On The KPI-based Hotel Middle-manager Performance Appraisal System

Human resource is the one of the most important elements that boom the national economy. The competition among the enterprises is in essence the contest of human resources, to develop and supervise human resource scientifically and effectively and mobilize their initiative and creativity can help the enterprise realize the strategic objective.Middle-managers play a key role in the hotel management and operations. On the one hand, whether the plan of decision-makers can be carried out efficiently mainly depends on the middle-managers. On the other hand, generally saying, the quality of hotel employees is in a comparatively low level, and their self-restraint ability is fairly weak, and compared with the high-managers, middle-managers can get in touch with the employees more frequently, so the middle have more chance to instruct and administrate them. In addition, on the angle of career development, middle-managers are always the successor of the high, who matters the future of the hotel. However, actually the importance of middle-managers is not given much attention, both in practice and theory, therefore, probing into the performance appraisal of middle-managers can help explode their potentials and strengthen their role, and in further increase the management standard of the hotel.The paper first gives a review of the basis theory of performance appraisal, compares and analyzes some performance-appraisal methods, and makes a summary of relative research both here and abroad, which lays a solid theory ground for the paper. On the central topic of the paper, it first makes a research on the statements of A hotel middle-manager performance appraisal and points out the problems in the current appraisal system, then suggests the hotel to set up a middle-manager performance appraisal system which is based on KPI method. The paper devises the operational procedure of the system: First, analyzing the characteristic of the jobs of middle-managers on different positions and making sure their key responsibilities; then breaking up the strategic plan and KPI of the hotel downwards, until the KPI of the middle- managers are clear, then confirming the criterion, the index weight, the appraisal implementer, etc.; to guarantee the justice of the appraisal, the paper conducts a scheme of appealing and gives some advice on the application of appraisal results. In general, the paper finally forms a fairly integrated hotel middle-manager performance-appraisal system.Some research methods are used in the research. System approach is the guidance method of the whole paper, especially in the conduction of the hotel middle-manager performance-appraisal system; in the review of relative research part, literature-survey approach is mainly used; the paper analyzes and sums up the problems of current A hotel middle-manager performance-appraisal by inductive method; combining theory with practice, the paper puts up a comparatively complete framework of middle-manager performance-appraisal system following A hotel as a example.The study is undertaken to provide with theory basis and tools reference for hotels'performance management practice, and further on, to give reference to hotels'human resource management decision, middle-managers career development and the implement of hotel management diagnosis, and the conclusion needs to be validated in the future.