CASE STUDY QUESTIONS: STAFF MANAGEMENT AND DEVELOPMENT
Table of Contents
The issue at the boutique regarding the staffing has been consistently declining, with the reviews being seeming getting lower, because of the staffing issues, the demotion of performance is seemingly apparent. The staffs and especially the part time staff have not been able to have a consistent job description, with which the whole performance aspect have been seemingly declining (Shevchuk, Temchenko, & Morhun, 2019). Despite all sorts of arrangements and any sorts of staffs and supervisors, the aspect of bar and the crowd started consistently going down. It is very apparent that the bar is not doing well, and compared to the especially the new barista outlet, namely, hole-in-the-wall, the overall performance and the customer flow is very poor, which had led to the bad revenue generation for the hotel and boutique business (Jordan & Lloyd, 2017). This is why, the overall competence of the management by the staffs have not been really consistent with the overall services that are actually required for the overall development at both the bar, and as well as the restaurant and the hotel (Shevchuk, Temchenko, & Morhun, 2019).
Relevance of topic in general
Managing and developing the employees are essential for the overall improvement of the organisation, something that is extremely crucial for the overall organisational integrity, revenue improvements and the refinements of the business entity (Kis, et al., 2020). Employees are the pillars and they make or break any organisation, something that creates the foundation for the overall development of the business entity (Mamatelashvili, Mukhamadieva, Akhtamova, & Hisamova, 2020). Managing the staffs and developing their performance would also improve how the entire organisation functions, and how the entire business entity operates their business activities in terms of the business development, management, operational sanctions, performance management and the quality management (Komarova, Zamkovoi, & Novikov, 2019). It is very crucial that the organisation has a quality management team that would ensure all these areas and would be able to identify the shortcomings in areas and would be able to identify the necessary solutions, accordingly with the assessment (Shevchuk, Temchenko, & Morhun, 2019).
Relevance of topic to the organization
The organisation is based on the aspect of hospitality and providing services to their consumers to three of the different kinds of areas that the hey happened to have- one is the hotel services, the other one is the restaurant and bar and the finally the barista outlet- to ensure a proper quality management, having a proper control on all these are and having consistent quality assessments with the involvement of the QM (quality management) team, is extremely important for further and better investigation (Gupta, 2019). With the investigation, the organization would be able to identify certain areas that require better improvements and areas that have underlying opportunities, and areas that are potential for further developments (Afsar, Shahjehan, & Shah, 2018). These kinds of insights become much more apparent and clearer with the proper staff management and development, especially within the disciplines of the organization. The aspect of staff management and development is extremely relevant for an industry like the hospitality and the development of making sure how the staffs are managed and how their competence is taken care of with the successful supply of resources and proper training something that would potentially help them improve their skills respectively in their fields (Jeong, Healy, & McEwan, 2021). The organisational development and the quality management entails the aspect of making sure that the operational activities are being performed seamlessly, the performance management is properly monitored and that the quality and management of staff are being handles efficiently to ensure that that organisation is able to perform to its full potential (Shevchuk, Temchenko, & Morhun, 2019).
Linking to the case study and identifying effectivity and in-effectivity
There are several issues that have been identified in the analysis development of the case study scenario, provided. Firstly, the F&B (food and beverage) management department is not able to perform up to their potential, leading up to the poor performance management and a steady decline in the performance of the staffs. The part time staffs in the front office management is not able to have any proper JD (job description), something that had also contributed to the poor performance management of the overall organization (Anstey, Fletcher, & Walker, 2017). This is also putting a big impact on the organization, as they are not able to have a proper management for all the temporary staffs and no solid sense of work delegations have not been done. With the opening the new barista, the aspect of bar business is also going down, something that has been identified from the managements end (Gupta, 2019).
Explanation on how these issues could possibly affect the experiences of the consumers
With the overall no sense of job description in terms of the F&B management, the job delegation is not been conducted properly, something that results in poor performance and lead to a total catastrophe when it comes to the delivery of proper quality services and products (Kuleswararajan, Sathiyanathan, & Vivekanantha, 2020). With the little amount of training that the F&B management staffs happened to have had, would result in poor performance management and the overall quality would significantly decline, something that would potentially reduce the overall quality of the performance eventually (Shevchuk, Temchenko, & Morhun, 2019). The consistent development of mismanagement amongst the frontline manager and the staffs are creating a crisis in the services, resulting in an unsuccessful service and a declining development of bad quality in their hospitality for the guests (Liang, Chang, Ko, & Lin, 2017). With the new opening of the barista, the business at the bar is impacting how the customer flow it used to have and that is also ruining the aspect of consumer retentions. With the small staff team, the consistent sense of change of outlets to lead to the system and operational jeopardy something that impacts the consumer experiences and how inconsistent the services get, at times (Mamatelashvili, Mukhamadieva, Akhtamova, & Hisamova, 2020).
