E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 60 e-ISSN 2407-392X. p-ISSN 2541-0857 Managing Hotel Employees Achieving Wow!: A Conceptual Paper Kelik Hastjarjo* Sekolah Tinggi Pariwisata Bogor *Corresponding Author: hastjarjo@stpbogor.ac.id DOI: https://doi.org/10.24922/eot.v10i1.93658 Article Info Submitted: November 4th 2022 Accepted: March 17th 2023 Published: March 30th 2023 Abstract In the hotel business, humans are the ones who deliver service to the guests, so Everyone Must Wow! This research develops a conceptual model that creates an excellent service cycle. The method is a systematic literature review that synthesizes hotel services theories and empirics from books and journals. Results. The result is a conceptual model “Man- aging Hotel Employees Achieving Wow! Future research may be useful to select more or different practices to investigate the relationship with service quality, empirically. Keywords: hospitality culture; hospitality people; hospitality service cycle. INTRODUCTION Background Guestology is the study of guest be- havior (in the hospitality industry). The be- havior of guests is carefully observed, what are their wants, needs, abilities, and expec- tations about the experience during their stay at the hotel, so that hotel operators can adapt their service products to the current and future demands of their guests. Guestology means that all hotel em- ployees must treat customers like guests and manage the organization from the guest's point of view. The practice of guestology makes it possible to increase guest satisfaction, which leads to more re- peat visits, which in turn increases revenue (Ford et al. 2012). So, Everyone must Wow! Then, a guestologist strives to understand and plan the expectations of the organization's targeted customers before they enter the service setting, so that everything is ready for each guest to have a successful and enjoyable experience. According to Ford et al (2012), here is the basic equation that captures all the components of the customer experience that must be effectively managed by the guestologist: Guest experience = service product + service setting + service delivery system. The human component (such as a restaurant server putting food on the table or a sound engineer at a rock concert, etc.) is included in the service delivery system, why is it so important? Because humans are the ones who deliver service to the guests, without humans, service can only be received by guests with cold robots. That is why: geologist = guest experience. Where is the geologist in the service-profit chain? If we look at the model, revenue and profitability growth start from internal http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 61 e-ISSN 2407-392X. p-ISSN 2541-0857 service quality. Internal quality is meas- ured by employees' feelings towards work, co-workers, and the company. What do service employee value most in the work- place? If we looking at the process, service employees develop communication skills and learn to interact with customers in ways that add depth and dimension to their work. This is a skill or career development (Heskett et al. 2008). Figure 1. The Component of Career Development for Frontline Service Employee Hotel managers must take a tailored approach to career development, compa- nies must also be flexible, view career de- velopment as an open system that can be adapted to each employee's situation. Re- search has provided evidence for a strong relationship between service employees' satisfaction with their training and devel- opment and their overall job satisfaction. Thus, the effectiveness of career develop- ment programs is the sustainability of the company, because employee satisfaction = customer satisfaction. (Heskett et al. 2008; Jackson & Sirianni, 2009). Jackson & Sirianni (2009) article provides a conceptual model of career de- velopment, providing a framework for bringing together many different career de- velopment areas. • Step 1: Identify strength and weakness The first component of the Jackson Jr. & Sirianni (2009) model is the identifi- cation of individual strengths and weak- nesses of employees. This assessment allows employees to choose a career direc- tion that suits their personality, abilities, and level of ambition. These personal qual- ities and work skills may include customer service and decision-making competen- cies, as well as interpersonal skills in work- ing with team members, supervisors, and other personnel. This allows service man- agers to work with their employees to high- light personal strengths and identify weak- nesses that need to be addressed to achieve their career goals. • Step 2:chart the appropriate course The second component is for man- agers to map out