Advanced Diploma of Hospitality: Monitoring Staff Performance Project

This project examines staff performance monitoring at the Mars Hotel, addressing workplace issues such as inadequate training and lack of mentorship for new employees. It proposes solutions including the implementation of a training manager, structured training programs, and a mentoring system to ensure new employees understand their roles and responsibilities. The project outlines methods for monitoring new solutions, including setting goals, seeking feedback, and establishing performance targets with rewards. It also explores ways to promote sustainable work practices and accurately assess workloads. Furthermore, the project highlights the benefits of staff and manager involvement in the monitoring process and emphasizes the importance of quality assurance in preventing errors and maintaining service standards. A staff training manual is included, detailing job responsibilities and procedures for various positions within the hotel, such as receptionists and executive housekeepers. The project concludes by underscoring the advantages of a workflow diagram for efficient management and resource allocation.

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Monitoring staff performance
Student’s name
Course code
Date of submission

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Monitoring staff performance
1 workplace issues of monitoring staff performance at the Mars Hotel
Before commencing their duties, new employees at Mars Hotel is not briefed on their
duties and responsibilities as well as the goals of the business to enable them to put their
efforts towards helping the hotel achieve its set objectives. When she arrived at her new job
place, Samantha expected to have some form of training where she would learn about the
hotel, including different facilities for the guests and different room packages offered by the
Mars Hotel. To her surprise, she was not taught how to use the hotel room booking software,
which was crucial in enabling her to perform duties effectively as a receptionist in the hotel.
New employees are not monitored. experienced and senior employees are expected to
maintaining close contact with the new employees at the workplace to ensure they understand
what is expected of them. On the first day, Samantha is trained by Buddy Adam who despite
teaching her too fast, left early and did not care whether Samantha would manage to organise
details for a couple's honeymoon that was to take place that night in the penthouse. Samantha
spends the rest of her days at the hotel with different people to train her and no one to monitor
her progress. It is on her last day when she went for her paycheque that Samantha realised she
was meant to fill a time sheet for all the hours she had worked and leave it in the office by
Wednesday.
2. Solutions to workplace issues of monitoring staff performance at the Mars Hotel
The hotel should hire a training manager. The manager would have a responsibility to ensure
that any new employee is well informed about their duties and responsibilities as well as how
to use different devices while performing their duties. The training manager would also be
responsible for providing refresher training and offer advice to employees in case they seek
her advice on matters of operations.

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Before any new employee starts their job, I will make sure that they are well informed about
what is expected of them to ensure that they direct their energy towards achieving that. I will
allocate each new employee a mentor to ensure that their progress is crossly monitored to
avoid mistakes. Would also ensure that the hotel sets Measures that would be used to
determine whether goals and expectations are being met.
3. A. How to monitor new solutions for monitoring staff performance at the Mars Hotel
Set goals for the training manager on things he or she should attain in terms of training
new employees within a specific period of time.2 Seek feedback from the trainees to know
how much they have understood from the training concerning their roles and what is
expected of them by the organisation.
Monitor the performance of new employees through their immediate supervisor.3
Make the mentor understand that they are responsible for the mistake made by a new
employee, thus work to perfection. Seek feedback from new employees on their progress.
Set weekly and monthly performance targets with rewards upon achieving the goals to
ensure that new employees understand their duties and responsibilities and perform them to
their level best to get the rewards.
B. Signs of success on new solutions to workplace issues of monitoring staff
performance at the Mars Hotel
Seek feedback from trainees on various topics they are being trained. Their level of
understanding and ability to express themselves is a sign that training is helpful and a success.
Measure the performances of the employees against set key performance indicators.
The ability of the employees to hit set targets and get the promised rewards is a sign that
monitoring
1. Anthony P Carnevale, ‘Workplace Basics: The Skills Employers Want.’ 17
2. Kim Sanders, ‘The Effects of Staff Training, Monitoring and Management Support’ (2009) 22(2)
Journal of applied research in intellectual disabilities 216.
3. Ibid 216.

