Essays on Employee Training Issues Case Study

Download full paperFile format: .doc, available for editing

The paper "Employee Training Issues" is a perfect example of a Management Case Study. Portman hotel is the first American hotel to have personal valets systems even though it is noted that two other hotels have introduced this Asian style o service in the US market (Yeung 2006). This entails that, there is less competition and therefore if Portman implements accurate structures and processes, there are high chances that they will have a completive edge. This company is well known for its innovative and creative process in the US.

This hotel has 348 rooms in 21 floors. Personal valets are the drivers of the hotel (Yeung 2006). It is worth noting that for quite some time now, the hotel has been hit by various issues. The main issue here is the personal valets’ morale and at least 50% have quit the job since the hotel started. at the same time, the approach of using personal valets is substantially costly and thus this hotel needed to invest a lot of money in the same. This system is also very new in the United States and thus there was a need to inform the clients of how it works. It is worth noting that, Portman entered the less competitive market and the use of the PA system created a competitive advantage.

This, therefore, means that, if they employ the right structures and processes, then they stand a better chance to make it in the market. Treating customers in better ways other than the other hotels was also a point that put the hotel in a competitive advantage. Employees who are friendly and motivated do all they can to make sure that they satisfy their clients.

It is clear that the company selected friendly and committed employees who are ready to work in the hotel industry. At the same time, they contracted Selection Research Inc. (SRI) to assist them in getting the best labor force in the market (Yeung 2006). When selected, the employees were given a 2 weeks training course where they were equipped with skills to clean rooms and how to judge employees and categorize them so that they can be able to handle them in accordance to their characteristics. Operation Analysis From the study on Portman, the feedback system and performance appraisal system was wanting.

This being the case, there was a poor performance by the PVs which in the long run was felt in the overall organization’ s performance. Comparing how maids on other hotels were treated, the PVs felt that they were doing more work but paid the same. There are increased costs in maintaining human resource and thus the company is looking for full occupancy which they deem to be cost-effective (Yeung 2006). Portman needs to employ accurate measures in motivating the employees.

At the same time, there is needed to be rewarded which will make sure that they work harder in order to get these rewards. Triggering events The issues here have to do with disharmony amongst the workers, emanating from lack of effort from some personal valets, and lack of discipline from the management. The harmony can be explained through the fundamental attribution error theory (Yeung 2006). This is when the behavior of an individual or a group aligns much to an internal factor.

In this case, the floaters were seen to be disloyal and careless. They were seen to be time wasters and stealing tips. At the same time, they were seen to be outsiders rather than members of the team. But in actual facts, they were just victims of their position.


Ahmad, K.Z., Bakar, R.A. (2003). "The association between training and organizational commitment among white-collar workers in Malaysia". International Journal of Training & Development, Vol. 7 No.3 , 166-85.

Bartlett, C.A., Ghoshal, S. . (2002). "Building competitive advantage through people". Sloan Management Review, Vol. 43 No.2 , 34-36.

Batt, R., Colvin, A.J.S., Keefe, J. . (2002). "Employee voice, human resource practices, and quit rates: evidence from the telecommunications industry". Industrial & Labor Relations Review, Vol. 55 No.4 , 573-94.

Becker, B.E., Huselid, M.A. . (2006). "Strategic human resources management: where do we go from here?". Journal of Management, Vol. 32 No.6 , 898-917.

Datta, D.K., Guthrie, J.P., Wright, P.M. . (2005). "Human resource management and labor productivity: does industry matter?". Academy of Management Journal, Vol. 48 No.1, , 135-45.

Henkens, K., Remery, C., Schippers, J. . (2005). "Recruiting personnel in a tight labour market: an analysis of employers' behaviour". International Journal of Manpower, Vol. 26 No.5 , 421-33.


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