research topics related to housekeeping

Evaluating the environmental sustainability strategies of the housekeeping department: the case of an international hotel chain in Hong Kong, China

Tourism Critiques

ISSN : 2633-1225

Article publication date: 5 May 2021

Issue publication date: 18 June 2021

The purpose of this paper is to use the case of an international luxury hotel chain in Hong Kong to illustrate general environmentally-friendly practices in housekeeping. Six in-depth interviews were conducted with the housekeeping department staff to evaluate the effectiveness of the Hotel’s environmental sustainability practices by analysing their benefits and limitations. Results reveal that all informants acknowledged the environmental sustainability strategies adopted by the Hotel, which can benefit stakeholders. Despite multiple green practices in hotel housekeeping, several strategies may not be as significant as expected with misaligned expectations from the management and the actual practices may create excessive workload for frontline room attendants with a lack of policy enforcement and supportive policies. Therefore, hotels should keep a mutual communication between the management and frontline employees prior to conducting environmentally- and employee-friendly practices. Given the labour-intensive nature of the hotel industry, the housekeeping department should ensure employment equality policy is in place with adequate environmentally friendly support for employees.

• Environmental sustainability strategies
• Housekeeping department

Choy, M. , Cheng, J. and Yu, K. (2021), "Evaluating the environmental sustainability strategies of the housekeeping department: the case of an international hotel chain in Hong Kong, China", Tourism Critiques , Vol. 2 No. 1, pp. 115-132. https://doi.org/10.1108/TRC-01-2021-0001

Emerald Publishing Limited

Copyright © 2021, Monica Choy, Justin Cheng and Karl Yu.

Published in Tourism Critiques: Practice and Theory . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

The concept of “environmentally friendly” practices had appeared in several European countries and in the USA since 1980s ( Wong et al. , 1996 ). In 1993, the Green Hotel Association ( GHA, 2005 ) introduced the importance of applying environmentally friendly practices to protect the environment. In the same year, the International Hotels Environment Initiative, now known as the International Tourism Partnership (ITP), was established to regulate and establish standards on hotel environmentally friendliness ( International Tourism Partnership, 2014 ). The concept of sustainable development becomes further specific after the announcement of the United Nations Millennium Development Goals (MDGs), which outlines detailed action plans to achieve a sustainable future for all people. Sustainable development aims to achieve a balanced economic, social and environmental integration by addressing challenges related to poverty, inequality, climate change, environmental degradation, prosperity and peace and justice through the participation of multiple stakeholders from private sectors, government and civil society ( UN, 2018 ). In this paper, we will see if the housekeeping practice can help keep a sustainable environment while frontline staff are willing and comfortable to keep up with this goal.

A unified definition of “green hotels” remains non-existent; however, this “green” concept is occasionally defined as hotels that are “environmentally responsible” and “environmentally friendly” ( Kim and Han, 2010 ). Another definition states that “green hotels” should use “recycled”, “low-polluting” or “energy-saving” materials ( Chen and Chen, 2012 ). Apart from simply using “green” in hotels, the word “environmental sustainability” is also associated in compliance with corporate social responsibilities (CSR) and Sustainable Development Goals (SDGs) ( Raub and Martin-Rios, 2019 ). Hotel CSR policy concentrates on education; skill enhancement; restoration; livelihood support; social problems; support to government policy, environmental protection and conservation; extended support and community development ( Sudhagar and Samuel, 2019 ). SDGs are focussed on fostering economic growth and addressing various social needs, which include delivering decent employment, assuring sustainable production and consumption practices, achieving gender equality and protecting the environment ( UN, 2018 ). The investigated hotel group claims it is following the SDGs for its staff. Studies have revealed that large hotel chain groups are more enthusiastic in adopting green policies than independent operators do, but the compliance level may vary ( Jones and Comfort, 2019 ; Chen, 2019 ; Jarman-Walsh, 2018 ). People may have various descriptions and interpretations on the effort exerted by hotels, but all of them tend to share the same central idea that hotels should help alleviate environmental pressures during their operation ( Casado, 2012 ).

The rapid expansion of advanced transportation has promoted tourism and hotel industry ( Georgescu, 2016 ). The hotel sector represents a significant share of total tourism revenues of over US$550bn in 2017 which was generated by a handful of international hotel chains, such as Marriot, Starwood, Hilton and Hyatt ( Lock, 2019 ). Given the large consumption of water and electricity, the industry is exacerbating environmental damages by using natural reserves and generating a considerable amount of pollution ( Sourvinou and Filimonau, 2018 ), which can pollute the environment ( Mbasera et al. , 2016 ). A report states that an average hotel releases an estimated 160–200 kg of carbon dioxide per square metre of room floor area per year, whereas the water consumption per guest per night is between 170 and 440 litres in a 5-star hotel ( Bohdanowicz, 2005 ). On average, hotels produce 1 kg of waste per guest per night ( International Tourism Partnership, 2014 ). Studies have consistently suggested the hotel industry should implement sustainable business practices ( Jones et al. , 2016 ). In the balance of keeping up with revenues and protecting the environment, hotels can make or break environment sustainability ( Chen, 2019 ; Jarman-Walsh, 2018 ). On one hand, the hotel sector can generate profit and provide decent employment opportunities. On the other hand, they can contribute to building an environmentally-friendly society by reducing the impact of climate change and enhancing social capital ( Pérez-Pineda et al. , 2017 ). Some hotel chains have found ways to remain “green” by reducing energy consumption and waste production ( Mak and Chang, 2019 ; Yoon et al. , 2016 ). For instance, Hyatt has contributed to SGDs through different CSR initiatives. Waste management and recycling strategies are prepared to decrease hotel energy and water consumption and greenhouse gas emission, thereby enabling environmental stewardship culture ( Hyatt, 2018 ). Marriott has pledged to become a sustainable hotel chain by minimising carbon and water usage and choosing environmentally responsible suppliers ( Marriott International, 2017 ).

Notwithstanding the shared responsibilities of all stakeholders, business sectors have a critical role in contributing to environmental sustainability ( Jones and Comfort, 2019 ). The hospitality industry was urged to adopt environmental sustainability strategies in their daily operations, which include setting priorities, developing and implementing green practices that are consistent with the developed SDGs and striving for balance among economic growth, environment protection and social welfare improvement ( Jones et al. , 2016 ). However, a gap exists between the suggested global-level sustainable development blueprints (e.g. MDGs and SDGs) and the actual implementation at the organisational level because of the difference in sociocultural, economic, legal, workforce and customer demographics in each market ( Raub and Martin-Rios, 2019 ). Consequently, individual hotels tend to adopt selected sustainability strategies, which advocate easy-to-implement green initiatives that satisfy the needs and expectations in the local context ( Akenji and Bengtsson, 2014 ). Findings from extant studies have revealed implementation failure usually arising from companies who fail in identifying localisation issues and addressing vulnerable areas where require considerable support ( Allen et al. , 2019 ; Scott, 2018 ).

What environmental sustainability strategies are adopted in the housekeeping department of the sample Hotel?

How do employees perceive the benefits of environmental sustainability strategies in housekeeping?

What are the barriers that can reduce the effectiveness of environmental sustainability strategies in housekeeping?

How beneficial are the housekeeping green practices in contributing to the Hotel’s environmental sustainability strategies and the hotel industry in Hong Kong from the employees’ perspective? How can the implementation of environmental sustainability strategies be improved?

2. Literature review

Sustainability refers to the mode of development that “meets the needs of the present without compromising the ability of future generations to meet their own needs” ( WCED, 1987 ). The concept of sustainability concretises when the three elemental pillars ( UN, 2005 ), namely, economic development, social development and environmental protection, can extend the planet’s protection to include all countries, governments, private organisations and individuals ( UN, 2018 ). Sustainability has been applied to numerous industries including hospitality ( Mak and Chang, 2019 ). The United Nations Environment Program (UNEP) and World Tourism Organization (UNWTO) (2005) define sustainable tourism as the “tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities”. One of the main objectives of sustainable tourism is to “make optimal use of environmental resources that constitute a key element in tourism development” ( United Nations World Tourism Organization (UNWTO), 2005 ). As a key stakeholder in the tourism industry, hotels have adopted the same concept of sustainable tourism ( Kim et al. , 2012 ).

Hotels, as the major producer of commercial waste, are compelled to this environmental issue ( Kasim et al. , 2018 ). Green practices may be one of the most effective policies to increase the hotel’s monetary and environmental status. Managers of environmentally-friendly hotels are eager to “go green” to save energy and money ( Singh, 2015 ). The US Green Building Council (2021) revealed that the hotel industry in the USA spends $4bn per year on energy. Reducing energy consumption by 10% can improve the average daily room rate for up to $1.35 ( Energystar, 2021 ). The hotel housekeeping department is responsible for keeping the property clean and comfortable while producing significant environmental risks and liabilities in their operation. Their crucial role in achieving sustainable development was often overlooked ( O'Neill, 2018 ). Implementing sustainable practices in housekeeping can exhibit a notable impact on waste reduction. A study on hotels in Hong Kong revealed that up to 15% of energy and water can be conserved by implementing effective green practices in the housekeeping department ( Deng and Burnett , 2002a, 2002b ). Eaton Hong Kong, which is under Langham Hospitality Group, has successfully helped reduce waste production and won the green hotel prize awarded by Green Hotelier of 2015, Asia Pacific ( Green Hotelier, 2015 ). Eaton has been the first hotel in Hong Kong to install their own water bottling system and introduce refillable amenities, which can save a total of 850,000 pieces of plastic waste each year ( Eaton Hong Kong, 2015 ).

