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Emon 202116

This internship report analyzes the relationship between departmental performance and guest satisfaction at Coventina Lake Suites in Dhaka, Bangladesh. The study identifies challenges such as communication gaps and service inconsistencies that affect guest experiences, despite individual departmental strengths. Recommendations for improvement include enhancing interdepartmental coordination, staff training, and upgrading infrastructure to boost overall guest satisfaction and loyalty.

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0% found this document useful (0 votes)

36 views70 pages

Emon 202116

Uploaded by

iamfoysal420

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Internship Report On

Linking Departmental Performance to Guest Satisfaction: Evidence from Coventina

Lake Suites

This Internship Report is submitted as a part of completing

Bachelor of Business Administration (BBA) degree in Tourism and Hospitality
Management, Pabna University of Science and Technology, Pabna-6600

Supervised by
Md. Ashikur Rahman Avi
Assistant Professor
Department of Tourism and Hospitality Management
Pabna University of Science and Technology, Pabna-6600

Submitted by
Md. Emdadul Haque Chowdhury
ID: 202116
Registration No: 1215089
Session: 2019-2020
Department of Tourism and Hospitality Management
Pabna University of Science and Technology, Pabna-6600

Date of Submission: 09th August, 2025

Linking Departmental Performance to Guest Satisfaction:
Evidence from Coventina Lake suites

Page i of vii
Acknowledgement

I would like to thank the teams that helped me successfully complete the research on the
project “Linking Departmental Performance to Guest Satisfaction: Evidence from
Coventina Lake suites”. I would like to express my respect and thankful to my teacher,Md.
Ashikur Rahman Avi , Assistant Professor of the Department, Department of Tourism and
Hospitality Management, Faculty of Business studies, Pabna University of Science and
Technology, for her continuous and effective guidance, encouragement and helpful
comments period the course of study. I am grateful to God for gave me brave and energy
to finish this report on time. Thanks to the food and beverage supervisor of Coventina
Lake suites for his cooperation and help in organizing the work, so that I can easily fit into
the work environment. As we all know, the training program is a very important and
meaningful program that allows me to gain experience that is equivalent to theoretical
knowledge, bridging the gap between theoretical knowledge and practical experience, It
helps me recognize the originality of what we have learned. Deficiencies in theoretical
knowledge can be compensated by practical knowledge in an appropriate field of study.
To make this concept a reality, Pabna University of Technology has launched a
comprehensive program called “Internship Program” at the end of the BBA program to
enhance the practical skill of the students.

Page ii of vii
Declaration

I am Md Emdadul Haque Chowdhury a student of Bachelor of Business Administration,

Department of Tourism and Hospitality Management. I declare that this internship report
has been written by me period the 8th April, 2025 to 7th July, 2025 under the valuable
guidance of Md. Ashikur Rahman Avi, Assistant Professor, Department of Tourism and
Hospitality Management, Faculty of Business studies, in fulfilment of the requirements for
the award of the degree of Bachelor of Business Administration (BBA). And I am declaring
that I have not submitted this internship report for any degree, diploma, title or recognition
before.

I have studied on the topic of “Linking Departmental Performance to Guest Satisfaction:

Evidence from Coventina Lake suites”.

-----------------------------------

Md Emdadul Haque Chowdhury

ID: 202116

Registration No: 1215089

Session: 2019-2020
4th year 2nd Semester

Departure of Tourism and Hospitality Management,

Pabna University of Science and Technology, Pabna-6600.

Page iii of vii

Internship Certificate

Page iv of vii
Letter of Transmittal

9th August, 2025

To
Rafatul Islam
Lecturer
Department of Tourism and Hospitality Management
Faculty of Business Studies
Pabna University of Science and Technology, Pabna.

Subject: Submission of the Internship report on “Linking Departmental Performance to

Guest Satisfaction: Evidence from Coventina Lake suites”.

Dear Sir,
I feel incredibly lucky to have had the chance to complete my internship report under your
direct supervision. It was a pleasure to work under your guidance, and I am grateful for the
experience. I will always be indebted to you for your support.

I have tried my best to follow your instructions for preparing this report on “Linking
Departmental Performance to Guest Satisfaction: Evidence from Coventina Lake suites”.
With your guidance throughout this study, I was able to gain new knowledge into the
process of conducting research and apply the theoretical knowledge I learned in the
classroom.

I would like to express my sincere appreciation and gratitude for your help in preparing
this report. I apologize in advance for any unintentional mistakes and am happy to answer
any questions you may have.

……………………..
Md Emdadul Haque Chowdhury
ID: 202116
Registration No: 1215089
Session: 2019-2020
4th year 2nd Semester
Departure of Tourism and Hospitality Management,
Pabna University of Science and Technology, Pabna-6600.

Page v of vii
Letter of Acceptance
This is to certify that Md Emdadul Haque Chowdhury is a student of the Department of
Tourism and Hospitality Management, Pabna University of Science and Technology. His
academic session 2019-2020 and class roll number is 202116, and registration is 1215089.
He has completed his three-month internship program as a Front Office, Housekeeping,
and Food & Beverage Service Trainee at Coventina Lake suites, Dhaka. On the basis of
his internship program, Md Emdadul Haque Chowdhury has prepared the report, which
seems original to me.

I wish him every success in life.

---------------------------------------
Md. Ashikur Rahman Avi
Assistant Professor
Department of Tourism and Hospitality Management
Pabna University of Science and Technology, Pabna-6600

Page vi of vii
Executive summary

This report examines the relationship between departmental performance and guest
satisfaction at Coventina Lake Suites, a mid-range hotel in Dhaka, Bangladesh. The study,
conducted during a twelve-week internship, explores how key departments—Front Office,
Housekeeping, and Food & Beverage (F&B) collaborate to influence overall guest
experiences. Coventina Lake Suites, known for its high standard of service and operational
sustainability, faces challenges such as communication gaps, service inconsistencies, and
infrastructure issues that impact guest satisfaction. The internship aimed to assess these
departmental interactions, identify service gaps, and propose improvements. Findings
indicate that while each department excels individually, inconsistencies, particularly in
check-in/check-out procedures, housekeeping timeliness, and F&B menu variety, affect
the guest experience. Although many guests expressed satisfaction, the overall guest
loyalty remained moderate, suggesting opportunities for improvement. Key
recommendations include enhancing interdepartmental coordination, improving staff
training on communication and emotional intelligence, upgrading infrastructure,
expanding guest amenities such as a bar/lounge and menu options, digitizing service
operations with a mobile concierge app, and launching loyalty programs to foster repeat
visits. This study emphasizes the importance of holistic departmental collaboration in
elevating guest satisfaction and brand loyalty, offering actionable insights to address
operational gaps and improve overall service quality.

Page vii of vii

Table of Contents

Chapter: 1 Introduction .................................................................................................................................. 3

