chapter-1 of research methodology course

1. ADDRESS THE CHALLENGES OF TOURISM
BUSINESS AND ITS IMPACT ON EMPLOYEE
MORALE AND SATISFACTION IN OFF SEASON
CLOSURES: THE CASE OF COX’S BAZAAR
(BANGLADESH)
CHAPTER-1
PRESENTATION

2. SUBMITTED TO
Dr. Ahmad Zaharuddin Sani Bin
Ahmad Sabri
Pengarah Institut Pemikiran Tun Dr
Mahathir Mohamad
PREPARED BY
Chhanda Biswas
BBA,MBA (Dhaka University)
PHD (Universiti Utara Malaysia)
Matric no: 902084

3. BACKGROUND OF THE STUDY
• TOURISM IS AN IMPORTANT SECTOR IN THE DEVELOPMENT INDUSTRY ALL OVER THE
WORLD. THE HOTEL INDUSTRY HAS BRIGHT VISIONS FOR THE GROWTH OF THE TRAVEL
AND TOURISM INDUSTRY. THERE ARE MANY FACTORS THAT AFFECT THE HOTEL SECTOR,
SEASONALITY IS ONE OF THEM (DALLARI, 1982).
• THE TERM SEASONALITY REFERS TO THE INTRA YEAR FLUCTUATIONS OF A GIVEN
VARIABLE OR INDICATOR TO THE EXTENT THAT SUCH FLUCTUATION IS A REASONABLE
EFFECT AND MAY BE EITHER INDIRECTLY OR ENTIRELY UNOBSERVABLE (BERSTEIN,
1998).
• THE WHOLE RESEARCH WILL BE DESCRIBED ABOUT THE TERM OF SEASONALITY,
IMPACT OF SEASONALITY, MEASURE OF THE SEASONALITY, POLICIES AND STRATEGIES
TO DEVELOP OPPORTUNITIES FOR THE HOTEL INDUSTRY IN BANGLADESH TO INCREASE

4. BACKGROUND OF THE STUDY (CONT.….)
• THIS PAPER FOCUSES SEASONALITY OF DEMAND, CAUSES OF SEASONALITY, IMPACT OF
SEASONALITY, MEASURE OF SEASONALITY, MANAGEMENT STRATEGIES IN OFF-SEASON
TOURISM BUSINESSES (MAHARJAN, 2012).
• A NUMBER OF ISSUES OF SEASONALITY CAN BE INTRODUCED THAT REQUIRE SPECIAL
ATTENTION AND STRATEGIES WHICH AFFECT THE NUMBER OF TOURISTS COMING TO THE
BUSINESS REGION AND ADDING TO THE VIABILITY OF THE BUSINESS REGION.
• FOR EXAMPLE, SEASONALITY MAY PLACE GREAT PRESSURE ON TOURISM ENTERPRISES
FOR EMPLOYEES EVEN THOUGH THERE IS WELL ORGANIZED BUSINESS, APPROPRIATE
STAFF AND ENTERPRISES LOCATED IN THE MOST POPULAR AREA (LEE, BERGIN &
GRAEME 2008, 1).

5. PROBLEM STATEMENT
• THE MAIN PURPOSE OF THE STUDY IS TO INVESTIGATE THE STRATEGIES TO
ADDRESS THE CHALLENGES OF TOURISM BUSINESSES TO SURVIVE IN OFF-
SEASON CLOSURES.
• SEASONALITY CAN CREATE SO MANY PROBLEMS IN THE HOTEL INDUSTRY IN
COX’S BAZAAR. SUCH AS:
LACK OF NUMBER OF TOURISTS
DIFFICULTIES IN THE ACCESS TO CAPITAL
 LOW RETURNS OF INVESTMENT
INEFFICIENT USE OF RESOURCES
HOTELIERS RECRUIT PART TIME OR SEASONAL WORKERS BUT IT BECOMES ALSO
SO COSTLY.


6. RESEARCH QUESTIONS
• WHAT IS THE RELATIONSHIP
BETWEEN CAREER OPPORTUNITIES
AND EMPLOYEE MORALE &
SATISFACTION ?
• WHAT IS THE RELATIONSHIP
BETWEEN SKILL QUOTIENT AND
EMPLOYEE MORALE &
SATISFACTION ?
• WHAT IS THE RELATIONSHIP
BETWEEN EMOTIONAL QUOTIENT
AND EMPLOYEE MORALE &
• WHAT IS THE IMPACT SOCIO AND
ECONOMIC BACKGROUND ON
EMPLOYEE MORALE &
SATISFACTION ?
• WHAT IS THE INFLUENTIAL FACTORS
OF CONSUMERS NEED AND PSYCHE
ON THE MECHANISMS TO BE
DESIGNED IN TOURISM SECTOR IN
OFF-SEASON ?

8. SIGNIFICANCE OF THE STUDY
• BY EXAMINING THE HOTEL INDUSTRY CONTEXTS, USING QUANTITATIVE APPROACHES
AND INVOLVING HOTELIERS AS CO-RESEARCHERS, WE CAN EASILY UNDERSTAND
HOW TO ADDRESS THE CHALLENGES IN OFF-SEASON CLOSURES.
• WITH THIS UNDERSTANDING, RESEARCHERS CAN EVALUATE THE VARIABLES AND
DEVELOP MODEL ABOUT STRATEGIES IN OFF-SEASON CLOSURES AND ITS
IMPLICATION’S IMPACT.
• HOTELIERS AND TOURISM STAKEHOLDERS CAN APPLY THESE STRATEGIES IN THEIR
OFF-SEASON BUSINESSES AND MEASURE THE IMPACT OF ITS STRATEGIES THROUGH
THE SURVEY OF TOURISTS AND EMPLOYEES OF THE HOTELS.
• IT WILL ALSO BE HELPFUL TO IMPROVE THE COUNTRY’S ECONOMIC CONDITIONS.