suitable programs for their staff members, which includes deter- mining the type of long-term career the employee wants and identifying the steps they must take to achieve these career goals. Some service employees may aspire to leave the front lines to work their way through the organization, while others are content to improve their performance in their current position. This phase helps http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 62 e-ISSN 2407-392X. p-ISSN 2541-0857 managers better understand their work- force and their career aspirations, and pro- vides service employees with outreach, ca- reer workshops, career counseling, and ca- reer information services. • Step 3: Take action to increase skills The third component consists of ac- tions managers take to improve the skills of their employees and overcome their weak- nesses, to prepare them for future opportu- nities—whether on or off the front lines. This phase includes mentoring, job enrich- ment, coaching, training programs, job ro- tations, and tuition assistance programs, all of which are intended to promote growth and self-improvement for service employees. Based on the service-profit chain (Heskett et al., 2008) and also on the model Jackson Jr. & Sirianni (2009) development programs should provide benefits to em- ployees, a positive impact on customers, and favorable outcomes for the company. Wow! HR activities focus on developing TM (talent management) capabilities through better resources and learning sys- tems, including their capacity to deal with tensions that arise. (Francis & Baum, 2018).What about the hotel and hospitality literature about managing its employees to achieve Wow!? Figure 2. Model of Managing Hotel Employees Achieving Wow! The purpose of this study is to re- view the literature to build a best practice framework for managing employees to achieve customer satisfaction in the hospi- tality industry. The research question is “How to manage hotel employees to achieve cus- tomer satisfaction in the hospitality indus- try based on the literature?” LITERATURE REVIEW Way to Wow!: Train Culture & Culture Train Model Managing Hotel Employees Achieving Wow! illustrated in Figure 2. Organizational culture can be a significant competitive advantage if it is of value to its members, is unique, and cannot be easily imitated by others. If an organization has a strong culture that cannot be easily http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 63 e-ISSN 2407-392X. p-ISSN 2541-0857 imitated by others, it can use that culture to attract customers and employees. A good strategy is to identify other organizations with successful cultures and try to replicate the process used to create those cultures in your own. Figure 3. The Gold Standards of Ritz-Carlton The key idea behind organizational development is that everyone should con- tinue to grow and develop. The develop- ment of skills and knowledge is an ongoing process. It must be sustainable to meet the ongoing changes in guest expectations. It's a culture like a never-ending journey (Ford et al. 2012) • The Gold Standards Rules: lessons from Ritz-Carlton The Ritz-Carlton focuses its efforts on developing a prestigious and highly per- sonalized hotel chain. For this reason, the Ritz-Carlton formulated a philosophy based on management's commitment to providing high-quality, uncompromising service to its guests. This philosophy is of- ficially stated in the company's Gold Standard, which includes The Credo, The Motto, Three Steps of Service, and The Ba- sics (Fraiman et al. 2010). The first Gold Standard, The Credo, embodies the characteristics of Ritz-Carl- ton products and services. The Credo is more than a corporate mission; The Credo influences the development and management of every Ritz-Carlton hotel which includes the attitudes and behavior of every member of the Ritz-Carlton or- ganization. Every Ritz-Carlton hotel is de- signed and operated using The Credo as a guide. The second of the Cold Standards is The Motto which is at the heart of the Ritz- Carlton philosophy and represents Ritz- Carlton's commitment to quality and excel- lence. Employees are treated like guests. Employees are taught that they are profes- sional service providers, not waiters. Every employee is trained as a Ladies/Gentle- men, and treats guests the same way. The Three Service Steps detail the actions and decisions required for all inter- actions with customers, including "internal customers". The first step in providing ser- vice is greeting customers. The Ritz-Carl- ton philosophy believes that if customers are not welcomed, then employees are simply doing work not service. The second step is to anticipate customer needs. Em- ployees don't wait until customers have fully