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Causes Of Poor Cavendish Hall Hotel Performance Management

Question

Task: Provide a detailed analysis on the issues responsible for poor Cavendish Hall Hotel management.

Answer

Introduction 
The proposed study sheds light on the Cavendish Hall Hotel performance management. Within the hospitality industry, the management of performance is considered as the process that ensures the set of outputs and activities to meet the organisational goals and objectives in an efficient and effective manner. As opined by Bititci et al., (2016), Cavendish Hall Hotel performance management focuses upon the performance of the hotel organisation, its departments and employees along with the process within the management for managing the particular task efficiently. Thus, the present study focuses upon the Cavendish Hall Hotel with highlighting possible causes regarding its poor performance level and the ways its HR manager could increase its HPWS through addressing these issues.

Indicators and possible causes for the poor level of Cavendish Hall Hotel performance management
According to the case study regarding the Cavendish Hall Hotel, the hotel is said to be the four-star hotel which is located in the hills that is hardly some miles away from the major northern commercial metropolis. However, the hotel grants banqueting facilities, conference hall and is popular for the destination wedding locations. The hotel also consists of 200 rooms and employs categories of part time, full time and occasional staff within its 5 of the departments such as Reception and Rooming,Banqueting and Events, Beverages and Foods, Housekeeping along with HR and Administration. As opined by Prajogo et al., (2018), the hotel has an aim to be the number one venue for conferences and events with the goal of delivering the strategy of personalised experience customer service, event packages, outstanding accommodation with competitive pricing and elegant restaurant experience. 

In the context of the case study, it was discovered that the recently appointed HR manager Daphne Jones came through some of the problems within the on-going Cavendish Hall Hotel performance management. Thus, it was evidenced from the online website like Trip Advisor UK, the customer was readily posting poor and bad reviews regarding the hotel along with concerning heights of its rooms cleanliness and the customer services. However, as contended by Smith and Bititci (2017), unsurprisingly detected by the HR manager Daphne that the hotel was also confronting the decline of rate in room occupancy and thus, it is attracting negative attention from the head office. Thus, Daphne started the investigation and reviewed from the latest survey of employee engagement with noting some of the notable and apparent problems. Hence, out of these problems, the most particular and specific problems were the engagement score of the hotel’s reception and rooming department which was getting declining day by day as compared to its other competitors.

As the case study revealed that Daphne even checked the paperwork that was returned which indicates the young managers hired by the hotel, completed the annual appraisals of the entire staff and thus, Daphne noticed that the staffs were set upon the same objectives regarding the accuracy of the paperwork and the process of computer booking. As evidenced by Cappelli and Tavis (2016), this led to the compromise of the employee’s innovative capabilities and creative thinking as they were only directed to do proper paperwork rather than any other adversaries. In context to this, Daphne also noticed that the form the appraisal paperwork that there were entries within the section for development but, there was no request sent to the training and development department from the young managers as reported by the training administrator. It was observed by Raffoni et al., (2018), that by the lack of training and development the staff were not able to understand their job and the efficiency to achieve a positive outcome of the work which had caused low employee morale which resulted into the higher employee turnover in the Cavendish Hall Hotel performance management. 

However, it was also observed by Daphne through the checking by the HR metrics of the following department which revealed that the sickness absences within all these departments of the hotel had increased than the average rate of the hotel. Hence, on average the departments have lost 8 days per year for the sickness abscentism as compared to that of 5 days within the hotel. 

According to the case study, HR manager also asked the divisional manager about more information regardimg the young manager and thus, the division manager complained that the young managers used sharp voice tones with the staff members and treated them badly by showing them bad attitudes using harsh comments. As opined by Franco?Santos and Otley (2018), the harsh behaviour of the young managers causes a discouragement among the staff and the employees get upset with their boss and their jobs, which then causes low-quality productivity persisting low morale. However, the Divisional manager also overheard the employee having a conversation about their manager and of the rude ways they behaved with them using slangs and bad statements. It was also noticed by the divisional managers of Cavendish Hall Hotel that the young managers held morning meetings along with the team members which were basically useful and of the short time period, only discussing the irregular work allocations. 

