Ex - MBA 170334 - Final Thesis Report

Skill Required for Competency in Hospitality
Business in Khulna City
(Submitted in partial fulfillment of the requirements of Ex.MBA

program)
Submitted To
Coordinator
Ex.MBA Program
Supervised By
Professor Dr. Feroz Ahmed
Professor
Submitted By
Syeda Bashira Khatun
Ex.MBA 170334
KHULNA UNIVERSITY
Business Administration Discipline
Ex.MBA Program
Date of Submission: 6th September, 2018
6th September, 2018
To
Coordinator
Executive MBA Program
Khulna University
Subject: Submission of research report
Dear Sir,
I am delight to present my research report on “Skills Required for Competency
in Hospitality Business in Khulna City”. I feel myself privileged for the
experience. I have gathered through the research conduct process. I concentrated
my all out effort to conduct the research in most professional way. And my
research was concerned about skill required for competency in hospitality
business in Khulna City. I expect that the knowledge and experience I gathered
through the research process will help me in my professional arena.
If there is any point in this report that needs further clarification, Please summon
me any time at your connivance.
I therefore, would like to request you to accept my report and oblige thereby.
Thanking you
Sincerely yours
(Syeda Bashira Khatun)

ID. Ex.MBA170334
Supervised by:
(Professor Dr. Feroz Ahmed)

Professor
Khulna University
ACKNOWLEDGEMENT
I highly appreciate my supervisor Professor Dr. Feroz Ahmed, Professor,
Business Administration Discipline, Khulna University, Khulna. Who patiently
persuade me to finish the thesis. This thesis owes much his thoughtful and
helpful comments. This thesis would not have been possible to prepare without
his guidance and inspiration. My deepest appreciation goes to my family. My
parents Syed Mohammad Baker and Syeda Rafika Khatun, give me constant
encouragement and love, which I will forever gratitude. I also wish to
acknowledge the support and encouragement of various friends and colleagues for
keeping me sane and for ensuring I continued to engage with the outside world
during the research. The real contributions to this research are fifteen
owners/employees of hotels and restaurants of Khulna City who willingly respond
to my question.
And I would like to give thanks to Business Administration Discipline Khulna
University for giving me such opportunity to conduct my research.
I
TABLE OF CONTENTS
Acknowledgement……………………………………………....... I
Abstract…………………………………………………………… IX
List of Figures…………………………………………………….. V
List of Tables……………………………………………………... VII
Abbreviations……………………………………………………... VIII
Chapter One: Introduction 1-6
1.1 Background of study……………………………………………… 1
1.2 Objectives of study………………………………………………... 3
1.3 Scope of the study……………………………………………….... 3
1.4 Definition of terms………………………………………………... 3
1.5 Limitations of the study…………………………………………... 5
Chapter Two: Literature Review 7-12
2.1 Hospitality industry ………………………………………………. 7
2.2 Skill………………………………………………………………. 9
2.3 Skill required for hospitality business…………………………….. 9
2.4 Research gap…………………………………………………….... 11
2.5 Conclusion………………………………………………………... 12
Chapter Three: Methodology 13-16
3.1 Introduction……………………………………………………….. 13
3.2 Research design………………………………………………….... 13
3.3 Sources of data……………………………………………………. 15
3.4 Sampling technique and sample size……………………………... 15
3.5 Data collection method………………………………………….... 15
3.6 Data analysis method……………………………………………... 16
Chapter Four: Analysis 17-53
4.1 Introduction …………………………………………………….. 17
4.2 Types of Business………………………………………………. 17
4.3 Organization operation duration………………………………... 18
4.4 Respondents’ designation………………………………………. 19
II
4.5 Employer’s training before joining……………………………... 19
4.6 Places from employer’s earned experience…………………….. 20
4.7 Preference of employer’s while hiring employees……………... 20
4.8 Types of trained employees consider for appointing…………… 21
4.9 Organization has training facilities ……………………………. 21
4.10 Organization’s offered training facilities……………………….. 22
4.11 Types of employee considered for appointment ……………….. 23
4.12 Attributes consider most while appointing employees…………. 24
4.13 Skills consider selecting employees/staffs……………………… 24
4.13.1 Communication skill………………………………….. 25
4.13.2 Friendly……………………………………………….. 25
4.13.3 Computer literacy…………………………………….. 26
4.13.4 Mood………………………………………………….. 27
4.13.5 Group work…………………………………………… 27
4.13.6 Enthusiasm……………………………………………. 28
4.13.7 Work for long hours…………………………………... 29
4.13.8 Accuracy……………………………………………… 29
4.13.9 Follow instruction…………………………………….. 30
4.13.10 Fast/speedy……………………………………………. 31
4.13.11 Provide accurate information…………………………. 31
4.13.12 Working under pressure………………………………. 32
4.13.13 Handling individual request…………………………... 33
4.13.14 Polite and pleasant personality……………………….. 34
4.13.15 Ensure privacy and security…………………………... 34
4.13.16 Supervising capabilities………………………………. 35
4.13.17 Ideas of menus………………………………………... 36
4.13.18 Deal guests/clients……………………………………. 36
4.13.19 Service Standard knowledge………………………….. 37
4.13.20 Safety procedures knowledge………………………… 38
4.13.21 Maintenance of Organization’s properties……………. 39
4.13.22 Etiquette………………………………………………. 39
III
4.13.23 Ethics…………………………………………………. 40
4.13.24 Good memory………………………………………… 41
4.13.25 Professional appearance………………………………. 41
4.14 Skills consider selecting experienced chef……………………... 42
4.14.1 Initiative………………………………………………. 42
4.14.2 Menu planning………………………………………... 43
4.14.3 Creative to innovate new recipe………………………. 44
4.14.4 Prepare basic food…………………………………….. 45
4.14.5 Ingredient and measurement knowledge……………... 45
4.14.6 Economical…………………………………………… 46
4.14.7 International and local cuisine knowledge……………. 47
4.14.8 Hygiene knowledge…………………………………... 48
4.14.9 Nutrition knowledge………………………………….. 48
4.14.10 Kitchen cleanliness…………………………………… 49
4.14.11 Cope with messy and respective work………………... 50
4.15 Conducted study in areas……………………………………….. 51
4.16 Areas required mandatory trained employees………………….. 51
4.17 Paying criteria of trained employee…………………………….. 52
4.18 Conclusion……………………………………………………… 53
Chapter Five: Conclusion 54-59
5.1 Summary of the finding………………………………………....... 54
5.2 Discussion………………………………………………………… 56
5.3 Managerial implication…………………………………………… 57
5.4 Future research direction…………………….................................. 58
5.5 Conclusion………………………………………………………... 58
References……………………………………………………….............. 60
Appendix A 63-65
Questionnaire…………………………………………………….............. 63
IV
LIST OF FIGURES
Figure 2.1: Segments of hospitality industry……………….. 7
Figure 3.1: Data collection and analysis process…………… 13
Figure 4.1: Types of business………………………………. 17
Figure 4.2: Duration of business……………………………. 18
Figure 4.3: Designation of respondent……………………… 19
Figure 4.4: Trained employees……………………………... 19
Figure 4.5: Preference of trained people……………………. 21
Figure 4.6: Training facilities of organization……………… 22
Figure 4.7: Training facilities within organization…………. 23
Figure 4.8: Importance of trained employee ……………….. 23
Attributes importance while appointing

Figure 4.9: 24
employees……………………………………….
Figure 4.10: Have good communication skill………………... 25
Figure 4.11: Friendly………………………………………… 25
Figure 4.12: Have computer literacy………………………… 26
Figure 4.13: Can maintain positive mood all the time……….. 27
Figure 4.14: Ability to work in group………………………... 27
Figure 4.15: Have enthusiasm for work……………………... 28
Figure 4.16: Can work for long hours……………………….. 29
Figure 4.17: Thrive for accuracy in work…………………… 29
Figure 4.18: Follow instructions……………………………... 30
Figure 4.19: Fast/speedy in work…………………………….. 31
V
Figure 4.20: Thrive for accuracy in work……………………. 31
Figure 4.21: Capable to working under pressure…………….. 32
Capable of handling individual request of the

Figure 4.22: 33
clients…………………………………………...
Figure 4.23: Have polite and pleasant personality…………… 34
Can ensure privacy and security of guests/

Figure 4.24: 34
clients…………………………………………...
Figure 4.25: Supervising capabilities………………………... 35
Figure 4.26: Have ideas of menus…………………………… 36
Figure 4.27: Capacity to deal guests/ clients………………… 36
Knowledge about service standards expected by

Figure 4.28: 37
the customers……………………………………
Figure 4.29: Knowledge workplace safety procedures………. 38
Figure 4.30: Maintenance of organization’s properties……… 39
Capable of provide etiquette to interact

Figure 4.31: 39
guests/clients……………………………………
Figure 4.32: Have consistency to organization’s ethics……... 40
Figure 4.33: Have good memory…………………………….. 41
Figure 4.34: Have maintain professional appearance………... 41
Figure 4.35: Being initiative…………………………………. 42
Figure 4.36: Capable in Menu planning……………………... 43
Figure 4.37: Able to being Creative to innovate new recipe… 44
Figure 4.38: Able to prepare basic food……………………... 45
Figure 4.39: Have ingredient and measurement knowledge… 45
Figure 4.40: Economical……………………………………... 46
VI
Figure 4.41: Have international and local cuisine knowledge.. 47
Figure 4.42: Knowledge of hygiene food……………………. 48
Figure 4.43: Knowledge of food nutrition…………………… 48
Figure 4.44: Maintain cleanliness in kitchen………………… 49
Figure 4.45: Able to cope with messy and respective work…. 50
Figure 4.46: Requirements of trained employees……………. 52
Figure 4.47: Salary increment based on training…………….. 52
LIST OF TABLES
Staff’s/ employee’s skills competency according
Table 5.1: 54
to employer expectations………………………...
Experienced chef’s skills competency according
Table 5.2: 55
to employer expectations………………………..
VII
ABBREVIATIONS
GDP Gross Domestic Products
KSAs Knowledge, skills, and abilities
SKAs Skills, knowledge, abilities
TKCI Tony Khan Culinary Institute
ILO International Labor Organization
S.D. Standard Deviation
VIII
ABSTRACT
This study intended to identify skilled required for competency is hospitality
business in Khulna City. The hospitality industry meets the needs of people with
kindness and goodwill while they are away from their homes.
To achieve the intended objectives, this study surveyed the employers of some
renowned hotels and restaurants of Khulna City.
Structured questionnaire was developed for the survey considering the growing
prospect of hospitality business, and how to be competence to sustain business.
The questionnaire variable in study was developed based on the different skills of
hospitality employees like friendly, etiquette, innovative etc. The major
respondents of the research are fifteen employers/owners of hotels and
restaurants. The question was prepared in likert-scale ranking, there were 17
questions to collect data and evaluated by using MS Excel.
After analyzed the data found that the employers preference while employ people,
and also the significant impact of skill employee in maintain the service quality of
hotels and restaurants. In under developing City like Khulna hospitality industry
is dynamic sector. So the employers of the Khulna city’s hospitality sector are
able to know those skills should focused for being competitive in business and
able to update their policies and facilities.
IX
CHAPTER ONE: INTRODUCTION
1.1 Background of the study

