Analyse of the Two Key Moments Essay Example for Free

Analyse of the Two Key Moments Essay Just before this key moment starts, the guards takes Rebecca Nurse out of her cage, on its way to the place where people are hanged. She is astonished that John is confessing. The key moment starts with Proctor refusing to say that he saw Rebecca Nurse in the Devils company, or anybody else. Danforth demands that Proctor prove the purity of his soul by accusing others, but Hale advises that it is enough that he confesses himself. Parris agrees, but Danforth demands that Proctor should sign a document. Proctor says that he has confessed to God, and that is enough. He asks Danforth whether a good confession must be public. Proctor wishes to keep only his name, and Danforth thus refuses to accept his confession. Danforth orders Proctor to be hanged. Hale begs Elizabeth to plead with Proctor to sign a confession, but Elizabeth states that Proctor has his goodness now, and God forbid that she take it from him. The characters have turning points in the key moments, and I am going to discuss what happens to Hale, John Proctor and Danforth in this key moment. Hales beliefs in witchcraft changes, so does his faith in the law. In Act 4, he tells the accused witches to lie, to confess their supposed sins in order to save their own lives. This change of heart and hopelessness, makes Hale gain the audiences sympathy but not its respect, since he lacks the moral character of Rebecca Nurse or, and as it turns out at the end of Act 4, John Proctor. Although Hale recognises the evil of the witch trials, his response is not resistance but surrender. He thinks that survival is the highest good, even if it means helping oneself to injustice, which honourable and truly heroic characters can never accept. John Proctor changes himself and provides a final charge of the witch trials. Offered the opportunity to make a confession that he has seen the Devil, he almost surrenders, even signing a confession letter. His great pride and fear of public opinion drove him to hold his truth, adultery, from the court, but by the end of the play he is more concerned with his personal honesty than his public reputation. He still wants to save his name, but for a personal and religious view, rather than the publics reasons. Proctors refusal to provide a false confession is a true religious and personal determination. His confession would dishonour his friends who are convicted who are brave enough to die as support to the truth. Also it will dishonour himself, staining not just his public reputation, but also his soul. He then decides to change his mind and tells Danforth that he does not want to lie, this bringing him to heaven. He has now redeemed his sin. As Elizabeth says to end the play, responding to Hales plea that she convince Proctor to publicly confess: He have his goodness now. God forbid I take it from him! In this key moment Danforth shows that his greatest interest is to protect the reputation of the court when he prompts Proctor to sign a confession, thus preventing the response of his death. I think that Danforth has changed internally but not externally. I think he believes that the witchcraft is fake, but externally he is still a strict and craving for a good reputation. If he did believe people at the end of the play, then he would not convict John Proctor, but he did because it was to late then, and his reputation would be ruined, as he has convicted people before. It is a crucial moment for the audience because they think Proctor is a bad and not a honourable man when he signs the paper. It is dramatic irony, but not as much. The audience know that Proctor does not see the Devil, to save his life by confessing and showing you don not lie, he says he has been seeing the Devil. But he suddenly changes, he rips the piece of paper representing his confession, and explains that his name is more important, he wants to show he is a heroic man, so he says he never has see the Devil, which is true, and the audience see how he is a better man, and is going to die being an honourable and a heroic man. A crucible is a melting pot, where substances are heated to a high temperature to get rid of impurities. Miller is suggesting the play is like to purge by fire, a form of cleansing. This is a metaphor for spiritual improvements as the result of a confession being exerted. It is known as cleaning or cleansing yourself by confessing to seeing the Devil. There is many ways to explain the name of the book and here are some more: first witches supposedly boil potions in cauldrons and a synonym for cauldron is crucible. Secondly, it has a metaphorical meaning: the society of Salem is being heated and stirred in an attempt to remove the impurities and leave only the pure members of the society. One of the central themes of the play is the spiritual development of John Proctor. It is a powerful and complex play. All of the action takes place indoors and it is very black, simplistic and it emphasises the lifestyle of the people and it echoes the claustrophobic atmosphere of the play. The play focuses on ordinary people in extraordinary circumstances. In the play Miller is discussing the forces of evil. In the attempt to cut out evil there is certainly a degree of irony. The irony in this play is that evil and tragedy actually occur from the actions of the unwise and over eager characters such as Danforth and Parris and to a certain extent Hale, who became responsible for deaths, misery and cruelty. Miller is suggesting that humans are vulnerable to evil and he aims to show that the evil generated in Salem was through a combination of circumstances for which no one person could be held entirely responsible but yet none were guilt free. The Crucible was based on real events and characters. The people of the 17th Century Salem, witchcraft were a very real and forceful threat. Many people were accused of being witches, and were tortured and executed. The discrimination of witches spread to a lot of places around the world. Witches thought to commit crimes have various proofs of a witch including the testimony of a fellow witch, the common belief or accusation of those who live with suspected witch, cursing followed by some mischief or the person disagrees with the person when questioned. Miller was interested in McCarthy trials in the 1940s/50s and made the book parallel to it, Salem witch trials of 1682. Miller may have oversimplified matters, in that while there were no actual witches in Salem, there were certainly Communists in 1950s America. However, one can argue that Millers concern in The Crucible is not with whether the accused actually are witches, but rather with the refusal of the court officials to believe that they are not. McCarthyism limits, which wronged many innocents and this parallel was felt strongly in Millers own time. In real life, at Millers time, Abigail Williams was 12 years old, but in the play she is 17, but why did he change the age? He did this to make Abigail Williams a better character to make her do all the mischievous things she does in the play. At the age of 17, you are mature and able to make an opinion, and act more like an adult, unlike a 12 year old where you are still to young to do things adults do. Danforth was not a real person, he was made up, but the wonderful thing about him is that he is made up of 3 characters. These three characters were the judges, but they would not be as dramatic and neither strong, unless there is one person who rules, making that character more remembered, and more important to the play.

