ROLE OF HUMAN RESOURCE MANAGEMENT PRACTICES IN THE PERFORMANCE OF HOSPITALITY INDUSTRY IN ENUGU STATE NIGERIA

ABSTRACT

The study sought to:   (i) ascertain  the extent to which employee  selection  affects employee   turnover   in  the  selected   hospitality   firms  in  Enugu  State,   Nigeria, (ii)determine  the  extent  to  which  employee  orientation  affect  employee- customer relationship in the selected hospitality firms in Enugu State, Nigeria, (iii) assess the impact  of  training  and  manpower  development  on  employee  commitment  in  the selected  hospitality  firms in Enugu State, Nigeria  and (iv) evaluate  the impact of employee appraisal on employee growth in the selected    hospitality firms in Enugu State, Nigeria. The population of the study  comprises 1,100 staff drawn from Nike Lake Hotel Limited, Enugu, Gold Value Hotel and Roban Hotels Nigeria Limited, all in Enugu State. The sample size of 553 was determined using Freund and William formula. Data were collected  using the designed  questionnaire  and oral interview guide.  Reliability  test  was  done  using  Cronbach’s  alpha,  giving  a  coefficient  of

0.95%,  indicating  a  high  degree  of  items  consistency.  Findings  indicated  that Employee selection to a large extent enhances employee turnover in the hospitality industry  in  Enugu  State,  Nigeria  (r  =  0.896,  p  <  0.05);  employee  orientation positively  influences  employee-customer  relationship  in  the hospitality  industry  in Enugu State, Nigeria to a large extent (r = 0.916, p < 0.05); there is evidence to show that   training   and   manpower   development   significantly   impacts   on   employee commitment in the hospitality industry in Enugu State, Nigeria (r = 0.977, p < 0.05); and employee  appraisal  significantly  enhances  employee  growth  in the hospitality industry in Enugu State, Nigeria (r = 0.978, p < 0.05). The study concluded that the hospitality industry rely largely  on its human resource – the employees.  The study recommended  that  the  hospitality  industry  should  develop  standardized  employee recruitment and  selection guidelines that will ensure that only employees that have the requisite  competence,  knowledge  and skill are engaged  in the services  of the hospitality industry.

CHAPTER ONE INTRODUCTION

1.1       Background to the Study

Human  Resource  Management  (HRM)  is  the  basis  of  all  management  activities emphasizing  on  effective  utilization  of  the  organization’s  people  to  make  things happen in a productive and efficient way, so that the organization prospers and the people thrive(Baum, 2006). In tracing the historical background of human resources management before narrowing it down to the   hospitality industry,   Simon   (1990) affirmed   that   Human Resource Management  (HRM)  was developed  in the early

1833 as an industrial welfare of which the factories act of same year provided for the engagement of male factory inspectors.   During this time, trade unions started  to be formed.

In 1868, the first trade union conference was held.  This was the origin of collective bargaining.  In 1878 legislation was passed to regulate the hours of work for children and women by having a 60 hour week.   In 1913, the number of industrial welfare workers had grown so a conference organized by Seebhorn Rowntree was held.  The welfare workers association that was formed later  changed to Chartered Institute of Personnel and Development.  During the First  World War, when Mary Wood was asked to start engaging girls, personnel  development  increased  due to government initiatives to encourage the best use of people (Simon, 1990).

Kleiman (2000), notes that in 1916 it became compulsory to have a welfare worker in explosive factories and was encouraged  in munitions  factories. A lot  of work was done in this  field  by the army forces.  The armed  forces  focused  on how  to  test abilities  and IQ along with other research in human factors at  work. In 1921 the

National  Institute  of Psychologists  established  and published  results of studies  on selection  tests,  interviewing  techniques  and  training  methods.  During  the  second World  War  the  focus  was  on  recruitment  and  selection  and  later  on  training; improving morale and motivation; discipline; health and safety; joint consultation and wage policies.  This meant that a personnel department  had to  be established  with trained staff.  Consultation between management and the workforce spread during the war. This meant that personnel departments became  responsible for its organization and administration. Health and safety and the need for specialists became the focus. The need for specialists to deal with  industrial relations was recognized so that the personnel manager became a spokesman for the organization when discussions where held  with  trade  unions/shop  stewards.  In the  1970’s  industrial  relations  was  very important.  The heated  climate  during  this  period  reinforced  the  importance  of  a specialist  role  in  industrial  relations  negotiation.  The  personnel  manager  had  the authority to negotiate deals about pay and other collective issues.

