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Performance Management Homework

Performance Management Homework
 
Part I – Create a 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.
 
1) Identify the purpose of rating – tell me how the rating system you are proposing will be used. Ratings that are done for developmental purposes are less likely to have an overall summary “number” as a final result, and are more likely to focus on how to help the employee improve after the rating has been given (thus, they may include developmental plans, educational goals, etc.) Ratings that are done for personnel decisions vary depending on the type of personnel decision made. For example, a raise-related rating may be a single number that expresses an overall performance level, whereas a layoff rating may involve ranking employees.
 

development
personnel decisions

raises
promotions
layoffs

 
2) Identify the people who have first-hand information about performance – who will participate in the performance management process. These are people you might talk with when determining performance expectations in step 3 below. Remember that you may need to consult with multiple people to get a complete picture of an employee’s overall performance.
 

employee
manager
subordinates
clients

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) Establish performance expectations.
It is expected that the manager should be performing the tasks of managing the human resources and other office duties. 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. 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.

be sure expectations are job related
align expectations with corporate goals
set expectations at “satisfactory” level
expectations should include both “hard numbers” and behaviors
make sure that expectations are consistent across all people who perform the job
involve people with information about performance in setting expectations
establish the circumstances under which the expectations are required to be met
distribute finalized expectations (including purpose of appraisal) to employees

 
4) Create 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.

determine who collects information, and from whom they collect it

who has the ability to rate performance information in comparison to standards?
who has information about performance?

self
supervisor
peers
clients

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.

determine the rating scale that will be used in documenting performance. Consider using the following four-point scale, as follows:

1 = Does Not Meet Expectations
2 = Meets Expectations
3 = Exceeds Expectations
4 = Far Exceeds Expectations
 

create any forms that will be 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
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

 

determine how employee will get feedback on performance

feedback must be given as close in time as possible to actual performance
feedback must contain constructive suggestions for improvement

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.

determine other means of collecting information

technical approaches (computer monitoring, etc.)
routine reports

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.

create a communication process

training in giving feedback
training in using/accepting feedback

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. Respondents were supposed to rate their takes and level of competence in perform certain duties in the hotel. the interviews were documented on questionnaires.

determine how performance information will be documented, collected, and stored

 
5) Establish 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.

Determine who will create an overall rating of performance

eliminate bias
authority
credibility

 

Determine how rating will be used

 
to combine the information about the performance evaluation, an averaging process was used to create the overall rate.

Establish process for combining performance information to create overall rating

averaging (best for evaluation)
emerging themes (best for development)

 

Create documentation & storage process for final ratings

the final ratings were documented on tables.

Create links between rating and outcomes/rewards (note that ratings are rarely the ONLY criteria for personnel decisions – other factors should be identified and communicated.)

 
6)   Feedback (Part II)
 

Determine when performance rating will be given
Determine how performance rating will be given (paper, in person, both)
Determine process for incorporating employee feedback into communication process (add listening to process.)

 
7) Establish an appeals process
 

Identify what employees should do when they disagree with rating

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 purpose of this part of the assignment is to give you feedback on your work – in particular to find out how well your “theoretical” process might work in the “real world.” There are two ways of doing this, do both.
 
First, use the process you have developed to evaluate someone’s performance. Using the forms and communication processes you have developed, either get feedback on your own work, or give someone else feedback on their work. It is likely that you will have to involve a supervisor (either your own or someone else’s) in this process. To do that, explain clearly that you have created a new process for a class, and that your professor has asked you to get feedback on how well it works. Be sure that everyone concerned knows that any information given will be for the class project only, and offer to sign a statement to that effect if necessary.
 
The second part of the evaluation process will be to get comments from the people who might use your process – both reviewers (managers) and reviewees (employees.) Talk to at least two people who might use the performance management form, and two people who might be reviewed using that form. Find out from them what they think of the process in terms of:

fairness
accuracy
usability (time needed to complete, complexity of process, etc.)

 
Using the information above, assess the effectiveness of your proposed performance management process, and recommend any changes you would like to make to the process to make it more effective in the future.
 
 


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