College of Hotel and Tourism Management (COTHM)

Title of Project

THE EFFECT OF FRONT DESK EMPLOYEES’ CHARACTERIESTICS ON THE

FIRST IMPRESSION OF CUSTOMERS AND CUSTOMERS’ SATISFACTION

Submitted To: Sir Sohaib Saghir

Submitted By: Ansar Hussain

Reg No #1206004

American Hospitality and lodging Educational institute (AHLEI)

 Acknowledgement

This research would not have been done without the support and assistant of the following
individuals.

First, I would like to thank my adviser, Professor ZOHAIB AKHTER for all of his endless and helpful
suggestions, support and encouragement .His enthusiastic guidance and endless encouragement
helped me a lot to improve my hospitality management knowledge and finish my graduation research.
Second, I would like to thank SOHAIB SAGHIR for his strong support, encouragement and helpful
advice. His helpful comments and suggestions are greatly appreciated, especially on the aspect of
introduction chapter and literature review. I also would like to appreciate the help and comments from
MUHAMMAD ASIF campus manager from COTHM College. Because of his strong marketing
background on research field, he gave me a lot of useful and helpful comments on my research design
and methodological background. Also, I want to extend my special thanks to SOHAIB SAGHIR and
ZOHAIB AKHTER for their helping on the research learn process.

Finally,I would like to express my sincere gratitude to my family for their endless love, support and
encouragement for me. I want to thank my parents, because of their supporting and love.
TABLE OF CONTENTS

Abstract

Chapter 1
Introduction

Chapter 2
Literature Review

Chapter 3
Research Methodology

Chapter 4
Findings & Analysis

Chapter 5
Conclusion & Suggestions

References
 ABSTRACT

Front desk employees are the face as well as one of the most important departments of a hotel, and
their performance is central to customers’ first impression of the hotel. Moreover, customers’ first
impression will influence their satisfactions with the check-in experience and, furthermore, with the
entire stayat the hotel. Therefore, this study aimed to identify the service providers’ characteristics
that affectcustomers’ first impression. Further,this study examines how front desk employees, first
impression influence customer satisfaction with the check-in experience. The results of this studyshow
that competence has significant effect on negative first impression, that friendliness & service attitude
has a significant effect on positive first impression, and that both positive and negative first
impressions have a significant effect on customer satisfaction with the check-in experience.The
findings from this study are expected to contribute to the development of management training for
new hotel employees in the future.
 Chapter No 1

INTRODUCTION

Background history

The first impression is defined as a part of human-to-human interaction (Bergmann, Eyssel, & Kopp,
2012). In the psychology, the first impression is an interaction when people first encounter each other
and form a mental images of people (Lindgaard, Fernandes, Dudek, & Brown, 2006). The first
impression is important in any industry, but it is especially important in the hospitality industry
because the indstury is considered as a service dominated industry (Sundaram & Webster, 2000).
Hospitality employees constantly interact with different customers every day so they are the way that
new customers are forming first impression every day (Agarwal, 2016).

When two strangers meet for the first time, they form initial feelings about each other (Bergmann,
Eyssel, & Kopp, 2012). Much of this is based on what they see, including facial expression, dress, and
actual appearance. The first thing that the two individuals see is typically facial expression. These first
visual cues can affect people’s satisfaction or dissatisfaction because of the interaction. For example, a
smile will make people feel warm and comfortable with a good mood. For front desk employees, they
are the initial strategic marketing point for hotels because they affect customers’ first impression
(Girard, 2013).

Hotel services begin at the front desk when the customers come in to check in with the front desk
personnel. Therefore, front desk employees are the face of the hotel, and they have to offer customers
professional and positive service in order ensure customer satisfaction (Agarwal, 2016). Front desk
employees can contribute to the reapeated business if they are friendly and provide exceptional care.
In addition, a good first impression on customers has an impact on hotel branding and profits (Girard,
2013). Front desk employees’ high-quality service can affect hotels’ financial performance
(Sundaram& Webster, 2000), if they demonstrate good behaviors and create strong first impressions
which can help the hotel have a more positive reputation and more repeated customers.
Four specific customer service characteristics have the greatest impact on repeat business and
customer satisfaction in the hospitality industry: competence, friendliness, knowledge, and service
attitude. Here, competence refers to the hotel front desk employees’ problem solving and working
performance (Meijerink, Bondarouk, & Lepak, 2016). Friendliness refers to their professionalism and
dedication. Knowledge refers to the hotel-specific knowledge, skills, and other information that the
employee holds about their industry and their specific job. Service attitude includes service providers’
enthusiasm, grace, politeness, and kindness (Kuo, 2007), as well as their patience, conscientiousness,
and empathy (Kuo, 2007). In addition, service attitude is one of the most important aspects in service
indusry.

Front desk employees are the department from which customers will see these characteristics. Service
attitude depends on what the customers expect from the service and the way in which the service has
been provided (Seijts, Billou, Crossan, Billou, &Crossan,2010). Because of this, as well as front desk
employees’duty as theprovider of customer needs, they are the most important department in the
whole hotel (DePaulo, 1992). It is therefore important that they meet expectations in these ways.

This study is significant for several reasons. First, there are no any studies related to the influencing
factors for customers’ first impression in the hotel industry. First impression has long been
acknowledged as important in the field of psychology; however, it is also a significant but
understudied factor in the hotel industry for hotel management and customer satisfaction. This study
will address that gap in the literature.

Second, it is important to clarify which these four factors influence first impression and how either a
positive or negative first impression forms. In the hospitality industry, it is helpful to manage first
impressions, and this study will provide better information for how hotel managers can direct their
employees to do this effectively.

Third, there is no verifying research on whether customers’ first impressions affect customer
satisfaction in this particular context, that is, with the hotel check-in experience. It is therefore
necessary to verify that relationship. Further, there are no studies showing whether satisfaction with
the check-in experience affects overall satisfaction with the hotels.

