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Perfomance standards - Essay Example

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Mission, vision, and goals are defined to ensure that clear directions and guidelines are set for achievement. Likewise, strategies are designed to facilitate in the attainment of explicitly defined goals. To measure the effectiveness of…
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Performance Standards for Doorman at The Westin St. Francis SFSU ID# al Affiliation Performance Standards for Doorman at The Westin St. Francis
Every organization exists for a purpose. Mission, vision, and goals are defined to ensure that clear directions and guidelines are set for achievement. Likewise, strategies are designed to facilitate in the attainment of explicitly defined goals. To measure the effectiveness of these strategies, against standards or goals, organizations should also develop performance standards. In this regard, the current discourse aims to identify three (3) performance standards for the position of a doorman at The Westin St. Francis, a luxury hotel located in the midst of Union Square in San Francisco. The historical overview of Westin St. Francis was traced to as early as the 1902s which make the hotel more than 112 years to date (The Westin St. Francis, 2014).
The initial step in performance evaluation is to identify the job standards based on the essential functions as expected of the position. The basic responsibilities of a doorman at a hotel include: (1) greeting the guests at arrival and even during departure through the provision of courteous, warm, and prompt service; (2) assists in handling luggage of guests from any mode of transportation to endorsement to the Bellman; (3) provides appropriate responses to the quests regarding inquiries on hotel accommodations and facilities prior to endorsement to the front desk personnel.
Given these basic job responsibilities, the following performance standards related to these responsibilities are as follows:
(1) Greet the guests as soon as they arrive within the vicinity of the hotel by stating: “Welcome to The Westin St. Francis. I am . I would be glad to be of service to you.” Likewise, when the guests are to depart from the hotel, the doorman should indicate: “Thank you so much for choosing The Westin St. Francis to serve you. We look forward to being of serve to you in the near future”.
This standard would improve service quality through expressly communicating to the guests how welcome they are in the hotel and how the service personnel are glad to address their accommodation requirements. As such, the warm and prompt greeting would indicate high quality of service that could provide customer satisfaction through the provision on immediate response on various inquiries and concerns. As such, the measurable and observable components of this performance standard are as follows: greeting in a warm and courteous manner (quality measure); greeting in a prompt manner with assistance to the luggage (time measure); prompt greeting at arrival and departure (time measure).
(2) Assists in handling luggage of guests from any mode of transportation to endorsement to the Bellman. After greeting, the doorman must be able to assist the guests in bringing in their luggage from point of transportation to be endorsed to the bellman. This standard would improve service quality through affirming commitment to provide assistance, as required. The standard would indicate that proper training has been accorded in the provision of needed assistance and in endorsing the luggage to proper personnel for eventual transmission to their respective rooms. As such, the measurable and observable components of this performance standard are as follows: provision of cordial assistance in handling luggage (quality measure); prompt endorsement of the luggage to the bellman (time measure); ensuring that luggage was kept safe and secure (quality measure).
(3) Provides appropriate responses to the quests regarding inquiries on hotel accommodations and facilities prior to endorsement to the front desk personnel. This standard would improve service quality through an indication that the doorman is fully aware of the various accommodations and amenities in the hotel. For more detailed information, the doorman should be able to endorse the guest to authorized personnel on the subject of inquiry. As such, the measurable and observable components of this performance standard are as follows: provision of accurate responses on customers concerns and inquiries (quality measure); provision of prompt response (time measure); prompt endorsement of concerns to authorized personnel (time and quality measure).
All the three (3) performance measures are observable from the perspectives of the managers of the hotel who could view the performance of the doorman on a regular basis and could thereby note conformity to standards according to the responsibilities associated and required of the job. Likewise, through customer satisfaction surveys and feedback, management could gauge the ability of the doorman to effectively comply with these standards of greeting guests in the warm, cordial, courteous and prompt manner; of assisting the guests in the proper handling of their luggage; as well as in responding appropriately to customer concerns regarding accommodations and amenities in the hotel.
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Reference
The Westin St. Francis. (2014). Our History. Retrieved from westinstfrancis.com: http://www.westinstfrancis.com/our-history Read More
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