OH 5-1 Agenda Excellent Advertisements and Interview Questions A little more humor…….. ! Chapter 4 – Foundations of Effective Employee Performance Chapter 5 – Facilitating Employees Work Performance Next week

OH 5-2 Humor Incentives? Chapter 4 resources\Dilbert - Incentives.pdf

OH 5-3 Foundations of Effective Employee Performance Hospitality Human Resources Management and Supervision 4 OH 6-3

OH 5-4 Chapter Learning Objectives Describe special concerns when an entry-level employee is promoted to a supervisory position. Explain basic employee motivation strategies. Describe procedures for building and maintaining effective teams. Discuss the development and management of employee recognition and incentive programs.

OH 5-5 Supervising and Motivating Humor Supervision Motivation

OH 5-6 The Role of the Supervisor

OH 5-7 Challenges Confront New Supervisors Tasks performed by supervisors are different from those done by hourly employees. The task of supervising people is different than performing technical tasks. Supervisors help new employees when necessary, so they must know how to do the work of the staff they lead. Some supervisors lose their sense of accomplishment when they are not doing “physical” work. A supervisor sets and monitors quality, productivity, and efficiency standards

OH 5-8 Making the Transition to Supervisor This is the server’s last shift as a server. Tomorrow he will begin work as a dining supervisor and will find that work tasks and responsibilities are very different.

OH 5-9 Building and Managing Employee Relationships Good supervisors can adjust from being a group member to a group leader. Decisions must be made that are best for the operation, its customers, and its employees. They cannot be influenced by past relationships with their employee peers. Effective supervisors are clear and careful about what they say (and don’t say), and are honest and fair.

OH 5-10 What Motivates Employees A supervisor cannot motivate anyone; motivation must come from within each person. Good supervisors create conditions that allow employees to be motivated. While every person is different, there are some factors that typically do (and do not) motivate people.

OH 5-11 Motivation Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly. ~Stephen R. Covey

OH 5-12 Maslow’s Hierarchy of Needs

OH 5-13 Maslow’s Hierarchy of Needs Physiological needs relate to the body, such as the need for food, water, air, or sleep. At work these needs can be met by comfortable heating, air-conditioning, lighting, meal and rest breaks, and limits on work hours. Safety needs deal with things that make people feel secure and keep them safe. In the workplace, these include fair wages, healthcare and other benefits, safety procedures, and protective equipment. Social needs involves a person’s need to be with others and include love, belonging, and friendship. In the workplace, these needs can be met through friendship, teamwork, and a sense of belonging or acceptance.

OH 5-14 Maslow’s Hierarchy of Needs Esteem (ego) needs focus on how people feel about themselves, and how they perceive others feel about them. In the workplace, these needs may be met through recognition, promotions, job titles, acknowledgements, and other factors. Self-actualization needs relate to the realization that one is doing the best that it is possible to do. In the workplace, this need can motivate

OH 5-15 Maslow’s Hierarchy of Needs continued As soon as a lower need is fulfilled, a person is typically motivated to fulfill the next higher need. Needs vary for each individual. Needs change; what motivates a person at one time may not motivate him/her at another time.

OH 5-16 Identify Needs According to Maslow’s Hierarchy Maslow’s HierarchyActivities ___PhysiologicalA. Create new dishes ___SafetyB. Take a bathroom break ___SocialC. Receive training on a meat slicer ___EsteemD. Hear compliments about a good job ___Self-ActualizationE. Have a drink with coworkers after work

OH 5-17 Motivation-Hygiene (Two-Factor) Theory Many people assume the factors that motivate employees and that demotivate employees are opposites. The two-factor theory identifies different factors that motivate and demotivate employees.

OH 5-18 Two-Factor Theory— Motivation Factors Esteem Accomplishment Contribution Responsibility Acknowledgement Recognition Growth 1. Motivation factors encourage employees to work harder, to go beyond the ordinary, and to make a difference in the workplace. 2. Since these factors make employees feel happy about their workplace, they are sometimes called “satisfiers”.

OH 5-19 Two-Factor Theory—Hygiene Factors Working conditions Company policies Hours Equipment Fair pay Health benefits Time off Working relationships Supervisory style 1. Hygiene factors can maintain employee satisfaction or make them unhappy, but they cannot motivate employees to do better work. 2. The absence of a hygiene factor can cause dissatisfaction. 3. Improving hygiene factors benefits the operation; for example, it shows employees that the managers care, helps to prevent poor morale and turnover, and models the respectful and caring behavior that is important in the work environment.

OH 5-20 Effective Supervisors Plan for Success They have a clear vision of the desired workplace and how to get there. They are able to plan and organize the work of teams. They are able to consider the need for future improvements.