Overview Project

Research questions

Which elements of service providers’ characteristics affect customers’ first impression towards
employees and customer satisfaction with check-in experience?

Purpose of study
The main purpose of this project is to examine the service providers’ characteristics that affect
customers’ first impression of hotel front desk employees. Further this study examines how front desk
employees’ first impression influence customers’ satisfaction with check-in experience about the
hotel. There are some general purpose of this project as follow:

 To identify the relationship between front desk employees’ competence and customers’ first
impression
 To examine the relationship between front desk employees’friendliness and customers’ first
impression
 To observe the relationship between front desk employees’knowledge &attitude and
customers’ first impression
 To analysis the effect of first impression on customer satisfaction with check-in experience

Significance of the study

Even though there is some research on first impression in psychology field, there is not studies about
the influence of specific service provider characteristics on customers’ first impression in hospitality
industry and research field such as(PC Lahore &Hotel one).However, first impression is a significant
factor to determine hotel management and customer satisfaction. Therefore, there is a gap of first
impression research in hospitality field. In addition, whether first impression of customer impacts on
customer satisfaction with check-in experience needs to be verified. The relationship between first
impression of customers and customer satisfaction with check in experience is important to hotel
managers manage hotel new and current employees. Furthermore, it is important to clarify what
factors influence first impression, and how either a positive first impression or a negative first
impression forms. Although recent research efforts have focused on hotel employees’ behavior, most
of the previous literature has focused on how hotel employees’ performance influences the hotel and
employee relationship.In this study, we mainly focus on whether hotel frontdesk employees’
characteristics (their competencies, knowledge, friendliness and service attitude) will influence
customers’ first impression towards the employees and whether first impression will influence
customer satisfaction with check-in experience.

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 CHAPTER No. 2

LITERATURE REVIEW

Introduction

This chapter reviews the extant literature on service providers’ characteristics (i.e., competence,
friendliness, knowledge, and attitude). Additionally, this chapter reviews how people form first
impression based on the previous studies, the customer satisfaction with check-in experience, as well
as the effect of first impression on customer satisfaction with check-in experience.

How Is the First Impression Formed?

DePaul (1992) observed that a first impression is formed by self-presentation, which helps to create
an image from person A’s characteristics or performance to person B’s mind (Baumeister, 1982). That
is, person A’s self-presentation showshim/herself to person B so that a first impression can be
delivered to person B (Schemer& Weigold, 1989). Self-presentation is a method of controlling one’s
own behaviors in order to create a particular impression to another person with whom one
communicates (Jones & Pittman, 1982). In addition, emotion is a vital element to help to form a first
impression (Mast, 2007). Buck (1984), Ekman (1972, 1977), Izard (1977), and Tomkins (1962) all
agree that emotional expressions and nonverbal behaviors like pleasing facial expressions and friendly
mannerisms can also trigger emotional responses in a viewer/listener, which then affects their first
impression of a person. When a person communicates to another person, they can take advantage of
those triggerings to form a positive impression, that is, of someone who is competent, knowledgeable,
and friendly and who has a positive service attitude.

However, first impressions are tricky because they involve things over which the service provider
does not always have control. Moreover, although interactions do sometimes provide feedback during
conversation in the form of hints and responsive behaviors that let a person know how their
expressive behaviors appear to others (Buck 1988; DePaul, 1992; Ekman & Friesen, 1969), the effect
of one’s behaviors and the impressions they form are less accessible for the provider than for those
observing the behaviors (DePaul, 1992), making negative interactions difficult to recognize and
correct. Complicating this further is the fact that, as DePaul (1992) claimed, first impressions are
formed by both nonverbal and verbal behavior in Psychology field. In the context of customer service,

9
verbal behavior shapes first impressions through words of greeting and the tonality and speed of
speech, as well as harder-to-control factors like pitch (Jarick, Laidlaw, Nasiopoulos, & Kingstone,
2016). Further, the verbal component of a first impression is created largely by non-intentional
language, which happens subconsciously (Agarwal, 2016). The same goes for nonverbal behaviors,
which are often irrepressible and can affect first impressions without even involving active
conversation (DePaul, 1992). Verbal and nonverbal behavior strategies can be taken advantage
together to form a positive first impression, of course, but because of their often-subconscious nature,
they can be hard to document and improve.

Moreover, the whole process of forming a first impression happens very quickly and has lasting
effects. The old saying is that there is never a second chance to make a first impression. Some
scholars argue that it takes a maximum of 60 seconds to make one (Wargo, 2006). For example,
Psychologists Todorov and Willis argued that it takes about 10 seconds for two parties to form a
generalized opinion about one another (Wargo, 2006). They confirmed that longer exposure time has
a neutral effect and that it is thus essential to make the most of the initial point of interaction (DePaul,
1992). However, they did find that longer exposure durations played a part in boosting confidence
about the prior judgment (Seijts et al., 2010). The service performance of a company therefore can be
partly determined by this small duration because a first impression can be almost unforgettabale once
it has been made (Wargo, 2006). Thus, when a company entrusts a front desk employee to execute
this role, the company is not willing to accept a service failure (Agarwal, 2016; DePaul, 1992). If the
company’s employee executes this role successfully, it proves that management chose their front line
employees well and the company will reap the benefits (DePaul, 1992).

