Results-Oriented Job
Descriptions
FCS 387
Discussion
What is a job description?
 What problems do managers have with
employees doing their job?
 Example: Clean the house
 Example: Clean the foodservice department
floor
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Job Descriptions
An organized list of duties, skills, and
responsibilities required in a specific
positions.
 A list of duties of a job, the job’s working
conditions and the tools, materials, and
equipment used to perform it.
 A list of the general duties related to a job
or job classification.
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Job Specification
A written statement of the minimum
standards that must be met by an applicant
for a particular job.
 A list of requirements for a specific job that
can be evaluated objectively and that apply
to all candidates for that job.
 List the abilities, skills, and other
credentials needed to do the job. Job
conditions relating to the health, safety, and
comfort of the employee.
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Job Specification
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Title
Department
Supervised by
Job Summary
Educational Status
Experience Required
Knowledge and Skills
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Physical Requirements
Personal Requirements
Reference Required
Hours
Wage Code
Promotional
Opportunity
Tests
Types of Job Descriptions
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Duties-Oriented
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List of job duties
Results-Oriented
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THE RESULT TO BE ACCOMBLISHED
by
the duty(ies) to be performed
Why use ROJD?
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ROJD requires two components
 The result that must be accomplished
 The duties that must be performed
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Employees are taught why work is
important
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Example= Answer the phone
Why use ROJD?
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Accomplishing is emphasized over doing
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Clearly defines what job performance
results are expected & how to achieve these
results
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Provides supervisor with a tool to use in
evaluating employee performance
Steps In Writing ROJD’s
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Determine purpose of job and its relevance to the
organization
Write down ALL tasks/responsibilities of job
Group tasks/responsibilities into 3-5 categories
with common purpose or objective
Use samples of similar jobs
Obtain input from co-workers and supervisor
Yaezenko, S., University of Idaho
EMPLOYEE SCHEDULING
FCS 387
Employee Scheduling
Assigning of employees to specific working
hours and work days
 Goal is to have enough staff but not to over
staff
 Schedule is a management tool
 Meet manager’s needs
 Consideration for employees needs
 Balance needs when writing the schedule
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Operational Differences
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Scheduling can be complex because of the
highly variable nature of the business.
 Commercial foodservice
 Hospital foodservice
 University Campus
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Menu guides scheduling
Type of Foodservice
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Conventional
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Commissary
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Ready-Prepared (Cook/Chill)
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Assembly/Serve
Types of Schedules
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Master Schedule
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Shift Schedule
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Production Schedule
Scheduling Patterns
Block
 Staggered
 Split-shift scheduling
 Employees only work peak hours
 Some states have laws that require hours
worked to fall within a given span of
time.
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Importance of Accurate Scheduling
Too few employees
 Affects quality
 Over worked employees
 Excessive overtime
 Too many employees
 Not busy-bored
 Resent it when they do get busy
 Not concerned if they don’t show up
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Difficulties in Scheduling
Three meal don’t fit into routine 8-hour
shift
 Three meal not a complete 2 8-hour shifts
 Not a steady production
 Difficulty in forecasting customer volume
 Down time activities
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Staff Coverage
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Full-time equivalents (FTEs)
 Absolute
 Adjusted
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1.55 personal/FT position
Staff Coverage
Days in a year to be covered
365
Subtract
Days off (52 x 2)
104
Sick days
7
Holiday
8
Vacation
10
Total days not worked
129
Total days worked
236
Ratio of days not worked to days worked
0.55
Requirement for full-time coverage
1.55
Part-time Employees
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Commonly used in foodservice
Supplement Full-time employees
Optimal for high school students
Problems
 Transportation cost
 Not always eligible for benefits
 More employees on payroll
 Additional accounting
 More employees to schedule
Federal Laws – Hiring Teenagers
Foodservice workers must be at least 14 years
old
 Minors aged 14-15 can work no more than:
 3 hours on a school day
 18 hours in a school week
 8 hours on a non-school day
 40 hours in a non-school week
 After 7 a.m. and until 7 p.m.
