LEC 2:

THE FRONT OFFICE

 Most visible department, front desk is the focal point.
 Work shifts:
⚬ Day: 6:30am - 3pm
⚬ Evening: 2:30pm - 11pm
⚬ Night: 10:30pm - 7am

THE GUEST CYCLE

1. Pre-arrival

 Guests choose hotel based on:

Type of travel, experience, ads, recommendations, reputation, ease of reservation.
 Cycle starts when reservation is created.

Functions of Reservation Agent:

 Identify guest needs, check room availability, record details.

 Promote services, work closely with sales.
 Requirements: Quick, manner.

Types of Reservations:

 Non-guaranteed: No secured booking.

 Guaranteed:
o Pre-paid: Fully paid.
o Non-prepaid:
⚬ Payment Card: Charged for 1 night + tax.
⚬ Advance Deposit: Pay before arrival, non-refundable if canceled.

⚬ Voucher: Prepaid to travel agent, exchanged for [Link] travel agent

give the voucher to hotel

⚬ Corporate: Company pays for no-shows under agreement.

DISTRIBUTION CHANNELS

 Property Reservations Department

o Handle direct requests (phones, emails, property websites, faxes,... )
o monitor communication links with other channels
 Central Reservartions Systems (CRS)
o Used by a hotel chain or brand to take reservations for all associated hotels
o Managed by the CRO
 Cluster Resevations Office
 o Similar to CRS but on specific area
 Global Distribution Systems
o Distribute hotel reservation information worldwide and provide a platform for
selling hotel reservations worldwide
o Connect the supplier and the distributor
o Examples: SABRE, Galileo, Amadeus, Worldspan
 Intersell Agencies
o Handle multiple products: hotel reservations, car rentals, travel arrangements,
flight,..
 Internet Distribution Systems: Online platforms for bookings.
RESERVATION AVAILABILITY
 Whenever a reservation is received:
o Accept reservation
o Suggest alternative room types, dates, and/or rates;
o Suggest an alternative hotel
 Reservations must be closely monitored to control overbooking (Total number of
rooms available - Number of rooms predicted to be occupied + Number of rooms
predicted to be available = Number of additional room reservations needed to achieve
100% occupancy)
RESERVATIONS PROCESS
 Greet caller
 Identify needs
 Provide overview of the hotel’s features
 Recommend room, and adjust it according to the caller’s response
 Close sale
 Gather reservation information
 Thank caller

Reservation Details:

 Name, contacts, arrival/departure, room type, number of people, payment method,

special requests.

RESERVATION CONFIRMATION
 Assures that a reservation record exists
 Helps quickly reference a specific reservation record
RESERVATION CANCELLATION
 Assures cancellation
 Helps quickly reference a specific cancellation

Arrival
ARRIVAL ACTIVITIES
  Guest information from reservation is transferred to PMS
 Front desk agents give guests a registration card for their verification and signature
 Online payment authorization terminals enable front desk agents to receive timely
payment card approval for guests
 Some properties offer self check-in/check-out terminals
 Some hotel allow guests to pre-register via the Internet
 Prepare arrival documents: Registration records Credit verification/authorization
THE REGISTRATION PROCESS
 Preregistration activities
o Automatically reformat reservation record into a registration record ->
preregistered guests need only verify information and sign
o Preregistration helps plan special requirements
o Some preregistered guests are checked in at a concierge desk or some other area
(not front desk)
o Some hotels limit preregistration to VIP guests or groups
 Occupancy
o Verifying the guest’s identity : Front desk agents ask for photo identification
(driver’s license, passport for International guests )
o Creating the registration record:
After a guest arrives, the front desk agent verifies a preregistration record or
creates a registration card
If pay with cash, gắn trạng thái no-post status in the PMS
The guest’s departure date should be established or confirmed, as well as the room
rate
At check-out, the information on the registration record may be used as the
primary source for creating a guest history file
 Assigning the guestroom and room rate
o identifying and allocating an available room in a specific room category
o Specific rooms and rates may be pre-assigned to the guest
o Typical room status descriptions: occupied, vacant, on- change, and out-of-order;
Also, V/C, V/I, O/C
o A room rate is the price a hotel charges for overnight accommodations; the
standard or non-discounted rate for a room is called the “rack rate”
o Room rates are typically confirmed as part of the reservation process
o Special room rates: commercial or corporate, complimentary, group, family, day,
package-plan, and frequent traveler
o Room rates may include a dining room plan: American Plan, Modified American
Plan, All Inclusive, or European Plan
 Responding to special requests
o
 Establishing the guest’s method of payment
o Cash
o Payment card (Visa, MasterCard, JCB, Diners Card, American Express, and Union
Card)
 o Direct billing
o Special promotional items (vouchers, gift cards, etc.)
 Issuing the room key or access code
o front desk agent issues a room key to the guest (never announce the room number
when presenting the guestroom key)
o guest can be offered assistance from a bell attendant

