Ch. 12: Management of Human Resources

Vocabulary

-Bargaining unit: Group of jobs represented in the union contract negotiations. -Benefits: Noncash compensation given to employees by their employer as part of their employment. -Bona fide occupational qualification (BFOQ) Quality or attribute protected under discrimination laws that employer may specify as a job qualification. -Collective bargaining Negotiation between management and the union on terms of the collective agreement between them. -Compensation Financial remuneration by employers to employees in exchange for their work. -Demotion Change in job to one at a lower level in the organization. -Discipline Action against an employee who fails to conform to the policies or rules of an organization. -Discrimination The prejudicial or unfair treatment of individuals or groups based on certain characteristics. -Diversity Demographic differences in individuals.

Human Resources Planning

-Human resources planning is the process of anticipating and making provision for the movement of people into, within, and out of an organization. -A strategic plan must be developed, followed by forecasting future employee needs. Finally, a supply and demand analysis is required. Strategic Plan. The human resources plan must fit into the strategic plan of the organization. When the goals of the organization are established, availability of both the internal and external human resources needs to be determined. The human resources manager should be on the strategic planning team. Members of the team should be aware of current employees' skills, abilities, and knowledge and their and also future employees' training and development needs; they also should know what wages and benefits are required to attract qualified employees. -Forecasting Supply and Demand. Human resources forecasting involves determination of the number, type, and qualifications of individuals who will be needed to perform specific duties at a certain time. -Historical data can be used to predict demand for employees, such as chefs and waitstaff. -The internal supply of labor, consisting of the number and type of employees who will be in the operation at some future date, needs to be determined first. -Then the external supply, the number and type of people who will be available for hiring in the labor market, must be forecast. The simplest method is to adjust the present staffing levels for anticipated turnovers and retirements. -Supply Analysis. Once future requirements for employees have been forecast, the manager then must determine if numbers and types of employees are adequate to staff anticipated openings. Supply analysis uses both internal and external sources. An internal supply analysis begins with the preparation of staffing tables, which are pictorial representations of all organizational jobs with the numbers of employees in those jobs and future employment requirements In conjunction with staffing tables are skills inventories, which contain information, usually computerized, on each employee's education, skills, experience, and career aspirations. Market basket analysis: tells you employees' salary, what they make an hr. -Balancing Supply and Demand. Several strategies exist to assist in solving workforce supply issues. Managers can try to recruit more candidates through marketing and use of incentives. Managers can set the pay structure high enough to out pay the competition. A less-often-used strategy by managers is to redesign the work to better match existing candidate skills to the work needing to be done. After comparing the internal demand for employees with the external supply, managers can make plans to deal with internal shortages or with overstaffing. Demand is based on the forecast, and supply is based on finding employees who have the required qualifications to fill vacancies. If shortages are predicted, new employees can be hired, present employees can be retrained, those retiring can be asked to stay on, or labor-saving methods, such as using more ready prepared food, can be introduced into the organization. If employees need to be hired, the external labor forecast can help managers plan a recruitment program. Job Analysis. Job analysis often is referred to as the base of human resource management because the information collected serves so many functions. [See Slides 12-5 to 12-7] Job Design. Job design is an outgrowth of job analysis and is concerned with structuring jobs to improve organization efficiency and employee job satisfaction. Work needs to be divided into manageable units and eventually into jobs that can be performed by employees. A job is a set of all tasks that must be performed by a given employee; each job should be clear and distinct to prevent employees from misunderstanding the job and to help them recognize what is expected of them. Job Enlargement. Job enlargement means increasing the total number of tasks that employees perform. Tasks are the individual activities that make up a job. Is there room for improvement? Promotion? Supervisor/management Job Enrichment. Job enrichment assumes that increasing the number of tasks is not enough to improve employee motivation. Thus, job enrichment attempts to redesign the job to increase opportunities for employees to experience feelings of responsibility, achievement, growth, and recognition. Supervisor/management Job Characteristics. A new area for job design studies was researched when behavioral scientists focused on identifying various job dimensions that would improve the efficiency of organizations and the job satisfaction of employees.

