Introduction:
During 1952’s, the Roaring Dragon hotel (RDH), a state owned enterprise (SOE), was one of the three-star hotel in China. In 2001, looking at the decreasing potential of RDH, the provincial government decided to modernize it. For that, Hotel International (HI) organization was selected considering its international reputation, brand name and credentials (Grainger, 2008, p.1).
Background:
Paul Fortune, the GM appointed by HI had aimed to bring the quality services, professionalism and efficiency in the Chinese employees who could produce the HI standard of excellence at the hotel (Grainger, 2008, p.2).
Problem:
RDH management was not actively planning any strategy to overcome the economic crisis. There were no effective customer satisfaction policies. HI managers were lacking in building an effective relationship with the hotel employees.
Opportunities:
HI managers should have respected Chinese culture and should have been more focused on RDH history. They had a good opportunity to understand the culture and should have encouraged Chinese employees to participate in decision-making process in order to improve employee performance. They failed in utilizing the best use of customer relationship. Studies have shown that a good customer-oriented behavior, in an organization ensures a tremendously positive impact on its performance (Kim, 2008).
Recommendations:
Managers should have provided training to the hotel employees to meet the international standards and understand the responsibility of their work. They need to identify ways to improve customer relationship. Encourage employee feedback in order to assure employee satisfaction. Additionally, Managers should motivate employees by giving them rewards on the basis of their hard work and performances. It increases employee loyalty, enhances performance and generates greater success. Capobianco