The Housekeeping Department At Marriott Hotel

2019 Words 9 Pages
INTRODUCTION TO HOUSEKEEPING DEPARTMENT
The Housekeeping Department is accountable for the cleanliness of the guest rooms, public areas including the front and back of house of the hotel and to create comfort for the guest. Satisfaction of the guests is housekeeping’s primary objective. The efforts of a housekeeping department make in giving the guest a required room has an impact on the guest’s experience in a hotel (McCoy, 2017).
In this proposal, I will focus on the Housekeeping Department at Marriott Hotel. The management of the hotel has always ensured that all the departments are working collaboratively towards the hotel’s overall goal and objective (Sieburgh, 1992). Among the key departments that have made the Hotel an epitome of success
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The housekeeping manager provides adequate training for the employees evaluates and inspects housekeeping tasks. Furthermore, they have the responsibility of maintaining the budget of the department such as keeping records of payroll for the housekeeping staff, tracking the requisitions and inventories of supplies such as amenities in the guest’s rooms; shampoo, conditioner, pens, notepads and also, bed linens and towels (Setupmyhotel, …show more content…
Some of the benefits of outsourcing the hotel’s facilities include increased efficiency, effectiveness and low cost of operations.
Additionally, it is vital for Marriott Hotel to implement an approach for enhancing their housekeeping operation. To ensure that the department operates at the uppermost standards without straining budgets this can be achieved when using the right approach. Invest in training and recruiting the right employee. Give staff the adequate training to improve housekeeping performance (Schniedeijans, et al. 2005). Furthermore, cross train employees to develop new skills or combine the tasks within the housekeeping department to maximize efficiency or productivity.
REFERENCES
Espino, T.F., & Padrón, V., 2005. A resource-based view of outsourcing & its implications for organizational performance in the hotel sector. Tourism Management, 26 (5), pp. 707-721.
Lamminmaki, D. 2007. Outsourcing in Australian hotels: a transaction cost economics perspective. Journal of Hospitality & Tourism Research, 31 (1), pp. 73 -110.
Lankford, W.M., & Parsa, F., 1999. Outsourcing: a primer. Management Decision, 37 (4),

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