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Performance Management Homework

Performance Management Homework
Part I – Performance management instrument/process
In the job performance process, a hotel manager was interviewed and assessed to determine the responsibilities and the work specification of a hotel manager. After working in the hotel last summer, I identified that the hotel manager had no responsibilities. The manager could do any work in the organization, and it appeared that there is no clear guideline to indicate the role of the hotel manager. The manager could perform the duties of junior employees as well as working on the managerial activities. This created confusion because it was not clear as to whether the roles of the manager were well defined or not. The main purpose of conducting performance management was to identify whether the responsibilities of the hotel manager were well defined.
1)   The purpose of rating
The rating will determine the process of promotion, laying-off, and in making personal decisions. The managing director will use the report of performance evaluation to determine effectiveness and efficiency of the hotel manager. This will help to determine whether to promote the hotel manager or not. In addition, the director will be able to make appropriate decisions relating to the company.
2) The people with first-hand information about performance
Information concerning the manager was collected from people with first-hand information about the hotel manager. The people interviewed were job analyst, the supervisor, experts in the subject matter and the individual hotel manager.
3) Performance expectations
It is expected that the manager should be performing the tasks of managing the human resources and other office duties (Prospects, para. 4). In addition, the hotel manager is expected to promote the image of the company through advertising and promotions. The manager is expected to coordinate with other institutions such as legal organizations, health and safety institutions and others (Best Job Descriptions, para. 2). Other tasks that are expected of the hotel manager are collecting, maintaining analyzing data related to competitors in the industry. The manager is expected to attend meetings with policy makers to develop policies which are of importance to the hotel. The overall tasks of the hotel manager are expected to be maintaining a healthy relationship with all stakeholders. Some of the stakeholders in the industry are suppliers, customers, government officials and others (Gaikwad, para. 2).
4) Process for collecting and giving feedback on performance information
The performance information concerning the hotel manage is collected by managing director. The managing director is located in the head office. Information concerning the performance of the hotel manager that is collected by the managing director, is collected from employees, customers, suppliers, the and other stakeholders. The managing director has the capacity of rating the performance information of the hotel manager in comparison to the standards of the hotel. Information about the performance of the hotel manager can be obtained from the manager himself, supervisor, customers, and peers.
A rating scale of 1-4 was used to document the performance of the hotel manager. A scale of 1 indicates that the hotel manager does not meet expectations, and a scale of 2 shows that the hotel manager meets expectations. Additionally, a scale of 3 indicates that the hotel manager exceeds expectations, and a scale of 4 indicates that the hotel manager far exceeds expectations.

Forms that were needed for data collection and the final performance appraisal report

Table 1: Job Analysis Worksheet for Tasks

 
Source
Importance
Frequency

 
SME
How important is this task to the job?
How often is this task performed?

Contacts others orally to obtain information

SME

Understands non-technical materials (e.g., letters, memoranda, electronic mail, simple instructions.

SME

Correctly applies laws to specific issues.

SME

Makes plans and organizes operations for instance catering and accommodation

SME

Recruits, trains, and manages staff (Prospects 1).

SME

Ensures compliance with various rules and regulations such as health and safety and licenses

SME

Offers support, mentoring and counseling to staff members

SME

Handles suppliers and contractors

SME

Initiates and organizes safety inspections and drills.

SME

Devises and initiates makes efforts to achieve sales and profit targets

SME

Handles customer’s concerns and complaints

SME

Organizes and makes work schedules for staff and teams

SME

Regularly reviews financial records

SME

Table 2: Job analysis worksheet for competencies

Competency
Source
Importance
Need at entry
Distinguishing value

Reading

SME

Writing

SME

Interpersonal skills – leadership, active listening, delegation

SME

Oral communication

SME

Customer focus and service

SME

Analysis and judgment

SME

Negotiation

SME

Business knowledge and Organizational awareness

SME

Concern for employee morale

SME

Self-confidence

SME

Integrity and ethics

SME

Strategic leadership

SME

Concern for employee development

SME

 
Table 3: Linkage scale: How important is this competency for effective task performance?