The hospitality industry thus tries to control what they can. Most obviously, it has cultivated a culture
of employing individuals who have likable mannerisms since they have a central role in determining
the outcomes of initial interactions (Seijts et al., 2010). Nonverbal behaviors account for almost 70
percent of all communication, so it is easy to see why they would have a major effect on first
impressions and why employers would want to hire people who perform them well (DePaul, 1992;
Barnum & Wolniansky, 1989; Sundaram & Webster, 2000). Here, nonverbal behavior refers to the
parts of an interaction like like gazing, nodding, and speaking duration (Mast, 2007). It also includes
handshakes, patting someone’s back, or hugging (DePaul, 1992; Seijts, Billow, & Crossan, 2010).
Moreover, research shows that for either spontaneous or posed facial expressions, positive emotions
are easier to understand from people’s faces than negative ones (Buck, 1984; Wagner, MacDonald,
&Manstead, 1986; Gallois, &Callan, 1986). Because positive facial expressions are better understood,
they facilitate better communication and increase the likelihood of a positive first impression.
Employers also manage first impression through policies like neat dress codes since they make the
guests feel welcome and help to create a professional image, which will often result in the guests
better appreciating their choice for the place to host them during their stay (Seijts et al., 2010; Wargo,
2006). As is the case generally, hotel employee’s physical appearance strongly determines first

10
impressions and the final outcomes of those impressions. For example, many places have a
requirement that male employees trim their hair style to appear neat as well as to fulfill hygiene
requirements (DePaul, 1992). Meeting this requirement increases the probability of a good impression
being formed, as it makes the employee appear both more attractive and more competent. Physical
attractiveness is important in the determination of the final outcomes because it has been found to
have implications in making a pleasant first impression as well (DePaul, 1992). Attractive people are
looked at as more friendly and they are assumed to be better communicators compared to less
attractive persons. Because people assume attractive people are more social, it also makes them feel
more comfortable around the attractive person, which encourages a better first impression (DePaul,
1992).

Along with physical appearance, actions that help form positive first impressions also increase the
customer’s enjoyment of an interaction and the credibility of the employee (Pourhosein Gilakjani,
2011). Attributes such as confidence level, as well asthe employee’s comfort in the business, can be
read easily from the body language that he or she displays (DePaul, 1992). Behaviors such as an
upright posture, for example, project comfort, health, and confidence in the individuals are located at
the front desk (DePaulo, 1992). In turn, these can affect customers’ perceptions of employee
competence.Similarly, enthusiasm and courtesy—which together contribute to customerperceptions of
friendliness and service attitude—can be used to positively affect customers and thereby form a
positive first impression (Pourhosein Gilakjani, 2011).

Some of this comes from the emotions customers feel in response to positive behaviors (DePaul,
1992; Zajonc, 1980). When a behavior makes customers feel good, they are likely to show a positive
first impression to the service provider (Sundaram & Webster, 2000). Along the same lines, making a
customer feel bad by an unpleasant behavior, either verbal or nonverbal, will cause them to show a
negative reaction to the service provider (Sundaram& Webster, 2000).

Moreover, how a customer’s affective situation will be influenced and how they form their first
impression depend largely on the employee’s natural behavior. As DePaul (1992) claimed, the most
important behaviors are spontaneous. For a communication behavior to be spontaneous means it
happens unconsciously; the behavior is automatically and habitually performed and regulated
(Soloman et al., 1985; DePaul, 1992). Gestures, body language, and facial expressions will all
influence customers’ first impressions, and these are all shaped in large part by the employee’s
spontaneous tendencies (Buck, Baron, Goodman, & Shapiro, 1980). If these elements are properly
articulated by hotel employees, they will likely have a positive impact on the first impression formed
(Strömwall & Anders Granhag, 2002).

The payoff of a good first impression is that it provides the customer with the perception the hotel’s
operations are strong and well-run, and it gives off a professional outlook, which furthers the hotel
reputation (Gilakjani, 2011). Focusing on making a good first impression also helps the hotel’s

11
operations because the behaviors that create a good first impression are also generally the things that
keep the hotel running smoothly. Further, if hotel front desk employees have positive communication
behaviors, their affect on customers will then have a positive impact on the operation of front desk as
well (Seijts, Billou, &Crossan, 2010).

Service providers’ behaviors in communication also affect relationships with customers, which work
best when there is friendliness and cooperation. Establishing these enhances the quality of service
interaction between customers and service providers (Elizur, 1987). These behaviors should thus be
exhibited at all times without hesitation for the hotel to be effective as well as operating profitably in
the long run (DePaul, 1992). Sundaram and Webster (2000) provide an example of this with Marriott
Hotel Corp, a leading hospitality organization. Marriot spends considerable effort in training
employees how to have positive interactions and make good impressions to customers and in
identifying employee behaviors that form satisfied responses from customers. The interactions
between service providers and customers and the impressions they form are a significant part of the
process of service delivery, therefore they greatly impact customers’ evaluations after service has
been provided (Soloman, 1985).

As mentioned previsouly, in order to determined a positive and negative first impression in field of
personality and social psychology, Watson, Clark, & Tellegen, (1988) used different descriptors such
as enthusiastic interested, excited, upset, scared, and nervous to measure positive and negative effect.

Service Providers’ Characteristics

Introduction of Service Providers’ Characteristics

The four characteristics that this study examines are competence, knowledge, friendliness and service
attitude. Competence, hotel front desk employees’ problem solving and working performance, was
shown in the study of Webster, (2006) and the study of Sundaram & Webster, 2000 as important.
Friendliness, hotel front desk employees’ professionalism and dedication, was shown in the study of
Seijts et al., (2010) as important. Knowledge refers to the hotel specific knowledge, skills, and other
information that one holds about their field and their specific job (Shaw Brown, & Sulzer-Azaroff,
1994). Service attitude includes service providers’ enthusiasm, grace, politeness, and kindness (Kuo,
2007), as well as their patience, conscientiousness, and empathy (Kuo, 2007). In addition, service
attitude is one of the most important aspects in service industry (Kuo, Chen, & Lu, 2012). The
specific details of four characteristics are shown in the next four sections.