SELLING THE GUESTROOM

 Upselling: Offer higher-category rooms.

 Staff trained as salespeople.
 Incentive programs may be used.

 Some hotels offer incentive programs to staff for upselling guestrooms

LEC 3 :
I. OCCUPATION:
 Front desk coordinates services for guests.
 Goal: Serve guests well → encourage return visits.
 Resolve complaints quickly
 Security is important
 Hotel goods and services are purchased by guests during this stage
 Front desk reviews guest accounts regularly for accuracy.
OCCUPANCY ACTIVITIES
 Guests start using other services
 Revenue recorded in PMS
 Automated devices interface with PMS
FO POSITIONS
1 CALL CENTER (PBX)
2 BELL ATTENDANTS
3 DOOR ATTENDANTS
4 VALET PARKING ATTENDANTS
 parking vehicles
 issuing tickets/receipts to guests/visitors; securing vehicle keys
 traffic control assist
5 CONCIERGE
6 GUEST RELATIONS OFFICER
  GRO = a hostess at a home, who warmly welcomes guests and makes them feel
comfortable like home.
 To provide personalized service to all guests
 Develop and maintain a guest history system (Guest’s movement, preferences and
habits) -> provide better and more personalized services
II. DEPARTURE:
 Guest checks out, gets receipt, returns room key.
 The front office system automatically updates room status & closes account.
 Ask guest for feedback during check-out.
 A guest history file is automatically created or added -> guest history records
 Late charges
1 DEPARTURE ACTIVITIES
 Present bill/folio to guests at near check- out time
 Automatically post guest transactions to back office accounts, depending on the
guest’s method of settlement
 A bill to be sent to the guest’s sponsor or credit-granting agency (Third-party billing)
 Create or add guest info to the hotel’s guest history file
2 CHECK-OUT PROCEDURES
 Inquire about additional, recent charges
 Post outstanding charges
 Verify account information
 Present the guest folio
 Verify method of payment
 Process account payment
 Secure the guestroom key/keycard
 Update the room’s status
 Inquire about the guest’s experience at the hotel
 Update the guest history file
3 METHODS OF SETTLEMENT
 CASH OR DEBIT CARD: • Direct, balance cleared immediately • What if the guest
had a credit card verified at registration, but pays the bill with cash?( Khách sạn nhận
tiền mặt → tài khoản khách = 0 đồng. Tuy nhiên, số tiền giữ trên thẻ tín dụng vẫn
còn tạm khóa vài ngày (do ngân hàng xử lý))
 CREDIT CARD: the amount of the charge must be tracked until payment is actually
received. Why? (Thẻ tín dụng chỉ là cam kết thanh toán, chưa phải tiền mặt ngay. Có
 thể gặp sự cố.) • The guest may be asked to sign a copy of the folio, agreeing to the
credit card balance. • The local currency is applied (any currency exchange fees are
charged to the cardholder)
 DIRECT BILLING: Bill sent to company/agency (city ledger). • The hotel bill and
collect a direct billing account. • If the direct billing agent (if applicable) refuses
payment, who will bear the charges? (khách hàng sẽ phải chịu trách nhiệm trả tiền.
Vì vậy, khách thường ký xác nhận hóa đơn khi check-out để đảm bảo trách nhiệm.)
 COMBINED SETTLEMENT
4 LATE CHECK-OUT
 tactfully enforced -> housekeeping staff have time to prepare the guestroom.
 out till 6p.m : 50% room rate Late
 after 6p.m: 100% room rate
5 CHECK OUT OPTIONS
 EXPRESS CHECK-OUT:
o Express check-out forms can be distributed to guests
o The guest authorizes the front office to transfer his or her outstanding folio balance
to the payment card.
