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Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

  • 12 slides
  • 15 viva questions
  • 5 modules
  • No code needed

@check-in-wait-time-guest-satisfaction-pms-surveyUpdated Oct 2026

An industrial-training study that pairs a front-office guest survey with anonymised PMS arrival timestamps

BHM / BHMCT, Front Office · Sem 4 · Beginner · 6 weeks · Solo

More info
Degree
Bachelor of Hotel Management
Branch
Front Office
Level
Beginner · 6 weeks · Solo
Relevant for
All India
Common at
NCHMCT (National Council for Hotel Management & Catering Technology)
Syllabus
NCHMCT NCHMCT-JNU · BHA401 / BHA402 Industrial Training Feedback Appraisal + Project Report · Semester 4
Tech stack
  • SERVQUAL-based guest questionnaire (5-point)
  • PMS arrival and check-in reports (Opera / IDS-class PMS)
  • Stopwatch observation sheet
  • Google Forms / printed survey
  • MS Excel (pivot tables, correlation, charts)
For educational purposes only

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  1. Pinned

    Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    1 min

    Overview

    Check-in is the first real service moment of a hotel stay, and for business travellers arriving after a flight it is also the moment patience is shortest. This industrial-training project measures how long guests actually wait at check-in at a fictional 150-room business hotel, The Meridian Grove, Hyderabad, and how that wait relates to their satisfaction with the front office.

    The study combines two kinds of data. First, objective timings: anonymised arrival and check-in timestamps exported from the hotel's property management system (Opera / IDS-class PMS), supplemented by stopwatch observation of queue time (guest joins the queue → reaches the desk) and processing time (desk → key handed over). Second, a SERVQUAL-based guest questionnaire covering the five service-quality dimensions — tangibles, reliability, responsiveness, assurance and empathy — plus overall satisfaction and intention to recommend.

    About 150 guests are surveyed over four weeks across peak (12:00–15:00 and 19:00–22:00) and off-peak slots. In Excel the trainee builds pivot tables of wait time by hour, day and booking source (walk-in, OTA, corporate, travel agent), compares satisfaction across wait-time bands, and computes the correlation between waiting time and satisfaction. The report closes with practical recommendations such as pre-registration for expected arrivals, a floater during flight-arrival peaks and express check-in for repeat corporate guests. It is a realistic, beginner-friendly BHA402 project that uses data every hotel already has.

    Syllabus alignment

    NCHMCT · NCHMCT-JNU

    BHA401 / BHA402 · Industrial Training Feedback Appraisal + Project Report · Semester 4 · 20 credits · 200 + 100

    Subjects this project applies
    • Front Office Operations — guest cycle, registration and check-in procedures
    • Property Management System practicals — arrivals, registration, reports
    • Hospitality Marketing — service quality and guest satisfaction
    • Research and statistics for hospitality — questionnaire and Excel analysis
    How it is evaluated

    See your department's project guidelines.

    15 Unlock

    1 min read · 15 viva questions

  2. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    2 min

    Synopsis

    Abstract

    Guest satisfaction in hotels is strongly shaped by front-office encounters, and waiting at check-in is one of the most frequently mentioned complaints in guest reviews. This industrial-training project studies the relationship between check-in waiting time and guest satisfaction at a 150-room business hotel. Waiting and processing times are measured using anonymised PMS timestamps and stopwatch observation, and satisfaction is measured through a SERVQUAL-based questionnaire administered to about 150 guests. Excel pivot analysis, cross-tabulation and correlation are used. Recommendations focus on staffing and process changes during identified peaks.

    Introduction

    The guest cycle has four stages — pre-arrival, arrival, occupancy and departure. Arrival includes registration, room assignment, key issue and baggage handling. In a business hotel, arrivals bunch around flight and train schedules and standard check-in times, so the front desk can move from idle to overloaded within minutes. The PMS records when a reservation is checked in, but it does not record how long the guest stood in the queue, which is why observation is added.

