Final Job Report

Job Analysis Report: Front Desk Agent
JOB ANALYSIS REPORT
For the classification of
Front Desk Agent
Guest Services Department
April 2015
Analysis conducted by:
Michael Kushner, Shannon Marlow, Uriel Ronquillo, & Carlos Saldarriaga
I/O Psychology Doctoral Students
Department of Psychology
University of Central Florida
4000 Central Florida Blvd
Orlando, FL 32816

TABLE OF CONTENTS
Executive Summary.........................................................................................................................1
Introduction......................................................................................................................................2
Job-Analytic Techniques ..........................................................................................................................2
Methodology....................................................................................................................................3
Literature Review......................................................................................................................................3
Interviews..................................................................................................................................................3
Supervisor as Subject Matter Expert:....................................................................................................3
Critical Incident (Outstanding performance):.......................................................................................4
Critical Incident (Poor performance):...................................................................................................5
Job Incumbent as Subject Matter Expert: .............................................................................................5
Writing the Task Statements and KSAOs.................................................................................................5
Job Analysis Survey..................................................................................................................................6
Results..............................................................................................................................................6
Statistical Analyses...................................................................................................................................7
Recommendations for Use...............................................................................................................8
Challenges and Limitations..............................................................................................................9
Tables.............................................................................................................................................11
References......................................................................................................................................14
Appendix A: Job Analysis Interview.............................................................................................15
Appendix B: Job Analysis Questionnaire ......................................................................................39
Appendix C: Job Description.........................................................................................................72

1
EXECUTIVE SUMMARY
A job analysis was conducted for the position of Front Desk Agent at the Hyatt
Regency in Orlando, Florida, a hotel whose primary mission is to optimize customer
satisfaction. The purpose in conducting this job analysis was to gather and synthesize
information pertaining to the following:
● Essential tasks
● Job context
● Job responsibilities
● Activities
● Knowledge, skills, abilities, and other
characteristics (KSAOs)
● Primary job functions
● Organizational background
The following methods were utilized to gather the data:
● Literature review
● Interviews
● Questionnaires
The data and feedback from the subject-matter experts were subsequently utilized
to conceptually delineate key job functions, resulting in the following major categories:
● Customer service
● Parlouring
● Backroom
● Computer use
● Check-in
● Check-out
After synthesizing and analyzing this data, KSAOs necessary for new hires to
possess were identified as well as KSAOs practical to expect in job applicants. Moreover,
KSAOs that can be leveraged to inform training content were also delineated. Essential
task statements were further identified and subsequently classified based upon
importance, as rated by the subject-matter experts, into the major job functions identified
above. The results of this effort can be used for the following purposes:
● Job classification (i.e., the process of determining the similarity and relatedness of
various jobs via clustering jobs into conceptually similar families of jobs)
● Job description (i.e., contains information pertaining to duties and tasks as well as
the primary functions of the job)
● Ensuring that organizational procedures for different organizational processes
(e.g., selection, training) are in accordance with legal requirements outlined in the
Federal Uniform Guidelines on Employee Selection Procedures and the U.S.
Equal Employment Opportunity Commission
● Informing the content of training programs
● Establishing minimum qualifications
● Determining performance appraisal metrics
● Various other purposes

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INTRODUCTION
The purpose of this study was to conduct a job analysis for the Front Desk Agent
position at the Hyatt Regency Orlando, a hotel within the central Florida area. An integral
feature of the hospitality industry is maximizing the number of customers processed. This
is indirectly accomplished by enhancing customer satisfaction. Consequently, the primary
mission of the Hyatt Regency Orlando is to provide high-quality hospitality to guests in
order to foster a high degree of customer satisfaction. Thus, the front desk department
furthers this goal by directly interacting with guests and overseeing daily occupancy
functions.
The information gathered within this analysis can be utilized for a variety of
purposes, including establishing minimum qualifications, job classification, job
description, informing the content of training programs, ensuring that organizational
procedures for different organizational processes (e.g., selection, training) are consistent
with legal requirements outlined in the Federal Uniform Guidelines on Employee
Selection Procedures and consistent with the U.S. Equal Employment Opportunity
Commission, determining performance appraisal metrics, and various other purposes.
In particular, this analysis focused on determining the responsibilities as well as
knowledge, skills, abilities, and other characteristics (KSAOs) required for the Front
Desk Agents. Specifically, the primary goals of this analysis were three-fold: 1)
conceptually delineate the primary job functions, 2) identify the most important tasks by
job function, and 3) determine the necessity of possessing various KSAOs, depending
upon whether the individual is an applicant or incumbent.
Job-Analytic Techniques
Before conducting the job analysis, a variety of decisions had to be made,
including determining the most appropriate methods to utilize in order to garner the
necessary information. There are numerous methods that can be employed to gather job
analytic data, including observations, questionnaires, interviews, reviewing archival
records, collecting work diaries, actually performing the jobs, and more. We decided to
employ multiple methods to ensure that disadvantages associated with particular methods
could be overcome. Specifically, we collected data via interviews, archival records, and a
questionnaire
Beginning with archival records gathered from the Occupational Information
Network (O*NET) enabled a broader understanding of the job before we began more
detailed analysis. Utilizing interviews enabled an extensive view of the job in a short
amount of time and provided rich, qualitative information that might otherwise have been
impossible to obtain via methods such as questionnaires. However, the disadvantages