Apart from their environmental benefits, applying green programmes in hotel housekeeping can also provide economic benefits and employment opportunities. Despite absence of validated secondary data on the total number of employees working in the housekeeping department in Hong Kong, hospitality sector provides substantial employment opportunities (i.e. 38,800) for frontline employee in the first quarter of 2020 ( Census and Statistics Department, 2020a ). Green programmes may create more decent work for workers to make a living. As stated in the sample Hotel group’s website, they offer their colleagues competitive wages, health care, retirement savings and performance-based incentives, while also offering industry-leading perks to eligible staff, including complimentary hotel stays, which should be considered “decent work” and “sustainable” as defined by the UN in their SDG framework. On the economic side, green programmes may help save natural as well as economic resources for our planet. For example, clean water accounts for 10% of the utility fee in numerous hotels, which was twice the amount of water that the hotel has consumed, because half of the total fee is paid for the disposal of waste water ( Tuppen, 2013 ). Saving water as a housekeeping practice can decrease the amount of water used, thereby decreasing the price paid for disposing wastewater in the process. Reducing the frequency of a full-service room cleaning can decrease the money spent on detergents and electricity, while increasing the life of linens ( Heney, 2009 ).

Apart from hotels in Hong Kong, hotels in other countries have also implemented green concepts; for example, the ITP is promoting the hotel industry can be a force for good and make a positive contribution to the UN’s SDGs and to the Paris Climate Conference (COP21) ( The International Tourism Partnership (ITP), 2017 ). A hotel in Hawaii has committed to protecting the environment by merely using botanical cleansers and disinfectants in housekeeping. Thus, switching from synthetic chemicals to natural detergents can reduce the occurrence of allergies, headaches and dry, chapped hands among housekeeping staff and simultaneously helps in protecting offshore coral reefs by preventing the intensification of water pollution ( The Fairmont Orchid, 2004 ; Graci and Dodds, 2008 ). Studies have shown that green cleaners posed no harm to the environment because they do not contain or release harmful substances such as volatile organic compounds into the air when being used ( Zabiegala, 2006 ). In addition, green cleansers lack irritants, abrasives and toxicity, whilst being highly biodegradable in the environment compared with synthetic cleaners ( Fukey and Issac, 2014 ).

Guests’ perception of health and safety exhibit a significantly positive influence on their purchase intention in green hotels ( Jiang and Kim, 2015 ). Environmental protection has been promoted because customers recognise that business activities can cause serious damage to the environment ( Han et al. , 2018 ). Customers believe that they are a part of the “green programme” ( Sánchez-Ollero et al. , 2014 ) and feel a sense of satisfaction and strong “emotional benefits” for leaving a sustainable planet to the next generation ( Kuminoff et al. , 2010 ; Robinot and Giannelloni, 2010 ). The study revealed that customers can obtain “status-enhancing benefits” and tend to believe that they may leave a good impression to others by choosing green hotels ( Jiang and Kim, 2015 ). Thus, acknowledging guests for their environmental efforts ( Suki and Suki, 2015 ) and enhancing customers’ sustainability mindset ( Chen and Chen, 2012 ) are powerful forces for promoting sustainable hotel service provision and consumption.

Good intentions may not consistently be translated into desirable outcomes and occasionally become detrimental. Housekeeping staff expects a feasible and cost-effective green policy and practices but experiences extra burden such as sorting out rubbish to different recyclable items ( Wan et al. , 2017 ). In 2014, a group of 200 protesters in Toronto appealed to end the “Make A Green Choice” programme launched by an international hotel chain in 2009. The programme encouraged guests to forego housekeeping in exchange of a $5 voucher or loyalty points in the interest of “conserving water, energy and other resources”. The programme claimed to create environmental benefits, in which a one-night participation could save 49.2 gallons of water and sufficient natural gas to produce heat for a 400-square-foot room for 4 h ( Sheraton Baltimore Washington Airport Hotel, 2017 ). However, this programme resulted in a burden amongst room attendants because the rooms that were not cleaned for several days required additional time and effort to tidy afterwards ( Mojtehedzadeh, 2014 ). The malpractice amongst housekeepers can also harm the effectiveness of green strategies. A common practice that towels on the floor or in the bathtub should be laundered, whilst others left hanging should be kept for reuse ( Heney, 2009 ). A hotel in New Orleans applied this towel reuse policy. However, the housekeeping staff changed all towels and linens daily even the guests participated in the environmental protection programme ( Eilperin, 2010 ). This example has illustrated that environmental training and communication can influence the employees’ ecological behaviour in compliance with the hotel’s green policy ( Chou, 2014 ; Sourvinou and Filimonau, 2018 ). The success of green practices was significantly related to employee participation and engagement ( Kim and Choy, 2011 ). Green organisational climates, management support, employees’ environmental knowledge, environmental awareness and environmental concern can influence the employees’ willingness to adopt environmental management practices ( Zientara and Zamojska, 2018 ; Chan et al. , 2014 ). The lack of willingness to change long-established work routines and to monitor the actual purpose of the green initiatives can also diminish the room attendants’ intention to execute sustainability practices ( Iraldo et al. , 2017 ).

Sustainable policy in a hotel is definitely related to gender equality and reduced inequalities in a society ( The International Tourism Partnership (ITP), 2017 ). Females are considered to be easier affected by environmental and economic changes and, therefore, should be given an equal opportunity to develop their career with a decent work environment. Traditionally, housekeeping has been viewed as “household related” and females should be taking up more responsibilities ( Thébaud et al. , 2019 ). There are more women than men working in operation positions in the housekeeping department in Hong Kong ( Employees Training Board,2016 / 2017 ) but only a minority of working females can be promoted to senior positions in the hotel industry ( Segovia-Perez et al. , 2019 ). Sustainable practices may buffer the negative effects of the deteriorating service quality ( Van Rheede and Dekker, 2016 ). Several guests still express negative impressions of green hotel products and experiences ( Robinot and Giannelloni, 2010 ). For instance, several green hotel initiatives such as refillable soap and shampoo dispensers, low-flow showerheads and linen reuse are considered as unfavourable amongst the guests because they perceive these practices as unsanitary, uncomfortable or an inconvenience during their stay. Results showed that although guests often appreciate hotels that contribute to protect the environment, they are generally unwilling to sacrifice their living standards and comfort levels ( Baloglu and Jones, 2015 ).

3. Methodology

the current environmental sustainability strategies in housekeeping;

employees’ perception of the benefits and hurdles in executing green practices;

benefits of housekeeping green practices in contribution to the Hotel’s environmental sustainability strategies and the hotel industry in Hong Kong; and

recommendations on the implementation of environmental sustainability strategies.

Using the participants’ mother tongue in a qualitative interview is advantageous for obtaining rich responses by minimising language barriers and developing a good rapport ( Welch and Piekkari, 2006 ). All interviews were recorded and transcribed after an informed consent was obtained. All respondents were told that their participation was completely voluntary and they could withdraw from the interview at any time. Moreover, the respondents were assured that the collected data would be kept strictly confidential and reported anonymously. Subsequently, a content analysis on the data obtained was conducted.

4. Findings and discussion

4.1 respondents’ profile.

Six interviews with three room attendants, two supervisors and one assistant manager in the housekeeping department of a research organisation (referred to as “Hotel” in the subsequent mentions in this study) were conducted. The number of male and female respondents was evenly distributed. Their age ranged from 25 to 55, and they have worked for the Hotel between one and six years on average. Most of them completed a secondary or postsecondary education, whereas only one received a tertiary education ( Table 1 ).

Of the 25 workers in the housekeeping department, we had interviews with six, including three males and three females. However, given the general situation in Hong Kong, the majority (20 out of 25) working in the housekeeping department are women in their 40 s ( Census and Statistics Department, 2020b ). There may be various factors for women working in the housekeeping department. The level of salary can be one factor not attractive enough to young males to work for housekeeping ( Baum et al. , 2020 ). However, according to the website of the Hotel, it stated that gender is not a point of consideration in recruitment and the Hotel will only consider employees’ work ability when considering their promotion. We did not specifically ask questions about gender difference in the interviews, but believed the imbalance of female to male ratio in the housekeeping department may be because of various social factors ( Segovia-Perez et al. , 2019 ; Nimri, et al. , 2020 ). With the implementation of SDGs strategies in hotels, it is believed that a more decent environment can be created for women to work.

4.2 Environmental sustainability strategies in housekeeping

4.2.1 reusing and recycling..

All interviewees cited “reuse and recycling” for their first answer in the interview given that the practice was simple and clear. The “three treasures” refer to “shampoo, conditioner and shower gel” bottles which are placed together in the bathroom. Informants were taught to collect reusable amenities in the guestroom and place them in the corresponding collection boxes for reuse if leftovers remain. The Hotel has collaborated with a distilled water brand to provide “light plastic bottles” that can be twisted easily to save space for recycling. The plastic bottles are collected by a recycling company daily. The assistant manager mentioned that a bed linen reuse programme was implemented, in which ripped or stained linen are turned into condemned cloth for cleaning. Ripped pillowcases are reused as excellent dusters for cleaning glasses and mirrors without scratching them. Consistent with previous studies, our findings showed that reusing and recycling material is a widely used practice for green hotels that implement CSR practices ( Sudhagar and Samuel, 2019 ; Chen and Chen, 2012 ).

