WESTERN INSTITUTE OF TECHNOLOGY

Luna St., La Paz Iloilo City

CHAPTER II

REVIEW OF RELATED LITERATURE

Days Hotel by Wyndham

Days Hotel by Wyndham has a rich history rooted in providing accessible and quality

accommodations since its inception. The brand's mission is to ensure that every guest enjoys a

seamless blend of comfort, convenience, and affordability. As noted in the study of Kumar and

Yadav (2021) in their comprehensive study on hotel housekeeping, Days Hotel by Wyndham's

dedication to maintaining high standards is evident in its consistent delivery of quality services

and amenities. The brand's promise of excellence is reflected in its meticulously maintained

facilities and attentive customer service, which are tailored to meet the diverse needs of its

guests.

One of the defining features of Days Hotel by Wyndham is its strategic location in key

cities and travel destinations. The Iloilo location, in particular, capitalizes on its vibrant

surroundings to attract a wide array of guests. This strategic placement not only enhances the

convenience for travelers but also supports the local tourism economy by promoting cultural and

leisure activities. The hotel's proximity to major attractions and business centers is a testament to

its commitment to providing guests with easy access to the resources and experiences they seek.

It continually strives to innovate and improve its offerings to stay ahead in the

competitive hospitality market. According to research from Smith and Johnson (2023), the brand

has embraced modern technology and sustainable practices to enhance its operational efficiency

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

and guest satisfaction. This includes implementing eco-friendly initiatives, such as energy-

efficient lighting and waste reduction programs, to minimize its environmental footprint while

maintaining superior service quality.

The brand's guest-centric approach is central to its operational philosophy, as emphasized

by the detailed insights provided by Kumar and Yadav (2021). Days Hotel by Wyndham places a

high priority on understanding and anticipating guest needs, which is reflected in its wide range

of services and amenities designed to cater to various preferences and requirements. From

family-friendly accommodations to facilities for business travelers, the hotel ensures that every

aspect of the guest experience is tailored to create memorable stays.

A critical component of Days Hotel by Wyndham's success is its investment in staff

training and development. As highlighted in a study by Johnson and Lee (2022), the hotel chain

recognizes the importance of equipping its employees with the skills and knowledge necessary to

deliver exceptional service. Comprehensive training programs are implemented to ensure that

staff members are well-prepared to meet the high standards expected by guests, thereby

reinforcing the brand's reputation for excellence.

Days Hotel by Wyndham's commitment to quality has not gone unnoticed. The brand has

received numerous accolades and positive reviews from guests and industry experts alike, as

evidenced by its strong presence in online travel platforms and award recognitions. This positive

reputation is further bolstered by the brand's dedication to maintaining transparency and

accountability in its operations, fostering trust and loyalty among its clientele.

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

Hospitality

In many definitions, hospitality is seen in the context of tradition or custom. Schrutka-

Rechtenstamm (1998, p. 45) defines hospitality as "cultural obligation of reception, protection

and hosting of people". Similar is the definition in the Encyclopedia Brockhaus (2005-06) that

describes hospitality as "the custom to accommodate strangers and to grant them protection."

A large number of traditional definitions of hospitality focus on the aspect of overnight

accommodation, food and drink; e.g., Jones (1996): "Hospitality is made up of two distinct

services – the commission of overnight accommodation for people staying away from home, and

the commission of sustenance for people eating away from home" (p. 1). The definition of

Pfeifer (1983 cited in Cassee and Reuland 1983) is similar: "Hospitality consists of offering

food, beverage and lodging, in other words, of offering the basic needs for the person away from

home" (p. 191). Brillat-Savarin (1825 cited in Buck 2005, p. 69) defines hospitality as follows:

"To entertain a guest is to make yourself responsible for his happiness so long as he is beneath

your roof".

Cassee and Reuland (1983, p. 144) add the behavior of people to their definition of

hospitality: “a harmonious mixture of food, beverage, and/or shelter, a physical environment, and

the behavior and attitude of people”. According to Pechlaner and Raich (2007) hospitality

comprises the feeling of experiencing interactions and relationships that go beyond the paid

value of products and services.

In addition, Perathoner (2000) highlights reciprocity and the interpersonal aspect of

hospitality. Thus, hospitality is a form of human contact based on mutual respect, goodwill and a

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

recognition of fundamental human values. This definition expresses the idea that hospitality is

not just an issue for the host, but that guests also have to play their part.