Competency

According to Webster’s dictionary, it defines competence as the ability to carry out an assigned task
efficiently and without failure or compromise. Competences effectively satisfy companies’ and
employees’ service value (Meijerink, Bondarouk,and Lepak2016). In the workplace, this means one is

12
adept and has the required degree of prowess in the articulation of the required work. Further, it
signifies that the worker understands the area of expertise of the assigned work and is prepared to
handle any problems that may come in the line of work (Sundaram & Webster, 2000). A competent
hotel employee comprehends their tasks and is able to use the learned skills for both hotel
improvements and the specific tasks with which they are entrusted (Sundaram& Webster, 2000).

Hotel employees’ competency is one of the most important factors that determine whether customers
intend to revisit or not (Ajzen, 2005). The front desk employees in hotels play a more important role
than the front line employees in other enterprises such as venture captail, retail companies etc because
they manage so much of the customer experience. Where the front desk employees in other
enterprises have slightly easier tasks such as receiving packages or showing clients to a meeting room,
hotel front desks greet customers, ensure proper services, and make sure rooms are prepared
(Sundaram & Webster, 2000). Because the front desk is the face of the hotel, their competency will
help determine how long customers are willing to stay with the hotel next time (Seijts et al., 2010). In
addition, if customers already had a good experience with the hotel, they are more likely to promote
the hotel their acquaintances, friends, and families to revisit the hotel (Seijts et al., 2010). Hence, the
competence is an important factor to satisfy customer’s satisfaction as well (Meijerink, Bondarouk,
&Lepak, 2016).

If customers need help, the front desk should both provide basic service and attend to extra concerns
based on problem solving and working performance (Mast, 2007). Front desk employees must be
attentive and pay close attention to the customers’ mood and emotion and satisfaction, so that they can
tell what kind of customers they will be and thereby accommodate them (Meijerink, Bondarouk, &
Lepak, 2016). This also shows that the hotel is trying to offer their best appearance and emotional care
towards customers (Sundaram & Webster, 2000; Liu, & Liu,2008). The customers will thus associate
the good impressions of the particularemployee with the hotel in the long run and are more likely to
come back to the same hotel they stayed at because of that great service and treatment (Paul Ekman
Group, 2016). Therefore, employees’ competency earns trust from customers and creates a hospitable
environment in the hotel. Their ability of problem solving and working performance determine the
extent of customers’ trust. In addition, if customers trust hotel employees, it is equal that they will
trust the entire hotel as well (Sundaram & Webster, 2000). If the hotel employees provide their
genuine and high quality services, there is no doubt that it will benefit their hotel marketing, sales, and
reputation in the hospitality industry (DePaul, 1992). Thus, the following hypothesis is proposed.

Friendliness

In the context of service industries, friendliness refers to a characteristic of behaving as a friend that
is, being kind, welcoming, outgoing, and pleasant in customer interactions (Shaw Brown, & Sulzer-
Azaroff, 1994). Having a friendly employee is the best way to impress the guest and show them
professionalism and dedication (Seijts et al., 2010). In addition, friendliness is not only important to

13
the hotel industry, but also important to any service industries (Sundaram & Webster, 2000). A good
front desk employee will create a comfortable welcoming environment for the guest, and their
friendliness should be visible to the customers even before the employees can say a word to them
(Paul Ekman Group, 2016). Moreover, the front desk employee is the first person that a guest will
meet every day since it is the doorway to other parts of and other rooms in the hotel (Seijts et al.,
2010). Thus, they must always be friendly and professional, as they are the only point of contact
between the hotel and the guest before accessing other places within the hotel (Sundaram & Webster,
2000). They must also stay calm under pressure as a gesture of kindness, even when they are dealing
with personal emotional issues (DePaul, 1992). By doing this, front desk employees illustrate that the
hotel will offer the best services in a gentle manner before the customers spend their time and money
there (Seijts et al., 2010). Front desk employees could also make the customers stay longer or even
come back to the same hotel in the future by being friendly. Additionally, those customers may be
more willing to bring their friends or families, which will increase the profit levels of the hotel
(Barnum & Wolniansky, 1989).

When people are friendly, others will be well-intenioned and open to reciprocity. Hence, they will
learn pleasant and friendliness from each other. It is no doubt to create a perfect environment of
conversation (DePaul, 1992). Furthermore, friendliness maximizes the relationships of each other. In
the hospitality industry, offering to help customers in need, engaging in conversation with customers
in line next to you and smiling at customers or even a stranger are all examples of being friendliness
(Sundaram & Webster, 2000).

Knowledge

For employees, knowledge refers to the facts, skills, and other information that one holds about their
field and their specific job (Webster, 2006). In terms of hospitality industry, hotel knowledge
determines service quality as well (Olorunniwo, Hsu, & Udo’s, 2006). It is acquired from theoretical
studies, but it is used for practical understanding of the subject matter. In the hotel setting, familiarity
with the hotel, as well as its tools and operations, indicate to customers how knowledgeable about the
hospitality industry the employee likely is (DePaul, 1992). Customers can also tell if a front desk
employee is knowledgeable about the business by how well they handle incoming calls and emails,
which will make the customer feel like they too will get a similar type of treatment. (Sastry &
Ramsingh, 2011). Additionally, by showing confidence when helping customers, a front desk
employee can also make them trust that the employees at the hotel are knowledgeable in their fields
(Seijts et al., 2010). This builds the customers’ confidence in the employee and therefore the hotel,
which can help build customer loyalty.

Based on the statistics from International Student Guide, almost 90% of hotel MIT (Management in
Training) program employees owe a degree of hotel management from college or university (Marcel,
2014). If hotel front desk employees graduated from hotel management program, they must be

14
familiar with hotel-specific knowledge. It is important for them to use specific knowledge to
hospitality industry (Olorunniwo, Hsu, & Udo’s, 2006). For example, front desk employees need to
know all the adequate information about hotel activities and facilities, and front desk employees need
to know how to handle check-in system. Some knowledge of hotel is learned from the hotel working
experience (Olorunniwo, Hsu, & Udo’s, 2006). However, how to be knowledgeable as a hotel
employee is learned from school (Olorunniwo, Hsu, & Udo’s, 2006). Hotel companies such as
Marriott, Hyatt and Hilton would likely to hire new employees from university or college because
they all think hotel specific knowledge are important to learn in order to help hotel management
(Marcel, 2014).

