HR and Leadership Function in Hospitality

HR AND LEADERSHIP
FUNCTION IN
HOSPITALITY

Table of Contents
INTRODUCTION...........................................................................................................................3
Performance management as part of human resource.................................................................3
Stages of Team development.......................................................................................................5
Leadership in the 21st century......................................................................................................6
Causes of conflict, conflict-management skills and strategies....................................................7
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
The study is about hospitality sector dealing with employee concerning issues and the way
leadership influences the working style and motivation of the employees. The organisation being
taken here is The Lanesborough. It is a five star hotel based in London, England. The file
discusses about performance management in hospitality sector, stages of team development used
in hospitality sector, leadership theories and type of leadership being used in hospitality industry.
The causes of conflict and its management and strategies used in leadership skills is emphasised
in the study.
Performance management as part of human resource
Human resource recruits employees and it is the duty of the function to do performance
management of the employees. Performance management is the process where managers and the
employee sit together to evaluate the performance of the whole year. The performance of
employee on various parameters is assessed which are also known as Key performance
indicators and manager tells the employee how much targets were achieved and where the
employee was lacking and need to improve on. This also sets standards which employee has to
achieve in the next year.
Performance management process
The process has four stages in the performance management listed below:
a) Planning: The management at The Lanesborough sit and decide among themselves what
should be the organisation's goals and objectives to be set for the upcoming year. This also
involves the personal objectives for all the employees which includes the development goals,
specific targets to be achieved. Employee's skills are assessed and accordingly to skills and
experience, the tasks are assigned. The objectives to be achieved are set as SMART which means
specific, measurable, achievable, relevant and time-bound (Altin and et.al., 2018).
b) Monitoring: The monitoring of the process is a key function in realising the set goals which
have been set in planning stage. At Lanesborough, the monitoring is done frequently in the year.
The monitoring is to be done at least quarterly to check on the progress of the employee whether
they are working in the right direction and where they need to be corrected to help them align

with the goals of the organisation. The manager assesses whether employee is in need of training
and development measures if the tasks assigned are not compatible within employee's skills.
c) Reviewing: The management and employee meet again to review the performance of the
year to check if the goals have been met at The Lanesborough. The evaluation generally
includes questions like whether the goals assigned were realistic, whether the goal was in
alignment with organizational objectives, if the employee could gain experience useful
for growth and skills , was the employee able to complete the tasks, did the employee
receive right support to get the goal achieved, which aspects the employees think could
be improved on etc. (Guix and Font, 2020)
The employee also puts forward own views about their performance, what help does the
employee think can be received from the organisation, where the employee thinks support was
lacking. The employee can also give suggestions on how performance can be improved.
d) Rewards: This factor in performance management is considered to be prominent in employee
motivation. The reward can be in the form of awarding mementos, certificate of appreciation or
it can be in the form of promotion if the employee has done exceptionally well. The motivation
factor of each employee is different and employees are motivated in different ways like increase
in compensation, one time bonus , positive reviews about the employee. The Lanesborough
rewards the employees annually to keep motivation up.
The performance management process being used in hospitality generally follows these four
steps and is useful in recognising work of employees and appreciating their work and
commitment while focusing on the goals set for reaching organizational objectives. The
performance being rewarded sets the momentum for employees to keep up the good work and
also help in employee retention (Franco and et.al., 2020).
As always, there are two sides to a coin, it happens sometimes that employees are not
happy with the targets set and they are dissatisfied from the very starting. It may happen that they
are not getting enough training and development for improving their skills. Employees
sometimes are not happy in the way their performance appraisal was done and think partiality
was done. These problems are to be addressed to make the performance system better. Measures