ADDRESS THE CHALLENGES OF TOURISM BUSINESS AND ITS IMPACT ON EMPLOYEE

MORALE AND SATISFACTION IN OFF SEASON CLOSURES: THE CASE OF COX’S

BAZAAR (BANGLADESH)

CHAPTER-1PRESENTATION

Submitted toDr. Ahmad Zaharuddin Sani Bin

Ahmad Sabri

Pengarah Institut Pemikiran Tun Dr Mahathir Mohamad

Prepared byChhanda Biswas

BBA,MBA (Dhaka University)

PHD (Universiti Utara Malaysia)

Matric no: 902084

BACKGROUND OF THE STUDY

• TOURISM IS AN IMPORTANT SECTOR IN THE DEVELOPMENT INDUSTRY ALL OVER THE WORLD. THE HOTEL INDUSTRY HAS BRIGHT VISIONS FOR THE GROWTH OF THE TRAVEL AND TOURISM INDUSTRY. THERE ARE MANY FACTORS THAT AFFECT THE HOTEL SECTOR, SEASONALITY IS ONE OF THEM (DALLARI, 1982).

• THE TERM SEASONALITY REFERS TO THE INTRA YEAR FLUCTUATIONS OF A GIVEN VARIABLE OR INDICATOR TO THE EXTENT THAT SUCH FLUCTUATION IS A REASONABLE EFFECT AND MAY BE EITHER INDIRECTLY OR ENTIRELY UNOBSERVABLE (BERSTEIN, 1998).

• THE WHOLE RESEARCH WILL BE DESCRIBED ABOUT THE TERM OF SEASONALITY, IMPACT OF SEASONALITY, MEASURE OF THE SEASONALITY, POLICIES AND STRATEGIES TO DEVELOP OPPORTUNITIES FOR THE HOTEL INDUSTRY IN BANGLADESH TO INCREASE DEMAND IN LOW SEASON.

BACKGROUND OF THE STUDY (CONT.….)

• THIS PAPER FOCUSES SEASONALITY OF DEMAND, CAUSES OF SEASONALITY, IMPACT OF SEASONALITY, MEASURE OF SEASONALITY, MANAGEMENT STRATEGIES IN OFF-SEASON TOURISM BUSINESSES (MAHARJAN, 2012).

• A NUMBER OF ISSUES OF SEASONALITY CAN BE INTRODUCED THAT REQUIRE SPECIAL ATTENTION AND STRATEGIES WHICH AFFECT THE NUMBER OF TOURISTS COMING TO THE BUSINESS REGION AND ADDING TO THE VIABILITY OF THE BUSINESS REGION.

• FOR EXAMPLE, SEASONALITY MAY PLACE GREAT PRESSURE ON TOURISM ENTERPRISES FOR EMPLOYEES EVEN THOUGH THERE IS WELL ORGANIZED BUSINESS, APPROPRIATE STAFF AND ENTERPRISES LOCATED IN THE MOST POPULAR AREA (LEE, BERGIN & GRAEME 2008, 1).

PROBLEM STATEMENT • THE MAIN PURPOSE OF THE STUDY IS TO INVESTIGATE THE STRATEGIES TO ADDRESS

THE CHALLENGES OF TOURISM BUSINESSES TO SURVIVE IN OFF-SEASON CLOSURES.

• SEASONALITY CAN CREATE SO MANY PROBLEMS IN THE HOTEL INDUSTRY IN COX’S BAZAAR. SUCH AS:

LACK OF NUMBER OF TOURISTSDIFFICULTIES IN THE ACCESS TO CAPITAL LOW RETURNS OF INVESTMENTINEFFICIENT USE OF RESOURCES HOTELIERS RECRUIT PART TIME OR SEASONAL WORKERS BUT IT BECOMES ALSO SO

COSTLY. LACK OF SKILLS AND EXPERIENCE OF THE SEASONAL WORKERS (JANG, 2004).