    Existing system

    • Guest feedback is collected through a general comment card or post-stay email; response rates are low and check-in is not separated from the rest of the stay.
    • Front-desk rosters are fixed by shift, not by arrival pattern.
    • Pre-registration is done only for VIP and group arrivals.

    Proposed study

    • Measure queue and processing time for a sample of arrivals.
    • Survey guests at the lobby or through a short QR-code form on the room key folder the next morning.
    • Link timing to satisfaction through a coded survey number (no names or room numbers stored).
    • Identify peak windows and booking sources with the longest processing time.

    Feasibility

    • Operational: the front-office manager permits observation and a short guest survey; the survey takes about three minutes.
    • Technical: PMS arrival reports export to CSV/Excel; analysis needs only Excel.
    • Time: four weeks of data collection within the industrial-training period.
    • Ethical: anonymised data, voluntary participation, hotel's written permission.
  3. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    1 min

    Problem statement

    The Meridian Grove receives most of its arrivals in two short windows linked to the standard check-in time and to evening flights into Hyderabad. During these peaks guests queue at the front desk, and online reviews mention slow check-in even though the hotel's overall ratings are good. The front office has no measurement of actual waiting time, rosters are not aligned with arrival peaks, and existing feedback does not separate the check-in experience from the rest of the stay.

    This project therefore measures queue and processing time at check-in, assesses guest satisfaction with front-office service quality on the SERVQUAL dimensions, examines how satisfaction changes as waiting time increases, and identifies the time slots and booking sources that contribute most to delays, so that the front-office manager can make evidence-based staffing and process changes.

  4. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    1 min

    Objectives & scope

    1. 01To study the arrival and registration procedure of the front office.
    2. 02To measure queue time and processing time at check-in across peak and off-peak periods.
    3. 03To assess guest perception of front-office service quality on the five SERVQUAL dimensions.
    4. 04To examine the relationship between check-in waiting time and guest satisfaction.
    5. 05To compare processing times by booking source and guest type (new vs repeat).
    6. 06To recommend staffing and process improvements for peak arrival periods.

    Scope

    In scope

    • Front-desk check-in of individual guests at one 150-room business hotel over four weeks.
    • Anonymised PMS arrival and check-in timestamps, stopwatch observation and a guest questionnaire.
    • Descriptive statistics, pivot analysis, cross-tabulation and correlation in Excel.

    Out of scope

    • Group and crew check-ins handled through pre-registration.
    • Other departments' service quality (housekeeping, F&B).
    • Revenue, pricing and online reputation scores.
    • Any storage of guest names, phone numbers, ID documents or room numbers.
  5. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    1 min

    Methodology

    Research design

    A descriptive-correlational study combining observation, operational records and a guest survey.

    Instruments

    InstrumentContent
    Observation sheetSurvey code, date, arrival slot, queue start, desk start, key issued, booking source, new/repeat
    PMS arrival report (anonymised)Reservation check-in time, booking source, room type — names and room numbers removed before export
    Guest questionnaire20 SERVQUAL-based items (4 per dimension) on a 5-point agreement scale; perceived wait (minutes); overall satisfaction (1–5); likelihood to recommend (0–10)

    Sample items: Tangibles — "The front desk area was clean and well organised." Responsiveness — "Staff attended to me promptly." Assurance — "The receptionist explained the room and tariff details confidently."

    Sample

    • About 150 guests by systematic sampling — every third arriving individual guest during observation slots, provided the guest agrees.
    • Observation slots cover peak (12:00–15:00, 19:00–22:00) and off-peak (09:00–11:00, 16:00–18:00) periods, weekdays and weekends.

    Analysis (Excel)

    • Mean, median and 90th percentile of queue and processing time.
    • Pivot tables of time by slot, day and booking source.
    • Mean SERVQUAL dimension scores; Cronbach's alpha checked in Excel or Jamovi.
    • Wait-time bands (0–5, 6–10, > 10 minutes) × satisfaction cross-tab.
    • Pearson/Spearman correlation between total wait and overall satisfaction.

