Managing Employee Performance and Reward Management

Question: Discuss about the Managing Employee Performance and Reward Management. Answer: Introduction Training and development of employees is an important aspect of an organization. The human resource management team is responsible for identifying employee and organizational needs as well as developing training programs to improve the productivity and efficiency of the staff (De Waal, 2013). After conducting a training program, it necessary to review the performance of the workforce. This process enables the human resource management to identify the efficiency of a training program, the retention, and performance of employees. In the hospitality industry, employee needs involve the ability to offer quality services that yield maximum satisfaction for the customer (Shields, et al. 2015). The employees should learn how to treat customers with respect and deliver services to the best of consumer satisfaction. This report outlines a coaching and performance review program for employees in Hospitality Company. Importance of Coaching and Performance Review Programs It is nave to believe that once labor is hired, employees will perform their jobs efficiently. They will require guidance, supervision and performance review to ensure that they know what is expected of them and that they deliver their best performance (De Waal, 2013). Performance management programs are, therefore, designed to increase employee productivity, identify top-performing staff as well as motivate the workforce. An efficient and effective performance review program will also allow the organization to develop hiring and training policies that are aligned with the organization goals (Hsieh, Lin, 2010). In a hospitality firm, employees engage with customers on a regular basis since the industry is service-oriented. The productivity and efficiency of employees directly affect the satisfaction of the clients and the revenues and performance of the organization as an entity. A performance review program, therefore, will allow the company to identify productive employees, servic e gaps, and employee training needs (Burke, Weitzel, Weir, 2008). Definition of Role-Based Capabilities and Employees Behavior First is the definition of role-based capabilities and behavior of employees. This allows all staff member to understand what is expected of them by defining the job-specific skills and the responsibility of each employee. For instance, in the hotel industry, a chef is required to have knowledge and expertise relating to cooking all meals available in the menu (Harris, Mongiello, 2011). Though such a job position does not entirely relate to engaging with clients, the food availed to them affects their satisfaction and feedback shows how much the enjoyed the food. For a chef, he/she should have the ability to make all foods available in the menu. The standards of food preparation should meet hygienic requirements. A waiter/waitress, on the other hand, should understand clients request to avoid giving a customer the wrong order. Besides, they should be polite and client friendly as their behavior directly impacts on the image of the hotel. This step in the performance review program g uides employees (Hsieh, Lin, 2010). Designing an appropriate rating system The second phase involves designing an appropriate rating system. A rating system assesses the employees for each goal, competence, and accomplishment they set out to achieve at the beginning of each year. The rating system should be clear on what each scale means. For example, a rating scale of 1 to 5, where 5 is the best score. Each level should clearly define what it stands for. 1 could stand for poor and unacceptable behavior/ performance, 2 unacceptable behavior that show signs of improvement. 3, acceptable behavior though improvements can still be made, 4 good and acceptable behavior that should be maintained and improved. 5, excellent behavior that should be emulated by others. However, it is important to note that, a rating system is prone to bias thus managers should give a brief and definite reason on why they gave a particular rate (Harris, Mongiello, 2011). The need for a rating system is to not only assess and record employee performance but to also act as a motivation tool. In the Hotel Company, such a rating scale is efficient while combined with traditional performance tools such as client feedback. It allows managers to assess the customer satisfaction with the food and services provided by employees. Deciding on the frequency of reviews The third step entails deciding how often review will be made. Different organizations have varying performance evaluation intervals. Some utilize annual reviews while other prefer quarterly performance reviews. Performance analysis is dependent on the nature of services provided as well as the employee expertise. Frequent performance reviews enable managers to conduct consistent assessment and allow them to address adverse employee behavior before it impacts negatively on the organizations overall performance. However, frequent reports can be tasking and time-consuming (Noe, et al., 2006). In the Hotel Company, monthly and quarterly review intervals are necessary. A hotel manager can assess the performance of employees regularly and address issues that affect employee productivity. For example, periodic review of the chefs cooking methods and hygiene standards makes sure that the food availed to customers meets quality and health criterions. On the other hand, waiters and waitress b ehave professionally towards clients making the hotel a comfortable environment. A manager in the hotel can address negative behavior from employees before it affects their productivity and the companys image. Quarterly assessments allow the manager to identify top performing employees who are consistent as well as the improvement trend of the others (Mone, London, 2014). Evaluation The last step of a performance review program is the evaluation. In this stage, a manager evaluates the performance of employees based on the ratings given. Performance management programs also provide data necessary for making human resource decisions. With such information, the human resource management can identify expertise gaps in the organization and decide whether to hire more employees or to provide training programs based on the employee needs (Shields, et al. 2015). It also recognizes employees who are developing career wise and would be appropriate for promotions. For instance, a chef who shows superior skills in cooking could be promoted to become the head chef in the Hotel Company. Other chefs that show potential but are yet to accomplish it can be enrolled in training programs to enhance their productivity (Buckingham, Goodall, 2015). On the other hand, waiters/waitress should be evaluated based on client feedback. Besides, those that possess leadership qualities, comp etence and attain their set goals could be promoted to hotel managers. Therefore, in Hotel Company, the performance review program should define the responsibility and behavior of all job positions held. It should identify these responsibilities in a clear and understandable manner to ensure that each employee understands what is expected of them. It should provide an appropriate and straightforward rating system such as 1 to 5. The rating system should be definite (Braskamp, Ory, 2004). Besides, it should eliminate chances of bias. Secondly, performance reviews should be carried out monthly and quarterly to monitor and address negative behavior as well as identify consistent top employees. The evaluations should provide relevant and accurate information necessary for making decisions regarding the human resource (Burke, Wilcox, 2009). Conclusion Coaching and performance review programs are developed to guide, monitor and motivate employees towards efficient productivity. It evaluates employees on a regular basis to ensure that they meet the requirements of their job positions. It defines managers expectations thus guiding the workforce on what they are supposed to do. Secondly, it establishes a rating system allowing employees to identify their strengths and weakness thus facilitating them to improve the latter. Frequent review enables a manager to address behavioral issues before thy affect the organizations image. Additionally, evaluation of employees allows the management team to identify potential candidates for promotion and necessary training programs that should be implemented. References Braskamp, L. A., Ory, J. C. (2004). Assessing Faculty Work: Enhancing Individual and Institutional Performance. Jossey-Bass Higher and Adult Education Series. Jossey-Bass Inc., 350 Sansome Street, San Francisco, CA 94104. Buckingham, M., Goodall, A. (2015). Reinventing performance management. Harvard Business Review, 93(4), 40-50. Burke, R. J., Weitzel, W., Weir, T. (2008). Characteristics of effective employee performance review and development interviews: Replication and extension. Personnel Psychology, 31(4), 903-919. Burke, R. J., Wilcox, D. S. (2009). Characteristics of effective employee performance review and development interviews. Personnel Psychology, 22(3), 291-305. De Waal, A. (2013). 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