Torrington, Hall and Taylor (2005) note that the origin of personnel management lies in the

19th Century,  deriving  from  the work  of social  reformers  such as  Lord  Shaftesbury  and Robert Owen. Their criticism of the free enterprise system and the hardship  created by the exploitation  of workers  by factory  owners  led to the  appointment  of the  first  personnel managers. In the late 19th and early 20th centuries, some employers began to appoint welfare officers to manage new initiatives designed to make life less harsh for their employees. The results were higher productivity,  improved retention of the  workforce and a bigger pool of applicants for each job. The more obvious welfare initiatives promoted by employers today include employee assistance  schemes,  childcare facilities  and health-screening  programmes (Baum,  2006).Research  in  Human  Resource  Management  (HRM)  has  its  origins  in  the manufacturing  sector, focusing on investigations  into the impact of particular configurations of “best  practice”  human  resource  practices  that  seek  “high  commitment”  and  flexibility

(Huselid,  Jackson and Schuler,  1997) and contribute  to an organization’s  performance  and bottom-line results.

Lado and Wilson (1994) aver that The Hawthorne Studies, which were conducted in the 1920s and 1930s at Western Electric, sparked an increased emphasis on the social and  informal  aspects  of  the  workplace.  Interpretations  of  the  studies  emphasized “human relations”  and the link between  worker  satisfaction  and  productivity.  The passage of the Wagner Act in 1935 contributed to a major increase in the number of unionized workers. In the 1940s and 1950s, collective bargaining led to a tremendous increase in benefits offered to workers. The personnel function evolved to cope with labor relations, collective bargaining, and a more complex compensation that benefits environment. The human relations philosophy and labour relations were the dominant concerns of HRM in the 1940s and 1950s. HRM was revolutionized in the 1960s by passage of Title VII of the Civil Rights Act and other anti-discrimination legislation— as well as presidential executive orders that required many organizations to undertake affirmative   action   in   order   to   remedy   past   discriminatory   practices.   Equal employment  opportunity  and  affirmative  action  mandate  greatly  complicated  the HRM function, but also enhanced its importance in modern organizations (Lado and Wilson, 1994).

Simon (1990) observes that HRM developed in response to the substantial increase in competitive  pressures  American  business  organizations  began  experiencing  by the late 1970s as a result of such factors such as globalization,  deregulation,  and rapid technological change. These pressures gave rise to an enhanced concern on the part of firms to engage in strategic planning–a process of anticipating future changes in the environment conditions (the nature as well as level of the market) and aligning the

various components of the organization in such a way as to promote organizational effectiveness.

Noe   (2006)   says   some   experts   assert   that   there   is   no   difference   between humanresources and personnelmanagement. They state that the two terms can be used interchangeably,  with  no difference  in meaning.  In fact,  the terms  are often used interchangeably  advertisements  and  job  descriptions.    For  those  who  recognize  a difference between personnel management and human resources, the difference can be  described  as  philosophical.  Personnel  management  is  more  administrative  in nature, dealing with payroll, complying  with employmentlaw,  and handling related tasks. Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.

More recently, attention has been drawn to the diffusion of new approaches to HRM within the hospitality industry which has historically been dominated by images of poor working conditions and underdeveloped  HR practices (Lucas, 2002; Worsfold,

1999).   Here, a critical source of competitive  advantage  is perceived  to lie in  the pursuit of high quality service, which in turn is reliant on a sophisticated approach to HRM, dependent on employers adopting high cost, high skill employment strategies as well as the effective utilization of human resources. These features of HR strategy are consistent with dominant concepts and metaphors of HRM that focus on notions of high commitment and high performance work systems (Storey, 2001).Within the “new  service  management  school”  emphasis  is  typically  placed  on  “soft”  HRM practices, such as motivation, empowerment and teamwork.

