UNIT-1 Planning and Organising The House Keeping Department The Planning Process

UNIT 1 ACCOMMODATION MANAGEMENT [BHM314] – 5th Sem
UNIT-1
PLANNING AND ORGANISING THE HOUSE KEEPING DEPARTMENT
THE PLANNING PROCESS
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.
These questions and documents are listed in table:-
The answers to the initial questions, we have seen, lead to the subsequent steps of
drawing up the planning documents that the executive housekeeper must follow. These
documents are discussed step by step in this chapter
STEP 1: DIVISION OF WORK DOCUMENT

In the first step of planning, the executive housekeeper identifies the areas that will come
under the purview of housekeeping department for maintenance and upkeep. This is
especially important in a newly opened property. Most housekeeping departments in
luxury hotels are involved with cleaning guestrooms and the related public areas. The
other ‘back of the house’ areas are taken care of by the stewarding assistants. However,
in mid-scale properties, the housekeeping department may also be responsible for such
areas as dining and banquet rooms, meeting rooms, recreation rooms, employee areas,
and management offices.
The executive housekeeper should make a list of all the guest and employee areas of the
property in a division-of-work document and put down on paper that would be
responsible for cleaning and maintaining each area. To ensure all possible areas to be
cleaned have been covered, the executive housekeeper must make regular tours of the
property. It also helps to mark the areas on a blue print of the property plan.
Different coloured markings may be used for the different departments that are
responsible for the maintenance and care of the various areas.
This division of work document should be presented to the executive committee for
review and approval.
STEP2: AREA INVENTORY LISTS

Once the division of work document is finalized, the executive housekeeper needs to
concentrate on the areas that are her department’s responsibility. The next important
planning task is to prepare a list of all items and surfaces within a particular area that
require the attention of housekeeping personnel. The more detailed the list, the more
efficient the cleaning and maintenance of the areas will be, in all probability. Area
inventory lists also aid in supervision. Separate area inventory lists need to be made for
all areas that the department is responsible for. A sample of a guestroom area inventory
lists given.
IHM Notes Site | Accommodation Management

BASIC PLANNING DOCUMENTS
S.no Initial planning questions Resultant planning documents

1 What work has to be done? Division of work document
Area inventory list
2 When and how often does the work have Frequency Schedule
to be done?
3 How and to what standards must the Performance Standard
work be done?
4 How long will it take to accomplish the Productivity Standard
work in accordance with the standards
set?
5 What amounts of equipment and Inventory Levels
supplies should be provided to the staff
to meet the performance and
productivity standards set?
6 Who will do the work? Work schedule
SAMPLE GUESTROOM AREA INVENTORY LIST
BEDROOM BATHROOM
• Doors, locks, chains, stops • Bathroom doors

• Lights, switches • Lights, switches
• Ceiling • Walls
• Walls • Floor tiles
• Floor tiles • Ceiling
• Woodwork • Mirrors
• Drapes & hardware • Tub, grab bars
• Windows • Shower head
• Heater/air conditioner • Vanitory unit
• Telephone • Fixtures, faucets
• Television & radio • Toilet- flush handle, cistern, seat
• Headboards • Tissue holder
• Spreads, bedding, mattress • Sani-bin
• Dressers, nightstands • Exhaust vent
• Lamp shades, lamps, bulbs • Amenities
• Chairs, sofa
• Ashtrays and waste paper basket
• Carpet
• Pictures and mirrors
• Closet and safe
• Mini bar
• Amenities

STEP3: FREQUENCY SCHEDULES

Frequency schedules show how often the items listed in an area inventory list are to be
cleaned or maintained. The frequency of cleaning is directly related to the type and
amount of soiling expected in the area or on the item to be cleaned. Frequency schedules
divide the cleaning and maintenance tasks into daily, weekly, monthly or periodic tasks.
Many tasks in the public areas are scheduled for the night. The higher the standards of
cleanliness and hygiene sought, the more frequent the cleaning needed. It should be
remembered, though, that some tasks should not be done too often, as excessive cleaning
of certain surfaces can damage them. These periodic tasks done at longer intervals are
designated as deep cleaning tasks or special projects. Deep cleaning and special projects
should be scheduled for periods of low occupancy, and many such tasks take place during
the night shift. A sample frequency schedule for cleaning a guestroom is presented below:
Sample frequency schedule for cleaning in the guestroom

Bedroom Bathroom
Clean doors, locks, chains, 1/D Damp-dust bathroom doors 1/D

stops
Clean lights, switches 1/W Clean lights, switches 1/W
Check lights, switches 1/D Check lights, switches 1/D
Clean ceiling 1/M Clean ceiling 1/M
Dust walls 1/W Dust walls 1/W
Wash walls 1/6M Wash walls 1/6M
Vacuum clean/mop floor 1/D Mop floor tiles 1/D
tiles Buff floor tiles 1/M
Buff floor tiles 1/M
Polish floor tiles 1/6M
Dust all wood work 1/D Damp-dust mirrors 2/D
Polish all woodwork 1/M Polish mirrors 2/W
Clean window drapes and 1/M Clean tub, grab bars 1/D
tracks
Clean windows 1/W Clean shower head 1/M
Check heating/ air- 1/D Damp-dust shower curtain 1/D
conditioning setting Scrub shower curtain 2/M
Dust and check television 1/D Check and clean fixtures, 1/D
and radio faucets
Damp-dust head boards 2/W Clean toilet-flush handle, 1/D
seat
Change spreads, bedding 2/D Check and clean tissue 1/W
Turn and rotate mattress 1/6M holder
Clean dressers, nightstand 2/W Empty and clean sani-bin 2/D
Clean lampshades, lamps, 1/W Dust exhaust vent 2/M
bulbs
Check lamps, bulbs 1/D
Vacuum chairs, sofa 2/W Replenish amenities 1/D

Empty and clean ashtrays 1/D

and wastepaper baskets
Vacuum carpets 2/W
Shampoo carpets 1/6M
Damp-dust pictures and 1/D
mirrors
polish picture and mirror 1/W
glass
Dust closet and safe 2/W
Damp dust mini bar 2/W
Replenish contents 1/D
Replenish amenities 1/D
NOTE: D=day; W=Week; M=Month; 2M= two months; 6M= six months
STEP4: PERFORMANCE STANDARDS
Performance standards describe how and to what standards the work is to be done. In
other words, performance standards lay down the required quality levels for employees
performance. The best developed performance standards are the ones that are prepared
in consultation with the staff who actually perform the tasks. Performance standards are
achieved when:
• Cleaning methods are correctly selected and systematically followed

• The ideal cleaning agents are used on the various surfaces involved
• The correct pieces of equipment are used on the various surfaces involved
• Cleaning tasks are carried out at required frequencies
• All the employees carry out their cleaning tasks in a consistent manner
• Time-and-motion studies are periodically carried out in the department to obtain
best practices in housekeeping.
One performance standards are set; the executive housekeeper should ensure that these
are communicated through training to each and every employee and that there is 100
percent conformity to the standards. Supervision, inspection, and evaluation are key
processes in ensuring conformity to standards. It is easier for both employees and
manager if the standards are compiled in a manual. The executive housekeeper must be
constantly on the alert for new, more efficient, and more cost-effective methods. The
performance standards should be reviewed and revised at least once a year. A sample of
the standard operating procedure used as the performance standard for cleaning a vanity
unit is shown below.

Performance standard for cleaning of vanity unit
Equipment required: swab cloth, bottle brush, tweezers, nylon-web scoring pad, neutral
detergent solution, lint-free duster, rubber gloves, and plastic apron
Procedure Key points
1. Put on gloves and apron Take care when removing used razor
2. Put aside personal property, soap, tooth glass, blades- wrap in paper and keep them
dental kit, and shaving kit separate from other rubbish
3. Rinse round the basin. Remove any waste from Use tweezers to remove waste from
the plug hole and discard in sani-bin plug hole
4. Half-fill the basin with warm water. Wet the
swab cloth
5. Apply neutral detergent solution to swab cloth, Do not use excess water on the mirror.
clean outside of basin, pipes behind, taps, Polish and clean the mirror with glass
mirror, and behind basin. Use scouring pad only cleaner and newspaper twice a week
for stubborn marks
6. Wash swab cloth and rinse the above areas with
clean water
Much dirt can collect here if not cleaned
7. Empty basin and using bottle brush, clean
regularly
overflow
8. Apply neutral detergent solution to swab cloth
and clean remaining portion of basin, plug and
chain
9. Wash swab cloth. Rinse the above areas with
clean water
10. Dry mirror, taps, and surfaces with lint-free This helps give a clean-as-new look
duster
Replenish new soap and fresh towels as
11. Replace personal property, soap, tooth glass,
per company policy
dental kit, and shaving kit. Fold hand and face
towels neatly
12. Inspect for any fault or damage If found, report to supervisor.

13. Wash swab cloth, bottle brush, nylon pad,
gloves, and apron. Leave to dry. Store cleaning
agents correctly. Wash hands.

STEP5: PRODUCTIVITY STANDARDS

Productivity standards communicate the quantity of work expected to be completed by
each employee of the department. Housekeeping managers must know how long it should
take an employee to perform the main tasks in the area inventory lists, as this
knowledge helps in determining staffing requirements. Efficient housekeeping is
achieving a balance between performance standards and productivity standards.
Standard time rates have been calculated for specific tasks under standard conditions of
equipment, agents, and method.
A sample productivity standard calculation for GRAs is worked out below.
Step 1 Time taken to service one guestroom by GRAs in 30 min

accordance with the performance standards
Step 2 Total shift time of a GRA 9 Hrs

= 9x 60=540 Min
Step 3 Total shift time available for guestroom servicing 540 min
Total shift time
Less: beginning of shift duties -10 min
Less: coffee Break -15 min
Less: Lunch Break -45 min
Less: End of shift duties -10 min
=460 min
Step 4 Number of rooms to be cleaned by the GRAs in
1 day shift is obtained by dividing the time 460/30
available for servicing guestrooms by the =15.33=16 rooms
time required to service one guestroom
Therefore the productivity standard for GRAs is 16 rooms per 9 hr shift
The productivity standard may also be expressed as 30 minutes per room
=0.5 hrs per room per 9 hr shift
Practically speaking, though every hotel must develop their own productivity standards,
as there are several factors that influence these standards, as there are several factors
that influence these standards, which vary from one property to the other.
Some of these factors may be:
• The type and age of the property

• The accessibility of the work area from the service areas
• The amount of traffic in the work areas
• The function of the work area

• The expected standards of cleaning

• The types of surfaces involved
• The degrees and types of soiling
• The frequency of cleaning
• The types of cleaning supplies and equipment available
• The quality of supervision and inspection
• The quality of employees
STEP6: EQUIPMENT AND OPERATING SUPPLY INVENTORY LEVEL

Once all standards are set and the staff members have been trained to follow them, the
executive housekeeper must ensure that the employees have the necessary material
resources to carry out their tasks. These material resources are the necessary equipment
and operating supplies, which should be adequate in quality and quantity to meet the
performance and productivity standards. The term inventory here means the stocks of
purchased operating supplies, equipment, and other items held for future use in
housekeeping operations. The executive housekeeper is responsible for two types of
inventories:
Recycled inventories These are for items that have relatively limited useful lives, but
are used over and over again in housekeeping operations. Recycled inventories items
include linen, uniforms, most machinery and large pieces of equipment and guest loan
items such as hot water bottles, heating pads, irons, ironing boards, and so on.
Non-recycled inventories These, on the other hand, are for items that are used up
repeatedly during the course of routine housekeeping operations. Items of non-recycled
inventory include most guest amenities, cleaning supplies, and smaller pieces of
equipment such as brooms, mops, cleaning cloths, and so on.
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 effective purchasing systems 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.
Sample inventory for non recycled items
Ite Supplier Purchase Cost per Opening Items No. Items in Lead- Minimum Maximum Par
m unit purchas inventory received Of stock time inventory inventory level
e unit In this items quantity quantity qty
period used

Determining the par levels

‘Par’ here refers to the standard quantity 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 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:
Minimum quantity= lead time quantity + safety stock level
Where the lead time quantity is the number of purchase units that are used up between
the time that a supply order is placed and the time that the order is received in hand, and
safety stock level is the number of purchase units that must always be on hand in case of
emergencies, damages, delays in delivery, and so on, so that the daily operations and
functioning of the department are smooth even in emergencies.
The maximum inventory quantity, on the other hand, refers to the greatest number of
purchased units that should be in stock at any given point of time. Storage space, the cost
of the item, and its shelf life are certain factors that must be kept in mind when
establishing the maximum inventory level for a non-recycled inventory item. A sample
inventory format for non-recycled items is presented below:
STEP 7: WORK SCHEDULE

Once the executive housekeeper is through with planning the work and resources, the
employees can start on their work schedules. It is a document that lists the actual tasks
to be carried out by an employee in a particular shift and and the time frame in which to
undertake each task. The numberof schedules made for a given area is thus an indication
of the number of staff required to clean that area on the particular day. for guestroom
cleaning, the executive housekeeper should schedule GRAs by giving each of them room
sections of 15-16 guestrooms reasonably contiguous to each other. In case of team
staffing, 30-35 guestrooms contiguous to each other can be assigned. To plan out
guestroom cleaning it is recommended that a pictorial representation of the location of
all guestrooms within the hotel be developed. The housekeeper can then plan out the
room sections to be cleaned by GRAs individually or as a team with greater ease. The
work schedules should be handed over to the employees as they start their shift.