1.1 Background of the Report .................................................................................................................. 2
1.2 Main Research Objective: ................................................................................................................... 3
1.2.1 Supporting Objectives: ................................................................................................................ 3
1.3 Scope and Limitations of the Internship........................................................................................ 4
1.3.1 Scope of the Internship ............................................................................................................... 4
1.3.2 Limitations of the Internship .................................................................................................... 4
Chapter: 2 Organizational Profile ................................................................................................................ 6
2.1 Overview of the Organization ........................................................................................................... 6
2.2 Objective of Coventina Lake Suits .................................................................................................... 6
2.3 Mission and Vision ................................................................................................................................ 7
2.3.1 Mission: ............................................................................................................................................ 7
2.3.2 Vision: ............................................................................................................................................... 8
2.4 Organization Structure ........................................................................................................................ 9
2.5 Products/Services............................................................................................................................... 10
Chapter: 3 Internship Activities and Responsibilities ........................................................................ 12
3.1 Internship Activities........................................................................................................................... 12
3.2 Key Learning Experiences ................................................................................................................ 15
3.3 Challenges Faced and How They Were Managed ..................................................................... 16
Chapter: 4 Research Component ............................................................................................................... 18
4.1 Literature Review ............................................................................................................................... 18
4.1.2 Theoretical Foundations .......................................................................................................... 18
4.3 The Problem of Service Delivery Gaps in Hospitality .............................................................. 19
4.4 Challenges in Maintaining Quality ................................................................................................. 19
4.5 Departmental Contributions to Guest Satisfaction................................................................... 20
4.5.1 Front Office ................................................................................................................................... 20
4.5.2 Housekeeping............................................................................................................................... 20
4.5.3 Food & Beverage Services ........................................................................................................ 21
4.6 Linking Departmental Performance to Guest Satisfaction ..................................................... 21
4.7 Research Gap ........................................................................................................................................ 22
Chapter: 5 Methodology ............................................................................................................................... 23
5.1 Research Methodology ...................................................................................................................... 23
5.2 Data Sources ......................................................................................................................................... 23
5.3 Sampling ................................................................................................................................................ 24
5.4 Data Analysis ........................................................................................................................................ 24
5.4.1 Quantitative Analysis................................................................................................................. 24
5.4.2 Qualitative Data Analysis: ........................................................................................................ 39
5.5 Findings.................................................................................................................................................. 42
5.5.1 Demographic Profile .................................................................................................................. 43
5.5.2 Departmental Performance Insights .................................................................................... 43
5.5.3 Guest Loyalty and Retention ................................................................................................... 43
5.5.4 Qualitative Themes from Stakeholder Perspectives ....................................................... 44
5.6 Discussion.............................................................................................................................................. 44
5.7 Departmental Performance as a Determinant of Guest Satisfaction .................................. 45
5.8 The Dual Nature of Food & Beverage Services .......................................................................... 45
5.9 Interdepartmental Coordination: A Catalyst for Enhanced Guest Experiences .............. 46
5.10 Operational Gaps and Infrastructure Deficiencies ................................................................. 46
5.11 Moderation of Guest Loyalty and Return Intentions............................................................. 46
5.12 Thematic Validation through Triangulation ............................................................................ 46
5.13 Strategic Implications for Service Enhancement ................................................................... 47
Chapter: 6 Conclusions and Recommendation ..................................................................................... 48
6.1 Conclusions ........................................................................................................................................... 48
6.2 Recommendations .............................................................................................................................. 48
6.3 Future Research Directions ............................................................................................................. 49
References: ....................................................................................................................................................... 51
Apendix .............................................................................................................................................................. 57
Questionnaire .............................................................................................................................................. 57
List of tables
Table 1: Gender............................................................................................................. 25
Table 2:Age ................................................................................................................. 25
Table 3: Educational Background ............................................................................. 26
Table 4: Purpose of Visit ............................................................................................. 27
Table 5: How many times have you dined at Coventina Lake suites............................. 27
Table 6: The front office staff greeted me warmly and professionally........................... 28
Table 7: Check-in and check-out processes were smooth and efficient.......................... 29
Table 8: Front desk staff handled my queries and concerns promptly............................ 30
Table 9: I received clear and helpful information during my stay................................... 31
Table 10: My room was clean and well-maintained........................................................ 31
Table 11: Housekeeping services were timely and efficient............................................ 32
Table 12: The housekeeping staff were polite and respectful ......................................... 33
Table 13: I was satisfied with the amenities and hygiene of my room ........................... 33
Table 14: The restaurant staff were friendly and attentive............................................... 34
Table 15: Food was served promptly and at the right temperature................................. 35
Table 16: The menu had adequate variety and accommodated dietary needs.................. 35
Table 17: The overall dining experience met my expectations........................................ 36
Table 18: I am satisfied with the overall quality of service at the hotel........................... 37
Table 19: All departments worked together efficiently during my stay........................... 37
Table 20: I will likely return to Coventina Lake Suites in the future.............................. 38
Table 21: I would recommend this hotel to others........................................................... 39
Table 22: Stakeholder Perception and Strategic Vision on the Departmental
Performance and Guest Satisfaction of Coventina Lake Suites....................................... 40
Chapter: 1 Introduction
Guest satisfaction is one the core Metric of the Hospitality Industry and as the hospitality
Industry is a Service Industry by itself and creating service in accordance with guest
satisfaction becomes the key to organizational success, Competitive Advantage and
Continuous Growth. In the fast-moving landscape of service-driven industries, hotels need
to ensure that insider functions, be it Front Office, Housekeeping, or Food & Beverage
(F&B), work harmoniously towards aligning for a unified guest experience. Today, the
guest expectations cannot be fulfilled merely by individual area service excellence rather
they are dictated by the overall and expert level of performance over multicolor
departmental touchpoints. The interplay of these service units is key to creating great
experiences which ultimately link to guest loyalty, positive word-of-mouth and
establishment brand image.

The available research on excellence in service quality has largely emphasized assessments
of each department contribution via the frameworks like SERVQUAL (Parasuraman et al,
1988) and Expectancy Disconfirmation Theory (Oliver, 1980). These models help to find
the service gaps but they do not consider the dependency between departments as well as
the overall guest experience. Second, the emotional, cultural, and experiential dimensions
of guest perceptions important features of guest insights in boutique and midscale hotels
have been neglected, particularly in emergent countries such as Bangladesh.

Even though many hotel brands preach service excellence, operational challenges such as
fragmented workflows, communication breakdowns, and inconsistent service standards
plague their operations. Employee turnover, interdepartmental silos, and infrastructural
challenges only compound these problems, resulting in reduced guest satisfaction. Mid-
range hotels are particularly challenged in this realm due to limited resources at play, which
can exacerbate these issues and make it all the more difficult for them to unite their
departments, or adequately prepare and present themselves for incoming guests (and the
inevitable guest-facing moments to come).

A key mid-range hotel in Bangladesh is Coventina Lake Suites which serves as an

appropriate setting for examining the implications of departmental synergy for overall

Page 1 of 59
satisfaction of the guests. The initial findings also imply service excellence in various
departments, yet interdepartmental misalignments would still cause inconsistencies to
produce a low-performing guest experience. This circumstance highlights the importance
of service delivery to be viewed from an integrated perspective, combining departmental
performance as well as interoperability between different operational entities.

In light of the lack of research considering departmental office constructs in middle ground
hospitality settings, this research intent aimed to take departments as a collective whole, to
better assess how its performance as a whole to guest satisfaction in Coventina Lake Suites.
Using a mixed-methods approach, the study combines quantitative analysis with
qualitative data to capture the complexity of service interactions and their effects on guest
perceptions.

1.1 Background of the Report

The hospitality industry, as a service-intensive sector, is fundamentally driven by guest

satisfaction—an outcome shaped not only by isolated departmental performance but also
by the cumulative effect of coordinated service delivery across departments. In recent
years, the importance of aligning internal operational efficiency with guest expectations
has gained increased attention, particularly within boutique and mid-range hotels where
resource limitations and organizational silos often hinder seamless service experiences.

Coventina Lake Suites, a mid-scale hotel located in Dhaka, Bangladesh, operates in this
challenging landscape. As a flagship property of the Opex & Sinha Group, the hotel strives
to offer high-quality accommodations and personalized guest experiences while
maintaining operational sustainability. Despite its commitment to service excellence,
internal challenges such as communication gaps, inconsistent service delivery, and
infrastructural limitations continue to affect the overall guest journey.

This report originates from a twelve-week internship program designed to provide hands-
on exposure to various functional departments Front Office, Housekeeping, and Food &
Beverage (F&B) within Coventina Lake Suites. The internship allowed for immersive

Page 2 of 59
learning across departmental boundaries and offered unique insights into the ways different
teams contribute to, and sometimes undermine, guest satisfaction.

Through direct participation in operational tasks, observations, and structured training

modules, the intern identified several recurring themes: the significance of cross-functional
coordination, the impact of service personalization, and the operational bottlenecks that
disrupt the guest experience. These insights, supported by both primary data collection and
academic literature, form the foundation of this research.

By investigating the link between departmental performance and guest satisfaction, this
study aims to fill a critical gap in hospitality literature particularly in the context of
emerging economies like Bangladesh where much of the existing research treats service
departments in isolation. The mixed-methods approach adopted herein facilitates a
nuanced understanding of both the quantitative impact of departmental output and the
qualitative dimensions of guest experience, offering practical implications for service
enhancement and managerial strategy.

1.2 Main Research Objective:

To examine how the coordination and performance of key operational departments (Front
Office, Housekeeping, and Food & Beverage) influence overall guest satisfaction at
Coventina Lake Suites.

