Unit – 1 PLANNING & ORGANISING THE HOUSEKEEPINGDEPARTMENT

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 Planning is probably the Executive Housekeeper’s most important management function. Without proper
planning, each day may present one problem after other. Since the Housekeeping is responsible for
cleaning & maintaining so many different areas of the hotel. Planning should be undertaken in a
systematic manner in order to obtain set objectives. The step-by-step planning process may differslightly
from one hotel’s housekeeping department to another’s and different terminology may be in use across
companies, but essentially the sub-processes and tasks are the same. Housekeeping planning should be
done on paper and needs to be properly documented. The questions that arise at the beginning of the
planning process led to the formation of the basic planning documents. Certain documents are essential
and they are:

Area Inventory List (AIL): Planning the work of the Housekeeping Department begins with creating an
inventory list of all items within each area that will need housekeeping attention. Since most properties offered
several different types of guestrooms, separate inventory list may be needed for guest room
type. When preparing the guestroom ‘AIL’, it is a good idea to follow the same system that room attendant will
use as their sequence of cleaning task & that supervisor will use in the course of their inspection. E.g., Area
within a guestroom may appear on an inventory list as they are found from right to left & from top to bottom
around the room. AIL is to be prepared in an extreme explanatory form. It is supposed to revise at least after

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 every 2 weeks.

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 Frequency Schedule:It indicates how often items on the inventory list are to be cleaned. Items that must be
cleaned on a daily or weekly basis become a part of a routine cleaning cycle and are incorporated into standard
work procedures. Other items which must be cleaned, monthly or less frequently are inspected on a daily basis but
they become part of a spring-cleaning programme & are scheduled for special cleaning projects.
Factors affecting Frequency Schedule: -
o Following factors will affect the frequency of the task to be performed:
 Type of area and condition of the surface.
 User density, the function of area and activities taking place.
 The quality standard required.
 Type of soil present & how far the soil has been transported.
 Degree of infection risk.

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 Performance Standard:They are required levels of performance that establish the quality of work that must be
done according to the expectations of the property. The key to consistency in service is the performance standards
which the Executive Housekeeper develops, daily inspections & periodic performance. Evaluation should follow
up with specific on the job coaching & re-training. This ensures that all employees are consistently performing
their tasks in the most efficient & effective manner.
Performance standards are achieved when:
1. Cleaning methods are correctly selected and systematicallyfollowed.
2. The ideal cleaning agents are used on the various surfacesinvolved.
3. The correct pieces of equipment are used on the various surfacesinvolved.
4. Cleaning tasks are carried out at requiredfrequencies.
5. All the employees carry out their cleaning tasks in a consistentmanner.

6. Time and motion studies are periodically carried out in the department to obtain best
practices inhousekeeping.

Performance standards are also termed as standard operating procedure or job procedure

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 Productivity Standard:It determines the quantity of work to be done by the department
employees. Productivity standards must be determined in order to staff the department within
the limitation with the hotel operating budget plans. Housekeeping Managers must know how
long it should take a room attendant to perform the major cleaning tasks identified on the
cleaning frequency schedules such as guestroom cleaning. Once this information is known,
productivity standards can be developed; performance & productivity standard should be
carefully balanced. If the quality expectations are set too high, the quantity of work that could
be done may be low. Every hotel must develop its own productivity standards, as there are
several factors that influence these standards, which vary from one property to another. Some of
these factors may be:

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 1. The type and age of theproperty.
2. The type of surfaces involved and the degrees and type ofsoiling.
3. The accessibility of the work area from the serviceareas.
4. The frequency ofcleaning.
5. The amount of traffic in the workareas.
6. The type of cleaning supplies and equipmentavailable.
7. The function of the workarea.
8. The quality of supervision andinspection.
9. The expected standards ofcleaning.
10. The quality ofemployees.

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ASSIGNMENT- 1

Q1. What is planning? What are the activities involved in planning?

Q2. Make an inventory list for any of the following (any one)
Coffee shop Hotel room
Banquet hall Guest room

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 Q3. Give a sample of the frequency list.

Q4. Define performance standards. How can we achieve these standards?

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 Q5. Give a sample of a productivity standard worksheet?

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 WORK STUDY – TIME AND MOTION STUDY

Work-Study covers all those techniques, method study and work measurement, which analyzes
and assesses human work, in all aspects. It is a means of improving the productivity of the
company wherein non-value adding operations are eliminated by carefully observing them.

TIME STUDY

Definition

Time study is all about determining the ideal time taken in the performance of a well-defined job.

Time study can be understood as the systematic process of deeply analysing and evaluating human
work with the help of a time-measuring device, so as to find out the ideal time needed for finishing
each element of the industrial activity.

Purpose of Time Study

It aims at fixing a standard time for a competent worker, to effectively complete the task assigned
under specific circumstances at a fixed level of performance. It also aims at identifying the number
of workers to be employed to undertake the task or activity. It is important for the planning and
controlling of operations.

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 It involves the following steps

1. Dividing the work into various parts or components

2. Recording the time taken by different employees in completing the task
3. Selecting the average worker
4. Recording the average worker to perform similar work under normal conditions
5. Setting up the standard time. Every worker is required to complete the work within standard
time.

MOTION STUDY

Definition

Motion study is the analysis of human work, to find out the best method of doing it which
involves least efforts.

Motion Study as the name itself indicates is the critical observation of the movements of the
workers such as lifting, picking, placing objects, sitting and changing positions, which are carried
out in the course of doing a task.

Purpose of motion study

It aims at selecting the best method/technique of carrying out any activity which involves the least
movement and which helps in minimizing the efforts. It identifies motions which are productive,
unproductive and incidental.

The steps involved in a motion study are as follows

1. Select an efficient worker
2. Analyzing the movement involved
3. Recording the best motion involving the minimum time and effort
4. Select the most efficient working system.

Time and Motion Study are the two techniques of Scientific Management. Motion study is a part
of Method study, whereas time study is a part of work measurement. These work study techniques
help in determining the best method of doing a work and the standard time allowed for it. It is on
these rules that the standards are set.

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 Time and motion studies for a task calculate how long it takes, on an average, to perform a
certain task. This helps in calculating staff strength levels.

To do time and motion study, several staff members perform the same task one by one. Their
movements are studied and clocked. The results are compared and analysed as to how long it
should take on an average to perform the task. The best practice derived from the study is used by
everyone, so that the resulting performance will be more standardized.

TIME AND MOTION STUDY FORMAT

Area……………………………………….. Starting time………………………………

Task………………………………………. Completion time……………………………
Emplyoees Name………………………… Duration ……………………………………

NAME OF EMPLYOEE TIME MOVEMENTS REMARKS

Advantages of time and motion study

1. It improves the method and procedure of performing jobs
2. It helps in improving the layout of the hotel facility.
3. It improves the utilization of resources
4. It reduces human efforts by proper designing of the processes
5. It helps to develop suitable working conditions.

TECHNIQUES FOR RECORDING TIME AND MOTION STUDY

Pathway chart:this technique involves the study of the path covered by the worker in the
undertaking and completion of a task. A floor plan of the work area is drawn to scale and fixed
to a board on the wall. A long thread is pinned down at the starting point on the plan. The line of
motion is marked using this thread-whenever the worker turns, that point is marked with a pin
and the thread wound around it. The length of the thread gives an idea of the distance traversed
in the completion of the task. The time taken is also noted down. Various pathways are tried out
to find the simplest and smallest route to finishing the task successfully. This is done to achieve

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 the least exertion and minimal loss of energy and time. This technique helps pinpoint all
movements that can be reduced or eliminated.
Process chart:all tasks, in order to be completed, require a specific process or activity. In this
technique, a close study of the process adopted is carried out and the flow of activity closely
studied. A record of the time taken to finish the task is kept. All unnecessary movements and
steps are then listed down, so as to be avoided in the final process adopted.
Operation chart: this technique helps one track down all wasteful expenditure of time and
energy in all activities. The technique requires a detailed study of all the smaller activities
making up a work process. The movements of the two hands are studies in great detail and a
fine analysis shows where in the job delays are occurring.
Micro-motion film analysis:using a timing device, every activity is filmed. Then a detailed
study, especially of the finer movements of the hands and other parts of the body, helps
analyse the areas where changes need to be or can be made to carry out the task with the least
expenditure of time and energy.
Cyclography:This is also a technique that uses filming. Here, a bulb is attached to the
worker’s body (may be the hand, the legs, or the back). As the body or the body part so
highlighted moves during the activity, the path taken is lighted by the electric bulb and hence
easily captured by slow photography. The analysis of the complete film or the record of
movement helps reveal how smooth and rhythmic the movements of the activity are. Thus, the
worker may be guided to make the necessary changes.one of the major drawback of
cyclography is that it does not show the direction and speed of the movements.
Chronocyclography:In this technique, a film of the activity is made with small lights attached
to the finger. The pattern or movement is filmed and finally analyzed to find out which
movements were unnecessary or arrhythmic and can be eliminated or improved upon. The
major difference in cyclography and chronocyclograhy is that chronocyclography can show the
direction and speed of the moments which is not possible in case of cyclography.

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BASIS FOR
COMPARISO TIME STUDY MOTION STUDY
N

Meaning Time study is one of the techniques of Motion study involves the observation of the
scientific management which involves movement of men, machine, materials and
observation and recording of the time supplies, to find out the wasteful actions and
taken in performing a particular task. eliminate them.

Involves Tracking of the time consumed in Ascertainment of total movements of workers

carrying each part of the operation. while performing a task.

Purpose To identify the standard time required To reduce wastage of time and energy in
to perform a task. unnecessary movements.

Tools used Stopwatch Surveillance Camera

Focuses on Increase in productivity of labour. Minimization of movement of workers.

Objective To determine a fair day's work. To find out the best method of doing a job.

COMPARISON CHART

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 Assignment- 2

Q1. What is time and motion studies?

Q2. Mention the methods of time and motion studies and briefly explain them?

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 Q3. Give a sample format for time and motion studies.

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 Standard operating manuals-Job procedures
A job procedure specifies the way in which a task is to be performed. Job procedures should be
used during induction and training sessions and ought to be incorporated into the department’s
procedure manuals. Updating job procedures is necessary as and when changes in equipment,
cleaning materials, and so on, occur. They are most popularly called SOPs or standard operating
procedures. They are also referred to as ‘work cards’ or ‘order of work’ documents.
SOPs comprise the following information:
1. The job to bedone
2. Equipment and materialsrequired
3. Procedure ofwork
4. Safetyfactors
5. Time required to do thejob

The goals in establishing SOPs are as follows:

1. To aidstandardization
2. To help intraining
3. To preserve surfaces andmaterials
4. To ensure the completion of a tasksuccessfully
5. To effect a saving on cleaning equipment andagents
6. To preventaccidents
7. To help intraining
8. To ensure the completion of a tasksuccessfully
9. To aid the compiling of work schedules and help in staffingrequirements

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 JOB ALLOCATION AND WORK SCHEDULE:

WORK SCHEDULE: -
A work schedule is a document that lists the actual tasks to be carried out by an employee in a
particular shift and the time frame in which to undertake each task. The document includes the
following:

1. The position of theemployee

2. The area ofoperation
3. The time at which the employee has to perform the allottedtask
4. Timings of meals, breaks, and any specialjobs
5. Time for tidying equipment and closing up

Work schedules must be written in simple language and have a concise form. Since the amount
of work in a day may take longer than the length of one shift, several work schedules need to be
compiled for use in one day. The number of schedules made for a given area is thus an
indication of the number of staff required to clean that area on the particular day. The schedules
should be handed over to the employees when they report for work.

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 JOB ALLOCATION
 Job allocation is simply defined as “given right work to the right staff member”. it is
simply to deploy someone in a specific area for a specific task and also mentioning the
time allotted for the same.
 It involves scheduling of work to be allocated to staff and ensuring that all the work is
covered as and when required.
 Staff may be allocated either on a permanent basis or on rotation to a section.
 Establishments have traditionally recognized grades of staff, with well-defined duties &
responsibilities, so thought must be given to which grade of staff are required to perform
which task.