Job Analysis

-Job description, Performance standards, job specification -Job analysis often is referred to as the base of human resource management because the information collected serves so many functions. Job analysis is the process of obtaining information about jobs by determining the duties and tasks or activities of those jobs. The procedure involves a systematic investigation of jobs by following a number of predetermined steps, such as collecting data on tasks, human behaviors, performance standards, machines/tools used, job context, and knowledge/skills required. Job Description. The job description lists the tasks, duties, and responsibilities of a job, the job's working conditions, and the tools, materials, and equipment used to perform it. [See Slides 12-6 to 12-7] Job Specification. The job specification lists the personal qualities, traits, skills, and background needed to do the job. The job specification, popularly referred to as the job spec, contains a statement of job conditions relating to the health, safety, and comfort of the employee, including any equipment and any job hazard. Knowledge of job content and job requirements is necessary to develop selection methods and job-related performance appraisals and to establish equitable salary rates. Performance Standards. Performance is the attainment of a desired result and standard at a definite level of quality for a specified purpose; performance standards, therefore, define desired results at a definite level of quality for a specified job. Specific details in the standards that can be measured objectively are quality, quantity, and time factors, and they can be grouped under productivity. In many organizations, productivity standards are based on past performance; performance standards differ by position but typically include safety and sanitation components in addition to specific job-related components.

Comparison of Traditional and Total-Quality Focused Human Resource Management Principles

-Selection, training, development, and compensation of employees were considered basic functions of personnel management for many decades. These functions were considered independent, with no regard for their interrelationships. -Human resources management (HRM) emerged from this traditional viewpoint and today involves an integrative process of recruiting, selecting, training, developing, compensating, supervising, and maintaining the workforce needed to achieve an organization's goals. -Moving from a traditional organization to a total quality management culture demands much from the human resources function. As a function of management, human resource management is part of the transformation process in the foodservice system. -Effective human resource management is necessary to ensure that all of the outputs to the system are achieved, including employee satisfaction.

Union Contract Negotiations

After a union wins recognition as the employees' bargaining agent, negotiations begin on a contract with management. Bargaining is a difficult and sensitive proceeding. In local negotiations, the union side is represented by its local negotiating committee and may include a field representative of the national union with which it is affiliated. The management team may be made up of organizational staff, financial or operations managers, and perhaps an attorney. Negotiations at the national level are led by top-level officials from the national union and by top-level corporate managers and staff. Major bargaining issues usually fall into five areas: Economic issues deal with such provisions as base pay, shift differentials, overtime pay, length of service increases, and cost of living allowances and with benefits such as pension plans, insurance, holidays, and vacations. Job security means an entitlement to work or, in lieu of work, to income protection. Procedures for handling layoffs, promotions, transfers, assignments to specific jobs, unemployment benefits, severance pay, and call-in pay are among the job security provisions generally included in union contracts. Working conditions issues include work rules, relief periods, work schedules, and health and safety. Management rights issues detail the rights of management to give direction and discipline employees. Individual rights issues concern establishment of grievance procedures for employees.

Alternate Work Schedules

Alternatives to the standard workweek have been a topic of interest and experimentation in recent years. Trends have included the introduction of several discretionary time work schedules and new forms of part-time employment. These new approaches can be grouped into three categories: compressed workweek, discretionary working time/flex time and part-time employment. Compressed workweek. Three work patterns characterize the compressed workweek trend. A change in days holds the total hours constant but reduces the number of days worked so that employees may work, for example, a 4-day week, 10 hours per day. Or compress all your work into 7 hrs/day rather than 8. Some foodservice operations have experimented with this approach, but it has not gained widespread popularity in the industry. You still open and close at certain time, so you still need people to come in at certain times. The second pattern, change in hours worked, shortens the number of hours in the week, but the number of days worked remains the same. A 7-hour day, for instance, is characteristic of some organizational scheduling patterns. The third pattern is a change in days and hours, in which both dimensions are changed. Discretionary working time/flex time. Discretionary working time modifications to the standard workweek include the staggered start system and flexible working hours. In using the staggered start, the organization or the employees choose, from a number of management-defined options, when the employees wish to start their fixed-hour working day. Flexible working hours, or flex time as the system is sometimes called, is the second major variation of discretionary working time schedules. Generally, the organization defines a range of hours within which employees may select their starting time. Flex time is impractical for many foodservice operations because of the demands of production and service and scheduled mealtimes. Task contracting is another alternative to flexible work schedules in which the employee contracts to fulfill a defined task or piece of work. This approach has been used by some foodservice caterers who may contract an individual for preparation of particular food items or for serving a particular function. Part-time employment. Two new variations in part-time employment, job sharing and job splitting, have emerged. Employers may do this so they don't have to provide benefits. In job sharing, a single job is divided and shared by two or more employees, each of whom must be capable of performing the entire range of tasks in the job description. In job splitting, the tasks that constitute a single job are divided, with subsets of differentiated tasks assigned to two or more employees.

