Ineffective Practices Beachside Impacts

Neglecting employee recognition of their performance

Discuss About The Ineffective Practices Beachside Impacts?

One of the ineffective practice used by Beachside Hotel is the application of outside recruitment method for the hotel manager. The hotel seems to take the workers and hire them from other hotels. It is inappropriate because a new General manager will not have a good history of the hotel. Consider Joe in sunrise hotel. Joe started as a front manager in Sunrise hotel and advanced towards becoming the general management. He has a good history, organizational culture of sunrise hotel and he is able to transform Sunrise hotel to a better position.

The impact of outside recruitment especially in higher management position is that, the organization may lose customers because of a change resulted by a new general manager. The new employee takes time to learn the organization culture and adapt, therefore, the hotel may be stagnant in development (Herman, Huang & Lam, 2013, p.763).

Another ineffective practice is failing to recognize the employee performances which in turn kills motivation in the hotel. A non-motivated environment is not conducive for work. Beachside hotel does not offer motivation to its employee. Nobody is concerned about the welfare of the employee as the HR practitioner is concerned with recruiting new workers. The results of lacking motivation lead to employee turnover (Long, Ajagbe & Kowang, 2014, p.103)

To beachside hotel, the average rate of tenure is too low compared to Sunrise hotel. beachside hotel rate is 3 months while for Sunrise it is 4 years. In fact, this is incomparable. Sending employees off and hiring others frequently, will affect the occupancy as well as customers will not get uniformity of service.

There is no policy guide in Beach guide hotel. A policy is the guide that directs the organization on what to do and how to do it. If beachside hotel doesn’t have that policy guide, there is no future. Policies based on hiring or recruiting new employees, policies of service among others should be included in the guide. If beachside hotel does not have them, then it would not perform as Sunrise hotel is doing.  For instance, Brian is not involved in hiring employees, the lady who does it has no manual on how to do it and no policies to guide her. Therefore, things are done carelessly, employee’s psychological contract broken and the hotel’s income is affected.

Operating without the policy guide

A staff member can launch a grievance against the hotel for late payments of their salaries.  According to New Zealand employment rights, workers should be paid the agreed wages or the remuneration fees. Failure to which, a worker is allowed to launch a grievance against the company. The grievance can be launched on the basis of breaking the agreed terms and conditions of service in the hotel.

Another grievance can be laid based on firing the staff members. There is a record where the company hires new employees after either firing the existing ones on the basis of performance or due to employee turnover (Hausknecht & Holwerda, 2013, p.210). However, if the process for financial an employee is not carried on as legally expected. The staff member can raise a grievance based on that. The reason is because, an abrupt firing of an employee results to a bad experience to the party involved because of no preparation through communication and procedural approaches to denouncing of someone’s services.

The process should start with the staff member who writes a letter to the employer setting out the details of the grievance such as the reason or the basis for the grievance. In this part, the employee should suggest how the grievance could be solved.

After Brian receive the grievance on writing, he should consider it and set a date for solving it with the employee. In this meeting, Brian should seek to grasp the facts about the grievance and deliberate with the staff member or the employee on hoe the issue will be solved. Brian should also be prepared to handle the issue written to him as the general manager of the hotel because if the staff member notices that Brian is not ready to hear about the grievance, he/she may decide to take the issue to the legal authority and result to a penalty for compensation of the workers. The hotels can even be kept on hold if a certified trade union official in New Zealand ruled in favor of the employees based on the poor working conditions or environment. Then Brian checks the suggestions to settle the grievance and writes back to the staff member a letter bearing the action or the response towards settling the proven problem.Specific recruitment and selection procedures that could be implemented in the Beachside hotel.

The process starts by identifying the vacancy and developing a position description. This involves the team of managers together with the HR department who meets to identify the need they have and what the type of the employee they need for that work. Beachside hotel could identify the gap in their hotel, if for example, the front manager, the hotel then describes the qualities and qualifications as the first step.

Practices at the Beachside hotel that could cause a staff member to launch a grievance

The second step would involve developing a recruitment plan. The Beachside hotel team of managers should then device the plan that they would use for advertising the position, recruitment and employment process. The plan would also describe the type of method they would use for selecting of the employee they require. It may be through interviews, random selection or purposive employee selection.