TIME AND MOTION STUDIES
Time & motion study is a work measurement technique for recording the times of
performing a certain specific job or its elements carried out under specified conditions.
For analyzing the data so as to obtain the time necessary for an operator to carry it out at
a defined rate of performance.
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, one by one. Their movements are
studied and clocked. The results are compared and an analysis is done as to how long it
takes on 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
Techniques involved in time and motion studies

Time and motion studies may be carried out using any of the techniques discussed in this
section
Pathway chart
This technique involves the study of the path covered by the worker in the undertaking
and completion of 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 to 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 studied 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. 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 can 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. A job procedure for
cleaning windows is shown below. Job procedures should be used during induction and
training sessions and ought to be incorporated into the department’s procedure manuals.
Updating job procedures is necessary as and when changes in equipment, cleaning
materials, and so on, occur. They are most popularly called’ SOPs’ or standard operating
procedures. They are also referred to as ‘work cards’ or ‘order of work’ documents. SOPs
comprise the following information:
• The job to be done

• Equipment and materials • Procedure of work
required
• Time required to do the job
• Safety factors
The goals in establishing SOPs are as follows:
• To aid standardization
• To preserve surfaces and materials
• To effect a saving on cleaning equipment and agents
• To prevent accidents
• To help in training
• To ensure the completion of a task successfully
• To aid the compiling of work schedules and help in staffing requirements

WORK SCHEDULING
The foremost step in scheduling is to determine fixed and variable staff positions. Fixed
staff positions are the ones that must be filled regardless of the occupancy level and
volume of business. Managerial and administrative staff come under this head- for
example, the executive housekeeper, assistant housekeeper, and supervisor. Variable
staff positions are the ones that vary in relation to changes in the hotel occupancy- for
example, room attendants and housemen.
PARAMETERS TO CONSIDER
The executive housekeeper schedules employees by first checking the occupancy levels
forecasted by the front office and then referring to the staffing guide table.
The employees need to be scheduled into various shifts:
SHIFT TYPES
Most hotels operate 24 hours a day and these hours are covered in three shifts. Each
shift’s duration is 9 hours and these shifts are normally scheduled to overlap by an hour
with the next shift to facilitate handovers and takeovers
Straight shift
This type of shift extends for a period of 9 hours with a break of 1 hour. For example, the
morning shift and evening shift are both straight shifts
Night shift/ graveyard shift

A standard night shift is actually a type of straight shift that normally starts from 10 pm
and concludes at 7 am
Break shift/ split shift

This type of shift is split into two sessions that add up to a regular shift of 9-10 hours. This
includes a break of approximately 3-6 hours
Rotating shift
An employee may be given a particular shift for a week or two, and then changed over to
the next shift. This rotation is done to ensure that all employees get a fair share of all the
shifts
Other scheduling concerns

While scheduling, the implications of a change of shifts must be considered. For example,
changing over from a morning shift to an afternoon shift or from an afternoon shift to a
night shift is acceptable, whereas changing from a night shift to a morning shift without a
break is not

Other scheduling considerations are as discussed below
Overtime
Employees may be asked to work overtime when there is a shortage of staff. This entitles
the employee for double and/ or compensatory off. Overtime must be avoided as it
decreases productivity and increases labour costs
Alternative scheduling techniques

Getting the right staff for various job positions is challenging and it is sometimes wise to
consider alternative scheduling techniques to accommodate and retain good staff.
Alternative schedules vary from the typical 9-5 work hours. These schedules may attract
the right kind of people out of those who find it difficult to fit into a 9-5 job. The alternate
scheduling options are discussed below
Part time
Part time employees do not work 9 hours a day like full time employees. They may work
only 4-5 hours per day. In the housekeeping department, the ideal example of a part-time
position is that of a florist. The candidate for this position could be, say, a homemaker
trained in flower arranging and willing to work 4-5 hours a day
Flexi-time
In this kind of scheduling, an employee can work any time according to his/ her
convenience and is paid accordingly
Compressed work schedule

An employee working 9 hours a day and 6 days a week puts in 54 labour hours per week.
If the employee wishes, these 54 hours can be compressed within 5 days a week, that is,
the employee would be required to work nearly 11 hours a day and get 2 days off to
compensate
Job sharing
A full-time job may be shared between two part-time employees. The part-time
employees involved usually work in different shifts. Job-sharing is advantageous in cases
where one partner resigns from the job and leaves. At such a time, the other employee
stays and trains the new partner
Legal aspects of scheduling

The executive housekeeper should be aware of certain legal aspects- the shops and
establishments act and the state labour rules- while drawing up schedules for employees.
Some important issues are as follows:
Work hours Hours of work for employees should not exceed 9 hours per day
Break for rest The break for rest is usually half an hour. Continuous work should not
exceed 5 hours without a break

Holidays and days off The employer should prepare a list of closed days at the beginning
of each year and the same should be displayed in a conspicuous notice
Work spread over The work spread over of an employee must not exceed 11-14 hours
in a day and not more than two breaks should be given
Child labour No child should work in any establishment
Work environment Employees should be given clean, safe, and favourable conditions to
work in
Maternity leave Women should be entitled to maternity leave. Nursing women should
be given an extra break for feeding their infants if the establishment is running a crèche
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:
• The position of the employee

• The area of operation
• The time at which the employee has to perform the allotted task
• Timings of meals, breaks, and any special job
• 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.

SAMPLE WORK SCHEDULE
Position: Housemen Area: Lobby

Time Activity
07:00 am Report to work; collect equipment and supplies
07:10 am • Clean glass doors

• Dry mop floor at the entrance
• Damp-mop the entrance, including steps
• Sweep porch area
• Damp-dust lounge area
• Damp-mop the lobby floor
• Disinfect house telephone
• Discard hold flower arrangements
09:30 am Vacuum clean carpets
10:00 am Coffee break
10:15 am • Dry-mop floor
• Clean glass windows
• Damp-mop the entrance area, including steps
• Damp-mop the lobby floor
• Sweep porch area
01:30 pm
Break for lunch
02:15 pm
• Damp-dust lounge area
• Disinfect house telephone
• Dry-mop floor
03:45 pm
• Wash and put away cleaning equipment and supplies
• Report back to the head housemen
04:00 pm
Go off duty

DETERMINING STAFF STRENGTH

The housekeeping department employs the largest workforce in most hotels compare to
other hotel departments. 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:
• The type of hotel it is

• The location of the hotel
• Traditions and customs of the locality
• The size of the hotel
• The occupancy rate of the hotel
• Management needs
• Company policies
• The quantity of work to be done
• The quality of work expected, that is, the standards to be met
• The time needed to do the work
• The frequency with which the work needs to be done
• The time when the work area is available
• The amount of traffic in the area
The staff strength of the housekeeping department mainly depends on the size and
structure of the hotel, that is, whether it has a compact structure with clusters of rooms,
the number of rooms per cluster or floor, the expense of the public area and landscaped
areas, and so on. The general rules of thumb that aid in determining staff strength in the
housekeeping department are presented.
Each hotel needs to develop its own staffing guide, which should help in scheduling the
right number of staff for every positional level in the housekeeping department at various
occupancy levels of the hotel.
The staffing Guide
A staffing guide is a scheduling and control tool to determine the total labor hours, the
number of employees and the estimated labor expense needed to operate the
housekeeping department when the hotel is at specific occupancy levels.Procedure for
developing a staffing guide
Developing a staffing guide for Room Attendants
Step 1: Determine the productivity standard for the task that will be performed by the
employee
Eg., productivity standard to clean a guest room is 30 minutes (0.5 hr)

Step 2: Determine the total labour hours when the hotel is at specific occupancy level by
using productivity standard
Eg., There are 400 rooms in the hotel and the occupancy is 90%
At 90% occupancy,
Rooms to clean next day = 400 x 90/ 100 = 360 rooms
Labour hours to clean 360 rooms = 360 x 0.5 = 180 hrs
Step 3: Determine the number of employees that must be scheduled to work when the
hotel is at specific occupancy levels
Eg., 9 hour shift (Deduct 1 hour for break )= 8 hr

Productivity standard=0.5 hr
8 x 0.5 =16 rooms can be cleaned by a room attendant

At 90% occupancy,
360 rooms/ 16 rooms=22.5= 23 FTE (full time employees)
Step 4: calculate the estimated labour expense required to operate the housekeeping
department when the hotel is at specific occupancy level.
Eg., the average hourly rate is 20 rs

Then 20 x 180= Rs.3600
Thumb rules for determining staff strength
Executive Housekeeper 1 for a 300-room property

Assistant Housekeeper 2 (1 per morning and evening shift)
Floor Supervisor 1 per 60 rooms for the morning shift; 1 for the evening shift;
1 for the night shift
Public area Supervisor 1 for each shift

Linen/ uniform room 1
supervisor
Room attendants 2
Housemen Depends on the size of public areas and functions expected;
but on average; 1 per 60 room
Desk attendants 1 per shift
Tailors/ upholsterers 1 per shift
Horticulturist 1
Head Gardeners 1 per 20 horticulturists
Gardeners 1 per 4500 sq ft of landscaped area

RECRUITING, SELECTING, HIRING, ORIENTING, AND TRAINING
RECRUITING EMPLOYEES
Recruitment involves identifying sources of labour, reviewing job descriptions and
specifications, publicizing job vacancies, and inviting job applications to fill vacancies.
The process is initiated by the executive housekeeper in keeping with the guidelines and
procedures met by the human resource department.
Identifying sources of labour

Various sources can be tapped for the purpose of recruitment, as depicted in figure. These
sources of labour could be external or internal.
Internal sources
Opportunities arising from internal sources should be thoroughly examined before
scouting for external sources. Internal sourcing encourages growth within the
organisation and prevents stagnation and discontentment among the staff. Internal
sourcing is advantageous to the executive housekeeper also, since the manager thus gets
employees who have already proven themselves and are familiar with the property.
Internal sourcing involves promotions and transfers
PROMOTIONS
It is essential that the executive housekeeper identifies employees who could be
promoted to the next level, training and grooming them for the promotion. This is
referred to as succession planning. Possibilities for promotion enhance the morale and
productivity of employees.
Transfers
Interdepartmental transfers are an option that makes employees more flexible.
Employees can be then accommodated in any department when need arises. Keeping
transfers as an option calls for cross-training, so that employees can learn the duties of
more than one position.
External source
External sourcing is necessary for entry-level jobs and whenever creative inputs from
external candidates need to be used at specific positions.
Colleges and high schools

Qualified candidates can be recruited through various hotel management colleges across
the country. For some lower-rung positions, high-school students looking for job
openings may be recruited

Employment bureaus
These bureaus maintain a database of people looking for jobs. When contacted, the
bureaus match the skills required for the vacant position with the skills of candidates
listed with them.
Industry employees
Employees of other hotel establishments are often on the look-out for better positions
and salaries. These people could be recruited for suitable positions.
Industrial trainees and apprentices

Industrial trainees and apprentices are one of the best sources of labour. They have
already worked with the organization and know the procedures, policies, and standards
to be met.
Networking and recommendations

Personal contacts of friends, co-workers, or subordinates may also be a potential source
of labour. Personal contacts and recommendations are a major source of recruitment in
the hotel industry.
Advertising
Along with tapping the above sources, most hotels place advertisements in newspapers
and industry publications. An advertisement must include the following details to be
complete:
• The position/ positions which is/ are vacant

• The number of positions vacant
• Brief description of the job
• The type of person required for the job
• Conditions
• The address to which the application is to be sent and the relevant telephone and
facsimile number
SELECTING EMPLOYEES
The process of selection involves screening application forms and resumes, interviewing,
and evaluating. Selection is a process of identifying and hiring people whose probability
of success in the job at hand is maximum and who are likely to stay long enough with the
organization to add to its development.
Screening applications and resumes
The following criteria should be looked into while screening candidates:

• Age, qualifications, and • Health status

experience • Special interests
• Compatibility with job • Mental make-up- self-confidence,
requirements presence of mind, and initiative
• Social skills • Ethical values
• Family background
Resumes should be checked thoroughly to see that the candidate conforms to the job
requirement. Resumes that do not meet the requirements should be weeded out. Check
the following while screening resumes
• Neatness, layout, language, and • Reasons for leaving previous jobs

spellings • Whether the signature matches
• Gaps in work history the handwriting in the application
• Omission of any information
Avoid candidates who have worked in various jobs for very short periods and seem
overqualified. After the screening of applications, notify the candidates regarding tests
and interviews they must subsequently appear for.
Interviewing
Once the screening of applications is over, candidates may be given objective tests
involving written and practical work. This is followed by individual interviews with
qualifying candidates. Individual interviewers are usually conducted by a panel of four to
five interviewers. The following are some guidelines for preparing, conducting, and
concluding an interview smoothly.
Preparing for the interview
• Select the interview panel members

• Choose the date, time, and venue
• Notify the candidate
• Jot down specific points or questions on resumes
• Read the job description, job specification, and resumes thoroughly before the
interview
Beginning the interview
• Greet the applicant

• Observe his/ her physical appearance and body language
• Break the ice by putting the candidate at ease
Conducting the interview

• Ask relevant questions to gather the required information

• Determine the applicant’s values, work standards, expectations, and outlook other
people
• Use open-ended questions so that the applicant does 80% of the talking
• Record important decisions
Closing the interview
• Allow the candidate to ask a few questions

• If the candidate is suitable, sell the company and the job
• Let the candidate know when the outcome of the interview would be intimated to
him/her
• Thank the applicant for applying and for coming
PITFALLS IN INTERVIEWING
The interview panel members should be aware of the various pitfalls that may occur
during interviewing despite the best intentions. Some common pitfalls are listed below
Devil’s horns effect (negative halo effect)
The interviewer may get overly affected by a negative quality in the applicant might
possess and selectively perceives everything about the applicant as negative
Halo effect
The interviewer may get similarly affected by a positive quality in the applicant. As a
result, the interviewer becomes blind to the negative qualities that the applicant might
possess and perceives everything about the applicant as good
Contrast error
Most interviewers tend to compare one applicant with the other and this causes the
contrast error. The interviewer must rather compare the applicant with the requirements
of the job
First impression error
The interviewer is affected positively or negatively by the last impression the applicant
creates
Given below are some guidelines for becoming an ideal interviewer:
• Be a good communicator
• Be a good listener
• Be a role model and appear enthusiastic about the job
• Be a good judge of people
• Understand and accept differences among people

Evaluating
The process of evaluation takes place partially during the interview itself and is
concluded ideally, soon after the interview is over. For the purpose of evaluation, the
interview process is recalled, details are discussed among panel members, and a final
evaluation of the candidate is arrived at. To avoid confusion, a decision- negative or
positive- should be made about each candidate.
HIRING EMPLOYEES
Once suitable candidates are identified and the references checked, the human resource
department extends the job offer to them at the earliest. Medical examinations must be
undergone by the selected candidates. Finally, identification cards, time-in swipe cards,
and relevant forms need to be collected by the new employees. The executive
housekeeper must also inform other employees about the identity and position of the
new employee and prepare them to extend their co operation to the team member
ORIENTING EMPLOYEES
With the hiring process over, the new employees are now on the payroll of the
establishment. The newcomers need to be introduced to people and be familiarized with
the environment in which they are to work. This is done through an orientation or
induction programme. Orientation is the guided adjustment of a new employee form part
of the orientation programme:
• The history of the organization

• General policies and practices of the organization
• Departments; their location and functions
• Staff benefits; location of staff toilets, locker rooms, restrooms, staff mess, and so
on.
• Safety regulations and other procedures
• Organizational hierarchy, defining the employee’s position and reporting
relationships
The orientation may take place through formal methods- using film slides,
demonstrations, and lectures-or informal methods. Most hotels have a training
department, which takes care of the orientation programme in general