Benefits

Benefits are noncash compensation given to employees by their employer as part of their employment. Because employees have differing benefit needs, there has been an increase in flexible benefit packages. The designs of the flexible plans differ among organizations. Some are designed as modular plans, which allow the employee to select from among a list of benefits or different levels of benefits. Core-plus plans usually consist of a core of essential benefits that all employees receive and an array of benefit options that employees can select. Flexible spending accounts are accounts set up by the employer for individual employees into which they can deposit pretax dollars to use to pay for items such as child care and medical care. Benefits are categorized into six groups as follows: Legally required benefits—include Social Security, workers' compensation, unemployment insurance, and family and medical leave. Health insurance—includes insurance for health, dental, and/or eye care; services may be provided through traditional fee-for-service health insurance plans, health maintenance organizations (HMOs), or preferred provider organizations (PPOs); some plans will offer out-of-network or point-of-service (POS) options. Retirement—includes plans that will provide income to employees after they retire through either a defined benefit plan, in which the employer agrees to provide a specific level of retirement income, or through a defined contribution plan, such as 401(K), individual retirement account (IRA), or employee stock option plans, which require specific contributions by the employee. Insurance—includes insurance plans for life, disability, and/or supplemental unemployment. Paid time off (PTO)—includes payment for time not worked and may include illness, vacation, holidays, personal time, and severance pay. Employee services—includes benefits such as child care, health club memberships, subsidized company cafeterias, parking privileges, relocation benefits, educational assistance, financial services, discounts on company products, transportation to and from work, clothing reimbursement allowances, employee assistance programs, onsite health services, and concierge services.

Methods of Performance Appraisal

Commonly used performance appraisal methods include the following: checklist, rating scale, critical incident, management by objectives, and 360-degree feedback. Checklist. In the checklist method, the rater does not evaluate performance but merely records it. A list of statements or questions that are answered by yes/no responses is the basis for the evaluation. Rating Scale. The graphic rating scale is the most commonly used type of scale in performance appraisal. Each job standard or trait is rated using a numeric scale anchored by terms on a continuum such as 1, unsatisfactory, 2, acceptable, 3, excellent or 1, below expectations, 2, meets expectations, 3, exceeds expectations. Ex: Likert Scale Critical Incident. The critical incident technique involves identifying incidents of employee behavior. An incident is considered critical when it illustrates that the employee has or has not done something that results in unusual success or failure on some part of the job. Management by objectives (MBO). A method for performance evaluation that is used primarily with managerial and professional personnel. Managers and their superiors agree on the objectives to be achieved, usually for a 1-year period. Periodic assessment of progress on the objectives is conducted at several intervals during the year, and objectives are revised if deemed appropriate. The degree to which these objectives are achieved, then, provides the basis for evaluation at the end of the period. MBO provides a great deal of objective feedback but requires an excessive amount of time and paperwork. 360-Degree Feedback. The 360-degree feedback method involves obtaining evaluation input from individuals in an organization's hierarchy that are both above and below the individual being evaluated. Typically this will include co-workers, subordinates, and superiors who will provide input for a performance review.

Vocabulary 2

Employee assistance program (EAP) Program that provides diagnoses, counseling, and referral for advice or treatment for problems related to alcohol or drug abuse, emotional difficulties, and marital or family difficulties. Equal employment opportunity Policy of equal employment (nondiscrimination) for all. Full-time equivalents (FTEs) Number of total hours worked in a week divided by 40 (the number of hours worked by one full-time employee) to determine the number of full-time equivalent employees. Halo effect When a single trait dominates the assessment of another individual. Human resources management (HRM) Involves an integrative process of recruiting, selecting, training, developing, compensating, supervising, and maintaining the workforce needed to achieve an organization's goals. Human resources planning The process of anticipating and making provision for the movement of people into, within, and out of an organization. Job Set of tasks to be performed by a given employee.

