CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Building is like a living organism and, like any living thing, it needs to be nurtured,
understood and its full potential developed. This statement moves away from the premise that
buildings are merely ordinary structures, regarded as costs to an organization, rather than
investments. Best (2003) In Cowan (2007) defined facilities management as “being responsible
for coordinating all efforts relating to planning, designing and managing buildings and their
systems, equipment and furniture to enhance the functionality of the building and organization’s
ability to compete in a rapidly changing world”. Facilities Management (FM) in the development
process is always a challenge to professionals in the construction industry and property
development due to the complexity and multi-disciplinary professions in the construction project
(Felten,2009).

A number of studies have been carried out to harmonize multidisciplinary knowledge and
various experts in the early stage of development process (Jensen, 2006; 2008; 2009; Macomber,
2001). However, there is a lack of understanding and no real consensus on the importance of the
integration of facilities management, to which there is a limited role of facilities management in
the full development process. It is argued that the integration of facilities management in the full
development of a building will have a huge impact to the longevity of the building lifecycle, and
have a positive influence on its sustainable development planning (Tucker & Pitt, 2009). Hodges
(2005) opined that facilities management integration during construction stage will extend its
lifetime as well as solicit perceived satisfaction of users, increase productivity and reduce the
damaging effects on the environment. On the contrary, Chodasova (2004) consider that the
domain of the activities of facilities management is pertinent during the conceptual stage and
utilization of the buildings. Moreover, Shah (2007) contended that whole building life cycle
needs for facilities management elements as early development process have a huge impact to
end-user’s operation and organization culture. In the case of existing buildings that were
designed and constructed without facilities management consideration, FM is Perceived to be the

1
alternative to minimize the buildings vulnerability by complying with building regulation and
shall be proven with end-user’s satisfaction (Wood, 2006).

Parry and collins (2003) tried to outline the major advantages of adopting the techniques
of facilities management within hotel organizations and to indicate areas of potential sector
growth. Losekoot (2009) examined conceptual links between facilities and hotels management in
the context of customer’s satisfaction by investigating both the hard and soft dimensions of
facilities management through customer’s complaints in hotels. De Bruijn (2009) explored some
issues in the definition of facilities management while drawing parallels with similar debates in
the other fields of vocational education, specifically hotel management. The constant pressure of
serving an international clientele, increasing global competitions has compelled hotels to re-
invent and integrate facility management services among their core strategies. The Facilities
Management concept has had only limited impact on hotels (Jones, 2004; Ransley and Ingram,
2006). In Plateau State for example which coincidentally is known to be home of tourism in
Nigeria, as many hotels organizations have yet to develop the internal competencies required for
the effective management of such relationships, a developing subject but one where evident
applications and benefits to the facilities are yet to be fully developed and demonstrated. For this
reason, at least, hotel managers should maintain an awareness of developments in the facilities
management field.

1.2 Statement of the Problem

In Nigeria, a good number of facts and incidents aid and abet the development of hotels.
First is the public sector involvement, which had been predominant at least up to the late
nineties. Hotels were established for providing accommodation for government visitors and
patrons. Despite the non-proactive nature of facilities maintenance in some of these hotels,
particularly in Ibadan, Oyo State are not left behind in the adoption of facilities management as
strategic management principle to get hold of the market going by what are being published in
the daily newspapers; for instance, Sheraton Hotel and Towers, Ikeja Lagos, Le Meridien Hotel,
Victoria Island Lagos and Nicon Hilton Hotel, Abuja (Bode-Thomas, 2003). If these colossal
investments are to be retained, sustained and accelerated, there is the need to investigate what

2
issues the hotels in the study area are facing regards to the management of their facilities and
property assets which can help to sustain themselves in business.

1.3 Aim and Objectives of the study

The aim of this study is to examine the issues and challenges of managing Hotel
properties in Ibadan North local government area with a view to improving sustainable hotel
facility management practice.

In order to achieve the stated aim, the following objectives are set;

i. To identify the type of facilities provided in Ibadan North East Local government area;

ii. To examine the facility maintenance practice adopted in the study area

iii. To identify the issues in the management of Hotel facilities in the study area.

1.4 Significance of the Study

The benefits of this research work to different bodies are as follows:

it will be of great help to the hotel owners so as to know how to tackle the challenges
facing them on the issue of managing their facilities, in which it will attract more customers
patronizing them.

it will be of a guideline to other researchers to carry out further research on the challenges
in managing lodging or hotel facilities.
it will enable fellow students to have the knowledge on the challenges in managing
lodging or hotel facilities and solutions to the problems detected.