How the poor performance shapes the approach to Cavendish Hall Hotel performance management? Discuss.
As from the above-mentioned causes of the poor performance it can be observed that the hotel is in the urgent need of implementing the Cavendish Hall Hotel performance management approaches within their operational and functional department. As evidenced by Richards et al., (2019), the skilled and talented workforce is considered as the lifeblood for the hotel organization and thus, the Cavendish Hall Hotel should quickly start to learn the importance of possessing the right people. Thus, the Cavendish Hall Hotel performance management approach refers to the talent management for building up the skilled and empowered workforce along with having effective audit regarding employee achievement. However, from the case study, it was evident that the young managers had treated their team and staff members badly which had caused a negative essence within the workplace. It was also observed that the sickness absence rate, the lack of training and development of the staff, the lack of innovative and creative practices among the staff, diminishing room occupant rates along with the lower engagement score within rooming and reception department have led to the serious problem regarding the Cavendish Hall Hotel performance management. As opined by Aravamudhan and Krishnaveni (2016), the organisation like Cavendish Hall Hotel should work towards the management cycle where the judgement of the performance will not be the true focus rather the ongoing support and the improvement within the functional department needs to be more important. Thus, as stated by Armstrong and Baron (2005), the approaches of Cavendish Hall Hotel performance management will help in directing employees to work efficiently by signing with the need of the organisation the improvement of the following process along with being beneficial for the company such as,

  • Revising and setting an effective goal: There is a need for a clear understanding of the work expectation and the inclusion of the context to make the employees understand where they belong to the organisation and how they support the organisation's overall success. As proposed by Van Thielen et al., (2018), this can only be achieved by setting the efficient organisational goals by the Cavendish hall hotel that cascades into the individual, manager mad team goal setting. 
  • Coaching and management: The approaches of Cavendish Hall Hotel performance management helps in identifying the gaps within the management that hurt the morale of the employee and however, this approaches provides constant feedback along with proper training to improve the employee engagement and performance development. 
  • Development planning: As the gaps within the management are identified, the staff members get a clear insight into their skills and the way they need to develop and progress within their careers. Thus as observed by Pieket, Weeserik and Spruit (2018), the Cavendish Hall Hotel performance management approach aids their development along with controlling their career progression.
  • Recognitions and rewards: The implementation of the effective Cavendish Hall Hotel performance management approaches helps in providing the employees with unexpected recognition and rewards which helps in going a long way. Thus, it helps the organisation with the effective engagement of their employees that creates the ambassadors of the company's culture and ethics.

Thus, this on-going Cavendish Hall Hotel performance management approach helps in producing an increase in focus upon the driving the business results, engaged and empowered workforce and the foundational knowledge regarding the employee’s talent which helps the hotel to achieve success in Cavendish Hall Hotel performance management and operations within all the departments.

Concept and key components of HPWS (high-performance work system) in relation to the hotel sector and the respective organisation
As viewed by Gerrish et al., (2017), the HPWS is the systematic approach for organisational design, which seeks for aligning the organisation along with its environment as well as organisational structure, processes and systems, using the team structures for achieving the operational innovation, effectiveness along with high-quality outcomes for the customers who prefers to stay within the Cavendish Hall Hotel. 

As evidenced by Hutchinson (2013), the CIPD (Chartered Institute of Personnel and Development) proposes a causal relationship among HR practices along with employee attitude, behavioural outcome and the psychological contract. Thus, CIPD and DTI has defined the key component of the HPWS with giving emphasis upon the importance of motivating the same and is the vehicle that determines that the employees must deposit towards the key component of HPWS such as,

  • The practice of Higher staff involvement like the team that is self-directed, quality circles along with sharing access to the hotel’s information. 
  • The practices of human resources like processes of sophisticated recruitment within the hotel’s workplace, appraisal of the employee performance, mentoring and work redesign.
  • Practices of commitment and rewards like the several financial rewards given to the employees, friendly policies, flexible working hours along with job rotations within the hotel sectors.

Thus, to facilitate the high performance working, effective leadership practices must be implemented throughout the organization, right from the upper rungs of management to the employee levels of the Cavendish Hall Hotel along with the emphasis to lead with examples. Thus, as viewed by Ledford et al., (2016), there needs to be a minimum disparity among the acted and stated values. 

