BUSN20016 Research Proposal: Hospitality Job Evaluation Impact

This research proposal investigates the evaluation of job performance within the hospitality industry, aiming to identify factors influencing employee skills and knowledge. The introduction outlines the research problem, objectives, and questions, emphasizing the need for effective performance evaluation programs in a competitive market. A literature review explores existing research on job evaluation, its history, and its impact on employee development. The methodology section details the research philosophy, approach, data sources, and ethical considerations, including a project budget and schedule. The proposal examines barriers to effective performance evaluation, such as lack of knowledge, psychological blocks, and technological pitfalls, while also discussing various performance appraisal approaches like Management by Objective (MBO) and 360-degree feedback. The aim is to introduce effective performance evaluation tools that can enhance employee skills and contribute to organizational efficiency and customer satisfaction.

RESEARCH PROPOSAL
Name of the student
Name of the university
Author note

Abstract
The topic of the proposal is based on evaluation of job performance in terms of enhancing the
employee knowledge. In the introduction section, the aim and objectives have been proposed. In
this section the research problem has been critically analyzed by the researcher.
The second section is about the literature review where different journals related to the particular
research topic have been reviewed. It this section, connection between both the dependent and
independent variables have been developed. Here analyzing the history of the job evaluation
process, how it has contributed in achieving the skills has been developed and linked with the
research objectives.
In the methodology section, different methods have been proposed that will be beneficial for the
researcher in terms of achieving the research objectives. It has been mentioned that the research
paper will be totally based on the secondary sources and choosing positivism research
philosophy, the researcher will add own assumptions in the paper. Deductive research approach
and descriptive research design will be selected by the researcher for developing the
interrelationship between research variables.

Table of contents
Topic:...............................................................................................................................................5
Introduction......................................................................................................................................5
Problem statement...........................................................................................................................5
Research aim and objectives............................................................................................................6
Research questions...........................................................................................................................8
Justification of potential output of the research...............................................................................8
Development and history of performance evaluation..................................................................8
Barriers of effective performance evaluation program that influence productivity....................9
Approaches based on the performance appraisals for measuring employee skills....................10
Significant outcomes of the performance evaluation program and its impact on employee
knowledge development............................................................................................................11
Conceptual framework...................................................................................................................12
Methodology..................................................................................................................................13
Chosen research philosophy......................................................................................................13
Chosen research approach.........................................................................................................13
Data sources...............................................................................................................................13
Ethical consideration.................................................................................................................13
Project budget and schedule......................................................................................................13
Gantt chart.................................................................................................................................15

References and bibliography:........................................................................................................16

Topic:
Evaluation of job performance in hospitality industry for improving employee skills
Introduction
Employee performance evaluation has become one of the important responsibilities of the
management authority especially in the hospitality industry due to increasing competitiveness in
the market (Desai, 2017). It is true that increasing demand for good quality of work and
productive working culture, have influenced the need for job performance evaluation program.
The particular section of this project aims to introduce some objectives related to the topic and
develop the research paper especially focusing on the hospitality industry. Introducing the
emerging problem, the objectives have been analyzed using the SMART objective analysis
process.
Problem statement
Performance evaluation can be considered as the additional managerial responsibility in which
critically evaluating the effectiveness, they tries to focus on providing the critical element such
as retention, motivation and recruitment (Büyüközkan & Karabulut, 2017). It is true that based
on the retention process of best employees, the company can gain the competitive advantage.
Especially in the hospitality sector, it has been identified that providing the standard quality of
service ad guest satisfaction has become the key challenges in the sector. In this situation,
maintaining the certain level of competency in the current competitive environment, performance
evaluation process has become the vital part in the sector. In this situation, calculating the
fundamental issues for the better performance appraisal has become necessary (Choi & Moon,
2017). Improper rating instrument depending on the subjective judgment, it has become

