The lack of suitable incentives and reward systems also may weaken their productivity which will then affect the chances of achieving the company’s goals (Palmer, 2012). As said in the case study, the hotel’s performance and standards has slipped after the implementation of IPRP three years ago.
In the case of Cavendish Hall Hotel, where the ultimate product is the service, setting challenging yet attainable goals is a key way to motivate employees to perform. For example, a sales person is driven by incentives as the more he sells, the more money he or she will get based on individual commision however, the concierge personel’s performance rubrics are not measure by the amount of sale he or she brings in, therefore the goals set must be defferent and created by department.
Barriers with IPRP
One of the barriers with IPRP is that organisations may not provide an intensive business case for such implementation hence not being clear about the reason and the projected outcomes. They may not be clear about the rationale and desired outcomes of the process. A cultural change will also be experienced and tackling these …show more content…
(Adams, 1963) The line manager must treat their staff fairly. They will be most satisfied when they believe that they will get the same incentive as the next person who does the exact thing. The focus of this theory is between the organisation and employee, in pertinence to input, such as their effort and what they get in return, in this case, wages and IPRP. Once a person compares their efforts and starts having a feeling of ‘double standard’ , inequity results will form and will feel demotivated. (Wren, 1995) The case study reveals that 4% are awarded to those who performs and attained an ‘Excellent’ during their appraisal. On that note, the rubrics used are rigid and ambiguous not to mention,
In the case of Cavendish Hall Hotel, where the ultimate product is the service, setting challenging yet attainable goals is a key way to motivate employees to perform. For example, a sales person is driven by incentives as the more he sells, the more money he or she will get based on individual commision however, the concierge personel’s performance rubrics are not measure by the amount of sale he or she brings in, therefore the goals set must be defferent and created by department.
Barriers with IPRP
One of the barriers with IPRP is that organisations may not provide an intensive business case for such implementation hence not being clear about the reason and the projected outcomes. They may not be clear about the rationale and desired outcomes of the process. A cultural change will also be experienced and tackling these …show more content…
(Adams, 1963) The line manager must treat their staff fairly. They will be most satisfied when they believe that they will get the same incentive as the next person who does the exact thing. The focus of this theory is between the organisation and employee, in pertinence to input, such as their effort and what they get in return, in this case, wages and IPRP. Once a person compares their efforts and starts having a feeling of ‘double standard’ , inequity results will form and will feel demotivated. (Wren, 1995) The case study reveals that 4% are awarded to those who performs and attained an ‘Excellent’ during their appraisal. On that note, the rubrics used are rigid and ambiguous not to mention,