ព្រះរាជាណាចក្ររម្ពជា

ជាតិ សាសនា ក្រះម្ហារសក្ត

សារលវិទ្យាល័យ សៅស៍អ៊ីសថ៍សអយសសៀ
UNIVERSITY OF SOUTH-EAST ASIA

រិចចការក្សាវក្ជាវជាក្រុម្

ម្ខវិជាា ៖ ការក្រប់ក្រងធនធានម្នសស (Human Resource Management)

នៅក្នុងក្ិច្ចការស្រាវស្រាវាស្រក្ុមននេះ និស្សត
ិ ស្រតូវច្ូលាស្រក្ុមៗ ដែលមានស្មាជិក្ចាប់ពីស្ររាំនៅស្ររាំពីរនា
ក្់។ ការនស្រជស្
ី នរស្ស្មាជ
ី ិក្ស្រក្ុមស្រតូវន្វីន ង
ី នោយាស្ត្ាាចារយននមុខវ ិាាតាមរយៈការចាប់នលខស្រក្ុមនៅក្នុងថ្ននក្់
នរៀន។ ក្រណីនិស្សត
ិ ខក្ខានមិនរនច្ូលរួមក្នុងការដបងដច្ក្ស្រក្ុម និស្សត
ិ ស្រតូវទាំនាក្់ទាំនងមក្ាស្ត្ាាចារយ នែីមបី
នស្នីស្ុាំោក្់បញ្ចូ លនៅក្នុងស្រក្ុមដែលស្មស្រស្ប។

ស្រក្ុមនីមួយៗស្រតូវន្វរី រយការណ៍ស្ាីពីស្របធានបទដែលាស្ត្ាាចារយស្របគល់ជូន (ែូច្មានភ្ជាប់នៅខាង

នស្រកាម) នោយជួបស្របជុាំពភ្ជ
ិ ក្ាាស្រក្ុម។ ររយការណ៍ស្រតូវមានស្របដវងចាប់ពី ១០ នៅ ១៥ ទាំព័រ ស្រនស្រា
ភ្ជាដខែរនោយក្ុាំពយូទ័រ នស្របព
ី ុមពអក្សរយូនក្
ី ូែ (Unicode) នោយយក្ពុមពអក្សរ Khmer Mool1 ទាំហាំ 13
ស្ស្រមាប់ច្ាំណងនជីង នង
ិ Khmer OS Siemreap ទាំហាំ 11ស្ស្រមាប់អតថបទ។ ស្នលក្
ឹ ទាំព័រររយការណ៍ស្រតូវនស្របី
ទាំហស្រាំ ក្ោស្ A4 ដែលមានទាំហដាំ គម (Margins) ខាងនលី 2.5 Cm ខាងនស្រកាម 2.5 Cm ខាងនវវង 3.5 Cm
នង
ិ ខាងាា ាំ 2.5 Cm ។

ររយការណ៍ស្រតូវផ្ាល់ជូនាស្ត្ាាចារយនោយផ្ទាល់ាលក្ខណៈ Hard copy និងតាមស្របព័នធនអ ច្

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នស្រកាម។ ររយការណ៍ដែលស្របគល់ជូនាស្ត្ាាចារយនស្រកាយនពលនពលក្ាំណត់នង
ឹ ស្រតូវែក្ពិនុ ១០%ក្ន
ា ុ ងមួយនងៃ។
កាលបរនច្េ
ិ ទផ្ុតក្ាំណត់ស្របគល់ររយការណ៍ស្រតូវក្ាំណត់នោយាស្ត្ាាចារយទទួលបនាុក្មុខវ ិាាតាមស្របព័ននធ អ ច្
ិ
ស្រតូនិក្ USEA-LMS ននក្មែវ ិ្ីស្ិក្ាែូច្មានស្រាប់ខាងនស្រកាម ។

1
ក្បធានបទ្យរិចចការក្សាវក្ជាវ៖

ច្ូរន្វីការនស្រជស្
ី នរស្ក្រណ
ី ី ស្ិក្ា (Case study) មួយក្នុងច្ាំនោមក្រណីខាងនស្រកាមដែលែក្ស្រស្ង់
នច្ញពីនស្ៀវនៅនោងមានច្ាំណងនជង
ី ែូច្ខាងនស្រកាម។ ក្រណីស្ិក្ាដែលស្រក្ុមនស្រជីស្នរស្ម
ី ិនស្រតូវែូច្គ្ននាមួយ
ស្រក្ុមែនទន យ
ី ។

