PLANNING & ORGANISING THE HOUSEKEEPING DEPARTMENT

Planning is probably the Executive Housekeepers 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 differ slightly 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 lead 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.

Frequency Schedule: It indicates how often items on 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 special cleaning projects.

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:

ü Cleaning methods are correctly selected and systematically followed.

ü The ideal cleaning agents are used on the various surfaces involved.

ü The correct pieces of equipment are used on the various surfaces

involved.

ü Cleaning tasks are carried out at required frequencies.

ü All the employees carry out their cleaning tasks in a consistent manner.

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

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 their 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:

ü The type and age of the property.

ü The type of surfaces involved and the degrees and type of soiling.

ü The accessibility of the work area from the service areas.

ü The frequency of cleaning.

ü The amount of traffic in the work areas.

ü The type of cleaning supplies and equipment available.

ü The function of the work area.

ü The quality of supervision and inspection.

ü The expected standards of cleaning.

ü The quality of employees.

Example of productive standard worksheet:

Total Shift Time = 9 hrs X 60 mins = 540 mins.

Beginning of Morning Shift = 20 mins
Tea Break = 10 mins
Lunch = 30 mins
Evening Tea Break = 10 mins
End of Morning Shift = 20 mins (handover)

Therefore, the room attendant is there for 450 mins in guest room (540-
90) and each room takes 30 mins to clean. Therefore, the attendant can
clean 15 rooms in 450 mins.

Time and motion study in housekeeping operations:

Extensive research in the form of time and motion studies to analyse work
methods has helped the industry to find better and easier ways to carry out
tasks and save time and energy. The time and motion studies for a task
calculate how long it takes, on an average, to perform a certain task. This
helps in calculating staffing levels. To do a time and motion study, several
staff members perform the same task (say, bed-making), one by one, their
movements are studies and clocked. The results are compared and an
analysis is done as to how long it takes on an average to perform the task.
The best practices derived from this study are then used by everyone, so
that the resulting performance will be more standardized and more
predictable. Any of the methods discussed below can be used by the
executive housekeeper to do a time and motion study in her department.

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 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.

Chronocyclography: In this technique, a film of the activity is made with

small lights attached to the middle finger. The pattern or movement is
filmed and finally analysed to find out which movements were unnecessary
or arrhythmic and can be eliminated or improved upon.

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 ‘SOP’s’
or standard operating procedures. They are also referred to as ‘work cards’
or ‘order of work’ documents.

SOP’s comprise the following information:

ü The job to be done

ü Equipment and materials required

ü Procedure of work

ü Safety factors

ü Time required to do the job

The goals in establishing SOP’s are as follows:

ü To aid standardization

ü To help in training

ü To preserve surfaces and materials

ü To ensure the completion of a task successfully

ü To effect a saving on cleaning equipment and agents

ü To prevent accidents

ü To help in training

ü To ensure the completion of a task successfully

ü To aid the compiling of work schedules and help in staffing requirements

Job allocation and 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:

ü The position of the employee

ü The area of operation

ü The time at which the employee has to perform the allotted task

ü Timings of meals, breaks, and any special jobs

ü 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.

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:
ü The type of hotel it is

ü The location of the hotel

ü Traditions and customs of the locality

ü The size of the hotel (in terms of number of rooms)

ü The occupancy rate of the hotel

ü Management needs

ü Company policies

ü The quantity of work to be done

ü The quality of work expected, that is, the standards to be met

ü The time needed to do the work

ü The frequency with which the work needs to be done

ü The time when the work area is available

ü 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.

Thumb rules for determining staff strength

Executive housekeeper: 1 for a 300 room property

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

Floor supervisors: 1 per 60 rooms for the morning shift; 1 for the evening
shift; 1 for the night shift.

Public area supervisors: 1 for each shift

Linen/uniform room supervisors: 1

Room attendants: 1 per 16 rooms for the morning shift; 1 per 30 rooms
for the evening shift (if turn down service is provided)

Linen and uniform room attendants: 2

Housemen: depends on the size of public areas and functions expected, but
on average, 1 per 60 rooms

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

Planning duty roasters: Duty roasters specify the allotment of jobs, hours
of duty, and days off for each 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 in advance.

Advantages for a duty roaster: Planning a duty roaster in advance helps

to ensure:
ü The exact number of staff required to be on duty at any given occupancy.

