1. (Mt) – UNLV Management Role of Facilities Management Questions
Journal of Quality Assurance in Hospitality & Tourism ISSN: (Print) (Online) Journal
homepage: https://www.tandfonline.com/loi/wqah20 Facilities Management Roles in the
Hotel Industry: The Skills and Competencies Required K. D. T. Priyangika , B. A. K. S. Perera
& Tharindu Lakruwan Wickremanayake Karunaratne To cite this article: K. D. T. Priyangika
, B. A. K. S. Perera & Tharindu Lakruwan Wickremanayake Karunaratne (2020) Facilities
Management Roles in the Hotel Industry: The Skills and Competencies Required, Journal of
Quality Assurance in Hospitality & Tourism, 21:4, 454-473, DOI:
10.1080/1528008X.2019.1679060 To link to this article:
https://doi.org/10.1080/1528008X.2019.1679060 Published online: 17 Oct 2019. Submit
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OF QUALITY ASSURANCE IN HOSPITALITY & TOURISM 2020, VOL. 21, NO. 4, 454–473
https://doi.org/10.1080/1528008X.2019.1679060 Facilities Management Roles in the
Hotel Industry: The Skills and Competencies Required K. D. T. Priyangikaa, B. A. K. S. Perera
b, and Tharindu Lakruwan Wickremanayake Karunaratneb a Department of Building
Economics, University of Moratuwa, Moratuwa, Sri Lanka; bDepartment of Building
Economics, University of Moratuwa, Moratuwa, Sri Lanka ABSTRACT KEYWORDS The aim
of this study was to identify the roles that are important for facilities management (FM) in
the hotel sector along with the competencies and skills required to perform those roles
effectively. The study consisted of a comprehensive literature review, expert interviews and
a questionnaire survey. Out of the 20 FM roles that were found to be significant to the hotel
sector, the maintenance of preventive maintenance schedules was found to be the most
significant role. The study also revealed the most significant competencies and skills
required to perform each of the 20 significant roles that were identified. Facilities
management; hotel sector; roles; competencies; skills Introduction Facilities management
(FM) in an organization involves operating, maintaining, improving and adapting buildings
and other infrastructure of the organization to support its primary objectives (Barrett &
Baldry, 2009). Facilities managers contribute to this task through different means, which
include resource control, supply chain management, service delivery, strategy, culture and
change management (Amaratunga & Baldry, 2002). Hence a facilities manager has to
possess specific competencies to perform the distinct roles expected of him in all of the
eight building life cycle stages, namely strategic definition stage; preparation and brief

2. stage; concept design stage; developed design stage; technical design stage; construction
stage; handover and close out stage; and in use stage (Pilanawithana & Sandanayake, 2017).
The contribution of travel and tourism to the world GDP, which was 9.2% in 2010, is
expected to reach 9.6% by 2020 (World Travel and Tourism Council [WTTC], 2018). Hence
effective FM will be very important for the hotel sector. A facilities manager of an
organization in the hospitality industry can play a major role in increasing the efficiency of
the organizational assets; and in enhancing the performance of the organization and the
value of the services it provides (Okoroh, Jones, & Ilozor, 2003). CONTACT Tharindu
Lakruwan Wickremanayake Karunaratne tkarunaratne.uom@gmail.com of Building
Economics, University of Moratuwa, Moratuwa, Sri Lanka © 2019 Taylor & Francis Group,
LLC Department JOURNAL OF QUALITY ASSURANCE IN HOSPITALITY & TOURISM 455 Sri
Lanka is in the process of becoming a major tourist destination of South Asia. Tourism
related employment in the country has spread throughout the economy (Srinivasan, Kumar,
& Ganesh, 2012). Tourism has become the fourth highest foreign exchange earner of the
country (Wij, 2011). The hotel industry is the highest contributor to the economy and
because of the continuously increasing demand that exists for tourist accommodation the
government is ever willing to approve new hotel projects (Price Waterhouse Coopers (Pvt)
Ltd, 2013). The priority of the hotel industry is to provide entertainment (Jayawardena,
McMillan, Pantin, Taller, & Willie, 2013) and the labor income generated by the industry is
higher than that generated by any of the other industries (Kim & Kim, 2015). The service
provided at a hotel, on the other hand, has to be maintained at the maximum possible level
with minimum interruptions or breakdowns. Thus, FM is a key profession as far as Sri
Lanka is concerned, because of its positive influence on the economic development of the
country. The many FM processes implemented in the hotel industry include engineering,
and housekeeping work (Hassanien & Losekoot, 2002). Therefore, a facilities manager
requires both hard competencies and soft competencies to carry out his work (Sisson &
Adams, 2013). Some of these hard competencies include building maintenance, energy
management and space planning, while some of the soft competencies include people
management, change management and communications. There are only few past studies
done on FM in the hospitality industry (Hassanien & Losekoot, 2002). Nevertheless, there is
not a single past study that has focused on the FM roles specific to the hotel industry and on
the skills and competencies that a facilities manager in the industry has to possess to
perform those roles effectively. Since there is interconnectivity among the different FM
roles, and the skills and competencies pertinent to each of those roles, it is important to