1.2.1 Supporting Objectives:

1. To assess the individual performance of the Front Office, Housekeeping, and Food
& Beverage departments in delivering quality service.
2. To analyze how interdepartmental coordination affects the consistency and
efficiency of service delivery.
3. To identify service delivery gaps and operational challenges arising from
communication and workflow inefficiencies among departments.
4. To explore guest perceptions regarding the emotional, cultural, and experiential
aspects of service that contribute to overall satisfaction.
5. To recommend strategic interventions aimed at improving cross-departmental
collaboration and enhancing guest satisfaction in mid-range hotels.

Page 3 of 59
1.3 Scope and Limitations of the Internship
1.3.1 Scope of the Internship

This internship was conducted over a twelve-week period at Coventina Lake Suites, a mid-
range hotel located in Dhaka, Bangladesh. The scope of the internship encompassed
exposure to core operational departments Front Office, Housekeeping, and Food &
Beverage (F&B) with the objective of understanding how departmental performance and
interdepartmental coordination influence guest satisfaction.

Key components within the scope included:

• Observation and participation in routine departmental operations, including

guest service, event coordination, room maintenance, and restaurant management.
• Training under departmental heads, including orientation sessions, operational
briefings, and hands-on task assignments.
• Interaction with hotel guests and staff to gain insight into service expectations,
communication protocols, and operational workflows.
• Collection of both quantitative and qualitative data through guest surveys and
staff interviews, contributing to a mixed-methods research project.
• Evaluation of service quality frameworks (e.g., SERVQUAL, Expectancy
Disconfirmation Theory) in the context of a Bangladeshi boutique hotel.

This internship not only facilitated experiential learning but also provided a research-
oriented platform to investigate real-world challenges in hospitality management.

1.3.2 Limitations of the Internship

Despite its comprehensive nature, the internship faced several limitations that may have
influenced the depth and generalizability of findings:

1. Time Constraints: The internship spanned only twelve weeks, which limited
prolonged observation of long-term operational trends, seasonal guest behaviors,
and managerial decision-making processes.

Page 4 of 59
2. Single-Site Context: The research was confined to one hotel property Coventina
Lake Suites—restricting the ability to compare findings across different hotel
categories (e.g., luxury, budget) or geographical locations.
3. Limited Access to Confidential Data: Certain financial, HR, and strategic
planning documents were inaccessible due to confidentiality policies, restricting a
complete understanding of back-end operations and performance metrics.
4. Guest Sample Size: The number of surveyed guests was limited, potentially
affecting the statistical robustness and representativeness of the quantitative
findings.
5. Language and Cultural Barriers: Communication challenges with certain staff
and guests occasionally hindered data collection and may have influenced the
accuracy of qualitative insights.
6. Internship Status: As a student intern, authority to influence or intervene in real-
time operational decisions was limited, making the role primarily observational in
certain high-level or sensitive scenarios.

Page 5 of 59
Chapter: 2 Organizational Profile
2.1 Overview of the Organization
A team of highly experienced professionals are engaged to operate this hotel to provide
ethical services to your guests for their comfort.

Coventina Lake Suite, the flagship hospitality venture of Opex & Sinha Group, stands as a
testament to their commitment to excellence. Situated at the picturesque corner of Gulshan
Lake, Coventina offers its guests an unparalleled experience amidst the breathtaking beauty
of nature. The panoramic view of the city adds an extra dimension to the stay, enhancing
the overall living experience.

Conveniently located in the heart of the country's capital, Gulshan. Coventina is a mere
nine kilometers away from the Hazrat Shah Jalal International Airport. This strategic
positioning makes it an ideal choice for business and diplomatic travelers.

At Coventina, guest comfort is of utmost importance. The establishment boasts 42 rooms,

consisting of 28 meticulously designed apartments and 14 deluxe rooms. Each space has
been thoughtfully crafted to ensure a comprehensive and enjoyable experience for every
guest.

With its prime location, stunning views, and carefully curated room offerings, Coventina
Lake Suite sets a new standard in hospitality, providing guests with an unforgettable stay
considering your day to day business needs we are so glad to offer you our exclusive
corporate rates for your esteemed organization and delegates.

2.2 Objective of Coventina Lake Suits

The objectives of Coventina lake suits encompass various aspects of responsible and
sustainable business management. These objectives are as follows:

❖ Responsible and Restorative Business Management:

Coventina lake suits aims to enhance business practices across the organization by
prioritizing the well-being of people, the planet, productivity, and overall profit.
The objective is to create a positive impact on all stakeholders and promote a
sustainable approach to business.

Page 6 of 59
❖ Food Security:
The hotel seeks to establish a healthy food system that recognizes the significance
of food as a vital and celebratory component of our lives. The objective is to ensure
access to nutritious and culturally relevant food while promoting sustainable
sourcing and consumption practices.
❖ Positive and Clean Energy Management:
coventina lake suits is committed to reducing its carbon footprint by implementing
innovative clean and renewable energy sources, resources, and technologies. The
objective is to transition to more sustainable energy practices and contribute to a
cleaner environment.
❖ Responsible Water Management:
The hotel aims to improve its water footprint impact by focusing on the production,
usage, and consumption of water throughout its management and operations. This
includes responsible sourcing and supply chain management to minimize water
wastage and promote efficient water usage.
❖ Zero Waste Management:
Coventina lake suits strives to efficiently manage waste through a zero waste
management approach. The objective is to minimize waste generation and prioritize
practices such as up cycling and remanufacturing, ensuring minimal environmental
impact.

2.3 Mission and Vision

2.3.1 Mission:
Coventina lake suits aims to enhance the lives of our clients by providing exceptional
vacation and relaxation experiences. We strive to offer services of the highest quality,
ensuring that our guests have no other option but to choose our brand. By improving our
clients' lives and delivering premium services, we establish ourselves as a valuable
institution in the long run. Our focus is on creating and facilitating extraordinary vacation
and leisure experiences that exceed the expectations of our target customers. From
luxurious accommodations to top-notch amenities, Coventina lake suits ensures that every
aspect of our guests' experience is filled with comfort and enjoyment. This commitment

Page 7 of 59
has allowed us to build a strong brand name and reputation, making our strategy a
resounding success.

2.3.2 Vision:
For nearly a century, Coventina lake suits has achieved continuous success on a global
scale. Our vision statement reflects our aspirations:

"To become the world's preferred travel company".

Through our brand development, prominence, and customer-oriented approach, we have

positioned ourselves as the preferred choice for travelers worldwide. Our commitment to
excellence and delivering exceptional experiences has made us the leading travel
organization globally.

Page 8 of 59
2.4 Organization Structure

Figure 1: Organization Structure

Page 9 of 59
2.5 Products/Services
Number of Rooms: 42

Serial No Room Type Number Of Room

1 Crown Suite 14
2 Executive Suite 14
3 Super Deluxe 7
4 Deluxe 5
5 House Use 2

All of our rooms at Coventina Lake Suite are equipped with a range of common
facilities designed to enhance the comfort and convenience of our guests. These
include:

❖ Free Wi-Fi: Stay connected with complimentary high-speed internet access

throughout the premises.
❖ Free Parking: Convenient parking spaces are available for our guests at no
additional cost.
❖ Family rooms: We provide spacious and comfortable accommodations suitable for
families.

In addition to the common facilities, Coventina Lake Suite offers a selection of

popular services to further enhance your stay, including:

❖ Swimming pools: Enjoy a refreshing swim in our pristine swimming pools.

❖ SPA: Indulge in rejuvenating spa treatments to relax and unwind.
❖ Gymnasium: Stay active and maintain your fitness routine at our well-equipped
gymnasium.

Our rooms are furnished with a range of amenities to ensure a pleasant and enjoyable
experience. These room facilities include:

• Telephone: Stay connected with the availability of telephones in each room.

• Air conditioning: Enjoy a comfortable temperature-controlled environment.

Page 10 of 59
• Balcony: Some rooms feature a private balcony to enjoy the surrounding views.
• Refrigerator: Keep your refreshments and snacks chilled with the in-room
refrigerator.
• Walk-in closet: Convenient storage space for your belongings.
• Ironing facilities: Ironing equipment is provided for your convenience.
• Sitting area: Relax and unwind in a designated seating area.
• CD Player: Enjoy your favorite music with the in-room CD player.
• Sofa: Additional seating arrangement for your comfort.
• Clock: Keep track of time with a clock provided in the room.
• Clothes rack: Conveniently hang and organize your clothes.
• TV Electric pot: Enjoy in-room tea and coffee facilities.
• Cable channels: Access a wide range of television channels for entertainment.
• Wake-up service: Request a wake-up call to start your day promptly.