OH 5-21 How Do Supervisors Communicate? Effective supervisors discuss plans and how they may be accomplished with staff assistance. Listed below are ways supervisors may communicate with their team: In shift meetings During production meetings With employee bulletin boards By management group meetings

OH 5-22 Supervisors Must Reinforce Positive Performance Provide feedback. Provide feedback in a timely manner with specific suggestions about what to do differently. Maintain a professional and positive attitude. When improvements are noted, compliment the employee as soon as possible, and encourage continued improvement. Encourage continued on-job success.

OH 5-23 How Would You Answer the Following Questions? 1. According to Maslow’s Hierarchy of Needs Theory, _______ needs are the most basic. 2. According to the Two-Factor Motivation Theory, _______ factors can make employees unhappy and prevent them from doing a good job if absent. 3. Employee development is only one way to improve employee performance. ( True/False ) 4. The only way to reinforce positive performance is to become angry and threaten the offending employee. ( True/False )

OH 5-24 Make a Good First Impression Maslow Hierarchy shows that compensation and benefits are essential for safety. Confirm that your company provides a fair and competitive place to build a career. ‘Share the Vision’ of your department goals and their role in achieving them Help employees belong; make them fell welcome

OH 5-25 Make a Good First Impression continued Create a career ladder for staff members to encourage and motivate them. Provide a plan for training and development. Explain the long-term benefits offered to individuals who stay with the company.

OH 5-26 Maintain a Professional Workforce The communication of a Zero Tolerance Harassment Policy assures that each staff member is valued and treated with respect. Reinforce the benefits of a diverse workplace.

OH 5-27 Supervise Effectively Be fair and consistent in your supervision of your team. Keep your team informed, they want and need to know how their individual performance impacts the department and the company as a whole. Direct team members to Employee Assistance Programs; designed to assist them in personal concerns that could impact their job performance.

OH 5-28 Supervise Effectively continued Build a great team and praise them often Reward employees for work above and beyond requirements Invite the most motivated team members (fast track employees) to participate in supervisory meetings and trainings. Make the workplace fun.

OH 5-29 Be a Role Model Set the tone for the department; be positive. Get to know each employee as individuals and what motivates them and what brings them success. Follow all the establishment’s policies, without exception. Being a role model inspires employees and communicates the importance of desired behaviors and attitudes.

OH 5-30 Communicate a Consistent Message Keep your team informed. Be consistent in policy enforcement Communicate opportunities for improvement. Be clear and specific. Encourage and recognize improvement.

OH 5-31 Motivating Employees Everyday Acknowledge them Express appreciation Share information Express interest Involve them

OH 5-32 Acknowledge Employees Say “hello.” Call people by name. Make eye contact. Greet each employee at the start of each shift. Say “goodbye” at the end of each shift.

OH 5-33 Express Appreciation Extend your thanks by inserting a positive note in the employee’s file. Publicly express your appreciation or that of a guest.

OH 5-34 Sharing Information Keep employees informed. Explain why changes are needed. Ask for employees’ help in solving problems.

OH 5-35 Expressing Interest Expressing interest shows that you care about employees as individuals and as staff members. Do not get too personal in your questions. (There may be a fine line between harmless interest about employees, and employee concerns about harassment, discrimination, or “nosiness.”) When you ask a question, listen to the answer, and show you are interested.

OH 5-36 Employee Involvement Recognizes employees as valuable individuals and team members. Provides opportunities for responsibility, contribution, creativity, and growth. Shows the manager’s commitment to the team and to teamwork. Yields better plans and decisions.

OH 5-37 Activity Break into groups of 3 With your group go through your assigned Scenario 1, 2 or 3 for presentation to class Take 15 minutes to complete.

OH 5-38 Team Building “The whole is greater than the sum of its parts.” Aristotle What people can accomplish working together is more than they could accomplish each working individually. Everyone has strengths, but when you put those strengths together, they produce something more than the individuals could alone. When you are working as a team, the needs of the team should take precedence over those of the individuals in the team.

OH 5-39 Work Teams Group of employees who cooperate on the job to attain objectives and who hold themselves accountable for their success. Types of Teams Simple Teams Relay Teams Problem-Solving Teams Cross-Functional Teams

OH 5-40 Types of Work Teams Simple Teams A group of employees who do the same basic kind of work. All members must be well trained Help out each other in daily work duties Relay Teams Operations use relay teams because of how work flows within the establishment. Most employees are part of at least one relay team Their work affects others in a different department

OH 5-41 Types of Work Teams continued Problem Solving Teams Team of employees try to solve problems too big for one employee to address. Steps: determine the cause, consider what is contributing to the problem, use information to resolve the problem Cross-Functional Teams Problem solving teams composed of members representing different departments who work together to resolve problems.

OH 5-42 Building Effective Teams Supervisors must develop and maintain an environment in which team members can work together. Positive Supervisory Traits of Effective Team Leaders Good interpersonal skills Allow team members to make decisions Encourage participation and decision making Gain feedback from team regarding improvement strategies, productivity and other issues that affect goals Facilitate an environment that maximizes morale and minimize unnecessary turnover.

