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Job satisfaction is essential in understanding turnover intentions. Previous studies reveal that highly educated hospitality employees generally have lower levels of job satisfaction, indicating that the antecedents of job satisfaction may be different from hospitality managers and frontline employees. This study compared the different antecedents of job satisfaction for housekeeping managers and employees.

This study used a mixed-methods approach for a two-part study. The researchers recruited housekeeping managers for the exploratory survey. The results of open-end questions helped us build a custom dictionary for the text mining of comments from Glassdoor.com. Finally, a multilinear regression of themes from housekeeping employees’ ratings on Glassdoor.com was conducted to understand the antecedents of job satisfaction for housekeeping managers and employees.

The results of the exploratory survey indicated that the housekeeping department has an urgent need for organizational support and training. The text-mining revealed organizational support impacts both managers and frontline employees, while training impacts managers more than employees. Finally, the regression analysis showed compensation, business outlook, senior management, and career opportunity impacted both groups. However, work-life balance only influenced managers.

With a large number of employees at low salaries, housekeeping departments have a higher-than-average turnover rate for lodging. This study is among the first to compare the antecedents of managers’ and frontline employees’ job satisfaction in the housekeeping department, extending Social Exchange Theory. It provides suggestions for the housekeeping department to decrease turnover intentions.

The purpose of this paper is to use the case of an international luxury hotel chain in Hong Kong to illustrate general environmentally-friendly practices in housekeeping. Six in-depth interviews were conducted with the housekeeping department staff to evaluate the effectiveness of the Hotel’s environmental sustainability practices by analysing their benefits and limitations. Results reveal that all informants acknowledged the environmental sustainability strategies adopted by the Hotel, which can benefit stakeholders. Despite multiple green practices in hotel housekeeping, several strategies may not be as significant as expected with misaligned expectations from the management and the actual practices may create excessive workload for frontline room attendants with a lack of policy enforcement and supportive policies. Therefore, hotels should keep a mutual communication between the management and frontline employees prior to conducting environmentally- and employee-friendly practices. Given the labour-intensive nature of the hotel industry, the housekeeping department should ensure employment equality policy is in place with adequate environmentally friendly support for employees.

This paper aims to examine new housekeeping procedures introduced in response to COVID-19. The pandemic has required hotels to reassess their standard operating procedures, especially in housekeeping to retain the confidence of guests in the hotel/brand via high standards of sanitization, hygiene and the maintenance of social distancing.

The article draws on publications and announcements made by major brands and associations about their updated standards of cleaning, hygiene and sanitisation, social distancing and workplace protocols arising from the pandemic. Further, a survey was used to determine the impact of new processes on housekeeping teams and their perceptions of its effect on service quality, guests and employee safety.

Some key new processes are: keeping the hotel room vacant for several hours after departure, the sanitisation of every room, cleaning and sanitisation of high touch points, linen and waste management and low frequency or complete avoidance of the cleaning of occupied rooms. The survey questionnaire establishes that housekeepers value their new standard operating procedures (SOPs) and agree that “clinically clean” is the new normal and essential to avoid cross-contamination and keep guests and employees safe.

As the pandemic is a current phenomenon, the guidelines and protocols are rapidly evolving. Hotels are innovating and looking for new processes to manage infection control. This study has mainly focused on cleanliness and hygiene protocols and procedures prevalent in the industry. Currently, future work could be useful to evaluate the long-term impact of COVID-19 on the new processes and procedures that have been deployed.

In order to recover from the pandemic, the Indian hotel industry faces a colossal task. Even when the virus peaks have passed and hotels can safely reopen, the fear of infection will continue and so guest trust and confidence is essential. Given this, the paper should be of interest to hoteliers and policymakers seeking to implement the best possible post COVID-19 housekeeping practices.

This paper identifies and analyses best practice in hotel housekeeping in response to COVID-19. The new standards that are being adopted aim to assure hotel guests and employees about the hygiene and safety measures and standards that have been adopted.

Grounded in stewardship theory, this study explores the motives, actions and meanings of multiple stakeholders involved in an inter-family hospitality family firm succession.

