Canterbury Business College: Diploma of Hospitality Staff Performance

This assignment, completed for a Diploma in Hospitality Management at Canterbury Business College, addresses the unit SITXHRM006, focusing on monitoring staff performance. The assessment is divided into three parts: Part A covers knowledge-based questions on job descriptions, SMART goals, performance appraisals, feedback, coaching, and performance problem-solving; Part B explores staff performance review processes, including notifications, participation, administration, problem identification, training, grievance procedures, and recognition; and Part C requires the student to analyze different job roles within the hospitality industry, detailing their tasks, responsibilities, and performance management procedures. The assignment demonstrates an understanding of key performance indicators (KPIs), performance review methods, and grievance procedures in the hospitality sector, referencing relevant literature and organizational practices.

Running head: MANAGEMENT
Diploma in Hospitality
Name of the student
Name of the university
Author Note:

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Table of Contents
Assessment.................................................................................................................................4
Part A: Knowledge Test.............................................................................................................4
Assessment 1..............................................................................................................................4
Assessment 2............................................................................................................................10
Part A.......................................................................................................................................10
Three Different Job Roles....................................................................................................10
Different Positions and Job Roles........................................................................................11
Key Performance Indicators.................................................................................................12
Measureable Criterion..........................................................................................................13
Annual Performance review Document...............................................................................14
Part B........................................................................................................................................14
Notification of Staff and Timelines......................................................................................14
Participation in the Review Process.....................................................................................15
Administration of the review...............................................................................................15
Identification of the Performance problems.........................................................................15
Provisions for training..........................................................................................................16
Grievance procedures...........................................................................................................16
Informal and Formal counselling options............................................................................16
Provisions and Options for recognition and rewarding........................................................17

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Procedures for different Disagreements...............................................................................17
Documentation and record keeping requirements................................................................17
Part C1......................................................................................................................................18
References and Bibliography...................................................................................................21

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Assessment
Part A: Knowledge Test
Assessment 1
Question 1: How does a well-defined job description help the business?
Job Description in the modern day business management can be described as one of the
most versatile management tool. The job description can be used as one of the most
valuable aid that is used in the process of job recruitment (Verma et al. 2019). A well
formulated job description process can help the management of the business for setting
up selected goals for performance of the individuals, providence of training for the
development of skills among the employees and also to compensate for the job as well
as recognize and reward the employees properly.
Question 2: When applying targets they should follow the SMART principle. What
does SMART stand for?
The SMART Acronym stands for Specific, Measurable, Achievable, Realistic and
Timely.
Question 3: List 10 criteria which are often used in performance appraisals in the
TH&E industry that can help you monitor the ongoing performance of
staff.
1. Testing employees in respect of the social situations(Assessment Centre Method)
2. Behavioural Anchored skills of rating
3. Critical incident technique
4. Detailed essay evaluation of the employees
5. Objective testing
6. Paired comparison method
7. Ratings Scale
8. Positive Work Ethics Focus Appraisals
9. Communication skills test
10. 360 degree feedback

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Question 4: When should you provide your employees with feedback?
Providing effective feedbacks to the employees is one of the most important tasks of the
management of an organization. However, the time in between the selection and
providence of the correct time for the feedback is dependent on the organization. However,
the perfect time to provide feedback on regular intervals is 6 months.
Question 5: List 4 functions of coaches and mentors.
The four functions of a coach are as follows;
1. Building of a great relationship with the clients is a primary function of the coach
2. Helping the client attain the necessary skills to achieve the selected goal
3. Ensuring the providence of motivation as well as setting up a meaningful goal for
the clients
4. Maintaining the motivation of the clients
The four functions of a mentor are as follows;
1. The mentor has to select and qualify the juniors for promotions
2. Providing the necessary ideas for making the clients understand their
responsibilities
3. Outlining the strategies of the coaches
4. Shields from any kind of professional flaws
Question 6: Giving feedback helps guide and support your staff. ‘Giving credit where
credit is due is one example’. List 3 others.
1. At the time when the employee reaches or overshoots a particular goal
2. The employee takes initiative by his own is a time when it deserves a positive
feedback and can support the staff in his professional endeavours
3. When the employees are helping the co-workers
Question 7: List 3 ways to identify if a staff member might need further coaching or
training.
1. Properly monitoring the performance of the staff members
2. Setting up the personal development plans for the development of the employees
3. Setting up a particular focus group