o The guest deposits the form at the designated front desk container and leaves
without having to wait in line to check out. => Can any guest do the express
check-out?
o The front desk staff is to transfer the outstanding guest folio balance to a
previously authorized method of settlement.
o A copy of the guest folio showing charges and payment should be mailed or e-
mailed to the guest.
 SELF CHECK-OUT
o Guests check out by self-check-out terminals (guest check proper folio and
then settles the account with payment card) or mobile/in-room devices that
interact with the front office system
6 UNPAID ACCOUNT BALANCES
 After-departure charges (late charges) or outstanding guest account balances.
 Late charges may occur, difficult to collect.
 lncurs additional costs => The FO system should interface with the hotel's revenue
center outlets to keep track of charges
 Payment card companies may allow hotel personnel to write “signature on file”
7 TYPICAL CITY LEDGER ACCOUNTS
 Also known as "non-guest ledger"
  Can contain:
o Direct billings
o Travel agency accounts
o Bad check accounts
o Skipper accounts
o Disputed bills
o Guaranteed reservation accounts
o Late charges accounts
o House accounts
8 GROUP CHECK-OUT
 Master folio prepared ahead of departure.
 Reviewed with group leader/tour guide.
 All previously authorized invoices, vouchers, and related documentation should be
attached to verify that the group leader has approved the charges
9 GUEST HISTORY FILES
 Final step after check-out.
 Tracks guest preferences, habits, and demographics.
 Used by marketing to build mailing lists & improve service.
LEC4:
1️What is Quality?
 Service = Process of meeting guest wants/needs with respect, dignity, and timeliness.
 Quality = Consistent delivery of products/services matching expected standards.
o Easy to define, but challenging to achieve.
o Quality sets the base for guest service planning & implementation.

2️Model for Quality:

 Managers play a critical role:
o Develop & implement service processes.
o Use planning tools to set clear goals.
o Consistently show commitment to guest service philosophy.
3️SERVQUAL Model
Expected service:
 WOM (Word of Mouth)
 Personal Needs
 Past Experiences
Dimensions of Service Quality:
1. Tangibles
2. Reliability
3. Responsiveness
4. Assurance
5. Empathy
4️Total Quality Management (TQM):
 First introduced in manufacturing → applied to hospitality.
 Aim: Zero defects in product/service delivery.
 management and control processes designed to ensure providing products and services
are best possible and satisfi the customer
5️Five Gaps Model

Gap Type Explanation

Knowledge Gap customer expectation & mgmt understanding

Policy Gap mgmt perception & service quality specs

Delivery Gap service specs & service delivery

Communication Gap service delivery & what is promised

Perception Gap perceived service & actual service

6️Managing Guest Services:
Guest experiences include both planned & spontaneous Moments of Truth
Planned Moments of Truth:
part of the hotel's operating process.
✅ Examples:
 Check-in/check-out process at the Front Desk.
 Room cleaning schedule by housekeeping.
 Food & Beverage service in the restaurant.
 Welcome drink upon arrival.
 Phone answering standard (within 3 rings).
 SOP-based interactions (like smiling, eye contact).
Spontaneous Moments of Truth:
unexpected, unplanned interactions:
 Waiter overhears guest mentioning a birthday → Brings complimentary dessert.
 A front desk agent notices guest looks upset → Asks proactively if everything is
alright.

