Why They Leave

Employee Satisfaction Conclusion In the hospitality industry, the primary product is the quality of service conveyed through a hotel's personnel. When said personnel harbor negative attitudes toward their employers, the likelihood is that the consequences will ultimately be felt by a hotel's guests. If this is so, Comfort Inn has a serious problem to address according to the concluded research.

The literature evaluated and the survey-based research conducted on Employee Satisfaction at the limited service hotel reveals that entry level staff harbored largely negative attitudes toward the chain both in terms of the working environment and the quality of its hospitality. Among the chief grievances cited by unhappy workers were a sense that the workplace was not a safe one in which to air complains or offer constructive criticism. This problem was compounded by a sense among employees that management was generally ineffective in maintaining day-to-day hotel operations.

By contrast to this view, management generally held a positive view of its efficacy as well as a relatively high level of job satisfaction. Management in many departments, particularly those more removed from direct hospitality tasks, expressed positive attitudes toward the company. The difference between these two experiences suggests that managers and entry level employees are working in two decidedly different contexts within the same firm.

While the expectations of efficiency and economization require a no-frills hospitality atmosphere, indications from the survey findings are that this has been at the expense also of the employee's experience. Ultimately, some substantial improvement in the employment experience will be necessary if Comfort Inn is to yield the intended financial benefits of running a 2-Star Hotel, including the prevention of costly high turnover rates.

Recommendations Among the core recommendations warranted by the research conducted here, perhaps the most imperative is for Comfort Inn to take serious steps to foster more open and multi-directional communication between employees and management. At present, an atmosphere of silent fear pervades the staff, which prevents the company from receiving critical feedback on its operational successes and failures from its front line personnel.

Not only does this promote the low morale revealed in the present study, but it also deprives management and the Comfort Inn's corporate personnel of operational information that could help to make significant product and image improvements. Therefore, it is incumbent upon the Comfort Inn to reach out to employees and seek input for how best to improve both the working conditions and the service quality at the hotel chain. This process may include establishing a position of employee-management liaison for a member.