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Question 8: List 5 strategies you might take to prevent performance problems.
1. Presentation of a proper picture to identify the good performance
2. Recognition and rewarding the employees based on their performance
3. Providence of proper and timely feedback to the employees based on their performance
4. Delaying must be avoided at any cost
5. Communication of the expectations of the management
Question 9: What is the first step in resolving a performance problem?
The very first step in resolving the problems that lie in the performance of the employees
are mainly based on the identification of the actual problem that tends to disturb the total
process. The absence of a proper identification process of the problems can lead to serious
performance issues.
Question 10: List 3 possible solutions to performance problems.
1. After the identification of the problems that exist in the performance, the
management of the organization needs to set up a standard set of exceptions which
needs to be followed strictly
2. Explanation of the reasoning behind the different kinds of the performance
standards of the employees
3. Explaining the process of performing the jobs and all the systems in the most
efficient and effective manner
Question 11: If you find that performance issues are ongoing what are some steps
you might take? What policies and procedures must be followed?
The most important steps that needs to be taken by the management of the business
organizations are as follows;
a. Fact finding
b. Serving the notice to the underperforming employees
c. Raising concerns over the performance of the employees in the meeting
d. Responding to the issues in a strong manner
Some of the major policies and procedures that needs to be followed by the management
of the business to tackle the performance issues are provided below;
a. KPI Performance measurement
b. Measurement of flaws

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c. Rewarding and recruitment of best performing issues
Question 12: What does a formal grievance procedure usually involve?
The formal grievance procedures involves the likes of;
a. Informal action
b. Investigation into the complaint
c. Calling a meeting based on the complaint
d. Decision on the complaint of the meeting
e. Appeal on the complaint
Question 13: Why is it important to have accurate records of any disciplinary
procedures?
It is important for the management of the organization to ensure the maintenance of
accurate records for different types of the disciplinary procedures. The presence of the up
to date information of the employees can help reduce the amount of the conflict in between
the employees and the employers. The presence of up to date information of the employees
is also important for the growth and development of the employees as well as the
organization.
Question 14: Name and describe 3 methods of reviewing performance.
1. Evaluation of Self
Description:
The process of self-evaluation is one of the most important process of reviewing the
performance of the employees. It involves discussion and judgement of the employees by a
subjective work performance report. A self-evaluation can help to successfully find out the
existing gaps in the performance of the employees.
2. Management by Objectives
Description:
The management of objectives performance appraisal is more of a modern approach to the
development of different kinds of the performance reviews. This performance reviews are
important as because it helps the management to create a proper and developed goal setting
process. The process also helps both the supervisor as well as the employee to ensure the
success of the business in the most efficient manner.
3. Ratings Scale
Description:
This is the most commonly used performance appraisal method used by the management of
the organizations. The method is based on a set of employer developed criteria which

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includes the like of behaviour, trait, competency and many more as such. Apart from this
the management also gets help from the ratings scale as it helps to improve the leadership
style based on the requirement of the employees of the different organizations.
Question 15: Why is analysis of performance data useful? What must be considered
when analysing performance data in preparation for a performance
review?
The analysis of the performance data are integral to the business as because it is one of the integral part of the
business operations. It is important for the management to ensure the best planning approach for the business.
The analysis of the performance data helps the management to develop and select the different kinds of M&O
strategies and also helps to monitor and evaluate the system performance on a regular basis which is highly
important for the success of the business organization.
Some of the major considerations before the undertaking of performance reviews are as follows;
a. Articulation of the different goals
b. Review of the different kinds of the job descriptions
c. Definition of the performance measures
d. Development of the review document
e. Reviewing the different types of the staff records
Question 16: Name 5 aims of a performance management system.
1. Setting up of the different types of the performance standards
2. Setting up of the different expectations of the managers and the employees
3. Effective communication process in between the employees and the managers
4. Setting up of the set of definite goals that helps to ensure the meeting of the
different objectives
5. Determination of the different kinds of the training as well as the performance plan
Question 17: Any criticism given during the review should be what?
Receiving a good feedback from the employers is generally a rare case and receiving high
to low bad critics is a common thing for most of the employees of the organizations. The
assumptions that are generally made from a bad critics are as follows;
a. Universal objective that measures what is good and what is bad for the employee
b. Valid criticisms regarding the employees must always be accepted and resolved at the
earliest
c. Critics is generally in sole possession of the skills that helps to measure the
performance reviews.
On the other hand, the critical feedback can be provided by means of;
a. Inclined to judge in a severe manner and find faults

