Determinants of employee loyalty in movenpick hotel saigon

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MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM PART I: INTRODUCTION 1. Research Background The hotel industry is encountering a highly competitive environment worldwide. The formulations of a marketing strategy, strengthening of hotel operations, and upgrading the quality of service have become essential not only for profitability, but also for a hotel’s survival. According to the Vietnam Tourism, the hotel classification system consists of two groups which are the international tourist hotels and ordinary tourist hotels. The international hotels are four-star or five-star equivalent hotels, while ordinary tourist hotels are three-star equivalent hotels. The hotel industry has been recognized as a potential prospect in the growth of the service industry in Vietnam. However, the growth of hotel industry is impeded by the high turnover rates of employees who worked in the hotel industry. Hotels that provide higher salaries, strong reputation, and benefit-in-kind can easily retain their employees because the employee satisfaction is achieved. Employee satisfaction is the employees who enjoying their positions and feels rewarded for their efforts will ultimately be the most successful, as well as the most beneficial to their companies. Employee satisfaction is also used to describe the employees’ happiness, contented, fulfilling their desires and needs at work. Employee satisfaction is a factor in employee motivation, employee goal achievement, and employee morale in the workplace. A mediocre employee would like to stay in the organization if the employee satisfied with the workplace environment. Moreover, the longer an employee works for a company, the more valuable they are becoming, especially in the service industry. Heskett et al. (1997) as cited in Abdullah (2011) stated that, staff training programs can helps to create the employees satisfaction and loyalty. Besides, according to Sturgeon (2006) also agrees that training is one of the main drivers of employees’ satisfaction. From here, researchers also know that an industry which offers training programme to their employees may increase their employee satisfaction. The employee satisfaction will directly affects the employee loyalty in hotel industry. Employee loyalty can be described in terms of a process, where certain attitudes give rise to certain behaviors. Loyalty has two dimensions which is internal and external. Loyalty is a fundamentally of an emotional attachment. The internal dimension is the emotional components. It includes the feelings of caring, of affiliation and of commitment. Employer must understand their employees feeling and the employees who are facing any problem can consult with counselors that provide by the employer. This can increase the employees’ loyalty to the employer by reducing the Assignment Research Management Page 1 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM turnover rate. Next, external dimension has to do with the way loyalty to manifests itself. This dimension is comprised of the behaviors that display the emotional component and is the part of loyalty that changes the most. According to Rider (1998) as cited in Mehta et al. (2010) found that trust, loyalty and related norms may have a crucial economic role to play and it does not follow that regulation should be used to foster their development. In addition, according to Cunha et al. (2002) state that the relationships of the interplay between culture, structure and leadership which are managed to build employee loyalty. These processes are effective because the employees reinforce with one another. The model chain of relationships between profits and growth are linked to the customer loyalty while customer loyalty is linked to customer satisfaction, in turn, customer satisfaction is linked to service value while service value is linked to employee productivity, whereas employee productivity is linked to employee loyalty, employee loyalty is in turn linked to employee satisfaction, and employee satisfaction is linked to internal quality of work life. Problem Statement The hotel industry has been recognized as a potential prospect in the growth of the service industry. However, the growth is impeded by the high turnover rates of employees in the hotel industry. Many organizations in the hotel industry face difficulties in retaining employees since the organization unable to identify the factors which contribute to employee satisfaction and the resultant loyalty. Retention experts said that hotels spend thousands dollar to train for each new employee to replace a seasoned worker who leaves every year. It is no longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their annual salary (CHA International, 2009). So, recruiting new staff is a time consuming and expensive exercise that directly affects the organization’s bottom line. The hotel industry has higher turnover rate issue from the loyalty of employees towards the company. This may linked with the employees’ job satisfaction that the company given. Therefore, organizations should be concerned about their employees’ level of job satisfaction because employees’ satisfaction increases employee retention. So I have chosen the thesis " Determinants Of Employee Loyalty In Mövenpick Hotel Saigon" Assignment Research Management Page 2 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM 2. Research Objective 2.1. General Objective The main objective of this research is to fill up the above mentioned gap in the problem statement. According to the research problem, the following objectives are identified in addition to the main objective to achieve through this research. In order to get more information to achieve the objective of this research, researchers have conduct literature review to understand the concept of each variable in this research. Specific Objective The specified objectives are as below: i. To find out the relationship between career development and employee loyalty. ii. To find out the relationship between compensation and rewards, and employee loyalty. iii. To find out the relationship between job security and employee loyalty. iv. To find out the relationship between working environment and employee loyalty. v. To ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry how can retaining employee. 2.2. Research Questions Based on the problems have been identified in problem statement lead to create the objectives of this research. In order to conduct this research, researchers have developed few questions such as: (1) What are the relationships between compensation and benefits and employee loyalty in Hotel Industry? (2) What are the relationships between career development and employee loyalty Hotel Industry? (3) What are the relationships between job security and employee loyalty Hotel Industry? (4) What are the relationships between working environment and employee loyalty Hotel Industry? (5) How ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry that can retaining employee ? 3. Objects and study range 3.1. Content and researched - Content of the main research topics related to matters of employee loyalty at the hotel. - People of the survey include: employees are working at Mövenpick Hotel Saigon. 3.2. Study range - Space: At Mövenpick Hotel Saigon. Assignment Research Management Page 3 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM - Time: Analysis and assessment of employees’ loyalty in the period 2012-2014 and proposing solutions in 2015- 2016. 4. Research Methodology 4.1. Data Collection Methods Collecting primary data: To do this study, I surveyed the employees, working at Mövenpick Hotel Saigon by questionnaire surveys method and direct interviews to get the necessary information. Collecting secondary data: I rely on published or collected datas from Mövenpick Hotel Saigon to collect the necessary data for the subject. In addition, scientific research reports of the author have been published in magazines, books and newspapers are also used for getting reference information in the subject. 4.2. Data Analysis The data are collected from the questionnaires that given to 20 respondents were coded and analyzed by using the computerized SPSS16.0 (Statistical Software Package for Social Science software version 16 ). The data are used for description and inference regarding the factor that employee satisfaction and its effect toward loyalty in this hotel. 4.3. The analytical method - Descriptive statistic method of working experience, gender, age, educational level, position, working department, seniority. - EFA method analyzes factors affecting loyalty of employees to the Mövenpick Hotel Saigon. - Regression correlation methods were used to determine specifically importance of each factor affecting employees’ loyalty to the Mövenpick Hotel Saigon. - The statistical test methods were used to test differences according to the individual characteristics of the employees’ loyalty at Mövenpick Hotel Saigon. 4.4. Expert method During the research process, I used collection and consultation method of experts in hotel industry to give solutions for the topic. 4.5. The steps to study The study was implemented by two steps: qualitative research and quantitative research. Qualitative Research A qualitative research to explore, adjust and supplement the observed variables in order to measure the researched concepts. This study mainly focused on in-depth interviews with 160 Assignment Research Management Page 4 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM employees in different positions such as reception, restaurant, cook, room, engineering department to determine preliminary factors affecting the loyalty of the staff at Mövenpick Hotel Saigon. Preliminary research result as a basis for designing questionnaires to give to formal research. Quantitative Research Quantitative research was implemented following the proposed research model to analyze factors affecting employees’ loyalty at Mövenpick Hotel Saigon. Sample size: According to Hoang Ngoc Trong and Nguyen Mong Chu (2008), in the case choosing on purpose sample, if the sampling process is taken place in the following principles and reasonableness, the sampling can be considered randomly. This can be acceptable in researching. Investigated objects are the staff of the Mövenpick Hotel Saigon. Because of having difficulties, I can not get a list of overall employees’ hotel and approach them to investigate directly, the questionnaire is based on approaching the staff easily and following a certain principle to