Employees at Panari Resort Nyahururu have intensified their calls for action regarding ongoing issues related to delayed service charges and a deteriorating workplace culture.
Recently, workers formally contacted the Kenya Union of Domestic, Hotels, Educational Institutions, Hospitals, and Allied Workers (KUDHEIHA) to express their grievances over the late distribution of their monthly service charge, which is typically expected by the 15th of each month.
In a letter dated October 29, 2024, addressed to the resort’s human resource manager, employees indicated that they had yet to receive their September service charge.
This charge is not only a customary practice but is also stipulated under Clause 21 of the Memorandum of Agreement between the Kenya Association of Hotelkeepers and Caterers (KAHC) and KUDHEIHA, along with Section 18 of the Employment Act, 2007.
The letter emphasizes the critical nature of these payments for staff who rely on them for their financial obligations, urging management to expedite the processing of the service charge to avoid further disruption.
The union’s appeal highlights the pressing need for management to prioritize timely payments.
“We therefore would like to request your office to expedite payment of the monthly service charge in due time in order for our members to fulfill their own financial obligations,” the letter states, reflecting the urgency of the situation for many employees.
However, the service charge issue is not the only concern for Panari Resort employees.
Insiders have raised serious allegations regarding worsening workplace conditions following the appointment of Indian accountant Dilip Kumar and Operations Manager Sanchin Kumar.
According to staff members who requested anonymity for fear of retaliation, the arrival of these managers has been linked to increasingly hostile work conditions and stringent policies that negatively impact employee welfare.
Employees expressed their frustrations about changes to basic provisions that have long been part of their work culture.
“Since he joined, even our basic breakfast has been compromised. Bread, something we’ve always had, is no longer provided,” lamented one employee, referring to the removal of bread from the staff meal options.
This staple food item, which has been served since the resort’s inception in 2016, has now vanished from daily meals, leading to dissatisfaction among the staff.
Reports of declining quality in other food provisions, such as tea, have also surfaced.
Many employees feel demoralized and overlooked, with one worker stating, “Our working environment has become very uncomfortable. It’s no longer just about delayed service charges. It’s about respect and decency in how we are treated.”
The hostile atmosphere reportedly extends beyond entry-level workers to junior managers, who face a climate of fear.
Without the backing of a union, these managers endure harsh verbal reprimands and tense meetings marked by displays of authority, such as “tables being banged.” One staff member described this environment: “Junior managers are shouted at during meetings, but they have no union to back them up.”
This lack of support has created a reluctance among many to voice their concerns openly.
The impact of the current management style is already evident, with insiders revealing that two senior accountants have resigned in recent months, citing an inability to cope with the new regime.
Many other employees are reportedly seeking alternative employment, signaling a potential staffing crisis at the resort.
“It’s only a matter of time before more staff leave. People are already looking for jobs elsewhere,” an employee noted, indicating the pervasive dissatisfaction.
While KUDHEIHA has formally appealed to Panari Resort management to address the delayed service charge payments as an initial step toward restoring trust and improving staff morale, employees remain skeptical.
Many believe that merely focusing on financial issues will not resolve the deeper concerns surrounding workplace culture and management practices.
The combination of delayed payments and a toxic workplace environment has created a perfect storm of discontent among Panari Resort employees.
As they push for changes, the need for a more respectful and supportive work culture has become clear.
Without reforms, both in financial practices and workplace management, Panari Resort may face increasing turnover and a damaged reputation in the competitive hospitality industry.
The time for action is now, as employees seek not just financial stability, but also a work environment that values and respects their contributions.
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