Specific Job Description And General Job Description Commerce Essay

Specific Job Description And General Job Description Commerce Essay General job des is best suitable if the single task has to be carried on by the group of people or if the same duties and functions are to be performed by multiple people may be at same department, place or at different places the best example may be the call canter executives or the customer support executives where as it may not the case in job des of specific nature General Job des may be for the lower level positions where the requirement is for huge amount of personnels or it may even be good for operational level. Whereas specific job des is for tactical and strategic levels General Job description may explain vision, mission, policies etc where as the later is position specific in an organisation Their may be group of people with same designation, salary ,roles and responsibility in general job des but the case may not be the same in specific job des specific job des may be required when the organisation wants to recruit the specialised person with specific skill sets 2. Suppose several people are employed in the same job as the one for which you are writing a job description. Would it be necessary to write a different job description for each person who works in the same job? In an organisation to develop the job description, it is necessary to study the competencies, abilities and skills that are required because when developing job description manager is supposed to make an analysis of job not the job holder of the position not the person, because all the people are supposed to carry on same function, has to achieve similar objective, it will also support you in evaluation the performance or performance appraisal, The training and development cost may be reduced The promotion structure and monitoring will be facilitated It will be advantageous in compensation management, declaring financial and non financial incentives The poor and the best performers may be well identified 3. Carefully follow a format for the specific Job Description when writing the job description for the job you selected. Make sure that you include in you job description the following elements: job description is an activity which will be based on the job analysis and it will be a document where filtering process will be undertaken as at first when I wanted to prepare the job description and wanted to list down the number of activities that are performed it has gone unto 43 then I have started clustering it under different headings therefore I have first started from macro then gone for micro, as already been mentioned in my previous explanation also that we have to develop job or position not job holder or person as the organisation will be stable and positions will be stable but it may be replaced with many eligible people so we designate power, authority accountability, and responsibility to positions and most importantly first the position is created then we will match with the person which is important function in job description The job description is developed to know why the job is to be performed, what are the task that are to be accomplished, and how it has to be performed THE DESCRIPTION FORMAT FOR HR EXECUTIVE Department : Human Resource Department Designation Or Title Of The Job : Human Resources Executive or HR assistant Job Summary :- the job includes carrying on the recruitment and selection for the organisation for which identify the potential sources from which the talent or potential candidates may be sourced, arranging the recruitment and selections. Coordinating with various departments and .forecasting the manpower requirement and coordinate and plan internal and external recruitment, maintaining of database of human resources Job duties and responsibilities :- The job responsibilities may include job analysis Manpower planning by collecting the data from all the departments of organisation Coordinating with all the heads of departments and collecting necessary details of requirements and eligibilities Manpower forecasting and planning Recruitment of candidates by internal and external sources Coordinating with all placement agencies and placement consultants Conducting interviews, review of application forms by various screening techniques Development and maintaining recruitment policy Work with accounts admin department for developing payroll Designing and conducting the induction and skill enhancement training program Reviewing and evaluation of employee performance and constant performance appraisal activities has to be carried on. All the other human resource activities also has to be looked after d) Job requirements :- Candidate has to be well versed with reading, writing and speaking English Person has to have in-depth knowledge of human resource management Should possess negotiation, counselling and motivational skills He has to have knowledge about International labour organisation rules and regulations Thorough knowledge in computers, web browsing and other packages of payroll management e) Minimum qualification The person has to have bachelors or masters degree in personal management, human resource management or any other HR degree from reputed university Diploma in computers Task 2 Clone or Complement? What to look for in a team In many organizations that have moved to a team structure, the team is the principal unit where work gets done. However, most organizations recruit and hire as though there was one job description and the team did not exist. The reality is that people have natural strengths or tendencies and therefore end up playing different roles on a team. For example, some people are naturally empathetic and focused on interpersonal issues. Others are focused on and most comfortable with technical aspects. Others like the excitement of identifying new concepts and solutions but arent cut out for dealing with the operational details needed to carry them through. Recent research has found that allowing people to play to their strengths can yield maximum performance and employee satisfaction. Critical thinking questions IF THERE ARE DISTINCT ROLES TO BE PLAYED ON A TEAM, HOW WOULD YOU GO ABOUT RECRUITING AND HIRING FOR THEM? The business world had made tremendous growth and development not only operationally but also strategically, due to the liberalisation ,globalisation and privatisation the whole world had became a global village ,therefore the need of an hour is the dynamism in operation and matching the trends with constant change for which their has to be the dynamism in the human resources as the organisation does not have any existence if there are no people which has been explained in the definition of organisation Further the recruitment may be by many ways which are as follows The internal recruitment process may be followed where the employees has to be motivated for facilitating in organisation recruitment process, the company may also declare some financial and non financial incentives to present personals (reference method) by this the company may have various advantages like Company may get the trust worthy people as they are been referred The new recruited will be knowing the policies and operations of organisation as referee might have updated him The cohesiveness among the team mates will be high as the are been referred by them only, the learning process will be comparatively faster The company may even have cost effectiveness as this process comparatively will cost less in monetary