of business.
Kasavana and Brooks (Page 398) provide us with a few helpful tips:
• A schedule should cover a full workweek, 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 be
indicated on the posted work schedule.
• The work schedule for the current week should be reviewed
daily in relation to the anticipated business volume and
unanticipated changes in staff availability.
• Any scheduling changes should be noted directly on the
posted work schedule.
• A copy of the posted work schedule can be used to monitor
the daily attendance of employees. This copy should be
retained as part of the department's permanent records.
The EU Working Time Directive
When scheduling staff managers may be required to take note of a
number of legal requirements. Member states of the European
Union have been required to follow Council Directive 93/104 known
as the Council Directive concerning certain aspects of the
organisation of Working Time.
The aim of the Directive is to protect employees against the
adverse effects on their health and safety caused by working
excessively long hours without adequate rest. It provides for:
• a maximum 48 hour week averaged over a period of four
months.
• a minimum daily rest period of 11 consecutive hours a
day.
• a rest break (established by national law) where a working
day is longer than six hours.
• a minimum rest period of one day a week.
Lecture Notes Lecture 2
Front Office Management Page 8
• a right to annual paid holidays of 4 weeks, and
• night work cannot exceed eight hours a night on average.
The Directive requires that all Member States in the Union enact
legislation which provides the minimal protection as outlined in the
Directive. Malta will have to adjust its legislation to adhere to this
Directive if it joins the Union.
Legal Notice 43 of 1990
In Malta, Legal Notice 43 of 1990 provides the minimum working
conditions for employees in hotels and restaurants. The Legal
Notice also sets minimum wages for employees in industry.
Legal Notice 43 provides as follows:
• Minimum wages are calculated over a 43-hour week during
the summer months spread over 6 days, and a 39-hour week
during the rest of the year.
• When a working day exceeds five and a half hours an
employee is entitled to an aggregate break of one hour for
meals and rest. (4(i))
• All employees in the industry are entitled to a day off in each
week as a weekly day of rest. (27)
• Full-time employees are entitled to four working weeks and
four days paid vacation leave, in addition to National and
public holidays. (32(1))
The Legal Notice makes no mention of minimum daily rests, nor
does it provide for minimum conditions for night work (although in
some cases these have been established in collective agreements).
To read more about this subject refer to -
http://www.olivermagro.com/Hospitality_Law/Working_time_directi
ve.htm
Bibliography
Abbott P. and Lewry S., Front Office: Procedures, social skills and management
Butterworth Heinemann, 1991
Go F. et al, Human Resource Management in the Hospitality Industry John Wiley
& Sons, 1996
Kasavana M. and Brooks R., Managing Front Office Operations Fourth Edition,
Educational Institute, 1995