7️Service Quality Measures:

Soft Standards Guest Feedback, Surveys, Online Reviews

Hard Standards Mystery Shoppers, SQI (Service Quality Index), Control Charts

8️Standard Operating Procedures (SOPs):

 Clear, written rules/instructions for employees → consistency & standardization.
 Key for training & delivering consistent guest experience.

9️VTOS (Vietnam Tourism Occupational Standards):

 Developed to set standards for Vietnam's tourism industry.
 Focus on Skills, Knowledge, and Attitude.
 Benchmarked against international (UK & Europe) standards.
 Helps improve service quality & workforce skills.

Lec 5:
1. Difference between Service & Hospitality
 Service Hospitality

Task-oriented, delivering a product (bed, meal, check-in) Emotional, creating

experience & connection
1. Host-guest
relationship
2. Generosity
3. Theater &
performance
4. Little surprises
5. Safety & security

Tangibles (Comfortable bed, Delicious meal) + More behavior-based, focuses

Intangibles(Suggestion s for a nice restaurant, Warm, on guest feelings
welcoming smile)

2. Guest Expectations
 Types of Expectations:
o Explicit (Clearly stated or promised services.)
o Implicit (unstated, but guests assume them based on hotel reputation, culture,
or price level.)
 Levels of Expectations:
o Ideal (perfect service)
o Reasonable: What the guest expects based on price, star rating, or past
experiences. (Clean room, friendly service, comfortable bed)
o Minimal: The basic level of service; what must be met at minimum (Safety,
hygiene, functional facilities).
3. Personalization in Customer Service
Tailoring specific services to individual guest needs/preferences.
 Listening & observing guest behavior to find what a guest wants and delivering
tailored service -> Customer Delight → Guest Loyalty
 Collaboration between Front Office + Back Office staff.

4. Role of Technology in Personalization

 Smart Tech = Key enabler.
 Dynamic co-creation between guest & staff in real-time.
 Guests feel recognized & unique, not standardized.
5 . The WOWs:
"WOWs" = Small, thoughtful actions or surprises that go beyond guest expectations,
make guests feel special
Research, Research, Research:
 Learn guest preferences through conversations, past stays, booking notes.
What is doable?
 Only do WOWs that are feasible and manageable by the hotel.
Why are we doing it?
 The WOW should have a purpose: to make the guest happy, loyal, and emotionally
connected.
When WOWs Are NOT Good:
1. If it's too over-the-top and makes guests uncomfortable.
2. If it’s not personalized (generic gifts = no emotional impact).
3. If it’s logistically difficult and delays service.
4. If it’s inconsistent (some guests get it, others don’t → leads to dissatisfaction).

LEC 6:

Definition of Culture:

 A shared set of beliefs, values, standards guiding how people feel, think, act.

Why Do Hotels Care About Cross-Culture?

 More international guests, staff, and managers → Diverse cultural backgrounds.

 Guests' perception of service = heavily influenced by culture.
 Staff behavior must be adapted → avoid offending guests & ensure satisfaction.
 Helps standardize policies, improve communication & predict behaviors.

Why Understanding Culture is Critical:

 Prevents miscommunication & offense.

 Helps design policies fitting international guests & staff.
 Leads to better guest satisfaction, staff relations, and business success.