1.6 Scope of the Study

This study focused on the issues and challenges of managing lodging or hotel
accommodation in Ibadan North east Local government area and the scope of this study focused
on (2) major hotels/resorts are selected as case study comprising of Owu Crown Hotel, and
Carlton Gate in which all are being situated in Ibadan North east Local Government Area, Oyo
State.
3
1.7 Limitation of the Study

There are some constraints faced when gathering the relevant data’s for this study, among
such are unwillingness of some professionals to give information concerning the said property,
which they regard as confidential, other limitation are: Time constraints: The time is very short
and it affects the research work in terms of data and information collection, Financial constraints:
Inadequate fund to counter-balance high cost of transportation, Uncooperative attitude of those
interviewed: some information were kept confidential and this go a long way to affect the quality
of information received from those interviewed. But despite these limitations, a good measure of
success was attained through various method adopted to meet the object of this study.
1.8 The Study Area

This project work is limited to Ibadan, Ibadan is located in South western Nigeria in the
south eastern part of Oyo state about 120km east of the border with the republic of Benin in the
forest zone close to the boundary between the forest and the Savanna. The city ranges in
elevation form 150m in the valley area to 275m above sea level on the major north-south ridge
which crosses the central part of the city. The city’s total area is 1,190sq m(3,080KM2).

4
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter reviews the existing literature on management of hotel/lodging facilities

with a view to giving it concrete background which is based on series of past efforts of eminent
scholars and also to highlight the issues useful to the successful completion of this study.
Therefore, areas to be covered include; Hospitality sector in Nigeria, Categorization of
Hotel/Lodging Facilities in Ibadan strategies adopted for managing hotel facilities in Ibadan and
issues, Challenges of Hotel Management in Ibadan and examination of previous works of
researchers, which are empirically based.

2.2 Concept of Management

Management has been described as a social process involving responsibility for

economical and effective planning & regulation of operation of an enterprise in the fulfillment of
given purposes. It is a dynamic process consisting of various elements and activities. These
activities are different from operative functions like marketing, finance, purchase etc. Rather
these activities are common to each and every manger irrespective of his level or status.

2.3 Property Management

Property management is the daily oversight of residential, commercial, or industrial real

estate by a third-party contractor. Generally, property managers take responsibility for day-to-
day repairs and ongoing maintenance, security, and upkeep of properties. They usually work for
the owners of investment properties such as apartment and condominium complexes, private
home communities, shopping centers, and industrial parks.

2.3.1 Function of Management or Management function

1. Planning
5
 It is the basic function of management. It deals with chalking out a future course of action &
deciding in advance the most appropriate course of actions for achievement of pre-determined
goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how
to do. It bridges the gap from where we are & where we want to be”. A plan is a future course of
actions. It is an exercise in problem solving & decision making. Planning is determination of
courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways &
means for accomplishment of pre-determined goals. Planning is necessary to ensure proper
utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and
it also helps in avoiding confusion, uncertainties, risks, wastages etc.

2. Organizing

It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals. According to
Henry Fayol, “To organize a business is to provide it with everything useful or its functioning
i.e. raw material, tools, capital and personnel’s”. To organize a business involves determining &
providing human and non-human resources to the organizational structure.

3. Staffing

It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior etc. The main purpose o staffing is to put right
man on right job i.e. square pegs in square holes and round pegs in round holes. According to
Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to fill the roles
designed un the structure”.

4. Directing

It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes. It is considered life-spark of the
enterprise which sets it in motion the action of people because planning, organizing and staffing
are the mere preparations for doing the work. Direction is that inert-personnel aspect of
6
management which deals directly with influencing, guiding, supervising, motivating sub-
ordinate for the achievement of organizational goals.

5. Controlling

It implies measurement of accomplishment against the standards and correction of deviation

if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur. According to Theo Haimann, “Controlling is the
process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”. According to Koontz &O’Donell
“Controlling is the measurement & correction of performance activities of subordinates in order
to make sure that the enterprise objectives and plans desired to obtain them as being
accomplished”.

2.4 Management Strategies

Management strategies, at their most boiled down, are a series of techniques for
controlling and directing a business to achieve a set of predetermined goals. They include
strategies for goal-setting, leadership, business administration and operational activities.

Management strategies exist because, in the long-run, organizations can only achieve top
performance if they have a clear strategy in place and the strategy is anchored throughout the
company. Otherwise, the ship would be driving forward with no clear direction, potentially
toward the iceberg. A strategy lays the foundation for success by:

 Determining the goals and objectives of the organization.

 Establishing the timeline for achieving those goals; short, medium or long-term.
 Establishing the resources necessary for carrying out those goals.
 Providing a clear sense of direction for the company and its employees

2.5 Definition and Scope of Property Management

7
 For the purpose of this work, it is necessary to identify the contributions of various
authors to the development of the encompassing definition and functions of facilities
management.

2.5.1 Property Management

International Facility Management Associate (IFMA), defines facility management as a

profession which encompasses various disciplines to ensure functionality of the built
environment by integrating people, place, process and technology.

David Cotts (2006) defined facility management as the practice of coordinating the
physical work place with the people and work of the organization. Place of work covers all
physical and non-physical elements of a building or premises (Abdul Hakim, 2006). Table 1
below shows the various definitions of facility management by different authors, especially
researchers, academics or practitioners.