TRAINING EMPLOYEES
Training is the overall enhancement of human ability by developing knowledge, skills,

attitude and behaviour in order to achieve individual goals. Training relates not only to
new employees, but is an ongoing process for the entire team. Training is effective only
when the knowledge gained is applied at work and tested for usefulness. The steps in
planning a training programme are presented below. The first step in training is to assess
the need for training in the department. The second step is to identify areas in which
training is required and list them according to priority. The third step is to determine
what type of training is needed in each area. The fourth step is to plan the training
programmes and set time periods for implementing them. The fifth step is to evaluate the
programme.
Benefits of training
The benefits of training are as follows:
• New employees learn in a comfortable atmosphere

• New employees understand the importance of the job and the expectations to be
met
• Existing employees improve their work performance
• Flexibility is incorporated due to cross training
• The incidence of accidents is reduced and safety is enhanced
• Reduced expenditure on maintenance of machines results
• Employees are motivated and their job satisfaction improves
• Employees and overall productivity improves
• Employee turnover is reduced
• The executive housekeeper gets more time for management activities
• Standards and quality of work improve
• Supervision improves
• More profits flow in due to better business
TYPES OF TRAINING
Training may be of various types. They are as follows:
Induction training
Induction training 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
Refresher training
This is carried out when an old employee has to be re-trained to refresh his/her memory
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.
Cross training
This training enables employees to work in departments other than their speciality in
periods of staff shortage.
On-the-job training
This type of training takes place while a trainee is working on a daily schedule. The
trainee in this case is under the guidance of a trainer or a buddy. As part of on-the-job
training in housekeeping, the new employee may be instructed in topics such as
• The use and care of equipment

• The use and storage of cleaning agents
• Setting up of the room attendant’s cart and
• Linen, laundry, and uniform-handling procedures
Simulation training
In simulation training for housekeeping, an un-rented model room may be set up and
used to train several employees. The advantage of simulation training over on-the-job
training is that the training process may be stopped in between, discussed again, and
repeated if required for reinforcement. The trainee here does not have to prepare the
room for guest occupancy
Off-the-job training
Off-the-job training takes place away from work, in a classroom, by means of workshops,
demonstrations, lectures, discussions, seminars, audio-visual presentations, case studies,
and role-playing. Some topics for instructions may be:
• Controlling expenses
• Ways to meet standards
• Demonstration of new equipment
• Stress management
The four step training method
Prepare, present, practise, and follow up- these are the four steps for effective training
programmes
Prepare to train

Training should not be haphazard, but sequentially planned according to the needs of the
staff. Therefore, preparation is required in chalking out a training programme. This
involves analysing the job and the staff’s training needs
Job analysis
Job analysis plays a significant role. The trainee will benefit from the training only when
the trainer knows exactly what is expected of the employee at work. Job analysis is the
process of determining what knowledge each employee needs, what tasks each employee
needs to perform, and the standards to which the employee must perform the tasks. The
three components of a job analysis are job knowledge, a job list, and job breakdowns. Job
knowledge identifies what an employee needs to know to perform the tasks to the
expected standards. A job list enumerates in simple terms the various tasks to be
accomplished. A job breakdown is the complete knowhow required to perform a
particular task while meeting the required standards
Analysing the staff’s training needs
This is a must in order to prioritize training activities. The training needs of new
employees and existing staff should be assessed separately. A new employee’s training
needs can be chalked out on the basis of job lists. The tasks mentioned in the job list
should be prioritised according to simplicity and importance. The training sessions
should be started with simple tasks.
To assess a current employee’s training needs; their work performance needs to be

observed for 2-3 days. Their performance on these tasks should then be rated on a scale
of 1 to 5. On tasks in which they score less than 3, the staffs need training.
The three basic areas in which employees should be trained are skills, attitude, and
knowledge
Skills training
Skills include the practical and technical aspects of the job that an employee has to
perform. Skills training are essential for an employee to meet the standards set by the
organization. Some important skills that a trainee GRA needs to learn are:
• Arranging the room attendant’s • Window and mirror cleaning

cart • Bathroom cleaning
• Bed-making • Performing the turn-down
• Dusting service
• Vacuuming • Using equipment
• Floor and carpet cleaning • Safety and security procedures
• Cleaning of hard surfaces

Attitude training
Though it is imperative that employees with a positive attitude are selected during
recruitment, a new employee’s attitude may need to be shaped to a certain extent.
Housekeeping trainees need to be guided into thinking that no task is menial, that all tasks
are important in renderings service to a guest. The development of interpersonal skills
also comes under the head of attitude training
• Attitude training may be required • Management

in the following areas: • Personal hygiene and grooming
• Rendering service to the guests • Cleaning public areas and
• Dealing with superiors and bathrooms
subordinates
Knowledge training
A new employee needs to gain knowledge regarding the organization, its procedures,
policies, and rules, and his/ her co-workers. Some of the areas in which new employees
require knowledge are:
• The layout of the entire hotel • Emergency procedures

• Hotel managers and the HODs • Telephone courtesy
• Co-workers with whom he/ she is • The housekeeping department’s
to coordinate common procedures
• Employee rights and benefits • Room status codes
• Grievance procedures
Present the training programme
Start the training session with an introduction. While planning how to introduce a topic,
keep the following points in mind:
I = Interest – Create interest about the topic

N=Need- Explain the importance of the session
T=Title- Emphasize the title
R=Range- Discuss the range of the topic to be covered
O=Objective-Enumerate the objectives to be achieved at the end of the session
The content is the main part of the training session. It should evince clarity of thought.
Attention research studies have shown that multi-sensory delivery helps a person to
concentrate attention and integrate all the relevant information. Certain statistics
regarding retention of information retained through the five senses-vision, hearing,
feeling, smelling and tasting. These studies make it evident that training sessions must

include discussions, demonstrations, audio-visual aids, and exercises, apart from

lectures.
Teaching skills to trainees
When teaching skills to trainees, they need to be told as well as shown how to perform
tasks. Job breakdowns act as guides to accomplishing this step in training. The new
employee should be given written job breakdowns a day in advance, so that they can
participate in the training session readily. Some recommendations for teaching new skills
to a trainee are listed below:
• Demonstrate the skill at a normal speed

• Break down the presentation of large amounts of information into sessions for
easier assimilation
• Repeat the demonstration at a slower pace, asking the trainees to perform along
with trainer
• Encourage the trainees; once they are confident, allow them to practise on their
own
• Follow up to see how the trainee is performing
Summarizing and concluding the session
This includes:
• Recapitulation of the main points

• Inviting further clarification and discussion, and
• An assessment of the trainees’ learning
Practise
After the training session, give the trainees ample opportunity and time to practise on
their own, because when they do, they understand better. Encourage them during the
practice and appreciate correct performance. Do not allow short cuts at the stage, or else
they will become a habit later
Follow up
Follow-up is important to make the employees good workers and comfortable in their
jobs. Follow-up includes continuing on-the-job training, appraising performance, giving
feedback, and evaluating progress.
PLANNING DUTY ROSTER

Duty rosters 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 roster should be rotated every five weeks. Duty
rosters must be simple in format, easy to interpret, clearly written, and displayed on the staff
notice board at least a week in advance. A sample duty roster for GRAs is presented below.
Duty rosters for other positions may be drawn up on the same lines

Advantages of a duty roster

Planning a duty roster in advance helps to ensure:
• The exact number of staff required to be on duty at any given occupancy

• That staff working hours are as per their employment contract
• Those regular off-days are availed for enhancing productivity
• Knowledge of which employees are present on the premises in instances of
emergencies
• Accuracy in attendance and payroll reports
STEPS IN MAKING A ROSTER
The steps in making up a duty roster are as follows:
Step1: 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 employee’s annual leave. These forecasts also help
the executive housekeeper to follow the staffing guide to ensure the 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 roster, 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
Step6: incorporate coffee breaks and mealtime allowances in the roster
Step7: ascertain that each employee gets a weekly off day after 6 working days. Provide
for compensatory offs. Schedule one reliever per 6 employees
Step8: ascertain closed days and restricted holidays, and any contingency planning that
may be needed

EXAMPLE
• Day maids are required to work from 7:30 am until 3:30 pm including half an hour
meal break for lunch
• Each full-time maid works a 40 hours week
• The hotel has 150 rooms and is fully booked for the week in duration
• Each maid is expected to clean 15 rooms per day
• There are 14 full time day maids
• M is beginning her holiday on Saturday & Sunday has requested Thursday off so
that she can take her son to the clinic
In addition to the duty rotas which are planned well in advance, every day the staffing has
to be monitored for all the shifts and throughout the day (24 hrs). Alternate arrangement
has to be done for absentees, late comers & extra jobs. For which a staff placement
register has to be maintained everyday so that all the areas will be covered & extra jobs
can be done comfortably.
DUTY CHART
MAIDS MON TUE WED THURS FRI SAT SUN WEEKLY

HRS
A 8-4 8-4 8-4 8-2 8-4 OFF OFF 39
5-9
B OFF OFF 8-2 8-4 8-4 8-4 8-2 40 ½
5-9 5-9
C 8-4 8-4 OFF OFF 8-2 8-4 8-4 39
5-9
D 8-2 8-4 8-4 8-4 8-4 OFF OFF 8-4
5-9
E OFF 8-2 8-4 8-4 8-4 8-2 OFF 40 ½
5-9 5-9
MEAL TIMES
Lunch 12-1:30 pm or 12:30 – 01:00 pm

Supper 6:30 – 7:00 pm or 7:00- 7:30 pm
8-4 =8 hrs less ½ hr= 7 ½ hrs
8-2
5-9 =10 hrs less 1hr= 9 hrs (13 hrs spread over)

TEAMWORK AND LEADERSHIP
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
A housekeeping team may consist of one supervisor, several 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 willing to make a change to meet new challenges
Promoting teamwork within each team requires special effort. A teamwork checklist,
such as the one shown below, should be followed by the executive housekeeper to make
it a success
• Reward teamwork by praising the team and giving them choice assignments,
raises and promotions- just as you would individual performers
• Include teamwork as a criterion during the employee’s performance appraisals
• Rotate special assignments, allowing everyone an opportunity to shineas an
individual occasionally
• Consider ideas generated jointly by the team as well as individual ideas
• Share information and give the team a say in decision making
• Give credit to the team for jobs well done
• Set an example of cooperation with others
ADVANTAGES OF TEAM WORK
There are many advantages of teamwork. Some of these are as follows:
• A principal advantage to the manager is in being able to schedule a group of people

as though they were one entity
• Cooperation and workers morale will be higher when they are part of a small unit
rather than solitary individuals in a large group of people.
• 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
• 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

• With increasing concern for safety and security, assigning two or more GRAs to
clean a room could save expenses on liabilities and lawsuits
• Mundane cleaning tasks may become fun when performed as a team
• Fewer tools are needed- for example, one room attendant’s cart, one vacuum
cleaner, and one hand caddy can equip a team of two
• 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
• Bringing new employees up to the required standards becomes easier since they
have buddies to coach them along the way.
• 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
Some guidelines for team cleaning
When planning for team cleaning, the executive housekeeper must address the following
considerations
• Have linen and cleaning inventories equally distributed so that teams do not fight
over supplies
• 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
• 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 visions, goals and strategies with them.
Leadership is the capacity to frame plans that will succeed and the faculty to persuade
others to carry them out in the face of difficulties. Leadership quality in a manager makes
people look up to him/ her for advice, feel motivated to work for and respect the manager,
and be loyal to the manager. An executive housekeeper who can mobilize the trust and
support of the staff achieves great heights. Some executive housekeepers who are good
planners and organizers fail to achieve results because they are not effective as leaders.
An executive housekeeper who is a good leader will ensure the following activities:
• Draft a compelling vision • Inspire and pull employees

• Communicate passionately towards goals
• Get cooperation from others • Provide direction and momentum

• Be assertive if necessary • Get feedback

• Learn from other leaders • Command and not demand
• Make decisions in line with the respect and loyalty
vision • Do some self-evaluation as well
Different leadership styles as presented in table may be used by executive housekeepers.

Some distinctly make people work by order or force; 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 demand
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 contributively to successful decisions of
major consequence. They are then not only committed to the outcome of these decisions
but are also involved in the success or failure of such decisions and are thereby motivated
to continue their participation and personal growth
A self-assessment needs to be carried out by executive housekeeper to find out which
style of leadership they adopt as their principal one in actuality. The questions listed
below need to be addressed for such self-assessment
• Do I tend to think I or We?

• Be concerned with things or with people
• Drive employees or coach them
• Say go or let’s go
• Take credit or give credit
• Instil fear or enthusiasm
• See today or look at tomorrow
• Let the employee know how the job is to be done or show them how to do the job
• Depend on authority or goodwill
• Work hard to produce results myself or work hard to help employees produce
results
• Let employees know where I stand or where they stand
• Fix blame for breakdown or show how to fix the breakdown
• Use employees or to develop them
STYLES OF LEADERSHIP
Autocratic- Imposes own decision with/ without explanation to subordinate

Participative- Decision made after prior consultation with subordinates

Democratic- Joint decision arrived at
Laissez Faire- Decisions taken by delegation
PROCEDURE MANUAL
Procedure manuals are developed by the organization for all employees, and
departmental procedure manuals are developed in common for employees of a particular
department. A procedure manual gives information about standard procedures to be
followed for various activities. In housekeeping, these activities relate to the organization
and procedures of cleaning activities, safety and security measures, human resource
issues, and so on. These manuals are necessary in maintaining uniform standards even
when managers and employees change. In order to be effective, these manuals must be
updated whenever there are changes incorporated in these systems. SOP’s should be part
of procedure manuals.

