The overall reason for Marietta’s perceived lack of enthusiasm and positive attitude for the company is the lack of commitment from the management and failure to follow the work schedule in the training manual. The primary reasons for Marietta’s lack of enthusiasm and positive attitude in the company are the first impression by the two apprentices and the name they gave the company ‘Grunt.’ The management also did not review their training journals as was expected, and there were no Monday meetings as promised. The last time the apprentices had a Monday meeting was three months before. The other cause was the statement by the apprentices that they never felt that they were learning anything and were preparing to leave. The apprentices did not do any meaningful work apart from chopping and cutting things, sweeping and mopping the floor. The other reason is that Hank, the banquet chef failed to meet with her and discuss her work schedule as had been promised. The action proved the statements from the other apprentices.

The leadership and the management of Shady Lane Inn played a big role in the negative perception of Marietta concerning the company in various ways. First, they did not follow the training schedule and did not review the apprentices’ journals. The management did not supervise the apprentices as seen when Hank left Marietta with the others and arrived very rate. The leaders are not trustworthy from the way they do not review their apprentices’ work as they promised, which make them stay there longer than anticipated. The management of the company also lacks honesty, a fact displayed when Hank forces Marietta to have a positive attitude towards the company for her to stay longer.

The steps that were necessary for Marietta to have a positive attitude are good supervision for instance Hank should have given her work himself instead of leaving her in the hands of the other apprentices. The apprentices should have explained to Marietta on the method to slice the onions instead of waiting until she was half way. Hank should have made an effort to meet Marietta as promised to create a good relationship and a sense of commitment.

Shady Lane Company should do a number of things to avoid creating a negative attitude to the future apprentices by employing responsible managers for supervisory work. The top leaders should always make a follow-up ensure that the other managers are doing their work perfectly. The company management should analyze the apprentices’ views and their feelings about the company and make the necessary amendments. The company should ensure that all apprentices do a variety of chores to enable them acquire different skills.

There are a number of problems from the Shady Lane case study that makes the workers and the apprentices uncomfortable with the company. One of them is the lack of leadership development in which the company does do not have competent employees with the right human resource qualities. The human resource manager in the case is not competent as he does not supervise his juniors to see whether they are doing the right thing. For

Another problem with the company that it lacks the culture of collaboration at all the levels of leadership. When Marietta arrives in the General Manager sends her to the human resources manager where she signs the papers and within no time, the HRM takes her to chef Kerell. The chef immediately takes her to the banquet chef, Hank after explaining a few things. By 10.45 am, she starts work with the other apprentices after just 2hours and 15 minutes. The management and leadership of the company do not take time with one another to discuss on the new apprentice. The management should invest in the culture of collaboration in which all, the leaders should work together, bring up the rest of the employees, and improve the company’s performance.

The company also lacks good communication skills, for example, the statement by the Banquet Chef to Marietta on changing her attitude towards the company else, she gets kicked out. The other apprentices also did not use a good name for the company when welcoming Marietta “Welcome to the Grunt

Lack of accountability is another issue in the company for some of the employees and the apprentices such as the case when Marietta dices the onions instead of slicing as no one told her the type of onion needed. She was forced to redo the work after the fellow apprentice told her that only thin onion slices were required. Hank does not want to acknowledge that the company has issues and tells Marietta to speak well of the company otherwise she should leave. To solve the issue, the company must encourage all the parties to take responsibilities for their failures and solve any problems that may arise.

The case study is very important to me as it teaches me to be a good and effective manager of a big organization. First, the case teaches me to be a good communicator by having the patience to listen to other parties. As a manager, I should listen to my employees and hold meetings to help review the company’s work progress. Paying full attention to the employees as they give their opinions is one of the best qualities I would like to have. In the case study, the HR is supposed to meet the apprentices to review and discuss their work progress, but he does not honor it. My lesson from this situation is to honor and do my work and try to talk with my juniors in matters relating to the company.

The other lesson from the case is to be a good time manager and be self-disciplined. Time management means doing a task at the specified time without any delays. From the case study, Hank does not honor his time to meet the new apprentice to give her the work instructions. Kerell also does not hold meetings as required by the company showing that he is not self-discipline and not a good time manager. Self-discipline will earn me respect from the junior and senior employees making my work more enjoyable.

Being a delegator is another thing that will make me a better manager as I cannot do all the duties in the company. However delegating means I have to make a follow-up and ensure that the work done is of high quality. The apprentice chef delegates some work to the other apprentices to allocate Marietta some work to do, as he was busy.

To be a better manager, I would also be a trusted advisor for all the employees so that they can come for advice whenever they need it. Employees should have complete trust in me as their manager to share their troubles and issues in the company. Through interaction with the employees and having, a straightforward communication will assist me to b a successful manager. In the case study, the apprentices do not.

