TH1807

TASK PERFORMANCE
Instructions:
1. Work in teams of four (4) and accomplish the following:
A. Role Play
1. Create a hotel front office scenario that includes at least one (1) guest interaction and two (2)
conflicts/issues. Select among the following:
a. Guest Interaction
• Walk-in reservation
• Guest checking out and needs to catch a flight
• Guest inquires on the surrounding area (e.g., mall, amusement park, tourist spot, etc.)
• Guest looks for another area within the hotel (e.g., spa, gym, children’s area, etc.)
b. Conflicts/Issues
• Guest parcel/luggage lost • Room preferences not met/unavailable
• Guest room equipment malfunction • Bill inaccuracy
2. After determining the scenarios, begin scripting the words to the role-playing exercise. Write a
script that allows service management and recovery principles to be practiced. However, this must
not be read during the performance.
3. A maximum of five (5) minutes will be given to each group to perform their scenarios. All groups
will present on Week 17.
B. Case Study Analysis
1. Assign yourselves with the following roles to ensure that everyone has a part or task to do:
• Group Leader – spearheads everything to accomplish the task, guides each member of the
group in producing their output, keeps the group on time, and does whatever task deemed
needed
• Scribe – writes the minutes of the meeting or brainstorming and creates a detailed output
through Microsoft Word according to the required format
• Media Developer – creates the PowerPoint slides or another medium that will enhance the
group’s presentation such as adding audio, video, or any form of animation
• Reporter – represents the group in explaining the whole content of the paper or presentation.
Note: If a group exceeds four (4) members, the fifth member may take the role of an additional
reporter.
2. Discuss among yourselves the case studies provided on the succeeding pages.
3. Respond comprehensively to the questions given at the end of each case study.
4. Print your output following these formats:
 Short bond paper (8.5” x 11”)  Single Spacing
 Font: Calibri  Margin: 1” all sides
 Font Size: 11 pt.
5. Create a PowerPoint presentation and present your output to the class on Week 17. A maximum
of 10 minutes will be given to each group for the presentation, including questioning. Submit the
PowerPoint presentation via eLMS or e-mail to your instructor a day before presentation.

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Tips on Creating a PowerPoint Presentation

 Use a minimal amount of texts with the font size between 24 and 32 pt.
 A maximum of seven (7) lines per slide is ideal.
 Use clear and appropriate images to support the content.
 Cite all references or sources of pictures and texts used.
 Not everything in the printed output should be placed in the slides (avoid copy-pasted content).
2. Your group will be graded based on the following rubric:
Part A: (Role Play)
CRITERIA PERFORMANCE INDICATORS POINTS
At least one (1) guest interaction is showcased, and two (2) guest conflicts
Content 15
are handled or addressed accordingly.
25 points
Cultural differences are considered during the interaction/s. 10
The six (6) categories of body language are observed. 10
Presenters maintained confidence, composure, and good manners
5
Delivery throughout the demonstration.
25 points Presenters used clear, audible voice during the entire demonstration; the
5
words are enunciated well; and the conversation has natural pacing.
The length of the presentation is within the assigned time limit. 5
TOTAL 50

Part B: (Case Study)

CRITERIA PERFORMANCE INDICATORS POINTS
All the questions are answered comprehensively; appropriate responses are
30
provided and are backed up by hotel front office principle/s.
Content Printed output follows the specified format; the content has correct
5
40 points grammar, punctuation, spelling, and proper capitalization.
PowerPoint is well-done, is organized, and makes the presentation more
5
interesting and meaningful.
The reporter/s maintain/s confidence, good eye contact with the audience,
Delivery 5
and use/s clear and audible voice.
10 points
The length of the presentation is within the assigned time limit. 5
TOTAL 50

3. Submit your Part B printed output in a folder a day before the presentation on Week 17.

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Case Study 1: Force Majeure

How to attract more customers from companies in the local business park was the topic of this month’s
meeting of departmental managers. The group was confident of its ability to deliver, so they adopted and
widely advertised a quality guarantee for local businesses: “If anything goes wrong, the room rate is on us!”
An out-of-town representative of Allied Manufacturing, a nearby industry, has been in the hotel for two (2)
nights. There was no hot water last night or the morning of the third day. The guest mentions to the concierge
staff as he goes through the checkout procedure, “I think I’ll take advantage of your quality guarantee.”
“Yes, sir,” said the concierge. “Please wait while I get the manager.”
It was almost 15 minutes before the hotel manager appears. “Good morning. The agent has told me about
your request, and I would like to comply. There’s no water because the boiler is down. It’s an act of God, a
force majeure, so, as I have told other guests, the situation isn’t covered by our guarantee.”
Questions:
1. Do you think there was a management failure? If so, what is it?
2. What is the hotel’s immediate response (or action) to the incident? Is it enough or justifiable?
3. What further, long-run action should the management take if any? Justify your answer.
Case Study 2: Preparing for Complaints
Guest service management aims for error-free service, but that is a goal more than a fact. Only the number,
timing, or place of the complaint is uncertain, not whether one will occur. Preparation begins by
acknowledging the likelihood of a slip-up. Employees with proper training have the right mindset. Preparation
makes the best of a bad situation and minimizes costly consequences. Complaints usually follow themes within
each operating unit or department. They can share ideas and adopt the best ones – best practices – as the
starting point for the inevitable complaint.
Consider the common issues that arise at the front desk: What is the proper response to a guest who protests
a folio charge? What should be done for a reservation-arriving guest when the house is full? No rooms! What
alternative action can be taken for a guest who arrives with a travel agency voucher that the hotel does not
accept? These are not rare, unexpected service encounters. They occur with some frequency and must be
addressed beforehand. Options for frequent glitches must be readied and employed as needed (see Figure 1
on Page 4).
Complaints are not always of the hotels’ doing. Tired, grumpy travelers—those who may have done battle
with family members or business associates, who have fought canceled flights, and who have lost luggage—
may find the hotel employee an ideal outlet for a week of frustrations. Preparing for the complaint means
understanding that.
Preparing means putting up with drunks and being tolerant of the braggart performing for his group. Preparing
for the complaint recognizes that senior persons may berate younger ones replaying parent-child
relationships. Preparing means understanding that some persons can never be satisfied no matter what the
staff does.
Questions:
1. In your perspective, what can be the positive and negative impacts of the internal memorandum to
the employees’ work ethic and performance?
2. Do you agree with the content of the memorandum giving the guest relations officers/agents the
authority to make adjustments using their own discretion? Why or why not?
3. How does training help employees prepare in handling guest complaints in hotel front office?