Gary Dessler, (2020). Human Resource Management. 16th ed. Pearson, USA

ច្ូរន្វីការវ ិភ្ជគ និងបក្ស្រាយក្រណីស្ិក្ាដែលរននស្រជីស្នរស្ននាេះ

ី នោយផ្ាភ្ជាប់ាថនភ្ជពឬ
ស្រពឹតាិការណ៍ាក្់ដស្ាងននក្រណីស្ិក្ានៅនឹងស្រទឹស្ពា
ាី ក្់ព័នធដែលរនស្ិក្ានៅក្នុងមុខវ ិាាការស្រគប់ស្រគង្នធាន
មនុស្ស។ ស្រក្ុមនម
ី ួយៗស្រតូវន ង
ី ន្វប
ី ទបង្ហាញលទធផ្លក្ច្
ិ ចការស្រាវស្រាវនៅច្ុងវមាស្នែម
ី បទ
ី ទួលរនការវាយ
តនមលពា
ី ស្ត្ាាចារយ ។

CASE STUDIES

FOR HUMAN RESOURCE MANAGEMENT GROUP ASSIGNMENT

Case No. 1: Jack Nelson’s Problem

As a new member of the board of directors for a local bank, Jack Nelson was being
introduced to all the employees in the home office. When he was introduced to Ruth Johnson,
he was curious about her work and asked her what the machine she was using did. Johnson
replied that she really did not know what the machine was called or what it did. She explained
that she had only been working there for 2 months. However, she did know precisely how to
operate the machine. According to her supervisor, she was an excellent employee.

At one of the branch offices, the supervisor in charge spoke to Nelson confidentially,
telling him that “something was wrong,” but she didn’t know what. For one thing, she
explained, employee turnover was too high, and no sooner had one employee been put on
the job than another one resigned. With customers to see and loans to be made, she
continued, she had little time to work with the new employees as they came and went.

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 All branch supervisors hired their own employees without communication with the
home office or other branches. When an opening developed, the supervisor tried to find a
suitable employee to replace the worker who had quit.

After touring the 22 branches and finding similar problems in many of them, Nelson
wondered what the home office should do or what action he should take. The banking firm
generally was regarded as being a well-run institution that had grown from 27 to 191
employees during the past 8 years. The more he thought about the matter, the more puzzled
Nelson became. He couldn’t quite put his finger on the problem, and he didn’t know whether
to report his findings to the president.

Questions

1. What do you think is causing some of the problems in the bank’s home office and
branches?
2. Do you think setting up an HR unit in the main office would help?
3. What specific functions should an HR unit carry out? What HR functions would then
be carried out by supervisors and other line managers? What role should the Internet
play in the new HR organization?

Chapter 1: Introduction to Human Resource Management from Gary Dessler, (2020). Human
Resource Management. 16th ed. Pearson, USA

Case No. 2: Seeking Gender Equity at Starbucks

Starbucks is progressive in terms of gender equity policies. By the 1990s it was offering
health insurance coverage to Starbucks partners (employees) who were in lesbian and gay
relationships, and its health care insurance covers gender reassignment surgery. More
recently it announced that it had eliminated its partners’ gender wage gap: Starbucks male
and female partners performing similar work are paid almost exactly the same—within 99.7%
of each other (compared with about 70% nationwide).

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 However, several large Starbucks shareholders think its gender efforts still fall short.
For example, Zevin Asset Management proposed that Starbucks report on whether its paid
family leave policy was discriminatory. According to Starbucks, the policy is generous and
competitive for a retail chain. For example, it gives Starbucks corporate office workers 16
weeks paid leave if they gave birth, and 12 weeks if they are new fathers or adoptive parents.
Starbucks says its program is exceptional because even employees who work just 20 hours a
week can use it. But Zevin says the problem is that the policy is discriminatory because retail
store workers who give birth or adopt only get six weeks of paid leave and fathers get none.
Some shareholders say this will harm Starbucks’ reputation, because it is on record as saying
that it tries to treat corporate and retail partners the same.