articulated their needs, but they must anticipate those needs and fulfill them. The http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 64 e-ISSN 2407-392X. p-ISSN 2541-0857 Third, the employee must say goodbye to the customer after completing the service. Ritz-Carlton management recog- nizes that in order to uniformly apply the Gold Standard in all the hotels it manages, senior management needs to transmit these values to all Ritz-Carlton employees per- sonally. Employees are empowered with the responsibility and autonomy to apply it in their day-to-day work. Empowerment instills in employees a sense of belonging, and encourages them to assume responsi- bility and take the necessary steps to satisfy customers. Ritz-Carlton management takes four steps to ensure employees maintain the company's high standards for service quality and excellence, as articulated in the Gold Standard: (i) rigorous employee se- lection process, (ii) employee orientation, (iii) employee training certification, and (iv) continous coaching. According to research by Huang & Chen (2021) the Ritz-Carlton hotel culture has a positive impact on morale, dedication and employment of the new generation of employees. Employee work commitment has a positive impact, meaning that the higher the cultural identity of the new generation with the Ritz-Carlton Hotel, the higher the work engagement of the new generation of employees. • The Golden Rules: lessons from Four Seasons Four Seasons Hotels and Resorts is the world's leading luxury hotel operator, managing 53 properties in 24 countries. Being able to standardize “consistently exceptional service” worldwide and across cultures is at the core of this chain's to be sustainable advantage. For Four Seasons, "consistently exceptional service" means providing a truly personalized, high-qual- ity service that allows guests to maximize the value of their time. Figure 4. Four Seasons Goals, Beliefs, and Principles Corporate culture contributes to a company's success in two ways. First, through the values adopted by the organi- zation. For the Four Seasons, this is per- sonified in the Golden Rule: "Treat others as you would want them to treat you." The second is a set of behaviors displayed by employees and managers, which basically applies to the company's values. The or- ganization's ability to translate core values into applicable behavior creates a compet- itive advantage at the Four Seasons (Hallowell et al. 2002). The seven Four Seasons "service http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 65 e-ISSN 2407-392X. p-ISSN 2541-0857 culture standards" expected of all staff all over the world at all times were: 1. SMILE: Employees will actively greet guests, smile, and speak clearly in a friendly manner. 2. EYE: Employees will make eye contact, even in passing, with an acknowledg- ment. 3. RECOGNITION: All staff will create a sense of recognition by using the guest's name, when known, in a natural and dis- creet manner. 4. VOICE: Staff will speak to guests in an attentive, natural, and courteous man- ner, avoiding pretension and in a clear voice. 5. INFORMED: All guest contact staff will be well informed about their hotel, their product, will take ownership of simple requests, and will not refer guests elsewhere. 6. CLEAN: Staff will always appear clean, crisp, well-groomed, and well-fitted. 7. EVERYONE: Everyone, everywhere, all the time, show their care for our guests The golden rule is the key to the company's success, and is cherished in every village, town, and city around the world. Basic human needs are the same everywhere. The Figure 4 summarizes the company's goals, beliefs, and principles. In short, all elements of corporate culture can be thought of as threads in a sweater: when a thread comes out of a sweater, it is sometimes wisely clipped to preserve the overall appearance. However, sometimes cutting the thread will open the entire sweater. Managers must determine which aspects of the corporate culture "stand out" in the new environment and whether modifying or eliminating them will enhance or weaken the organization. Figure 5. Why Costumer Experience Management to HR Hospitality? http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 66 e-ISSN 2407-392X. p-ISSN 2541-0857 Luxury hospitality is all about providing a unique experience for guests, and this type of experience requires em- ployees who understand the culture of lux- ury and are trained at the highest level. Luxury hotels compete not only for clients but also for the best talent. The talent gap is real, this luxury skills gap has become a significant threat to hotel managers, who are constantly struggling to recruit the necessary talent and operate their companies to a high standard. If they cannot