as well as risk terms The company may also hire the people from the channel member as they may be with good knowledge about organisation modus of operation The present employees working in an organisation on contract or temporary basis also may be hired The organisaton may go for campus recruitment where they may hire fresh talent as trainees where they have to be exposed to the concern teams, the students may also provided the internship or projects where based on their efforts ,ability and interest they may also be recruited The characteristics needed by individual team members depend on the team and the strengths and weakness of others who are on the team. In other words, the situation is much more dynamic than assuming that there is one static job with a single set of qualifications. How could you model or include this dynamic and interactive nature in the recruitment and hiring process? The company may follow as mentioned above and the referral strategy may be also be followed The company may focus on high level and professional induction training with both in house and on the job training methods One of the most advanced method may be Japanese method of life time employment where the candidates has to be hired from their schooling only, there fore the cohesiveness among members will be more ,they will be clear about career path etc The company may also hire some reputed placement consultants and take the help from employee clubs The organisation may also go for set up of its own college or make mou with some reputed university to impart the specialised knowledge of company its policies and procedure as done b mc Donalds and icici Team exercise As a team, identify the roles that you think are important for teams in the workplace. Identify the skills needed to perform each role. It has been stated in the book essentials of management that their are three major skills required in an organisation that has been explains as fallows Conceptual skills Human Skills Technical Skills TOP LEVEL MIDDLE LEVEL LOWER LEVEL The fist category of skills is the conceptual skills: the conceptual skill has to be in maximum quantum by top level and as we go down the level i.e at lower level it decreases The second category of skills is the human skills which are to be in equal quantum by all the levels Third skills are the technical skills which will be at high quantum at lower level and decreases when moved till top level Other skills required are as fallows profitable judgment knowledge about product both technical and non technical effective time managing skills planning and organizing skills communication skills computer and it skills problem-solving and decision-making team-working and developing/helping others energy, determination and work-rate steadiness under pressure leadership and integrity innovativeness ,adaptableness, flexibility, and mobility personal appearance and image appreciation and application of social responsibility, sustainability, and ethical considerations In addition to skills, a natural tendency or motivation to perform in a particular type of role can be critical. How could you measure the motivation needed for each role? How could you measure the skills needed for each role? Motivation is an ongoing process where the motivational needs of the employees change from time to time more so over it has been identified by great researchers like Maslow and Hertzberg who stated different motivational factors for a human being .as stated by Maslow who correlated the needs hierarchy the form of basic needs, security needs, social and love needs, esteem needs and self actualisation need where he explained there are different set of factors at each hierarchy. Which can be correlated as major motivational factors for which a manager has to do following To know the motivational factors of employees first the manager has to be motivated He has to be epithetic Study in detail the organisational goals so as to correlate with goals of employees Then understand what factors motivate them by judgment and experience as well as collecting information from employee itself Recognize that supporting employee motivation is a process, not a task Support employee motivation by using organizational systems (for example, policies and procedures) dont just count on good intentions The factors once identified by analysis ands reviewing job and job description they may be put on a structured or semi structured questionnaire, generally all the motivational factors will be qualitative factors therefore standard scales for measurement may not be used so develop own scale with open-ended, ranking, grading and other qualitative ways of questions the manager may use even attitude measurement scales like likert, thurstone, semantic differential scale etc. How could you effectively recruit for the various positions or roles? In a simpler words the effective recruitment starts with development of effective recruitment plan by appropriate feasting, perfect job analysis ands developing good job description, Present your recruitment and selection plan by preparing a report not exceeding e500 words. R-RESOURCEFUL E-ENERGETIC C-CHARISMATIC R-REALISTIC U-UBIQUITOUS I-INQUISITIVE T-TACTFUL E-EAGER R-RIGHTEOUS Be prepared there is an old phrase in management which says if you fail to plan then you are planning to fail. Therefore if the organized planning is done it will definitely result in reducing time and cost of recruitment at the same time tabbing high potential for which following are to be done Analyze market trend within your business and industry is a very important element of the planning stage. Yet a day is able to create a gigantic differentiation so plan to have a hoard of resources which you can instantly take from as soon as the need arises. There are usually three type of role you will apply in your industry: High churn role usually the least possible time to employ, but the very ften advertisement. The advantage of high churn functions is that you repeatedly get the opportunity to analyse new technique to well adjust your hiring method. This is the group of candidate that your ongoing recruitment drive should be target. There are numerous instance where organisations run recruitment campaign even when they have no vacancy. Medium churn roles these are the role which are seen less frequintly for additional vital part of your organisation. This could be a mid-level manager who leaves their subordinate with no one to report to, or a expert member of staff who has a exceptional skill set. The best way to decrease time to employ with these position is to put up a talent pool which you can contact when the time comes. combine this with a extremely targeted online recruitment campaign should bring you a good number of prospects of candidates to select from. Low churn roles For long term strategically important role which are much less often hired for, its not as much of important for you to fill up the role rapidly and added significant to identify the right person. However, there are still some things you can do to help drive the progression all along.recruiters usually work on commission only and you should be able to get often day to day reports on who in the business may be ready to make a move so when the time comes you know the best people out there to fill the departing shoes. Internal recruitment is your other option for filling a position quickly, although remember that shifting an employee into a new role will only open up a gap elsewhere. Strategy =2 measure trend in: