Role of Branding on Hotel Culture and its Effects on Orientation and Coaching Process in the Hotel Industry, Empirical Study of Five Star Hotel in Northern Cyprus.
Dissertation-Chapter 2 Hypotheses Development
Introduction
The current consumer has tastes and preferences which change constantly as they do not deserve high quality products and services. Moreover, the differences between the perception of consumers and their expectations towards service delivery is guided by the gaps that exist. The main gaps that can occur are in regard to knowledge, consumers, policy, communication and delivery (Abrudan, Plaia & Dabija, 2015). On the other hand, employee welfare and customer satisfaction have become a concern of the hotel industry as it aims to realize its goals of service delivery through branding. As such the hotel industry advocates for employment of dedicated employees and those who understand the value of service delivery to meet the goals of the specific hotel. As such, most hotels have embraced training to boost their productivity by offering them a chance to their employees to understand their objectives (Dominici & Guzzo, 2010). This in turn boosts the hotel’s confidence through offering their customer commodities that they demand. Keeping customers entertained is a difficult task as it entails studying changing behaviors and using these changes to impact on service delivery. Moreover, organization commitment is an acceptable aspect that allows the advancement of branding as well as job satisfaction (Forozia & Zadeh, 2013). There are a number of studies that have been carried out in regard to the hotel industry and the essay seeks to explore them.
The Theory of Branding and Hotel Image
The brand image for the hotel industry is an essential component as it revolves around competitiveness, especially when a number of other hotels are involved. Moreover, when the central issue is global competitiveness. In any case, the concept of branding allows the hotel industry to take charge of the activities and send out the message of focus und customer satisfaction. Moreover, the brand image is a perception that consumers depend on affirming the hotel objectives to deliver first-hand customer care while remaining competitive (Lahap, Mahony & Dalrymple, 2013). In most cases, the position of the market is best determined by having an aspiring branding aspect. In order to match the hotel industry, it is important for hotels to educate their employees on the right procedure of branding to enhance confidence and build on customer experience. As such, the theory of branding seems to have been developed by Josiah Wedgewood when he marked his table clothes with the aim of attracting customers to his workshop in 1759 (Schiffman and Kanuk (2006). Moreover, Wedgewood understood the need to match advertising with fashionable iconic such as Queen Charlottee. Therefore, organizations have embraced branding as they have discovered that consumers are driven by the level of advertising that exists (Liat & Rashid, 2011). In such a case, the public is more curious to look at the benefits of the brand on their selling culture while concentrating on delivery of services. Moreover, Schiffman and Kanuk (2006) affirm that the customer needs have to be met by delivery of quality goods and services and more so in the hotel industry as it enables the customer to feel appreciated and valued by the establishment. Depending on the quality of goods and services that a customer gets from the hotel, then it is possible to gauge which the commodities as either acceptable or acceptable. In most cases, the services that customers receive predict their return or a shift to a competing hotel (Minsung &Kwang-Ho, 2011). As such, it is mostly about the quality of service that one receives as opposed to the cost of the commodities. Brand images affect the future of the hotel industry as it allows consumers to experience their value for money (Mohajerani & Miremadi, 2012). It also influences the consumer’s interest in a product and the various tastes and preferences they may develop with time depending on the effectiveness of the advertisements.
On the other hand, Kandampully & Hsin (2007) suggested that the first image that a hotel portrays to their consumers is a perception of the kind of services they are about to receive and whether it can be meet their needs. The major argument by the two was based on the brand loyalty theory which suggests that customers have the ability to detect when an organization values them and depending on the quality of services they receive, they are likely to be regular buyers of the commoditisers. As such, the customer request must always be the first priority and having a holistic dimension to issue around service is the best way to cater for handling the feeling of the consumers (Rust & Zahorik, 1993). In most cases, the dimensions that are attributable to branding include the physical environment and the influence they need to bring out. As such, the two-dimension aspect in respect to image shows that the dimensions that are used have to be compatible with all of the senses of the body (Schiffman & Kanuk, 2000). Therefore, the facilities that are offered at a hotel must match the needs of the consumers in reference to their surroundings and also the purpose of impact has to be relevant. In most cases, the use of the two-dimensional image allows measuring of the tastes and preferences of customers.