The third step will include conducting an interview where the selected individuals are invited to present themselves before the manager’s board. Interested individuals are evaluated on the basis of experience, education achievement and attainment, recommendations from previous firms and also personality.  This step would help the employers in Beachside hotel to have a person who is able to deliver good services to the hotel and also a person of good conduct and reputation from the acknowledged referees.

The final step is select and hire. The person who have achieved the position description is considered for the post. The Beachside hotel will be assured that the person who they have selected for a specific task is in a position to do it efficiently and professionally.  

Workers who have been selected this way are able to deliver for the hotel. For Beachside hotel, there would be seen a positive deviation in all aspects ranging from customer satisfaction, reduced turnover and also occupancy (Ritesh, 2014).

Advantages The advantage is that; Beachside hotel will be in a position to retain Mary. Considering that Mary was unable to perform at the front desk, the organization was to fire her. Redeploying an employee or reshuffling of positions helps to retain him/her in a new post which he/she may perform better. Mary for instance would improve on her level of performance as a Human Resource Management” href=”https://#”>Human Resource Management Practitioner.

Another advantage is that, there is reduced recruitment cost. The reason is that, Beachside hotel did not have to go through the whole recruitment and selecting procedure as Mary was their workmate and they knew much about her.

The process of transferring an underperforming employee to a new task is not a guarantee that they will perform well. At the front desk, Mary was not able to handle the customers. When it comes to the HR department, she is not performing at all because there are late payments, no motivation of the employees and turnover rate is very high (Long, Ajagbe & Kowang, 2014, p.103).  

The process that Brian should use in for resolving the grievances

There is no criteria or policies for promotions in Beachside hotel. One would ask themselves, which criteria was used for Mary to become a HR practitioner? The reason is that; she did not achieve or added educational merits but it was just a single person’s idea.

The shift in position for the case of Mary results to breaking the psychological contract for other employee who are hardworking and dedicated in service. A person who deserved that position was not Mary but, since she was given the post, other workers must have felt unjustified and the results would be poor performance. Other HR initiatives that could be undertaken by Sunrise in order to help with the overall performance of the Organization.

Joe and his team can initiate flexible working hours for the employees. The initiative would make the workers free to choose their most convenient working hours and provide their services extensively for the hours at work. The initiative would assure the workers freedom of choice and the performance would increase (De Menezes & Kelliher, 2016, p.58). According to the research done in United States of America, organizations that allows the workers to work at their flexible and convenient time for each, were noted with an increase of performance by a 12%. Sunrise would make a step further by giving its employees a flexible working scheme.

Engaging the employee in making decisions and suggesting workable ideas would work very well for Sunrise hotel. Workers needs to feel as part of the organization. They should not be just subjects for receiving orders (Mone & London, 2014, p.37). The initiative would help the organization to develop the skills and monitor talents of the employee. Those who have nice ideas are motivated to bring them on board and they are implemented. Overall performance is finally increased.

References

De Menezes, L. M., & Kelliher, C. (2016). Flexible Working, Individual Performance, and Employee Attitudes: Comparing Formal and Informal Arrangements. Human Resource Management.

Hausknecht, J. P., & Holwerda, J. A. (2013). When does employee turnover matter? Dynamic member configurations, productive capacity, and collective performance. Organization Science, 24(1), 210-225.

Herman, H. M., Huang, X., & Lam, W. (2013). Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective. The Leadership Quarterly, 24(5), accounting.

Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the issues on employees’ turnover intention in the perspective of HRM practices in SME. Procedia-Social and Behavioral Sciences, 129, 99-104.

Mone, E. M., & London, M. (2014). Employee engagement through effective performance management: A practical guide for managers. Routledge.

Ritesh, J. (2014). Important Measures and Dominents of Appointment or Recruitment Period in an operations.

Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory.

Uzonna, U. R. (2013). Impact of motivation on employees’ performance: A case study of CreditWest Bank Cyprus. Journal of Economics and International Finance, 5(5), 199.