In  the  hospitality  industry,  which  essentially  comprises  both  a  production  and  a service aspect, the creation and provision of services from the hotel to the customer

are primarily achieved through the employee. In this sense, the employees essentially represent  the industry (Schneider  and Bowen,  1993). The success  of  this industry therefore,  depends  on  the  calibre  of  its  employees  and  how  effectively  they are managed  in  order  to  help  the  organization  achieve  its  objectives.  The  range  of businesses  is  very  diverse.    Hotels  and  hospitals,  restaurants  and  coffee  shops, supermarkets and corner shops, travel agencies and  airlines, banks and newspapers, schools and universities, prison and churches are all businesses in the sense that they have an overall corporate mission to deliver objectives, and these objectives have to be achieved within financial restrictions.   Managing people is a complicated field of activity, which requires the application of a wide range of knowledge and skills. It is a well-known   fact   that   committed   employees   are   key  factors   in  a  company’s development  and economic  success.  In contrast,  poorly motivated  employees  and misunderstandings between people may undermine all the efforts for the development of the company.

Those  organisations  whose  managers  succeed  in practising  effective  people  skills when  carrying  out  their  primary  business  functions  are  most  likely  to  engender satisfied employees and repeat customers – both of which are essential to sustaining a competitive  advantage.  For example,  it has been clearly stated for  some time that human  resource  management  is  critical  for  success  in  the  tourism  industry  (Go, Monachello and Baum, 1996). Human Resource Management provides a significant competitive advantage in prospective labour market trends and changing employment regulations.  Although  smaller  businesses  may  not  need,  or  cannot  afford  human resource managers, they may be called upon to use external consultants or advisers, as there is still a human resource management dimension to their managers’ activities.

Effective human resources management  is pivotal in any business or  non-business organization  where  people  or  groups  collectively  for  the  purposes  of  achieving organizational goals and objectives. It is true that some people adhere to the fact that finance  is the  life wire  of any organization  but  without  human  resources  finance cannot  combine  other  factors  of  production  to  achieve  the  desired  goal  of  the organization. Human resources is so important and should be seen as invaluable assets of a firm as asserted by Agbato (1980) that a company’s most important  resources , or asset, is its human resources. The human resources is the personnel and personnel department   who   staff  the  firm  with  the  desired   workers  or  managers.   Their importance  cannot  be  over  –  emphasized.  Any  company’s  success,  on  the  final analysis, depends mostly on the quality of the people who work for it that is personnel and  human  resources.    This,  of  course,  includes  managers  at  all  levels  in  the organization from top to bottom. It is a common business fact that a financed firm or even the best equipped plant will not function properly or make good enough profit if its workers and managers are incompetent.

This, then, is the reason why the human resources must be well managed in any type of organization  set  –  up.  It  is however,  regrettable  that  although  most  managers recognize the value of company personnel, only very few of such managers put value or  high  premium  on  the  firm  or  company’s  human  assets.  To  this  end  a  good management of people is vital to the success of any organization and this is done not only  by a  department  known  as  the  Personnel  Department,  but  more  so  by the individual managers under whom an employee works (Torrington, Hall and Taylor,

2005).

Today, as the business  world progresses,  it is being gradually recognized  that  the personnel  department  has  a distinct  role  to play.  Its traditional  functions  include

recruitment  of new employees,  training,  development  and appraisal  of  employees, motivation and industrial relations (labour union, organization, collective bargaining, development in labour relation), services relationship and advisory relationship.

The hospitality industry cannot succeed without organizational  effectiveness of  her human  resources.  According  to  Etuk  (1995)  The  organization  effectiveness,  the capacity of an organization to adopt, maintain itself, survive, and grow in the face of changing conditions, depends  to a considerable degree upon how effectively its work

– force can be managed and utilized. This is so because the human resources of an organization which comprise all individuals, regardless of their role and statues, who are  engaged  in  any of  the  organizational  activities,  are  its    most  important  and valuable assets.