understand that interconnectivity among the three, as all three are critical for the smooth
operation of the hotels. Thus, the aim of this study was to identify the most significant
competencies and skills required by a facilities manager to perform in the hotel industry in
Sri Lanka. Three objectives were set to achieve this aim, namely to identify the roles of
facilities managers that are significant to the hotel industry in Sri Lanka, to identify the
competencies of facilities managers that are significant to the hotel industry in Sri Lanka,
and to identify the skills of facilities managers that are significant to the hotel industry in Sri
Lanka. The study also investigated the interconnectivity among the FM roles, competencies
and skills that were identified. 456 K. D. T. PRIYANGIKA ET AL. Literature review Facilities

3. management in the hotel sector Since the focus of the hospitality industry is more on
service quality, a facilities manager working in the hotel sector needs to possess specialized
knowledge (Akbaba, 2006). Moreover, the use of appropriate FM strategies helps to
properly manage the property and other physical assets of a hotel (Okoroh, Jones, & Ilozor,
2002; Telfer, 2005). The study done by Penny (2007) reveals that the FM department in a
hotel has to be an integral part of its organizational setup, since it can help to achieve
service quality and reduce energy cost to reach sustainability while at the same time
supporting the non-core activities of the hotel. By engaging the services of a professional FM
service, a hotel is able to satisfy both its current and potential customers by maintaining its
market share, keeping up with the competitive market, improving operational efficiency by
maintaining corporate image standards, upgrading itself to a higher category, complying
with new technologies and coping with governmental requirements (Durodola & Oloyede,
2011). All these indicate the significance of the contribution that can be made by facilities
managers to make the operations of the hotel sector efficient. Role of the facilities manager
in the built environment A facilities manager working in an organization will have to face
business challenges that influence the organization and help the organization to achieve an
optimum long-term balance among its assets, technology and people in order to provide it
with a competitive advantage (Pilanawithana & Sandanayake, 2017). According to the Royal
Institute of British Architects (RIBA, 2013), the role of a facilities manager will be spread
out among all eight stages of the building life cycle. The Institute further identifies client,
client advisers, project lead, architect, building services engineers, lead designers, contract
administrator, civil and structural engineers and health and safety adviser as the parties
involved during these stages. Hence a professional facilities manager will be required to
play a critical role throughout the building life cycle to ensure effective building
management (Shah, 2008). Table 1 presents the 14 different roles of the facilities manager
identified by different authors. According to Mohd-Noor and Pitt (2009), a facilities
manager of a business will be responsible for its property, health and safety, space,
environmental control, and support services (Myeda & Michael, 2014). He will, therefore,
contribute to the delivery of strategic and operational objectives of the business. At
corporate level, the FM will contribute to the delivery of strategic and tactical objectives of
an establishment, while at day-to-day level, it will contribute to the proper performance of
the establishment by ensuring a safe and efficient (British Institute of Facilities
Management [BIFM], 2018; Langston, Wong, Hui, & Shen, 2008; Lee & Akin, 2011; Lewis &
Payant, ; Mbachu et al., 2017; Mohammed & Hassanain, 2010; Pilanawithana &
Sandanayake, 2017; Royal Institute of Chartered Surveyors [RICS], 2018; Shah, 2008; Tay &
Ooi, 2001; Wang et al., 2013). Take the decision to build a new facility or to modernize or
Establish and agree with the client’s brief expand an existing old facility in order to expand
production or reduce all relevant costs Ensure sustainable building design and clear
specifications Prepare or contribute to the brief and evaluate its feasibility Influence the
design and construction by using and provide a framework around which the design can be
building information modeling (BIM) for setting developed the employer’s information
requirements Prepare outline design proposals, initial budgets and project Understand
technical designs and specifications Take responsibility to develop engineering programs,

4. provide initial advice on procurement options, evaluations that will specify the feasibility
and demonstrate and understand the principles and cost of possible alternate courses of
action responsibilities imposed by law Decide, within pre-established policy limits, the
operating Ensure the quality aspects of the building services Carry out the operating and
maintenance and maintenance work that have to be performed on activities of the facilities
facilities, equipment, and systems Building services management Identify the maintenance
management requirements of the building in relation to areas such as statutory and
regulatory requirements, record maintenance, management reporting, and supply chain
management FM roles in the building lifecycle Make decisions on whether to rent or buy,
extend or sell, and refurbish or construct facilities Table 1. FM roles in the building lifecycle.