For your convenience, we offer cleaning services such as:

✓ Ironing service: Get your clothes professionally ironed.

✓ Dry cleaning: Avail dry cleaning services to keep your garments fresh and clean.
✓ Laundry service: Take advantage of our laundry service to keep your clothes tidy
and presentable.

At Coventina Lake Suite, we strive to provide a comfortable and enjoyable stay for our
guests, offering a comprehensive range of amenities and services to cater to your needs.

Page 11 of 59
Chapter: 3 Internship Activities and Responsibilities
3.1 Internship Activities
The internship at Coventina Lake Suites was a comprehensive twelve-week program
designed to offer interns a deep understanding of hotel operations across various
departments. The program was conducted under the close supervision of the Executive
Director, with well-planned training modules prepared in advance by department heads.
This structured approach ensured a rich combination of theoretical learning and practical
exposure, helping interns become familiar with the core functions of the hospitality
industry.

Week 01: Orientation & F&B Department Introduction

The first week began with an orientation session conducted by the Food and Beverage
team, including F&B Manager Mr. Sojib Hasan. During this period, I was introduced to
the organizational structure of the Food and Beverage department and familiarized with
the departmental roles and responsibilities. The session emphasized team coordination,
work ethics, and the fast-paced environment that defines the hospitality service sector.

Week 02: Operational Challenges in F&B

During the second week, the focus shifted to understanding the operational challenges
faced by the Food and Beverage department on a daily basis. Through active observation
and interactive discussion, I learned how staff members manage guest expectations, resolve
complaints, and ensure smooth service flow. I was also introduced to training materials,
including videos and manuals, that bridged the gap between textbook knowledge and real-
life hotel scenarios.

Week 03: Practical Exposure in On-Site Restaurant

In the third week, I was assigned practical duties in the main restaurant at Coventina Lake
Suites. I actively participated in mise en place tasks and closely observed the service
procedures. Watching the restaurant managers interact with guests and lead service teams
enhanced my understanding of customer relationship management and staff coordination.

Page 12 of 59
I also toured other Food and Beverage outlets and received printed training documents to
reinforce my learning.

Week 04: Front-of-House Service Basics

The fourth week was dedicated to front-of-house service training. I learned the proper
procedures for receiving phone calls, handling reservations, and welcoming guests
professionally. My duties included assisting in restaurant cleaning and table clearance. This
week taught me the importance of presentation, communication, and maintaining
cleanliness to deliver a positive first impression to guests.

Week 05: Banquet and Event Service

Week five introduced me to banquet and event service management. I learned how to
prepare dining areas for events, manage service during ongoing functions, and restore
setups after completion. I was also assigned to assist in a wedding event hosted at the hotel,
where I gained valuable hands-on experience by working alongside banquet staff until the
event concluded.

Week 06: Beverage Service & Upselling Techniques

During the sixth week, I was trained in beverage service techniques. I learned about various
types of drinks, both alcoholic and non-alcoholic, served at the hotel. I practiced proper
glassware use, pouring methods, and beverage pairing techniques. This week also
introduced me to upselling strategies used by service staff to enhance guest experience and
increase revenue.

Week 07: Room Service Operations

The seventh week focused on room service operations. I assisted in preparing room service
orders, delivering them to guest rooms, and collecting trays post-meal. The experience
highlighted the importance of timing, accuracy, and communication between the kitchen
and room service team to maintain high standards of hospitality.

Page 13 of 59
Week 08: Front Office Induction

Week eight marked my introduction to the Front Office Department, under the guidance of
Mr. Monir Hossen. At first, I found it slightly overwhelming to keep up with the pace of
front desk operations, but with his support and that of his team, I quickly adapted. I was
trained on the check-in and check-out process, using the hotel’s custom software system.
Despite its uniqueness, I learned that the core concepts were consistent with standard hotel
practices.

Week 09: Reservation & Guest Communication

In the ninth week, I delved deeper into the responsibilities of front desk personnel. Under
the continued supervision of Mr. Monir Hossen, I learned how to manage reservations
using the property management system, set wake-up calls, and handle various guest
inquiries. I also gained insight into how the front office serves as a central communication
hub, ensuring seamless coordination with other departments.

Week 10: Night Auditing & Billing Procedures

The tenth week focused on financial procedures and auditing tasks. I was trained on how
to process guest check-outs, handle payment method changes, and manage refund requests.
I observed the night auditing process and how guest folios are arranged for documentation.
Communication with the concierge and security departments helped me understand how
guest transactions are finalized professionally and securely.

Week 11: Housekeeping Induction

Week eleven marked the beginning of my training in the Housekeeping Department,

supervised by Mr. Mamun Reja. I was introduced to the departmental structure and
instructed on the importance of room cleanliness and presentation. I was trained on bed-
making procedures, preparing rooms for new arrivals, and using various cleaning agents
safely and efficiently.

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Week 12: Guest Room Management & Interdepartmental Coordination:

In the final week of the internship, the focus was on interdepartmental coordination within
the housekeeping unit. I assisted in delivering room supplies, preparing checklists for room
attendants, and ensuring rooms were ready for occupancy. I learned that housekeeping is
one of the most physically demanding yet guest-sensitive departments, requiring speed,
attention to detail, and discretion.

3.2 Key Learning Experiences

1. Cross-Departmental Service Insight

The internship offered a rotational structure across Front Office, Housekeeping, and
Food & Beverage (F&B) departments. This cross-functional exposure helped
develop a holistic understanding of how each unit contributes to the guest journey.

2. Real-World Application of Theories

Through practical tasks and training, I was able to bridge academic models like
SERVQUAL and Expectancy Disconfirmation Theory (EDT) with real-life hotel
operations. For example, service reliability and empathy were observed in guest-
facing interactions during check-in/check-out and room service.

3. Hands-On Operational Training

Experiences such as event management, banquet service, restaurant upselling, and

night auditing honed I technical skills in guest service, cash handling, and
complaint resolution skills critical for mid-range hotel management.

4. Interdepartmental Coordination Importance

The critical role of communication and coordination across departments was clearly
observed. Positive guest experiences were often tied to synchronized efforts
between the front office, housekeeping, and F&B validating the importance of
operational synergy.

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5. Customer Relationship Management (CRM)

Learning how to manage reservations, special requests, and guest concerns

(especially via property management systems) improved your understanding of
personalized service, a key factor in enhancing guest satisfaction and loyalty.

6. Cultural Sensitivity and Emotional Intelligence

I gained deeper insights into guest expectations, including emotional and cultural
sensitivities essential in a boutique setting where service personalization defines
the guest experience.

3.3 Challenges Faced and How They Were Managed

1. Language Barriers

Some communication challenges occurred, particularly with guests and staff from
different linguistic backgrounds. These were managed by relying on non-verbal
cues, assistance from bilingual staff, and learning key hospitality phrases.

2. Technical and Infrastructural Issues

Challenges such as inconsistent air-conditioning, no soundproofing, and low water

pressure affected the service quality. While interns could not fix these directly, they
reported such issues to supervisors and learned how maintenance coordination
impacts guest perception.

3. Time Constraint for Long-Term Assessment

The 12-week internship limited your ability to observe seasonal trends or long-term
service evolution. To address this, you used triangulation—combining qualitative
interviews with real-time quantitative guest feedback to draw richer conclusions.

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4. Limited Access to Strategic Documents

Confidential HR or financial data were inaccessible due to company policy. To manage

this, you focused on operational insights and observational data to draw practical and
strategic conclusions.

5. High Service Variability

Inconsistent guest satisfaction scores across departments (e.g., only 50% overall
satisfaction in some areas) pointed to variable service quality. This challenge
highlighted the importance of standard operating procedures (SOPs) and regular
staff training—reflected in your final recommendations.

6. Initial Overwhelm During Front Office Training

The fast-paced nature of front desk operations initially felt overwhelming. This was
gradually overcome with support from supervisors, structured task delegation, and
hands-on exposure to check-in/check-out and reservation systems.