ü That staff working hours are as per their employment contract.

ü That regular off-days are availed for enhancing productivity.

ü Knowledge of which employees are present on the premises in instances

of emergencies.

ü 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. 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.

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.

ü Reward teamwork by praising the team and giving them choice

assignments, raises, and promotions.

ü Include teamwork as a criterion during the employee’s performance

appraisals.

ü Rotate special assignments, allowing everyone an opportunity to shine as

an individual occasionally.

ü Consider ideas generated jointly by the team as well as individual ideas.

ü Share information and give the team a say in decision-making.

ü Give credit to the team for jobs well done.

ü Set an example of cooperation with others and yourself.

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

of these are as follows:

ü A principal advantage to the manager is in being able to schedule a group

of people as though they were one entity.

ü 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.

ü Team spirit will cause the entire group to excel in operations. GRAs who
excel in room cleaning help the poorer performers on the team to improve.

ü Absenteeism and tardiness get better resolved at the team level because
one member being absent or late could have a negative effect on the entire
team’s reputation.

ü With increasing concern for safety and security, assigning two or more
GRA’s to clean a room could save expenses on liabilities and lawsuits.

ü Mundane cleaning tasks may become fun when performed as a team.

ü Fewer tools are needed-for example, one room attendant’s cart, one
vacuum cleaner, and one hand caddy can equip a team of two.

ü 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 so on.

ü Bringing new employees up to the required standards becomes easier

since they have buddies to coach them along the way.
ü There is saving on labour costs since team workers complete work
faster, 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
the following considerations:

ü Have linen and cleaning inventories equally distributed so that teams do

not fight over supplies.

ü 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 the executive housekeeper should make sure
that adequate supplies are available and teams are given an accurate list of
room assignments.

ü Scheduling may require special effort to accommodate team members

getting the same days off.

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:

ü Draft a compelling vision

ü Communicate passionately

ü Get cooperation from others

ü Inspire and pull employees towards goals

ü Provide direction and momentum

ü Be assertive if necessary

ü Learn from other leaders

ü Make decisions in line with the vision

ü Get feedback

ü Command and not demand respect and loyalty

ü 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:

ü Autocratic: imposes own decision with/without explanation to

subordinates

ü Participative: decision made after prior consultation with subordinates

ü Democratic: joint decision arrived at

ü Laissez faire: decisions taken by delegation

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 principal one in actuality.

TRAINING IN HOUSEKEEPING DEPARTMENT

The efficiency and economy with which any department will operate will
depend on the ability of each member of the organization to do his or her
job. Such ability will depend in part on past experiences, but more
commonly it can be credited to the type and quality of training offered.
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.

First Training: First training of a new employee actually starts with a

continuation of department orientation. When a new employee is turned
over to the housekeeping or environmental services department,
orientation usually continues by familiarizing the employee with
department rules and regulations. Many housekeeping departments have
their own department employee handbooks. Although these handbooks are
for completely different types of organizations, the substance of their
publications is essentially the same; both are designed to familiarize each
new employee with his or her surroundings. Handbooks should be written
in such a way as to inspire employees to become team members,
committed to company objectives.

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 of products

4. Window and mirror cleaning: Techniques and products

5. Setup awareness: Room setups; what a properly serviced room should
look like

6. Bathroom cleaning: Tub and toilet sanitation; appearance; methods of

cleaning and results desired

7. Daily routine: An orderly procedure for the conduct of the day’s work;
daily communications

8. Caring for and using equipment: Housekeeper cart; loading

9. Industrial safety: Product use; guest safety; fire and other emergencies

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. Attitudes among
section housekeepers need to be such that, occasionally, when rooms
require extra effort to be brought back to standard, it is viewed as being a
part of rendering service to the guest who paid to enjoy the room. The
following is a list of areas in which attitude guidance is important:

1. The guest

2. The department manager and immediate supervisor

3. A guestroom that is in a state of great disarray

4. The hotel and company

5. The uniform

6. Appearance

7. Personal hygiene
MEETING STANDARDS: The most important task of the trainer is to
prepare new employees to meet standards. With this aim in mind, sequence
of performance in cleaning a guestroom is most important in order that
efficiency in accomplishing day-to-day tasks may be developed. In addition,
the best method of accomplishing a task should be presented to the new
trainee. Once the task has been learned, the next thing is to meet standards,
which may not necessarily mean doing the job the way the person has been
trained.

