1. A CASE STUDY ON HUMAN
RESOURCE MANAGEMENT
MADE BY
VAIBHAV KATIYAR
M.B.A III

2. ABOUT THE CASE
This is a case of two competing hotels ,Sunrise
Hotel and Beachside Hotel that are located in the
tourism based state Goa. The hotels are
competing for the same set of guests ,as well as
the same set of potential employees .They are both
budget hotels and are right next door to each other.
The Sunrise Hotel and the Beachside Hotel are
having 60 guest rooms each and with a view of the
beach .

3. SUNRISE HOTEL
The occupancy during peak season for Sunrise
hotel is 98% but in winter season it goes down to
65% .There is a sense of teamwork at Sunrise Hotel
and that helps everyone to easily discharge their
duties .The guest satisfaction rating for this hotel is
excellent. On a rating scale of 1-10 his hotel is rated
at 9.The employees turnover at the Sunrise Hotel is
25%.

4. JOE - The General Manager
• Joe is the General Manager of Sunrise Hotel and has been in
his current position for 5 years .He has been with the Sunrise
Hotel for last 10 years. He got promoted from front desk agent
to front desk supervisor and finally to Assistant General
Manager before he became General Manager .He does a
good job of screening potential employees for his front desk
area of the hotel because he realizes the importance of that
area of the hotel .He has set up incentives for excellent
performance .He has also designed a training and
development program for better discharging of duties. Joe is
involved with all of hiring decisions, and helps to give training
programs himself.

5. Beachside Hotel
Occupancy in the Beachside Hotel is 90% in peak
season which goes down to 50% in winter
season. It is not having better customer
satisfaction ratings and more return guests.
Despite the fairly high occupancy noted during
peak seasons ,the off peak season occupancy is
less. The turnover of employees is 90% i.e. the
hotel is running shorthanded and with new
employees. On a rating scale of 1-10 his hotel is
rated at 6.

6. BRIAN – The General Manager
• Brian is the GM of Beachside Hotel and deals with
every different situation .He was transferred from
another hotel of same group about 6 months ago from
accounting and finance department .Brian has been
with this hotel group since last 2 years .He is not
involved in human resource aspects of the job i.e. he
is not involved with hiring or training of employees. He
spends most of his days looking at financial reports of
hotel.

7. MARY
• Mary is the human resource practitioner in the
Beachside Hotel. She has been promoted from front
desk supervisor to HR practitioner .She is too busy with
hiring and has no time for training and development of
the employees .
• The Beachside Hotel has no policies written down for
employees to use as a guide for performance ,customers
are treated poorly by new and poorly trained
employees ,and the departments of the hotels do not
communicate among themselves.

8. QUESTION NO.1
• What strategy should Brian implement
in order to start changing the capital
practices in the Beachside Hotel ?

9. ANSWER NO.1
• In order to start changing the human capital practices at the
Beachside Hotel, there need to be a serious shift in the
culture there.Since Brian did not have any human resource
background, he does not get involved in hiring, training and
ensuring that these functions are used to build a stronger
service culture .Mary the HR practitioner ,was put into place
because she could not work with customers, yet she is now
in charge of the employees .Brian needs to get involved in
building a stronger culture by making sure that he works
with Mary to make sure that she is focused on people and
creating a positive atmosphere .Investments need to be
made in training and development of the people currently
employed at Beachside Hotel and also in the new people to
build a committed workforce.

10. QUESTION NO.2
• What should Brian learn from Joe in
terms of the human capital aspects of
running a hotel ?

11. ANSWER NO.2
• Brian should start out by learning more about the human
capital in his hotel first and getting himself immersed in the
people of the company .The service profit chain starts
internal to the organization and then looks to the external
guest. Brian could then observe some of the human
resources practices that are being used at the Sunrise Hotel
and apply them to his own hotel .Joe is involved in all of the
hiring at the Sunrise Hotel as well as the training and
development there. Brian should implement more of a focus
in the top management of Beachside Hotel in order to
emulate Joe’s focus on developing a culture of service and in
taking pride in the people that work for him.

12. QUESTION NO.3
• How could training and development
programs be implemented in the
Beachside Hotel in order to help with
turnover and occupancy rates at the
hotel ?

13. ANSWER NO.3
• Brian needs to focus on hiring the correct people for the
various jobs at the Beachside Hotel and should then work with
each person to determine what it would take to get them to be
satisfied in their jobs .Training and development not only give
people the skills that they need but also develops people in
other facets of their life ,i.e. time management skills ,money
management skills etc. These development classes help
people feel a sense of connection with their jobs and would
help them to feel satisfied. The more satisfied employees are,
the more they tend to stay at a place of employment and the
more they tend to satisfy the guest that they serve .Having the
top management in a company get involved with the training
and development of their people ,helps them commit to their
future growth and helps the employees feel that their
employers believe in them.

14. QUESTION NO.4
• What other human resource initiatives
could be undertaken by either the
Sunrise Hotel or Beachside Hotel in
order to help with the overall
performance of their respective
organizations ?

15. ANSWER NO.4
• Some of the other human resources initiatives that could be
undertaken by either or both hotels are regular performance
reviews ,feedback programs ,round table discussions with
employees to focus on their needs ,incentives programs to
reward employees for positive performance towards the
objectives of the organizations ,offer reward programs for
guests in order to boost the level of repeat guests to the
hotels ,more open communication regarding progress
towards the goals of the organizations in order to keep
employees in the loop regarding performance ,top
management needs to focus on internal guest satisfaction
i.e. the employees as well as the external guest satisfaction.
.

16. REFERENCES
www.google.com