Using Job Satisfaction and Pride as Internal-Marketing Tools

Marketing can also encourage more motivation from employees because they can be prepared for any changes and will be confident to deal with these changes.

Hotels and Restaurants,. (1992). retrieved September 10 2015, from Cornell University Law School Web Site: https://www.law.cornell.edu/wex/hotels_and_restaurants

The hospitality and leisure industry hug a variety of sectors and businesses across hotels, restaurants and restaurants, travel and tourism, gaming, sport and leisure. The sector is reliant on the consumer confidence and business sentiment and is facing rising pressure to deliver innovation, value and quality. Hospitality is that business that helps people to feel welcome, relaxed and to enjoy themselves. It is all about customer service and providing the best quality and experience possible for the customers. (Discover Hospitality, 2012)

Maria Ransom Strayer University Alexandria Campus Professor: Jennifer Gallagher HTM 100 - Principles of Hospitality and Tourism Management February 3, 2012

In this paper I will attempt to explain the strengths and weaknesses of a restaurant. I also will attempt to show one way how they can utilize their strengths and minimize their weaknesses To be competitive. I will further explain how their ability to have Stylish Restaurants with Ever Changing Decor, their online and call in orders, Online and Phone reservations, Premium Cocktails, Ruby Tue Go, Full Service Catering, and Extensive Menu Variety give them a competitive edge in their market. With their online and call ahead service called Ruby Tue GO it gives you the ability to order your food before you lunch hour and stop by to pick it up saving yourself a considerable amount of valuable time. With being able to call ahead or go

1.3 Compare customer profiles and their differing expectations and requirements in respect of hospitality provision

the Strayer Library, select one (1) hospitality industry type such as fast-food restaurants, luxury hotels,

Abstract This article makes some predictions about the future by considering operational issues in the "rst part of the next century. Hospitality operations management is considered at two levels * the "rm level at which strategic operations management takes place; and the unit level. It is proposed, using a model developed by Jones (1999, International Journal of Contemporary Hospitality management), there are seven strategic concerns: location, integration, a$liation, con"guration, organisation, implementation and adaptation.

Robert Ford, William Heisler and William Mccreary Cornell Hospitality Quarterly 2008 49: 191 DOI: 10.1177/0010880407306361 The online version of this article can be found at: http://cqx.sagepub.com/content/49/2/191

House Keeping is a heart of the hotel management industry. Hotels, motels, and inns around the world can succeed without ballrooms, meeting rooms, swimming pools, or even restaurants. But the one thing every successful lodging establishment must have, regardless of it’s size, location, or industry segment, is clean rooms. Room sales generally drive 70 percent or more of the revenues generated by lodging establishments. Without a well managed housekeeping department, there would be no rooms to sell (Martin R. J.,1998)

It is important for businesses to respond to the internal influences in achieving business goals

Dealing with the most important issue facing restaurants across the country today, is the personalization of their eating atmosphere. Human resources control a lot of what the employee desires, and in turn, creates a warm, friendly effective service the customer desires. The importance of this task leads to another pressing issue: employee commitment. Mrs. Fulmer stated that it is very hard to maintain a committed staff in this industry. They strive to be compassionate towards their employee 's wants and needs by holding annual evaluations of the management itself. This allows the employee to give their input of things they believe would improve success in the years to come.

he goals of chapter 2 are to introduce you to the financial and management reports you will encounter during your hospitality career and to teach you how to read and interpret them. The more you advance within your company, the more you will rely on these reports to succeed. The more familiar you are with the financial statements, management reports, and control systems presented in this chapter, the better your chances will be for promotion and the more effective you will be as a manager. We begin the chapter with a brief review of the accounting principles and system of accounts that provide the foundation for the preparation of financial statements. We discuss new accounting rules affecting the hospitality industry today, and then focus the balance of the chapter on the management reports and control systems that will help you make informed financial business decisions and become a successful hospitality manager.

The relationship between job satisfaction and job performance needs to be analyzed before a decision can be made to increase job satisfaction to positively affect job performance. Conventional opinion holds that increased levels of job satisfaction leads to increased job performance. Empirical evidence does not validate such a strong correlation. Alternative models exist that describe job satisfaction and job performance having mutual influence on one another as well as no influence at all. Job performance may also be enhanced through organizational and personal factors like reward systems and self-esteem. Job performance itself has multiple aspects and each aspect can be affected through different means. A simplistic correlation between job satisfaction and job performance should be avoided. Job performance can be improved by providing training and development opportunities to employees.

It helps to provide guidance on power relations and roles expected between different levels of staff in an organisation. It is not cast in stone but rather, should be adaptable to the environment- both internally and externally in order to meet the demands of consumers in these two distinct market places. Internally, the employees are the consumers. Often, the external consumers for whom products and or services are destined are the focus but as can be seen from the case study of Starbucks, focus on the internal customer can salvage dire situations that an organisation experiences