Employee Management Milestones

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Employee Management Milestones

• Fredrick Taylor (early 1900s) thought work could
  be controlled by using specific standards and
  that people were motivated by money.
• Hawthorne studies (1920s) suggested that
  communication and employee concerns were the best
  supervisory tactics.
• Rensis Lickert (1960s) developed the linking pin
  concept to express the relationship between
  managers and employees.

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More Employee Management Milestones

• Maslow (1950s) thought that employee goals
  addressed meeting physiological, safety, esteem,
  belonging and doing the best possible needs.
• McGregor (1960s) presented his Theory X
  assumptions (people dislike work and avoid it
  when possible) and Theory Y approach (people
  like to work under proper conditions).
• Herzberg (1960s) considered hygiene factors
  (supervision, working conditions and salary) and
  motivation factors (opportunities for
  achievement/recognition, responsibility and
  advancement, and others).

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Are Hospitality Employees Different?

• Many restaurant employees are
• Young
• Looking for a job (not a career)
• Paid low wages because only basic skills are
  needed
• Often unable to find meaningful jobs elsewhere

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Personnel Management Process
Step 1
Step 2 Step 3 Step 4
Step 5 Step 6
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Job Description for Kitchen Manager

• Part I Reports to
  Restaurant Manager
• Part II Overview of Position Supervises
  all kitchen-related operations. Selects,
  discharges, supervises, trains
• 
  and evaluates all food
  preparation employees to assure quality and
  cleanliness
• 
  standards are consistently
  attained. Purchases/requisitions food items and
  
• 
  supplies. Is part of the menu
  planning team and manages product costs according
  
• 
  to budget requirements.
• 
  
• Part III Job Tasks
• Supervises all kitchen-related activities.
• Selects, discharges, supervises, trains and
  evaluates food preparation personnel to assure
  quality and cleanliness standards are
  consistently attained.
• Purchases/requisitions food items and supplies.
• Plans or participates in menu planning.
• Manages product costs according to budget
  requirements.
• Communicates with service personnel about menu
  changes and specials.
• Meets with staff/guests or prospective guests
  about menu/food preparation concerns/issues.

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Obtaining Information About Job Applicants

• Conduct an interview with the applicant
• Consider use of drug test
• Utilize applicant test
• Conduct reference checks
• Consider the use of background checks
• Require a physical examination
• Conduct other interviews

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Basic Principles of Orientation Include

• The program should be planned it should not be
  spontaneous
• Tax, insurance and related forms should be
  completed
• Information about the restaurants mission
  statement, operating policies, rules and
  performance expectations should be provided.
  (Frequently, an employee handbook is used.)
• Topics of generic interest to all employees
  should be discussed.
• Examples
• Importance of guest service
• Procedures for fire, robbery or natural disasters
  
• Role of restaurant in the community
• Tour of the property

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On-the-Job Training
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Job List Busperson

• Cleans dining room tables, chairs, floors and
  public restrooms.
• Re-supplies serviceware (china, flatware,
  glassware), utensils, accompaniments and table
  linens in dining room workstations.
• Prepares coffee, hot water (for tea) and iced tea
  as needed for guest service.
• Greets guests after they are seated in the dining
  room area.
• Serves water, bread and other accompaniments to
  guests as they are seated replenishes them as
  necessary.
• Effectively communicates with host/hostess and
  service staff to maintain efficient service and a
  high level of guest satisfaction.
• Helps serve foods/beverages to guests during rush
  periods.
• Removes soiled serviceware from guest tables
  between menu courses and after guests depart.
• Resets tables for the next course (during guest
  service) and clears tables (after guests have
  departed).
• Removes soiled serviceware to dishwashing area
  and sorts them as appropriate for dishwashing.

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Sample Job Breakdown for Bartender Task
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Compensation in Addition to Salary/Wage Often
Includes

• Employee taxes such as social security and
  workers compensation paid by the employer
• Vacation pay
• Insurance benefits including health, dental,
  eyeglass and prescription drugs
• Payment into company-sponsored retirement plans
• Other benefits that may include tuition
  assistance, uniform, meals and personal/sick days

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No- and Low-Cost Ways to Retain Employees

• Be a leader
• Facilitate dont manage employees
• Consistently comply with all applicable
  employment laws
• Eliminate employees who dont contribute
• Recognize that your guests are not always right
• Prepare your staff members for their job
• Assure that employees know their total
  compensation including fringe benefits
• Inform employees about monetary and other
  benefits
• Share your vision about the future of the
  restaurant
• Conduct an entrance interview
• Assure that employees know about professional
  development opportunities
• Implement high-quality orientation, induction and
  training programs
• Assure that persons with training
  responsibilities know how to effectively train
• Conduct on-going training for all employees

