Tourism

Performance appraisal management in Tourism is aimed at evaluating employees contribution to an organizations success. Supervisors can therefore make sure that the workforces activities or output contribute to the entitys overall goals. The human resource department in any hospitality company should ensure that the human assets contribute to profitability and the market leader position is maintained in the tourism industry.

The Body

EVALUATION OF EMPLOYEE BEHAVIOR AND ATTITUDES
Performance appraisals should be about people but not procedures. Employees reactions should be positive considering that they provide entrepreneurial ability to the other production input factors which are raw materials, capital and machinery. Performance evaluation should not be about ticking the box but should have explanations as to the reasons for a particular employees behavioral patterns and attitudes. The appraisal management should foster the realignment of national cultures for employees with the organizational culture of any hospitality enterprise, for its mission statement to be realized.
(Susan, 2009 p.6-18).

ENSURING OF SMOOTH OPERATIONS IN TOURISM
Appraisals should come up with supervisory opinions to ensure that coordination of employees in different departments is maintained. The comfortable process should make supervisors judging easy and the employees being judged should find it a pleasant process. By so doing, the normal operations of the tourism business will not be interfered with, causing unnecessary delays in the offering of services. Employees should be easy during appraisals and should offer suggestions as to areas requiring modification in the normal operations or conduct of the business.

THE MANTAINANCE OF CUSTOMER LOYALTY
Performance appraisal management should be a daily or ongoing process. Clients needs should be well met and satisfaction should be at its best,0 for them to remain loyal to any hospitality company. Employees expect to have a clear description for their jobs. The objectives and responsibilities should be well explained to avoid double performance. Service attendance should be corrected on behaviors that they should portray for customers to feel appreciated and want to come back.

EMPLOYEES SHOULD DEVELOP AND GROW AFTER THEY HAVE BEEN APPRAISED
The feedback after appraisals should develop the workforce for competence in the current positions or obligations and they should aspire beyond that. The supervisors should note the corrections to be made and make their juniors aware of such. Employees should understand that promotions will only come after positive appraisals. The performance appraisals should be consistent to make sure that corrections made are well considered in maximizing efficient utilization of human resources to the entitys advantage.
(Steve, 2008 p.16-29)

EMPHASIZING OF TOP PERFORMERS THROUGH VALUE
The feedback system should be able to analyze contribution by quality performers to the organizations profitability. Feedbacks should be a machine generated product or good reports out of attendance, recording and observations. The three hundred and sixty degrees approach should note areas where shortfalls occurred in value creation. Appraisals should promote the creation of value at the lowest cost possible. Low production costs are realizable only if the available limited resources are utilized effectively and efficiently.

ENCOURAGEMENT OF COMMUNICATION BETWEEN THE MANAGEMENT AND EMPLOYEES
After appraisals, managers and supervisors will be expected to report to their juniors on areas that need correction and this promotes the understanding of one another. Delegation of duties will also be made clear as part of job description, so that mistakes noted can be rectified. The managers should come up with achievable goals and objectives which are well defined for the workforce to understand. Praising and acknowledgements will foster the communication bond between seniors and their juniors. Feedback should be immediate for the tourism employees to pull up their socks as soon as possible.

SETTING OF UNIFORM STANDARDS FOR EVALUATION
The Tourism industry is service oriented. Good service is in terms of quality but not quantity. The performance appraisal system should benefit the employees, supervisors and the company. The evaluation report should be well documented because it may act as a proof for the companys policies and the adhering to both the company and employee rights. Performance appraisal management reinforces the human resource department, because it is the right thing to be done. Uniform standards therefore appreciate the companys most valuable assets, the human resources.

IDENTIFICATION OF STRONGEST AND WEAKEST PERFORMERS
Performance appraisal management helps in eradicating social loafing, especially when it comes to team performance. When the strong performers have been identified, the weak ones will want to catch up. Performance appraisals motivate people psychologically through praising and acknowledgements. The workforce will tend to have a goal oriented behavior and this fosters the realization of the entitys long-term objectives.

When performance is linked to rewards, the workforce will tend to have high productivity due to the positive return to their good work.

CONCLUSION
Performance appraisal management is the best way to treat human capital as the most valuable input in the production process. Accomplishments and capabilities determined foster career growth and development. Appraisals therefore keep a check on the workforce of any hospitality company to ensure that it attains or maintains its market value.