The employment of the hotel manager is executed by the authority is to ensure that all the operational activities, finance management, marketing and sales of the organisations is taken care of and also in a way, looked after by the hotel manager. However, with the limited skills and competencies of the hotel manager, and their exclusive skills on just the finances are compelling them to focus on just the finance management system and overlook the aspects of operational activities that entails all the. Additional tasks associated with the organisational developments and also sales and marketing department for the organization (Mamatelashvili, Mukhamadieva, Akhtamova, & Hisamova, 2020).
Due to the limited staffing and also the management system being in serious jeopardy, the overall aspect of mis management is seemingly apparent. The front-line manager is compelled to oversee the aspect of housecleaning and room hygiene instead of training or providing knowledge to the concierge, or even managing consumers directly by ensuring front desk services to the consumers. These kinds of additional indulgences by the frontline manger is also something that keep them involved instead of troubleshooting emergencies or even scheduling staff rota, resulting on declining of overall performance of the front-line activities (Shevchuk, Temchenko, & Morhun, 2019).
With the aspect of limited two-days induction course for the front-line management staffs, have also led to the development of poor performance from their end. Since the overall limitation of the course and improper job training had severely impacted the performance areas of the front-line management staffs (Anstey, Fletcher, & Walker, 2017). The limited course induction had also limited how much that have learnt, meaning that there has been no sense of complete skills development and no proper development of competencies on the part of the staffs and management.
The part time staffs in the front-line management are also not able to access any sorts of full length or proper job description, something that leads to the development of confusions amongst the staffs, this also lead to the development of poor performance management and bad work delegation, something that is extremely essential for the overall quality management for the organisation and thee business entity (Gupta, 2019). The improper job descriptions do not provide a clear sense of ideas to the employees, resulting in bad task management, something that had led to the poor staff management overall.
The F&B management performance have significantly been declining because of the little training of the staffs. Their performance appraisals occurring only once every two years unlike the front house and house-keeping staff, whose performance appraisal occur annually. The limited performance appraisal and little amount of training is also seemingly helping the F&B staffs to consistently underperform (Kuleswararajan, Sathiyanathan, & Vivekanantha, 2020).
The part time staffs of the F&B management of the hotel organization is leading up to an inconsistent job decline and also poor tasks delegation. What is expected from a position, is something that is consistently required for the staffs to have a proper knowledge about, lacking which have led to a poor performance appraisal and also deteriorated performance development (Kis, et al., 2020). With the part-time F&B staffs the overall performance management is seemingly declining and with the consequently the performance quality is also equally deteriorating.
The opening of the new barista is causing better opportunities for the local business people., however with that at the same time, the bar outlet is seemingly lacking any of the business gains. Comparing to the barista, the bar is seemingly losing consumer flows something that has been consistently declining the overall flow of consumer and is consistently creating an overall poor performance management for both the front-line managements staffs, the food and beverage management staffs (Komarova, Zamkovoi, & Novikov, 2019). With the opening of the new barista, the bar is comparatively experiencing a steady decline of customer flow, something that resulting in poor revenue generation from the bar outlet, despite there are staffs and necessary services, due to the poor consumer flow, the aspect of services is also eventually declining.
Having a small staff team is another reason why the managements so desperately changing outlets and is unable to keep a consistency in their overall services management, it is also overall declining how the service quality is managed within the disciplines of the organisation, The aspect of small staff teams are constantly moving around and switching their outlets, which is why there is consistent inconsistency in the way the team is functioning and how the overall team management is able to perform collectively, the consistent changes is leading the team performance towards a gradual decline and mismanagement of quality (Kuleswararajan, Sathiyanathan, & Vivekanantha, 2020). For the aspect of small staffs, the management is bombarded with responsibilities and for the fact that the boutique has so many different outlets and with so many different services, the management gets overwhelmed with pressure.