JOURNAL OF QUALITY ASSURANCE IN HOSPITALITY & TOURISM 457 458 K. D. T.
PRIYANGIKA ET AL. working environment, (Durodola, Ayedun, & Akinjare, 2011; Edum-
Fotwe, Egbu, & Gibb, 2003). European and American industrial and commercial
organizations (including hotels) have used FM as a strategic management instrument to
improve their performance (Telfer, 2005) When reviewing literature, it became clear that
the facilities manager has to engage in direct roles as well as in roles that involve decision
making. The direct roles include preparing design proposals, preparing budgets,
interpreting design briefs and developing engineering evaluations, while the roles involving
decision making include buying, selling or renting a facility. Taking decisions on appropriate
maintenance management strategies is also another FM decision making role. Mohammed
and Hassanain (2010) stress that the operation and maintenance activities of an
organization are important to ensure that the core business functions of the organization
are carried out without any issues. Operation/maintenance of a facility is a common FM role
and according to Mbachu, Egbelakin, Rasheed, and Shahzad (2017), the cost of such work is
around 70- 80% of the total life cycle cost of the facility. Mangano and De Marco (2014)
stated that to be effective, maintenance management does not have to be a separate
discipline but a part of the overall FM. Hence, the facilities manager of a building will have a
significant role to play in conducting its operational and maintenance activities while
keeping the costs as low as possible. Using the expertise, they possess, the facilities
managers who work in hotels have a vital role to play in the successful operation of the
hotels. Valen and Buser (2019) have stated that sustainable FM can be helpful to enhance
the operational optimization of hotels and their responsibility toward society. Proper
facilities management can ensure uninterrupted services, which is essential to the hotel
sector. Hassanien and Losekoot (2002) stated that FM can be used successfully even in the
renovation of hotels. Mohd-Noor and Pitt (2009) stated that these hotel renovations, which
involve significant investments and have long term implications, should be undertaken only
through FM and by following a strategic decision making process. The facilities manager can
use value management to compare costs and benefits of these hotel renovations as well as
other investments (Okoroh et al., 2003). Competencies required from a facilities manager
The Project Management Institute (2007) defines competency as a combination of attitudes,
knowledge, skills and other personal characteristics that affect the main part of a person’s
job, while Agnita (2002) considers competency as a collection of skills, specific knowledge
and qualities possessed by people, a group or an organization. Alternatively, Dada and

5. Jagboro (2015) define competencies as behaviors, actions or outcomes of a person or as
his/her ability JOURNAL OF QUALITY ASSURANCE IN HOSPITALITY & TOURISM 459 to
move knowledge and skills in new situations within his/her occupational area. Shafiei and
Said (2011), on the other hand, describe competency as a set of skills that an individual
must possess in order to perform a specified job satisfactorily. Competencies possessed by a
facilities manager working in an organization should enable him to manage the key aspects
of the built environment of the organization, such as the building structure; professional
management practices; facility service performance; organizational resource quality; facility
work processes; interior building elements; environmental issues; and change (Awang et al.,
2012). The FM competencies identified in this study are the competencies considered by
professional bodies, such as the British Institute of Facilities Management (BIFM),
International Facilities Management Association (IFMA), Royal Institute of Chartered
Surveyors (RICS) and Institute of Facilities Management Sri Lanka (IFMSL), as well as those
considered by a few past researchers (Table 2). Facilities managers require competencies,
such as knowledge, qualities, skills etc., specific to their field in order to perform the
different roles expected from them (Korsten, 2002). These competencies can be categorized
broadly as hard FM competencies and soft FM competencies. Hard FM competencies of a
facilities manager relate to his/her technical capacity, while his soft FM competencies relate
to his/her managerial capacity (Steenhuizen, Flores-Colen, Reitsma, & Pedro, 2014).
Building fabric maintenance; building services management; and energy and utility
management are some of the hard FM competencies, while quality management;
procurement and tendering; visual marketing; and project management are some of the soft
FM competencies. Property management; building services management; environmental
management; quality management; and information and knowledge management are the
Table 2. Competencies required by a facilities manager. Competencies required by a FM
Building fabric Understanding the structure and maintenance behavior of the organization
Understanding the building design Space planning and management Quality management
Risk management FM strategy development Logistic management Dispute resolution
Financial management Contract administration Information and knowledge management
Building services Energy and utility management management Relationships with
Customer service the stakeholders management Visual marketing Environmental and
branding management Building automation Business planning Professional practice People
management Technology Team working Change management Project management Value
management Communications Procurement and tendering Geographical information
systems Property portfolio management Documentation management (Awang et al., 2012,
2014; BIFM, 2018; IFMSL, 2018; IFMA, 2018; Payne, 2010; RICS, 2018). 460 K. D. T.