Industries generally and business organizations in particular have been slow to realize and accept that their personnel are usually more important than machines. This is why the history of labour union is replete with stories of conflict between management and employees.  But  the  growth  of  powerful  labour  unions  and  scarcity  of  qualified personnel have jointly forced management to change their  attitude by showing that they are interested in each employee as an individual and by developing the spirit  of cooperation. The specialized responsibilities for employee relations are now generally recognized as a primary staff function performed by the personnel manager who is the specialist in charge of the personnel department.

Lack of effective management of human resources is a constraint facing Nigeria as a developing country Etuk (1995). The limitation is not only restricted to one sector of the economy, the hospitality industry as a services oriented business suffers more in terms of the adverse effect. The cumulative effect and evidential impact could be cited

for  low  services  delivery  and  the  death  of  excellent  services  in  the  hospitality industry. According to Onwuchekwa (1995) personnel management has become very important in the achievement of the objectives of any business organization. It helps the  business  firm  to  maintain  an  effective  work  force.  The  personnel  manager understands   the  expectations  of  the  workers  and   society  in  human  resources development. So, through the activities of personnel management, the organization, the individual and society can satisfy their objectives.

The role of personnel management  has significantly  changed  in modern times.  At first, the dominant role was to satisfy top management in procuring and maintaining a work   force   that   would   be   instrumental   in   organizational   productivity.   As acknowledged by Hippo(1985) in Onwuchekwa (1995) the manager understands the necessity  for  ascertaining  and  accommodating  the  needs  of  human  beings  who constitute the work force. He or she constantly searches for the programme which would support the accomplishments of both organizational and individual objectives. As has been pointed out, Nwachukwu  (1990) observed  that human resources of an organization are its most important  assets. The success or failure of the enterprise depends on the people who must work there. Failure by an entrepreneur to recognize this may lead to many unsavory results.   The entrepreneur  must recognize that the selection of employees is one of his most important tasks.

The hospitality  sectors  of the  Nigerian  economy  is very wide within the  tourism industry as asserted by Okoli (2001) on the component of tourism drawing from the experience of Thomas and Thomas (1992) identifies  the most important components of  tourism  products  as  transport,  side  attraction.Also,  Included  in  the  modes  of transport  are  land,  water  and  air  while  attraction  component  of tourism  involves

climate,  nature,  shopping  facilities  and  leisure.  Examples  of  tourism   attraction facilities  in Nigeria and elsewhere  are the National War Museum,  Umuahia  (Abia State), Ogbunike cave (Anambra State ), Yankari National park (Bauchi) Oguta lake Hotel and zoological Garden Nekede (Imo State) and Argungu fishing festival (Kebbi State), among others. On stay, as a component, hospitality business takes care of it  as the lodging of a tourist in hotels, motels,  guest houses etc, the food and beverages served,  how they are served,  when  and  the manner  constitute  tourism  attractions. These functions are done by human resources. John and Ifegbo (2006) supports  the view of Okoli that  hospitality sector is part of tourism industry and stresses on the essence of hospitality and tourism thus “Rest, relaxation and leisure are synonymous with tourism. God created the day for work and night for rest and also created official and unofficial hours and also provided for rest. But does man really rest? How many of us actually take time out to rest and visit places of our interest when we tend to work during leave periods? Rest is what repairs the body mentally,  physically and otherwise.  A rested person is bound to be more productive  (Agibe 2006). This is where tourism comes in as a brain box towards the growth of every man on earth.

From the words of Bassey (2006), tourism markets have the potential to enhance lives in a sustainable framework through providing wealth creation, choice, innovation and competition. The travel and tourism industry contains these four elements that enable it become dynamic market force for sustainability  in the  future. It has capacity to increase  exports,  bring  in  capital  investment,  boost  economics  (GDP)  and  create employment. Following these opportunities of the sectors, the federal, state and local government  and  some  private  business  entrepreneurs  invested  more  resources  on tourism  in Nigeria.  The  extent  to  which  the  benefits  realized  are  equated  to  the investments made is still another subject matter. What is important is that for tourism

business to be highly developed and promoted in Nigeria, the sector operators have to be well equipped with component human resources.