external labour markets, Current employees Future organisational plans, General economic trends Æ’Â ª Predict demand Æ’Â ­ Æ’Â ® Forecast internal Forecast external supply supply Æ’Â ® Æ’Â ­ Compare future demand and internal supply Æ’Â ª Plan for short-falls or over-staffing Steps for recruitment Describe the work or the job Profiling the candidates Converse your job needs Decide precisely the methodology Important questions to be considered whether we have the requirement for the said job? What are the task involved in job? What are the skill sets to be possed by the person? What may be the sources of getting person How to call them to our organisaton ? Formal and strategic approach Man power planning and forecasting Detailed Job analysis Development of Job description Specifying the job roles and responsibilities Starting the Recruitment Conducting Selection process Induction and job offer Different ways of Job Analysis Developing the Questionnaire Conducting Individual Interview Observational method Judgement and Expert Analysis method Work Participation Critical Incident Technique Job Descriptions Job Specifications Elements of a Job Description Job title Department Location Reporting toà ¢Ã¢â€š ¬Ã‚ ¦ Main tasks Staff responsibilities Rewards conditions Impact on others Qualifications Innate abilities Motivation Emotional adjustment Most Popular Methods Advertisement in local news papers Advertisement in specialist press Advertisement in national press Placement and Employment agency Putting Notice inside premises Job centres Education liaison Unsolicited application Careers service Head hunters Careers fairs Internet Word-of-mouth

Delegation Essay -- essays research papers

What is delegation? Delegation is defined as follows: â€Å"Getting work done through others or as directing the performance of one or more people to accomplish organization goals (Managing & Leading: Concepts, 1997, p. 146). Delegation is a part of management. It allows managers to assign responsibility to coworkers to achieve organization goals through the work of others. In conclusion delegation is the process of achieving performance of certain outcomes for which you are accountable with other individuals who have the appropriate authority to accomplish the work (Sullivan & Decker, 1992, p. 216). Delegation is a complex process that can be quite effective in accomplishing work. It is one of the most effective professional management strategies used which is an art and a skill. Delegation allow managers to transfer work to subordinates, getting work done through others or as directing the performance of one or more people to accomplish organization goals, and turning one authority and responsibility for doing a job to a subordinate; explaining the ‘what’ and ‘why’ of a selected problem or job, while leaving the how to the subordinate (Managing & Leading: Concepts, 1997, p.146). Managers in my organization delegate as part of their management responsibilities to assign the right position or job to the best qualified person that they think can do the job and do the job right. Managers in my organization use delegation because it allows them to achieve more productivity for the company. Managers in my organization delegate to make sure everybody understand what is wanted and expected of all team members on delegated tasks. Managers in my organization delegate someone who really wants to do the task. If he/she may not know exactly how or what to do but if she wants to do it she will seek out the appropriate resources or find help to complete the task (Valerie Gatlin-Best, 1997, pg. 313). Managers in my organization delegate a task- the person being delegated to does not feel demeaned; be consistent-delegate certain tasks to certain people; stimulate personnel by encouraging others; be open, honest when looking at the picture as a whole ...look for positives/not negatives(Debby Kennedy, 1997, p.312). Managers in my organization are accountable for what ever goes on (or does not go on) in their departments. If subordinates make mistakes because they... ...loyees’ knowledge and experience to get the results they want. Delegation is effective when an organization functions well and every individual believe their part is vital to the well-being of the organization as a whole. To be effective managers should never ask an individual to do something that you are not willing to do yourself. Managers should know the people whom they are delegating tasks to in order to match the task with an individual’s skill and talent. Managers should always practice to simply thank individuals after completing specific delegated tasks and treat people with respect at all times. In conclusion delegation is a vital tool in the work force. It allows more accomplishments through sharing responsibilities and work load. If give managers the opportunity to receive input from other when tasks are delegated. Effective managers in cooperates opportunities to increase others’s skills and knowledge by simply learning from each other, provide opportunities to increase communication skills, instill encouragement, and to motivate.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  

Wondrous Strange :: Character Analysis, Kelly Winslow

Life is the condition that distinguishes animals and plants from inorganic matter, including the capacity for growth, reproduction, functional activity, and continual change preceding death. â€Å"It is believed that in life no one can change your happiness but you; therefore, you have the power to change anything about yourself or your life that you want to change† (Barbra de Angelis). The Internal struggles that the main character, Kelley Winslow, faces in this novel is man vs. herself. This strongly affects the character as well as drives the plot because the character struggles with her decisions, physical/mental battles as well as trying to find her identity. Throughout this novel, Kelley has been trying to find her identity and who she really is. Some people may say that a person has not found themselves; however, you do not find yourself. You create yourself. During the process of creating yourself, you have to know what you fear, and what you cannot live without. Kelley learns what she is afraid of, and who she does not want to lose. â€Å"†¦fear of losing him, sorrow of what he has already risked for her† (Livingston 274). In the novel Kelley finds out that she is adopted. â€Å"Emma†¦ Was I†¦ adopted (Livingston 222). In continuation to this, Kelley learns from her aunt, Emma, that she is adopted. She also leans more about where she came from, who her birth parents are, and about faerie history. This proves that Kelley wants to know more about her heritage, which leads to herself creating her identity. In order to create herself, Kelley needs to know more about her heritage. She also learns what she likes, and does not like and what she wants to do with her life. â€Å"Kelley was speechless. She dreamed of this†¦ This is it. This is my big break! (Livingston 5), â€Å"Kelley was a Faerie princess. In defiance of the Faerie king, she had taken up her destiny on her terms" (Livingston 316-317). This shows that she accepts herself, in addition to gaining her goals. Kelley Winslow goes went through a huge development, and journey in finding herself, even through the many obstacles she faces. Decision is a mental process you conduct to result in a making of a selection of a choice. Kelley Winslow had made various decisions throughout her life, which had made an impact on her characteristics.

