Performance appraisal is an important part of human resource management in hotels, and it is a process of comprehensively, systematically and objectively evaluating employees' work performance and feeding back the evaluation results to employees. At the same time, the hotel carries out effective training for the places where employees lack ability, so as to improve the overall quality of employees. Therefore, performance appraisal is the basis of modern hotel human resource management. However, without fair and reasonable performance appraisal, employees' motivation, salary and welfare will all become empty talk, and scientific and reasonable performance appraisal has become a top priority for hotel development. In this paper, Hua Heng Zhixin, a human resources expert, combined with many years of consulting experience, summed up the common problems and countermeasures in hotel performance appraisal, aiming at making suggestions for everyone.

Hotel performance appraisal exists as a formal employee appraisal system. In the performance appraisal of hotel industry, employees' work behaviors and work effects are judged through systematic methods and principles. Performance appraisal is an important activity for management communication between managers and employees in hotel industry, and the results of performance appraisal in hotel industry can directly affect the adjustment of salary, the distribution of bonuses, the rise and fall of plants and many other issues concerning employees' vital interests. Its ultimate goal is to improve employees' job performance, improve employees' satisfaction and future sense of accomplishment while achieving hotel business objectives, and finally achieve a double harvest of hotel industry and personal development.

it should be pointed out that, in theory, performance appraisal is highly operable. However, hotels often encounter some difficulties in the process of implementation and operation performance evaluation. Based on the years' practice and theoretical thinking of Huaheng Zhixin Human Resources Consulting Co., Ltd., Huaheng Zhixin makes some preliminary discussions on this issue, aiming at attracting attention from peers:

1. The purpose of assessment is not clear

Huaheng Zhixin analysts have investigated the performance appraisal among employees, and many employees think that the performance appraisal is invalid. The key reason lies in the problems in the design and implementation of performance appraisal by the relevant departments of the hotel: if the purpose of appraisal is not clear, sometimes even for the purpose of appraisal, both the hotel appraiser and the assessed party fail to fully understand that appraisal is only a management means, not the purpose of management itself. At the same time, the assessment is irrelevant and random in content, project setting and weight setting, and often only reflects the will of managers and their personal likes and dislikes. Moreover, the whole system lacks seriousness and changes at will, making it difficult to ensure the continuity and consistency of the system.

Second, the assessment method is single

From the current hotel industry, in the assessment practice, it is generally adopted that the superior examines the subordinates. As the direct boss of the employee, the personal relationship between him and the employee, personal prejudice or preference and other non-objective factors will greatly affect the objectivity of performance appraisal, which will easily form a "leader says you can do it, you can do it, you can't do it; Leaders say that you can't do it, you can't do it, and you can't do it. As an appraiser, it is difficult for leaders to give convincing appraisal opinions, which often leads to tension between superiors and subordinates and even the resignation of outstanding employees.

To objectively and comprehensively evaluate an employee, it often requires observation and judgment from various aspects. The appraisers should generally include the opinions of the appraisers' superiors, colleagues, subordinates, the appraisers themselves and guests, and carry out a comprehensive and comprehensive appraisal, so as to draw a relatively objective, comprehensive and accurate appraisal opinion. A single appraiser often lacks enough time and opportunities to understand the employee's work behavior, and the appraisers themselves may also lack sufficient motivation and ability.

Third, the assessment standards are not uniform

For any hotel, establishing a unified performance evaluation system within the hotel to provide consistent competition standards for employees at the same level can not only ensure the fairness of the evaluation system, but also achieve the consistent goals of all departments of the hotel and promote the development of the hotel. All employees at the same level have the same evaluation standard, so there is no uneven standard, which ensures the fairness of the evaluation system, which can form an incentive for employees and thus achieve the purpose of hotel development. However, due to the different nature and functions of hotels, the establishment of a unified performance appraisal system is not in line with the objective and actual development of each department. If different evaluation standards are set for different departments, it may cause internal contradictions. Take the front desk as an example: the evaluation of housekeeping staff is mainly based on the occupancy rate of rooms, while the evaluation of marketing staff is mainly based on the average house price. In other words, for housekeeping staff, the higher the occupancy rate, the larger the bonus base and the more their remuneration; For marketing staff, the higher the average house price, the larger the bonus base and the more their remuneration. But the higher the average house price, the fewer guests will stay in the guest room, and the occupancy rate of the guest room will drop. That is to say, the two aspects are contradictory and exist in opposition.