Compensation Management

Employee compensation represents a substantial part of the operating costs of an organization. Good working conditions, sound employment practices, and compensation appropriate for an individual's qualifications and the responsibilities of a job are essential for recruitment and retention of capable employees. Compensation. Compensation is the financial remuneration given by the organization to its employees in exchange for their work. It includes salaries or wages and benefits. Salary is the term used to refer to earnings of managerial and professional personnel; wages refer to hourly earnings of employees covered by the Fair Labor Standards Act, sometimes called the Minimum Wage or Wage-Hour Law. Wage Mix. A wage mix is a combination of both external and internal factors that can influence rates at which employees are paid. External Factors. The external factors that influence the wage mix include labor market conditions, geographic area, cost of living, collective bargaining, and government influence. Internal Factors. Often, if the organization does not have a compensation program, the worth of jobs is determined by people familiar with them. Pay rates can be influenced by the labor market or collective bargaining. Organizations with compensation programs use job evaluations to aid in setting pay rates. Job evaluation is the process of determining the relative worth of jobs to establish which jobs should be paid more than others. Benefits. Benefits are noncash compensation given to employees by their employer as part of their employment. [See Slide 12-21] COBRA: If you're let go from job, you can keep healthcare you have from previous job until you have new job Government Influence. Since the 1930s, a broad spectrum of federal laws has been enacted with significant impact on the compensation practices in organizations. Several laws address compensation relating to nondiscrimination; others relate to either compensation or benefits. Compensation Regulations. The Fair Labor Standards Act (FLSA) was passed in 1938 and has been amended many times since then. The major provisions of the FLSA are concerned with minimum wage rates, overtime payments, child labor, and equal rights. Through the years, amendments to the act have enlarged the number of work groups covered by the law and have steadily increased the minimum wage. Employees in the foodservice industry were not covered by the minimum wage legislation until the mid-1960s. Benefits Regulations. The Social Security Act of 1935 established an insurance program to protect covered employees against loss of earnings resulting from retirement, unemployment, disability, or, in the case of dependents, from the death or disability of the person supporting them. The Social Security program is supported by means of a tax levied against an employee's earnings that must be matched by the employer.

Characteristics of an Effective Performance Appraisal System

Following are several characteristics of an effective performance appraisal system: Job-related criteria—the performance review should include only criteria directly related to the job being performed. Performance expectations—performance expectation should be clearly defined and managers and employees should discuss them in advance of the appraisal period. Standardization—employees in the same job category under the same supervisor should be appraised using the same instrument and with the same frequency of review. Trained appraisers—those evaluating the work of others should receive training on issues such as accuracy, consistency, objectivity, and process. Continuous open communication—feedback on performance should be provided on a continuous basis. Performance reviews—a specific time line for discussion of employee performance should be established. Due process—a formal grievance procedure should be established.F

Issues in Employee Scheduling

Foodservice operations have unique challenges for employee scheduling. The hours between breakfast and dinner in a three-meal-a-day operation do not lend themselves to two full shifts; typically, more employees are needed for service at mealtimes and fewer employees are needed between meals. The manager needs to determine the type of work schedule that would be best for the operation. Types of Schedules. Three types of work schedules—master, shift, and production—must be made by the foodservice manager. The master schedule shows days on and off duty and vacations. The shift schedule will indicate the position and hours worked and may indicate the number of days worked per week; it also lists relief assignments for positions when regular workers are off. The production schedule identifies tasks to be completed for the production of a meal. Control of Overtime. Uncontrolled overtime is a key factor in driving up labor costs. In some instances, employees may need to work beyond their normal hours; in other cases, however, supervisors may use overtime as a substitute for proper scheduling and planning. Moreover, employees may try to create opportunities for overtime because of the time-and-a-half wage rate they may receive. With proper staffing and realistic work schedules, overtime becomes necessary only in emergencies. Alternate Work Schedules. Alternatives to the standard workweek have been a topic of interest and experimentation in recent years

