In this article the proposal is made on a quantitative and qualitative procedure for the evaluation of the responsible performance of the hotel product with a systemic, multidimensional, multicriteria and process approach. This procedure is based on its conception and operationalization under the trilogy social equity, sustainability and economic efficiency, in addition to the ethical, cultural, social, economic, ecological and institutional principles, contemplated in the Lanzarote Sustainable Tourism Charter 1995.
1.1
In the consulted literature, several research works related to the sustainable management model for destinations are identified, such as the Association for Caribbean States (AEC) Model for the management of sustainability in the Caribbean (2004) and the Model of management for sustainable tourism in sun and beach destinations of Márquez, L., Cuétara, L. and Frías, R. (2006). It also integrates the proposals for the implementation of other management systems, indicators and certification for sustainable management in tourist destinations and its generalization to hotel organizations, an aspect that was addressed earlier in the development of Chapter I.
The rapid growth of tourism activity has demanded the need to develop a set of instruments and mechanisms of a scientific nature, proposed by governments, organizations and researchers at the international level at different levels that address the problem of sustainability in tourist destinations and in a few cases in hotel organizations. Currently, there are a large number of models for the sustainable management of tourist destinations, but two models are identified by the author that may constitute the conceptual and operational background for the elaboration of a quantitative and qualitative procedure that allows the evaluation of responsible action of the hotel product, among which are:the model proposed by the ACS and the management model for sustainable tourism of tourist destinations.
In the first case, the model sets out the methodology for managing sustainable tourism, essentially through a process of organizing work, collecting the necessary information, conducting a diagnosis of the territory, definition and evaluation of indicators, monitoring and self-evaluation of the sustainability of the destination (Díaz, G. and Norman, A., 2004, p.1).
In the author's opinion, among the strengths of this model is a set of common regulatory indicators for all destinations and agreed in the agreement for the establishment of the Sustainable Tourism Zone of the Caribbean (ZTSC), and a set of local indicators. Also the implementation of Local Agenda 21 as a territorial strategy, which constitutes an unquestionable strength for the development of tourist destinations in the local context (Márquez, L., Frías, R., and Cuétara, L., 2006).
This proposal presents a comprehensive approach and incorporates the patrimonial, social, economic and ethical dimensions, the latter being recommended at the local level. Among the weaknesses identified, it can be seen that there are missing indicators of the management of companies and institutions in the planning and management of tourism development for sustainability, the non-evaluation of the degree of satisfaction of residents regarding the development and impact of the activity tourist in the economic and social aspect. From a quantitative point of view, it lacks the definition of a global and local index for measuring sustainable development, and in its generalization for the product portfolio in different tourist destinations.
Regarding the second model, with evidence of practical validation, the analysis of the tourist destination predominates with a systemic, multidimensional and multicriteria approach for the evaluation of sustainability.
The model includes, on the one hand, an adaptation of each of the phases of the Local Agenda 21 process, and on the other hand, the outline of the process for managing the sustainability of the ACS. This model contemplates the following dimensions: environmental, economic, cultural, social and political-institutional. Furthermore, the model has seven phases, conceived as part of a continuous improvement process that guides the destination towards sustainability.
As an aspect to highlight, it allows calculating the Global Sustainable Development Index for tourist destinations, in addition to including other procedures to determine the competitive position in relation to one or more destinations and whose tourist characteristics are similar.
Finally, a third model with similar characteristics can be seen in the consulted bibliography, but with adaptations made for the evaluation of sustainability in hotel management.
The proposed management model is conceived with a systemic, multi-criteria, multi-dimensional and process approach. The systemic approach of this model is determined because the hotel entity demands a flow of inputs (natural, human, equipment and financial resources), necessary to produce the tourist services offered to its clients. Likewise, it generates a flow of outputs (impacts) towards the environment. The hotel facility is considered as a system with a set of elements that interact with each other, conceived as a study unit to understand the structure and dynamics of the components that comprise it.
Now it is time to explain the multi - criteria approach of the proposed procedure, which is associated with the different criteria (dimensions, processes, key areas and indicators) as components of the object of study within the problem set.