When focusing on the social, cultural or behavioral aspect of hospitality some researchers

mention the term ‘hospitableness’. According to Lashley (2008), ‘hospitableness’ is concerned

with "host behavior and the personal qualities used to ensure the well-being and comfort of

guests" (p. 4). In order to achieve hospitableness "the guest needs to feel like he or she is a guest

in a private setting – genuinely valued and welcomed – while the host needs to be motivated by

the desire to ensure the happiness and well-being of that guest" (Rochungsrat 2010, p. 316).

However, according to Slattery (2002), host-guest relationships taken from the home setting

should not be applied to a professional business as the relationship in the hospitality industry is

one between sellers and buyers and not between guests and hosts.

Furthermore, Brotherton (1999) remarks that some researchers do not define hospitality

per se as "they confuse hospitable behavior, or hospitableness, with hospitality and fall into the

trap of suggesting that one of the important features of hospitality is making the guest ‘feel at

home’" (p. 167). According to Brotherton (1999), hospitable behavior can be displayed in many

different contexts and thus, hospitality must include something that other industries do not offer.

The distinction is the inclusion of product components. This means that hospitality does in fact

include hospitable behavior but it also encompasses the product parameters (accommodation,

food, drink). Thus, Brotherton (1999) defines hospitality as follows: "A contemporaneous human

exchange, which is voluntarily entered into, and designed to enhance the mutual wellbeing of the

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

parties concerned through the provision of accommodation and food or drink" (p. 168-167). The

following figure illustrates Brotherton’s understanding of hospitality.

Rochungsrat (2010) mentions that the two perspectives of hospitality (hospitableness and

commercial business) might not be mutually exclusive. While on the one hand hospitality is

recognized as a service sector that must be profit-oriented in order to be economically viable,

there is a need to deliver added value in form of hospitable behavior which also depicts the

special characteristics of the hospitality industry.

Training

Training is concerned with imparting specific skills for a particular purpose. Training is

the sequence of learning a sequence of programmed behavior. Training is the act of increasing

the skills of an employee for doing a particular job. “Training is the process that provides

employees with the knowledge and the skills required to operate within the systems and

standards set by management” (Sommerville, 2007).

Current changes in the working environment made the Human Resource Development’s-

role doubly essential in helping businesses being competitive and prepared for any future

obstacles that may emerge (Goldstein & Gilliam, 1990).

According to Bellizi and Pointkowski (1990) and Lee (1991) due to the technological

development, the workforce in every company needs training, and being move precise, it needs

more improved skills in order to overcome any problems and barriers occurring. The demands of

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

global competition also modify the way organizations function and provide quality management

and customer service training in an attempt to carry on with increasing customer prospects.

Additionally, in order to keep ahead in an extremely competitive atmosphere, it has been

recommended that the training role has to promote a continuous learning culture (Martocchio &

Baldwin, 1997). Additionally, companies offer training in order to guide employees on how to

achieve their purpose. In addition, they want to advance their employees performance, by

becoming more productive, and prepare them for upcoming changes in techniques or technology

in their job (Fisher, 1999).

Training not only develops the capabilities of the employee but sharpen their thinking

ability and creativity in order to take better decision in time and in more productive manner

(David, 2006).

Moreover, it also enables employees to deal with the customer in an effective manner and

respond to their complaints in timely manner (Hollenbeck, Derue & Guzzo, 2004). Training

develops self-efficacy and results in superior performance on job (Svenja, 2007), by replacing

the traditional weak practices by efficient and effective work-related practices (Kathiravan,

Devadason & Zakkeer, 2006).

Employee Performance

A term typical to the human resource field, employee performance is everything about

the performance of employees in a firm or a company or an organization. It involves all aspects

which directly or indirectly affect and relate to the work of the employees.

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

According to Leonard-Barton (1992), an organization that gives worth to knowledge as a

source of gaining competitive edge than competitors, should build up system that ensure constant

learning, and on the effective way of doing so its training. Pfeffer (1994) highlights that well-

trained workforce is more capable of achieving performance targets and gaining competitive

advantage in the market.

Training is determining as the process of enabling employee to complete the task with

greater efficiency, thus considered to be vital element of managing the human resource

performance strategically (Lawler, 1993; Delaney & Huselid, 19960).