Hofstede’s Cultural Dimensions Theory

6 Key Dimensions:

POWER DISTANCE:

 High power distance:

o Bureaucracy
o respect authority
 o Centralized power
o Subordinates expect direction
 Low power distance:
o Equality
o Flat structure
o Power is shared
o Subordinates expect consultation

INDIVIDUALISM:

 Lower power distance

 Focus on self, personal achievements
 Value independence
 Individual rewards, privacy

COLLECTIVISM:

 Higher power distance

 Focus on group/family
 Loyalty to group
 Group harmony, collective success

MASCULINITY:

 conflicts are resolved by arguing or fighting them out

 Strong gender roles
 Focus on competition, success, achievement
 "Bigger, faster, better" mindset

FEMININITY:

 Conflicts are resolved through compromise and negotiating

 Gender equality
 Focus on quality of life, caring
 Family more important than work

UNCERTAINTY AVOIDANCE:

 High Uncertainty Avoidance:

o rigid and structured
o Avoid risks
o Clear rules and procedures
o High tensity
 Low Uncertainty Avoidance:
o Open
o innovative
 o hard working only when needed(lazy)
o Flexible rules

LONG-TERM ORIENTATION :

 ordering relationships by status and observing this order

 having a sense of shame
 family is basis of society
 Future-oriented
 Value perseverance, saving, education
 Respect for order

SHORT-TERM ORIENTATION:

 personal steadiness and stability

 reciprocation of greetings, favors, and gifts
 never lose face
 Value traditions
 Focus on immediate results
 Respect for social obligations

INDULGENCE :

 optimistic, happiness
 freedom
 Pursue happiness, fun
 Less controlled by strict norms

RESTRAINT:

 pessimistic
 controlled and rigid behavior
 disciplined/moral
 society before self

Lewis Model: 3 Cultural Categories

Categor Characteristics & Communication Golden Rules for Interaction

y Style
Linear- Facts-focused, logical, do one thing at a  Stick to facts
active time, polite but direct, follow rules.  One task at a time
 Be polite but direct
 Logic > emotions
 Follow laws & regulations

Multi- Emotional, people-oriented,  People > facts

active multitaskers, prefer relationships,  Let them talk a lot
 flexible truth.  Display emotions
 Be flexible, social, diplomatic
 Truth depends on situation

Reactive Good listeners, avoid confrontation,  Listen carefully, no

harmony-focused, indirect interruptions
communication, avoid loss of face.  Don’t confront
 Avoid loss of face
 Be indirect, use suggestions
 Promote harmony in speech

LEC 7:

GUEST SATISFACTION = DO THE JOB RIGHT THE FIRST TIME + HANDLE

COMPLAINTS EFFECTIVELY
Types of Complaints:

Type of Complaint Explanation

Mechanical Complaints Issues with equipment/facilities (e.g., broken AC, TV, etc.).

Attitudinal Complaints Staff behavior issues (e.g., rude, inattentive attitude).

Service-Related Poor service delivery (e.g., slow check-in, incorrect order).

Complaints

Unusual Complaints Uncommon, guest-specific issues (e.g., noise, smell

complaints).

How Guests Respond to Service Failures:

Response What Guest Does

Do Nothing Doesn’t complain but leaves unhappy.
Complain to Hotel Direct complaint → gives hotel chance to fix.
Complain to Third Posts online, tells friends, leaves bad reviews.
Party
Defect (Not Return) Simply never comes back, no second chance.

Service Recovery:
Actions taken by the hotel to fix the problem after failure.
Mindset: Complaint = Threat BUT ALSO = Opportunity
What Guests Expect: (Justice Theory)

Type of Justice Explanation

Procedural Justice Fair & transparent process to solve problem.

Interactional Justice How staff behave towards guests (respectful, empathetic).

Outcome Justice Final resolution/result (compensation, apology, solution).

Service Recovery Paradox:

When a guest faces a service failure but the recovery is handled so well → guest ends up
MORE satisfied than before!
Condition:
 Works best with low harm failures + excellent recovery effort.