The multi-criteria approach is described, by interrelating dimensions, processes, key areas and indicators for the evaluation of sustainability through the proposal of the calculation of a Hotel Responsible Action Index that covers the key dimensions, processes and areas and the determination of preference values. expressed in priorities, which requires the implementation of multi-criteria techniques and methods to achieve the scientific result.
The multi-criteria approach of the proposals can be seen in Figure 1.1:
Analysis procedure with a multi-criteria approach in Hospitality. Adapted from Márquez, L., Cuétara, L. and Frías, R (2006).
On the other hand, the multidimensional approachcontained in the proposed model, it is found in the relationship of its dimensions to each other, a relationship that develops and changes information flows and elements (processes, key areas and indicators), which are endowed with structural and procedural functioning, which also has a dynamic internal and external, which changes information flows with its environment, which has the possibility of achieving the same ends in different ways or the virtue of the whole (the change of one dimension affects the whole) and that integrated into an active environment dynamic, they influence and influence each other. However, it is recognized that each dimension has its own characteristics and, at the same time, is conditioned and conditions the other dimensions. In this sense, it is necessary to point out that the management model,It is conceived from a multidimensional approach for evaluating hotel sustainability.
In Figure 1.2 the multidimensional approach to this procedure is described:
Multidimensionality of sustainable development. Adapted from Márquez, L., Cuétara, L. and Frías, R (2006).
Subsequently, the six basic dimensions proposed for the evaluation of sustainability are described, which demonstrates the capacity to apply sustainable development. The dimensions are: The Heritage Dimension : the inclusion of this dimension arises, because the future of sustainable tourism development depends on the ability of managers and economic agents to know and manage, according to a long-term perspective, their stock of renewable natural resources and their environment. In this dimension, special attention is paid to resources such as energy, water, soil, climate and the natural environment, for the identified study object, the heritage and cultural value where the investigated facility is located are incorporated.
The Social Dimension : this dimension must satisfy the needs of the internal client, such as food, working conditions, motivation and training; in other words, she is obliged to consider the facilitating aspects of the quality of life to achieve her own well-being.
The Economic Dimension : This dimension is based on the fact that sustainable tourism development must be economically efficient, that is, the capacity one has to dispose of resources with the aim of achieving the development of hotel activity.
The Cultural Dimension : the importance of this dimension lies in the need to analyze man in a much more complex environment than the natural environment; in a medium that also integrates their customs, beliefs and habits.
The Ethical Dimension: in this dimension it is reflected that the receiving community must direct its own development process; that is, to achieve sustainability, training and information for all citizens is essential so that everyone participates, more or less actively, in the process of sustainable development within their geographical area, as well as the different actors (providers, artisans, shops, tourism bureau, TTOO, AAVV, transporters, among others) that support hotel activity.
The Political-Institutional Dimension : this dimension demonstrates the functioning of the hotel chain's policy and strategy system; likewise, it is the point where the volume of resources allocated to various specific programs and works is negotiated and this dimension must be present, as the main guide in the concept and operation of the other dimensions of sustainability referred to (social, economic, environmental, local and cultural).
The process approach of this proposal is based on the fact that the success of any hotel organization depends on its business processes being aligned with its strategy, mission and objectives; Behind the fulfillment of these objectives is the performance of a set of activities that, in turn, are part of a process.
Within this framework, the ISO 9001: 2000 quality standard states that: "the company must define and manage multiple interrelated processes leading to the provision of services"; defining processes as: "any activity that receives inputs and transforms them into outputs." The previous description with the structure of the proposed management model is shown in the development of Chapter II proposed by Bonamusa Medina (2008, p. 35).
This model is not only aimed at mitigating environmental impacts, but especially, it must create a new threshold of tourism development, in which, beyond pursuing the viability of tourism activity in hotels, it seeks to satisfy the needs of its clients, the local community and those who operationalize tourist services with sustainability criteria.