ensure accident. According to Hair & CTG (1998), in order to be able to analyze explored factors for colleting data with the sample size which is at least 5 samples of 1 observed variable. Basing on the total variable of official questionnaires will select a number of samples that are 5 times as the total variables as the first sample to survey customers directly. With 21 observed variables in the questionnaire are the number of questionnaire to investigate would be 21 * 5 = 105 questionnaires. In addition to avoiding some information questionnaires are incomplete or unusable, I investigated further 55 questionnaires. The total investigated questionnaires will have 160 questionnaires. In the topic, I use statistical economic method to conduct to gather, process and analyze data. After that I analyze the relationship between these factors and find solutions to the problem. During the research process, I use the collecting method and consultation of experts in hotel management industry, consulting working experience in the maintenance and development human resources in order to offer solutions for the topic. 4.6. Research Process Stage 1: Using qualitative research methods. Collecting information from this qualitative study aim to explore, supplement for the model, adjust the scale of factors affecting employees’ loyalty. Assignment Research Management Page 5 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Stage 2: Using quantitative research methods by interviewing technical employee working at Mövenpick Hotel Saigon through detailed questionnaire. The model uses scale Likert with 5 points from choosing number 1 meaning "strongly disagree" to selecting the number 5 meaning "strongly agree". Collecting data is solved by SPSS. After codifying and filtering data which will go through the following analysis: Level of reliability rating: reliability of the scale is assessed by Cronbach alpha coefficient, after that unsuitable variables will be eliminated and the scale will be accepted as Cronbach alpha coefficient is satisfied. Next, Analyzing factors will be used to eliminate measurement variables which are satisfied. Testing model’s hypotheses and the suitability level of generality model. Multivariate regression analysis use to identify factors affecting employees’ loyalty and what factors influence the most. Finally, verifing T-test and analyzing ANOVA are to find difference with statistic meaning following several personal characteristics and employees’ loyalty. Assignment Research Management Page 6 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Objective of the study Studing theory basis of loyalty Basing on real situation of the company Stage 1 Qualitative Research Face to face discussion Stage 2 Quatitative Research Interviewing by questionnaire n = 145 Gathering information Solving and summarizing data SPSS software Result and discussion Concluding and proposal Figure 1 : Research Process Assignment Research Management Page 7 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM 5. Meaning of theory and practicality in the topic Researching systematized scientifically and practically about employees’ loyalty at Mövenpick Hotel Saigon. Research result , proposals and solutions can help Leaders of Mövenpick Hotel Saigon having appropriate management policies to promote and use human resources well. This study is a scientific document which is valuable reference for related researches. Assignment Research Management Page 8 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM PART II II: LITERATURE REVIEW Chapter 1: Introduction 1.1. Review of the Literature 1.1.1 Employee loyalty An ongoing heated discussion about what characterizes a loyal employee has been taking place for many years (see e.g. McCusker & Wolfman, 1998; Meyer & Allen, 1997; Morgan & Hunt, 1994; Powers, 2000; Solomon, 1992; Stum, 1998). The common denominators for this discussion appear as follows: A loyal employee - is less likely to look for work elsewhere – expects to stay with the company both in the short- and long-term, - would recommend working for the company to others – proud to be working for the company, - is interested in doing her/his best, and make an extra effort when required – this relates to the individual employee’s performance and contribution to the company value, - develops strong relations to the company – temporary dissatisfaction with the job is accepted, - is interested in improving her/his own performance – offers suggestions for improvement, interested in participating in various training and educational activities, etc., - has an attitude and behaviour that match the company’s values, visions and goals. In short, a loyal employee is defined by her/his identification with involvement in and commitment to the company, and by being motivated to perform beyond expectations. 1.1.2. Review of Relevant Theoretical Models 1.1.2.1. Maslow's hierarchy of needs Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms Physiological, Safety, Belongingness and Love, Esteem, Self-Actualization and Self-Transcendence needs to describe the pattern that human motivations generally move through. Assignment Research Management Page 9 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Figure 2 : Maslow's hierarchy of needs 1.1.2.2. Herzberg's motivation-hygiene theory The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by psychologist Frederick Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each other. Two-factor theory fundamentals: Attitudes and their connection with industrial mental health are related to Abraham Maslow's theory of motivation. Two-factor theory distinguishes between: Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,and Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. 