recruit the talent they need, hoteliers should invest in em- ployee training and develop ad hoc em- ployee development strategies with a focus on cultural intelligence (Dimanche & Lo, 2022). Make Them Wow!: HRM Experience Hospitality employees engage in frequent interactions with customers, therefore employees are in a key position to ensure customer satisfaction and cus- tomer loyalty. During service delivery, em- ployees ensure service quality and meet customer expectations. Employees also act as an interface that provides a positive customer experi- ence and earns customer commitment. Thus, employees are the main drivers of competitive advantage by providing mem- orable experiences (Kandampully et al. 2018). CEM analyzes point of sale data from the marketing department, whereas CRM gets customer experience data with the customer's subjective thoughts about a particular thing. Data about experiences is collected at "touch points". Service interactions are more important when the core offering is service, because at each touch point, the gap between customer expectations and experience represents the difference be- tween customer experience and employee experience. Human resource management should develop a training strategy that con- veys the economic rationale for CEM. Since the front line determines a large part of the customer experience, it's a good idea to study the individual capabilities, work processes, and attitudes of the employee (Meyer & Schwager, 2007). HRMExperience = HR Hospitality + Frontline Staffing. • HR Hospitality Point of View Hotel strategic HR. High-perfor- mance work practices are significantly re- lated to the main indicators of unit perfor- mance, and the unit's "work mode". “Com- mitment-based” practices (e.g., focus on rewards and recognition) were signifi- cantly associated with the utilization of more full-time staff, and “control-based” practices (e.g., focus on technical training) were significantly associated with the utili- zation of more part-time or external staff. Hospitality staffing. Hospitality staffing need to focus on measurement challenges, profiles of skills and competencies that may be useful in a variety of hospitality settings, as well as those that may be rele- vant to specific segments and/or locations. In addition, hospitality also needs to pay at- tention to the ways in which individual competencies can influence attitudes, be- havior, and performance at various stages of a person's work and career. Hospitality training. Hospitality training requires a specific type of training on individual qualities which may be im- portant for some types of hospitality jobs and work settings, and should thus be con- sidered and incorporated into training pro- grams that support the focus position. Research shows the HR depart- ment's strong position, but working condi- tions in hotels are often “poor and abu- sive,” so HR departments must “pay spe- cial attention to the environment, under- stand needs, proactively resolve issues and adopt a culture that fosters growth and http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 67 e-ISSN 2407-392X. p-ISSN 2541-0857 engagement.” The findings show that em- ployees consistently evaluate the perfor- mance of the HR department and view it as a major factor influencing their job satis- faction (Human Resource Management In- ternational Digest, 2020). • Frontline Staffing Customer service quality is falling. That's because today's reps aren't selected and trained to handle increasing complex customer issues. Managers should abandon their preference for caring, supportive reps and instead recruit and develop outspoken, take-charge types who quickly and aggres- sively solve customers' problems. A global, cross-industry study of 1,440 frontline service representatives re- vealed distinct differences in personality and approach to the job. Empathetic reps were by far the most common type, but Controllers ranked number one in making interactions efficient and painless. Figure 6. Seven Types of Frontline Staff In addition to better hiring, compa- nies need to consider new approaches to talent development and performance man- agement to help non-Controllers act more like Controllers. Companies that have committed to providing controller skills need to change the training curriculum from teaching product knowledge, rote processes to handling calls, and procedures to using systems and tools. Instead, what needs to be taught are listening techniques and frameworks that mimic the Control- ler's instincts to quickly understand what the customer needs and how to provide it with optimal personal resolution. The controller solves the problem in a way that does not require strict adherence to rigid protocols. Creating a climate— where