As a result of the various definitions that have been specified, it can be concluded that the
relationship between the facility and facilities management is a combination of various activities
of employees, work processes and supporting the operations of an organization. The IFMA
model of a triangle of ‘Ps’ sums up facility management concerns in today’s work place: people,
process and place. These three factors are interdependent and have direct reciprocal
relationships. As Armstrong (2009) pointed out, “we know there is a need to manage the
physical environment in concert with people and job processes.” FM finds management solutions
by positioning itself at the intersection of these three factors. This strategy makes sense, since
people, process and place are the three main factors of organizations, and facility management
involves the whole organization. The position of FM at the centre implies enhanced cooperation
among the key factors in any organization. However, FM is most active with factors relating to
place.

2.5.2 Scope of Facility Management

8
 Today, facilities management is centered in the factor of place, which is not a core
business issue. Facilities management works with the organization from beginning to end in
terms of each buildings’ life-cycle. Clearly, FM is an intermediary and integrating agent,
working to reconcile the demand and supply sides. Facilities management provides and manages
a variety of support services in order to orchestrate all the organisation’s functions. It focuses on
the integration of primary activities on both strategic and operational levels. Facility managers
are expected to be knowledgeable and to have mastered a broad range of administrative and
leadership skills.

2.6 Functions of Property Management

Hamer (2008) opined that among other duties the following are the activities usually
performed by facilities managers in the course of their duties: - Inventory management,
requirements programming, master planning, location and layout planning, drafting, cost
accounting, real estate strategy, move coordination, project administration and implementation,
purchasing coordination, maintenance planning, site management and overall system
coordination.

The Chartered Institute of Building (CIOB) (2009) cited in Spedding (2012) regards
facilities management as comprising five major activities consisting of built asset management,
strategic property management, organization – people and process, valuations and contract
procedures. Interestingly, this is the first time an organization in the built environment is
introducing valuation as an area of specialty of the facilities manager.

On the other hand, Owen (2005) identified and broke down twelve business areas of FM,
which were further broken down in an attempt to detail its components. The major headings
include law, human resources, information technology, building and real estate, marketing,
support services, building maintenance services, business management, operations, building
capital works, finance management.

2.6.1 Goals and Tools of Management

From the context analysis above, the goals of facilities management cannot be farfetched.
It is aimed at exploiting the potentials of the property assets to the maximum which otherwise
9
might have been previously unexploited for the benefits of the organization. Hamer (2008)
opined that the primary need for facilities management is to gain control over the present
situation. This involves knowing what exists, who is using it, what purposes it serves and how
much it costs. This is strategic estate management, which accords with the postulation of
Adewunmi and Ogunba (2006) that the best areas of contribution of the surveyor in the
multidisciplinary management of facilities are in the core competencies such as property
management, construction management and provision of strategic advice. These competencies
have a lot of role to play in workspace and churn management going by a review done by Meyer
(2010). Hamer (2008) insisted that by implementing a facility management program, the
manager should be able to accomplish the following goals:

Develop more meaningful and accurate forecasts of future space requirements, reducing
expenditure of resources; Prepare more accurate future capital budgets; Provide a framework
within which to meet established budgets more effectively; Improve employee morale and
efficiency in proportion to the degree to which workstations and an improved environment better
respond to employee’s needs; Encourage employee to become more anticipatory and less
reactionary in their facility management decisions; Finding solutions to specific problems are
developed within the context of an overall space utilization master plan; Utilization of space
improves; Reduction may occur in new/future space required in “staging” space or in space held
in reserve for emergencies; Postponement or avoidance of construction works can be achieved;
and Rearrangement and relocation of a number of projects can be reduced.

2.7 Property Management and Hotels

Facilities Management as applied to hotels is defined as the proactive management of

constructed facilities and organizational assets to improve their efficiency and add value to their
performance and services (Okoroh, Jones and IIozor, 2013). This study borrows from these
definitions and proposes that facilities management, as applied to the hotel business, is the
proactive management of facilities, support services and organizational assets to improve their
efficiency and add value to the core space they provide for their customers to meet
organizational strategic objectives. Facilities, in the context of hotels, include buildings,
industrial kitchen equipment, and restaurant, halls of all categories, central air-conditioning

10
system, fans, elevators, lifts, electrical installations, escalators, bakery equipment, and
recreational facilities including golf courses. This research adopts this definition totally and as an
exploratory study focuses on the three (support services, property and information technology) as
they apply to hotel organizations.

2.7.1 Hotel Organizations

Basically, hotel organizations were built around the chef or “king” of the kitchen and the
master of the hotel. But with time, especially with radical changes in management, hotel
organization structures also changed. Rutherford (2006) explained that today’s hotel organization
structure is based on line and staff structure hierarchically organized with General management
at the top and assisted by the executive assistant manager to whom reports the line managers
consisting of the rooms’ divisional head, personnel, accounting, marketing and sales,
engineering, purchasing, food and beverage.

2.7.2 The Hotel General Manager

A facilities management compliant hotel is a function of an effective chief executive,

supportive line staff and departments, a vibrant business development unit, a vibrant facilities
management department and loyal customers.

