This case study compares two competitive hotels, Sunrise and Beachside, located in a tourist city in Northeast United States. Sunrise had a 98% occupancy rate while Beachside had 71%. Sunrise's manager Joe implemented training and development programs, resulting in high guest satisfaction ratings and low turnover. Beachside's manager Sunny lacked human resources experience and knowledge, leading to high staff turnover. The case analyzes the strengths, weaknesses, opportunities, and threats between the two hotels, concluding Beachside needs to implement training and other HR initiatives to improve service quality and compete with Sunrise.

1. Case Study
Group No.3
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2. o 1. Deepanshu Sangwan
o 2. Bhupathi Raju Nirupam Varma
o 3. Avtar Singh
o 4. Kartar Singh
o 5. Ankit Kumar
o 6. Devendra Singh
o 7. Abir lal Saha
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3.  Joe: Manager of sunrise edifice
 Blessed Sunny: Unit manager of beachside Edifice
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4.  This is case of two competitive hotels
Beachside and sunrise that each
square measure set tourist base city
within the Northeast United States of
America. They each have same
infrastructure with sixty current of air
space and beach read. They are
competitive for same set of gussets.
There was 98% occupancy rate for
Sunrise and Beachside edifice has 71%
severally. Joe, top director of Sunrise
edifice was operating within the
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5.  designed coaching and development
programs. there's a way of cooperation at
Sunrise edifice which helps everybody wish
to try and do an honest job. His guest
satisfaction ratings for his edifice square
measure average nine out of ten and
therefore the turnover rate at the Sunrise
edifice is good. In Beachside edifice Mr.
Blessed sunny is time manager and he is
promoted as time unit manager as a result
smart at front table space he have several
attractions for guests. The turnover of it is
low compared to sunrise, hourly staff at
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6.  Mr. Brain lacks higher cognitive process
responsibility. He has to implement basic
system on that human resource works. He
has to specialize in four functions.
 I. SELECTION: Matching out there human
resources to jobs.
 II. APPRAISAL: Performance
management.
 III. REWARDS: He should reward short
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7.  Mr. Sunny: ought to recognize that he has to begin
from ground level – followed by company. He ought to
learn the importance of screening staff for front table
operation, and additionally to figure on model ranging
from orientation followed by coaching and
development resulting in fortunate running of the
organization.
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8.  Training and development can facilitate in covering the gap
between existing performance ability and desired
performance
 I. To impart new entries the fundamental data Associate in
Nursing skills they have for an intelligent performance of
outlined task.
 II. To help staff to perform a lot of effectively in their gift
position by exposing them to latest ideas, data and
techniques and developing the talents that they want in
their future roles.
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9.  They are in creating most profit
or revenue, they're distracting
themselves from providing
adequate service to client, that
demands lots in welcome trade.
instead of thinking of earning
revenues, they have to figure on
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10. o The other aspects of human resource
which might be undertaken to reinforce
the extent of performance are:
o Human resource coming up with potential
and programmed planning Developing
human resource: meeting, orientating
and developing staff
o Motivating human resource: Motivation at 10

11.  As we have analyzed the case actually, we
have known the subsequent issues within
the Beachside Hotel:
 Sunny Blessed was manager of Beachside
didn't have any data of human resource
facet of the duty. second the worker
turnover of Beachside was a hundred and
twentieth as against twenty fifth of Sunrise
that meant that Sunny had to wear down
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new staff when. They additionally didn't

12.  Since Brian didn't have any human
resources background, he shouldn't get
entangled in hiring, coaching and will
make sure that these functions square
measure wont to build a stronger service
culture.
 Some of the opposite human resource
initiatives that would be undertaken by
either or each Hotels are: regular and thru
performance reviews, 360 degree feedback
programs, around table discussions with
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13. o Strengths- Sunrise edifice has a established reputation
for their service and kind staff as they provide
different initiatives and encourage their staff to serve
better .
o Weaknesses:- Their was no co-ordination between the
staff of beachside edifice and the manager was not
aware of what to do and how to do he was bothered in
hiring the staff rather than training them.
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14. o Opportunities:- Their was a great opportunity for
beachside edifice as the both hotels has almost same
infrastructure and same range of guests lodge in those
both hotels.
o Threats:- There is a big threat to beachside edifice as
sunrise is building a great reputation and good
costumer satisfaction level as many tourists enquire
local people for hotels so if beachside edifice does get
good response then the occupancy rate might fall.
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15. END OF PRESENTATION
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