Although shareholders often reject proposals like these, employers may still implement
the recommendations, particularly when they involve equitable treatment. Several years ago,
for instance another investment firm proposed that several tech giants like Amazon and Apple
pay male and female employees equitably. The proposal never came to a vote, because the
tech firms soon closed their gender wage gaps.

So at the end of the day, such proposals present top managers with a dilemma.
Starbucks, for instance, believed that its parental leave policy was already one of the best in
the industry, and that was probably true. Yet it did seem somewhat inequitable to offer better
benefits to corporate office workers then to those in the retail stores.

Questions

1. Do you agree that it is inequitable to offer the corporate workers better benefits then the
store partners? Why? Is that what the law would seem to say?
2. What arguments would you make as Starbucks’ CEO concerning why the current
policy is fair?
3. How would you handle this situation if you were running a company that was
confronted by a shareholder making these demands?

Chapter 2: Equal Opportunity and the Law from Gary Dessler, (2020). Human Resource
Management. 16th ed. Pearson, USA
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Case No. 3: Improving Performance at the Hotel Paris

The New Job Descriptions

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy and boost performance
by eliciting the required employee behaviors and competencies.

As an experienced human resource director, the Hotel Paris’s Lisa Cruz knew that
recruitment and selection processes invariably influenced employee competencies and
behavior and, through them, the company’s bottom line. Everything about the workforce—its
collective skills, morale, experience, and motivation—depended on attracting and then
selecting the right employees.

In reviewing the Hotel Paris’s employment systems, she was therefore concerned that
virtually all the company’s job descriptions were out of date, and that many jobs had no
descriptions at all. She knew that without accurate job descriptions, all her improvement
efforts would be in vain. After all, if you don’t know a job’s duties, responsibilities, and human
requirements, how can you decide whom to hire or how to train them? To create human
resource policies and practices that would produce employee competencies and behaviors
needed to achieve the hotel’s strategic aims, Lisa’s team first had to produce a set of usable
job descriptions.

A brief analysis, conducted with her company’s CFO, reinforced that observation. They
chose departments across the hotel chain that did and did not have updated job descriptions.
While they understood that many other factors might be influencing the results, they believed
that the statistical relationships they observed did suggest that having job descriptions had a
positive influence on various employee behaviors and competencies. Perhaps having the
descriptions facilitated the employee selection process, or perhaps the departments with the

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descriptions just had better managers. In any case, Lisa received the go-ahead to design new
job descriptions for the chain.

While the resulting job descriptions included numerous traditional duties and
responsibilities, most also included several competencies unique to each job. For example,
job descriptions for the front-desk clerks included competencies such as “able to check a
guest in or out in five minutes or less.” Most service employees’ descriptions included the
competency, “able to exhibit patience and guest supportiveness even when busy with other
activities.” Lisa knew that including these competencies would make it easier for her team to
devise useful employee selection, training, and evaluation processes.

Questions

1. Based on the hotel’s stated strategy and on what you learned in Human Resource
Management, list at least four more important employee behaviors important for the
Hotel Paris’s staff to exhibit.
2. If time permits, spend some time prior to class observing the front-desk clerk at a local
hotel. In any case, create a job description for a Hotel Paris front-desk clerk

Chapter 4: Job Analysis and the Talent Management Process from Gary Dessler, (2020).
Human Resource Management. 16th ed. Pearson, USA

Case No. 4: Improving Performance at the Hotel Paris

The New Recruitment Process

The Hotel Paris’s competitive strategy is “to use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy and boost performance,
by eliciting the required employee behaviors and competencies.

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 As a longtime HR professional, Lisa Cruz was well aware of the importance of effective
employee recruitment. If the Hotel Paris didn’t get enough applicants, it could not be selective
about who to hire. And, if it could not be selective about who to hire, it wasn’t likely that the
hotels would enjoy the customer-oriented employee behaviors that the company’s strategy
relied on. She was therefore disappointed to discover that the Hotel Paris was paying virtually
no attention to the job of recruiting prospective employees. Individual hotel managers slapped
together help wanted ads when they had positions to fill, and no one in the chain had any
measurable idea of how many recruits these ads were producing or which recruiting
approaches worked the best (or worked at all). Lisa knew that it was time to step back and
get control of the Hotel Paris’s recruitment function.