1.2       Statement of the Problem

The practice of Human Resources Management (HRM) in the hospitality industry is besieged with myriads of problems which results in low productivity and profitability. This  manifests  in  the  form  of       poor  working  conditions,       poor  employees remuneration,  un-hygienic environment,  poor salaries and  wages, inadequate health and  safety  facilities  and  discouraging  motivation  and  incentives.     One  striking problem facing the hospitality industry is improper and poor recruitment exercise.  It is noted that recruitment trend is mostly based on god-fatherism, nepotism, ethnicity or tribal political patronage.  The implication of this obnoxious recruitment exercise is the  employment  of  inexperienced,  half-baked  and  unqualified  employees  with  its attendant effect of low productivity and profitability. Also lack of commitment on the side of the employeesas a result of inadequate training and manpower development. This makes the hospitality industry not attractive to highly qualified workers.

The  benefits  of  effective  HRM  is  not  being  appreciated  by  most  firms  in  the hospitality industry.   Some of the hotels do not make provision or see the  need for training and manpower development.   This is in-spite of the fact that  most of their workers are semi-illiterate, have low level of education and poor skill in hospitality business.   The problems associated with the non-implementation  of effective human resources  management  in the hospitality  industry results  in poor performance  and unsatisfactory  customer  relationship.    An unsatisfied  and  unhappy  employee  will naturally have a transferred aggression with co-workers and customers, respectively.

Different levels of hotels big and small in the hospitality industry face difficulty in order to manage the human resource and also the relationships with the employees in any state,  country  or  countries  they operate  in.   There  have  been  increase  in the employees issue regarding the organizational culture; the cases for sexual harassments have increased which ultimately costs the organization to give from its profit. There are many cases observed  in which hotels were not  following the health and safety issues regarding the employees or the customers and even different services provided to  themin  different  phases.  Many  hotels  were  observed  to  have  high  employee turnover  or  highly  staffed  labor,  which  means  the  organization  is  having  more employees than required. This is because of the lack of appropriate HR manager and department  which are not  fulfilling the different needs of the organization,  as now days  the  HR  department  should  be  playing  more  strategic  role  instead  of  only restricted to traditional ways. It is on the basis of these problems that the research is set to  evaluate the role of HRM in improving the performances  of the hospitality industry.

1.3            Objectives of the Study

The  main  objective  of  the  study  is  to  determine  the  role  of  human  resource management  practices  in the  performance  of  hospitality  industry  in  Enugu  State, Nigeria. The specific objectives of the study are sought to:

i.      Ascertain the extent to which employee selection affects employee  turnover in the selected hospitality firms in Enugu State, Nigeria.

ii.      Determine   the  extent  to  which  employee   orientation  affect   employee- customer relationship in the selected hospitality firms in Enugu State, Nigeria.

iii.      Assess  the  impact  of  training  and  manpower  development  on  employee commitment in the selected hospitality firms in Enugu State, Nigeria.

iv.      Evaluate  the  impact  of  employee  appraisal  on  employee  growth  in  the selected   hospitality firms in Enugu State, Nigeria.

1.4       Research Questions

The research questions formulated as structured in line with the objectives of the study are as follows:

i.     To  what  extent  does  employee  selection  affect  employee  turnover  in  the selected hospitality firms in Enugu State, Nigeria?

ii.      To   what   extent   does   employee   orientation   affect   employee-customer relationship in the selected hospitality firms in Enugu State, Nigeria?

iii.      To what extent does training and manpower development impact on employee commitment in the selected hospitality firms in Enugu State Nigeria?

iv.      To what extent does employee appraisal impact on employee growth in the selected hospitality firms in Enugu State Nigeria?

1.5            Research Hypotheses

The hypotheses formulated for this study which is aligned to the objectives and research questions are as follows:

i.     Employee selection to a large extent enhances employee turnover in the selected hospitality firms in Enugu State, Nigeria

ii.      Employee orientation positively influences employee-customer relationship in the selected hospitality firms in Enugu State, Nigeria to a large extent.

iii.      There is evidence to show that training and manpower development significantly impacts on employee commitment in the selected hospitality firms in Enugu State, Nigeria

iv.      Employee Appraisal significantly enhances employee growth in the  selected hospitality firms in Enugu State, Nigeria

1.6       Significance of the Study

The study would be of immense value to the following beneficiaries:

Stakeholders-  the study would provide  useful information  to the management  for effective decision making in human resources management.

