Profesionalización y evaluación estratégica del desempeño en los

Hoteles Encanto de Isla Azul, Sancti Spíritus

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-7

https://doi.org/10.5281/zenodo.15331688

ISSN: XXXX-XXXX

ORIGINAL ARTICLE

Professionalization and strategic performance evaluation at

Encanto Hotels in Isla Azul, Sancti Spíritus

 Andro Oliva

androoliv[email protected]

Ministerio del Turismo, Sancti Spirítus, Cuba.

Received: 02 March 2024 / Accepted: 08 May 2024 / Published online: 21 July 2024

Andro Oliva

Susana Barrios

Jennifer P. Murillo

Abstract The professionalization of human capital in the

tourism sector is a strategic pillar for increasing the compet-

itiveness of destinations. This article analyzes the redesign

of the performance evaluation system at Hoteles Encanto de

Isla Azul, in Sancti Spíritus, Cuba, to align it with ongoing

training processes, eective feedback, and competence de-

velopment. A qualitative methodology, based on semi-struc-

tured interviews with middle managers and human resources

specialists, was employed, complemented by a documentary

analysis of training plans and performance reports. The re-

sults reveal that the current system focuses on operational

indicators and lacks training tools, which limits its impact

on professional improvement. An evaluation model centered

on key competencies, structured feedback, and individual-

ized development planning is proposed, responding to the

demands of contemporary international tourism. The study

concludes that a profound transformation of the evaluation

system, based on the professionalization of human talent, can

decisively contribute to improving service quality, strength-

ening organizational culture, and consolidating the Encanto

hotel chain’s position as a benchmark within Cuban tourism.

Keywords performance management, professionalization,

Cuban tourism, competence-based evaluation, continuing

education.

Resumen La profesionalización del capital humano en el

sector turístico constituye un eje estratégico para elevar la

competitividad de los destinos. Este artículo analiza el re-

diseño del sistema de evaluación del desempeño en los Ho-

teles Encanto de Isla Azul, en Sancti Spíritus, Cuba, con el

objetivo de alinear dicho sistema con procesos de formación

continua, retroalimentación efectiva y desarrollo de compe-

tencias. Se empleó una metodología cualitativa basada en

entrevistas semiestructuradas a mandos medios y especialis-

tas en recursos humanos, complementada con análisis do-

cumental de planes de formación y reportes de desempeño.

Los resultados revelan que el sistema actual se enfoca en in-

dicadores operativos y carece de herramientas formativas, lo

que limita su impacto en la mejora profesional. Se propone

un modelo de evaluación centrado en competencias clave,

retroalimentación estructurada y planicación individuali-

zada del desarrollo, que responda a las exigencias del turis-

mo internacional contemporáneo. El estudio concluye que

una transformación profunda del sistema evaluativo, basada

en la profesionalización del talento humano, puede contri-

buir decisivamente a elevar la calidad del servicio, fortalecer

la cultura organizacional y consolidar el posicionamiento de

la cadena hotelera Encanto como referente dentro del turis-

mo cubano.

Palabras clave gestión del desempeño, profesionalización,

turismo cubano, evaluación por competencias, formación

continua.

How to cite

Oliva, A., Barrios, S., & Murillo, J. P. (2024). Professionalization and strategic performance evaluation at Encanto Hotels in Isla Azul, Sancti Spíritus. Journal

of Management and Human Resources, 2(2), 1-7. https://doi.org/10.5281/zenodo.15331688

Ministerio del Turismo, Sancti Spirítus, Cuba.

Doctoranda del Doctorado do en Turismo de la Universidad de

Alicante, España.

SERTECPET, Orellana, Ecuador.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-7 2

Introduction

Tourism is a driving force of the economy of many coun-

tries; it has undergone a series of transformations derived

from international contexts and situations, adversaries that

pose new challenges in terms of improving marketing strate-

gies and creating new products (Orgaz & Moral, 2016).

The specialized literature identies performance evalua-

tion as an essential process for continuous improvement in

the hotel industry. Several authors highlight its potential as

a tool for aligning individual performance with business ob-

jectives, fostering motivation, and identifying training needs

(Vuong & Nguyen, 2022).