As they reviewed the details of the Hotel Paris’s current recruitment practices, Lisa
Cruz and the firm’s CFO became increasingly concerned. What they found, basically, was
that the recruitment function was totally unmanaged. The previous HR director had simply
allowed the responsibility for recruiting to remain with each separate hotel, and the hotel
managers, not being HR professionals, usually just took the path of least resistance when a
job became available by placing help wanted ads in their local papers. There was no sense of
direction from the Hotel Paris’s headquarters regarding what sorts of applicants the company
preferred, what media and alternative sources of recruits its managers should use, no online
recruiting, and, of course, no measurement at all of effectiveness of the recruitment process.
The company totally ignored recruitment-source metrics that other firms used effectively, such
as number of qualified applicants per position, percentage of jobs filled from within, the offer-
to-acceptance ratio, acceptance by recruiting source, turnover by recruiting source, and
selection test results by recruiting source. This despite the fact, as the CFO put it, “that high-
performance companies consistently score much higher than low-performing firms on HR
practices such as number of qualified applicants per position, and percentage of jobs filled
from within.”

It was safe to say that achieving the Hotel Paris’s strategic aims depended largely on
the quality of the people that it attracted to, and then selected for, employment at the firm.
“What we want are employees who will put our guests first, who will use initiative to see that
7
our guests are satisfied, and who will work tirelessly to provide our guests with services that
exceed their expectations,” said the CFO. Lisa and the CFO both knew this process had to
start with better recruiting. The CFO gave her the green light to design a new recruitment
process.

Lisa and her team had the firm’s IT department create a central recruiting link for the
Hotel Paris’s Web site, with geographical links that each local hotel could use to publicize its
openings. The HR team created a series of standard ads the managers could use for each job
title. These standard ads emphasized the company’s service-oriented values, and basically
said (without actually saying it) that if you were not people oriented you should not apply.
They emphasized what it was like to work for the Hotel Paris, and the excellent benefits
(which the HR team was about to get started on) the firm provided. It created a new intranet
based job posting system and encouraged employees to use it to apply for open positions.
For several jobs, including housekeeping crew and front-desk clerk, applicants must now first
pass a short prescreening test to apply. The HR team analyzed the performance (for
instance, in terms of applicants/source and applicants hired/source) of the various local
newspapers and recruiting firms the hotels had used in the past, and chose the best to be the
approved recruiting sources in their local areas.

After 6 months with these and other recruitment function changes, the number of
applicants was up on average 40%. Lisa and her team were now set to institute new
screening procedures that would help them select the high-commitment, service-oriented,
motivated employees they were looking for.

Questions

1. Given the hotel’s required personnel skills, what recruiting sources would you have
suggested it use, and why?
2. What would a Hotel Paris help wanted ad look like?
3. Based on what you know and on what you learned in Human Resource Management,
how would you suggest Hotel Paris measure the effectiveness of its recruiting efforts?

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Chapter 5: Personnel Planning and Recruiting from Gary Dessler, (2020). Human Resource
Management. 16th ed. Pearson, USA

Case No. 5: Improving Performance at the Hotel Paris

The New Employee Testing Program

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy and boost performance,
by eliciting the required employee behaviors and competencies.

As she considered what to do next, Lisa Cruz, the Hotel Paris’s HR director, knew that
employee selection had to play a role. The Hotel Paris currently had an informal screening
process in which local hotel managers obtained application forms, interviewed applicants, and
checked their references. However, a pilot project using an employment test for service people
at the Chicago hotel had produced startling results. Lisa found consistent, significant
relationships between test performance and a range of employee competencies and
behaviors such as speed of check-in/out, employee turnover, and percentage of calls
answered with the required greeting. She knew that such employee capabilities and behaviors
translated into the improved guest service performance the Hotel Paris needed to execute its
strategy. She therefore had to decide what selection procedures would be best.