OH 5-43 Building Effective Teams continued Effective supervisors set expectations and monitor performance. Encourage team members to offer diverse opinions and ideas. Empower team members by giving the authority to make decisions within their areas of responsibility. Encourage members to be service-minded Serve as role models Provide service training Reward team members for exemplifying service standards daily.

OH 5-44 Developing Team Goals Teams can be effective only when members understand their goals and what is expected to achieve them. Likelihood of consensus increases when team members work with supervisors as goals are defined.

OH 5-45 Developing Team Goals continued Types of Team Goals during a Project: Team Building: Getting to know each other. Learning to work together. Setting ground rules. Figuring out decision making processes. Focus on Information: Tools needed to support team. Updates on progress. Communication on progress to stakeholders. Determine the ‘what’ and ‘why’ of the project and assign responsibility to team members. Resources: what is required to accomplish the goals Supervisors must provide on-going leadership and communication, acknowledgment and thanks.

OH 5-46 Team Building Issues Factors that contribute to a team’s ineffectiveness: In-appropriate management style or leadership High turnover of team members Failure to maintain team focus and priorities. Solutions for improving performance: Offering additional training Meeting with team members individually Ask open ended questions. Redefine goal and individual responsibility to the team

OH 5-47 Creating Recognition and Incentive Programs Incentive programs encourage employees to meet goals by offering a reward. Goals must be high but realistic. Employees must know the rules, how they will be measured and who can participate. Participants’ progress must be easy to measure. Programs should not be too lengthy. Regular communication is important. Rewards must reflect the employees’ efforts.

OH 5-48 Examples of Incentive Programs Service awards Sales and productivity awards Customer satisfaction awards Safety awards Longevity and perseverance awards

OH 5-49 Employee Recognition and Incentive Programs Celebrating the end of a recognition and incentive program provides a way to publicly recognize the efforts and accomplishments of all employees who participated.

OH 5-50 Activity Case Scenarios in Hospitality Supervision by Peter Szende Delmar Cengage Learning 2010 The Dead-Ender Tainted Occupations The Chef’s Incentive Program

OH 5-51 How Would You Answer the Following Questions? 1. Creating a career ladder for employees can reduce turnover. (True/False) 2. Sharing information with employees is a first step in asking their help in solving a problem. ( True/False ) 3. Incentive programs must be short to be effective. ( True/False ) 4. Guests’ responses about service quality are typically provided only if they are very happy or unhappy. ( True/False )

OH 5-52 Key Terms: Benefits Compensation other than wages or salary, which may include meals, uniforms, educational assistance, health care, vacation, and sick leave. Career ladder A plan that explains how job advancement may occur. Compensation All of the financial and nonfinancial rewards given to employees for their work. Continuous quality improvement (CQI) A management philosophy that emphasizes that most work processes can be improved. Cross-functional team A special type of problem-solving team, composed of members representing different departments who work together. Diversity The concept that people are unique with individual differences and variations in race, ethnicity, gender, socioeconomic status, age, and physical abilities, among others. Employee incentive program A program designed to encourage employees to meet specified goals by offering some kind of reward.

OH 5-53 Key Terms: Employee recognition program A program that provides a way for establishments to publicly express appreciation for employees, or to acknowledge and celebrate them as individuals. Entry-level employee An employee who works in a position that requires little experience and has no supervisory duties. Esteem needs Needs that focus on how people feel about themselves and how they think others feel about them. Harassment Unwanted and annoying actions by one or more persons, including threats or demands. Income statement A summary of an operation’s profitability that shows revenues generated, expenses incurred, and profits or losses realized during a specific accounting period. Fast-track employee An employee who meets work requirements in his or her present position and participates in a professional development program that allows the employee to advance quickly in the operation.

OH 5-54 Key Terms: Maslow’s hierarchy of needs A theory that people have five basic needs that typically arise in a certain order; when one need is fulfilled to the extent desired by the person, he or she is motivated to fulfill the next need. Open-ended question A question that encourages a response that exhibits a person’s knowledge or feelings. Physiological needs The most basic physical needs, such as food, water, air, and sleep. Role model A person who performs in a way that meets the standards expected for employees’ behavior. Pre-shift meeting A short employee meeting held before the work shift begins to discuss plans and details and sometimes present brief training information. Safety needs The needs for people to feel safe and secure, such as having a safe work environment.

OH 5-55 Key Terms: Self-actualization The drive to do the very best that one can do. Social needs The needs of people to interact with others. Stakeholder Someone who can impact or be affected by the actions of the work team. Zero tolerance A policy that allows no amount or type of harassing behavior. Work team A group of employees who cooperate on the job to attain objectives and who hold themselves accountable for their success.

OH 5-56 Assignment Employee Recognition/Incentive Program – Design an Employee Recognition or Incentive Program for your business to include: type of program (service, productivity, satisfaction, safety, etc.), who will be eligible, how long it will run, how it will be evaluated, what are the rewards, when will it be run and who is responsible for coordinating the program.