1.2 Preparation of a quantitative and qualitative procedure for evaluating the responsible performance of the hotel product
The proposed procedure is distinguished from any other referenced in the bibliography by the following contributions:
- In its conception, the analysis of the hotel product predominates with a systemic, multidimensional, multicriteria and process approach for the evaluation of responsible action. It presents a work procedure with specialist judgments for the identification of processes, key areas and associated indicators. To each dimension, for the diagnosis of responsible action, a measurement instrument based on a LIKERT scale questionnaire has been designed, recommended by different authors in studies evaluating tourist destinations and customer satisfaction, through which they capture the necessary information on the subjective assessment of the meters defined for the comprehensive evaluation of the product. As a theoretical contribution to the designed procedure,the value designated as the Hotel Responsible Performance Index (IARH) for the hotel company is obtained, as a result of applying the multi-attribute method of the weighted sum, It proposes a model with a hierarchical structure (Figure 1.3) for the evaluation of the hotel responsible performance with five levels of decision: which includes the multidimensional approach to the analysis of sustainability, the selection of processes, incorporates the evaluation of the key areas and indicators with their measurement elements.
Figure 1.3: Diagram with hierarchical structure.
Scheme with hierarchical structure. Source: own elaboration.
- A graphic indicator called Biogram is introduced to classify each of the dimensions, processes, key areas and indicators identified in the research. The so-called Radial Ideogram of Responsible Action is incorporated into the analysis of the study results, as an important instrument for the process. of implementation of the Follow-up and Monitoring Phase.
The structure of the procedure that has been developed can be seen in Figure 2.4 and the contributions made by the author are described below:
Phase I: Bibliographic review on sustainable management in tourist destinations and in hotel activity
This phase addresses the origin and evolution of the concept of sustainable development, and its specific application for the tourism sector. Its current management status in destinations and tourist products is analyzed in a general way, and within these, the hotel facility as a global tourist product, in order to facilitate, through the operation of the procedure, the preservation of heritage, historical and activities in the hotel facility under study.
Table 1.1: Description of the quantitative and qualitative procedure for evaluating the responsible performance of the hotel product
| Phase I: Bibliographic review on the sustainable management of tourist destinations and products. |
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| Phase II: Preparation of the quantitative and qualitative procedure for evaluating the responsible performance of the hotel product. |
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| Phase III: Determination of the Hotel Responsible Action Index (IARH) |
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| Phase IV: Preparation of the action plan |
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| Phase V: Evaluation and monitoring |
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Source: self made
Stage 1: Contextualize and characterize the evolution of sustainable development and sustainable tourism.
Through the main approaches described in the consulted literature, indicator systems and environmental management and certification systems implemented in tourist destinations of sun and beach and hotel facilities respectively, the theoretical-referential framework of the research is constructed.
Methods: To carry out this stage, information was collected through document analysis and bibliographic review. In addition, the Concept Map of Chapter I was prepared and a Concept Matrix on sustainable tourism with its frequency distribution was prepared (See Annex 2).
Phase II: Preparation of the quantitative and qualitative procedure for evaluating the responsible performance of the hotel product
Based on the study and analysis of the identified models, the design of a management model for the evaluation of sustainability in hotel facilities is proposed, conceived with a systemic, multidimensional, multicriteria and process approach.
Stage 2: Analysis of the procedures previously designed by researchers.
In this stage the following models are analyzed: the ACS Model for managing sustainability in tourist destinations in the Caribbean and the Management Model for the development of sustainable tourism in sun and beach destinations by Márquez L., Frías R., and Cuétara L.; constituting these, the theoretical-methodological base of main reference for the conceptual and operational foundation of the designed procedure.
Stage 3: Form the working group with the managers of the hotel processes involved in the research.
The work team is formed with a specialist who knows the operation of the hotel process in question, and the responsible action policies for the exchange of information and experiences. At this stage, a technical file is prepared for each of these specialists in each process.
Stage 4: Identification of the hotel processes and key areas based on the results of the strategic planning of the facility.
At this stage, the sustainability dimensions incorporated into the design of the proposed management model are defined. The definition of these must start from the three main dimensions of sustainability, hitherto well known and defended by many, which are the economic, social and environmental dimensions, and from these others can be added such as the cultural and the local. The multidimensional treatment of this model fosters the relationship of the dimensions to each other, endowed with structural and procedural functioning, which exchange information flows with their environment, and which, integrated into a dynamic active environment, mutually influence and influence each other.
Stage 5: Carry out a tourist diagnosis for a comprehensive evaluation of the hotel facility.
