This paper has focused on the Squire Hotel Group and how the application of EFQM model 2010 can be used to provide a framework for the enhancement of organizational performance. Various issues have been identified facing the Hotel group, including lack of a formal method of collecting information; the demand of beds by the tourists compared to the supply; competition and tight budgets set by the head office. It is evident that the application of the EFQM model, especially the nine criteria, will enable the company to overcome these issues and improve on its performance. This is based on the fact that some companies, especially in Europe, have made use of the model and have turned out to be successful. In order to be successful, the Squire Hotel Group should make sure that it offers proper training to the employees, develops constant enhancement processes; incorporates self assessment procedures into policy development and business planning cycles, and collects suitable data and employs it during the day to day management. However, some of the drawbacks faced during implementation encompass active commitment from senior management, development of novel skills in the organizational individuals, as well as efficient communication between the people and the management.
Introduction
The EFQM model 2010 is a non-rigid framework that is founded on nine principles. These criteria encompass leadership; strategy; people; partnership and resources; processes, products and services; customer results; society results; people results; and key results (EFQM, 2010). The criteria are divided into two, whereby the first five are enablers whilst the last four are results. The enablers outline the activities performed by a company, while the result entails what is attained by an organization and the means employed to achieve this. The enablers are the foundation of the results and