AAPoly International Hotel: KPIs and Performance Appraisal Report
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This report provides a detailed analysis of key performance indicators (KPIs) and performance appraisal within the context of hospitality management, using the example of 'AAPoly International Hotel'. The report is divided into two parts. Part A defines KPIs for different roles including restaurant managers, tour guides, and event managers, focusing on metrics such as sales per labor hour, customer satisfaction, and budget confidence. Part B presents a performance appraisal script, covering pre-performance discussions, goal setting, performance monitoring, providing support, identifying training needs, and implementing recognition and rewards. The script also outlines the process for post-performance evaluation, including feedback, coaching, and career goal discussions. The report emphasizes the importance of open communication, transparency, and fair evaluation processes. It also includes references to academic literature on hospitality management.

Hospitality management
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Table of Contents
PART A...........................................................................................................................................3
2. Key performance indicator according to each job role ..........................................................3
5...................................................................................................................................................3
PART B............................................................................................................................................4
REFERENCES ...............................................................................................................................8
PART A...........................................................................................................................................3
2. Key performance indicator according to each job role ..........................................................3
5...................................................................................................................................................3
PART B............................................................................................................................................4
REFERENCES ...............................................................................................................................8

PART A
2. Key performance indicator according to each job role
Key performance indicator(KPI):
It displays the percentage of available rooms being sold and for certain time period. It is
essential to keep track of this information for hotels. It is to determine average daily rate, forecast
and revenue management.
Restaurant Manager:
‘AAPoly International Hotel’ identify key performance indicators on the basis of sales
per labour hour, sales per head, revenue per available seat hour, table turn time and efficiency of
seating. With this, they quickly any difficulty in the way of running their restaurant. It helps to
improve financial health, marketing efforts and customer satisfactions.
Tour Guide:
‘AAPoly International Hotel’ determine key performance indicator on the basis revenue,
customer acquisition costs, customer retention, referral rate, cost of good sold, customer
satisfaction. This help to improve performance and to grow the business in hospitality industry.
This also aids to increase attraction and expectation of visitors.
Event Manager:
‘AAPoly International Hotel’ identify key performance indicator on the basis budget
confidence rating, cost saving, attendance, attendee satisfaction, sponsor recognition etc. These
are KPI that utilise for measuring client's events. With this, increase productivity and standards
of their business.
5.
Already covered in question 2 and Appendix 1
2. Key performance indicator according to each job role
Key performance indicator(KPI):
It displays the percentage of available rooms being sold and for certain time period. It is
essential to keep track of this information for hotels. It is to determine average daily rate, forecast
and revenue management.
Restaurant Manager:
‘AAPoly International Hotel’ identify key performance indicators on the basis of sales
per labour hour, sales per head, revenue per available seat hour, table turn time and efficiency of
seating. With this, they quickly any difficulty in the way of running their restaurant. It helps to
improve financial health, marketing efforts and customer satisfactions.
Tour Guide:
‘AAPoly International Hotel’ determine key performance indicator on the basis revenue,
customer acquisition costs, customer retention, referral rate, cost of good sold, customer
satisfaction. This help to improve performance and to grow the business in hospitality industry.
This also aids to increase attraction and expectation of visitors.
Event Manager:
‘AAPoly International Hotel’ identify key performance indicator on the basis budget
confidence rating, cost saving, attendance, attendee satisfaction, sponsor recognition etc. These
are KPI that utilise for measuring client's events. With this, increase productivity and standards
of their business.
5.
Already covered in question 2 and Appendix 1
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PART B
PERFORMANCE APPRAISAL SCRIPT: EXAMPLE
‘BEFORE THE ACTUAL PERFORMANCE’
Did you inform colleagues of the expected performance standards? How? When? Methods
of communication used?
Inform colleagues about expected performance standard by using appropriate communication
techniques such as arranging open meeting, use Emails, communicate with them via training, use
presentation method etc. Thud by using all these techniques give proper information about
organisational standards which follow in their business structure. By using Emails and
presentation method manager inform employees' about their working performance expectations
that impact on their work.
What were John’s individual performance goals for this performance cycle? List them:
John's is the manger in AAPoly International Hotel where they give their effective work
performance. They have some goals that they need to achieve like meet requirements with
organization, make customers happy and give them proper service satisfaction, build an effective
team and make them happy, meet their budget according to supply services and products to
people.
How did you monitor the ongoing performance? Did you consult with the workplace and
colleagues? If yes, who and why?
Manager of AAPoly International Hotel has consulted about the monitoring performance of their
worker's with higher authority because they have all the knowledge about every employee's who
are working in workplace.
Was there a need to investigate overall performance? Why? How did you investigate?
