Employee Training Issues - Case Study Example

Employee Training Name: Course: Date: Institution: Organizational analysis Portman hotel is the first American hotel to have personal valets systems even though it is noted that two other hotels which have introduced this Asian styles o service in US market (Yeung 2006). This entails that, there is less competition and therefore if Portman implements accurate structures and process, there are high chances that they will have a completive edge. This company is well known for its innovative and creative process in the US. This hotel has 348 rooms in 21 floors. Personal valets are the drivers of the hotel (Yeung 2006). It is worth noting that for quite some time now, the hotel has been hit by various issues. The main issue here is the personal valets’ morale and at least 50% has quit the job since the hotel started. at the same time, the approach of using personal valets is substantially costly and thus this hotel needed to invest a lot of money in the same. This system is also very new in United States and thus there was need to inform the clients in how it works. It is worth noting that, Portman entered in the less competitive market and the use of PA system created a competitive advantage. This therefore means that, if they employ the right structures and processes, then they stand a better chance to make it in the market. Treating customers in better ways other than the other hotels was also a point that put the hotel in a competitive advantage. Employees who are friendly and motivated do all they can to make sure that they satisfy their clients. It is clear that, the company selected friendly and committed employees who are ready to work in the hotel industry. At the same time, they contracted Selection Research Inc. (SRI) to assist them in getting the best labor force in the market (Yeung 2006). When selected, the employees were given a 2 weeks training course where they were equipped with skills to clean rooms and how to judge employees and categorize them so that they can be able to handle them in accordance to their characteristics. Operation Analysis From the study on Portman, the feedback system and performance appraisal system was wanting. This being the case, there was poor performance by the PVs which in the long run was felt in the overall organization’s performance. Comparing how maids on other hotels were treated, the PVs felt that they were doing more work but paid the same. There are increased cost in maintain human resource and thus the company is looking for full occupancy which they deem to be cost effective (Yeung 2006). Portman needs to employ accurate measures in motivating the employees. At the same time, there is needed to be rewards which will make sure that they work harder in order to get these rewards. Triggering events The issues here have to do with disharmony amongst the workers, emanating from lack of efforts from some personal valets, and lack of discipline from the management. The harmony can be explained through the fundamental attribution error theory (Yeung 2006). This is when the behavior of an individual or a group aligns much to an internal factor. In this case, the floaters were seen to be disloyal and careless. They were seen to be time wasters and stealing tips. At the same time, they were seen to be outsiders rather than members of the team. But in actual facts they were just victims of their position. They were not accorded a chance to build strong relationships and familiarities with coworkers and guests. Using the expectancy theory, there was yet another issue that affected Portman. This was mostly among the personal valets. It means that, a person has a tendency of behaving in a certain way which will allow him to minimize pressure and minimize pain. In the case study, this is clear when the valets did not manage to achieve the amount of tips from the guests. At the same time, the inability to reach supervisors was yet another issue. There is need to reorganize the personal valets so as they can solve problems that PVs have (Yeung 2006). There is a need that they be more comfortable with their work. There is no clear definition of work responsibilities and job definitions. At the same time, there is no proper performance evaluation, appraisal and feedback system in place. This being the case, the PVs take their job and responsibilities in a very right way for they end up working to make up for the others. It is therefore very crucial that there be ways to evaluate the performance so that they can feel part of the organization. Additionally, feedback on important issues should be encouraged and thus it is an issue that needs to be addressed. The job design is an issue that needs to be addressed. The PVs are expected to achieve much but are not given enough resources to do and the few provided are not at their control. They are not supposed to take decisions but have to do all what it takes to make sure that the guests are satisfied in the hotel. Additionally, in many hotel, the jobs are defined in what can be referred to as a narrow definition but as for PVs, they are supposed to perform all tasks from those jobs of a maid to making sure that the guests are satisfied at all times. This means that they are held with high accountability but this is not translating when it comes to the rewards they get. Areas that need training There are two main areas that require adequate training. First is the management, supervisors and those involved in the management of the hotel and then those who are entrusted with the running of the company which comprises the personal valets. In hotel industry as it is the case with Portman Hotel, the management skills and abilities are crucial in determining organizational differences in capabilities and efficiency when performing the organization’s base operations. They therefore need to have strong skills in managerial competences in managing change (Ahmad & Bakar 2003). In order to achieve the best and most importantly have employee commitment and delivery of services, there is need to have training and development of interpersonal and problem solving skills, and also [provide supportive resources to the employees. Extensive investment in training and retaining employees, empowerment and motivation by reward and recognition is also very crucial (Bartlett & Ghoshal 2002). Training First the training for managers is aimed at imparting skills related to