War: From World War II to 2002 Essay -- essays research papers fc

War: From World War II to 2002 The end of World War II was the spawn of a new war that would continue for over fifty years: The Cold War. Technically this war was not a fifty-year physical confrontation between two countries but more of a political confrontation between the world’s two remaining super-powers. The dropping of the atomic bomb in 1945 on Hiroshima and Nagasaki was the beginning of a new arsenal that would lead to the development of nuclear weapons.   Ã‚  Ã‚  Ã‚  Ã‚  After Japan and Germany were defeated in World War II, a solutions to prevent the future event of a third world war were taken by the establishment of the United Nations to outlaw all private wars. Another right of the United Nations was to punish those villains that were guilty of war crimes against humanity. The problem with this type of procedure is that the winners of a combat situation, whether right or wrong, are the ones that get to decide who is on the wrong side of the law and who is not.   Ã‚  Ã‚  Ã‚  Ã‚  The atom bomb, which was mentioned earlier as the â€Å"problem solver† of World War II, would prove to lead to a larger dilemma. Prior to the atomic bomb and later the hydrogen bomb, it was thought that any weapon could be defended against. The problem with the communist countries of Russia was their doctrine of totalitarianism.   Ã‚  Ã‚  Ã‚  Ã‚  The main focus of the time was building an intercontinental ballistic missile (ICBM), and the only countries with the resources were Russia and the United States. Russia shocked the world with the launch of Sputnik in 1957 followed by the first orbital flight around the world. It appeared that the Soviets were going to beat the Americans in the â€Å"Space Race† and reap all of the benefits from it as well: Reconnaissance, surveillance, communication, and delivery platforms for weapons.   Ã‚  Ã‚  Ã‚  Ã‚  The Russian’s philosophy was built on the teachings of Clausewitz in that they maintained that war was a political means, peace was only a step towards war, and that conflict is inevitable. The Soviet Union was in no hurry to attack any country, but the state did engage in other types of warfare, such as political, economical, and psychological. The United States formed the Counter-Intelligence Agency as a means to resist the communist state.   Ã‚  Ã‚  Ã‚  Ã‚  The rest of the ... ...ed force was put together as a show of more than just observers. Forces were only dispatched if the host country approved them, and although they were authorized to carry arms there were strict rules that had to be followed. The UNEF could only use the weapons for self-defense, force could not be used to carry out their mission of observation, and they were not allowed to interfere with the countries administration. The UNEF would be expected to govern all of the United Nations actions after it’s establishment and for the most part has done so. Although the United Nation’s peacekeeping methods have not ended all threats to every country on the global front, the methods are a step in the right direction to a solution that provides every land with a peaceful resolution. WORKS CITED Brodie, Bernard and Fawn. From Crossbow to H-Bomb. (Bloomington, Indiana:Indiana University, 1973). Chap 9-11 Keegan, John. Mask of Command. (New York, New York: Viking Penguin, 1988). Conclusion Preston, Richard A., Alex Roland, and Sydney F. Wise. Men In Arms: A History of Warfare and its interrelationships With Western Society. (Belmont, California:Wadsworth/ Thomson Learning, 2001). Chap 19-22

An informative look into the strata of B2B Communication Methods

In the conduct of this study, the question that must always be put in our mind is if there is a possibility for the city of Scottsdale and Marrakesh to have a business transaction to improve their economy as a whole. After reading all the necessary materials regarding the economic condition of the two cities, I have learned that Marrakesh has a 55. 5 % rate of share of services in the totality of the city’s GDP. Moreover, Morocco is also known for its industry in mining, food processing, leather goods, textiles and tourism. In terms of their educational attainment level, only 52% of the total population is literate.Its export commodities are mostly clothing, fish, crude minerals, fertilizer, transistors and inorganic chemicals. On the other hand, one of the â€Å"booming† industries in Scottsdale is the business and professional industry that enables them to have an impressive economic growth for the past years. They are also known for their best resorts destinations an d high technologies and bio-technology. Feasibility Study Based from the above facts that I gathered, I could say that there is a great possibility of having business with Marrakesh.In the industry of tourism, since Marrakesh is known for their tourism, Scottsdale could develop resorts in Marrakesh. The high rate of tourists that goes to Marrakesh would serve as an opportunity for the Scottsdale to put up resorts. If this would go to happen, tourists in Marrakesh will continue to increase. At the same time, while benefiting the Scottsdale, the resort that will be established would surely cut the unemployment rate of Marrakesh since jobs will be provided to their citizens and, in the later years, could uplift the poverty rate of Marrakesh (Shagazatova).On the other hand, since there is a high illiteracy rate in Marrakesh, and there are a lot of professionals in Scottsdale like teachers, Scottsdale could invest in establishing schools in the Marrakesh in order to uplift their rate of literacy. The schools that I am referring here are only vocational schools, will also provide basic knowledge regarding literacy, that might be a good help in the booming industry of Marrakesh (Ranis). With this, Scottsdale could also get workers from the schools that they had established. With the median age of 24 years, there would be no doubt that Marrakesh industry is concentrated on the service sector.Most of the companies here must be labor intensive in order to take advantage of the large pool of laborers in the market. Wage rate is expected to be low compared to other countries (Phelps). This is also one of the reasons why it is advantageous to put up a business in Marrakesh aside from its economic opportunities in the current days. Since Scottsdale is well known for its business services, it would be a good decision to establish a service oriented company in Marrakesh. It could be in line with the transistor’s industry or textile industry that can be provided by Scot tsdale to the workers of Marrakesh.Data Gathering and Recommendations Through the suggested strategies above would definitely benefit both of the cities. Marrakesh could take advantage of the job opportunity that Scottsdale’s investors bring with them and the latter could take advantage of the tremendous amount of laborers in Marrakesh as well as the low operational costs in terms of the wage rate. After presenting this paper to the Scottsdale’s officials, data gathering in Marrakesh economic standing should be implemented right away in order to validate the theories that we have cited in this paper.The data’s were then studied by the economic analysts of Scottsdale in order to have an in depth understanding of the current status of Marrakesh and in order for us to be guided in the actions that we are going to undertake. REFERENCES Phelps, Edmund S. â€Å"Low-Wage Employment Subsidies Versus the Welfare State. † 2007. Ranis, Gustav. â€Å"Human Developme nt and Economic Growth. † 2004. Shagazatova, Batir Mirbabayev and Malika. â€Å"The Economic and Social Impact of Tourism. † 2005.