A longitudinal, ethnographic case study approach collects data from 15 in-depth interviews, one year of observation and a one-month on-site internship.

Results show that a well-defined succession plan and the active involvement of the successor/s in the succession process would foster a strong stewardship commitment to the family business. Moreover, a clear and open communication strategy is required to strategically manage rivalry and competition among potential successors during an inter-family succession.

The succession process of family firms remains an intensely discussed phenomenon, and despite its importance to the tourism and hospitality industry, the intersection between tourism and hospitality and family business literature is sparse. Notably, the tourism and hospitality literature lacks a multiple stakeholder perspective to holistically capture the motives, actions and meanings of numerous stakeholders involved in an inter-family succession.

This paper aims to explore whether there is a need for a mobile learning (M‐learning) system and what types of mobile applications will be appropriate for each department at a hotel. It focuses on addressing three key questions: how can a hotel utilize mobile devices for training purposes in each area? What kinds of features or functions would hotel employees like to see on the mobile device? Are there any differences in the M‐learning acceptance level of the participants based on their demographic factors or previous experience with mobile usage?

Ten experts in the hospitality academia and industry participated in this qualitative research. This study used snowball sampling as a selection strategy.

This study found there are various ways to utilize mobile devices for hotel employee training in different departments. Housekeeping, room service, restaurant, and other customer‐service sectors were suggested as good areas to use mobile devices for training. Beyond this suggestion about proper departments for M‐learning, this study uncovered a number of interesting applications for each department.

This is an exploratory study conducted in a research area where a few scholarly works exist. Since this study uses a qualitative approach, future research should conduct an experimental study or a survey with hotel major students or hotel employees to obtain more generalizable results.

As the literature review reveals, very few studies have investigated the M‐learning adoption and even fewer studies have empirically tested an individual's perceptions that can explain the adoption of mobile devices for hotel employee training. This study develops a research framework and suggests appropriate determinants of M‐learning adoption for future studies.

The purpose of this study is to explore the beliefs of employees who work in different positions in the hotels in Edirne, Turkey regarding unethical applications.

The survey method was used to determine the hotel personnel's unethical behaviors in the process of the service operation in hotels. The questionnaire was mainly developed from a Varinli study which was applied to the employees' job‐related ethics.

The findings have been evaluated and analyzed using the SPSS 11.5. The mean value and the t‐test were applied for the analysis. It was aimed to determine the beliefs of the hotel personnel's about unethical behaviors according to the 20 statements related to the topic. It was understood that the respondents significantly did not accept unethical behaviors that were scaled with 20 statements.

Some statements in the questionnaire were either changed or extended, considering all the hotels in Edirne. The questionnaire was applied in 15 hotels from 9‐13 March in 2009 and excluded employees who were not on the premises during the process. After a week 160 valid questionnaires were either collected from or posted by those concerned.

The research aims to investigate the job‐related unethical beliefs of hotel employees. The housekeeping, food and beverage, and front‐office departments are mainly studied from the perspecive of the unethical applications. Nevertheless, the answers represented only the personnel's ethical beliefs. Whether they would “actually perform in such a way” in real life is difficult to verify. It is not possible to verify the employees' actual behavior compared with their answers in the questionnaire.

The paper is based on a Varinli study which was applied to the employees' job‐related ethics. In 2004 Varinli studied the hotel employees' beliefs regarding unethical applications in 3‐ and 4‐star hotels in Capadocia.

This case focusses on management and customer service issues at a historic hotel, the Hawthorne, in Salem, Massachusetts. By 1999, when Juli Lederhaus was hired as the new general manager, the Hawthorne had a reputation of being well past its prime and customers were dissatisfied with the quality of service and outdated physical facilities. This case describes the actions she took, up to 2012, to improve service. The case ends with Lederhaus contemplating whether more changes are needed given that she had just heard a rumor that a company was considering building a new hotel just a few blocks away. The case gives students the opportunity to analyze the strengths and weaknesses of the Hotel in relation to customer service, and propose recommendations for future improvements.

A qualitative, interview based, methodology was used. The researchers held numerous, face-to-face interviews with the owner and employees of various ranks. Information was also gathered from archival data and traveler review sites such as TripAdvisor.com and Yelp.com.