How to Handle Complaints Effectively:

Golden Techniques:
 Act fast
 Acknowledge guest’s feelings
 Don’t argue
 Understand guest's point of view
 Clarify facts & cause
 Give benefit of the doubt
 Propose clear solutions
  Communicate progress
 Offer compensation if necessary
 Check & improve service system afterward

Jaycustomers (Difficult/Rude Guests Types):

Type Behavior

The Cheat Lies to get compensation.

The Thief Steals from hotel.

The Family Feuder Uses family drama to create chaos.

The Vandal Destroys property.

The Deadbeat Doesn’t pay bills intentionally.

The Belligerent Aggressive, rude behavior.

The Rule Breaker Breaks hotel rules purposely.

How to Deal with Rule-Breakers:

RULE 1: Assertiveness
 Control your emotions.
 Be firm + polite avoid being aggressive.
 Empathy + Setting Boundaries → Offer options, but stay in control.
RULE 2: Saying No (3 Phases)
1. Connect: Understand guest's question.
2. Reverse: Offer alternatives/change their mind.
3. Round Off: Help them accept the alternative.
RULE 3: Public Rule Breaking
 Stay calm, speak politely but firmly.
 Explain rules, reason why they exist.
 Request cooperation, offer alternatives.
RULE 4: Hidden Rule Breaking
 If you suspect rule was broken:
1. Describe evidence.
2. State suspicion + rule clearly.
 3. Explain consequences.
4. Be clear, respectful, and firm.
LEC 8:
HOUSEKEEPING:
 keep all the premises clean, organized, and attractive
 Major functions:
o Cleanliness: Different surfaces and the best tools and solutions to clean
o Maintenance: Identify and follow up on malfunctioning or defective items
o Aesthetic upkeep of the property: Measures used to beautify the property
HOUSEKEEPING DEPARTMENT ORGANIZATION
1. Executive Housekeeper
→ The head of the department; responsible for planning, organizing, and overseeing all
housekeeping operations.
• Head of Housekeeping Department
• Develop and monitor an annual HSK budget and plan
• Hire, train, lead, and motivate the HSK team
• Schedule staff rotations and duties
• Ensure staff safety and hygiene
• Approve expenses exercising cost control
• Oversee the Lost and Found procedures
• Be responsible for all HSK assets and recommend specifications of purchase when required
2. Assistant Housekeeper
→ Assists the Executive Housekeeper in daily operations and supervises
3. Floor Supervisors
→ Oversee room attendants, inspect rooms, and ensure cleaning standards are met.
4. Room Attendants
→ Clean guest rooms and ensure they are ready for occupancy.
5. Public Area Supervisors
→ Supervise the cleaning of lobbies, corridors, restrooms, etc.
6. Public Area Attendants
→ Perform cleaning tasks in public spaces.
7. Laundry Supervisor
→ Manages laundry operations, including guest laundry, linen, and uniforms.
8. Laundry Attendants
→ Wash, dry, iron, and fold linen and guest laundry.
9. Tailors/Seamstresses (if any)
→ Repair uniforms and other fabric-related items.
Types of Rooms in a Hotel
1. Single Room
o Designed for one person
o Usually has one single or queen-size bed
2. Double Room
o Accommodates two people
o Contains one double bed or two twin beds
3. Twin Room
o Two separate single beds
o Ideal for friends or colleagues traveling together
4. Triple Room
o Has three single beds or one double + one single bed
o Suitable for a small group or family
5. Quad Room
o Accommodates four people
o Often used by families or groups
6. King Room
o Features a king-size bed
o Spacious and comfortable for one or two people
7. Queen Room
o Comes with a queen-size bed
o Slightly smaller than a king room
8. Studio Room
o Includes a bed and a living area, often with a sofa bed
o May include kitchenette
9. Suite Room
o Consists of multiple rooms (e.g., bedroom + living room)
o Higher category with luxury amenities
10. Connecting Rooms
 Two rooms with an internal connecting door
 Common for families
11. Adjoining Rooms
 Next to each other but without a connecting door
 12. Accessible Room
 Designed for guests with disabilities
 Includes wider doors, grab bars, roll-in showers, etc.
13. Cabana Room
 Located beside a swimming pool
 Includes patio or outdoor access
Guest Room Features
1. Sleeping Area
 Bed(s): Single, double, queen, or king size
 Mattress & Pillows: Comfortable, often with options (firm/soft)
 Bedding: Clean sheets, blanket, comforter, or duvet
2. Furniture
 Bedside tables (nightstands) with lamps
 Desk and chair (for working or dining)
 Wardrobe or closet (with hangers)
 Luggage rack or luggage bench
 Seating: Armchair, sofa, or couch (in higher category rooms)
3. Electronics & Appliances
 Television: Usually flat-screen with cable or satellite channels
 Telephone: For internal/external calls
 Air conditioning/Heater (climate control)
 Mini-bar/Fridge (stocked or empty)
 Electric kettle or coffee/tea maker
4. Lighting
 Overhead lights
 Bedside lamps
 Reading lights (in some higher-end hotels)
5. Technology & Connectivity
 Free Wi-Fi
 Power outlets & USB ports
 Smart room controls (in modern hotels)
6. Safety Features
 In-room safe
  Smoke detector & fire alarm
 Electronic key card system
7. Bathroom Facilities
 Attached bathroom with hot & cold water
 Shower or bathtub
 Toiletries (soap, shampoo, conditioner, lotion)
 Towels, bath mat, toilet paper
 Hair dryer
 Mirror (often with lighting)
8. Other Amenities
 Slippers & bathrobe
 Iron and ironing board (in-room or on request)
 Laundry bags / Laundry service form
 Room service menu
 Do Not Disturb & Make Up Room signs
EMPLOYEE SCHEDULING
 Ensure employee presence and satisfy the following requirements:
o Type of hotel and guest
o Number of guests staying in the hotel
o Employee leaves and weekly off-day
o Fairly distributed off-days
 Considerations:
o Occupancy
o Productivity standards
o Hotel’s age: Existing vs new hotels

