HUMAN
RESOURCE
MANAGEMENT
AND
SUPERVISION
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Chapter 4
FOUNDATIONS OF
EFFECTIVE
EMPLOYEE
PERFORMANCE
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Learning Objectives
1. Describe special concerns when an entry-level
employee is promoted to a supervisory
position
2. Explain basic employee motivation strategies
3. Describe procedures for building and
maintaining effective teams
4. Discuss the development and management of
employee recognition and incentive programs
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
The Role of Supervisor
• Supervising, developing, training, evaluating &
rewarding
• Encourage productivity and quality
• Plan for success, communicate, teamwork
• Set operation’s tone by the way they treat employees,
and through behaviors and attitudes they exhibit
• Priority: motivate employees to do their best work
• Focus primarily on the “people” aspects of
management
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
The Transition to Supervisor
• Changing Focus
– Working vs. leading
– May lose sense of immediate accomplishment & concrete
results
– Unclear about what they are supposed to do
– Must set & monitor standards of quality, productivity and
efficiency
– Think about the larger picture of the entire operation
– Ready , willing and able to assist; not above doing work
alongside employees
– Must consistently follow all applicable policies
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
The Transition to Supervisor
• Managing Employee Relationships
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Trust and respect
Must adjust to being a team leader
Right decision for the right reasons
Not be influenced by past relationships with employees
Treating each staff member fairly is essential
Be clear and honest
Integrity-a most important quality
Must build a cooperative spirit
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
The Transition to Supervisor
• Gaining Experience
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Learn from mistakes and avoid same ones in the future
Understand successful strategies
Consider potential effects before acting
Think before speaking : makes it easier to respond
Consider all options in every situation
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Motivation Basics
• Maslow’s Hierarchy of needs (Exhibit 4.3, p. 103)
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Physiological
Safety
Social
Esteem
Self-actualization
• Make a good first impression
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Financial and nonfinancial rewards
Share the vision
Help employees belong
Create a career ladder
Explain long-term benefits of staying
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Motivation Basics
• Maintain a Professional Workforce
– Guard against harassment; zero tolerance for
objectionable behavior
– Support cultural diversity; reflect the community
• Supervise Effectively
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Policies administered fairly and consistently
Build a great team and praise it often
Offer recognition, rewards and benefits
Make the workplace fun
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Motivation Basics
• Plan for Success
– Clear vision of the desired workplace & a plan to get there
– Functional, profitable & quality-based
– Employees need to feel good about their work & their role in
the operation
• Help Employees be Successful
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Develop on-going training opportunities
Knowledge & skills for success in current position
Recognize employees potential and help them achieve it
Performance appraisals
Mutually determined goal
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Motivation Basics
• Communicate a Consistent Message
– Helps to align work with goals
– Employees should not guess operation’s priorities
– Clear and frequent about what needs to be done = successful
employees
– Meetings and information posting
• Acknowledge Employees
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Recognizing employees as individuals
Acknowledge at the beginning of every shift
Check in and check on
Say goodbye at shift end and offer words of thanks and/or
encouragement
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Motivation Basics
• Express Appreciation
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Say “Thank you!”
Send a personal note; copy employee personnel file
Publicly express own or customer’s appreciation
Encourages all to work hard to get recognition
• Share Information
– Satisfies a person’s need to feel secure, valued and
involved
– Gain employees cooperation for new policies and
procedures
– Groundwork for asking employees to help solve a problem
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Motivation Basics
• Express Interest
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Shows care for employees as individuals and team members
Demonstrates interest about employee work experiences
Be open to hearing perspectives and suggestions
Don’t ask about personal issues; if unsure, don’t ask
• Involve Employees
– Responsibility, contributions, being creative, growth
– Typically produces better plans, resolutions and decisions
– Listen and acknowledge ideas even if they can’t be used; do
not criticize an employee suggestion
– Interested employees can participate in matters that affect
them
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Team Building
• Simple Teams
– Employees who do the same basic kind of work
– All must be well trained; if not productivity will be
affected
– Consistently perform tasks correctly and help each
other out
• Relay Teams
– Work of employees affect others in different
departments
– Affects customers- even if not serving them directly
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Team Building
• Problem-solving teams
– If problems too big for one employee or a simple team
to handle
– Determine problem cause, what can be contributing to
it, then resolve it
– Cross-functional teams
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Team Building
• Building Effective Teams
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Allow team members to make decisions
Work improvement strategies, productivity issues affecting goals
Share establishment’s mission
Set expectations & monitor performance
Access to training & professional development opportunities
Encourage diverse opinions, communication, networking &
feedback
Reward when successful
Empower team members with authority
Serve as a role model
Provide positive reinforcement
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Team Building
1. Developing Team Goals
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Team building
Obtaining information
Planning & organizing
Determining & obtaining necessary
resources
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Team Building
2. Issues that contribute to ineffectiveness
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Poor management style
High turnover
Failure to maintain team priorities
Members do not understand mission & goals
Decisions made without much team input
There are few accomplishments
The level of trust is low
Members blame each other when problems arise
There is little diversity on the team
3. Solutions depend on type of team
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Recognition & Incentive Programs
• Purpose
– Motivate employees
– Publicly express appreciation and acknowledgement
– Reward for meeting a specified goal
• Planning Successful Programs
– High but realistic; clear goals to achieve
– Understand what to do to succeed and must believe
success is possible
– Outline eligible participants and tracking methods
– Determine behaviors & accomplishments to be
recognized
– Reward quickly or program loses focus
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Recognition & Incentive Programs
• Planning Successful Programs (continued)
– Implementing the program
• Announce it during a meeting
• Post information
• Explain details; verify employee understanding
– Rewards and celebrations
• Reflect effort employees must expend to achieve
• Publicly recognize efforts and accomplishments of all
who participated
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Recognition & Incentive Programs
• Evaluating the program
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Did it motivate most or all?
Did the employees like the program?
Benefits worth the effort and expense?
Anything that could have been improved on?
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.
Employee Recognition & Incentive Programs
• Awards
Service Awards
– Employee-of-the-Month (quarter, year)
– Nominated by peers or managers
– Significant reward of money, gift, and/or perk
Sales and Productivity Awards
Customer Satisfaction Awards
Safety Awards
Longevity Awards
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved.