Chen & Chen (2014) explored the relationship between leadership, service quality and customer satisfaction. The three aspects are linked to each other because good control encourages employees to work well and therefore to produce the best services and in return, to lead to customer satisfaction. Chen and Chen (2014) assert that managers should always pay attention to the service value perceived by customers, as this is important for improving customer satisfaction and retaining them. Loyalty plays an imperative role in the lives of customers and also sends a message to employees and managers because the service industry being an intangible form of business, customers and employees need to develop mutual trust. Thus, trust is earned when customers are assured of quality products at all times, which will lead to retention of old customers and attraction of new customers. Say no to plagiarism. Get Custom Essay on “Why Violent Video Games Should Not Be Banned”?Get Original Essay Chen and Chen (2014) also established that ways to maintain a stable relationship between customers and employees of a hotel go through effective, continuous, positive communication at all times and adapting to the constant evolution of customer demands. Another important aspect is the implementation of staff training aimed at improving employee performance. Employee attitude has been found to impact job presentation. It is therefore up to managers to critically examine the type of assertiveness displayed by employees during the recruitment process. Chen & Chen (2014) conclude by mentioning that to retain customers, there is a need for value each time in the services offered. Dagger, David & Ng (2011) seek to describe the impact of employee engagement on customer loyalty to the services provided. Additionally, Dagger, David & Ng (2011) critically examine the extent to which careful attention to customers will ultimately lead to their satisfaction. Constant communication and application of appropriate managerial skills are along with other factors attributed to customer loyalty. A survey study was conducted with over six hundred customers working in various service industries. From the results, it was identified that relationship commitment is the main factor that leads to customer loyalty to the services provided. On the other hand, engagement was achieved through providing exceptional treatment to customers (Dagger, David & Ng, 2011). The article is a great resource for leaders and managers as they can use it to explore the different ways they can use to ensure that their customers remain loyal to the services provided and engage them as well. Dagger, David, and Ng (2011) placed greater emphasis on the importance of commitment that leads to the creation of loyalty and how stable relationships between employees and customers result in greater involvement from customers. What is good about these results and what makes them more legitimate is that they were tested empirically before the conclusion was drawn (Dagger, David & Ng, 2011). Fakharyan et al. (2014) aim to explore the link between customer interaction; customer-to-customer (CCI) interactions that lead to customer satisfaction, word-of-mouth, and loyalty. The article also focuses on the quality of personal interactions (PIQ), then seeks to create a link between all the stated aspects; CCI, PIQ, word of mouth and atmosphere ofprovision of hospitality services. Empirical study is the most useful method for discovering this relationship. The data found is then tested empirically after a survey of more than 200 guests visiting Tehran. What Fakharyan et al. (2014) found that the atmosphere of service delivery directly affects customer-to-customer interactions, while the quality of personal interactions affects customer loyalty and satisfaction. Therefore, customer satisfaction influences both word-of-mouth and customer loyalty. Finally, customer-to-customer interactions are closely linked to word-of-mouth and customer satisfaction. After examining the connection between all factors, Fakharyan et al. (2014) therefore advocate that they all be held constant, and to achieve this it is crucial that staff are regularly trained so that they can provide the same services at all times (Fakharyan et al., 2014). Monitoring and evaluating the performance of frontline employees also ensures that customer feedback is received, which is important for making improvements and maintaining areas that are performing well (Fakharyan et al., 2014). Hammersley (2013) covers the qualitative. research design and everything readers should understand regarding the research method. The qualitative research method is often the ideal option for many people wanting to discover facts about a phenomenon. Hammersley (2013) outlines the different forms of qualitative research and how they differ from quantitative design. The article also discusses the arguments made by several researchers who use qualitative design and therefore it is easy to establish the relationship that exists between theoretical work and practical work (Hammersley, 2013). The qualitative approach has been used several times during studies on the hotel sector. If the qualitative study is carried out effectively by following all the proper procedures, then hotel managers will be able to arrive at valuable results. The collected data is then used by these managers to analyze the hotel's performance and make necessary adjustments if possible. Additionally, qualitative research is an excellent way to examine how hotels and other related organizations self-strategize and therefore create management initiatives. This particular form of research therefore offers new perspectives where the company understands its needs and objectives, and after the study, the data collected is valuable to the organization. It is said that qualitative research is the best tool that hoteliers can always rely on when faced with a problem and the solution is often found based on the decision-making skills that the method offers. Finally, it serves as a guide for managers because it presents new ways of understanding and carrying out activities. Jun et al. (2017) attempted to examine the effects of leadership methods on new employees' turnover intention and whether this was related to the work performed. A study was conducted in a hospitality industry located in China and the focus was on newly recruited workers. The study aimed to observe how new employees were influenced by the leadership styles found in the company (Jun et al., 2017). Two forms of leadership; abusive and ethical were observed, and then the relationship between new employees' intention to leave and their job performance was analyzed. The method used throughout the study was a survey