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associated with this method include the difficulty of employees articulating and
identifying tasks of the job that have become routine and automatic (Clark & Estes,
1996). The advantages of employing a questionnaire include collecting a large amount of
data in an efficient manner and generating information that is amenable to psychometric
analysis. However, rater unreliability and conflicting information via different sources
may present challenges (Smith & Hakel, 1979), emphasizing the necessity of utilizing
multiple methods of data collection. The specific manner in which these methods were
utilized is described in further detail within the methods section.
METHODOLOGY
A variety of methods were utilized in order to accurately identify tasks, job
responsibilities, and duties. Specifically, we conducted a literature review, interviewed
employees, and collected incumbent responses on a questionnaire. We subsequently
synthesized the collected information to identify the most integral KSAOs and tasks
required for the job.
Literature Review
Before collecting information from incumbents, we utilized publicly available
information to familiarize the project team with the target job. Specifically, information
from O*NET was leveraged to obtain an initial understanding of the job responsibilities
and requirements. These results were later integrated with information collected via
interviews to inform questionnaires distributed to incumbents.
Interviews
For the purposes of gathering information about the Front Desk Agent position, two
structured interviews were conducted with subject-matter experts. The subjects of the
interview were selected based on the availability of the subject-matter experts’ schedules.
The purposes of the interview included gaining a clearer picture of the job by discussing
major functions of the job, tasks that fall under those major functions, and identifying the
specific KSAOs required for the position. Appendix A includes the questions utilized for
these structured interviews.
Supervisor as Subject Matter Expert:
One interview took place with an Assistant Front Office Manager who supervises
multiple Front Desk Agents. The supervisor had occupied the position at the present
company for 1 year and 8 months and had previously worked as a Front Desk Agent
himself in different hotels. The supervisor self-identified as a 29 year-old Caucasian

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male. The furthest completed education for the supervisor included a bachelor’s degree in
hospitality earned in 2008. The interviewee was a full-time employee and reported
working an average of 50 hours per week. The interview and information gathering
session took place on February 23, 2015 at 5:00PM and took approximately 2 hours to
complete.
The Assistant Front Office Manager was first asked to come up with a list of
major functions (a group of related activities that allow the incumbent to accomplish the
primary objectives of the job) focusing on the position of Front Desk Agent. The
following major functions were identified in the interview: customer service, checking in,
checking out, and billing. For the purposes of creating a cohesive list of functions that
encompassed all of the tasks required by the position, the major functions were later
adapted after comparison of the two interviews between the incumbent and supervisor.
Tasks that were identified were later compared with those identified by the incumbent to
help develop the survey. Interactions within the organization revealed that the Front Desk
Agent Position requires a relationship with the restaurants on-site, housekeeping, guest
services, sales, and catering departments. The closest of these relationships was with the
housekeeping department. Communication was described as occurring via telephone and
email. Technical knowledge required by the job as reported by the supervisor included
knowledge of Microsoft Office, Microsoft Outlook, and Opera (i.e., Property
Management System). The level of formal education required by the position was stated
as a high school degree, but a bachelor’s degree in hospitality was preferred. The
supervisor also stated that previous experience in customer service or hospitality was
usually weighted higher in selecting employees than education. Necessary skills revealed
by the supervisor included: computer use, phone etiquette, teamwork, multi-tasking and
public-speaking. The only reported physical ability required by the position included
standing for long periods of time.
In addition to qualitative data, the supervisor was also asked to complete a brief
14 item 5-point Likert scale to gather additional data. Lastly, the interviewee was asked
to identify two critical incidents regarding both outstanding and poor job performance for
the Front Desk Agent, which are presented below.
Critical Incident (Outstanding performance):
A guest checks in and the Front Agent finds that the guest and his wife are
celebrating their 20 year anniversary. On his own initiative, the Front Desk Agent
upgrades the guest to a suite. In addition he sends a complimentary bottle of champagne,
strawberries, and a personalized card to the room in which the guest is staying. The guest
reports through a customer survey that they were thrilled with the attention to detail and
the kind act.

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Critical Incident (Poor performance):
An employee checks a guest into a parlour room without describing what the
parlour room entails (e.g., reduced size, worse view than regular room). The Front Desk
Agent gives a poor explanation, stating, “Sorry, this is what we have” The Front Desk
Agent offers no compensation or incentive for the guest. The guest later relates his/her
experience to others creating an “iceberg effect” where one experience leads his
acquaintances to believe this is typical behavior of employees at the hotel.
Job Incumbent as Subject Matter Expert:
The second subject interviewed was a job incumbent, a 23 year-old female with
Hispanic ethnicity. This interviewee is a Full-time Front Desk Agent for the Hyatt
Regency, Orlando and works a reported average of 40 hours per week. She has occupied
the Front Desk Agent position for 8 months and has worked specifically in this position
at the Hyatt Regency, Orlando for 5 months.
We conducted our interview with the Front Desk Agent on Tuesday, February 24th
at 1:00 PM at the University of Central Florida Psychology building. We asked our job
incumbent for permission to video and audio record the interview process. The following
steps included inquiries into her role at the organization, her tenure, and other
demographic information. As with the supervisor, the Front Desk Agent was asked to
discuss the major functions that encompassed her daily work routine. From there, the
interviewee was asked to go into more detail regarding the tasks that were involved in the
major functions. Following, we asked if there were any tasks in her duties that were not
routine. Subsequently, we inquired about all interactions, whether internal or external to
the organization, that the job incumbent is involved in during the typical work day. An
example of these interactions would be the Front Desk agent contacting Delta Airlines to
locate a guest’s lost luggage (external) or contacting the Housekeeping Department to see
if a guest’s room is ready to be occupied (internal). We then asked the incumbent to
identify KSAOs that are required for the job. Lastly, the job incumbent completed a brief
14 item 5-point Likert scale that generated information about more of the other
characteristics that are required for the job; this was the same scale administered to the
supervisor. This interview process took approximately 2 hours to complete.
Writing the Task Statements and KSAOs
Using the information gathered in the interview process, the four job analysts
created task statements that were representative of the tasks encompassed by the major
functions. Every member of the team reviewed each task statement to ensure that the
action verb, object, and expected outcome were the appropriate terms describing the task
at hand. The task statements were then color-coded in relation to the major function in an
Excel spreadsheet in order to create visual groupings. The results revealed 7 major
functions and a total of 35 task statements that can be viewed in Table 1.

