‘The Hotel Paris’ New Ethics, Justice and Fair Treatment Process
Hotel Paris’ New Process. The head of HR and her team developed a new code of ethics and comprehensive ethical guidelines that all employees have to read and understand. Everyone, including the firm’s top executives, has to undertake an ethics training program. The hiring process incorporates an honesty test, and the evaluation of the workers’ performance is transparent and fair. Regarding the disciplinary exercise, a new appeals procedure was launched, and the stages include appeals to all the hotel’s managers, the HR leader, and the top management executive appeals board. The punishment system was also eliminated. Before an employee is dismissed, a member of the HR team has to approve the discharge prior to finalizing it and should avail themselves when an individual who has worked with the company for over a year is sacked.
Why These Positive Results Occurred at Hotel Paris. The positive results at Hotel Paris were as a result of the new measures that applied equally to everyone in the facility. First, the workers were happy that their performance was openly and fairly evaluated, which motivated them to work hard as they felt that their efforts were recognized. Secondly, every employee had a chance to appeal for their mistakes; thus, they felt valued by the hotel’s management team. The workers knew that they had a fair chance of their grievances being heard by the leadership team. Every person was treated appropriately, and the administration employed sound judgment concerning its personnel.
Expectations were clearly described to all employees. The code of ethics and ethics training program enhanced confidence as all workers knew what they were required to do to accomplish organizational goals and avoid troubles. All the workers were respected by leaders, which helped in developing strong and significant relationships. The hotel’s management did not show favoritism toward some workers over others as such an act could have made the unfavored personnel resent the leaders.
Consistent and Equitable Treatment of All Employees at My Previous Workplace. At my previous workplace, all workers were treated consistently and equally. Employees were given targets based on their skills, which they had to deliver within a certain period. This approach ensured that no employee could be given unrealistic expectations. The firm embraced distributive and procedural fairness by allocating rewards fairly and consistently. The leaders held themselves responsible for ensuring that their staff members receive fair treatment. For example, the administration maintained the same attitude each day, which created a sense of trust among employees. Inclusion and equality, as well as diversity, were a vital focus as the management endeavored to handle all workers fairly.
The company was transparent and dedicated to equity to the paycheck, which was essential in ensuring that employees feel fairly paid. The managers appreciated and rewarded every worker for their achievements without considering whether they were leaders or not.
The company ensured that all employees could see job openings. Posting all available vacancies enabled everyone to have an equal chance to apply for the positions. The company assured employees that all promotions were fairly conducted by making sure that everyone receives regular, productive feedback and offering personal assistance in professional growth. Workers were promoted according to how qualified they were to perform tasks.
All employees received equal chances of recognition. Workplace issues about fairness are difficult for any firm and might be frustrating for both workers and managers. Focusing on transparency and regular communication eliminated such problems, which enabled every person to concentrate on satisfying and fruitful roles.
Analysis of Stacy’s Handling of John’s Performance Appraisal. Stacy handled John’s performance appraisal casually, given that she did not give it much time and attention as expected. She requested him to go to her office at 4:45 pm, yet at such a time, everyone is usually busy trying to finalize their work. John found Stacy rushing to get the last-minute orders for the late shift. John did not get the opportunity to explain the challenges he might have faced in the course of his work. He felt disappointed at the end, which might negatively affect his performance.
How Stacy Should Conduct Performance Appraisals in the Future in Order to be More Effective. In the future, Stacy should allocate enough time for the process. She should also give John a chance to present his ideas regarding what he thinks should be implemented to help him improve on his performance. Stacy should fill the performance appraisal in John’s presence before allowing him to sign it, rather than doing it alone. Besides, she should offer adequate feedback to John concerning his performance.
Previous Employer’s Performance Appraisal. At my previous workplace, the performance appraisal served as a foundation for transforming behavior toward appropriate working habits. The process was aimed at providing data to supervisors with which they could evaluate future job tasks, as well as compensation. The firm’s performance appraisal did not stress on behavior, but rather its outcomes. Moreover, the company increased employees’ salaries based on behavior and not the assessment of the results. This approach ensured that competent workers were not demotivated, and their wages were raised.
Although the organization’s supervisors often provided feedback, the firm needed built-in tactics of ensuring that these leaders do so. This measure would prevent feedback delays that result in disappointment when hard work is not immediately appreciated.