Hospitality is the act of kindness in welcoming and looking after the basic needs
of guests or strangers, mainly in relation to food, drink and accommodation.
Accordingly the hospitality industry meets the needs of people with kindness and
goodwill while they are away from their homes. Here we can say hospitality
business is about ability to sell services to the people in a way to feel welcome
and appreciate; and earn profit.
The global hotel and restaurant industry are under the umbrella of hospitality
industry, this industry contributed 7.61 trillion U.S. dollars to the global economy
in 2017 (Block chain industry spotlight: travel, September 13, 2017). Worldwide
hospitality industry’s growth and sustain rate 5-6 percent increase in 2018 (Travel
and Hospitality Industry Outlook | Deloitte US, 2018). As Bangladesh economy
grows-up tidily, hospitality sector’s hotel and restaurant also growing steadily.
The hospitality sector is 52.18 per cent of the overall service sectors of the
economy according to Bangladesh’s Gross Domestic Products (GDP) (The
financial express April 08, 2018). This is result of customers/guests turn-over.
According to strategic analysis of Bangladesh hospitality industry growing by
approximately 6 percent over year. So hospitality prospect is become bright day
by day. Hospitality industry development raise expenditure; to reach break-even
point skill employee service essential to maintain guests turn over.
Accommodation service and catering service are two major components of the
hotel and restaurant sectors of hospitality industry. 1.15 million Labor forces are
engaged in the accommodation and food service activities in Bangladesh (The
financial express April 08, 2018). The necessary of standard professional skill is
to operate hospitality industry and being success standard. As hospitality industry
is highly competitive industry; required more skilled employee to be successfully
1
sustained. Study indicates quality of hospitality service improved; by the skill
employed serve.
Though hospitality industry rapidly grown as foreign exchange earner. Skill
development is the major challenge in Bangladesh. Government consciousness
required most to develop the major GDP sector of Bangladesh. To maintain the
international standard of hospitality and faces rapid challenges required skill
employee the most. Skilled people become more successful in hospitality career
(Edwards, 1996).
Khulna is third largest city of Bangladesh; which is highly potential area of
hospitality. Hospitality industry has emerged as a major income driving industry
in many developed/ developing/ middle-income countries in the world. Now a
day’s small businesses also focus on hospitality industry. But there are some
external factors which putting pressure on hospitality industry.
Hospitality industry especially hotel and restaurant have consistent many
employment area; those from entry-level to prestigious position. So employer
seek skilled employee for the industry development. Skilled employees ensure
quality service that progress the hospitality business. This sector creates poetical
jobs for the skilled employee that associates economics activities. Hospitality
business is a global industry with fierce and intense competition. For fast-paced
business arena, needed skilled employees being successful in hospitality sector
business.
The real measure of hospitality industry success lies on business continuous
satisfy consumer of diverse cultural background and gain competitive advantage;
through provide service of by skilled employee (Kandampully et al, 2001).
Skilled employee helped to setting hospitality industry highest level and ultimate
goal of business.
As Bangladesh is attractive tourist country and Khulna has lots of tourist areas,
demands of hospitality industry and requirement of skilled employees is
absolutely in increasing.
2
1.2 Objectives of the study
The main objective of the study was to identify the various skills hospitality
service providers required by the employer. The specific objectives were:
 To identify the skills considered by the employers while selecting
employees for hospitality business in Khulna city.
 To identify the available skill development/training facilities for the
hospitality service providers in Khulna city.
There were need to explore specific skills crucial for to hospitality business in
Khulna City. And found the gap between skills of hospitality the employer
consider and the lacking of skills the employee have or the employer ready to
overlook.
1.3 Scope of the study
The study focused on the hospitality business in Khulna peripheral. Those
hospitality businesses were basically hotels and restaurants. The study was
conducted on the renowned and sustained hotels and restaurants of Khulna City;
on judgmental basis that authentic information could be collected.
1.4 Definition of terms
The study was basically conducted on the skills of hospitality industry basically
hotels and restaurants. For better study some terms were used. To understand the
paper these terms are defined here:
Skill is the ability of employee’s to carrying out a task with determined result
within assigned time (Engelberg, 2015).
Hospitality is generous reception and entertainment of guests by host. And
hospitality business is commercial relationship between guest and host, whither
host willingly entertain guest with protected traveling in exchange of fare (Wiki-
Hospitality, 2013).
Communication skill is the ability of employee’s to conveying information
through speech, behavior, gesture and posture (Bienvenu, M. J., 1971).
Friendly is generous way to showing kindly interest and goodwill to customers
and guests; with ensuring organization’s profits (Elbert, 1901).
3
Computer literacy is buzz skill that indicates ability of employee’s to using
computers and related updated technology efficiently (Angela Rose, 2016).
Positive mood is a psychological term that indicates the ability of employee’s to
controlling in chronic stress and hazards (Alison Doyle, 2018).
Enthusiasm is eagerness of employee’s to involving in a particular activity with
passion (British Hospitality Association, 2009).
Polite and pleasant personality of employee’s is having good manners, give
compliment, agreeable, and smile to interact with guests and customers (Anneke
Steenkamp, 2016).
Privacy and security of guests/ clients are supreme and serious matter; those
should ensure by employee according to organization security policy (Flanagan,
2017).
Safety procedures are awareness of employee’s in any hazard that may cause of
hurt own and surrounds’ (Hamlett, 2001).
Etiquette is unwritten rules codified in certain culture and change time to time;
reflects person’s status. In hospitality business etiquette for employee is
maintaining overall appearance and act according to hotel’s and restaurant’s
reputation (Marie Sabath, 2002).
Ethics are systematizing, defending, and recommending about right and wrong
under certain culture’s moral philosophy. In hospitality business employee serves
several cultural background guests; so employee needs to have knowledge and
maintenance of global common ethics (Jenkins, 1999).
Professional appearance is dress code policy for employees; that represents the
organization and portrays sophistication branding (Angela Rose, 2016).
Initiative is the ability of chef to assessing something new independently or the
power of taking charge of exclusive things. Initiative of chef creates brand
uniqueness of the organization (Ogbeide, 2006).
Innovate new recipe is artistic aspect of chef. Skill to developing basic recipe to
made it authoritative and dominant. Innovation of chef is inspired by culture and
nature of cuisine (Ogbeide, 2006).
4
Ingredient and measurement knowledge is a confusing term; takes space in
specific recipe. Unit of ingredient changes the food taste. Chef is knowledgeable
to maintain the quantity of ingredient of the cooking, whether quantity need raise
or reduce (Gausepohl, 2017).
Economical is careful in planning and using organization’s resources. In order to
maintain higher status of hotels and restaurants; owners ready to the economical
fact. So chef of higher stars hotels and restaurants is not considered economical.
Fine dine is one kind of menu chef innovate to differentiation but most
uneconomical items (Mc Querrey, 1994).
International and local cuisine associated with specific culture or geographic
region. The style of cuisine cooking is being distinctive with ingredients,
techniques and dishes combinations. Chef’s cuisine knowledge gives hotel and
restaurant significant recognition and position (Mc Querrey, 1994).
Hygiene in food is scientific discipline in handling, preparation and storage; that
prevent food from born-germs. Now customers are more concern about food
hygiene, being sustain in highly competitive hospitality business maintain hygiene
is crucial (Alison Doyle, 2018).
Nutrition is interpreting relation with food maintenance, growth, reproduction,
health and disease of human-body. Modern customers not only want tasty food
but as well as healthy food. Nutrition consciousness of chef motivates to
developing good-tasting, healthy and low-fat menu items (Alison Doyle, 2018).
1.5 Limitations of the study
This study considered the hospitality as a whole. But study conducted specially on
hotels and restaurants skill for employees to be competence. That narrower the
scope of finding hospitality sectors skill.
 Mainly the study focused on skill of employee for customers’ satisfaction;
rather than the other facilities or services available in the hotels and
restaurants. Study considered the degree of employee’s skill playing the
most important role in customer’s satisfaction, rather than luxurious
surroundings.
5
 This study was not enough job-specific focused on competences in
hospitality industry to make conclusion out of; here the employees looked
as a one (front desk officer, waiter, room attendant, maintenance,
swimming pool attendant, etc.). Future research should narrow down to
focus on a job-specific level in order to getting even more useful insights
for arranging training facilities for better hospitality services.
 Here, skill for competences used as variables for found the research result,
and compare skills with those employers must considered appoint
employees and ready to ignore or not available. Besides literature, the
understanding of skill in this paper comes from author’s own experiences,
and because of lack of skill in hospitality sector in Khulna City literature
the theories adapted to fit hospitality industry.
 The question of required skill is not an easy one to answer. Skilled
employee expecting in all area of the hospitality sectors, in general success
of hospitality business is much depending skill employee’s service
capacity. However, the thesis reflects the skill employee is considered in
our circumstances at the moment, being already developed today and
possible to give emphasis to develop in near future.
 Future research should study skill employee for hospitality business more
specifically, for instance assessing the general level of skill employee in
hospitality business, to understand the need for competence. Depending on
the institutions facilities given in the certain circumstances; for better skill
employee recruit. Also how the employee will be interested to acquiring
skill for their career proficiency.
Skill competence studies in the hospitality industry should recognized the force of
changing the level of hospitality sectors and being success. More specific
assessment of competences could be insightful inside hospitality business, to
better understand the different skills, abilities and knowledge needed for hotel and
restaurants employees, chefs, and even for professional, for instance.
6
CHAPTER TWO: LITERATURE REVIEW
2.1 Hospitality industry

