Operational and strategic decisions in hospitality. Lessons from an action research process

Abstract

The aim of this article is to find measures that reduce personnel costs in a catering company through the optimization of routes and tasks for staff to increase the efficiency of the company, and to transfer these measures to the sector as a whole. This paper is based on action research methodology which facilitates both taking action and creating knowledge or theory about the action analysed. Findings demonstrate that the solution focused on minimization of the workers’ operations and optimization of routes does not solve the problems identified in the company. The flexibility of action research allows adaptation of the focus on the needs of the company, and both the problem and solution are redefined. Thus, a discovered relationship between operational and organizational management is the main outcome obtained in the research. As a result, six proposals are described: clarifying task assignments, improving organizational management and the estimation of provisions, optimizing routes, reducing personal services, and improving human resources policy. It is concluded that the performance of both manager and employees is influenced by the organizational strategy.