Government Regulations of Unions

In the private sector, four major federal laws regulate employer and union conduct in labor-management relations: the Norris-LaGuardia, Wagner, Taft-Hartley, and Landrum-Griffin acts. Norris-LaGuardia Act. The Norris-LaGuardia Act of 1932, also known as the Anti-Injunction Act, severely restricted the ability of employers to obtain a federal injunction forbidding a union from engaging in picketing or strike activities. The Norris-LaGuardia Act also nullified yellow-dog contracts, which were agreements that required workers to state they were not union members and promise not to join one. Wagner Act. The 1935 Wagner Act, formally called the National Labor Relations Act, has had the most significant impact on labor-management relations of any legislation. The act placed the protective power of the federal government behind employee efforts to organize and bargain collectively through representatives of their choice. Taft-Hartley Act. The Taft-Hartley Act was passed in 1947 over President Truman's veto. The law amends the Wagner Act, although most of the major provisions of the earlier law were retained. The major thrust of the legislation was to balance the powers of labor and management. Before passage of the Wagner Act, employees had little power to organize and bargain, and therefore the early labor legislation restricted only employer activity. Because the bargaining power of unions increased significantly following the passage of the Wagner Act, restraints on union practices were considered necessary. Landrum-Griffin Act. The Landrum-Griffin Act, also known as the Labor-Management Reporting and Disclosure Act, was passed in 1959 because the provisions in the Taft-Hartley Act did not cover labor racketeering. These investigations revealed that a few labor organizations and employers were denying employees' rights to representation and due process within their labor organizations. President and vice president

Types of Interviews

Interviews can be either structured or unstructured. In the structured interview, the interviewer asks specific questions of all interviewees. The interviewer knows in advance the questions that are to be asked and merely proceeds down the list of questions while recording the responses. This interview technique gives a common body of data on all interviewees, allows for systematic coverage of all information deemed necessary for all applicants, and provides a means for minimizing the personal biases and prejudices of the interviewer. Structured interviews are frequently used in interviews for lower-level jobs; often structured interviews include questions focused on a candidate's behavior. Situational interview questions ask the candidate what behaviors he/she would display in a hypothetical situation (e.g., If you saw another employee stealing food, what would you do?). Behavioral interview questions focus on past behaviors a candidate displayed (e.g., Describe how you achieved a difficult goal). The unstructured interview allows the interviewer the freedom to ask questions he or she believes are important. Broad questions, such as "Tell me about your previous job," are asked. The unstructured interview may be useful in assessing such characteristics of an individual as ability to communicate and interpersonal skills. Comparison of answers across interviewees is difficult with unstructured interviews, however, because questions may be quite different or asked in a different context. Unstructured interviews are generally used with higher-level personnel in the organization because of the broad nature of these jobs.

Vocabulary 3

Job analysis Process of obtaining information about jobs by determining the duties and tasks or activities of those jobs. Job description Tasks, duties, and responsibilities of a job, the job's working conditions, and the tools, materials, and equipment used to perform it. Job design An outgrowth of job analysis that is concerned with structuring jobs to improve organizational efficiency and employee job satisfaction. Job enlargement Increase in the total number of tasks employees perform. Job enrichment Increase in opportunities for responsibility, achievement, growth, and recognition. Labor relations Interaction between management and the labor union. Management by objectives (MBO) A method for performance evaluation that is used primarily with managerial and professional personnel

Labor Relations

Labor relations is a term referring to the interaction between management and a labor union. A closely related term is collective bargaining, which focuses on the negotiation for the settlement of the terms of a collective agreement between an employer and a union. Unions are challenging the ability of managers to direct and control the various functions of HRM. For example, union seniority provisions may influence who is selected for job promotions or training programs; pay rates may be determined by union negotiations, or employee performance appraisal methods may have to be changed to meet union guidelines. Reasons for Joining Unions. Employees often consider union membership because of job, social, and/or political reasons. Dissatisfaction with management because of compensation, job security, or management attitude are the most common reasons employees band together and join a union. Structure and Functions of Unions. Modern unionization has its roots in the guilds of artisans of the Middle Ages; for centuries, people with similar work skills have formed organizations to govern entry to an occupation, define standards of occupational conduct, and regulate employment. In the United States, the first union activity dates from the late 1700s. The national union provides technical assistance in negotiating and administering labor contracts, financial assistance during strikes, administration of union-sponsored pension plans and other fringe benefits, training programs for local union officers, and publications. In addition, national unions are generally active in lobbying efforts in Congress and at the state level. Finally, the national union also establishes the rules and conditions under which the local unions may be chartered. Officers of local unions are responsible for negotiating local labor agreements and investigating member grievances. The union steward, or shop steward, represents union members in their relations with an immediate supervisor or other managers. Stewards usually are elected by union members in their department and serve without pay. When stewards represent members at grievance meetings on organizational time, their lost earnings are paid by the union. The business representative is hired by the local union to manage the union and also to settle a member's grievance if the steward was not successful. Several unions exist for foodservice employees. Among the largest national unions are: Hotel Employee and Restaurant Employees (HERE) Union United Food and Commercial Workers Union Service Employees International Union (SEIU) American Federation of State, County, and Municipal Employees (AFSCME) International Brotherhood of Teamsters. Union Formation and Growth. Formation of an employee union begins with a determination of whether there is a sufficient number of employees interested in forming a bargaining unit. This interest is determined by the number of employees who sign an authorization card; by law, at least 30% of employees in a work group would need to sign an authorization card for an election to be held. Often, union organizers would like at least 50% of employees to sign authorization cards to indicate sufficient interest in the union. When sufficient interest has been shown through signing of authorization cards, the union can petition the National Labor Relations Board (NLRB) for an election to be held. Typically once an election has been ordered, intense campaigning occurs by both union supporters and company management detailing perceived strengths and concerns about union membership. The NLRB sets the date for the election, monitors the secret ballot process, reports the election results, and certifies the union, if a majority of employees vote for such representation. Union salting is a process where union organizers apply for jobs in a nonunionized operation; once hired, the organizers work to unionize the employees of that company. Government Regulation. In the private sector, four major federal laws regulate employer and union conduct in labor-management relations: the Norris-LaGuardia, Wagner, Taft-Hartley, and Landrum-Griffin acts. [See Slide 12-26] In the public sector, state and local government employees are covered by state laws, and federal civil service workers are covered by the Civil Service Reform Act of 1978. Contract Negotiations. After a union wins recognition as the employees' bargaining agent, negotiations begin on a contract with management.