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  Techniques which can be used for job allocation are:
 Different grades of staff
 Managerial
 Supervisory
 Skilled/unskilled
 Knowledge & consideration of staff
 Skill
 Ability
 Aptitude
 Competent at practical skill
 Punctual
 Tactful
 Trustworthy
 Adaptable
 Reliable
 Observant etc.

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 Assignment- 3

Q1. Define Job allocation. Write down the necessary points for the same.

Q2. Differentiate between job allocation and work schedule.

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 Calculating staff strength:Compared to other hotel departments, the housekeeping
department employs the largest workforce in most hotels. Manpower thus becomes a major
operating expense. Good management of the housekeeping department depends on achieving a
balance between the workload and the staff strength. When calculating staff strength, it must be
remembered that each property will have its individual requirements. The factors to be
considered here are:
Type of Hotel
Location of Hotel
Traditions and Customs of locality
Size of Hotel (in terms of room)
Occupancy rate
Management needs
Company policies
Quantity of work done
Quality of work expected
Time required to do work
Frequency with which work is to be done
Time when work area is available
The amount of traffic in the area

The staff strength of the housekeeping department mainly depends on the size and structure of
the hotel, that is, whether it has a compact structure with clusters of rooms, the number of
rooms per cluster or floor, the expanse of the public areas and landscaped areas, and so on. The
general rule of thumb that aid in determining staff strength in the housekeeping department is
given below.

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 Thumb rules for determining staff

StrengthExecutive housekeeper:1 for a 300 room property

Assistant housekeepers:2 (1 per morning and evening shift)

Floor supervisors:1 per 45-60 rooms for the morning shift; 1 per 90 rooms in evening shift; 1 for
the night shift.

Public area supervisors:1 for each shift

Linen/uniform room supervisors: 1 (M &E)
Room attendants:1 per 12-16 rooms for the morning shift; 1 per 40-60 rooms for the evening shift,
1 per 100 rooms in night

Linen and uniform room attendants:2

Housemen:depends on the size of public areas and functions expected, but on average, 1 per 60
rooms in morning, 1 per 100 rooms in evening, 1 in night

Desk attendants:1 per shift

Tailors/upholsterers:2 (may differ depending on the size of the hotel)
Horticulturist:1
Head gardeners:1 per 20 horticulturists
Gardeners: 1 per 4500 sq. ft of landscaped area

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 Assignment- 4

Q1. Calculate the number of staff required for a transit hotel. Total no. Of the rooms are 550, out
Of which 35 rooms are maintenance, the occupancy for the day is 75% and total landscape
area is 40,000 sq.ft.

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 Planning duty roasters:Duty roasters specify the allotment of jobs, hours of duty, and days off
foreach member of the staff. To make for an even share of duties, the roaster should be rotated
every five weeks. Duty roasters must be simple in format, easy to interpret, clearly written, and
displayed on the staff notice board at least a week inadvance

Advantages for a duty roaster: Planning a duty roaster in advance helps to ensure:
 The exact number of staff required to be on duty at any
given occupancy.
 That staff working hours are as per their employment
contract.
 That regular off-days are availed for enhancing productivity.
 Knowledge of which employees are present on the premises in instances
of emergencies.
 Accuracy in attendance and payroll reports.

Steps in making a roaster:the steps in making a duty roaster are as follows:

Step 1:Ascertain occupancy levels and events expected in the hotel. This information is
provided by the sales and marketing department at the beginning of the financial year. On a
daily and a weekly basis, more specific reports of occupancy are available through coordination
with the front office department.
The overall forecasts of occupancy must be considered before scheduling the employees’
annual leave. These forecasts also help the executive housekeeper to follow the staffing to
ensure sufficient staff at peak periods and avoid excess labour during slack periods.
Step 2:Ascertain the spread of duty hours to be scheduled in the duty roaster, whether 12
hours, 16 hours, or 24 hours. Decide whether the positions will work for 5 or 7 days per
week.
Step 3:Ascertain the type of shift-straight shift, break shift, rotating shift, or any other
alternative scheduling-to be used.
Step 4:Ascertain the number of full time and part time staff on the payroll.
Step 5:Ascertain the number of labour hours per day and per week required for various positions.
Step 6:Incorporate coffee breaks and mealtime allowances in the roaster.
Step 7:Ascertain that each employee gets a weekly off day after 6 working days.

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 Provide for compensatory offs. Schedule one reliever per 6 employees
Step 8:Ascertain closed days and restricted holidays, and any contingency planning that
may be needed.
SAMPLE DUTY ROASTER FOR GRA

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 Assignment- 5
Q1. Plan a duty roaster for HK department for 300 room hotels.

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 TEAMWORK AND LEADERSHIP IN HOUSEKEEPING
The current trend in housekeeping operations is to form teams to accomplish tasks rather than
scheduling employees on an individual basis. The three important determinants of teamwork are
leadership, the building of the right kind of groups or teams for better productivity, and
membership (which reflects the individual contributions people will make towards team goals).
A housekeeping team may consist of one supervisor, several (2-5) GRAs and one houseman.
This team under the supervisor becomes totally responsible for a particular section of
guestrooms in the hotel. Cleaning performance, say, is then measured on a team basis rather than
on individual basis.

Team cleaning-an example of teamwork: In team cleaning, two or more GRAs together clean
one guestroom at a time. Usually, teams of two GRAs each are assigned to 30-35 rooms. Team
members rotate duties of bedroom and bathroom cleaning. Team cleaning is successful when
ideas come from the employees themselves and they are given a free hand in their
implementation. Team cleaning works in hotels that are willing to make a change to meet new
challenges. Promoting teamwork within each team requires special effort. A teamwork checklist
should be followed by the executive housekeeper to make it a success.
 Reward teamwork by praising the team and giving them choice assignments,
raises,and promotions.
 Include teamwork as a criterion during the employee’s performanceappraisals.
 Rotate special assignments, allowing everyone an opportunity to shine as
anindividual occasionally.
 Consider ideas generated jointly by the team as well
asindividualideas.
 Share information and give the team a say indecision-
making.
 Give credit to the team for jobs welldone.
 Set an example of cooperation with others andyourself.

Advantages of teamwork:There are many advantages of teamwork. Some of these are as

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 follows:

1. A principal advantage to the manager is in being able to schedule a group of

peopleas though they were oneentity.
2. Co-operation and workers morale will be higher when they are part of a small
unit rather than solitary individuals in a large group of people.
3. Team spirit will cause the entire group to excel in operations. GRAs who
excel inroom cleaning help the poorer performers on the team toimprove.
4. Absenteeism and tardiness get better resolved at the team level because
onemember being absent or late could have a negative effect on the entire
team’sreputation.
5. With increasing concern for safety and security, assigning two or more GRA’s
to cleana room could save expenses on liabilities andlawsuits.
6. Mundane cleaning tasks may become fun when performed as ateam.
7. Fewer tools are needed-for example, one room attendant’s cart, one vacuum
cleaner,and one hand caddy can equip a team oftwo.
8. Some heavier cleaning tasks are accomplished more easily and faster with two
people-for example, moving beds, turning over heavy mattresses, making up a double
bed, and soon.
9. Bringing new employees up to the required standards becomes easier since
they have buddies to coach them along theway.
10. There is saving on labour costs since team workers complete workfaster,
have better attendance, meet with fewer accidents, and develop greater interest in
improving the processes.

When planning for team cleaning, the executive housekeeper must address thefollowing

considerations:

 Have linen and cleaning inventories equally distributed so that teams do not fight

oversupplies.
 If a team must stop because it is faced with some hurdle, the work output of 2-3
people is stopped, as opposed to only one in the traditional method of guestroom
cleaning. Hence theexecutive housekeeper should make sure that adequate supplies
are available and teams are given an accurate list of roomassignments.
 Scheduling may require special effort to accommodate team members getting the same
daysoff.

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 LEADERSHIP:For teamwork in housekeeping to be successful, the department leader, that is,
the executive housekeeper needs to be an inspiring role model as a team player as well as an
effective leader. The leader of any group can help to build its members into a well-knit team by
sharing vision, goals, and strategies with them. Leadership is the capacity to frame plans that
will succeed and the faculty to persuade others to carry them out in the face of difficulties.
Leadership quality in a manager makes people look up to him/her for advice, feel motivated to
work for and respect the manager, and be loyal to the manager. An executive housekeeper who
can mobilize the trust and support of the staff achieves great heights. Some executive
housekeepers who are good planners and organizers fail to achieve results because they are not
effective as leaders. An executive housekeeper who is a good leader will ensure the following
activities:

 Draft a compelling vision

 Communicate passionately
 Get cooperation from others
 Inspire and pull employees towards goals
 Provide direction and momentum
 Be assertive if necessary
 Learn from other leaders
 Make decisions in line with the vision
 Get feedback
 Command and not demand respect and loyalty
 Do some self evaluation as well

Different leadership styles may be used by the executive housekeepers. Some distinctly make
people work by force or order; others join the group and initiate activity; still others use
persuasion; while some, by their pleasant and endearing manner, generate the enthusiasm for
work and achieve goals in the best possible manner. An executive housekeeper who is an
effective leader uses all these styles to different extents, according to the nature of the decisions
to be made and as the situations demands.

Styles of leadership:

Autocratic: imposes own decision with/without explanation to subordinates

Participative: decision made after prior consultation with subordinates
Democratic: joint decision arrived at
Laissez faire: decisions taken by delegation

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 Most often, executive housekeepers tend to use the participative style and depend more on
communication, adopting a supportive attitude and sharing needs, values, goals, and
expectations with their staff. When employees, regardless of their level of education, are
involved in decision making, they become highly contributive to successful decisions of major
consequence. They are then not only committed to the outcome of these decisions, they are
involved in the success or failures of such decisions are thereby motivated to continue their
participation and personal growth. A self assessment needs to be carried out by executive
housekeepers to find out which style of leadership they adopt as their principle one in actual.

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 TRAINING IN
HOUSEKEEPING
DEPARTMENT

Employees, regardless of past experiences, always need some degree of training before starting a
new job. Small institutions may try to avoid training by hiring people who are already trained in
the general functions with which they will be involved. However, most institutions recognize the
need for training that is specifically oriented toward the new experience, and will have a
documented training program. Some employers of housekeeping personnel find it easier to train
completely unskilled and untrained personnel. In such cases, bad or undesirable practices do not
have to be trained out of an employee. Previous experience and education should, however, be
analyzed and considered in the training of each new employee in order that efficiencies in
training can be recognized. If an understanding of department standards and policies can be
demonstrated by a new employee, that portion of training may be shortened or modified.
However, skill and ability must be demonstrated before training can be altered. Finally, training
is the best method
to communicate the company’s way of doing things, without which the new employee
may do work contrary to company policy.

A Systematic Approach to Training: Training may be defined as those activities that are
designed to help an employee begin performing tasks for which he or she is hired or to help the
employee improve performance in a job already assigned. The purpose of training is to enable an
employee to begin an assigned job or to improve upon techniques already in use. In hotel or
hospital housekeeping operations, there are three basic areas in which training activity should
take place: skills, attitudes, and knowledge.

SKILLS TRAINING:A sample list of skills in which a basic housekeeping employee must be
trained are as follows:
1. Bed making:Specific techniques; company policy
2. Vacuuming:Techniques; use and care of equipment
3. Dusting:Techniques; use ofproducts
4. Window and mirror cleaning:Techniques and products
5. Setup awareness:Room setups; what a properly serviced room should looklike

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 6. Bathroom cleaning:Tub and toilet sanitation; appearance; methods of cleaning and
resultsdesired
7. Daily routine:An orderly procedure for the conduct of the day’s work; dailycommunications
8. Caring for and using equipment:Housekeeper cart;loading
9. Industrial safety:Product use; guest safety; fire and otheremergencies

The best reference for the skills that require training is the job description for which the
person is being trained.