Overall performance investigation is very important for running business successfully. It is a
long term process that need concentration of Manager in the entire process. Manager need to
decide where they really want to investigate. Thus, after that they need to make plan including
the people that has low performance activity. Investigation process need all information about
employee that help to run activity smoothly. Conducting interview or gathering every people is
the step of investigation that improved this function more and make it successful.
Did you provide guidance and support to enhance work performance?
Yes we provide guidance and support to raise work performance.
PERFORMANCE APPRAISAL SCRIPT: EXAMPLE
‘BEFORE THE ACTUAL PERFORMANCE’
Did you inform colleagues of the expected performance standards? How? When? Methods
of communication used?
Inform colleagues about expected performance standard by using appropriate communication
techniques such as arranging open meeting, use Emails, communicate with them via training, use
presentation method etc. Thud by using all these techniques give proper information about
organisational standards which follow in their business structure. By using Emails and
presentation method manager inform employees' about their working performance expectations
that impact on their work.
What were John’s individual performance goals for this performance cycle? List them:
John's is the manger in AAPoly International Hotel where they give their effective work
performance. They have some goals that they need to achieve like meet requirements with
organization, make customers happy and give them proper service satisfaction, build an effective
team and make them happy, meet their budget according to supply services and products to
people.
How did you monitor the ongoing performance? Did you consult with the workplace and
colleagues? If yes, who and why?
Manager of AAPoly International Hotel has consulted about the monitoring performance of their
worker's with higher authority because they have all the knowledge about every employee's who
are working in workplace.
Was there a need to investigate overall performance? Why? How did you investigate?
Overall performance investigation is very important for running business successfully. It is a
long term process that need concentration of Manager in the entire process. Manager need to
decide where they really want to investigate. Thus, after that they need to make plan including
the people that has low performance activity. Investigation process need all information about
employee that help to run activity smoothly. Conducting interview or gathering every people is
the step of investigation that improved this function more and make it successful.
Did you provide guidance and support to enhance work performance?
Yes we provide guidance and support to raise work performance.
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Did you identify a need for coaching when bench marked organizational policies? If yes
what examples or methods are your proposing? What policies did you need to reference?
GROW model is the best way to give coaching in workplace. It is the simplest technique for
setting goals and solving problems in organisation. By using this model manager can set its
business goals and solve the issues that has been held in work area. Coaching policies and
procedures are: continuously coaching sessions are scheduled in starting 3 weeks of the month,
this session range in length from 35 to 50 minutes.
Did you identify a need for Training? If yes what examples or methods are your
proposing? What policies did you need to reference?
Training function is very important that help to developed skills and knowledge more. Job
rotation method is the part of training that involves movement of manager form one place to
another that motive is to gain experience and knowledge form various job assignments. Coaching
is the best way to give training for employee's while developing their performance level more
than the others. Another stage of training method is job instructions that help manager to explain
way of working in job to trainee and also arrange conference meeting to several worker to
discuss any topic. Training policy such as the training wants of people will be identified through
performance operational and management planning in way with the best legislative and practices
guidelines.
Was recognition and reward for outstanding performance considered? If so, how, what did
you implement? How did you measure? What rewards and recognition will you use?
To apply recognition and reward process in organisation manager need to implement this by
monitoring employee's performance at workplaces. Thus, to measure their performances
manager use different tools that help to identify the best performer. 360 degree feedback, self -
evaluation and balanced scorecard are the effective tools help to measure worker's performances.
Extrinsic rewards and employee appreciation recognition will use in the whole process.
what examples or methods are your proposing? What policies did you need to reference?
GROW model is the best way to give coaching in workplace. It is the simplest technique for
setting goals and solving problems in organisation. By using this model manager can set its
business goals and solve the issues that has been held in work area. Coaching policies and
procedures are: continuously coaching sessions are scheduled in starting 3 weeks of the month,
this session range in length from 35 to 50 minutes.
Did you identify a need for Training? If yes what examples or methods are your
proposing? What policies did you need to reference?
Training function is very important that help to developed skills and knowledge more. Job
rotation method is the part of training that involves movement of manager form one place to
another that motive is to gain experience and knowledge form various job assignments. Coaching
is the best way to give training for employee's while developing their performance level more
than the others. Another stage of training method is job instructions that help manager to explain
way of working in job to trainee and also arrange conference meeting to several worker to
discuss any topic. Training policy such as the training wants of people will be identified through
performance operational and management planning in way with the best legislative and practices
guidelines.
Was recognition and reward for outstanding performance considered? If so, how, what did
you implement? How did you measure? What rewards and recognition will you use?
To apply recognition and reward process in organisation manager need to implement this by
monitoring employee's performance at workplaces. Thus, to measure their performances
manager use different tools that help to identify the best performer. 360 degree feedback, self -
evaluation and balanced scorecard are the effective tools help to measure worker's performances.
Extrinsic rewards and employee appreciation recognition will use in the whole process.

