Food Service Management: Diversity in the Workplace

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Food Service ManagementDiversity in the
Workplace

• Susan Adams, MS, RD
• Food Service Management Faculty Applicant
• Central Washington University
• Ellensburg, WA
• May 29, 2007

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Introductions
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Food Service ManagementA Growth Industry

• Today, more than 50 of the meals eaten in
  America are based on foods prepared away from
  home.

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Away from Home Foods Increased Demand

• Demographics
• Two working parents
• More single parent families
• Hectic Schedules
• Work schedules
• Play schedules
• Eating on the run
• No time to plan prepare meals
• Fewer Food Cooking Skills
• Homemaker not in the home
• Fewer role models
• Not required in school

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Away from Home FoodsWhat influences your
need?

• Demographics
• ?
• Schedules
• ?
• ?
• Fewer Food Cooking Skills
• ?
• ?

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The Food Service IndustryWhere do our meals
come from?

• Restaurants
• Take-out
• Convenience Stores
• Drive-ins/throughs
• Coffee Shops
• Grocery Delis
• School Food Service

• Cafeterias
• Sports Venues
• Room Board
• Home Delivery
• Gas Stations
• Room Service
• Airport/Airlines ( -) )

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Food Service ManagementWhat are the
Ingredients/Resources?

• Facilities
• Space
• Equipment
• Operations
• Time
• Utilities
• Information Knowledge

• Materials
• Food
• Supplies
• Human
• Labor
• Skills
• New Ideas
• Culture Community
• Experience

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Food Service Management

• The most important resources in a food service
  organization are its human resources.
• Spears and Gregoire
• Food Service Organizations
• A Managerial and Systems Approach, 2004

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Human Resource Management (HRM)

• Responsible for compliance with all employment
  laws and regulations (federal, state, and local).
• In larger food service organizations, this
  function may rest primarily with the HRM
  department secondarily with the food service
  manager
• In smaller organizations, the responsibility for
  HRM falls to the food service manager.

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Human Resource Management (HRM)

• Planning for workforce needs
• Employee recruitment and selection
• Orientation and training
• Supervision
• Evaluation

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Human Resource Management (HRM)

• Effective managers
• Improve the performance of the organization by
  enhancing the work of individuals.
• Ensure that the goals of the organization are
  met, including employee satisfaction.

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Employee Performance Motivation
Self-Actualization Needs Realizing ones
potential growth using creative talents
Esteem Needs Achievement, Recognition, Status
Social Needs Love, Belonging, Affiliation,
Acceptance
Safety Needs Protection against danger,
freedom from fear, security
Physiological Needs Survival air, water,
food, clothing, shelter, sleep
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Employee Performance Motivation

• Total Quality Management (TQM)
• A shift away from traditional, autocratic
  management.
• A TQM culture is characterized by
• Employee commitment
• Cooperation
• Communication
• A value for diversity

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Valuing Diversity

• Cultural diversity
• People are different
• People see the world differently
• People live successfully in different ways

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Valuing Diversity

• "We believe corn is our mother. When you believe
  corn is your mother, you think of corn
  differently."
• Navaho perspective

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A More Diverse Workforce

• More women in the workplace
• An aging workforce
• Different racial and ethnic minorities
• Accommodation of workers with physical challenges

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Valuing Diversity

• The Civil Rights Act of 1964
• Protects against employment discrimination on the
  basis of sex, race, color, national origin and
  religion.
• Includes hiring, termination, promotion,
  compensation, training or any other term or
  privilege of employment.
• Later Age, Equal Pay, Military, Sexual
  Harassment, Pregnancy Discrimination, Issues
  of Retaliation.

Extra Credit
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Valuing Diversity

• The Civil Rights Act of 1964
• Applies to employers with
• 15-20 employees.
• Civil rights are legislated and arbitrated.
• Failure to follow increases the risk of
  liability/litigation for an organization.
• Also covered voting, public transportation,
  school desegregation, public accommodations,
  govt. agencies receiving federal funds.
• Overseen by the EEOC.

Extra Credit
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Valuing Diversity

• Above and Beyond the Legal Requirement
• Stretching the organization
• Stretching/Exposing yourself
• Seeing the world differently
• Everyday Fresh Mind

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Valuing Diversity

• A Multicultural Organization
• Values and affirms diverse cultural ways of being
  and interacting.
• Presumes no one cultural perspective is more
  valid than another.
• Empowers all cultural voices to participate fully
  in setting goals and making decisions.

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Valuing Diversity

• Yes, we do it because it is morally right. But
  we also do it because it is smart
• Farah Walters, 1995

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Valuing Diversity Moral

• A universal ethical code
• Treat others the way you would want them to treat
  you.

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Valuing Diversity Smart

• A diverse workforce can better meet the need of a
  diverse marketplace
• Larger applicant pool
• Greater depth of experience to meet the needs
  of the marketplace (adaptive)
• More brains are better than one
• Stronger ties to the community served
• More responsive to customer needs

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Valuing Diversity

• Valuing and Investing in Diversity results in
• Improved organizational efficiency
• Greater customer satisfaction
• Increased employee satisfaction
• A cutting edge in the market place
  (globalization)
• Attracting a more diverse customer base
• Improving the bottom line ()

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Valuing Diversity

• How do you achieve diversity fairness in the
  workplace?
• Clear job descriptions and expectations
• Fair recruitment, screening interviewing
  process
• Fostering a supportive and safe work environment
• Providing equal opportunities individualized
  supervision
• Participatory Management

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Valuing Diversity

• How do you achieve diversity fairness in the
  workplace?
• Stretch yourself
• Be Open and Interested ask
• Read
• Surf
• Observe
• Taste and Prepare the foods of the culture
• Visit the Neighborhoods
• Participate in celebrations
• Be patient

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Valuing Diversity

• To read about a countrys cuisine isnt simply
  to go looking for good things, it is also to
  better know by means of the recipes the customs
  and the richness or poverty of a place and the
  spirit of those who inhabit it. It is, above
  all, to participate in the symbolic celebrations
  of the shared past.
• Ginette Olivesi-Lorenzi
• as quoted by Coleman Andrews

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Valuing Diversity

• If you approach each new person in a spirit of
  adventure, you will find yourself endlessly
  fascinated by the new channels of thought and
  experience and personality that you
  encounter. Eleanor Roosevelt