D’Souza Group

Performance Management System

Group 3- Akash Mohan(2018005), Shikha Rani(2018049), Utkarsh

Rangnekar(2018057), Sajay S Warrier(2018234), Vinay Jaiswal(2017251)
 Managing Director: Carlos de Sousa
About Company Company Size: 501- 1000 employees
Founded: 1989

Industry- Hospitality
Specialties- Accommodation, Real Estate and Travel

• Real estate based company. Rent based contract for holiday homes
• Started 30 years back by two brothers Ralph and Late Norman de Souza based on opportunity of
tourism.
• Goa’s second largest Forex division and a estate development firm
• Has six three and four-star hotels apart from multiple service apartments
• In addition has a travel company and tie ups with few two star and all 5-star hotels
• Very small margin with volume based business that focuses on client relations
 COMPANY STRUCTURE

• The management of Sun village

was handed over to the Pride
group and hence there is a
difference in the hierarchy
compared to other hotels.
• In general the De’Souza group
employs 650 employees among
whom a bulk of 195 employees
have roughly completed 25
years
• Resort manager guides the
other managers who in turn
guides the supervisor and junior
staff
• Corporate office takes care of
budgeting and systems while
resort manager is responsible for
generating sales at the property
itself
INCREMENT BASE

Merit Base Performance Appraisal

It is the practice of the organization to grant

normal annual increment to the It is a regular review of an employee's job
entire employee on completion of individual performance and overall contribution to a
year of service, at the start of the company
financial Year
Goals For Performance Appraisal

To maintain records in order to determine compensation packages / wage structure / salaries /

raises / monetary awards etc.

To identify the strengths and weaknesses of employees to place right men on right job

To maintain and assess the potential present in a person for further growth and development

To provide a feedback to employees regarding their performance and related status

It serves as a basis for influencing working habits of the employees

To review and retain the promotional and other training programmes

It will help in maintaining cordial and congenial labour management relationship

Performance Appraisal

Once a financial year, on the completion of minimum 244 days a year an employee may receive
increments in his salary at the start of new financial Year

For Junior staff, below supervisory level, their performance appraisal forms will be filled by their
respective Head of department

For levels from supervisory level and above will be asked to fill the self appraisal forms

Performance Appraisal to be assessed on the performance scale given between 0 to 10 and all
the points to be added at the bottom to assess the total score based on which general
appreciation of the performance be done

Performance appraisal may be done at a specific period, like annually or half yearly or
quarterly- completely decided by the management
Appraisal System
For supervisory level and below:
Manager Performance appraisal:
In this type, managers go through
the appraisal process. It is the role of
the manager that is very crucial
handling both the team and the
client. Manager has to satisfy the
clientele without disrupting the
(team’s) employee morale. Most
often manager appraisal process
involves feedback from the
respective team members and
sometimes from the client as well
For managerial level and above:
Employee self- assessment:
The employee assesses himself/
herself and it is finally compared
with the manager’s completed
assessment results. It is followed by
discussions and if there are
differences, manager speaks to the
employee about it.
Performance appraisal Form

8
 Criteria for Executives / Unit managers / Assistant
Self Appraisal for management Managers /A.G.M./ G.M. /V.P/ President etc.

Business Results (Targets set against the Target

achieved): Quantitative business results are Leadership Effectiveness
obvious criteria when assessing managers, involves the soft skills of
performance. communication, motivation,
Results in the areas of sales, cost control, safety Cost Effectiveness (operational staff turnover and goal-
metrics, employee turnover and a host of others / statutory / HR related etc.) setting, among others.
combine to provide a clear picture. what a (a) Cost achievements and
manager contributes to an organization. He / the strategy applied to
She needs to answer the below questions curtail the expenses,
related to his/ her achievements in Revenue. (b) Mention the
(a) Strategy applied for achieving the overspending in any
results. (if results are not satisfactory then department or nonprofit Aims and plans for
the reasons for its failure). making departments and forthcoming years / or
(b) His/ her contribution towards the your strategy to salvage it. couple of years after and the
growth of the business /Revenue Strategies / facilities need to
(c) Targets looking for upcoming Financial achieve it.
Years and if any support is required from
the Management to achieve it.
Critical Analysis- Justification for Having the System

Most of the employees working tenure 45 people have completed 25 years of service with the

company amongst 650 employees. In addition, 150 employees would complete 25 years of

service within next 5 years

The leadership visits the properties frequently and takes stock of the situation and uses that

observations primarily for performance and audit

Industries like hospitality, customer satisfaction plays a major role and most of the performance

evaluations is done keeping the customer satisfaction feedback

Critical Analysis- Areas of Improvement

• Performance management is archaic and not well defined

• Individual ratings scale has not a clear demarcation as in which level of performance
should get what score

• Competencies are not mapped out clearly specific to each job verticals for managerial
positions

• Competencies levels are not well defined; a proper framework does not exist as of yet.

• Performance Appraisal systems on paper and being followed in reality are poles apart.

• Family run business, a more tightly controlled system and scrutiny in place
Recommendations

• Since the group is trying to move to an e-system for procurement, they can replicate
the same in the performance appraisal system

• They should conduct job analysis to keep updating their performance parameters and
competencies; basing appraisal on current and accurate job descriptions

• Appraisal process should be common across all properties

• Competencies process should be diligently followed and imbibed in the performance

appraisal forms

• MBO method of appraisal can be used in the organization for managerial positions
References

• POC- Carlos de Sousa- (Ph. No.- 8322277447)

• Desouza Group-real Estate And Tourism Developers https://thedesouzagroup.com/

• Truly Indian. Traditionally Luxurious. Purely Pride https://www.pridehotel.com/

• Narban, J., Narban, A., & Narban, B. (2016). Performance Appraisal Practices In Hospitality

Industry In New Delhi: An Exploratory Study, 1–12. Retrieved from

http://ijariie.com/AdminUploadPdf/Performance_Appraisal_Practices_in__Hospitality_Industry_

in_New__Delhi__An_Exploratory_Study_ijariie1738
THANK YOU