PRIYANGIKA ET AL. FM competencies commonly identified in the literature. Conversely, the
IFMSL has recognized change management; visual marketing and branding; building
automation; and geographical information systems as the competencies expected of
facilities managers. These competencies can be considered as the competencies that are
specific to FM professionals working in Sri Lanka. Skills required by a facilities manager
Skill is defined as the proficiency or ability gained or developed through experience or
training (Dada & Jagboro, 2015). Skills are a part of competencies, i.e., they are included in

6. the competencies (Korytarova & Hromadka, 2010). A person can develop a skill with
experience by practicing it over a long period of time (James & Chase, 2016). Skills and
qualifications are, however, different (Clarke & Winch, 2006) in that qualifications are
external to an individual, while skills are a part of the individual’s life (James & Chase,
2016). Various authors have identified the skills expected from different categories of
professionals. There are also other authors who have identified additional skills that are
related to these seven types of skills. Table 3 presents the skills mentioned in the literature
as those required by facilities managers. The seven types of skills identified by Doyle (2017)
have also been accepted by the IFMA, RICS and BIFM. These skills include providing
leadership, understanding the business organization, managing people, managing premises,
managing the working environment, managing resources and managing services. This study
was also able to identify from the literature, the skills required by a professional in general.
Public speaking skills, flexibility, team work, personal skills, and time management skills are
the skills that a professional will require in addition to the seven main skills. Research
methodology The study used a mixed approach consisting of expert interviews and a
questionnaire survey for data collection. The mixed approach combines both quantitative
and qualitative research approaches, and provide complete, informative, balanced, and
useful research results (Tashakkori & Teddlie, 2003). It can validate findings or
complement individual findings and can combine different levels of knowledge, disciplines
and skills (Bergman, 2011). The study used expert interviews to extract from the roles,
competencies and skills of FM professionals that were identified from the literature, those
that are required for the hotel industry. Each of the 15 face to face expert interviews that
were conducted with FM industry experts in Sri Lanka, who were selected using purposive
sampling and who had experience and knowledge about FM practices in the hotel industry
in the country, lasted for 45 minutes on average. Each of the experts had more than 25 years
of working experience in five-star hotels and had 11. Public speaking 11.1 Articulation 11.2
Confidence 11.3 Creating presentation slides 11.4 Poise 11.5 Projection 11.6 Receiving
criticism and feedback 11.7 Social skills 10. Team work 10.1 Conflict resolution 10.2
Relationship building 10.3 Team building 10.4 Team management 7.4 Project management
7.5 Operations and maintenance 07. Managing services 7.1 Building services management
7.2 Managing support services 7.3 Customer service management 5.2 Space management
5.1 Environmental issues 4.2 Real estate 3.2 Occupancy and human factors 8.2 Career
planning 8.3 Technological creativity 8.4 Creative thinking 8.5 Critical thinking 8.6 Dressing
professionally 8.7 Emotional intelligence 8.8 Enforcing boundaries 8.9 Ethics 8.10 Honesty
8.11 Humility 8.12 Integrity 8.13 Perceptiveness 8.14 Competency 08. Personal skills 8.1
Career management 3.7 Persuasion 3.8 Resume writing 3.9 Working with suppliers and
specialists 09. Flexibility 9.1 Ability to change one’s mind 9.2 Analysis 9.3 Anger
management 9.4 Patience 9.5 Perceptiveness 9.6 Problem solving 06. Managing resources
6.1 Procurement 6.2 Risk management 6.3 Finance and business 6.4 Performance and
quality 6.5 Facility information and technology management 6.6 Sustainability 3.3
Communications 4.3 Understanding building design 3.4 Advocating for oneself and one’s
causes 4.4 Building fabric maintenance 3.5 Managing a positive relationship with 4.5
Developing the brief the employer 3.6 Interviewing, listening, networking 04. Managing

7. premises 4.1 Property portfolio management 03. Managing people 3.1 People management
(British Institute of Facilities Management (BIFM), 2018; Blondeau, 2018; Doyle, 2017;
International Facilities Management Association (IFMA), 2018; Lebowitz, 2018; Mendoza,
2018; Royal Institute of Chartered Surveyors (RICS), 2018; Warren & Heng, 2005; Wilcox,