Another thing from the case is to be a motivator to enable a company achieve its goals by understanding all the employee and things that motivate them. One way is by taking enough time with the employees and let them air out their views which will help me know what they like and what they do not like. In the case, the General Manager does not take enough time with Marietta to understand her, and a similar thing hquarter hours of her arrival, Marietta begins to work with little information about the company. As a good manager, I would make sure that every new employ undergoes through a thorough orientation before starting work.

Being a leader is another thing that will make me a better manager by focusing on the company’s progress. The company and employees’ achievements will for one of my major concern as the company cannot progress without proper supervision. Good leadership means coordinating all the levels of management and ensuring that there is good communication and interaction in the company. In the case study, good leadership is lacking as seen by the way they handle the apprentices, in which there is a big gap between the general manager and the others. The general manager does not do a follow-up to find out whether the apprentices receive the right training and evaluation. Management involves coordination of all the activities to ensure that each stakeholder performs their duties with full commitment.

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Case study – Human Resource Management

Answer the questions for the case study in academic writing and easy to understand

Case study:
Beachside hotel human capital dilemma This is a case oftwo competing hotels, Sunrise Hotel and Beachside Hotel that are both located in a medium sized, tourism based town in the Northeast U.S. The hotels are both competing forthe same set of guests, as well as the same set of potential employees.
They are both budget hotels, right next doorto each other, with 60 guest rooms each and a view ofthe beach .The occupancy during peak season forthe Sunrise Hotel is 98%, but during the winter months goes down to 65%. The Beachside Hotel has peak season occupancy of90% off peak occupancy of50%. Joe is the General Manager of Sunrise Hotel and has been in his current position for5 years. He has been with Sunrise Hotel for a total of10 years. He worked his way up at Sunrise Hotel from front desk agent to front desk supervisor, and finally to
Assistant General Manager before he became the General Manager. He does a good job of screening potential employees for his front desk area of the hotel because he realizes the importance ofthat area ofthe hotel, especially in tourist areas .He also has incentives set up for excellent performance of the front desk agents and training and development programs designed to give everyone information that will help them do theirjob better. There is a sense ofteamwork at Sunrise Hotel and that helps everyone want to do a good job. His guest satisfaction ratings for his hotel are overall excellent. On a rating scale of1-10, his hotel averages a 9.The average length oftenure of his employees is 4 years, and his current front desk supervisorwas promoted from within, along with his Assistant General Manager.Because ofthe small size ofthe hotel, Joe is actually involved with all ofthe hiring decisions and helps to give training programs himself, along with his leadership team. The employee turnover at the Sunrise Hotel is 25% overall and that is primarily when hourly employees graduate high school or college and leave the Sunrise Hotel for a career somewhere else. Brian is the General Manager of the Beachside Hotel and deals with a very different situation. Brian was brought in from another hotel in the same hotel group about 6 months ago. He was told by his boss that he needed to “fix”this hotel so that it would start having better customer satisfaction ratings and more return guests. Despite the fairly high occupancy noted during peak seasons, the off peak season occupancy is only 50%. Also noted by his boss, the occupancy should be as good as the Sunrise Hotel. Brian has been with his hotel group now for2 years and he came out of the accounting and finance department in his old hotel. He has a great understanding ofthe numbers in the lodging industry, but has not been involved with the human resource aspects ofthe job. The turnover of hourly employees at Beachside Hotel is 120% and that means that Brian is constantly running the hotel shorthanded and with new employees. The Beachside Hotel has been doing the hiring through a human resource practitioner in the hotel that was put in the position because she really could not handle serving guests at the front desk very well. Mary was promoted to human resources a year ago after she had one too many altercations with the guests at the front desk. The owner ofthe hotel
wanted to make sure that she would not make any ofthe other guests angry, so he promoted herto a human resources practitioner. Since that time, she has been busy trying to keep up with hiring and she has had no time fortraining employees. Because she is so busy, paychecks often come out to employees late, there are no policies written down for employees to use as a guide for performance, customers are treated badly by new and poorly trained employees, and the departments ofthe hotel do not communicate very effectively and therefore everyone blames everyone else when things go wrong. The average length oftenure ofthe front desk agents at the Beachside Hotel is 3 months and the customer satisfaction rating at the Beachside is a 6 out ofa 10 possible rating. Most ofthe front desk agents that are hired come from other hotels in the area afterthey quit or are fired. Brian is not involved in the hiring forthe hotel at all, and does not get involved with training and development. He spends most of his days looking at the financial reports forthe hotel and analyzing average daily rate, occupancy rates, and REVPAR. Brian knows that he has many problems to deal with and so he goes to the Sunrise Hotel to observe things over
there for a while. He sees a happy crew and talks to Joe about how he is making that happen. Joe is happy to help, but wants Brian to go back and observe his employees first and come up with ways that he specifically can help guide Brian.