The decline in the ratings have also been consistent and with the involvement of further investigations it has been identified that despite there is outside guests and other visitors are coming and trying to access the services, however, with the involvement of a small team and mis-management and all of them at the same time moving around the outlets and changing their outlets to be able to provide services to all the outlets at all time, somewhere putting the overall quality of services in jeopardy (Shevchuk, Temchenko, & Morhun, 2019).
In terms of the managements of staffs, the aspect of proper training and proper course induction is also something that has been so limited to the overall developments of the consumer management (Liang, Chang, Ko, & Lin, 2017). With the limited training and barely any performance appraisal, be it in the front-line management or even in the food and beverage management, this also significantly bring limitations to the services and how effectively they ca possibly provide the services to their consumers. The limited quality management assessment is one of the reasons why the service management is seemingly declining (Shevchuk, Temchenko, & Morhun, 2019).
Herzbergs two-factor theory
According to Herzbergs two-factor theory, the two main components of the theoretical concepts are the hygiene factors and the motivator factors. The hygiene factors are also known as the extrinsic factors that indicates at the tangible or fundamental aspects of theory where these tangible concepts such as salary, job security, or even the status, working conditions, policies and rules or even co-worker relations (Alfayad & Arif, 2017). With the management and successful fulfilment of these tangible needs the issues identified above such as small team management, bad course induction or limited performance appraisal, or even insufficient team managements could possibly be improved. Motivator factors or the intrinsic factors that indicates at the intangible needs such as the emotional requirements of the staffs or employees, recognition, their achievements and responsibility, personal growth or even advancements- these are some of the most required aspects, fulfilling which the staffs and the m managements would be able to function and have significant improvements, for instance providing recognitions to the staffs who deserve it and then rewarding them for it, giving them promotions would resolve the issues identified earlier (Alshmemri, Shahwan-Akl, & Maude, 2017). The inverse relationship between the two kinds of components or factors of the two-factory theory is also relevant where the presence of intrinsic motivators increase motivation, whereas the absent of extrinsic motivators decrease the motivation (Kotni & Karumuri, 2018). The two dimensions of the employee satisfaction, hygiene and motivation, are some of the most crucial factors, such as the hygiene refers to salary or supervision issues, or the causing decreasing employees satisfactions issues at the work environments. The motivation factors are indicative of recognition, achievement, productivity, commitment or even the creativity (Alshmemri, Shahwan-Akl, & Maude, 2017). By focusing on the motivation factors and concentrating on how the job enrichments would be reached is to be the primary goals. Having a clear set of communication with the employees, then as a leader the setting of example is to be executed and allowing the employees or the subsequent staff and workers to have their voice and opinion would allow them to have better improvements overall (Alfayad & Arif, 2017). There are different groups of employees whose motivation and the aspect of their job satisfaction is consistently varying and therefore the application of the two-factory theory always has mixed results. The motivation-hygiene theory states that a certain set of factors in the workplace environment cause job satisfaction and in the same way, a certain set of factors in the workplace environment causes dissatisfaction something that leads to all of them acting independently (Kotni & Karumuri, 2018). The addressal for the motivation and the hygiene factors are to be happening independently something that suggests that it is important for the employers to comprehend each factor independently and then are to know how to improve them accordingly (Alshmemri, Shahwan-Akl, & Maude, 2017).
Figure: Conceptual diagram of Herzbergs two-factor theory
Source: (Alshmemri, Shahwan-Akl, & Maude, 2017)
Goal setting theory
According to the Edwin Lockes Goal setting theory, is something that conceptualises the action of setting an action plan or putting up a goal step-by-step, something that would consequently lead towards the development of better performance in the delegated tasks with the help of proper feedback(Jeong, Healy, & McEwan, 2021). The deliberate nature of the goals, are consistently putting stress upon the fulfil of the same goals, for instance in this case, setting up the aspect of proper quality services, having consistent performance appraisal, better job descriptions for the part time frontline managements staffs and then improvements of food and beverage staffs etcetera would also potentially improve how the goal is set, as in the involvement of emotions, through out and behaviour is are some of the consistent elements in the overall aspect of setting up the goals, something which lead up to the overall improvement of the goal achievements (Shoaib & Kohli, 2017). The feedback associated with the goal setting activities are why achieving the goals become extremely crucial and also with that it helps with the overall improvements of high quality and better task performance. It also allows to have an effective quality management and allows the organisation to gain better quality management overall(Locke & Latham, 2019). This theory and according to (Locke & Latham, 2019), the aspect of just simply doing their best does not suffice, as the theory and the writers suggest that having difficult goals set for goals settings would potentially elevate the level of performance to a higher level and that would help them eventually develop an overall development of their skills and competencies (Shoaib & Kohli, 2017). Providing coaching consistently and effectively providing them guidance at all stages of their goal achievements would allow them to effectively gain a better insight and would allow them to have a better assessment overall. It would eventually provide direction, and have the employees much more focused while providing them a sense of individual satisfactions at all times (Jeong, Healy, & McEwan, 2021). The effective application of the theory would help maintain the aspect of motivation, while uplift the employees during the time of their setbacks in achieving any gaols would help them improve and learn from their failures. The goals also allow the consumers/clients to prioritize changes and allow the employees to set a realistic timeline for their goal accomplishments accordingly (Locke & Latham, 2019).
