Case Study Portman Hotel

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ACTION PLAN
5. What changes will you propose to approach the problems?
I would make big changes to the PV system. To start, I would make the PV team size 3 people, with each team responsible for cleaning 12 rooms and each team would have 1 team leader. The same team that has the first floor will also clean the top floor (still totaling 12 rooms). The number of required employees would be based on occupancy. Given the current trend we would staff 75% occupancy in Jan-April, Full occupancy in May-June, and August-November and half occupancy in July and December. (Given full occupancy, that would mean 30 team leads. Given 75% occupancy, there would be 22 team leads. Given half occupancy there would be 16 team leads.)
To approach this problem, I would start by improving employee enrichment by adding higher levels of responsibilities. I would expand the position of “team captain” to team lead, which would be paid $1.10 more an hour to ensure the quality of each floor’s rooms. These team leads would also be able to communicate both the demands of the employees to management, and vice versa. This extra level
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Lack of management involvement and motivation played a key downfall in the Portman Hotel. Management was over trusting in their belief that PVs were able to self-manage and self-motivate themselves. Also the PVs inability to move up, yet their broad job descriptions were a key to their high turnover rate. The concept shows that although this concept was popular in Asia, it doesn’t always “translate” to other cultures. Asia’s cultural differences, differences in costs, difference in labor systems, all played a role in their lack of initial success. Education plays a role in this, however as the case study shows, the American luxury hotel may not be ready for this extra level of

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