Summary
Carrick and Black Rock hotel chains are developed and well-established businesses that bring considerable profit to the owners and the stakeholders. Both hotel chains have some gaps in employee performance and require some reforms which could be effectively led after introducing the performance appraisal working system. This paper aims to evaluate how the new performance appraisal system can motivate the staff in Carrick and Black Rock hotel chains, while also considering the ethical, legal, and professional issues required to implement a productive scheme.
Performance Appraisal and Employees’ Motivation
Performance appraisal has direct links to employee motivation which also leads to improved customer service. When managers feel reluctant to assess the work of their subordinates, it adversely impacts the overall job satisfaction (Kalyanamitra et al., 2020). On the opposite, managerial attention to how the employees perform their duties can result in better customer satisfaction and job outcomes. Although employees are generally discontent with being observed and given the assessment by managers, a lack of attention will lead to a decrease in productivity and quality of the services provided (Ariyani & Hidayati, 2018). Therefore, introducing the system of performance appraisal is a good idea for any business in any market field.
Ethical, Legal, and Professional Issues
There are also some distinctive problems that most managers face when implementing performance appraisal practices. On the one hand, the employees may feel frustration related to being criticized. On the other hand, they may feel underestimated and deprived of their voice. Therefore, when performing the job meetings managers should emphasize both strong and weak sides of the performance under evaluation (“Legal issues,” n.d.). No less important, they should aim for receiving feedback from employees who may have a word to say regarding their duties, the job environment, and some circumstances that may impede their professional development (Mayhew, 2022). This will lead to improving two-sided communication between managers and employees.
A positive attitude should be generally the main topic during the performance appraisal. Managers who feel a lack of desire to become a judge for their colleagues should position the performance appraisal as a chance for employees to get promoted in their career path and receive more benefits from the company for the growing experience and, possibly, new responsibilities (“The performance appraisal,” 2018). In such a case, the employees will be happy to hear what the managers think of their job, and the managers will see the employees giving feedback more readily.
Speaking of ethical and legal issues, managers should avoid discrimination when making a performance appraisal. They should make fair observations and not document the invented discriminatory-based deficiencies in employees’ behavior (Heatfield, 2019). For example, older people, pregnant women, and women in general (when being assessed both by men and women managers), people of different races, ethnicities, and cultures often become targets for discriminative remarks, assessments, attitudes, and behaviors (Heatfield, 2019). Managers of respectable companies should avoid being impolite or dishonest during the evaluation process.
Interestingly, to avoid unethical behavior and further legal repercussions, managers can provide proper documentation of the performance appraisal process. If the employees will feel that their work was not properly appraised, the manager can consult with the documents where all the deficiencies in the employee’s work style would be presented (Heatfield, 2020). It is important, that managers see the performance appraisal as a chance to promote employees, not dismiss them (Heatfield, 2020). To this end, feedback on performance should be provided every month, and a chance for two-sided communication should be ensured.
Thus, it was evaluated, how the new performance appraisal system should be implemented in Carrick and Black Rock hotel chains to improve motivation and customer satisfaction. Both hotels require a minimum intervention to align the appraisal processes and reassure the employees of the managers’ presence and attention. Importantly, when introducing the new appraisal system, managers should consider professional, ethical, and legal issues for employees’ and the general company’s success and profit.
References
Ariyani, N., & Hidayati, S. (2018). Influence of transformational leadership and work engagement on innovative behavior. Etikonomi, 17(2), 275-284.
Heatfield, S. (2019). Why employee performance appraisal does not work. Web.
Heatfield, S. (2020). Four common problems with performance appraisals. Web.
Kalyanamitra, P., Saengchai, S., & Jermsittiparsert, K. (2020). Impact of training facilities, benefits and compensation, and performance appraisal on the employees’ retention: A mediating effect of employees’ job satisfaction. Systematic Reviews in Pharmacy, 11(3).
Legal issues associated with performance appraisal. (n.d.). Managementpedia. Web.
Mayhew, R. (2022). Legal aspects of performance appraisals. Web.
The performance appraisal: A legal and HR tool. (2018). Greenwald Doherty Counsel. Web.