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Human Resource Management Case Chapter 12 (Irfan Rakhman Hidayat) 1101001014

Human Resource Management Case Chapter 12 (Irfan Rakhman Hidayat) 1101001014

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chapter 12 about payroll at human resource management
chapter 12 about payroll at human resource management

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Published by: Irfan Rakhman Hidayat on Sep 23, 2012
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12/31/2013

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Human Resource ManagementCASE : Paris Hotel
Topic : Pay For Performance and Financial IncentivesAnswered by : Irfan Rakhman Hidayat (1101001014)
 
Case Review :
The hotel Paris competitive strategy is “to use superior guest service
to differentiate theHotel Paris properties and to thereby increase the length to stay and return rate of guest and 
thus boost revenues and profitability “ 
HR manager Lisa Cruz must now formulate functionalpolicies and activities that support this competitive strategies by eliciting the requiredemployee behaviors and competencies.
One of Lisa Cruz’s biggest pay
-related concerns is that the Hotel Paris
compensations plandoes not link pay to performance
in any effective way. Because salaries was historically barelycompetitive, supervisors tend to award merit raises across the board. so, employee whoperformed well got only about the same the same raise as did those who performed poorly.Similarly, there was no bonus or incentives plan of any kind aimed at linking employeeperformance to strategically relevant employee capabilities and behaviors such as greetingguest in friendly manner or providing expeditious check ins and checkouts.Based on their analysis, Lisa Cruz
and CFO concluded by any metric, their company’s
incentives plan was inadequate , The percentage of workforce whose merit or incentives pay istied to performance is effectively zero, because managers awarded merit pay across theboard.No more than 5 percent of workforce (just the managers) was eligible for incentive payand the percentage of difference in incentive pay between low performing and high performingemployee was less than 2%.Lisa Cruz knew from industry studies that in the top firms, morethan 80% of the workforce had merit pay or incentives pay tied to performance. She also knewthat in high performing firms there at least a 5% or 6% difference in incentive pay between lowperforming and high performing employee. The CFO authorized Lisa to design new strategy
 –oriented incentive plan for The Hotel Paris’s employee. Their Overall aim was to incentivizethe pay plan of just about all the company’
s employees.
Lisa and the company ‘s CFO laid out three measurable criteria that the new ince
ntiveplan had to meet.
First, at least 90% (and preferably all) of the Hotel Paris’s employees must 
be eligible for merit increase
or incentives pay between a low performing and highperforming employee.
 
Second there must be at least 10% difference in incentives pay between a low performing and high performing employee
.
Third the new incentives plan had to includes specific bonuses and evaluative mechanism that linked employee
behaviors in each job categories with strategically relevant employee capabilities and behaviors.
For example,Front desk clerks were to be rewarded in part based on the friendliness and speed of theircheck ins and checkouts and the House cleaning crew was to be evaluated and rewarded in partbased on the percentage of room cleaning infractions.
 
QUESTIONS
1.Discuss what do you think of the measurable criteria that Lisa and the CFO set for their new incentivePlan.
2.Given what do you know about the hotel Paris’s strategic goals, List three of four specific behaviors
you would incentivize for each of the following groups of employee ; Front desk Clerk ,Hotel Manager,Valet, Housekeepers
3.Lay out a complete incentive plan (including long term and short term incentive) for hotel Paris’s Hotel
Manager.
Answer :
1.Criteria that must be measured to differentiate between high performing and low performingemployees could be based on :a. Speed (Time needed to served the costumer)b. Friendliness (Expression given when serve costumer)c. Delicacy (not only about how fast the service but also include how delicate it was)d. Patience/Complaint Resistance (measure how patience employees could resist costumercomplaint)e. On Time / On post (measure how on time employee attend to their post after rest orwhen their time shift comes)based on this behavior the manager could look the outcome like :a.
 
Increasing in stay and return rate of the costumerb.
 
Willingness of the costumer to recommend this hotel to othersc.
 
Good image, and professionalism of this hoteld.
 
Feed back from costumer about what is lack from costumere.
 
Increasing number of guest

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