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And coaching by the mentors is carried out correctly.4 Positive comments on new employees’
monthly appraisal by the immediate supervisors and mentors is a critical success indicator of
how employees understood their responsibilities and duties from the training and how well
their mentors are guiding them.
C. ways to ensure employees participate in sustainable work practices
Management can encourage employees to engage in the organisation's sustainability
journey by:
a. Encouraging healthy competition among employees' .5
b. Make the organisation’s long term purpose clear to all employees.6
c. Make every employee a champion of sustainability efforts.7
d. Be aware of every employee strengths and weaknesses.
D. ways to assess workload accurately
a. Visit each employee at their work station regularly.
b. Make employees fill workload questionnaire.
c. Set targets for each employee and set time duration within which the targets
should be achieved.
4. Sanders, above n 3, 218
5. Peter Docherty, AB Rami Shani and Mari Kira, developing Sustainable Work Systems:
Promoting Sustainability (Routledge, 2008), 72.
6. Klaus J Zink, ‘Developing Sustainable Work Systems: adapting Systems Approach’ (2014)
45(1) Applied economics 126.
7. Mari Kira, David B Balkin and Frans M van Eijnatten, ‘developing Sustainable Work
environment: sustainable Personal Resources’ (2010) 23(5) Journal of Business Change
Management 616, 19.

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4 New workflow diagram.8
8. James Jeffrey Plan Based Workflow Duckenfield et al, ‘Floor Mapping’, 71.
Training
Has the
trainee
understood
the content?
Start duties
Is
performance
good?
Terminate the contract
Retain
Hire an employee

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Advantages of having workflow diagram in an organisation
1. Enables the management to plan easily.9 This is because by looking at the structure,
one can allocate resources effectively and evaluate the performance and competence
of employees at ease
2. Enables new employees to know people they are working with and thus connect
easily.
3. Helps managers to plan departmental and individual’s workload with ease
4. Workload diagrams help to reduce conflict by showing clearly the reporting structure
in an organisation. 10
5.
5. Benefits of staff and managers to being involved in the monitoring process.
a. Employee’s monitoring helps employees learn their duties quickly. 11
b. It promotes the culture of quality assurance
c. Staff monitoring help to boost morale at work
d. It encourages fairness while rewarding and giving promotions.
6. Benefits of quality assurance and having a quality assurance culture concerning
Monitoring staff Performance.
Quality assurance can be explained as a way of preventing defects and mistakes when
delivering services and product to customers.12 Maintaining a culture of quality assurance in
an organisation ensures that new employees are closely monitored as they go on with their
9. Jeffrey, above n 8, 71.
10. Ibid, 73.
11. Mark Hedberg, ‘Monitoring Staff Performance’ (BSAVA Library, 2016) 375.
12. Noha Elassy, ‘The Concepts of Quality, Quality Assurance and Quality Enhancement’
(2015) 23(3) Quality Assurance in Education 250, 156.

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daily duties to avoid mistake and thus compromising the set service standards.13 Lack
of quality assurance at Mars Hotel almost messed the couple's honeymoon night in the
hotel's penthouse as no one was there to monitor how she prepared the room.
Benefits of quality assurance to an organisation are:
a. Quality assurance helps an organisation gain market advantage due to its level of services
and products offered.14
b. It helps to reduce production cost and time as there are less re-working and less wastage.
Quality assurance ensures that every stage of production or service delivery is closely
monitored.15
c. Quality assurance helps break down the barriers between senior workers and manager.
Barriers between employees and managers tend to: lower employee’s morale, reduce
cross production, reduce innovation and reduce general collaboration among employees.
Continuous monitoring by managers promotes their relationship with the junior
employees and thus reduce the barriers.
d. It helps improve workers motivation and loyalty to the organisation as they are proud of
their efforts.
13. Peter O’Neill, Amrik Sohal and Chih Wei Teng, ‘Quality Management Approaches and
Their Impact on Firms׳ Financial Performance–An Australian Study’ (2016) 171
International Journal of Production Economics 381
14. Elassy, above n 12, 158
15. Ibid, 158.