The purpose of the work was in part, to better understand the nature of the General
Manager’s job, and through this understanding develop a conceptual framework of it. In doing
this, ten extremely successful General Managers of some America’s finest hotels responsible for
managing hotels that exhibited the fullest range of operational and managerial complexity were
studied as reported in Nebel and Ghei (2012). Thus, they used a combination of participant
observation of GMs work, extensive personal interviews with both General Manager’s and 53 of
their key divisional heads, background surveys, and analysis of organizational and operational
information from each hotel.

There is scope for a more strategic view of facilities management among hotel managers
and owners. Renovation and strategic real estate are just an aspect of facilities management.
There is the need to consider the views of the customers and the workers as far as facilities
management are concerned.
11
2.7.3 The Line Staff and Departments

The line departments include personnel, accounting, marketing and sales, purchasing and
food and beverage. They come together as a unit for this research to provide support, data and
necessary information for the effective operation of the FM department. This is where
management interface is very crucial. In particular, the marketing and sales department, which is
responsible for reservations and convention services, must assist in market and marketing
research and its effectiveness is measured in terms of customers’ patronage and their level of
satisfaction and the willingness to return. The accounting department must be ready to provide
necessary information on financial growth or decline to aid in the assessment of performance.
The personnel department must be ready to provide data on the level of staff satisfaction and the
level required staff supports in terms of training, re-orientation and rapport.

2.7.4 Care of Customers and Marketing Connection

Care customers are anchored to the principle that the customer is the king (Conklin,
2006). The business of leisure and hotel is where people choose what they want and where staffs
have to be flexible and work unsocial hours. This calls for style of management that is flexible in
keeping and providing good customer care and service. This in turn calls for operational
excellence. Operational excellence is nothing but ‘everything and all things’ functionally
possible to do and put in place to keep the organization and its services in top form always.

Bevan (2011) averred that there is an enormous body of literature and research, which
examines aspects of consumer perception and behavior although much of it conflicts as different
studies yield different results. There are nevertheless, identifiable influences, which can be seen
to point consumers in particular directions, often on a scale large enough to be recognizable and
approachable by marketers. The buying patterns and activities of any individual consumer are
shaped by a unique combination of factors. These factors are cultural, social, personal and
psychological (Kotler and Armstrong, 2009).

2.8 Integration of Property Management in Hotels

Facilities Management activities are relevant to the various aspects and dimensions of
hospitality organizations. This means that managers need to have an intimate understanding of
12
how the organization works (Kincaid, 2014). To create and implement Facilities Management
strategy, planners need to understand all dimensions of the hotel operations and management.
Four basic dimensions can be posited (Nutt, 2012):

The purpose of the organization, its vision, mission, objectives, core competency and
goals; The processes of work, operations and projects; The environmental context, organizational
behavior, culture and market; and The product(s), infrastructure, property and facilities.

A clear understanding helps shape appropriate FM strategy and plans, and supports the use of the
processes and operations most suited to each hotel organization in its existing property and
facilities. Johnson & Scholes (2012) emphasize that each aspect in itself is important, but none is
adequate alone. The manager who aspires to manage or influence strategy must be able to see a
larger picture. A perception of the whole rather than just the parts is critical. Hotels
Organizational culture, technological change, and global competition inevitably affect FM, and
an integrated view from a business perspective is indispensable (Then, 2009).

2.8.1 The Property Manager and his Department.

Facilities managers according to Barrett and Owen (2006) are responsible for the
management of services and processes that support the core business of an organization. They
ensure that an organization has the most suitable working environment for its employees and
their activities.

Duties vary with the nature of the organization, but facilities managers generally focus on
using best business practice to improve efficiency, by reducing operating costs while increasing
productivity IFMA (2010).

This is a wide field with a diverse range of responsibilities, which are dependent on the
structure and size of the organization.

Facilities managers are involved in both strategic planning and day-to-day operations,
particularly in relation to buildings and premises. Likely areas of responsibility include,
procurement and contract management, building and grounds maintenance, safe building, health
and safety, security, utilities and communications infrastructure and space management.

13
 Facilities managers are employed in all sectors and industries and the diversity of the
work is reflected in the wide range of job titles, for example operations, estates, technical
services, and asset or property manager.

Typical tasks may include:preparing documents to put out tenders for contractors;project
management and supervising and coordinating work of contractors; investigating availability and
suitability of options for new premises; calculating and comparing costs for required goods or
services to achieve maximum value for money; planning for future development in line with
strategic business objectives; managing and leading change to ensure minimum disruption to
core activities; directing, coordinating and planning essential central services such as reception,
security, maintenance, mail, archiving, cleaning, catering, waste disposal and recycling; ensuring
the building meets health and safety requirements and that facilities comply with legislation;
keeping staff safe; Planning best allocation and utilization of space and resources for new
buildings, or re-organizing current premises; checking that agreed work by staff or contractors
has been completed satisfactorily and following up on any deficiencies; coordinating and leading
one or more teams to cover various areas of responsibility; using performance management
techniques to monitor and demonstrate achievement of agreed service levels and to lead on
improvement; and Responding appropriately to emergencies or urgent issues as they arise and
dealing with the consequences.