representatives are allowed to con- duct assessments and help identify prob- lem-solving opportunities—requires new ways to manage individual performance http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 68 e-ISSN 2407-392X. p-ISSN 2541-0857 and team engagement. To help improve the overall quality of service, the training of service workers must coordinate a sound understanding and a sound perspective. Training can empha- size the need to examine service encoun- ters from the customer's perspective, not just the worker's perspective, and also offer a cultural perspective, as cultural values influence the expression of emotions dur- ing service interactions. Taken together, the coordinated application of sensemak- ing and sensegiving perspectives can ena- ble service organizations to better cope with the complex emotional, cognitive, and decision burdens inherent in dealing with service recovery with customer-related is- sues. (Gal et al. 2021). Figure 7. The Cycle of Failure Ow! to Wow!: Change Failure to Value Putting effort into service recovery is good business. Recovery is an important way to attract guests' attention with impres- sive service. When no one expects you to fix someone else's mistakes and you do it anyway, people will be wowed. • Managing Employee Cycle Most managers recognize that good service is a direct result of having effective and productive people in customer contact positions. However, most service companies perpetuate the cycle of failure by tolerating high turnover and expecting employee dis- satisfaction. This continuous cycle of fail- ure seems to ensure continued decline in service quality, managerial problems, and long-term declines in sales and profits. Many managers have fallen into the loop of failure traps because of their assumptions about the workforce, their attitudes about technology, and the lack of relevant infor- mation about the costs of sustaining a fail- ure cycle. The general elements of a strategy for breaking the cycle of failure are described below. http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 69 e-ISSN 2407-392X. p-ISSN 2541-0857 • Careful Selection. Service organizations that have broken the cycle of failure have the luxury of being selective in hiring. • Employee Empowerment and Latitude. Several organizations have empowered frontline employees, especially those who care about customers, to go beyond the routine of doing their jobs. • Employee Awareness of Its Role in Customer Satisfaction and Economic Success. These companies continually provide information and rewards to show employees how they impact the entire company. • Scorekeeping and Feedback. In high- performance service organizations, employees and managers like to look at the performance "score," whether it's directly related to compensation or not. • Employee Integration into the Winning Team. "Winners want to be with winners" is an old management adage. Through job design and awards, many organizations have succeeded in building winning teams. • Focus on Aggregate Labor Costs Instead of Individual Wage Rates. Every company we've discussed has succeeded in increasing employee wages, often dramatically, without degrading economic performance. • Concentrate on Quality at the Core of Service. This is especially important in services where quality can be neglected in pursuit of sales volume or other forms of productivity. The patterns that lead to success cy- cles include the basic assumptions that managers bring to a task and the way they operate the success cycle. Common ele- ments of strategy in a successful program include careful selection, a realistic review of the job and organization, and a concen- tration on quality at the core of service. Figure 8. The Cycle of Success Employee job satisfaction is influ- enced by the way managers lead their teams, due to the specific factor of human relations in hospitality. Many other factors http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 70 e-ISSN 2407-392X. p-ISSN 2541-0857 can also affect the job satisfaction of hotel employees. Employees exhibit undesirable behavior when they feel intimidated by the possibility of losing their current job in the future (Baquero, 2022). • Value enhancement for customers, employees, and for the firm Service recovery that leads to value enhancement takes the firm through three stages of service orientation. Operational - from the perspective of recovering from failure (the act of recovery itself from the customer's perspective): • undertake immediate recovery of the failure or offer alternative options so that customers' needs are met; • compensate customers for the service mishap and acknowledge their under- standing; • provide immediate rewards for employ- ees involved