Figure: Goal-setting theory diagram
(Source: (Locke & Latham, 2019)
|Plan||Gap analysis||Objectives||Person/group involved resources
||Expected results and benefits
||Evaluation and review|
|To ensure that the staffs from F&B management, front-line management are receiving proper course training and job description||The existing situation contains two days course induction and lack of job descriptions for the part time F&B staffs (Shevchuk, Temchenko, & Morhun, 2019)||To have lengthy job training programs
To have better job description
To conduct better job delegation following goal-setting theory
Better goal adjustments (Mamatelashvili, Mukhamadieva, Akhtamova, & Hisamova, 2020)
|o The HR department
o Operation management
|o Better job delegation
o Credible job deliveries
o Improved services
|1. Teaching new hires, the skills of current employees
2. Teaching skills to improve the workflow
3. Teaching skills to implement in the program to support new products and the transitions in the market
|The performance and service deliveries would be improved|
|To ensure that the team is enlarged with better competent staffs to avoid any outlet switching||Small team keeps moving around the different outlets||To hire more employees
To have them distributed evenly amongst all the outlets
|o The HR department
o The official executive
|Better service managements
Consistency in the service
|Identifying hiring needs
Devising a recruitment plan
Effective distribution of the staffs (Afsar, Shahjehan, & Shah, 2018)
|The teams would not have to switch each of their outlets and would not require any changes|
|To make sure that the performance appraisal is happening more than just once in two years||Rare performance review
Nominal performance evaluation (Afsar, Shahjehan, & Shah, 2018)
|To effectively monitor and review employee performance
Considering two-factory theory concepts
Evaluate the intrinsic and extrinsic factors
To evaluate the performance (Gupta, 2019)
The HRM team
|Consistent identification in the shortfalls of performances
Immediate improvements in the performance
|Establishing performance standards
Communicating performance expectations with the employees
Measure, compare and discuss the performance standards (Gupta, 2019)
|Employees are able to have better control over themselves|
|To make sure that the hotel manager focuses on the marketing and sales, and operational activities other than just finances (Kis, et al., 2020)||Exclusive focus on the hotel manager on just the finances since that fits their expertise||To have the hotel manager oversee all the aspects of the business entity (Komarova, Zamkovoi, & Novikov, 2019)||Marketing team and sales information
Operational expertise (Shevchuk, Temchenko, & Morhun, 2019)
|Overall improvement in all the areas than just the finance management||Better audience defining
Building advertisements plan
Considering improvements of operational activities
|The hotel manager is able to look after all the areas such as the operational activities, sales and marketing besides the finance|
The involvement of the leader would be able to require a competent one, for instance the hotel manager is required to be skilled enough to take care of all the aspects of the business entity such as the operational activities, sales and marketing and as well as the finance management would be required. Effective involvement of the leaders and then managing to have a systemic assessment of the same would be one of the few objectives of the organization that are to be conducted (Gupta, 2019). The involvement of the leader is conducted to be able to have a better task orientation and something that would allow the staffs and the workers working under them to have necessary guidance and proper system management overall, leading towards a successful quality management and effective management of staffs overall.
To be able to have proper steps and actions set and goal prepared and then perform accordingly to ensure that the overall aspect of action plan leads the business entity towards the better performance, having planning as the guidelines. The aspect of planning would provide a clear set of idea as to what to perform and when to execute them one by one, something that outlines the actions in an organised order and would allow the boutique to achieve their objective es effectively.