2.8.2 The Need for Proactive Management in Hotel Organizations

The trend in Nigeria today is that facilities management and sustenance must be geared
up in all the sectors of the economy, hotels inclusive (Bode-Thomas, 2003; Okungbowa, 2005;
Olusola-Obasa, 2005). Thus, in order for business to be conducted in any hotel, it is essential for
constructed assets to be appropriately managed if the business is to maintain the capital invested,
enhance its value and sustain reasonable return (Hanford, 2006). If we are to give fillip to the
hospitality sector of the economy as a veritable and dependable source of foreign exchange; the
backbone of which is the hotel and hospitality industry, then there is the need to explore every
available strategy to make this sector of the economy more vibrant.

Hotels, just like any other investment outlets are established for profit purposes apart
from the fact that they are facilitators to other sectors of the economy like hospitality. Being an
14
investment, they must be managed effectively. This is because the goal of every business is to
remain in business and to achieve this; business must make profit by obtaining customers and
retaining them (Bevan, 2007). There is a need to develop performance measures to provide
facilities managers with benchmarks of workplace quality in order to satisfy corporate needs
(Warren, 2003). Basically, an appropriate performance measurement system can achieve four
potential benefits: satisfying customers, monitoring progress, benchmarking process and
activities, and driving change (Amaratunga, 2012).

The development of generic methodologies to understand the relationship between

facilities and core business goals and objectives of organizations in buildings is essential
(Loosemore and Hsin, 2011).

Mentioned below is an indicative list of reasons why a professional FM service is

essential to hotel operations:

To keep up with the competition; To maintain or increase market share by satisfying

current or potential customers; To improve the operational efficiency of the hotel that will lead to
an increase in both productivity and long-term savings in operational expenses; To maintain
corporate image and standards; To upgrade the hotel to a higher category(e.g. from four-star to
five-star); To comply with the new trends and technology in the market (e.g. the green
movement); and To cope with the governmental requirements (e.g. laws for the disabled etc.)

15
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter gives the method to be adopted for the study and describe the procedure.
This involves adequate description of the research area, the study population, sample frame,
sample size, sampling technique, choice of data collection, questionnaire design and the
technique for data presentation and analysis of the study.

3.2 Study Population

The population of the study consist of all the hotels users within the study area. Which
includes Carlton Gate and Owu Crown hotel. The total population of the staff is 38 from the field
Survey carried out in that area.

3.3 Sample Frame

The Sample frame for this research work is Carlton Gate and Owu Crown user/customer.
Its was observed that the 2 Hotel have 90 number of room all together, so therefore the number
of room is used as my sample frame.

3.4 Sample Size

The Sample size for this research is 60% of my sample frame, this was done because the
sample frame are much and I may not cover the area within the kimited time I have, for this
purpose of this research work my sample size is 54.

3.5 Sampling Technique

16
 Sampled and random sampling method will be adopted in order to achieve a sample size
of the hotel in the study Area.

3.6 Methods of Data Collection

The research method adopted for this work to generate the required data was survey
research. To aid the achievement of the aim and objective, two method of data collection was
adopted during the procedures, namely: primary and secondary method.
The survey research basically focused on self-administered questionnaires complemented with
in-depth personal interview, physical survey of the constructed facilities, in-depth study of
system operations and facilities bench marking.

3.7 Questionnaire Design

The study makes use of self-administering questionnaire. The questionnaire is designed

to ensure that the question to be posed respondents is friendly and uniformly phrased. The
questionnaire is a combination of closed and open-ended questions. The open ended question
permit respondents to give detail answer in case when their responses are not articulated from the
few options provided.

3.8 Method/Techniques of Data Analysis

There are different type of sample technique used in research work such as simple
random sampling, cluster sampling technique, quota sampling. But for the purpose of this
research work, simple random sampling technique will be used because it is more convenient
and easy to apply. In this research work, combination of descriptive and inferential will be
adopted in order to ensure clear understanding of findings. The methods include the frequency
distribution table, and factor analysis.

17
 CHAPTER FOUR

DATA ANALYSIS, PRESENTATIOM AND INTERPRETATION

4.1 Introduction

This chapter discuss the tools adopted in order of distribution to achieves the aim and
objectives of the research.

4.2 General Observation

Data administered were distributed personally and with the aid of a field assistance in
each of the Hotel. The various responses were subsequently coded and analyzed by means of a
simple random sampling, cluster sampling technique. A total number of 54 questionnaires was
administered to the User/Customer of Carlton Gate and Owu Crown Hotel but only 40
questionnaires were returned making 75%. This is an indication of good response from the
respondents.