The aim is to carry out the diagnosis, with a participatory, exploratory and evaluative character, with the aim of obtaining precise and real information on the object of study at the time of the investigation to assess compliance with its functions and fundamental components. The diagnosis is divided by processes and is answered by the managers of each process on a Likert scale from Very Unsatisfactory (MI = 1) to Very Satisfactory (MS = 5). After completing the diagnosis, all aspects are averaged by process, and then with the value of each process, it is averaged again to find a unique value of the diagnosis made and is located on the same Likert scale. The identification of the processes that occur in a hotel facility corresponds at this stage.
The processes that are carried out in hotels located in city destinations are described below:
- Accommodation: it is one of the main processes carried out in a hotel company. Includes Reception, Floor Management and Laundry. It carries out various activities such as: check-in and check-out; provide credit and financial arrangements and provide information about the hotel, the community, and any interesting attractions or events. He also takes care of all the cleaning of the hotel, as well as the order of the guest rooms. Security and Protection: this process is in charge of the physical protection of both clients and the hotel; computer security and the protection of classified information. Technical services:It performs extremely important functions, since it has to do with the daily maintenance of rooms and technical equipment. Serves electricity, plumbing, heating, ventilation and air conditioning, refrigeration, gardening and swimming pools. Gastronomic Service: it is a very important process that includes cooking (food) and drinks and is in charge of preparing and offering food, offering drinks, personalized customer service, preparing the day's menus and themed nights program. Human Resources: it has among its functions: recruiting, selecting, training and serving the internal client. In addition, it has the most important task for the best operation of the hotel, the motivation of internal clients. Administration and Economy:control all income, loss, profit, costs, discounts, accounts, cash, etc. of the entire hotel. It controls the products sold and in inventory, that is, it carries all the existing financial activity. Marketing: is in charge of advertising, customer complaints, commitment management, tour operator satisfaction assessment and sales management in conjunction with tour operators and travel agencies. Supply: this process has the mission of acquiring in the necessary time and adequate storage of all the supplies necessary for the operation of the hotel. In addition to identifying and selecting suppliers and receiving purchase requests from departments. This process includes Purchases and Warehouses.Recreation: aims to take care of all recreational activity. It must be able to provide the client with the greatest enjoyment and entertainment so that they feel comfortable during their stay. It is dedicated to putting on shows, doing dance programs, gym classes, giving information and offering material insurance in sports areas and swimming pools. Direction: it is the guiding process of all the aforementioned, it is in charge of planning, directing and ensuring that everything flows correctly in the installation.
After listing the selected processes, we proceed to identify the key areas of each of these processes.
Stage 6: Selection of the system of indicators related to the hotel processes and key areas identified.
At this stage, a rigorous selection of indicators is carried out that allows us to measure the sustainable performance of the installation in each of the defined sustainability dimensions. The rigorous selection corresponded to the specialists selected in Stage 2, based on the questionnaire designed for each of them according to the hotel process to which they belong. Each process has its own questionnaire, each consisting of two parts: in the first, the specialist who either indicates their degree of satisfaction or dissatisfaction on a Likert-type scale from Very Unsatisfactory (MI = 1) to Very Satisfactory (MS = 5) with that key area and the indicators that initially emerged from the extensive literature review and brainstorming; and in the second, the final selection is made,when deciding whether the indicators comply with the attributes of scientific validity, representativeness, sensitivity to changes, reliability of the data, relevance, comprehensibility, goals and comparability, as established in Chapter I.
Stage 7: Design and preparation of the technical sheet for each indicator.
In this stage, the design and preparation of the technical sheet of each selected indicator is also carried out to collect important and necessary information about it.
| Table 2.2: Technical data sheet for responsible performance meters. | |
| Meter name | |
| Dimension | |
| Process | |
| Key area | |
| Definition | |
| Measurement criteria | |
| Desired trend | |
| Measurement scale | |
| Scale justification | |
| Observations |
Source: self made
Stage 8: Design of instruments (questionnaires) for the collection of preliminary information.
The pertinent information for the work to be carried out does not always consist of numerical data that is easy to find or calculate, but on the contrary, on many occasions depends on the design of questionnaires.
The following describes the different instruments developed to collect primary information:
- For the tourist diagnosis of the hotel product. For the evaluation of the responsible action based on the criteria of specialists for each one of the processes identified in the hotel organization. To evaluate compliance with the hygienic-sanitary regulations (HACCP + MINSAP). calculate the acceptance rate for the protection and conservation of the natural environment of the hotel facility. For the evaluation of the motivation / satisfaction of the internal customer. To calculate the satisfaction index of third parties with the responsible performance of the hotel product . To calculate the satisfaction index of internal customers with the sustainable performance of the installation.