4.2.2 Integration of environmental considerations in daily operations.

The Hotel integrates environmentally-friendly practices to their operational procedures. The assistant manager mentioned that under the bed linen reuse programme, the bed linen for guests is merely changed during the 1st, 4th and 7th day of their stay, unless the guests place a “Bed Linen Refresh Card” on the bedside to ask for a bed sheet replacement. To enhance energy efficiency, the electricity in the guestrooms can only be turned with a key card inserted into the card slot at the door. The light will be automatically off in five seconds if the key card is removed when guests leave the guestroom. A dual-flush toilet with “full flushing” and “half flushing” buttons is installed. Other environmentally-friendly practices include using a high-power destaining powder and energy-saving equipment. A highly soluble destain powder can dissolve naturally without heavy brushing and rinsing with plenty of water to remove the stain. Energy-saving vacuum machines were also adopted. The Hotel has exerted an effort to update their equipment for improved green practices and efficient use for the employees. These findings are consistent with previous studies, which indicate that hotel chains are prepared to implement practices that reduce energy consumption in their daily operations ( Mak and Chang, 2019 ; Yoon et al. , 2016 ; Casado, 2012 ).

4.3 Benefits of environmentally-friendly strategies in housekeeping

All informants have agreed that housekeeping green practices can contribute to the company’s environmental management programme and generate various benefits for the environment, hotels, housekeeping staff and guests.

4.3.1 Benefit for the environment

4.3.1.1 waste reduction and water and energy conservation..

All room attendants have agreed that the “three treasures” can help reduce waste given that they typically clean about 20 rooms per day. The assistant manager stated that 600 rooms are available in the Hotel, with an average of 80% occupancy rate. Therefore, a total of 1,000 wasted empty bottles were produced daily. The staff members could realise the waste volume generated in the hotel industry, and they have agreed that the “reuse and recycle” practices can help reduce the number of waste, which is beneficial to the hotel industry and its stakeholders. Furthermore, green hotel practices can help reduce the water consumption, thereby benefitting the environment. The supervisor and assistant manager mentioned that water conservation strategies include the use of environmentally-friendly destain powders and the bed linen reuse programme, as well as the use of electronic key cards and dual flush toilets in guestrooms. Results confirm that environmental knowledge, awareness and concern are the key motivational sources for the employees’ ecological behaviour ( Zientara and Zamojska, 2018 ; Chan et al. , 2014 ). From the implemented practices, we found the housekeeping green practices has strived and contributed to attainment of hotel’s environmental sustainability strategies by reducing energy, water consumption and waste generation.

4.3.1.2 Benefits for hotels

4.3.1.2.1 money saving.

The assistant manager claimed that replacing bed linens less frequently can help save laundry fees given that this chore is one of the largest expenses in the housekeeping department. The laundry company charges the Hotel based on the weight of linen. By reducing the replacement of bed linens, the Hotel can save money, water and energy. The bed linen reuse programme can help reduce the money spent on laundry fees and extend the life cycle of bed linens. This view is consistent with Heney (2009) , who claimed that green practices in housekeeping can provide economic benefit to the hotels. Similar to previous hotel-related studies ( Wan et al. , 2017 ), our findings also indicate that installing water-conserving fixtures, including the dual-flushing systems for toilets in guestrooms, is a common practice for green hotels, thereby decreasing water utility bills.

4.3.1.2.2 Increasing work efficiency

The assistant manager stated that an insufficient supply of amenities during peak season is evident, given that stocks of amenities merely arrive twice a week. Thus, unused and unopened amenities should be kept. In addition, the newly purchased vacuum machines exhibit better suction power than other types of vacuum machine, which helps save the time and effort in cleaning, increase room availability and create a decent work environment. With less effort to clean the carpet, females are beneficial for their less strong physical strength and the practice of using more powerful vacuum machines thus creates greater gender equality and provides reduced inequalities. The results have demonstrated two things. Firstly, sustainability commitment and business performance are interrelated and interdependent ( Jones and Comfort, 2019 ). Secondly, green practices may be one of the most effective policies to improve the monetary and environmental status of a hotel ( Singh, 2015 ).

4.3.1.3 Benefits for employees.

The provision of green cleaners and detergents was appreciated by all respondents because these cleaners are safer and less harmful to the environment compared with synthetic ones. These findings are consistent with the findings of Fukey and Issac (2014) . Our findings indicate that room attendants approve the bed linen reuse programme because they must only “tidy up” the bed instead of adding another chore of changing the bed linens in every room, except for the guests who have requested for a replacement. Room attendants can save their effort and time in a room given that they must only focus on cleaning the bathroom, which create a more decent work environment with same economic returns. The use of destain powder and the bed linen reuse programme can significantly reduce the workload by decreasing physical work, which is consistent with Chan et al. (2014) , who argued that employees are indispensable in implementing environmental programmes. Operational inconvenience and additional workloads can undermine the successful execution of hotel green practices ( Linneberg et al. , 2019 ).

4.3.1.4 Benefits for guests.

During the interview, the assistant manager mentioned that several guests wrote a message which noted their appreciation of the environmental effort spent by the Hotel. Moreover, the guests were pleased to be part of this effort. For instance, they were given a sense of pleasure and satisfaction as they participate in green practices. This finding is similar to the finding of Sánchez-Ollero et al. (2014) . However, the results contradicted a study in mainland China, which indicated that the green initiatives are insignificant for customer satisfaction ( Lee et al. , 2018 ). Our findings have contradicted previous studies, which indicated that hotel green practices induce a high risk of unpleasant customer experience ( Robinot and Giannelloni, 2010 ). The findings indicated that the customer satisfaction level towards the hotel’s green initiatives may vary in terms of sociocultural backgrounds and cultural values ( Raub and Martin-Rios, 2019 ).

4.4 Barriers lowering the effectiveness of environmentally friendly strategies in housekeeping

4.4.1 heavy workload amongst frontline room attendants..

Owing to the high physical demand and heavy workload, room attendants are more prone to face stress and job burnout than other staff members ( Chiang and Liu, 2017 ; Kensbock et al. , 2017 ). Sorting the “three-treasures” and bringing them back to the collection point downstairs require extra effort especially in peak seasons with hundreds of rooms to clean every day. Room attendants must carry unused amenities around on a small trolley during their work hours. Manpower shortages and heavy workloads are the major barriers to implementing green management in the hotel industry ( Wan et al. , 2017 ).

4.4.2 Lack of enforcement.

The supervisor and the assistant manager likewise claimed that closely monitoring the room attendants’ job performance would be difficult. They stated that several room attendants would throw away toilet supplies. Thus, the “three treasures” practice is merely voluntary and recycling is considered as an “extra duty”, particularly during peak seasons. The supervisory staff members are busy with inspecting the rooms for cleanliness and conducting administrative duties. Thus, they do conduct the first-hand execution of the green policy and cannot take close control whilst room attendants perform their duties, which make the policy “empty” in implementation to a certain extent. This result was supported by Iraldo et al. (2017) , who suggested that an effective sustainability monitoring system is essential to improve the green practice implementation in hotels.

4.4.3 Defective supportive policy.

Room attendant A stated that the cleaning power of the destain powder was not as ideal as the management mentioned given that it takes about 20 min to soak. Room attendant C mentioned that only one bottle of destain powder is provided for each floor, whereas the management instructed to put it back immediately to the pantry after every single use to prevent the bottle from spilling and getting wet. Thus, no room attendant would waste plenty of time on travelling back and forth to get the destain powder. Although new vacuuming machines are available, several room attendants prefer to use the old vacuum machines without excessive suction power, particularly for the carpets in the guestrooms, which require extra strength and effort to be swept. The aforementioned examples have shown actual work environment may become the barriers to effectively implement environmental sustainability strategies. The supportive measures in the green practices are not as employee-friendly as expected, thereby significantly lowering the effectiveness of the green strategies used by the Hotel. Our results are consistent with previous studies, which claimed that resistance to change can reduce the employees’ intention to implement green practices ( Iraldo et al. , 2017 ). This finding is consistent with the findings of extant studies, which indicated that support and commitment from the top management to provide the necessary tools and proper equipment are the key success factors of sustainability management effort ( Mak and Chang, 2019 ).

4.5 Usefulness of housekeeping green practices in contributing to industry’s environmental sustainability strategies and recommendations for improvement

All interviewees have agreed that the environmental strategies applied in housekeeping can help reduce the waste of the hotel industry in general. In addition, the respondents have suggested that improvements can be implemented in the following areas:

4.5.1 Improvement on supportive policy.

Casado (2012) supported that the environmental sustainability philosophy must be integrated into the company’s activities at all levels. For instance, room attendant B suggested that recycling boxes should be collected from the office daily by housemen, who support the housekeeping department staff. Two room attendants also hoped that the recycling boxes should be placed on every floor, instead of placing them in the office. They prioritised convenience for executing green practices, which can be correlated with their heavy workload and hasty working environment ( Sarosi, 2017 ). Certain hotels have implemented the same green initiatives, in which recycle bins are placed on every floor landing for housekeepers to use ( Brown Palace, 2019 ).

4.5.2 Enhancing communication.

All supervisors have agreed that they should be obliged to establish a communication bridge between the management and the frontline employees. Thus, they should be proactive in reflecting the current operational issues, such as relaying the ruling opinion on the new vacuum machines to the department head to solve the problem and implement improvements. Moreover, supervisors should be further proactive in understanding the needs of room attendants, whilst enhancing the communication with the top management to help them set out employee-friendly decisions. Chou (2014) found that personal environmental norms exhibited a stronger effect on employees’ green behaviour than other variables. Furthermore, the senior management should further emphasise green engagement to implement environmental policies, and the human resources management should provide environmental education among employees ( Sudhagar and Samuel, 2019 ; Sourvinou and Filimonau, 2018 ).