Effectiveness of Handling Guest Complaints

EFFECTIVENESS OF HANDLING GUEST COMPLAINTS BY FRONT OFFICE DESK STAFF AS OBSERVED BY THE GUEST AT SELECTED HOTELS A Research Presented to the Faculty of College of Hospitality and Institutional Management Our Lady of Fatima University In Partial Fulfillment of the Requirements for the Degree Bachelor of Science in Hotel and Restaurant Management ROBIN JUDE B. ELAURIA KATRINA CARLA G. GERALDINO AILEEN JOY A. QUIDULIT CHRISTOPER S. ROSALES GENESIS D. C. SUSANA October 2011 ACKNOWLEDGEMENT The researchers would like to extend their earnest gratitude for the people who made it possible for them to finish this research study. This would not be achievable without the help and supervision of the following people who are their motivation in doing this research study. To the cherished guest’s of Nice Hotel most especially to Mr. Renold Zenarosa Branch Manager of Nice Hotel Mandaluyong and Mr. Lawrence Villanueva Branch Manager of Nice Hotel Cubao Quezon City who allowed us to conduct our survey for their pilot and actual study. To Ms. Maria Paz T. Castro, our adviser, who’s not tired of answering our question and few complains, teach us on how to exert effort in every task that we should do and sharing her knowledge and expertise in doing this research guiding until the final defense. To Mr. Cledante Navalta, our statistician, for their effort and time in plateful them to accomplish the statistical analysis of the research studies. To our parents who always supported us for financial all the way through the process of our research studies. Last but not the least, the omnipresent God, for answering our prayers for giving us the strength to plod on despite our  constitution  wanting to give up and throw in the towel make us realize that there’s always a key in every lock, Thank you so much Dear Lord. ABSTRACT Title: EFFECTIVENESS OF HANDLING GUEST COMPLAINTS BY FRONT OFFICE DESK STAFF AS OBSERVED BY THE GUEST AT SELECTED HOTELS Proponents: ROBIN JUDE B. ELAURIA, KATRINA CARLA G. GERALDINO, AILEEN JOY A. QUIDULIT, CHRISTOPER S. ROSALES, GENESIS D. SUSANA Adviser: MS. MARIA PAZ CASTRO Degree: BACHELOR OF SCIENCE IN HOTEL AND RESTAURANT MANAGEMENT Date Completed: OCTOBER 2011 The researchers conducted this study to determine the Effectiveness of Handling Guest Complaints by Front Office Desk Staff as Observed by the Guest at Selected Hotels. Specifically aims to answer the following questions about the profile of the respondents, how satisfied the respondents regarding their service satisfaction, recommendations that can provide solutions to the said problems and there is no significant relationship between the satisfaction of the respondents and their demographic profile of the respondents. A descriptive method of research was used together with the questionnaire as the main instrument in gathering the needed data and information. Fifty (50) Guest at Nice Hotel in Cubao Quezon City was considered for the study. In analyzing and interpreting the data gathered, the statistical treatments used were, the percentage which was used to compare the frequencies of responses to the total number of responses, and the weighted mean which was used in measuring the Effectiveness of Handling Guest Complaints by Front Office Desk Staff as Observed by the Guest at Selected Hotels. The chi-square test is used to determine whether there is no significant relationship between the expected frequencies and the observed frequencies in one or more categories. With all the gathered information, the researchers arrived at the following conclusion: (1) most of the guests are 30-39 years old, male, guests (2) most of them are satisfied regarding the effectiveness of handling guest complaints by front office desk staff at Nice Hotel in Cubao Quezon City. (3) It was recommended that the front office desk staff of the hotel should initiate talk with the guest to get feedback about their service to improve their service. 4) In terms of age and gender there is no significant relationship between the effectiveness in handling guest’s complaints by the front office desk staff in selected hotels and their demographic profile. In terms of educational attainment and status of employment there is a significant relationship between the effectiveness in handling guest’s complaints by the front office desk staff in selected hotels and their demographic profile TABLE OF CONTENTS Page TITLE PAGE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. i APPROVAL SHEET†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ii ACKNOWLEDGEMENT†¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦iii ABSTRACT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦iv TABLE OF CONTENTS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ v LIST OF TABLES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ix LIST OF FIGURES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. x CHAPTER 1. THE PROBLEM AND ITS BACKGROUND†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 Background of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Statement of the problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Hypothesis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Significance of the study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Scope and Delimitation of the study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Definition of terms†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 2. REVIEW OF RELATED LITERATURE AND RESEARCH STUDIES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 Related Foreign Literature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Related Local Literature†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Related Foreign Studies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Related Local Studies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Conceptual Framework†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 14 Research Paradigm†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 