Developing a model of employee's performance management process for Tallinn hotel businesses
Hiiemäe, Johanna-Hedwiga (2013)
Hiiemäe, Johanna-Hedwiga
HAAGA-HELIA ammattikorkeakoulu
2013
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2012121619627
https://urn.fi/URN:NBN:fi:amk-2012121619627
Tiivistelmä
The amount of hotels in Tallinn is growing continuously due to the increase of overnight stays. Therefore, it is important to have a competitive advantage over the competitors in order to stay on the market. Since one of the competitive advantages of a hotel business is the customer service, it is essential to manage employees’ performance. The objective of this research was to build a model of employee’s performance management process which would be a useful tool for hotel businesses and to give suggestions to eight hotels in Tallinn that they could manage their performance better. This thesis research is commissioned by Twin Capital project in order to help to develop tourism in Tallinn.
The research was based on a qualitative research method. The thesis study was carried out through semi-structured interviews with eight hotels in Tallinn. The interviews were conducted face-to-face with hotel supervisors or human resources managers. In addition, secondary sources were used. This research started in February 2012 by handing in the research plan but the actual implementation of the research took place in Jul - Dec 2012 including the phase of carrying out the interviews.
Findings of this study showed that the process of performance management in the hotels depends of the size and star-rating of the hotel. Hotels with many employees or high star-ratings are using performance management on a deeper level and in a more structured way on the contrary to the small or with low star-rating hotels. Concerning the appraisal, smaller hotels use mainly qualitative assessment methods and bigger hotels use the mostly quantitative ways of assessing employee’s performance. The model was improved by moving observation analysis and evaluation into same phase which allows any hotel business apply the model regardless the size of the organisation. There were many suggestions to the hotel businesses regarding their performance management e.g. concerning their motivation or feedback collection methods, appraisal ways and other. However, the suggestions were very detailed and there were a lot of them. Therefore, the suggestions cannot be summed up in few sentences.
The research was based on a qualitative research method. The thesis study was carried out through semi-structured interviews with eight hotels in Tallinn. The interviews were conducted face-to-face with hotel supervisors or human resources managers. In addition, secondary sources were used. This research started in February 2012 by handing in the research plan but the actual implementation of the research took place in Jul - Dec 2012 including the phase of carrying out the interviews.
Findings of this study showed that the process of performance management in the hotels depends of the size and star-rating of the hotel. Hotels with many employees or high star-ratings are using performance management on a deeper level and in a more structured way on the contrary to the small or with low star-rating hotels. Concerning the appraisal, smaller hotels use mainly qualitative assessment methods and bigger hotels use the mostly quantitative ways of assessing employee’s performance. The model was improved by moving observation analysis and evaluation into same phase which allows any hotel business apply the model regardless the size of the organisation. There were many suggestions to the hotel businesses regarding their performance management e.g. concerning their motivation or feedback collection methods, appraisal ways and other. However, the suggestions were very detailed and there were a lot of them. Therefore, the suggestions cannot be summed up in few sentences.