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Once all of the task statements were completed, we compiled a list of KSAOs that
the subject-matter experts identified and additional competencies that we felt were
required for the tasks. Using the combination job analysis method (C-JAM; Levine,
1983), we analyzed which KSAOs were required for the job.
Job Analysis Survey
Subject-matter experts were asked to complete our survey in order to assess the
importance of each task statement in their respective major function. We also used the
survey to examine which KSAOs are required for the Front Desk Agent position. To
assess the importance of each task statement, we used the C-JAM technique and asked
our subject-matter experts to rate the criticality and the task difficulty for each statement.
The Criticality Scale was based on a 7-point Likert scale ranging from 1
(consequence of error are not at all important) to 7 (consequences are extremely
important). The task difficulty scale was also based on a 7-point Likert scale ranging
from 1 (one of the easiest of all tasks) to 7 (one of the most difficult of all tasks). The task
importance value was calculated by adding the score of these two scales together
generating a new score that ranged from 2 to 14, where 14 indicated a highly important
task and a score of 2 indicated very low task importance. The task importance value was
then averaged for each task statement and rank-ordered from most important to least
important within each major function.
Subject-matter experts then rated 4 scales to assess the KSAOs required for the
job. The first scale asked if the “KSAOs are necessary for new hires to already have
coming in”. This scale was dichotomous, rated with a “Yes/No” response. The second
scale asked if “the KSAOs are practical to expect in the labor market”. These scales were
dichotomously rated with a “Yes/No” response as well. The next two scales were 5-point
Likert scales ranging from 1 (very little or none) to 5 (to an extremely great extent). The
first Likert scale asked, “To what extent is trouble likely if this K, S, A, or O is ignored in
selection (compared to other KSAOs)”. The second Likert scale assessing KSAOs asked,
“To what extent do different levels of the KSAO distinguish the superior from the
average worker (compared with the other KSAOs)”. The purpose of these 2 scales was
used to evaluate which KSAOs are crucial to assess and train for in the selection making
process. Following these ratings, we asked subject-matter experts to provide their
position at the Hyatt Regency, their tenure at their current position within the Hyatt
Regency, and their tenure at their position for any company. Lastly, we asked participants
to provide their email for a chance to win a $50 Amazon gift card and thanked them for
completing our survey. Appendix B includes the full questionnaire.
RESULTS

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Survey respondents were gathered from a pool of front desk and management
agents on the position of front desk job incumbents. Respondents were asked to self-
report their job title. This resulted in a mixture of job titles despite many respondents
holding parallel positions. Management employee’s self-reported titles included
supervisor and assistant front office manager. Front desk job incumbent’s self-reported
titles included front office agent, front desk agent, and guest service representative.
There were a total of five surveys collected with a majority from female
respondents (females, 60%; and males, 40%). Respondents reported an average of 14.4
months of experience working at their current position with Hyatt Regency. The total
average experience for respondents in analogous positions at any organization was 15.6
months and respondents had an average age of 24.4 years.
Statistical Analyses
Results were rendered using Statistical Package for the Social Sciences (SPSS).
Frequencies and descriptive statistics were collected for respondent measures of job task
difficulty, criticality and importance. Importance was a metric taken by adding mean
criticality and difficulty. Job tasks were further split into seven major job functions that
included customer service, parlouring, clerical, check-out, backroom, computer use and
check-in. Additionally, measures for KSAOs were taken for their necessity in newly
hired workers, practicality of expecting them in the labor market, the average rating of
trouble being likely if they are ignored in selection and the extent to which they
distinguish superior workers from average workers.
In order to measure interrater reliability, a two-way mixed, consistency, average-
measures intraclass correlation was completed to assess the extent to which judges were
consistent in their ratings of criticality and difficulty across all items. Results showed a
high degree of rater consistency for task difficulty, ICC(3,5) = 0.93, suggesting that task
difficulty was rated consistently across all items. Consistency was slightly lower on
measures of criticality, ICC(3,5) = 0.88.
Categorizing job tasks, the major job functions encompassed all of the presented
job tasks. By order of importance, the domain rated with the highest importance was
customer service, which targeted a range of behaviors from guest interaction to
preemptive actions to ensure guest satisfaction. Parlouring, which involves convincing
prospective guests to stay in a substantially smaller room at the hotel at a reduced cost
when the hotel is overbooked, was a job function targeting employee behaviors within the
context of excess booking. In addition to the reduced cost of the room, guests who choose
to stay in parlour rooms are given compensation in the form of certificates to spend at
hotel amenities (e.g., $50 for the restaurant on site). The clerical job function included
administrative tasks such as assembling table with fruit infused water dispenser to foster
guest satisfaction. Check-out and check-in were separated job functions due to highly

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different procedures. Backroom concerned tasks involving back office administration.
Finally, the last major job function targeted behaviors in the context of computer use. The
full list of job tasks can be seen in Table 1.
RECOMMENDATIONS FOR USE
Analyzing the Front Desk Agent position of the Hyatt Regency, Orlando, the
purpose for this Job Analysis concerned delineation of primary job functions, identifying
critical tasks within job functions, and determining the relevance of various KSAOs on
job applicants and job incumbents. Based on these results, several recommendations can
be made.
Most notably, results from this study can be used to help establish credentials for
selection or employment screening. Use of highly relevant KSAOs in selection allows for
a more homogenous applicant pool of individuals who meet the minimum requirements
to be successful in the job. Defining this absolute minimum also provides legally
defensible grounds for rejection of underqualified applicants.
In terms of development, these results will help inform the content and direction
of training programs. As listed in Table 1, major job functions were rated in order of
importance. Training programs can be tempered to place more weight on areas
concerning more important job functions. Another benefit of ordering these major job
functions involves more accurate performance appraisal metrics. Knowing which job
functions are more important allows adjustment of performance appraisal metrics to
include more appropriate weighting based on level of importance. Also, management can
view the results of this analysis to determine how the ratings of importance and difficulty
tie into the organizational goals of the Hyatt Regency, Orlando.
In developing a test for selection, results suggest the use of several KSAOs to
screen for qualified individuals. These include knowledge of the English language, active
listening, the ability to stand for long periods of time, and the willingness to handle irate
guests. Items positively assessed by respondents to be necessary in new hires and
practical to expect in the labor market fall into this category for use in selection. Holding
consistently high ratings for trouble being likely if ignored (i.e., mean rating above 1.5),
all KSAOs suggested for use should be made on a pass/fail basis in selection. For the
complete list of KSAOs, see Table 4.
Similarly, when developing training measures, target KSAOs must be deemed
unnecessary in newly hired workers by a majority of respondents but distinguish superior
from average workers (i.e., mean rating above 1.5). The importance of these KSAOs can
be further ranked using their mean rating for distinguishing between superior and average
workers (see Table 4). The KSAOs suggested for use in training by order of importance
are knowledge of the hotel reward system (i.e., Hyatt Gold, Platinum, and Diamond
passport), knowledge of telephone use involving call waiting and transferring calls,

