Chapter 6
Leaders Manage
Employee Work
Schedules
Hospitality and Restaurant
Management
Learning Objectives
After completing this chapter, you should be able to:
• Explain the need for effective work schedules.
• Discuss basic procedures for determining budgeted labor
cost.
• Describe how to create a master schedule.
• Explain how to develop a crew schedule.
• Describe procedures for distributing and adjusting the
crew schedule.
Learning Objectives continued:
After completing this chapter, you should be able to:
• Identify common practices helpful for monitoring
employees during work shifts.
• Explain methods for analyzing after-shift labor
information.
• Review basic concerns in developing work schedules for
managers.
Chapter 6 Leaders Manage Employee Work Schedules
THE NEED FOR EFFECTIVE WORK SCHEDULES
Chapter 6 Leaders Manage Employee Work Schedules
DETERMINING BUDGETED LABOR COST
Chapter 6 Leaders Manage Employee Work Schedules
CREATING A MASTER SCHEDULE
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules
Sales History Information
Sales Forecasts
Trends
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules
Customer Service Needs
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules
The Master Schedule and the Budget
Chapter 6 Leaders Manage Employee Work Schedules
DEVELOPING A CREW SCHEDULE
Communication and Crew Schedules
Chapter 6 Leaders Manage Employee Work Schedules
Time-Off Requests
Vacation Requests
Chapter 6 Leaders Manage Employee Work Schedules
Day-Off Requests
Chapter 6 Leaders Manage Employee Work Schedules
Family and Medical Leave Act
Employee Absence Policy
Chapter 6 Leaders Manage Employee Work Schedules
Other Scheduling Concerns
Using Employees Effectively
Building Flexibility into the Schedule
Scheduling Minors
Paying Overtime
Planning Fair and Reasonable Schedules
Chapter 6 Leaders Manage Employee Work Schedules
More about Crew Schedules
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules
DISTRIBUTING AND ADJUSTING THE CREW
SCHEDULE
Distribution of Crew Schedules
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules
Adjustments to Crew Schedules
Cross-Training Employees
Identifying Shift Leaders
Using Floaters
Chapter 6 Leaders Manage Employee Work Schedules
MONITORING EMPLOYEES DURING A SHIFT
Chapter 6 Leaders Manage Employee Work Schedules
ANALYZING AFTER-SHIFT LABOR INFORMATION
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules
WORK SCHEDULES FOR MANAGERS
Chapter 6 Leaders Manage Employee Work Schedules
Chapter 6 Leaders Manage Employee Work Schedules - Summary
1. Explain the need for effective work schedules.
•
Managers must schedule the right number of employees in the right
positions at the right times to produce products and services meeting
quality standards.
•
They must do so while not exceeding budgeted labor cost standards.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
2. Discuss basic procedures for determining budgeted labor cost.
• An approved operating budget indicates how much can be spent
for waged labor.
• This amount can be used to determine the average daily wage and
the average waged hours per day and week.
• Managers should schedule waged hours in a way that will not
exceed these allowable hours.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
3. Describe how to create a master schedule.
• A master schedule allows managers to determine the number of
employees needed in each position and the total hours that persons
in these positions should work.
• Information used to develop a master schedule includes sales history
data, sales projections, and current trends.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
4. Explain how to develop a crew schedule.
• A crew schedule is prepared with the general information in the
master schedule.
• Guidelines must be in place for employees to request time off for
vacations and other days off.
• Planners must also know requirements of the Family and Medical
Leave Act (FMLA), and employees must follow policies when unable
to work.
• Managers must consider how to use employees effectively, how to
build flexibility into crew schedules, and how to schedule minors.
• Overtime should not be scheduled.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
5. Describe procedures for distributing and adjusting the crew
schedule.
• Crew schedules should be distributed on a timely basis.
• Posting on an employee bulletin board, including with paychecks,
and using email and intranet are some ways to distribute the
schedule.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
6. Identify common practices helpful for monitoring employees
during work shifts.
• Managers should emphasize the need to meet sales, production, and
service goals during line-up meetings, coaching, and routine
meetings.
• Managing by walking around and careful observation of employees,
food quality, and service levels are all important.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
7. Explain methods for analyzing after-shift labor information.
• Managers should compare the number of labor hours scheduled with
the actual hours worked.
• When actual labor hours exceed planned hours, corrective action is
often necessary.
Chapter 6 Leaders Manage Employee Work Schedules - Summary
8. Review basic concerns in developing work schedules for
managers.
• Salaried managers can have scheduled hours, although they may
work longer than waged employees.
• These schedules can include “on-call” alternatives so most managers
will not be interrupted during their personal time.
• Management schedules should ensure that at least one manager is
on duty whenever employees are working in the establishment.
Chapter 6 Leaders Manage Employee Work Schedules
Key Terms:
Contingency plan A document that outlines actions to take in the event
of an emergency or an unexpected event.
Crew schedule A chart that informs employees who receive wages
about the days and hours they are expected to work during a specific
time period.
Cross-training Training an employee to do work that is not normally part
of his or her position.
Employee absence policies Guidelines and procedures that explain
how employees must tell managers if they are unable to work.
Fair Labor Standards Act (FLSA) A federal law that sets minimum wage,
overtime pay, equal pay, recordkeeping, and child-labor standards for
covered employees.
Family and Medical Leave Act (FMLA) A federal law that allows eligible
employees to take off an extended amount of time for medical and
other personal reasons; it applies to businesses employing 50 or more
persons.
Chapter 6 Leaders Manage Employee Work Schedules
Key Terms continued:
Floater An employee who can perform more than one job on a regular
basis.
Fringe benefits Money paid indirectly in support of employees for
purposes such as vacation, holiday pay, sick leave, and health
insurance.
Labor cost The money and fringe benefit expenses paid to the
employees for the work they do.
Line-up meeting A brief training session held before a work shift begins.
Management schedule A schedule that shows days and times
managers are expected to work.
Master schedule A schedule that allows managers to determine the
number of employees needed in each position and the total hours that
persons in these positions should work.
Chapter 6 Leaders Manage Employee Work Schedules
Key Terms continued:
No-show An employee who, when scheduled to work, neither tells the
manager he or she will not work nor reports for his or her assigned shift.
Overtime (legal) The number of hours of work, usually 40, after which an
employee must receive a premium pay rate.
Point-of-sale (POS) system A system that collects information about
revenue, number of customers, menu items sold, and a wide range of
other information that is helpful for management decision making.
Salary A fixed amount of money for a certain time period that does not
vary, regardless of the number of hours worked.
Sales forecast Estimates of future sales based on sales history
information.
Sales history Information about the number of customers who have
visited the establishment on different days in previous weeks that can be
used to forecast customer counts for future dates.
Chapter 6 Leaders Manage Employee Work Schedules
Key Terms continued:
Scheduling The process of determining which employees will be needed
to serve the expected number of customers during specific times.
Shift leader An employee who receives wages and, in addition to his or
her regular tasks, trains new employees, answers work-related questions,
and performs other functions assigned by managers.
Time-off request policy The procedures and guidelines that employees
should follow when they want time off from work.
Variance The difference between a budgeted expense and an actual
expense.
Wages Monetary compensation for employees who are paid on the
basis of the number of hours they work.
Chapter 6 Leaders Manage Employee Work Schedules
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Chapter 6 Leaders Manage Employee Work Schedules
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Chapter 6 Leaders Manage Employee Work Schedules
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