    Timeline (6 weeks in industrial training)

    Week 1 procedure study and tool preparation · Week 2 pilot (10 guests) and revision · Weeks 3–5 data collection · Week 6 analysis and report.

  6. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    1 min

    Architecture & tech stack

    • SERVQUAL-based guest questionnaire (5-point)
    • PMS arrival and check-in reports (Opera / IDS-class PMS)
    • Stopwatch observation sheet
    • Google Forms / printed survey
    • MS Excel (pivot tables, correlation, charts)

    The study joins three data streams through a survey code that carries no personal information.

    flowchart TD
  A["Guest arrives at lobby"] --> B["Observation sheet: queue start, desk start, key issued"]
  B --> C["Survey code assigned"]
  C --> D["SERVQUAL questionnaire, next morning via QR or paper"]
  E["PMS arrival report"] --> F["Anonymise: remove names and room numbers"]
  F --> G["Booking source, check-in time"]
  B --> H["Master sheet by survey code"]
  D --> H
  G --> H
  H --> I["Pivot: wait time by slot and source"]
  H --> J["Satisfaction by wait-time band"]
  H --> K["Correlation: wait vs satisfaction"]
  I --> L[Recommendations for rostering and process]
  J --> L
  K --> L

    SERVQUAL dimensions used

    DimensionMeaning at the front desk
    TangiblesLobby appearance, desk layout, staff grooming, key cards and folders
    ReliabilityReservation found correctly, right room type, tariff as booked
    ResponsivenessPrompt acknowledgement, quick processing, help with luggage
    AssuranceKnowledgeable and courteous staff, secure handling of documents
    EmpathyPersonal attention, understanding of a tired traveller's needs

    Data protection

    Guest ID documents are handled only by hotel staff as per their procedure; the trainee never copies them. The master sheet contains only the survey code, timings, booking source and responses.

  7. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    5 modules

    Modules

    • Process Study

      Observe and document the check-in procedure step by step — greeting, reservation retrieval, registration card, ID verification, payment authorisation, key issue — and draw a flowchart that identifies steps adding waiting time.

    • Timing Measurement

      Record queue and processing time with a stopwatch sheet in planned peak and off-peak slots, and match each observation with the anonymised PMS check-in time and booking source.

    • Guest Survey

      Prepare, pilot and administer a 20-item SERVQUAL-based questionnaire plus overall satisfaction and recommendation items, using a survey code instead of the guest's name or room number.

    • Analysis

      Build Excel pivot tables of wait time by slot, day and booking source, compute dimension scores and reliability, cross-tabulate satisfaction by wait-time band and compute the correlation between waiting time and satisfaction.

    • Recommendations and Report

      Propose changes such as pre-registration of expected arrivals, a lobby floater during peaks and express check-in for repeat corporate guests, and write the BHA402 project report with charts and appendices.

  8. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    Locked

    Presentation

    12 slides with speaker notes. The outline below is free; the bullets, notes and the generated .pptx unlock with the project.

    1. Check-in Wait Time and Guest Satisfaction
    2. Background
    3. Objectives
    4. Check-in Process
    5. Methodology
    6. SERVQUAL Dimensions
    7. Waiting-Time Findings
    8. Service-Quality Findings
    9. Wait vs Satisfaction
    10. Recommendations
    11. Limitations
    12. Conclusion and Learning

    Bullets, speaker notes and the .pptx download unlock with the project.

    Presentation is locked: 12 slides, Speaker notes, .pptx download.

    Unlock for ₹2,000
  9. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    Locked

    How to run

    A research, analysis or design project, so there's no code bundle: 1 step to carry it out with SERVQUAL-based guest questionnaire (5-point), PMS arrival and check-in reports (Opera / IDS-class PMS) and Stopwatch observation sheet.

