Hotel Paris Essay Example | Topics and Well Written Essays - 1250 words

Hotel Paris - Essay ExampleHotel ParisThe various problems in this consideration are studied and analysed in the study and suitable recommendations are provided for eliminating the gaps and attaining a greater association amid compensation plans in the organization and strategic objectives of the company. It is similarly aimed at attaining greater satisfaction and contentment of employees such they are adequately motivated to perform up to the desired standards in the organization.Challenge 1The defer compensation structure in the company is highly unstructured, unplanned and unsophisticated. In this, the pay range for workers is too narrow and does not note much between them at different positions, such as apparent movement desk clerks, security guards etc. Like several other HR systems at the Hotel Paris, the compensation programs were unplanned and unsophisticated........................each stage business category. Challenge 2Maintaining a salary standard which is competit ive in the market seems to be inadequate to attain the best contributions and performance of employees. in addition the compensation structures are not enough to motivate them to perform to their best abilities. They remain frustrated and discontented and this leads to high employee turnovers and attritions. For example, the firms policy is alone to pay its employees a competitive salary...............extraordinarily service oriented workforce. ... The company has given little thought to tying general pay levels or individual employees pay to the companys strategic goals. Solutions Solution 1 Firstly a well defined job roles and responsibilities must be created for all positions in the organizations which include front line employees, securities, staffs, back-end workers, management executives etc. Compensation structures must be developed according to this structure and must be generated as per educational qualifications of employees, numbers of historic period of experience an d position and designation in the organization. It is to be ensured that there is no overlap between the salary slabs for the different positions. This is important in order to differentiate between the positional roles of employees. The same salary from two different levels would necessarily de-motivate employees at the higher level of the hierarchy (Mathis & Jackson, 2011, p.153). Solution 2 Finally, setting a compensation standard at par with the fabrication standard would not be effective in retaining or attracting talents in the organization. There can be multiple organizations paying similar compensation and employees would be easily tempted towards them. Thus it is recommended that the compensation level must be a step higher than the industry standards in order to attract and retain talents from the industry. However, a fair proportion of the gross salary must be performance based. This would not only aid to get potential candidates but also help to motivate them to perfor m to the best of their ability in the organization. Besides this, it would also serve the purpose of haughty employee attritions to a