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knowledge of OPERA and knowledge of SafeLock. It is important to note that all of
these KSAOs were rated as practical to expect in the labor market so training need only
be provided to employees below a satisfactory level of proficiency.
Additionally, these results can also assist future research in job description and job
classification within Hyatt Regency. The results from this study form a basis for a job
description in identifying which duties and tasks fall under the specific position of Front
Desk Agent. They also clearly delineate the duties and tasks of the Front Desk Agent,
which can be used to help in segregating specific duties across positions within the
organization, and clarifying bounds of job classifications. Appendix C includes the job
description. Future analysis needs to be completed for peripheral job positions to ensure
no overlap.
CHALLENGES AND LIMITATIONS
With every analysis, there are limitations. It is important for analysts to
understand the study’s limitations in order to provide better insight regarding how to best
utilize the information gathered from the study and identify areas of improvement for
future analysis. For example, our sample size for the interview stage and the survey stage
were rather low. Consequentially, we did not have a very diverse sample because of the
low sample size. It is important to have a large sample size for the interview stage in
order to capture the full scope of the job and its tasks from a multitude of perspectives.
Likewise, it is important to have a large sample in the survey stage to ensure better
reliability estimates and have supporting evidence showing that the task importance
ratings were accurately measured and ranked appropriately.
Another limitation of our analysis is that the subject-matter experts we
interviewed did not have very long tenure at their position. Our supervisor subject-matter
expert has held tenure for 20 months while our job incumbent subject-matter expert has
held tenure for only 8 months. As mentioned prior, it is advised to have variation in
demographics when interviewing subject-matter experts with the purposes of
encompassing the entirety of the job at hand. While subject-matter experts with short
tenure is not a grave confound in our study, the lack of long tenure in subject-matter
experts is concerning and should be addressed in future analyses. Incidentally, there may
have been a slight limitation with our interview structure. While we used a structured
interview process in our job analysis, there was a slight complication with our procedures
when discerning the major functions within the job. Specifically, the subject-matter
expert would delve into too much detail when discussing the major functions when this
information would be more pertinent in the section of our interview addressing the tasks
under the major functions. While this did not impede our capability of generating task
statements for our survey, it did increase the length of interview time and made our
subject-matter experts redundant in their response, thus increasing weariness in our
subject-matter expert’s testimony. In future interviews, we propose to have the subject-

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matter experts discuss the tasks under the major functions before proceeding on to the
next major function. This should help to increase the efficiency of our structured
interviews and reduce the redundancies in our subject-matter experts’ responses.
Lastly, a major limitation of our job analysis was the omission of pairing KSAOs
with their respective task statements. Ideally we would require a subject-matter expert to
complete a matrix with the task statements on one axis and the KSAOs on the other. The
subject-matter expert would then match the KSAOs that are required to complete the
task. We would then verify these pairings with other subject-matter experts by
incorporating them into our survey. While this is a fairly important step in a job analysis,
we were unable to provide a matching of KSAOs with task statements due to time
constraints and cooperation with our subject-matter experts. However, we feel that we
have compiled a sound list of KSAOs and were able to gauge which KSAOs are expected
to be found in the job applicant pool and which KSAOs require training for optimal
effectiveness. Although none of these limitations prove to be a critical hindrance in our
systematic approach to identifying all of the essential qualities for the Hotel Front Desk
Agent position, it is also important to overcome these limitations in future analyses.

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Tables
Table 1. Job Tasks by Importance
Customer Service Mean SD
1. Addresses guests questions or
concerns to foster guest satisfaction
9.8 2.7
2. Actively listen to guest’s concerns to
understand specific needs
9.8 1.9
3. Identify situations where supervisor
assistance is required (e.g., guest
complaint) to address any associated
issues in appropriate manner
9.0 2.3
4. Monitor phone to answer any
customer requests in timely manner
8.2 1.1
5. Review documented guest history to
tailor experiences to guests
7.8 1.3
6. Greet guests to provide great
hospitality
7.6 2.1
7. Execute all incentive offerings (i.e.,
taxi vouchers, reduced rate) to uphold
guest trust in organization
7.2 1.3
8. Provide information pertaining to
local activities and/or amenities (e.g.,
dining options) to facilitate guest
satisfaction
7.2 2.2
9. Contact airports on behalf of guests
to resolve any issues pertaining to lost
luggage
7.0 1.4
Parlouring Mean SD
10. Understand occupancy rate to book
guests into proper room and avoid
errors (e.g., over booking)
9.4 2.4
11. Provide taxi vouchers for guests
who have been relocated (i.e., walked)
6.4 2.5
Clerical Mean SD
12. Communicate with housekeeping in
order to ensure room is prepared for
guest stay
9.4 2.1
13. Recognize correct department (i.e.,
housekeeping or engineering
department) in order to resolve guest
conflicts
9.0 2.3
14. Assemble table with fruit infused
water dispenser to foster guest
satisfaction
7.0 2.9
Check-Out Mean SD
15. Record guest complaints in order to
establish record of guest preferences
9.4 2.1
16. Determine payment method (e.g.,
credit card) of guests to ensure receipt
of payment
8.8 1.3
17. Follow up with guests checking out
to remedy satisfaction issues
8.8 1.6
18. Review guest’s charges to ensure
accuracy and promote guest
satisfaction
8.4 2.1
19. Compensate guest charges to
maintain high levels of guest
satisfaction
8.2 1.5
20. Process payment of guests to ensure
bill payment
8.2 1.8
21. Administer points for loyalty
program to encourage guest returns
7.4 2.3
Backroom Mean SD
22. Participate in training session with
supervisor to remedy any issues or
concerns of guests as pertaining to
current performance
9.0 1.4
23. Convert foreign currency to U.S.
dollar based on exchange rate to
ensure personal financial reserve (i.e.,
“bank”) is kept to standard (i.e.,
$1,000)
8.6 2.3
24. Manage financial reserves (i.e.,
“bank”) to provide currency exchange
for guests
8.2 4.0
25. Participate in daily briefing to
prepare for current state of hotel
affairs
5.0 2.1
Computer Use Mean SD
26. Make reservations through software
(i.e., OPERA) to increase room
occupancy
8.6 2.5
27. Monitor emails to remain updated 8.2 1.8
28. Craft room keys using computer
software (i.e., SafeLock) to provide
special room access for hotel guests’
requests
7.8 1.5
29. Send emails to disseminate
pertinent information
7.8 2.5
30. Retrieve guests’ reservation on
computer (i.e., OPERA) to
acknowledge details of guests’ stay
7.8 1.8
31. Print maps for guest location
inquiry
4.8 2.2.
Check-In Mean SD
32. Identify Gold, Diamond and
Platinum Hyatt Passport members to
maintain guest loyalty
8.2 1.3
33. Promote hotel amenity upgrades for
personal commission and company
profit
7.2 1.3
34. Confirm guest reservations to
identify any impending room
vacancies
6.5 3.3
35. Follow up with recently checked-in
guests in order to confirm guest
satisfaction
5.7 3.2

