Sumanan MBA 2021

  Transformational vs. Transactional leadership – Which is better? Despite leaders being defined by a number of key qualities, almost all these individuals are fundamentally classified as either a transformational, or transactional leader. Although both styles were introduced as mutually exclusive by James MacGregor Burns, today’s contemporary leaders conceive these styles to “exist on a spectrum”. Transactional leaders are defined by their emphasis on chain of command and responsibility within the organization. Such individuals hold designations of authority within the organization and are tasked with managing order and overlooking the performance of subordinates whilst facilitating team performance. These individuals are result oriented, and gauge organizational success based on clearly defined rewards and penalties. Accordingly, performance appraisals are the go-to methods for these individuals when measuring the performance of their employees. Notably, this style of leaders...

  Importance of skills gap analysis for effective employee and organizational performance Introduction Holzer (1997) describes skills gap analysis as ‘a tool used to assess the actual skills of the employee against the skills required to perform the current job, and effectively achieve the organization’s goals and objects’. Skills gap analysis is important for both the employee and employer. For the employer, skills gap analysis is critical as it facilitates the identification of skill deficiencies which are undermining the performance of employees and the providing of training and development to address these skill deficiencies. This in turn facilitates the achievement of organizational goals and objectives (Antonucci and d’Ovidio, 2012). From an employee perspective, skills gap analysis enables the identification and addressing of skill deficiencies which are undermining performance levels. This in turn improves employee performance levels and leads to greater reward, recogni...

  Adoption of Kubler-Ross Grief Model to describe employee reaction to the human resource cost reduction strategies adopted by Tangerine Hotels to mitigate the impact of the Covid-19 pandemic Introduction Tangerine Hotels (TH) is one of Sri Lanka’s oldest and best-known hotel operators. TH comprises of five Four Star hotels in Sri Lanka (TH, 2020). Employee cadre of TH is approximate 500 employees. TH offers a full range of facilities to its guests in Sri Lanka. The facilities include meeting and banquet facilities, bar and restaurant facilities, gymnasiums, spas, swimming pools, deluxe and luxury rooms, and hotel suites (TH, 2020). Objective In order to mitigate the massive impact to its financial health due low occupancy and revenue levels caused by the Covid-19 pandemic, TH introduced a recreation organizational change model. While this organizational change model has been successful in easing the financial burden on the company caused by the Covid-19 pandemic, no resear...

  Human resource management at Tangerine Hotels to mitigate the impact of the Covid-19 pandemic Introduction Tangerine Hotels (TH) is one of Sri Lanka’s oldest and best-known hotel operators. TH comprises of five Four Star hotels in Sri Lanka (TH, 2020). Employee cadre of TH is approximate 500 employees. TH offers a full range of facilities to its guests in Sri Lanka. The facilities include meeting and banquet facilities, bar and restaurant facilities, gymnasiums, spas, swimming pools, deluxe and luxury rooms, and hotel suites (TH, 2020). Objective Like all other companies in the Sri Lankan tourism and hospitality industry, TH has been greatly affected by the Covi-19 pandemic. This has forced it to introduce several cost reduction strategies including strategies focused on reducing employee costs. This report describes the human resource cost reduction strategies adopted by TH. Research Methodology Research methodology in this study was a qualitative research strategy. In...