Theory of Hotel Culture
The hospitality industry has for long been relying of traditional theories, and with the current trends, it is clear that the focus of improved quality has changed. Moreover, employee motivation is the heart of serviced delivery as it focuses at ways to establish a culture to last as long as possible (Xie, Li, Chen & Huan, 2016). It is essential for the hotel employees to understand the goals of an establishment and increase their turnover based on the procedures of the work at the specific time as well as the rules to be followed. As such, it is important to establish communication and ensure that it is not only carried out in a clear way but also one that is consistent and allows the employees to have a good relationship with their employers Lee, Hsiao & Chen, 2017). Regarding the theory of hotel culture, the organizational culture theory founded by Edgar Schein in the early 1980s explains how values and attributes of are aligned to the operations in an organization and form part of the observable behavior in no organization. It is aligned to the expectancy theory as it seeks to bring out the effective culture build on employee satisfaction to be followed by the staff as part of the outcome. Employee satisfaction is built once the communication process is clear and creates the type of motivation that is required. The expectancy theory of motivation concentrates on the fact the decisions that an individual makes is largely driven by the level of satisfaction one feels about the employer (Olya et al., 2018). The theory which was developed by Victor Vroom in 1964 suggests that the behavioral alternatives that an individual adopts is largely driven by the level of motivation they receive at the workplace or from their surroundings. Moreover, the theory emphasizes the need to select the motivational forces that suit one’s responsibilities and more so those that bear the highest weight on the variables of perception, valence and expectancy (Huang, Qu, & Montgomery, 2017). In most cases, the probability of the effort that one employee guides their expectancy levels and in the hotel industry, he level of expectancy is measured by the customer’s experience. Moreover, the performance of an employee is measured on the basis of the customers’ response and the higher it is, the more acceptable (Rau, 2005). The probability of enhancing ones performance is driven by the desired outcomes. Regarding valence, it refers to the level of positioning that an individual places themselves with respect to rewards. As such, in the hotel industry, the higher the level of confidence that one plans on acquiring is driven by the position that they aim to acquire (Guizzardi, Monti & Ranieri, 2016). Moreover, when an individual is able to reach the goal they set out and they achieve the desired outcome, then it is motivating. In the hotel industry, the level of motivating that an employee has translates to the level of output. In case of low motivation level, an employee may fail to achieve the set goals and it may led to the unexpected outcome (Amoah, Radder & van Eyk, 2016). In most cases, the understanding of employee motivation by the industry stakeholders allows them to find for ways to motivate the employee for them to achieve the set goals. In fact, employee motivation is at the heart of most hotel industry as customer experience deserves an individual who is self-drive and aware of the objectives to be met. However, it is not all employees who appreciate their workplace, and some have to be reminded on what to do (Huber, Milne & Hyde, 2017). In such a case, adjusting their behavior and the expectancy level by offering them related functions allows them to be motivated to reach the set goals and deliver accordingly. The expectancy theory concentrates on motivation as it sees it as the most challenging aspect of the human factor in the hotel industry as it is almost impossible to work at a task if one is not driven by passion for it (Pitt et al., 2016). The validity of the theory in the hotel industry is credited by the functions of the employees allowing the stakeholders to make informed decisions in regard to the customers’ expectation and through motivation. The application of the theory in the hotel industry paves way for the instrument of motivation to be applied which may include use of financial rewards as well as recognition to boost performance (Amorose & Anderson-Butcher, 2007). The theory also concentrates on the need to have communication among the various sectors of a hotel such as employees and the employer to allow them to discuss issues affecting them easily as well as engage in issues such as decision making. The moment an employee becomes satisfied that their voice has been heard and proper action will be taken towards motivating them then it enhances their performance (Hartline, Maxham III, & McKee, 2000). Supervisors and managers need to communicate to their employees to motivate them on their work as well as correct where possible. The effect of valence is to create motivation as well as satisfaction among employees through presence of communication and in other instances it can translate in monetary rewards (Rimmington, Williams & Morrison, 2009). However, for motivation to be enhanced within an organization, it needs to focus at two variables namely communication satisfaction and employee motivation. The moment hotels take advantage on these issues they will be able to reach out to their customers and meet their demands without worrying about output.