BUDGET
A budget is a plan that projects both the revenues that the hotel anticipates during the
period covered by the budget and the expenses required to generate the anticipated
revenue.
Budgeting is one of the main planning activities of an executive housekeeper. It is the

process by which, based on the actual performance of establishments in the past,
estimates of expenditure and receipts are made and adjusted for forecasting future
outcome. A budget is a plan by which resources required to generate revenues are
allocated.
THE BUDGET PROCESS
The operating budget outlines the financial goals of a hotel. The purpose of the operating
budget is to relate operational cost to the years expected revenues. The yearly operating
budget is broken down into budgets for each month of the fiscal year. In addition, each
department prepares its own monthly budget. These budgets cover individual areas of
responsibility and serve as a guide for how the department will achieve its expected
contribution to the property’s financial goals. Essentially, a budget is a plan. It projects
both the revenues the hotel anticipates during the period covered by the budget and the
expenses required to generate the anticipated revenues. The executive housekeeper’s
responsibility in the budgetary process is twofold. First, the executive housekeeper is
involved in the planning process that leads to the formulation of the budget. This entails
informing the room 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 budgeted costs and with the actual
occupancy levels. As a plan, a budget is also a guide. It provides 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 control its expenses
within the prescribed limits.
TYPES OF BUDGETS
Budgets may be of different kinds, based on the types of expenses involved, the
departments, and the flexibility of expenses
CATEGORIZED BY TYPES OF EXPENDITURE

Based on the types of expenses and assets involved, budgets may be categorized into
capital, operating, and pre-operating budgets
CAPITAL BUDGETS
These allocate the use of capital assets that have a life span considerably in excess of one
year- these are assets that are not normally used up in day-to-day operations. Furniture,
fixtures, and equipment are typical examples of capital expenditures. Capital
expenditures in the housekeeping department may include room attendant’s carts,

vacuum cleaners, general floor machines, carpet shampoo machines, sewing machines,
and laundry equipment. The hotel building itself is also a capital asset
OPERATING BUDGETS
These forecast expenses and revenues associated with the routine operations of the hotel
during a certain period. Operating expenditures are those costs the hotel incurs in order
to generate revenue in the normal course of doing business. In the housekeeping
department, the most expensive operational cost is the salaries and wages or labour cost.
The cost of all non-recycled inventory items, such as cleaning and guest supplies, is also
operational costs.
PRE-OPENING BUDGETS
These force the planning necessary for the smooth opening of a new hotel. These budgets
resource for opening parties, advertising, generation of initial goodwill and public
relations. Pre-opening budgets also include the initial cost of employee salaries and
wages, as well as supplies, crockery, cutlery, and other items.
CATEGORIZED BY DEPARTMENTS INVOLVED

Based on the department involved, budgets may be categorized into master budgets or
department budgets
Master budget these represent the forecasted targets set for the whole organisation and
incorporate all incomes and expenditures estimated for the organization
Department budgets Each department of the hotel forwards a budget for its estimated
expenses and revenues to the financial controller. For instance, there would be a
housekeeping budget, an F & B budget, a maintenance budget, and so on. In fact, the
rooms division budget is in this case the combined budget of the front office and the
housekeeping department.
CATEGORIZED BY FLEXIBILITY OF EXPENDITURE

Budgets may also be classified on the basis of the flexibility of expenditure
Fixed budgets These budgets remain unchanged over a period of time and are not
related to the level of revenues. Such budgets include budgets for advertising and
administration.
Flexible budgets These budgets pre-determine expenditure based on the revenue

expected and differ with different volumes of sale.

HOUSEKEEPING EXPENSES
Expenses that need to be budgeted for by the housekeeping department may be
operating expenses or capital expenditures
Operating expenses
Operating expenses include the following types of costs:
Salaries and wages This is the largest expense category in the housekeeping
department, as the department easily has the largest workforce of all departments in the
hotel. This category of expenses includes regular employee pay, overtime pay, incentives,
lave encashment, and bonuses
Employee benefits This category of expenses includes insurances on pay, employee

pensions, payroll taxes, employee medical expenses, employee meals costs, employee
provident funds, staff parties, and social events. In many organizations, the salaries and
wages and the employees benefits are calculated as one expense category, referred to as
SWB
Contract services Expenses incurred on any contract service employed by the

housekeeping department, such as guest supplies and cleaning supplies
Linen New linen needs to be bought throughout the year as replacements and the cost of
these is budgeted for under this expense category. These expenses also include all linen
hire costs
Uniforms This category includes the expenditure forecasted for purchasing material for
uniforms, tailoring costs, or costs of renting uniforms
Pest controls This function may be contracted or carried out by the housekeeping
department employees, and has to be budgeted for accordingly
Flowers and horticultural expenses This category includes cost of office stationery
items such as log books, registers, forms, formats, writing material and so on, as well as
telephone, lighting, water consumption, and other such establishment expenses
CAPITAL EXPENSES
Capital expenses include the cost of equipment and machines, furniture and fixtures, etc.
Equipment and machines This category of expenses involves the equipment and
machines used by the housekeeping department, and those provided in the guestrooms
for guests use
Furniture and fixtures The budget for guestroom furniture and fixtures is under the
purview of the housekeeping department since it is responsible for their cleaning and
maintenance

CAPITAL BUDGETS
Purchase of most inventoried item in the housekeeping department occurs monthly,

these costs appear in the operating budget as expenses against the revenue generated
over the same period. Major purchases of machines and equipment in the housekeeping
department are not included on operating budgets. Instead, purchases for items with
relatively high costs and long life spans are planned as part of capital budgets because
they involve additional capital investments by the hotel. Capital budgets are prepared
annually. The executive housekeeper will be asked to specify the need for funds to
purchase machines and equipment for the housekeeping department.
It is crucial that the executive housekeeper be prepared to justify any requests for capital
expenditures. Although such requests may be part of an overall modernization or
renovation program, they more typically involve a need to replace existing machines or
equipment. Typically, the need to replace major machines and equipment is discovered
when a particular item cannot be repaired. However, the executive housekeeper can
effectively predict the useful life of each machine in the housekeeping department based
on how often it is used and the estimated number of working hours provided by the
machine’s manufacturer and supplier. Executive housekeepers should be aware,
machines and equipment that receives high usage will not live up to the guarantees and
estimates of useful life provided by suppliers.
When purchasing housekeeping equipment, executive housekeepers need to focus on

long-range considerations. Major purchases of machines and equipment represent a
capital expense for the hotel, and planning is required. Whenever possible, it is important
to choose a supplier who can service the machines in a quick and efficient manner. If such
a supplier cannot be found, the executive housekeeper will need to order an adequate
number of replacement parts so that the hotel itself can service the machines. The
executive housekeeper is expected to be able to recommend the proper type, quality, and
quantity of equipment needed to keep guestrooms and public areas clean and attractive.
The housekeeping department needs equipment that will last through continuous use
with a minimum of maintenance. Cost effectiveness is the most important consideration.
As always, purchase price needs to be considered along with the quality and durability of
the product
PLANNING THE OPERATING BUDGET
The budgeting process begins far in advance of the start of the period for which the
budget is planned. The process of planning an annual operating budget generally takes
several months. It involves gathering information, formulating initial plans,
reconsidering goals and objectives, and making final adjustments. The budget planning
process requires a closely coordinated effort of all management personnel. Operating
budgets are typically prepared for each fiscal year; the annual operating budget
summarizes the anticipated year-end results.

Monthly operating budgets are also prepared for the property’s fiscal year. This enables
managers to clearly outline seasonal variations in expected revenues and corresponding
expenses. It also provides managers and department heads with valuable tools to
monitor actual results. In budgeting planning, the first step is always to forecast room
sales. The reason for this is twofold. First, room sales generate the revenue for operating
various departments. Second, and more important, most of the expenses that each
department can expect- and the ones that departments are most able to control- 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 inventory items, 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, laundry,
and other areas can be determined on the basis of formulas that express costs in terms of
cost per occupied room.
Occupancy forecasts are generally developed by the front office manager, working closely
with the property’s general manager. The forecast is based not only on historical data
concerning past levels of occupancy, but also on information supplied by the marketing
department concerning the anticipated effect on room sales of special events, advertising,
and promotions. Some hotels generate forecasts for room sales that predict the level of
occupancy for each day of the coming year. Once occupancy levels are predicted, the
departments whose costs fluctuate with occupancy levels can forecast expected costs and
submit prepared budgets to the general manager and controller for review. Upper
management analyzes and adjusts the departmental budget plans so they reflect the
property’s goals and objectives. Often, budgets are returned to department heads with
comments and recommended adjustments. Such feedback primarily reflects the concern
of upper management to maximize profits and control expenses while maintaining
appropriate levels of service. 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 how service levels will be affected by
budget adjustments. This is especially important for the executive housekeeper. If upper
management tones down the operating budget submitted by the executive housekeeper,
the executive housekeeper should clearly indicate what services will be eliminated or
downgraded in order to achieve the specified reductions. The cycle of feedback and
discussion continues as department heads revise their budgetary plans and provide
additional input in response to recommended adjustments. It is through this back- and –
forth process that agreement is ultimately reached. The final budget represents the
forecasts, goals, and constraints that everyone adopts. Each department is then
committed to operating under the limits expressed in the budget and achieving its
contribution to the overall plan. Once approved, the operating budgets set a standard by
which departmental performance can- and will-be evaluated.

Budgeting expenses
The budgeting process begins with a forecast of room sales. Since expense levels in all
expense categories on the departmental income statement vary with occupancy,
everything in the operating budget depends upon how accurately levels are forecasted.
Early in the budget planning process, the room manager will give the executive
housekeeper the yearly forecast of occupancy levels, broken down into monthly budget
periods. This information may be delivered in a form. Using historical data, along with
input from the hotel’s marketing department, the rooms manager will predict the
occupancy percentage for each budgeted period.
The second column of the form translates the anticipated occupancy percentage into the
actual number of rooms expected to be occupied. By multiplying the number of expected
occupied rooms by the average rate per room, the rooms manager can forecast the
amount of revenue anticipated from room sales. For the rooms manager, this projection
of revenue is the most important part of the operating budget. The appropriateness of all
expenses expected will be measured i terms of the percentage of revenue represented by
each expense category.
For the executive housekeeper, the most important information in the rooms manager’s
forecast is not so much the total expected sales dollars, but the projected number of
occupied rooms for each budgeted period. This is because early all the expense levels for
which the executive housekeeper is responsible are directly dependent upon the number
of occupied rooms the housekeeping department will have to service. The executive
housekeeper can predict a certain level of expense for each expense category when he/
she knows:
1. The cost per occupied room for each category of expense, and
2. The number of occupied rooms forecasted for each budget period
At this point, the budgeting process simply involves relating costs per occupied room to
the forecasted occupancy levels.
Salaries and wages
Salaries and wages expense for the housekeeping department is related to such positions
as executive housekeeper, assistant housekeeper, inspectors, linen room attendants,
house persons, lobby attendants and others employed in the housekeeping operation. By
using a staffing guide the executive housekeeper can determine how many employees of
each job classification are needed to ensure smooth operations at varying levels of
occupancy. When planning the salaries and wages expense for the operating budget, the
executive housekeeper can use the staffing guide in conjunction with the occupancy
forecasts to determine staffing needs for each budget period. After determining the
number of labour hours needed for each job category, the executive housekeeper can
multiply the number of hours by the position’s average per-hour wage to calculate the

expected cost for that job category. By summing the calculations for all positions, a total
wage cost can be determined for each budget period. Costs associated with salaried
positions in the housekeeping department can be averaged into each monthly budget
period. In forecasting salary and wage costs, the executive housekeeper will also need to
account for any scheduled salary and wage increases as well as any cost of living
adjustments planned by the property.
Employee benefits
Calculations related to employee benefits depend on the number of labour hours

expected to be scheduled, the types of job classifications involved, and the property’s
policies regarding employee benefits. The kinds of benefits in this expense category may
include charges for the cost of holiday or vacation pay, employee meals, payroll taxes,
medical expenses or insurance, social insurance such as pensions, and staff parties or
social events. With the help of human resources or accounting staff, the executive
housekeeper can determine what levels of expense to budget for employee benefits.
Outside services
If the hotel employs any outside contractors for major cleaning projects or for laundry
and dry cleaning services, then the costs of these services are averaged throughout the
budget periods. The executive housekeeper can consult current contractors or past
invoices to determine the expense levels to budget
In-house laundry
The executive housekeeper needs to work closely with the laundry manager top budget
laundry expenses. The forecasts of occupancy levels provided by the room division, along
with the property’s staffing guide will be the basis for determining all expenses related to
salaries, wages and benefits for laundry personnel. The cost of operating the hotel’s on-
premises laundry is directly related to the volume of soiled items to be processed. This,
in-turn, is a direct function of the hotel’s occupancy levels. Therefore, the cost of
laundering room linens and uniforms can be budgeted on the basis of historical
information that shows the cost per occupied room of laundry operations. Multiplying
the cost per occupied room for laundry operations by the number of occupied rooms
forecast for each budget period will provide a figure for the expected laundry expense
during the budget period.
Linens
Although linen supplies in the housekeeping department are a recycled inventory item,
their lifespan is ultimately limited. New linens must be purchased throughout the year as
older linens are removed from service due to loss, damage or wear. Replacement cost for
new linens is an expense that needs to be worked into the budget planning process.
Monthly physical inventories of linens show the executive housekeeper how long the
existing stock of linens lasts and how much of each type of linen needs to be reordered to

maintain appropriate par levels. The results of physical inventories of linens are
submitted to the hotel’s General Manager who routinely transfers the information to the
hotel’s accounting department. In turn, the accounting department regularly processes
the information and provides valuable statistical information related to usage rates,
losses, and expenses per occupied room. The executive housekeeper can use the cost per
occupied room for replacement linen to forecast linen expense for the periods covered
by the operating budget. Multiplying the cost per occupied room for linen replacement
by the number of occupied rooms forecasted for the budget period will yield the linen
expense to be built into the operating budget.
Operating supplies
The operating supplies expense category for the housekeeping department includes non-
recycled inventory items, such as guest supplies and amenities, cleaning supplies, and
small equipment items. As with the other housekeeping expense categories, the executive
housekeeper can budget for the costs of these items on the basis of cost per occupied
room
Guest supplies include pens, stationery, matches, soap, shampoo, toilet and facial tissue,
garment bags, and other amenities the hotel provides in each room for the convenience
and use of its guests. The cost per occupied room for guest supplies is the same as the
cost of one room par for these items. Budget amounts for guest supplies are determined
by multiplying their cost per occupied room by the number of occupied rooms in the
budget’s forecast.
Cleaning supplies include not only chemical cleaner, polishes, and detergents, but also
small equipment items needed on a daily basis such as applicators, brooms, brushes,
mops, buckets, spray bottles, and a variety of cleaning cloths. By following the inventory
control procedures, the executive housekeeper has an effective system for tracking the
usage rates for the various cleaning supply items at different levels of occupancy. By
dividing the cost of the number of purchase units used each month by the number of
occupied rooms that month, a cost per occupied room can be established for each item in
the cleaning supply inventory. Summing the results for all inventory items yield a cost
per occupied room for cleaning supplies. Multiplying this figure by the number of
occupied rooms forecasted for the budget period provides the cleaning supply expense
for the operating budget
Uniforms
Provisions must be made in the operating budget for the cost of new and replacement
uniforms. In addition, the cost of washing or dry cleaning uniforms, as well as costs
associated with repairing damaged uniforms, any need to be reflected in the operating
budget. Like linens, uniforms are a recycled inventory item. But unlike linens- whose
usage rates and replacement needs are very predictable- the need for a new uniform
during the budget period depends on additional factors such as personnel turnover and

new hiring’s. To help organize information for the operating budget and for future
purchasing, the executive housekeeper should maintain an itemized list of all types of
uniforms maintained in the department’s inventory. The cost information should be
itemized for each part of each type of uniform. The number of people working in each
uniformed position may be obtained from human resources. Since men and women in the
same position may require different uniforms- sometimes at different costs- the
executive housekeeper also need to consider the number of men and women occupying
each uniform position
There are some general rules of thumb that the executive housekeeper can use when
budgeting for uniform purchases. While these rules of thumb may be helpful, executive
housekeepers should keep in mind that uniform par levels vary from property to
property. The executive housekeeper should start by budgeting for one complete uniform
for each person. Next, for uniforms that are dry cleaned, the executive housekeeper
should start by budgeting for one complete uniform for each person. Next, for uniforms
that are dry cleaned, the executive housekeeper should budget for one additional
uniform per person, since laundering greatly reduces a uniforms useful lifespan. As a
final rule of thumb, the executive housekeeper should budget three additional sets of
uniforms for cooks. Taking into consideration an annual plan for replacing uniforms, the
executive housekeeper should divide the cost of new uniforms into those months during
the budget period in which they will be purchased. In determining the cost of repairing
uniforms, the executive housekeeper needs lot to consider not only the materials needed
for repairs, but also the cost of the time spent by the supervisor or seamstress to repair
the uniforms. Records of past repairs and productivity standards for repair can provide
information relevant to the executive housekeeper’s estimate for budgeting the cost of
repairs.
Operating budgets and income statements
An operating budget is identical in form to an income statement. An income statement-

or statement of income- expresses the actual results of operations during an accounting
period, identifying revenues earned and itemizing expenses incurred during the period.
The difference between an income statement and an operating budget is that the first
expresses the actual results of operations for a period that has ended, while the second
expresses the expected results of operations for a current or coming period. The one is a
report of what actually occurred, while the other is a for what is to come. The operating
budget is a plan for the period in the sense that lot predicts or anticipates what the income
statement will actually show at the end of that period. The success of the hotel’s plan as
expressed in the budget is determined by how closely it’s forecasted numbers match the
numbers on the end-of –that period. The success of the hotel’s plan as expressed in the
budget is determined by how closely it’s forecasted numbers match the numbers on the
end-of-the-period income statement. In the budget planning process, upper management
collects information from the various department heads to prepare for the whole
property. This budget takes the form of an income statement for the coming period.