    The good part is behind this lock. Like every good viva answer.

    How to run is locked: 1 step.

    Unlock for ₹2,000
  12. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    1 min

    Future scope

    • Mobile pre-check-in using the hotel app or a secure link, with key collection at an express counter.
    • Arrival forecasting from reservation data (flight time, ETA field) to roster staff by the hour.
    • Queue simulation using simple M/M/c queueing formulas to decide the number of open counters.
    • Extension to check-out and concierge interactions.
    • Comparison across properties of the same group.
  13. Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data

    @check-in-wait-time-guest-satisfaction-pms-survey

    6 sources

    References

    1. Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12–40.
    2. Bardi, J. A. Hotel Front Office Management. Wiley.
    3. Tewari, J. R. Hotel Front Office: Operations and Management. Oxford University Press.
    4. Andrews, S. Hotel Front Office: A Training Manual. McGraw Hill Education (India).
    5. National Council for Hotel Management and Catering Technology — official website
    6. Ministry of Tourism, Government of India — official website

    Cite this bundle

    OnlyProjects. (2026). Check-in Wait Time and Guest Satisfaction at a 150-Room Business Hotel: SERVQUAL Survey Linked to PMS Data: BHM / BHMCT Front Office project bundle [Educational resource]. https://onlyprojects.online/projects/bhm-front-office-check-in-wait-time-guest-satisfaction-pms-survey

Slides, diagrams & files

12 slides. Titles are free; bullets, speaker notes and the .pptx unlock with the project.

  1. SLIDE 1

    Check-in Wait Time and Guest Satisfaction

  2. SLIDE 2

    Background

  3. SLIDE 3

    Objectives

  4. SLIDE 4

    Check-in Process

  5. SLIDE 5

    Methodology

  6. SLIDE 6

    SERVQUAL Dimensions

  7. SLIDE 7

    Waiting-Time Findings

  8. SLIDE 8

    Service-Quality Findings

  9. SLIDE 9

    Wait vs Satisfaction

  10. SLIDE 10

    Recommendations

  11. SLIDE 11

    Limitations

  12. SLIDE 12

    Conclusion and Learning

Architecture diagram

1
flowchart TD
  A["Guest arrives at lobby"] --> B["Observation sheet: queue start, desk start, key issued"]
  B --> C["Survey code assigned"]
  C --> D["SERVQUAL questionnaire, next morning via QR or paper"]
  E["PMS arrival report"] --> F["Anonymise: remove names and room numbers"]
  F --> G["Booking source, check-in time"]
  B --> H["Master sheet by survey code"]
  D --> H
  G --> H
  H --> I["Pivot: wait time by slot and source"]
  H --> J["Satisfaction by wait-time band"]
  H --> K["Correlation: wait vs satisfaction"]
  I --> L[Recommendations for rostering and process]
  J --> L
  K --> L

Files

Viva questions & answers

3 of 15 questions free. Explain each answer in your own words before you move on.

  1. Concept

    What is the guest cycle, and where does check-in fall?

    The guest cycle has four stages: pre-arrival (reservation), arrival (registration, room assignment and key issue), occupancy (stay services) and departure (check-out and settlement). Check-in is part of the arrival stage and is the first face-to-face service encounter, so it shapes the guest's first impression.

  2. Concept

    What are the five SERVQUAL dimensions?

    Tangibles, reliability, responsiveness, assurance and empathy. At the front desk, tangibles are the lobby and staff appearance, reliability is finding the correct reservation and rate, responsiveness is prompt attention, assurance is confident, courteous staff, and empathy is personal attention to a tired traveller.

  3. Concept

    Why is the PMS alone not enough to measure waiting time?

    The PMS records when a reservation is checked in, which is roughly when processing ends, but it does not know when the guest joined the queue or reached the desk. That is why I combined PMS timestamps with stopwatch observation of queue start and desk start.

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