ATTITUDE GUIDANCE:Employees need guidance in their attitudes about the work that
must be done. They need to be guided in their thinking about rooms that may present a unique
problem in cleaning.
The following is a list of areas in which attitude guidance is important:

1. Theguest
2. The department manager and immediatesupervisor
3. A guestroom that is in a state of greatdisarray
4. The hotel andcompany
5. Theuniform
6. Appearance
7. Personalhygiene

KNOWLEDGE TRAINING:Areas of knowledge in which the employee needs to be

trained are as follows:

1. Thorough knowledge of the hotel layout; employee must be able to give directions and to tell
the guest about the hotel, restaurants, and otherfacilities
2. Knowledge of employee rights andbenefits
3. Understanding of grievanceprocedure
4. Knowing top managers by sight and byname

BENEFITS FOR TRAINING

TO THE EMPLOYER: -
 Financial saving – more effective use of resources
 Improve productivity
 Improve standard and quality of work
 Higher standard of efficiency of work
 Reduced accident rates

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  Reduced labour turnover
 Improved labour relations
 Less machine maintenance
 Increased customer satisfaction
 Greater labour flexibility
 Better talent identification
 Reduced damage and wastage.

TO THE EMPLOYEE: -
 Enhance needs of pay
 Improved job satisfaction and higher morale
 Improved status and job security
 Better promotion prospects
 Better equipment & materials to carry out tasks
 More confidence in management
 Safer working condition.

TRAINING STRUCTURE/TRAINING CYCLE/ STEPS IN TRAINING

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 TYPES OF TRAINING/ TRAINING METHODS

There are numerous methods or ways to conduct training. Each method has its own advantages
and disadvantages, which must be weighed in the light of benefits to be gained. Some methods
are more expensive than others
but are also more effective in terms of time required for comprehension and proficiency
that must be developed. Several useful methods of training housekeeping personnel are
listed and discussed.
1. ON-THE-JOB TRAINING:Using on-the-job training (OJT), a technique in which
“learning by doing”is the advantage, the instructor demonstrates the procedure and then
watches the students performit.
With this technique, one instructor can handle several students. In housekeeping operations,
the instructor is usually a GRA who is doing the instructing in the rooms that have been
assigned for cleaning that day. The OJT method is not operationally productive until the
student is proficient enough in the training tasks to absorb part of the operational load.

2. OFF-THE JOB-TRAINING:This type of training takes place away from work, in a

classroom, by means of workshops, demonstrations, lectures, discussions, seminars, audio-
visual presentations, etc. Few of these methods have been discussedbelow:

LECTURES:The lecture method reaches the largest number of students per instructor.

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 Practically all training programs use this type of instruction for certain segments. Unfortunately,
the lecture method can be the dullest training technique, and therefore requires instructors who
are gifted in presentation capabilities. In addition, space for lectures may be difficult to obtain
and may requirespecial facilities.

CONFERENCES:The conference method of instruction is often referred to as

workshoptraining. This technique involves a group of students who formulate ideas, do problem
solving, and report on projects. The conference or workshop technique is excellent for
supervisory training.

DEMONSTRATIONS:When new products or equipment are being introduced,

demonstrations are excellent. Many demonstrations may be conducted by vendors and purveyors
as a part of the saleof equipment and products. Difficulties may arise when language barriers
exist. It is also important that no more information be presented than can be absorbed in a
reasonable period of time; otherwise misunderstandings may arise.

3. SIMULATION TRAINING:With simulation training, a model room (unrented) is set up

and used to train several employees. Whereas OJT requires progress toward daily production of
ready rooms, simulation requires that the model room not be rented. In addition, the trainer is
not productive in cleaning ready rooms. The advantages of simulation training are that it allows
the training process to be stopped, discussed, and repeated if necessary. Simulation is an
excellent method, provided thetrainer’s time is paid for out of training funds, and clean room
production is not necessary during theworkday.

4. INDUCTION TRAINING:This is carried out when an employee is new to the

organization and has to learn the required knowledge, skills, and attitude for his newposition.

5. REFRESHER TRAINING:This is carried out when an old employee has to be re-

trained to refresh his/her memory.

6. REMEDIAL TRAINING:This is carried out for old employees when there is a change in
the present working style, which may be related to a competitive environment, technological
changes, or guest expectations.

7. CROSS-TRAINING:This training enables employees to work in departments

other than their speciality in periods of staff shortage.

Training Aids:Many hotels use training aids in a conference room, or post messages on an

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 employee bulletin board. Aside from the usual training aids such as chalkboards, bulletin
boards, charts, graphs, and diagrams, photographs can supply clear and accurate references for
how rooms should be set up, maids’ carts loaded, and routines accomplished. Most
housekeeping operations have films on guest contact and courtesy that may also be used in
training. Motion pictures speak directly to many people who may not understand proper
procedures from reading about them. Many training techniques may be combined to develop a
well-rounded training plan.

4 (FOUR) STEP TRAINING METHOD

1. PREPARE TO TRAIN-
Job analysis plays a significant role. It is the process of determining what knowledge each
employee needs, what tasks each employee needs to perform and standards expected.
Analysing staff training needs: KSA (as discussed above- Knowledge, Skills and Attitude
training needs)
 write training objectives
 develop lesson plan
 decide on training methods
 establish a time table
 select training location
 assemble trainee
 set up work station

2. PRESENT/CONDUCT THE TRAINING:-

I – Interest- Creating interest about the topic
N- Need- Explain the importance of the topic
T- Title- Emphasize the title
R- Range- What all will be covered (Range of the topic)
O- Objective- Enumerate the objectives to be achieved at the end of the session.
 inform the trainees about schedule
 begin the training session
 demonstrate the procedure
3. PRACTICE / Coach Pupil Performance - make sure that the trainee understands and can
explain not only how to perform each step but also the purpose of each step.

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 4. FOLLOW UP-includes reinforcement, feedback, and evaluation.

THE COST OF TRAINING:

 It is often difficult to establish where training commences and finishes and as many of the
costs involved are intangible.
 It is somewhat difficult to calculate the cost of training
However, the following must be considered: -
 LABOUR COSTS:
 trainer’s salary
 Wages of staff while training
 Outside speaker’s fee & expenses
 Preparation time
 Technician help
 EQUIPMENT COSTS: audiovisual equipment
 ACCOMMODATION COSTS:
 Training room
 Hiring of accommodation
 Overnight costs
 Loss of revenue if area is taken out of commission

 ADMINISTRATIVE COSTS :
 duplicating/printing
 Stationary

 SUBSISTENCE:
 food & beverage cost etc

FORMAT OF TRAINING MODULE:

Topic:
Location:
Duration:

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 Aims and Objectives: By the end of the training programme, trainee will be able to
learn/know/do:
Training Aids:
Method of Training:
Detailed Training Plan:
Day 1: (Time wise plan to be given with tea breaks and lunch breaks)
Day 2 and so on. (Last Day last slot to be kept for feedback)

Feedback Form Format:

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 Recycled & non recycled inventories:The Executive Housekeeper is responsible for 2
types of inventories.
1) Recycled inventory:It includes linen equipments & some guest supplies like extra bed, iron,
etc.The no. of recycled items that must be on hand to ensure smooth operations is expressed as a
‘PAR’. It refers to the standard number of items that must be on hand to support daily routine
housekeeping operations e.g. One par of linen is the total number of items needed to outfit all
the hotel guestrooms once. Most sister hotels would on a ‘four-par’ of guest rooms linen
(guestroom, floor pantry, laundry & linen).

2) Non-recycled inventory:They include cleaning supplies, guestroom supplies, guest-

amenities like toothbrush, hair-conditioner, etc. They are used up during routine activities of
the housekeeping department. A purchasing ordering for non recycled inventory items
establishes a ‘par’ no. based on 2 figures i.e. Maximum & minimum quantities. The minimum
quantity is the least amount at which reordering is done taking into consideration the lead
time (it is time taken by the supplier to convey goods from the time the order is placed). The
maximum quantity is the amountordered.

The executive housekeeper must establish reasonable levels for both recycled and non-recycled
inventories. Overstocking should be avoided, as it ties up cash and calls for a larger storage area.
There should be an effective purchasing system to consistently maintain the inventory levels set
by the executive housekeeper. To maintain the inventory levels, the executive housekeeper needs
to determine the par level for each inventory item.
Determining the par levels:Par refers to the standard quantity (or numbers) of each inventoried
item that must be on hand to support daily, routine housekeeping operations. Par levels are
determined differently for the two types of inventories. Inventory levels for recycled items are
measured in terms of a par number. The par number is a multiple of the standard quantity of a
particular inventory item that mustbe on hand to support day-to-day housekeeping functions .
In the case of non-recycled inventory items, the par number is the range between two
figures: a minimum inventory quantity and a maximum inventory quantity. The minimum
inventory quantity refers to the lowest number of purchase units (items per case) that must be in
stock at any given point of time. The on-hand quantity for a non-recycled inventory should never
fall below this figure. The stock level figures are established based

 Anticipated rate of consumption

 Amount of capital available
 Availability of storage space
 Cost of storing

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  Procurement costs
 Reliability of suppliers
 Minimum order quantities imposed by suppliers.

Reorder Level (ROL)/ Reorder Point

Re-order level= Maximum consumption x Maximum re-order period.
This is that level of inventory at which purchase requisition is initiated for fresh supplies. This
level is fixed somewhere between minimum level and maximum level. This is fixed in such a
way that by re-ordering when inventory falls to this level, then in the normal course of events,
new supplies will be received just before the minimum level is reached. To determine the
reorder point under certainty we should know the lead – time

The LEAD – TIME is the time taken in receiving the delivery of inventory after the order has
been placed.

Minimum level=Re-order level-(Normal consumption x normal reorder period).

It is the level below which stock should not normally beallowed to fall. This is essentially a
safety stock and is not normallytouched. If the stock falls below this level, there is a risk of
problems arising in daily operation.

Maximum level= Reorder level+ Reorder quantity-(Minimum consumption x Minimum

re-order period).
This is the level above which stock should not normally be allowed to rise. The maximum
level may, however be exceeded in certain cases, e.g. when unusually favourable purchasing
condition arise.

Danger level=normal consumption x maximum re-order period under emergency

conditions.
This is a level at which normal issues are stopped and materials are issued for important jobs
only. This level is generally fixed somewhat below the minimum level. When stock reaches
this level, urgent action is needed for the replenishment of stock.

Par level = (Avg. inventory usage + Safety Stock)/number of deliveries per time period
This is the minimum amount of stock that must be on hand for smooth functioning.

Safety stock = the number of purchase units that must always be on hand in case of
emergencies, damages, delay in delivery and so on.

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 Sample inventory format of non recycled inventory items

Ite Suppli Purcha Cost/ Openin Items No. Ite Lead Min. Max Par
m er se Unit Purchase g receiv of ms time invento invento lev
Unit invento ed in item in quanti ry ry el
ry this s stoc ty quantit quantit
period use k y y
d

BUDGET

BUDGET

Definition: A budget is a plan which projects both the revenues that hotel anticipates during the
period covered by the budget and the expenses required to generate the anticipated revenues.

Budgetary control: The advantage in preparing a budget is that it provides an opportunity for taking
a critical look at the costs of the department, reviewing past planning and present accomplishments,
and then taking appropriate steps to accomplish more in the coming financial years. The executive
housekeeper’s responsibility in the budgetary process is two-fold. First, the executive housekeeper is
involved in the planning process that leads to the formulation of the budget. This entails informing the
rooms division manager and general manager what expenses the housekeeping department will incur
in light of forecasted room sales. Second, since the budget represents an operational plan for the year,
the executive housekeeper ensures that the department’s actual expenses are in line with the budgeted
costs and with the actual occupancy levels. The budget thus acts a guide that provides the managers
with the standards by which they can measure the success of operations. By comparing actual

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expenses with allocated amounts, the executive housekeeper can track the efficiency of housekeeping
operations and monitor the department’s ability to keep its expenses within the prescribed limits.
Budgets provide a financial framework within which the housekeeping department operates. Thus,
budgets should be carefully prepared and used to govern the department’s spending. The budget also
acts as a guide as to which things need repair or replacement. It helps to determine what valuable
pieces of equipment may be purchased and to pinpoint the areas where emphasis will be placed in the
coming year. It can be said that the budget is an instrument used by the management for controlling
and directing activities, especially purchasing activities.