7. Internship Role Limitations

As an intern, i lacked decision-making authority, especially in high-level service

failures. This limitation was navigated by focusing on observational learning,
documenting processes, and making constructive feedback suggestions in your
report.

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Chapter: 4 Research Component
4.1 Literature Review
4.1.2 Theoretical Foundations
SERVQUAL Model

The SERVQUAL model, developed by Parasuraman, Zeithaml, and Berry (1988), remains
a cornerstone in service quality research, particularly in the hospitality industry
(Parasuraman et al., 1988). It evaluates service delivery across five key dimensions:
tangibles (physical facilities and appearance), reliability (ability to perform promised
services), responsiveness (willingness to help customers), assurance (knowledge and
courtesy of employees), and empathy (individualized attention to guests). Numerous
studies have applied SERVQUAL to assess performance in departments such as the Front
Office and Housekeeping, where service tangibles and reliability often directly impact
guest satisfaction (Dewi et al., 2022; Mosikatsana, 2022). The model enables service
managers to systematically identify gaps between guest expectations and perceived service
outcomes (Asgeirsson et al., 2024; Tissera & De Silva, 2021).

Expectancy Disconfirmation Theory (EDT)

Expectancy Disconfirmation suggests that customer satisfaction is a result of the difference

between expectations and perceived performance. If the perceived performance exceeds
expectations, positive disconfirmation leads to satisfaction; if it falls short, dissatisfaction
occurs (Oliver, 1980). In the hotel context, departments such as Food & Beverage and
Housekeeping are evaluated on how well the services delivered align with what guests
anticipated before arrival an approach grounded in the Expectancy‑Disconfirmation
Theory framework (Oliver, 1980) and supported by recent hospitality research highlighting
guest satisfaction gaps in these departments (Abdullah et al., 2023; Ahmad, 2024; Llego et
al., 2022). EDT has been extensively used to understand satisfaction in hotels, especially
in measuring post-stay reviews and understanding return guest behavior (Elshaer et al.,
2025).

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Guest Experience and Satisfaction Frameworks

Modern guest satisfaction models emphasize a holistic view that includes emotional,
cognitive, and physical components of guest experience (Souki et al., 2023). Beyond
tangible service delivery, factors such as ambiance, staff attitude, and emotional resonance
also shape the guest’s memory and loyalty (Gunawardana et al., 2024; Souki et al., 2023).
These frameworks connect departmental performance especially F&B personalization and
housekeeping responsiveness with memorable experiences, showing how each operational
area contributes to guest perception (Talukder et al., 2023)

4.3 The Problem of Service Delivery Gaps in Hospitality

Service Inconsistencies Across Departments

One of the most persistent challenges in hospitality management is the lack of

synchronization across departments, which often leads to fragmented service delivery
(Akarsu et al., 2022). Guests interact with multiple departments throughout their stay
beginning with the front office, followed by housekeeping, and food and beverage services
(Yilmaz, 2018). However, a lack of coordination between these departments can result in
service inconsistencies that damage the overall guest experience (Deshpande et al., 2024;
Wilson, 2025). For instance, a delayed room turnover by housekeeping can create check-
in bottlenecks at the front desk, or miscommunication between departments may cause
incomplete or delayed service fulfillment (Widiastini, 2024). Such misalignments in
departmental operations often lead to negative guest perceptions, even when one
department performs well, because the guest experience is shaped by the entire service
journey, not isolated interactions (Singgalen, 2025; Kazakov et al., 2025).

4.4 Challenges in Maintaining Quality

Maintaining consistent service quality is further complicated by operational realities such
as high staff turnover, especially in labor-intensive departments like housekeeping and
food & beverage (Huo, 2018; Ghani et al., 2022). High turnover disrupts service
consistency, lowers productivity, and imposes additional burdens on training and
supervision (Dogru et al., 2023; Grobelna & Tokarz-Kocik 2025). Moreover, ineffective
communication between departments such as a lack of real-time updates between front

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office and back-of-house teams can lead to service delays, overlooked guest requests, and
avoidable dissatisfaction (Deshpande et al., 2024). These breakdowns are particularly
problematic in properties that lack integrated property management systems or structured
cross-departmental workflows (Patafta & Milohnić, 2022). Consequently, the overall
quality of service becomes inconsistent, reducing guest satisfaction and loyalty over time
(Pandiangan et al., 2024).

4.5 Departmental Contributions to Guest Satisfaction

4.5.1 Front Office
The Front Office serves as both the first and final point of contact during a guest’s stay,
making it a critical determinant of overall satisfaction (Kanwar et al., 2023; Wijaya et al.,
2024). According to (Wijaya et al., 2024) guest impressions are significantly shaped by
front desk interactions, including the efficiency of check-in/check-out processes, staff
professionalism, and the ability to resolve issues effectively. Recent studies have confirmed
that front office staff behavior and communication skills greatly influence satisfaction
levels, as these employees function as both service providers and experience facilitators
(Tagah et al., 2024; Bigwanto et al., 2024). Additionally, concierge services, when
executed attentively, contribute to positive emotional engagement and guest loyalty
(Forman & Udvaros, 2023; Krstić, 2025 ).

4.5.2 Housekeeping
Housekeeping performance is a primary factor in guest satisfaction, particularly regarding
cleanliness, hygiene, and room readiness (Ahmad, 2024). As Bhowmik et al., (2024)
established, guests often judge hotel quality based on the state of their accommodations.
Cleanliness remains one of the most frequently mentioned criteria in online guest reviews
and is directly linked to return intentions and brand perception (Singgalen, 2024). Frequent
complaints related to unclean rooms, missing amenities, or poor hygiene can override
positive experiences in other departments (Kazakov et al., 2025). Post-pandemic,
heightened sensitivity toward sanitization standards has made housekeeping excellence
more crucial than ever (Ha & Shin, 2022).

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4.5.3 Food & Beverage Services
The Food and Beverage (F&B) department is another vital touchpoint that contributes
significantly to guest satisfaction (Abdullah et al., 2023). Manal et al., (2024) found that
the quality, speed, and personalization of food service are strong predictors of overall
dining satisfaction and likelihood of repeat visits. Personalized dining experiences such as
attention to dietary needs, menu variety, and local cuisine offerings enhance both emotional
and functional satisfaction (Zrnić, 2024). Moreover, innovations in menu design,
presentation, and responsiveness of staff foster stronger guest engagement, particularly in
leisure and boutique hotels where dining is often a memorable part of the overall
experience (Truong et al., 2020).

4.6 Linking Departmental Performance to Guest Satisfaction

Linking departmental performance to guest satisfaction requires recognizing that the guest
experience is shaped holistically across multiple touchpoints, rather than being the sum of
isolated departmental interactions (Antolín, 2024). Recent studies emphasize that cross-
functional excellence where departments like Front Office, Housekeeping, and Food &
Beverage (F&B) operate in alignment is essential for enhancing perceived service quality
and satisfaction (Sumaneeva et al., 2018). For instance, an efficient check-in process may
be rendered ineffective if the assigned room is not cleaned or equipped properly (Fatimah
et al., 2024). Similarly, prompt F&B service loses impact if housekeeping fails to replenish
in-room amenities (Bhatnagar & Nim, 2019). (Deshpande et al., 2024) highlights that guest
satisfaction is a function of both individual service delivery and interdepartmental synergy,
where delays or failures in one area can disrupt the entire service chain. Moreover,
department-specific performance metrics are often limited in scope, as they overlook the
integrated nature of hospitality operations and how guests evaluate their stays based on
overall smoothness and emotional resonance (Singgalen, 2024). As such, guest satisfaction
is better enhanced when hotels focus on synchronizing departmental efforts, using a shared
service vision and collaborative workflows (Narendratama & Wijoyo, 2025).