RESEARCH QUESTIONS

• WHAT IS THE RELATIONSHIP BETWEEN CAREER OPPORTUNITIES AND EMPLOYEE MORALE & SATISFACTION ?

• WHAT IS THE RELATIONSHIP BETWEEN SKILL QUOTIENT AND EMPLOYEE MORALE & SATISFACTION ?

• WHAT IS THE RELATIONSHIP BETWEEN EMOTIONAL QUOTIENT AND EMPLOYEE MORALE & SATISFACTION ?

• WHAT IS THE IMPACT SOCIO AND ECONOMIC BACKGROUND ON EMPLOYEE MORALE & SATISFACTION ?

• WHAT IS THE INFLUENTIAL FACTORS OF CONSUMERS NEED AND PSYCHE ON THE MECHANISMS TO BE DESIGNED IN TOURISM SECTOR IN OFF-SEASON ?

SIGNIFICANCE OF THE STUDY• BY EXAMINING THE HOTEL INDUSTRY CONTEXTS, USING QUANTITATIVE APPROACHES

AND INVOLVING HOTELIERS AS CO-RESEARCHERS, WE CAN EASILY UNDERSTAND HOW TO ADDRESS THE CHALLENGES IN OFF-SEASON CLOSURES.

• WITH THIS UNDERSTANDING, RESEARCHERS CAN EVALUATE THE VARIABLES AND DEVELOP MODEL ABOUT STRATEGIES IN OFF-SEASON CLOSURES AND ITS IMPLICATION’S IMPACT.

• HOTELIERS AND TOURISM STAKEHOLDERS CAN APPLY THESE STRATEGIES IN THEIR OFF-SEASON BUSINESSES AND MEASURE THE IMPACT OF ITS STRATEGIES THROUGH THE SURVEY OF TOURISTS AND EMPLOYEES OF THE HOTELS.

• IT WILL ALSO BE HELPFUL TO IMPROVE THE COUNTRY’S ECONOMIC CONDITIONS.

SIGNIFICANCE OF THE STUDY (CONT….)• EMPLOYEES EMPLOYED IN HOTEL SECTORS WILL ALSO BE BENEFITTED BECAUSE THE

HOTELIERS CAN APPLY SOME MOTIVATIONAL TOOLS FOR CREATING EMPLOYEE SATISFACTION AFTER READING THIS RESEARCH.

• MINIMAL RESEARCH ATTENTION HAS BEEN DIRECTED TOWARD THE STRATEGIES TO ADDRESS THE CHALLENGES OF SEASONALITY THE HOTEL INDUSTRY.

• STAFFING IS THE MAJOR CHALLENGES DURING OFF-SEASON CLOSURES IN THE HOTEL INDUSTRY. TO MAKE AN EMPLOYEE AS A BEST EMPLOYEE, HOTELIERS SHOULD FIND SOMETHING MOTIVATIONAL TOOL FOR THEM SO THAT THEY CAN INTERESTEDLY PERFORM THEIR ACTIVITIES AND CREATE TOURISTS SATISFACTION (SCHNUER-2011)

SCOPE OF THE STUDY• THE HOTELIERS MUST BE CONCERN ABOUT THESE FACTORS. THEY OFFER SO MANY

DISCOUNT AND PACKAGES FOR THE NEWLY MARRIED COUPLE, RETIRED PERSONS, YOUNG PEOPLE ETC.

• HOTELIERS MUST MAINTAIN THE LOYALTY WITH THE CUSTOMER SO THAT THOSE CUSTOMER MUST COME HERE AGAIN (OH, 2000; SKOGLAND & SIGUAW, 2004).

• HOTELS MUST OFTEN ATTEMPT TO SHAPE THEIR IMAGES WITH CUSTOMERS BY MANAGING THE TYPES OF BEHAVIORS EMPLOYEES DISPLAY (FROEHLE & ROTH, 2004;HIPKIN, 2000).