4.5.3 Recruitment and understaffing.

Before COVID-19 outbreak, existing hotels have been facing manpower constraints because of an overall decline of the young population’s entrance into the workforce with the aging population, as mentioned during the Hotel Management Asia Summit (2018) that was held on 27 September 2018 in Hong Kong. A serious manpower shortage has occurred in numerous positions, including room attendant, room service butler and floor attendant positions ( VTC, 2018 ). The pro-democracy movement and cumulated impact of the pandemic have caused career discontinuity and underemployment across all tourism-related industry sectors at all levels abruptly to release labour force to other industries ( Yau, 2020 ). Hong Kong’s double whammy of social unrest and the pandemic demonstrated precarious employment of tourism industry practitioners ( Choy and Kamoche, 2020 ). The low income hospitality frontline, young and women workers are among one of the most vulnerable groups at risk of being made redundant or become a victim of underemployment partly because of their limited education and skill level ( Baum et al. , 2020 ) and perennial gender inequalities problem for women in the hospitality industry ( Santero-Sanchez et al. , 2015 ). While tourism and hospitality employees are struggling for alternative employment and some tourism organisations are trying to keep a tether to their manpower pool in wake of COVID-19, it is anticipated that there would be fierce competition for new bloods and those who opt for (or not) staying with their original sector/industry ( Baum et al. , 2020 ). Green practices have created “extra work” and used “additional time” without extra pay that affect employee decision to stay or leave with tourism-related organisations on one hand ( Choy and Kamoche, 2020 ). This may not be a sustainable practice as the SDG framework aims to create a decent work environment and economic growth for the workers on the other hand ( UN, 2015 ).

Supervisor B mentioned that understaffing is an evident issue in the Hotel. For instance, several staff members from the human resources department were called to help with housekeeping during peak seasons. This phenomenon could be the reason why some room attendants were uncooperative with environmental strategies. The supervisor believed that for the long-term benefits of the Hotel, housemen or “green assistants” are employed. Apart from creating more employment opportunities and economic values for all people, this is a better solution than raising the employees’ salary given that the green programme should not be a responsibility of a specific position. Gender stereotypes remain prevalent in the hotel industry, in which millions of women work as room attendants and clean a total of 15.5 million hotel rooms worldwide ( Sarosi, 2017 ). Therefore, the hotel industry should take steps to ensure a decent work environment for all, including women ( UN, 2018 ).

4.5.4 Expand the scope of green practice.

Supervisor A suggested that additional reuse strategies should be used. For example, laundry bags can be reused, particularly when a supply shortage exists. The toilet paper can be retained until the next guest stay provided that the thickness of paper should be greater than 3 cm to facilitate easy usage. The collected “three treasures” can be reused for removing the stench and slight stains of furniture or for use by employees in staff toilets and canteen. The assistant manager also suggested that amenities can be kept for the next stay if the plastic cover remains intact without being opened or getting wet.

4.5.5 Raising employees’ environmental awareness.

Studies reveal that environmental awareness can enhance the employee’s intention to implement green practices ( Chan et al. , 2014 ) and the SDG framework. Supervisor A stated that the Hotel should raise the environmental awareness amongst employees before commanding them to adopt environmental practices. Thus, the employees must be daily reminded about environmental information during the morning briefing. Moreover, inviting staff to join outdoor green activities and letting them feel “green” and enjoy the nature, which is encouraged by the Hotel, is an impressive approach. Thus, the environmentally-friendly concept can be assimilated among themselves. O'Neill (2018) proposed the same idea that having eco-friendly products and processes are not sufficient if employees do not practice them. Each staff member’s beliefs with regard to environmentally-friendly practices are the most significant. Hotels should offer training courses for their staff to conserve resources, which may be wasted otherwise ( Sourvinou and Filimonau, 2018 ; Chou, 2014 ).

5. Conclusion

Multiple environmentally-friendly strategies are applied in the housekeeping department of the sample Hotel. Firstly, the reuse and recycle policy is implemented. Several housekeeping staff members recycle the toilet amenities and plastic water drinking bottles. Secondly, the Hotel develops its own linen reuse programme for the guests and the staff. Thirdly, green concepts including the SDG strategies proposed by UNs for the enhancement of hardware and equipment should be introduced in the housekeeping department. These practices include the use of electronic key cards, low-flush toilets, destain powders and new vacuum machines. Green practices have brought various benefits to the Hotel in particular and the hotel industry in general based on various perspectives. These practices can help protect the environment by reducing waste generation and water and energy consumption. Furthermore, they can reduce the expenses of the Hotel and increase the efficiency of cleaning rooms. From the employees’ perspective, environmentally-friendly strategies can protect their health and significantly save their physical strength that was spent on cleaning. However, barriers that limits the effectiveness and thus reduces the benefits of green practices remain. For instance, the heavy workload of frontline employees is a reason why environmentally-friendly strategies cannot be successfully practiced. In addition, management issues, including the lack of enforcement and incomprehensible support policy, are also responsible for the ineffectiveness of the implementation of green practices.

All informants have agreed that housekeeping green practices contribute to the environmental sustainability strategies of sample Hotel as well as the hotel industry in Hong Kong at large. Multiple suggestions to address the limitations of green practices are provided by the frontline and the top management employees. Frontline employees believe that they would be further motivated if green practices provide convenience and rewards. Supervisors state that the management should start from the basics such as improving communication, creating decent jobs and raising the environmental awareness amongst employees. Green hotel initiatives should be operationally practical and sustainable to benefit the entire tourism industry. This study reveals the actual working environment in the housekeeping department of a hotel and the staff’s perception towards environmental sustainability strategies. In this study, one of the most significant findings reported that a difference has consistently existed between expected outcomes and actual results. Communication and mutual understanding between the top management and the frontline employees are the foundations that yield efficient housekeeping practices in hotels. Environmental sustainability is a continuous journey that requires on-going improvement in micro and macro levels within the hotel industry. In this study, we focussed on reviewing the implementation barriers and actual practices in the housekeeping department of a hotel, without examining other departments in the hotel industry. Green practices should be adopted for the whole tourism industry but not just the hotels themselves. How the green practices can be promoted to the entire tourism is worth for further studies.

Profile of respondents

*Percentages may not add up to 100% due to rounding

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Corresponding author

About the authors.

Dr Monica Choy is an Assistant Professor in the Faculty of Management and Hospitality at the Technological and Higher Education Institute of Hong Kong. Prior to embarking on her career in education, she acquired extensive business experience in the tourism and commercial sectors. She studied in China, Australia and Japan, and holds a BCom from the Curtin University of Technology, an MBA degree from the University of Sydney and University of New South Wales, an MSc in Hotel and Tourism Management from the Hong Kong Polytechnic University and a DBA from the University of Newcastle, Australia. Her research interests include tourism management and human resources management issues. She has published various articles in journals, such as current issues in tourism.

Justin Cheng is a Former Instructor of the Division of Continuing Professional Education in Hong Kong Institute of Education (now The Hong Kong Education University). He has taught few courses on the use of English language. He also acted as an Editor for a number of books and journals in an international publishing house. Justin holds a master’s degree in Communication and New Media from City University of Hong Kong and a bachelor’s degree in Contemporary English Language from the Hong Kong Polytechnic University.

Karl Yu holds a bachelor's degree in Hotel Operations Management from the Technological and Higher Education Institute of Hong Kong, and is now an Industry Practitioner of an international hotel chain in Hong Kong.

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Choy, Monica, Justin Cheng, and Karl Yu. "Evaluating the environmental sustainability strategies of the housekeeping department: the case of an international hotel chain in Hong Kong, China." Tourism Critiques: Practice and Theory 2, no. 1 (May 5, 2021): 115–32. http://dx.doi.org/10.1108/trc-01-2021-0001.

Wood, Donald F., Patrick J. Moreo, and Gail Sammons. "Hotel Housekeeping Operational Audit." International Journal of Hospitality & Tourism Administration 6, no. 3 (November 29, 2005): 1–10. http://dx.doi.org/10.1300/j149v06n03_01.

Singh, Dilbag, and Amandeep. "MOTIVES FOR SELECTING HOUSEKEEPING DEPARTMENT AS A CAREER- A STUDY OF SELECTED HOTELS OF NORTH INDIA." International Journal of Research -GRANTHAALAYAH 5, no. 7 (July 31, 2017): 309–14. http://dx.doi.org/10.29121/granthaalayah.v5.i7.2017.2137.

M. Febriyan Pratama and Dyah Palupiningtyas. "Planning dan Kualitas Pelayanan Departement Housekeeping Terhadap Kepuasan Tamu di Hotel." Gemawisata: Jurnal Ilmiah Pariwisata 17, no. 3 (September 2, 2021): 180–88. http://dx.doi.org/10.56910/gemawisata.v17i3.183.

Natalia, Deasy Chrisnia, and Alivia Saskia Puspaningrum. "APLIKASI HOUSEKEEPING HOTEL BERBASIS WEBSITE." VOK@SINDO : Jurnal Ilmu-Ilmu Terapan dan Hasil Karya Nyata 9, no. 2 (March 2, 2022): 1. http://dx.doi.org/10.21776/ub.vokasindo.2021.009.2.1.

Seh Tah, Irene, and Awo Kyemenua Darko. "Investigating the Effectiveness of Branding on Customer Loyalty in Some Selected Hotels in Accra, Ghana." Global Journal of Educational Studies 4, no. 2 (December 21, 2018): 38. http://dx.doi.org/10.5296/gjes.v4i2.13576.

Ni Kadek Anik Evryastuti, I Gusti Agung Mas Krisna Komala Sari, I Ketut Suarja, I Ketut Suja, and Ni Made Sudarmini. "Cleanliness, Health, Safety, and Environment Sustainability (CHSE) Implementation in Housekeeping Department." International Journal of Travel, Hospitality and Events 1, no. 1 (April 1, 2022): 37–53. http://dx.doi.org/10.56743/ijothe.v1i1.6.

