Reference no: EM133182333
Linking HR Practices to Performance
Fountain Hotel, a five-star hotel in Winnipeg, Manitoba, was established in the early 1990s, renovated in mid-2005, and had not changed since. Competition has increased as four more luxury hotels had opened in the area. The owners reacted by trying to upgrade the hotel and improve the customer service. In the hotel sector, customer service is the only differentiator from other hotels.
Fountain Hotel created a vision statement that included a strategy for achieving its vision:
Fountain Hotel is to be recognized as the finest five-star hotel in Winnipeg and a business leader in the hospitality industry. We will achieve this vision by recruiting and developing customer-focused employees who provide the highest level of guest service and by providing the highest amenity level of any hotel in Winnipeg.
Question 1.
Develop a list of the competencies (skills, knowledge, and attitudes) that employees of this hotel need to demonstrate to become excellent at customer service. You should state your reason(s) for your choice and how the skills, knowledge and attitudes align with Fountain Hotel's vision statement.
Question 2.
Describe the elements that should be included in the following HRM practices to help Fountain Hotel identify and develop the required competencies (skills, knowledge, and attitudes) in staff members:
- Selection,
- Orientation,
- Training, and
- Performance Management
You should state how these practices will support the identification and development of the required competencies (skills, knowledge, and attitudes) by the staff.
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Linking hr practices to performance
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