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Table 2. Top Job Tasks by Criticality Table 3. Top Job Tasks by Difficulty
No. Task Mean SD
1. Address guest questions or concerns
to foster guest satisfaction
4.6 1.8
guest stay
4.2 1.5
4. Monitor phone to answer any
customer requests in timely manner
4.0 1.4
9. Contact airports on behalf of guests
to resolve any issues pertaining to
lost luggage
4.0 1.4
3.8 1.6
current performance
3.8 1.3
3.6 1.5
conflicts
3.6 1.3
33. Promote hotel amenity upgrades for
personal commission and company
profit
3.6 1.1
14. Assemble table with fruit infused
water dispenser to foster guest
satisfaction
3.5 2.6
3.4 2.1
3.4 1.7
occupancy
3.4 1.5
8. Provide information pertaining to
local activities and/or amenities (e.g.,
dining options) to facilitate guest
satisfaction
3.4 1.7
satisfaction
3.2 1.7
24. Manage financial reserves (i.e.,
“bank”) to provide currency
exchange for guests
3.2 1.6
5. Review documented guest history to
tailor experiences to guests
3.2 0.8
29. Send emails to disseminate
pertinent information
3.2 1.5
3.0 1.6
No. Task Mean SD
16. Determine payment method (e.g.,
credit card) of guests to ensure
receipt of payment
6.2 1.3
6.0 1.0
6.0 1.0
6.0 1.2
20. Process payment of guests to ensure
bill payment
6.0 2.2
6. Greet guests to provide great
hospitality
5.8 0.8
5.8 1.3
18. Review guest’s charges to ensure
accuracy and promote guest
satisfaction
5.8 1.6
23. Convert foreign currency to U.S.
Dollar based on exchange rate to
ensure personal financial reserve
(i.e., “bank”) is kept to standard (i.e.,
$1,000)
5.8 2.2
28. Craft room keys using computer
software (i.e., SafeLock) to provide
special room access for hotel guest’s
requests
5.8 1.8
32. Identify Gold, Diamond and
Platinum Hyatt Passport members to
maintain guest loyalty
5.6 0.9
5.4 0.9
conflicts
5.4 1.3
30. Retrieve guests’ reservation on
computer (i.e., OPERA) to
acknowledge details of guest’s stay
5.4 1.1
current performance
5.3 1.3
1. Address guest questions to foster
guest satisfaction
5.2 1.5
guest stay
5.2 1.3
occupancy
5.2 2.5
satisfaction
5.0 1.4

13
Table 4. Knowledge, Skills, Ability and Other Characteristics
Knowledge Necessary Practical Likely Trouble Superior
% % M SD M SD
1. Knowledge of the English language 100 100 4.8 0.4 4.4 1.3
2. Knowledge of Microsoft Office (i.e., Word,
Excel, Powerpoint, and Outlook)
100 100 3.0 1.0 3.4 1.5
3. Knowledge of basic mathematics (i.e.,
arithmetic, multiplication, division, algebra)
100 100 3.8 0.8 3.8 1.3
4. Knowledge of Clerical Functions 100 80 3.4 1.5 4.0 1.2
5. Knowledge of “mapping software” (i.e., Google
Maps, MapQuest)
80 80 2.0 0.7 2.4 0.5
6. Knowledge of fax machine usage 80 80 2.0 0.7 2.4 0.5
7. Knowledge of hotel amenities 60 60 2.2 0.8 3.4 1.1
8. Knowledge of local entertainment and dining
options
60 80 2.0 1.0 3.8 1.1
9. Knowledge of OPERA 40 60 2.2 1.1 3.4 1.3
10. Knowledge of SafeLock 40 60 2.0 1.2 3.2 1.3
11. Knowledge of telephone use involving call
waiting and transferring calls
40 60 2.6 1.3 3.6 1.5
12. Knowledge of hotel reward system (i.e., Hyatt
Gold, Platinum and Diamond Passport)
40 60 2.0 1.2 3.8 1.3
Skills Necessary Practical Likely Trouble Superior
% % M SD M SD
13. Active listening (i.e., fully listening to others,
asking questions as appropriate, and taking the
time to understand information conveyed)
100 100 4.2 0.8 4.8 0.4
14. Service Orientation (i.e., actively seeking for
ways to help people)
100 80 4.2 1.3 4.8 0.4
15. Speaking (i.e., clearly conveying information to
guests)
100 100 4.8 0.4 4.4 1.3
16. Reading comprehension (i.e., understanding
written words in work related documents)
100 100 4.4 0.9 4.0 1.4
17. Social Perceptiveness (i.e., aware of others’
reactions and understanding why they react as
they do)
100 80 4.0 1.2 4.6 0.9
18. Using polite language when communicating
with guests
100 100 4.4 0.9 4.6 0.9
Abilities Necessary Practical Likely Trouble Superior
% % M SD M SD
19. Ability to stand for long periods of time 100 100 4.0 1.0 3.6 1.3
20. Ability to comprehend spoken language 100 100 4.8 0.4 4.0 1.4
21. Ability to read and write in understandable
manner
100 100 4.4 0.5 4.0 1.4
22. Ability to maintain composure when working
with difficult guests
100 80 4.4 0.9 4.6 0.9
23. Ability to work with others outside of the
organization (i.e., transportation services,
airport)
100 80 3.8 1.3 4.0 1.0
Other Characteristics Necessary Practical Likely Trouble Superior
% % M SD M SD
24. Willingness to handle irate guests. 100 80 4.2 1.3 4.8 0.4
25. Willingness to work closely with other team
members
100 100 4.4 0.9 4.4 0.9
26. Willingness to work in environment in which
pace can change quickly
100 100 4.4 0.9 4.6 0.9
27. Willingness to work under high supervision. 100 100 3.8 1.1 4.2 1.1
28. Willingness to complete routine tasks (i.e.,
complete same tasks frequently)
100 100 4.0 0.7 4.0 1.2
Note: Necessary = extent to which a KSAO is necessary in newly hired workers; Practical = extent to which a KSAO is practical to expect in the
labor market; Likely Trouble = extent to which trouble is likely if a KSAO is ignored in selection; Superior = extent to which a KSAO
distinguishes superior from average workers

