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    Advanced HRM - Case 4

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    Amr Ahmed
    Lisa Cruz, the HR manager of Hotel Paris, realized the company's job descriptions were outdated and many jobs had no descriptions at all. She understood accurate job descriptions were necessary to determine who to hire and how to train employees. Lisa's team conducted an analysis that suggested having job descriptions positively influenced employee behaviors and competencies. Lisa knew the new job descriptions would need to include traditional duties and responsibilities but also competencies unique to each role. For example, front desk clerk descriptions might include the ability to check a guest in or out within 5 minutes while maintaining patience and supportiveness. Lisa's goal was to develop job descriptions that would produce the employee skills and behaviors needed to support the hotel's strategy of superior guest service.

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    Advanced HRM - Case 4

    Uploaded by

    Amr Ahmed
    36 views1 page
    Lisa Cruz, the HR manager of Hotel Paris, realized the company's job descriptions were outdated and many jobs had no descriptions at all. She understood accurate job descriptions were necessary to determine who to hire and how to train employees. Lisa's team conducted an analysis that suggested having job descriptions positively influenced employee behaviors and competencies. Lisa knew the new job descriptions would need to include traditional duties and responsibilities but also competencies unique to each role. For example, front desk clerk descriptions might include the ability to check a guest in or out within 5 minutes while maintaining patience and supportiveness. Lisa's goal was to develop job descriptions that would produce the employee skills and behaviors needed to support the hotel's strategy of superior guest service.

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    Advanced HRM_Case 4

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    Lisa Cruz, the HR manager of Hotel Paris, realized the company's job descriptions were outdated and many jobs had no descriptions at all. She understood accurate job descriptions were necessary to determine who to hire and how to train employees. Lisa's team conducted an analysis that suggested having job descriptions positively influenced employee behaviors and competencies. Lisa knew the new job descriptions would need to include traditional duties and responsibilities but also competencies unique to each role. For example, front desk clerk descriptions might include the ability to check a guest in or out within 5 minutes while maintaining patience and supportiveness. Lisa's goal was to develop job descriptions that would produce the employee skills and behaviors needed to support the hotel's strategy of superior guest service.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    36 views1 page

    Advanced HRM - Case 4

    Uploaded by

    Amr Ahmed
    Lisa Cruz, the HR manager of Hotel Paris, realized the company's job descriptions were outdated and many jobs had no descriptions at all. She understood accurate job descriptions were necessary to determine who to hire and how to train employees. Lisa's team conducted an analysis that suggested having job descriptions positively influenced employee behaviors and competencies. Lisa knew the new job descriptions would need to include traditional duties and responsibilities but also competencies unique to each role. For example, front desk clerk descriptions might include the ability to check a guest in or out within 5 minutes while maintaining patience and supportiveness. Lisa's goal was to develop job descriptions that would produce the employee skills and behaviors needed to support the hotel's strategy of superior guest service.

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    of 1

    E-JUST.

    MBA HRM501 Case Study (4)

    THE HOTEL PARIS CASE


    Job Descriptions
    The Hotel Paris’s competitive strategy is to use superior guest service to differentiate the Hotel
    Paris properties, and to thereby increase the length of stay and return rate of guests, and thus
    boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies
    and activities that support this competitive strategy by eliciting the required employee behaviors
    and competencies.
    As an experienced human resource director, the Hotel Paris s Lisa Cruz knew that recruitment and
    selection processes invariably influenced employee competencies and behavior and, through them,
    the company s bottom line. Everything about the workforce its collective skills, morale,
    experience, and motivation depended on attracting and then selecting the right employees.
    In reviewing the Hotel Paris s employment systems, she was therefore concerned that virtually all
    the company s job descriptions were out of date, and that many jobs had no descriptions at all. She
    knew that without accurate job descriptions, all her improvement efforts would be in vain.
    After all, if you don t know a job s duties, responsibilities, and human requirements, how can you
    decide who to hire or how to train them? To create human resource policies and practices that
    would produce employee competencies and behaviors needed to achieve the hotel s strategic aims,
    Lisa’s team first had to produce a set of usable job descriptions.
    TRA brief analysis, conducted with her company s CFO, reinforced that observation. They chose
    departments across the hotel chain that did and did not have updated job descriptions.
    Although they understood that many other factors might be influencing the results, they believed
    that the relationships they observed did suggest that having job descriptions had a positive
    influence on various employee behaviors and competencies. Perhaps having the descriptions
    facilitated the employee selection process, or perhaps the departments with the descriptions just
    had better managers.
    She knew the Hotel Paris s job descriptions would have to include traditional duties and
    responsibilities. However, most should also include several competencies unique to each job. For
    example, job descriptions for the front-desk clerks might include able to check a guest in or out in
    5minutes or less. Most service employee’s descriptions included the competency, able to exhibit
    patience and guest supportiveness even when busy with other activities.
    Questions
    In teams or individually:
    1. Based on the hotel s stated strategy, list at least four important employee behaviors for the
    Hotel Paris’s staff.
    2. If time permits, spend some time prior to class observing the front-desk clerk at a local
    hotel. In any case, create a job description for a Hotel Paris front-desk clerk.IPRACTICES
    CASE

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