<![CDATA[Standard Operating Procedures (SOPs) for occupational safety and hygiene-sanitation function not only as compliance instruments but as operational control mechanisms that shape resource allocation, risk exposure, and service-Quality consistency in hotel kitchen operations. This study analyzes and compares the operational management of these SOPs at two hospitality properties, New York Hotel Johor Bahru (Malaysia) and The Westin Yilan Resort (Taiwan), viewed through an operations-management lens rather than a purely occupational-health perspective. Using participatory observation and mentorship-based operational engagement during industrial work practice, data were collected on personal protective equipment (PPE) provisioning, first aid readiness, food labeling systems, cold-storage temperature control, and sanitation task ownership. Findings show that The Westin Yilan Resort has institutionalized SOP compliance through centralized resource allocation, automated temperature monitoring, and dedicated sanitation staffing, reflecting strong managerial commitment to operational standardization. New York Hotel Johor Bahru, in contrast, delegates SOP execution to individual staff through informal, self-funded arrangements, indicating decentralized and under-resourced operational control. The comparison suggests that consistent SOP compliance in kitchen operations depends less on the SOP document itself than on management's willingness to allocate dedicated resources and personnel to sustain it.]]>
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