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This study aims to examine and analyze how the implementation of Standard Operating Procedures (SOP) impacts employee performance improvement at Chatter Lounge Restaurant, Gumaya Tower Semarang. The background of this research stems from initial observations and interviews that revealed inconsistencies in SOP implementation, particularly in aspects of grooming and staff attitudes toward guests. A qualitative descriptive method with a case study approach was employed to gain a comprehensive understanding of the phenomenon. Data were collected through in-depth interviews with four key informants, direct observations of operational activities, and digital documentation related to SOP practices. The data analysis followed the interactive model of Miles and Huberman, which includes three main stages: data reduction, data display, and conclusion drawing. The findings indicate that SOP implementation positively contributes to enhancing employee discipline, time efficiency, and accuracy in following service procedures, leading to a more standardized service quality. Nevertheless, the implementation is not yet fully optimal as several employees lack a comprehensive understanding of SOP content. Inhibiting factors include limited advanced training opportunities, one-way briefings that restrict interactive communication, and the absence of a performance-based reward system to motivate staff. The study highlights that while SOPs serve as a crucial guideline to improve consistency and professionalism, their effectiveness depends heavily on continuous reinforcement and employee engagement. Therefore, it is recommended that the restaurant management strengthen SOP implementation through ongoing training, more participatory internal communication, and the establishment of performance-based reward mechanisms to maximize employee motivation, ensure service excellence, and ultimately enhance guest satisfaction.

In the increasingly competitive hospitality industry, the role of the front office has become very crucial because it is the first and last point of interaction between hotels and guests. The operational success of a hotel is largely determined by the performance of the workforce in the front office, which directly affects the first impression, guest satisfaction, and overall reputation of the hotel. This study discusses in depth the importance of the Front Office Workforce Maintenance Program at Hotel Room Inc Bandung as a human resource management strategy to improve service performance. The program covers various aspects, such as providing regular training, developing communication skills, understanding guest management, and improving employee well-being, motivation, and loyalty. The main goal of this program is to minimize turnover rates, improve workforce competence, and maintain optimal hotel service standards. Through this approach, hotels can create a conducive working atmosphere, consistent service, and a memorable stay experience for guests. The findings in this study indicate that investment in workforce maintenance directly has a positive impact on service quality and guest satisfaction, which is the key to success in the modern hospitality industry.

Hotel Management's Responsibility towards employees plays an important role in creating a positive work environment. Management is responsible for providing training and development to improve employee skills and abilities, as well as ensuring employee welfare through fair policies. This research aims to identify Management Responsibilities especially at Hilton Bandung Hotel in building an atmosphere that supports employee comfort and well-being. The method used from this research is qualitative method with interviews to HRD and Employees. The result of this study shows that the Management of Hilton Bandung Hotel implements various strategies, such as training, welfare policies, and open communication to improve employee motivation and work. The implication of this research is that a positive work environment can improve employee performance, as well as contribute to the quality of service provided to guests, thus impacting the reputation and sustainability of the hotel. This research is expected to be a reference for other hotel management in creating a better work environment.

Guest comfort is a key indicator of hotel service quality, strongly influenced by the professionalism of Room Attendants and the cleanliness of guest rooms. This study aims to analyze the role of Room Attendant professionalism in maintaining room cleanliness standards at Hotel Grand Mercure Solo Baru. Using a qualitative approach, in-depth interviews with three housekeeping staff members were conducted. The findings show that Room Attendant professionalism contributes directly to room cleanliness and positively impacts guest comfort. Professional attitude, discipline, and responsibility are crucial in ensuring room quality. Additionally, the study highlights the importance of attention to detail, commitment to cleanliness standards, and proactive approaches to maintaining guest rooms. The research also found that regular training and management support are vital for improving Room Attendant professionalism. Encouraging staff to take ownership and motivating them to uphold cleanliness standards is essential. Effective communication between staff and management helps identify and address challenges in room cleanliness practices. The study emphasizes that a motivated and well-trained team contributes significantly to guest satisfaction and loyalty, which in turn supports the hotel's reputation and encourages repeat business. The study suggests that investing in the professional development of Room Attendants is crucial for long-term success in the hospitality industry. It also recommends ongoing performance evaluations, regular feedback, and motivational initiatives to continuously improve service quality. These measures are essential for enhancing guest satisfaction, improving employee morale, and maintaining a competitive edge in the hospitality sector, ultimately contributing to sustainable growth, success, and better overall guest experiences for the hotel.

Organizational culture is a set of values, beliefs and basic assumptions that influence the behavior of members of an organization and provide a framework for understanding how the organization functions. Organizational culture can be defined as the values, beliefs, norms, customs, symbols and basic assumptions that are shared by members of an organization and influence the way they work, interact and influence decisions. The purpose of this study was to determine the effect of organizational culture on employee performance and the role of employee job satisfaction at Hotel 101. This research method uses a qualitative research method. The results of this study indicate that organizational culture on employees has a significant effect on employee job satisfaction of 50%, Employee job satisfaction at Hotel 101 has an effect on employee performance at the hotel. The impact of organizational culture among employees at Hotel 101, Creating a positive work environment, Organizational culture that emphasizes teamwork, open communication, and mutual respect can create a pleasant work atmosphere and support employee performance at Hotel 101.    