1.1.2.3. Expectancy theory Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational Assignment Research Management Page 10 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. "This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients." Victor H. Vroom (1964) defines motivation as a process governing choices among alternative forms of voluntary activities, a process controlled by the individual. The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a certain effort will lead to the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence. Expectancy theory proposes that an individual will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be. In essence, the motivation of the behavior selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave. 1.1.2.4. Equity theory Equity theory is a theory that attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Considered one of the justice theories, equity theory was first developed in 1963 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes. Inputs are the contributions made by the employee for the organization The three primary assumptions applied to most business applications of equity theory can be summarized as follows: Assignment Research Management Page 11 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM (1) Employees expect a fair return for what they contribute to their jobs, a concept referred to as the “equity norm”. (2) Employees determine what their equitable return should be after comparing their inputs and outcomes with those of their coworkers. This concept is referred to as “social comparison”. (3) Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds (“cognitive distortion”), by directly altering inputs and/or outputs, or by leaving the organization. (Carrell and Dittrich, 1978). 1.2. Overview of employees’ loyalty researches Overview of employees’ loyalty researches Vũ Khắc Đạt (2008) researched factors that affect employees’ loyalty in Southern Viet Nam Offices of VietNam Airline and thought that there are six following ones: (1) Leadership (2) Human relations and values (3) Personal development and competencies (4) Job contents (5) Creativity and innovation (6) Customer orientation After synthesizing some staff and leaders of some hotels and basing on Vũ Khắc Đạt’s researches on employees’ loyalty in the Southern Viet Nam Offices of VietNam Airline, my subject will focus on researching such factors: salary, colleague, award, benefit, training and developing opportunities and how they affect to employees’ loyalty Salary Salary is a cost, also a kind of properly. The cost reflects through labor cost. In services sector, labor cost occupies about 50% of total cost. However, salary is also a kind of property because it forces staff attempting. It is a potential that can affect employees’ work behavior, can make employees working more effectively. Salary helps employees improve their work, increase productivity and the percent of employees quitting their job will be lower Some companies want to be on top of well-paid list companies. They want to attract talented people. They believe paying salary higher than other companies will attract higher potential applicants. Assignment Research Management Page 12 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM There are companies that apply the policy of paying salary lower than the general current. There are two reasons why these companies do that: - First, they are in tough financial condition - Second, they think that there is no need to use good workers to do simple jobs. But researches proved that paying low salary doesn’t mean they can save a part of labor cost. On the contrary, these companies will be costed more because employees will work ineffectively, the rate of good worker leaving will be higher , they will seek other company that pays them more According to Trần Kim Dung (2003) , remuneration is always one of tougest problem for CEOs. Companies have a lot of various perspective and target when arranging the payment system, but generally, they are directed to 4 basic targets: Attracting staff: proposed salary is one of the most basic factors for applicants to decide whether they should accept the jobs or not), the more salary companies pay, the more attraction they have to attract the local potential applicants Keeping good staff: to keep good employees, paying high salary is not enough, companies must show the fairness inside the organization. When employees find that their company pays them unfairly, they usually feel uncomfortable, be inhibited and be depressed, even leave the company Stimulating, encouraging staff: if employees find that companies’ policies and activities will not commensurate with their effort, hard working; they will stop trying, gradually, it will form inertia in all employees Meeting all law issues: basic law issues related to paying salary in company usually focus on