• THESE STRATEGIES IN VERY MUCH IMPORTANT FOR THE FRONT-DESK EMPLOYERS WHERE NEARLY ALL EMPLOYEES HAVE CONTACT WITH CUSTOMERS ON A DAILY BASIS (O’ GORMAN & DORAN, 1999; PARNELL, CARRAHER, & ODOM, 2000; ZINGER, LEBRASSEUR, & ZANIBBI, 2001).

REFERENCES • BERSTEIN J., 1998, SEASONALITY, SYSTEMS, STRATEGIES AND SIGNALS. AVAILABLE

HTTPS://BOOKS.GOOGLE.COM.BD/BOOKS?ID=PQMICDI9APIC&PRINTSEC=FRONTCOVER&DQ=SEASONALITY&HL=EN&EI=0E2CTUDXEON4GSO5AD5AW&SA=X&OI=BOOK_RESULT&CT=RESULT#V=ONEPAGE&Q&F=TRUE

• DALLARI, F. (1982). “LA NEVE ED IL TURISMO INVERNALE NELL'APPENNINO SETTENTRIONALE”. IN C. BRUSA (ED.) RIFLESSIONI GEOGRAFICHE SULL'EMILIA-ROMAGNA. MILANO: UNICOPLI, PP. 207-213.

• FROEHLE, C.M., & ROTH, A.V. (2004). NEW MEASUREMENT SCALES FOR EVALUATING PERCEPTIONS OF THE TECHNOLOGY-MEDIATED CUSTOMER SERVICE EXPERIENCE. JOURNAL OF OPERATIONS MANAGEMENT, 22, 1-21.

• HIPKIN, I. (2000). TQM: THE PARADOX OF EMPOWERMENT AND CONFORMANCE IN THE SERVICE SECTOR. SOUTH AFRICAN JOURNAL OF BUSINESS MANAGEMENT, 31 (1), 1-8.

• JANG, S. (2004), “MITIGATING TOURISM SEASONALITY: A QUANTITATIVE APPROACH”, ANNALS OF TOURISM RESEARCH, VOL. 31 NO. 4, PP. 819-36.

• LEE, C., BERGIN-SEERS, S., GALLOWAY, G., & MCMURRAY, A. (2008). SEASONALITY IN THE TOURISM INDUSTRY. IMPACTS AND STRATEGIES. GOLD COAST: CRC FOR SUSTAINABLE TOURISM PTY LTD

REFERENCES (CONT.….)• OH, H. (2000). DINERS’ PERCEPTIONS OF QUALITY, VALUE, AND SATISFACTION. CORNELL

HOTEL & RESTAURANT ADMINISTRATION QUARTERLY, 41 (3), 58-67.• O’GORMAN, C. & DORAN, R. (1999). MISSION STATEMENTS IN SMALL AND MEDIUM-SIZED

BUSINESSES. JOURNAL OF SMALL BUSINESS MANAGEMENT, 37 (4), 59-67.• PARNELL, J., CARRAHER, S.M., & ODOM, R. (2000). STRATEGY AND PERFORMANCE IN THE

ENTREPRENEURIAL COMPUTER SOFTWARE INDUSTRY. JOURNAL OF BUSINESS & ENTREPRENEURSHIP, 12 (3), 49-66.

• SKOGLAND, I & SIGUAW, J. (2004). ARE YOUR SATISFIED CUSTOMERS LOYAL? CORNELL HOTEL & RESTAURANT ADMINISTRATION QUARTERLY, 45 (3), 221-234.

• ZINGER, J., LEBRASSEUR, R., & ZANIBBI, L. (2001). FACTORS INFLUENCING EARLY STAGE PERFORMANCE IN CANADIAN MICROENTERPRISES. JOURNAL OF DEVELOPMENTAL ENTREPRENEURSHIP, 6 (2), 129-150.