The following rubrics are examples of how faculty within the Hotel, Restaurant, and Tourism
Management faculty ensure that course assessment are clearly stated and are done so in a
measurable fashion. As such, the following rubrics serve as a general guide as to how student
learning activities are associated with university approved course learning objectives.
Analysis of Strategic Management Plan
1.
Management
Plan Analysis
Links to
Course
Objectives
1, 2, 5
Excellent
Student
performance in
each assessment
task is assessed
according to
these descriptors
A. Assessment Tasks
2.
3. Paper
Management
Plan
Interpretation
&
Representation
1, 3, 4
1, 2. 3. 5
4. Participation
1, 2, 5
B. Assessment Scale
Good
Theorizing
Satisfactory
Analytical and Interpretive
Skills
Students will demonstrate
excellent ability in (pick out
some text from the course
objectives…
Students will demonstrate
proficient ability in…
Descriptive Responses
Students will demonstrate
acceptable ability in…
C. Assessment Method and Standards Statement
Assessment Example #1
Evaluation of each student’s participation in the course will be based on the following rubric:
Activities
Restaurant Meal Plan Development
Management Staffing Plan
Cost Write-Ups & Analysis
Marketing Plan
1 – Little or no
evidence of
preparation.
2 – Minimal,
rote, or
superficial
preparation.
3 – Adequate
and reflective
approach in
preparation.
4 – Highly
developed and
creative
approach in
preparation.
Assessment Example #2
Assessment Tasks Performance Outcomes
Review of
Restaurant
Operation
Management
Principles
Management
Practices
1. Meal Plan
Development
2. Management
Staffing Plan
3. Cost Write-Ups
and Analysis
Excellent
(A+/A)
Able to
demonstrate an indepth
understanding of
concepts central to
operating a
restaurant
1. Has a clear
command of the
management
process, and
demonstrates this
by referring to key
concepts and
practices.
Good/Acceptable
(B+/B-)
Able to express a
general
understanding of
restaurant
management
principles
Fair
(C+/C-)
Able to identify
management
concepts but with
conceptual and
practical errors
present
Unsatisfactory
1. Can identify
areas of
inconsistency in
management and
production
inefficiencies with
reference to
specific examples.
1. Little understanding
of concepts and
management practices.
Unable to apply
management concepts.
2. Demonstrates
how to analyze
staffing needs,
coordination, and
effective
utilization of
resources.
3. Clearly reasons
how forecast and
operational costs
are framed and
formed into sound
management plan.
2. Interprets how
practitioners carry
out inquiry and the
issues faced can
make inferences
about staffing
implications
3. Shows an
understanding of
management
practices but is
slightly out of
alignment with
forecasted needs.
1. Can work
‘backwards’ by
describing
management
strategies and
decisions, but
cannot clearly
references these to
practices.
2. Mostly relies on
available staffing
without regard to
demand needs.
3. Displays a basic
knowledge of
restaurant
management
procedures and
field implications.
3. Unable to discuss or
express how lab-based
research can be used in
the field.
Inability to articulate
management theory
and practices.
2. Shows little capacity
to analyze and
operational metrics
relative to available
staffing versus
forecasted needs.