MANAGEMENT INFORMATION

SYSTEMS
Case study On Performance Management and Appraisal

The Hotel Paris Case

The New Performance Management System

The hotel Paris's competitive strategy is to to use superior guest service to

differentiate the hotel Paris properties, and to thereby increase the length of stay and
return rate of guest, and thus boost revenue and profitability. HR manager Lisa Cruz must
now formulate functional policies and activities that support this competitive strategy, by
eliciting the required employee behaviour and competencies. Lisa knew that the hotel
Paris's performance appraisal system was archaic. When the founder opened their first
hotel, they went to an office-supply store and purchased a pad of performance appraisal
forms. The hotel chain uses these to this day. Each form is two sided page. Supervisors
indicate whether the employees performance in terms of various standard traits including
quantity of work, quality of work, and dependability was excellent, good, fair or poor. Lisa
knew that, among other flaws, this appraisal tool did not force either the employee or the
supervisors 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 employees
attention on taking those actions that would contribute to helping the company achieve its
goals, for instance, in terms of improved customer service.

Lisa and her team also wanted a performance management system that focused on both
competencies and objectives, in designing the new system; their starting point was the job
description they had created for the hotels employees. These descriptions each included
required competencies. Consequently, using a form, the front desk clerks appraisal now
focus on competencies such as able to check a guest in or out in 5 min or less. most
service employees appraisal include the competency. able to exhibit patience and guest
support even when busy with other activities. there were other required competencies.
For example, the hotel Paris wanted all service employees to show initiative in helping
guest, to be customer oriented, and to be team player. Each of these competencies derives
from the hotels aim of becoming more service oriented.

 Question 1: Pick out one job, such as front-desk clerk. Based on any information you
have write a list of duties, competencies and performance standards for that chosen
job.
Duties of front-desk clerk
Check In
Communication
Administration
Customer service
Billing and check out
Check complains
Guest information
Competencies of front-desk clerk
Excellent interpersonal/communication skills.
Excellent customer service skills.
Maintain professional appearance all the time.
General knowledge of computer and must be good in calculation. Performance standard
Personal skills
Multitasking
Equipment
other standards

Question 2 Based on that, create a performance appraisal form for appraising

the job.

PERFORMANCE APPRAISAL FORM

EMPLOYEE NAME

REVIEW PERIOD

POSITION

DEPARTMENT

APPRAISED BY

DATE OF JOINING

DUTIES/RESPONSIBILITIES OF THE EMPLOYEE

Rate the employees duties/responsibility from 1 to 5 rates being as follows

1-2 Unsatisfactory
4-5 Outstanding

2-3 Fair

Duties/Responsibilities
Complete working knowledge of
software
system.
Understanding of software system
and assists
with reservations.
Communicates the maintenance
requests from the guests.
Checks AM and PM discrepancy
reports.
Can perform all of the front desk
functions to include Guest Service
Reservationists, etc.

3-4 Satisfactory

1.2..34.5

1.2..34.5

1.2..34.5
1.2..34.5
1.2..34.5

Job Competencies
Rate the employees Competencies from 1 to 5. Rates being as follows
1-2 Unsatisfactory
2-3 Fair
3-4 Satisfactory
4-5 Outstanding
COMPETENCIES
Able to check a guest in or out in less
than five minutes.
Time management.
Customer Focus.
Communication.
Professional Demeanour and
Appearance.
Process queries of the customers
quickly.

1.2..34.5
1.2..34.5
1.2..34.5
1.2..34.5
1.2..34.5
1.2..34.5

Development Plan
Development Development Due Date
Goals
Activities
1

Status

Comment

2
3

SIGN OFF
PLANNING
Manager
Manager

REVIEW
Date
Date

Employee
Employee

Date
Date

Employees with a positive energy who are capable of handling situations when there
are some ups and downs.
Employees who provide superior customer value to the guests.
Employees who are able to engage in various activities (multi-tasking).

Based on the Hotel Stated strategy list at least four important employee behaviours for the
Hotel Paris's Staff exhibit.

1. Employee Behaviours for Staff:

Treat guest friendly and respectful

Add level of comfort to their stay
Warm friendly greeting is more effective than formal
Put yourself in guests shoes
Culturally styles of greeting and conversation
Learning a few foreign language can make a big difference
End conversation with thank you

2. Establish Common Standard of Behaviour:

Training employees base on hotels standard
Include: greeting, interacting with guest, problem solving for guest
being friendly, respectful when meeting guest
Built good relationship with guests always willing to help.
Always correct mistake quickly

3. Pay attention to security issues

Reliability and Responsibility for guest personal belonging and valuable thing
4. Being Knowledgeable
Having general information to answer various questions from guest
Giving positive answer to guest request
Showing interest in solving guest problem.