14
REFERENCES
Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job and work analysis: Methods,
research, and applications for human resource management (2nd
ed.). Thousand Oaks,
CA: Sage.
Clark, R. E., & Estes, F. (1996). Cognitive task analysis for training. International Journal of
Educational Research, 25(5), 403-417.
Levine, E. L. (1983). Everything you always wanted to know about job analysis. Tampa, FL:
Mariner.
O*NET. (2015). Hotel, motel, and resort desk clerks. O*NET OnLine. Retrieved March 10, 2015
from https://www.onetonline.org/link/summary/43-4081.00
Smith, J. E., & Hakel, M. D. (1979). Convergence among data sources, response bias, and
reliability and validity of a structured job analysis questionnaire. Personnel Psychology,
32(4), 677-69.
U.S. Equal Employment Opportunity Commission. (2013). U.S. Equal Employment Opportunity
Commission. Retrieved April 8, 2015 from http://www.eeoc.gov/

15
APPENDIX A: JOB ANALYSIS INTERVIEW
Interviewers:________________________________________________________________
Date:___/___/____
Time:_______
Employee Data
Interviewee:________________________________________________________________
Job Title:__________________________________________________________________
Supervisor’s Name:_____________________ Supervisor’s Job Title:__________________
Length of Time in Position (any company):________Years________Months
Length of Time in Company:________Years_________Months
Employment Type (e.g. Full-Time, Part-Time, Internship):__________________________
Number of Hours Each Week: ______________
Furthest Completed Education: ___________________

16
Major Functions
A major function is a group of related activities that, when taken as a whole, allow the job incumbent to
accomplish one of the primary objectives of the job. Think of the main reasons for your job’s existence.
Another way you could look at it is what wouldn’t happen if the job were vacant. What are the specific
activities or tasks job incumbents perform to accomplish the major function?

17
Task Under Major Functions
Now let’s focus on the major function of _______________________
● Tell me all of the steps of the job incumbent would take to accomplish that.
● What kinds of things do job incumbents do to prepare for the task you described?

18
● What kinds of follow-up activities are performed after these tasks?

19

20

21

22

23

24

25
Nonroutine tasks
Do you perform any nonroutine tasks that we haven’t discussed?
Tell me all the steps the job incumbent would take to accomplish that
What kinds of things do job incumbents do to prepare for the task you described

26
What kinds of follow-up activities are performed after these tasks?
Interactions
What interactions do job incumbents have with others within the organization?

27
With whom do incumbents interact (job titles, groups, departments)?
What activities require coordination/cooperation?
How do incumbents usually communicate (memo, phone, meetings)?

28
What interactions do job incumbents have outside of the organization?
With whom do incumbents interact (customers, suppliers, groups)?
What activities require coordination/cooperation?

29
How do incumbents usually communicate (memo, phone, meetings)?
Knowledge
What areas of technical knowledge does this job require?
What level of formal education is needed for this job?

30
What government rules or regulations do you need to know to perform this job?
Skills
What types of equipment or tools do you use?

31
What types of management or teamwork skills does this job require (e.g., leadership, organizing,
planning)?
What types of communication skills do you need (e.g., group presentation, written)?
Abilities
What physical abilities does this job require?

32
What mental abilities does this job require (e.g., reading level required)?
Other Characteristics
Are there any special certifications or licenses required for this job?

33
Are there any other important aspects of the job I haven’t covered that you feel are necessary?
Optional Questions
If you have to interview candidates for this job, what information would you need to select the right
person?
If you had to select a person for this job, what activities would you want to see them perform before
hiring or promoting them?

34
What types of prior work experience, knowledge, or skills are essential for effective performance in this
job?
Training
On what types of knowledge, skills or abilities would you most want to train incumbents to ensure that
they become or remain highly effective?
What skills should the incumbent develop to ensure he or she will be able to perform the job as it changes
in the future.

35
After starting the job, how much on the job training does it take to learn the job?
● Up to 1 month
● 1 to 3 months
● 3 to 6 months
● 6 months to 1 year
● 1 year to 2 years
● More than 2 years
Requirements
Of the following, which best indicates the minimum formal education required for this job?
● High School Diploma or GED
● Some College/Associate’s Degree
● Master’s Degree
● Vocational/Technical/Business School
● Bachelor’s Degree
● Doctorate Degree
Of the following, which best indicates the minimum length of time spent in performing similar work and
acquiring the skills and knowledge to qualify for this position?
● Less than 6 months
● 6 months to 1 year
● 1 year to 3 years
● 3 years to 5 years
● 5 years to 7 years
● 7+ years
Critical Incidents

36
Describe a situation that illustrates outstanding job performance.
What led up to the incident? What did the employee do that was effective? What were the consequences?
What were the consequences within control of the employee?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
___________________
Describe a situation that illustrates poor job performance.
What led up to the incident? What did the employee do that was effective? What were the consequences?
What were the consequences within control of the employee?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
___________________
Other Characteristics
Please tell me which of the statements best describes the job, or if the job falls somewhere in the middle.
The extent to which this job requires travel
1 2 3 4 5
Little travel Much Travel
The extent to which the work schedule is predictable
1 2 3 4 5