The case is targeted to undergraduate business and hospitality students at a sophomore or junior level. Classes in which this case could be used include: Organizational Behavior, Human Resource Management, and Hospitality Management.

This paper aims to develop a model that encompasses the constructs and sub-constructs consumers use in evaluating healthcare service quality (HSQ) in Egypt.

Factor analysis was performed on 40 variables to identify the constructs. Ordinal logistic regression was also used to identify the sub-constructs and examine the effect of each sub-construct on patients’ overall perception of service quality.

Factor analysis confirmed an eight-construct framework: hospital premises and employees; doctor medical service; nursing medical service; diagnostic medical service; admission; discharge; rooms and housekeeping; and meals. Ordinal logistic regression established 17 sub-constructs – physician reliability; physician assurance; physician interaction; physician’s competence; nursing tangibles; nursing reliability; nursing assurance; nursing interaction; nursing responsiveness; diagnostic service competence; diagnostic service reliability; hospital premises and employees tangibles; admission responsiveness; admission knowledge and courtesy; meals tangibles; rooms tangibles and housekeeping courtesy; and discharge knowledge and courtesy – that have significant effect on HSQ. Some sub-constructs had a significantly greater impact on overall perception of service quality than others.

Healthcare providers will be able to pinpoint areas of service quality shortfall and better satisfy their patients. This will ultimately lead to repeat patronage and positive recommendation behavior.

The model is the first comprehensive model in the Middle East that takes into account all constructs and sub-constructs patients use for evaluation of HSQ.

This study offers a global comparative analysis of variables associated with job satisfaction, specifically work-life balance, intrinsic and extrinsic rewards, and work relations on job satisfaction for hotel housekeepers.

The study analyzes these variants across 29 countries using International Social Survey Program data.

Findings indicate significant differences in job satisfaction for hotel housekeepers across countries, lower job satisfaction for hospitality occupations compared to all other occupational categories, lower job satisfaction for hotel housekeepers than employees in other hospitality occupations, and a statistically significant positive impact of some elements of work-life balance, intrinsic and extrinsic rewards, and coworker relations on job satisfaction.

The hospitality industry is characterized by poor work-life balance, high turnover rates and limited rewards. Hotel housekeepers report lower levels of satisfaction than other hospitality workers in terms of work-life balance, pay, relationships with managers, useful work and interesting work. Housekeepers play an important role in hotel quality and guest satisfaction. As such, understanding and addressing factors contributing to job satisfaction for hotel housekeepers is critical for managers

The purpose of this study was to determine whether combining a structured stretching program with functional movement/body position training would yield additive effects on flexibility, ergonomic practices, and subjective pain levels for employees at high risk for work-related musculoskeletal disorders.

Nine control and 13 experimental university cleaning staff participated in a 10-week full-body stretching intervention led by undergraduate students. Experimental participants also engaged in functional movement/body position training once per week. Joint range of motion, task ergonomic form, pain level, and stretching motivation results were compared pre- and post-intervention.

Overall flexibility (+25.75 ± 3.33%) and task ergonomic form (+26.3 ± 10.5%) significantly improved and were negatively correlated with pain levels (r = −0.541 and r = −0.317, respectively). Experimental participants experienced greater improvements in shoulder (control: +16.8 ± 9.0%; experimental: +64.2 ± 11.5%) and hip (control: +31.4 ± 9.9%; experimental: +91.2 ± 19.9%) flexibility as well as in task-specific ergonomic form for vertical (control: +0.0 ± 5.3%; experimental: +35.2 ± 10.1%) and horizontal wiping (control: −4.7 ± 4.7%; experimental: +29.0 ± 7.8%). Intrinsic motivation was increased for both groups (+26.2 ± 15.4%).

Supplementing a workplace stretching program with functional movement/body position training has the potential to improve flexibility and decrease pain while simultaneously increasing the likelihood that cleaning staff will participate in self-directed stretching in the future. The intervention serves as a model for workplace health management and wellness-focused community building on university campuses who insource cleaning staff.