9. SIGNIFICANCE OF THE STUDY (CONT….)
• EMPLOYEES EMPLOYED IN HOTEL SECTORS WILL ALSO BE BENEFITTED BECAUSE THE
HOTELIERS CAN APPLY SOME MOTIVATIONAL TOOLS FOR CREATING EMPLOYEE
SATISFACTION AFTER READING THIS RESEARCH.
• MINIMAL RESEARCH ATTENTION HAS BEEN DIRECTED TOWARD THE STRATEGIES TO
ADDRESS THE CHALLENGES OF SEASONALITY THE HOTEL INDUSTRY.
• STAFFING IS THE MAJOR CHALLENGES DURING OFF-SEASON CLOSURES IN THE HOTEL
INDUSTRY. TO MAKE AN EMPLOYEE AS A BEST EMPLOYEE, HOTELIERS SHOULD FIND
SOMETHING MOTIVATIONAL TOOL FOR THEM SO THAT THEY CAN INTERESTEDLY PERFORM
THEIR ACTIVITIES AND CREATE TOURISTS SATISFACTION (SCHNUER-2011)

10. SCOPE OF THE STUDY
• THE HOTELIERS MUST BE CONCERN ABOUT THESE FACTORS. THEY OFFER SO MANY
DISCOUNT AND PACKAGES FOR THE NEWLY MARRIED COUPLE, RETIRED PERSONS,
YOUNG PEOPLE ETC.
• HOTELIERS MUST MAINTAIN THE LOYALTY WITH THE CUSTOMER SO THAT THOSE
CUSTOMER MUST COME HERE AGAIN (OH, 2000; SKOGLAND & SIGUAW, 2004).
• HOTELS MUST OFTEN ATTEMPT TO SHAPE THEIR IMAGES WITH CUSTOMERS BY
MANAGING THE TYPES OF BEHAVIORS EMPLOYEES DISPLAY (FROEHLE & ROTH,
2004;HIPKIN, 2000).
• THESE STRATEGIES IN VERY MUCH IMPORTANT FOR THE FRONT-DESK EMPLOYERS
WHERE NEARLY ALL EMPLOYEES HAVE CONTACT WITH CUSTOMERS ON A DAILY

11. REFERENCES
• BERSTEIN J., 1998, SEASONALITY, SYSTEMS, STRATEGIES AND SIGNALS. AVAILABLE
HTTPS://BOOKS.GOOGLE.COM.BD/BOOKS?ID=PQMICDI9APIC&PRINTSEC=FRONTCOVER&DQ=SEA
• DALLARI, F. (1982). “LA NEVE ED IL TURISMO INVERNALE NELL'APPENNINO
SETTENTRIONALE”. IN C. BRUSA (ED.) RIFLESSIONI GEOGRAFICHE SULL'EMILIA-ROMAGNA.
MILANO: UNICOPLI, PP. 207-213.
• FROEHLE, C.M., & ROTH, A.V. (2004). NEW MEASUREMENT SCALES FOR EVALUATING
PERCEPTIONS OF THE TECHNOLOGY-MEDIATED CUSTOMER SERVICE EXPERIENCE.
JO URNAL O F O PERATIO NS MANAGEMENT, 22, 1-21.
• HIPKIN, I. (2000). TQM: THE PARADOX OF EMPOWERMENT AND CONFORMANCE IN THE
SERVICE SECTOR. SO UTH AFRICANJO URNAL O F BUSINESS MANAGEMENT, 31 (1), 1-8.
• JANG, S. (2004), “MITIGATING TOURISM SEASONALITY: A QUANTITATIVE APPROACH”, ANNALS
OF TOURISM RESEARCH, VOL. 31 NO. 4, PP. 819-36.
• LEE, C., BERGIN-SEERS, S., GALLOWAY, G., & MCMURRAY, A. (2008). SEASONALITY IN THE
TOURISM INDUSTRY. IMPACTS AND STRATEGIES. GO LD CO AST: CRC FO R SUSTAINABLE
TO URISMPTY LTD

12. REFERENCES (CONT.….)
• OH, H. (2000). DINERS’ PERCEPTIONS OF QUALITY, VALUE, AND SATISFACTION. CO RNELL
HO TEL & RESTAURANT ADMINISTRATIO NQUARTERLY, 41 (3), 58-67.
• O’GORMAN, C. & DORAN, R. (1999). MISSION STATEMENTS IN SMALL AND MEDIUM-SIZED
BUSINESSES. JO URNAL O F SMALL BUSINESS MANAGEMENT, 37 (4), 59-67.
• PARNELL, J., CARRAHER, S.M., & ODOM, R. (2000). STRATEGY AND PERFORMANCE IN THE
ENTREPRENEURIAL COMPUTER SOFTWARE INDUSTRY. JO URNAL O F BUSINESS &
ENTREPRENEURSHIP, 12 (3), 49-66.
• SKOGLAND, I & SIGUAW, J. (2004). ARE YOUR SATISFIED CUSTOMERS LOYAL? CO RNELL
HO TEL & RESTAURANT ADMINISTRATIO NQUARTERLY, 45 (3), 221-234.
• ZINGER, J., LEBRASSEUR, R., & ZANIBBI, L. (2001). FACTORS INFLUENCING EARLY STAGE
PERFORMANCE IN CANADIAN MICROENTERPRISES. JO URNAL O F DEVELO PMENTAL
ENTREPRENEURSHIP, 6 (2), 129-150.