Recommendations for building an effective high-performance work system (HPWS) to address Cavendish Hall Hotel performance management issues by the HR managers
The recommendation for building the effective HPWS with addressing the issues of Cavendish Hall Hotel performance management by the HR managers of hotel are estimated below,

  • Ensuring security to the employees: As seen in the case study, the Cavendish Hall Hotel employs part-time and temporary seasonal employees to avoid the creation of employee obligation about it is also evident that this has not much helped the organisation to gain wealth or improve their bottom line. Thus, incorporating HPWS advocate the creation of higher trust partnership with the employees which builds the commitment along with promoting extra-role and extra-mile behaviours that help in critical success of the Cavendish Hall Hotel.
  • Selective hiring process: As opined by Eaidgah et al., (2016), the careful hiring and evaluating the new hires within the organisation are precise for identifying the critical attributes and skills of their staff in the initial stage. According to the Case Study, the Cavendish hall Hotel employed some of the inefficient young managers who badly treated the staff members and thus, with implementing HPWS that includes identification of attribute, characters, service orient and the respect for staff members improves the employee retention and the long term fits.
  • Decentralised process of decision making: The organisation like Cavendish Hall Hotel with establishing the HPWS culture would be able to recognise the significance of the clearly identified objective and goals. Thus, as observed by Gorman et al., (2017), the incorporation of such goals helps in delegating the decision making within the organisation along with empowering the staff for delivering excellent service to their customers and achieving optimal organisational results. 
  • Training by commitment: According to the case study it was observed that the Cavendish Hall Hotel was lacking in the criteria of providing efficient training and development practice to their staff. However, with the implementation of the HPWS helps the organisation to emphasize upon the training by commitment, which helps the employees to resolve problems, talking of responsibility for quality work, take the initiative for suggesting the changes within the organisational workplace.
  • Sharing of key information: As evident from the case study, the part-time seasonal employees were hired within the Cavendish Hall Hotel and thus, there were even treated with bad behaviour by the young manager along with sharing no information other than the allocation of work. As observed by Purcell et al., (2008), the system of HPWS helps in sharing the strategic, financial along with performance information that conveys the employee of being the trusted partner who is able to use the important information for assisting their company to achieve its aims and goals.

Theories related to HPWS
As proposed by Kasemsap (2017), the most popular and efficient theory of the HPWS is the Social information processing theory (SIPT) which helps in theoretically explaining the relationship of the employee experience with Cavendish Hall Hotel performance management. It postulates the employee’s favors to utilize the information gathered from the social environment for guiding their attitudes, behaviors and perception. It offers the employees of the Cavendish hall Hotel the contextual cues for shaping their perception regarding the HR practice. Thus, this theory argues that the Divisional managers made the HR manager within the Cavendish Hall Hotel should effectively incorporate the HPWS which helps in transmitting the HR-related information to the staff members. Thus, as opined by Woerrlein and Scheck (2016), this theory of SIPT helps in playing the critical role for shaping the employee experience and further, protecting them from the harsh behaviours of the young managers. 

Challenges for successful implementation for the recommended system
The main challenges for implementing the HPWS within the Cavendish Hall Hotel are as follows,

  • Building the business case for change: As the change efforts are considered to be intimidating, the organisation lacks in building up a business-related case which demonstrates the change required for the organisational success. As opined by Gerrish (2016), it is caused due to not showing the workers the needs of the organisation for future success.
  • Establishing an effective communication plan: In the context of the change efforts, there is a lack of implementing effective communication through the open exchange and dialogue for answering the questions and the solid suggestion for development. However, sharing effective information with the employees is crucial for overall success.
  • Cultivation of the mutual gains: There is a lack of win-win environment within the management as the manager and the labour lacks in creating such and thus, the shift from the autocratic style of leadership towards the more collaborative and cooperative relationship confronts failure.
  • Establishment of formal commitment: As stated by Apak et al.,(2016), there is a lack of a tangible set of commitment which needs to be implemented by the Cavendish Hall Hotel among the employees and hence, this causes barriers to the incorporation of HPWS.
  • Adhering to the procedures: There is a lack within the managers and the labours to address the procedure of HPWS, its ground rules along with the agreement. It helps in meeting the needs of the organization but there is a lack of guiding transition which helps in achieving the success.