PERFORMANCE APPRAISAL SCRIPT: EXAMPLE
‘AFTER THREE (3) MONTHS OF ACTUAL PERFORMANCE’
Will the discussion be open, transparent and fair?
Yes. Open, transparent and fair statements develop employee's performance more and increased
their interest in work. Workplace should be defined by a commitment to openness, fairness and
transparency and that company have responsibility to encode these commitments in the way of
policies.
Did you ask how does John feel he has performed against each of his goals and
performance benchmarks?
Yes because John perform their work against set goals they do not give their effective work
performance while serving services to customers.
Did you describe John’s performance against the performance standards?
Yes because John has had faced issues with being distract and come late on workplace.
How will you discuss and agree on possible solutions with the John?
John face issue in their work performance that impact on its career development process. Thus,
remove distraction activity they need to focus on their work by taking development and training
session which operate their work effectively. They also need to come earlier and make
appropriate work plan that help them to complete its duty on time.
What feedback and coaching to address performance problems will you use?
Coaching and feedback is the best to address John performance problems. Their mentor give
feedback about coming late in workplace and give them time management coaching that teach
John about the importance of time and also teach them who to manage it according to its work
performance in organisation.
Does John have any feedback or concerns?
Yes
Did you discuss John career goals and future within your business?
Yes. John career goals for future is to give effective services to customers that make them
comfortable. They need to give proper service satisfaction that make them happy. The another
goals is to run waiters section effectively that increased restaurant business more than the others.
Thus, to make their team effectively John need to give them proper training who to serve
services for people that attract them more and more.
‘AFTER THREE (3) MONTHS OF ACTUAL PERFORMANCE’
Will the discussion be open, transparent and fair?
Yes. Open, transparent and fair statements develop employee's performance more and increased
their interest in work. Workplace should be defined by a commitment to openness, fairness and
transparency and that company have responsibility to encode these commitments in the way of
policies.
Did you ask how does John feel he has performed against each of his goals and
performance benchmarks?
Yes because John perform their work against set goals they do not give their effective work
performance while serving services to customers.
Did you describe John’s performance against the performance standards?
Yes because John has had faced issues with being distract and come late on workplace.
How will you discuss and agree on possible solutions with the John?
John face issue in their work performance that impact on its career development process. Thus,
remove distraction activity they need to focus on their work by taking development and training
session which operate their work effectively. They also need to come earlier and make
appropriate work plan that help them to complete its duty on time.
What feedback and coaching to address performance problems will you use?
Coaching and feedback is the best to address John performance problems. Their mentor give
feedback about coming late in workplace and give them time management coaching that teach
John about the importance of time and also teach them who to manage it according to its work
performance in organisation.
Does John have any feedback or concerns?
Yes
Did you discuss John career goals and future within your business?
Yes. John career goals for future is to give effective services to customers that make them
comfortable. They need to give proper service satisfaction that make them happy. The another
goals is to run waiters section effectively that increased restaurant business more than the others.
Thus, to make their team effectively John need to give them proper training who to serve
services for people that attract them more and more.
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Do you want full access?
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What individual performance goals have you and John agreed on for the next performance
cycle?
Time goal and focus goal are the goals in which John get agreed for the next performance cycle.
Through these goals they support their employee's and help them to achieve its objectives and
aim on appropriate time frame. All the people manage their time and focus on its work that
improve their performances and help to gain goals.
What support have you agreed to provide John to help him reach his goals?
Thus, to reach their goals John need to make plans or strategies according to aim which they
need to achieve. Proper training and discussion with their seniors before making any plans is
better way to reach at the goals and objectives that they set in personal and professional lives.
When will you next meet with John to review their performance?
After 3 months.
Did you and John agree on courses of action? Did you implement a follow up date and
time?
Yes we agree on course of action. Implement date is 5 march.
cycle?
Time goal and focus goal are the goals in which John get agreed for the next performance cycle.
Through these goals they support their employee's and help them to achieve its objectives and
aim on appropriate time frame. All the people manage their time and focus on its work that
improve their performances and help to gain goals.
What support have you agreed to provide John to help him reach his goals?
Thus, to reach their goals John need to make plans or strategies according to aim which they
need to achieve. Proper training and discussion with their seniors before making any plans is
better way to reach at the goals and objectives that they set in personal and professional lives.
When will you next meet with John to review their performance?
After 3 months.
Did you and John agree on courses of action? Did you implement a follow up date and
time?
Yes we agree on course of action. Implement date is 5 march.
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REFERENCES
Books and Journals
Baum, T. (2019). Hospitality employment 2033: A backcasting perspective (invited paper for
‘luminaries’ special issue of International Journal of Hospitality Management)(H-index
and Bio). International Journal of Hospitality Management. 76. 45-52.