in successful recovery; and • provide further training to employees who may have contributed to the initial failure. Figure 9. From Service Recovery Management to Value Enhancement Strategic - from the perspective of organizational learning and realignment (involving learning and pre-planning for the future): • align the firm's external orientation with internal orientation; • undertake a systematic analysis and management of the entire service deliv- ery system; • use the identified service problem and its remedy to realign the inner mecha- nisms of the service system; • nurture the culture of organization-wide learning through assimilation and dis- semination of information; and • learn from failure and recovery infor- mation; and effect improvement that will reflect on the firm's competency and market performance. Service vision - aligning the goal, mission, and direction of the firm: • initiate innovative value enhancement that systematically progresses through the operation, strategy, and vision of the firm for the ultimate benefit of custom- ers, employees, and the firm itself The proposed model also provides direction to service managers, in terms of orienting their firms to a value-driven or- ganization and gaining a competitive ad- vantage in the market. Competitive advantage is related to strategic talent management rather than employee satisfaction. Therefore, when an organization invests in hotel-specific tal- ent, these skills or talents cannot be repli- cated by their competitors, leading to a higher Sustainable Competitive Advantage (Jibril & Yeşiltas, 2022) . http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 71 e-ISSN 2407-392X. p-ISSN 2541-0857 DISCUSSION Model "Managing Hotel Employees Achieving Wow!" starting with "Way to Wow!" namely training culture and culti- vating training. Organizational culture is a set of values, beliefs, and norms. Hospital- ity must respect or believe that certain ways of conducting business, such as treat- ing employees with respect and building customer relationships. A more specific customer service culture underscores the need to invest in employees who can provide excellent customer service and customers who never have a reason to do business with anyone else. The profits generated provide resources to be reinvested in the organization to ensure long-term success, that is the culture of training. Building and maintaining service excellence requires "Make Them Wow!: HRM Experience". After building a culture and then coordinating service activities to stay strategically focused on implementing customer experience management to get a memorable experience for certain customers (target market). Deciding whom to serve and whom not to serve is essential as the Ritz-Carlton focuses on the luxury, service-intensive hotel customer. "Ow! to Wow!: change failure to value" is "rotating" the model as an open system. The activities are linked as a cycle from employee management - service de- sign for experience - customer manage- ment, aiming to improve the overall cus- tomer experience, and identify opportuni- ties for success. Each stage can be seen as a category of activities linked together to provide a great customer experience. Wow! In a hotel service setting, employers can inform candidates about the specific service culture in the hospitality industry by recruiting and selecting, to appoint hotel employees instead of other jobs. Like a good open system, if employees are hired through sophisticated recruitment and se- lection procedures to screen the best candi- dates, the employees obtained are employ- ees who pay attention to guests because they are encouraged through service be- havior (Khassawneh & Mohammad, 2021) The study of Salama et al. (2022) Sustain- able HRM (SHRM) in hotels. The applica- tion of SHRM in such research can be adopted by service organizations. SEM findings Salama et al. (2022) is in line with his theoretical study which explores the ho- tel-employee relationship. The win-win approach shows that the right SHRM ap- plication ensures positive business out- comes. The adoption of Customer Experi- ence Management in HR Hospitality in this research is also expected to be successful. CONCLUSION This research is conceptual research of best practices in the field of hospitality service staffing, which reviews; recruit- ment and selection; training and develop- ment; rewards and incentives; and internal career opportunities from the hospitality literature. Future research may be useful to select more or different practices to inves- tigate the relationship with service quality, empirically. ACKNOWLEDGMENT We would like to thank all our Col- leagues and Students at the Bogor Hotel Institute who supported us in teaching and completing