This report critically analyzes staff development and engagement within the hospitality industry, using the Great Eastern Hotel as a case study. It examines the systematic approach to performance management, including attribute, comparative, result, quality, and behavioral approaches. The report then explores team development stages based on Tuckman's theory, highlighting forming, storming, norming, performing, and adjourning phases. Furthermore, it discusses leadership in the 21st century, emphasizing the need for adaptability, social intelligence, and the application of various leadership styles, such as autocratic, democratic, and laissez-faire. Finally, it addresses conflict management skills and strategies essential for leadership development within the hospitality context. The report provides a comprehensive overview of key concepts and practical applications relevant to human resource development in the hospitality sector.
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