 June 1 – Labor Day, until 9 p.m.
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Federal Laws – Hiring Teenagers
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Under 16:
 No repair or maintenance work on equipment
 No cooking in most establishments
 No baking
 No loading or unloading goods to and from
trucks
Workers under 18 cannot operate meat and food
slicers or power-driven bakery machines.
Facility Needs
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Managers must know
 How many workers needed each day
 What positions need to be covered
 Who can work each position
 Who has been cross-trained
Scheduling Process
Develop work production standards
 Document patterns of activity of various
units of the operation
 Forecast levels of activity
 Determine the number of personnel or hours
needed according to forecast and work
production standards
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Scheduling Process
Consider employee time requests
 Develop schedule
 Consider sales per hour, labor-cost
percentage, customers served per labor
hour, labor costs per hour or any number of
volume indicators
 Routinely review effectiveness of schedule
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Steps in Writing Schedules
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Enter days off for all employees
 Scheduled days off, holidays, vacation
Schedule full time employees
Schedule part-time employees
Schedule casual employees
Cross-check to ensure all positions are
filled and employees have guaranteed
hours
Format
Mon
1/24
Tue
1/25
Wed
1/26
Thur
1/27
Fri
1/28
Sat
1/29
Sun
1/30
Becky
Am
Cook
AM
Cook
AM
Cook
X
X
AM
Cook
AM
Cook
Julie
PM
Cook
PM
Cook
PM
Cook
PM
Cook
PM
Cook
X
X
Evan
X
X
X
AM
Cook
AM
Cook
PM
Cook
PM
Cook
Employee Preferences
Consider preferences whenever possible
 Follow a pattern
 Employees can anticipate days off
 Adjust schedule to meet employee’s needs
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Weekends
Unwise to guarantee weekends to all
permanent workers
 Regular weekend schedule
 Every 2nd or 3rd weekend off
 Employees can plan activities around
schedule
 Consult before making changes
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Holidays
Employees want to work holidays
 Extra income
 No activities planned
 Employees want holidays off
 Social commitments
 Adjust the schedule to meet employee’s
needs whenever possible
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Vacations
Be careful to avoid higher labor costs
 Overtime
 Replacement workers
 Employees can submit preferences with
alternatives early in the year
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Overtime
Don’t schedule employees for overtime
 Key factor in driving up labor cost
 Reasons for overtime
 Substitute for proper scheduling
 Employees create opportunities for
overtime to receive time-and-a-half wage
 Overtime should only be necessary in
emergencies
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Cost-Effectiveness
Consider the cost-effectiveness of the
schedule
 Cross-trained employees may receive
different pay rates
 Avoid scheduling a higher salary worker
for a lower salary position
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Alternate Schedules
Compressed workweek
 Discretionary working time
 Staggered start
 Flex time
 Task contracting
 Job Sharing and Job Splitting
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Computer Scheduling
Saves time
 Additional functions such as forecasting,
payroll, performance reports and human
resource management
 Must still be reviewed by the manager
 Computers cannot know individual needs
unless manager inputs the appropriate data.
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Misuse of Schedules
Used to reward or punish employees
 Shows favoritism in scheduling
 Lack of fairness undermines the credibility
of the manager
 Misuse of schedules can result in fatigue,
injury, resentment, and loss of productivity
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Quality of Life
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Schedules enhance or diminish
 Quality of life
 Job satisfaction
Regular work hours
Schedule days off consecutively
Limit number of consecutive days employee is
scheduled to work
Inform of work schedule in advance
Consult employees before making changes
Quality of Life
Schedule work hours as consistent as
possible
 Avoid scheduling evening shifts followed
by a morning shift
 Schedules that don’t consider employee
needs can result in employee fatigue,
decreased productivity and increased jobrelated injuries
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Job Satisfaction
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If schedules reflect fairness and flexibility
in meeting employee needs there will be
increased job satisfaction and trust in
management