Performance Management: People Skills in the Hospitality Sector

This essay provides an overview of managing people within the hospitality industry, focusing on performance management strategies and their benefits. It highlights the importance of performance management as a holistic process that integrates development and learning to enhance organizational performance. The essay discusses how managers can address poor employee performance through specific feedback, support technology, and recognition, while also resolving workplace conflicts through proactive communication. It emphasizes the application of traditional management theories and best practices tailored to the hospitality sector, including effective recruitment processes and adherence to relevant laws. The content draws from various sources to illustrate how performance management, when strategically implemented, can significantly improve employee productivity, branding, and overall quality in the hospitality industry. Desklib offers a platform for students to access past papers and solved assignments related to this topic.

Running head: MANAGING PEOPLE
Managing People
Name of the Student:
Name of the University:
Author Note:

1MANAGING PEOPLE
The blog provides an insight into managing people in the context of the various
strategies of performance management and how they help in benefiting the hospitality
industry. Performance management refers to the holistic process that brings together various
elements that ensures successful practice for management of people including development
and learning. According to Armstrong and Baron (2000), performance management defines
the process that contributes to efficient management of the individuals and teams for
achieving higher organizational performance. It leads to the establishment of the shared
understanding regarding what needs to be achieved and follow an approach of leading and
developing people that will ensure such achievement.
In other words, performance management should be strategic, integrated, involve
improvement of performance along with the development and management of behaviours
(Bach 2013). However, since the performance management remains all pervasive it requires
structures for supporting it. The structures put forward a framework in enabling people to
operate and thereby provide additional aid in helping others to operate. Performance
management should not put forward a rigid system and there should a reasonable degree of
the flexibility over the operations of the individuals. Thus, performance management
represents a process and not an event. It operates as a continuous cycle
Performance management has been around in the language of human resource (HR)
since 1980 and the development served as the key tool for people management that helps in
understanding the positioning and contribution in the context of key activities of HR. Hence,
performance management has been the primary vehicle through which the managers
communicates the necessary requirements to the employees and provide necessary feedback
on how efficiently the employee achieves the job goals.
Managers can however handle the poor performance of the employee by being
specific with the facts available in hand and confronting the employees with respective

2MANAGING PEOPLE
performances (Cardy and Leonard 2014). In addition, they not only consider employee needs
but at the same time focus on the feedback. Further, the managers also help in resolving poor
performance through putting across support technology for performance along with providing
recognition and rewards. Conflict within the workplace can however get resolved through a
proper communications means that helps in defining an acceptable behaviour. Proactive
intervention in just and decisive manner helps in the prevention of certain conflicts. Last but
not the least, the managers can also resolve conflict by viewing it as an opportunity.
However, the hospitality industry makes use of the elements from the traditional
theories of management along with the consideration of the best practices depending on the
specific experience of the industry. The current trends focus their attention on the practices
that simultaneously helps in benefiting the multiple aspect of the business including those
related to the promotion of the employee productivity and enhanced branding and quality.
There are various best practices in the hospitality that helps in reflecting a broader economic
and social trend thereby seeking to reduce the ways in a manner where the hotels considered
as interchangeable by the consumers.
Most of the human resources professionals in the hospitality industry focus on the
first step in recruitment process of the employee depend on the creation of a job description
(Boella and Goss 2013). There however exist certain laws for regulating the hiring process
and the decision of the HR professional. In the hospitality sector, certain vital dos and don’ts
in terms of issuance of the employment application, conduction of the interviews, checking of
backgrounds and writing of the job descriptions immensely effects the HR decisions.

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References:
Armstrong, M. and Baron, A., 2000. Performance management. Human resource
management, 69.
Bach, S., 2013. Performance management. Managing human resources: Human resource
management in transition, pp.221-342.
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality
industry: A guide to best practice. Routledge.
Cardy, R. and Leonard, B., 2014. Performance Management: Concepts, Skills and Exercises:
Concepts, Skills and Exercises. Routledge.