MANAGEMENT INFORMATION SYSTEMS Case study On Performance Management and Appraisal
The New Performance Management System
The hotel Paris's competitive strategy is to “to use superior guest service to differentiate the hotel Paris properties, and to thereby increase the length of stay and return rate of guest, and thus boost revenue and profitability. “HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy, by eliciting the required employee behaviour and competencies. Lisa knew that the hotel Paris's performance appraisal system was archaic. When the founder opened their fi rst hotel, they went to an office-supply store and purchased a pad of performance appraisal forms. The hotel chain uses these to this day. Each form is two sided page. Supervisors indicate whether the employee’s performance in terms of various standard traits including quantity of work, quality of work, and dependability was excellent, good, fair or poor. Lisa knew that, among other flaws, this appraisal tool did not force either the employee or the supervisors to focus the appraisal on the extent to which the employee was helping the hotel Paris to achieve its strategic goals. She wanted a system that focused the employee’s attention on taking those actions that would contribute to helping the company achieve its goals, for instance, in terms of improved customer service.
Lisa and her team also wanted a performance management system that focused on both competencies and objectives, in designing the new system; their starting point was the job description they had created for the hotel’s employees. These descriptions each included required competencies. Consequently, using a form, the front desk clerk’s appraisal now focus on competencies such as “able to check a guest in or out in 5 min or less.” most service employees’ appraisal include the competency. ”able to exhibit patience and guest support even when busy with other activities.” there were other required competencies. For example, the hotel Paris wanted all service employees to show initiative in helping guest, to be customer oriented, and to be team player. Each of these competencies derives from the hotel’s aim of becoming more service oriented.
Question 1: Pick out one job, such as front-desk clerk. Based on any information you have write a list of duties, competencies and performance standards for that chosen job.
Duties of front-desk clerk • Check In • Communication • Administration • Customer service • Billing and check out • Check complains • Guest information
Competencies of front-desk clerk • Excellent interpersonal/communication skills. • Excellent customer service skills. • Maintain professional appearance all the time. • General knowledge of computer and must be good in calculation. Performance standard • Personal skills • Multitasking • Equipment • other standards
Question 2 Based on that, create a performance appraisal form for appraising the job.
PERFORMANCE APPRAISAL FORM EMPLOYEE NAME
REVIEW PERIOD
POSITION
DEPARTMENT
APPRAISED BY
DATE OF JOINING
DUTIES/RESPONSIBILITIES OF THE EMPLOYEE Rate the employee’s duties/responsibility from 1 to 5 rates being as follows
• 1-2 – Unsatisfactory
• 2-3 – Fair
•
3-4 – Satisfactory
• 4-5 – Outstanding
Duties/Responsibilities Complete working knowledge of software system. Understanding of software system and assists with reservations. Communicates the maintenance requests from the guests. Checks AM and PM discrepancy reports. Can perform all of the front desk functions to include Guest Service Reservationists, etc.
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
Job Competencies Rate the employee’s Competencies from 1 to 5. Rates being as follows • 1-2 – Unsatisfactory • 2-3 – Fair • 3-4 – Satisfactory • 4-5 – Outstanding
COMPETENCIES Able to check a guest in or out in less than five minutes. Time management. Customer Focus. Communication. Professional Demeanour and Appearance. Process queries of the customers quickly.
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
Development Plan Development Goals 1
Development Activities
Due Date
Status
Comment
2 3
SIGN OFF PLANNING Manager Manager
REVIEW Date Date
Employee Employee
Date Date
Employees with a positive energy who are capable of handling situations when there are some ups and downs.
Employees who provide superior customer value to the guests.
Employees who are able to engage in various activities (multi-tasking).
Based on the Hotel Stated strategy list at least four important employee behaviours for the Hotel Paris's Staff exhibit.
1. Employee Behaviours for Staff:
Treat guest friendly and respectful
Add level of comfort to their stay
Warm friendly greeting is more effective than formal
Put yourself in guest’s shoes
Culturally styles of greeting and conversation
Learning a few foreign language can make a big difference
End conversation with thank you
2. Establish Common Standard of Behaviour:
Training employees base on hotel’s standard
Include: greeting, interacting with guest, problem solving for guest
being friendly, respectful when meeting guest
Built good relationship with guests always willing to help.
Always correct mistake quickly
3. Pay attention to security issues
Reliability and Responsibility for guest personal belonging and valuable thing
4. Being Knowledgeable
Having general information to answer various questions from guest
Giving positive answer to guest request
Showing interest in solving guest problem.