1. Cleaning Chemicals

Types of Cleaners:

 Acidic: Removes inorganic deposits like scaling, toilet rings, rust.

 Alkaline: Dissolves grease, oils, fats; destroys microbes.
 Neutral: Safe, pH-neutral, removes general dirt.
 Degreasers: Solvent-based, strong grease removal (e.g., acetone, alcohols).

Precautions:

 Avoid surface damage

 Use mild over strong agents
 Ensure containers are secure
 Avoid strong-smelling products
  Use protective clothing when needed
 Always follow manufacturer’s instructions

2. Room Cleaning Procedure

Rules:

 Never enter rooms with DND signs

 Always knock and wait before entering
 Keep door open during cleaning
 Clean top to bottom, far to near
 Less dirty areas first
 Place maid’s trolley close to the wall

Steps:

 Check room status

 Use master key if unresponsive
 Hang “cleaning” sign
 Follow a clockwise or anti-clockwise path

3. Turn-Down Service

 A light evening service for guest comfort

 Customizable based on guest need

4. Laundry Operations

Types:

 In-house: Khách sạn tự giặt tại chỗ.

 Commercial: Thuê dịch vụ giặt là từ bên ngoài.
 Combined: Kết hợp giữa giặt tại chỗ và thuê ngoài.
  Centralized: Một trung tâm giặt dùng chung cho nhiều khách sạn (thường cùng
hệ thống).

Common Problems:

 Mix-ups
 Delivery delays
 Lost/damaged items

Prevention:

 Labeling
 Timely handling
 Proper sorting and tracking

HUMAN RESOURCES MANAGEMENT IN HOUSEKEEPING

HOSPITALITY WORKFORCE

 Là ngành lao động chuyên sâu, thường bị xem là không có kỹ năng cao.
 Dễ có tỷ lệ nghỉ việc cao, thu nhập thấp, nhiều cảm xúc.
 Dựa vào lao động thời vụ hoặc bán thời gian.