Wahyu, Niken Utami, Mulyati, and Maya Oktaviani. "Pengaruh Kualitas Pelayanan Housekeeping Department Terhadap Tingkat Kepuasan Tamu Menginap Di Hotel Santika Premiere Harapan Indah Bekasi." Journal of Mandalika Review 1, no. 2 (August 2, 2022): 24–29. http://dx.doi.org/10.55701/mandalika.v1i2.35.

Maharani, Ni Putu Diah Sri, I. Gusti Ayu Putu Wita Indrayani, and Ni Desak Made Santi Diwyarthi. "Pengaruh Gaya Kepemimpinan terhadap Motivasi Kerja Karyawan Departemen Housekeeping di Hotel A Ubud." Jurnal Bisnis Hospitaliti 10, no. 1 (June 25, 2021): 1–12. http://dx.doi.org/10.52352/jbh.v10i1.451.

Satria Nurhidayat, Dhanin. "Analysis Of Leadership Style Application And Motivation By Managers In Improving Housekeeping Employees Performance At Bumi Senyiur Hotel Samarinda." Jurnal Syntax Fusion 2, no. 03 (March 20, 2022): 520–28. http://dx.doi.org/10.54543/fusion.v2i03.187.

Cerović, Zdenko, and Tea Baldigara. "ATTITUDES AND OPINIONS OF HOUSEKEEPING MANAGERS IN THE CROATIAN HOTEL INDUSTRY." Tourism and hospitality management 10, no. 3-4 (December 2004): 53–64. http://dx.doi.org/10.20867/thm.10.3-4.4.

Dewi, Ranti Komala, and Fardinal Fardinal. "Manajemen Risiko Keselamatan dan Kesehatan Kerja (K3) Pada Hotel Whiz Prime Dalam Partisipasi Pencegahan Covid-19." Journal of Indonesian Tourism, Hospitality and Recreation 4, no. 1 (April 27, 2021): 9–16. http://dx.doi.org/10.17509/jithor.v4i1.28567.

Linda, Made. "Penerapan protokol chse pada housekeeping the kayon resort & spa ubud di era new normal." Jurnal Ilmiah Pariwisata dan Bisnis 1, no. 5 (May 31, 2022): 1081–93. http://dx.doi.org/10.22334/paris.v1i5.76.

Rohaeni, Neni, Yoyoh Jubaedah, Nenden Rani Rinekasari, and Ihfa Siti Fahliani. "APPLICATION OF WEB BASED VE.RUBRIC TO THE PERFORMANCE ASSESSMENT MAKING BED IN SMK HOTEL ACCOMODATION." Journal of Architectural Research and Education 3, no. 1 (May 15, 2021): 51–58. http://dx.doi.org/10.17509/jare.v3i1.33238.

Sanon, Marie-Anne. "Hotel housekeeping work influences on hypertension management." American Journal of Industrial Medicine 56, no. 12 (June 17, 2013): 1402–13. http://dx.doi.org/10.1002/ajim.22209.

Mokodongan, Asminar, and Lisna Bantulu. "Membangun Komunikasi Efektif Antara Front Office Departement dengan Housekeeping Departement (Studi Kasus di Hotel Eljie Syariah Gorontalo)." Ideas: Jurnal Pendidikan, Sosial dan Budaya 6, no. 2 (June 3, 2020): 191. http://dx.doi.org/10.32884/ideas.v6i2.241.

Tabita, Angelin, Nyoman Adiputra, and I. Nyoman Sutarja. "PENGATURAN ORGANISASI KERJA HOUSEKEEPING DENGAN PENDEKATAN ERGONOMI DAPAT MENURUNKAN KELUHAN MUSKULOSKELETAL, KELELAHAN, DAN MEMPERCEPAT WAKTU KERJA." Jurnal Ergonomi Indonesia (The Indonesian Journal of Ergonomic) 3, no. 1 (June 30, 2017): 39. http://dx.doi.org/10.24843/jei.2017.v03.i01.p05.

Singh, Amrik, and Vipin Kumar Singh. "The impact of ergonomic practices on housekeeping employee retention and efficiency in hotels during COVID-19 in India." Turyzm/Tourism 32, no. 2 (December 15, 2022): 29–50. http://dx.doi.org/10.18778/0867-5856.32.2.02.

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Sulasmini, Ni Made Ayu, and I. Gede Gio Pana Saputra. "Service Quality Based Analysis : Case of Housekeeping Attendant, Segara Village Hotel." Journal of Business on Hospitality and Tourism 1, no. 1 (December 28, 2015): 7. http://dx.doi.org/10.22334/jbhost.v1i1.29.

Ary Widiastini, Ni Made, Nyoman Dini Andiani, and Putu Indah Rahmawati. "Pelatihan Product Knowledge Di Bidang Perhotelan." Proceeding TEAM 2 (October 11, 2017): 887. http://dx.doi.org/10.23887/team.vol2.2017.223.

Wai Chun, Monica Choy, and Caitlin Ching Ching Shih. "THE EFFECT OF EMPLOYEE UNIFORM ON JOB SATISFACTION: A CASE OF THE HOUSEKEEPING DEPARTMENT IN A LUXURY FIVE-STAR HOTEL IN HONG KONG, CHINA." Tourism and hospitality management 28 (2022): 559–74. http://dx.doi.org/10.20867/thm.28.3.5.

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Mehrez, Abraham, Aviad A. Israeli, and Yosef Hadad. "A Work Measurement Application for Hotel Housekeeping Management." Tourism Economics 6, no. 4 (December 2000): 359–70. http://dx.doi.org/10.5367/000000000101297686.

Ramadhan, Cahyo, Hamiyati, and Rasha. "PENGARUH KONFLIK KERJA TERHADAP KINERJA KARYAWAN DI DEPARTEMENT HOUSEKEEPING THE SULTAN HOTEL AND RESIDENCE JAKARTA." Jurnal Pendidikan dan Perhotelan (JPP) 1, no. 1 (May 29, 2021): 25–32. http://dx.doi.org/10.21009/jppv1i1.03.

Jubaedah, Yoyoh, Nenden Rani Rinekasari1, and Neni Rohaeni. "DESAIN DAN IMPLEMENTASI MODEL COMPETENCY BASED-ASSESSMENT PADA PRAKTIK CLEANING BATHROOM DI HOUSEKEEPING DEPARTMENT." JKKP (Jurnal Kesejahteraan Keluarga dan Pendidikan) 6, no. 02 (October 23, 2019): 109–19. http://dx.doi.org/10.21009/jkkp.062.05.

Setyarini, Maria Christina Eko. "Student Teachers Difficulties in Teaching English to Hotel Staff." Vision: Journal for Language and Foreign Language Learning 7, no. 1 (November 27, 2018): 23. http://dx.doi.org/10.21580/vjv7i12456.

Ali Dhanupoyo, Nurhasana Raden. "PENERAPAN TOTAL QUALITY MANAGEMENT PADA ROOM ATTENDANT HOUSEKEEPINGDEPARTEMENT DI HOTEL GRAND Q GORONTALO." Ideas: Jurnal Pendidikan, Sosial dan Budaya 5, no. 2 (May 26, 2019): 91. http://dx.doi.org/10.32884/ideas.v5i2.185.

Ali Dhanupoyo, Nurhasana Raden. "PENERAPAN TOTAL QUALITY MANAGEMENT PADA ROOM ATTENDANT HOUSEKEEPINGDEPARTEMENT DI HOTEL GRAND Q GORONTALO." Ideas: Jurnal Pendidikan, Sosial dan Budaya 6, no. 2 (May 26, 2019): 91. http://dx.doi.org/10.32884/ideas.v6i2.185.

Parawangsa, Dewa Putu Bagus Ryanda. "Implementasi sop dalam penanganan lost and found di adiwana resort jembawan." Jurnal Ilmiah Pariwisata dan Bisnis 1, no. 10 (October 30, 2022): 2637–45. http://dx.doi.org/10.22334/paris.v1i10.184.

Maryantina, Maryantina. "Pengaruh Insentif Terhadap Prestasi Kerja Karyawan Housekeeping Pada Hotel Furaya Pekanbaru." Jurnal Daya Saing 2, no. 3 (October 15, 2016): 227–33. http://dx.doi.org/10.35446/dayasaing.v2i3.68.

Hidayat Sukriadi, Erie, Rachmat Astiana, and Nur Ahmad. "Pengelolaan Linen Kamar di Internal Hotel Amaris Setiabudhi Bandung." Tourism Scientific Journal 6, no. 2 (July 25, 2021): 298–313. http://dx.doi.org/10.32659/tsj.v6i2.139.

Shende, Kiran Murlidhar, Rasika Gumaste, and Sarika Joshi. "Gender Equality: An Exploratory Study of Practices Adopted by Star Hotels." ECS Transactions 107, no. 1 (April 24, 2022): 9221–28. http://dx.doi.org/10.1149/10701.9221ecst.

Widiastini, Ni Made Ary, and Nyoman Dini Andiani. "Pengembangan Prosedur Operasional Standar (POS) Room Attendant Pada Mata Kuliah Tata Graha, Program Studi Perhotelan DIII di Universitas Pendidikan Ganesha." Jurnal Manajemen Perhotelan dan Pariwisata 1, no. 1 (November 26, 2019): 1. http://dx.doi.org/10.23887/jmpp.v1i1.22081.