Service Attitude

Service attitude includes a service provider’s feelings and behaviors towards customers (Liu and Liu,
2008). More specifically, it encompasses a number of components of how an employee presents
themselves to customers, including their enthusiasm, grace, politeness, and kindness (Kuo, 2007), as
well as their patience, conscientiousness, and empathy (Kuo, 2009). Additionally, customers can read
hotel employees’ body language to feel whether they are showing a positive service attitude or not
(Seijts et al., 2010). This matters because service attitude is central to the customer’s perception of the
influence, ability, knowledge, and behavior of the front line employees (Larsen, & Bastiansen, 1991).
Further, service attitude can influence customers’ mental states and physical needs (Kuo, Chen, & Lu,
2012). It is thus a cornerstone in determining the customers’ perceptions of the interaction quality and
service quality (Kuo, Chen, & Lu, 2012). Customers may change their impressions of the employees
and the hotel—which in turn affects repurchasing decisions—if the receptionists show a positive
service attitude during their communication (Girard, 2013). Consequently, as Chase and Bowen
(1987) assert, service attitude is a core of the service industry, especially the hospitality industry.

A positive service attitude must include the attempt to understand and the willingness to
accommodate customers’ cultural differences. Different cultures may have different expectations
regarding individualism-collectivism, uncertainty avoidance, the social hierarchy, and masculinity-
femininity (Hofstede & Bond, 1984). Understanding these cultural differences will help hotel
employees in operating and serving international customers (Kuo, 2007). It is therefore an important
element in the successful operation and management (Huang et al., 1997; Norma, 2002;
Sauders&Renaghan, 1992).

Tornow and Wiley (1991) showed that service attitude and customer satisfaction have a significant
relationship. Further, Kuo (2009) claimed thatemployee service attitude is the most important factor
for customer satisfaction because it is a major differentiator in the reputation of the hotel within the
hospitality industry. Additionally, it not only determines the positive perceptions that affect customer
satisfaction, but also influences their intentions and behavior (Kuo, Chen, & Lu, 2012). For example,
front desk employees’ service attitudes may influence customers’ decisions to patronize the hotel

15
again. That is, if front desk employees provide more services than the customers expected, their
perceptions of the hotel’s service attitude might influence their satisfaction and therefore their
intention of revisiting the hotel (Ajzen, 2005: Ekinci, 2001; Ekinci, Dawes, & Massey, 2008; Kuo,
2007; Liu & Liu, 2008; Tornow & Wiley, 1991). Thus, service attitude is an important grading
criteria for evaluating employees. Failure to have a positive service attitude will no doubt negatively
impact company performance (Liu and Liu, 2008).

Customer satisfaction with the check-in experience

In marketing, customer satisfaction measures how products and services provided by a company or
people meet or overcome customers’ expectation (Barsky, 1992). In addition to employees of using
words, people may communicate via gestures, facial expressions and maintaining eye contact to make
customers satisfied when customers checked in at front desk (Ajzen, 2005). The front desk is such an
important point for the marketing of the hotel because the employees play a strong role in determining
customer satisfaction with the check-in experience, which in turn determines customers’ overall
experience (Seijts et al., 2010). For example, employee speaking volume and clarity, as well as a kind
tone of voice, can influence customer satisfaction with the front desk and check-in (Homburg,
Koschate, & Hoyer, 2005). Some hotels have online platforms whereby customers can offer their
reviews on the specific hotel where they are housed (Pourhosein Gilakjani, 2011). Consistently good
ratings from guests will result in a higher net rating than when ratings vary widely from customer to
customer, consistently good ratings depend on consistently positive front desk interactions (Ajzen,
2005).

Moreover, if the front desk employees are performance- and learning-oriented, they are more likely to
enhance the customer satisfaction because they will work to improve the front desk and check-in
experiences (Ajzen, 2005). These improvements, then, increase the extent of customer satisfaction as
well. In addition, the hotel front desk employees who are performance- and learning-oriented are also
more likely to adjust their attitude as well as competency to ensure that the hotel is rated well, thus
creating a desirable first impression on customers. In the course of this, the hotel will also achieve
high customer satisfaction (Khurana, 2010).

Generally, customer satisfaction was concluded to be a powerful tool in giving the companies a
competitive advantage (Burgoon, Birk, and Pfau, 1990). It reduces the likelihood of company’s failure
and increases their probability of success, as well as perform a positive image in the industry (Seijts et
al., 2010). If the front desk employees offer a welcoming eye contact, the guests will feel their
requests are recognized and appreciated (Khurana, 2010). Therefore, it is important to understand the
effects of front desk employees’ performance on customers’ satisfaction when customers checked in
at the front desk (Seijts et al., 2010).

16
Customers walk to the front desk to check in at the first moment when they come to the hotel. As
mentioned in the previous paragraph in 2.4, there is never a second chance to make a first impression
because the first impression is difficult to change. And some scholars argue that it takes a maximum
of 60 seconds to make one (Wargo, 2006). For example, Psychologists Todorov and Willis argued
that it takes about 10 seconds for two parties to form a generalized opinion about one another (Wargo,
2006). While during the check-in process, customer already would have a first impression to front
desk employee who served that customer (Seijts et al., 2010). Furthermore, Seijts et al (2010)
mentioned that the front desk is such a significant factor for the marketing of the hotel because the
employees play a strong role in determining customer satisfaction with the check-in experience,
which in turn determines customers’ overall experience. In addition, during the check-in process, the
front desk employee already showed his/her competence, knowledge, friendliness and service attitude
to the customer (Meijerink, Bondarouk, and Lepak, 2016). For example, if the front desk employees
offer a welcoming eye contact and language, the guests will feel their requests are recognized and
appreciated (Khurana, 2010). Meanwhile, a positive first impression formed helps an overall good
first impression of hotel employees and even hotel. Otherwise, once customer had a negative first
impression to that front desk employee, it would affect that customer had a negative first impression
to the rest of employees even the entire hotel (Meijerink, Bondarouk,and Lepak’s, 2016). Those first
impressions of customers are established during themoment of check-in process. Hence, how first
impression influences customer satisfaction with check-in experience is important to hotels’ and hotel
employees’ reputation.