Equal Employment Opportunities Legislation

Many laws have been passed that address issues of equal employment opportunities (nondiscrimination) for all individuals. As shown in the previous slide, numerous laws have been passed making it illegal to discriminate in hiring based on a person's race, color, sex, religion, national origin, age, disability, or pregnancy. Title VII of the Civil Rights Act of 1964 created the Equal Employment Opportunity Commission (EEOC). The commission consists of five commissioners and a general counsel, all of whom are appointed by the U.S. president and confirmed by the Senate. Discrimination. Discrimination, in a legal sense, is the prejudicial or unfair treatment of individuals or groups based on certain characteristics. Discrimination based on age, gender, race, color, religion, national origin, physical or mental disability, or military service obligation is illegal in the workplace. Three exceptions to discrimination are: bona fide occupational qualifications (BFOQ), seniority and merit systems, and testing and education requirements. A bona fide occupational qualification is a quality or attribute that is protected under discrimination laws but which employers may specify as a job qualification. Harassment. The EEOC has declared sexual harassment to be a form of gender discrimination and thus in violation of Title VII of the Civil Rights Act of 1964. The EEOC defines sexual harassment as "unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that submission to or rejection of this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance or creates an intimidating, hostile or offensive work environment." Immigration. In 1986, Congress passed the Immigration Reform and Control Act (IRCA) to control unauthorized immigration by making it unlawful for a person or organization to recruit or hire persons not legally eligible for employment in the United States. Employers must comply with the law by verifying and maintaining records on the legal rights of applicants to work in the United States. IRCA requires employers to complete an I-9 form for each employee to verify the worker's identity and eligibility to work in the United States. Disabilities. The Americans with Disabilities Act (ADA) is comprehensive legislation that created new rights and extended existing rights for the more than 43 million Americans with disabilities; it also protected disabled Americans who are not covered under existing laws. The purpose of the act is to: Provide a national mandate to eliminate discrimination against individuals with disabilities. Provide consistent enforceable standards for those with disabilities. Ensure that the federal government plays a central role in enforcing the standards. Invoke congressional authority to address the major areas of discrimination faced by the disabled.

Vocabulary 4

Meal equivalent Calculation of numbers of snacks, nourishment, paid meals, into a common number of meals. Orientation Formal process of familiarizing new employees to the organization, job, and work unit. Performance appraisals The assessment of an employee's performance during a specified period of time. Performance standards Desired results at a definite level of quality for a specified job. Personal biases When personal preferences alter objective decision making. Promotion Change in job to one at a higher level in the organization. Recruitment Process of locating and encouraging potential applicants to apply for a job opening. Reliability Ability to produce consistent results. Scheduling Assigning employees to specific work hours and days.