3. RESEARCH METHOLOGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Research Design†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Research Setting†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Research Subject†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 Research Instrumentation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Validation of Instrument†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 Data Gathering Procedure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 Statistical Treatment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 4. PRESENTATION, ANALYSIS AND INTERPRETATION OF THE DATA†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 Demographic Profile of the Respondent†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 Common guest’s complaints handled by the front office desk staff in selected hotels in Manila†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦25 Summary & Chi-square test on the significant relationship between effectiveness in handling guest’s complaints by the front office desk staff in selected hotels in Manila and the demographic profile of the respondents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 5. SUMMARY OF FINDINGS CONCLUSION, RECOMMENDATION†¦.. 31 Summary of findings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 31 Conclusions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 33 Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦34 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦35 APPENDICES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 36 A. Map of Research Setting†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦37 B. Title Approval†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦38 C. Letter of Request for Conduct of a Pilot Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 39 D. Letter of Request for Conduct of Actual Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 40 E. Research Instrument†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 41 F. Hypothesis Testing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 49 G. Curriculum Vitae†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 50 List of Tables Table no. I Demographic Profile of the Respondents 1. 1 Distribution of Respondents in Terms of Age21 1. 2 Distribution of Respondents in Terms of Gender22 1. 3 Distribution of Respondents in Terms 23 of Educational Attainment 1. 4 Distribution of Respondents in Terms 23 of Status of Employment Table no. II Common guest’s complaints handled by the24 front office desk staff in selected hotels in Manila Table no. III Summary & Chi-square test on the significant 26 relationship between effectiveness in handling guest’s complaints by the front office desk staff in selected hotels in Manila and the demographic profile of the respondents List of Figures I. Conceptual Framework14 II. Figure 1 Research Paradigm16 Curriculum vitae GERALDINO, KATRINA CARLA G. Domingo de ramos street largo, Quezon city Contact no: 09461113536 Email address:[email  protected] com ————————————————- EDUCATIONAL BACKGROUND 2009-Present : Bachelor of Science in Hotel and Restaurant Management Our lady of Fatima University Hilltop Subdivision, Lagro, Quezon City 2005-2008 : Secondary Roxas National High School Roxas, San Isidro, Surigao del Norte 1999-2004 : Elementary Sto Nino Elementary School Sto Nino, San Isidro, Surigao del Norte ————————————————- PERSONAL BACKGROUND Gender: Female Age : 19 years old Birth date : June 09, 1992 Height : 5’4 Civil Status : Single ___________________________________ GERALDINO, KATRINA CARLA G. ELAURIA, ROBIN JUDE B. Blk2 Lt27 Marvi Hills, Gulod Malaya San Mateo, Rizal Mobile number: 09213336967 Email address: [email  protected] com EDUCATIONAL BACKGROUND| 2009-PresentBachelor of Science in Hotel and Restaurant Management Our lady of Fatima University Hilltop Subdivision, Lagro, Quezon City 2004-2008Secondary St. Mathhew College Miguel Cristi St. San Mateo, Rizal 1997-2003Elementary Gulod Malaya Elementary School Barangay Gulod Malaya, San Mateo Rizal PERSONAL BACKGROUND| Gender :Male Age:19 years old Birth date:November 12, 1991 Height:5’6 Civil Status:Single __________________ Robin Jude Elauria AILEEN JOY A. QUIDULIT # 6 Geronimo St. Brgy Sta Monica Novaliches Q. C Contact no: 4828615/09155459133/09239238439 E-mail add: [email  protected] com ____________________________________________________________ __________ EDUCATIONAL BACKGROUND 2007 – Present: Bachelor of Science in Hotel and Restaurant Management Our Lady of Fatima University Lagro, Novaliches Quezon City Secondary 2003 – 2007:Holy Redeemer School of Kalookan Franville V. Subd. , Caloocan City Elementary 1996 – 2003:Rosa L. Susano Elementary School Brgy. Gulod Novaliches, Quezon City PERSONAL BACKGROUND Gender :Female Age:20 yr/old Birth date:November 10, 1990 Weight:95 lbs Height:5’2’’ Civil Status:Single _______________________ AILEEN JOY A. QUIDULIT ROSALES, CHRISTOPER S. Blk 47 Lot 18 Area B lower 4 Sapang Palay City of San Jose Del Monte Bulacan Mobile number:09106184955 Email address:[email  protected] com/[email  protected] com EDUCATIONAL BACKGROUND| 2009-PresentBachelor of Science in Hotel and Restaurant Management Our lady of Fatima University Hilltop Subdivision, Lagro, Quezon City 2004-2007Associate in Hotel and Restaurant Management Academia De San Lorenzo Tialo Sto. Cristo, City of San jose Del Monte Bulacan 000-2004Secondary Sapang Palay National High School Area E Sapang Palay City of San Jose Del Monte Bulacan 1994-2000 Elementary Barangay Bagong Buhay III Elementary School Barangay Bagong Buhay III Area B SapangPalay City of SJDBMB PERSONAL BACKGROUND| Gender :Male Age:23 years old Birth date:November 05, 1987 Height:5’7 Civil Status:Single _______ _____________ Rosales, Christoper S. SUSANA GENESIS C. 83 E Maginoo St. Kalayaan Quezon,City Cell Number: 09151908382 [email  protected] com EDUCATIONAL BACKGROUND| 2009-Present Bachelor of Science in Hotel and Restaurant Mngt. Our Lady of Fatima University 1 Esperanza St. Hilltop Mansion Heigths Lagro Quezon, City 2000-2004 Amadeo National High School Amadeo, Cavite 1994-2000 Amadeo Elementary School Amadeo, Cavite PERSONAL BACKGROUND| Gender: Female Age: 23 Heigth: 5’4 Civil Status: Single _____________________ GENESIS C. SUSANA Computation Table 1 Table 1: Frequency and Percentage Distribution of Respondents in Terms of Age n=50 Age| F| P=f/n*100| %| Rank| 9 below| 3| (3/50*100)| 6| 5| 20-29| 13| (13/50*100)| 26| 2| 30-39| 17| (17/50*100)| 34| 1| 40-49| 12| (12/50*100)| 24| 3| 50 above| 5| (5/50*100)| 10| 4| Total| 50| | 100| | Computation Table 1. 