Chapter 5
Facilitating
Employees’ Work
Performance
Hospitality Human Resources
Management and Supervision
Learning Objectives
After completing this chapter, you should be able to:
• Explain basic communication skills and challenges for
restaurant and foodservice managers.
• State procedures for coaching employees.
• Describe procedures for resolving employee conflicts.
• Explain procedures for managing change.
• State basic procedures for conducting performance
appraisals.
Learning Objectives continued:
After completing this chapter, you should be able to:
• Explain steps in a progressive discipline program.
• Describe procedures for employee termination.
Chapter 5 Facilitating Employees’ Work Performance
COMMUNICATION
Basic Communication Skills
Speak Like a Pro
Chapter 5 Facilitating Employees’ Work Performance
Use the Telephone Like a Pro
Listen Like a Pro
Write Like a Pro
Chapter 5 Facilitating Employees’ Work Performance
Barriers to Effective Communication
Managing the Grapevine
Nonverbal Communication
Chapter 5 Facilitating Employees’ Work Performance
COACHING
Overview of the Coaching Process
Chapter 5 Facilitating Employees’ Work Performance
Coaching Principles
Chapter 5 Facilitating Employees’ Work Performance
MANAGING CONFLICT
Conflict Resolution Strategies
Conflict Resolution Steps
Chapter 5 Facilitating Employees’ Work Performance
Chapter 5 Facilitating Employees’ Work Performance
MANAGING CHANGE
The Challenge of Change
Change Strategies
Overcoming Resistance to Change
Managers as Change Agents
Chapter 5 Facilitating Employees’ Work Performance
Steps for Implementing Change
Chapter 5 Facilitating Employees’ Work Performance
EMPLOYEE PERFORMANCE APPRAISALS
Performance Appraisal Procedures
Chapter 5 Facilitating Employees’ Work Performance
Chapter 5 Facilitating Employees’ Work Performance
Discussing Performance Problems
Chapter 5 Facilitating Employees’ Work Performance
PROGRESSIVE DISCIPLINE PROCEDURES
What Is Progressive Discipline?
Common Steps in Progressive Discipline
Oral Warning
Written Warning
Probation
Chapter 5 Facilitating Employees’ Work Performance
Chapter 5 Facilitating Employees’ Work Performance
Improvement Timelines
Consistent Management Actions
Helping Employees Be Successful
Chapter 5 Facilitating Employees’ Work Performance
EMPLOYEE TERMINATION
Operating Impacts of Termination
Voluntary Termination
Involuntary Termination
Common Causes
Chapter 5 Facilitating Employees’ Work Performance
Termination Process
Exit Interviews
Chapter 5 Facilitating Employees’ Work Performance
Chapter 5 Facilitating Employees’ Work Performance
Separation Checklists
Chapter 5 Facilitating Employees’ Work Performance
Chapter 5 Facilitating Employees’ Work Performance
Chapter 5 Facilitating Employees’ Work Performance - Summary
1. Explain basic communication skills and challenges for restaurant
and foodservice managers.
•
Managers represent the operation, themselves, and their employees.
•
They must use effective speaking and listening skills during personal
interactions, with groups, and on the telephone, and they should
recognize that what they say may not be what is understood.
•
Managers should write by using an introduction, organized discussion,
and conclusion and avoiding writing pitfalls.
•
Many barriers can interfere with communication including
misunderstandings about the meaning of words, jargon, gestures,
cultural differences, and assumptions.
•
Other communication problems include attitude issues, a distracting
workplace, timing, clarity of the message, and tone of voice.
•
Each establishment has an informal “grapevine.”
Chapter 5 Facilitating Employees’ Work Performance - Summary
1. Explain basic communication skills and challenges for restaurant and
foodservice managers continued…
•
The manager should know how to counter rumors.
•
Examples include questioning whether the rumor is true and whether
the person spreading the rumor has access to the information on
which the rumor is based.
•
Another tactic is to not repeat the information.
•
Nonverbal communication refers to expressions and movements,
which provide additional information.
•
Examples include pacing, slouching, and pointing.
•
Managers should try to eliminate nonverbal communication
practices that are negative.
Chapter 5 Facilitating Employees’ Work Performance - Summary
2. State procedures for coaching employees.
• Coaching involves informal efforts to improve performance and
should be ongoing to reinforce proper behavior and correct negative
performance.
• Effective practices include being tactful, focusing on behavior,
emphasizing the positive, demonstrating procedures, and explaining
reasons for changes.
• Managers should maintain communication with employees, conduct
negative coaching in private, evaluate work against standards,
reinforce all correct performance, and ask employees how work can
be improved.
Chapter 5 Facilitating Employees’ Work Performance - Summary
3. Describe procedures for resolving employee conflicts.
• Conflict resolution encourages finding solutions before more serious
procedures are needed.
• Conflict typically occurs because of disagreement about work or
personality clashes, and resolution strategies include negotiation,
mediation, and arbitration.
• Steps to resolve conflict include identifying concerns, determining
facts, developing and communicating the resolution, documenting
the agreement, and following up.
Chapter 5 Facilitating Employees’ Work Performance - Summary
4. Explain procedures for managing change.
• Change may affect few employees or all.
• A common model for change incorporates three strategies:
unfreezing the situation, transitioning to change, and refreezing the
situation.
• Many employees resist change because they do not want to learn
new ways of doing things or are fearful of closer supervision during
changes.
• Strategies to reduce resistance include using a participative
management style, informing employees about changes that affect
them, setting an appropriate time for the change, and sharing past
successes.
• Employees may be rewarded for sharing beneficial ideas.
• Managers must be change agents and recognize that each change
improves the operation.