To be able to have performance reviews, by providing feedback and consistent honest evaluation and face-to-face assessments of the staffs and employees while ensuring the use of tangible and pertinent examples accordingly to have better performance reviews would help have better improvements. The consistent reviews of the performances would allow the staffs and the workers to improve their productivity with an effective monitoring process and would provide them with better insights as to how to improve those areas effectively and improve the overall aspect of quality services effectively.
To be able to have clear job descriptions, especially in terms of the F&B management staffs would help have better job delegation and what the organisation is expects of the staffs and the employees, something that would clarify the overall development of how the organisation is able to hire the competent individuals accordingly (Shevchuk, Temchenko, & Morhun, 2019). Having clear set of job descriptions, sense of job description in terms of the F&B management, the job delegation is not been conducted properly, something that results in poor performance and lead to a total catastrophe when it comes to the delivery of proper quality services and products.
To be able to provide proper training that has clear set of goals and proper organisational requirements in compliant with the organisational standards, would help the overall set of business requirements to effectively get improved and create competent and skilled individuals suitable for the jobs accordingly. The aspect of training would provide better skills and would help the employees to improve and fine competence in their respective areas accordingly. It would also allow them to have better management and would be able to provide them better insights accordingly to have proper quality management in both the products and the services at all the outlets available.
In terms of the involvements and who, the goal is to have involvement of the organizational leader such as the executive leader, supervisor lead, the HRM team. In terms of what, the accomplishment is to have better staff management, proper leadership approval and performance management and quality control (Afsar, Shahjehan, & Shah, 2018). The goal is required to be accomplished (when) within the next 2-2.5 years of the organisational development, since the goal applies to the main aspect of the business entity and that involves the cash generation and better-quality control of the services at the boutique. Better course induction (How) is to be implemented, and making sure that the training is properly provided to the staffs is also important (Kotni & Karumuri, 2018).
Anstey, E., Fletcher, C., & Walker, J. (2017). Staff appraisal and development. Taylor & Francis.
Shevchuk, N., Temchenko, O., & Morhun, T. (2019). Key problems of staff management at enterprises and their solutions ways.
Mamatelashvili, O., Mukhamadieva, E., Akhtamova, G., & Hisamova, T. (2020). The Impact Of Corporate Management On Staff Development In The Security Strategy. In European Proceedings of Social and Behavioural Sciences EpSBS, pp. 46-55.
Kuleswararajan, U., Sathiyanathan, J., & Vivekanantha, S. (2020). Web based staff management systemdevelopment for the establishment branch of university.
Kis, S., Mosora, L., Mosora, Y., Yatsiuk, O., Malynovska, G., & Pobihun, S. (2020). Personnel certification as a necessary condition for enterprisestaff development. Management Systems in Production Engineering.
Jordan, P., & Lloyd, C. (2017). Staff management in library and information work. Taylor & Francis.
Komarova, N., Zamkovoi, A., & Novikov, S. (2019). The Fourth Industrial Revolution and Staff Development Strategy in Manufacturing. Russian Engineering Research, 39(4), 330-333.
Liang, T., Chang, H., Ko, M., & Lin, C. (2017). Transformational leadership and employee voices in the hospitality industry. International Journal of Contemporary Hospitality Management.
Afsar, B., Shahjehan, A., & Shah, S. (2018). Frontline employees high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry. International Journal of Contemporary Hospitality Management.
Gupta, V. (2019). Talent management dimensions and their relationship with retention of Generation-Y employees in the hospitality industry. International Journal of Contemporary Hospitality Management.
Locke, E., & Latham, G. (2019). The development of goal setting theory: A half century retrospective. Motivation Science, 5(2), 93.
Shoaib, F., & Kohli, N. (2017). Employee engagement and goal setting theory. Indian journal of health & wellbeing, 8(8).
Jeong, Y., Healy, L., & McEwan, D. (2021). The application of Goal Setting Theory to goal setting interventions in sport: a systematic review. International Review of Sport and Exercise Psychology, 1-26.
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzbergs two-factor theory. Life Science Journal, 14(5), 12-16.
Kotni, V., & Karumuri, V. (2018). Application of Herzberg two-factor theory model for motivating retail salesforce. UP Journal of Organizational Behavior, 17(1), 24-42.
Alfayad, Z., & Arif, L. (2017). Employee voice and job satisfaction: An application of Herzberg two-factor theory. International Review of Management and Marketing, 7(1), 150-156.
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