Stage 9: Preparation of the technical sheet for the research.
The aim of the investigation is to determine the following aspects: universe, geographic scope, sample size, sampling points, level of representativeness, sample design, date of field work and information collected to determine the rate of responsible hotel action..
| Table 2.3: Technical sheet of the research. | |
| Universe | |
| Geographical scope | |
| Sample size | |
| Sampling points | |
| Representativeness level | |
| Sample Design | |
| Field work date | |
| Information collected |
Source: Reworked from de Márquez, L., Cuétara, L. and Frías, R (2006).
Methods: Document analysis methods, questionnaire design and application, information gathering, group work techniques, and direct observation are used for this phase.
Phase III: Determination of the Hotel Responsible Action Index (IARH)
Stage 10: Evaluation of the responsible performance measures for key areas, processes and selected dimensions .
At this stage, the calculation of each indicator corresponds to the measurement criteria and the established measurement scale. After the indicators have been processed, the scales of all the indicators are homogenized on the same Likert-type scale from Very unsatisfactory (MI = 1) to Very satisfactory (MS = 5) and the key areas are quantitatively calculated by averaging the value of their indicators from the aforementioned scale.
Stage 11: Determination of the multidimensional index for responsible action.
In this stage, the calculation of the Responsible Action Index for each dimension with its corresponding processes is carried out. This calculation is performed with the value of the previous stage of the calculated key areas. If a given process has two or more key areas these values are averaged. After having a value for each process, the priorities of each process are found in terms of each of the dimensions by the Hierarchical Analytical Process (PAJ) method (Saaty, 1980) and the formula would be as follows applying the Multicriteria Method Weighted Sum:
IMS D =
Where:
IMS D: Multidimensional index for the management of responsible action in hotels for D = 1 …… D.
W p: value of the priorities of each process in each dimension assigned by Saaty, for p = 1 …….P.
AC p: average value of the key areas in each process for p = 1 …….P.
Stage 12: Determination of the Hotel Responsible Action Index (IARH).
In this stage the Hotel Responsible Action Index is calculated, this index will show us how the hotel facility is evaluated in terms of sustainable performance. The calculation is made with the ISL d value found in the previous stage and the calculation of the priorities of each dimension by the Hierarchical Analytical Process method. The formula is as shown below applying the Weighted Sum Multicriteria Method:
IARH =
Where:
IARH: Hotel responsible action index.
W d: value of the priorities of each dimension assigned by Saaty, for d = 1 …….D.
IMS D: Multidimensional index for sustainable hotel management for d = 1 …… D.
Stage 13: Representation of the indices calculated by means of the Biogram and Radial Ideogram.
At this stage, the values of the indicators, key areas, processes and dimensions are integrated into the graph called Biogram "whose meaning is based on the concept of the image of the state of a system" (Sepúlveda, S., et al, 2005, p. 25).
Table 1.3 shows the representation of the biogram:
| Table 1.3: Graphic representation of the Biogram. | |||||
| Behavioral status of dimensions, processes and key areas | Quantitative Scale | Qualitative Scale | Priority for managing dimensions, processes and key areas | ||
| Red color | Very critical system | From 1 to 2 | Very unsatisfactory | First order | |
| Orange | Critical system | From 2.01 to 3 | Unsatisfactory | Second order | |
| Yellow color | Unstable system | From 3.01 to 4 | Acceptable | Third order | |
| Color blue | Stable system | From 4.01 to 4.05 | Satisfactory | Fourth order | |
| Green color | Optimal system | From 4.06 to 5 | Very satisfying | Fifth order |
Source: Reworked from Márquez, L., Cuétara, L. and Frías, R (2006).
The biogram is used at this stage because it allows:
- Generate a diagnosis of the situation of the dimensions, processes, key areas and indicators in the hotel, within the multidimensional framework of sustainable development. Carry out a comparative analysis between indicators, key areas, processes and dimensions and of the hotel facility in general on an annual basis View the needs and imbalances of the hotel's dimensions, processes, key areas and indicators in a graphic indicator and, therefore, be able to define in which dimensions and processes it is necessary to implement specific policies and corrective instruments.