The hotel industry is a service sector that relies heavily on the quality of human resources, so internal communication has a central role in maintaining smooth operations and improving staff performance. This study examines the implementation of Human Resource Development (HRD) communication through the General Manager Table Program at XHotel Mojokerto, which is designed as a medium for direct dialogue between management and employees. The program aims to accelerate the distribution of information, accommodate the aspirations of staff, and build more open and effective two-way communication. The research method uses a descriptive qualitative approach, with data collection techniques through in-depth interviews, observations, and documentation studies. The study participants included General Managers, HRD, and hotel staff who participated in the program for a six-month period in 2025. Data analysis was carried out with reference to Mintzberg's organizational communication theory, which emphasizes the managerial role in the functions of monitoring, information dissemination, facilitation, and negotiation. The results of the study show that the General Manager Table Program contributes positively to the effectiveness of internal communication. Through this program, HRD not only plays the role of conveying information, but also as a dialogue facilitator that encourages active employee involvement. The program has been proven to improve communication transparency, speed up conflict resolution, and strengthen a sense of belonging among staff. The impact can be seen in increasing motivation, discipline, and more consistent work performance, while strengthening the harmonious relationship between management and employees in the work environment. The implication of this research is the need for sustainability and the development of similar programs as innovative HRD communication strategies. The application of this model can be a reference in building a positive work culture that supports productivity, service quality, and competitiveness of the hospitality industry amid global dynamics.

This study aims to evaluate the implementation of Green Human Resource Management (GHRM) policies and their impact on the performance and career development of young talent in star-rated hotels in Semarang City that have adopted the Green Hotel concept. Using a qualitative approach and case study design, data were collected through semi-structured interviews with young employees, HR managers, and hotel management, as well as direct observation and document analysis. The results show that GHRM practices, such as recruitment and selection, training and development, performance appraisal, and employee involvement, have been implemented with varying levels of depth across these hotels. GHRM practices have been shown to positively impact the performance of young employees and open up career development opportunities. However, the effectiveness of GHRM implementation is influenced by various factors, such as management commitment, policy clarity, training quality, resource availability, organizational culture, and communication and feedback systems. The findings of this study contribute theoretically to the GHRM and strategic HRM literature and provide practical implications for HR management in the hospitality industry in supporting sustainable tourism development. These results highlight the importance of synergy between GHRM policies and managerial commitment in creating a work environment that supports sustainability and employee career development, particularly for young talent who have the potential to become future leaders.

Communication plays a crucial role in influencing employee performance. Performance decline is often caused by communication issues, particularly in the hotel back office, such as the lack of effectiveness in information delivery and miscommunication among employees. This study aims to analyze the impact of communication on employee performance at Hotel Tentrem Yogyakarta. The data used includes quantitative data from employee performance evaluations in 2023, the number of employees, employee communication levels from 2019-2023, and qualitative data from interviews with human resources. The study population consists of 241 employees at Hotel Tentrem Yogyakarta. Data was collected using documentation and questionnaires distributed to respondents. Data analysis techniques include validity testing, reliability testing, normality testing, heteroskedasticity testing, simple linear regression, t-test, and coefficient of determination (R²). The study findings show that the calculated t value (38.728) is greater than the t table value (0.1264) with a significance level of 0.000, indicating a positive and significant effect of communication on employee performance at Hotel Tentrem Yogyakarta. The coefficient of determination value of 0.863 indicates that 86.3% of the impact on employee performance is due to communication, while 13.7% is influenced by other factors outside the scope of this study.

This research was motivated by the lack of internal employee communication, resulting in decreased employee performance. This study aims to determine internal communication at HW Hotel Padang. This type of research is descriptive research with quantitative data with survey methods. The population in this study was all employees of HW Hotel Padang, totaling 45 people with a sampling technique using total sampling. The data in this study used primary data and secondary data. The data collection technique used is a questionnaire that is arranged before. Instrument trials use validity tests and reality tests. The data was analyzed using SPSS program version 25.00. The results of this study are the results of respondents' achievements in the downward communication dimension (74%) categorized as good, which concluded that leaders almost all the time give orders to employees to do every task but the attitude of superiors when providing information is not right. The results of respondents' achievements in the upward communication dimension (63.85%) are categorized as sufficient, where employees almost routinely submit reports after doing work, it's just that employees have little difficulty conveying aspirations about work-related matters. The results of respondents' achievements on the diagonal communication dimension (79.95%) are categorized as good, where employees as a whole are responsible for the work given, it's just that sometimes employees find it difficult to understand the message given.