Performance appraisal has been a fundamental practice in

organizations for several decades. However, in recent years,

its role has undergone a profound transformation, transfor-

ming it from an administrative tool used to measure the ful-

llment of tasks and responsibilities to a key strategic element

in human resource management within organizations. This

evolution has been driven by an increasingly competitive

global business environment, where innovation, service qua-

lity, talent retention, and alignment with strategic objectives

are closely dependent on eective and well-founded apprai-

sals.

It is essential for talent management, providing valuable

information on the eectiveness of processes and the align-

ment of employees with the company’s mission and vision

(Rožman et al., 2023).

In this context, performance evaluation has become a cru-

cial tool for optimizing human resources, identifying areas

for improvement, fostering professional development, and

ensuring that employees are aligned with long-term organi-

zational objectives. In tourism environments where human

capital is a competitive advantage, performance manage-

ment cannot be limited to administrative metrics. In Cuba,

and particularly in Sancti Spíritus, Encanto Hotels face the

challenge of transforming their evaluation practices into

tools for professional development and service quality as-

surance.

In particular, recent studies have shown that well-struc-

tured performance appraisal systems not only contribute to

employee career growth, but also improve customer satisfac-

tion and, ultimately, strengthen an organization’s competiti-

veness in the marketplace.

Eective appraisals allow for the identication of hi-

gh-performing employees, providing opportunities for their

recognition and development, while also helping to manage

the performance of those who need to improve. Furthermore,

performance appraisals are closely linked to other proces-

ses (Rožman et al., 2023) that, when properly implemented,

contribute to the creation of a system geared toward an orga-

nizational culture based on constant feedback, learning, and

innovation.

Globally, major hotel chains such as Marriott, Hilton, Ac-

cor, and other industry leaders have adopted increasingly

sophisticated performance evaluation models. These models

are based not only on the measurement of traditional perfor-

mance indicators, such as productivity or work quality, but

also on the incorporation of key competencies such as emo-

tional intelligence, problem-solving skills, innovation, and

teamwork (Wynn & Jones, 2022). These chains have also

integrated emerging technologies, such as articial intelli-

gence and big data analytics, to monitor performance more

accurately and in real time. These innovations make it possi-

ble to tailor evaluations to market needs and facilitate more

informed decisions regarding training, promotion, and talent

retention.

However, in many local contexts and in developing coun-

tries, such as Cuba, the implementation of advanced perfor-

mance evaluation models faces signicant barriers. Techno-

logical limitations, a lack of specialized training, and rigid

organizational structures constitute challenges that hinder

the adoption of these advanced systems. In particular, the

Cuban hotel industry, characterized by a transitioning infras-

tructure and a rapidly evolving tourism market, faces addi-

tional challenges in implementing performance evaluations

that are aligned with international best practices.

The Cuban tourism sector has proven to be one of the stron-

gest pillars of the national economy. It represents approxi-

mately 10% of Cuba’s Gross Domestic Product (GDP) and is

responsible for the creation of more than 500,000 direct and

indirect jobs, according to data from the Ministry of Tourism

(2024). This industry is not only crucial to the country’s eco-

nomy but also to its social and cultural development, given

that tourism in Cuba is closely linked to the preservation and

promotion of historical and cultural heritage, as well as to

the creation of employment opportunities in various regions

of the country.

Cuba has experienced sustained growth in the number of

international tourists in recent years, and its tourism oering

remains attractive to travelers from around the world. The

combination of paradisiacal beaches, a rich cultural history,

the warmth of its people, and a unique atmosphere makes the

island a preferred destination. However, increasing compe-

tition in the sector, both regionally and globally, has placed

Cuban hotels under constant pressure to improve the quality

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-73

of service and customer experience.

In this context, Hoteles Encanto de Isla Azul stands out as

a prime example of how the Cuban hotel sector can dieren-

tiate itself in the global market. This hotel chain has success-

fully combined an authentic oering that highlights Cuban

culture with a focus on sustainability and personalized guest

service. Hoteles Encanto not only seeks to attract internatio-

nal tourists but also local visitors seeking a deeper and more

enriching experience. However, competitiveness within the

hotel sector, especially in a globalized and dynamic market,

requires constant innovation in service quality.

