The paper “ Management Issues at Harbour Inn” is a thoughtful example of the case study on management. This report about the management problems experienced at Harbour Inn is divided into two sections. In the discussion and analysis section, four major problems are identified. First, there is a breakdown in communication between the management and the entire workforce, which is composed of young employees. This intergenerational and cultural diversity affects the attitude and communication between the management and the workers at the hotel. Second, the employees at the hotel have negative attitudes towards their work.
This is reflected in low job satisfaction, poor involvement, and lack of organizational commitment. Third, the institution lacks an appropriate mechanism for motivating its employees. This explains why there are low motivation and a high rate of turnover in the organization. Lastly, the institution suffers from poor control systems in terms of handling all matters related to the welfare of the workers. This report recommends several solutions for the situation at the Harbour Inn. For instance, it is recommended that the institution implements an effective employee reward system.
By recognizing, measuring, and rewarding the performance of employees, the organization can not only increase the level of motivation but also reduce the rate of employee turnover. Additionally, the organization should implement a people-oriented culture. This will address the concerns of the younger workforce by ensuring their participation in the processes of the organization. Lastly, the organization should implement a clan control system. Such an approach would not only foster commitment but also change the degree of formality within the organization from formal controls to group culture. IntroductionThis report is based on a case study of the Harbour Inn hotel and provides recommendations that can address the problems and issues present in the institution.
It is divided into two parts, each addressing specific aspects of the topic. In the first section, an analysis of the problems and issues arising from the case is provided.
Deery, M 2008, ‘Talent management, work-life balance and retention strategies’, International Journal of Contemporary Hospitality Management, vol. 20, no. 7, pp. 792-806.
Harbourne, D 2000, ‘Issues in hospitality and catering’, Management Development Review, vol. 8, no. 1, pp. 37- 40.
Heyman, D R 2011, Non- profit management 101: A complete and practical guide for leaders and professionals, John Wiley and Sons, Sydney.
Lee-Ross, D & Pryce, J 2010, Human resources and tourism: Skills, culture and industry, Channel View Publications, Ontario.
Nickson, D 2012, Human resource management for the hospitality and tourism industries, Butterworth-Heinemann, Burlington.
Ojie-Ahamiojie, G 2008, Essential leadership skills for hospitality supervisors: An experiential approach. Author House, Bloomington.
Rabey, G P 2001, ‘Motivation is response’, Management Development Review, vol. 33, no. 1, pp. 26-28.
Schermerhorn, J R, Osborn, R N & Uhl-Bien, M 2011, Organizational behaviour, John Wiley & Sons, London.
Smith, L 1999, ‘An evaluation of programmes for staff motivation in NHS and hotel ancillary staff’, Facilities, vol. 17, no. 7/8, pp. 264-271.
Tanke, M L 2001, Human resource management for the hospitality industry, Cengage Learning, New York.
Tesone, V V D 2012, Principles of management for the hospitality industry, Butterworth-Heinemann, Burlington.
Tosi, L & Pilati, M 2011, Managing organizational behaviour: Individuals, teams, organization and management, Edward Elgar Publishing, Cheltenham.