Linkage Scale
1 = Not Important 2 = Somewhat Important 3 = Important 4 = Very Important 5 = Extremely Important

Task number
Competency Number

 
 
 
 
 
 
 
 
 
 
 
 
 
 

Contacts others orally to obtain information

Understands non-technical materials (e.g., letters, memoranda, electronic mail, simple instructions.

Correctly applies laws to specific issues.

Makes plans and organizes operations for instance catering and accommodation

Recruits, trains, and manages staff

Ensures compliance with various rules and regulations such as health and safety and licenses

Offers support, mentoring and counseling to staff members

Handles suppliers and contractors

Initiates and organizes safety inspections and drills.

Devises and initiates efforts to achieve sales and profit targets

Handles customer’s concerns and complaints

Regularly reviews financial records

The hotel manage will get feedback about the performance appraisal as soon as possible. After the evaluation is complete, the managing director will be required to give the hotel manager feedback on performance. This will help the manager to incorporate the recommendations given in the report. In addition, some problems found during the appraisal will be solved, and avoid some challenges affecting the hotel. It is my suggestion that the hotel manager should get the feedback during the nearest meeting with managing directors. This should take no longer than a month.
The method of collecting data was the use of face-to-face interviews. In addition, telephone conversations were used where the respondents could not be reached. Apart from the interview process, information was collected from the internet. This helped develop some concepts about the nature and conditions of work done by hotel managers (Association of College Unions International, p. 1).
The interview process was conducted in a restaurant. The first interview was done in 30 minutes, and the second interview was in one hour. The aim of the first interview was aimed at collecting info about the attributes of the position of the hotel manager. Voice recorder was used to collect conversations. The second interview involved the use of the US Office of Personal Management (OPM) to analyze the job of the hotel manager (US Office of Personnel Management, p. 1). Respondents were supposed to rate their takes and level of competence in perform certain duties in the hotel. The interviews were documented on questionnaires (University of Houston, para. 3).
5) Results of performance appraisal process
To conduct research in the hotel, authority was obtained from the managing director. The managing director created the overall rate of the performance of the hotel manager. This helped avoid bias because the managing director had a neutral opinion. In addition, it was a credible opinion from the managing director because he has all the information about the hotel manager. To combine information about the performance evaluation, an averaging process was used to create the overall rate. The final ratings were documented on tables.
6)         Feedback (Part II)
The performance rating will be given as soon as the process of evaluation will be complete. This information will be given in the form of a paper report to the manager. In addition, the managing director will discus the performance evaluation report, in person, with the hotel manager. This will help clarify any aspect of the report that may not be understood by the hotel manager.
7) Appeals process
In a case where the employees disagree with the ratings, they have the right to appeal. The employees should, in such a case, write an appeal letter addressed to the managing director. Avoid bias in the evaluation process. This will also help protect employees from intimidation by the managers.
Part II – Evaluate your performance management process
The hotel manager was evaluated, and information was collected about his performance. The information was collected from the managing director and other respondents. The following data was collected about the hotel manager.
Table 1: Job Analysis Worksheet for Tasks

 
Source
Importance
Frequency

 
SME
How important is this task to the job?
How often is this task performed?

Contacts others orally to obtain information

SME
5
4

Understands non-technical materials (e.g., letters, memoranda, electronic mail, simple instructions.

SME
5
4

Correctly applies laws to specific issues.

SME
4
2

Makes plans and organizes operations for instance catering and accommodation

SME
4
3

Recruits, trains, and manages staff (Prospects 1).

SME
4
1

Ensures compliance with various rules and regulations such as health and safety and licenses

SME
3
2

Offers support, mentoring and counseling to staff members

SME
3
2

Handles suppliers and contractors

SME
4
3

Initiates and organizes safety inspections and drills.