challenging for the managers to provide true reflection based on the employees performance. The
internal biases impact on the relationship dynamics, in which make the report based on the
subordinates performance during the one-on one meeting has become intimidating job for the
managers.
In the service sector, changing customer demand has made the internal environment competitive,
in which enhancing the competitiveness of the employees has become necessary. In that case,
employee motivation has become an important topic in the current business scenario. Analyzing
the performance evaluation phrase from the 20th century, it has been identified that huge changes
have been due to increasing competitiveness in the workplace. It is true that due to intangibility
of hospitality services, measuring the quality of customer satisfaction has become an important
concern. In this situation performance evaluation has become the critical factor in the service
industries for ensuring the customer satisfaction and generating higher revenue in the
organization (Dokuka et al., 2019). It has been identified that lack of confidence among the
employees as well as lack of willingness is creating the performance issues in the hospitality
sector. On the other hand, improper feedback sharing process, it has created lack of transparency
in the in the workplace. In this situation, introducing the effective employee performance
evaluation program has become necessary for the companies.
Research aim and objectives
The aim of this research paper is to identify the factors those are responsible for bringing both
the positive and negative impact on the job evaluation process in hospitality industry. By
continuing this, the paper has also shed light on providing an effective performance evaluation
measuring tool that can generate efficiency in the workplace.

 To identify the factors that influence the job evaluation process in the hospitality sector
SMART analysis
Specific: The goal is specific as it has focused on analyzing both the positive and negative
factors those can influence the job performance evaluation processes in the hospitality sector.
Measurable: This objective can be measured after identifying the factors and utilizing the factors
in right way.
Achievable: The goal can be achieved by critically analyzing the record of past few years.
Relevant: This objective is relevant as it can help to improve the performance evaluation analysis
process that can significantly contribute in generating the growth.
Time: This objective may need 12 months.
 To introduce effective performance evaluation tool for generating the better outcome in
the hospitality sector
SMART analysis
Specific: The goal is specific as it has focused on introducing the new performance evaluation
tool the hospitality sector, which can improve the organizational efficiency.
Measurable: This objective can be measured after analyzing the performance record of the
employees for last few years.
Achievable: The goal can be achieved by providing training and introducing the error free
technological support in the workplace.

Relevant: This objective is relevant as it can help to improve the ability of the employees by
generating high customer satisfaction.
Time: This objective may need 12 months.
Research questions
How job performance evaluation process impacts on enhancing the skills and knowledge of the
employees in hospitality sector?
What are the factors that influence the job evaluation process in the hospitality sector?
What can be the effective performance evaluation tool for generating the better outcome in the
hospitality sector?
Justification of potential output of the research
Development and history of performance evaluation
In the early stage of 19th century, for utilizing the best practice of sub ordinates involvement, the
performance appraisals are being introduced (Hackett, Procter & Macrae, 2017). However it is
true that the main motto of performance appraisal was not transparent for most of the managers.
Over the years, various initiatives have been adopted for improving the performance evaluation
process which different measuring elements have been added in the performance appraisal form.
It is true that development and administration are the two parts of the job evaluation process in
which better perspectives regarding the process has been shared in the workplace. It is also true
that over the years, this process has got matured. In the early of 1990s, the first evaluation
process has been designed by the industrial engineers and was introduced for evaluating the
performance of the Army officers during the First World War (Hewagama et al., 2019). Another
performance appraisal form has been introduced as the name of pink slip. In this process, based

on the performance standard pink slip is being sent to the employees mailbox. During the
industrial revolution era, the performance appraisals were introduced for punishing the poor
performance. The unfortunate beginning of the performance appraisal increased the
contemporary challenges in the workplace. However, in the 20th century, the concept has got
totally changed, where the performance appraisals become an important factor for gaining the
competitive advantage. In this era, the job evaluation process has been introduced for improving
the productivity of the employees (Ibrahim, 2017).
Barriers of effective performance evaluation program that influence productivity
In order to assess individuals’ performance against the well-defined benchmark the performance
evaluation program is being introduced (Ilyushkin et al., 2017). Basically the performance
evaluation program serves four objectives such as identifying the needs of individuals, takes the
administrative decisions, the proper maintenance of organization and documentations of the
actions. It is true that in every sector, the employee performance highly gets influenced by the
development process adopted by the organization, supervision of the entire process, working
environment and other factors. It has been identified that lack of knowledge regarding the
organizational goals as well as strategic decision impacts on the entire change initiatives adopted
by the company, which indirectly influence the overall growth process in the organization
(Ismail & Gali, 2017). In some of the cases, lack of understanding regarding the company vision
makes the employees confused. Training can be considered as an important contributor in the job
performance evaluation process as it enhances the ability as well as confidence of them. In the
emerging business environment, the workload among the employees has got increased, which
has made them stressed in their job (Kahya, 2018). On the other hand, in most of the cases lack
of understanding among the managers regarding the performance appraisal creates the