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4.7 Research Gap
While numerous studies have examined service quality in the hospitality industry, most
focus on individual departments such as Front Office, Housekeeping, or Food & Beverage
in isolation (Wijaya et al., 2024; Ahmad, 2024). However, guest satisfaction is shaped by
the overall experience, which depends on how well these departments work together. The
lack of research on interdepartmental coordination and its impact on guest satisfaction
presents a significant gap (Deshpande et al., 2024; Singgalen, 2025). Moreover, widely
used frameworks like SERVQUAL and Expectancy Disconfirmation Theory primarily
measure expectation-performance gaps but often overlook emotional, cultural, and
experiential aspects of guest satisfaction particularly important in boutique hotel settings
(Souki et al., 2023; Gunawardana et al., 2024). There is a need to adapt these models for
more holistic evaluation in localized contexts like Bangladesh. Additionally, few studies
explore how communication breakdowns and workflow disruptions between departments
directly affect service consistency. The role of digital tools in improving coordination also
remains underexamined (Patafta & Milohnić, 2022). Furthermore, guest-centered
qualitative insights such as from reviews or interviews are rarely used to understand service
gaps.

Therefore, this study addresses these gaps by examining how the combined performance
of departments and their coordination influence guest satisfaction at Coventina Lake
Suites.

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Chapter: 5 Methodology
5.1 Research Methodology
This study is mixed method, utilising a combination of qualitative and quantitative methods
to fully investigate the relationship between departmental performance and guest
satisfaction in the case of Coventina Lake Suites.

The mixed-method design allows for collection of statistical data and deeper contextual
insights, which is consistent with Creswell & Plano Clark, (2018) who argue that mixed
methods contain a broader range of tools and provide a more comprehensive view of
human life compared to using one method alone. This is also further supported by
Tashakkori & Teddlie (2010) when saying that when research questions asks about "what"
(quantitative) and "how/why" (qualitative) then this is optimal. Additionally, triangulation,
or cross-validation of findings across data types (Denzin, 2012) adds strength to the validity
of this approach.

5.2 Data Sources

The current study is based on both primary and secondary data sources to study the
relationship between departmental performance and guest satisfaction at Coventina Lake
Suites.

A mixed-method data collection in the form of survey questionnaires and semi-structured

interviews were administered in a hotel with individuals directly or indirectly involved in
the service delivery process. The respondents were hotel guests, front office personnel,
housekeeping, and food & beverage team members. We used purposive sampling, since
we needed the participants with relevant experience and insight. All respondents signed an
informed consent after the researcher explained the study aims before participat ion.

Secondary data was used to contextualize and support the primary findings. Data were
extracted from peer reviewed journals, hospitality management books, industrial reports,
and websites (those websites available in Google Scholar), and were related to service

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5.3 Sampling
Purposive sampling was used to select participants who could provide rich and relevant
insights into the relationship between departmental performance and guest satisfaction at
Coventina Lake Suites. As Patton, (2015) notes, purposive sampling is ideal for identifying
individuals who possess in-depth knowledge about the research topic. Etikan et al. (2016)
emphasize that this method allows the researcher to select participants capable of
delivering high-quality, pertinent data. Furthermore, by choosing individuals aligned with
the study’s objectives, the sampling promotes theoretical depth (Palinkas et al., 2015).
A total of 30 semi-structured interviews were conducted with key stakeholder, including
guests. Data saturation was reached when no new themes emerged, confirming that the
sample size was sufficient for the qualitative component.
For the quantitative survey, [insert number] structured questionnaires were distributed
among hotel guests of Coventina Lake Suites. Participants were purposively selected to
ensure that responses reflected a diverse range of experiences related to departmental
service delivery and overall satisfaction.

5.4 Data Analysis

5.4.1 Quantitative Analysis
Quantitative data from surveys were analyzed using SPSS, applying descriptive and
inferential statistics to examine the relationship between departmental performance and
guest satisfaction. Qualitative data from interviews were analyzed using thematic anal ysis,
identifying key patterns and themes related to service quality across departments at
Coventina Lake Suites.

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Table-01 Gender

Valid
Frequency Percent Percent Cumulative Percent

Valid Female 9 30.0 30.0 30.0

Male 20 66.7 66.7 96.7

Female 1 3.3 3.3 100.0

Total 30 100.0 100.0

Table 01 indicates that a predominant 66.7% of respondents are male, reflecting a

significant male representation in the survey sample, possibly indicating male dominance
in business or leisure travel patterns. Female respondents account for 30%, representing a
notable yet lesser presence in the sample. An additional 3.3% marked 'Male*', suggesting
either a data entry inconsistency or a non-binary identification that was miscoded. The
sample skews towards male participants, which may influence perceptions regarding
service expectations and satisfaction levels.

Table-02 Age

Cumulative
Frequency Percent Valid Percent Percent

Valid 20-30 3 10.0 10.0 10.0

30-40 9 30.0 30.0 40.0

40-50 11 36.7 36.7 76.7

50-60 7 23.3 23.3 100.0

Total 30 100.0 100.0

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Table 02 reveals that the largest demographic group is aged 40–50, comprising 36.7% of
respondents, signifying an experienced and possibly decision-making clientele with higher
expectations regarding service quality. The 30–40 age group follows with 30%,
representing professionally active individuals with disposable income. Respondents aged
50–60 make up 23.3%, indicating a mature segment that may prioritize comfort and
personalized service. Only 10% belong to the 20–30 age bracket, suggesting limited
representation from younger demographics. The sample leans towards a mature audience,
which could influence service evaluation in terms of professionalism and efficiency.

Table-3 Educational Background

Valid Cumulative
Frequency Percent Percent Percent

Valid Bachelors Degree 9 30.0 30.0 30.0

Secondary 1 3.3 3.3 33.3

Masters Degree or 19 63.3 63.3 96.7

Higher

Higher Secondary 1 3.3 3.3 100.0

Total 30 100.0 100.0

As shown in Table 03, most of the sample (63.3%) hold a Master Degree or above,
suggesting that the participants selected for this study are a highly educated group
graduated from the advanced level of Academics. Closer still, we see that 30% of
respondents have a Bachelor’s Degree, indicating a substantial portion educated to
university level. In contrast, 3.3% of respondents are Higher Secondary and 3.3% are
Secondary, a very small percentage of individuals with mere academic qualifications. This
distribution reveals a primarily postgraduate-educated cohort, which is likely to affect the
way they think, analyse information, and their expectations regarding service quality and
efficiency.

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Table-4 Purpose of Visit

Valid Cumulative
Frequency Percent Percent Percent

Valid Business 21 70.0 70.0 70.0

Family 5 16.7 16.7 86.7

Leisure 4 13.3 13.3 100.0

Total 30 100.0 100.0

Table 04 illustrates that business travelers dominate the sample, comprising 70% of
respondents, indicating a clientele segment that prioritizes efficiency, professionalism, and
convenience in service delivery. Family visitors represent 16.7%, suggesting a smaller yet
important segment that may focus on amenities and family-friendly services. Leisure
travelers account for 13.3%, reflecting a limited proportion of guests seeking recreational
experiences. The overwhelming business-oriented sample may influence service
expectation trends towards corporate efficiency and functionality.

Table-5 How many times have you dined at Coventina Lake suites?

Valid Cumulative
Frequency Percent Percent Percent

1. Service Excellence Across Departments: One thing that stood out the participants
noted universally was that the professionalism of the front office staff, seamless
check-in/check-out and attentive housekeeping were all highly praised.
Respondents from across departments talked about how staff were proactive and

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could effectively coordinate tasks with each other, helping increase guest
satisfaction.
2. Unique Experiences and Personal Touches: It was clear that novel experiences
rooftop BBQ with lake views and personalized acts remember the guests'
preferences enhanced their experience of their stay. This attention to these little
details helped in creating a feeling of being at home and greatly boosted the
hospitality.
3. Operational Gaps and Service Shortcomings: While feedback was mostly
positive, some operational deficiencies were found. The guests also noted a few
points of improvement including not having a specific bar/lounge space, wider
menu selection, language barriers amongst some of the staff, infrastructural issues
(no soundproof rooms, lack of water pressure, inconsistent air-conditioning) etc.
4. Interdepartmental Impact on Guest Experience: The interviews indicated that
the synchronization across departments — especially between front office,
housekeeping, and F&B directly impacted the seamlessness of guest experiences.
With seamless communication within teams, guests were attended to quickly,
improving the level of satisfaction.
5. Suggestions for Service Enhancement: Improvements suggested by stakeholders
include: a bar/lounge; menu expansion; improved staff language training; improved
fitness facilities; a digital concierge app; and loyalty programs. These were viewed
as necessary improvements to help enhance the intimate experience enjoyed by
guests at Coventina Lake Suites.

