Abstract
This research paper aims to identify the factors that will increase the performance and professionalism of the associates by using the study of the Salaya Pavilion Hotel Training Center (SPH) in Thailand as a case sample. In the study, staffs with two roles, called associates, were assessed for their job performance and motivation. Employing qualitative methodology, the assessment of associate performance was conducted with the three key stakeholders: hotel guests, intern students, and the General Manager. Furthermore, the semi-structural in-depth interviews were conducted with the associates via content analysis to reveal how they perceive their current roles and identify their motivation factors to conduct and fulfill the role effectively, by using Herzberg motivation theory as a guideline. The finding indicates that all the motivation factors of Herzberg were fulfilled in SPH. However, other important elements were found to motivate associates. Pride, which is regarded as an intrinsic factor; and the challenges from working with Generation Y students, which is an extrinsic factor, have pushed associates to strive for better performance, even though certain shortfalls remain encountered. Strategies addressing the shortfalls of performance based on the findings are proposed in the recommendation. The contributions of this study can provide insights to other hotel training centers that share similar conditions to SPH.
Highlights
InformationSalaya Pavilion Hotel and Training Center (SPH), Salaya, Nakhon Pathom province, Thailand, opened in 1994
It is a hotel training center managed by Mahidol University International College (MUIC), and Salaya Pavilion Hotel Training Center (SPH) provides a compulsory internship (Internship I) for MUIC students in the hospitality and tourism program
Overall guest satisfaction was very high, and considering that guests understand that SPH is a hotel training center, they tend to view the service performance positively and do not feel that SPH is lacking service quality when they see trainers with students during service
Summary
InformationSalaya Pavilion Hotel and Training Center (SPH), Salaya, Nakhon Pathom province, Thailand, opened in 1994. SPH acts as a source of income and provides hotel service to the public throughout the year This role combination strategy has put SPH staff into two professional roles: that of a hotel employee, responsible for providing service to customers; and that of a trainer, responsible for training interns. To achieve the SPH organizational vision and strategy, 80% of the associates, or 46 out of 60 staff, must perform the two-role duty at all times, apart from the period between July and mid-September. This position is considered highly significant for SPH, because associates have direct responsibilities toward customers and interns
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