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 other
facilities

2. Knowledge of employee rights and benefits

3. Understanding of grievance procedure

4. Knowing top managers by sight and by name

Ongoing Training: There is a need to conduct ongoing training for all

employees, regardless of how long they have been members of the
department. There are two instances when additional training is needed:

(1)The purchase of new equipment, and

(2) Change in or unusual employee behaviour while on the job.

When new equipment is purchased, employees need to know how the new
equipment differs from present equipment, what new skills or knowledge
are required to operate the equipment, who will need this knowledge, and
when. New equipment may also require new attitudes about work habits.
Employee behaviour while on the job that is seen as an indicator for
additional training may be divided into two categories: events that the
manager witnesses and events that the manager is told about by the
employees. Events that the manager witnesses that indicate a need for
training are frequent employee absence, considerable spoilage of products,
carelessness, a high rate of accidents, and resisting direction by
supervisors. Events that the manager might be told about that indicate a
need for training are that something doesn’t work right (product isn’t any
good), something is dangerous to work with, something is making work
harder. Although training is vital for any organization to function at top
efficiency, it is expensive. The money and man-hours expended must
therefore be worth the investment. There must be a balance between the
money spent training employees and the benefits of productivity and high-
efficiency performance. A simple method of determining the need for
training is to measure performance of workers: Find out what is going on at
present on the job, and match this performance with what should be
happening. The difference, if any, describes how much training is needed. In
conducting performance analysis, the following question should be asked:
Could the employee do the job or task if his or her life depended on the
result? If the employee could not do the job even if his or her life depended
on the outcome, there is a deficiency of knowledge (DK). If the employee
could have done the job if his or her life depended on the outcome, but did
not, there is a deficiency of execution (DE). Some of the causes of
deficiencies of execution include task interference, lack of feedback
(employee doesn’t know when the job is being performed correctly or
incorrectly), and the balance of consequences (some employees like doing
certain tasks better than others). If either deficiency of knowledge or
deficiency of execution exists, training must be conducted. The approach or
the method of training may differ, however. Deficiencies of knowledge can
be corrected by training the employee to do the job, then observing and
correcting as necessary until the task is proficiently performed. Deficiency of
execution is usually corrected by searching for the underlying cause of lack of
performance, not by teaching the actual task.

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 perform it. 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 discussed below:

ü LECTURES: The lecture method reaches the largest number of students

per instructor. 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 require special facilities.

ü CONFERENCES: The conference method of instruction is often referred

to as workshop training. 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.
ü 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 sale of 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 the
trainer’s time is paid for out of training funds, and clean room production is
not necessary during the workday.

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 new position.

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.
8.COACH-PUPIL METHOD: The coach-pupil method is similar to OJT
except that each instructor has only one student (a one-to-one
relationship). This method is desired, provided that there are enough
qualified instructors to have several training units in progress at the same
time.

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

Development: It is possible to have two students sitting side by side in a

classroom, with one being trained and the other being developed. Recall
that the definition of training is preparing a person to do a job for which he
or she is hired or to improve upon performance of a current job.
Development is preparing a person for advancement or to assume greater
responsibility. The techniques are the same, but the end result is quite
different. Whereas training begins after orientation of an employee who is
hired to do a specific job, upon introduction of new equipment, or upon
observation and communication with employees indicating a need for
training, development begins with the identification of a specific employee
who has shown potential for advancement. Training for promotion or to
improve potential is in fact development and must always include a much
neglected type of training—supervisory training. Many forms of
developmental training may be given on the property; other forms might
include sending candidates to schools and seminars. Developmental
training is associated primarily with supervisors and managerial
development and may encompass many types of experiences.
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
amount ordered.

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 must be 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 minimum quantity figures are established based on the rate of
consumption of a particular inventory item over a certain period. The
following formula may be used:

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 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:

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:

ü The suitability of the product for its intended use.

ü The expected useful lifespan of the linen.

ü The purchase price.

ü 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

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:

ü The cost of the order being placed

ü The cost of storage and carrying charges for holding stocks

ü Quantity discount

ü Stock level and order point

ü Buffer stock

ü 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 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:

ü Knowledge and experience

ü Catalogues, internet, etc

ü Hotel supplies directories

ü Salespersons

ü Trade associations and association companies

Stages in purchasing: There are two stages in purchasing.