2018). 12. Time management 12.1 Attention to detail 12.2 Intrinsic motivation 12.3 Meeting
deadlines 12.3 Project management 12.4 Punctuality 12.5 Self-starting 12.6 Stress
management 1.6 Remaining calm when under pressure 1.7 Coaching 1.8 Resource
coordination 1.9 Decision making 1.10 Goal setting 1.11 Growth mind-set 1.12 Information
gathering to influence 1.13 Management 1.14 Mentoring 1.15 Meeting management 1.16
Planning 1.17 Politeness 1.18 Positivity 1.19 Prioritization Skills required by a facilities
manager 01.Leadership 02. Understanding business organization 1.1 Leadership and
strategy 2.1 Understanding the structure and behavior of the organization 1.2 Professional
practice 2.2 Understanding business and organizational strategy 1.3 Law 2.3 FM strategy
development 1.4 Accountability 1.5 Budgeting 05. Managing the working environment
Table 3. Skills required by a facilities manager. JOURNAL OF QUALITY ASSURANCE IN
HOSPITALITY & TOURISM 461 462 K. D. T. PRIYANGIKA ET AL. more exposure to FM
practice than those working in other hotels. NVivo content analysis software was used to
analyze the findings of the expert interviews. The content of the questionnaire used in the
questionnaire survey was first validated through the expert interviews using the content
validity test. Based on the results of the test, the content that had a low content validity
ratio, which was calculated using Lawshe’s method, was removed from the questionnaire.
Purposive sampling was used to select the questionnaire survey participants. The sample
consisted of 100 professionals working in the engineering, purchasing and human resource
management departments of several five-star hotels located in Colombo, Sri Lanka. The
questionnaires were distributed to them either online or via e-mail. Sixty-two among the
hundred prospective participants returned their completed questionnaires. The response
rate was, therefore, satisfactory, as it included 30–40% of the total population of the study.
Table 4 presents the details of the respondents. The survey identified the FM roles
significant to the hotel industry and the competencies and skills required to perform those
FM roles. The weighted mean rating (WMR) was used to analyze the FM roles, and relate to
them the competencies and skills required by a FM professional to carry out those roles.
Since the WMR had been used by (Ekanayake & Perera, 2016) to rank cuases for delays in
road projects, it was considered as the most suitable data analysis technique for this study
too. The following formula was used to calculate the WMR: WMR ¼ X5 i¼1 ðFix %RÞ where
WMR = Weighted mean rating; Fi = Frequency of responses for an attribute (ranging from
1–5); and % R = Percentage response to the rating point of an attribute. Table 4. Details of
the questionnaire survey respondents. Main category Profession Designation Experience
(Years) Subcategory Engineering Facilities management Human resource management
Marketing Chief Engineer Engineer Maintenance Manager Facilities Manager Facilities
Executive Human Resource Manager Purchasing Manager 6–10 11–15 16–20 21–25 More
than 25 Distributed 45 35 10 10 25 15 20 15 5 10 10 25 30 20 15 10 Received 32 20 6 4 16
10 14 7 3 6 6 15 21 11 9 6 Rate of response 71% 57% 6% 6% 64% 67% 70% 47% 60%
60% 60% 60% 70% 52% 60% 60% JOURNAL OF QUALITY ASSURANCE IN HOSPITALITY &

8. TOURISM 463 Research findings FM roles that are significant to the hotel industry Table 5
indicates the FM roles that were identified from the questionnaire survey as being of
significance to the hotel industry and their WMRs. They inlcude the 14 FM roles that were
originally identifed from the literature along with the 6 roles that were identfied through
the expert interviews. The roles coming under the latter category are indicated in bold. The
expert interviews revealed that all of the general FM roles identified from the literature are
applicable to the hotel industry as well. From the questionnaire survey, it was found that
the FM role most significant to the hotel sector is “maintenance of preventive maintenance
schedules”. This role was, however, not mentioned in the literature. In general, it was seen
that the WMRs of a majority of the FM roles were high, which indicates their significance to
the hotel sector. All roles except Role Nos. 16,17,18,19 and Table 5. FM roles that are
significant to the hotel industry. Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Significant roles Maintenance of preventive maintenance schedules Building services
management Operating and maintaining the activities of the facilities Maintenance
management requirements of the building in relation to areas such as statutory and
regulatory requirements, record maintenance, management reporting, and supply chain