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STI Hotel Alaminos

Internal Memorandum

To: Guest Relations Officers/Agents

From: STI Hotel Alaminos, Front Office Manager
Subject: Empowerment Guidelines
Date: November 4, 20--

Effective this date, all guest relations officers/agents who have completed the four (4) training hours have the
authority to make the following adjustments using their own discretion. Managers and supervisors are always
available for consultation.
An Apology is the First Response! Apologies are free; we give away as many as necessary, but be sincere and listen
carefully.
Where appropriate, verify the information before acting.
Issue Intermediate Response* Maximum Responses*
Noisy room Relocate, if stay-over Upgrade now or next visit; gift to the
room
Incorrect rate Correct the paperwork Allowance for the difference; ticket
to club or spa

Engineering problems: Send engineer; change rooms Upgrade – up to 25% off rate
Heat and AC (air conditioning), TV,
plumbing
Protested charges: Telephone Allowance for local Allowance for LD (long distance)
In-room film Allowance One per day
Valet parking Allowance Full amount
*Awarding up to 500 frequent-guest points is always an alternative (Loyalty Reward System).

Figure 1. Empowerment Guidelines

Lifted and modified from: Check-in, Checkout: Managing Hotel Operations, 2014, page 222

Case Study 3: Controlling Quality Through Inspection

Reinforcing standards through inspection is a critical element of total quality management (TQM). Inspectors
rate both the physical plant and the staff’s response to moments of truth. Some companies use their own
inspectors, while others employ third parties. Visits may be preannounced or not.
Each chain sets its own standards, which cover both franchise and company-owned properties. So the number
of inspections varies within the industry. Quality control has many parts, from maintenance of the grounds to
general cleanliness to the condition of FFE (furniture, fixtures, and equipment). Are there holes in the carpet?
Burns on bedcovering? Paper in the stairwell? Check sheets used by the inspectors deal with details like
working blow-driers, cleanliness of air vents, number of hangers in the closet, etc. (see Figure 2 on Page 5).
Mystery shoppers or inspectors are paid to dine in and report on all food and beverage (F&B) outlets including
room service. They check sales techniques as well: Does the waitstaff push/suggest desserts? Does the front
desk clerk sell up other rooms? Does the telephone operator know the business hours of the bar/café?
Good inspectors always visit the housekeeper’s office to check if it is neat and tidy. If it is, it signifies that the
whole hotel is neat and tidy as well. Red flags go higher if the office looks like a dormitory room.

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Security is another quality point. Both guest security (keys, locks, chains, and peepholes) and internal security
(pilferage from the hotel and theft from guests) come under scrutiny during the mystery shopper’s visit. Still,
they are neither police nor consultants. They are reporters of the scene.

Inspection Report
Auditor _____________________________________ Hotel __________________________________
Identification No. _____________________________ City ___________________________________
Date(s) _________________
Time ___________________
Excellent Good Fair Poor Comments
Registration
1. Waiting time X About 2 minutes
2. Greeting X Used my name in conversation
3. Friendliness X
4. Efficiency X PMS was slow
5. Staff on hand X Other clerks handled telephone
6. Grooming X Except for Grace’s hair
7. Accuracy X
Rooming
1. Bell staff offered X No, had to call housekeeping
2. Elevator wait X 3:00 PM
3. Floor signage X
4. First impression X Not too clean; stale odor
Guest room
1. Hangers X
2. Paper products X Facial tissue box are nearly empty
3. Sanitation X Shower curtains need attention
4. Desk X
5. Telephone and book X Displayed card with fees listed
6. Bed and linens X
7. Lighting X Bulb burned out, standing lamp
Services
1. Call housekeeping X Delay in acquiring extra pillow
2. Send fax to self X Prompt, no charge to receive
3. Get maid to let in X Took ₱100 tip and let me in
4. Ask for second key X Clerk remembered my name, or said so
5. Ask for toilet repair X 38-minute delay
Figure 2. Inspection Report
Lifted and modified from: Check-in, Checkout: Managing Hotel Operations, 2014, page 215
Questions:
1. What do you think is the importance of using mystery shoppers in controlling quality?
2. In your opinion, is it enough to let inspections on quality to external agents only? Why or why not?
3. If you are the hotel manager, what succeeding steps should you perform upon identifying the good
and weak results of the inspection report? Discuss each briefly.

Reference:
Vallen, G. K. (2014). Check-in checkout: Managing hotel operations. Essex, UK: Pearson Education Limited.

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