A hospitality industry such as a restaurant, hotel, or an amusement park consists
of facility maintenance and direct operations like servers, housekeepers, kitchen
workers etc. (Wiki-Hospitality, 2013). Hospitality is one of the professions;
shaped its history by changing quite significantly in response to customers’
expectation and changing demands.
There are five segments of hospitality industry. Those are Travel, Lodging,
Assembly and Event Management, Restaurants and Managed Services, and
Recreation. These segments have several wings. Among the segment’s wings the
study focused on lodging industry’s one of the wings hotel; and restaurants and
managed services industry’s one of the wings restaurant. The hospitality
industry’s sectors and wings are shown in the following figure:
Figure 2.1: Segments of hospitality industry

[Source: Scope of the Hospitality-Tourism Industry (Walker, 2007)]
7
Hospitality industry covers a broad range of professions including food service
and hotel. The standards skill allow hospitality sector to serve customers in an
appropriate manner. Skill of hospitality differs based on regions, countries and
areas. Hospitality industry’s employer and employees need to understand laws,
regulations, and protocols; etc. Hospitality industry’s competencies represent
flexibility and adaptability in works.
Organizations should consider the knowledge, skills, and abilities (KSAs) of their
applicants. Employers realize that employees must continually update their skills,
knowledge, abilities (SKAs) to meet customer demands (Gamio & Sneed, 1992;
Haywood, 1992; K. J. Harris & Cannon, 1995). Skills in the technical and
administrative categories are hard skills; skills in human, conceptual, and
interpersonal categories are soft skills (Sandwith-1993). Basic skills required for
high-quality customer service and employee interaction (Reid & Sandler, 1992).
Competency is a characteristic and measureable pattern of behaviors and skill that
contributes to job performance (Dubois, 1993). Competencies can be regarded as
hospitality’s competitive advantage that competitors can never copy (Kochanski,
1997; Monica Brophy and Tony Kiely, 2002). Competencies for hospitality
industry-hotels and restaurants are customer service, catering, culinary, laundry
etc.
Customer relationships are a strategic asset of the organization (Gruen et al.,
2000). Customer satisfaction is the beginning point to identifying restaurant
objectives. Skill of hospitality the ability to manage and motivate subordinates
major competency.
The hospitality industry expectations is complex and dynamic (Brotherton, 2004;
William, 2004; Jones, 2004 in Hemmington, 2007). Hospitality is required some
of uncertainty fear associated with new setting like small talk, paid to play etc.
(O’Connor, 2006).
The hospitality business in Bangladesh has boomed specially for increasing
foreigner visits. The demands of guest accommodation grow; especially in
industrial and tourist areas. As Khulna is third largest city of Bangladesh; as well
8
as industrial hub, trading and tourism area. So hospitality business demand raise;
and path of success is flourishing.
In hospitality business a competency is depends on the employee’s skills and
adaptation ability with the change of demands. Link of skills with service
satisfaction enrolled the competency in the hospitality business.
2.2 Skill
Skills are precursor to perform hard task. Skill competencies within the hospitality
industry must meet specific professional standard. Skill is kind of ability to
perform complex idea to maintain success in career.
Skills can be identified in communication, listening capability, negotiation,
networking, problem solving, decision making and assertiveness (Engelberg,
2015).
A skill of employee for hospitality business is ability to understand, interact, and
perform activities to maintain guest’s satisfaction in hospitality business.
Human Skills are sometimes by born; or sometimes acquired. Now a day’s
acquired skills consider most. Hospitality sector is such where service provider
directly connected with customers. So selection of skilled employee is essential.
2.3 Skill required for hospitality business
Highly skilled employee is the driving key of success in hospitality business; as
well as in hotel and restaurant. Hospitality is deeply rooted in action management,
the industry does require maintaining certain requisite skills in the curriculum
(Mayo, 1997). That’s the reason of several skills consider appointing employee
for hospitality business. Those are: creative, motivation, business sense,
organized, problem solving, initiative, energetic, enthusiasm, flexible, passionate,
communication skill, decision making, accuracy etc.
Khulna City is now developing and most visiting place in Bangladesh. Prospect of
hospitality business is increasing day by day. As it’s developing so hospitality
sector also consider more skilled employee than ever before.
Hospitality sector especially hotel and restaurant are proving facilities to improve
the employee skill.
The skill required most for selecting staffs/employees are:
9
 Have good communication skill (Bienvenu, M. J., 1971);
 Friendly (Elbert, 1901);
 Have computer literacy (Angela Rose, 2016);
 Can maintain positive mood all the time (Alison Doyle, 2018);
 Ability to work in group (O’Neill, 2002);
 Have enthusiasm for work (British Hospitality Association, 2009);
 Can work for long hours (Angela Rose, 2016);
 Thrive for accuracy in work (British Hospitality Association, 2009);
 Follow instruction (Bienvenu, M. J., 1971);
 Fast/speedy in work (British Hospitality Association, 2009);
 Capable to provide accurate information (Rakestraw, 2012);
 Capable to working under pressure (Angela Rose, 2016);
 Capable of handling individual request of the clients (Belli, 2010);
 Have polite and pleasant personality (Anneke Steenkamp, 2016);
 Can ensure privacy and security of guests/ clients (Flanagan, 2017);
 Supervising capabilities (Bienvenu, M. J., 1971);
 Have ideas of menus (Chris Hill, 2015);
 Capacity to deal guests/ clients (Angela Rose, 2016);
 Knowledge about service standards expected by the customers
(Harkisonetal, 2011);
 Knowledge workplace safety procedures (Hamlett, 2001);
 Maintenance of organization’s properties (Richardson, 2009);
 Capable of provide etiquette to interact guests/clients (Marie Sabath,
2002);
 Have consistency to organization’s ethics (Jenkins, 1999);
 Have good memory (Anneke Steenkamp, 2016); and
 Have maintain professional appearance (Angela Rose, 2016).
The skill required most for selecting chefs are:
 Being initiative (Ogbeide, 2006);
 Capable in Menu planning(Mc Querrey, 1994);
 Able to being Creative to innovate new recipe (Ogbeide, 2006);
10
 Able to prepare basic food (Chris Hill, 2015);
 Have ingredient and measurement knowledge (Gausepohl, 2017);
 Economical (Mc Querrey, 1994);
 Have international and local cuisine knowledge (Mc Querrey, 1994);
 Knowledge of hygiene food (Alison Doyle, 2018);
 Knowledge of food nutrition (Alison Doyle, 2018);
 Maintain cleanliness in kitchen (Lorri Mealey, 2018); and
 Able to cope with messy and respective work (Chris Hill, 2015).
Employer considers the above skill most. Besides these the most organizations
have training facilities. Those upgrade the skilled employee according to the
organization demands; as well as skilled the fresher’s.
2.4 Research gap
In this chapter the review of literature has been done regarding skill of employee
required for competence in hospitality business. Significant changes required in
hospitality industry to sustained in the aggressive raising competition. The
literature review regarding the hospitality industry skill, service satisfaction,
competencies and increasing demand etc. have been studied. The researcher
observed that the following points were not found in the literature reviewed:
(i) as the manual or institutional training is rarer in Khulna City, so
skilled employees hard to get for entry level;
(ii) as skilled employees are not employed for the all type of job (waiters,
room attendant, etc.);
(iii) as skilled employees are costly the employers cannot afford them all
the time;
(iv) whether employers prefer to select without training, offer on the job
training rather than selecting already trained people;
(v) whether skilled employees are more important where the guests are
from different countries.
Over the last few years the population of Khulna City has increased and at the
same time the hotel and restaurant industry has also grown heaps and bounds
with some three star hotels coming up in and around Khulna City. On the
11
basis of the above the researcher decided to study the gap between the hotel
and restaurant skill employee available and requirements rise to serve the
increasing hospitality industry’s popularity in Khulna City.
2.5 Conclusion
Hospitality industry has become a very important and dynamic sector in the
developing countries. For the last few years’ hotel and restaurants increased very
fast in the developing countries. Bangladesh has not yet got a better position in
this industry after 40 years in comparison to her neighbors’ (Hospitality sector
records steady growth, 2012). Though Bangladesh got all the potentials to flourish
but hospitality industry in this country has been growing at a very slow pace; due
to lack of skill employee. Now the employer/owner of hospitality industry is
being concern about the prospect of this industry; specially the hotels and the
restaurants sectors. They tried to recruit the skill employee; as well as organized
the on job training or the organizational training sessions for employee. Those
believe better impact on service providing and increase the customers’ turnover. If
proper study done on these issue then in near future the probability of Khulna City
as well as Bangladesh hospitality business will able to more productive in the
country economy.
12
CHAPTER THREE: METHODOLOGY
3.1 Introduction
Methodology is the process through which a study being carried out for the
purpose of collecting of information that required for reaching a conclusion on
that research (Kothari, 2011). In this study examined the skills for hospitality
business. The study was conducted based on primary data which were collected
from questionnaire survey (total 15) among owners/ employers from hotels and
restaurants in Khulna city. As Bangladesh is developing country; the hospitality
sector has increased in demands. So the employee skill and its upgrade are
essential.
3.2 Research design
The overall method of the study shown by figure:
Problem Identification
Study area selection
Sample and sample size determination
Data processing and assembling
Data collection
Data presenting and analysis
Report preparation
Figure 3.1: Data collection and analysis process
13
The research was designed base on hospitality industry future prospect, and
required competency to be succeed. The questionnaire considered the skills of
hospitality industry’s staffs/employees, and chefs as variables.
Variables
Skills of staffs/employees used as variables for the study are:
Communication skill, friendly, computer literacy, mood, work in group,
enthusiasm for work, work for long hours, accuracy in work, follow instruction,
Fast/speedy, provide accurate information, working under pressure, handling
individual request of the clients, polite and pleasant personality, ensure privacy
and security of guests/ clients, supervising capabilities, ideas of menus, deal
guests/ clients, knowledge about service standards, workplace safety procedures,
maintenance of organization’s properties, etiquette to interact guests/clients,
organization’s ethics, good memory, and professional appearance.
Skills of experienced chefs used as variables for the study are:
Initiative, menu planning, creative to innovate new recipe, prepare basic food,
ingredient and measurement knowledge, economical, international and local
cuisine knowledge, knowledge of hygiene food, knowledge of food nutrition,
maintain cleanliness in kitchen, and cope with messy and respective work.
The study was conducted on the time period of June 2018 to August 2018.
Research scopes were hospitality industry. But this study basically focused on the
hospitality industries two segments hotel and restaurant. The study scopes were
mainly Khulna peripheral renowned hotels and restaurants. As small city number
of hotels and restaurants were limited. On judgmental consideration the survey
conducted on fifteen hotel’s and restaurant’s owners/employers by personally
interviewed. Those were:
City Inn Ltd. Tiger Garden International Hotel. Hotel Royal International. Hotel
Castle Salam Ltd. Western Inn International Ltd. The Hotel Millennium Ltd.
Hotel Jalico. EFC. Kacchi Ghor. Hotel Kosturi. Dhaba. Kaifeng Chinese
Restaurant. Canton Thai and Chinese Restaurant. Sky View Chinese Restaurant.
and Grill House.
14
The variables were analysis based on five point rating likert-scale; where rate five