Lisa’s team, working with an industrial psychologist, designs a test battery that they
believe will produce the sorts of high-morale, patient, people-oriented employees they are
looking for. It includes a preliminary, computerized test in which applicants for the positions of
front-desk clerk, door person, assistant manager, and security guard must deal with an
apparently irate guest; a work sample in which front-desk clerk candidates spend 10 minutes
processing an incoming “guest”; a personality test aimed at weeding out applicants who lack
emotional stability; the Wonderlic test of mental ability; and the Phase II Profile for assessing

9
candidate honesty. Their subsequent validity analysis shows that scores on the test batteries
predict scores on the hotel’s employee capabilities and behavior metrics. A second analysis
confirmed that, as the percentage of employees hired after testing rose, so too did the hotel’s
employee capabilities and behaviors scores, for instance (see the strategy map), in terms of
speed of check-in/out, and the percent of guests receiving the Hotel Paris

required greeting.

Lisa and the CFO also found other measurable improvements apparently resulting from
the new testing process. For example, it took less time to fill an open position, and cost per
hire diminished, so the HR department became more efficient. The new testing program thus
did not only contribute to the hotel’s performance by improving employee capabilities and
behaviors. It also did so by directly improving profit margins and profits.

Questions

1. Provide a detailed example of a security guard work “sampletest.”

2. Provide a detailed example of two personality test items you would suggest they use,
and why you would suggest using them.
3. Based on what you learnt in Human Resource Management, what other tests would
you suggest to Lisa, and why would you suggest them?
4. How would you suggest Lisa try to confirm that it is indeed the testing and not some
other change that accounts for the improved performance.

Chapter 6: Employee Testing and Selection from Gary Dessler, (2020). Human Resource
Management. 16th ed. Pearson, USA

Case No. 6: Improving Performance at the Hotel Paris

The New Interviewing Program

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,

10
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy, by eliciting the required
employee behaviors and competencies.

As an experienced HR professional, Lisa knew that the company’s new testing program
would go only so far. She knew that, at best, employment tests accounted for perhaps 30% of
employee performance. It was essential that she and her team design a package of interviews
that her hotel managers could use to assess—on an interactive and personal basis—
candidates for various positions. It was only in that way that the hotel could hire the sorts of
employees whose competencies and behaviors would translate into the kinds of outcomes—
such as improved guest services—that the hotel required to achieve its strategic goals.

Lisa received budgetary approval to design a new employee interview system. She and
her team started by reviewing the job descriptions and job specifications for the positions of
front-desk clerk, assistant manager, security guard, valet, door person, and housekeeper.
Focusing on developing structured interviews for each position, the team set about devising
interview questions. For example, for the front-desk clerk and assistant manager, they
formulated several behavioral questions, including, “Tell me about a time when you had to
deal with an irate person, and what you did,” and “Tell me about a time when you had to deal
with several conflicting demands at once, such as having to study for several final exams at
the same time, while working. How did you handle the situation?” They also developed a
number of situational questions, including “Suppose you have a very pushy incoming guest
who insists on being checked in at once, while at the same time you’re trying to process the
check-out for another guest who must be at the airport in 10 minutes. How would you handle
the situation?” For these and other positions, they also developed several job knowledge
questions. For example, for security guard applicants, one question her team created was,
“What are the local legal restrictions, if any, regarding using products like Mace if confronted
by an unruly person on the hotel grounds?” The team combined the questions into structured
interviews for each job, and turned to testing, fine-tuning, and finally using the new system.

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Questions

1. For the jobs of security guard and valet, develop five additional situational, five
behavioral, and five job knowledge questions, with descriptive good/average/poor
answers.
2. Combine, (based on what you learnt in Human Resource Management) your
questions into a complete interview that you would give to someone who must
interview candidates for these jobs.

Chapter 7: Interviewing Candidates from Gary Dessler, (2020). Human Resource

Management. 16th ed. Pearson, USA

Case No. 7: Improving Performance at the Hotel Paris

The New Training Program

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy, by eliciting the required
employee behaviors and competencies.

As she reviewed her company’s training processes, Lisa had many reasons to be
concerned. For one thing, the Hotel Paris relied almost exclusively on informal on-the-job
training. New security guards attended a 1-week program offered by a law enforcement
agency, but all other new hires, from assistant manager to housekeeping crew, learned the
rudiments of their jobs from their colleagues and their supervisors, on the job. Lisa noted that
the drawbacks of this informality were evident when she compared the Hotel Paris’s
performance on various training metrics with those of other hotels and service firms. For
example, in terms of number of hours training per employee per year, number of hours
training for new employees, cost per trainee hour, and percent of payroll spent on training, the
Hotel Paris was far from the norm when benchmarked against similar firms.