Table 4.1: Questionnaires Administered on Respondents

Respondents Number of Administered Number of Returned Response

Carlton Gate Hotel 20 15 75%

Owu Crown Hotel 20 15 75%

Total 40 30 100%

Source: Field Survey, 2024

The table above indicates the numbers of questionnaire administered to the hotels, the table
indicates that 20 questionnaire were distributed to the hotel management each making 75% in

18
total and 15 was retrieved back totaling 75%%. This is an indication of good response from the
respondents.

4.4 Socioeconomic Characteristics of Respondents

Frequency Cumulative Percent

Valid Male 16 53.3
Female 14 46.7
Total 30 100

Source: Field Survey, 2024

Table 4.2, reveals that 16 respondents which represent 53.3% are Male while 14 respondents
which represent 46.7% are Female. Hence, majority of the respondent are Male.

Table 4.3: Distribution of Respondent according to Age

Cumulative
Frequency Percent Valid Percent Percent
Valid 20 - 30 years 17 56.7 56.7 56.7
30 - 40 years 8 26.7 26.7 83.3
40 - 50 years 2 6.7 6.7 90.0
50 - 60 years 3 10.0 10.0 100.0
Total 30 100.0 100.0

Source: Field Survey, 2024

Table 4.3, reveals that 17 respondents which represent 56.7% are between the age of 20 – 30
years, 8 respondents which represent 26.7% are between the age of 30 – 40 years, 2respondents

19
which represent 6.7% are between 40 – 50 years while 3 respondents which represent 10.0%.
Hence, majority of the respondents are between 20 – 30 years.

Table 4.4: Distribution of Respondent according to Marital Status

Cumulative
Frequency Percent Valid Percent Percent
Valid Single 17 56.7 56.7 56.7
Married 12 40.0 40.0 96.7
Divorce 1 3.3 3.3 100.0
Total 30 100.0 100.0

Source: Field Survey, 2024

Table 4.4, reveals that 17 respondents which represent 56.7% are Single, 12 respondents which
represent 40.0% while 1 respondent which represent 3.3% are Divorce. Hence, majority of the
respondents are Single.
Table 4.5: Distribution of Respondent according to Educational Qualification
Cumulative
Frequency Percent Valid Percent Percent
Valid ND/NCE 11 36.7 36.7 36.7
HND/BSC 18 60.0 60.0 96.7
Master/Ph.D 1 3.3 3.3 100.0
Total 30 100.0 100.0

Source: Field Survey, 2024

Table 4.5, reveals that 11 respondents which represent 36.7% are ND/NCE holder, 18
respondents which represent 60.0% are HND/BSC holder while 1 respondent which represent
3.3% are Master/Ph.D holder. Hence, majority of the respondents are HND/BSC holder.
4.2 Objective i. identify the type of facilities provided in Ibadan North East Local government
area;

Types of Facilities Frequency Percentage %

20
 Air Condition 30 100%
Swimming Pool 30 100%
Bar 30 100%
24Hours Room Services 30 100%
Restaurant 30 100%
Gym 30 100%
Telephone 30 100%
Dry Clearer 30 100%
Free Wi-Fi 30 100%
Business Centre 30 100%
House Keeping 30 100%

Source: Field Survey, 2024

The finding in the table 4.3 revealed that all the hostels where questionnaire were distributed
show that all the hotels have similar facilities. Facilities like Air conditioning for the room,
swimming pool Bar, 24 hours services, Restaurant, Gym, Telephone, Dry Cleaning, Free Wi-Fi,
Business Center, House Keeping etc.

4.3 Objective ii: Identify the Issues In The Management Of Hotel Facilities.

BENEFITS 1 2 3 4 5 Mean Rank

High hotel performance 0 1 0 30 36 4.51 1st
Functional Hotel 0 0 4 45 18 4.21 3rd
Quality accommodation 2 3 1 50 11 3.97 6th
Adequate and functional facilities 4 0 5 29 29 4.18 4th
Meeting customers’ needs 5 1 0 41 20 4.04 5th
Effective security system in place 3 7 1 0 56 4.48 2nd
Neat environment 0 3 5 53 6 3.93 7th
Improved tourism activities 4 5 2 41 15 3.87 8th
Improved health and safety within 10 5 0 31 21 3.72 11th
hotels

21
 Improved patronage of hotels 6 8 1 29 23 3.82 10th
Extensive responsibilities & authorities 9 8 0 34 16 3.60 12th
for facilities managers
Quality services 2 8 11 23 23 3.85 9th

Source: Field Survey, 2024

Table above shows benefits derived from the adoption of facilities management by hotel
organizations, the table shows that high hotel performance has the highest mean score (MS) of
4.51 and the least benefit derived is extensive responsibilities and authorities for facilities
manager with a mean score (MS) of 3.60. The highly rated benefits are: High hotel performance
(MS = 4.51), effective security system in place (MS = 4.48), functional hotel (MS = 4.21),
Adequate and functional facilities (MS = 4.18), Meeting customers’ needs (MS = 4.04), Quality
accommodation (MS = 3.97), Neat environment (MS = 3.93),Improved tourism activities (MS =
3.87), Quality services (MS = 3.85), Improved patronage of hotels (MS = 3.82), Improved health
and safety within hotels (MS = 3.72) and Extensive responsibilities & authorities for facilities
managers (MS = 3.60). The results shows that the highest benefit derived from the adoption of
facilities management by hotel organization is high hotel performance while the least is
Extensive responsibilities & authorities for facilities managers.