point means skill considers as most important accordingly rate one point means
skill considers as not important. These information were analyzed in MS Excel by
computing charts, calculate means and standard deviation.
3.3 Sources of data
The study was conducted on some renowned and sustained hotels and restaurants
owner/employer of the Khulna city. Those were able to provide accurate
information regarding the thesis. Those hotels and restaurants were select in
judgmental basis as their skills are required for employers, employees, and
customers.
3.4 Sampling technique and sample size
Each observation evaluates one or more variables of sample; that distinguished as
independent object or individuals, and gathered specific information about the
population (Lance, P. & Hattori, A., 2016).
Though my study was basically on hospitality business specially its two wings
hotel and restaurant are operated in Khulna City. Khulna is one of the most
popular tourism areas in Bangladesh; there are lots of hotels and restaurants
established to fulfill the increasing local and tourists’ demand.
Among hotels and restaurants I selected my sample hotels and restaurants on
judgmental basis, those are renowned and long sustained in Khulna City. Among
hotels I selected six (6) hotels, and nine (9) restaurants, as total sample size was
fifteen (15). We selected those as sample to analysis were good enough to
represents the rest hotels and restaurants. Those were:
City Inn Ltd. Tiger Garden International Hotel. Hotel Royal International. Hotel
Castle Salam Ltd. Western Inn International Ltd. The Hotel Millennium Ltd.
Hotel Jalico. EFC. Kacchi Ghor. Hotel Kosturi. Dhaba. Kaifeng Chinese
Restaurant. Canton Thai and Chinese Restaurant. Sky View Chinese Restaurant.
and Grill House.
3.5 Data collection method
The data was collected by the combination of questionnaires answered by
interviews of employers/owners of hotels and restaurant. The questionnaire is
15
prepared with open-ended questions, close-ended questions and five point rating
scale (Likert-Scale) questions. The questionnaire was prepared by following the
valuable suggestion of honorable supervisor that considered the research
objectives. There were 17 questions in the questionnaire. In likert-scale ranking
questions there were 36 skills evaluated. Among those skills 25 skills were for
employees/staffs as common and 11 skills for experienced chef. The hotels and
restaurants were selected on judgmental basis those are long running and
successful hospitality industry.
3.6 Data analysis method
I conducted my research on quantitative method. The data were collected through
questionnaire and survey. It’s the descriptive research through skills analysis. The
data sources were selected by judgmental analysis. The data were constructed in
statistical manner to treatment the data in appropriate manner. Analyzed by Ms.
Excel and interpret to found the graphical result. There were calculated means and
standard deviation to found most required skill being competence in hospitality
business. Mean was calculated by using formula∑ 𝑓𝑖𝑥𝑖/𝑛; and standard deviation
∑𝑓𝑥 2 ∑𝑓𝑥
was calculated by using formula √( )−( )² . I tried to analysis and explain
∑𝑓 𝑓
in straightforward way, that reader can found the core point easily.
16
CHAPTER FOUR: ANALYSIS
4.1 Introduction
Data analysis is the process of systematically applying statistical and/or logical
techniques to describe and illustrate, condense and recap, and evaluate data; that
informing conclusion and supporting decision making (Judd, Charles and
McCleland, Gray; 1989).
This study aimed to found the skill required for competency in hospitality
business in Khulna City. Recruiting employees for the hotel and restaurant skill
preferred by employer.
To found reliable data renowned and long sustained hotels and restaurants
employers/owners were selected as sample. These were owners/employers of
following organizations:
1. City Inn Ltd. 2. Tiger Garden International Hotel. 3. Hotel Royal International.
4. Hotel Castle Salam Ltd. 5. Western Inn International Ltd. 6. The Hotel
Millennium Ltd. 7. Hotel Jalico. 8. EFC. 9. Kacchi Ghor. 10. Hotel Kosturi. 11.
Dhaba. 12. Kaifeng Chinese Restaurant. 13. Canton Thai and Chinese Restaurant.
14. Sky View Chinese Restaurant. and 15. Grill House.
The collected data was analyzed by using MS Excel. The details of the analysis
are shown in the following section:
4.2 Types of Business
Hospitality business is a vast sector; here we selected only hotels and restaurants
for our study.
Business types
40% Hotel
Restaurant
60%
Figure 4.1: Types of business
17
Figure 4.1 represents the fact about my selected samples. From the figure can be
seen that sample businesses were in 60% cases sample was restaurants; and in
40% cases sample was hotels. As Khulna is small city there renowned hotels are
very few. My sampling criteria were judgmental, so my selected sample hotels
were lesser than sample restaurants.
4.3 Organization operation duration
Operating any organization with success is not a simple task. No organization was
success at starting period. Day after day facing different challenges; those are in
the way of success. Here our selected organization were started business at
different times. Now they are here after overcoming various hurdles.
Duration of business
0 years to 5 years
Hotels & Restaurants Number
4
6 years to 10 years
2 11 years to 15
years
0 16 years to 20
years
0 years6 years
11 16 21 years to 25
to 5 to 10 21
years years 26 31 years
years years years
to 15 to 20 years years
to 25 to 30 26 years to 30
years years to 35
years years years
years
31 years to 35
Years years
Figure 4.2: Duration of business
Figure 4.2 represents the fact about the hotels and restaurants that sustain over
times. From the figure it can be seen that selected uppermost number of hotels
and restaurants are operating about 11years to 15 years. Then it can be seen that
almost similar numbers of hotels and restaurants are operating about 6 years to 10
years and 16 years to 20 years. Here also figured out that detectable similar
numbers of hotels and restaurants are operating about 21 years to 25 years and 31
years to 35 years. Here also figured out that petite number of hotels and
restaurants are operating about 0 years to 5 years. Here also can be seen that no
hotel and restaurant was selected that operating about 26 years to 30 years. Here
18
we can conclude that long running businesses are experienced to identify those
skill and requirements mandatory for their business.
4.4 Respondents’ designation
My thesis was surveyed on the owner and employer of hotel and restaurant. Our
research respondents selected base on research purpose and questionnaire criteria.
Designation of Respondent
7%
Owner
Employee
93%
Figure 4.3: Designation of respondent
Figure 4.3 represents the fact about designation of respondent of the research.
From the figure it can be seen that in 94% cases respondent was employees; those
worked as employers. There also seen that in 6% cases respondent was owners.
Here business owner prefers to operate hotels and restaurants by employees. So
the employees were worked as employers and operated the hotels and restaurants.
4.5 Employer’s training before joining
Employees those worked as employers were trained before joined on current jobs.
Some employers were trained up from formal institutions, also have experienced
in other organizations. Some employers were trained up by their current
organizations. And some are just doing job without any formal training or
education.
Trained employee
33% yes
no
67%
Figure 4.4: Trained employees
19
Figure 4.4 represents the fact about the trained employees those worked as
employers. From the figure can be seen that in 67% cases employers have training
before joining the current job. There also figured that in 33% cases employers has
no formal training before joining the current job.
4.6 Places from employer’s earned experience
The employees of the organization basically run the business as well as worked as
employers, some hotels and restaurants preferred experience person for their
organization; others considered their familiar person or those who worked in their
organization for long time. The hotels are 3/4/5 star ranked they liked to appoint
management level employees who have education background in hospitality as
well as experience. Here the study found that the hotels are in top their
management and employer unit have hospitality related education background
from abroad (Bankok, Thailand, etc.); top hospitality institution of Bangladesh
[TKCI (Tony Khan Culinary Institute), Projoton, ILO (International Labor
Organization), etc.]. Some of the employers had worked experience in renowned
hotels in Dhaka City, also in other countries. During study we found that
employers those are experienced and educated in hospitality background, are
good enough to operate business that ensures customers’ satisfaction with services
as well as surroundings. The employers who are experienced in own organization
they are good to maintain local demand, but when its matter of international some
time they experienced with some hurdles.
4.7 Preference of employer’s while hiring employees
Trained people are those have formal education about the relevant job. Trained
people knew the way to perform in certain situation. Employers preferred choose
trained employers to employ people. Though trained employees are costly to
afford; in unfavorable situation they think to avoid trained people.
20
Preference of trained people
7%
yes
no
93%
Figure 4.5: Preference of trained people
Figure 4.5 represents the fact about preference of trained people to employ
people. From the figure it can be seen that in 93% cases employers prefer trained
people to employ. There also identified that in 7% cases employers consider that
trained people are not mandatory to employ.
4.8 Types of trained employees consider for appointing
Trained employees are costly to appoint, for all sectors appointing trained
employees may not support the organizations financial status. But the hospitality
business realized that there are some jobs those much need the trained employees,
so the employers considered the cost for the good-will of the hotels and
restaurants. Based on training as the employee’s salary fixed on, so here
considered that types of trained employees required. Hotels and restaurants
considered employees had diploma in hospitality back ground are good and smart
enough to handle customers more efficiently. So employers considered front desk
officer, computer operator, chef, etc. are the most required jobs for trained
employees. Sometimes they considered that except training the employees had
work experience in other hotels and restaurants are smart in handling customer
and also minimize cost.
4.9 Organization has training facilities
Organization needs several training facilities to keep the employees updated.
There are some organizations have formal training facilities, some organizations
21
do not have any formal training facilities. But the studies have shown that
maximum have on job training facilities.
Training facilities organization has
37%
Yes
46%
No
On Job Training
17%
Figure 4.6: Training facilities of organization
Figure 4.6 represents the fact about training facilities of organization. From the
figure it can be seen that in 46% cases organizations have formal training
facilities. Here also seen that in 17% cases organizations have no formal training
facilities. Here also seen that in 37% cases there have on job training facilities; in
these 37% consist of some organizations those have no formal training facilities,
and also some organizations those have formal training facilities too. Khulna
City’s hospitality service should emphasis more on employee’s training to
increase service qualities that ensure the turnover the alien guests.
4.10 Organization’s offered training facilities
Hospitality business is more competitive. In order to cope with increasing
competiveness organizations should maintain employee’s activities. To updates
employees’ organization’s arranged training facilities.
22
Available training facilities in
organization
communication training lab
6% 6%
multimedia lab
12%
53% academy training rooms
17%
housekeeping and linen
6% training rooms
training kitchen rooms
on going job
Figure 4.7: Training facilities within organization
Figure 4.7 represents the fact about available training facilities in organization.
From the figure it can be seen that in 53% cases organization have ongoing job
training. In 17% cases organization have housekeeping and linen training rooms.
In 12% cases organization have academy training rooms. In 6% cases
organization have communication lab. In 6% cases organization have multimedia
lab. And in 6% cases organization have training kitchen rooms.
4.11 Types of employee considered for appointment
Basically employers consider two types of people to employ. Those are trained
and untrained.
Importance of trained employee for appoint