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 As Lisa and the CFO reviewed measures of the Hotel Paris’s current training efforts, it
was clear that (when compared to similar companies) some changes were in order. Most
other service companies provided at least 40 hours of training per employee per year, while
the Hotel Paris offered, on average, no more than 5 or 6. Similar firms offered at least 40 hours
of training per new employee, while the Hotel Paris offered, at most, 10. Even the apparently
“good” metrics comparisons simply masked poor results. For example, whereas most service
firms spend about 8% of their payrolls on training, the Hotel Paris spent less than 1%. The
problem, of course, was that the Hotel Paris’s training wasn’t more efficient, it was simply
nonexistent.

Given this and the commonsense links between (1) employee training and (2)
employee performance, the CFO gave his go-ahead for Lisa and her team to design a
comprehensive package of training programs for all Hotel Paris employees. They retained a
training supplier to design a 1-day training program composed of lectures and audiovisual
material for all new employees. This program covered the Hotel Paris’s history, its competitive
strategy, and its critical employee capabilities and behaviors, including the need to be
customer oriented. With a combination of lectures and video examples of correct and incorrect
behaviors, the behavior-modeling part of this program aimed to cultivate in new employees the
company’s essential values, including, “we endeavor to do everything we can to make the
guests’ stay 100% pleasant.”

The team developed separate training programs for each of the hotel’s other individual
job categories. For example, it retained a special vendor to create computer-based training
programs, complete with interactive scenarios, for both the front-desk clerks and telephone
operators. As with all the new training programs, they had these translated into the languages
of the countries in which the Hotel Paris did business. The team chose to stay with on-the-job
training for both the housekeeping and valet/door person job categories, but formalized this
training with special handbooks for each job category’s supervisory staff. For assistant
managers, the team developed a new videoconference-based online training and
development program. In this way, the new managers could interact with other assistant
managers around the chain, even as they were learning the basics of their new jobs. Lisa and
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the CFO were not at all surprised to find that within a year of instituting the new training
programs, scores on numerous employee capabilities and behavior metrics (including speed
of check-in/out, percent of employees scoring at least 90% on Hotel Paris’s values quiz, and
percent room cleaning infractions) improved markedly. They knew from previous analyses
that these improvements would, in turn, drive improvements in customer and organizational
outcomes, and strategic performance

Questions

1. Based on what you read in this chapter, what would you have suggested Lisa and her
team do first with respect to training, particularly in terms of the company’s strategy?
Why?
2. Have Lisa and the CFO sufficiently investigated whether training is really called for?
Why? What would you suggest?
3. Based on what you learnt in Human Resource Management, develop a detailed
training program for one of these hotel positions: security guard, housekeeper, or door
person.

Chapter 8: Training and Developing Employees from Gary Dessler, (2020). Human Resource
Management. 16th ed. Pearson, USA

Case No. 8: Improving Performance at the Hotel Paris

The New Performance Management System

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
appraisal policies and activities that support this competitive strategy, by eliciting the required
employee behaviors and competencies.

Lisa knew that the Hotel Paris’s performance appraisal system was inadequate. When
the founders opened their first hotel, they went to an office-supply store and purchased a pad
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of performance appraisal forms. The hotel chain used these. Each form was a two-sided page.
Supervisors indicated whether the employee’s performance in terms of various standard traits
including quantity of work, quality of work, and dependability was excellent, good, fair, or poor.
Lisa knew that, among other flaws, this appraisal tool did not force either the employee or the
supervisor to focus the appraisal on the extent to which the employee was helping the Hotel
Paris to achieve its strategic goals. She wanted a system that focused the employee’s
attention on taking those actions that would contribute to helping the company achieve its
goals, for instance, in terms of improved customer service.

Both Lisa and the firm’s CFO were concerned by the current disconnect between (1)
what the current appraisal process was focusing on and (2) what the company wanted to
accomplish in terms of its strategic goals. They wanted the firm’s new performance
management system to help breathe life into the firm’s strategic performance, by focusing
employees’ behavior specifically on the performances that would help the Hotel Paris achieve
its strategic goals.

