The Social Meaning of Hospitality - Paper Example

Introduction

It appears that the social meaning of hospitality has been transforming many aspects. One of the significant differentiations from commercial hospitality is experience economy, which varied from the precedent social meaning of hospitality. Interestingly, experience economy is the current social trend of consumers to seek for experiencing intangible products in western developed counties where they want to feel the senses of a great memorable experience. Regarding this issue, Tom (2006, p. 127) argued the idea of western operational and cultural focus of the experience economy within the international hospitality; employees have shared experience in both delivering and receiving services as they have stood in the shoes of the guests they are serving. In addition, within the commercial hospitality, it is believed that focusing on guests' experience and creating memorable ones that stimulate all five senses are essential (Hamida & Mariem 2014, p. 149). For instance, communication is a crucial component. It enables employees to enhance guests experience as it conveys that they are listening to guests' thoughts, valuing their feedbacks. Thus, employees are most likely able to bring intangible products to guests a different experience comparing previous society. On the other hand, the previous employees in the hospitality society would be less likely to have stood in the shoes of their guests as it might have seemed to be lack of widespread knowledge and skills which drives a huge different aspect approach to previous social hospitality. Consequently, the creation of intangible products and service brings about to challenging previous skills models, which have made the social meaning of hospitality approached differently from the previous dimensions.

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The Historical Meaning of Hospitality

The hotel industry has existed for centuries. The industry advances and grows by adapting to the changing social, business, and economic environment that marked human progress (Kevin et al., 2017 p. 95). Throughout the historical meaning of hospitality, hotel industry, Kevin et al. (2017) mentioned that hoteliers aim to sell only the accommodation, food and beverages which was their traditional classifications whereas today hoteliers seek to approach service of the sale of business conference meeting and wedding. Differentiation of the progressive hospitality drives a distinct perception from previous historical hospitality. Formerly, the industry only sought to meet the most common needs of its clients. However, as time went by, these needs evolved and diversified. Thus, the present day hospitality industry has a broader market and offers a variety of services unlike before.

Concerning change in the needs of the clients, historically, services such as room types and facilities made a great impression on customers. However, with differentiation from the traditional concept of hospitality, a new idea currently influences clients' preferences. The experience that guests gain from a hotel determines their loyalty to it. By tradition, basic services informed clients' satisfaction (King, 1995 p. 220). Such is not the case anymore. The hospitality industry is rated depending on how well they care for their clients. The primary services offered, alongside, the type of customer care service available form a lasting impression on customers. Such differentiation has resulted in moves such as providing complimentary services to woo clients. The industry aims to attract its potential clients and retain others through such tactics. Previously, it was the customers who went out in search of services. Presently, the hotel industry more often than not reaches out first to the client.

Historically, hospitality was as an act of taking care of travelers. Over time, both the users and services expected of the hotel industry changed. With the increase in population and economic growth across the globe, forces that drive the hospitality industry have transformed. The two critical factors that have changed are the availability of disposable income as well as leisure time. Differentiation in the hotel industry coincides with the rate of change in these factors. With economic prosperity come higher levels of disposable income (Hemmington, 2007 p. 748). Equally, the pressures of work to keep the economy stable lead people to seek leisure time. The demand for retreats from the strenuous daily life has led to the creation of unique product packages for clients. The hotel industry designs these packages depending on clients' disposable income; hence, the surge in luxury hotels across the world. This trend has become commonplace whereas, in the past, the demand for high-end hotels was low.

The incorporation of technology in the hospitality industry has led to a change in its historical meaning. Commercialization of the sector, alongside cut-throat competition, has altered the role previously played by hotels. Hospitality is no longer about the food, rooms, and beverages (Hemmington, 2007 p. 750). Successful hotels look beyond providing these basic services. Technology is a necessity in offering an excellent experience to clients. Differentiation has led to increased customer expectations. The sector now offers features such as high spec television sets, use of mobile apps, the internet and gadgets to control the heating of rooms and drawing of curtains. The need to remain competitively relevant continues to influence the adoption of the Internet of Things into the hotel industry. The use of such devices and modern means of communication did not exist in the historical concepts of hospitality.