Organization’s    work   force–   the   study   will   enhance   the   performance    of organization’s work-force and enable them understand their expected role in ensuring the  actualization   of  the  organizational   goals  in  the  area  of   human   resources management.

Students- the work would serve as a reference material for further research in the area of human resources management and hospitality industry.

The  researcher-  the study would  widen her understanding  of the role of  human resources management in the hospitality industry.  The successful completion of this study would enable the researcher obtain a master’s degree in management.

1.7       Scope of the Study

The scope of the study focuses on the role of human resources management practices on the performance of hospitality firms in Enugu State, Nigeria. The Area scope of the  study  are  Employee  selection,  Employee  orientation,  training  and  manpower development,    Employee    Appraisal,    employee    turnover,    employee-customer relationship, employee commitment and employee growth. The Geographical scope is the selected hospitality firms in Enugu State, namely: Nike lake Resort Limited, Gold Value Hotels and Roban Hotels Limited and theThe hotels were purposively selected as they respectively represented  5-Star,  4-Star and 3-Stars  hotels and due to availability of information in Enugu State, Nigeria. The Time scope is 2 years period (2010-2012).

1.8 Limitations of the Study

The survey research design has the limitation that some respondents are unwilling to respond  to  probes.  This  limitation  is  minimised  by  adding  a  covering  letter  to persuade the respondents and also doing an oral interview. The oral interview has the limitation that the interviewing situation may change from one  situation to another especially  if more than one field  data collector  is used  to  do the fieldwork.  This limitation is minimised by the researcher doing the fieldwork herself.

The  questionnaire  has  the  limitation  that  its  structured  nature  may compel  some respondents to give answers they do not fully agree with. The oral interview schedule has the limitation that it is difficult to analyse the open ended answers  it produces. This limitation is minimised by using frequencies gotten as ratios of the number of respondents that ticked a particular answer divided by the total number of respondents the returned the oral interview schedule. There is also the limitation of the scarcity of that time resource. This limitation is minimised by using time management techniques like hurrying up, meeting the supervisor  more  to complete the thesis on schedule. There is also the limitation of the scarcity of the financial resources. This limitation is minimised by having a balanced budget where the revenue for the project is equal to the expenditure.

1.9       Operational Definition of Terms

Some of the technical terms used within the context of the study are defined below for purposes of clarity and avoidance of ambiguity.

Board of Inquiry:   A special committee set up to investigate on an alleged case of misconduct where both conciliation and arbitration are considered inappropriate and where public interest is involved.

Conciliator: One appointed by the ministers of labour and productivity or by the state chief labour officer to inquire into the causes and circumstance of a dispute between employer and employees.

Efficiency: Using minimum input to achieve maximum output.

Hospitality:  A friendly welcome  and  entertainment  of guests  or strangers,  which usually includes offering them accommodation, food and drink.

Industrial Arbitration Panel:   The panel established by law. IAP handles disputes referred to it by the minister within (14 days) when such disputes are not resolved at conciliation stages.

Motivation: The willingness or propensity of individuals to act in a certain way. Performance   Appraisal:      The   periodic   evaluation   or   measurement   of   the performance or contribution of the employees within a particular period. (Unquote) Personnel  Management:    That  part  of  management  that  is  concerned  with  the maintenance  of  human  relationship  and  ensuring  the  physical  well  –  being  of employees so that they give maximum contribution to efficient working.

Voluntary  Machinery:  A process through which employers  and employees  settle disputes by themselves without the involvement of third party.

1.10     Profile of the Studied Organizations

1.10.1  Nike lake Resort Limited

Nike lake resort limited is one of the hotels used as the case study of the  research work.

Hotel Description

Nike lake Hotel is located in Abakpa – Nike, Enugu a distance of about 15 minutes drive  from  Akanu  Ibiam  International  Airport  Emene  and 10 minutes  drive  from Enugu town.

