CASE STUDY

Case Study



Case Study

Q 2: How the problems in the two restaurants might be overcome?

To answer this question firs we need to understand the hotel legalalities. From the description of the case study, it seems that the reason lead the two restaurants to this terrible situation was that their HR policies were inconsistent with its strategies. The Hotel's philosophy is that if they want their customers treated better, they must treat each other better. They also think the two restaurants is a place where they can make their employees feel satisfied with their jobs. Their jobs will be fun and they will fulfill their expectations. The employees will have the best work experiences. Besides, the two restaurants expects to be the best employer in San Francisco. They are willing to show their trust and pride in their employees. That's why the hotel considered their "associates" of the highest potential, and, thus, they could retrain associates rather than reprimand them. In addition, they wanted to help employees gain growth in both associates' personalities and their professionalities.

Although the two restaurants has unique philosophy, its strategies do not coordinate with it. Here are some strategies that I think have some faults in the hotel after I read this case.

Recruiting

There are several faults in how the two restaurants recruited their PVs (personal valets). First, they thought the most important measure of PVs' personality is "friendliness". Mene, vice president and managing director of the two restaurants, thought " if you want friendly employees, you have to hire friendly people-training and motivation won't achieve those standards for you." In my opinion, experience and skill may be more important than friendliness. If an organization hires experienced or skilled employees, it can save a lot of training costs. If the two restaurants images itself to be the best luxury hotel in San Francisco, it must require high quality PVs. SRI, a recruitment and development consulting firm, also emphasized "life theme" or the "consistent recurring pattern of thought, feeling and behavior" They focused on some unseen qualities such as assertiveness, pride, responsibility, and gestalt, but not professional skills or experience

Second, the majority of staff saw the job as a way to support their true interests in life, which included becoming painters, writers, entrepreneurs, among other professions. If the staff take their job as a place where they just want to make money instead of really being interested in this industry, this situation is a little dangerous to the two restaurants, because staff will easily feel badly or uncomfortable if they do not get what they expect. Their moods also influence their behaviors. Exhibit 3 shows clearly that the number of PVs who resigned is almost double the number of those who were terminated. We can easily understand this attrition by looking at the expectancy theory; people do particular behavior is because he expects particular rewards.

Third, the two restaurants used an inefficient method to recruit PVs. They interviewed more than 9,000 applicants for their original 350 positions, and each applicant ...