17
 Introduction CHAPTER NO 3

RESEARCH METHODOLOGY

This chapter discusses the methodology used in this study, beginning with a review of the purposes of
the study in the next section. The third section presents the research design, and section four discusses
the instrumentation, questionnaires, and measurement. In the fifth section, the review process required
by the Campus Institutional Review Board (IRB) is presented. In the sixth section, this study
discusses the pilot test – item sorting procedure. In the seventh section, this study discusses the result
of pilot test – item sorting procedure. In the eighth section, this study discusses the data collection.
Finally, the chapter concludes in the sixth section with the statistical procedures adopted for data
analysis.

Conceptual Framework

Competency
Knowledge A first impression of Customer
Friendliness Customer satisfaction with Check-in experience
Service Attitude

Independent Variables Dependent Variables

Research methodology

Research methodology refers to the approach by which data extracted to be clearly understood.
Wiersman (1996), states that the development of strategy for conducting research is the third step
after identifying a problem and complication of the literature review.

This study was conducted in the hotel one by pc Faisalabad. Data was gathered through different
departments of the hotel. In determining felicitous sample size Shah and Goldstein (2006) define that
small samples are associated bias and reliability.

Data Collection Methods

The researcher has been choosing the data collection method is qualitative data.

Primary data

Data that have been originally collected and have not undergone any statistical treatment are called
primary data.

18
Secondary data

Is the data which has already been collected by someone? The sources of secondary data are
government organization, semi government.

There are two other types of data is qualitative and quantitative. Qualitative data collecting the base of
quality and the quantitative data collecting the base of quantity. In which qualitative data you
contempt interview, but quantitative data collected through questionnaire.

Copies of the survey were distributed in two different Marriott franchise hotels in Shanghai, China:
the Shanghai Marriott Hotel Pudong East and the JW Marriott Hotel & Resort Zhejiang Anji. We
thought the best way to collect data was a survey handed to customers by the front desk employees
because the front desk where the entire check-in process happens and it is a place all guests must visit.
In each of the two hotels, there were at least eight front desk employees, which meant there were
multiple employees working each of the three shifts per day. During each shift, there were at least
four front desk employees and one front desk manager or supervisor.

Consequently, the customers’ impressions of the front desk employees and with the check-in
experience were expected to vary. Customer satisfaction with employees was expected to vary as
well. Additionally, there was no specific time period for collecting the survey; front desk employees
issued the survey anytime when customers had just finished the checking-in process. Because the
survey was collected in Shanghai, China, the survey had two different versions, one in English and
one in Chinese. The majority of respondents were Chinese. We expected that 200 – 300 customers
would complete the survey.

Data Collection Tool

In this study, questionnaire was using as a research tool; all the questions are structured to fulfill the
objectives of the study. A total of 20 respondents are chosen for the study in hotel one by pc
Faisalabad.

Draft of Questionnaire

Competency was measured with three questions adapted from Meijerink, Bondarouk, andLepak’s
(2016) study. Knowledge was measured with three questions adapted from Olorunniwo, Hsu, &Udo’s
(2006) study. Friendliness was measured with three questions adapted from Kuo’s (2009)study.
Service Attitude was measured with three questions adapted from Kuo’s (2009)study. Customer
satisfaction with checking experience was measured with three questions adapted from Olorunniwo,

19
Hsu, & Udo’s (2006) study.First impression to employees was measured with seven questions adapted
from Watson, Clark, &Tellegen’s (1988) study.

Respondents were asked to rate each question on a 5-point Likert scale from 1 (strongly disagree) to 5
(strongly agree).

The questions were

1. Front desk employees are always able to clearly answer customers’ questions to a front desk
professional.
2. Front desk employees are able to solve customers’ problem.
3. I think this front desk employee is very competent in performing his/her job
4. Front desk employees’ knowledge of hotel procedures makes me feel comfortable.
5. Front desk employees provide adequate information about hotel facilities.
6. Front desk employees are knowledgeable about hotel equipment (e.g. computer system or
exercise facilities).
7. Front desk employees are aware of special rates.
8. The front desk employees always smile.
9. The front desk employees greet you courteously.
10. The front desk employees act very friendly.
11. The front desk employees treat customer nicely regardless of customer’s attire.
12. The front desk employees show enthusiastic service to customers.
13. The front desk employees are always concerned about your needs.
14. The front desk employees pay attention to customer’s demands as much as possible.
15. I am satisfied with my decision to visit this hotel.
16. My expectation choice to stay at this hotel was a wise one.
17. I feel that my checking experience with this hotel has been enjoyable.
18. This employee having strongly personality.

Population

The study would not include entire population because more time was required to find perfect picture.
Therefore, the study was gone with the particular sample size.

Sample size

This study covered option of 20 respondents to find out that a first impression of Customer, Customer
satisfaction with Check-in experience.

Sample technique

Simple random sampling was us to select the required

20
 CHAPTER NO.4

FINDINGS & ANALYSIS

This chapter deals with data analysis, and its interpretation. The results of the study are present and
discuses in relation to the research questions outlined in chapter one. This study aims at investigating
how is hotel staff trained to handle guest requests and complaints? A primary investigation from the
Pakistan. In hotel one by pearl continental. In analysis, data collected and fed to computer and analyze
through graph & table.