of four hundred people, sixty-one of whom were managers (Jun et al. (2017). Resultsindicated that the new employee's intention to leave had negative effects on how employees performed their tasks. Abusive leadership perpetrated by managers catalyzed the negative effects, but the situation seemed to calm down once ethics were applied in governance (Jun et al., 2017). leadership discourages employees from performing to the expected standards. Poor performance leads to poor service delivery, resulting in reduced customer dissatisfaction and loyalty. Kao, Cheng, Kuo & Huang (2014) found that sometimes stressors encountered in the workplace are caused by managers, customers, or even employers themselves. These stressors are responsible for interference in service delivery and lead to frequent employee absenteeism. Kao, Cheng, Kuo, and Huang (2014), after examining these stressors, set out to establish caring climates that could moderate stressful situations. A study was conducted with over 430 frontline employees and 31 supervisors participating in the survey (Kao, Cheng, Kuo, & Huang, 2014). To achieve more precise results: the researchers opted for the hierarchical linear model. The data collected clearly confirmed that stressors caused by managers trigger turnover intentions on the part of employees. In this case, turnover intention is the extent to which a worker intends to leave their current position in the company. Employee stressors have prompted workers to request sick leave and vacation days even if they don't need them. On the other hand, if clients are responsible for the stressors, service delivery will be disrupted. Moderation, however, is created once caring climates are established because it is a way to establish excellent relationships between employees, customers and managers. The text is the best resource for managers since they are able to observe all forms of deviant behavior on the part of their employees, especially if the value of the services offered is declining. That said, managers are expected to pay attention to any stressors that affect employee performance, which will in turn help minimize undesirable attributes exhibited by employees. On the other hand, Khanfar (2011) discovered the importance of frequently training staff for improving the quality of hotel service. Currently, most organizations view staff training as a massive investment because it determines both the quantity and quality of services provided by employees. As training has become the focus of the hospitality industry, more budgets are now allocated to this process. The integration of training will be a success if all individuals: managers and employees are part of the process. Khanfar (2011) states that it is high time that staff training is seen as a platform for employees to expand their current capabilities. During the training process, employees learn more skills and understand how they can improve their performance. Developing a positive attitude towards work is another example where hotel service quality can be achieved. Skilled and talented employees are important assets to the hotels that employ them because of their ability to adapt to every situation presented to them by the organization. Additionally, the skills will eventually bring quality to the hotel. The hospitality industry must view training as a continuous process and should not be interrupted once the goal is achieved.reached. The reason why this should be an ongoing process is that customer demands are constantly changing, hence the need to be equipped with the capabilities to adapt to these changes. Khanfar (2011) concludes by stating that hospitality training is more of a management activity because people at the top of the hierarchy need to clarify policies and organize the plans and objectives of the organization. According to Kraak & Holmqvist (2017), little research, especially from managers in the hospitality sector, has stopped for a while and looked at the importance of language in the service sector. The value has been noticed in service industries where the language of service producers is given particular attention. Language and authenticity of service by employees are linked, and it has been noted that the relationship between the two factors plays a vital role in consumers' perception of the services provided. Before embarking on their research, (Kraak & Holmqvist, 2017) identified the benefit of authenticity in customer satisfaction and realized that the language used by service employees is the responsible factor. (Kraak & Holmqvist, 2017) used service theory to improve understanding of the influence of language in service delivery. Production disruption and service sabotage have been attributed to employees' use of customer-unfriendly languages. Service employees should have the opportunity to exercise their freedom at all times when dealing with customers, and giving them freedom means they can express their ideas and use language that everyone can understand. The mindset that must prevail at all times in this environment is that the value in service delivery is not only beneficial to the employee through experience acquisition but also for customer retention. In teaching hospitality students how to provide quality service, Kuo (2013) observes how using a multimedia educational program will facilitate the entire process. Research has identified a strong link between employee service and customer satisfaction. Staff training should incorporate technology, as it is a platform for employees to learn new skills that can be used to satisfy customers of what is offered. The multimedia program is useful in evaluating work performance and communication patterns that service providers use in their dealings with their clients. Kuo also added that at no point can a hotel management program be considered complete, even if factors such as proper management strategies are put in place. Indeed, as Khanfar (2011) says, training staff in effective hotel management is an ongoing process. Li & Huang (2017) highlighted several factors that appear to impact service progression. Some of them include; employee performance, reflection on the prevailing service climate, service orientation and career aspirations. Li & Huang (2017) decided to conduct a study with up to 500 frontline employees in the hospitality industry in China. The main interest of the researchers was the service orientation of employees. Service orientation, in this case, is an essential tool in the management of service programs. The results indicate that behavior and climate are related, which is attributed to the influence of service orientation that lies between the two factors. It is essential that service industries focus more on establishing a.