The relation between handling complaints and the employee engagement of front office staff
De Koning, Minke Femke Alida (2022)
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022052411504
https://urn.fi/URN:NBN:fi:amk-2022052411504
Tiivistelmä
Complaints are no stranger in the hotel industry. In case of a service failure or when expectations are not met guests can either complain in person or leave a negative review. However, even though there has been much research done on how to best present a service recovery, the effects on employee engagement are still lacking.
Focusing on both employee engagement and handling complaints, this thesis researches the relationship between the two. The main goal is to find out what this relationship is and if potentially companies can improve this. One of the main aspects connecting the two has shown to be emotions.
First a theoretical framework has been laid out which first focuses on the different antecedents and consequences of employee engagement. Next, a comprehensive explanation on what complaints are, the course of action in handling them and the role of management. Lastly, emotions in relation to complaints were discussed, including both those of the customers and employees.
After the framework, a case-study was done at Hotel X, using both detailed questionnaires and interviews. Nine front office employees responded to the survey and both the general manager, and a human resources employee were interviewed. Both results have been compared, analysed, and thoroughly discussed with help of a narrative approach.
Most of the time the results from the research could be explained by the help of the theoretical framework. Differences in answers were interesting and helped create a better understanding of how different personalities are influenced. Based on the empirical research, we could say that there is a relationship between the two main factors. However, depending on the company this can differ. It can be concluded that at Hotel X, there is a healthy relationship between handling complaints and the overall employee engagement. There is no need for drastic changes, but a better understanding of needs and tasks can be better communicated. Moreover, it needs to be clear that results vary per individual.
This research could be furtherly extended by spreading the research over several hotels and comparing their course of action when handling complaints to the employee engagement. Furthermore, it would be beneficial to have more detailed one on one interviews and track reaction during and after complaints are handled.
Focusing on both employee engagement and handling complaints, this thesis researches the relationship between the two. The main goal is to find out what this relationship is and if potentially companies can improve this. One of the main aspects connecting the two has shown to be emotions.
First a theoretical framework has been laid out which first focuses on the different antecedents and consequences of employee engagement. Next, a comprehensive explanation on what complaints are, the course of action in handling them and the role of management. Lastly, emotions in relation to complaints were discussed, including both those of the customers and employees.
After the framework, a case-study was done at Hotel X, using both detailed questionnaires and interviews. Nine front office employees responded to the survey and both the general manager, and a human resources employee were interviewed. Both results have been compared, analysed, and thoroughly discussed with help of a narrative approach.
Most of the time the results from the research could be explained by the help of the theoretical framework. Differences in answers were interesting and helped create a better understanding of how different personalities are influenced. Based on the empirical research, we could say that there is a relationship between the two main factors. However, depending on the company this can differ. It can be concluded that at Hotel X, there is a healthy relationship between handling complaints and the overall employee engagement. There is no need for drastic changes, but a better understanding of needs and tasks can be better communicated. Moreover, it needs to be clear that results vary per individual.
This research could be furtherly extended by spreading the research over several hotels and comparing their course of action when handling complaints to the employee engagement. Furthermore, it would be beneficial to have more detailed one on one interviews and track reaction during and after complaints are handled.