The importance of training on the employee performance, through accelerating the

learning process, is mentioned in many researches (e.g. McGill & Slocum, 1993; Ulrichet et

al.,1993; Nonaka & Takeuchi, 1995; DiBella et al.,1996). Employee performance, achieved

through training, refers to immediate improvements in the knowledge, skills and abilities to carry

out job related work, and hence achieve more employee commitment towards the organizational

goals (Huselid, 1995; Ichhiowski et al., 1997). Kamoche and Mueller (1998) mentioned that

training should leads to the culture of enhancing learning, to raise employee performance and

ultimately higher return on investment (in training) for the firm.

There has been a lot of research to support the fact that employee performance can

improve through training by building a sense of teamwork among employees, and to develop

specialized financial skills. Also, employee’s capabilities are enhanced when the organization is

started to spend in improving the knowledge and ability of its employees through training so in

return more effective employees are produced and also provides efficacious relationship between

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

employees and the employer. The evidence also proposes that training has a significant benefit to

employee performance when joint with innovation. The research, performed by HR, reported

that proving staff with training in how to deal with absenteeism occupy a huge part in improving

absentee rates at their organizations (Patricia Lotic, 2004).

The relationship between Training and Employee Performance

According to Wright and Geroy (2001), employee competencies changes through

effective training programs. It not only improves the overall performance of the employees to

effectively perform the current job but also enhance the knowledge, skills and attitude of the

workers necessary for the future job, thus contributing to superior organizational performance.

Through training the employee competencies are developed and enable them to implement the

job-related work efficiently, and achieve firm objectives in a competitive manner. However,

employee performance is also affected by some environmental factors such as corporate culture,

organizational structure, job design, performance appraisal systems, power and politics

prevailing in the firm and the group dynamics. If the above-mentioned problems exist in the

firm, employee performance decreases not due to lack of relevant knowledge, skills and attitude,

but because of above mentioned hurdles.

To make training effective and to ensure positive effect of training on employee

performance, these elements should be taken into consideration (Wright & Geroy, 2001).

Besides, Eisenberger et al., (1986) stated that, workers feel more committed to the firm, when

they feel organizational commitment towards them and thus show higher performance.

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

Bartel (1994) reports that, there is a positive correlation between effective training

program and employee productivity, however to make it possible, it is the responsibility of the

manages to identify the factors that hinders training program effectiveness and should take

necessary measures to neutralize their effect on employee performance (Swart et al., 2005).

In addition, Ahmad and Bakar (2003), concluded that high level of employee

commitment is achieved if training achieve learning outcomes and improves the performance,

both on individual and organizational level. These findings are also consistent with the results of

Kim (2006) research work.

According to Swart et al., (2005), bridging the performance gap refers to implementing a

relevant training intervention for the sake of developing particular skills and abilities of the

workers and enhancing employee performance. He further elaborates the concept by stating that

training facilitate organization to recognize that its workers are not performing well and thus

their knowledge, skills and attitudes needs to be molded according to the firm needs. There

might be various reasons for poor performance of the employees such as workers may not feel

motivated anymore to use their competencies, or may be not confident enough on their

capabilities, or they may be facing work-life conflict. All the above aspects must be considered

by the firm while selecting most appropriate training intervention, that helps organization to

solve all problems and enhance employee motivational level to participate and meet firm

expectations by showing desired performance. As mentioned by Swart et al., (2005), this

employee superior performance occurs only because of good quality training program that leads

to employee motivation and their needs fulfilment.

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

Scott, Clothier and Spriegel (1977) argued that training is the crux of better

organizational management, as it makes employees more efficient and effective. They further

elaborated that training practice is a strong bond with all other human resource practices as

(Mamoria, 1995), it enables employees to develop themselves within the firm and revise their

market value in the market. Moreover, training supports to shape employees’ job-related

behavior and facilitate them to participate for the success of the organization and ultimately firm

gets higher return due to superior performance of its employees.

Mamoria (1995), further mentioned that a well-trained worker is able to make a best use

of organizational resources along with minimum level of wastages.

As stated by Ohabunwa (1999), when employees are well-trained, organization can

delegate responsibility and authority to them with full confidence of ensuring organizational

success.

Personnel Training

Training is a systematic planning and modification of behavior through teaching events,

programs and instructions that enable individuals achieve levels of knowledge, skills and

necessary competencies in order to perform effectively (Armstrong, 2006, p. 535).

Training is a process which grants the workers information, skills and enables them to

understand the organization and its objectives. In particular, training is designed to help the

worker keep giving positive contribution in the form of the best performance (Ivancevich, 2004,

p. 393).