7%
Yes
No
93%
Figure 4.8: Importance of trained employee
Figure 4.8 represents the fact about employers pay importance to appointing
trained people. From the figure it can be seen that in 93% cases employers prefer
23
to employing people who have training hospitality regarding jobs. In 7% cases
employers consider that employ trained people not mandatory for their
organizations.
4.12 Attributes consider most to appoint employee
There the fact considers that either the employers consider reference; or employ
people just based on their talent and education.
Attributes importance while appointing

employees
Applicants possesses some
experience
31%
Applicants having adequate
42%
education background but have no
experience
Applicants having no experience and

no education but appears promising
12%
recommended by family/ friends/
15% existing employees
Figure 4.9: Attributes importance to appoint employee
Figure 4.9 represents the fact about the attributes employers pay importance while
appoints employees. From the figure it can be seen that in 42% cases employers
employ people who got some experience. In 31% cases the employers consider
family/ friends/ existing employees’ recommendation to employing people. In
15% cases employers pay emphasis on education rather than experience to
employing people. In 12% cases employers employ people who got some
knowledge about hospitality job but do not have any experience or related
education.
4.13 Skills consider selecting employees/staffs
Skills are the criteria of people that help to achieve goals overcoming the hurdles.
24
4.13.1 Communication skill
Number of Respondent
Have good communication skill
10 Most important
Important
Moderately important
0
Slightly important
Not important
Skill Consider to Appoint Staff
Figure 4.10: Have good communication skill
Figure 4.10 represents the fact about having good communication skill of
employees that employers pay importance while employ people. From the figure
it can be seen that good communication skill is moderately important to maximum
employers. There is also noticeable numbers of employer those consider good
communication as most important and important. There is also noticed that least
number of employers those consider good communication skill as slightly
important and also in some cases not important. Hospitality service directly
connects with customers, communication skill is vital.
4.13.2 Friendly
Friendly
10
Most important
Important
0
Slightly important
Not important
Figure 4.11: Friendly
Figure 4.11 represents the fact about being friendly of employees that employers
pay importance while employ people. From the figure it can be seen that being
friendly with customers is slightly important to maximum employers. There is
also noticed that being friendly is most important to typical numbers of employer.
25
Here seen that noticeable number of employers considered it as moderately
important to employ people. Here also noticed that least employers also consider
being friendly is important to employ people. This is clearly noticed that there is
no employer that neglect being friendly of employees for satisfying customers.
To be friendly to handling customers’ essential for hospitality service but in
minimum potential for business purposes.
4.13.3 Computer literacy
Have computer literacy

20
10 Most important
Important
0
Slightly important
Not important
Figure 4.12: Have computer literacy
Figure 4.12 represents the fact about having computer literacy of employees to
maintain work and being updated with modern technologies that employers pay
importance while employ people. From the figure it can be seen that having
computer literacy is not important to employers. There is least number of
employers who considers having computer literacy is moderately important and
slightly important to employ people. There also seen that no employer consider
computer literacy as most important and important. Hospitality service basically
not required computer literacy for all employees.
26
4.13.4 Mood
Can maintain positive mood all the time

5 Most important
Important
0 Slightly important
Not important
Figure 4.13: Can maintain positive mood all the time
Figure 4.13 represents the fact about employee’s ability to maintain positive mood
all the time even when the situation is hard to maintain that employer pay
importance to employ people. From the figure it can be seen that maintain
positive mood all the time considered moderately important to maximum
employers. There also noticed that huge number of employers also considers
maintain positive mood important and most important. There also least employers
consider maintain positive mood slightly important to employ people. There also
noticed that foremost number of employers consider that maintain positive mood
all time is not important for the employees. Maintain positive mood all the time
essential for hospitality service.
4.13.5 Group work
Ability to work in group

10
Most important
Important
0 Moderately important
Slightly important
Not important

Figure 4.14: Ability to work in group
Figure 4.14 represents the fact about employee’s ability to work in group that
employer pay importance to employ people. From the figure it can be seen that
27
ability to work in group is important to maximum employers. There also noticed
that visible number of employers also consider ability to work in group
moderately important and slightly important to employ people. There also
identified that least number of employers that consider ability to work in group
most important and not important. But we can conclude here that work in group
required for hospitality service.
4.13.6 Enthusiasm
Have enthusiasm for work

8
6 Most important
4 Important
2
0
Slightly important
Not important
Figure 4.15: Have enthusiasm for work
Figure 4.15 represents the fact about enthusiasm for work of employees that
employers pay importance while employ people. From the figure it can be seen
that have enthusiasm for work moderately important to maximum employers.
There also noticed that foremost number of employers considers have enthusiasm
for work important. There clearly noticed that least number of employers
considers enthusiasm for work as most important and slightly important. There
also noticed that visible number of employers considers have enthusiasm for not
important. Here we can conclude that enthusiasm for work is essential dynamic
service for hospitality business.
28
4.13.7 Work for long hours
Can work for long hours

5
Most important
Important
0
Slightly important
Not important
Figure 4.16: Can work for long hours
Figure 4.16 represents the fact about can work for long hours of employees that
that maximum employers pay slightly important to ability of work for long hours.
. There also noticed that foremost number of employers considers can work for
long hours moderately important. There also noticed that can work for long hours
not important to visible number of employers. There also noticed that least
number of employers considers can work for long as important while employ
people. Here also figure out that no employer pays most important to work for
long hours while employ people. Here we can conclude that ability to work for
long hours is not mandatory for hospitality employees as they preferred shifts for
their employee, long hour’s duty sometimes seem occasional.
4.13.8 Accuracy
Thrive for accuracy in work

5 Most important
Important
Slightly important
Not important

Figure 4.17: Thrive for accuracy in work
29
Figure 4.17 represents the fact about thrive for accuracy in work of employees
that employers pay importance while employ people. From the figure it can be
seen that maximum employers pay importance to thrive for accuracy in work. On
the other hand about similar number of employers consider thrive for accuracy in
work not important. There also noticed that visible number of employers
considers thrive for accuracy in work slightly important. There also figured out
that least number of employers consider thrive for accuracy in work as moderately
important. But from figure it can also be seen that no employer considers thrive
for accuracy in work as most important. Though thrive for accuracy in work
employees perceived when they consider their dazzling career in hospitality,
instead of believing that just as their duty.
4.13.9 Follow Instruction
Follow instruction
10
Most important
5 Important
0
Slightly important
Not important
Figure 4.18: Follow instruction
Figure 4.18 represents the fact about following instruction of employees that
that maximum employers consider it as most important. Here seen that foremost
employers consider follow instruction as important. Here almost equal numbers of
employers consider it as moderately important and not important. There also
figured out that no employer considers follow instruction slightly important.
Follow instruction is crucial skill of employees because to ensure best service
they always need to follow customers instruction, and as well as the employers.
30
4.13.10 Fast/speedy
Fast/speedy in work
Number of Respondent 10
Most important
Important
Slightly important
Not important
Figure 4.19: Fast/speedy in work
Figure 4.19 represents the fact about fast/speedy in work of employees that
that maximum employers consider it as important. Here seen that foremost
employers consider fast/speedy in work as moderately important. Here identified
that visible number of employers considers fast/speedy work as most important.
Here also figured out least employers consider it as slightly important. In the
figure it can be seen no employer the skill fast/speedy in work considers as not
important. Hospitality business is directly connected with customer’s satisfaction;
where customers waiting consider as hindrance of success. So employers consider
speedy in work skill for employees.
4.13.11 Provide accurate information
Capable to provide accurate information

10
Most important
Important
5
Slightly important
0
Not important
Figure 4.20: Capable to provide accurate information
31
Figure 4.21 represents the fact about capable to provide accurate information to
customers that employers pay importance while employ people. From the figure it
can be seen that maximum employers consider it as moderately important. Here
seen that foremost employers consider capable to provide accurate information as
most important. Here also identified visible number of employers considers
capable to provide accurate information as slightly important. From the figure it
can be seen that least employers consider provide accurate information as
important. In the figure it can be seen no employer the skill capable to provide
accurate information considers as not important. To assure customers about the
service quality employees should capable to provide accurate information; that
employers consider it to employ people.
4.13.12 Working under pressure
Capable to working under pressure

10
Most important
0 Important
Slightly important
Not important
Figure 4.21: Capable to working under pressure
Figure 4.21 represents the fact about capable to working under pressure that
that maximum employers consider it as slightly important. There seen foremost
employers consider capable to working under pressure as not important. Here
seen visible number of employers considers capable to working under pressure as
most important. From the figure it can be seen that least employers consider
capable to working under pressure as important. In the figure it can be seen no
employer the skill capable to working under pressure considers as moderately
important. Most employers believe that service should be in relax, though
32
customers satisfaction possible to gain. So employers try to provide their
employees calm environment.
4.13.13 Handling individual request
Capable of handling individual request of

the clients
10
Most important
5
Important
0
Slightly important
Not important
Figure 4.22: Capable of handling individual request of the clients
Figure 4.22 represents the fact about capable of handling individual request of the
clients that employers pay importance while employ people. From the figure it
can be seen that maximum employers consider it as important. Here seen
foremost employers consider capable of handling individual request of the clients
as moderately important. There also noticed that visible number of employers also
consider capable of handling individual request of the clients most important and
slightly important to employ people. In the figure it can be seen no employer the
skill capable of handling individual request of the clients considers as not
important. Hospitality business needs to handle several clients at same time, so in
stirring period an employee needs to handle more clients at a time. So employers
consider capable of handling individual request of the clients important while
employ people.
33
4.13.14 Polite and pleasant personality
Have polite and pleasant personality