demotivating environment in the workplace that drives the focus of employees to the opposite
direction.
Psychological blocks can be considered as the important barrier that highly influenced the
performance evaluation process in the workplace. The psychological characteristics of the
managers sometimes negatively impacts on the internal communication process. The poor
internal communication makes the appraisal as extra burden where the managers feel insecure
while praising the subordinates (Kaur & Kaur, 2017). Rather than highlighting the positive
qualities, the deficiency of subordinates are being highlighted by the managers that create the
demotivating workplace culture.
Technological pitfalls has become an important contributor that creates errors in the
performance appraisal process. In most off the cases, distortion and criterion issues, make the
process complicated for the managers (Levy et al., 2018). Here, understanding of the standard
performance criterion becomes challenging for the managers as they cannot reach at the
balancing point between actual performance and desired performance. While making the
evaluation process errors and biased approach of management creates distortion that influences
the appraisal rate of the participant that influences the entire evaluation process.
Fault assumptions of the managers negatively impact on the job evaluation process. It is true
that due to fairness in the appraisal process both the subordinates and managers generally tries to
avoid the formal appraisal process (Lin & Lee, 2016). Due to changes in personal opinion and
lack of following the particular appraisal system, the job evaluation process becomes a real mess
for the companies.

Approaches based on the performance appraisals for measuring employee skills
Various forms, systems and procedures have been introduced for conducting the performance
appraisals. In order to measure the performance evaluation process, uniform consistency is
needed in the decision making process (Lin & Hsu, 2017). By critically analyzing the uniformity
of performance appraisal process in the organizational process, it has been identified that there is
no superior instrument in terms of measuring the performance of the employees (Schaufeli,
2017). Based on the perspectives of the managers, the benchmark of the performance standard
gets changed in the organizational context. There are four important instruments such as
management by objective (MBO), graphic rating scale, rater 360 and behaviorally anchored
rating scale (BARS), which are effectively being used in the hospitality sector for establishing
the effective performance evaluation process. By measuring the pre-set goals, the MBO
instrument helps to achieve the goal after setting the particular time span (Ling, Liu & Wu,
2017). By collecting the feedbacks, 360 rater measures the employee performance form the
multiple sources. Based on the behavioral descriptions, elaborating the improvements through
the documentation, the report is being developed. In the managerial process, diagnosing the
alignment of goals with the managerial process, the action plan can get developed (Yun & Lee,
2017). On the other hand, in case of BARS, rather than constructing the performance evaluation
process based on the personality traits, the behavioral characteristics are being measured using
the anchored rating scale (Wang, 2016). Graphic rating scale can be considered as the simplest
representation of the 360 rater where the appraisal system is being introduced for reducing the
rater bias. It helps to being the flexibility in the evaluation scale (Miah & Hafid, 2019).

Significant outcomes of the performance evaluation program and its impact on employee
knowledge development
In order to maintain the right track of employee performance standard, managers focus on
conducting the comprehensive performance evaluation program for understanding the sensitive
perspectives of the employees (Petrović et al., 2018). It can be considered as the critical final
step that brings the rapid impact on employee satisfaction as well as acceptance on the company
goals. The performance evaluation process is being conducted by following various calculative
stages and gathering the information regarding the employee activities, it judges the fair
contribution of them towards the organizational goals (Morsy, Ahmed & Ali, 2016). If the
performance evaluation program can be delivered in fair manner, it can bring the positive impact
on employees’ beliefs and values. It can help to enhance the employee satisfaction and trust
worthy working culture can help to improve the internal collaboration.