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

Every organization has need for trained and experienced people in order to effectively

perform their activities. Tasks on today’s organizations have become complex, and the

importance of educating employees has grown. It is estimated, for example, business firms in the

United States of America spend billion of dollars every year in formal courses and training

programs for developing employee skills (Decenzo & Robbins, 2007, p. 209). Personnel training

is a necessary part of the HRM activities and many organizations have understood how important

it is to hold a training in an ever changing and complex work environment.

Hotel Industry

Hotel business is considered as a major part of the global tourism industry and it is

presently within the wing of dynamic progress and improvement which is huge due to the influx

of travel both locally and internationally. It is a fast-growing sector in the economy as reflected

in its multi-billion-dollar amount earned. This business is indeed exciting, never lackluster and

extends various opportunities locally and internationally. With the diversity of the people, this

business requires a workforce from various fields and areas of interest. The hotel industry

encompasses not only one country but also across countries throughout the globe.

Apparently, most of the modern hotels provide refined quality service management to

their clients. It is a venue where guests can relax and most of the time is visited by travelers

across the globe. Hotel guests want to experience a favorable ambiance depending on the process

for which they visit hotel such for parties and reception, celebrating anniversaries, seminars and

others. It is very ideal, most especially for those who are seeking a convenient and accessible

place in holding different events.

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

On the other hand, as stressed by Shead (2014) of the ASEAN Briefing’s Philippines

Correspondent, the hotel industry in the Philippines is expected to grow and sustain over the next

five years, although a decline in hotel occupancy rates in the first half of what is forecasted.

Hotel occupancy rates in Manila slipped to an average of 68 percent in the first half of 2016,

lower than occupancy rates the previous year, however still better than in other ASEAN

countries. Hotel chains continue to pursue their respective expansion projects.

According to the Tourism Act of 2009 (RA 9593) Section 2, the state declares tourism as

an indispensable element of the national economy and an industry of national interest and

importance that will continue to mold an enhanced sense of national pride for all Filipinos. It

also recognizes sustainable tourism development as integral to the national socioeconomic

development efforts to improve the quality of life of the nation in providing the appropriate

attention and support for the growth of the industry. Consequently, the considerations signify the

formation of quality standards and organized mechanism measures through the involvement of

the government sectors that will definitely lead to a great impact of the hotel industry

development and further improvements.

The hotel industry in the Philippines has been steadfast in the contributions to the entire

economy with the influx of technology and the world trend for the provision of quality service to

its target market. The implementations of International Organization of Standardization

standards and total quality management have developed the industry toward becoming more

competitive and effectively servicing its stakeholders.

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

In the 2018 ranking of cities and municipalities, out of 75 entries, Rizal from Region 4A

ranked first, Laguna-Region 4A as second, Cavite-Region 4A as fourth, Batangas Region 4A as

ninth from the top 10. This indicates that hospitality industries in CALABARZON have been

observed to grow along with the trends and issues brought by economic challenges, political

scopes, and environmental concerns (CMCI, 2018).

Based on the result of the Department of Tourism accredited campaign, the growth of

accredited hotel enterprise is recognized relative to the number of lodging institutions and

employment opportunities (Ariate, 2019). With regard to the improved ranking of Region IV-A,

the local government units facilitated the continuous trainings and orientations reflected on the

Cities and Municipalities Competitiveness Index (CMCI). It helped to develop various forms of

systems and approaches to attract more investors in gaining more opportunities for the locals. In

recognizing the tourism and hospitality industry in Region IV-A, there are still problems

observed along the way in relation to sustainable tourism and hotel practices together with

current hospitality resources required in optimizing community advantages and its proper

utilization for future sustainability.

An Overview of the Training and Development in Hotel Industry

Training and development are integral to a hotel’s growth and success. Hotels can

however under-train their employees by being unwilling to take the time to explain new staff

tasks that need to performed. When this unwillingness occurs, Ryan (2008) states that three

scenarios may take place – the employee will not be able to help a client the way they should, the

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

client will be left unsatisfied by the hotel’s service level, and lastly the employee will become

frustrated by the company and his or her service level will drop to a minimum.

Studies have shown that training programs increase employee satisfaction, employee

morale and employee retention, and decreases turnover and hiring rates. Training has been

shown to improve knowledge and in turn, knowledge improves the delivery of hospitality

business related activities. Daniels (2008) mentions in her article that in the current economic

situation; companies may be tempted to cut their training budgets, but they should not however

abandon training.