Table No 22: Stakeholder Perception and Strategic Vision on the Departmental

Performance and Guest Satisfaction of Coventina Lake Suites.

Theme Keywords Insights from Participants

Front office resolution, Guests consistently praised the

Service Excellence housekeeping efficiency of front office staff in
Across Departments coordination, staff handling check-in/check-out processes
proactiveness, seamless smoothly. Housekeeping’s attention to

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Theme Keywords Insights from Participants

coordination, guest- cleanliness and fine details was

friendly approach highlighted as a key factor in guest
satisfaction. The proactive
collaboration across departments
ensured a seamless and well-
orchestrated service experience,
significantly enhancing overall guest
impressions.

The rooftop BBQ event with lake

views was frequently mentioned as a
highlight that elevated the guest
Rooftop BBQ, lake view,
experience. Guests appreciated
Unique Experiences customized service,
personalized services, such as being
& Personal Touches personalized gestures,
addressed by name and fulfilling special
special requests handling
dietary or schedule requests, which
added a warm and thoughtful touch to
their stay.

Some guests expressed dissatisfaction

with the absence of a bar/lounge, the
Lack of bar/lounge,
limited variety in dining options
limited menu variety,
(especially for vegetarians), and
Operational Gaps & language barriers,
occasional communication issues due to
Service maintenance delays,
language barriers. Technical
Shortcomings inadequate
shortcomings such as delayed
soundproofing, parking
maintenance responses, inconsistent
shortage
air-conditioning, and inadequate
soundproofing were also noted.

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Theme Keywords Insights from Participants

Participants recognized the strong

coordination among departments (Front
Front desk influence,
Office, Housekeeping, F&B) as a
F&B attentiveness,
Interdepartmental critical contributor to a positive guest
maintenance
Impact on experience. Efficient maintenance
responsiveness,
Experience services, attentive F&B staff, and
department coordination,
prompt responses to special requests
smooth guest journey
created a cohesive and guest-centric
service environment.

Guests suggested enhancements

including the introduction of a
bar/lounge area, expanding menu
Addition of bar/lounge,
diversity (with more vegetarian and
menu diversification,
local options), training staff for better
staff language training,
Suggestions for communication skills, and upgrading
fitness upgrades, mobile
Service fitness facilities. Moreover,
concierge app,
Enhancement recommendations included developing
soundproofing
a mobile application for service
improvements, loyalty
requests, improving room
programs
soundproofing, and launching guest
loyalty programs to encourage repeat
visits.

5.5 Findings
This study investigates the relationship between departmental performance and guest
satisfaction within the context of Coventina Lake Suites. Utilizing a mixed-methods
approach comprising quantitative data from structured frequency tables and qualitative
insights from in-depth interviews the research presents a comprehensive analysis of how

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operational efficiency across departments influences guest perceptions and overall
satisfaction.

5.5.1 Demographic Profile

The demographic analysis revealed that a majority of respondents were male (66.7%) and
predominantly within the 40–50 age group (36.7%). Additionally, a significant proportion
(63.3%) of participants held a Master’s degree or higher, indicating a well -educated
clientele base with heightened service expectations. Business travelers formed the largest
segment (70%) of respondents, underscoring the importance of efficiency, professionalism,
and seamless service delivery in influencing satisfaction metrics.

5.5.2 Departmental Performance Insights

Quantitative data from frequency tables indicated moderate satisfaction with front office
services. While 60% of respondents agreed that front office staff welcomed them warmly,
33.3% expressed dissatisfaction with the responsiveness to queries. Moreover, only 56.7%
affirmed smooth check-in/check-out experiences, revealing inconsistencies in service
delivery across shifts or teams.
Housekeeping services demonstrated a similar trend. Although 46.7% agreed that rooms
were clean and well-maintained, a notable 36.7% remained neutral, and 10% disagreed,
reflecting variances in operational consistency. Satisfaction regarding room amenities and
hygiene was also polarized, with only 50% expressing positive feedback, while 36.7% cited
inadequacies.
Food & Beverage (F&B) services, while appreciated for staff attentiveness (56.7%),
received mixed reviews concerning menu diversity and promptness. Only 53.4% were
satisfied with their overall dining experience, with 30% expressing dissatisfaction,
indicating a gap between service expectations and operational delivery.

5.5.3 Guest Loyalty and Retention

The overall satisfaction level was modest, with only 40% of respondents expressing overall
contentment with the hotel’s service quality. Furthermore, 46.7% indicated a willingness
to return, whereas a substantial 30% were undecided, suggesting that service enhancements
could significantly influence repeat patronage and positive word-of-mouth.

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5.5.4 Qualitative Themes from Stakeholder Perspectives
Thematic analysis of qualitative interviews uncovered five critical themes:
Service Excellence Across Departments Guests valued proactive service and
interdepartmental coordination, particularly in front office and housekeeping, which
collectively enhanced the guest journey. Unique Experiences & Personalized Touches
Memorable experiences, such as rooftop BBQ events, and personalized guest interactions
significantly enriched the overall stay experience. Operational Gaps & Service
Shortcomings Guests highlighted the absence of a dedicated bar/lounge, limited menu
variety, sporadic language barriers, and technical deficiencies including soundproofing and
inconsistent air-conditioning. Interdepartmental Impact on Guest Experience Effective
coordination among front office, housekeeping, and F&B departments was identified as a
pivotal factor in ensuring a seamless and pleasant guest experience. Recommendations for
Service Enhancement Stakeholders suggested strategic improvements including a digital
concierge application, menu diversification, staff communication training, enhanced
fitness facilities, and the introduction of loyalty programs to foster long-term guest
engagement.

5.6 Discussion
The primary objective of this study was to examine the extent to which departmental
performance influences guest satisfaction in the context of Coventina Lake Suites. Through
a mixed-methods approach, integrating quantitative data from frequency tables and
qualitative insights derived from open-ended responses, this research has provided a
holistic perspective on the dynamics of service delivery and guest experience within the
hospitality sector. The findings reveal nuanced interrelations between operational
performance, service consistency, and guest perceptions, thereby contributing to the
existing body of knowledge on service quality in the mid-range hotel segment of
Bangladesh.

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5.7 Departmental Performance as a Determinant of Guest Satisfaction
The findings underscore the critical role of departmental performance particularly the front
office, housekeeping, and food & beverage (F&B) services in shaping guest satisfaction.
Quantitative data revealed that a majority of respondents expressed satisfaction wi th front
office services, notably in areas of professional conduct and efficiency during check-in and
check-out processes. However, the inconsistency observed in responsiveness to guest
queries highlights a service delivery gap that undermines overall satisfaction levels. This
finding aligns with the service quality model proposed by Parasuraman et al. (1988),
wherein reliability and responsiveness are identified as core dimensions influencing
customer satisfaction.

Similarly, housekeeping services, while generally meeting guest expectations regarding

cleanliness and room upkeep, exhibited variability in performance across different service
instances. Such inconsistencies indicate a lack of standardized operating procedures and
quality control mechanisms, which are essential for ensuring uniform service experiences.
This observation is consistent with previous research that emphasizes the importance of
service consistency in fostering customer trust and loyalty (Zeithaml et al., 1996).

5.8 The Dual Nature of Food & Beverage Services

The F&B department emerged as a significant influence on guest satisfaction, with
respondents commending the attentiveness and courteousness of service staff. However,
the limited diversity of menu offerings and delays in food service delivery were identified
as critical shortcomings. This dichotomy reflects a scenario where the human element of
service delivery is strong, but systemic inefficiencies hinder overall guest satisfaction. The
findings resonate with the SERVQUAL framework, which posits that both tangible
elements (such as menu variety) and intangible dimensions (such as staff empathy) are vital
in shaping service perceptions (Parasuraman et al., 1988).

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5.9 Interdepartmental Coordination: A Catalyst for Enhanced Guest
Experiences
A recurring theme in the qualitative data was the impact of interdepartmental coordination
on guest satisfaction. Guests frequently attributed their positive experiences to the seamless
collaboration between the front office, housekeeping, and F&B departments. Effective
communication and coordination among departments were recognized as key enablers of
a smooth and pleasant guest journey. This observation corroborates the findings of Lolli
(2013), who emphasized the significance of cross-functional collaboration in enhancing
service quality within hospitality operations.