Income statements that predict the results of current or future operations, as opposed to
reporting actual results, are often referred to as pro forma income statements.
The Hotel Income statement
The statement of income provides important financial information about the results of
hotel operations for a given period. The period may be one month or longer, but cannot
exceed one business year. 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
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 sample
statement of income often called a consolidated statement because it presents a
composite picture of all the financial operations of the hotel. Room division information
appears on the first line, under the category of operated departments. The amount of
income generated by the rooms division is determined by subtracting payroll and related
expenses and other expenses from the amount of net revenue produced by the room
division over the period covered by the income statement. Payroll and related expenses
charged to the rooms division include the wages, salaries, and benefits paid to
housekeeping and front office staff, reservation agents, and uniformed service staff. Since
the rooms division is not a merchandising facility, there is no cost of sales to subtract from
the net revenue amount. The revenue generated by the rooms division is often the largest
single amount produced by revenue centres within a hotel. Since the rooms division is
generally the hotel’s major source of income, and since housekeeping is a major source of
expense incurred by the room division, the executive housekeeper plays an important
role in the hotel’s overall financial performance
The Rooms division Income Statement
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 format and specific line items used by
the rooms division for its departmental income statement will vary with the needs and
requirements of individual properties. The following sections briefly describe typical line
items found on a room’s division income statement. The first heading on the room’s
division income statement records revenue from room sales during the period. The
second heading, allowances, identifies rebates, refunds, and overcharges of revenue.
These are generally not known at the time that room sales are recorded. Instead,
allowances are adjusted at a later date and may not appear as a budgeted line item on a
proforma income statement. Net revenue is arrived at by subtracting allowances from
total revenue. It is the net revenue figure that is transferred to the hotel’s income
statement as sales derived from the hotel’s lodging operation. The executive housekeeper
is directly concerned with many of the line items listed in the expense sections of the

rooms division’s income statement. The largest single expense category listed is salaries
and wages. The personnel costs associated with the housekeeping department are
incorporated into this total, which also includes payroll costs for all room division
employees. Regular pay overtime pay, vacation pay, severance pay, incentive pay, holiday
pay, and employee bonuses are included in this expense category. The expenses item
referred to as employee benefits are generally calculated by the personnel or accounting
departments. It includes payroll taxes, payroll-related insurance expense, pension and
other related personnel costs. The share of employee benefit expense that belongs to the
housekeeping department is included in this line item. Many of the expense items listed
under the heading other expenses fall under the direct responsibility of the executive
housekeeper. These include:
• Contract cleaning
• Laundry and Dry cleaning
• Linen
• Operating supplies
• Uniforms
Contract cleaning includes the cost of contracting companies to clean lobbies and public
areas, wash windows, and exterminate and disinfect areas of the rooms division. The pros
and cons involved in the executive housekeeper’s decision to employ contract cleaning
services will be discussed at the end of this chapter. The laundry and Dry cleaning
expense item refers to the cost of both outside and in-house laundry and dry cleaning
services. It also includes the cost of dry cleaning curtains and draperies as well as washing
of cleaning awnings, carpets, and rugs in areas of the room division. All the expenses
incurred by the property’s in-house laundry facility (except salaries, wages, and benefits)
are reflected in this expense item. The costs of supplies used to keep the house laundry
in a clean and sanitary condition are included- plus the costs of all supplies used in the
laundry operation itself. In addition, printing and stationery costs associated with
laundry lists, printed forms, service manuals, and offices supplies used by in-house
laundry personnel are included. Finally, the costs of purchasing or renting uniforms for
in-house laundry employees, along with the costs of uniform cleaning or repair, are
incorporated in the total expense recorded in this category. Many hotels use a separate
schedule to itemize all the costs within this expense category.
The linen expense item includes the replacement costs or rental fees for sheets, pillow
cases, towels, face cloths, bath mats, blankets, and other items included in the linen
inventory. The operating supplies expense item includes the cost of guest supplies,
cleaning supplies, and printing and stationery items. All guest and cleaning supplies fall
within the executive housekeeper’s area of responsibility, and their inventories are
maintained in the housekeeping department. The uniform expense item includes the cost
of purchasing or renting uniforms for all employees of the rooms division as well as other
related costs. Some of the expense categories listed under the heading other expenses fall
outside the executive housekeeper’s area of responsibility. The commission expense

refers to remunerations paid to outside sources, such as travel agents, who secure rooms
business for the hotel
Guest transportation includes the costs associated with transporting guests to and from
the hotel. Reservations include the cost of a reservations service and a central reservation
system involving telephone, telegram, and teletype expenses. In the budget planning
process, the room’s manager will solicit information from the executive housekeeper
concerning the expense categories that fall under the housekeeping concerning the
expense categories that fall under the housekeeping department’s areas of responsibility.
In particular, the room’s manager will be interested in assessing expected expenses as a
percentage of the revenue forecasted for room sales. Every controllable cost can be
expressed as a percentage of revenue. For each expense category, the room’s manager
will have a standard percentage that is considered to be an appropriate level of expense
in relation to generate revenues.
The room’s manager will expect that all projected expense will fall within acceptable
range of the standard cost percentage for each category. The rooms manager may also
build improvements on past cost percentages into selected expense categories, assuming
that greater efficiencies will be achieved through better training, closer supervision, and
tighter controls. The room’s manager’s goal is to maximize the department’s income by
minimizing the expenses while still preserving or enhancing the service levels. Crucial to
achieving this goal are the executive housekeeper’s operates take 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’s operational plan. The
executive housekeeper will be held accountable for controlling the expense areas that fall
within the housekeeping department’s areas of responsibility. As the budgeted period
progresses, monthly income statements will be produced that show the actual amounts
alongside the amounts originally budgeted. Virtually all actual results of rooms division
operations will differ from budgeted amounts for revenue and expense items on a budget
report. This is only to be expected because any budgeting processes, no matter how
sophisticated, is not perfect, executive housekeepers should not analyze every variance.
Only significant variances require management analysis and action. The general manager
and controller should provide the executive housekeeper with criteria for determining
which variances are significant.
BUDGETARY CONTROL
An operating budget is a valuable tool for controlling expenses and monitoring the course
of operation during a specific period. Each month, the hotel’s account department
produces statement reporting the actual costs in each of the expense categories in the
budget. These income statements or profit-and-loss statements are nearly identical to the
operating budget.
Controlling expenses

Controlling housekeeping expenses means ensuring that actual expenses are consistent
with the expected expenses forecast by the operating budget. There are basically four
methods the executive housekeeper can use to control housekeeping expenses; accurate
record keeping, effective scheduling, careful training and supervision, and efficient
purchasing. Maintaining accurate records is the first step in controlling expenses and
identifying problems in relation to managing inventories. As pointed out earlier, accurate
record keeping enables the executive housekeeper to monitor usage rates, inventory
costs, and variances in relation to standard cleaning procedures. Effective scheduling
permits the executive housekeeper to control salaries and wages and the costs related to
employee benefits. It is important to schedule all housekeeping employees according to
the guidelines in the property’s staffing guide. Since the staffing guide bases its guidelines
in the level of room occupancy, it ensures that personnel costs stay in line with occupancy
rates. At the same time, the need for adequate staffing to maintain the desired level of
service leaves the executive housekeeper little room to ‘cut corners’ by scheduling fewer
employees than the staffing guide recommends. The executive housekeeper can ensure
that the approved guidelines expressed in the property’s staffing guide are consistently
followed in all employee scheduling decisions. Adjusting weekly work schedules in light
of anticipated occupancy levels is an on going responsibility of the executive
housekeeper. Training and supervision should not be overlooked as a cost control
measure.
The recommendations in the property’s staffing guide are based on the assumption that
certain performance and productivity standards are consistently achieved. Effective
training programs that quickly bring new hires “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.
Finally, effective training and supervision are an important part of controlling the cost of
inventoried items. For example, training employees in the proper use of cleaning supplies
can improve usage rates and, over time, lower the cost of cleaning supplies per occupied
room. Efficient purchasing practices afford the executive housekeeper the greatest
opportunity to control department expenses. The executive housekeeper bears an
important responsibility in making sure that the hotel’s money is well spent and the
maximum value is received from products purchased for use.
PURCHASING SYSTEMS
Efficient purchasing practices can make a significant contribution to the executive

housekeeper’s role in controlling housekeeping expenses. In fact, the most controllable
expenses under the executive housekeeper’s responsibility involve the various items
whose inventories are maintained by the housekeeping department. Deciding what to
buy, whom to buy it from, and exactly how to purchase it requires careful consideration

on the part of the executive housekeeper. Although the actual purchasing may be done by
the hotel’s purchasing department, quantities and specifications are submitted to the
purchasing department by department heads. When ordering items for the housekeeping
department, the executive housekeeper will need to fill out and sign a purchase order
form. This order form then has to be approved by the controller and general manager.
For all items purchased for the housekeeping department, the recommendation as to
which product to purchase, in what quantities, and even from what vendor is made by
the executive housekeeper. Although different properties have different procedures for
processing and approving purchase, the evaluation of what’s needed, when, how much,
and from heads. The executive housekeeper needs to know how to obtain the best value
when purchasing the variety of items needed by the housekeeping department.
LINEN REPLACEMENT
Next to salaries and wages, linen is the highest expensive item in the housekeeping
budget. The initial purchase of linens for the hotel will greatly influence the costs of
replacing linens that become lost or are taken out of service due to damage or excessive
wear. The fabric type, size, and colour will influence both initial purchases and
replacements costs. Coloured items are usually more expensive and have shorter lifespan
since the colours fade through repeated washings. The physical inventory records show
the executive housekeeper how long the existing stock of linen lasts and how much of
each type of linen needs to be reordered to maintain par levels. Typically, linen purchases
are made annually with deliveries scheduled to be drop- shipped on a quarterly basis.
This arrangement enables the executive housekeeper to conserve available storage space
by using a supplier’s warehouse facilities while periodically receiving replacement stock.
Planning linen purchases on a yearly basis can also result in considerable savings. Linen
brokers provide a convenient and quick way to purchase linens, but they are expensive.
Ordering larger quantities in bulk can often win lower per unit prices. Planned annual
linen purchases also enable large hospitality chains to order linen supplies directly from
linen mills. Although these orders require considerable lead time to prepare, a property
saves in the premiums charged by linen brokers to process orders and arranges
deliveries. Unforeseen emergency needs could then be filled through a linen broker.
Quantities of linen to be published are determined by assessing the hotel’s quarterly
requirements to maintain linen at the proper per level. Physical inventories of linens can
be used to calculate an annual consumption rate that shows how much linen is used up
either by normal wear and tear, damage, loss or theft. With this information, the executive
housekeeper can use the following formula to determine the size of annual linen
purchase.
Annual order= par stock level - Annual consumption - linen on hand

The executive housekeeper is expected to carefully select suppliers and linen products to
ensure that the hotel receives good value for money spent. The most important
considerations are the suitability of the products for their intended uses and whether the
products are economical. Regarding linen, the expected useful life of the linen is often
more important than purchase price in determining whether alternative products are
economical or not
The cost of laundering linens over their useful life is usually much greater and more
important that their initial price. The lifespan of linen is measured in terms of how many
times it can be laundered before becoming too worn to be suitable for guest room use.
Linen that is purchased at bargain prices but that wears out after only moderate
laundering will damage guests perceptions of quality, increase annual linen usage rates,
and increase costs in the long run. Durability, laundry considerations, and purchase price
are the main criteria to use in selecting linen. A cost per use can be calculated in order to
evaluate alternative linen purchases using the following formula:
Cost per use = Purchase cost + Lifespan Laundering costs

Number of Lifespan Launderings
The laundering costs over the lifespan of a linen product can be determined by
multiplying the item’s weight by the hotel’s laundering cost per pound- and then
multiplying again by the number of launderings the item can withstand before showing
sufficient wear. When orders of new linens are received, shipment should be checked
against purchase orders and inspected to ensure that the linens meet all quality and
quality specifications. Newly received linen orders should be immediately moved to the
main linen room for storage. In the main linen room, new linens that have not yet been
put into service should be stored separately from linens that are already in use.
Inventories for all new linen received and issued at the hotel should be kept for on-hand
quantities of every type of new linen stored in the main linen room. The inventory record
should show linen type, specific item, price, storage location, and dates of ordering and
receiving.
As linen items are put into service to replace worn, damaged, lost, or stolen linen, the
quantity record on the perpetual inventory record should be adjusted accordingly. The
executive housekeeper is responsible for placing new linen in use on an as-needed basis
to maintain the par level for each linen item. Issuing new linen to be used in daily
operations typically occurs each month on the basis of shortages revealed by a physical
inventory. New linen may also be issued between physical inventories to replace
discarded linens. Some hotels inject a pre-determined quantity of new linen into
circulation at pre-established intervals based on past usage rates. New linens should be
placed into service on a “first-in first-out basis”. New linen not in service should be under
the control of the executive housekeeper or laundry manager in the main linen room or
other secure place.

