Establishment of Standardized Process Maturity Model: A case study of front office hotel employees in Hungary

The objective of this study is to assess how employee outcomes in front office departments of Hungarian hotels are affected by the implementation of a standardized maturity model. The focus is to analyze the effects of maturing stages on job performance, job satisfaction, and personal and professional growth. In this study, front-office employees in Hungarian hotels were invited to provide feedback on their job performance, satisfaction, and growth as individuals and professionals regarding the implementation of a standardized process maturity model. The scope of the study was on the employees' perspectives on organizational maturity and its implications for service quality and continuous improvement. In this study, employees from independently owned Hungarian hotels are examined using a modified version of Humphrey’s (1988) 5 stage maturity model. The quantitative methodology used an online questionnaire, which was used-to gather data from 104 employees as part of a descriptive cross-sectional survey design. Data analysis included multiple regression and ANOVA. The findings revealed that employee outcomes are significantly enhanced by increasing the 5 maturity levels, especially in the areas of professional growth and job satisfaction, with the fifth optimal stage showing the biggest impacts. This study provides novel insights into the importance of the process maturity, in service quality management by reorienting the focus from management to employee perspectives. While the practical implications offer managers useful advice for improving both operational effThe objective of this study is to assess how employee outcomes in front office departments of Hungarian hotels are affected by the implementation of a standardized maturity model. The focus is to analyze the effects of maturing stages on job performance, job satisfaction, and personal and professional growth. In this study, front-office employees in Hungarian hotels were invited to provide feedback on their job performance, satisfaction, and growth as individuals and professionals regarding the implementation of a standardized process maturity model. The scope of the study was on the employees' perspectives on organizational maturity and its implications for service quality and continuous improvement. In this study, employees from independently owned Hungarian hotels are examined using a modified version of Humphrey’s (1988) 5 stage maturity model. The quantitative methodology used an online questionnaire, which was used-to gather data from 104 employees as part of a descriptive cross-sectional survey design. Data analysis included multiple regression and ANOVA. The findings revealed that employee outcomes are significantly enhanced by increasing the 5 maturity levels, especially in the areas of professional growth and job satisfaction, with the fifth optimal stage showing the biggest impacts. This study provides novel insights into the importance of the process maturity, in service quality management by reorienting the focus from management to employee perspectives. While the practical implications offer managers useful advice for improving both operational efficiency and employee engagement, the theoretical contribution of this study offers a greater understanding of the application of maturity models in the hotel sector.iciency and employee engagement, the theoretical contribution of this study offers a greater understanding of the application of maturity models in the hotel sector.