Hotels should instead use this situation as an opportunity because training boosts morale

and commitment by showing employees they are valued and an important resource. The training

itself provides skills and enthusiasm to help participants provide amazing customer service.

Great customer experiences lead to brand loyalty. Skills training that equips employees with the

tools to increase customer loyalty is not overhead, a cost, or a frill. Training is important as it is

part of the service quality that drives the performance of hotels.

Rapid development of hotel industry and competition has led to the need for personnel

training. The level of quality of service is dependent of the qualities of employees. Employee

qualities are linked to knowledge, skills, competencies, experience etc. which lead to the

development of hotels. Therefore, employee training is of vital importance since employee

performance and productivity increases as well. They possess professional knowledge,

experience and valuable skills that can be used to perform more effectively. Training is

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

important in the motivation and inspiration of workers by securing needed information for the

job, and it helps them get to know the important affairs.

Training and development may be seen as key instruments in implementing MBNJ

policies and practices (Nickson, 2007, p. 154-155). Successful hotels always include staff

training as important development strategy.

Housekeeping Services and Practices

A hotel is a big unit in itself consisting of various departments, which run in collaboration

and coordination with each other to make the guest stay comfortable. One of the major

departments in a hotel us housekeeping. Housekeeping is accountable for cleanliness, upkeep,

décor, and maintenance of the entire hotel. A five-star hotel in itself is a huge area comprising of

a large number of rooms, vast public area including lobby, corridors, different cuisines,

restaurants, health clubs, swimming pools, spa, etc. and vast back area as well including laundry,

staff cafeteria, bunder, lockers, stores, administrative departments, different food production

units, etc. Managing the cleanliness, maintenance, upkeep, and décor of these areas is a

challenge in itself. The hotel’s housekeeping department creates a home away from home. The

primary endeavor is to provide clean, well-maintained, comfortable rooms with warm

surroundings that offer value for money.

Apart from hotels, housekeeping contractual services are in a lot of demand at corporate

offices, airports, airlines, hospitals, banks, cruisers, and shopping arcades. Thus, contract

housekeeping is also a profitable entrepreneurship business venture. A hotel endures on the room

sales, food and beverage, and other supplementary services like gym, laundry, clubs, health spa,

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COLLEGE OF ARTS AND SCIENCES
HOSPITALITY MANAGEMENT

shopping arcades, sightseeing, etc. Thus, a vast portion of s hotel’s revenue is derived from the

sale of rooms because a room once made can be sold repeatedly. However, there is acute loss of

revenue if the rooms remail unsold. Thus, it becomes obvious that rooms are more perishable

than even food. The guest experience in a hotel is highly modified by the effort being put in by

the housekeeping department. Thus, guest rooms are the fortitude of a hotel. The hotel may lose

a customer as a potential guest if the décor is not appreciable, the air is not odor free, and

furnishing and upholstery are not spotlessly clean. Singh, Saufi, Tasnim, and Hussin (2017) said

that the high rate of service standard and quality can be only attained through efficient and

effective hotel operations that can outshine customers’ expectations and finally increase firm

profitability. The department has to make rooms available as and when required on a timely basis

for the guests. It also has to look after all the public areas of a hotel which at all the times have to

look clean, tidy, fresh, and attractive. Thus, the overall reputation of a property is contributed by

the efforts of the housekeeping department. It is a 24 hour and 365 days operation. It is a 24 hour

and 365 days operation. The housekeeping department is the backbone of a hotel. It not only

looks after the cleanliness of the whole hotel, but largely contributes toward many other

activities in the hotel as well. Keeping an inventory and upkeep of all the accommodation and

public areas is a challenge in itself which makes it as one of the crucial departments of a hotel.

Guest Satisfaction

Guest satisfaction is an ever-evolving phenomenon for the hotel industry. The challenge

is to keep the guests more than satisfied (Hussain & Khanna, 2016). Guest satisfaction is a tool

to achieve brand loyalty and repeat business. Guest satisfaction has been formulated in different

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HOSPITALITY MANAGEMENT

ways. The conceptualization of customer satisfaction that has obtained the widest

agreement/acceptance is an evaluation of the affective responses/experiences following a

cognitive expectancy disconfirmation process across prior expectation and perceived

performance of a product/service and its attributes (Oliver, 1980). If a guest if happy and

satisfied, the hotel is obvious to get repeat business. A satisfied guest will bring new guests to the

hotel through word of mouth.

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