At this stage, in addition to the Biogram graphic, the Radial Ideogram of Responsible Action for the dimensions is introduced, at the author's proposal, as an important instrument for the implementation process of Phase V: Evaluation and Monitoring, with the aim of evaluating and monitoring systematically complying with the action plan and the behavior of the key dimensions, processes and areas.
The Radial Ideogram has the practical utility of graphically representing the gaps or gaps in the score given to each of the dimensions for the evaluation of hotel sustainability and it also contributes to the proposal of an action plan that responds to the principles contained in the proposed management model, allowing future planning with programs aimed at strengthening responsible action.
Methods: Document analysis, information gathering, graphic indicators and ideograms, multicriteria modeling methods and statistical tests.
Phase IV: Preparation of the Action Plan for the hotel facility
The action plan represents the implementation of the principles contained in the proposed management model, allowing future planning with actions aimed at strengthening sustainability and with clearly defined responsibilities. This phase synthesizes in operational terms the implementation of the proposed procedure for evaluating the responsible performance of hotel products.
Stage 14: Formulate the general objective, the set of strategies and the actions inherent in each of the processes.
In this stage the general objective, the set of strategies and the actions for each one of the key processes and areas are formulated, which contribute to the sustainable development of tourism.
Stage 15: Initial presentation and analysis of the proposed Action Plan.
A proposal for an action plan is presented to the team to be discussed. After the collective analysis, action sheets are written to facilitate their execution. For the elaboration of these files, the ones described by Díaz and Norman (2004) are taken as reference. The following strategic information is collected on this sheet:
| Table 2.4: File for the development of an action plan. | |
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Source: Reworked from Díaz and Norman (2004).
Methods: Group work techniques and document analysis.
Phase V: Evaluation and monitoring.
In this phase, an evaluation of the sustainability of the tourist facility is proposed, which is conceived as a local process and where the work team systematically monitors and evaluates the level of compliance with the action plan and the behavior of the indicator system.
Step 16: Systematically evaluate and monitor compliance with the action plan.
Monitoring is defined as a systematic review process with a critical focus on the indicators, the action plan and each of the strategies defined based on the comprehensive diagnosis of the hotel processes and their identified key areas.
Methods: Collection of information and processing of statistical data.
Finally, it must be specified that the elaborated procedure is conceived as a planning process, starting from the reality of each hotel facility, allowing all areas to be studied in an integrated way and enabling socioeconomic development and respect for the local, natural environment. and cultural.
The procedure should be conceived as a tool for debate and information in order to improve the quality of services in the hotel facility. In other words, it should be considered as an instrument to facilitate the evolution and improvement of the installation, since it is not a static and time-balanced balance that is sought, but dynamic and efficient towards continuous improvement of efficiency and effectiveness in product management. hotelier.
CONCLUSIONS
- The analysis of the preceding models allowed us to know the scopes, strengths, weaknesses, structures, objectives, operability, feasibility, and other elements that make it possible to base the proposal of a procedure as a methodological instrument capable of facilitating the evaluation of responsible hotel performance. Proposal of the procedure developed for hotel facilities, proves to be a consistent methodological solution to the scientific problem posed, since it allows characterizing and intervening in this problem through a quantitative and qualitative technology, based on a systemic, multidimensional, multicriteria and process approach. The operational phases of the procedure are conceived as a planning process,starting from the reality of each tourist entity and with the participation of the managers, who indicate the strategies to achieve economic and quality results in the management of the hotel product.
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Bonamusa M., I. (2008): Management model for the sustainable evaluation of hotel products: case study Hotel Melia Las Antillas. Diploma work. University of Matanzas, p. 29-30.
Local Agenda 21 is an action plan for sustainability that is promoted through the consensus and participation of the population and the various political, economic and social agents involved.
Bonamusa M., I. (2008): Management model for the sustainable evaluation of hotel products: case study of the Hotel Meliá Las Antillas. Diploma work. University of Matanzas, p. 32.
Process description. Gran Caribe hotel group. Destination Cienfuegos. 2008.
The key areas are defined based on the objectives of each process, that is, they are the raison d'être of each process.
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