management Understanding technical designs and specifications Ensuring the quality of
building services Deciding within pre-established policy limits the operating and
maintenance work that have to be performed on facilities, equipment and systems
Maintaining life safety of the building occupants and assets, taking charge of fire prevention
Asset management Submitting periodic reports on the efficiency of mechanical, electrical
and plumbing (MEP) equipment Ensuring sustainable building designs and clear
specifications and providing a framework around which a design can be developed Being
responsible for developing engineering evaluations that will specify the feasibility and cost
of possible alternate courses of actions Establishing and agreeing with the client’s brief
Preparing outline design proposals, initial budgets and project programs, providing initial
advice on procurement options, demonstrating and understanding the principles and
responsibilities imposed by law Initiating new technologies and sustainable programs
within the premises Preparing or contributing to the brief and evaluating the feasibility of
the existing facilities Influencing the design and construction by using building information
modeling in respect of the employer’s information requirements Analyzing the complaints
received from guests and improving the facilities Taking a decision to build a new facility or
to modernize or expand an existing old facility in order to expand the production or reduce
all relevant costs Making decisions on whether to rent or buy, extend or sell, and refurbish
or construct the facilities MWR 4.97 4.91 4.73 4.71 Role Code R1 R2 R3 R4 4.70 4.65 4.64 R5
R6 R7 4.63 R8 4.62 4.53 R9 R10 4.46 R11 4.20 R12 4.08 4.04 R13 R14 4.00 3.95 R15 R16
3.84 R17 3.82 3.26 R18 R19 3.00 R20 464 K. D. T. PRIYANGIKA ET AL. 20, i.e., preparing or
contributing to the brief and evaluating the feasibility of the existing facilities; influencing
the design and construction by using building information modeling in respect of the
employer’s information requirements; analyzing the complaints received from the guests
and improving the facilities; taking a decision to build a new facility or to modernize or
expand an existing old facility in order to expand the production or to reduce all relevant
costs; and making decisions on whether to rent or buy, extend or sell, and refurbish or

9. construct the facilities were rated as being significant since their WMRs exceeded four. Most
of the less significant FM roles are related to the design stage. According to the
interviewees, the contribution of the facilities manager in the hotel sector is most significant
during the operational stage of the building life cycle. Competencies and skills of facilities
managers that are significant to the hotel industry Table 6 indicates the competencies and
skills that were found to be significant for the efficient and effective performance of the
facilities managers in each of the roles mentioned in Table 5. These include the
competencies and skills that are required to carry out the new FM roles identified during
the expert interviews and verified through the questionnaire survey. The interviewees
agreed that all the competencies identified from the literature are valid for the hotel sector
as well. For example, FM strategy development, communications, understanding building
design, building services management, energy and utility management, technology,
customer service management, risk management, quality management, information and
knowledge management, dispute resolution and building automation were identified by all
the interviewees as the competencies that are required to perform FM roles in the hotel
industry. The competencies required for each role were ranked according to their WMRs
calculated based on the responses received from the questionnaire survey. Building
services management was found to be relevant to most of the FM roles. Project
management, space planning and management, FM strategy development and quality
management were also found to be important to FM roles. However, experts were of the
view that fabric maintenance, logistic management, communications, visual marketing and
branding, and geographical information systems were of no significance to any of the roles.
The expert interviewees believed that all the skills identified from the literature would be
applicable to the hotel industry as well. They could not identify any additional skills
required for the FM roles in the hotel sector. It was noted that some of the skills and
competencies identified were overlapping. Thus, the skills that were identified as
competencies as well, were removed from the list of skills used for the questionnaire
survey. JOURNAL OF QUALITY ASSURANCE IN HOSPITALITY & TOURISM 465 Table 6.