Wijayanti, Anita, Kartika Hendra Titisari, Purnama Siddi, and Riana Rachmawati Dewi. "IMPLEMENTATION OF HEALTH-BASED STANDARD OPERATING PROCEDURES (SOP) AS COVID-19 MITIGATION IN HOTEL INDUSTRY." SPEKTA (Jurnal Pengabdian Kepada Masyarakat : Teknologi dan Aplikasi) 2, no. 2 (December 30, 2021): 129–38. http://dx.doi.org/10.12928/spekta.v2i2.3279.

Hamdani, Muhammad. "Pengaruh Program Pelatihan dalam Peningkatan Pelayanan pada Departemen Housekeeping di Hotel Berbintang di Kabupaten Samosir." Jurnal Akademi Pariwisata Medan 9, no. 2 (July 2, 2021): 43–55. http://dx.doi.org/10.36983/japm.v9i2.174.

Rohaeni, Neni, Yoyoh Jubaedah, and Audina Adila Rahmah. "COMPETENCY-BASED ASSESSMENT PADA PERANCANGAN ALAT PENILAIAN KINERJA PRAKTIK MAKING BED DI HOUSEKEEPING DEPARTMENT." JKKP (Jurnal Kesejahteraan Keluarga dan Pendidikan) 6, no. 01 (April 24, 2019): 16–24. http://dx.doi.org/10.21009/jkkp.061.03.

Upadhyay, Deepika, Hari Shankar Shyam, and Mukesh Chaturvedi. "Managing Workforce Crisis: A Case from Hotel Waterlily." South Asian Journal of Business and Management Cases 5, no. 1 (May 3, 2016): 55–61. http://dx.doi.org/10.1177/2277977916634237.

Manjunatha, B., T. R. Srinivas, and C. G. Ramachandra. "Implementation of total productive maintenance (TPM) to increase overall equipment efficiency of an hotel industry." MATEC Web of Conferences 144 (2018): 05004. http://dx.doi.org/10.1051/matecconf/201814405004.

Sofiani. "PENGARUH GAYA KEPEMIMPINAN DAN MOTIVASI KERJA KARYAWAN TERHADAP KINERJA KARYAWAN DI FRONT OFFICE DAN HOUSEKEEPING DEPARTMENT HOTEL SANTIKA DEPOK." Journal of Tourism Destination and Attraction 8, no. 2 (December 28, 2020): 91–98. http://dx.doi.org/10.35814/tourism.v8i2.1434.

Shih, I.-Hsuan, Tun-Min (Catherine) Jai, Hsiangting Shatina Chen, and Shane Blum. "Greetings from Emily! The effects of personalized greeting cards on tipping of hotel room attendants." International Journal of Contemporary Hospitality Management 31, no. 8 (August 12, 2019): 3058–76. http://dx.doi.org/10.1108/ijchm-05-2018-0398.

Shaikh, Poonam, and Prerna Bhautik. "A Comprehensive Study on Sustainable Practices in the Hotel Industry: A Review." ECS Transactions 107, no. 1 (April 24, 2022): 479–91. http://dx.doi.org/10.1149/10701.0479ecst.

Sulaiman, Debbi, and Lexi Pranata B.Limbing. "PROFESSIONALISM AND ENTREPRENEURIAL ACTION HOUSEKEEPER HOTEL." Jurnal Entrepreneur dan Entrepreneurship 8, no. 1 (March 25, 2019): 13–18. http://dx.doi.org/10.37715/jee.v8i1.1112.

Kuzmin, O., K. Popovich, E. Voznyuk, and A. Linchevska. "Development of elements of the housekeeping service quality management system in the hotel facilities." Scientific Works of National University of Food Technologies 23, no. 4 (August 2017): 61–67. http://dx.doi.org/10.24263/2225-2924-2017-23-4-9.

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The role of housekeeping department towards guest satisfaction in the hotel, project information:, project department:, tourism and hospitality management undergraduate project topics, research works and materials, people found this post useful, project body:.

CHAPTER ONE

INTRODUCTION

1.1. BACKGROUND OF THE STUDY

Housekeeping department is vital to the hospitality industry because they enhance and guide the performance of the room attendants. It is an assessment tool for the management and employees to ensure efficiency and proficiency during their work. Housekeeping department also provide a framework for developing quality competency checklists or proficiency assesement for a specific housekeeping manager or supervisor for the development of their attendants. These norms may be used as a comparison tool to evaluate the housekeeping staff's performance if the housekeeping manager or supervisor suspects poor performance, unsafe work habits and non-adherence to the organizational policies and widely- accepted housekeeping guidelines. The housekeeping department is one of the departments in the hotel organization whose primary responsibility is to keep the hotel area clean and tidy. The success and credibility of the hotels' business depend mainly on their quality standard practices and competent professionals who performed the tasks as mentioned above. One of the motivating factors to have top quality service is dedication, passion, and commitment among its housekeeping staff. The team succeeds in building and maintaining the right image and reputation of the hotel by providing excellent and quality service through standard practices (Phillips, 2017). A well-trained staff must be retained to ensure consistency and reliability of one's work; and productivity of performance towards the goals of the business industry. Moreover, variance training and seminars can enhance individual to improve their skills into the exceptional quality of service continuously. Quality in the modern hotel industry, in terms of increasing demands, needs and desires of consumers, has become a fundamental factor for achieving success and competitiveness in the demanding tourist market. Every hotel service is extremely complex, because all the tangible and intangible elements of hotel offer are interrelated and important for guest satisfaction. The quality of hotel services and products depends on the expertise and kindness of the staff, the accessibility of the building, in-house atmosphere, offer of food and beverages, equipment of accommodation units, the speed of serving. Especially great is the influence of the quality of employees that is associated with special knowledge and skills of employees in the hospitality profession, but also with the general culture, motivation and satisfaction at work. Quality of services is extremely important in the hotel business, as hotel guests rarely criticizes the lower level of equipment of the hotel, but are very sensitive about cleanliness and untidiness of rooms and other hotel facilities. In the housekeeping department, the room attendant is considered as the ambassador of the housekeeping department, since he/she is responsible for providing hospitality, ensuring guests' safety and comfort during their stay in the resort. Thus, resort owners and managers are putting more and more effort into monitoring and maintaining the high level of satisfaction of their guest. Because of expanding worldwide market rivalry, numerous inn organizations are confronting difficulties in holding visitors. Some market researchers have proven that most hotel companies will lose half their guest throughout five years because they are not satisfied on the services rendered by the room attendants (Carev, 2013). Also, some of the resorts provide poor quality in providing housekeeping services to the resort guests. Low-quality service leads to low satisfaction, discouraging guests from returning (Pesonen, 2015). The main goal of service industry business is to meet guests’ needs while achieving profit targets. This customer-orientation is now essential because of the increasing competition and quality requirements (Chikán 2010). The tourism hotel sector it has been proven that quality leads to both satisfaction (Patterson and Spreng 2010, Caruana, Money, and Berthon 2010, Baker and Crompton 2010, Cronin et al. 2010) and perceived value (Petrick 2015, Zeithaml 2009, McDougall and Levesque 2010, Sweeney and Soutar 2015). Also in some studies satisfaction has been found to lead to perceived value (Chang and Wildt, 1994; Petrick and Backman, 2015) while in others perceived value has been found to lead to satisfaction (Cronin, Brady, and Huit 2010, Tam, 2010). The Guest satisfaction is the very important the Hotel industry. It enhances Hotels’ reputation, increases room sales as satisfied guests are more frequent visitor and increases profitability. In this study, the researcher finds the role of Housekeeping department towards guest satisfaction in the hotel. A study on benefits to Housekeeping departments in Hotels(Honey Tyagi, July 2015).It has been observed through previous researches, Hotels Housekeeping services helps to sustain cost effective housekeeping operations, improves quality, efficiency and performance of the department. Therefore, the study examines the role of housekeeping department towards guest satisfaction in the hotel.

1.2. STATEMENT OF PROBLEM

Of all hotel and catering employees, those engaged in accommodation services work, including housekeeping have received least research attention (Guerrier & Deery, 2011; Wood, 2010). Moreover, there has been very little analytic research done on the role of housekeeping department towards guest satisfaction in the hotel (Rutherford, 2015). The main goal of service industry business is to meet guests’ needs while achieving profit targets. Hence the study examines the role of housekeeping department towards guest satisfaction in the hotel

1.3. AIMS OF THE STUDY

The major aim of the study is to examine the role of housekeeping department towards guest satisfaction in the hotel. Other specific objectives of the study include;

• To examine the role and importance of hotel housekeeping in the hotel.
• To examine the impact of Housekeeping Staff attributes on Guest Satisfaction.
• To examine the impact of housekeeping department on guest satisfaction in the hotel.
• To examine latest housekeeping trends in the hotel industry.
• To examine the relationship between housekeeping department and guest satisfaction in the hotel.
• To examine impact of outsourced housekeeping services on guest satisfaction.

1.4 RESEARCH QUESTIONS

• What is the role and importance of hotel housekeeping in the hotel?
• What is the impact of Housekeeping Staff attributes on Guest Satisfaction?
• What is the impact of housekeeping department on guest satisfaction in the hotel?
• What is latest housekeeping trends in the hotel industry?
• What is the relationship between housekeeping department and guest satisfaction in the hotel?
• What is impact of outsourced housekeeping services on guest satisfaction?

1.5 RESEARCH HYPOTHESES

Hypothesis 1

• : There are is no significant impact of housekeeping department on guest satisfaction in the hotel.
• : There is a significant i impact of housekeeping department on guest satisfaction in the hotel.

Hypothesis 2

H0 : There is no significant relationship between housekeeping department and guest satisfaction in the hotel.

