Non-Star Hotel Performance Management: Performance Improvement and Optimization Strategies in the Dynamic Era of the Hospitality Industry

Performance Management Development, Leadership Integration and Psychological Contracts, Employee Performance, Performance Innovation, Performance Transformation

Abstract

This article discusses the development of performance management as a challenge as well as a strategic opportunity for non-star hotels in the face of increasingly competitive competition in the hospitality industry. The purpose of this study is to explore the integration between inspirational leadership, the fulfillment of psychological contracts, increased organizational commitment, and the creation of a conducive work environment to improve employee performance and provide added value for owners and investors. The method used involves a quantitative approach with a survey of non-star hotel employees, as well as regression analysis to test the relationship between these variables. The results of the study show that effective leadership and motivation have a significant positive influence on employee performance. In addition, organizational culture and career development have also been proven to have a positive impact on employee performance. The discussion emphasized the importance of innovation in performance management as the key to transformation and sustainable growth in today's digital and global era. Thus, adaptation to new trends and technologies becomes essential for the survival and success of non-star hotels in the hospitality industry