22
4.4 Objective iii: Issues Militating Against Facility Management Practice

FACTORS 1 2 3 4 5 Mean Rank

Space management 0 1 0 45 21 4.28 8th
Support Services Management 1 0 2 35 29 4.36 6th
Strategic Estate Management 0 3 0 19 45 4.58 1st
Maintenance Management 1 0 4 21 41 4.51 3rd
Inventory Management 0 2 5 19 41 4.48 4th
Requirements Programming 1 4 0 26 36 4.37 5th
Master Planning 0 3 1 34 29 4.33 7th
Location and Layout Planning 3 0 4 12 48 4.52 2nd
Drafting 6 2 0 34 25 4.04 10th
Cost Accounting 3 3 1 41 19 4.04 10th
Purchasing Co-ordination 2 0 5 34 26 4.22 9th
Workspace analysis 7 2 0 51 7 3.73 11th

Source: Field Survey, 2024

The table indicates the facilities management functions, the tbale shows that strategic estate
management is the highest management functions with a mean score (MS) of 4.58 and the least
management functions is workspace analysis with a mean score (MS) of 3.73. The highly rated
management functions are: strategic estate management (MS = 4.58), location and layout
planning (MS = 4.52), maintenance management (MS = 4.51), inventory management (MS =
4.48), requirements programming (MS = 4.37), support services management (MS = 4.36),
master planning (MS = 4.33), space management (MS = 4.28), purchasing coordination (MS =
4.22), drafting and cost accounting (MS = 4.04) and workspace analysis (MS = 3.73). the table
shows that strategic estate management is the highest facilities management functions and
workspace analysis is the least

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 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

The chapter deals with summary of findings, conclusion and recommendation to the research
work.

5.2 Summary of Findings

The findings of the study shows that the most academic qualification of the respondents is
M.Sc/B.Sc, the findings of the study also indicates that the years of the respondents in the hotel
industry is between 10 to 19 years, the findings of this study also indicates that the disposition in
operation of the respondent is think win-win that had the highest frequency. The findings of the
study also indicates the year of establishment of the hotel organization the shows that most of the
hotels were established between 0 to 10 years, the classification of the hotels that had the highest
frequency is five star. Furthermore, it can be viewed from the study that the most adopted
management style by the organization is maintenance management. The study also identified the
facilities management functions the results indicates that strategic estate management is the
highest factors while the least is the workplace analysis. The study also reveal the benefits
derivable from the adoption of facilities management, the study shows that high hotel
performance is the highest benefits and the least benefits is the Extensive responsibilities &
authorities for facilities managers.

5.3 Conclusion

24
 This study has documented, in a single research, what facilities management is all about
and the degree of its application in the management of hotel properties in Ibadan. The study has
equally addressed other issues such as derivation of indicators of effective application of
facilities management in the running of hotels as well as benefits derivable from application of
facilities management in hotel businesses and the challenges that are likely to be faced in its
holistic application. The Indicators for effective facilities management practice in the hotel
industry driven by facilities management as a function of strategic management, support services
management and information and communication technology. Organizational structures change
from hierarchical (pyramids) to flat, built asset management, strategic property management,
Organization, People and Processes, valuations, and contract procedures.

With all these observations, the study has brought into reckoning the perception of hotel
stakeholders about facilities management. It is hoped that the findings contained herein will be of
particular interest to all stakeholders in hotel business, the academia as well as governmental
organizations.

5.4 Recommendations

In view of the findings from this research work, the following implications are envisaged for
consideration by government and other stakeholders, as might be applicable.

(i) It has been established in this study, that facilities provided in the hotels are not in
conformity with the dictates of Nigeria Tourism Development Corporation. It is
recommended that Nigeria Hotel Development and Control Commission (NHDCC) be set
up to handle all matters regarding hotel registration, standard (in all respect), control and
policy formulation and implementation. This will ensure high standard of facilities and thus
promote tourism which has become high foreign exchange earner for so many countries.
NHDCC should put in place a viable and sustainable policy on hotel classification and hotel
status accreditation at regular intervals (5 years).

(ii) It has been established by this study that application of facilities management principles in
the management of hotels within the study area was at low ebb suggesting un-popularity
among hotel stakeholders. Accelerated education of the populace through the print media,

25
 radio and television programmes, training and re-training of people in this field is
considered as the way out. This can be achieved by government through Ministries of
Education and National University Commission encouraging and supporting training and
research in this field. Furthermore, Nigeria Facilities Management Association should
pursue vigorously the enabling law establishing Nigeria Facilities Management Association
(NFMA) which once established should concentrate more on research, training, marketing
and promotion of the profession.