Pre-order stage: It includes the following:

ü 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.

ü 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.

ü Procurement of samples for approval: The concerned people in the

organisation must approve of the samples before an order is finalised.

ü 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.

Post-order stage: The following steps are involved:

ü 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.

ü 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.

ü Follow-up: There should be a regular follow-up to ensure that the items

requested will be delivered on time.
ü Dispatch advice: A dispatch advice note should be sought from the
supplier to expedite the process of receipt.

ü 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.

ü 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.

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.

4. Contract purchasing: This method of purchasing assist 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 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.

STOCK RECORDS – ISSUING AND CONTROL

Reason for developing an efficient and effective control system are as

follows:
ü Shortage or poor stock rotation will reduce standards and therefore
directly reduce revenue.

ü When supplies are lacking items may need to be borrowed from other
sections.

ü Excessive stock may constitute a safety risk and reduce cash flow.

ü Losses may occur will must be identified, caused established, and

controls implemented.

ü Good storage control is necessary ti implement health and safety

procedures eg. Care for substances hazardous to health safe procedures.

ü Monitoring of use and product evaluation is better achieved.

ü Budgetary control is facilitated.

ü Standardization of quality 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:

ü A good technical knowledge of the products especially the shelf life of the
products.

ü The ability to deal with suppliers, own staff, and personnel from other
departments as well as the management.

ü The ability to count and measure accurately and keep up-to-date record
on costs and level.

ü Knowledge of up-to-date legislation e.g. health and safety legislations.

ü Absolute honesty and trustworthiness in all dealings.

Stores and stock control involves:

ü Ordering

ü Delivery of goods

ü Storage

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 on the type and size of
the establishment. Upon arrival at the stores all goods must be recorded
and added to the original stock “goods received books”.

Bin card: It is a record of all the receipt and issue of a particular item and is
either attached to the particular books or kept in a file.

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

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.
Issuing: The system of issuing goods from the stores in various
departments will vary but a right system of issuing should be in operation.
All issues should be made against requisition or specification for ease of
control. In various departments forms items should be checked and
weighed accurately before the order is made ready for dispatch. In some
establishments stores may be issued daily, weekly, or monthly by a topping
up system to meet a required basic stock imprest system.

New for old, or full for empty: Whichever system is used spot checks
should be made by the supervisor to check usage rate and prevent wastage
and pilfering. Staff should be discouraged from ordering more than is
actually required, and issue should be permitted only on the stated day or
time unless there is an emergency.

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.

THE IMPORTANCE OF HOUSEKEEPING: Housekeeping, the maintenance

of a clean, pleasant and orderly environment has always formed an
essential part of civilized living. It is a labour intensive activity though less
so now than in earlier times, when there were few mechanical aids and
labour was so cheap and plentiful that its cost was not an important
consideration. The importance of the role of the housekeeper in
management is rarely fully recognised, and the consequences of poor
housekeeping are not always appreciated. The housekeeper will have
different duties depending on the priorities of the particular establishment,
type and size of establishment, the number of staff employed, company
policy, the number and extent of contract services used and the function of
other department. The job can be very demanding and time-consuming,
and 60-70% of the time may be spent dealing with personnel in all its
aspects. Some of the main duties and responsibilities are indicated below:

ü The recruitment and dismissal of staff within the department

ü Staff training and appraisal

ü The control and supervision of staff

ü Implementing the policy of the company, organising work schedules,

duty roasters, setting standards and achieving goals

ü The control and supervision of the linen room

ü Security of the establishment

ü Maintenance of the buildings and contents eg. Equipments, furniture’s

and fittings

ü The keeping of all relevant records on staff, finance, equipment,

materials, re-decorating, room occupancy and special functions

ü The welfare of staff and customers

ü The purchasing of supplies and equipment

HOUSEKEEPING IN HOTELS: Hotels are commercially run operations for

the customer who has a choice of where to stay, and pays for the
accommodation and services received. The housekeeper has to bear in
mind that the customers must be attracted to the establishment so
marketing and selling are important factors. Furthermore amenities and
services are geared to meet the demands of the market for which the hotel
is catering. Within hotels the cleaning and domestic services are provided
by the housekeeping department. The function of the hotel housekeeping
department is to provide, organize, and control the cleaning, linen and
laundry and room servicing throughout the hotel. The standard of this
work and particularly the type and amount of room servicing will depend
upon the level of accommodation provided. The provision of these services
will be reflected in the tariff for each room.