Conceptual framework
(Created by author)
Methodology
Chosen research philosophy
The research philosophy are three types, positivism, realism and interpretivism. The positivism
research philosophy will be used for identifying the issues related to the job evaluation process
ion the hospitality sector following the logical manner.
Chosen research approach
Among deductive and inductive research approach, the deductive research approach will be
selected for the paper. Using deductive research approach, the theoretical approaches will be
Effective
performance
evaluaation
program
Increases
productivity
Ensures
better
knowldege
and skills
Employee
motivation
and
customer
satiafction
Efficiency
and efficacy
in the
workplace

used related to job evaluation. Die developing the interrelationship between job evaluation and
employee skills, the exploratory research design will be used.
Data sources
In this research paper, only the secondary sources will be used. In order to collect the
information based on the research variables the secondary sources such as articles and journals
will be analyzed. On the other hand, using the online sources, the statistical information from
different websites will be collected for giving the strength to this research paper. The collected
information will be analyzed using the thematic analysis process.
Ethical consideration
While conducting the research paper, rather than directly coping from the journals, the author
will properly in-text all the article. The research paper will not use any company logo and only
for the academic purpose this paper will be used.
Project budget and schedule
Task Name Duration Start Finish Cost
research plan 1 89 days Tue 10-03-20 Fri 07-04-20 $1,000.00
Topic Selection 15 days Tue 10-03-20 Fri 24-03-20 $0.00
Researching for suitable
research topics 2 days Tue 10-03-20 Wed 11-03-20 $0.00
Discussing with the
professor 3 days Thu 12-03-20 Mon 14-03-19 $0.00
topic confirmation 10 days Tue 15-03-20 Fri 24-03-20 $0.00
Milestone 1: Topic Selected 0 days Fri 24-03-20 Fri 24-10-20 $0.00
Secondary data collection 15 days Mon 19-03-
20 Fri 03-04-30 $400.00
Search for articles, peer
reviewed journals and web
articles
5 days Mon 19-03-
19 Fri 23-03-20 $0.00
Selecting the relevant
sources 7 days Mon 20-03-
20 Tue 26-03-20 $400.00
research layout designing 3 days Wed 30-03- Fri 02-04-20 $0.00

20
Milestone 2: Secondary data
collected 0 days Fri 03-04-20 Fri 03-04-20 $0.00
Literature review 20 days Mon 04-04-
20 Fri 23-04-20 $0.00
Critical examination of
data collected 10 days Mon 04-04-
20 Fri 13-04-20 $0.00
annotated bibliography
preparation 4 days Mon 14-04-
20 Thu 23-04-20 $0.00
preliminary literature
review development 6 days Fri 10-04-20 Fri 15-04-20 $0.00
Milestone 3: Literature
review completed 0 days Fri 23-04-20 Fri 23-04-20 $0.00
Research methodology and
Analysis 18 days Mon 23-04-
20 Wed 09-05-20 $0.00
Selection of the
Appropriate Research
Techniques
6 days Mon 23-04-
20 Mon 02-05-20 $0.00
Validate the methods 5 days Tue 26-05-20 Mon 30-04-20 $0.00
Check for reliability 7 days Tue 30-05-20 Wed 06-05-20 $0.00
Milestone 4: Research
methods selected 0 days Wed 09-05-
20 Wed 09-05-20 $0.00
Conclusion of the Study 12 days Thu 10-05-20 Fri 21-05-20 $0.00
Formation of Rough Draft 6 days Thu 10-05-20 Thu 15-05-20 $0.00
Discuss with the lecturer 4 days Fri 16-05-20 Wed 19-05-20 $0.00
Submission of Final Work 2 days Thu 19-05-20 Fri 20-05-20 $0.00
Milestone 5: Project
concluded 0 days Fri 21-05-20 Fri 21-05-20 $0.00
$1,800.00
Gantt chart
Activities 1st to
3rd
Week
4th to
10th
week
11th to
13th
Week
14th to
17th
Week
18th to
21st
Week
22nd
to 23rd
Week
24th
Week
Selection of the topic
Data collection from
secondary sources

Creating layout
Literature review
Analysis and
interpretation of
collected data
Conclusion of the study
Formation of draft
Submission of final work
(Created By author)
Explanation
In the above time frame it is clearly mentioned that for completing the entire project, 3 months
will be needed. The entire time frame has been divided into 24 weeks. 1st to 3rd week will be
required for the topic selection. Data collection process will need at least 10 weeks. Layout will
be created between 4th to 10th weeks. Literature review section will require 4th to 17th week. Data
will be analyzed between 18th to 23rd weeks and after this process 22nd and 23rd week will be
needed for the conclusion part. Draft will be formed within last 4 weeks and final task will be
submitted after all the editing.