5.10 Operational Gaps and Infrastructure Deficiencies

Despite notable strengths in service excellence, the study identified several operational
gaps that adversely affect guest satisfaction. The absence of a dedicated bar/lounge area,
limited menu variety, sporadic language barriers among service staff, and technical issues
such as inadequate soundproofing and inconsistent air-conditioning were frequently cited
concerns. These infrastructural and operational deficiencies align with the "Gaps Model"
of service quality, which highlights how mismatches between service expectations and
service delivery capabilities can result in customer dissatisfaction (Parasuraman et al.,
1985).

5.11 Moderation of Guest Loyalty and Return Intentions

The quantitative findings revealed that while a segment of guests expressed satisfaction
with their overall experience, only a moderate proportion indicated a willingness to return
to the property. This highlights an opportunity for strategic interventions aimed at
enhancing guest retention. The willingness to recommend the hotel to others was similarly
moderate, suggesting that service improvements could positively influence word-of-mouth
referrals and long-term loyalty. These findings align with Oliver’s (1999) customer loyalty
framework, which posits that consistent service excellence is a precursor to achieving
repeat patronage and positive behavioral intentions.

5.12 Thematic Validation through Triangulation

The alignment of qualitative themes with quantitative data strengthens the credibility and
validity of the study's findings. Both data streams emphasized the centrality of

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departmental performance in influencing guest satisfaction, while concurrently
highlighting areas requiring immediate attention. This triangulation approach, as advocated
by Creswell & Plano Clark (2018), ensures a comprehensive understanding of the research
problem by cross-verifying findings across multiple data sources.

5.13 Strategic Implications for Service Enhancement

The study's findings offer several strategic implications for managerial practice. Enhancing
service consistency through standardized operating procedures, expanding menu diversity
to cater to varied guest preferences, investing in infrastructural improvements, and
implementing targeted staff training programs (especially in communication and service
etiquette) are essential strategies to bridge the identified service delivery gaps. Moreover,
the development of guest loyalty programs and the incorporation of digital touchpoints,
such as mobile concierge services, are likely to enhance guest engagement and satisfaction.

Page 47 of 59
Chapter: 6 Conclusions and Recommendation
6.1 Conclusions
This study examined the effect of departmental performance on guest satisfaction in
Coventina Lake Suites based on the mixed-methods such SERVQUAL and Expectancy
Disconfirmation Theory (EDT) for model reference. The results also highlight that the
Front Office, Housekeeping and F&B departments had their moments of excellence, but
the overall guest experience was diminished due to disparate levels of responsiveness
across departments, cleanliness violations across the hotel, menu deficiencies in multiple
outlets and infrastructure-related issues.

One of the key insights here is that guest satisfaction is the result of coordinated, cross -
departmental, delivery and not just individual services. Smooth inter-team collaboration
improved satisfaction, while a breakdown in communication or service standards tarnished
the overall impression. Personal touches put forth by the property and proactive service by
the staff were appreciated by guests, but reviews called out opportunities including the
creation of a bar/lounge, broader menu offerings, as well as the need for staff to be more
empowered and equipped to communicate with guests.

In short, all the hotels need to get rid of traditional performance measures silos and to a
more holistic, guest-centric paradigm. Harmonizing inter-department collaboration,
offering consistent experiences, and utilizing digital tools can enhance satisfaction, loyalty,
and sustained brand equity. Such research is scant and thus this study provides solid ground
for practice on improving service practices in the midrange hotel industry of Bangladesh.

6.2 Recommendations
In light of the findings from both quantitative and qualitative data, the following
recommendations are proposed to improve service quality and guest satisfaction at
Coventina Lake Suites:

1. Enhance Interdepartmental Coordination

Implement routine cross-functional meetings and shared service protocols to

improve communication and ensure seamless guest experiences.

Page 48 of 59
2. Improve Staff Communication and Training

Provide targeted training in professional language use, emotional intelligence, and

intercultural communication to address service inconsistency and guest complaints.

3. Address Infrastructure Deficiencies

Upgrade essential amenities such as air-conditioning, soundproofing, and water

systems, which were frequently cited in guest feedback.

4. Expand Guest Amenities and Services

Introduce a dedicated bar/lounge area and diversify menu options to accommodate

dietary preferences and enhance the overall stay experience.

5. Digitize Service Operations

Develop a mobile concierge application and invest in an integrated property

management system to streamline service delivery and interdepartmental
workflows.

6. Standardize Service Procedures

Establish and monitor standard operating procedures (SOPs) across departments to

ensure consistency in service quality.

7. Foster Guest Loyalty

Launch loyalty programs and personalized service initiatives to promote repeat

visits and positive word-of-mouth.

6.3 Future Research Directions

Further investigations should address integrated workflow models facilitating real -time
communication between hotel departments to streamline service delivery more
extensively. The importance of digital tools, like mobile concierge apps and automatic
service requests, in improving coordination between departments should be more explored,

Page 49 of 59
especially for mid-range hotels in developing markets. Two areas of research can make
contributions: (1) the extension of traditional service quality frameworks by place-based
considerations of the emotional and experiential nature of guest satisfaction and (2) the
cultural relevance of well-developed concepts of hospitality or the cultural relevance of
emotional elements of service delivery. Longitudinal studies can experiment on the rear
end to identify how long some service improvements last in a specific branded hotel over
a particular geographical location. Similar studies across different hotel segments (budget,
mid-range, luxury) will be able to give greater insights into coordination strategies at the
segment level. Furthermore, further research should employ qualitative narrative
techniques and sentiment analysis of guest reviews to understand the service perceptions
in more depth.

It is also important to explore how organizational culture, leadership, and HR management

practices, such as cross-functional training and multilingual capabilities affect service
consistency. In addition, the next area of research is to explore the impact of sustainability
initiatives in departments on the satisfaction of guests. Last but not the least, research on
synchronization of hygiene studies and the perceptions of cleanliness of guests in this post -
pandemic era are also unexplored and should be addressed for further research.

Page 50 of 59
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Page 56 of 59
Apendix
Questionnaire

Linking Departmental Performance to Guest Satisfaction: Evidence from Coventina

Lake suites

Section A: Demographic Information. Please Answer the following questions.

1. Gender: □ Male □ Female

2. Age: □ 20-30 □ 30-40 □ 40-50 □ 50-60 □ 60+

3. Educational Background: □ No Formal Education □ Primary □ Secondary □ Higher

Secondary □ Bachelor’s Degree □ Master’s Degree or Higher

4. Purpose of Visit:

☐ Business ☐ Leisure ☐ Family ☐ Other

5. How many times have you dined at Coventina Lake suites?

☐ First time ☐ 2–3 times ☐ More than 3 times

Section B: Departmental Performance Evaluation

Please rate the following statements based on your experience.

Scale:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree

B1: Front Office Performance

1. The front office staff greeted me warmly and professionally.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

2. Check-in and check-out processes were smooth and efficient.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

Page 57 of 59
3. Front desk staff handled my queries and concerns promptly.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

4. I received clear and helpful information during my stay.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

B2: Housekeeping Performance

5. My room was clean and well-maintained.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

6. Housekeeping services were timely and efficient.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

7. The housekeeping staff were polite and respectful.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

8. I was satisfied with the amenities and hygiene of my room.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

B3: Food & Beverage (F&B) Performance

9. The restaurant staff were friendly and attentive.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

10. Food was served promptly and at the right temperature.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

11. The menu had adequate variety and accommodated dietary needs.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

12. The overall dining experience met my expectations.

Page 58 of 59
1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

Section B4: Guest Satisfaction

13. I am satisfied with the overall quality of service at the hotel.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

14. All departments worked together efficiently during my stay.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

15. I will likely return to Coventina Lake Suites in the future.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

16. I would recommend this hotel to others.

1 = Strongly Disagree. 2 = Disagree. 3 = Neutral. 4 = Agree. 5 = Strongly Agree

Section C: Open-Ended Questions

17. What did you like most about the service provided during your stay?

18. Were there any problems or areas of dissatisfaction? Please explain.

19. How did the performance of different departments influence your overall
experience?

20. Do you have any suggestions for improving service quality at Coventina Lake
Suites?

Page 59 of 59

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