The Villa Rosa luxury hotel in Nairobi, one of the Kempinski group of hotels was chosen for this task. Quality Management Policy: Villa Rosa Kempinski. Kempinski Villa Rosa seeks to provide the ideal hospitality services that are tailored to customer needs and as such consumer satisfaction is the operating element in this endeavor. The following objectives guide this focus. To provide high quality, uncompromised services. To ensure a highly qualified and motivated staff. To prioritize customer needs above all concerns. To offer world-class standards and facilities. To provide a variety of choices to customers. In order to achieve the above objectives, the hotel has identified certain specific activities that will enable materialization of the identified ideals in conformity with the ISO_9001_2008.
These activities are; Designing easy check-in forms that will be completed at the visitors’ comfort in their rooms so they wouldn’ t have to wait for long at the reception. Assigning specific staff to customers so to enhance service delivery. Crafting flexible work schedules for staff and providing appropriate remuneration. Ensuring the safety of customers by providing communication gadgets to clients and setting up a 24-hour CCTV coverage. Providing standard 24-hour reception, room, and clearance services to guests. Providing online booking and clearing services for convenience. Beautify and maintain the Westlands square which provides a fascinating view from the hotel waiting room. Offering a world-class spa and gym complete with modern facilities and highly qualified instructors. Providing 24-hour transport and tour guide services to guests. Providing room and lounge entertainment for guests. Ensuring international health standards for food served and room conditioning. Paying suppliers on time and proper record keeping. Meeting required obligations by Nairobi County Authority. Moreover, this QMS is not only to be maintained but its effectiveness is continually improved by the management in accordance with ISO_9001_2008. Stakeholder Analysis: Villa Rosa Kempinski Stakeholders are parties concerned in one way or another in the operation of an organization and as such have varied interests.
Villa Rosa Kempinski is not an exception and the shareholders with their various needs are as outlined in table 1.0 below Stakeholder Need Guests § High-quality service § Affordable prices § Efficiency in booking, operations, and clearance § Security Employees § Competitive remuneration § Flexible working schedules and good working conditions § Teamwork County Government § Compliance with city business operation regulations § Environmental concerns § Community-based programs Owners § Productivity § Future growth prospects § Hotel reputation in the industry Suppliers § Prompt payment as agreed § Good working relationship Processes that may be required to meet stakeholder needs The greatest concern of the management is to meet stakeholder needs.
In this respect, the following processes would have to be undertaken as a necessary condition for the smooth operation of the hotel. Offer competitive salaries to motivate employees. Hire highly qualified personnel and consistently conduct in-service training. Employ cost-effective mechanisms to cut unnecessary costs. Develop a user-friendly online reservation system. Structure and impartial internal conflict resolution mechanism Participate in the monthly city cleaning process by the county government. Develop a blueprint to detail future growth strategies. Keep clear records of supplier invoices and payments. Convene regular stakeholder meetings to deliberate on hotel operations. Inputs and outputs for the process The analytical framework of 1.2 and 1.3 is as presented below, briefly providing the inputs and end products of the listed processes above. Outputs · Paying competitive salaries and wages. · Following a growth strategy and sustainability plan · Meeting on regular occasions to review strategies. · Maintaining a client-friendly online portal. · Hiring employees with certain specified basic qualifications. · Filing important documents systematically. Figure 1.1 Inputs · Proposed salary structure · Villa Rosa Kempinsky growth strategy · Proposed dates and agenda for AGMs · Proposed conflict resolution mechanism · Record keeping structure and filing system to be adopted · Proposed client online portal · Basic employee qualifications Process; Assessing feasibility and implementation Methods and parameters to measure the performance of a process Feasibility studies and ultimately, the implementation process has been used to transform the identified inputs into desired outputs.
The extent to which this process is successful can be gauged through the following metrics. Consumer satisfaction. Stakeholder confidence. Level of service delivery. Level of yearly proceeds. Frequency of guest arrivals.
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Lin, J., & Mills, A. (2001). Measuring the occupational health and safety performance of construction companies in Australia. Facilities, 19(3/4), 131-139.
Lingard, H. (2002). The effect of first aid training on Australian construction workers' occupational health and safety motivation and risk control behavior. Journal of Safety Research, 33(2), 209-230
Work Health and Safety Act 2011(NSW)