Analysis of Leadership, Conflict, and Team Development in Hospitality

This report provides a comprehensive analysis of staff development and engagement within the hospitality industry, focusing on The Savoy Hotel UK as a case study. It critically examines the systematic approach to performance management, including comparative, attribute, behavioral, result, an...Read More

Staff development and
engagement training
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Table of Contents
INTRODUCTION ..........................................................................................................................3
TASK ..............................................................................................................................................3
Critically analyse the systematic approach to the performance management
process as part of human resource development within the hospitality industry.......................3
Analyse the stages of Team Development for the creation of high-performance
team within your selected hospitality organisation....................................................................5
Demonstrate your knowledge and understanding about leadership in the 21st century within
the hospitality organisation.........................................................................................................6
Identify and analyse the causes of conflict, conflict-management skills and
strategies within the leadership development process...............................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9
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INTRODUCTION
Training refers to a development of one's skills and competencies that are already present
or are required to develop. This facilitates individual or employee in achieving his task with
greater efficiency and productivity that helps him in successful completion of work. Proper
training and development provided to employees enhances company's profitability as well as
their brand image (Abualigah, 2020). It is very necessary to train employees in order to stay
updated with current market trends along with gaining competitive advantage in industry. The
present report comprises of discussion on performance management process of developing
human resource, various stages for team development, leadership in 21st century along with
conflict management skills and strategies that are used in leadership development process.
TASK
Critically analyse the systematic approach to the performance management
process as part of human resource development within the hospitality industry.
Performance management of employee’s within an hospitality industry acts as a king pin
for The Savoy Hotel UK that is used in order to analyse the performance of its staff such as
waiter or chefs in order to have continuous growth of hotel. The various systematic approach to
measure performance as a part of human resource development within the hospitality industry is
mentioned below:
 Comparative Approach: The approach measures employees performance through
providing ranks to them based on their workings as compared to other staffs in group.
There are two basis of ranking performances such as lowest and highest performer of
group (Hassett, 2019). A manager can apply this approach through the application of
techniques such as paired comparison, graphic rating scale or forced distribution
technique. The employee who achieve highest performer rank is then promoted to next
level in organisation whereas the lowest performers are provided a chance of
improvement to meet hotel's standards.
 Attribute Approach: Under this approach of performance management the employees
are measured on the basis of set framework such as teamwork, problem solving skills,
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innovation, creativity, judgement and communication skills. Employees are rated from 1-
5 in which 1 is the lowest and 5 is the highest (King and et. al., 2019). The approach has
several drawbacks such as measurement based on subjectivity, it only measures the worst
and best performance. On the other hand the approach is simple to apply due to which it
is popular in companies.
 Behavioural Approach: This approach for measuring performance is categories as
traditional approach under which various dimensions are backed by vertical scale which
is used through application of BARS technique or sometimes BOS technique. BARS
stands for Behaviourally Anchored Rating Scale whereas BOS stands for Behavioural
Observation scale which is also known as a modified version for BARS. The
measurement is done through use of some parameters which gives frequency of
employees behaviour in order to measure their effectiveness. The approach provides
accurate and reliable information.
 Result Approach: The employees performance is measured on the basis of their results.
A technique of balance score card is applied in this approach that focuses on majorly four
point of view such as customer, learning and growth, financial and last operations as well
as internal (Koonce and et. al., 2019). The result approach also includes system of
productivity management and evaluation. It involves analysis of feedback along with
enhancement of employees productivity.
 Quality Approach: The approach is concerned about minimising employees mistakes
and enhancing satisfaction level of customers with a regular improvement in service.
Two major factors are been focused by hotel here that is system and person. This applies
Kaizen process for measuring employees performances.
The Savoy Hotel of UK measures the performance of its employee’s by taking Attribute
approach into consideration where employees performance is measured throughout the year and
then provided rewards accordingly. The Attribute approach includes their communication skill,
innovative ideas, solutions to various emerging issues, etc. that acts as a base for measurement.