RECRUIT

• Types of employees: Full-time, casual, intern => Pros and cons of each type?

• 2 approaches:

Internal Recruitment: Tuyển từ trong khách sạn → nhanh, ít chi phí, nhân viên quen việc
nhưng hạn chế nguồn mới.

External Recruitment: Tuyển từ bên ngoài → có ý tưởng mới, đa dạng hơn nhưng tốn thời
gian và công sức đào tạo.

SELECTING HSK EMPLOYEES

 Application form
 Screening
 Testing
 Interview
o Evaluate technical skills
o General temperament
o Emotional traits
 Reference check
 Hiring

TRAINING HSK EMPLOYEES

4 lĩnh vực đào tạo chính:

 Kỹ năng chuyên môn theo mô tả công việc.

  Thái độ làm việc với khách, đồng nghiệp.
 Phát triển cá nhân.
 Kiến thức về cơ sở vật chất của khách sạn.

MOTIVATION: quá trình khởi động, định hướng và duy trì hành vi hướng tới mục tiêu.

 Activation: Why
 Direction: What
 Effort: How hard
 Persistence: How long

Maslow – Tháp nhu cầu

1. Sinh lý: giờ làm hợp lý, có nghỉ trưa.

2. An toàn: công việc ổn định, mức lương tối thiểu.
3. Thuộc về: môi trường thân thiện.
4. Tự tôn: được giao việc, công nhận.
5. Tự thể hiện: công việc sáng tạo, được tham gia quyết định.

Herzberg – Lý thuyết hai yếu tố

 Yếu tố duy trì (hygiene): lương, điều kiện làm việc, thưởng lễ.
 Yếu tố thúc đẩy (motivators): cơ hội thăng tiến, đào tạo, công nhận thành tích.

McClelland – Thuyết nhu cầu ba nhóm

 Thành tích (Achievement): thích KPI, mục tiêu rõ ràng.

 Quyền lực (Power): muốn dẫn dắt, kiểm soát.
 Gắn kết (Affiliation): thích làm việc nhóm, quan hệ tốt.

REWARDING EMPLOYEES

 Không chỉ là tiền. Gồm:

o Trực tiếp: lương, thưởng, phụ cấp.
o Gián tiếp: an toàn công việc, cơ hội phát triển.
 Phân loại:
o Ngoại sinh (extrinsic): tiền, thưởng, phúc lợi.
o Nội sinh (intrinsic):
 Môi trường làm việc tốt (đầy đủ trang thiết bị)
 Được tham gia hội thảo, đào tạo
 Giờ làm linh hoạt

Yếu tố nội sinh khó sao chép hơn → tạo lợi thế cạnh tranh.

INVENTORY MANAGEMENT AND BUDGET CONTROL

CLASSIFICATION OF MATERIAL

 Fixed assets: Tài sản cố định gồm:

o FF&E: Nội thất như giường, ghế, tranh (tuổi thọ 5–7 năm).
o Software: Vật dụng mềm như rèm, chăn, gối (3–5 năm).
o Department equipment: Thiết bị như máy hút bụi (3–7 năm).
  Operating assets:
o Là những vật tư dùng hàng ngày như hoá chất, vải, đồng phục, đồ dùng cho
khách.
o Những mục này được tính vào chi phí vận hành và cần kiểm kê thường xuyên.

INVENTORY MANAGEMENT: quá trình giám sát, lưu trữ và bổ sung các vật tư tại
cơ sở lưu trú.

 Mục tiêu kiểm soát hiệu quả:

o Tránh sử dụng sai, thiếu hụt, lẫn lộn hàng.
o Bảo quản đúng cách.
o Kiểm kê định kỳ và bất ngờ (spot-checks).
o Có giám sát hợp lý để tránh mất mát.