37
Unpredictable work schedule Predictable work schedule
The extent to which the job contains flexible work hours
1 2 3 4 5
Set Work Hours Flexible Work Hours
The pace of work
1 2 3 4 5
Slow work pace Fast work pace
Extent to which pressure is placed on results
1 2 3 4 5
High pressure Low Pressure
The extent to which this job has deadlines
1 2 3 4 5
Infrequent Deadlines Frequent Deadlines
The extent to which this job is supervised
1 2 3 4 5
Little supervision High supervision
The extent to which the job contains decision-making responsibility
1 2 3 4 5
Low responsibility High responsibility
*Extent to which job incumbent establishes own goals
1 2 3 4 5
Established by others Establishes own goals

38
Extent to which job incumbent works with others
1 2 3 4 5
Works mostly alone Works mostly with others
Extent to which the job requires record keeping
1 2 3 4 5
Little record keeping Much record keeping
Extent to which job requires attention to detail
1 2 3 4 5
Little attention to detail Much attention to detail
Extent to which job requires creativity
1 2 3 4 5
Little creativity Much creativity
Extent to which job environment changes
1 2 3 4 5
Little change Much change

39
APPENDIX B: JOB ANALYSIS QUESTIONNAIRE
Please enter your name.
_______________________________________
Please rate the following tasks on difficulty level, with 1 representing the easiest of tasks and 7
representing the most difficult of tasks. Choose N/A if the task does not apply to you.
Participate in daily briefing to prepare for current state of hotel affairs
1 (easiest of tasks)
2
3
4
5
6
7 (most difficult of tasks)
Review documented guest history to tailor experiences to guests
2
3
4
5
6
Monitor emails to remain updated
2
3
4
5
6
Recognize correct department (i.e., housekeeping or engineering department) in order to resolve guest
conflicts
2
3

40
4
5
6
Promote hotel amenity upgrades for personal commission and company profit
2
3
4
5
6
Follow up with recently checked in guests in order to confirm guest satisfaction
2
3
4
5
6
Manage Financial Reserves (i.e., bank) to provide currency exchange for guests
2
3
4
5
6
Administer points for loyalty program to encourage guest returns
2
3
4
5
6

41
Address guest questions or concerns to foster guest satisfaction
2
3
4
5
6
Compensate guest charges to maintain high levels of guest satisfaction
2
3
4
5
6
Provide all incentive offerings (i.e., taxi vouchers, reduced rate) to uphold guest trust in the organization
2
3
4
5
6
Confirm guest reservations to identify any impending room vacancies
2
3
4
5
6
Determine payment method (e.g., credit card) of guests to ensure receipt of payment

42
2
3
4
5
6
Craft room keys using computer software (i.e., Safelock) to provide special room access for hotel guests'
requests
2
3
4
5
6
Actively listen to guests' concerns to understand specific needs
2
3
4
5
6
Provide information pertaining to local activities and/or amenities (e.g., local dining options) to facilitate
guest satisfaction
2
3
4
5
6
Review guest's charges to ensure accuracy and promote guest satisfaction
2
3

43
4
5
6
Convert foreign currency to U.S. dollar based on exchange rate to ensure personal financial reserve (i.e.,
Bank) is kept up to standard (e.g., $1,000)
2
3
4
5
6
Participate in training session with supervisor to remedy any issues or concerns of guests as pertaining to
current performance
2
3
4
5
6
Follow up with guests checking out to remedy satisfaction issues
2
3
4
5
6
Contact airport on behalf of guests to resolve any issues pertaining to lost luggage
2
3
4
5

44
6
Provide taxi vouchers for guests who have been relocated (i.e., walked) to foster high guest satisfaction
2
3
4
5
6
Make reservations through software (i.e., OPERA) to increase room occupancy
2
3
4
5
6
Process payment of guests to ensure bill payment
2
3
4
5
6
Print maps for guest location inquiry
2
3
4
5
6

45
Identify situations where supervisor assistance is required (e.g., guest complaint) to address any
associated issues in appropriate manner
2
3
4
5
6
Understand occupancy rate to book guests into proper room and avoid errors (e.g., overbooking)
2
3
4
5
6
Assemble table with fruit infused water dispenser to foster guest satisfaction
2
3
4
5
6
Identify passport members to maintain guest loyalty
2
3
4
5
6
Send emails to disseminate pertinent information
2

46
3
4
5
6
Monitor phone to answer any customer requests in timely manner
2
3
4
5
6
Communicate with housekeeping in order to ensure room is prepared for guest stay
2
3
4
5
6
Retrieve guests' reservation on computer (i.e., OPERA) to locate details of guests' stay
2
3
4
5
6
Greet guests to provide great hospitality
2
3
4
5
6

47
Record guest complaints in order to establish record of guest preferences
2
3
4
5
6
Now, please rate the following tasks on the degree to which the consequences of errors are important,
with 1 indicating that consequences are not at all important and 7 indicating that consequences are
extremely important. Choose N/A if the task does not apply to you.
Participate in daily briefing to prepare for current state of hotel affairs
1 (consequences of error are not at all important)
2
3
4
5
6
7 (consequences of error are extremely important)

48
Review documented guest history to tailor experiences to guests
2
3
4
5
6
Monitor emails to remain updated
2
3
4
5
6
Recognize correct department (i.e., housekeeping or engineering department) in order to resolve guest
conflicts
2
3
4
5
6
Promote hotel amenity upgrades for personal commission and company profit
2
3
4
5
6
Follow up with recently checked in guests in order to confirm guest satisfaction
2

49
3
4
5
6
Manage Financial Reserves (i.e., bank) to provide currency exchange for guests
2
3
4
5
6
Administer points for loyalty program to encourage guest returns
2
3
4
5
6
Address guest questions or concerns to foster guest satisfaction
2
3
4
5
6
Compensate guest charges to maintain high levels of guest satisfaction
2
3
4
5
6

50
Provide all incentive offerings (i.e., taxi vouchers, reduced rate) to uphold guest trust in the organization
2
3
4
5
6
Confirm guest reservations to identify any impending room vacancies
2
3
4
5
6
Determine payment method (e.g., credit card) of guests to ensure receipt of payment
2
3
4
5
6
Craft room keys using computer software (i.e., Safelock) to provide special room access for hotel guests'
requests
2
3
4
5
6

