Driving Business Performance through Culture Change at City Luxury Hotel
- April 1, 2018
- Posted by: RSIS
- Category: Social Science
International Journal of Research and Innovation in Social Science (IJRISS) | Volume II, Issue III, March 2018 | ISSN 2454-6186
Driving Business Performance through Culture Change at City Luxury Hotel
Olive Nerurkar
Associate Prof, Symbiosis Centre for Management Studies, Symbiosis International (Deemed University), Vimanagar, Pune, Maharashtra, India
In January, 2017, a new General Manager Rishi Anand was appointed to take over the City Luxury Hotel a 187 room property located in Mumbai.The hotel was plagued with problems of lower than average guest satisfaction scores, low sales and profits, employee morale and motivation was low, and departments were not working together. According to Mr Anand, “The Hotel could not focus on the necessary changes required to improve guest satisfaction, employee satisfaction and operational performance in the last few years.
Key words: Organisational Culture, OCTPACE Instrument, HRD Instruments
I. BACKGROUND
City Luxury Hotels is part of a well-known global chain of hotels namely Lifestyle group which has its presencein most countries of the world. Presently there are 350 hotels. The City luxury is a premium brand within the Lifestyle group which boasts of superior design, service, guest experience and performance.
As a part of its developmental effort City Luxury has a comprehensive 5-point plan designed to make City Luxury Hotels a preferred choice amongst travelers. It consists of digitalization, logo change and redesign of all facilities, igniting passion of employees and offering better returns to investors.
II. DETAILS OF THE OCTAPACE CULTURE SURVEY
Mr Anand the GM was summoned into the office by the CEO months before he took over the Mumbai hotel. A little perturbed by the sudden call, MrAnand presented himself for the discussions. The HR Director and CEO shared with him the survey results of the employees’ perceptions of the OCTAPACE values.More than 50 employees were covered.
OCTAPACE survey instrument covers the following eight values which are explained in brief:
Openness covers expression of spontaneous feelings and reaction.
Confrontation means courageously facing the problem and solving it instead of running away.
Trust is the element of culture when one is ready to believe each other.
