Chapter 1
Restaurant and
Foodservice
Operations Are
Labor-Intensive
Hospitality Human Resources
Management and Supervision
Learning Objectives
After completing this chapter, you should be able to:
• Explain management activities and how evolving
employee expectations can influence managers as they
facilitate the work of their employees.
• Describe strategies for facilitating the work of employees.
• Explain how skills, abilities, leadership style, and corporate
culture impact a manager’s human resources activities.
• Identify the benefits of and procedures for promoting
employee diversity within restaurant and foodservice
operations.
Learning Objectives continued:
After completing this chapter, you should be able to:
• Explain the importance of ethical decision making; the
role of codes of ethics in restaurant and foodservice
operations; and tasks involved in developing,
implementing, and enforcing codes of ethics.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
MANAGEMENT OF HUMAN RESOURCES IS
IMPORTANT
Managers Must Manage
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Managers Must Supervise
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Changing Employee Expectations
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
MANAGERS FACILITATE THEIR EMPLOYEES’ WORK
Leadership Behaviors
Supervision Skills and Abilities
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Factors That Impact Human Resources Activities
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Leadership Styles
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Corporate Culture
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
DIVERSITY IN RESTAURANT AND FOODSERVICE
OPERATIONS
Benefits of Diversity
Promotes Positive Workplace
Attracts More Customers
Increases Labor Pool
Improves Legal Protection
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Stereotypes and Prejudices
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Promoting Diversity
Recruiting for Diversity
Increasing Cross-Cultural Interaction
Educating Employees and Setting Expectations
Addressing Issues and Accountability
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
ETHICAL CONCERNS
Ethical Decisions and Actions
Code of Ethics
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
1. Explain management activities and how evolving employee
expectations can influence managers as they facilitate the work
of their employees.
•
Management activities include planning, organizing, coordinating,
staffing, supervising, controlling, and evaluating.
•
While all of these activities are involved in managing the work of
employees, staffing and supervising directly focus on this area.
•
Managers must assist with activities in the employment cycle that
begin with finding, recruiting, and screening applicants.
•
The cycle continues with hiring, orienting, and supervising new
employees.
•
It concludes with activities relating to employee terminations and
then begins again.
•
Three generations of employees comprise the majority of today’s
workforce: Baby Boomers, Generation X, and Millennials.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
1. Explain management activities and how evolving employee expectations can
influence managers as they facilitate the work of their employees
continued…
•
While some basic supervisory strategies are useful with employees of
all ages, strategies will ideally be changed to address the concerns
of employees in specific age groups.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
2. Describe strategies for facilitating the work of employees.
• Effective managers provide direction, lead consistently, influence
others, and foster teamwork.
• In addition, they can motivate employees, coach and develop them,
and champion change.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
3. Explain how skills, abilities, leadership style, and corporate culture
impact a manager’s human resources activities.
• Managers manage within financial restraints, implement quality
management processes, and make effective decisions to turn
problems into opportunities.
• They can use several different leadership styles including autocratic,
bureaucratic, democratic, and laissez-faire.
• Ideally, they will modify their leadership style based on the needs of
specific employees.
• The organization’s corporate culture impacts how managers
supervise.
• Operations that are thought of as employers of choice work hard to
treat employees with respect.
• Supervisory strategies can be an important employee retention
factor.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
4. Identify the benefits of and procedures for promoting employee
diversity within restaurant and foodservice operations.
• Benefits of diversity include a more positive workplace, the ability to
attract more customers and employees, and improved legal
protection.
• Managers must work to reduce the impact of prejudice and
stereotypes that hinder team development.
• They can promote diversity by using appropriate recruiting strategies,
increasing cross-cultural interactions, educating employees and
setting expectations, and addressing accountability.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
5. Explain the importance of ethical decision making; the role of
codes of ethics in restaurant and foodservice operations; and
tasks involved in developing, implementing, and enforcing codes
of ethics.
• Ethical principles help define what is right and wrong.
• Managers should be honest, should not mislead others, and should
always do what is right.
• They should use a questioning approach to determine whether a
decision is based on sound ethics.
• Written codes of ethics, driven by corporate culture and
implemented with policies and procedures, provide a foundation for
employee behavior.
• These codes also guide decision making, facilitate decision
evaluation, and support the obligation managers have to the
corporation, operation, customers, society, and the law.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive - Summary
5. Explain the importance of ethical decision making; the role of codes of ethics
in restaurant and foodservice operations; and tasks involved in developing,
implementing, and enforcing codes of ethics continued…
• Input from all employee levels is helpful as codes are developed, and
the support of top-level leadership is required.
• Education and enforcement are critical.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Key Terms:
Authority The power to direct the work of employees.
Autocratic (leadership style) A leadership style in which the manager
generally makes decisions and resolves problems without input from
employees.
Bureaucratic (leadership style) A leadership style that relies on rules,
regulations, policies, and procedures.
Code of ethics A formal statement developed by an operation that
explains how its employees should relate to each other and to the
persons and groups with whom they interact.
Competitive advantage A strategy, tactic, or process that is not offered
by a competitor of an establishment.
Controlling Keeping an establishment on track to achieve goals.
Corporate culture The shared beliefs, experiences, and standards that
characterize a company.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Key Terms continued:
Democratic (leadership style) A leadership approach that encourages
employees to participate in the decision-making process.
Discrimination The act of treating persons unequally for reasons that do
not relate to their abilities, including race, color, religion, gender,
national origin, age, and mental or physical abilities.
Diversity The concept that people are unique with individual differences
and variations in race, ethnicity, gender, socioeconomic status, age,
and physical abilities, among others.
Employer of choice A company that is a desired place of employment
because employees are treated with dignity and respect.
Ethics The rules or principles that help define what is right and what is
wrong.
Evaluating Assessing the extent to which plans are attained, and
identifying issues or problems.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Key Terms continued:
Job description A description of the tasks a person in a position must be
able to perform.
Job specification A listing of the personal requirements such as skills and
abilities needed to successfully perform tasks in a position.
Laissez-faire (leadership style) A leadership style in which the manager
does not direct work but instead delegates most decisions.
Morale The feelings that employees have about their employer, their
workplace, and other aspects of the operation.
Orientation program A formal plan for welcoming new employees and
teaching them general information that all staff members must know.
Prejudice A general attitude toward a person, group, or organization
based on judgments unrelated to abilities or reality, also called bias.
Quality The consistent production and delivery of products and services
according to expected standards.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Key Terms continued:
Sexual harassment Unwelcome sexual advances, sexual favor requests,
and other verbal or physical conduct that is sexual in nature and may
create an offensive, intimidating, or hostile work environment.
Span of control The number of employees that can be supervised by
one person.
Staffing The process of finding the right people for the job.
Stereotype A belief about particular groups that assumes all members of
that group are the same.
Supervising Planning for and facilitating the work of employees, also
called directing.
Turnover The rate at which employees leave an operation and are
replaced with new employees.
Vision An idea about what an organization would be like if it were ideal.
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Chapter Images
Chapter 1 Restaurant and Foodservice Operations
Are Labor-Intensive
Chapter Images continued