Competencies and skills that are significant for a FM working in the hotel industry. Role
code R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 Competencies required Documentation
management Team working People management Building services management FM
strategy development Building services management Building automation FM strategy
development Quality management Risk management Building services management
Dispute resolution FM strategy development Information and knowledge management
Quality management Building services management Building fabric maintenance Value
management Understanding building design People management Building services
management Technology Environmental management Understanding building design
Project management Quality management Building services management Dispute
resolution Documentation management Customer service management Building services
management Energy and utility management Technology Contract administration Financial
management Professional practice Building services management Dispute resolution Space
planning and management Value management Financial management Building services
management Information and knowledge management Value management Understanding

10. the structure and behavior of the organization Documentation management Environmental
management Building services management Information and knowledge management
Value management Rank 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2
3 4 5 1 2 3 4 5 Skills required Critical thinking Punctuality Resource coordination Law
Advocating for oneself and one’s causes Resource coordination Law Confidence Problem
solving Management Management Planning Technological creativity Receiving criticism and
feedback Critical thinking Competency Law Integrity Analysis Receiving criticism and
feedback Competency Creative thinking Technological creativity Critical thinking Patience
Creative thinking Growth mind-set Resource coordination Budgeting Management
Technological creativity Law Analysis Decision making Confidence Critical thinking
Interviewing Competency Team building Social skills Technological creativity Emotional
intelligent Resource coordination Decision making Team building 1 2 3 4 5 Meeting
deadlines Punctuality Self-starting Ability to change the mind Analysis Rank 1 2 3 4 5 1 2 3
4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 (Continued )
466 K. D. T. PRIYANGIKA ET AL. Table 6. (Continued). Role code R11 R12 R13 R14 R15 R16
R17 R18 R19 R20 Competencies required Rank Skills required Understanding building
design 1 Management Environmental management 2 Planning Building services
management 3 Competency Project management 4 Critical thinking Quality management 5
Goal setting Building services management 1 Resource coordination Technology 2
Technological creativity Project management 3 Accountability Risk management 4
Competency Professional practice 5 Analysis People management 1 Listening Relationships
with stakeholders 2 Decision making FM strategy development 3 Management Property
portfolio management 4 Relationship building Building services management 5 Coaching
Project management 1 Budgeting Financial management 2 Law Procurement and tendering
3 Analysis People management 4 Prioritization Dispute resolution 5 Career planning
Technology 1 Technological creativity Building automation 2 Creative thinking
Environmental management 3 Information gathering to influence Information and
knowledge management 4 Resource coordination Space planning and management 5
Management Understanding the structure and behavior of 1 Meeting deadlines the
organization Building services management 2 Self-starting FM strategy development 3
Planning Project management 4 Creative thinking Quality management 5 Analysis
Information and knowledge management 1 Technological creativity Project management 2
Managing a positive relationship with the employer Understanding the structure and
behavior of 3 Decision making the organization Understanding building design 4 Critical
thinking Technology 5 Analysis Customer service management 1 Analysis Property
portfolio management 2 Receiving criticism and feedback Procurement and tendering 3
Problem solving Space planning and management 4 Remaining calm when under pressure
Contract administration 5 Patience Understanding building design 1 Goal setting Financial
management 2 Creative thinking Space planning and management 3 Planning Risk
management 4 Technological creativity Property portfolio management 5 Resource
coordination Building services management 1 Budgeting Property management 2 Analysis
Project management 3 Accountability Contract administration 4 Decision making Space
planning and management 5 Growth mind-set Rank 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2

11. 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 JOURNAL OF QUALITY ASSURANCE IN
HOSPITALITY & TOURISM 467 Technological creativity was found to be the most significant
skill required by a facilities manager working in the hotel industry. Resource coordination,
competency, analysis and decision making were also found to be of high significance. FM
roles, competencies and skills most significant to the hotel industry Table 7 presents a
summary of the FM roles, competencies and skills that were identified by the interviewees
as being of high significance to the hotel sector. The five roles presented in Table 7, being
functions vital to a hotel facility, were found to be the FM roles most significant to the hotel
sector. The competencies and skills mentioned were found to be significant if a facilities
manager was to carry out his/her roles effectively and efficiently. Discussion The FM roles
and their related competencies and skills were first identified in general from the literature.
However, none of the past researchers had identified the roles, competencies and skills that
are specifically significant to a facilities manager working in the hotel sector. Hence, the
focus of this research was on filling that research gap. From the literature review, 14 FM
roles were identified in general. Authors such as Pilanawithana and Sandanayake (2017),
Mbachu et al. (2017) and Wang, Wang, Wang, Yung, and Jun (2013) have discussed these
roles extensively. From the expert interviews, six other FM roles relevant to the hotel
industry were identified. These additional roles include maintaining life safety of the
building occupants and assets, taking charge of fire prevention, analyzing the complaints
received from the guests and improving the facilities, submitting periodic reports on the
efficiency of MEP equipment, Table 7. FM roles, competencies and skills most significant to
the hotel industry. Significant Significant competencies skills Building services
Technological management creativity Building services management Project management
Resource coordination Operating and maintaining activities that ensure facilities Space
planning and Competency management Maintenance management requirements of a
building in relation FM strategy Analysis to areas such as statutory and regulatory
requirements, record development maintenance, management reporting, and supply chain
management Understanding technical designs and specifications Quality management
Decision making Significant roles Maintenance of preventive maintenance schedules 468 K.
D. T. PRIYANGIKA ET AL. maintenance of preventive maintenance schedules, managing
assets, initiating new technologies and conducting sustainable programs within the
premises. The study found that these FM roles fall within the scope of work of a facilities
manager working in the hotel sector. The most significant role identified from the study is
the maintenance of preventive maintenance schedules. This is a significant finding, as
literature has not identified it as a FM role. Hence, it should be possible to considerably
improve the operational efficiency of hotels by including “maintenance of preventive
maintenance schedules” in the scope of work of the facilities managers working in the
hotels. The competencies that were identified from the work of authors like Awang et al.