(iii) In addition, NFMA should establish a standard of practice, code of conduct, standard of
training and encouraging continuing professional development through seminars, workshop,
in-service training and public lectures.

26
 References

Abdul Hakim, (2006). State Survey of Ekiti State. In Mamman, A. B,,Oyebanji, J.O., and Petters,
S.W. (Eds.). Nigeria: A People united, A Future Assured. Vol. 2. Survey of States 2nd ed.
(pp. 430-433). Abuja: Federal Ministry of Information.

Adewunmi, Y. and Ogunba, O. (2006). Shaping a Sustainable Role for Estate Surveyors and
Valuers in the Evolution of Facilities Management in Nigeria International Conference
on the Built Environment, Innovation Policy and Sustainable Development Covenant
University Ota, Nigeria., 322 – 327.

Alexander, K. (2013). A Strategy for Facilities Management. Facilities, 21(11/12) 269 – 274

Amaratunga and Baldry (2009), Building Performance Evaluation in Higher Education

Properties: Towards a Process Model. RICS Foundation, 2 (14), 45 – 56

Armstrong (2009). Theory and Practice of Property Management in Nigeria Continuing

Professional Development Lecture of Nigeria Institution of Estate Surveyor and Valuers
(Lagos State Branch) August, Circular Lounge, Federal Palace Hotel, Lagos.

Bode Thomas, 2003; Okungbowa, 2005; Olusola-Obasa,( 2005). Are hotels serving quality? An
exploratory study of service quality in the hotel sector. Tourism Management
28(2005)1006 – 1019. www.elsevier.com/locate/tourman.

Cleland and Kerener, (2018). Seeking a Facilities Management Philosophy for the Changing
Workplace Facilities, 21 (5/6) 95 – 105.

David G. Cotts (2006). Personnel Management and Industrial Relations [10th ed.]. New Delhi:
Vikas Publishing House PVT Ltd.

Hamer, (2008). The Application of Facilities Management Expertise to the Hotel Renovation
Process. Facilities, 20(7/8) 230 – 238.

Jamie, (2007). Business Strategy and Management. Whiteknights, Reading: The College of
Estate Management.

27
Johnson, G. & Scholes, K. (2012). ‘Exploring Corporate Strategy’, 6th edition, Parson
Education Limited, England

Loosemore and Hsin, 2011: 474, 475).“Adding Value to Constructed Facilities: Facilities
Management Hospitality Case Study” Journal of Performance of Constructed Facilities,
February 24-33.

Meyer, (2010). “Translating Empty Space Into Dollars: How to Get a Handle on Space, Its Use
and Its Real Cost” Facility Management Journal (FMJ), March/April 29-30.

Nutt, B. (2012-13), FEM1.4; Life History of Property, Facilities and Services, coursenotes. UK:
UCL (Not publish).

28
 APPENDIX
THE OKE-OGUN POLYTECHNIC STUDY AREA
SCHOOL OF ENVIRONMENTAL STUDIES
DEPARTMENT OF ESTATE MANAGEMENT AND VALUATION
Research question
Dear Sir/Ma,

This questionnaire is designed to obtain information on the topic “The Issues and
Challenges of Managing Hotel properties In Ibadan North Local Government (A case
study of Carlton Gate and Owu Crown Hotel). A research project in the Department of
Estate Management and Valuation, The Oke-Ogun Polytechnic Study area, Oyo State.
I assure you that the information provided will be used strictly for academic purpose and
kept confidential.
Kindly complete the blank spaces and tick in the appropriate boxes as applicable.
Thank you.

29
Section A: (Personal Data)
1. Name of (optional)………………………………………………….

2. Location Owu Crown Hotel ( ) Carlton Gate ( )

3. Gender Male ( ) Female ( )

4. Age 10-20 ( ) 21-30 ( ) 31-40 ( ) 41-50 ( ) 51 and above ( )

5. Marital status when the plot allocation was secure: Married ( ) Single ( )
Others ( )
6. Occupational. Civil Servant ( ), Trader ( ) Other ( )
Section B: To identify the existing kind infrastructural facilities provided in the
study area.
Kindly rate the following infrastructural facilities as they present close to your property,
tick the facilities provided below
Infrastructural Facilities Very good Good Poor Very poor
7. Air Condition
8. Swimming Pool
9. Bar
10. 24Hours Room Services
11. Restaurant
12. Gym
13. Telephone
14. Dry Clearer
15. Free Wi-Fi
16. Business Centre
17. House Keeping

Section C: Identify the Issues In The Management Of Hotel Facilities

Kindly rate the following Factors as they present affect management of Hotel Facilities,
tick the facilities provided below

30
FACTORS Mark Rank
Space management
Support Services Management
Strategic Estate Management
Maintenance Management
Inventory Management
Requirements Programming
Master Planning
Location and Layout Planning
Drafting
Cost Accounting
Purchasing Co-ordination
Workspace analysis

31