The Empress. Issue 1 (4th January 2016)

• Record Type: Journal Article
• Authors: Wilson-Mah, Rebecca
• Is Part Of: Case journal. Volume 12:Issue 1(2016)
• Page Start: 3
• Page End: 26
• Publication Date: 2016-01-04
• Subjects: Hotel -- Hospitality management -- Engagement -- Human resource management -- Performance management -- Performance appraisal; Business -- Case studies -- Periodicals; Business -- Case studies -- Periodicals; Management -- Case studies -- Periodicals; Management -- Case studies -- Periodicals; Management -- Study and teaching -- Periodicals; Business; Management; Management -- Study and teaching; Case studies; 658.00722
• DOI: 10.1108/TCJ-11-2013-0001
• Languages: English
• ISSNs: 1544-9106

Abstract

Abstract : Synopsis: This case encourages students to consider how they would communicate and support the implementation of a company's policy for annual performance reviews. Analysis may include considering how to build commitment from line management for the process and practice of colleague performance reviews and an exploration of the relationship between appraisals and performance management, human resources (HR) strategy and business strategy. Managers may perceive that performance reviews are taking them away from the more important and pressing tasks that directly relate to their own performance on the job – and not appreciate the strategic significance of the appraisal process. Research methodology: Topics were identified as case preferences and a shopping list of questions were generated for field interviews. Two field interviews were completed. The company involved was not disguised, however the HR Director's name (David White) is a pseudonym. Relevant courses and levels: This case is suitable for third or fourth year undergraduate or postgraduate studies in hospitality management, human resource management or a human resource management course that specializes in strategic HRM, performance management, performance appraisal or employee engagement. Theoretical bases: There has been a gradual shift from performance appraisal to performance management to reflect a more strategic approach to human resource management practice (Bach, 2005 ). A performance management system typically includes the following components: regular performance appraisal, mission statement and values statement, individual objectives, performance standards or competencies, unit objectives, company-wide objectives, performance-related pay, training and reward or recognition system (Armstrong, 2002). Collectively these components have a strategic focus and connect individual, team and organizational performance.