Preparation of the budget: A budget should not be prepared at the last minute, but ideally the
executive housekeeper should have a list prepared throughout the current year’s operation with
records of relevance which will help with the forthcoming budget. Standard forms are usually issued
to each department head for completion and a dead-line date is set for submission. Discussions should
have previously taken place between the general manager and the other department heads in order that
they are aware of future company objectives which may be reflected in the budgets. Past records and
previous budgets may be used as a basis for the new budget, taking into account an inflation
percentage. The housekeeper must also consider any changes in company purchasing policy. She
should also be aware of new technology and better products which have appeared. When the budget
forms have been completed and competitive prices obtained, the forms are usually forwarded to the
financial controller in order that the costing may be evaluated against the forecasted profit of the
establishment. Discussions take place. This is usually the time when the housekeeping has to state her
case regarding the necessity of specific budget items. It is common practice to overestimate budget
requirements in order that when any cut backs are made the department head still ends up with
sufficient funds to meet the department’s needs. Under or over spending on the budget may have
serious consequences for the department head responsible. When a budget is under spent, ideally the
money saved should be allocated to a contingency fund for future projects or emergencies rather than
being spent on unnecessary items. When a budget is overspent, the situation is usually more serious.
The housekeeping department will have to submit a report accounting for the reasons why the budget
is overspent. In some establishment it is regarded as a serious offence. Overspending may be carried
forward to next year’s budget so that less money is available next year. On the other hand the
establishment may realize that insufficient funds were allocated to the housekeeping department and
thus extra funds may be given next year.

Types of housekeeping budgets

Capital budget: It is an intended expenditure on assets that are not used up in the normal course of
operations; instead they have a life span that exceeds a single year.

Operational budget: It is an intended expenditure of items of daily or short term consumption i.e.

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those costs that the hotel incurs in order to generate revenue in the normal course of doing business.
In the housekeeping department the most important and expensive operational cost involves salaries
and wages. The cost of non-recycled inventory items, such as cleaning and guest supplies are also
considered operational costs.

Pre Opening budget:It is an intended expenditure of allocation of the resources for opening parties,
advertising initial generation of goodwill, liasions and PR. It also includes the initial cost of employee
salaries and wages, as well as amenties, supplies, and other day to day useful items like cutlery,
crockery, etc

PLANNING CAPITAL BUDGET: Capital expenditure involves large sums on such investments
that have a long term impact. It is thus natural that decisions on these items are critical and should be
made by a group involving the general manager, financial controller and executive housekeeper.

Decisions to incur capital expenditure in housekeeping arise from:

 Renovation of rooms or public areas.

 Addition of rooms or public areas.
 Replacement of equipment, furnishings, carpets, etc.
 Introduction of automation in the department.

Having received a decision from management on capital expenditure the housekeeper should observe
the following steps:

Supplier identification, receiving competitive quotations, selection of a supplier and finally purchase
of the product taking into consideration freight and transport, and handling charges.

The types of items that are provided for in the capital budget are:

1. Large equipment and machines.

2. Furniture, fixtures and fittings in rooms and public areas.
3. Linen and soft furnishings.
4. Uniforms.
5. Special project (construction of new rooms etc.)

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 6. Miscellaneous- It is quite normal to have a certain amount of money allocated under such a
heading in order to make provision for emergencies e.g. alterations required by law etc.

PLANNING OPERATIONAL BUDGET: The first step in planning the operating budget is always
to forecast room sales, which generates the revenue for operating the various departments. Most of the
expenses that each department can expect are most directly related to room occupancy levels. This is
especially true of the housekeeping department where salaries and wages, and the usage rates for both
recycled and non-recycled inventories are a direct function of the number of occupied rooms. The
concept of “cost per occupied room” is the major tool the executive housekeeper uses to determine the
levels of expense in the different categories. Once the executive housekeeper knows predicted
occupancy levels, expected expenses for salaries and wages, cleaning supplies, guest supplies, laundry
and other areas can be determined on the basis of formulas that express costs in terms of ‘cost per
occupied room.’ By specifying expense levels in relation to room sales, the budget actually expresses
the level of service the hotel will be able to provide. In this regard, it is important for department
heads to report how service levels will be affected by budget adjustments. This is especially important
for the executive housekeeper. If the top management tones down the operating budget submitted by
the executive housekeeper, the executive housekeeper should clearly indicate what services will be
eliminated and downgraded in order to achieve the specified reductions.

The various heads of expenditure that are normally reflected in a housekeeping operating
budget are:

1. Cleaning and guest supplies

2. Office stationery and postage
3. Tailor shop expenses
4. Small cleaning equipment like brooms and brushes
5. Salaries and wages-includes retirement, benefits, bonus, allowances, incentives, etc.
6. Heat, light, and power-air conditioning, heating, electricity consumption
7. Repairs and maintenance
8. Pest control
9. Laundry expense
10. Horticultural expense: includes florist expense (flowers, oasis and vases) and landscaping
expense (seeds, manure, saplings and flower pots)
11. Contract cleaning

Using the operating budget as a control tool: An operating budget is a valuable control tool to

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monitor the course of operations during a specified period. Controlling expenses in the housekeeping
department means comparing actual costs with budgeted amounts and assessing the variances. When
comparing actual and budgeted expenses, the executive housekeeper should first determine whether
the forecasted occupancy levels were actually achieved. If the number of occupied rooms is lower
than anticipated, a corresponding decrease in the department’s actual expenses should be expected. If
occupancy levels are higher, then there will be a corresponding increase in expenses. In either case the
expense variation will be proportioned to the variation in occupancy level. The executive
housekeeper’s ability to control housekeeping expenses will be evaluated in terms of his/her ability to
maintain the cost per occupied room expected for each category. Small deviations between actual and
budgeted expenses can be expected and are not a cause for alarm but serious deviations require
investigation and explanation. The executive housekeeper needs to formulate a plan to correct the
deviation and get the department back ‘on budget.’ E.g. a re-examination of staff scheduling
procedures or closer supervision of standard practices and procedures may be necessary. Other steps
might include evaluating the efficiency and costs of products being used in the housekeeping
department and exploring the alternatives. Even if the executive housekeeper finds that the
department is far ahead of the budget it is not necessarily a cause for celebration. It may indicate a
deterioration of service levels that were built into the original budget plan. Any serious deviation from
the plan is a cause for concern and requires explanation. Identifying and investigating such deviations
on a timely basis is one of the most valuable functions an executive housekeeper can perform in terms
of the operating budget.

Controlling expenses: It means ensuring that actual expenses are consistent with the expected
expenses forecasted by the operating budget. There are basically four methods the executive
housekeeper can use to control housekeeping expenses.

1. Accurate record keeping: It enables the executive housekeeper to monitor usage rates,
inventory costs and variances in relation to standard cleaning procedures.
2. Effective scheduling: It permits the executive housekeeper to control salaries and wages and
the costs related to employee benefits. The housekeeping employees should be scheduled
according to the guidelines in the property’s staffing guide which is based on the level of room
occupancy. Thus it ensures that personnel costs stay in line with the occupancy rates.
3. Careful training and supervision: It should not be overlooked as a cost control measure.
Effective training programmes that quickly bring new recruits up to speed can significantly
reduce the time during which productivity is lower than the standards set for more experienced
personnel. Close and diligent supervision, as well as refresher training can ensure that
performance and productivity standards are met and may even bring about improvements.
4. Efficient purchasing: Efficient purchasing practices afford the executive housekeeper the
greatest opportunity to control the department expenses and to ensure that the hotel’s money is
well spent and the maximum value is received from products purchased for use. The executive

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 housekeeper must set a proper ‘par’ for the various inventories (recycled and non-recycled),
and must have a proper purchasing system with the quantities and specifications submitted to
the purchasing department. The executive housekeeper needs to periodically re-evaluate the
suitability of existing products for their intended purposes. Alternative products should be
investigated and compared to existing products in terms of performance, durability, price and
value. By comparing the cost per occupied room achieved by alternative products, the
executive housekeeper can evaluate which products yield greater cost savings and base
purchasing decisions accordingly.

Operating budget and income statement: An operating budget is identical in form to an income
statement. The differences are:

OPERATING BUDGET INCOME STATEMENT

It is a forecast or plan for what is to It is a report of what has actually
come. occurred.
It predicts or anticipates what the It expresses the actual results of
income statement will actuallyoperations during an accounting
show at the end of that period often period identifying revenue earned
referred to as “pro forma income and itemizing expenses during that
statement”. period.

Since a statement of income reveals the bottom line-the net income for a given period-it is one of the
most important financial statements used by the top management to evaluate the success of
operations. Although the executive housekeeper may never directly use the hotel’s statement of
income, this statement relies in part on detailed information supplied by the housekeeping department.
The revenue generated by the rooms division is often the largest single amount produced by revenue
centres within a hotel since housekeeping is a major source of expense incurred by the rooms
division; the executive housekeeper plays an important role in the hotel’s overall financial
performance. The hotel’s statement of income shows only summary information. More detailed
information is presented by the separate departmental income statements prepared by each revenue
centre. These departmental income statements are called schedules and are referenced on the hotel’s
statement of income. The operating budget under which the executive housekeeper operates takes the
form of monthly income statements for the rooms division. Projected revenues and expenses for each
month of the budgeted period will represent the rooms division operational plan. The executive
housekeeper will be held accountable for controlling the expense areas that fall within the
housekeeping department’s area of responsibility. As the budgeted period progresses, monthly income
statements will be produced that show the actual amounts alongside the amounts originally budgeted.

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Checklist for preparing a budget

1. Know the present position of the hotel.

2. Review the previous year’s financial statements.
3. Look at the major sports events, festivals and holiday events for the year ahead.
4. Check for any expansion plans, redecorating, raising standards, increase/decrease of staff.
5. Check on the supplies needed-consider automation, new technology and better products.
6. Take each cost heading separately and compile to form the final budget.
7. Plan for practical goals and do not over budget.
8. Take into account the inflation percentage. Prepare by looking at past experiences, present
knowledge and judgement of what is likely to happen.
9. Identify areas which can or cannot be controlled.
10. Review wages and salaries, operating costs and expenditure that is variable, semi-variable, and
fixed.
11. Plan with the following year’s tax policies in mind. Take into consideration any new laws or
regulations or policies that may come into effect.
12. Prepare throughout the year for the next year’s budget noting changes and scope for
improvement.
13. Make decisions of what is more cost-effective:

 Part time or full time staff.

 Cost of staff and how often they may be required.
 The cost of servicing a room i.e. overtime versus extra staff.
 Contract cleaners versus own staff.
 In-house laundry against contract.
 Use of cleaning agents as per dilution rates.

PURCHASING
Purchasing is a process in which includes buying of materials and equipments needed by various
departments of an organisation to ensure continuity in product production and supply of essential
services to the guest. Therefore it is a very important and challenging function and has to be carried
out efficiently to meet the purchasing requirements of the organization. Purchase department must be
highly responsible to the organization needs in terms of quality, price, and delivery. The expenses for
housekeeping purchases are planned in advance mainly in the form of a Capital Budget or an
Operating Budget. The purchase can be of local or imported item. The housekeeping department

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generates the indents of non-stock items. Stock items are the regular operating supplies such as soap,
shampoo, stationeries, and cleaning supplies. Non-stock items are non-consumable items such as
crystal vases for flower arrangement. Efficient purchasing practices can make a significant
contribution to the housekeeping department. Purchasing includes the process of buying, learning of
the needs, identifying purchase locations, selecting best supplies, negotiating for best price, and other
relating tasks such as to ensure deliveries in time. Purchasing is described as an art since it requires
talent and satisfaction in judgement i.e. judging the right combination of colour, shape, size, and
consistency of item.
Although different properties have different procedures for processing and approving purchases the
evaluation of what is needed for the housekeeping department is decided by the Executive
housekeeper. Purchasing in housekeeping is basically done for:

1. Recycled products: The Executive Housekeeper raises a purchase requisition/indent form and
forwards it to the Financial Controller and General Manager. The Purchase Manager than
makes out the purchase order which is send to the supplier. Once the items are received the
Executive Housekeeper checks the quality and specification of the item before approving the
consignment. Example-annual linen purchase. Linen is the most important recycled inventory
item in housekeeping department. It is also the biggest expense. To ensure the purchased linen
is worth the money spent the Executive Housekeeper should consider:

 The suitability of the product for its intended use.