Fourth, employees don't support

The performance appraisal is for all employees of the hotel, and the implementation of the appraisal process needs the cooperation and support of employees themselves. Although most employees think that performance appraisal is necessary and plays a great role, they demand that the rationality and fairness of the whole appraisal system be the premise. Due to the differences in personal hobbies and cultural background of employees, different employees will have different views even on the unified evaluation system. Is it mandatory for employees to use a unified evaluation standard, or is it to provide multiple selected schemes so that employees can choose an evaluation system that suits their own characteristics? The former can ensure the comparability of employees' performance at the same level, and provide a basis for employees' promotion and salary increase, but it may inhibit the display of some talents of employees, such as innovation ability; The latter helps to stimulate employees' all-round talents, but it also destroys the comparability of employees' performance and forms an unfair hotel atmosphere.

based on the above analysis, combined with the actual situation of the performance appraisal mechanism of the hotel industry in which Huaheng Zhixin participated in recent years, Huaheng Zhixin puts forward the following suggestions on the performance appraisal of employees in the hotel industry.

first, make clear the objectives of performance appraisal, so that the idea of performance appraisal in hotel industry can be deeply rooted in the hearts of all employees, and eliminate and clarify the mistakes and vague understanding of performance appraisal in hotel industry.

The performance appraisal of hotel industry can't be conducted for the sake of appraisal. As a means of appraisal, it is a benchmark for employees' daily behavior. How to achieve the goal of performance appraisal is unclear, and performance appraisal can't motivate employees and promote the company's growth, so performance appraisal is meaningless. The specific design of performance appraisal should focus on respecting employees' value creation, forming an interactive process, which includes the communication between appraisers and employees, and forming a value creation guidance and amplification mechanism in the company with the help of the vertically extended evaluation system. Instead of aiming at someone's likes and dislikes without any idea.

second, set up a scientific assessment model, and put an end to the simplification of assessment.

in order to avoid the simplification of performance appraisal methods, the hotel industry can adopt KPI indicators to evaluate employees. KPI indicators are divided into quantitative indicators and qualitative indicators. In the process of formulating, it is necessary to take into account the balance between quantitative indicators and qualitative indicators. Quantitative indicators are based on statistical data, with statistical data as the main evaluation information, and through the calculation formula of quantitative indicators, the performance evaluation index scores of quantitative results are finally obtained. Qualitative indicators are used by evaluators to analyze the performance of the assessed according to their usual observations, and to classify the performance of the assessed into relevant scoring grades. The combination of quantitative indicators and qualitative indicators should be adopted when formulating the performance evaluation indicators of various positions in the hotel industry, and the hotel staff should be comprehensively evaluated, which is helpful to comprehensively measure the performance of the assessed.

thirdly, carry out job analysis and formulate feasible assessment standards.

in order to ensure a set of scientific performance appraisal standards, it is necessary to conduct effective job analysis and confirm everyone's performance appraisal indicators in the hotel industry. Therefore, we should strengthen communication and understanding with supervisors and employees through questionnaires, interviews, etc., and make job descriptions for each employee in the company, so that employees can have a clear understanding of their own work processes and responsibilities, so that employees can enter a state of psychological awareness, accept assessment, have different job requirements, be equipped with different job descriptions, and implement practical assessment standards.

fourth, supervise and guide the performance appraisal process, and determine the landing of performance appraisal.

The formulation of performance appraisal standards in the hotel industry will be evaluated by employees in various departments. Once the performance appraisal is determined, it needs to be implemented. Just as "anything urban supervision will lead to corruption", especially in the initial stage of performance appraisal, the human resources department should play a guiding, supporting and supervising role in the appraisal of hotel employees. In all key links of hotel performance appraisal, the human resources department should play a guiding role in the setting of appraisal methods and indicators, audit the appraisal information and supervise the appraisal results, so as to make the appraisal have a positive impact, help employees find shortcomings, propose improvements and finally improve their work.

any best management measures and methods are contingent. Organizations have different management systems at different stages and levels of development. An excellent management system must be suitable for its own development. If the performance appraisal of the hotel industry is too strict, it will increase the management cost, and in some cases it will even be impossible to achieve. The performance appraisal of the hotel industry should follow three aspects: scientificity, operability and controllability in the implementation process to improve the performance appraisal effect of the hotel industry and improve the performance appraisal satisfaction of the hotel industry.