UNIFORM REPLACEMENT
Uniforms needed to be replaced when they become damaged or worn. The executive
housekeeper needs to establish a procedure for issuing new or replacement uniforms. A
notation could be made on the employee’s uniform card that a damaged uniform was
received and discarded, and that a new uniform new uniform was issued. The date and
the employee’s signature should be recorded on the inventory card. The executive
housekeeper is generally responsible for receiving, storing, and controlling all new
uniforms held in the hotel’s custody but not placed into service.
The executive housekeeper is also responsible for placing new uniforms into service to
ensure that all uniform requirements are met, clean uniform replacements are available,
and the laundry is not unduly burdened with clean uniform production. As with linens,
the main criteria for purchasing replacement uniforms are durability, lifespan, and the
quality of materials. The purchase price of uniforms is a secondary consideration.
Comfort, practicality and case of maintenance are also important considerations. New
uniforms should be purchased to maintain the par levels established for the different
kinds of uniforms. Comparing the on hand quantities with the established par levels will
show the executive housekeeper how many replacement uniforms should be ordered.
CENTRALIZED PURCHASING
Some hotel chains have centralized national purchasing systems for major housekeeping
items in order to achieve quantity discounts. Other hotels may join together in purchasing
groups to achieve savings on bulk purchases of commonly used items. But, for the most
part, the large number and variety of operating supplies are purchased by the individual
property and through the direct involvement of the executive housekeeper. Inventory
tracking forms can be used to create an exhaustive list of operating supplies that the
executive housekeeper will need to purchase on regular basis. Inventory control
procedures will show how often and in what quantities supply items will need to be
purchased to maintain par levels. Usage rates and cost per occupied room figures can be
determined from the inventory records.
This information can form the basis for an effective purchasing system. By following
careful purchasing procedures, the executive housekeeper can help the hotel control
costs while ensuring that adequate supply levels are maintained. Before buying any
product, the executive housekeeper should obtain samples in order to test the product
and determine whether it meets specifications. Suitability for the intended task, quality,
ease of handling, and storage requirements are just as important as the price in
determining whether a product is economical.
Value-not price- should be the leading consideration in making purchase decisions. An

inexpensive cleaning agent that has to be used in much larger quantities than a more
expensive one may actually cost more in the long run. The crucial concern is to obtain the
best value for the money. Selecting the right vendors can often make the executive

housekeeper’s purchasing systems more efficient. The executive housekeeper needs to

competitively shop suppliers and vendors for the products to be purchased on a regular
basis. When asking for price quotations, the executive housekeeper needs to be as precise
as possible regarding such specifications as weight quality, packaging, size,
concentration, quantities, and delivery times. In evaluating alternative suppliers, the
executive housekeeper needs to be concerned with how well the supplier will service the
hotel’s account.
It is important that selected vendors appreciate the operations of a hotel’s housekeeping

department, fully understand the products they sell, and are able to provide
demonstrations and even training in how to use the products. It is not unusual for the
executive housekeeper to select one vendor for all guest supply items, another for
cleaning products, and still another for all paper products. By limiting the number of
suppliers with whom, the housekeeping department has to deal, the executive
housekeeper can streamline the purchasing process, reduce paperwork, and use time
more efficiently. In addition, concentrating business with a limited number of suppliers
often achieves greater purchasing- and thereby bargaining- power, resulting on
improved quantity discounts and better services.
Another consideration in selecting vendors is whether they will be able to stock the
products the hotel purchases at their own warehouse facilities and drop-ship the
products to the hotel on an as needed basis. This enables the executive housekeeper to
achieve savings by purchasing products in bulk whenever possible and at the same time,
solve the problem of limited storage space. In the process of reordering operating
supplies, the executive housekeeper needs to periodically re-evaluate the suitability of
existing products for their intended purposes.
Meeting with housekeeping staff who use the product can help determine any problem
that may lead to a reconsideration of quality of functionality. The functionality of the
product should be tested, and the executive housekeeper should determine whether the
existing specifications for the product should remain the same. Alternative products
should be investigated and compared to existing products in terms of performance,
durability, price, and value. Worksheets can be used to monitor usage rates and costs for
the different types of operating supplies kept in inventory. For each product, the monthly
chemical use report identifies the vendor, the product name, and its intended use. Each
month, physical inventories provide the executive housekeeper with information
concerning how many purchase units of each chemical cleaner have been used.
Multiplying the number of units used by the cost per unit yields the total cost of the
product used during the month. Dividing the total cost by the number of occupied rooms
yields a cost per occupied room figure for each product.
By reducing the room size of each purchase unit )eg., gallons, cans, pints, quarts) to a
common sized unit (eg. ounces) and multiplying the number of purchase units used by
the common-sized amounts, the total amount used for each product can be determined

in terms that render the different –sized products comparable. After using a common
measure to calculate the actual amounts used, the executive housekeeper can divide by
the number if occupied rooms to determine the usage of each product per occupied room.
In this way, the monthly chemical use report enables the executive housekeeper to
compare the relative efficiency of using different products for similar tasks. By comparing
the costs per occupied room and the usage per occupied room achieved by alternative
products, the executive housekeeper can evaluate which products yield greater cost
savings and base purchasing decisions accordingly.
The operating budget outlines the financial goals of a hotel. The purpose of the operating
budget is to relate operational cost to the years expected revenues. The yearly operating
budget is broken down into budgets for each month of the fiscal year. In addition, each
department prepares its own monthly budget. These budgets cover individual areas of
responsibility and serve as a guide for how the department will achieve its expected
contribution to the property’s financial goals. Essentially, a budget is a plan. It projects
both the revenues the hotel anticipates during the period covered by the budget and the
expenses required to generate the anticipated revenues. The executive housekeeper’s
responsibility in the budgetary process is twofold. First, the executive housekeeper is
involved in the planning process that leads to the formulation of the budget. This entails
informing the room 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 budgeted costs and with the actual
occupancy levels. As a plan, a budget is also a guide. It provides 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 teh department’s ability to control its expenses
within the prescribed limits
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. Each month, the hotel’s accounting department produces statements
reporting actual costs in each of the expense categories. The form of these statements is
nearly identical to that of the operating budget; actual costs are listed alongside budgeted
costs. Such reports enable the executive housekeeper to monitor how well the
housekeeping department is doing in relation to the budgeted goals and constraints.
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. Similarly, if occupancy levels are

higher than forecasted, the executive housekeeper can expect a corresponding increase
in housekeeping expenses. In either case, the decrease or increase in expenses should be
proportional to the variation in occupancy levels. 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. Serious deviations
from the budgeted plan require investigation and explanation. If the actual costs far
exceed the budgeted amounts while the predicted occupancy level remains the same, the
executive housekeeper needs to find the source of the deviation. In addition to
discovering why the department is “behind budget,” the executive housekeeper needs to
formulate a plan to correct the deviation and get the department back “on budget”. For
example, 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 cost 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 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 atimely basis is one of the most valuable
functions an executive housekeeper can perform in terms of the operating budget.
THE IMPORTANCE OF BUYING
Buying is one of the main functions of management and a great deal of success in any
establishment depends upon careful and intelligent buying whether it be cleaning
materials, equipment, furniture or fabrics. The responsibility for buying varies according
to the type and size of the establishment and the particular type of items required. It is
often taken out of the hands of the supervisor/ user and carried out by the supplies/
purchasing officer or the manager or storekeeper. Whoever in the department is
responsible for buying should not simply reorder on the basis of past experience but
should take into account the current requirements and prices.
AIMS OF GOOD BUYING

It is essential to do the following
• Buy the best value for money available

• Keep up to date with current market trends and prices
• Know the shelf-life of products
• Be able to assess quality in relation to costs
• Make sure goods are bought from a reputable firm
• Make sure goods are ordered in good time and the correct details are given to the
supplier
• Maintain optimum stock level
• Ensure a continual source of supply and find substitutes where necessary

• Arrange for goods to be delivered punctually- organization and flow of work can
be disrupted if goods do not arrive on time
• Check all goods on arrival for quantity against the official order form and delivery
note. Note and follow up any discrepancies immediately. It is essential that
substitute goods are received or a credit note is issued by the supplier
METHODS OF BUYING
There is a number of different methods of buying available and the following points must
be considered prior to selection being made:
• Type & quality of products required

• Amount of capital available
• Amount of storage space available
• Shelf-life of the products
• Policy of the establishment or group
• Whether standardisation of products is required or not
• Whether the number of suppliers need to be restricted
• Method and frequency of issuing stores
1) WHOLESALE BUYING
Good are purchased from a supplier who deals with the manufacturer or distributor
Advantages
• Competitive prices for goods

• A ready supply of cash is not necessary because invoices can be paid at the end of
the month- depending on the agreement
• Regular delivery can be made thereby helping to eliminate unnecessary
stockpiling
• Discounts are available for quantity and prompt payment
Disadvantages
• Range of goods available may be limited

• It may be impossible to purchase half loads or half cases
• Containers may be very heavy and require special racking
• Storage space may be limited and prevent ordering in large quantities
2) BUYING DIRECT FROM THE MANUFACTURER
By buying goods and services direct from the manufacturer the middleman will be cut
completely and prices will be very competitive. Goods can also be supplied according to
the establishment’s own size and specification. Bulk orders can be made, accounts settled

and delivery dates staged so as not to use up valuable storage space. The advantages and
disadvantages of this method are very similar to those for wholesale buying
Both methods A and B are suitable for buying on a contract, either for the individual
establishment or group of establishments. With some products these may be bought on
an area, regional or national contract. Suppliers will be invited to put in tenders for
particular goods and services. After receiving these tenders the buyer will then compare
atleast three of them with particular reference to quality, cost and delivery arrangements.
After careful consideration, a contract will be drawn up with the supplier for a specified
period of time depending on the type of goods and services required. A price will be fixed
unless conditions change considerably. Often the establishment is not free to buy
elsewhere during the contract period. On completion of the specified period of time the
buyer is free to negotiate a further contract with the supplier or invite new tenders and
start the process all over again
3) RETAIL BUYING
With this method of buying the establishment usually buys from a local supplier,, who in
turn has bought goods from a wholesaler or direct from the manufacturer
ADVANTAGES
• Quick turnover of goods

• Wide range of products available
• Quick, efficient services offered
• Value for money
• If order is large, discounts may be favourable
• More suitable for smaller establishments
• Useful method in an emergency
Disadvantages
• Cost of goods may be higher than method A or B, but this may be balanced by the
reliability of service
• Bulk size containers may not be available, only domestic sizes
4) CASH AND CARRY METHOD
This is usually done at a warehouse where goods can be selected, paid for in cash or by
cheque, and then transported by the buyer to the particular establishment. Often a card
of introduction is necessary and the establishment may be required to spend a minimum
amount of cash over a specified period of time
ADVANTAGES

• Competitive prices
• Wide range of products available depending on type and size of cash- and-carry
• Can be used in an emergency if goods do not arrive from normal supplier
DISADVANTAGES
• Ready cash or cheque required in payment- no credit available

• Range of products may be limited
• Own transport required
• Selection should be made carefully- costs may be higher than local retailer
5) BULK BUYING
This method of buying is available from a wide range off suppliers but advantages and
disadvantages must be considered before buying in bulk containers
ADVANTAGES
Cost-more competitive prices available
Wider choice of products
Standardisation of products, equipment, materials,etc
If storage space is available, large orders can be placed to give special discounts for
quantity
Issuing may be easier to control, larger quantities less frequently
DISADVANTAGES
Cost- a lot of capital may be tied up in stock
Products may deteriorate because turnover of stock is not quick enough
Storage space may be limited
Issuing may be more difficult because materials may have to be transferred to smaller
containers and labelled with contents hazard, dilution rates
Careless use may lead to undue waste
More staff may be required to control delivery, issuing, etc.
THE STOREKEEPER
The storekeeper plays a very important role in the control of stock and the smooth
running of the establishment. It is essential that the storekeeper has an efficient and
effective system of stock control and ensures that the goods are available in the right
quantity and condition at the right time. He or she may be responsible for a large central
stores, general stores within a unit or a cleaning and equipment stores in a particular
establishment. A great deal of money may be tied up in stock for immediate or long-term
use, so it is important that the storekeeper has the following technical and personal
qualities to carry out the particular job
• Good technical knowledge of the products- especially the shelf-life of products

• Ability to make good personal relationships with suppliers, staff, cleaning

personnel and other departments
• Ability to handle figures, measure accurately and keep up-to-date records on costs
and stock levels.
• Knowledge of up-to-date legislation. Eg., health & safety, and fire prevention
• Absolute honesty and trustworthiness in all dealings
• Ability to set an example to others in general approach to work, though
storekeepers are not required to be leaders of men or women
Ordering
Each establishment or group of establishments will initiate it’s own system of ordering
from a particular supplier by
• Telephoning
• Telephoning and completing an official order form as a back-up
• Sending an official order form to the supplier
• Using tele sales whereby the supplier telephones in the establishment at a pre
determined time for the particular order. This system reduce the amount of paper
work involved but care should be taken not to order something just because the
supplier is at the order end of the telephone
Delivery of goods
On arrival, all goods must be checked for quantity and quality by checking the official
order to the supplier against the delivery note or invoice. Too often goods are delivered
and checked by the receiver because it is felt that this is too time consuming on the part
of the storekeeper. The control is essential for quality and quantity in order to reduce
wastage and ensure cost effectiveness
Storage
The stores area should be well positioned to provide ease of access for delivery of goods
to minimize handling problems and possible damage to products or equipment as well as
to aid issuing to the various departments. It should be large as to encourage overstocking.
The stores should have a controlled access, within the sight of the storekeeper’s office, so
that goods can be checked in to the stores and also control kept over the issuing to the
departments. This should then provide security over the goods and help to prevent
pilfering and poor stock control. The stores should well laid out with adequate shelving
so that the storekeeper can see at a glance what is in stock. It also helps to provide a good
system of stock rotation to ensure that goods are stored in ideal conditions, and to that
old stock is used before new stock so that goods do not deteriorate. As a guideline, items
which are used frequently should be placed within easy access. Goods less frequently
used should be placed elsewhere
Stock records

An essential part of the storage function is the maintenance of clerical records to record
all stock movements accurately in and out of the stores. The system used will depend
upon the type and size of the establishment. On arrival at the stores all goods must be
recorded and added to the original stock
Goods received books give the details shown in the diagram below
DATE SUPPLIER PARTICULARS QTY UNIT TOTAL

