人力资源酒店绩效评估.docx

人力资源酒店绩效评估.docx

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人力资源酒店绩效评估

TableofContents

Introduction1

1Problemsanalysis1

2Performancemanagement3

3Performanceevaluation4

3.1PairedComparisonMethod4

3.2CriticalIncidentMethod5

3.3GraphicRatingScalesMethod5

3.4BehaviorallyAnchoredRatingScales5

4Methodsusedinreal6

4.1BalancedScorecard6

4.2MBO7

5Finaldecision7

Conclusion8

References9

Introduction

Ourcompanyjustmadeanadjustmentandachange.Iwritethisreportforaddressingsomeissuesonhumanperformancemanagementinourhotel.Thisarticleisdividedfiveparts:

Initially,analyzethequestionsinmanagementofourhotelandhowtoimproveourmanagers’managerialability.Secondly,analyzehowthemanagers’experienceaffectsourhotel’sperformancemanagement.Thirdly,analyzethestrengthandweaknessofseveralperformanceevaluationapproaches.Intheend,givemyopiniononwhichapproachtomeasuringperformancesuitsahotelchain,aswellasmakingaconclusion.

1Problemsanalysis

Beforeputtingtheplanintopractice,wedidn’twellinmotivatingemployeesandperformancemanagementsystem，onaccountofthesystemistoosimple.Ourhotel’sperformancemanagementsystemdidn’thaveaperfectperformancestandard.Wedidn’thaveaneffectivemethodtomeasurethestaffs’performance.Themostimportantthingisthataneffectiveperformancemanagementsystemmustbebuilt.Thus,jobperformancemaybeimprovedtoleadtothecorrectemplacementdecisionstoensurelegalcompliance,andtominimizejobdissatisfactionandturnover.Managersshowalackofcommunicationwithstaffsindailyworking.Ourhotel’smanagersneverunderstandhowtoworkinthebasiclevel,onlyletthestaff’sworkhardandlonely.Youhadeversaid,whenyouworkedasadeskclerk,youlackedthecomputerskillsneededtoquicklyregisterguestsandsawfirsthandthedemandsofwelcomingtiredorcrankyarrivals.InMiami’ssummerheat,yousweatedinpolyesteruniformsandspentanexhaustingthreehourscleaningaroominsteadofthehalfhourtotakeahousekeeper.Ourmanagersdidn’thaveaclearrecognitionintheimportanceofworkersinbasiclevel;wealwaysneglecttheirserviceandtakeitasgranted.What’smore,wearen’tawareofimprovingtheirworkingcondition.Oneofmanagement’sresponsibilitiesistogiveemployeesthepropertoolstodothework,suchasthecottonuniformsthatreplacedthepolyesterones.Weshouldtakemoremeasurestomotivateourstaffs.Ourmanagerscanmatchpeopletojobs,individualizerewards,ensurewhichgoalsareperceivedasattainable,linkrewardstoperformance,showcareandconcernforemployeesjustly,andusemoney;also,wemustrespectforourstaffs.

Ourhotellacksanabilityofteamwork.Aworkteamgeneratespositivesynergythroughcoordinatedeffort.Theirindividualeffortsresultinalevelofperformancethatisgreaterthanthesumofthoseindividualinputs.So,weshouldgiveachancetothefirstlinestaffsforspeakingoutwhattheyneed,whattheywantchange,andwhataretheydissatisfied.Absolutely,weshouldimprovetheirjobsatisfaction.Whensatisfactionandproductivitydataaregatheredfortheorganizationasawhole,theorganizationswithmoresatisfiedemployeestendtobemoreeffectivethanorganizationswithfewersatisfiedemployees.Howtoimprovetheirjobsatisfaction?

Ithinkwecandoasfollows.Whengoalsarespecificandchallenging,whentheyareprovidedwithfeedbackongoalattainment,andwhentheyarerewardedforaccomplishingthegoal,theywillhavehighmotivationandjobsatisfaction,ofcause,theywillhavehigherperformance.Thus,wecansetsomechallengeandinterestinggoalsforthem.Then,weshouldpaymoreforsomeonewhohaveimportantcontributionstoourhotel..Therelationshipbetweensalaryandjobsatisfactionispositive.Wecanalsogivethemadvancementopportunities.Ithinkthatyoumayputmoreattentiononsettingupthewholecompany'sdevelopmentplansandgoals,andstrengthentheabilityofcontrollingandorganizinginmanagingourhotel.Forsomespecificgoalsandplans,Ithink,thesearemiddlemanagers’responsibilities.

2Performancemanagement

Performancemanagementisaprocessthatconsolidatesgoalsetting,performanceappraisal,anddevelopmentintoasingle,commonsystem,theaimofwhichistoensurethattheemployee’sperformancesissupportingthecompany’sstrategicaims.Performancemanagementincludesthepracticesthroughwhichthemanagerdefinestheemployee’sgoalsandwork,developstheemployee’scapabilities,andevaluatesandrewardstheperson’seffortallwithintheframeworkofhowtheemployee’sperformanceshouldbecontributingtoachievethecompany’sgoals.

