Essays on Harbor Inn Problems, Issues Analysis and Discussion Case Study

Download full paperFile format: .doc, available for editing

The paper 'Harbor Inn Problems, Issues Analysis and Discussion" is a good example of a management case study. From the case study Harbour inn, there are critical problems that can be generally analyzed in relation to workforce management, remuneration and services provision, staffing and workplaces conflict. In relation to staffing, the hotel has experienced a high staff turnover compared to an average company. It is demonstrated that a high lack of staff motivation and job satisfaction has aggravated this rate. The current staffs are not motivated to work as well. According to Bacon and Storey, 2000 bad management together with poor working condition and salary are the main causes of demoralisation in any business.

This means that the workplace environment is not stimulating for employees, leading to a short-term and unproductive relationship between them and the employers (Karnes 2008). In most cases, the problem has been caused by the failure of strategic staffing where the job description in the recruitment strategy promote contacting and retention of employees. Savolainen, 2000 asserts that the implications of bad employee-employer relationship may not affect the employees in the long-run but primarily the hotel quality of services. Secondly, the company lacked compensation and remuneration programs.

From the case study, David says the hotel did not offer incentives and rewards for outstanding workers. According to David, this happened to be one of the things demoralizing the employees. Analysts in hospitality industry argue that lack of appreciation, disrespect and denial of chances to engage their creativity and skill demoralize employees. Consequently, they lose interest in the organization. Such employees do not do or communicate anything extra other than the expected (Stenseng 2012). Moreover, good services provision for employees boosts their morale.

Looking at the case study, this was not the case. Having been an employee for three months at Harbour inn, Susan has not received a parking spot as earlier promised, she does not get any security escort to and from the available parking spot far from the workplace, her training program is not materializing, and the promised extra working hours are not eventuated. In fact, she rarely gets to meet her managers. In this case of poor service provision for employees proves poor leadership and lack of concern.

Quigley, 2000 asserts that any organizations that provide poor services to its employees and expect them to deliver effectively are a failed system of leadership. According to Taborda, 2000 organizations will lose much more to mend the arising mess from mistreated employees, than it could have used to provide them with good service. The issue of workplace conflicts is also evident in the case study. David argues that managers and supervisors hardly communicate with the staff. As such, the issue of poor communication arises.

Broken communication in organizations results in poor decision making. This, in turn, causes confusion, lack of direction, and disrespect in the workplace. Workers are not able to trust their managers’ decision making competence, while managers do not trust their workers can handle tasks or responsibilities effectively, and without mistakes (Keyton 2002). What’ s more, mistrust erodes and jeopardizes workers productivity and the overall success of the company (Taborda 2000).

References

Bacon, N. & Storey, J 2000, New Employee Relations Strategies in Britain: Towards Individualism or Partnership? British Journal of Industrial Relations Vol 38, Issue 3 , 407-427.

Becton, J. B., William, F, G., & Mike, S 2007, Evaluating and Rewarding OCBs Reward Systems. Employee Relations Vo: 30, Issue: 5 , 494-514.

Chathoth, P. K., & Osle, M, D 2002, Organisational Leadership and Strategy in The Hospitality Industry. Journal of Services Research, Vol 2, No 1 , 1-29.

Chatterjee, N 2000, A Study of Organisational Culture and Its Effect onEemployee Retention. ASBM Journal of Management Vol 2, Issue 2 , 147-158.

Karnes, R. E 2008, A Change in Business Ethics: The Impact on Employer–Employee Relations. Journal of Business Ethics Vol 87, Issue 2 , 189-197.

Keyton, J 2002, Communicating in groups: Building Relationships for Effective Decision Making (2nd ed). Boston: McGraw-Hill.

Quigley, M. E 2000, ‘Three dimensions of leadership’,. Executive Excellence Vol 17, No 10 , 7-10.

Savolainen, T 2000, Towards a New Workplace Culture: Development Strategies for Employer-Employee Relations. Journal of Workplace Learning Vol 12, Issue 8 , 318-326.

Stenseng, H 2012, The future of the hotel industry. Oslo : Oslo School of Management, class of 2013.

Taborda, C. G 2000, Leadership, Teamwork, and Empowerment: Future Management Trends. Cost Engineering Vol 42, No 10 , 41-44.

Williams, J 2008, Employee Engagement. Professional Safety Vol 53, Issue 1 , 40-45.

Wojtecki, J. G., & Peter, R, G 2000, Communicating Organizational Change: Information Technology Meets The Carbon- Based Employee Unit. San Francisco: Jossey-Bass .

Download full paperFile format: .doc, available for editing
Contact Us