Questions (Each question carries 2+2+1=5 mm)

1. What systems should Brian implement in orderto start changing the human capital practices in the Beachside

Hotel?

2. How could training and development programs be implemented in the Beachside Hotel in orderto help with turnover

and occupancy rates at the hotel?

3. What other human resource initiatives could be undertaken by eitherthe Sunrise Hotel or Beachside Hotel in order to help with the overall performance oftheir respective organizations?

Case study – Human Resource Management

Answer the questions for the case study in academic writing and easy to understand

Case study:
Beachside hotel human capital dilemma This is a case oftwo competing hotels, Sunrise Hotel and Beachside Hotel that are both located in a medium sized, tourism based town in the Northeast U.S. The hotels are both competing forthe same set of guests, as well as the same set of potential employees.
They are both budget hotels, right next doorto each other, with 60 guest rooms each and a view ofthe beach .The occupancy during peak season forthe Sunrise Hotel is 98%, but during the winter months goes down to 65%. The Beachside Hotel has peak season occupancy of90% off peak occupancy of50%. Joe is the General Manager of Sunrise Hotel and has been in his current position for5 years. He has been with Sunrise Hotel for a total of10 years. He worked his way up at Sunrise Hotel from front desk agent to front desk supervisor, and finally to
Assistant General Manager before he became the General Manager. He does a good job of screening potential employees for his front desk area of the hotel because he realizes the importance ofthat area ofthe hotel, especially in tourist areas .He also has incentives set up for excellent performance of the front desk agents and training and development programs designed to give everyone information that will help them do theirjob better. There is a sense ofteamwork at Sunrise Hotel and that helps everyone want to do a good job. His guest satisfaction ratings for his hotel are overall excellent. On a rating scale of1-10, his hotel averages a 9.The average length oftenure of his employees is 4 years, and his current front desk supervisorwas promoted from within, along with his Assistant General Manager.Because ofthe small size ofthe hotel, Joe is actually involved with all ofthe hiring decisions and helps to give training programs himself, along with his leadership team. The employee turnover at the Sunrise Hotel is 25% overall and that is primarily when hourly employees graduate high school or college and leave the Sunrise Hotel for a career somewhere else. Brian is the General Manager of the Beachside Hotel and deals with a very different situation. Brian was brought in from another hotel in the same hotel group about 6 months ago. He was told by his boss that he needed to “fix”this hotel so that it would start having better customer satisfaction ratings and more return guests. Despite the fairly high occupancy noted during peak seasons, the off peak season occupancy is only 50%. Also noted by his boss, the occupancy should be as good as the Sunrise Hotel. Brian has been with his hotel group now for2 years and he came out of the accounting and finance department in his old hotel. He has a great understanding ofthe numbers in the lodging industry, but has not been involved with the human resource aspects ofthe job. The turnover of hourly employees at Beachside Hotel is 120% and that means that Brian is constantly running the hotel shorthanded and with new employees. The Beachside Hotel has been doing the hiring through a human resource practitioner in the hotel that was put in the position because she really could not handle serving guests at the front desk very well. Mary was promoted to human resources a year ago after she had one too many altercations with the guests at the front desk. The owner ofthe hotel
wanted to make sure that she would not make any ofthe other guests angry, so he promoted herto a human resources practitioner. Since that time, she has been busy trying to keep up with hiring and she has had no time fortraining employees. Because she is so busy, paychecks often come out to employees late, there are no policies written down for employees to use as a guide for performance, customers are treated badly by new and poorly trained employees, and the departments ofthe hotel do not communicate very effectively and therefore everyone blames everyone else when things go wrong. The average length oftenure ofthe front desk agents at the Beachside Hotel is 3 months and the customer satisfaction rating at the Beachside is a 6 out ofa 10 possible rating. Most ofthe front desk agents that are hired come from other hotels in the area afterthey quit or are fired. Brian is not involved in the hiring forthe hotel at all, and does not get involved with training and development. He spends most of his days looking at the financial reports forthe hotel and analyzing average daily rate, occupancy rates, and REVPAR. Brian knows that he has many problems to deal with and so he goes to the Sunrise Hotel to observe things over
there for a while. He sees a happy crew and talks to Joe about how he is making that happen. Joe is happy to help, but wants Brian to go back and observe his employees first and come up with ways that he specifically can help guide Brian.

Questions (Each question carries 2+2+1=5 mm)

1. What systems should Brian implement in orderto start changing the human capital practices in the Beachside

Hotel?

2. How could training and development programs be implemented in the Beachside Hotel in orderto help with turnover

and occupancy rates at the hotel?

3. What other human resource initiatives could be undertaken by eitherthe Sunrise Hotel or Beachside Hotel in order to help with the overall performance oftheir respective organizations?