Lecture Notes Lecture 12

Front Office Management Page 1
Lecture 12

Staff Motivation and Empowerment

• Staff Motivation
• Training
• Cross-training
• Recognition
• Communication
• Incentive Programmes
• Performance Appraisals
• Staff Empowerment
Staff Motivation
As Kasavana remarks the term “motivation” can mean various
things, but in our context it is –
the art of stimulating a front office staff member’s interest in
a particular job, project, or subject to the extent that he or
she is challenged to be continuously attentive, observant,
concerned and committed.
There are various motivational techniques:
Training
Training is seen by many as one of the most effective ways
to motivate employees – primarily because it is a way of
informing employees that management truly cares enough to
provide the necessary instruction and direction to ensure
their success.
Cross-training
Cross-training simply means teaching an employee job
functions other than those he or she was hired to perform. It
has advantages for both the employee and the employer: the
employee acquires additional skill which may help in his
professional development, the employer gains flexibility in
scheduling.
Recognition
Guest, managerial and peer recognition are strong staff
motivators. Staff should be aware of all positive guest
comments, especially those comments left in guest
questionnaires. Management may offer incentives to staff
who are favourably recognised by guests. In some cases
recognition is given through an employee-of-the-month
programme which gives the opportunity for managers and
sometimes employees to select an employee for special
Lecture Notes Lecture 12
Front Office Management Page 2
mention. Usually an employee qualifies for this honour by
demonstrating extraordinary commitment to the hotel, its
standards and its goals.
Communication
Keeping employees informed about front office operations
helps produce positive results. A front office newsletter or
bulletin can be an excellent way to establish and maintain
formal communications. Some items which may find
themselves into the newsletter or bulletin include:
• Job opening announcements
• Promotion, transfer, resignation and retirement
announcements
• New recruit announcements
• Performance tips
• Special recognition awards
• Birthday, marriage, engagement and birth
announcements
• Upcoming event information
Incentive programmes
Incentive programmes offer special recognition and rewards
to employees who have met certain performance standards or
defined goals. They may include commendation letters,
certificates of appreciates, recognition dinners or events, gift
certificates, complimentary weekend packages, special
parking privileges, recognition plaques. The choice of
incentive will depend on the recognition being given, but the
reward must not be arbitrary. All staff members should be
given the opportunity to participate and must be fully aware
of what is required from them to be eligible for the incentive
awards.
Performance Appraisals
Front office staff need to feel secure with respect to their job
performance. When properly conducted, a performance
appraisal can provide each member of staff with written
feedback on his or her performance. Moreover, it must be
able to identify both strengths and weaknesses in
performance and provide plans and actions for improvement.
As part of the appraisal, the manager and the employee must
be able to agree on specific goals and target dates. The
appraisal must recognise outstanding performance and the
appraiser (i.e. the manager) must commit himself to
assisting the employee in his professional developments. As
Kasavana suggests “Performance appraisals should be fair,
objective, informative, and positive.” Employees should
receive an appraisal at least once a year.
Lecture Notes Lecture 12
Front Office Management Page 3
Staff Empowerment
Employee empowerment is particularly relevant in the hospitality
industry because employees have the greatest amount of direct
customer contact. Levels of customer satisfaction can be increased
by empowering employees to handle guest requests or problems
immediately, rather than having to their supervisors or managers
every time.
Empowerment means that the employee will be able to take an
independent autonomous decision on how to deal with a particular
situation, a decision that may not necessarily be the same one
taken by his immediate supervisor or manager but a decision which
must be respected nonetheless.
If it is the manager’s duty to deal with guest problems why should
a member of staff be involved?
There are a number of reasons why in certain situations it would be
best if the supervisor or manager were directly involved, but there
may be situations where it would be best to allow an employee an
amount of discretion to deal with a particular situation.
Ideally, a hotel should have an employee empowerment scheme
allowing for structured empowerment – i.e. a scheme that will give
structured guidelines to making decisions. The following is an
example of such a scheme.
Guest complaint Authorised action
1. A guest announces during check out
that he experienced a room-related
problem.
Offer upgrade for next visit, or adjust
current bill by as much as Lm50.00
2. A guest is charged an incorrect rate. Adjust rate if it appears incorrect from
all correspondence.
Ask supervisor to make adjustment.
Other hotels may adopt a more flexible approach giving a wider
discretion to staff, but this depends on other factors, including the
reliability of employees to take a reasonable decision.
Whichever the type of employee empowerment strategy is put into
place the benefits are the same:
1. Customer satisfaction increases.
2. Cooperation increases as managers and employees work
together as a team.
3. Managers are interrupted less as frontline employees
make more decisions without managerial input.
4. Employees are “forced” to become more responsible.
Lecture Notes Lecture 12
Front Office Management Page 4
5. Employees experience personal growth and development
as they learn to make on-the-job decisions.
6. Employee satisfaction increases due to greater feelings of
involvement and importance, and improved personal
relationships among co-workers.
(Source: Go et al, Human Resource Management in the Hospitality Industry
Wiley, 1996)
Bibliography
Abbott P. and Lewry S., Front Office: Procedures, social skills and management
Butterworth Heinemann, 1991
Go et al, Human Resource Management in the Hospitality Industry Wiley, 1996
Kasavana M. and Brooks R., Managing Front Office Operations Fourth Edition,
Educational Institute, 1995