Denizci Guillet, B., & Mohammed, I. (2015). Revenue management research in hospitality and
tourism: A critical review of current literature and suggestions for future
research. International Journal of Contemporary Hospitality Management. 27(4). 526-
560.
García-Lillo, F., Úbeda-García, M., & Marco-Lajara, B. (2016). The intellectual structure of
research in hospitality management: A literature review using bibliometric methods of
the journal International Journal of Hospitality Management. International Journal of
Hospitality Management. 52. 121-130.
Köseoglu, M. A., Sehitoglu, Y., & Craft, J. (2015). Academic foundations of hospitality
management research with an emerging country focus: A citation and co-citation
analysis. International Journal of Hospitality Management. 45. 130-144.
Liba, R. T. & et.al., (2017). Visual recognition and understanding of hospitality management
students of Philippine provincial dishes. TEAM Journal of Hospitality and Tourism.
14(1). 41-54.
Niemz, R., & Chen, P. J. (2017). Dilemma in a High-Speed Train: Resolving Customer
Complaints in Hospitality Management. In Trade Tales: Decoding Customers'
Stories(pp. 133-138). Emerald Publishing Limited.
Patiar, A. & et.al., (2017). Hospitality Management Students’ Expectation and Perception of a
Virtual Field Trip Web Site: An Australian Case Study Using Importance–Performance
Analysis. Journal of Hospitality & Tourism Education. 29(1). 1-12.
Raj, R., & Griffin, K. A. (Eds.). (2015). Religious tourism and pilgrimage management: An
international perspective. Cabi.
Ryan, C. (2015). Trends in hospitality management research: a personal reflection. International
Journal of Contemporary Hospitality Management. 27(3). 340-361.
Books and Journals
Baum, T. (2019). Hospitality employment 2033: A backcasting perspective (invited paper for
‘luminaries’ special issue of International Journal of Hospitality Management)(H-index
and Bio). International Journal of Hospitality Management. 76. 45-52.
Denizci Guillet, B., & Mohammed, I. (2015). Revenue management research in hospitality and
tourism: A critical review of current literature and suggestions for future
research. International Journal of Contemporary Hospitality Management. 27(4). 526-
560.
García-Lillo, F., Úbeda-García, M., & Marco-Lajara, B. (2016). The intellectual structure of
research in hospitality management: A literature review using bibliometric methods of
the journal International Journal of Hospitality Management. International Journal of
Hospitality Management. 52. 121-130.
Köseoglu, M. A., Sehitoglu, Y., & Craft, J. (2015). Academic foundations of hospitality
management research with an emerging country focus: A citation and co-citation
analysis. International Journal of Hospitality Management. 45. 130-144.
Liba, R. T. & et.al., (2017). Visual recognition and understanding of hospitality management
students of Philippine provincial dishes. TEAM Journal of Hospitality and Tourism.
14(1). 41-54.
Niemz, R., & Chen, P. J. (2017). Dilemma in a High-Speed Train: Resolving Customer
Complaints in Hospitality Management. In Trade Tales: Decoding Customers'
Stories(pp. 133-138). Emerald Publishing Limited.
Patiar, A. & et.al., (2017). Hospitality Management Students’ Expectation and Perception of a
Virtual Field Trip Web Site: An Australian Case Study Using Importance–Performance
Analysis. Journal of Hospitality & Tourism Education. 29(1). 1-12.
Raj, R., & Griffin, K. A. (Eds.). (2015). Religious tourism and pilgrimage management: An
international perspective. Cabi.
Ryan, C. (2015). Trends in hospitality management research: a personal reflection. International
Journal of Contemporary Hospitality Management. 27(3). 340-361.

Sigala, M. (2018). Implementing social customer relationship management: A process
framework and implications in tourism and hospitality. International Journal of
Contemporary Hospitality Management. 30(7). 2698-2726.
Tang, I. L., & Chen, P. J. (2017). Can Concierge Class Offer Concierge Service for our Cruise
Vacation? Resolving Customer Complaints in Hospitality Management. In Trade Tales:
Decoding Customers' Stories (pp. 139-145). Emerald Publishing Limited.
Xu, X., & Gursoy, D. (2015). A conceptual framework of sustainable hospitality supply chain
management. Journal of Hospitality Marketing & Management. 24(3). 229-259.
framework and implications in tourism and hospitality. International Journal of
Contemporary Hospitality Management. 30(7). 2698-2726.
Tang, I. L., & Chen, P. J. (2017). Can Concierge Class Offer Concierge Service for our Cruise
Vacation? Resolving Customer Complaints in Hospitality Management. In Trade Tales:
Decoding Customers' Stories (pp. 139-145). Emerald Publishing Limited.
Xu, X., & Gursoy, D. (2015). A conceptual framework of sustainable hospitality supply chain
management. Journal of Hospitality Marketing & Management. 24(3). 229-259.
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