The aims of this department are:

ü To provide these services economically and efficiently

ü To promote the comfort of the guest, staff and visitors

ü To assist in the maintenance of the fabric of the building, whilst

contributing to a safe and healthy environment

The department will also be required to provide those “finishing” touches

which will increase a guest’s enjoyment of his stay at a hotel e.g. flower
arrangements, personal laundry/dry cleaning service and hotel literature.
The only form of catering with which the department will normally be
involved with is the provision of early morning tea and sometimes the
service of continental breakfasts when these are taken in the guest’s room.

HOUSEKEEPING IN RESIDENTIAL ESTABLISHMENTS: 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. 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 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.

Duties of domestic bursar: 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:

ü Budgetary control

ü Staff recruitment and discipline

ü Staff training and welfare

ü Establishment and maintenance of standards of service

ü Preparation of work schedules and rotas

ü Reporting and checking of maintenance requirements

ü Control of gardening and maintenance staff

ü Control of laundry and linen room

ü Control of kitchen staff

ü Ordering of food, cleaning equipment, materials, and linen

ü Care of lost property

ü Security, including the care of keys

ü Fire precautions

ü Stock control

ü Provision of advice and reports with respect to staffing and finance

ü Conference organiser

Large universities are managed in several different ways. The

accommodation manager may be in charge of the student accommodation
on and off campus, but in other management set ups there will be an
overall domestic manager sometimes known as a director of the residential
organisation. In this case the director will be responsible for

ü Catering

ü Housekeeping of student halls

ü Co-ordination of maintenance and repairs

ü Organisation of off campus student accommodation

His/her important responsibility is cost control and standards. In a

university all administration comes under the responsibility of the
registrar but his/her prime concern is the academic side. The bursar on the
other hand is in charge of services. The department heads have following
responsibilities:

ü The estate manager is in charge of all building and maintenance

including of the grounds.

ü The catering manager is in charge of all the food and beverage outlets
including the cleaning of those areas.

ü The service manager or superintendent caretaker is in charge of the

cleaning of all public areas, classrooms, lecture theatres, laboratories and
any other teaching areas as well as offices and toilets.

ü The accommodation manager is in charge of cleanliness and organisation

of all student accommodation.

Although universities do get government grants they are largely self

financing organisations and they must at least break even at the end of any
one financial year. With this policy in mind it is the job of the
accommodation manager to play his/her part by marketing
accommodation during vacations and keeping control over costs of the
accommodation function. Apart from the financial side of the operations
the accommodation manager must be concerned with the well being of the
students and staff, the cleanliness and hygiene of the accommodation and
of course the smooth running of the department. A housekeeper will
normally be in charge of a hall of residence containing up to 500 beds.
Students usually have single study bedrooms with shared toilets and
shower facilities but in some colleges and universities, there are also
shared bedrooms. The halls may be single sea or mixed but they are of two
types:

ü Fully catering halls in which case the housekeeper is normally

responsible for both catering and housekeeping services to the hall.

ü Self catering halls in which case the housekeeper is simply in charge of

housekeeping services as the students cook for themselves.
The housekeeper who also is sometimes known as a domestic bursar is
responsible for the following in his/her particular hall.

ü Cleanliness and hygiene

ü Pest control

ü Keys and student mail

ü His/her own staff welfare, work supplies and organisation

ü Linen

ü Bed control-one person per bed so avoiding financial/ethical problems

for the hall and study problems for the student

The housekeeper in a hall of residence should always on duty when the

students check in. A rooming list will have been issued previously from the
accommodation secretary so that s/he knows exactly who has been allotted
to which room. Room keys are handed out on arrival and often a small
deposit is taken to cover the cost of the loss of the key or any damage to the
study bedroom or breakages in the hall when students check out. The
housekeeper must always be on hand to do an inventory as items do tend
to take on the role of souvenirs.

HOUSEKEEPING IN HOSPITALS: The function of the domestic services

department in a hospital is to provide, organize and control an effective
cleaning service for the whole of the hospital i.e. wards theatre areas,
outpatients, laboratories, specialist e.g. remedial departments, gymnasia,
offices, staff facilities, patient’s recreational areas and residences. In some
hospitals the departments may also be responsible for the cleaning of the
catering department. The work of the department is primarily cleaning,
with the aim of producing a technically clean, aesthetically pleasant
environment which will:

ü Assist in promoting the comfort of patients, visitors and staff.

