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This study aims to analyze the quality of room attendant service based on Standard Operating Procedures (SOPs) at the Lorin Solo Hotel and identify factors influencing its implementation. The research method used a qualitative approach through interviews, observations, and analysis of guest reviews.The results indicate that the implementation of SOPs has been successful, particularly in terms of room cleanliness, linen changes, replenishment of amenities, checking facilities, and friendly service. However, during periods of high occupancy, obstacles were encountered such as limited staff, limited cleaning time, and delays in replenishing amenities. Internal factors (skills, training, work motivation) and external factors (occupancy rate, guest demand, facility condition) influence service quality.This study concludes that the implementation of SOPs at the Lorin Solo Hotel has been successful, but needs improvement in time management, additional staff during busy periods, and regular training to maintain consistent service quality. These recommendations are expected to help the hotel improve service standards and maintain guest satisfaction.

The growth of the culinary industry requires small-scale food businesses to implement effective and efficient operational management. This study analyzes the optimization of operational management at Teen Canteen by examining the use of digital systems, staff performance, the implementation of Standard Operating Procedures (SOP), and operational constraints. A descriptive qualitative approach was employed, with data collected through semi-structured interviews and direct observation. The informant was purposively selected, namely the Head Bar, who is directly involved in daily operational activities. Data analysis was conducted using the Miles and Huberman model. The findings indicate that Teen Canteen’s operational management has not been optimally implemented due to the discontinuation of digital cashier systems, reliance on manual transaction and inventory records, and inconsistent SOP implementation. Although staff performance is generally adequate, issues related to discipline and service responsiveness remain. This study recommends reintroducing digital cashier systems and establishing written SOPs to improve operational effectiveness.

Purchasing plays a role in ensuring the availability of food ingredients with good quality and efficient costs, managing risks, supporting product innovation, and increasing efficiency in the food procurement process, with such an important role the hotel industry continues to strive to improve purchasing capabilities and competencies in order to be better in the food procurement process. Purchasing together with its duties and sections must understand and know and organize food procurement activities with clearly coordinated concepts and planning patterns and satisfactory and responsive services in any situation faced by both fellow employees and hotel guests. This type of research is descriptive qualitative with a Phenomenological approach. In this study, an interview method was used with 4 informants who were purchasing officers and receiving at Padma Resort Legian. This study aims to determine the role of purchasing in supporting the need for food procurement for kitchen operations at Padma Resort Legian. From the interview results, it can be concluded that the procurement of food ingredients for kitchen operations at Padma Resort Legian, which includes processing purchase requests, selecting suppliers, giving instructions to suppliers and receiving food ingredients, has been carried out correctly and in accordance with the Standard Operating Procedures (SOP) at Padma Resort Legian. Supplier selection has also been carried out in accordance with the Standard Operating Procedures (SOP) at Padma Resort Legian, but purchasing must be more careful in selecting and determining suppliers to avoid inconsistent delivery of food ingredients in terms of time, quantity, and quality of the food ingredients.

This qualitative study examines standard operating procedure (SOP) implementation for tugboat clearance operations at Jepara Port, analyzing service quality enhancement through comprehensive stakeholder engagement. Utilizing semi-structured interviews with 25 participants across five stakeholder categories, the research reveals significant operational improvements including a 35% reduction in clearance processing times and a 35.5% increase in stakeholder satisfaction scores. Findings demonstrate that standardized procedures enhance port operational efficiency while strengthening maritime vocational education integration. Beyond efficiency gains, the study highlights the role of SOPs in ensuring transparency, accountability, and consistency in port service delivery. Respondents emphasized that clear procedural guidelines reduce uncertainty, minimize conflicts between stakeholders, and establish a common framework for decision-making in dynamic operational contexts. Moreover, the integration of vocational education elements into procedural design strengthens workforce competencies, aligning training curricula with real-world port requirements and industry expectations. The study contributes both theoretically and practically by offering evidence-based frameworks that can be adopted by other Indonesian ports. It underscores the importance of combining procedural standardization with stakeholder collaboration to achieve sustainable improvements in maritime service quality. Overall, the findings establish replicable models for enhancing national port competitiveness and advancing maritime industry development through systematic procedural and operational innovation that ensures long-term sustainability and resilience.