the following issue: the regulations of lowest salary, time and work condition, regulations of child labor, allowances, regulations of social benefit such as social insurance, sick leave, maternity leave, occupational accident...) Colleague People get a lot of things from work rather than only money and visible achivements. For most of laborers, job also have to satisfies their interaction needs. Therefore, it is not surprised that when having good parners will increase the satisfaction in work. Leader’s behaviors is also an essential factor that create satisfaction. Satisfaction of labors increases when their leader is knowledgeable, friendly, paying compliment at the right time, good listener and paying attention to his employees’ benefits (Nguyễn Hữu Lam, 1996) To make employees working with all their heart, communication arts between superior and subordinate is very important. The more CEOs create friendly, truthfully environment, good Assignment Research Management Page 13 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM relationship, behave courteously, respect their staff, listen their opinions, don’t force them by power but by real prestige; the more their talent will be promoted , stimulate them working hard and more efficiently Rewards: All employees want to be rewarded for their dedications or contributions with certain ways. Workers can not only receive from organizations money, but also to confirm that none of the people work for the money. Money will be powerful factors for workers with low qualifications and those who pursue wealth material , but money has impacted little to those who prefer to do the challenging job. Therefore, the reward should aim at individual demands of the employees. Expectant theory indicates that the employee will not pursue the rewards when they found the reward is unattainable. Thus, the material incentives must be designed in the way that it will create workers’ confidence in the associated labor between effort and reward. Thus, the material incentives must be designed in the way that it will create workers’ confidence in the association between reward and effort. Moreover, the reward must show individual fairness (compare the spent efforts with gotten reward) and social justice (compare your efforts and reward with others’ in the same conditions). If the reward does not bring labors a awareness of justice, it is difficult to have good activities for labors. Benefits: According to Tran Kim Dung (2003), welfare show the concern of the enterprise to labors’ lives and stimulate the employees’ faith and their strong attachment to the enterprise . The welfare of the enterprise includes: Social Security and health insurance; retirement; furlough, holiday; lunch sponsored by enterprises; enterprise’s allowance for workers with many children or with disadvantage; enterprise’s gifts for employees on birthdays, weddings, employees’ longevity parents. For Nguyen Huu Than (2001), welfare consists of two main parts: the welfare under the law and the welfare that companies volunteer to apply a part to stimulate employees to work, and partly to maintain and attract talented people to work for the company. Voluntary welfare is health insurance programs, services, the program paying harmful allowance and other subsidies such as subsidies to establish children care centers while their parents work or program diagnosing and treating hypertension. Each company has many initiatives about the different types of welfare, but all have a common goal is to encourage employees to work, and to be much more close- knit with companies. Assignment Research Management Page 14 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Training opportunities and promotion Training and development are to help employees update skills, new knowledge, and they can successfully apply technological changes, technology in the enterprise. Besides, they help employees get the necessary skills for opportunities for advancement and replace the management staff, the necessary speciality. Satisfaction of the training and development demand for staffs will stimulate them to conduct better, achieve better achievements, and want to be given the tasks with more challenge and many opportunities for advancement better. Therefore, training is viewed as a basic factor to meet the strategic objectives of the organization. Quality of the staffs has become one of the competitive advantages of enterprises, and so enterprises should focus on training policy and create opportunities for employees to develop themselves (Tran Kim Dung, 2003). Figure 3 shows the conceptual model of employee loyalty. It is developed partly on the basis of the theories within the area, partly on the basis of experiences from practice (Eskildsen & Dahlgaard, 2000; Eskildsen & Nussler, 2000; Graversen, 1992; Hackman & Oldham, 1980; Herzberg, 1987; Herzberg et al., 1974; Martensen et al., 2000; McGregor, 1960, 1990; Schein, 1965; Smith et al.,1969; Spector, 1997; Voyles, 1999; Weiss et al., 1967). Figure 3: The Estimated Model of Employee Loyalty The three variables to the right of Figure 3 are the results areas: Job satisfaction Employee loyalty Assignment Research Management Page 15 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Perceived contribution to the company value The six variables to the