Themanagers’experienceinfluencesthemhowtosetgoalsforstaffs.Settingaimsreferstoallocateeverysector’spurposetoeverystaffindetail.Bychangingposition,youandsomemanagershavelearntmuchqualityinbasicleveljobs,andit’sfavorabletosettingproperaims.Theimprovingofstaff’sworkingabilitydependsonthreeaspects:

self-quality,latertrainingandrightposition.Wecanmakeobviousprogressinthefirstandsecondaspectsbystaff’sdiligentandcompany’sefficienttraining,whilethethirdiscompletelydecidedbythedirector.Managers’experiencehasasignificantimpactonimprovingtheemployees’ability.

Assessingandrewardingisoneofthewaystoincreasingstaff’sworkenthusiasm,andit’snecessarytomotivateemployees.Youmakeitaftercarryingouttheplanofchangingpositionandotherreformsintheentirecompany.Oneofmanagement’sresponsibilitiesistogiveemployeesthepropertoolstodothework,afterthejobswitching,themanagersandseniorstaffstakeadayayeartworkinaservicejob,that’swhatyoudoinfluencedthem.Andourmanagershaveknowntheimportanceofthestaffs.Theyhaveputmoreandmoreattentionincommunicatingstaffs,changingtheworkconditions,recognizingthestaffs.Thecompanyfosterspartnershipswithemployeespartlybygivingeverydayrecognition.Everymorning,thehousekeepingstaffshaveabreak-outsession.Theentireteamgathersforbreakfastintheemployeecafeteria.Theydiscussanyparticularchallengesfortheday,suchaswhichgroupsareinthehotelfortheweekorwhatunusualproblemsmayarise.Thentheywillrewardorgiverecognitiontosomestaffs.Foremployeeswhoseworkisphysicallydemanding,mentallydraining,andlonely,themorningtimetogetherprovidesafewminutesofhigh-energyencouragementandfellowshiptostarttheday.Wecaneasilyfindthatmanagershavemaderewardscontingentonperformance.Somerewardsaregivenfortheattainmentofspecificgoals.Managersalsoshowtheircareandconcernforouremployees.Whenmanagerscareaboutemployees,performanceresultstypicallyfollow.

3Performanceevaluation

Themanagersneedtoknowwhethertheiremployeesworkeffective,andiftherearenecessarytoimprovethestaffs’ability,atthistime,weshouldtoappraiseemployees’performance.Performanceevaluationisthemostimportantpartinperformancemanagementsystem.Itmeansanemployees’currentperformanceandpastperformanceshouldbeevaluatedrelativetohisorherperformancestandards.Aneffectiveappraisalsystemcanleadtocompetitiveadvantage.Whilethehotelindustryisthemostpopularindustry,Ithinkcertainmethodscanbeusedforhotels.

.

3.1PairedComparisonMethod

Withthismethod,evaluationrequiresraterstocompareeachpossiblepairofemployeesintermsoftheirjobperformance.Pairedcomparisonmethodarelowcostandpractical;theratingstakeverylittletimeandeffort.Moreover,thisapproachtoperformanceappraisaleffectivelyeliminatessomeoftheratingerrorsdiscussedearlier.Bypairingraterstospecifytheirbestandworstperformers,employmentdecisions,suchaspayraisesandpromotions,becomemucheasiertomake.Thismethodisplaguedwithseveralweaknesses.Becausetheratingstandardsforjudgingperformancearevagueornonexistent,theaccuracyandfairnessoftheratingscanbeseriouslyquestioned.Moreover,thismethoddoesnotspecifywhataworkermustdotoreceiveagoodratingand,thus,theyfailtoadequatelydirectormonitoremployeebehavior.Finally,companiesusingthismethodcannotcomparetheperformanceofpeoplefromdifferentdepartmentsfairly.

3.2CriticalIncidentMethod

Thecriticalincidentapproachrequiresmanagerstokeeparecordofspecificexamplesofeffectiveandineffectiveperformanceonthepartofeachemployee..Itprovidesactualexamplesofgoodandpoorperformancethesupervisorcanusetoexplaintheperson’srating.Theseincidentsareusedtogivespecificfeedbacktoemployeesaboutwhattheydowellandwhattheydopoorly,andtheycanbetiedtocompany’sstrategybyfocusingonincidentsthatbestsupportthatstrategy.Howevermanymanagersresisthavingtokeepadailyorweeklylogoftheiremployees’behavior.Itisalsooftendifficulttomakecomparisonsamongemployees,sinceeachincidentisspecifictothatindividual.Itcostsmuchtimeandmoney,soitcan’tbeusedwidely.

3.3GraphicRatingScalesMethod

Itpresentsappraiserswithalistoftraitsassumedtobenecessarytosuccessfuljobperformance.Manyorganizationsusegraphicratingscalesbecausetheyarepracticalandcostlittletodevelop.Thismodelcanbedevelopedquickly,becausethetraitsandanchorsarewrittenatagenerallevel,asingleformisapplicabletoallormostjobswithinanorganization.Graphicratingscalesdopresentanumberofproblems.Suchscalesdonoteffectivelydirectbehavior,thatis,theratingscaledoesnotclearlyindicatewhatapersonmustdotoachieveagivenrating,andemployeesarethuslefti