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Analyse the stages of Team Development for the creation of high-performance
team within your selected hospitality organisation.
In order to have better results it is very feasible to develop team and allot tasks based on
their competency that allows company or hotel to have outcomes from perspectives and get the
gets suitable option from all (Kuperminc and et. al., 2019). Team development refers to a set
process that is involved in learning in order to perform task together having greater level of
effectiveness in it. The various stages of team development can in order to create high
performance of team within The Savoy Hotel is done by applying Tuckman's theory. The theory
involves five different stages of team development such as Forming, Storming, Norming,
Performing and last is Adjourning. Each step in respect to team development of The Savoy
Hotel's employees is discussed below:
 Stage 1: Forming Stage: This is the first stage in team development which includes
introduction, induction as well as getting familiar with whole team and task. The stage
involves high level of contingency where company's personnels sees for authority and
leadership (Loerzel, 2019). Certain points are discussed at this stage such as project
timeline, objective, roles of each team member, rules that needs to be considered along
with interest, background and skills of each member in a team.
 Stage 2: Storming Stage: the second stage involves storming which comprises of certain
critical and difficult issues. The stage commonly gives rise to a situation of competition
or conflicts among team members which reduces coordination and performance level of
related team. Sometimes it happens that all the members did not get agree on a common
objective or goal. The stage demands overcoming of such conflicts and differences.
 Stage 3: Norming Stage: The third stage in team development includes resolving of
conflicts that took birth at 2nd stage. It involves emergence of unity and coordination
among team members. Norming stage leads to enhancement of team performance
through common agreement for goal or objective by maintaining proper harmony
between each.
 Stage 4: Performing Stage: The team here gets a feeling of maturity and high level of
coordination is being developed by all the team members among them. All team mates
focuses on achieving their set common goal by following a clear and well structure to
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accomplish task (Petriwskyj, and Power, 2020). The problems here are solved in a
constructive manner by team members without giving air to conflicts and differences.
Instead of creating problem they pays more concern towards solving problems.
 Stage 5: Adjourning Stage: This is the last stage in team development where task is
being completed by whole team. The members of team focuses on finalising the task and
winding up with certain documentation of their results and efforts. The team is here now
dispersed and separated into individual tasks or are allotted to another team.
Demonstrate your knowledge and understanding about leadership in the 21st century within the
hospitality organisation.
A leader refers to company's employee that focuses on increasing employees efficiency
and competencies so that the employees can perform more better in order to have effective
achievement of task. No organisation whether an hospitality industry or any other cannot run
without any leader especially in 21st century that is today (Scott and et. al., 2019). The market is
high in demand for leaders who can be responsive to world in effective manner. The century asks
leaders to face various challenging situations along with complete response towards it for
undetermined or unpredicted situations that can take birth at any time. A leader in today's world
is required to have polite and positive behaviour along with high level of competencies and traits.
21st century leadership takes a leader to think for a problem from various aspects that allows
them to solve critical problems with more of creativity and self awareness by keeping cultural as
well as social intelligence in mind. Leadership of 21st century is a multi faceted with a building
of professional and effective relation with employees or staff. The leaders now are more
inclusive with taking themselves towards collaboration, sustainability, social good and service.
There are various leadership styles that a leader can adopt and apply in his role to have
successful achievement of organisational goal. The styles comprise of democratic, autocratic and
laissez faire style of leadership that are mentioned below:
 Democratic Style: This style allows leader to take suggestions and views form each
employee under his leadership. This brings effective engagement of employees and
ultimately enhances hotel's productivity.
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 Autocratic Style: This leadership style does not permits leader to consider viewpoints of
his team mates (Siddiqui and Sahar, 2019). The orders or strategies which are developed
by a leader are strictly allowed to follow and work accordingly.
 Laissez Faire Style: This allows a leader to free its team members in order to make
decision by their own. The role of a leader in this is only to inter-fare at the time of
conflicts or any issue arise in team.
