Performance Management

Recognizing that a hospitality organization is a collection of diverse business enterprises, each with its own requirements, disciplines, and knowledge for success, General Managers must rely on department heads to run their operations with high levels of professionalism, efficiency, and service.  But to ensure that this is consistently done with a quality that meets customer/guest/member and ownership’s expectations, the general manager must exert his or her authority to guide subordinates toward a common vision, specific goals, and a coordinated timing of initiatives across departmental lines.

With this in mind there is probably no more important thing a general manager can do to drive desired outcomes than to prepare detailed work plans for subordinate managers and hold them strictly accountable for results.

But beyond the specifics and timing of work plan elements the General Manager must also spell out in detail his or her expectations for leadership, management disciplines, and organizational professionalism, as well as performance and service standards for the operation.  The overall cycle of performance management, then, consists of enumerating expectations, driving organizational development through work planning, and providing feedback and measurements of performance by means of periodic formal reviews.

The performance of line employees, while not carrying the same scope and weight of consequence as that of managers and supervisors, is still important in that it most directly affects service and service delivery.  So while the work planning requirement may not be as significant for line employees, the need to spell out expectations for behavior and performance is still of major concern.

Further, all employees need and deserve feedback on their efforts at work.  Such feedback serves as ongoing guidance as to the suitability and sufficiency of their contribution to the collective effort.  While it is expected that employees will receive this feedback on a day in, day out basis, it is also customary and appropriate to give them formal feedback during periodic performance reviews.

Lastly, such reviews provide opportunities for helping employees with self- and career-development advice.  Such interest by management in each employee’s development will yield greater commitment and loyalty to the organization and its performance.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

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