 The expected useful lifespan of the linen.
 The purchase price.
 The cost of laundering.

Cost per use should be calculated in order to evaluate linen purchase using the following formula:

Cost per use=purchase cost+lifespan laundering cost/number of lifespan laundering

Where lifespan laundering cost=item weight * laundering cost per kg. * Number of laundering
without by item.

The annual linen purchases are made using the following formula:

Annual order=par stock-linen on hand+expected annual consumption

Where consumption=discards + discrepancies

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 2. Non-recycled products: Worksheets are developed by the Executive Housekeeper to monitor
usage rates and costs for the different type of non-recycled inventory items. For each product
the monthly use report identifies the vendor. The product name and its intended use each
month by physical inventory provides the Executive Housekeeper with information
concerning how many purchase units of each items have been used. Every week or fortnight
the floor supervisor takes an inventory of these items. They are compiled with the par stock to
be maintained before ordering new supplies.

Principles of purchasing: There are five primary principles of purchasing that need to be upheld by
the Housekeeping and the purchase department.

Right quality: The housekeeping department is responsible for providing the guests with a clean,
comfortable, and safe environment as well as meet and exceed the guest’s expectations. In this regard
the department needs to buy the best products. Value for money is the factor in each of the product
supplies to the guestroom and public areas. The entire range of items has to meet the standards and
specifications determined by the department and the hotel management.

Right quantity: Placing a purchase order of the right quality is of utmost importance for any
organisation. Suppliers usually offer huge discounts large quantities but that should not influence the
department’s decision. The following factors should be kept in mind while ordering the right quantity
of material:

 The cost of the order being placed

 The cost of storage and carrying charges for holding stocks
 Quantity discount
 Stock level and order point
 Buffer stock
 Budgetary controls

Right price: One of the major concerns for both the housekeeping and purchasing department is to
get the supplies at the right price. An in-depth knowledge of the market is vital to make sure that the
right price is being paid i.e. the payment corresponds to the exact value of the material being
purchased. While calculating the right price ex-showroom the terms of payment should also be
attended.

Right time: The material should be made available at the right time. Lead time, which is the period
between the indent originating from the housekeeping department and the time the material is ready

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for use, should be minimal. The total lead time which includes the supplier lead time plus the internal
processing, clearance receipt, and inspection time should be as low as possible to work on lower
inventory level. The time should also be right as regard ensuring immediate availability of a particular
product in the market.

Right source of supply: The right source of supply is critical to the Executive Housekeeper. If the
source of supply is correct, right quality, quantity, price, and time are a natural consequence. The
selection of the ideal supplier is crucial for both the housekeeping and the purchase departments in
which they are aided by:

 Knowledge and experience

 Catalogues, internet, etc
 Hotel supplies directories
 Salespersons
 Trade associations and association companies

Stages in purchasing: There are two stages in purchasing.

1. Pre-order stage: It includes the following:

 Receipt of purchase indent: The indent should be checked for specification, quality, and
quantity required. The last supplies and the last supplier’s rate should be checked. If any
correction is required, it should be referred to indenting authority at once. If the item indented
is not part of the planned budget, it needs the approval of the unit head before the indent is
processed.

 Floating of inquiries: Where there is only one manufacturer of a particular product it is better
to contact that manufacturer straightway instead of approaching commissioned agents or
traders.

 Procurement of samples for approval: The concerned people in the organisation must
approve of the samples before an order is finalised.

 Quotation and ordering: The order should be placed with the right supplier who must be
identified on the basis of right quotation for right quality.

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 2. Post-order stage: The following steps are involved:

 Issue of purchase order: The purchase order should be issued once the pre-order stage is
complete and the right supplier has been identified. Since it is a legal contract between the
buyer and the supplier the purchase order should include all the details of the transactions.

 Confirmation of receipt of the purchase order: The supplier should confirm receipt of
purchase order in writing. A duplicate copy of order should be signed and acknowledged
accepting all the terms and conditions of purchase.

 Follow-up: There should be a regular follow-up to ensure that the items requested will be
delivered on time.

 Dispatch advice: A dispatch advice note should be sought from the supplier to expedite the
process of receipt.

 Receipt note: When the items are received in good condition and are found to meet the
desired standards after inspection the receiving department should make out a goods receipt
note (GRN) before transferring it to the main store. If the items do not match the prescribed
conditions on the purchase order, the purchase manager and the supplier are intimated
immediately and the goods are rejected. If the items are seemed as suitable to be received they
are accepted and a GRN is send to the department concerned to appraise it of the approval of
the goods.

 Payment: After the goods have been received and transferred to the department concerned via
the main store the purchase department has the important function of following up on
payment.

Types of purchasing: Various types of purchasing methods are used in hotels. A single purchasing
activity may also be a combination of several types. Some of the methods are:

1. Formal purchasing/competitive bid buying: Formal quotations are invited from sellers against
the written specification for each item to be purchased. These requests for bids may be made through
newspapers or other publications that are widely distributed or they may be passed to interested
sellers who may be contacted over the phone. The usual practice is to accept the quotation of the
lowest bidder unless the products fail to meet the specifications.

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2. Wholesale buying: In this method of purchasing the contract is signed with a wholesaler for the
purchase of items at a specific price. For the future the agreement specifies the intervals between
deliveries for the contract period.

3. Negotiated buying: this method involves negotiation between the buyer and the seller regarding
the price and quantities. This method is generally used for items that are in limited supply where both
the buyer and the seller are keen that the product be picked up quickly. In this case the buyer contacts
the seller directly. In a FAOP-Firm at opening price contract, the buyer agrees to take the supplies
at a price to be established in future when the availability of item is known while in SAP- Subjected
to Approval Price , the buyer has the option of rejecting the order if the price fixed in future is not
considered acceptable.

4. Contract purchasing/Systems Contract: This method of purchasing assists the buyers and the
sellers to improve the re-ordering of items that are repeatedly called for with minimal administrative
expenses. This method is similar to blanket order purchasing except that the agreement is long term
and the supplier are therefore not changed frequently. The rate of usage and frequency of ordering
over the contract period need to be known under the system contract. The buyer receives only those
brands which are produced or sold by the contractor. This method of purchasing is most commonly
used for the purchase of housekeeping supplies.

5. Blanket order purchasing: A blanket order is an agreement to provide a specific quantity of listed
items for a period of time at an agreed price if the price is not settled at the time of placing the order.
A method of determining it is included in the contract. The blanket order method is best for items that
are required in small quantities but more frequently and where the usage rate cannot be accurately
forecasted.

6. Stockless purchasing: In this case the buyer does not keep the stock of goods ordered. The
supplier warehouses them for the buyer instead. The inventory is thus owned by the supplier.

7. Purchase by paid reserve: In this method money is paid in advance for commodities to ensure
continuity of supply throughout the year.

8. Total-supply purchasing: In this type of purchasing all the required items are supplied by a single
supplier. This helps in reducing the paperwork and negotiations need to be done with only one person.

9. Cost-plus purchasing: In this method of purchasing a supplier buys all the commodities and
provides them to the housekeeping department. The supplier is given a small commission for this.

10. Centralized purchasing: This type of purchasing is done mainly by the chain hotels. They
purchase items for all their main properties together. This method helps them to source the items at a

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cheaper price as the quantity of the order is more resulting in economy of volume.

11. Standing order purchasing: In this method daily supplies are fixed for perishable items such as
flowers or groceries.

12. Cash and carry method: This is the method of purchasing where the items are purchased from
supermarkets so that the prices are competitive. There are no minimum order level orders of certain
items in case of non-availability of delivery services.

13. Purchasing from van sales: This method is rarely used for purchasing in the housekeeping
department. In this method purchasing is done from mobile shops which move from one place to
another.

14. Weekly/fortnightly purchasing: In this type purchasing is done only weekly/fortnightly. This
ensures regular availability of the items and makes the suppliers prices more competitive.

15. Daily market purchasing/petty cash system: In this method of purchasing item quantities in the
store are checked on a daily basis and only items falling short are purchased. This method operates as
a petty cash system. It is effective for purchasing small order from local market in exchange for bill so
that a cash payment is made.

16. Cash-on-delivery buying: The ordering system involves payment on acceptance of delivery. The
order may be placed over the telephone or through the internet.

17. Cheque-payment ordering/ : This is a purchase order and draft system. It is a combination of the
order and a blank cheque for payment. Besides the products specification the order also contains
delivery instructions, bank account number, unit price quantity, discounts if any, and terms of
payment.

18. Auction buying: This method of is useful for purchasing furniture and equipment that are not
obsolete. Sometimes certain export shipments that were rejected by the originally intended buyer are
also auctioned to other buyer.

PITFALLS OF PURCHASING
 It is inadvisable to blindly replace item. Technology is dynamic and better alternatives
may have emerged since the last purchase.
 It is also not always justifiable to go for the lowest tender as there are likely to be deficies
in quality in long run.

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  Its rarely prudent to purchase items simply because of their market value. A reputable
firm is necessary butt one should not be playing for a brand name.

OBJECTIVES OF PURCHASING
 To get best value for money
 Keep updated with current market trends and rates
 To know shelf-life of product
 Able to access quality in relation to costs
 Purchasing should be done from a reputable firm
 Order at right time and correct details given to suppliers
 Maintain optimum stock level
 Continual source of supply and substitutes when required

AIMS OF GOOD BUYING

 Buy the value for money available
 To be updated with current market trends and prices
 Know the shelf life of the products
 Be able to asses quality in relation to costs
 Maintain optimum stock levels
 Make sure goods are bought from a reputable firm
 Ensure a continual source of supply and find substitutes where necessary

STOCK RECORDS – ISSUING AND CONTROL

Reason for developing an efficient and effective control system are as follows:

 Shortage or poor stock rotation will reduce standards and therefore directly reduce
revenue.
 Excessive stock may reduce cash flow.
 Good storage control is necessary to implement health and safety procedures eg. Care
for substances hazardous to health safe procedures.
 Monitoring of use and product evaluation is better achieved.
 Budgetary control is facilitated

STOREKEEPEER: The storekeeper plays a very important role in the control of stock and
the smooth functioning of the day to day operations. The storekeeper must have:

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  A good technical knowledge of the products especially the shelf life of the products.
 The ability to deal with suppliers, own staff, and personnel from other departments as
well as the management.
 The ability to count and measure accurately and keep up-to-date record on costs and
level.
 Knowledge of up-to-date legislation e.g. health and safety legislations.
 Absolute honesty and trustworthiness in all dealings.

Ordering: Each establishment will initiate its own system of ordering from a particular
supplier by telephoning, telephoning and completing an official order form as a backup,
sending an official order form to the supplier. The person placing the order should be aware of
the best buying rates and make sure orders are placed with the supplier in good time.

Delivery of goods: On arrival all goods must be checked for quantity and quality by checking
the official order to the supplier against the delivery note or invoice control is essential for
quality and quantity in order to reduce wastage and ensure cost effectiveness.

Storage: The stores area should be well positioned to provide case of access for delivery of
goods, to minimise handling problems and possible damage to products or equipment as well
as to aid issuing to the various departments. It should provide security over the goods and help
to prevent pilfering and poor stock control. The stores should be well laid out with adequate
shelving so that the storekeeper can see at a glance what is in stock. It also helps to provide a
good system of stock rotation to ensure that goods are stored in ideal conditions, and so that
old stock is used before new stock so that goods do not deteriorate.