COST COST
01/07/2012 Clean CO 5 litres 04 Rs.150 Rs.600/-

chemicals ltd Detergents D25
21/07/2012 Clean CO 5 litres PL 50 04 Rs. 500 Rs.2000/-

chemicals ltd emulsion floor
polish
Bin cards are records of all receipts and issues of a particular item and are either
attached to the particular bin are kept in a file. An example is shown below
ITEM D 25 Detergent Price Rs. 500 per 5 litres
Unit 5 litres supplier clean company chemicals ltd

Maximum stock 16 X 5 litres
Minimum stock 2 X 5 litres
DATE BALANCE RECEIVED ISSUE
6 x 5 LITRES - -
4 x5 LITRES - 2 x 5 LITRES
12 x 5 LITRES 12 x 5 LITRES 4 x 5 LITRES
Monthly consumption sheet
To find out the total of items used over a period of time or to compare usage rate, this
information can be taken from the monthly consumption sheet
ITEM UNIT JAN FEB MARCH TOTAL

Detergent 5litres 2 3 2 7
polish
Emulsion 5 litres 1 2 1 4

STOCKTAKING
Stocktaking may be done monthly, 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 heads or external auditors. In order to carry
out stock taking it is necessary to suspend all movements of goods during the count and
to make sure that all goods are checked and accounted for.
For example, a count of bed linen and single involves checking and counting:
• Sheets on all beds

• Dirty sheets awaiting laundry
• Sheets in stock for use
• New sheets in store
Any discrepancies should be noted and investigated and where necessary deleted from
the stock sheets.
ISSUING
The system of issuing goods from the stores to the various departments will vary, but a
tight system of control should be in operation. All issues should be made against a
requisition or specification form for ease of control. On the requisition form the items
may be listed alphabetically, number coded, or each item may be handwritten as a list. On
receipt of the requisition form, items should be checked and weighed accurately before
the order is made ready to despatch or collection. In some establishments stores may be
issued:
• Daily,
• Weekly,
• Monthly
• By a topping up system on the cleaners/ chambermaids trolley-to meet a required
basic stock
• By a topping-up system in the cleaners/ chambermaids cupboard to meet
required basic stock
• 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 required, and issues should be permitted only on the stated day or time unless
there is an emergency
When items are issued from bulk containers the following procedure should be adhered
to:
• Try to standardise containers in size and colour

• Make sure containers are labelled giving contents, dilution rates, hazards
concerning use
• Measure out requirements very carefully to prevent spillage and wastage
• Make sure containers used are made of the correct materials
• After all the orders have been completed by the storekeeper they should be
despatched to the various departments and then appropriate records brought up
to date
Product sampling
It is important that the supervisor and storekeeper keep up to date with the new products
and equipment on the market so that the most suitable product is used for a particular
job. They can do this by using a testing panel over a period of time and analysing the
results. These results can be compared with those from the product previously used.
Storage, Distribution & control
Storage may be obtained by staff:
• Going to a main store run by a storekeeper; the cleaning materials are issued to
the individual maid or cleaner at set times when the rule of new or old or ‘full for
empty’ may be applied;
• Making out requisition lists which are handled in for the housekeeper to
countersign and items are collected later from the stores by a porter or maids;
• Going at set times of the day for their replenishments or renewals to a
housekeeping store kept under lock and key, which is the responsibility of an
assistant housekeeper;
• Who may have their stock of supplies ‘topped up’ by a house porter several times
a week
• Who may collect their box of cleaning materials from the housekeeping stores or
even the linen room daily en route to their sections; when the maids finish their
works the supplies are returned to the same place to be replenished for the next
day
From the great variety of cleaning agents available the housekeeper will normally supply
a maid with a suitable:
• Detergent
• Scouring liquid
• WC cleanser
• Mirror cleaner
• Furniture polish
• Air freshener

In the housekeeping stores, there will be other cleaning agents, e.g. lime stain remover,
available when required and a variety of cloths. The usual cloths needed by a maid are:
Swab, sponge or disposable cloth
Floor cloth
Dusters
Polishing rags
When buying cleaning agents, powdered items and liquid detergents etc may be bought
in bulk; this involves the issuing of small quantities in suitable containers, when it is
possible with careless handling for wastage and mess to occur. Although there may be an
economy of money when buying in bulk, wastage of materials can occur, and there is
much more time involved in issuing of broken quantities. All containers should be clearly
labelled. New types of cleaning agents should always be well tried out in small quantities
before a bulk order is placed. The toilet paper is ordered by the gross and often
arrangements are made for deliveries to come automatically, unless otherwise requested.
When ordering, the type of fitment must be remembered and this may be for inter leaved
or roll-type paper. The paper may be thin and smooth or soft tissue, and in many
instances both kinds are provided in the same toilet. In all cases involving storage,
rotation of stock should be practiced, and items which are little used should obviously be
bought in smaller quantities. Where the items are requisitioned from a main store, a stock
list kept by the housekeeper is not so important; but where deliveries are made direct to
the housekeeping department, a much more careful check of stock is necessary in order
to prevent waste and running out of stock. The frequency with which stock taking is done
varies from establishment to establishment. Where items are bought in bulk, unless there
are large scales, actual stock cannot be taken, so in a housekeeping store the stock of these
items is an estimated amount.
Stores sheet
Item Unit Stoc Receipt Tota Less Book Actua Discrepancie

k in s l Issue stoc l stock s
hand s k
Air Tins
Freshener
Detergents Litres
liquids
Dusters Each
Mirror Bottles
Cleansers
Polish Tins
Furniture

BUDGET-PLANNING PROCESS
The room division’s budget planning process depends on two main factors:
1. Forecasted room sales or occupancy levels

2. Cost per occupied room
FORECASTED ROOM SALES
The room sales for the year are forecasted by the front office manager. The monthly
break-ups are also outlined in the forecast. This information is given to the heads of
departments far in advance for the preparation of departmental budgets
COST PER OCCUPIED ROOM
The executive housekeeper works out the cost per occupied room based on historical
data, a sample of which is shown below.
Operating costs
These can be variable, semi-variable, or fixed
Variable operating expenses
These fluctuate partly according to the occupancy levels. For instance, employees in the
housekeeping department cannot be hired or fired according to daily occupancy
fluctuations. A minimum number of employees have to be on the rolls, no matter how low
the occupancy may be. However, the executive housekeeper should work out annual
leave and weekly off-day schedules based on occupancy forecasts to schedule manpower
efficiently. Other semi-variable costs are cleaning supplies, flowers, linen, and uniforms.
Fixed operating expenses
When pest control is on contract, this expense is deducted on a monthly basis and doest
not depend on occupancy.
Since the housekeeping expenses fluctuate based on the occupancy, the executive
housekeeper uses only cost per occupied room as the guiding factor in planning the
budget. Every operating expense needs to be planned individually for better control. Once
the executive housekeeper knows the predicted occupancy levels, the expected expenses
for salaries and wages, cleaning supplies, guest supplies, laundry, and other areas can be
determined on the basis of the formula mentioned in table that expresses cost in terms of
‘cost per occupied room’.
Cost/ occupied room = Operating expenses
Room sales
Calculating individual operating expenses

Below is an outline of the considerations in each category
SALARIES AND WAGES To calculate this expense, the salaries and wages paid to all job
positions- such as the executive housekeeper, assistant housekeeper, supervisors, GRAs,
linen room attendants, housemen, and so on- have to be taken into account. The executive
housekeeper first works out the number of employees required at various positions. If
the occupancy levels are fluctuating considerably, the executive housekeeper should
employ only the minimum staff required on the payroll and the rest of the staff should be
hired on a daily wages basis if labour is easily available. Duty rotas need to be planned
effectively so that annual leaves and weekly off-days can be given on days of low
occupancy. Once the number of labour hours for each job position is determined as per
the level of occupancy by consulting the staffing guide, the number of hours can be
multiplied by the position’s average per=hour wage to calculate the expected cost for that
job position. The sum of the calculation for all position gives the total salaries and wages
expense for the budget. The format used for calculation may be shown below
EMPLOYEE BENEFITS These calculations depend on the number of labour hours

expected to be scheduled, the job positions involved, and the hotel’s policies regarding
employee benefits. In most properties, employee benefits include the cost of on-duty
meals, payroll taxes, provident funds, medical expenses for the employees and their
immediate family or insurance, pensions, staff parties, and social events. For calculation,
the format is given below
CONTRACT SERVICES The cost of all contract services is averaged throughout the budget
period of one year. Considering the historical data of contract services already used will
lend an insight into the expense level to budget for.
Operating supplies The major types of operating supplies include guest supplies and
cleaning supplies
Guest supplies these are non recycled inventory items and variable in cost. This expense
category will depend on the ‘cost per occupied room’. The executive housekeeper finds
out the consumption factor of each item based on historical data. For instance, if the
consumption factor arrived on for soap is 0.8; the budgeted room sales is 4000 for a
month; and the cost of a bar of soap with the hotel’s monogram is Rs.2.00, the budgeted
expense for soap will be
Consumption factor X Budgeted room sales X Cost of one unit
= 0.8 X4000X2
=6400
In case two soap bars are to be placed in one guestroom, the amount obtained is
multiplied by 2. In all cases, the amount needs to be further multiplied with the par
number to be maintained for each guest supply.

The monthly expenditure may be calculated using the format given below
Cleaning supplies These are non recycled inventory items that are semi-in cost. The
higher the occupancy, the higher the volume of cleaning supplies used. It also needs to be
remembered that the executive housekeeper schedules deep-cleaning tasks during slack
periods. Thus ‘cost per occupied room’ cannot be relied upon here. To calculate the
expense for cleaning supplies, the executive housekeeper must refer to historical data
and add provisions for any new product. The cleaning supplies expenses may be
calculated using the format given below
Linen For budgeting linen expenses, the executive housekeeper needs to calculate the
cost of linen per occupied room based on historical data. The higher the occupancy, the
more the frequency of washing the linen. Historical data gives some guidelines in
calculating linen expenses
Uniforms This expense includes the cost of uniform materials, stitching costs, accessories,
and footwear. Each department is debited for its employees uniform expenses. The
executive housekeeper thus needs to budget for uniforms for all housekeeping
employees. To calculate uniform costs:
1. Calculating the number of uniformed employees in all positions of all

departments, keeping in mind the male-female ratio
2. List all types of uniforms
3. Decide how many pars are required and how often uniforms are to be exchanged
4. Consider turnover of employees
5. Provide for daily- wage employees, trainees, and so on
6. Include the costs of repairing uniforms
7. The total cost incurred at one time is divided equally between 12 months
Laundry The laundry expenses are primarily variable, except for uniforms. The executive
housekeeper can refer to the historical data for calculation of laundry expenses as shown
in the table. To calculate the laundry expenses, the cost per occupied room needs to be
known. Laundry expenses include:
• Chemical cost
• Water cost
• Energy cost
• Labour cost

The cost of laundering is expressed as follows
Cost per piece or weight unit= Total number of pieces or total weight of linen
Total cost incurred in a month
Flowers The cost are primarily variable according to occupancy, but arrangements
displayed in public area do not depend on the occupancy. Historical data are a reliable tool
in budgeting for this expense.
INCOME STATEMENT OF THE ROOMS DIVISION
The income statement-or the annual profit and loss statement is reviewed by the rooms
division manager with all the department heads, including the executive housekeeper, at the
beginning of the budgeting process. This statement lists all sources of income that can be
called revenue and all the debited items that are paid out or are actual losses. Debits are then
subtracted from the income. If the income is higher than the debits, the hotel posts a profit.
If the debits are higher than the income the hotel reports a loss, called a deficit. Revenues
and deficits are reported as gross totals, before any adjustment. Sales taxes are figured in or
reported as net. The result of the income statement gives the management a baseline from
which to start planning the next budget. A sample of an income statement given below
CONTROLLING EXPENSES
An operating budget is a valuable tool for controlling expenses and monitoring the course of
operations during a specific period. Each month, the hotel’s accounts department produces
statements reporting the actual costs in each of the expense categories in the budget. These
income statements or profit- and loss statements are nearly identical to the operating
budget. The actual costs are listed alongside the budgeted costs. Such reports enable the
executive housekeeper to monitor how well the housekeeping department is doing in
comparison with the budgeted goals and constraints.
Controlling expenses in the housekeeping department means comparing actual costs with
the budgeted amounts and assessing the variances, as shown in table
While comparing actual and budgeted expenses, the executive housekeeper should first
determine whether the forecasted occupancy levels were actually achieved. If the number of
rooms sold is lower than anticipated, a corresponding decrease in the department’s actual
expenses should be expected. Similarly, if the occupancy levels are higher than forecasted,
the executive housekeeper can expect a corresponding increase in the housekeeping
expenses. In either case, the decrease or increase in expenses should be proportional to the
variation in occupancy levels. 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
that is expected for each category.
Minor deviations between actual and budgeted expenses can be expected and are not a cause
for alarm. Serious deviations from the budgeted plan, however, require investigation and
explanation. If the actual costs far exceed the budgeted amounts while the predicted
occupancy level remains the same, the executive housekeeper needs to identify the source
of the deviation. In addition to discovering why the department is behind budget, the
executive housekeeper needs to formulate a plan to correct the deviation and get the
department back’ on budget’. For example, 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 cost of products being used by the housekeeping
department and exploring alternatives
Constant control is required on the part of the executive housekeeper to ensure that the
actual expenses tally with the budgeted expenses. To control expenses, the capital budget
should be prepared with care as it involves a large sum of money to be spent on a small
number of items.
Controlling operating expenses
As far as controlling expenses is concerned, the executive housekeeper must ensure the
following:
Effective documentation All inventories should be documented to monitor their usage

rates and costs
Zero-base scheduling This refers to hiring employees by taking into account the actual
occupancy for a specified period of time. Following the staffing guide helps in controlling the
largest housekeeping expenses- that of salaries and wages\
Right purchasing The executive housekeeper coordinates with the purchase department to
purchase for the housekeeping department. The onus of controlling expenses on purchasing
is entirely on the executive housekeeper, as he/she decides the right quality, right quantity,
right price, right source of supply, and right time for purchasing
Efficient training and supervision Training for new employees as well as training on new
methods for older employees is a tool for controlling expenses. Efficient training ensures that
the productivity and performance standards are met by all employees consistently. Lower
productivity and performance standards may considerably increase housekeeping expenses.
Efficient training and supervision also tend to bring down the expenses on cleaning supplies,
as employees are then careful about usage rates and wastage. Thus, the cost of cleaning
supplies per occupied room is kept under control