H1 : There is a significant relationship between housekeeping department and guest satisfaction in the hotel.

1.5 SIGNIFICANCE OF THE STUDY

The study will be of profound benefits to enlighten the hotel managers on the importance of the housekeeping department towards guest satisfaction in the hotel. This study would also be of immense benefit to students and scholars who are interested in developing further studies on the subject matter.

1.7 SCOPE AND LIMITATION OF THE STUDY

The study is restricted to the role of housekeeping department towards guest satisfaction in the hotel.

LIMITATION OF THE STUDY

Financial constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview)

Time constraint: The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.

1.8 OPERATIONAL DEFINITION OF TERMS

Hospitality Industry: The entire establishment in the practicing of entertainment of visitors with kindness.

Housekeeper: Employee in the hospitality industry responsible for keeping the rooms and hotel clean.

Houseman : Employee who works for Housekeeping; responsible for heavy cleaning jobs, lifting, and moving (Tucker and Schneider, 2011).

Housekeeping : This department is responsible for keeping the hotel clean. It maintains the overall appearance of the rooms and the maintenance of all public areas. Also this department provides laundry and dry cleaning service. Guests expect very high level of cleanliness. Housekeeping department plays an important role in meeting this expectation. According to Kandampully (2011), "satisfaction with housekeeping is operationalized according to the guest’s perception of the staff’s willingness and ability to provide service, room amenities, and room comfort"

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Science communication competition brings research into the real world

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Laurence Willemet remembers countless family dinners where curious faces turned to her with shades of the same question: “What is it, exactly, that you do with robots?”

It’s a familiar scenario for MIT students exploring topics outside of their family’s scope of knowledge — distilling complex concepts without slides or jargon, plumbing the depths with nothing but lay terms. “It was during these moments,” Willemet says, “that I realized the importance of clear communication and the power of storytelling.”

Participating in the MIT Research Slam, then, felt like one of her family dinners.

The finalists in the 2024 MIT Research Slam competition met head-to-head on Wednesday, April 17 at a live, in-person showcase event. Four PhD candidates and four postdoc finalists demonstrated their topic mastery and storytelling skills by conveying complex ideas in only 180 seconds to an educated audience unfamiliar with the field or project at hand.

The Research Slam follows the format of the 3-Minute Thesis competition, which takes place annually at over 200 universities around the world. Both an exciting competition and a rigorous professional development training opportunity, the event serves an opportunity to learn for everyone involved.

One of this year’s competitors, Bhavish Dinakar, explains it this way: “Participating in the Research Slam was a fantastic opportunity to bring my research from the lab into the real world. In addition to being a helpful exercise in public speaking and communication, the three-minute time limit forces us to learn the art of distilling years of detailed experiments into a digestible story that non-experts can understand.”

Leading up to the event, participants joined training workshops on pitch content and delivery, and had the opportunity to work one-on-one with educators from the Writing and Communication Center, English Language Studies, Career Advising and Professional Development, and the Engineering Communication Labs, all of which co-sponsored and co-produced the event. This interdepartmental team offered support for the full arc of the competition, from early story development to one-on-one practice sessions.

The showcase was jovially emceed by Eric Grunwald, director of English language learning. He shared his thoughts on the night: “I was thrilled with the enthusiasm and skill shown by all the presenters in sharing their work in this context. I was also delighted by the crowd’s enthusiasm and their many insightful questions. All in all, another very successful slam.”

A panel of accomplished judges with distinct perspectives on research communication gave feedback after each of the talks: Deborah Blum, director of the Knight Science Journalism Program at MIT; Denzil Streete, senior associate dean and director of graduate education; and Emma Yee, scientific editor at the journal Cell .

Deborah Blum aptly summed up her experience: “It was a pleasure as a science journalist to be a judge and to listen to this smart group of MIT grad students and postdocs explain their research with such style, humor, and intelligence. It was a reminder of the importance the university places on the value of scientists who communicate. And this matters. We need more scientists who can explain their work clearly, explain science to the public, and help us build a science-literate world.”

After all the talks, the judges provided constructive and substantive feedback for the contestants. It was a close competition, but in the end, Bhavish Dinakar was the judges’ choice for first place, and the audience agreed, awarding him the Audience Choice award. Omar Rutledge’s strong performance earned him the runner-up position. Among the postdoc competitors, Laurence Willemet won first place and Audience Choice, with Most Kaniz Moriam earning the runner-up award.

Postdoc Kaniz Mariam noted that she felt privileged to participate in the showcase. “This experience has enhanced my ability to communicate research effectively and boosted my confidence in sharing my work with a broader audience. I am eager to apply the lessons learned from this enriching experience to future endeavors and continue contributing to MIT's dynamic research community. The MIT Research Slam Showcase wasn't just about winning; it was about the thrill of sharing knowledge and inspiring others. Special thanks to Chris Featherman and Elena Kallestinova from the MIT Communication Lab for their guidance in practical communication skills. ”

Double winner Laurence Willemet related the competition to experiences in her daily life. Her interest in the Research Slam was rooted in countless family dinners filled with curiosity. “‘What is it exactly that you do with robots?’ they would ask, prompting me to unravel the complexities of my research in layman’s terms. Each time, I found myself grappling with the task of distilling intricate concepts into digestible nuggets of information, relying solely on words to convey the depth of my work. It was during these moments, stripped of slides and scientific jargon, that I realized the importance of clear communication and the power of storytelling. And so, when the opportunity arose to participate in the Research Slam, it felt akin to one of those family dinners for me.”

The first place finishers received a $600 cash prize, while the runners-up and audience choice winners each received $300.

Last year’s winner in the PhD category, Neha Bokil, candidate in biology working on her dissertation in the lab of David Page, is set to represent MIT at the Three Minute Thesis Northeast Regional Competition later this month, which is organized by the Northeastern Association of Graduate Schools.

A full list of slam finalists and the titles of their talks is below.

  PhD Contestants: 

• Pradeep Natarajan, Chemical Engineering (ChemE), “What can coffee-brewing teach us about brain disease?”
• Omar Rutledge, Brain and Cognitive Sciences, “Investigating the effects of cannabidiol (CBD) on social anxiety disorder”
• Bhavish Dinakar, ChemE, “A boost from batteries: making chemical reactions faster”
• Sydney Dolan, Aeronautics and Astronautics, “Creating traffic signals for space”

  Postdocs: 

• Augusto Gandia, Architecture and Planning, “Cyber modeling — computational morphogenesis via ‘smart’ models”
• Laurence Willemet, Computer Science and Artificial Intelligence Laboratory, “Remote touch for teleoperation”
• Most Kaniz Moriam, Mechanical Engineering, “Improving recyclability of cellulose-based textile wastes”
• Mohammed Aatif Shahab, ChemE, “Eye-based human engineering for enhanced industrial safety” 

Research Slam organizers included Diana Chien, director of MIT School of Engineering Communication Lab ; Elena Kallestinova, director of MIT Writing and Communication Center ; Alexis Boyer, assistant director, Graduate Career Services, Career Advising and Professional Development (CAPD); Amanda Cornwall, associate director, Graduate Student Professional Development, CAPD; and Eric Grunwald, director of English Language Studies. This event was sponsored by the Office of Graduate Education, the Office of Postdoctoral Services, the Writing and Communication Center, MIT Career Advising and Professional Development , English Language Studies, and the MIT School of Engineering Communication Labs.

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• MIT Research Slam
• Research Slam YouTube channel
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• Graduate Student Professional Development
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• MIT School of Engineering Communication Lab
• MIT English Language Studies

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Third annual MIT Research Slam showcase highlights PhD and postdoc communication skills

MIT Research Slam showcases postdoc and PhD communication skills

Third annual Science Slam becomes first virtual Research Slam

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Hope amid crisis: Stanford Medicine magazine explores psychiatry’s new frontiers

The new issue of Stanford Medicine magazine reports on emerging research and innovative treatments to improve mental health.

May 2, 2024 - By Patricia Hannon

Stanford Medicine magazine's first issue of 2024  focuses on innovative research and approaches to treating mental illness. Jules Julien

If it feels like more people in your social circle are experiencing a mental health crisis than they did a few years ago, it’s likely true.

The new issue of Stanford Medicine magazine, a special report on mental health, includes this sobering statistic from the U.S. Substance Abuse and Mental Health Services Administration: 1 in 4 of adults in America reported in 2022 that they experienced a mental illness the previous year, a trend exacerbated by the fact that only half of them received treatment.

At Stanford Medicine, brain science researchers, leaders, clinicians and students understand the gravity of the crisis and of the part they can play in finding effective mental health solutions — and quickly — for the sakes of their patients and for the community at large.

“Society today recognizes that mental health is an integral facet of public health — and that a mental health crisis needs to be acted on with the same urgency as any other public health crisis,” Lloyd Minor , MD, dean of Stanford School of Medicine and vice president for medical affairs at Stanford University, said in a letter in the new issue, Psychiatry’s new frontiers: Hope amid crisis .

The issue explores innovative Stanford Medicine research that is advancing the understanding of mental illness and health and leading to treatments that are more effective, more personalized and more accessible.

The programs and research featured in the issue show there’s plenty of room for optimism about the future of mental health and wellness.

