Windsor and Travel Inn Hotels’ Employee Management

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Table of Contents

Introduction
The Recruitment and Selection Process
Policies and Procedure for Performance Appraisal
Comparison
Conclusion and Recommendations
References

Introduction

The human resource department is the engine that runs organisations. It is responsible for all the human resource activities of a business. Not all organisations have this department, but this does not mean that there are no human resource managers in them. The size and nature of this department depend on the complexity of an organisation. Some companies have a fully developed human resource department with offices and independent employees who report to the manager of this sector (Nikolaou, 2015).

Others merge the roles of the general manager with those of the human resource personnel. This essay examines the recruitment and selection process, policies and procedures for performance appraisal, training and development and recommends the best practice for Windsor and Travel Inn hotels located in New York City.

The Recruitment and Selection Process

Windsor Hotel has 103 employees that serve clients from different parts of the United States and other countries. However, most clients come from within the city. Its recruitment and selection process is based on merit and experience. The hotel has a robust human resource department that advertises vacant positions to the public (Armstrong, 2010). Interested applicants are required to submit their applications and wait for interviews if they are shortlisted.

This hotel believes that qualified candidates must have experience and academic qualifications to serve in various departments. Travel Inn hotel is also located in New York City and serve similar clients like Windsor. The hotel has 67 employees, and this means that it is not an enormous investment. There is no human resource department office, and the roles of this section are performed by the general manager and his assistant (Murphy, 2011). The hotel uses recruitment agencies to advertise and conduct interviews for it. However, it sets the minimum application requirements and specifies other qualifications that match job descriptions.

Policies and Procedure for Performance Appraisal

Windsor uses various employee performance evaluation approaches. The human resource department considers the individual evaluation methods the best way of evaluating the performance of each employee. This department prepares an annual report on the performance of each employee without making comparisons amongst its staffs. The department evaluates how its employees manage critical situations, and the response received from clients. It uses the behavioural assessment technique to evaluate if the actions of workers correspond to the company policies and needs of customers (Falcone, 2013).

In addition, it uses the checklist approach to determine the score of workers and know their performance. Windsor measures and compares the performance of workers and their outputs. Travel In uses multiple approaches to compare the performance of workers and evaluate their productivity on similar tasks. It has a suggestion box that clients use to express their opinions about employees.

Comparison

The management of Windsor believes that its human resource department understands the needs of the company better than other people (Sandler, 2013). This department is given the absolute mandate of selection, recruitment and performance appraisal. It evaluates the performance of employees as individuals and not a group. This system ensures all employees do their best to improve the performance of the company (Neal, 2014).

Employees must work hard to ensure they get high ratings and good reviews from their supervisors. Specialisation and differentiation of roles enable the department of this hotel to conduct their activities without interference (Cooper, 2014). The evaluation of employees does not only depend on their productivity, but also good relations with colleagues and the public. It is easy to monitor and identify the weaknesses of employees because they are evaluated on a personal basis.

On the other hand, Travel Inn has a small employee circle and thus it does not require a developed human resource department. The use of a collective employee performance appraisal approach means that it is not easy to know the performance of individuals (Grote, 2011). Moreover, the company believes that it will improve productivity and profits fall employees work hard. The problem with this approach is that some employees may take advantage of the blanket scrutiny and become lazy. A mistake committed by an employee is blamed on the entire staff. It is not easy to identify the weaknesses of employees (Lamont, 2014). Outsourcing the human resource department is a cheaper alternative compared to establishing it within the business.

Conclusion and Recommendations

Windsor and Travel Inn hotels have an efficient staff selection, and recruitment and performance appraisal approaches. There are no compulsory ways of evaluating the performance of employees. However, these hotels should understand that performance appraisals should not ridicule or discriminate employees. The appraisal should identify their weaknesses to allow managers develop training programmes for them.

These hotels should give second chances to employees who make unavoidable mistakes. Lastly, the recruitment processes should be guided by the policies of these hotels. Travel Inn hotel has higher chances of employing incompetent workers because of outsourcing its human resource department. Outsiders may not understand the objectives, policies and expectations of an organisation. Therefore, they may recruit incompetent employees.

References

Armstrong, S 2010, the Essential Performance Review Handbook: A Quick and Handy Resource for Any Manager or HR Professional, Wiley, New York.

Cooper, D 2014, Recruitment and Selection: A Framework for Success: Psychology at Work Series, Prentice Hall, New Jersey.

Falcone, P 2013, the Performance Appraisal Tool Kit: Redesigning Your Performance Review Template to Drive Individual and Organizational Change, AMACOM, New York.

Grote, D 2011, How to Be Good at Performance Appraisals: Simple, Effective, Done Right, Harvard Business Review, New York.

Lamont, E 2014, Talent Selection and Onboarding Tool Kit: How to Find, Hire, and Develop the Best of the Best, McGraw-Hill, New York.

Murphy, M 2011, Hiring for Attitude: A Revolutionary Approach to Recruiting and Selecting People with Both Tremendous Skills and Superb Attitude, McGraw-Hill, New York.

Neal, J 2014, Effective Phrases for Performance Appraisals: A Guide to Successful Evaluations (Neal, Effective Phrases for Performance Appraisals), Neal Publishers, New York.

Nikolaou, I 2015, Employee Recruitment, Selection, and Assessment: Contemporary Issues for Theory and Practice, Psychology Press, New York.

Sandler, C 2013, Performance Appraisal Phrase Book: The Best Words, Phrases, and Techniques for Performance Reviews, Adams Media, New York.

Swan, W 2009, Ready-to-Use Performance Appraisals: Downloadable, Customizable Tools for Better, Faster Reviews, Wiley, New York.

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