1 Frequency and Percentage Distribution of Respondents in Terms of Gender n=50 Gender| F| P=f/n*100| %| Rank| Male| 27| (27/ 50*100)| 54| 1| Female| 23| (23/50*100)| 46| 2| total| 50| | 100| | Computation Table 1. 2: Frequency and Percentage Distribution of Respondents in Terms of Educational Qualification n=50 Educational Qualification| f| P=f/n*100| %| Rank| Elementary Grad. | 11| (11/50*100)| 22| 3| High School Grad. 14| (14/50*100)| 28| 2| College Grad. | 17| (17/50*100)| 34| 1| Post Grad. | 8| (8/50*100)| 16| 4| Total| 50| | 100| | Computation Table 1. 3: Frequency and Percentage Distribution of Respondents in Terms of Status of Employment n=50 Status of Employment| f| P=f/n*100| %| Rank| Worker| 19| (19/50*100)| 38| 2| Employee| 21| (21/50*100)| 42| 1| Self-employed| 10| (10/50*100)| 20| 4| Total| 50| | 100| | Table 2: Common guest’s complaints handled by the front office desk staff in selected hotels in Manila Situation| WM| Interpretation| Rank| 1. Missing of personal belonging| 3. 40| Good| 10| 2. Faulty equipments and facilities| 3. 2| Very Good| 7| 3. Lack of courtesy of the front office staff in dealing with the guest| 3. 64| Very Good| 3| 4. Slow and ineffective reservation procedures| 3. 82| Very Good| 1| 5. Neigbors intolerable noises| 3. 76| Very Good| 2| 6. Unsatisfactory of concierge| 3. 58| Very Good| 5| 7. Not well attended by front office staff| 3. 42| Good| 9| 8. Wrong room assignment or type of room given to the guest| 3. 56| Very Good| 6| 9. Poor service of the staff| 3. 48| Good| 8| 10. Delayed service of the front office desk staff| 3. 62| Very Good| 4| Grand Mean| 3. 62| Very Good| | Computation in terms of Age E=RT*CT/50Observed Age| Poor| Average| Good| Very Good| Excellent| RT| 19 below| 0| 0| 0| 3| 0| 3| 20-29| 0| 0| 5| 7| 0| 12| 30-39| 0| 0| 9| 7| 1| 17| 40-49| 0| 0| 7| 6| 0| 13| 50 above| 0| 0| 2| 3| 0| 5| CT| 0| 0| 23| 26| 1| 50| Expected Age| Poor| Average| Good| Very Good| Excellent| 19 below| 0| 0| 1. 38| 1. 56| 0. 06| 20-29| 0| 0| 5. 52| 6. 24| 0. 24| 30-39| 0| 0| 7. 82| 8. 84| 0. 34| 40-49| 0| 0| 5. 98| 6. 76| 0. 26| 50 above| 0| 0| 2. 30| 2. 60| 0. 10| | | | | | | X? =(O-E)^2/E Age| Poor| Average| Good| Very Good| Excellent| 19 below| 0| 0| 1. 38| 1. 90| 0. 06| 20-29| 0| 0| 0. 05| 0. 09| 0. 24| 30-39| 0| 0| 0. 18| 0. 38| 0. 6| 40-49| 0| 0| 0. 17| 0. 09| 0. 26| 50 above| 0| 0| 0. 04| 0. 06| 0. 10| ?X? = 5. 56 Computation in terms of Gender E=RT*CT/50Observed Gender| Poor| Average| Good| Very Good| Excellent| RT| Male| 0| 0| 13| 14| 0| 27| Female| 0| 0| 22| 27| 1| 23| CT| 0| 0| 35| 41| 1| 50| Expected Gender| Poor| Average| Good| Very Good| Excellent| Male| 0| 0| 11. 88| 14. 58| 0. 54| Female| 0| 0 | 10. 12| 12. 42| 0. 46| X? =(O-E)^2/E Gender| Poor| Average| Good| Very Good| Excellent| Male| 0| 0| 0. 11| 0. 02| 0. 54| Female| 0| 0| 0. 12| 0. 03| 0. 63| ?X? = 1. 45 Computation in terms of Educational Qualification E=RT*CT/50Observed Educational Qualification| Poor| Average| Good| Very Good| Excellent| RT| Elementary Grad. | 0| 0| 4| 7| 0| 11| High School Grad. | 0| 6| 11| 1| 0| 14| College Grad. | 0| 0| 7| 9| 1| 17| Post Grad. | 0| 0| 4| 4| 0| 8| CT| | 6| 22| 21| 1| 50| Expected Educational Attainment| Poor| Average| Good| Very Good| excellent| Elementary Graduate| 0| 1. 32| 4. 84| 4. 62| 0. 22| High School graduate| 0| 1. 68| 6. 16| 5. 88| 0. 28| College Graduate| 0| 2. 04| 7. 48| 7. 14| 0. 34| Post Graduate| 0| 0. 96| 3. 52| 3. 36| 0. 16| X? =(O-E)^2/E Educational Qualification| Poor| Average| Good| Very Good| Excellent| Elementary Grad. | 0| 1. 2| 0. 15| 1. 23| 0. 22| High School Grad. | 0| 11. 11| 0. 11| 4. 05| 0. 28| College Grad. | 0| 2. 04| 0. 03| 0. 48| 1. 28| Post Grad. | 0| 0. 96| 0. 07| 0. 12| 0. 16| ?X? = 23. 61 Computation in terms of Status of Employment E=RT*CT/50 Observed Status of Employment| Poor| Average| Good| Very Good| Excellent| RT| Worker| 0| 0| 7| 12| 0| 19| Employee| 0| 0| 6| 4| 0| 10| Self-employed| 0| 0| 9| 11| 1| 21| CT| 0| 0| 22| 27| 1| 50| Expected Status of Employment| Poor| Average| Good| Very Good| Excellent| Worker| 0| 0| 8. 36| 10. 26| 0. 38| Employee| 0| 0| 4. 40| 5. 40| 0. 20| Self-employed| 0| 0| 9. 24| 11. 34| 0. 42| X? (O-E)^2/E Status of Employment| Poor| Average| Good| Very Good| Excellent| Worker| 0| 0| 0. 22| 0. 30| 0. 38| Employee| 0| 0| 0. 58| 0. 36| 0. 20| Self-employed| 0| 0| 9. 24| 0. 01| 0. 80| ?X? = 12. 09 Table 3 Summary & Chi-square test on the significant relationship between effectiveness in handling guest’s complaints by the front office desk staff in selected hotels in Manila and the demographic profile of the respondents Demographic Profile| ComputedX? | TabulatedX? | df| ? | Comparison| Decision| Conclusion| Age| 5. 56| 15. 51| 8| 0. 05| Less than| Accept Ho| There is no significant relationship| Gender| 1. 45| 5. 9| 2| 0. 05| Less than| Accept Ho| There is no significant relationship| Educational attainment| 23. 61| 16. 92 | 9| 0. 05| Greater than| Reject Ho| There is a significant relationship| Status of Employment| 12. 09| 9. 49| 4| 0. 05| Greater than| Reject Ho| There is a significant relationship| Hypothesis Testing: Ho: There is no significant relationship between the effectiveness of handling guest complaints by the front office desk staff at selected hotels in Manila. Ha: There is a significant relationship between the effectiveness of handling guest complaints by the front office desk staff at selected hotels in Manila.