ü Contribute to the health care of the patients by using cleaning

procedures which will control harmful organisms and help to prevent the
spread of infection.

ü Contribute to the maintenance of the fabric of the building.

The work in the patient areas is carried out around the patients. The
method of work chosen must therefore be quiet, fast and efficient and
disturb the patients as little as possible. This also means that the domestic
stall who work on patient areas must be of a temperament that can cope
with working among sick people. The provision of linen and laundry
services is normally the responsibility of the laundry manager and his/her
department.

DUTIES AND RESPONSIBILITIES OF DOMESTIC SERVICES MANAGER IN

HOSPITALS

The smooth running of the domestic services department of a particular

hospital or hospital units
Advice on domestic services within the district
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.
Health safety and security
Pest control
Good co-ordination with other departments
Control of any contract agencies such as window cleaners
Liaison with unions
Efficiency and cost effectiveness
Cleanliness of staff residencies
Staff uniforms
Staff recruitment training and welfare

Domestic Service Manager

Secretary

Assistant domestic services manager

Domestic supervisor

Domestic assistants Team Cleaners

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.

The sanitary areas (bathrooms and toilets)

The kitchen area (each ward usually has a small kitchen for the preparation
of beverages etc.)
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.

ü Bed making

ü Service of food and beverages

ü Cleaning any food trays and possibly washing up

ü Arranging flowers

ü Delivering and collection of patient’s mail

ü Taking care of patient’s needs e.g. shopping

ü Care of clothes and personal belongings

ü 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 RESIDENTIAL HOMES: While the basic cleaning has to

be done and the principles are the same as in other residential
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 MUSEUMS, ART GALLERIES, LIBRARIES AND

ARCHIVES: Those establishments will include display areas, exhibits,
workshops, archive areas for old documents and/or books and extensive
shelving carrying books. Particular problems include:

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. The cleaning of
technical areas and exhibits is normally undertaken by curatorial staff and
by cleaning staff under their supervision.

PUBLIC TOILETS: are frequently subjected to heavy soiling and vandalism.

Routine cleaning is undertaken by an attendant.

SPORTS AND LEISURE CENTRES: Will include squash courts, gymnasia,

swimming pools, restaurants and bars, indoor bowling greens and sport
courts. Particular problems will include

Extensive usage during day and evening

Need to maintain the floors of gymnasia and squash courts
High standard of hygiene required in wet areas
Maintenance of air and water conditioning plant.

SUMMARY OF THE KNOWLEDGE AND SKILLS REQUIRED BY

SUPERVISORS IN ACCOMODATION AND CLEANING SERVICES

An understanding of the contribution of accommodation and cleaning

services to the organisation in which they work.
Technical knowledge and skills-the nature of soil, cleaning equipments,
cleaning agents, protective finishes, materials, fixtures and fittings, cleaning
and servicing procedures.
Supervisory skills-planning, organizing, controlling, leading.
The ability to communicate effectively.
Legal requirements-health safety welfare, industrial relations and their
application.
The ability to develop more efficient methods of work.
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:

Supervision of the daily cleaning and the organisation and supervision of

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

Contract is an agreement enforceable by law made between two or more

persons by which rights are acquired by one or more to act for bearness on
the part of the others (Indian Contract Act 1872)

Essential elements of contract:

1. Offer and acceptance

2. Legal relation

3. Legality of object

4. Capability

5. Free consent

6. Certainty

7. Promise of performance

8. Writing and registration

Services usually given on contract:

ü Cleaning: This can be on consultancy basis or specialist work (e.g. deep
cleaning). Contract cleaners provide both general and specialized services
which can include general cleaning of public rooms, toilets, kitchens,
provision of bedroom cleaning services, periodic cleaning of walls, ceiling,
carpets, upholstery, windows, and different surfaces.

ü Linen hire: full linen hires service or specialized items e.g. uniforms,
towels, banqueting items, etc.

ü Laundry and flower arrangement: completely or partly.

ü Personal services/products: shoe cleaning machine, dispensers for

towels, soap, dust control, pest control, refuse collection, horticulture and
landscaping.