Procedure for requisitioning guest & cleaning supplies: Requisitions should be done
against consumption. Weekly stores list must be prepared and presented on the day in the
week specifically designed for the purpose.
DATE: ________
ITEMS CONSUMED REQUIRED RECEIVED
House rules
Hangers
Ashtrays
Bathroom tumbler

The columns marked ‘consumed’ and ‘required’ are a control measure to ensure that what is
requisitioned is not more than what is consumed. The column ‘received’ gives quantities
actually issued by the stores. This list is send to Exe. Housekeeper for approval. The
designated person from stores requisitioning then fills a stores requisition form in duplicate.

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 The original goes to the store and the copy is kept in the requisition forms book for control the
Executive Housekeeper must sign all requisitions. The supplies are drawn from the
housekeeping store and the storekeeper signs on both copies to acknowledge that items have
been issued. The supplies are brought to the floor linen room and checked against weekly
stores list. The weekly stores lists are presented for at least a month. This list gives an
indication of consumption for future budgeting and planning.

STORES REQUISITION FORM

Date: _______ Department:__________
Sl. No. Item Unit Units Reqd. Cost Bin Card No. Remarks

Authorised by___________ Received by_____________ Issued by__________

Stock Records: An essential part of the storage function is the maintenance of clerical records to
record all stock movements accurately in and out of the stores. The system used will depend upon the
type of the establishment. On arrival at the stores all goods must be recorded and added to the original
stock.

Bin Cards are records of all receipt and issues of a particular item and are either attached to the
particular bin or kept in a file.

BIN CARD
ITEM: Detergent PRICE: Rs.x per 5 litres
UNIT: 5 litres SUPPLIER: Clean Co. Chemicals
MAX. STOCK: 16 X 5 Litres
MIN. STOCK: 2 X 5 Litres
RE-ORDER LEVEL: 4 X 5 Litres
DATE RECEIVED ISSUE BALANCE
nil nil 6x5 litres
nil 2x5 litres 4x5 litres
12x5 litres 4x5 litres 12x5 litres

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 Monthly Consumption Sheet to find out the total of items used over a period of time or to
compare usage rate, this information can be taken from the monthly consumption sheet.

MONTHLY CONSUMPTION SHEET

ITEM UNIT JAN FEB MARCH ETC TOTAL
Detergent 5 litres 2 3 2 7
Polish 5 litres 1 2 1 4

ISSUING: The system of issuing goods from the stores to the various departments will vary but a
tight system of control should be in operation. All issues should be made against a requisition or
specification form of ease of control. On the requisition form, the items may be listed alphabetically,
number coded or each item may be hand written as a list. On receipt of the requisition form, items
should be checked and weighed accurately before the order is made ready for dispatch or collection.
In some establishments stores may be issued daily, weekly, monthly. By a topping up system on the
chambermaid’s trolley to meet a required basic stock and new for old system.
Whichever system is used spot checks should be made by the supervisor to check usage rate and
prevent wastage and pilfering. When items are issued from bulk containers the following procedure
should be adhered to:
1. Try to standardise containers in size and colour.
2. Make sure containers are labelled giving contents, dilution rates, and hazards concerning use.
3. Measure out requirements very carefully to prevent spillage and wastage.
4. Make sure containers used are made up of the correct materials.
After all the orders have been completed by the storekeeper they should be dispatched to the various
departments and then the appropriate records bought upto date.

STOCK TAKING: It may be done monthly or quarterly or yearly depending on the policy of the
establishment. It is an essential process to prove the accuracy of the stock records and should be
carried out by the departmental head or an external auditor. In order to carry out stock taking it is
necessary to suspend all movement of goods during the count and to make sure that all goods are
checked and accounted for. Any discrepancy should be noted and investigated wherever necessary.

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UNIT-2 HOUSEKEEPING IN OTHER INSTITUTIONS

Whether it be in a hotel, hospital, university, or other residential establishment, the main purpose of
the housekeeping and accommodation department is to provide a clean, comfortable, and attractive
environment for all those who use the premises and those services must be provided in such a way
that they do not lead to any safety, fire or health hazards; hygiene is of particular importance with
control of pathogenic organisms and the prevention of cross-infection becoming an important factor.

HOUSEKEEPING IN HOSPITALS
Objectives:
• Main focus is on hygiene and sanitation.
• Promoting the comfort of patients, visitors and staff.
• Using cleaning procedures which will control harmful organisms and help to prevent the
spread of infection.(Healthcare)
• Maintenance of the fabric of the building
Major Differences
• Electrical equipments have extra filters and silencers.
• Colour codes for equipments of different areas.

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 • Dusting only with damp cloths
• Sweeping with sterilized and disposable mops.
• Spray cleaning is preferred.
• Dust control mats used.
Main responsibilities
• High degree of cleanliness and hygiene
• Safety & security
• Pest control
• Providing staff uniforms
• Laundering hospital linen, uniforms and surgical suits.
CLEANING OF HIGH RISK AREAS
• Protective clothing
• Cleaning materials and agents
• Disposal of waste
• Disinfection
ORGASNISATIONAL CHART

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DUTIES AND RESPONSIBILITIES OF DOMESTIC SERVICES MANAGER IN
HOSPITALS

1. The smooth running of the domestic services department of a particular hospital or hospital
units
2. Advice on domestic services within the district
3. Hygiene and cleanliness throughout the unit, with the exception of the catering department,
the mortuary and often the operating theatres. These areas usually have their own specialist to
deal with cleaning.
4. Health safety and security
5. Pest control
6. Good co-ordination with other departments
7. Control of any contract agencies such as window cleaners
8. Liaison with unions
9. Efficiency and cost effectiveness
10. Cleanliness of staff residencies
11. Staff uniforms
12. Staff recruitment training and welfare

ASSISTANT DOMESTIC SERVICES MANAGER: Aids in the running of the department. The
assistant DSM will also have some specific responsibility such as staff training or being responsible
for a particular unit, perhaps a small specialist hospital.

DOMESTIC SUPERVISOR: Responsible for a certain number of wards and domestic assistants
who clean those wards. The main responsibility is to maintain the standard of cleanliness and hygiene
within his/her area of the highest level and consequently s/he is involved with the organization of
work on those wards. Liaison with nursing staff is especially important.

DOMESTIC ASSISTANT (Grade 1): They are often employed on part time basis. The job involves
cleaning particular areas of the hospital usually the wards. Hospital wards usually consist of three
main areas.

1. The sanitary areas (bathrooms and toilets)

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 2. The kitchen area (each ward usually has a small kitchen for the preparation of beverages etc.)
3. The ward area (patients sleeping area and in some cases a sitting room or day room area)

The domestic staffs are concerned with cleaning these three areas. They may also clear away food
trays, but do not normally make beds, this is the task of the nurse. In some hospitals, housekeeping
units are in operation. They carry out the following duties.

 Bed making
 Service of food and beverages
 Cleaning any food trays and possibly washing up
 Arranging flowers
 Delivering and collection of patient’s mail
 Taking care of patient’s needs e.g. shopping
 Care of clothes and personal belongings
 Cleanliness and hygiene in the wards

DOMESTIC ASSISTANT (Grade 2): are also known as “team cleaners” because they work in a
team. Team cleaners usually consist of a group of workers who get a higher rate of pay, than that of a
Grade 1. This is because their job involves the use of floor maintenance, machinery. They will
normally also be involved with heavier cleaning work such as wall washing, curtain changing,
cleaning the public areas including the toilets and high dusting.

HOUSEKEEPING IN HOSTELS/UNIVERSITIES: Residential establishments include student’s

halls of residence or hostels belonging to universities, poly techniques and institutes of higher
education, adult education centres, staff colleges, training centres and residential homes, and schools
run by local authorities or other organizations. The head of such establishments may be called the
bursar, the domestic bursar, the steward, the residence manager, the hall manager or the matron or the
warden. Providing housekeeping service for people in residential establishments such as hostels,
boarding schools is of a different nature to providing similar services in hotels. In hotels perhaps the
emphasis is on aesthetics whereas in hospitals it is more important to be concerned with hygiene, and
in institutional establishments thought has to be given to people who are living in a room which is to
be their home for quite some considerable time. A further problem is usually a very tight budget. In a
small college the domestic bursar and his/her assistant will normally share the work of the department
between them although the domestic bursar takes overall responsibility. The domestic bursar will also
be involved in forward planning operations for the smooth running of the establishment.
Traditionally, student hostels have provided a full catering service and a full cleaning service for
residents during term time and relied upon vacations to provide the opportunity for staff to carry out
periodic cleaning and maintenance. A member of the academic staff, usually known as a warden, will

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normally be responsible for the welfare and discipline of residents. In residential homes and schools a
full range of catering, cleaning and associated services is usually provided.

OBJECTIVES
• Long stay establishments
• Low Budget- minimum staff
• Maintenance of public areas like game rooms, TV lounges, mess etc.

MAJOR DIFFERENCES IN CLEANING

• Periodic cleaning and renovations are carried out in vacations only.
• Inventory of rooms is responsibility of the student.

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 ORGANISATIONAL CHART OF LARGE HOSTEL

WARDEN/ BURSAR/ HOUSEKEEPER

ASSISTANT ASSISTANT
(CATERING) (HOUSEKEEPING)

COOKS

DUTIES OF DOMESTIC BURSAR/WARDEN: Responsible for the organization and control of all
aspects of the services provided including catering, cleaning, and maintenance of the grounds in
which the establishment is set. Duties will vary from one establishment to another but specifically
they will include:

1. Budgetary control
2. Staff recruitment and discipline
3. Staff training and welfare
4. Establishment and maintenance of standards of service
5. Preparation of work schedules and rotas
6. Reporting and checking of maintenance requirements
7. Control of gardening and maintenance staff
8. Control of laundry and linen room
9. Control of kitchen staff
10. Ordering of food, cleaning equipment, materials, and linen
11. Care of lost property

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 12. Security, including the care of keys
13. Fire precautions
14. Stock control
15. Provision of advice and reports with respect to staffing and finance
16. Conference organiser

HOUSEKEEPING IN OFFICES

In offices and other buildings open to the public cleaning is a continuous operation of which the
occupants and the public are usually unaware. Cleaning and services are varied and relate to the
particular organization. But, as a general rule, most large office blocks have a resident caretaker or
house manager who has overall charge of the building for security, fire prevention, heating and
ventilation and who will either liaise with the tenants for their cleaning arrangements supervise
contractors or organise his own staff. All the main cleaning has to be completed before offices are
opened or the public are admitted and work may be going on in the evening, overnight or early in the
morning with, in most cases, a small back-up staff employed during the day to cope with the toilet
areas, dust and debris and for any emergency.

The main duties of an office housekeeping manager are:

1. Supervision of the daily cleaning and the organisation and supervision of the periodical
cleaning
2. Supervision of contractors for windows, boilers and lifts, floral displays, specialist cleaners.
3. Recruitment and selection of cleaners within the offices establishment.
4. Training organisation and welfare of all cleaning staff.
5. The purchase and stock control of all cleaning supplies and equipment within the budget
limits.
6. Maintaining regular inspections of the building fabric, furniture, fittings, plant and equipment
and arranging routine repairs. Reporting any major faults to the office administrator.
7. Liaising with tenants and users of the establishment o0n cleaning and housekeeping
requirements.
8. The disposal of confidential waste by shredder and incinerator and the control and disposition
of rubbish.
9. Any security measures as determined by the tenants and the office administrator.
10. Any other duties which can be considered part of the housekeeping services.

HOUSEKEEPING IN RESIDENTIAL HOMES

While the basic cleaning has to be done and the principles are the same as in other residential

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establishments, the important word in this heading is “homes”. For many of the residents who may be
elderly or handicapped people or children, it is indeed their home, in many cases the only one they
have or are likely to have. In the case of the elderly or infirm, they may have had to give up their own
home and may be fortunate enough to have some of their own possessions in their rooms. In these
types of establishments it is essential to create a happy, homely atmosphere, but since the residents do
require care, the cleaning should be thorough. Often there may be soiling which creates extra work
and interrupts the regular flow of work and the people doing it require a certain dedication and
temperament. There should be a discipline and routine as in other establishments but co-operation
with the residents is important and according to their capabilities with and guidance from the medical
professionals in charge. They can be allocated certain duties such as bed making or dusting to give
assistance where practicable. However the work must be supervised and inspected so that the required
standards are maintained.