Lisa and her team created a performance management system that focused on both
competencies and objectives. In designing the new system, their starting point was the job
descriptions they had created for the hotel’s employees. These descriptions each included
required competencies. Consequently, using a form similar to Figure 9-3, the front-desk
clerks’ appraisals now focus on competencies such as “able to check a guest in or out in 5
minutes or less.” Most service employees’ appraisals include the competency, “able to exhibit
patience and guest support of this even when busy with other activities.” There were other
required competencies. For example, the Hotel Paris wanted all service employees to show
initiative in helping guests, to be customer oriented, and to be team players (in terms of
sharing information and best practices). Each of these competencies derives from the hotel’s
aim of becoming more service oriented. Each employee now also receives one or more
strategically relevant objectives for the coming year. (One, for a housecleaning crewmember,
said, “Martha will have no more than three room cleaning infractions in the coming year,” for
instance.)

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 In addition to the goals- and competencies-based appraisals, other Hotel Paris
performance management forms laid out the development efforts that the employee would
undertake in the coming year. Instructions also reminded the supervisors that, in addition to
the annual and semiannual appraisals, they should continuously interact with and update
their employees. The result was a comprehensive performance management system: The
supervisor appraised the employee based on goals and competencies that were driven by the
company’s strategic needs. And, the actual appraisal resulted in new goals for the coming
year, as well as in specific development plans that made sense in terms of the company’s
and the employees’ needs and preferences.

Questions

1. Choose one job, such as front-desk clerk. Based on any information you have
(including job descriptions you may have created in other chapters), write a list of
duties, competencies, and performance standards for that chosen job.
2. Based on that, and on what you read in this Dessler Human Resource Management
chapter 9, create a performance appraisal form for appraising that job.

Chapter 9: Performance -Management and Appraisal from Gary Dessler, (2020). Human
Resource Management. 16th ed. Pearson, USA

Case No. 9: Improving Performance at the Hotel Paris

The New Compensation Plan

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy by eliciting the required
employee behaviors and competencies.

Like several other HR systems at the Hotel Paris, the compensation program was
unplanned and unsophisticated. The company has a narrow target range for what it will pay
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employees in each job category (front-desk clerk, security guard, and so forth). Each hotel
manager decides where to start a new employee within that narrow pay range. The company
has given little thought to tying general pay levels or individual employees’ pay to the
company’s strategic goals. For example, the firm’s policy is simply to pay its employees a
“competitive salary,” by which it means about average for what other hotels in the city are
paying for similar jobs. Lisa knows that pay policies like these may actually run counter to
what the company wants to achieve strategically, in terms of creating an extraordinarily
service-oriented workforce. How can you hire and retain a top workforce, and channel its
behaviors toward high-quality guest services, if you don’t somehow link performance and
pay? She and her team therefore turn to the task of assessing and redesigning the
company’s compensation plan.

Even the most casual review by Lisa Cruz and the CFO made it clear that the
company’s compensation plan wasn’t designed to support the firm’s new strategic goals. For
one thing, they knew that they should pay somewhat more on average than did their
competitors if they expected employees to exceed expectations when it came to serving
guests. Yet their review of a variety of metrics (including the Hotel Paris’s salary/competitive
salary ratios, the total compensation expense per employee, and the target percentile for total
compensation) suggested that in virtually all job categories the Hotel Paris paid no more than
average and, occasionally, paid somewhat less.

The current compensation policies had also bred what one hotel manager called an “I
don’t care” attitude on the part of most employees. What she meant was that most Hotel
Paris employees quickly learned that regardless of what their performance was, they always
ended up getting paid about the same as employees who performed better and worse than
they did. So, the firm’s compensation plan actually created a disconnect between pay and
performance: It was not channeling employees’ behaviors toward those required to achieve
the company’s goals. In some ways, it was doing the opposite.

Lisa and the CFO knew they had to institute a new, strategic compensation plan. They
wanted a plan that improved employee morale, contributed to employee engagement,

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reduced employee turnover, and rewarded (and thus encouraged) the sorts of service-
oriented behaviors that boosted guest satisfaction. After meeting with the company’s CEO and
the board, the CFO gave Lisa the go-ahead to redesign the company’s compensation plan,
with the overall aim of creating a new plan that would support the company’s strategic aims.