Conclusion 
The present study focuses upon the case study of Cavendish Hall Hotel regarding their lack of managing performance through the people. Thus, the study discusses the possible causes which contribute to the poor Cavendish Hall Hotel performance management level within the hotel along with the way out shapes the Cavendish Hall Hotel performance management approach. Therefore, the concept and the key components of the HPWS along with the recommendation of building an effective HPWS is discussed. However, the study also includes the barriers to implementing the procedure of HPWS. 

References
Apak, S., Gümü?, S., Öner, G. and Gümü?, H.G., 2016. Performance appraisal and a field study. Procedia-Social and Behavioral Sciences, 229, pp.104-114.

Aravamudhan, N.R. and Krishnaveni, R., 2016. Establishing content validity for new performance management capacity building scale. Cavendish Hall Hotel performance management IUP Journal of Management Research, 15(3), p.20.

Armstrong, M. and Baron, A., 2005. Managing performance: performance management in action. CIPD publishing.

Bititci, U., Cocca, P. and Ates, A., 2016. Impact of visual performance management systems on the performance management practices of organisations. International Journal of Production Research, 54(6), pp.1571-1593.

Cappelli, P. and Tavis, A., 2016. The performance management revolution. Harvard Business Review, 94(10), pp.58-67.

Eaidgah, Y., Maki, A.A., Kurczewski, K. and Abdekhodaee, A., 2016. Visual management, performance management and continuous improvement. International Journal of Lean Six Sigma.

Franco?Santos, M. and Otley, D., 2018. Reviewing and theorizing the unintended consequences of performance management systems. International Journal of Management Reviews, 20(3), pp.696-730.

Gerrish, E., 2016. The impact of performance management on performance in public organizations: A meta?analysis. Public Administration Review, 76(1), pp.48-66.

Gerrish, T., Ruikar, K., Cook, M., Johnson, M., Phillip, M. and Lowry, C., 2017. BIM application to building energy performance visualisation and management: Challenges and potential. Cavendish Hall Hotel performance management Energy and Buildings, 144, pp.218-228.

Gorman, C.A., Meriac, J.P., Roch, S.G., Ray, J.L. and Gamble, J.S., 2017. An exploratory study of current performance management practices: Human resource executives’ perspectives. International Journal of Selection and Assessment, 25(2), pp.193-202.

Hutchinson, S., 2013. Performance management: theory and practice. Kogan Page Publishers.

Kasemsap, K., 2017. The role of business analytics in performance management. In Decision Management: Concepts, Methodologies, Tools, and Applications (pp. 1224-1243). IGI Global.

Ledford, G.E., Benson, G. and Lawler, E.E., 2016. Aligning research and the current practice of performance management. Industrial and Organizational Psychology, 9(2), pp.253-260.

Pieket Weeserik, B. and Spruit, M., 2018. Improving Operational Risk Management Using Business Performance Management Technologies. Sustainability, 10(3), p.640.

Prajogo, D., Toy, J., Bhattacharya, A., Oke, A. and Cheng, T.C.E., 2018. The relationships between information management, process management and operational performance: Internal and external contexts. Cavendish Hall Hotel performance management International Journal of Production Economics, 199, pp.95-103.

Purcell, J., Kinnie, N., Swart, J., Rayton, B. and Hutchinson, S., 2008. People management and performance. Routledge.

Raffoni, A., Visani, F., Bartolini, M. and Silvi, R., 2018. Business performance analytics: exploring the potential for performance management systems. Production Planning & Control, 29(1), pp.51-67.

Richards, G., Yeoh, W., Chong, A.Y.L. and Popovi?, A., 2019. Business intelligence effectiveness and corporate performance management: an empirical analysis. Journal of Computer Information Systems, 59(2), pp.188-196.

Smith, M. and Bititci, U.S., 2017. Interplay between performance measurement and management, employee engagement and performance. International Journal of Operations & Production Management.

Thekdi, S. and Aven, T., 2016. An enhanced data-analytic framework for integrating risk management and performance management. Reliability Engineering & System Safety, 156, pp.277-287.

Van Thielen, T., Decramer, A., Vanderstraeten, A. and Audenaert, M., 2018. When does performance management foster team effectiveness? A mixed?method field study on the influence of environmental extremity. Cavendish Hall Hotel performance management Journal of Organizational Behavior, 39(6), pp.766-782.

Woerrlein, L.M. and Scheck, B., 2016. Performance management in the third sector: A literature-based analysis of terms and definitions. Public Administration Quarterly, pp.220-255.

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