Chapter 5 Facilitating Employees’ Work Performance - Summary
4. Explain procedures for managing change continued…
• The best managers believe in the continuous quality improvement
(CQI) process.
• Implementing change begins with discussing the need and
requesting employees’ assistance.
• Final steps are implementing plans and following up with recognition
and evaluation.
Chapter 5 Facilitating Employees’ Work Performance - Summary
5. State basic procedures for conducting performance appraisals.
• Managers use performance appraisals to discuss performance,
establish goals, review issues, talk about development, and
document performance.
• Basic procedures involve preparing by gathering information and
allowing the employee to complete a self-evaluation form.
• During the meeting, the employee should be asked to review
performance and then discuss possible areas of improvement and
development plans.
• At the close, the manager should provide a summary, ask for
comments, and determine whether any follow-up meetings are
needed.
• In discussing problems, observed performance should be compared
with standard operating procedures and the gap identified.
Chapter 5 Facilitating Employees’ Work Performance - Summary
5. State basic procedures for conducting performance appraisals continued…
• Reasons should be determined, conversations or retraining should be
used, and behavior should be monitored to ensure the problem is
resolved.
• If not, follow-up disciplinary action may be needed.
Chapter 5 Facilitating Employees’ Work Performance - Summary
6. Explain steps in a progressive discipline program.
• Progressive discipline assists in bringing performance up to standards.
• Its objectives are to minimize misunderstandings, ensure the
employee is given evidence and opportunity to improve, reduce
terminations, and ensure documentation.
• Common steps include oral warning, written warning, probation, and
termination.
• Timelines should be reasonable but recognize that the operation is
affected until performance goals are met.
• Workplace rules and standards must be clearly written and comply
with legal standards, and all goals should be achievable and
measurable.
• Managers have the responsibility to help employees improve, and this
can be done through training followed by coaching.
Chapter 5 Facilitating Employees’ Work Performance - Summary
7. Describe procedures for employee termination.
• Establishments benefit when employees who leave voluntarily provide
reasonable notice.
• Managers can determine when employees who will be involuntarily
terminated are removed.
• Employees are involuntarily terminated for one or more of four
reasons: lack of work, lack of funding, unsatisfactory performance, or
violation of company policy.
• First, managers must use progressive discipline to help employees
become productive or find another position, taking steps to prevent
wrongful discharge.
• Involuntary termination can occur as the final step in progressive
discipline.
• It can also occur as a result of a terminable act that causes
immediate termination.
Chapter 5 Facilitating Employees’ Work Performance - Summary
7. Describe procedures for employee termination continued…
• The cause of termination must be identified and the manager must
ensure proper documentation.
• Necessary approvals and legal advice should be obtained,
termination package documents must be assembled, and a meeting
with the employee should be held.
• The employee must surrender all company property, and security
changes should be made as needed.
• Exit interviews help managers learn about concerns, reasons for
leaving, and suggestions.
• These interviews can use an unstructured approach or a structured
approach in which the manager asks specific questions.
• Separation checklists provide a list of activities that must be
completed for departing employees.
• The completed checklist should be placed in the employee’s file.
Chapter 5 Facilitating Employees’ Work Performance
Key Terms:
Arbitration A process in which a neutral third party listens and reviews
facts and makes a decision to settle a conflict.
Benchmarking Any activity that helps identify and analyze best
practices to discover ways to improve performance.
Change agent A person who leads change in an organization.
COBRA A law that extends healthcare coverage for a limited time at
group rates for people who would otherwise lose their insurance.
Conflict resolution A process that encourages finding solutions to
problems before more formal grievance procedures are needed.
Environmental noise Any sound, such as loud talking or blaring radios,
that interferes with communication.
Exit interview A meeting between an employee who is leaving and a
manager or someone from the operation’s human resources
department.
Chapter 5 Facilitating Employees’ Work Performance
Key Terms continued:
Grapevine An informal channel of communication that relies on word of
mouth to transmit information.
Insubordination The failure to follow reasonable instructions.
Involuntary termination A situation in which managers terminate an
employee for one or more of these four reasons: lack of work for the
employee, lack of funding, unsatisfactory performance, or violation of
a company policy.
Jargon Technical language specific to an occupation or field of study.
Mediation A process in which a neutral third party facilitates a discussion
of difficult issues and makes suggestions about an agreement.
Multiple-choice question A question with a set number of answer
choices.
Negotiation A discussion between involved persons with the goal of
reaching an acceptable agreement.
Chapter 5 Facilitating Employees’ Work Performance
Key Terms continued:
Nonverbal communication A speaker’s expressions and movements that
tell additional information about the message.
Participative management A leadership method that increases the
quality of decision making by involving employees.
Probation A specific time period during which an employee must
consistently meet job standards or other reasonable conditions imposed
by the manager as a condition for continued employment.
Progressive discipline A series of corrective actions that become more
serious as unacceptable performance continues.
Separation checklist A list of activities to be completed for employees
who are leaving the organization.
Structured interview An interview in which the manager asks a set of
specific questions.
Terminable act An action by an employee that typically causes
immediate termination.
Chapter 5 Facilitating Employees’ Work Performance
Key Terms continued:
Unstructured interview An interview in which the manager conducts a
conversation with the potential employee without prepared questions.
Voluntary termination A situation in which an employee decides to
leave the organization for personal reasons.
W-2 income tax form An information form completed by employers and
sent to the federal taxing authorities, used to report wages and salaries
paid to employees and taxes withheld.
Wrongful discharge A legal action taken by a former employee against
a previous employer, alleging that the discharge was in violation of state
or federal antidiscrimination laws, public policy, or an implied contract,
agreement, or written promise.
Chapter 5 Facilitating Employees’ Work Performance
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