(2012), Awang, Mohammed, Sapri, and Rahman (2014) and Payne (2010) and institutions
like the BIFM, IFMA, RICS and IFMSL are applicable to all the industries in general.
According to the findings of this study, these competencies are applicable specifically to the
hotel sector. Similarly, the skills identified by the IFMA (2018), Warren and Heng (2005),
Doyle (2017), Wilcox (2018), Lebowitz (2018), Mendoza (2018) and Blondeau (2018) as

12. being applicable in general to all the industries are found to be required by the facilities
managers working in the hotel sector as well. This study focused on the level of significance
of skills and competencies relevant to each FM role, which could not be found in the
literature. However, the applicability and the ranking of each skill and competency are
unique to the facilities managers in the hotel sector. This will be helpful for the facilities
managers working in the hotel sector toward improving their competencies and skills in
order to improve their performance. Conclusions The aim of the study was to identify the
roles, competencies and skills required of the facilities manager throughout the building life
cycle, with special emphasis on hotel buildings. From the literature review, it was found that
there are 14 roles that a facilities manager has to perform throughout all of the 8 stages of
the building life cycle. Six additional roles specific to the hotel sector were identified at the
expert interviews. The questionnaire survey revealed that maintenance of preventive
maintenance schedules is the FM role that is most significant to the hotel sector. The
competencies expected of a facilities manager were determined from the literature and
from the guidelines provided by FM professional bodies, such as the BIFM, IFMA and IFMSL.
The competencies recognized by the IFMSL are different to those recognized by the other
professional bodies. Property management, building service management, environmental
management, quality management, and information and knowledge management are the
FM competencies mostly mentioned in the literature. The expert JOURNAL OF QUALITY
ASSURANCE IN HOSPITALITY & TOURISM 469 interviews revealed that all the
competencies determined through the literature review are relevant to the hotel sector. The
questionnaire survey helped to determine the most significant competencies required to
fulfill each of the FM roles identified. While building services management is a competency
relevant to most of the FM roles, building fabric maintenance, logistic management,
communications, visual marketing and branding, and geographical information systems are
the competencies that have no significance to any of the identified roles. The professional
bodies IFMA, RICS and BIFM have defined seven main skills expected of a facilities manager:
providing leadership, understanding the business organization, managing people, managing
premises, managing the working environment, managing resources and managing services.
The study identified from the literature several other skills that are also required by a
professional. However, the expert interviewees were of the view that all of the skills
identified from the literature and other publications and from the guidelines provided by
the professional bodies are relevant to the hotel sector. Technological creativity is the most
significant skill required by a facilities manager working in the hotel sector. Resource
coordination, competency, analysis and decision making are also skills that are significant
for a facilities manager working in the hotel sector. The theoretical contribution made by
this study will be useful for defining the scope of the job of a FM professional working in the
hotel sector. Moreover, the findings will provide a benchmark for the level of competencies
and skills that can be expected from a facilities manager working in the hotel sector. The
contribution made by this study to the existing theory will considerably help the facilities
managers working in the hotel sector to perform more efficiently as well as more
effectively. In addition, the study will promote the re-engineering process in the hotel
sector, since facilities management in the hotel industry, which is an instrument of strategic

13. change, has been referred to as reengineering by the past researchers. Hotel industry, being
a foreign exchange earner, is crucial to the growth and development of tourism in many
countries, including Sri Lanka. Economic and business cycles have an influence on the hotel
industry. Hence when businesses undergo difficulties during periods of economic down-
turn, the hotel industry can also get adversely affected. The FM profession can play a major
role under these circumstances. With the rapid development of the hotel sector, there will
be many job openings for FM professionals in the sector. Hence, it is important to make use
of the right people to perform the work falling within the scope of FM. The findings of this
research study will also be useful for FM professional bodies for determining the skills and
competencies required from future facilities managers. The findings will also be useful for
academic institutions in improving the curriculum of FM degree programs. 470 K. D. T.
PRIYANGIKA ET AL. However, the findings of this research will be limited to hotels with a
fivestar or higher rating. Since the scope of the work of the facilities managers working in
hotels that have lower ratings will be not as wide as that of those working in five-star hotels,
the number of competencies and skills required by them will also be less. Furthermore, the
role of a facilities manager in developed countries, where sophisticated technologies are
available, will also be different to what has been revealed through this research. ORCID B. A.
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