References and bibliography:
Büyüközkan, G., & Karabulut, Y. (2017). Energy project performance evaluation with
sustainability perspective. Energy, 119, 549-560.
Choi, B. K., & Moon, H. K. (2017). Subordinates’ helping, voice, and supervisors’ evaluation of
job performance. Career Development International.
Desai, R. J. (2017). EVOLVING A PERFORMANCE APPRAISAL SYSTEM FOR TEACHER
EDUCATORS (Doctoral dissertation, The Maharaja Sayajirao University of Baroda).
Dokuka, S., Zaikin, I., Furman, K., Tsvetovat, M., & Furman, A. (2019). Wisdom of
collaborators: a peer-review approach to performance appraisal. arXiv preprint
arXiv:1912.12861.
Hackett, A., Procter, L., & Macrae, B. (2017). How do families with under fives experience
museums? A reserach report for Humber Museums Partnership.
Hewagama, G., Boxall, P., Cheung, G., & Hutchison, A. (2019). Service recovery through
empowerment? HRM, employee performance and job satisfaction in hotels. International
journal of hospitality management, 81, 73-82.
Ibrahim, Y. (2017). Developing a New Model for Evaluating Training and Capacity Building
Outcomes in the Hospitality Industry. Journal of the Faculty of Tourism and Hotels-
University of Sadat City Vol, 1(1).
Ilyushkin, A., Ali-Eldin, A., Herbst, N., Papadopoulos, A. V., Ghit, B., Epema, D., & Iosup, A.
(2017, April). An experimental performance evaluation of autoscaling policies for

complex workflows. In Proceedings of the 8th ACM/SPEC on International Conference
on Performance Engineering (pp. 75-86).
Ismail, H. N., & Gali, N. (2017). Relationships among performance appraisal satisfaction, work–
family conflict and job stress. Journal of Management & Organization, 23(3), 356-372.
Kahya, E. (2018). A wage model consisted of job evaluation employee characteristics and job
performance. Pamukkale Üniversitesi Mühendislik Bilimleri Dergisi, 24(4), 720-729.
Kaur, J., & Kaur, K. (2017). A fuzzy approach for an IoT-based automated employee
performance appraisal. Computers, Materials and Continua, 53(1), 24-38.
Levy, P. E., Cavanaugh, C. M., Frantz, N. B., Borden, L. A., & Roberts, A. (2018). Revisiting
the social context of performance management: Performance appraisal effectiveness.
Lin, J. C., & Lee, M. C. (2016). Performance evaluation of job schedulers on Hadoop
YARN. Concurrency and Computation: Practice and Experience, 28(9), 2711-2728.
Lin, S. R., & Hsu, C. C. (2017). A STUDY OF IMPACT ON-JOB TRAINING ON JOB
PERFORMANCE OF EMPLOYEES IN CATERING INDUSTRY. International
Journal of Organizational Innovation, 9(3).
Ling, Q., Liu, F., & Wu, X. (2017). Servant versus authentic leadership: Assessing effectiveness
in China’s hospitality industry. Cornell Hospitality Quarterly, 58(1), 53-68.
Miah, M., & Hafid, N. (2019). A Review Study of the Human Resource Management Practices
on Job Satisfaction of Hotel Industry Employees of Malaysia. International Journal of
Human Resource Studies, 9(3), 75-85.

Morsy, M. A., Ahmed, G. S., & Ali, N. A. (2016). Impact of effective training on employee
performance in hotel establishments. International Journal of Heritage, Tourism, and
Hospitality, 10(1/2).
Petrović, M., Bojković, N., Stamenković, M., & Anić, I. (2018). Supporting performance
appraisal in ELECTRE based stepwise benchmarking model. Omega, 78, 237-251.
Schaufeli, W. B. (2017). Applying the job demands-resources model. Organizational
Dynamics, 2(46), 120-132.
Sharma, R. C. (2017). Performance appraisal and performance reviews (with special reference to
new practices being adopted) in industrial organisations in India. International Journal in
Management & Social Science, 5(9), 218-228.
Wang, C. J. (2016). Does leader-member exchange enhance performance in the hospitality
industry?. International Journal of Contemporary Hospitality Management.
Yun, Y. J., & Lee, K. J. (2017). Social skills as a moderator between R&D personnel’s
knowledge sharing and job performance. Journal of Managerial Psychology.