• Reasons for hope : Mental health crisis solutions are emerging through innovative research, diagnostics and treatments made possible by a lessening of social stigma surrounding mental illness, better research funding and new efforts to reach those in need. 
• Neuropsychiatry and sandwiches : Psychiatrist Karl Deisseroth ’s idea of luring ambitious researchers to a series of brainstorming lunches resulted in the launch of the groundbreaking Human Neural Circuitry initiative, which is solving neuropsychiatric riddles by measuring cognitive function and gathering real-time data on human brain activity.
• Going beyond ‘How often do you feel blue?’ : New AI tools and assessments are creating unprecedented possibilities for predicting and diagnosing a person’s mental state and intervening quickly.
• The early days of a psychedelic resurgence? : Moving past early trepidation over psychedelic drugs and its countercultural associations, psychiatrists see promise in studying how “the trip” experience of psychedelics, when conducted with a professionally trained guide, can open the way to psychiatric healing.
• Organoid brain models yield insights into resilience : The study of brain organoids is allowing scientists to model the effect of stress and trauma on how our genes function and to better understand how we can withstand them without lasting mental health damage.
• ‘We could be changing lives’ : Leanne Williams and her collaborators at the Stanford Center for Precision Mental Health and Wellness are using brain imaging and other approaches to provide specific, individualized game plans for treating depression and anxiety.
• Culture in care : Five therapists speak to inequities in mental health care for people in marginalized communities and ways to support them so they can overcome barriers to accessing care.  
• Let’s talk about it : Leanne Williams believes that sharing her story of losing her partner to suicide can chip away at stigmas that keep mental health conditions locked in darkness.
• Beyond the psychiatrist’s office : With young people experiencing high rates of mental illness and the need for care exceeding supply, Stanford Medicine professionals are working with community groups to support youth mental health. Among the programs they’re involved with are Project Safety Net and the HEARD Alliance, which focus on suicide prevention; Ayudando Latinos a Soñar, which supports well-being among the farmworker community in Half Moon Bay, California; and allcove, a network of low-cost mental health care centers geared toward people aged 12-25.
• How moms and dads can provide mental health : Frustrated by kids having to wait months to see a therapist, two mental health professionals create a center that helps parents guide their children through psychological challenges.
• New wave psychiatry : Safer, more targeted FDA-approved electromagnetic treatment rolls back depression in days and provides long-lasting relief for patients.
• Toward a psychiatry of resilience : Victor Carrión describes how triumphing over stress and trauma can improve a child’s focus, self-control, social skills, sleep and well-being, making them stronger, more competent and able to make better decisions.  

Beyond the section on psychiatry and mental health, the issue features:

• The power of humility and optimism in health equity advocacy : In a Q&A with the School of Medicine’s dean, Lloyd Minor , Chelsea Clinton shares her approach to advocating for early childhood education and health equity for everyone.
• An unusual school celebrates its first century : At the 100-year-old Lucile Packard Children’s Hospital school, children and teens experiencing long recoveries can make friends, keep up with schoolwork and feel like kids — not only patients.    

Stanford Medicine  magazine is available online at  stanmed.stanford.edu  as well as in print. Request a copy by sending an email to  [email protected] .

About Stanford Medicine

Stanford Medicine is an integrated academic health system comprising the Stanford School of Medicine and adult and pediatric health care delivery systems. Together, they harness the full potential of biomedicine through collaborative research, education and clinical care for patients. For more information, please visit med.stanford.edu .

Hope amid crisis

Psychiatry’s new frontiers

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New discovery of a mechanism that controls cell division

by Umea University

Researchers at Umeå University, Sweden, have discovered that how a special protein complex called the Mediator moves along genes in DNA may have an impact on how cells divide. The discovery may be important for future research into the treatment of certain diseases. The study is published in Nucleic Acids Research .

"We have gained in-depth knowledge of how cell division is controlled, which is important for understanding the causes of various diseases that are due to errors in cell division, such as various tumor diseases," says Stefan Björklund, professor at the Department of Medical Biochemistry and Biophysics at Umeå University and lead author of the study.

In each cell there is a machinery called the ribosome. It uses DNA as a template to produce proteins, which are necessary for virtually all processes in the cell. First, however, the cells must make a copy of the instructions in the form of mRNA through a process called transcription.

The research team at Umeå University has discovered how the Mediator, a protein complex in the cell nucleus , can bind to DNA and interact with another protein complex, Lsm1-7, to regulate the production of proteins that make up the ribosomes.

The study shows that when cells grow too densely, cell division slows down. When this happens, the mediator moves to the end of the genes where it interacts with Lsm1-7. This has the dual effect of both slowing down the reading of the genes and interfering with the maturation of mRNA. This, in turn, leads to a reduced production of ribosomal proteins and thus a slower cell division.

A possible direction of future research may be to study whether it is possible to control the position of the mediator, in order to inhibit rapid cell division , for example in tumors.

"We are still early in the research in the field, so more studies are needed before we can say that this is a viable path, but it is an exciting opportunity," says Björklund.

The study has been conducted in yeast cells that serve as a good model when it comes to understanding basic mechanisms that work in a similar way in more complex systems such as animal and plant cells.

Journal information: Nucleic Acids Research

Provided by Umea University

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• Americans Remain Critical of China

2. China’s relationship with the U.S.

Table of contents.

• Unfavorable views of China prevail
• China’s role in the world
• China’s territorial disputes
• Americans lack confidence in Xi Jinping
• Americans increasingly see China as an enemy
• Limiting China’s power and influence
• China’s economic influence on the U.S.
• Acknowledgments
• The American Trends Panel survey methodology

When asked about the state of U.S.-China relations, Americans offer mostly negative assessments: A substantial share consider China an enemy of the U.S., and most think limiting China’s power and influence should be a top foreign policy priority for the U.S. About two-thirds of Americans think China is having a great deal or fair amount of negative influence on the U.S. economy.

Around four-in-ten Americans (42%) say China is an enemy of the U.S. This is fewer than the 50% who describe China as a competitor but a slight increase from the 38% of Americans who described China as an enemy last year. It is also the largest share who have described China as an enemy since we began asking the question.

Older Americans are more likely than younger ones to describe China as an enemy. A majority of those ages 50 and older (55%) describe China as an enemy, including 61% of those ages 65 and older. Among adults under 50, three-in-ten say the same – including around a quarter (27%) of adults under 30.

Party and ideology

As has been the case in recent years, Republicans and Republican-leaning independents are significantly more likely than Democrats and Democratic leaners to describe China as an enemy (59% vs. 28%). Among Republicans, this share has increased 6 percentage points since 2023 , from 53%. Among Democrats, views did not change significantly over the past year.

Conservative Republicans (69%) are particularly likely to describe China as an enemy, relative to moderate and liberal Republicans (38%), conservative and moderate Democrats (30%), and liberal Democrats (25%). Aside from conservative Republicans, roughly half or more in each group describe China as a competitor.

Economic attitudes

Assessments of whether China is an enemy, competitor or partner of the U.S. are related to views about the U.S. economy. For example, Americans who think the U.S. economy is currently in poor shape are significantly more likely than those who think it is in good shape to call China an enemy (48% vs. 29%).

Additionally, people who think China has a great deal or a fair amount of influence on economic conditions in the U.S. are much more likely than those who think it has less influence to call China an enemy (45% vs. 25%).

When asked to prioritize 22 possible long-term foreign policy goals , limiting the power and influence of China is given top priority by 49% of Americans. Another 42% say this should be given some priority, and 8% say limiting China’s power should not be a priority at all in U.S. foreign policy.

As with the sense that China’s influence has recently grown stronger, the desire to limit China is more prominent among older Americans and Republicans :

• About seven-in-ten Americans ages 65 and older (72%) say limiting China’s power and influence should be a top priority. That share decreases significantly as the age group surveyed gets younger, with just 28% of those ages 18 to 29 giving this top priority.
• A majority of Republicans (59%) say curbing China’s influence should be a top priority, compared with 42% of Democrats.

Since 2018, the share who prioritize limiting the power and influence of China has grown more than the share prioritizing any other foreign policy goal we asked about. Most of this increase occurred between 2018 and 2021, when American views of China grew precipitously less favorable .

Since 2021, Americans’ prioritization of this foreign policy goal has changed little, but the partisan divide on the issue has shifted. Today, Democrats give more priority to limiting China than they did in 2021 (+6 points), while concern among Republicans has stayed about the same over that period. This brings what was once a 27-point gap between Republicans and Democrats down to 17 points.

A large majority of Americans (82%) think China has at least a fair amount of influence on economic conditions in the U.S., including 28% who say it has a great deal of influence. Another 14% say it doesn’t have much influence, and only 3% say it has no influence at all.

Among those who think China has at least some influence on economic conditions in the U.S., a large majority (79%) think that that influence is negative , while 18% say it’s positive.

Taken together, roughly two-thirds of Americans think China has a great deal or a fair amount of negative influence on U.S. economic conditions. Far fewer think it has a great deal or fair amount of positive influence on economic conditions (13%). And small shares see it having limited positive impact (4%) or limited negative impact (10%).

Older Americans are far more likely than younger ones to say that China has a large amount of negative influence on the U.S. economy. Around three-quarters (76%) of those ages 65 and older take this position, compared with only 53% of adults under 30. And, while still a minority position, adults under 30 are significantly more likely to say China has a large positive influence on the U.S. economy, with 19% saying this.

Republicans are more likely than Democrats to say China has a large negative influence on the U.S. economy (78% vs. 58%). This is particularly true for conservative Republicans (83%), relative to moderate and liberal Republicans (69%). Among Democrats, conservatives and moderates (57%) and liberals (61%) largely agree on this issue.

Americans who think the U.S. economic conditions are poor are more likely than those who think conditions are good to say China has a large negative influence on America’s economy (72% vs 55%).

Personal economic circumstances are also tied to how people see China’s influence on the U.S. economy. Americans with upper incomes (71%) and middle incomes (73%) are more likely than those with lower incomes (55%) to say China has a large negative impact on the American economy.

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