SME
3
2

Devises and initiates makes efforts to achieve sales and profit targets

SME
4
2

Handles customer’s concerns and complaints

SME
4
3

Organizes and makes work schedules for staff and teams

SME
4
4

13.Regularly reviews financial records
SME
4
3

Table 2: Job analysis worksheet for competencies

Competency
Source
Importance
Need at entry
Distinguishing value

Reading

SME
5
5
5

Writing

SME
5
5
5

Interpersonal skills – leadership, active listening, delegation

SME
4
4
4

Oral communication

SME
4
4
4

Customer focus and service

SME
4
4
4

Analysis and judgment

SME
4
3
3

Negotiation

SME
4
3
3

Business knowledge and Organizational awareness

SME
4
3
3

Concern for employee morale

SME
4
3
3

Self-confidence

SME
4
3
3

Integrity and ethics

SME
4
3
3

Strategic leadership

SME
4
3
3

Concern for employee development

SME
4
3
3

Table 3: Linkage scale: How important is this competency for effective task performance?

Linkage Scale
1 = Not Important 2 = Somewhat Important 3 = Important 4 = Very Important 5 = Extremely Important

Task number
Competency Number

 
1
2
3
4
5
6
7
8
9
10
11
12
13

Contacts others orally to obtain information

1
1
4
5
1
4
2
2
3
3
2
2
2

Understands non-technical materials (e.g., letters, memoranda, electronic mail, simple instructions.

5
5
1
1
1
4
2
2
1
0
2
2
0

Correctly applies laws to specific issues.

3
2
1
2
1
4
2
4
2
3
4
2
1

Makes plans and organizes operations for instance catering and accommodation

3
3
4
3
3
3
3
4
2
4
3
2
1

Recruits, trains, and manages staff

2
2
4
5
2
3
3
2
5
4
5
5
5

Ensures compliance with various rules and regulations such as health and safety and licenses

3
2
2
2
3
3
2
4
2
3
5
2
4

Offers support, mentoring and counseling to staff members

2
3
5
5
2
3
3
2
5
4
4
3
5

Handles suppliers and contractors

2
4
4
4
1
3
4
4
2
4
5
2
1

Initiates and organizes safety inspections and drills.

2
3
3
3
2
3
3
3
2
3
2
2
2

Devises and initiates efforts to achieve sales and profit targets

4
4
4
3
2
4
4
5
3
5
3
5
2

Handles customer’s concerns and complaints

2
3
4
5
5
4
4
4
3
5
4
3
1

Regularly reviews financial records

2
4
1
2
1
4
2
4
1
3
3
3
1

Comments from the people who might use your
The employees pined that the process of evaluating the performance of the hotel manager was fair. The process was done by a team of experts, and the data was collected from the managing director. Therefore, the information collected was remarkably accurate because the managing director has all the information required to evaluate the performance of the managing director. In addition, the information collected was accurate because the interviews and the questionnaires were collected from reliable respondents. The respondents were reliable because they offered their professional opinions. The information was also collected from the records of the hotel. The process of evaluating the performance of the employees is usable to the company because it will help improve the performance at the organization. In addition, the managing director will use the information to introduce better terms and conditions of work. Therefore, the information collected from the evaluation process will be usable to all stakeholders in the hotel.
The evaluation process was effective because the objectives were met. It was the objective of the evaluation process to develop a conclusion on the efficiency and performance of the hotel manager. The performance evaluation process collected enough information about the hotel manager. All the respondents provided reliable information, and this was used in developing the conclusions.
The recommendations to be provided are that the managing director should create a system of evaluating the performance of the hotel manager on a regular basis. The process of evaluation should be regular to ensure that the managing director gets information about the performance of the manager. In addition, it is necessary to collect information from other stakeholders such as the neighboring communit9ies. These will give proper feedback to the company about the efficiencv6y of the managing director in managing the hotel.
 
 
 
 
 
 


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