51
Actively listen to guests' concerns to understand specific needs
2
3
4
5
6
Provide information pertaining to local activities and/or amenities (e.g., local dining options) to facilitate
guest satisfaction
2
3
4
5
6
Review guest's charges to ensure accuracy and promote guest satisfaction
2
3
4
5
6
Convert foreign currency to U.S. dollar based on exchange rate to ensure personal financial reserve (i.e.,
Bank) is kept up to standard (e.g., $1,000)
2
3
4
5
6
Participate in training session with supervisor to remedy any issues or concerns of guests as pertaining to
current performance

52
2
3
4
5
6
Follow up with guests checking out to remedy satisfaction issues
2
3
4
5
6
Contact airport on behalf of guests to resolve any issues pertaining to lost luggage
2
3
4
5
6
Provide taxi vouchers for guests who have been relocated (i.e., walked) to foster high guest satisfaction
2
3
4
5
6
Make reservations through software (i.e., OPERA) to increase room occupancy
2
3
4

53
5
6
Process payment of guests to ensure bill payment
2
3
4
5
6
Print maps for guest location inquiry
2
3
4
5
6
Identify situations where supervisor assistance is required (e.g., guest complaint) to address any
associated issues in appropriate manner
2
3
4
5
6
Understand occupancy rate to book guests into proper room and avoid errors (e.g., overbooking)
2
3
4
5
6

54
Assemble table with fruit infused water dispenser to foster guest satisfaction
2
3
4
5
6
Identify passport members to maintain guest loyalty
2
3
4
5
6
Send emails to disseminate pertinent information
2
3
4
5
6
Monitor phone to answer any customer requests in timely manner
2
3
4
5
6
Communicate with housekeeping in order to ensure room is prepared for guest stay

55
2
3
4
5
6
Retrieve guests' reservation on computer (i.e., OPERA) to locate details of guests' stay
2
3
4
5
6
Greet guests to provide great hospitality
2
3
4
5
6
Record guest complaints in order to establish record of guest preferences
2
3
4
5
6

56
Are the following knowledge, skills, abilities, and other characteristics necessary for new hires to already
have coming in?
Knowledge of the English language
Yes
No
Knowledge of OPERA
Yes
No
Knowledge of SafeLock
Yes
No
Knowledge of telephone use involving call waiting and transferring calls
Yes
No
Knowledge of Microsoft Office (i.e., Word, Excel, PowerPoint, and Outlook)
Yes
No
Knowledge of "mapping software" (i.e., Google maps, MapQuest)
Yes
No
Knowledge of fax machine usage

57
Yes
No
Knowledge of hotel amenities
Yes
No
Knowledge of local entertainment and dining options
Yes
No
Knowledge of hotel reward system (i.e., Hyatt Gold, Platinum, and Diamond)
Yes
No
Knowledge of basic mathematics (i.e., arithmetic, multiplication, division, algebra)
Yes
No
Knowledge of basic clerical functions
Yes
No
Active listening (i.e., fully listening to others, asking questions as appropriate, and taking the time to
understand information conveyed)
Yes
No
Service orientation (i.e., actively seeking ways in which to help people/guests)
Yes
No
Speaking (i.e., clearly conveying information to guests)
Yes
No
Reading comprehension (i.e., understanding written words in work related documents)
Yes
No
Social perceptiveness (i.e., being aware of others' reactions and understanding why they react as they do)
Yes
No

58
Using polite language when communicating with guests
Yes
No
Ability to stand for long periods of time
Yes
No
Ability to comprehend spoken language
Yes
No
Ability to read and write in understandable manner
Yes
No
Ability to maintain composure when working with difficult guests
Yes
No
Ability to work with others outside of the organization (i.e., transportation services, airport)
Yes
No
Willingness to handle irate guests
Yes
No
Willingness to work closely with other team members
Yes
No
Willingness to work in environment in which pace can change quickly
Yes
No
Willingness to work under high supervision
Yes
No
Willingness to complete routine tasks (i.e., complete same tasks frequently)
Yes
No

59
Are the following knowledge, skills, abilities, and other characteristics practical to expect in the labor
market (i.e., job applicants)?
Yes
No
Knowledge of OPERA
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes

60
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No

61
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No

62
To what extent is trouble likely if the following knowledge, skills, abilities, and other characteristics are
ignored in selection (compared to the other knowledge, skills, abilities, and other characteristics)?
Very little or none
To some extent
To a great extent
To a very great extent
To an extremely great extent
Knowledge of OPERA
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent

63
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent

64
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent

65
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent

66
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
To what extent do different levels of this knowledge, skill, ability, or other characteristic distinguish the
superior from the average worker (compared to the other knowledge, skills, abilities, or other
characteristics)?

67
Very little or none
To some extent
To a great extent
Knowledge of OPERA
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none

68
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent

69
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent

70
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent

71
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
Very little or none
To some extent
To a great extent
What is your current position at Hyatt Regency?
_______________________________________
How long have you been in your current position (with any company)? Please answer in months.
_______________________________________
How long have you been in your current position at Hyatt Regency? Please answer in months.
_______________________________________
Please enter your email below to be entered into the $50 Amazon gift card drawing!
_______________________________________

72
APPENDIX C: Job Description
Job Title: Front Desk Agent
Immediate Supervisor: Front Office Supervisor
Department: Guest Services
Essential Duties and Responsibilities:
1. Accommodate hotel guests through actively listening to guests' concerns to understand
specific needs
2. Addressing guests' questions and concerns to foster satisfaction
3. Understanding the occupancy rate to book guests into proper room
4. Make reservations through software (OPERA) to increase room occupancy
5. Record guest complaints in order to establish history of guest preferences
6. Participate in training session with supervisor to remedy any issues or concerns of guests
as pertaining to current performance
7. Communicate with housekeeping in order to ensure room is prepared for guest stay
8. Identify situations where supervisor assistance is required (e.g., guest complaint) to
address any associated issues in appropriate manner
Additional Information:
Job incumbents should be willing to stand for long periods of time. Additionally, incumbents should
expect to work in an environment that can change rapidly. Incumbents should speak in a polite manner in
all interactions and have a willingness to work with irate guests.

Final Job Report

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