10
0 Most important
Important
Slightly important
Not important
Figure 4.23: Have polite and pleasant personality
Figure 4.23 represents the fact about have polite and pleasant personality that
that maximum employers consider it as moderately important. Here seen that
foremost employers consider have polite and pleasant personality as most
important. Here also noticed that visible number of employers considers have
polite and pleasant personality as important. There also noticed those
recognizable numbers of employers also consider have polite and pleasant
personality slightly important and no important to employ people. Here we
conclude that polite and pleasant personality needed for employees consider most
to employ people.
4.13.15 Ensure privacy and security
Can ensure privacy and security of

guests/ clients
10
Most important
Important
Slightly important
Not important
Figure 4.24: Can ensure privacy and security of guests/ clients
34
Figure 4.24 represents the fact about can ensure privacy and security of
guests/clients that employers pay importance while employ people. From the
figure it can be seen that maximum employers consider it as not important to
employ people. There seen that foremost employers consider can ensure privacy
and security of guests/clients as most important. There also noticed those visible
numbers of employers also consider can ensure privacy and security of
guests/clients slightly important and important to employ people. Here figure
clarify that no employer considers it as moderately important. Here we conclude
that can ensure privacy and security of guests/clients for employees consider most
to employing people. Somehow some employers consider it as not important
because those only engaged restaurant business; they do not required confidential
information of guests/clients.
4.13.16 Supervising capabilities
Supervising capabilities
5
4 Most important
3
2 Important
1
0
Slightly important
Not important
Figure 4.25: Supervising capabilities
Figure 4.25 represents the fact about supervising capabilities that employers pay
importance while employ people. From the figure it can be seen that maximum
employers consider it as important to employ people. Here seen that foremost
employers consider supervising capabilities as not important. Here also noticed
visible number of employers considers supervising capabilities as moderately
important. Here figured out that noticeable number of employers considers
supervising capabilities as slightly important. From the figure can be seen that
35
least employers consider supervising capabilities as most important. Here we
found that supervising capabilities is important but not for all.
4.13.17 Ideas of menus
10
Have ideas of menus
Most important
0 Important
Slightly important
Not important

Figure 4.26: Have ideas of menus
Figure 4.26 represents the fact about have ideas of menus that employers pay
employers consider it as most important to employ people. There identified that
foremost employers consider have ideas of menus as important. Also figured out
that noticeable number of employers considers have ideas of menus as moderately
important. It can be seen that no employer consider have ideas of menus as
slightly important. From the figure can be seen that least employers consider have
ideas of menus as not important. In hospitality business to serve food employees
need having idea of menus. But the hotels those have no restaurant of food section
employees do not need have ideas of menus.
4.13.18 Deal guests/clients
Capacity to deal guests/ clients

10
Most important
Important
0
Slightly important
Not important
Figure 4.27: Capacity to deal guests/ clients
36
Figure 4.27 represents the fact about capacity to deal guests/clients that employers
pay importance while employ people. From the figure it can be seen that
maximum employers consider it as moderately important to employ people. Here
figured out that visible number of employers considers capacity to deal
guests/clients as most important and important. From the figure it can be seen that
no employer considers capacity to deal guests/clients as slightly important. Also
found that least employers consider capacity to deal guests/clients as not
important. In hospitality business employees have to deal several quarries and
problems of guests/clients; so employers consider the skill capacity to deal
guests/clients of employees to employ people.
4.13.19 Service Standard knowledge
Knowledge about service standards

expected by the customers
5 Most important
4
Important
3
0
Not important
Figure 4.28: Knowledge about service standards expected by the customers
Figure 4.28 represents the fact about knowledge about service standards expected
by the customers that employers pay importance while employ people. From the
figure it can be seen that maximum employers consider it as slightly important to
employ people. There found that foremost employers consider knowledge about
service standards expected by the customers as moderately important. Figure also
identified that noticeable number of employers considers knowledge about service
standards expected by the customers as important. Here figured that visible
37
number of employers considers knowledge about service standards expected by
the customers as most important. From the figure it can be seen that least
employers consider it as not important to employ people. Modern customers are
more conscious about service standard, so employees should have knowledge of
service standard of own organization that expected by the customers. Employers
consider that fact to employ people.
4.13.20 Safety procedures knowledge
Knowledge workplace safety procedures
8
6
Most important
4
Important
2
0
Slightly important
Not important
Figure 4.29: Knowledge workplace safety procedures
Figure 4.29 represents the fact about knowledge workplace safety procedures that
that maximum employers consider it as moderately important to employ people.
Here we found that foremost employers consider knowledge workplace safety
procedures as important. Here we also got that visible number of employers
considers knowledge workplace safety procedures as slightly important and also
not important. From figure also identified least employers consider knowledge
workplace safety procedures as most important. Workplace safety related with
safeties of employees, customers, and properties, so employer consider it to
employ people.
38
4.13.21 Maintenance of Organization’s properties
Maintenance of organization’s properties
10 Most important
Important
0
Slightly important
Not important

Figure 4.30: Maintenance of organization’s properties
Figure 4.30 represents the fact about maintenance of organization’s properties that
that maximum employers consider it as important to employ people. There
identified that foremost employers consider maintenance of organization’s
properties as most importance. Figured showed that visible number of employers
considers maintenance of organization’s properties as moderately important.
From the figure it can be seen that least employers consider it as not important.
There also found that no employer consider it as slightly important. Employers
consider employees should conscious to use organization’s properties, so they
should have minimum knowledge of maintenance properties. Though high
ranking hotels and restaurants believe employees just should use the properties
carefully, for maintenance they higher from outsides.
4.13.22 Etiquette
guests/clients Most important
10 Important
Not important

Figure 4.31: Capable of provide etiquette to interact guests/clients
39
Figure 4.31 represents the fact about capable of provide etiquette to interact
guests/clients that employers pay importance while employ people. From the
figure it can be seen that maximum employers consider it as important to employ
people. Here identified that visible number of employers considers capable of
provide etiquette to interact guests/clients as moderately important and slightly
important. Here figure also identified that no employer considers capable of
provide etiquette to interact guests/clients as most important and not important.
Employers believe that etiquette is necessary, but not such skill to emphasis on
when employ people.
4.13.23 Ethics
Have consistency to organization’s ethics

10
Most important
5 Important
0
Slightly important
Not important
Figure 4.32: Have consistency to organization’s ethics
Figure 4.32 represents the fact about have consistency to organization’s ethics that
that maximum employers consider it as important and moderately important to
employ people. There seen that visible number of employers considers
consistency to organization’s ethics as slightly important. Here also figured that
least employers consider consistency to organization’s ethics as most important.
There also found that no employer considers consistency to organization’s ethics
as not important. Employees should adopt with organization ethics to ensure the
organization’s standard service. So employers consider this skill to employ
people.
40
4.13.24 Good memory
Number of Respondent Have good memory

8
6 Most important
4
2 Important
0
Slightly important
Not important
Figure 4.33: Have good memory
Figure 4.33 represents fact about have good memory that employers pay
employers consider it as important. The figured showed that foremost employers
consider have good memory as most important. Also figure identified that visible
number of employers considers have good memory as moderately important. Here
also seen that least employers consider have good memory as slightly important.
We also identified that no employer considers have good memory as not
important. Employers consider employees good memory required to memorize
many of customer’s demands as well as to recall regular customers. So employers
pay importance while employ people.
4.13.25 Professional appearance
Have maintain professional appearance

Most important
8 Important
6
0 Not important

Figure 4.34: Have maintain professional appearance
41
Figure 4.34 represents the fact about have maintain professional appearance that
that maximum employers consider it as most important. There figured out that
foremost employers consider have maintain professional appearance as important.
There also seen those visible numbers of employers consider have maintain
professional appearance as moderately important, slightly important and not
important. Employers believe that professional appearance able to build
customer’s trust for the organization’s service, so employers pay importance to
employ people. Though some employers do not consider it as important that
seems effect on the organization’s progress.
From the above analysis of skills consider by employer for employing
employees/staffs, are most important for hospitality industry. As Khulna City is
developing city in Bangladesh some skills are not found or grown in people due to
absent of proper training, education as well as environment. So employers
overlook that flaws, but some are efficiently work to overcoming the flaws of
required skills for competency in hospitality business.
4.14 Skills consider selecting experienced chef
Skills of chef is that emphasis him to innovate new food item to make competence
the business.
4.14.1 Initiative
Being initiative
Most important
5
4 Important
3
1
Not important
Figure 4.35: Being initiative
42
Figure 4.35 represents the fact about being initiative of experienced chef that
employers pay importance while employ people as chef. From the figure it can be
seen that maximum employers pay not importance while employ chef. Here also
noticed that foremost employers consider being initiative as moderately important
to employ chef. There also seen those visible numbers of employers consider
being initiative as most important, important and slightly important. Employer’s
opinion that initiative preparation of cook is not chef’s responsibility, those are
generally done by chef’s assistant. So here we found that to appoint chef being
initiative is not so important skill that employers considered.
4.14.2 Menu planning
Capable in Menu planning

5
Most important
Important
0
Slightly important
Not important
Figure 4.36: Capable in Menu planning
Figure 4.36 represents the fact about capable in menu planning of experienced
chef that employers pay importance while employ people as chef. From the
figure it can be seen that maximum employers consider it as important while
employ chef. Here also found that foremost employers consider capable in menu
planning as moderately important. In figure there are visible numbers of
employers consider capable in menu planning as most important and slightly
important. The figure also clarify that no employer considers capable in menu
planning as not important. The reputed hotel’s and restaurant’s employers
consider that chef is the one who plan menu, sometimes menu changed just
because of switch of chef from the organization.
43
4.14.3 Creative to innovate new recipe
Able to being Creative to innovate new recipe
4
Most important
2
0 Important
Slightly important
Not important
Figure 4.37: Able to being Creative to innovate new recipe
Figure 4.37 represents the fact about able to being creative to innovate new recipe
of experienced chef that employers pay importance while employ people as chef.
From the figure it can be seen that maximum employers consider it as most
important while employ chef. There figured out that foremost employers consider
able to being creative to innovate new recipe as moderately important. Also there
are visible number of employers considers able to being creative to innovate new
recipe as important. The figure also clarify that least employers consider able to
being creative to innovate new recipe as slightly important and not important. The
reputed hotel’s and restaurant’s employers consider that chef are creative enough
to innovate new recipe, so employ creative chef there is possible to build the
reputation of having unique food items. That the main reason employers to pay
importance on being creative to innovate new recipe to employ chef.
44
4.14.4 Prepare basic food
Able to prepare basic food