All  the  rooms  overlook  the  well  manicured  gardens  and  the  lake  presenting  a picturesque natural ambience of some sort. The hotel also boast of three breakaway halls,  all  furnished  to  task  and  equipped  with  modern  conference  facilities  for conferences  and  events  of  different  types  with  special  focus  on  people  or  group seeking serene and naturally calm environment.

Nike Lake Resort has 216 well appointed and furnished rooms 8 suites, suitable for all tastes and budgets. All the rooms provide the ultimate comfort and luxury that you can expect from an African sun hotel. Nike Lake Resort prides itself on being able to carter for any type of guest that stays the night, with any request  never being too much.  The  hotel  property  houses  ten  (10)  self  catering  villas  comprising  of  5

Bedrooms  Duplexes  and  5  Bedrooms  bungalow  all tastefully  furnished  and  fully equipped.

Room Type & Quantity

–   Classic rooms 23

–   Superior rooms 165

–   Deluxe rooms 35

–   Executive suites 9

–   Diplomatic suite 2

–   Self catering villas 10

–   Presidential suites 1

The rooms at Nike Lake Resort have the following facilities:

    Air conditioning

    Bath tub and /or shower all en – suite

    Telephone

    TV with 10 DSTV channels

    Full length mirror

    Mini bar fridge (stock on request)

    Hairdryer (on request) writing desk

    24 hour room service

    Smoke detectors and sprinklers

    Tea & coffee making facilities

    Wake up call, baby cots (on request)

    Private balconies

    Free wireless internet

Hotel Facilities

For breakfast, a full English Buffet is available.    At lunch time, the lake restaurant offers an a’ la carte’ menu and for dinner a fabulous buffet is on offer for the entire guest at Nike Lake Resort. Maximum capacity of 180 persons are served a variety of mouthwatering dishes from around the globe.

Heineken Bar: Heineken bar serves a variety of wines, spirits and beers, 24hrs a day

    Restaurant

    Pool terrace

    24 hour front desk operations, porters

    Wireless internet access

    EUROPE CAR live services

    Gift shop/ curio shop

    Message therapy centre

    Larger car park

    Children’s play ground

    Safe deposit boxer at reception, well equipped GYM

    Swimming pool

    Volley ball

    Basketball

    2 tennis courts

    Jogging and boat rides.

1.10.2  Gold Value Hotels

Gold Value Hotels is located  in New Haven, Enugu and offers great quality  hotel accommodation and services in clean and amiable environment.   The hotel is about

3km from the Akanu Ibiam International Airport, Enugu and is easily accessible from any part of the city.  The hotel rooms are furnished to taste and equipped with modern hotel facilities such as wireless internet facilities etc. The hotel bars are exquisite and the restaurant staffed by highly skilled and experienced  chef,  serves  both local and continental dishes.

Gold Value hotels offers various categories of accommodation which include  Gold Value suites, silver suites, continental suites, executive deluxe rooms,  super deluxe rooms  and  standard  rooms.   All rooms  are equipped  with  new  facilities  bed  and beddings.   The hotel provides walkway, corridors, lobby and  entrance foyer which

host an art gallery/minimart.   The room facilities includes television set with cable channels, air conditioning system, wireless internet access, well equipped bathroom, telephone, complimentary boiled water etc.

1.10.3  Roban Hotels Limited

The Roban Hotels Limited offers expert world class personal services in a warm and relaxed atmosphere.  For your pleasure, and convenience, the residence also contains facilities such as a fully equipped gymnasium, support services such as laundry, air- travel  arrangements,  IDD  facilities,  terrace  bar  for  cocktail  parties  and  drinks, international and local dishes, and 24 hour room services are also available.   Guests have variety of facilities that will make you enjoy your stay with the hotel.The hotel has 57 luxury rooms that are well secured, roomy and tastefully furnished to satisfy individual needs.  The rooms are fully computerized with internet facilities and world class facilities.   The concept of this  hotel was drawn from the benchmark of world standard.   The hotel is  furnished  with restaurant  and bar, conference  and banquet halls,   constant   and   uninterruptable   power   supply,   recreation   services,   internet facilities, security and expanse parking lot.

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