PRINCIPLES OF PURCHASING
There are five primary principles of purchasing that need to be upheld by the housekeeping
and purchase departments; right quality, right quantity, right price, right time, and right
source of supply.
Right quality The house keeping department is responsible for providing guests with a
clean, comfortable, safe, attractive, and luxurious environment. To meet and exceed the
guests’ expectations in this regard, the department needs to buy the best products. Value for
money is a factor in each of the products supplied to the guestrooms and public areas. The
entire range of items has to meet the standards and specifications determined by the
department and the hotel’s management.
Right quantity Placing a purchase order of the right quantity is of utmost importance for
any organization. A supplier’s lure of huge discounts for large quantities should not influence
the department’s decision. The following factors should be kept in mind when ordering the
right quantity of material:
• The cost of the order being placed

• The cost of storage and carrying changes for holding stocks
• Quantity discounts
• Stock levels and order points
• Buffer stocks
• Budgetary controls
Right price One of the major concerns for both the housekeeping and the purchase
departments is to get the material at the right price. An in-depth knowledge of the market is
vital to make sure that the right price is being paid, that is, the payment corresponds to the
exact value of the material purchased. While calculating the right price ex-showroom, the
station of the dispatch, discounts, packaging, duties, taxes and so on should all be considered
to arrive at the gross price of the item. The terms of payment should also be attended to
Right time The material should be made available at the right time. Lead time which is the
period between the indent originating from the consumer department to the instant when
the material is ready for use, should be minimal. The total lead time, which includes the
suppliers lead time plus internal processing, clearance, receipt, and inspection time, should
be as low as possible to work on lower inventory levels. The time should also be right as
regards ensuring immediate availability of a particular product in the market.
Right source of supply The right source of supply is critical to the execution of the other
principles of purchasing. If the source is right, the right quality and quantity at the right price
and at the right time and place are a natural consequence. The selection of the ideal supplier
is crucial for both the housekeeping and the purchase departments, in which they are aided

by:
• Knowledge and experience
• Catalogues
• The internet
• Hotel suppliers directories
• Salesperson
• Trade associations and associated companies
• Libraries
• Counterparts
STEPS IN PURCHASING
PRE-ORDER STAGE
Receipt of purchase indent The indents should be checked for specifications, quantity
required, the last supplier, and the last supplier’s rates. If any clarification is required, it
should be referred to the indenting entity at once. If the item indented is not part of the
planned budget, it needs the approval of the unit head before indent is processed.
Floating of enquiries Where there is only one manufacturer of a particular product, it is

better to contact that manufacturer straightaway instead of approaching commissioned
agents or traders. The enquiry should contain complete information.
Procurement of samples for approval The concerned people in the organization must
approve of the samples before an order is finalized.
Quotation and ordering The order should be placed with the right supplier, who must be
identified on the basis of the right quotation for the right quality.
POST-ORDER STAGE
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 supplier, the purchase order should include all details of the transaction. It should
have the date of issue, purchase order number, expected date of delivery, product
specifications, quantity, brand, batch number, date of manufacture, and so on. Also, delivery
instructions should be clearly mentioned, including packaging and mode of transport, time
of delivery and charges. Discounts, if any, must be mentioned in the purchase order as well.
Terms of payment, taxes, and insurance should be clearly spelt out and the order should bear
the purchase manager’s signature, verifying the contents and the terms and conditions. In
most organizations, the purchase order has to be approved by the financial controller and
the GM.

Confirmation of receipt of purchase order The supplier should confirm receipt of the
purchase order in writing. A duplicate copy of the order should be signed, acknowledging
and accepting all the terms and conditions of purchase.
Follow-up There should be a regular follow-up to ensure that the items requested will be
delivered on time.
Dispatch advice A dispatch advice note should be sought from the supplier to expedite the
process of receipt
Receipt note When the items are received in good condition and found to meet the desired
standards after inspection, the receiving department should make out a goods receipt note
before transferring them to the main store. If the items do not match the standards
prescribed on the purchase order, the purchase manager and the supplier are intimated
immediately and the goods are rejected. If the items are deemed suitable for receipt, they are
accepted and a GRA is sent to the department concerned to appraise it of the arrival of the
goods.
Payment After the goods have been received and transferred to the department concerned
via the main stores, the purchase department has the important function of following up on
payments.
TYPES OF PURCHASING
Various types of purchasing methods are used in hotels. A single purchasing activity may
also be a combination of several types.
FORMAL BUYING/ COMPETITIVE BID BUYING Formal quotations are invited from the
sellers against written specifications 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 posted to interested sellers who can be contacted on the telephone. Along with
specifications, the buyers also include in their requests such conditions as the last date for
accepting quotations, approximate time allowable between order and delivery, mode of
delivery, terms of payment, discounts and so on. The quotations received remain sealed until
the date of opening, which is also indicated in the buyer’s request. They are then opened by
the purchase manager in the presence of the bidders and representatives from the
department for which the purchase is intended, as well as accounts and administrative staff,
who are witness to the quotation accepted. The usual practice is to accept the quotations of
the lowest bidder, unless the products clearly fail to meet the specifications.
WHOLE SALE BUYING In this method of purchasing, a contract is signed with a wholesaler
for the purchase of items at a specific price for a future period, along with the quantities

required and when. The agreement specifies the intervals between deliveries for the
contract period.
NEGOTITAED BUYING This method involves negotiations between the buyer and the seller
regarding prices and quantities. The method is generally used for items that are in limited
supply, where both buyer and seller are keen that the product be picked up quickly. The
buyers contact the sellers directly, negotiate for the price and quantity, and request that bids
be submitted as soon as possible. Two types of contracts may be signed between the buyer
and the seller. In the firm at opening price type of contract, the buyer agrees to take the
supplies at a price to be established in the future when the availability of the items is known.
In a subject to approval price type of contract, the buyer has the option of rejecting the order
if the price fixed in the future is not considered acceptable by him/her.
CONTRACT PURCHASING/ SYSTEMS CONTRACT This method of purchasing assists the

buyer and the seller to improve the re-ordering of items that are repeatedly called for with
minimal administrative expenses. The method is similar to blanket-order purchasing, except
that the agreement is a long-term one and suppliers are, therefore, not changed frequently.
Also, far more formal methods are used to select a supplier in order to eliminate personal
considerations. The supplier selected is usually a specialist in the supply of the quantities
demanded and offers the buyer discounts on the total contract. The rate of usage and
frequency of re-ordering over the contract period need to be known. Under the systems
contract, the buyer receives only those brands produced or sold by the contractor. This
method of purchasing is commonly used for the purchase of housekeeping supplies.
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. Another type
of blanket-order agreement is to furnish all the requirements for particular items for a
specific period. In this case, the quantity is not re-evaluated until the fixed time period has
elapsed. The blanket-order method is best for items that are required in small quantities but
more frequently and whose usage rate cannot be accurately forecast. A blanket order is
usually contracted for one year, but variations exist across establishments.
STOCKLESS PURCHASING In this case, the buyer does not keep the stocks of goods ordered;
the supplier warehouses them for the buyer instead. The inventory is thus owned by the
supplier. Sometimes, the consignment may be kept with the buyer; however, it still belongs
to the supplier. In such cases, the term’ consignment buying’ is used.
PURCHASE BY PAID RESERVE In this method, money is paid in advance for a commodity to
ensure continuity of supply throughout the year.

TOTAL-SUPPLY PURCHASING In this type of purchasing, all required items are supplied by
a single supplier. This helps in reducing the paperwork and negotiations need to be done
with only one person.
COST-PLUS PURCHASING In this method of purchasing, a supplier buys all the commodities
and provides them to the house keeping department. The supplier is given a small
commission for this.
CENTRALIZED PURCHASING This type of purchasing is mainly practiced by chain hotels.

They purchase items for all their main properties together. This method helps them to source
the items at cheaper prices as the quantity of the order is more, resulting in an economy of
volumes.
STANDING ORDER In this method, daily suppliers are fixed for perishable items such as
flowers for groceries
PURCHASING FROM VAN SALES This method is rarely used for purchasing in an
housekeeping department. In this method, purchasing is done from mobile shops that move
from one place to the other.
CASH-AND-CARRY METHOD In this method of purchasing, the items are purchased from
supermarkets such that prices are competitive and there are no minimum order levels. The
disadvantages may be non-availability of certain items and non-availability of delivery
services.
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.
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 on a petty-cash system. Petty cash is the sum of money set aside to
meet minor expenses. It is effective for purchasing small orders from the local market in
exchange for a bill so that a cash payment is made. The disadvantages are the possible non-
availability of items in an emergency and the possibility of fluctuating prices.
CASH-ON-DELIVERY BUYING This ordering system involves payment on acceptance of a

delivery. The order may be placed over the telephone or through the internet.
CHEQUE-PAYMENT ORDERING/ PAPERLESS PURCHASING This is a purchase order-and-

draft system. It is a combination of the order and a blank cheque for payment. Besides the
product specification, the order also contains delivery instructions, bank account number,
unit price, quantity, taxes, discounts, and terms of payment. The supplier completes the pre-

signed blank cheque, which states the maximum limit of the payment. A duplicate copy of
the completed cheque is returned to the buyer for their records.
AUCTION BUYING This method of purchasing is useful for furniture and equipment that are
not obsolete. Sometimes, certain export shipments that were rejected by the originally
intended buyer are also auctioned to other buyers.
PLANNING CAPITAL BUDGET
ANNUAL PURCHASES OF GUESTROOM SUPPLIES, CLEANING SUPPLIES, AND LINEN

These items may be divided into recycled and non recycled inventory items.
Purchasing non-recycled inventory items

Worksheets are developed by the executive housekeeper to monitor usage rates and costs
for the different types of non-recycled inventory items. For each product, the monthly use
report identifies the vendor, the product name, and its intended use. Each month, physical
inventories provide the executive housekeeper with information concerning how many
purchase units of each item have been used
Every week or fortnight, the floor supervisor takes an inventory of these items. These are
compiled with the par stocks to be maintained before ordering new supplies.
All the items to be ordered are compiled from the floor consumption order reports and
entered in the stores indent/ requisition form, a sample of which is presented to stores,
which in turn provides the items. On receipt of the items, the housekeeping department
checks the quality and quantity of the items before accepting them. The received items are
then disbursed from the housekeeping store to the various floor pantries, based on the floor
consumption report.
Purchasing recycled inventory items

For the purchase of recycled inventory items, the executive housekeeper raises a purchase
requisition/ indent form and forwards it to the financial controller and general manager for
approval.
Once the requisition is approved, it is directed to the purchase manager. The purchase
manager then makes out a purchase order, which is sent to the supplier. The purchase order
is similar to the purchase requisition, but also has the terms and conditions printed at the
back. Once the items are received, the executive housekeeper checks the quality and
specifications of the items before approving the consignment. Once approved by the
executive housekeeper, the items are sent to the housekeeping stores with two copies of the
GRN. The original GRN is retained in the department and the duplicate is signed by the
executive housekeeper and sent back to the purchase department. The purchase department

forwards the approved GRN (Goods Received Note) with the bill to the accounts department
for payment.
Annual linen purchase

Linen is the most important recycled inventory item in the housekeeping department. It is
also the biggest expense, next to the salaries and wages of the housekeeping staff. Linen
articles may requires replacement due to wear and tear of initial linen purchases or items
getting lost in the course of use. Linen articles that may need to be frequently replaced
include bed linen and bath linen. The inventory records for linen are a tool to help establish
how long the existing stocks will last. To ensure that the purchased linen is worth the money
spent, the executive housekeeper should consider:
• The suitability of the products for their intended use

• The purchase price
• The expected useful lifespan of the linen
• The purchase price
• The costs of laundering
The cost of maintaining linen over its useful life is usually much greater and more important
than its initial purchase price. Thus, the cost per use should be calculated in order to evaluate
linen purchases, using the following formula:
Cost per use = purchase cost +Lifespan laundering costs
Number of lifespan launderings
Where lifespan laundering cost = Item weight X laundering cost per Kg X Number of
launderings withstood by item
The quantity of each item of linen to be purchased annually is decided by assessing the
hotel’s quarterly requirements in order that the ideal par stock of linen is maintained. The
inventory records are used up and cannot be considered in the linen par. The annual linen
purchases are made using the following formula:
Annual order = (Par stock level – linen on hand) +Expected annual consumption
Where consumption = Discards + Discrepancies

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UNIT 1 ACCOMMODATION MANAGEMENT [BHM314] – 5th Sem

THE PLANNING PROCESS

STEP 1: DIVISION OF WORK DOCUMENT

STEP2: AREA INVENTORY LISTS

IHM Notes Site | Accommodation Management

BASIC PLANNING DOCUMENTS

S.no Initial planning questions Resultant planning documents

SAMPLE GUESTROOM AREA INVENTORY LIST

• Doors, locks, chains, stops • Bathroom doors

IHM Notes Site | Accommodation Management

STEP3: FREQUENCY SCHEDULES

Sample frequency schedule for cleaning in the guestroom

Clean doors, locks, chains, 1/D Damp-dust bathroom doors 1/D

IHM Notes Site | Accommodation Management

Empty and clean ashtrays 1/D

STEP4: PERFORMANCE STANDARDS

• Cleaning methods are correctly selected and systematically followed

IHM Notes Site | Accommodation Management

Performance standard for cleaning of vanity unit

Procedure Key points

12. Inspect for any fault or damage If found, report to supervisor.

IHM Notes Site | Accommodation Management

STEP5: PRODUCTIVITY STANDARDS

Step 1 Time taken to service one guestroom by GRAs in 30 min

Step 2 Total shift time of a GRA 9 Hrs

• The type and age of the property

IHM Notes Site | Accommodation Management

• The expected standards of cleaning

STEP6: EQUIPMENT AND OPERATING SUPPLY INVENTORY LEVEL

IHM Notes Site | Accommodation Management

Determining the par levels

Minimum quantity= lead time quantity + safety stock level

STEP 7: WORK SCHEDULE

IHM Notes Site | Accommodation Management

TIME AND MOTION STUDIES

Techniques involved in time and motion studies

IHM Notes Site | Accommodation Management

IHM Notes Site | Accommodation Management

STANDARD OPERATING MANUALS –JOB PROCEDURES

• The job to be done

The goals in establishing SOPs are as follows:

IHM Notes Site | Accommodation Management

Night shift/ graveyard shift

Break shift/ split shift

Other scheduling concerns

IHM Notes Site | Accommodation Management

Other scheduling considerations are as discussed below

Alternative scheduling techniques

Compressed work schedule

Legal aspects of scheduling

IHM Notes Site | Accommodation Management

• The position of the employee

IHM Notes Site | Accommodation Management

SAMPLE WORK SCHEDULE

Position: Housemen Area: Lobby

07:10 am • Clean glass doors

IHM Notes Site | Accommodation Management

DETERMINING STAFF STRENGTH

• The type of hotel it is