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More No -and Low-Cost Ways to Retain Employees

• Be sure that the restaurant is a professional
  place to work
• Implement a zero-tolerance policy prohibiting
  sexual and other forms of harassment
• Utilize a culturally diverse work force
• Develop/implement programs and procedures that
  prioritize employee safety
• Comply with the Americans with Disabilities Act
  (ADA)
• Supervise like you would want to be supervised
• Develop and enforce on-time policies for all
  employees
• Provide employees with a copy of their work
  schedule
• Know about/refer applicable staff members to
  employee assistance programs
• Invite fast-track staff members to attend
  management meetings

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Still More No -and Low-Cost Ways to Retain
Employees

• Create a hospitable work force
• Conduct regularly scheduled employee meetings
• Solicit employee suggestions
• Celebrate employee birthdays/other occasions
• Utilize creative employee recognition programs
• Praise staff members
• Allow employees to share scheduling
  responsibilities
• Provide incentives for employees who work
  non-scheduled shifts
• Invite family members of new employees to visit
• Solicit employee suggestions about ways to make
  working at the restaurant fun
• Celebrate successful employees
• Reward success each time you see it
• Dont reward your best employees by giving them
  more work
• Assist employees by identifying child-care and
  elder care options

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Special Concerns About Performance Appraisals

• Some managers evaluate the employee rather than
  his/her performance
• Some managers do not like to confront employees
  and/or to point out potential performance
  deficiencies
• Managers and supervisors do not automatically
  know how to conduct performance appraisals

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Some Basics About Performance Appraisal
Programs

• Most performance appraisals are done by interview
  
• Critical incidents including positive/negative
  on-job activities are helpful
• The interview should be conducted in a quiet
  place that is free of unnecessary interruptions
• Managers may seek areas of agreement first and
  then suggest areas of potential improvement
• Employee feedback should be solicited at every
  possible opportunity
• The interview session provides an opportunity to
  review the restaurants vision and mission, to
  emphasize guest service and to reinforce employee
  contributions
• Appraisal forms and interview notes should be
  retained in the employees personnel files

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Factors Impacting Restaurant Employee Performance
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Negative Discipline Principles

• Reprimands should be done in private
• Negative discipline should be used only when
  positive discipline has been ineffective
• All information leading to the discipline
  decision must be available and factual
• The employees performance not the individual
  should be discussed
• Discipline as promptly as practical
• Assure that punishment is in line with
  seriousness of the problem
• Continue professional person-to-person contact
  after the disciplinary action
• Use a progressive discipline process

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Discrimination Is Prohibited

• Equal Employment Opportunity Commission (EEOC)
  laws prohibit discrimination in the workplace on
  the basis of color, religion, sex or national
  origin.
• The Americans with Disabilities Act (ADA)
  prohibits discrimination because of disabilities.

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Laws Impact Many Aspects of Employee Selection

• Employee applications applications must only
  solicit information directly applicable to the
  job for which the applicant is applying.
• Interviews all applicants should be asked the
  same questions that directly relate to position
  competence.
• Testing there may state guidelines about
  pre-employment drug tests.
• Background checks information must be limited
  to that applicable to the position the applicant
  is seeking.
• References permission must be received before
  references can be checked.

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At-Will Employment

• The employment relationship that exists when
  employers can hire any employee they choose and
  dismiss that employee with or without cause at
  any time.
• The employee can also elect to work for the
  employer or terminate the work relationship
  anytime that he or she chooses to do so.

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Restaurant Workplace Issues

• The Federal Civil Rights Act prohibits sexual and
  other forms of workplace harassment
• The Family and Medical Leave Act (FMLA) requires
  restaurants employing 50 or more staff members to
  provide up to twelve weeks of unpaid leave if
  time is required for birth, adoption or
  (sometimes) foster care. It also applies when
  the employee/family member has a serious illness.
• The Fair Labor Standards Act (FLSA) establishes a
  minimum wage and addresses rates for overtime
  work. It also requires that the same
  compensation/non-financial rewards be paid to all
  employees regardless of gender holding the same
  job.

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Legal Aspects of Employee Performance

• Performance evaluations should be based upon
  performance alone (and not other factors).
• Rules and policies cannot violate the law and
  must be effectively communicated and consistently
  enforced.
• Employees cannot be terminated unjustly.
  Examples of unacceptable reasons include
• Any action that is approved by the employee
  handbook
• Efforts to deny benefits
• Because of efforts to unionize employees
• For reporting violations of the law
• For being a member of a protected class of
  workers
• If an oral promise of continued employment has
  been made

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