In the time of 21st century leaders of The Savoy Hotel adopts democratic style of
leadership in their workings as the employees suggestions are very important while making any
kind of decisions because they are the one who knows each and every ground report of task. This
is relevant because the chefs knows what to add and how to prepare food that will be preferred
by customers. The waiters are very well known with the serving policy or serving practice that
brings effectiveness and makes customers to feel respected so a leader takes all the suggestions
of its employees and staff before coming on some financial conclusion.
Identify and analyse the causes of conflict, conflict-management skills and
strategies within the leadership development process.
Conflict is a situation upon which all the members or employees does not agrees to same
point rather presents their different views. There can be any cause which gives rise to conflict
such as Communication barrier in The Savoy Hotel.
Communication barrier refers to improper interaction or sharing of incomplete
information among as well as within organisation that can create misunderstanding, confusion or
miscommunication (Yanchus and et. al., 2020). This can have negative impact on hotel's
performance and can reduce its brand image along with reduction in efficiency.
A leader can manage the conflict through his efforts by developing effective
communication skills among employees. This can be done by formulating a team work,
generating sample problem in which a communication is required or though having group
discussions on certain areas of concern where each employee will be given opportunity to
present their views and develop group discussion over it. A leader can manage this conflict with
a help of four stage model that starts from Building trust and proceeds with providing coaching
for performance, visionary leadership and finally building high performance team within the
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culture of hotel so to have effective management of conflict and maintain healthy environment
along with sustainable brand image in market.
CONCLUSION
From the above report it can be concluded that there is an mandatory requirement of
providing training and development to employees so to work according current trend and with
latest knowledge as well as skills. Hospitality industry can adopt any of the approach in order to
measure their employees performance so to provide reward to higher performers and motivate
lower performers to enhance their skills and competencies. There is a set procedure for
developing a team which encourages team coordination and effective results in hotels. It is very
important for a leader to be enough competent that can face 21st century and works according to
the trends. A leader can follow any of the style which is most suitable in order to sustain in
today's world. For a leader it is very necessary to manage the conflicts that arises during the
course so that efficiency can be achieved in tasks.
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REFERENCES
Books and Journals
Abualigah, A., 2020. Work Engagement: Testing and Extending Job Demands-Resources
Theory with Religiosity, Training and Development, and Supervisor Support;
Implications for Human Resource Management Practices (Doctoral dissertation,
University of Huddersfield).
Hassett, M.P., 2019. The Effect of the Perception of Access to Training and Development
Opportunities, on Rates of Work Engagement and Turnover Intent, among Federal
Employees in the United States. University of Maryland, Baltimore County.
King, G., and et. al., 2019. Development of an observational measure of therapy engagement for
pediatric rehabilitation. Disability and Rehabilitation. 41(1). pp.86-97.
Koonce and et. al., 2019. Principal engagement in the professional development process. NASSP
Bulletin. 103(3). pp.229-252.
Kuperminc, and et. al., 2019. Enhancing program quality in a national sample of after‐school
settings: The role of youth–staff interactions and staff/organizational
functioning. American journal of community psychology. 63(3-4). pp.391-404.
Loerzel, T., 2019. Smashing the barriers to employee engagement: Firms may boost productivity
and satisfaction by taking actions on 3 fronts. Journal of Accountancy. 227(1). p.28.
Petriwskyj, A. and Power, S., 2020. Supporting staff as change leaders in consumer engagement
in aged care: Learnings from action research. Journal of nursing management. 28(3).
pp.643-652.
Scott, J.T., and et. al., 2019. Bridging the research–policy divide: Pathways to engagement and
skill development. American Journal of Orthopsychiatry. 89(4). p.434.
Siddiqui, D.A. and Sahar, N., 2019. The impact of training & development and communication
on employee engagement–A study of banking sector. Sahar, N. and Siddiqui, DA
(2019). The Impact of Training & Development and Communication on Employee
Engagement–A Study of Banking Sector. Business Management and Strategy. 10(1).
pp.23-40.
Yanchus, and et. al., 2020. The Role of Executives in Driving Engagement. Organization
Development Journal. 38(3).
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