This research is motivated by several problems, namely, the existence of employees who work not in accordance with hotel standards and quality, often miscommunicate when over handling to the next shift, no training on standard operating procedures (SOP) for employees.  The type of research used in this study is quantitative with a causal associative approach. The results of this study indicate that employee work motivation is in the good category, namely 80%. Work experience is in the good category, namely 57.1%, but there are still 11.4% who are classified as sufficient and poor categories. And employee performance is included in the good category, namely 42.9%, but there are still 45.7% who are classified as sufficient and poor categories. The effect of work motivation (X1) and work experience (X2) on employee performance (Y) with an Adjusted R Square value of 0.244 with a sig value. 0.004 < 0.05. This means that 24.4% of employee performance is influenced by work motivation and work experience while 75.6% is influenced by other factors.

Standard operating procedures (SOPs) are very important to set work standards so as not to fall out of the standard rules. In the world of tourism, SOPs in hospitality are used to discipline employees so that every work done cannot be separated from the standards set. This research was conducted at Amaris Hotel Palembang, a two-star hotel that has restaurant facilities, ballrooms, hotel rooms, etc. In this study using observation methods, or discovery research that will examine how SOPs in the food and baverage section are implemented at Amaris Hotel. This research study found that every employee who works in the food and beverage section has fulfilled SOPs when working, even before work they have prepared SOP prefixes before employees go to restaurants. This is a priority to ensure that all work carried out is in accordance with SOPs and maintain food and beverage hygiene for hotel guests.

This research is motivated by the still not maximal local revenue in the city of Banjar. This is indicated by the low quality of human resources, lack of socialization, low innovation, weak level of supervision and low stakeholder support from various parties in collaborating. Research is focused on studies using the theoretical approach of Emerson, Nabatchi & Balogh (2011), namely the Collaborative Governance Regime (CGR) model through 1). System context dimension 2). Drivers dimensions include (leadership, incentive consequences and interdependence), and 3). The dynamics of collaboration (Principled Engagement, shared motivation, and capacity for joint action). With the aim of the research to examine and analyze the implementation and the constraints that have caused it to be ineffective, as well as an effective strategy for implementing collaborative governance in increasing Regional Original Income in the City of Banjar. The research method uses descriptive analysis with a qualitative research approach. Data collection techniques through interviews, literature studies and observation. The research results show: 1). The implementation of collaborative governance in increasing Local Own Revenue in the City of Banjar on the dynamics dimension of collaboration can be said to have not run optimally, more concrete efforts are still needed related to motivation, awareness, work systems and technical policy support while on the system context and drivers dimensions concerning the availability of resources resources, and budget constraints as well as the level of supervision has been carried out optimally. 2). Obstacle factors in the implementation of collaborative governance in increasing Local Revenue in the City of Banjar, namely the low level of communication and coordination; lack of human resources and budget, lack of technical regulatory support regarding the involvement of stakeholders (private parties and community leaders); as well as the low support and commitment of policy makers from members of the legislature, regional tax-producing apparatus organizations, and stakeholders (private parties and community leaders). 3). Collaborative governance strategies in increasing effective Regional Original Revenue (PAD) in Banjar City are aggressive growth strategies by maintaining the previous strategy and optimizing the strengthening of the second availability of human resources, budget and infrastructure; maximizing the clarity of Standard Operating Procedures (SOP), regarding tax collection, support from the private sector and other OPDs, as well as optimizing the involvement of cross-sectoral collaboration (government, private parties and community leaders) through Collaborative Governance in the City of Banjar.