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Introduction
The hospitality business contributes to the economic health of any country. It is regarded as one of the global economic sectors with the quickest growth rates when compared to other industries (Abdou et al., 2022). However, it has to be recognized that any hospitality business provides jobs that demand a variety of talents and entails many roles and responsibilities that allow the management to maintain the financial well-being of the organization. In this sense, while important roles within the hospitality industry help build customer loyalty and brand awareness, the responsibilities imply creating the foundation for the proper implementation of such favorable services provided by employees.
Discussion
Firstly, when speaking about the hospitality industry, it is noteworthy that employees play the most important role. By interacting with consumers, staff learns more about their preferences, interests, and other details (Ariza-Montes et al., 2017). This insight might be leveraged to create novel products and services. At this stage, it is indeed important to concentrate on the conditions that would guarantee employees favorable interactions with customers and encourage them in this route (Bhardwaj & Kalia, 2021).
Additionally, workers may influence how consumers perceive quality through the services they provide. Aside from improving client satisfaction and consumer loyalty, the employee role can lead to brand recognition (Samatovich, 2021). As the level of services and their quality increases and new services and goods are introduced, the company within the industry can gain more popularity (Su et al., 2017). Therefore, service delivery employees in hospitality businesses contribute significantly to competitive advantage.
Nevertheless, in order to ensure that these roles are executed with efficiency and high quality, there must be responsibility held by management. Any organizations performance relies on the productive execution of its staff, which is achieved through efficient human resource management procedures (Khdour, 2021). Human resource managers main objective is to ensure that the brand is successfully represented to its customers to achieve good results.
According to numerous sources, almost everywhere in the globe, businesses in the hospitality industry complain about a high attrition rate and a shortage of skilled workers. A significant turnover rate causes poor motivation, a decline in service quality, and increased expenditures for recruiting and onboarding new staff (Naderiadib Alpler et al., 2021). Additionally, this condition has a detrimental impact on the profitability of the company (Baum, 2019). If the employees who have left the company are qualified workers, it will cost the company more than usual (Bratton & Watson, 2018). Moreover, because the working procedures in major hotels are more intricate and challenging to manage, the negative effects of employee turnover are more obvious in these establishments (Bohle et al., 2017). As a result, responsibilities ensure the proper functioning of the firm.
Conclusion
Hence, while key areas in the hospitality sector contribute to the development of brand recognition and consumer loyalty, the responsibilities ultimately entail laying the groundwork for the effective execution of the positive services offered by workers. First of all, it is necessary to highlight that workers are the most crucial part of the hospitality sector. In addition to increasing customer happiness and brand loyalty, an employee position may boost brand awareness.
As a result, service delivery staff play a big part in competitive advantage in the hotel industry. However, management must bear the majority of the responsibility to ensure that these roles are performed effectively and to a high standard. Companies in the hospitality sector usually experience a high attrition rate and a lack of qualified people. However, an appropriate level of responsibility and proactiveness can change the situation and allow management to control the functioning of the business.
References
Abdou, A. H., Khalil, A. A. F., Mahmoud, H. M. E., Elsaied, M. A., & Elsaed, A. A. (2022). The impact of hospitality work environment on employees turnover intentions during COVID-19 pandemic: The mediating role of work-family conflict. Frontiers in Psychology, 2283, 1-16. Web.
Ariza-Montes, A., Arjona-Fuentes, J. M., Han, H., & Law, R. (2017). Employee responsibility and basic human values in the hospitality sector. International Journal of Hospitality Management, 62, 78-87. Web.
Baum, T. (2019). Does the hospitality industry need or deserve talent?. International Journal of Contemporary Hospitality Management, 31(10), pp. 3823-3837. Web.
Bhardwaj, B. & Kalia, N. (2021). Contextual and task performance: Role of employee engagement and organizational culture in hospitality industry. XIMB Journal of Management, 18(2), pp.187-201. Web.
Bohle, P., Knox, A., Noone, J., Mc Namara, M., Rafalski, J. and Quinlan, M. (2017). Work organisation, bullying and intention to leave in the hospitality industry. Employee Relations, 39(4), pp.446-458. Web.
Bratton, J. & Watson, S. (2018). Talent management, emotional labour and the role of line managers in the Scottish hospitality industry: A roundtable discussion. Worldwide Hospitality and Tourism Themes, 10(1), pp.57-68. Web.
Khdour, N. (2021). The role of human resource managers in the promotion of hotel sector as a brand in Jordanian hotel industry-a cross-sectional study. Cogent Business & Management, 8(1), 1-19. Web.
Naderiadib Alpler, N., Arasli, H., & Doh, W. L. (2021). The moderating role of employability in the hospitality industry: Undesired job outcomes. SAGE Open, 11(1), 1-14. Web.
Samatovich, R. S. (2021). Importance of Marketing in Tourism and Hotel Industry. International Journal of Business, Technology and Organizational Behavior (IJBTOB), 1(2), 79-84. Web.
Su, L., Pan, Y., & Chen, X. (2017). Corporate social responsibility: Findings from the Chinese hospitality industry. Journal of retailing and consumer services, 34, 240-247. Web.
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