To maintain their relevance and ensure long-term grow-

th, Encanto Hotels must focus on the professionalization of

their sta, especially in critical areas such as customer ser-

vice, management of emerging technologies, and operatio-

nal sustainability. In this sense, performance evaluation is

an essential component to ensure employees are prepared to

face the challenges of the industry, improve their skills, and

actively contribute to the competitiveness and sustainability

of hotels.

Charming Hotels of Isla Azul in Sancti Spíritus

The Encanto Hotels of Isla Azul are located in the Sancti

Spíritus region, one of Cuba’s most iconic areas, known for

its cultural richness and colonial architecture. This location

not only gives them a unique historical and cultural value but

also allows them to oer tourists an authentic and distinctive

experience. The hotels in the Encanto chain are recognized

for their picturesque architecture and focus on integrating

Cuban cultural heritage into every aspect of the hotel expe-

rience, from the décor to the activities oered to guests.

Despite its success and unique appeal, Hoteles Encanto de

Isla Azul faces several challenges related to the professio-

nalization of its sta and the need to adapt to the growing

demands of the global market. These challenges include

ongoing employee training, updating customer service best

practices, and implementing technologies that improve ope-

rational eciency. This is where performance evaluations

become a key tool, as they identify areas where employees

can improve, objectively measure their performance, and

oer them the necessary opportunities for development.

Challenges in performance evaluation in En-

canto Hotels

Despite the importance of performance evaluations, the

current Hoteles Encanto de Isla Azul system presents serious

deciencies that limit its eectiveness. According to emplo-

yees and supervisors, evaluations are conducted irregularly

and lack a formal methodology for consistently measuring

employee performance. Furthermore, the indicators used to

evaluate performance do not always reect the key compe-

tencies and skills necessary for quality service, such as pro-

blem-solving skills, creativity in customer service, and pro-

per use of technological tools.

The lack of continuous feedback is also a signicant pro-

blem, as employees do not constantly receive the guidance

and resources necessary to improve. This is exacerbated by

the absence of adequate training programs, which limits the

development of core competencies to meet the demands of

modern tourists. As a result, service quality suers, and En-

canto Hotels’ competitiveness is compromised in an increa-

singly demanding market.

The growing demands of international tourism impose

high standards that require highly competent, adaptable,

and committed personnel in a context of new technologies

(Vázquez & Pupo, 2012). In this framework, performance

evaluation must be recongured as part of a professionaliza-

tion ecosystem, integrating continuous training, helpful fee-

dback, and connection with organizational objectives.

This study aims to thoroughly analyze the performance

evaluation system for service workers at the Encanto Hotels

of Isla Azul to identify strengths, weaknesses, and opportu-

nities for improvement. Through a comprehensive analysis,

the study seeks not only to diagnose existing problems but

also to propose practical solutions that can be implemented

to improve performance evaluation, aligning it with the de-

mands of the tourism market and international standards.

Methodology

The study used an exploratory mixed-method approach to

assess job performance at Isla Azul Encanto Hotels, com-

bining quantitative employee surveys with qualitative inter-

views of supervisors. Surveys measured key performance

indicators such as punctuality, attitude, service quality, and

teamwork, while interviews oered insights into evaluation

practices and system eectiveness. Internal documents from

2021–2024 supported the analysis.

A purposive sample of 50 frontline employees from va-

rious service roles and ve supervisors was selected to en-

sure broad representation. Surveys used Likert-scale ques-

tions and were distributed anonymously to promote honest

responses. Interviews addressed performance appraisal trai-

ning, system implementation, and suggestions for improve-

ment.

Data collection occurred in phases, starting with informa-

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-7 4

tional meetings, followed by anonymous survey distribution

and private interviews. Quantitative data were analyzed

using descriptive statistics, and qualitative responses were

examined through content analysis to identify key themes

and perceptions.

Results and discussion

The results were presented separately for each data type,

beginning with a descriptive analysis of the quantitative

responses and then a qualitative interpretation of the inter-

views. This approach allowed for an in-depth discussion of

Encanto Hotels’ performance evaluation system’s strengths

and weaknesses and the identication of opportunities for

improvement.