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7. Staff Training Manual
The staff training manual can be explained as a book of instructions designed to help
employees in their daily duties and improve the quality of the outcome.16
Mars Hotel Staff Training Manual
Position Qualities responsibilities
Receptionist - Ability to multitask
- Detail oriented
- Problem solver
-great the quest
- Register quests upon arrival
- Provide outstanding
services during the quest
stay in the hotel
- Settle the quest’s account
immediately they sign out
16. Raymond A Noe. et al, HRM: Gaining Competitive Advantage (McGraw-Hill Education,
NY, 2017), 201.

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Executive Housekeeper - Ability to follow
instructions
- Team player
- Staff scheduling
- Coordinate
communication between
departments
Assistance housekeeper - Ability to follow
instructions
- Leadership skills
- Ability to multitask
- Perform duties as
instructed by Executive
housekeeper
Raining manager - Leadership skills - Develop training content
- Update training materials
Maintenance - Leadership skills
- Problem solver
- Responsible for general
maintenance and
appearance of the hotel
- Conduct a regular safety
inspection
Laundry - Leadership skills - ensure the highest
standards of laundry
services
- keep laundry records
Security - Ability to solve problems
- Ability to respond to
emergencies
- Over security and safety of
the facility and quests
- Respond to quests
complaints
- Frequent security walks

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How to Make a Reservation
 Always great each Guest with a smile.
 Tell the client your name.
 Ask the name of the client.
 Ask for the client’s form of payment and the id no.
 Verify by checking in "opera.”
- Clients phone number.
- The number of days booked.
- Address of reservation.
 Enquire if they need parking, if yes, let the client fill quest's parking card (Rem to
confirm vehicle's model, make and registration number).
 Explain hotel amenities to the client.
 Making a reservation using "opera."
 Log in.
 Click available rooms
 Select the date today.
 Select the number of rooms the client intends to use.
 Select the number of people who will occupy the room.
 Select the room number(s) from the drop-down.
 Type the name of the client and email address.

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 Select the form of payment.
 When payments are confirmed hand over the key to the client.
 Welcome the quest again and wish them to enjoy their stay.
 Request the security officer to escort the quest(s) to the room.

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References
Carnevale, Anthony P, ‘Workplace Basics: The Skills Employers Want.’
Docherty, Peter, Mari Kira and AB Rami Shani, developing Sustainable Work Systems:
Promoting Sustainability (Routledge, 2008)
Duckenfield, James Jeffrey et al, ‘Floor Plan Based Workflow Mapping’
Elassy, Noha, ‘The Concepts of Quality, Quality Assurance and Quality Enhancement’
(2015) 23(3) Quality Assurance in Education 250
Gemmell, Islay et al, ‘Assessing Workload in General Practice in England before and
after the Introduction of the Pay‐for‐performance Contract’ (2009) 65(3) Journal of advanced
nursing 509
Kira, Mari, Frans M van Eijnatten and David B Balkin, ‘developing Sustainable Work
environment: sustainable Personal Resources’ (2010) 23(5) Journal of business Change
Management 616.
Noe, Raymond A et al, HRM: Gaining Competitive Advantage (McGraw-Hill
Education New York, NY, 2017)
Hedberg, Mark, ‘Monitoring Staff Performance’ (BSAVA Library, 2016) 375
O’Neill, Peter, Amrik Sohal and Chih Wei Teng, ‘Quality Management Approaches
and Their Impact on Firms׳ Financial Performance–An Australian Study’ (2016) 171
International Journal of Production Economics 381
Sanders, Kim, ‘The Effects of Staff Training, Monitoring and Management Support’ (2009)
22(2) Journal of applied research in intellectual disabilities 216.
Wierwille, Walter W and Robert C Williges, Survey and Analysis of Operator
Workload Assessment Techniques. (SYSTEMETRICS INC BLACKSBURG VA, 1978)
Zink, Klaus J, ‘Developing Sustainable Work Systems: adapting Systems Approach’
(2014) 45(1) Applied economics 126

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