Theory of Orientation and Coaching
Coaching is an important aspect in training as it includes making plans for an activity before implementing it and receiving results for the work that has been put (Fagenson, 1989). In most cases, coaching ad orientation are seen as powerful tools that prepare employees to settle at a company and to familiarize themselves with the necessary functions and roles in place. During coaching, the moderator comes up with activities to be followed by team members and rules to guide them to enhance the achievement of goals (Teng, & Barrows, 2009). The process not only creates the platform for team members to interact and get to know each other but also identify their strengths and weaknesses. As such, each employee is better places to choose the position that suits them through guidance in understanding themselves (Waldersee & Eagleson, 2002). Therefore, a coach acts as a teacher who allows the employees to learn from each other while adding value to their craft. The supervisors of hotels are at a better position to gauge their employees following coaching and orientation (Ford, MacCallum & Tait, 1986). The development of activities allows the flow of information as well as demonstrating the ways in which the team members can take charge of their environment through the various interactions they have at the workplace. Orientation is a competence of emotional intelligence and in order for an employee to be fully settled they have to feel at ease with their surroundings and themselves. In such a case, they have to receive training on how to compose themselves and face obstacles in life (Lee-Ross, 1998). In light of this, the behavioral management theory developed by Elton Mayo in 1924 aimed to understand the human factor in reference to group dynamics, motivation at the workplace, and improved performance. The theory asserted that the increase in personal productivity as driven by the type of management and their special attention to motivation. As such, they believed that coaching and employee orientation gave employees self-actualization at their workstations. The importance of coaching is to eliminate the obstacles that may lay in life while managing hardship in the most professional way. At many occasions, an employee may feel as though the management is not understanding if they do not concentrate on their personal life and insists on delivery at the workplace. Such cases require coaching by supervisors and management that communicating personal problems at hand will prevent disruptions at work and attract consideration.
Conclusion/Summary
Hotel branding is essential to the provision of quality services in the hospitality as it seeks to use the organizational culture to build a reputable relationship with its customers.in most cases, the branding encompasses both internal and external advertisements that are channeled towards improvement of services and goods offered. Moreover, branding includes the use of coaching for the employees to ensure they understand the importance of a hotel culture to the existence of customer satisfaction. Moreover, hotel culture cannot exist without employee orientation as it seeks to bring out customer service with a difference. Therefore, employees have to be guided on how to undertake their operations to improve customer satisfaction. Therefore, the three aspects are connected, and they become the platform for performance, customer satisfaction and employees who act as ambassadors of their hotel. In fact, the moment the employees receive the right coaching and are motivated then they will be able to boost customer service and loyalty. Without the presence of culture in the hotel industry, it is not possible to deliver the expected services to customers. However, with a reputable culture, a hotel can be able to carry out branding as well as train their employees to deliver customer satisfaction.
Click here to read chapter 3
References
Forozia, M.S. Zadeh, M.H. Gilani, (2013). Customer satisfaction in hospitality industry: Middle East tourists at 3 star hotels in Malaysia, Research Journal of Applied Sciences Engineering and Technology, 5 (17), pp. 4329-4335
Abrudan, I.-N., Plaia, I. and Dabija, D.-C., (2015). The relationship among image, satisfaction and loyalty – innovative factor of competitiveness for shopping centers. Amfiteatru Economic, 17(39), pp. 536-552
Amoah, F., Radder, L., & van Eyk, M. (2016). Perceived experience value, satisfaction and behavioural intentions: A guesthouse experience. African Journal of Economic and Management Studies, 7(3), 419-433.
Amorose, A. J., & Anderson-Butcher, D. (2007). Autonomy-supportive coaching and self -determined motivation in high school and college athletes: A test of self-determination theory. Psychology of Sport and Exercise, 8(5), 654-670.
Fagenson, E. A. (1989). The mentor advantage: Perceived career/job experiences of protégés versus non‐protégés. Journal of organizational behavior, 10(4), 309-320.
Ford, J. K., MacCallum, R. C., & Tait, M. (1986). The application of exploratory factor analysis in applied psychology: A critical review and analysis. Personnel psychology, 39(2), 291- 314.