Integrating quantitative and qualitative results provided a

holistic view of job performance evaluation, providing prac-

tical, evidence-based recommendations to optimize current

processes and better align them with the demands of the in-

ternational tourism market.

Combining objective and subjective techniques, this

mixed methodological approach provided a broad and de-

tailed perspective on job performance at the Encanto Hotels

of Isla Azul. It also provides a solid foundation for future in-

terventions and improvements in human talent management

in the Cuban hotel industry.

The results obtained from surveys conducted among ser-

vice workers at the Encanto Hotels of Isla Azul revealed

that most employees (75%) consider themselves competent

in their daily tasks, highlighting a sense of competence in

fullling assigned responsibilities. However, only 50% of

employees were satised with the current performance eval-

uation system.

Figure 1. Employee perception of their performance.

This discrepancy suggests that, although employees per-

ceive they are doing an adequate job, the evaluation system

does not adequately reect their performance or eectively

contribute to their professional development. The areas with

the lowest scores in the surveys were ongoing training and

internal communication. Regarding training, only 53.8% of

employees reported receiving regular training to improve

their skills, highlighting a signicant gap in professional de-

velopment within the organization.

Figure 2. Perception of training and internal communica-

tion.

Regarding internal communication, only 46.2% of work-

ers considered communication between themselves and

management to be eective, reecting a lack of clarity and

alignment in work expectations and organizational objec-

tives. This lack of communication can be one of the primary

barriers to optimal performance and setting clear, achievable

goals. Finally, indicators such as punctuality, attitude, ser-

vice quality, and teamwork were presented, along with their

respective means and standard deviations.

Table 1. Key performance indicators

Indicator Average Standard deviation

Punctuality 4.2 0.8

Attitude 3.9 0.7

Quality of

service

3.8 0.6

Teamwork 4.1 0.7

Interviews with supervisors revealed that, although per-

formance appraisals are conducted, they are infrequent and

inconsistent in their implementation. Supervisors expressed

that appraisals do not follow a xed schedule or are not

structured consistently, making it dicult to monitor and im-

prove job performance continuously. Furthermore, the lack

of ongoing feedback was identied as a signicant obstacle

to the early identication of areas for improvement. Accord-

ing to supervisors, without regular feedback, employees do

not have the opportunity to correct their mistakes or enhance

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-75

their skills in real-time, which can impact the quality of ser-

vice they provide to customers

Table 2. Qualitative interview topics

Issue

Supervisors'

perception

Suggestions for

improvement

Frequency of

evaluations

Infrequent

Periodic

evaluations

Feedback

Absent and

irregular

Constant feedback

Performance

indicators

Inadequate

Include customer

service indicators

The absence of a formal, periodic evaluation system can

contribute to employees feeling insuciently valued and rec-

ognized for their eorts, which may negatively impact their

motivation and commitment to the organization. Supervisors

also mentioned that the current evaluation system does not

include specic indicators related to customer service, which

represents a signicant weakness given that interaction with

guests is key to success in the hotel industry.

The results of this study provide a clear understanding of

the key areas that aect job performance at Hoteles Encanto

de Isla Azul. Although employees fulll their basic respon-

sibilities, the lack of a structured and regular performance

evaluation system signicantly limits their potential for de-

velopment and continuous improvement. This nding is con-

sistent with previous studies, which have shown that the ab-

sence of a formal evaluation system can create a disconnect

between organizational expectations and actual employee

performance (Oliva, 2024).

One of the most relevant aspects highlighted in the results

is the lack of training programs. Despite the importance of

ongoing training in the hotel sector, particularly in meeting

the challenges of the globalized tourism market, employees

often do not receive sucient training. The lack of opportu-

nities to improve and update their skills becomes a barrier

to maintaining high-quality service, which is essential for

meeting tourist expectations and enhancing competitiveness

in the industry. This highlights the need for Encanto Hotels

to implement more robust and accessible training programs,

focusing on key areas such as customer service, advanced

technology management, and operational sustainability.

Assessment is an essential tool not only for measuring

performance but also for providing employees with the nec-

essary feedback that allows them to identify their strengths

and areas for improvement, contributing to personal and

professional growth. As part of the results, a comparative ta-

ble is created between dierent sectors over a given period,

relating to the performance evaluation processes. Observed

trends

• Multidisciplinary approach: Performance evaluation

has expanded from human resources to elds such as

engineering, nursing, and technology.