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b. Careful and proper evaluation and judgement of the measurement process
Question 18: What do you do with completed performance records?
The presence of the completed performance records is important for the business
organizations as because it helps the management to;
a. Monitor the activities of the employees
b. Compliance monitoring process
c. Performance Monitoring process
Question 19: What are the advantages of an employee agreeing to a course of action
during a performance review?
There are a number of advantages of a performance review that is accepted by the
employees. This includes the likes of;
a. Compensation packages
b. Promotion
c. Development of the employees
d. Determination of proper communication channels
Question20: For YOUR organisation or industry, describe the procedures for
performance appraisal, counselling sessions and grievance procedures.
Are there any areas that need to be reconsidered for inclusion?
Your response must include the procedures that exist in the
organisation. If you are not working in industry, provide an overview
what this procedures entail based on your studies.
Procedures for performance Appraisal;
a. Selection of the performance standards
b. Measuring performance on the basis of the standards
c. Comparison of performance
Procedures for Counselling sessions;
a. Identifying the performance gaps
b. Informing the performance gaps to the individuals
c. Selection of the actions
d. Creation of the Action plan
e. Implementation of the action plan
f. Monitoring the action plan and its impact after its implementation
Procedures for grievance lodging;

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a. Informally discussing with the HR management
b. Taking formal action or lodging a complaint with the HR
c. Attending the meeting for discussing the complaint
d. Present legal evidences to prove the complaint
Assessment 2
Part A
Three Different Job Roles
The examples of three different job roles are as follows;
a. Hospitality Industry- Catering Manager
b. Tourism Industry- Tourism Officer
c. Event Management Industry- Event Manager
The tasks/responsibilities of each of the roles are as follows;
Catering Manager
a. Gathering the requirements or preferences of the customers that includes the guest
details, number of guests and date of events
b. Planning the menus
c. Selection of the ingredients and setting the portions of the ingredients in an organized
manner
d. The proper scheduling of the staff shifts
e. Training and the management of the staffs and the personnel of the kitchen
f. Reporting on the different kinds of the expenses
g. Arrangement of food tasting
Tourism Officer

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1. Supervision of staffs
2. Creation and maintenance of budgets
3. Writing different reports and budget plans on tour plans
4. Presenting new projects of tourism
5. Production of different promotional materials
6. A thorough maintenance of the records and details
7. Researching the market
Event Management Industry
a. Determination of client needs
b. Planning the event
c. Customization according to the demand of the employees
d. Negotiation with vendors
e. Event budget planning
f. Promotion skills of the event
g. Organization within the budget
Different Positions and Job Roles
Industry Positions Job Role
 Hospitality  Catering manager  Work experience as a catering or
restaurant manager,
understanding the hygiene,
organization and time
management skills, Flexibility,
customer service skills
 Tourism  Tourism officer  Idea on tourism, budget
management skills,
Communication skills,

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adaptability, Confidence,
Language knowhow
 Event management  Event manager  Quality experience in the event
management field, knowledge of
basic recruitment practices, team
working abilities, degree in
hospitality management or
relevant field
Key Performance Indicators
Industry Positions Key performance indicators
 Hospitality  Catering manager  Feedback of the customers,
Average revenue per table,
average number of complaints,
Profit per table, Bar and cellar
management
 Tourism  Tourism officer  Accommodation feedback, Food
feedback, Average price of the
rooms, profit from the
accommodation of the rooms,
Labour cost ratio, Providence of
good tourism ecosystem
 Event management  Event manager  Attendance satisfaction surveys,
Polling response rates,
Engagement in the social media,
Benefits or additional things
provided

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Measureable Criterion
Rating Scales- 1-10
Checklist Positive- Example
Performance Indicators Rating Scales (1-10) Checklist
Hospitality 7
Adherence to criterion
Cost Minimisation
Customer Service Standards
Level of accuracy in works
Personnel Presentation
Productivity
Punctuality
Response Times
Team Interaction
Waste Minimisation
Tourism 8
Adherence to criterion
Cost Minimisation
Customer Service Standards
Level of accuracy in works
Personnel Presentation
Productivity
Punctuality
Response Times
Team Interaction
Waste Minimisation

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Event 8
Adherence to criterion
Cost Minimisation
Customer Service Standards
Level of accuracy in works
Personnel Presentation
Productivity
Punctuality
Response Times
Team Interaction
Waste Minimisation
Annual Performance review Document
The annual performance review document consists of;
1. Testing employees in respect of the social situations(Assessment Centre Method)
2. Behavioural Anchored skills of rating
3. Critical incident technique
4. Ratings Scale
All the above mentioned performance methods will be used to test the competency and
skills of the job roles that have been offered from the three different industries.
Part B
Notification of Staff and Timelines
The three different staffs will be involved in the job role process and selection will be
informed at the same time about the performance appraisal based on the time of their
recruitment. The performance appraisal can happen either after 6 months or after 12 months.
The steps that will follow in the performance appraisal are as follows;