Data analysis interpretation of data is the fundamental pillars of construct logic building based on
scientific reasoning. By passing these steps or avoiding these parameters conclusion cannot be drives
and predication cannot be achieved.

Analysis and interpretation of data are most important steps in scientific research for drawing
conclusions. Without these steps, which is the target of scientific research? Generalization and
conclusions are drawn on the bases of characteristics of the respondents and attitudes towards the
phenomena being investigated. Therefore this chapter presents the required data analysis.

Finding & Analysis:

1. How front desk employees are always able to clearly answer customers’
questions to a front desk professional?

Strongly Disagree Disagree Neither Agree Strongly Agree

2 1 4 7 6

Graph:

clearly answer customers’ questions to

a front desk professtional

Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 35% respondents which are strongly agreed with this statement
because front office employees clearly answer of the customer questions while only 2% are strongly
disagree.

21
 2. How Front desk employees are knowledgeable about hotel equipment (e.g.
computer system or exercise facilities?

Strongly Disagree Disagree Neither Agree Strongly Agree

1 4 2 6 7

Graph:

Front desk employees are knowledgeable

about hotel equipment
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 35% respondents which are strongly agreed with this statement
because front office employee’s lot of knowledge about the hotel equipment while only 2% are
strongly disagrees.

3. How front desk employees are able to solve customers’ problem?

Strongly Disagree Disagree Neither Agree Strongly Agree

4 3 1 7 5

Graph:

Front desk employees are able to solve

customers’ problem
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 35% respondents which are agreed with this statement because
front office employees are able to solve customer’s problems while only 1% is neither.

4. How Front desk employees provide adequate information about hotel facilities?

Strongly Disagree Disagree Neither Agree Strongly Agree

22
 1 3 2 5 9

Graph:

Front desk employees are able to solve

customers’ problem
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 45% respondents which are strongly agreed with this statement
because front office employees are able to provide information about hotel facilities while only 5% is
strongly disagree.

5. How Front desk employees’ knowledge of hotel procedures makes me feel

comfortable?

Strongly Disagree Disagree Neither Agree Strongly Agree

2 5 4 3 6

Graph:

Front desk employees’ knowledge of hotel

procedures makes me feel comfortable
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

23
This pie chart shows that there are 30% respondents which are strongly agreed with this statement
because front office employees are knowledge of hotel procedures make me feel comfortable while
only 10% is strongly disagree.

24
 6. What is the front desk employee’s act very friendly?

Strongly Disagree Disagree Neither Agree Strongly Agree

5 3 2 4 6

Graph:

Front desk employee’s act very friendly

Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 30% respondents which are strongly agreed with this statement
because front office employees are act very friendly while only 10% is neither.

7. What are the front desk employees are always concerned about your needs?

Strongly Disagree Disagree Neither Agree Strongly Agree

4 1 6 2 7

Graph:

Front desk employees are always

concerned about your needs
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 35% respondents which are strongly agreed with this statement
because front office employees are always concerned about your needs while only 5% is disagree.

8. How the front desk employees are treat customer nicely regardless of customer’s
attire?

25
 Strongly Disagree Disagree Neither Agree Strongly Agree
5 1 2 4 8

Graph:

Front desk employees are treat customer

nicely regardless of customer’s attire
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 40% respondents which are strongly agreed with this statement
because front office employees are treated customer’s nicely regardless of customer attire while
only 5% is disagree.

9. How front desk employees are aware of special rates?

Strongly Disagree Disagree Neither Agree Strongly Agree

4 3 1 5 7

Graph:

Front desk employees are aware of special

rates
Strongly Disagree

20% Disagree
35%
Neither
15%
25% Agree
5% Strongly Agree

This pie chart shows that there are 35% respondents which are strongly agreed with this statement
because front office employees are aware of special rate while only 5% is neither.

10. What is the front desk employees always smile?

26
 Strongly Disagree Disagree Neither Agree Strongly Agree
1 2 3 6 8

Graph:

Front desk employees always smile

Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 40% respondents which are strongly agreed with this statement
because front office employees are always smile while only 5% is strongly disagree.

11. How can i feel that my checking experience with this hotel has been enjoyable?

Strongly Disagree Disagree Neither Agree Strongly Agree

2 4 3 6 5

Graph:

My checking experience with this hotel has

been enjoyable
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 30% respondents which are agreed with this statement because
front office employees are always smile while only 10% is strongly disagreed.

12. How i am satisfied with my decision to visit this hotel?

27
 Strongly Disagree Disagree Neither Agree Strongly Agree
1 3 3 6 7

Graph:

I am satisfied with my decision to visit this

hotel
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 35% respondents which are strongly agreed with this statement
because I am satisfied with my decision to visit this hotel while only 5% is strongly disagreed.

13. I think this front desk employee is very competent in performing his/her job?

Strongly Disagree Disagree Neither Agree Strongly Agree

2 3 5 4 6

Graph:

Front desk employee is very competent in

performing his/her job
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 30% respondents which are strongly agreed with this statement
because front desk employee is very competent in performing his/her job while only 10% is strongly
disagreed.

28
 14. What is my expectation choice to stay at this hotel was a wise one?

Strongly Disagree Disagree Neither Agree Strongly Agree

1 5 4 3 7

Graph:

My expectation choice to stay at this hotel

was a wise one
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree

This pie chart shows that there are 35% respondents which are strongly agreed with this statement
because my expectation choice to stay at this hotel was a wise one while only 5% is strongly
disagreed.

29
CHAPTER NO.5

CONCLUSION & SUGGESTIONS

This chapter consists of a discussion of the results, the study’s contributions and further implications,
and the limitations of the study. The main findings are divided into friendliness & service attitude,
competence, and hotel new and current employees training according to hotel front desk employees’
characteristics.