• Growing interest in well-being and work environ-

ment: Several studies highlight the relationship be-

tween psychosocial conditions and individual perfor-

mance (Sonnentag & Hadar, 2023).

• Use of technological tools: The adoption of clinical

simulation and digital systems to measure perfor-

mance more objectively is observed.

• Structural and environmental performance: This also

extends to physical contexts, such as buildings and

soils, as indicators of sustainability.

The ndings suggest that implementing a more rigorous

and regular evaluation system could lead to improvements

for both employees and the organization as a whole. A for-

mal and ongoing evaluation system can provide employees

with greater insight into their achievements and areas for

improvement, fostering an environment that promotes pro-

fessional growth.

Furthermore, a well-designed performance appraisal sys-

tem has the potential to contribute to improved customer ser-

vice quality directly. More skilled employees, who are aware

of their strengths and weaknesses, would be better equipped

to deliver high-quality, customer-focused service, thereby

reducing the socio-psychological factors that aect perfor-

mance (Vuong & Nguyen, 2022).

This study, while providing valuable results, has some lim-

itations that should be considered when interpreting the nd-

ings. First, the sample used was relatively small, with only

50 employees and ve supervisors. This limits the represen-

tativeness of the results and the ability to generalize them to

other contexts or hotel chains in Cuba or other countries. A

larger sample, including a greater diversity of employees and

supervisors, could provide a more comprehensive view of

the dynamics of work and the eectiveness of performance

evaluation systems in various contexts.

Furthermore, the study’s methodology was based on the

subjective perceptions of employees and supervisors. Al-

though these perceptions oer important insight into sta

experience, they may be inuenced by personal factors,

emotions, or past experiences that may not fully reect the

objectivity of the evaluation processes. Subjective bias could

have aected both employee responses in the surveys and

the interviews with supervisors. To overcome this limitation,

future research could benet from implementing more ob-

jective evaluation methods, such as performance analyses

based on quantitative indicators and direct observation.

Another relevant limitation is that the study focused on

a single point in time. Performance appraisal is a dynamic

process that can change over time, and the eects of any in-

tervention or change in the appraisal system cannot be ful-

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-7 6

ly measured without longitudinal monitoring. The lack of a

long-term focus limits the ability to evaluate how changes

in appraisal systems aect performance as the organization

evolves. A longitudinal study assessing the impact of inter-

ventions over an extended period could provide a deeper

understanding of the sustainable eects of improvements in

performance appraisal.

The implications of the results are signicant for both

practice and theory in the eld of performance management

in the hospitality sector. The ndings suggest an urgent need

for Hoteles Encanto de Isla Azul to implement a more for-

mal, structured, and regular performance appraisal system.

This system should be multidimensional, encompassing not

only quantiable aspects of performance, such as punctuality

and the number of tasks completed, but also more subjective

yet equally important qualities, including customer attitude,

teamwork, and problem-solving skills.

The evaluation system should be accompanied by contin-

uous feedback, which will allow employees to adjust their

performance proactively. Regular feedback can enhance

employees’ sense of ownership and motivation to achieve

higher goals, ultimately leading to improved service qual-

ity. Furthermore, there must be precise alignment between

individual and organizational goals, so that employees un-

derstand how their performance directly impacts customer

satisfaction and the hotel’s overall success.

The transition to a professionalized evaluation model re-

quires a cultural shift. Management must promote a view of

errors as a learning opportunity and align incentive systems

with continuous improvement. Furthermore, training should

be viewed as a strategic investment for Encanto Hotels.

Training must be ongoing and continually adapted to meet

new market needs, such as the adoption of new technologies,

sustainable management practices, and enhanced customer

experiences. Training programs should be designed to enable

employees not only to acquire new skills but also to develop

greater job satisfaction and commitment to the organization.

Training must be accessible, relevant, and ongoing. In-

stead of focusing exclusively on technical courses, it is rec-

ommended to incorporate modules on soft skills, technology

applied to tourism, and customer service in multicultural

contexts. Digitizing evaluation processes would enable the

systematization of data, facilitating the tracking of each em-

ployee’s professional development, and generating reports

that inform strategic decisions.