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a. Informing the members in the job role who will be eligible for the appraisal
b. Sending a proper appraisal form to the eligible for filing up the required details
c. Reviewing the forms
d. Providing the performance appraisal
Participation in the Review Process
The performance review process will involve the participation of the members who
will be judged on the basis of their performance, the manager or the supervisors under whom
the members work, the operations manager and the HR manager of the company.
Administration of the review
The review process will be administered in an efficient manner to ensure the
administration process goes on in a proper manner. Some of the major steps that can be
undertaken during the process consists of;
a. Planning the goals and set of expectations
b. Accessing the progress of the individuals in the most specific manner
c. Providence of different kinds of career development opportunities
Identification of the Performance problems
The performance gaps/issues that has been identified can be mitigated by means of;
a. In hospitality sector the cost can be minimised by means of effective cost cutting as
well as maintenance of a strict budget
b. The tourism sector can be made to perform in a smooth manner with the maintenance
of a feasible budget that can help in the minimisation of the costs. Apart from this it is
important for the tourism manager to interact with the clients to ensure success

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c. The event manager must develop skills to be more productive as well as identify
different kinds of gaps to set the performance standards for the management of the
events
Provisions for training
The determination of the provisions for training is determined by means of;
a. Formal chat with the workforce
b. Identification and definition of the needed areas
c. Analysis and the assessment of the current stage
d. Development of the action plan
e. The development of the training regime depending on the needs for the training
Grievance procedures
The grievance procedures are as follows;
a. Informal action- An informal action involves discussion of the complaint in an unofficial
manner
b. Investigation into the grievance- The start of the investigation
c. Calling a meeting based on the complaint- The meeting will be called to analyse the
importance and logical validity of the grievance
d. Decision on the complaint of the meeting- The decision on the grievance will be taken
after a thorough investigation
Informal and Formal counselling options
The informal process involves the unofficial approach to solve the issues while on the
other hand, an official approach to solve the issues is the formal approach. The informal
approach involves praising in public, rewarding someone while the formal one involves a
professional advantage provided to the person.

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Provisions and Options for recognition and rewarding
Some of the major provisions and options for the recognition and rewarding system
are as follows;
a. Bonus schemes
b. Appraise
c. Employee appreciation day
d. Work anniversaries
e. Completion of a project
Procedures for different Disagreements
Some of the major steps that the management must follow to avoid disagreements are
as follows;
a. Setting up the emotions aside and being specific
b. Getting advice from the others
c. Speaking to the HR Management
d. Considering the future of the employees
Documentation and record keeping requirements
The documentation and record keeping can be made perfect and accurate by means
of;
a. Information on all facts and being specific and accurate enough
b. Providing the current information
c. Being updated

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d. Documentation in the most exact manner
Part C1
Instance Staff members monitored Performance standards monitored
(6 must be selected in Total – this may be covered in 2, 3 or more
instances as relevant to organisational processes.)
Instance 1:
Date:
_4/2/2020________
Duration
From:
__4/2/2020_______
To:
___10/2/2020______
Name: Andrew Cummings
Job role: Catering manager
Name: Billy Gates
Job role: Catering manager
Name: Alex Johnson
Job role: Catering manager
adherence to procedures
cost minimization
customer service standards
level of accuracy in work
personal presentation
productivity
punctuality
response times
team interaction
waste minimization
Instance 2:
Date:
__22/3/2020_______
Duration
From:
__22/3/2020_______
To:
___28/3/2020______
Name: Eva Kerry
Job role: Tourism Officer
Name:
Job role: Tourism Officer
Name:
Job role: Tourism Officer
adherence to procedures
cost minimization
customer service standards
level of accuracy in work
personal presentation
productivity
punctuality
response times
team interaction
waste minimization
Instance 3:
Date:
_8/4/2020________
Duration
Name:
Job role: Event Manager
Name:
Job role: Event Manager
adherence to procedures
cost minimization
customer service standards
level of accuracy in work
personal presentation
productivity
punctuality
response times
team interaction
waste minimization

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From:
___8/4/2020______
To:
___18/4/2020______
Name:
Job role: Event Manager
Instance 1 1.Instance 2.Instance 3.Instance
Criteria S NYS S NYS S NYS
Informs staff of expected performance standards
The information provided to staff is detailed and covers the
key requirements according to performance standards
Uses positive communication when discussing
performance requirements
Offers staff the opportunity to clarify requirements
Observes staff conducting operational activities
Monitors staff performance standards:
1. Feedback from customers
2. Feedback from employees
3. Digital checking
Offers appropriate guidance and support to staff members
where underperformance is identified:
(Tick all that apply)
advises on training and development opportunities
confirms organizational objectives and key
performance requirements
ensures adequate resources are applied
provides opportunity to discuss work challenges
provides confirming and corrective feedback

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represents staff interests in other forums
provides support with difficult interpersonal situations
Feedback provided is appropriate to the task or
underperformance
Feedback provided is positive and encouraging, and
enhances work performance
Recognises outstanding performance

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