Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel

This case study examined and described the progress of the existing performance measurement at a hotel where the specific objectives were to gain a better understanding of the current measurement system. Using strategic balanced scorecard (BSC) approach, it helps identifying possible self-improvement to the system. This study also tried to answer the question on why the hotel management continued with the practice of the current system and revealed the level of BSC adoption at the organization. For this study, 50 sets of questionnaire were distributed for quantitative data, while 7 top management staffs were interviewed for the qualitative data. Results showed a positive note of development and a good beginning in reengineering hotel approach to its measurement system. The result indicated that the hotel is weak in certain areas and have strength in other areas. Interview result also showed that management had no plan to make changes to its current practice for time being due to factors such as benefit of practice, time and effort and influence of management commitment. Officially, there was no complete balanced scorecard (BSC) adopted by the hotel but there were similarity of BSC elements being practiced at the organization. Hence, this study proposed improvement in certain area of weakness and adoption of the real BSC approach towards a more balanced organization.