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 specific responsibilities. The manager could do any type of 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.
The purpose of rating
The rating will be used to determine the process of promotion, laying-off, and in making personal decisions. The managing director will use the report of performance evaluation to determine the effectiveness as well as the efficiency of the hotel manager. This will help to determine whether to promote the hotel manger or not. In addition, the managing director will be in a position o 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 good 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 the 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 a feedback on performance. This will help the manager to implement some of the recommendations provided 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 main method used to collect 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 use 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 the 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 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, right an appeal letter addressed to the managing director. Avoid bias in the evaluation process. This will also help protect the 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
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 very 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 important to collect information from other stakeholders such as the neighboring communit9ies. These will give a proper feedback to the company about the efficiencv6y of the managing director in managing the hotel.
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