HOUSEKEEPING IN ART GALLERIES, MUSEUMS, LIBRARIES & ARCHIVES

Those establishments will include display areas, exhibits, workshops, archive areas for old documents
and/or books and extensive shelving carrying books. The organization and supervision of cleaning
and maintenance usually forms part of the curator’s or librarian’s job description. The cleaning of
technical areas and exhibits is normally undertaken by curatorial staff and by cleaning staff under
their supervision.

• Dust control and control of ultra-violet light necessary to prevent the deterioration of exhibits.
• Cleaning the extensive numbers of shelves, books, and areas of glass.
• The organization and supervision of cleaning and maintenance usually forms part of the
curator’s or librarian’s job description.
• Control of UV rays exposure prevents document deterioration.

UNIT- 3 CONTRACT SERVICES

Contract is an agreement between two parties negotiating a businessdeal.

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 Outsourcing is a business decision to move internal work to anexternal provider.
A contract service provider must be 23-30% more productive than in housestaff.
Few questions to ask before considering outsourcing
 What are the costsinvolved?
 Is there a time, resource, or expertise constraint?
 Would an outsider have morecredibility?
 Is the activity part of the corebusiness?
 Can the contract be managed effectively?

REASONS FOR CONTRACT

Management do not have sufficient expertise

Specialized company will be more economical Lack of
skilled manpower
To carry out periodic cleaning task where it is expensive to train staff or purchase
such equipments.

USE OF CONTRACT SERVICES

Hotel cleaning
Linen – hotel and banquet
Equipment and furniture
Laundry – complete or part
Flower arrangement/ décor Pest
control
Horticulture
Waste management
Eco-friendly garbage disposal

CONTRACT SERVICES IN

HOUSEKEEPING

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 COMPLETE CLEANING PROGRAMMES: with all the work and responsibility
undertaken by the serviceprovider
REGULAR, SELECTED CLEANING: within an establishment to assist the existing
housekeeping staff e.g.: cleaning of public areas atnight
PERIODIC SERVICES e.g.: window cleaning, cleaning of walls and ceilings, cleaning of
carpets
HIRING CONTRACTS WITH VARIOUS RENTAL FIRMS for linen, equipment, conference
utilizesetc.
LEASING CONTRACTS for equipment, furniture, and furnishings, which are drawn up
for a given numbers of years? For furniture and upholstery (5-7 years);soft furnishings
(3years)
The ENTIRE HOUSEKEEPING OPERATIONS of the property put out on contract
by a hotel which will include allactivities.
CONSULTANCY SERVICES where a housekeeping expert visits the hotel and guides the
existing staff on achieving professionalstandards.

SLA: A service level agreement is part of a service contract where a service is formally defined.
An SLA formalizes arrangements between an organization and a supplier to deliver specific
devices, at specific levels and at an agreed upon price. A contract may include more than one
SLA.

CONTRACT SPECIFICATION

It is important that the executive housekeeper provides the service provider with a clearly
defined and detailed specification of work to be done
The period or duration of the contract, date of signing the contract, and a provision for
regular review of thespecification.
The schedule of areas to be serviced and frequency with which a job is to bedone
A description of the method, equipment ,and materials required as well as the hotel’s
quality expectation, including penalty and cancellation clauses
A list of the securityrequirements
Provision for adequate supervision, listing the hotel’s requirements specially.
Provision for storage areas, lockers and accommodation for the contracted staff.
The time expectation for the job, covering sickness and annual leave
verification of the insurance for workers, guests, hotel employees, and assets.

Specified frequencies of inspection agreed upon with the service provider. The remuneration

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 for the job, the terms and conditions of payment , and a termination procedure.

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 TYPES OF CONTRACT/PRICING OF CONTRACT/COSTING
OF CONTRACT/METHOD OF COSTING

The methods used to access the cost of the contract depends on its
Type
Size of the job beingcarried out
Skillsrequired
Policy ofcompany
Budget

1. Management fee for consultancy Service: The customer provides his own labor, equipments,
materials etc. and the contractor provides the management with the expertise and possible
supervisorystaff.
2. Fixed periodic cost: may be made either as a total cost or cost per unit of work. This is a very
commonly used method and is available intwo forms.
Uncontrolled input: The contractor agrees to provide a service of a given nature for a
specific cost. There is no indication of the number of workers, hours worked or the type of
equipment and materials used. Therefore it is essentialthat the specification is
detailedindeed.
Controlled input: This type of contract also specifies the minimumnumber of workers,
hours worked and otherequipments.
3. Cost plus profit % basis: This has an advantage of providing a perfectly viable, flexible
programme, as the customer is free to determine his own needs as things change (e.g. low
occupancy due to weather conditions). This also provides incentives for the contractor to
increasehis basic cost in order to earn moreprofits.

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4. Cost plus fixed fee basis: The contractor is reimbursed for all costs like that of equipment,
material, labor etc. and is paid a fixed fee for the management of the programme. This
provides a flexible programme along with elimination of any incentive to spend moremoney.

5. Unit rate agreements: Most contracts are agreed on unit rate basis. The details of the area to be
covered and the job frequency are given by the EHK. The service provider is asked to give the
cost as per thearea.
The cost is calculated on the basis of area measured by the contractor. The cost is
calculated in this way:-
Man hours = areas x time x frequency
e.g.:- If a contracted firm has to clean five different areas. Taking two hours each, twice a
week, then man hours will be calculated as:
Areas = 5, Time = 2 hours, Frequency = 2 times Then,
Man hours = 5 x 2 x 2 hours = 20 hours.

To the cost of wages (for workers & supervisors), the firm adds costs of equipments, agents,
and supplies, plus overheads and profits, and then quotes a price.

GUIDELINES FOR HIRING CONTRACT SERVICES

Detailed contract specification on number of hours, areas, responsibility, processes to be

used, frequency of service, time table and process of work. Check out their existing market
credibility by contract previous/currentclients. Check references thoroughly and visit other
jobsites.
Preferably select a contract provider with a local office.
Put out tenders and compare at least three quotations of the contractor. Consider the
length of contract and notice of termination.
Check on the professional quality of the contractor.
Ensure to know the names of the people on contract. Eg: Supervisor, staff Check on
security arrangements like gate pass, meals, and lockers.
Availability of references by visiting their other sites.
Ensure the contractor is registered and licensed under the contract Labour Act 1970.

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 ADVANTAGES:
1. Specialist with trained personnel andequipment.
2. Contractor is responsible for recruiting, training andpayment
3. No capital outlay of equipment. Capital may be used for otherinvestment
4. Contractor is completely responsible for the workundertaken
5. Emergency work may be undertaken in short time as they know their areaof expertise.
6. Exact cost of cleaning is known for a givenperiod.
7. No equipment lyingidle.
8. Contractor deals with industrial relation matters by solving problems between management
and unionworkers
9. Contractual workers can be terminated faster than the regularemployee.
10. Knowledgeable experts can provide sound advice and help reduce costsand legal risks

DISADVANTAGES:
1. Less flexibility to change as some control islost.
2. Contracting weakens the authority of the management over thequality.
3. Contracted workers may not have a sense of belonging as they are not a partof hotel.
4. Housekeeper loses control over theoperations.
5. There may be poor supervision as per the standardprocedures.
6. Natural tendency contract price may lead to loweredstandards.
7. Lowest tendered contract price may lead to loweredstandards.
8. Workers may not show up within the designated timeframe.
9. There may be problem regardingsecurity
10. Problems regarding liaison and cooperation between departments.

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UNIT- 4 ENERGY & WATER CONSERVATION IN HOTELS

What is Conservation?

The careful use of natural resources like energy and water to prevent them from being lost or
wasted in future.

How can youconserve

Reduce
Reuse
Recycle

We utilize external energy supplies to fulfil many of our basic needs. The various forms of
energy so harnessed include

Mechanical energy
Heat (solar or geo thermal
Electricity
Light (in form of rays)
Chemical fuels (such as oils, gases and wood)

However, due to over use, insufficient energy sources have become a global problem. Over 80
% of energy used is procured from fossil fuels such as coal and petroleum.
These fuels are depleting at an alarming rate.

For instance, hotel industry – A 5 star property having all facilities with 500 rooms pays about
12 lakhs per month as bill payment in the situation of power crisis. Whereas with energy
conservation method it is quite possible to save 15-20% and hotel can save up to 10lakhs per
year.

ENERGY MONITORING

Each member in the hotel should be made aware of the organisation’s concern regarding
the consumption of energy. Following are the important areas where the energy
consumption is more and strict guidelines need to be formed to maintain balance.

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 GUESTROOMS

Major portion of a hotel’s energy consumption is seen in guestrooms as energy is used for air-
conditioning, ventilation, and heating changes with weather conditions and lightings which is
directly proportion to occupancy

LAUNDRY

Large amount of energy is used for washing as well as finishing of clothes/articles. The amount
of consumption depends on what types of machines are installed and the type of fabric coming
to laundry.

LIGHTING

This accounts for 10-25 % of hotel’s electricity consumption (Lion’s share energy) .
Different types of lightings are used as requirement.

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 TIPS FOR ENERGY

CONSERVATION NATURAL LIGHT

- Installing of skylights and glass panes on the north face to improve natural
lighting

ALTERNATIVE SOURCES
Use solar energy available naturally

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 Use of photovoltaic and fuel cells for new appliances.

COOKING FUEL

Bio gas can be used to cook staff meal .A biogas plant may be installed and the organic
waste generated in the hotel can be used for the production ofbiogas.

TRANSPORT

Provide guest with bicycle

Walking maps
Information of public transport
Small solar powered vehicles can be used to ferry guest within the property
premises.

HEATING

Avoid overheating bedrooms and corridor areas. This is not only expensive,it can also
be uncomfortable for guests; aim for19-21°C
Ensure good control of your heating system. Use timer switches and thermostatic radiator
valves, and check that thermostats are unaffected by draughts, sunlight, radiators
andfireplaces
Service your boiler regularly. This could help you save up to 10% of your annual
heatingcosts
Ensure that pipe work feeding bedrooms and common areas is well insulated HOT

WATER

Do not overheat hot water. A temperature of 60°C is ideal:it provides comfortable hot
water and is hot enough to kill legionellabacteria
Consider fitting spray water taps, as they use less hot water and energy Make
sure that leaking taps are repaired promptly
Ensure that pipe work is well insulated

AIR CONDITIONING

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 Avoid operating the heating and cooling systems simultaneously. This can be a common
problem in hotels. Switch off heating when a temperature of 21°Chas
been reached. In addition, back-of-house temperatures can probably be set lower
than those at front of house
Avoid using air conditioning for cooling until the temperature exceeds 23-24°C
Implement a building management system (BEMS). These systems control and monitor
heating, ventilation and air conditioning, and can reduce total energy costs by 10% or
more

LIGHTING

Install occupancy and daylight sensors so that your lights are only onwhen required
Use low-energy lighting. Replace tungsten GLS lamps and T12 fluorescenttubes with
much more energy efficient items such as T5 tubes or compact fluorescent or LED
lamps0r HPSV, HPMV lamos.. These could help you reduce the electricity you consume
for lighting by up to 80%. Furthermore, some of the newer bulb types last more than
eight times longer than tungsten GLS lamps, and, as they produce less heat, they will put
less strain on the cooling required from your air conditioningsystem
Install high efficiency lighting systems with advance controls, including motion
sensors toed todimmer
Use of timer switch to switch off lights during hours when they are unlikely to be used.
Use translucent shade
Use light colour paints on walls and smooth surface.
In Guestrooms lights are switched on only after inserting key card. Light
fixtures at low height

REFRIGERATION

Defrost fridges regularly; check the seals on cold rooms and fridges; and keep
condensers and evaporatorsclean
When replacing or buying new, look for energy efficient units such as those that are A
rated. If possible, buy A++ units, as they have the lowest electricalrunning costs
Keep fridge doors closed as much as possible

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 WATER CONSERVATION

Fresh water shortage is a reality so effective water management is a necessity.

