Course: Human Resource Management

Answer the following question using the given case study below.

Question:

a) Choose one job, such as front-desk, clerk. Based on any information you have (including job descriptions), write a list of duties, competencies, and performance standards for that chosen job.

b) Based on that, create a performance appraisal form for appraising that job.

TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE THE HOTEL PARIS CASE The New Performance Management System Lisa and her team also wanted a performance manage The Hotel Paris's competitive strategy is "To use superior ment system that focused on both competencies and objec guest service to diferentiate the Hotel Paris properties, and tives. In designing the new system, their starting point was to thereby increase the length of stay and return rate of the job descriptions they had created for the hotel's employees. guests, and thus boost revenues and profitability" HR man- These descriptions each included required competencies, ager Lisa Cruz must now formulate functional policies and Consequently using a form similar to Figure 9-5 pages activities that support this competitive strategy by eliciting 292 293), the front desk clerka appraisals now focus on the required employee behaviors and competencies competencies such as "able to check a guest in or out in l.isa knew that the Hotel Paris's performance appraisal 5 minutes or less" Most service employees' appraisals include system was archaic. When the founders opened their first the competency "able to exhibit patience and guest support hotel, they went to an office-supply store and purchased a even when busy with other activities. There were other required pad of performance appraisal forms. The hotel chain uses competencies. For example, the Hotel Paris wanted all service these to this day. Each form is a two-sided page. Supervisors employees to show initiative in helping guests, to be customer- indicate whether the employee's performance in terms of oriented, and to be team players in terms of sharing informa- various standard traits including quantity of work, quality tion and best practices). Each of these competencies derives of work, and dependability was excellent, good, fair , or from the hotel's aim of becoming more service-oriented. poor. Lisa knew that, among other flaws, this appraisal tool did not force cither the employee or the supervisor 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