<![CDATA[Employee performance appraisal in luxury hotels often suffers from subjectivity due to the absence of standardized criteria, potentially leading to unfair recognition and decreased staff motivation. This study aims to evaluate how a luxury resort in Bintan, Indonesia, currently selects its best employees and to design a fairer, more objective performance appraisal model using the Analytical Hierarchy Process (AHP). A descriptive qualitative approach was applied. Data were collected through semi-structured interviews with the Human Resources Manager and five Heads of Department (F&B Service, Executive Chef, Front Office, Housekeeping, and Spa). Document analysis of internal policies and nomination forms was also conducted. The AHP method was used to calculate priority weights for assessment criteria using Microsoft Excel 365, with consistency verified by the Consistency Ratio (CR). The study found four main criteria: attitude (0.40), performance (0.30), attendance (0.20), and length of work (0.10). The CR of 0.0074 confirms the reliability of these weights. The current selection process follows formal procedures but remains subjective due to no standardized criteria. A ready-to-use nomination form based on AHP weights was developed to help management reduce subjectivity and increase transparency. This is the first study to apply AHP to an internal employee reward system in an Indonesian luxury resort. The proposed model offers a practical, measurable, and transparent tool for hotel staff performance appraisal. It contributes to hospitality literature by extending AHP to human resource management, an area often overlooked compared to service quality or guest satisfaction studies.]]>
Copyrights © 2026