The Cultural Meaning of Hospitality

From the perspective of culture, the hospitality industry is a people-oriented service industry. Thus, aspects such as the beliefs, values, and attitudes of a hotel have the most significant impact on a customer (Tepeci & Bartlett, 2002 p. 151). As a service industry, the interaction between the clients and the staff of a company is frequent. For a hotel to establish a lasting business relationship with its customers, it must nurture a hospitable culture. The clients' needs and expectations should always have priority. Formation of good guest and host relations proves essential in hospitality. Traditionally, the guests' comfort was a top concern for any hotel. It is a general understanding that the hosts were in charge of the welfare of the guest. However, over time, a shift has occurred, recognizing the place of the host in the hospitality industry.

Before the rapid expansion witnessed in the service industry, culture in the hospitality sector developed with or without the influence of outside forces. Differentiation has changed the scope of culture. Hence, service providers and clients receive equal priority. The belief that the customer is always right has come under question. A change in society's values has led changes in beliefs and attitudes towards some clients in the sector (Tepeci & Bartlett, 2002 p. 153). The hospitality industry currently aims to ensure not just the comfort of the guest, but also that of the host. Happiness for both is in line with the demand for providing memorable experiences to clients without compromising the welfare of the hosts. The cultural belief that sanctified the customer no longer holds as present-day businesses can acquire new clients quickly.

Providing essential services was the primary role of the hoteling industry. The cultural concept considered some services offered today non-essential. Traditionally, hospitality entailed the provision of food or beverage service and housekeeping/room service (Tepeci & Bartlett, 2002 p. 158). Satisfaction of customer needs revolves around these essential services. With commercialization, differentiation has resulted in the provision of leisure amenities formerly deemed unnecessary. Facilities such as gyms, courts, sauna rooms, and car and bicycle rentals characterize the present day hospitality industry. Other unique services are exclusive offers such as birthday customizations, rooms with unique features, breakfast in bed and flowers. Driven by the desire for profits and market expansion, the shift in the cultural concept of hospitality continues as client's expectations increase. The sector no longer confines itself to the cultural definition of hospitality. The current competitiveness of the industry does not allow players to operate within such limitations anymore.

The cultural concept of hospitality did not capture the role of specific groups in improving the customers' experience. The traditional framework involved groups such as housekeepers, attendants, and bartenders. They primarily provided all the services offered without limiting themselves to producing only one function. Differentiation in the sector has led to the introduction of new, specialized roles to improve the quality of service offered. Thus, specialization has led to the demand for groups such as marketers, managers, accountants and human resource personnel. Culturally, these groups were considered redundant in service provision (Tepeci & Bartlett, 2002 p. 160). However, this perspective has significantly changed. The current hotel sector recognizes the impact that a complete team has on user experience. The best user experience can be achievable through the improved coordination of service and information flow facilitated by these groups. Notably, the value they add to a company has deconstructed the cultural construct that rendered them redundant.

Reference List

Hamida & Mariem 2014, Hospitality meanings and consequences among hotels employees and guests, Tourists' Perceptions and Assessments, vol. 8, pp. 149.

Hemmington, N 2007, From service to experience: Understanding and defining the hospitality business, The Service Industries Journal, vol. 27, no. 6, pp.747-755.

Kevin J. James, A K. Sandoval-Strausz, Daniel Maudlin, Maurizio Peleggi, CedricHumair & Molly WB 2017, The hotel in history: evolving perspectives, Journal of Tourism History, vol. 9, no. 1, pp. 95.

King, CA 1995, What is hospitality?.International Journal of Hospitality Management, vol. 14, no. 3-4, pp. 219-234.

Tepeci, M. and Bartlett, AB 2002, The hospitality industry culture profile: A measure of individual values, organizational culture, and person-organization fit as predictors of job satisfaction and behavioral intentions, International Journal of Hospitality Management, vol. 21, no. 2, pp.151-170.

Tom Baum 2006, Skills and the Hospitality Sector, Reflection on the nature of skills in the experience economy: Challenging traditional skills models in hospitality, vol. 13, no. 12, pp. 127.