Conclusion

In general, this study aimed to examine the characteristics of service providers that affect customers’
first impressions of a hotel. Those characteristics include competence, knowledge, friendliness, and
service attitude. Further, this study examined how front desk employees’ first impressions influence
customers’ satisfaction with the check-in experience at the hotel. Overall, this study’s results support
the hypotheses presented in the literature review chapter. Moreover, the findings are perhaps even
richer than was expected at the beginning.

First, this study shows that first impression must be separated into two dimensions: positive first
impression and negative first impression. That is, the factor analysis supports separating first
impression into two factors. This means that some elements of a first-impression experience can
create a negative first impression, even while other elements of it are creating a positive first
impression.

Moreover, the results show that a positive first impression has a significant impact on customer
satisfaction with the check-in experience. This means that when customers have a high positive first
impression of the hotel’s front desk employees’ service, they will have high customer satisfaction
with the check-in experience. Furthermore, a negative first impression has a significant impact on
customer satisfaction with the check-in experience as well. Thus, when a customer has a lower
negative first impression, they will have greater customer satisfaction with the check-in experience.
Hence, the influence of a customers’ positive or negative first impression on their customer
satisfaction with the check-in experience has been proven in this study.

Another finding for this study is that two drivers—friendliness and service attitude—act as one factor,
as demonstrated in the factor analysis. Moreover, this study found that friendliness and service
attitude, as one factor, has a significant effect on positive first impression. This means that when hotel
front desk employees have a higher friendliness & service attitude performance, customers will have a
positive first impression. From the perspective of customers, hotel employees’ friendliness and
service attitude are both exterior performances, thus if hotel front desk employees smile more, treat
customers more courteously, exhibit friendliness, show their concern, and are enthusiastic to

30
customers, then customers will have a good impression of the employees based on their performance.
Conversely, if hotel front desk employees perform poorly, such as creating longer check-in times,
hestitating, or giving equivocal responses, customers will likely have a negative first impression.

Additionally, the study shows that competence has a significant effect on negative first impression.
When hotel front desk employees have a lower competence performance, as demonstrated by weak
problem-solving skills or by answering questions poorly, customers will have a higher negative first
impression. Furthermore, negative first impression is especially affected when customers have a
specific question or request. In addition, employees’ knowledge and competence are interior
performance, so in this study, there are three factors (competence, knowledge, friendliness & service
attitude) that affect customers’ first impression.

Finally, in the theoretical aspect of this study, other than the combination of friendliness & service
attitude and the separation of positive and negative first impression, the findings here show that both
positive first impression and negative first impression affect customer satisfaction with the check-in
experience. Furthermore, all three factors (competence, knowledge, friendliness & service attitude)
affect customer satisfaction with check-in experience through either positive first impression or
negative first impression.

Contributions and Implications

This study has important implications for the hotel industry and management, especially in the
management of hotel employees and daily operations. Because of the two dimensions of first
impression, this study suggests that hotel managers need not only to decrease the impacts of negative
first impression, but also need to increase the impacts of positive first impression so that they can
maximize their customer satisfaction. Furthermore, they can do this by paying more attention to
competence and friendliness & service attitude during the training of new hotel employees.
Competence is about problem skills and working performance. Those are the most important skills
employees can possess. Typically managers are tasked with this, but in the hotel industry, front desk
employees need to be able to do this too. First of all, a good way to develop problem-solving skills for
employees is by direct observation. Let front desk employees observe others in action, followed by a
detailed explanation of the thought process involved during customer interactions. Ideally, if
employees are exposed to a variety of situations, their problem solving skills and work performance
will improve. Secondly, team-building exercises may be of some help. Taking staff and placing them
in simulated situations will develop a foundation upon which to build problem solving skills for the
employee. Lastly, throwing them into the job with proper training and allowing them to make
decisions on the fly, albeit with supervision, will help as well. There is no better way to improve
problem-solving skills and work performance than to be placed in a real, live situation where the
employee has to act and think on their feet. It is very much a trial and error process, and this can allow
employees to develop their problem-solving skills and work performance.

31
Together, friendliness and service attitude are best embodied in personalized service. Personalized
service is imperative when wanting to differentiate a hotel from its competitors. Front desk employees
are the most important part of this, as they are the first contact with the guest upon arrival at the hotel
and help establish a solid foundation for the guest to employee relationship. If a customer gets the
impression that the staff cares about them in that interaction, it will impact their perception of the
hotel they are staying with, as well as the brand in general. This involves multiple little things, such as
a greeting and warm smile, asking the guest a couple of questions

Outside of routine check-in questions, asking if any extra accommodations are needed, or asking if
the customer is familiar with the area and giving suggestions of local food establishments or other
places to visit. Paying attention to external performances is also particularly important. For example,
if hotel managers are able to pay more attention to hotel front desk employees’ appearance, they can
increase customers’ positive first impression. All of these steps forge an impression in the customers’
mind that this specific hotel, as well as the brand of hotels, is well run, and has employees that care
about the wants and needs of their guests. This impression will especially help if the guest has
problems down the road, as they will feel like they can approach the front desk employees to resolve
any issues that come up during their current or future stays.

The central theoretical implication of this study is that, from the perspective of customers, hotel
employees’ friendliness and service attitude are together a single exterior performance in the hotel
industry. Therefore, there is no need for these factors to be separated in future studies.

Limitations

This study has several limitations. First, since the total sample of this study is only 241, the sample
population is not large enough to prove all the hypotheses of this study. If the sample in future studies
is larger, respondents may have different perspectives and opinions to evaluate front desk employees’
performance. For this reason, future research may require a larger sample so that the results have
more reliability.

Additionally, only four independent variables (competence, knowledge, friendliness, service attitude)
are analyzed in this study. However, other variables still need to be analyzed, such as hotel
employees’ education, visual appearance, and gender. Since hotel customers and their evaluations can
be influenced by a number of different factors, it is necessary that future research include these
variables.

32
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