this paper. REFERENCES Baquero, A. 2022, "Job Insecurity and In- tention to Quit: The Role of Psycho- logical Distress and Resistance to Change in the UAE Hotel Industry", International Journal of http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 72 e-ISSN 2407-392X. p-ISSN 2541-0857 Environmental Research and Public Health, vol. 19, no. 20, pp. 13629. Dimanche, F. & Lo, K. 2022, "The Elusive Search for Talent: Skill Gaps in the Canadian Luxury Hotel Sector", Tourism and Hospitality, vol. 3, no. 1, pp. 31. Dixon, M., Freeman, K. & Toman, N. 2010, “Stop Trying to Delight Your Customers”, Harvard Business Re- view, Boston. Dixon, M., Ponomareff, L., Turner, S. & DeLisi, R. 2017, “Kick-Ass Customer Service”, Harvard Business Review, Boston. Ford, Robert C., Sturman, Michael C., & Heaton, Cherrill, 2012. “Managing Quality Service in Hospitality”, Delmar, Cencage Learning Fraiman, Nelson M., Green, Linda V., Heching, Aliza., & Van Ryzin, Gar- rett J. 2010, “The Ritz-Carlton Hotel Company The Quest for Service Ex- cellence”, Columbia CaseWorks Francis, H. & Baum, T. 2018, "HR trans- formation within the hotel industry: building capacity for change", World- wide Hospitality and Tourism Themes, vol. 10, no. 1, pp. 86-100. Gal, I., Yagil, D. & Luria, G. 2021, "Service workers and “difficult customers”: quality challenges at the front line", International Journal of Quality and Service Sciences, vol. 13, no. 2, pp. 321-337. Gustafson, Anders., & Jhonston, Michael D. 2003, “Competing in a Service Economy: How to Create a Competitive Advantage Through Service Development and Innovation”, University of Michigan Business School. Hallowell, Roger., Bowe, Daid., & Knopp, Carin-Isabel, 2002, “Four Seasons Goes to Paris”, Academy of Manage- ment Executive Tracey, John Bruce, 2014, “A review of human resources management research: The past 10 years and implications for moving forward”, European Journal of Marketing 26(5) Heskett, James L., Jones, Thomas O., Loveman, Gary W., Sasser, Jr., W. Earl., & Schlesinger, Leonard A. 2008, “Putting the Service-Profit Chain to Work”, Harvard Business Review, Boston Heskett, James L., Sasser, Jr., W. Earl., & Schlesinger, Leonard A. 2015, ”What Great Service Leaders Know and Do: Creating Breakthroughs in Service Firms”, Berrett-Koehler Publishers Huang, Z. & Chen, C.W.K. 2021, "A Study On The Impact Of The Ritz-Carlton Hotel Culture On The Work Engagement Of The New Generation Employees", Turkish Journal of Computer and Mathematics Education, vol. 12, no. 11, pp. 4032- 4040. Jackson Jr., Donald W., & Sirianni, Nancy J. 2009, “Building the bottom line by developing the frontline: Career de- velopment for service employees”, Business Horizons, 52, 279-287 "HRM policies play critical role workers in reducing staff turnover in Chinese ho- tels", 2020, Human Resource Man- agement International Digest, vol. 28, no. 6, pp. 29-30. Jibril, I.A. & Yeşiltaş, M. 2022, "Em- ployee Satisfaction, Talent Manage- ment Practices and Sustainable Com- petitive Advantage in the Northern Cyprus Hotel Industry", Sustainabil- ity, vol. 14, no. 12, pp. 7082. http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.10. No.1. (2023): 60-73 http://ojs.unud.ac.id/index.php/eot 73 e-ISSN 2407-392X. p-ISSN 2541-0857 Kandampully, J., Tingting(Christina) Zhang & Jaakkola, E. 2018, "Cus- tomer experience management in hos- pitality", International Journal of Con- temporary Hospitality Management, vol. 30, no. 1, pp. 21-56. Khassawneh, O. & Mohammad, T. 2021, "An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical In- vestigation in the Canadian Hotel In- dustry", Journal of Business Strategy Finance and Management, vol. 3, no. 1-2, pp. 74-91. La, K.V. & Kandampully, J. 2004, "Market oriented learning and customer value enhancement through service recov- ery management", Managing Service Quality, vol. 14, no. 5, pp. 390-401. Meyer, Christopher., & Schwager, Andre. 2007. “Understanding Customer Experience”, Harvard Business Review, Boston Salama, W., Mohamed Nor, E.D., Al- bakhit, A. & Zaki, K. 2022, "Under- standing the Connection between Sus- tainable Human Resource Manage- ment and the Hotel Business Out- comes: Evidence from the Green-Cer- tified Hotels of Egypt", Sustainability, vol. 14, no. 9, pp. 5647. Schlesinger, L.A. & Heskett, J.L. 1991, "Breaking the Cycle of Failure in Ser- vices", Sloan management review, vol. 32, no. 3, pp. 17. Szostak, D. 2021, "Sources Staff as a Fac- tor of Service Innovation in the Mod- ern Hotel Industry – Analysis of Se- lected Issues", European Research Studies, vol. 24, no. 4, pp. 87-94. Tax, S.S. & Brown, S.W. 1998, "Recover- ing and Learning from Service Fail- ure", Sloan management review, vol. 40, no. 1, pp. 75-88. http://ojs.unud.ac.id/index.php/eot