left of the model should be viewed as determinants for the results areas. The determinants are: Leadership Human relations and values Personal development and competencies Job contents Creativity and innovation Customer orientation The arrows in the model show the expected relationships between the variables supported by theoretical and empirical studies discussed below. Thus, the arrows show how the employees’ loyalty and contribution to the company value are produced. In the following, we will briefly discuss each of the nine latent variables. (1) Leadership (2) Human relations and values (3) Personal development and competencies (4) Job contents (5) Creativity and innovation (6)Customer orientation (7)Job satisfaction (8) Employee loyalty (9) Perceived contribution to the company value Assignment Research Management Page 16 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Based on the practical operation, the Mövenpick Hotel Saigon will use six variables for monitor and controlling employee loyalty, thesis theme designed research model as follows. Salary H1 Colleagues H2 H3 Rewards Employee loyalty H4 Benefits H5 Training and promotions Figure 4: Research model The assumptions of the model • H1 (+): High salary makes the employees more loyal to the company • H2 (+): Colleague encouragement makes the employees more loyal to the company. • H3 (+): Good reward makes the employees more loyal to the company. • H4 (+): Benefit assurance makes the employees more loyal to the company • H5 (+): Training and promoting opportunity makes the employees more loyal to the company. Assignment Research Management Page 17 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Chapter 2: Analysis Factors Affecting The Employees Loyalty At Movenpick Hotel Saigon 2.1. Mövenpick Hotel Saigon Mövenpick Hotel Saigon 253 Nguyen Van Troi Street, |Ho Chi Minh,|Vietnam Modern design and comfort in Saigon A focal point of the bustling Phu Nhuan District, the Mövenpick Hotel Saigon is a 10minute drive from Tan Son Nhat International Airport. The city centre can be reached in 20 minutes. Combining five-star luxury with Vietnamese hospitality, Mövenpick Hotel Saigon make it our business to anticipate your every need. Mövenpick Hotel Saigon provide conference rooms with state-of-the-art facilities and great dining experiences in our 5 restaurants. Key Features 278 well-appointed rooms and suites 5 unique restaurants and a bar Conference rooms for up to 450 persons Gym and wellness studio, pool Near public transport, shopping Modern rooms and suites The Mövenpick Hotel Saigon in Ho Chi Minh City offers 278 well-appointed modern rooms and suites, including 34 connecting rooms. All rooms are equipped with LCD flat screen TVs and offer a wide selection of international cable TV channels. A minibar, individual safe, tea Assignment Research Management Page 18 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM and coffee service are standard amenities, and Wi-Fi connectivity is accessible throughout the hotel. Deluxe Room - 1 king bed Deluxe rooms offer a king-size bed in a contemporary design on an area of 34 sqm. Key Features 34 sqm Full length windows Rainforest shower Deluxe Room - twin beds Deluxe rooms with 2 single beds are held in a contemporary design on an area of 34 sqm. Key Features 34 sqm Full length windows Rainforest shower Deluxe Family Room - 1 king bed Deluxe rooms offer a king-size bed and sofa bedheld in a contemporary design on a total space of 40 sqm. Key Features 40 sqm King and sofa bed for family Rainforest shower Executive Room - 1 king bed Executive rooms offer 1 king-size bed in a luxurious design on an area of 34 sqm. Key Features 34 sqm Executive Lounge access Luxurious design Executive Suite - 1 king bed Situated on the top floor of the hotel, the Executive Suite offers a separate bed and living room area on a space of 70 sqm. Key Features 70 sqm Separate bed and living room Walk in closet Assignment Research Management Page 19 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Grand Executive Suite - 1 king bed Situated on the top floor of the hotel, the Grand Executive Suite offers a separate bed and living room area. Key Features Lounge access Living and dining area Flatscreen TV Restaurant and bar An array of eclectic dining options awaits you at Mövenpick Hotel Saigon that embody our passion for vitality and freshness with food. Designed to offer choice, Mövenpick Hotel Saigon restaurants, bar and bakery reflect our appreciation of food and beverage diversity, as we provide you with flavours and experiences from Vietnam to Asia and around the globe. Mövenpick Hotel Saigon menus reflect our appreciation of the freshest and healthiest local produce offering delicious flavours to suit all tastes and palates. Café Saigon is a unique buffet style All Day Dining restaurant that combines freshness with unique recipes. Fresh local produce Themed buffets Open 7 days for breakfast Lunch and dinner Live cooking and serving stations Fresh live seafood Cay Da Café is the ideal location for a quiet meeting or to unit with friends over a relaxing coffee. Home-made ice cream Coffee and specialty teas Tea freshly made Cakes and pastries Freshly made sandwiches Pies and deli items Assignment Research Management Page 20
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