Plz help to solve this case study.

Basma, the Director of Catering at the Saada Resort complex, has been asked to review the non-financial rewards package to improve intrinsic motivation across the Kitchen and Catering staff at the resort.

a. Analyse the current situation within Saada Resort and the challenges and opportunities that managers and employees face with regard to the low morale, engagement, commitment, and customer service, resulting in negative reviews of the resort.

b. Building on the analysis, highlight the main priorities to recommend an overall non-financial reward strategy focusing on those that will improve intrinsic motivation across the Kitchen and Catering team by using relevant concepts and theories introduced in this module.

i.Develop recommendations regarding the actions the Board can take to revise the current non-financial rewards strategy.

ii. Discuss how the organisation can develop the skills and competencies of the managers implement this change successfully across the organisation.

Managing staff at Saada Resort Introduction Saada Resort is one of Morocco's largest and top resorts in the country and due to the significant increase of 92% in tourism across Morrocco in 2023, the resorts bookings have grown. Part of this growth is due to developments in airport expansion, diverse tourism attractions and eco-friendly practices to accommodate green initiatives and conservation efforts. The resort was awarded Gold Winner Status in the first quarter of 2023. The resort offers luxury accommodation including an outdoor swimming pool, a number of different restaurants, and a variety of recreational facilities. It is located in Marrakech and is approximately 1000 meters from the local shops. It operates on an all-inclusive basis offering a never-ending array of services including entertainment programmes. It prides itself on its catering including a luxurious a-la- carte restaurant which offers a range of classic Moroccan dishes. One of the favorites of customers is the leg of lamb or pigeon bstilla. Tourism was badly affected due to Covid but due to this rise, the resort is currently fully booked approximately 70% of the year. The resort is part of a group of resorts that operate across Morrocco and each resort employs approximately 735 staff across all functional areas. However, like other areas of the world, the resorts are struggling to attract and in particular retain excellent staff, particularly in the kitchen. A full review of the financial and non-financial rewards package has taken place and staff have confirmed that economic rewards are being met in terms of pay, pension etc. Their relationship with colleagues is good and there is lots of time to develop team and wider relationships across the resort. However, they have identified that intrinsic motivation levels are low with staff quoting that the work is not interesting and there is a lack of personal growth and development. Staff don't feel that they are challenged in their role and there is a lack of development opportunities across the group, particularly for the catering staff, including the kitchen team. Since Covid 19, the HR team have worked hard with line managers to help them understand their own motivations and those of the team to motivate them to achieve organisational objectives and improve productivity. When the resort re-opened most of the jobs were filled by the previous employees who had always felt that they were well rewarded and looked after by the management team. However, in the last 12 months it has been harder to fill some of these posts in the kitchen and the turnover of the highest caliber chefs has been significant and the resort has been unable to retain them for more than a couple of months. The Catering Team The Director of Catering staff, Basma, is new to the organisation and was recruited externally to try to help the resort with its staffing problems, three months ago. However, when speaking to many of the staff, the Director soon realized that there was a lack of trust, commitment, and engagement in the team with few of the existing staff wanting to stay. The line managers are experienced and have been on several training courses to develop their skills in open communication, empowerment, fairness, and equity. However, in practice, the managers are poor with communication and although they hold weekly team meetings very little information on the resort, group and team objectives is shared and the kitchen staff feel they are not working as a team to make this an excellent resort. The line manager dictates the staffing Rota each month and allocates the tasks each week and staff feel that they are not involved in any decision making and there is a clear lack of opportunities for development. Appraisals take place once a year but these focus on past rather than future performance with no career/development planning which the staff feel results in a tick box activity. The lack of trust, commitment and engagement is leading to low job and customer satisfaction as a few dishes each day are being returned to the kitchen by customers as e.g., the chicken is undercooked, meals are cold or some of the garnishes or sides are missing. This has led to an increase in complaints that the head chef is having to deal with. This is also impacting the resort with negative feedback on review sites along with the number of bookings for 2024 starting to decline. A review by the local media group following a visit to the restaurant was very poor about the quality of food and customer service more generally across the resort and this is also affecting the morale of the team, including a reduction in the number of customers who pre-book the restaurant when staying at the resort. The team like the line manager and they have a really good relationship with them, but they feel that their work environment is poor with a lack of clarified expectations, challenging work, resources and career development and blame the line managers for not addressing these issues. Many employees have touched on the career life cycle and have tried to discuss career management with their line manager informally in review meetings, as the team are really keen to raise their profiles at work and to encourage the resort to invest in their development. However so far, little action has transpired from these conversations. The resort is going through change with moving more into the luxury market and therefore requires that commitment and discretionary effort to please the guests and individual behaviors at work is really important. The resort used to provide a career management programme for the main roles, however since Covid-19 and the re-opening this has not been re-introduced. Future Plans The resort is moving to a more high-end luxurious resort and has been complemented on its previous quality and service in the a-la-carte restaurant and one of its objectives for 2024 is to receive Michelin Star award for this restaurant. Michelin Star restaurants offer excellent cuisine and service and some of the other resorts in the area are starting to achieve this and the resort doesn't want to be left behind. Therefore, there needs to be some changes made to the working practices so that staff feel they are empowered, engaged, committed, and have clarity on career management at work. The HR manager has spoken to the line managers, and they all blame the staff in not wanting to work at the resort and therefore Basma has been asked by the HR team to review non-financial rewards to improve motivation to see if any new practices can be embedded across the kitchen team to attract and retain the highest caliber of staff. If the resort is not able to attract and retain staff, it won't be able to meet its current objectives of obtaining the Michelin star restaurant award. The Director of Catering, Basma, has identified that the focus needs to be on commitment, discretionary effort and career management, which is linked to the role of the line managers in the resort. Basma wants to understand the problem and what solutions can be implemented before she presents her findings to the other directors of the resort, later in the month at the next Board meeting. Following the meeting Basma, comes to you and has asked you to review the non-financial rewards package and the role of the line managers to produce an improvement report for the next Board Meeting in 3 months' time