Water storage has become a recurring problem in India and many parts of the world o Conservation
is the greatest resource when it comes to water supply

TIPS FOR WATER CONSERVATION

Water Consumption in Bathroom:

1. Use dual plumbing in the design to use recycles water for flushing. Dual Piping is a
system of plumbing installations used to supply both potable and reclaimed water.

2. Use aerated taps and showers that gush out less water at high pressure Use

shower cubicles instead of bath tubs

3. Use dual flushing system for WCs

4. Automatic flushes activated by infra red sensors ideal for Public area washrooms.

5. Minimize wastage of water by using low flush, low flow showerheads and other water conserving
fixtures.

Use Grey Water System

Grey water is used water from bathroom sinks, showers and washing machines. It is not water that has
come into contact with faeces from the toilet. Grey water may contain traces of dirt, food, grease, hair,
and certain cleaning products. It is beneficial source of irrigation water in a yard

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 Sewage Treatment Plant

Treatment plant for recycling used water in the hotel o Treated water can be used for horticulture
purpose, flushing toilet.

Rainwater Harvesting

Replenish ground water by rainwater harvesting.

Hotel uses 80% fresh water and 20% grey water approximately. Rain water
harvesting save 25% water.

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Drip Irrigation Method

Pipes have small openings which are spread along the plants. Water through these pipes
irrigates only the roots and does not drench the wholeplant.

===

Timer Controlled Sprinkler

Water sprinkler may be timed and should be used early morning or lateevening as it minimizes
evaporation ofwater.

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Role of Education

Hotel staff should be aware of the concern regarding the consumption of energy. Energy
conservation guidelines should be thoroughly to the hotel staff.
Guidelines on Dos and Don’ts should be clearly mentioned
Supervision

KEY TERMS

AAC BLOCKS: Autoclaved aerated concrete blocks

BIOGAS: A mixture of methane and carbon dioxide produced by bacterial degradation of

organic matter, and used as fuel.

CFC’S: Chlorofluorocarbons. These are compounds responsible for ozone layer depletion.

CFL: Compact Fluorescent lamps.

COMPOST: Manure formed by the decomposition of organic matter by a mixed population of

microorganisms in warm, moist, and aerobic conditions over a specific period of time.

ECOTELS: Also called ‘green’ hotels, these are earth friendly or eco-sensitive hotels that conserve
natural resources, reduce waste, minimize pollution and maximize sustainability.

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 EPI: Energy Performance Index

FLY ASH: A waste product of the thermal power industry, it is used to make cement and AAC
blocks which are ideal materials for a ‘green’ building.

GREEN HOUSE GASES: Gases such as carbon dioxide, which contribute to the ‘greenhouse
effect’ by trapping the infra red radiation of the sun.

GREEN BUILDING: Any building that is sited, designed, constructed, operated and maintained for
the health and well being of the occupants while minimizing the impact on the environment.

GREY WATER: Waste water from baths, washing machines, and so on that is treated and
recycled especially for use in gardening and for flushing toilets.

HEAT ISLAND EFFECT: This occurs when developed urban areas have significantly higher average
temperatures than the rural areas surrounding them.

HIGH ALBEDO PAINT: Albedo is the measure of reflectivity of a surface

HPMVs: High Pressure Mercury Vapour Lamps

HPSVs: High Pressure Sodium Vapour Lamps

HVAC: Heating, ventilation, and air-conditioning

MDF: Medium density fibreboard.

MULCHES: Protective ground coverings of rotting vegetable matter spread upon garden and planter soil
to reduce evaporation and soil erosion. It also acts as manure for the plants.

R-VALUE: The measure of a materials resistance to heat flow.

TRELLIES: Grilles or latticed framed used in gardens for creepers

VERMICOMPOST: Natural organic manure comprising the excreta of earthworms fed on decomposed
organic wastes such as the dung of cattle and other animals, farm wastes, urban garbage such as paper
and rags

VOCs: Volatile Organic Compounds

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 UNIT- 5 FIRST AID AND SAFETY

FIRST AID – The first assistance or treatment given to a casualty for any injury or sudden
illness before the arrival an ambulance or doctor.

PRINCIPLES OF FIRST AID DO’S

1. Act in a relaxed and logicalfashion.

2. Always speak to thecasualty

3. Be gentle butfirm

4. Never leave the casualtyalone

5. Never separate a child from his parents orguardian.

6. Quickest means of transport should be chosen to send the casualty to the hospital..

7. Always inform the police about seriousaccidents.

DO NOT

1. Touch a wound with your fingers or anyinstrument.

2. Put an unclean dressing or cloth over awound.

3. Allow bleeding tohappen

4. Allow a crowd to gather around thecasualty

5. Move causalityunnecessarily.

6. Take off clothingunnecessarily.

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 7. Allow a patient with a fracture or sprain to move until splints have been applied.

8. Fail to give artificial respiration whenneeded.

9. Allow air to reach a burned skinsurface

10. Washwounds

11. Try to reducedislocation

12. Forget to send for aphysician

FIRST –AID BOX

It contains medical supplies for emergency use and is usually kept in the housekeeping department.

First Aid box must at least contain the following items:

S.NO. ARTICLE PURPOSE

1 FIRST AID BOOK For reference
2. ANTISEPTIC CREAM Cuts and grazes
3. SAVLON OR DETTOL Antiseptic solution
4. ANTIHISTAMINE LOTION Rubbed on bites, stings and sunburn

5. ANTACID TABLETS Mild indigestion

6. ANTI-DIARRHOEAL TABLETS Relieve diarrhoea
7. PARACETAMOL Relieving pain and high
temperature
8. ASPIRIN Relieving pain and high
temperature
9. METHYL SALICYLATE Rub into a strained or bruised muscle.
OINTMENT
10. EYE OINTMENT Bacterial infection in eyes
11. SOFRAMYCIN SKIN Bacterial infection of the skin

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 OINTMENT
12. TRAVEL SICKNESS For nausea
TABLETS
13. CLINICAL THERMOMETER To measure body temperature
14. STERILIZED DRESSING Use on fingers, hands and feet
15. CREPE BANDAGE For strained joint such as knee or wrist

16. ADHESIVE PLASTER To secure dressing

17. EYE PAD Eye injury
18. TWEEZERS To remove splinters from the skin
19. DRESSING SCISSORS When cutting away dressing or bandage

20. SAFETY PINS Fixing bandages

21. PAD AND PENCIL For writing

FIRST AID PROCEDURE

Two important techniques for Artificial Respiration are:

1. CARDIOPULMONARY RESUSCITATION(CPR)
2. HOLGER NIELSON METHOD
ABCs of artificial respiration are
asfollows: A for AIRWAY: Clearairway
B for BREATHING: Restore breathing
C for CIRCULATION: Restore circulation

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PROCEDURE

CARDIOPULMONARY HOLGER NIELSON METHOD

RESUSCITATION (CPR)
1. Clearairway 1. Turn the patient’s face downwards with the head
2. Breath into victim’s mouth four turned to oneside
timesquickly 2. Kneel towards patient’s head and place both
3. Compress chest 15 times 4.Give your hands over the shoulder blades.
2 quick lunginflation 3. Apply pressure slowly rockingforward.
5. Alternate 15 chest compressions 4. As the pressure is released by rocking backward,
with 2 quick lung inflations. raise patient’s arm by elbows to expand thechest.
6. In a minute, the victim should revive. 5. Each phase of expansion and compression
should last about2.5 seconds.

6. Complete cycle should be repeated 12 times

perminute.
7. Repeat the process until the doctor or
ambulancearrives.

RECOVERY POSITION
• Unconscious casualty should be placed in recovery position
• Prevents the toungue from rolling over and blocking the throat
• Head is slightly lower than rest of the body
• Allows fluids to drain from mouth
• Reduce risk of inhaling stomach acid or saliva
• Remove spectacles or any bulky object before turning casualty in
recovery position
• Recovery position is always on the left side.

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FIRST AID COMMON SITUATIONS

SITUATION CAUSE FIRST AID

SUFFOCATION Exposure to a 1. Find the cause of suffocation and removeit.

poisonous gas 2.Open the windows or take the victim out into
the openair
3.Remove the obstruction from the
victim’s nose ormouth
4. Give artificial respiration if breathing
hasstopped.

ASTHMA Attack of asthma 1.Prescribed use of an inhaler 2.Ckeck the

progress of the patient
BURNS AND Dry heat or by hot fat 1. Immediately hold the injury under cold
SCALDS or oil running water for 5minutes.
2.In case of small burn ,simply expose toair
(First degree and 3.Do not apply any oil orointment
second-degree 5. Do not prick or remove blisters.
burns CHEMICAL BURNS
Strong acid or alkali
 Placed under cold 1. Put the victim under cold running water.
running water FIRE BURNS
 Expose to air.) 1. Smother the flames in a rug or blanket.
2.Lay the personflat
(Third degree 3. Remove any smoldering clothing not adhering
burns to theskin.
 Never placed Moist heat, hot 4. Arrange for wet and cleancloth.
SCALDS
under cold running liquids or steam.
water.
1. Remove any hot clothing from the skin.
 Don’t expose to
2. Pour plenty of cold water over the burnedarea.
air.
 Cover with
clean cloth)

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 CHOKING Violent coughing or 1. If coughing does not clear the blockage, bend
foreign body is caught in the victim and give a hard slap between the
the windpipe shoulder blades.
2. In case of child, hold him/her upside down and
slap on theback
3. In extreme cases, get medicalaid

CUTS AND In many ways 1. Clean the wound with warm water and
ABRASION antisepticsolution
2. Cover with a cleandressing
3. large cuts should be taken care by doctor

DISLOCATION Joint is dislocated by any 1.Do not replace the bone in its proper place
accident 2. Keep the part as still as possible till medical aid
arrives.
ELECTRIC Contact with the 1. Victim should not be touched until electric
SHOCK electrical equipment. current has been switchedoff.
2. Hand over any insulator article to the victim.
3. Give chest pump or mouth to mouth
respiration if breathing is notproper.
4. Provide medical assistance in
extremecases.

EYE INJURIES Dust or foreign 1. Lift the lid of the affected eye and try to
particle in the eye remove the object with the corner of a
cleanhandkerchief.
2. If the particle is not visible cover with a
gaugepad.
3. In case of any acid, wash the eye with splashes
of water severaltimes
FAINTING Sudden reduction in 1. Get the person lie down with the feet raised
blood flow or oxygen to above the level of the head. 2.Loosen any tight
the head. clothing around the neck, chest, and waist
3. If indoor, open the windows.

FRACTURE Accident 1. Do not move the victim from theaffectedarea

2. Take the victim to thedoctor.

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 HEART Insufficient blood 1. Allowed to sit forward in achair.
ATTACK supply 2. Chew and swallow aspirin
3. Take chest pain medicine if previously
prescribed by doctor
4. Start CPR if person is unconscious
5. Assist with adoctor.
NOSE BLEED Hot weather 1. Make the victim sit down with head over a sink
orbowl
2. Pinch the sides of the nose together; apply a
cold pad to the bridge of the nose.
3. If bleeding is not stopping take the patient to
thedoctor.

SPRAIN Accident 1. Needs to be bandaged with a crepe bandage.

2. In case of severe pain, person
should be taken to the hospital.

INDIGESTION Acidity 1. Antacid preparation such as milk of magnesia or

gelusil may be provided.
STROKE Restricted blood supply to 1. May result in some degree of paralysis and
some part of the brain problem in seeing
2. Don’t give anything to eat or drink.
3. call an ambulance

SNAKE BITE snake bite 1. Move beyond the snake's striking distance.
2. Remain still and calm to help slow the
spread of venom.
3. Remove jewelry and tight clothing before
you it swell.
4. Position the casualty’s bite below the level
of your heart if possible
5. Don't use a tourniquet or apply ice.
6. Don't cut the wound or attempt to remove
the venom.

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