4
2
Most important
0 Important
Slightly important
Not important
Figure 4.38: Able to prepare basic food
Figure 4.38 represents the fact about able to prepare basic food of experienced
figure it can be seen that maximum employers consider it as important while
employ chef. There figured out that foremost employers consider the skill able to
prepare basic food as most important and slightly important to employ people as
chef. Also there are visible numbers of employers consider able to prepare basic
food as moderately important and also not important. The reputed hotel’s and
restaurant’s employers opinion that chef does not require to prepare basic food.
Experienced chefs work with ready basic food.
4.14.5 Ingredient and measurement knowledge
Have ingredient and measurement

knowledge
10 Most important
Important
Slightly important
Not important
Figure 4.39: Have ingredient and measurement knowledge
45
Figure 4.39 represents the fact about have ingredient and measurement knowledge
important while employ chef. The figure is identified that visible number of
employers considers have ingredient and measurement knowledge as important.
From the figure also identified that least employers consider have ingredient and
measurement knowledge as slightly important and also not important. There
found no employer considers have ingredient and measurement knowledge as
moderately important. Employer’s opinion that in order to execute balanced
recipe which is tasty as well as healthy, chef needs must have ingredient and
measurement knowledge.
4.14.6 Economical
Economical
5 Most important
Important
0
Slightly important
Not important

Figure 4.40: Economical
Figure 4.40 represents the fact about economical of experienced chef that
employers pay importance while employ people as chef. From the figure it can be
seen that maximum employers consider it as moderately important while employ
chef. The figure is identified that visible number of employers considers
economical as most important. Here also noticed that noticeable number of
employers considers economical as important. There also seen that least
employers consider economical as slightly important and also not important.
Though employers prefer chef to be economical; but in order to create distinctive
identity they need unique food item should prepared by chef. Now a day’s fine
dining is such a item which gives the organization international recognition
besides not at all an economical food platter.
46
4.14.7 International and local cuisine knowledge
Have international and local cuisine

knowledge
6 Most important
4 Important
2
0
Slightly important
Not important
Figure 4.41: Have international and local cuisine knowledge
Figure 4.41 represents the fact about have international and local cuisine
knowledge of experienced chef that employers pay importance while employ
people as chef. From the figure it can be seen that maximum employers consider
it as important while employ chef. Here also noticed that noticeable number of
employers considers have international and local cuisine knowledge as most
important. There also seen that visible number of employers considers have
international and local cuisine knowledge as not important. Figured showed that
least employers consider have international and local cuisine knowledge as
moderately important. There also identified that no employer consider have
international and local cuisine knowledge as slightly important. Here we can say
that employers prefer have international and local cuisine knowledge important
because today’s competitive hospitality business need multi-cuisine menus to
being attractive to the customers.
47
4.14.8 Hygiene knowledge
Knowledge of hygiene food

10
Most important
0
Important
Slightly important
Not important
Figure 4.42: Knowledge of hygiene food
Figure 4.42 represents the fact about knowledge of hygiene food of experienced
figure it can be seen that maximum employers consider it as most important while
employ chef. Here also noticed that noticeable number of employers considers
knowledge of hygiene food as important. There found least employers consider
knowledge of hygiene food as not important. In the figure found no employer
consider knowledge of hygiene food as moderately important or slightly
important. Modern customers are concern about hygiene, to be sustained in
hospitality business chef must have knowledge of hygiene food.
4.14.9 Nutrition knowledge
Knowledge of food nutrition
10
5 Most important
Important
0
Slightly important
Not important
Figure 4.43: Knowledge of food nutrition
48
Figure 4.43 represents the fact about knowledge of food nutrition of experienced
figure it can be seen that maximum employers consider it as most important and
also important while employ chef. Here also noticed that similar numbers of
employers consider knowledge of food nutrition as moderately important and also
slightly important. From the figure no employer found considers knowledge of
food nutrition as not important. Customers prefer tasty food, but now they are also
health conscious. So their expectation is healthy and tasty food. So employers
consider that chef must know how to maintain nutrition fact in food.
4.14.10 Kitchen cleanliness
Maintain cleanliness in kitchen

5
4 Most important
3 Important
2
Not important
Figure 4.44: Maintain cleanliness in kitchen
Figure 4.44 represents the fact about maintain cleanliness in kitchen of

experienced chef that employers pay importance while employ people as chef.
important while employ chef. Here also noticed that similar numbers of
employers consider maintain cleanliness in kitchen as important and also
moderately important. The figure identified that noticeable number of employers
consider maintain cleanliness in kitchen as not important. There also seen that
least employers consider maintain cleanliness in kitchen as slightly important.
49
Reputed hotel’s and restaurant’s employers consider that chef responsibility is not
kitchen cleanliness; their assistant can maintain these.
4.14.11 Cope with messy and respective work
Able to cope with messy and respective

work
5
3 Most important
Important
2
1
Slightly important
0
Not important
Figure 4.45: Able to cope with messy and respective work
Figure 4.45 represents the fact about able to cope with messy and respective work
From the figure it can be seen that maximum employers consider it as important
while employ chef. Here also noticed that foremost employers consider able to
cope with messy and respective work as moderately important. There also noticed
that visible number of employers consider able to cope with messy and respective
work as slightly important. At last these also found that similar numbers of
employers consider able to cope with messy and respective work as most
important and also not important. Hospitality industry’s employers mentioned that
3/4/5 star hotel’s chef does not require coping with messy kitchen work. They get
50
maximum work done, generally their work become just to instruct their assistant
how to do the respective thing.
As a developing city in Khulna skilled chefs are not available due to not good
scope for their career. But conditions changed dynamically, so employers trying
to employ skilled chef by providing those best opportunities.
4.15 Conducted study in areas
For conducted survey and being assure that possibility to collect authentic
information following hotels and restaurants were selected:
 City Inn Ltd.
 Tiger Garden International Hotel
 Hotel Royal International
 Hotel Castle Salam Ltd.
 Western Inn International Ltd.
 The Hotel Millennium Ltd.
 Hotel Jalico.
 EFC.
 Kacchi Ghor.
 Hotel Kosturi.
 Dhaba.
 Kaifeng Chinese Restaurant.
 Canton Thai and Chinese Restaurant.
 Sky View Chinese Restaurant.
 Grill House.
Those hotels and restaurants are long sustained and renowned in the Khulna City.
4.16 Areas required mandatory trained employees
According to employers that trained employees are costly. Though for all jobs
there are no required trained employees. Some jobs trained employees are
mandatory.
51
15 front desk officer
10 chef
5
kitchen assistant
0
waiters/waitress
room attendant
porter
maintenance worker
swimming pool
attendant
Figure 4.46: Requirements of trained employees
Figure 4.46 represents the fact about the jobs required trained employees. From
the figure it can be noticed that front desk officer requires trained employees
most. In the figure also noticed that after front desk officer the waiters/waitress
require trained employees. Then trained employees required for the chef. Then
here figured pointed that room attendant needs to be trained up. The figure also
identified that requirement of trained employees for kitchen assistant, porter, and
maintenance worker almost similar. Then figure point out that swimming pool
attendant requires trained employees little. But that also need to mention that in
Khulna City all hotels have no swimming pool facility.
4.17 Paying criteria of trained employee
Employees salary raised base on experience, training. Organization expense
affects for salary increment.
Slaray increment
0% Yes
No
100%
Figure 4.47: Salary increment based on training
52
Figure 4.47 represents the fact about salary increment based on training. From the
figure it can be seen that in 100% cases employees salary raised base on training.
The employers also consider that experienced and trained employees salary higher
from the joining of jobs, after being more experience the salary increase more.
4.18 Conclusion
Analyzing all the factors of questionnaire; and showed all the factors and actual
figures from my graphs.
Those show that how the factors considered by the employers of the hospitality
industry. And the facilities they provide to upgrade the skills and motivate them to
increase work enthusiasm. That play crucial role in the guests turnover in the
organization.
53
CHAPTER FIVE: CONCLUSION
5.1 Summary of the finding

The main aim of the thesis was to identifying hospitality business in hotel, and
restaurant required skill considered by the employers for being competence; and
ensure the success especially in Khulna City. It focused on available skill
development/training facilities for hospitality service providers.
Here the value of different variables of staff’s/employee’s considered for the
thesis given in the table below:
Table 5.1: Staff’s/ employee’s skills competency according to employer
expectations
Variables of staffs/employees Mean S.D.

Have good communication skill 3.40 2.449489743
Friendly 3.13 2.738612788
Have computer literacy 1.40 4.582575695
Can maintain positive mood all the time 3.33 1.58113883
Ability to work in group 3.27 2.449489743
Have enthusiasm for work 3.00 2.915475947
Can work for long hours 2.27 2
Thrive for accuracy in work 2.40 2.34520788
Follow instruction 4.53 3.563705936
Fast/speedy in work 3.67 2.915475947
Capable to provide accurate information 3.47 3.16227766
Capable to working under pressure 2.47 2.738612788
Capable of handling individual request of the clients 3.73 4.062019202
Have polite and pleasant personality 3.53 2.121320344
Can ensure privacy and security of guests/ clients 2.87 2.449489743
Supervising capabilities 2.80 1.58113883
54
Have ideas of menus 4.13 2.915475947
Capacity to deal guests/ clients 3.67 2.449489743
Knowledge about service standards expected by the
3.00 1.58113883
customers
Knowledge workplace safety procedures 2.93 2.34520788
Maintenance of organization’s properties 3.87 2.738612788
3.40 3.674234614
guests/clients
Have consistency to organization’s ethics 3.40 2.828427125
Have good memory 4.00 3.16227766
Have maintain professional appearance 4.07 2.828427125
From the Table 5.1 we can see that follow instruction is the skill has the highest
mean value is 4.53; its S.D. value is 3.563705936. There also seen that the lowest
S.D. value 1.58113883 skills are can maintain positive mood all the time,
supervising capabilities, and knowledge about service standards expected by the
customers.
From the values we can conclude that the skill follow instruction consisted
highest mean value but S.D. consisted high value. So matching mean with S.D.;
those skills consisted lowest S.D. can maintain positive mood all the time,
supervising capabilities, and knowledge about service standards expected by the
customers. These are should most importance pay skills by employers for
employees to be competence in hospitality business in Khulna City.
Here the value of different variables of chef’s considered for the thesis given in
the table below:
Table 5.2: Experienced chef’s skills competency according to employer
expectations
Variables of chef’s Mean S.D.