human resource management. For example they should be able to implement labor reduction plans, identify the best employees to be retained, manage employees stress, depression and rewarding employees for their achievements and working closely with the personal valets who are the backbone of the hotel (Ahmad & Bakar 2003). Topics: HR planning Compensation and motivation Managing performance Training and development Employee separation International HR. Conditions to attend training All managers and supervisors must attend 80% of the raining. This includes a mandatory attendance during tests. Methodology Theory and practice sections will be combined There shall be two lectures of four hours a week. They will be carried on Tuesday and Thursday, 9am to 1 pm Schedule Week 1 Training overview HR challenges and how to overcome them (this is because most of the issues in Portman have much to do with HR) Week2 Implementing HR Policies in relation to Portman hotel Week 3 Job evaluation and rewards Week 4 Employee training and development Employee separation Week 5 ‘ International HR Week 6 Tests As for the Personal valets, there is need to have them thoroughly trained on customer service. This is because of the fact that, their job position is to ensure that customer satisfaction is not compromised (Ahmad & Bakar 2003). The most serious training that they need to undergo is to understand their position in the company. There is need to make sure that they understand that they are the core of the business and thus they need to have skills and attributes that will result to satisfied clients (Henkens, Remery & Schippers 2005). Expected results/outcome There should be a well elaborate performance evaluation and appraisal, and a well defined and operational feedback system (Batt, Colvin & Keefe 2002). This is attributed to the fact that, most issues affecting the performance of the hotel have to do with the disharmony in the management and the employees. When there is effective feedback system, it is obvious that any matter arising will be aired and handled with immediate effect. It is also worth noting that, when there is effective communication between all levels, the guests will be served better for there will be adequate supply of the facilities needed to do so. It is also clear that, the up down and down up mechanism will also result to control and belongingness and most importantly, accountability in the organization (Becker & Huselid 2006). At the end, there should be levels of power which should result to better performance and communication. When the PVs are mandated to report to a position they can easily reach, then this will ensure that they are not making decision they are not supposed to make. After training, the corrosions between the PVs and the floaters will be eliminated. This is due to that fact that, both parties will understand their roles and thus they will accommodate each other in the work place (Datta, Guthrie & Wright 2005). At the same time, when they understand the roles they are supposed to play, and then there are high chances that they will not assume that they are being treated like maids. At the same time, it is expected that, there will be equality in the workplace in terms of minimum wages in relation to their efficiency. At the same time, there should be acceptable job rotation where the current system of work hours on the basis of seniority could be changed in such a way that, if one works for 40 hours in a week and the other 16 hours in the same week, then they should do vice versa in the following week (Ahmad & Bakar 2003). This would make them accommodated and equal at all times. At the same time, this will act as a way of motivating them. Conclusion It is evident that Portman hotel has suffered many issues relating to its performance. In actual facts, there has been deteriorating performance, where the guests have reported dissatisfaction and this in the long run had effects to the entire performance of the hotel. It is also worth stating that, due to the system of PVs being new in United States, many guests have no understanding on how it works and this is the main reason why the PVs are not getting the expected tips for these guests do not know who to give the tips. This and many other performance shortfalls have resulted to poor performance as a result of less motivated workers. There have been collisions between the workers and this has also contributed to the poor performance of the hotel. At the same time, the authority hierarchy is also wanting for they also do not know a defined channel of the reporting issues or giving feedback and the supervisors available cannot be reached with ease. Training both the managers and the personal valets are the only solutions to the problems faced by this hotel. This is due to the fact that, the management needs to be aware of the issues that are causing deterioration of the services in the hotel, which are as a result of unsatisfied PVs. To bring back the performance of the hotel back to the rail, there is need to look at the welfare of the PVs in a new dimension and most importantly, in making them realize their duties and roles in the performance of the hotel. References Ahmad, K.Z., Bakar, R.A. (2003). "The association between training and organizational commitment among white-collar workers in Malaysia". International Journal of Training & Development, Vol. 7 No.3 , 166-85. Bartlett, C.A., Ghoshal, S. . (2002). "Building competitive advantage through people". Sloan Management Review, Vol. 43 No.2 , 34-36. Batt, R., Colvin, A.J.S., Keefe, J. . (2002). "Employee voice, human resource practices, and quit rates: evidence from the telecommunications industry". Industrial & Labor Relations Review, Vol. 55 No.4 , 573-94. Becker, B.E., Huselid, M.A. . (2006). "Strategic human resources management: where do we go from here?". Journal of Management, Vol. 32 No.6 , 898-917. Datta, D.K., Guthrie, J.P., Wright, P.M. . (2005). "Human resource management and labor productivity: does industry matter?". Academy of Management Journal, Vol. 48 No.1, , 135-45. Henkens, K., Remery, C., Schippers, J. . (2005). "Recruiting personnel in a tight labour market: an analysis of employers' behaviour". International Journal of Manpower, Vol. 26 No.5 , 421-33. Yeung, A. (2006). SETTING PEOPLE UP FOR SUCCESS:HOW THE PORTMAN RITZ CARLTON HOTEL GETS THE BEST FROM ITS PEOPLE. Human Resource Management,Vol. 45, No. 2, , 267–275. Read More