<![CDATA[Telephone operators in full-service hotels increasingly act as coordination nodes for guest requests rather than merely as call handlers. This study analyzes the transformation of telephone operators into service communication hubs and identifies the capabilities and organizational mechanisms that support service quality. A qualitative case study was conducted at Batam Marriott Hotel Harbour Bay using structured interview data from three informants representing staff, supervisory, and managerial levels. Data were re-analyzed through thematic analysis and interpreted using service-quality concepts. Findings show that operator effectiveness depends on six interconnected areas: cross-department coordination, information reliability, service recovery and escalation, SOP-training-performance governance, technology-enabled multitasking, and prioritization under high occupancy. The results indicate that responsiveness, reliability, and assurance emerge from the interaction of individual competence with logging systems, clear routing, follow-up practices, escalation rules, mentoring, and performance monitoring. The study proposes a three-layer service communication hub model consisting of input capabilities, core communication processes, and service outcomes, with high occupancy and multitasking as contextual pressures. Hotels are advised to strengthen standardized digital logs, shift handovers, escalation matrices, scenario-based micro-training, and operational KPIs. The study is limited to a single hotel and three informants; multi-hotel studies incorporating guest perspectives are recommended.]]>