Method of costing: The methods used to access the cost of the contract
depends on its

ü Type

ü Size of the job being carried out

ü Skills required

ü Policy of company

ü Budget

Management fee, consultancy basis: The customer provides his own labour,
equipments, materials etc. and the contractor provides the management
with the expertise and possible supervisory staff.

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 in two forms.
ü 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
essential that the specification is detailed indeed.

ü Controlled input: This type of contract also specifies the minimum

number of workers, hours worked and other equipments.

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 increase his basic cost in
order to earn more profits.
Cost plus fixed fee basis: The contractor is reimbursed for all costs like that
of equipment, material, labour 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 more money.

Guidelines for hiring contract services

ü Prepare a detailed specification indicating exact number of working

hours, areas, process, frequency, time factor etc.

ü Put out tenders to at least three contractors and compare their rates, not
necessarily choose the cheapest one because the work standard may be
poor. Strike out a balance.

ü Consider the length of contract. It should not be more than two years.
Also, the condition of termination should be penned down clearly.

ü Careful study should be made regarding payment methods.

ü Try to select a local contractor.

ü Check the type and amount of supervision.

ü Check on all other arrangement after the contract is awarded like that of
security passes, meal coupons, locker facility etc.

ü Spot checking the work after the contract has been awarded.

Advantages of contract services

ü A budget can be worked out accurately because the price is known for a
given period and may be economical than direct labour and services.

ü The contractor is responsible for recruiting, training, paying and

dismissing.

ü Contract services eliminate many of the problems between management

and unions.

ü The contract company may offer bigger pay than the direct labour and
therefore attract more qualified and competent staff.

ü Eliminates the need to buy specialized equipments and permit extra

work without the need of increasing the staff.

ü Specialized contractors may be able to cope more easily in case of an

emergency.

Disadvantages of contract services

ü Cost may be too high for the acceptor.

ü Weakens management authority over the quality and loyalty of staff

working in the premises.

ü Control is loosened over operations.

ü Poor supervision.

ü There is a natural tendency of the contractor to use poor quality product

which can cause damage to the building, furniture, etc.
ü Security may be weakened because of labour turnover.

ü There is often no solution if a contractor does not carry out his work
properly except to terminate the contract.

BUDGET

Topics covered:

ü Budget and budgetary controls

ü The budget process

ü Planning capital budget

ü Planning operation budget

ü Operating budget-controlling expenses-income statement

Definition: A budget is a plan which projects both the revenues the 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
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. 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.

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:

ü Reno;vation of rooms or public areas.

ü Addition of rooms or public areas.

ü Replacement of equipment, furnishings, carpets, etc.

ü 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:
Large equipment and machines.

Furniture, fixtures and fittings in rooms and public areas.

Linen and soft furnishings.

Uniforms.

Special project (construction of new rooms etc.)

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:

Cleaning and guest supplies

Office stationery and postage

Tailor shop expenses

Small cleaning equipment like brooms and brushes

Salaries and wages-includes retirement, benefits, bonus, allowances,

incentives, etc.

Heat, light, and power-air conditioning, heating, electricity consumption

Repairs and maintenance

Pest control

Laundry expense

Horticultural expense: includes florist expense (flowers, oasis and vases) and
landscaping expense (seeds, manure, saplings and flower pots)

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

Accurate record keeping: It enables the executive housekeeper to monitor

usage rates, inventory costs and variances in relation to standard cleaning
procedures.

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.

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.

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 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 actually show operations during an accounting
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.

Checklist for preparing a budget:

ü Know the present position of the hotel.

ü Review the previous year’s financial statements.

ü Look at the major sports events, festivals and holiday events for the year
ahead.

ü Check for any expansion plans, redecorating, raising standards,

increase/decrease of staff.
ü Check on the supplies needed-consider automation, new technology and
better products.

ü Take each cost heading separately and compile to form the final budget.

ü Plan for practical goals and do not over budget.

ü Take into account the inflation percentage. Prepare by looking at past

experiences, present knowledge and judgement of what is likely to happen.

ü Identify areas which can or cannot be controlled.

ü Review wages and salaries, operating costs and expenditure that is

variable, semi-variable, and fixed.

ü 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.

ü Prepare throughout the year for the next year’s budget noting changes
and scope for improvement.

ü 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.