1. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES MANAGEMENT AND SUPERVISION

2. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Restaurant and Foodservice Operations Are Labor-Intensive Chapter 1

3. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Learning Objectives 1. Explain how management activities & employee expectations can influence managers as they facilitate the work of their employees 2. Describe strategies for facilitating the work of employees 3. Explain how skills, abilities, leadership style & corporate culture impact a manager’s human resource activities

4. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Learning Objectives 4. Identify the benefits of & procedures for promoting employee diversity within restaurant & foodservice operations 5. Explain the importance of ethical decision-making; the role of codes of ethics; and tasks involved in developing, implementing, & enforcing codes of ethics

5. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Basic Management Activities Planning: goals and strategies Organizing: how and by whom Staffing: right people for the job Supervising: facilitating the work Controlling: on track to achieve goals Evaluating: identify issues/problems

6. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. The Employment Cycle 1.Finding sources of potential employees 2.Recruiting potential employees 3.Screening applicants 4.Hiring employees 5.Orienting employees 6.Supervising employees 7.Managing employee terminations

7. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Changing Employee Expectations Generations in today’s workforce (as of 2012) – Baby Boomers:1946-1964 – Generation X: 1965-1978 – Millennials: 1979-1994 Benefits to understanding the generations & their differences: – Industry need – Range of differences wide – Differing values, experiences, lifestyles, & attitudes toward the future & life in general – Better understand & appreciate each generation

8. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Managers Facilitate Employees Work Leadership Behaviors – Provide direction – Lead consistently – Influence others – Foster teamwork – Motivate others – Coach & develop employees – Champion change

9. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Managers Facilitate Employees Work Supervision Skills & Abilities – They can manage within financial constraints – They can implement quality management processes – They can view problems as opportunities

10. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Management Styles Exhibit 1.8, p. 12 Style DescriptionFor whom style is useful AutocraticDomineeringInexperienced, simple tasks Bureaucratic“By the book “Those performing routine work DemocraticEmployees as part of decision-making process Motivated & experienced where cooperation is important Laissez-faireAllow employees to do whatever they want Consultants & sub- contractors

11. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Managers Facilitate Employees Work Corporate culture – Shared beliefs, experiences & standards – Employer of choice – Emphasize careers not jobs – Dignity & respect – Turnover – Competitive Advantage – Talented staff most important asset – Employee retention Exhibit 1.9, p. 15

12. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Diversity in Restaurant & Foodservice Operations Benefits – Promotes positive workplace – Attracts more customers – Increases labor pool – Improves legal protection

13. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Diversity in Restaurant & Foodservice Operations Stereotypes = Prejudices – Belief about particular group that assumes all members of the group are the same – Bias-general attitude toward a person, group or organization based on judgments unrelated to abilities & realities – Makes teamwork almost impossible – Will result in poorly functioning operation – Negative effects of prejudice & positive effects of diversity. Exhibit 1.11, p. 19

14. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Promoting Diversity Recruiting for diversity Increasing cross-cultural interaction Education employees & setting expectations Addressing issues & accountability

15. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Ethical Concerns Ethical decisions & actions – Trustworthiness – Loyalty to organization – Fairness – Concern & respect – Commitment to excellence – Reputation & morale – Accountability

16. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Ethical Concerns Code of ethics Reasons To identify a foundation of acceptable behavior To promote standards to guide decision- making To provide a benchmark for evaluating decisions To support obligations to company, operation, employees, customers, society & the law

17. Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Ethical Concerns Topics Purpose & goals of the code of ethics Responsibilities to customers Responsibilities to employees Responsibilities to community & society Responsibilities to vendors & other external organizations Employees’ responsibilities to employer Matters relating to violations of the code of ethics