Dominici, R. Guzzo, (2010). Customer satisfaction in the hotel industry: A case study from Sicily Internatioal Journal of Marketing Studies, 2 (2), pp. 3-12
Guizzardi, A., Monti, A., & Ranieri, E. (2016). Rating hotel quality for corporate business travel departments. International Journal of Contemporary Hospitality Management, 28(12), 2842-2863.
Hartline, M. D., Maxham III, J. G., & McKee, D. O. (2000). Corridors of influence in the dissemination of customer-oriented strategy to customer contact service employees. Journal of Marketing, 64(2), 35-50.
Huang, Y., Qu, H., & Montgomery, D. (2017). The meanings of destination: AQ method approach. Journal of Travel Research, 56(6), 793-807.
Huber, D., Milne, S., & Hyde, K. F. (2017). Biographical research methods and their use in the study of senior tourism. International Journal of Tourism Research, 19(1), 27-37. Journal of Retailing, 69 (2), pp. 193-215
Minsung, A. Kwang-Ho, H. Won-Moo, (2011). Building brand loyalty through managing brand community commitment, Management Decision, 49 (7), pp. 1194-1213
Kandampully, J., & Hu, H. H. (2007). Do hoteliers need to manage image to retain loyal customers? International Journal of Contemporary Hospitality Management, 19(6), 435- 443.
Lahap, J., O’ Mahony, B., & Dalrymple, J. (2013). Barriers to improving service delivery in Malaysia hotels: Experts’ view on a proposed model. 9th Annual Tourism and Hospitality Research in Ireland Conference (THRIC) (pp. 12-21). Dublin: Galway-Mayo Institute of Technology.
Lee, Y. H., Hsiao, C., & Chen, Y. C. (2017). Linking positive psychological capital with customer value co-creation. International Journal of Contemporary Hospitality Management, 29(4), 1235-1255.
Lee-Ross, D. (1998). A practical theory of motivation applied to hotels. International Journal of Contemporary Hospitality Management, 10(2), 68-74.
Liat, C.B., & Abdul Rashid, M.Z. (2011). A study of service quality, customer satisfaction, corporate image and customer loyalty in the hotel industry in Malaysia. International Research Conference and Colloqium (pp. 21-30). Kuala Lumpur: Kuala Lumpur Press.
Olya, H. G., Altinay Gazi, Z., Altinay Aksal, F., & Altinay, M. (2018). Behavioral intentions of disabled tourists for the use of peer-to-peer accommodations: An application of fsQCA. International Journal of Contemporary Hospitality Management, 30(1), 436-454.
Mohajerani, A. Miremadi, (2012). Customer satisfaction modeling in hotel industry: A case study of Kish Island in Iran, International Journal of Marketing Studies, 4 (3), pp. 134 – 152
Pitt, M., Cannavina, D., Sulaiman, R., Mahyuddin, N., & Wu, C. (2016). Hotel maintenance management in Sanya, China. Journal of Facilities Management, 14(4), 304-314.
R.T. Rust, A.J. Zahorik, (1993). Customer satisfaction, customer retention and market share
Rau, S. E. (2005). How to build a great product. Handbook of Business Strategy, 6(1), 67-72.
Rimmington, M., Williams, C., & Morrison, A. (2009). Entrepreneurship in the hospitality, tourism and leisure industries. Routledge.
Schiffman, L. G., & Kanuk, L. L. (2000). Consumer behavior, 7th. NY: Prentice Hall, 15-36.
Teng, C. C., & Barrows, C. W. (2009). Service orientation: Antecedents, outcomes, and implications for hospitality research and practice. The Service Industries Journal, 29(10), 1413-1435.
Waldersee, R., & Eagleson, G. (2002). Shared leadership in the implementation of re-orientations. Leadership & Organization Development Journal, 23(7), 400-407.
Xie, L., Li, Y., Chen, S. H., & Huan, T. C. (2016). Triad theory of hotel managerial leadership, employee brand-building behavior, and guest images of luxury-hotel brands. International Journal of Contemporary Hospitality Management, 28(9), 1826-1847.
