Hotel Crowne Plaza Jakarta (CPJ) had been utilized guest and employee surveys to measure their performance in terms of guest satisfaction, which is one of the ultimate company's goals for revenue drivers. The Human Resources Department at CPJ recognizes the need to assess the result of ESPS (Employee Satisfaction Pulse Survey) and GSTS (Guest Satisfaction Tracking Survey). Currently the score of ESPS is 300 and GSTS is 181. CPJ is aiming to improve the score of ESPS and GSTS by 04'05 into 261 and 160 respectively.

The purpose of this study is to identify the root problem related to quality of service as measured by the guest satisfaction, focusing on the employee side. Later on, some sort of alternatives will come into view in achieving a better overall employee satisfaction result. The project scope has been designed to deal with front liner staff at CPJ, such as: Bellman, Guest Reception, Phone Operator, and Food & Beverage. Then, the study is aimed to assess overall employee satisfaction result that drives guest satisfaction score, which in turn will increase the room occupancy at CPJ. Thus, the objective of this study was to test the three hypotheses:

1. Higher employee satisfaction will increase GSTS result. 2. Hotel's product comfort is significantly affected by employee performance. 3. The result of ESPS may not really reflect the satisfaction of employee.

As indicated by the first hypothesis, human resources related factors of

GSTS are linked to employee motivation / satisfaction factors as measured by ESPS. The study had shown that: First, when ESPS improved in 03'04 to 04'04, GSTS starts to improve in Oct'04 (vice versa). Second, employee's need for training as implied in ESPS becomes reflected in guest measurement of GSTS (i.e. Knowledge of Staff). Third, employee's feel regarding workplace as implied in ESPS (i.e. Workplace) becomes reflected in guest measurement of GSTS (i.e. Staff Support). Hence, the hypothesis is correct.

The second hypothesis is about the linkage between "product-comfort" and "staff-support". Interestingly, a strong correlation is existed among them. When impact of staff-support change is positive, then impact of product-comfort change

is also positive (vice versa). Even when there is no impact in staff-support, product-comfort has no impact as well. Hence, the hypothesis is also correct.

The third hypothesis measures the gap analysis between the perception of employee and management on ESPS. As there is not much gap between the management and employee's perception and also the management is actually aware of things that employee feels not right as shown by low ESPS score for the last 4 quarters, hence "the result of ESPS is actually the reflection of employee's satisfaction". In other word, the hypothesis was not proven.

In order to strategically increase ESPS priority and maintaining the actions in-line with HR Operations, we recommend: 1. Select the most affordable things with least capital investment from the top priority list, 2. Link the priority to related department as the KPI target, 3. Review the priority on a quarterly basis, 4. Improve the response rates from employee satisfaction survey.

The improvement of staff support to increase the Hotel's product comfort can be done as follow: 1. Hire the right people by developing more structured recruitment method, 2. Focus on people development such as supervision, training and development and better work place, 3. Develop integrated employee master file, 4. Retain the best people by developing reward and recognition system.

Since ESPS result reflects the employee satisfactions, we recommend hotel management to focus on the following: 1. Maintain and follow up the result of group discussion, 2. Develop supervisor as HR agent to increase department communication quality, 3. Define departments goals into several steps and celebrate for every improvement achieved, 4. Utilize Hotel's HR community to accommodate the best practice sharing with other hotels.





Research Location : Hotel Crowne Plaza Jakarta

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