Being initiative 2.40 1.303840481
Capable in Menu planning 3.07 1.949358869
Able to being Creative to innovate new 3.53 2.167948339
55
recipe
Able to prepare basic food 3.00 0.836660027
Have ingredient and measurement
3.93 3.271085447
knowledge
Economical 3.33 1.788854382
Have international and local cuisine
3.53 2.774887385
knowledge
Knowledge of hygiene food 4.00 3.420526275
Knowledge of food nutrition 3.93 2.949576241
Maintain cleanliness in kitchen 3.33 1.483239697
Able to cope with messy and respective
2.80 1.816590212
work
From the Table 5.2 we can see that knowledge of hygiene food is the skill has the
highest mean value is 4.00, those skills S.D. value is 3.420526275. There also
seen that the lowest S.D. value 0.836660027 had only able to prepare basic food.
From the value we can conclude that the skill able to prepare basic food consisted
highest mean; besides the lowest S.D. Here matching mean with S.D. This should
most importance pay skills by employers for employees to be competence in
hospitality business in Khulna City. Because rest highest mean skills S.D. high, so
cannot considered most.
From the values we can conclude that the fact duration of business though have
low mean; besides its lowest S.D. value paid it most importance. As we know the
lowest S.D. is cluster with Mean; but the highest S.D. is spread out from Mean.
5.2 Discussion
As in total there were 15 hotels and restaurants, and their employers answering
the survey. In this section the Khulna City’s renowned and sustained hospitality
business taken as sample 100%.
As it was been surveyed (see Appendix, question 3, 4) 36 skills considered for
hospitality service business. Among those 36 skills - can maintain positive mood
all the time, supervising capabilities, knowledge about service standards expected
56
by the customers, and able to prepare basic food have lowest S.D. So the
employers should consider these skills most to employ employees.
Here also seen that fact duration of business has lowest S.D. so we can conclude
that hospitality business long sustained labeled its success.
Only 5 hotels in Khulna City have training facilities besides the on job training,
those are categories in three star ranking. Because training required some
expenses those may not afford by other hotel and restaurants as their financial
capacities and surrounding economic conditions.
Employers also believe that hospitality success not separately relied on only the
physical facilities provide by hotels and restaurants; or employee skills. Perfect
combinations of all ensure success and long run hospitality business.
5.3 Managerial implications
This study suggests that skilled employees have influence on the competency in
hospitality business in Khulna City. One of the managerial implication from the
result and discussion is the employers pay more importance on several skills to
employ people. The employers play vital role in selecting and recruiting
experienced and trained employees. The employers are conscious about the
required skills for being competence in hospitality business.
The employers are aware of the performance of the employees; and initiative to
upgrade them by providing necessary training. The facilities, requirements, and
expectations changed day by day, so employers tried to know the changing
demand; and employ people according to current needs and demands.
The employers provide positive environment and possible opportunities that
employees improved them, and able to adopt with working demands. If
employees are more skilled and experienced then their salary also increased.
Employers also felt that they should train employees on job; that they understand
organization’s policy more.
In addition employees feel more energetic to do their job, if the organizations
evaluate their talents; besides provide then new learning and training
opportunities. These increase organizations turnover of guests, those affect the
profit. Employers believe that customers should feel like home in hotels, as it
57
should be their second home. Only skilled employee’s cordial service gives the
guest that home feelings. Employer’s consideration and effort on increase skill of
employees gives the developing city Khulna’s hospitality business competency.
5.4 Future research direction
The researcher believed that this study or research has provided information
regarding the skills of employee’s give the competency in hospitality business.
The researcher felt that the research can still be extended for further
understanding of employee’s skill. Hence it would be always useful to keep
certain points in mind those can be implemented in future and these are listed
point below:
 The study need to expand into other wings of hospitality industries even to
improve the results of consistency.
 Some other few variables may also be included along with these
independent variables those provide further more depth understanding of
the research so that this might increase accuracy of better understanding
the skill required for competency in hospitality business.
 The sample was just with in small area, so if the research area make
broaden then the possibility of getting more consistent result increase.
5.5 Conclusion
Considering the rising prospect of hospitality business Khulna City; skill
employees required not possible to ignore. Skill employee considered at the time
of appointing for hotels and restaurants. Employers consider several skills, but not
all skills are available in Khulna City. Response analysis confirms that skill
employee provides service that ensure customers turnover that steps to success.
Khulna City is playing a significant role in attracting and retaining the customers
by satisfying with service. Those become possible because of the employer’s skill
employee recruited. This study reflects the skill employees’ necessary, and in
some cases the organization organized training to improve skill of employee.
Hospitality industry believes that hotel is second home for the guests. Guests
should feel comfort and relax as in home, these feeling possible to provide by the
58
skill employee service. Those they ensure error free and generous with their
warmth attitude.
59
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62
Appendix A
Questionnaire:
Direction: Please put tick (√) mark on the boxes that best describes your feelings
regarding the statements.
1) Do you think trained employees can provide better performance to their
organizations? Yes No
2) While hiring employees, candidates with which following attributes have the
best chance to get selected? (you can put tick (√) mark on more than one
occasions)
o Applicants possesses some experience
o Applicants having adequate education background but have no
experience.
o Applicants having no experience and no education but appears
promising
o recommended by family/ friends/ existing employees
3) Please put tick (√) mark on the boxes that consider important skill while
selecting “STAFFS/EMPLOYEES” for your organization. Where 1 is least
important and 5 is most important.
1 2 3 4 5
Have good communication skill
Friendly
Have computer literacy
Can maintain positive mood all the time
Ability to work in group
Have enthusiasm for work
Can work for long hours
Thrive for accuracy in work
Follow instruction
Fast/speedy in work
63
Capable to provide accurate information
Capable to working under pressure
Capable of handling individual request of the clients
Have polite and pleasant personality
Can ensure privacy and security of guests/ clients
Supervising capabilities
Have ideas of menus
Capacity to deal guests/ clients
Knowledge about service standards expected by the customers
Knowledge workplace safety procedures
Maintenance of organization’s properties
Capable of provide etiquette to interact guests/clients
Have consistency to organization’s ethics
Have good memory
Have maintain professional appearance
4) Please put tick (√) mark on the boxes that consider important skill while
selecting “EXPERIENCED CHEF” for your organization. Where 1 is least
important and 5 is most important.
1 2 3 4 5
Being initiative
Capable in Menu planning
Able to being Creative to innovate new recipe
Able to Prepare basic food
Have ingredient and measurement knowledge
Economical
Have international and local cuisine knowledge
Knowledge of hygiene food
Knowledge of food nutrition
Maintain cleanliness in kitchen
Able to cope with messy and respective work
5) Name of the Hotel/Restaurant (optional):_____________________________
64
6) Year of operation:___________________________________________
7) Type of business: Hotel Restaurant
8) Location of the organization:
9) Your designation: Owner Employee

10) If an employee did you have any official training before joining the
organization? Yes No
11) If “Yes” where
12) If an employer, do you like for trained person while hiring employees?
Yes No
13) If “Yes” what type
14) Do your organization have any train facilities: Yes No

15) What type of training facilities do you have in your organization? (you
can put tick (√) mark on more than one occasions)
o Communication training lab
o Multimedia lab
o Academy training rooms
o Housekeeping and Linen training rooms
o Training kitchen rooms
16) What are the areas in which your organization needs trained people? (you
can put tick (√) mark on more than one occasions)
o Front desk officer
o Chef
o Kitchen assistant
o Waiters/waitress
o Room attendant
o Porter
o Maintenance worker
o Swimming pool attendant
17) Does the organization pay more trained employees? Yes No
65

Ex - MBA 170334 - Final Thesis Report

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Ex - MBA 170334 - Final Thesis Report

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Skill Required for Competency in Hospitality

Business in Khulna City

(Submitted in partial fulfillment of the requirements of Ex.MBA

(Syeda Bashira Khatun)

(Professor Dr. Feroz Ahmed)

Figure 3.1: Data collection and analysis process…………… 13

Figure 4.1: Types of business………………………………. 17

Figure 4.2: Duration of business……………………………. 18

Figure 4.3: Designation of respondent……………………… 19

Figure 4.4: Trained employees……………………………... 19

Figure 4.5: Preference of trained people……………………. 21

Figure 4.6: Training facilities of organization……………… 22

Figure 4.7: Training facilities within organization…………. 23

Figure 4.8: Importance of trained employee ……………….. 23

Attributes importance while appointing

Figure 4.10: Have good communication skill………………... 25

Figure 4.11: Friendly………………………………………… 25

Figure 4.12: Have computer literacy………………………… 26

Figure 4.13: Can maintain positive mood all the time……….. 27

Figure 4.14: Ability to work in group………………………... 27

Figure 4.15: Have enthusiasm for work……………………... 28

Figure 4.16: Can work for long hours……………………….. 29

Figure 4.17: Thrive for accuracy in work…………………… 29

Figure 4.18: Follow instructions……………………………... 30

Figure 4.19: Fast/speedy in work…………………………….. 31

Figure 4.21: Capable to working under pressure…………….. 32

Capable of handling individual request of the

Figure 4.23: Have polite and pleasant personality…………… 34

Can ensure privacy and security of guests/

Figure 4.25: Supervising capabilities………………………... 35

Figure 4.26: Have ideas of menus…………………………… 36

Figure 4.27: Capacity to deal guests/ clients………………… 36

Knowledge about service standards expected by

Figure 4.29: Knowledge workplace safety procedures………. 38

Figure 4.30: Maintenance of organization’s properties……… 39

Capable of provide etiquette to interact

Figure 4.32: Have consistency to organization’s ethics……... 40

Figure 4.33: Have good memory…………………………….. 41

Figure 4.34: Have maintain professional appearance………... 41

Figure 4.35: Being initiative…………………………………. 42

Figure 4.36: Capable in Menu planning……………………... 43

Figure 4.37: Able to being Creative to innovate new recipe… 44

Figure 4.38: Able to prepare basic food……………………... 45

Figure 4.39: Have ingredient and measurement knowledge… 45

Figure 4.40: Economical……………………………………... 46

Figure 4.42: Knowledge of hygiene food……………………. 48

Figure 4.43: Knowledge of food nutrition…………………… 48

Figure 4.44: Maintain cleanliness in kitchen………………… 49

Figure 4.45: Able to cope with messy and respective work…. 50

Figure 4.46: Requirements of trained employees……………. 52

Figure 4.47: Salary increment based on training…………….. 52

1.1 Background of the study

2.1 Hospitality industry

Figure 2.1: Segments of hospitality industry

Study area selection

Sample and sample size determination

Data processing and assembling

Data presenting and analysis

Figure 3.1: Data collection and analysis process

Figure 4.1: Types of business

Figure 4.2: Duration of business

Figure 4.3: Designation of respondent

Figure 4.4: Trained employees