The implementation of new technologies, such as digital

performance management platforms, can provide an ecient

solution to overcome some of the current system’s limita-

tions. Integrating data analysis tools and real-time feedback

can improve the objectivity of evaluations, allowing for a

more agile and accurate response to the needs of employees

and the organization. Automating specic processes could

also free up supervisors’ time to focus on higher-value activ-

ities, such as mentoring and talent development.

Ultimately, this study underscores the signicance of a

robust organizational commitment to performance manage-

Table 3. Analytical summary: performance evaluation (2020–2024)

Scope Approach Main objective Key results

Higher education

Quantitative, managerial

management

Improve organizational

performance in

admissions

Direct relationship between

management planning and results

in eciency and protability

Public services

(EsSalud)

Case study, performance

indicators

Analyze the impact of

planning on operator

performance

Identied gaps in internal

communication as a limiting

factor

Human talent in

Ecuador

Systematic review

Relationship between

work environment and

productivity

Strong evidence that

organizational climate impacts

performance

Clinical

neuropsychology

Functional assessment

Studying executive

functions in adults with

bipolar disorder

Decits in working memory

and sustained attention aect

performance

Structural

engineering

Dynamic simulation

Evaluate the seismic

performance of hospitals

Hardening strategies improve

security in critical infrastructure

Telecommunications Experimental, laboratory Testing an OTFS system

The eectiveness of the model

was validated under simulated

conditions

Agroindustrial sector Ecological indicators

Evaluate the performance

of soil fauna in oil palm

Biodiversity correlates with soil

health and productivity

J. Manage. Hum. Resour. (July - December 2024) 2(2): 1-77

ment. Encanto Hotels must recognize that implementing an

appropriate evaluation system not only benets employees

but also strengthens organizational competitiveness, improv-

ing the customer experience and increasing customer loyalty.

This approach redenes performance evaluation as a val-

ue-generating process, capable of energizing organizational

culture and aligning employees with Encanto Hotels’ objec-

tives. Continuous professionalization ceases to be an isolat-

ed policy and is now operationally integrated into the talent

management process.

Conclusions

The proposal presented seeks to move beyond the con-

trol-centered evaluation model and move toward a system

that enhances the professionalization of sta at Encanto Ho-

tels. This will not only contribute to improving service quality

but also strengthen corporate identity and customer loyalty.

The results suggest that implementing a more structured and

frequent performance appraisal system would be essential to

ensure accurate and continuous measurement of employee

eectiveness. Such a system would allow employees to un-

derstand clear expectations, receive ongoing feedback, and

adjust their performance promptly. The lack of a formalized

process in the current appraisal process impedes continuous

improvement, which directly impacts the quality of service

provided to guests. Likewise, the need to strengthen training

programs is identied; the lack of ongoing training limits the

development of key competencies in employees, especially

those related to customer service. By integrating appropriate

training programs, workers could improve their skills and

better address the challenges of the work environment.

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Conicts of interest

The authors declare that they have no conicts of interest.

Author contributions

Conceptualization: Oliva, A., & Murillo, J. P. Data cura-

tion: Oliva, A., Barrios, S., & Murillo, J. P. Formal analy-

sis: Oliva, A., Barrios, S., & Murillo, J. P. Research: Oliva,

A., Barrios, S., & Murillo, J. P. Methodology: Oliva, A.,

Barrios, S., & Murillo, J. P. Supervision: Oliva, A., Barrios,

S., & Murillo, J. P. Validation: Oliva, A., Barrios, S., & Mu-

rillo, J. P. Visualization: Oliva, A., Barrios, S., & Murillo, J.

P. Writing the original draft: Oliva, A., Barrios, S., & Mu-

rillo, J. P. Writing, review and editing: Oliva, A., Barrios,

S., & Murillo, J. P.

Data availability statement

The datasets used and/or analyzed during the current study

are available from the corresponding author on reasonable

request.

Statement on the use of AI

The authors acknowledge the use of generative AI and

AI-assisted technologies to improve the readability and cla-

rity of the article.

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