Lisa and her team (which included a consulting compensation expert) set numerous
new measurable compensation policies for the Hotel Paris, and these new policies formed the
heart of the new compensation plan. A new job evaluation study provided a more rational and
fair basis upon which the company could assign pay rates. A formal compensation survey by
the consultant established, for the first time at the Hotel Paris, a clear picture of what
competitive hotels and similar businesses were paying in each geographic area, and enabled
the Hotel Paris team to more accurately set targets for what each position at the hotel should
be paying. Rather than just paying at the industry average, or slightly below, the new policy
called for the Hotel Paris to move all its salaries into the 75th percentile over the next 3 years.

As they instituted the new compensation policies, Lisa and the CFO were pleased to
learn from feedback from the hotel managers that they were already noting several positive
changes. The number of applicants for each position had increased by over 50% on average,
turnover dropped by 80%, and surveys of morale and commitment were producing higher
results. Lisa and her team now began to consider how to inject more of a “pay for
performance” element into the company’s compensation plan, perhaps by instituting new
bonuses and incentives.

Questions

1. Lisa knew little about setting up a new compensation plan. Based on what you learned
in Human Resource Management, what would you tell her if she asked, “How do I set
up a new compensation plan for the Hotel Paris?”
2. Would you suggest that Hotel Paris implement a competencybased pay plan for its
nonmanagerial staff? Why or why not? Outline what they need to do for one.
3. Devise a ranking job evaluation system for the Hotel Paris’s nonmanagerial employees
(housekeepers, valets, front-desk clerks, phone operators, waitstaff, groundskeepers,

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 and security guards), and use it to show the worth of these jobs relative to one
another.

Chapter 11: Establishing Strategic Pay Plans from Gary Dessler, (2020). Human Resource
Management. 16th ed. Pearson, USA

រសក្ោងសរសសររិចចការក្សាវក្ជាវ

ស្មាស្ភ្ជពស្ាំខាន់ៗននក្ច្
ិ ចការស្រាវស្រាវ ស្រតូវដបងដច្ក្ា ៨ ដផ្នក្ ែូច្ខាងនស្រកាម ៖

១- ស្រក្បក្ច្
ិ កា
ច រស្រាវស្រាវ

២- មាតិកា

៣- នស្ច្ក្ាីនផ្ាីម

៤- រ ាំលឹក្ស្រទឹស្ាី

៥- នស្ច្ក្ាីស្នងខបននក្រណីស្ិក្ា

៦- ការវ ិភ្ជគនិងការពិភ្ជក្ានលីក្រណីស្ិក្ា

៧- នស្ច្ក្ាីស្ននិោាន និង អនុាស្ន៍

៨- ឯក្ារនោង

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 រក្ម្ូក្របរបាយការណ៍

ព្រះរាជាណាចក្ររម្ពជា
ុ

ជាតិ សាសនា ក្រះម្ហារសក្ត

សារលវិទ្យាល័យ សៅស៍អ៊ីសថ៍សអយសសៀ
UNIVERSITY OF SOUTH-EAST ASIA

ម្ហាវិទ្យាល័យសសដ្ឋរិចច ពាណិជ្រ
ា ម្ម និងសទ្យសចរណ៍

ម្ខវិជាា ៖ ការក្រប់ក្រងធនធានម្នសស

របាយការណ៍

សត៊ីរ៊ី

.................................................

ាស្ត្ាាចារយដណនាាំ៖ ស្ុវី វុទធី

ស្មាជិក្ស្រក្ុម៖ ជាំនាន់ទ.ី .... ឆ្នទ

ាំ .ី ... វមាស្ទ.ី ... ឆ្នស្
ាំ ក្
ិ ា ....... ....... បនាប់ស្ក្
ិ ា ..............

១. .................................................... នលខទូរស្័ពា៖ ..................................

២. .................................................... នលខទូរស្័ពា៖ ..................................

៣. .................................................... នលខទូរស្័ពា៖ ..................................

៤. .................................................... នលខទូរស្័ពា៖ ..................................

៥. .................................................... នលខទូរស្័ពា៖ ..................................

៦. .................................................... នលខទូរស្័ពា៖ ..................................

៧. .................................................... នលខទូរស្័ពា៖ ..................................

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