Employment Process

Once an organization has an idea of its future human resources needs, the next step usually is recruiting and sourcing new employees. The major phases in the employment process are recruitment, selection, and orientation. Recruitment/Sourcing. Recruitment, sometimes referred to as sourcing, is the process of attempting to locate and encourage qualified, potential applicants to apply for existing or anticipated job openings. Managers must decide whether the job vacancy will be filled by someone inside or outside the organization. The decision depends on availability of employees, the organization's human resources policies, and requirements of the vacant job. Selection. The selection process begins after recruiting applicants for a job. The process includes a comparison of applicant skills, knowledge, and education with the requirements of the job; it involves decision making by the organization and the applicant. [See Slides 12-12 to 12-14] Orientation. The recruitment and selection of employees are important steps in the employment process, but the careful planning and decision making will be negated if orientation to the organization and the job is not carried out properly. Orientation is the formal process of familiarizing new employees with the organization, job, and work unit. Orientation is designed to provide new employees with the information they need to function comfortably and effectively in the organization.

Performance Appraisal

Performance appraisals are the assessment of an employee's performance during a specified period of time. Objectives. Performance appraisals are used primarily for compensation decisions. The primary objectives of a performance appraisal program are: To provide employees with the opportunity to discuss their performance with the supervisor or manager. To identify strengths and weaknesses of the employee's performance. To suggest ways the employee can meet performance standards, if they have not been met. To assist the employee in setting objectives and personal development plans. To provide a basis for future job assignments and salary recommendations. Participants. Input for performance appraisals can come from many sources. Managers or supervisors usually are responsible for appraising employees whose work they oversee in their units. Employees may provide input on performance of peers or managers. Methods. Commonly used performance appraisal methods include the following: checklist, rating scale, critical incident, management by objectives, and 360-degree feedback. [See Slide 12-18] Appraisal Interviews. The appraisal interview provides the manager with the opportunity to discuss an employee's performance and explore areas of improvement. Also, employees should have the opportunity to discuss their concerns and problems in the job situation. Because the purpose of the interview is to make plans for improvement, the manager should focus on the future rather than the past.

Selected Productivity Measures

Productivity improvement is a phrase widely used in newspapers, on television, in news magazines, and in the trade and professional literature of almost all fields. Productivity concerns the efficient use of human, equipment, and financial resources and often is expressed mathematically as the ratio of output to input. Productivity measures, principles of work design, work measurement, and the use of quality improvement teams have helped improve the level of productivity in a foodservice organization. Measurement of productivity is important for foodservice managers. Productivity can be evaluated by means of the ratio of one or more inputs compared with a variety of outputs. Formulas for frequently used measures of labor productivity are shown above (see Figure 12-17 in text). Recordkeeping systems should be established to record data on a systematic basis to determine the productivity measures that the management of the foodservice organization has selected for analysis. These measures can be used to examine trends over time within a particular operation, to compare various operations within an organization, or to compare the results from a specific foodservice operation with available industry data. Productivity is the ratio of output to input, or the ratio of goals to resources of the foodservice system. Productivity can be increased by reducing input, by increasing output, or by doing both at the same time. High turnover, rising costs, and the relatively high percentage of the revenue dollar devoted to labor indicate that foodservice managers should focus their efforts on increasing productivity.

Vocabulary 5

Scientific management The systematic approach to improving worker efficiency based on the collection and analysis of data. Selection Process of comparing applicant knowledge, skills, and abilities to those required of a position and choosing applicant most qualified. Separation Voluntary or involuntary termination of a job. Staffing The determination of the appropriate number of employees needed by the operation for the work that must be accomplished. Staffing tables Pictorial representations of all jobs with the number of employees in those jobs and future employment requirements. Training Ongoing process of updating skills of an employee. Transfer Change in job to one at approximately the same level elsewhere in the organization. Union salting Union organizers who apply for positions in non-unionized companies and when hired, work to form a union of the employees Union steward (shop steward) Union employee who is elected to represent other union members in their relations with an immediate supervisor or other managers. Validity Ability to produce accurate results. Work measurement A method of establishing an equitable relationship between the amount of work performed and the human input used to do that work.

Pre-Employment Testing

Several types of pre-employment testing that might be used to help managers assess a candidate's fit for a position. Pre-employment testing includes: Cognitive aptitude tests: determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability Psychomotor ability tests: determine a candidate's strength, coordination, and dexterity Job-knowledge tests: measure a candidate's knowledge of duties of the job Work-sample tests: require a candidate to perform a task or set of tasks required in the job Vocational interest tests: indicate areas candidate is most interested in and thus areas that will provide greatest job satisfaction Personality tests: measure self-reported traits, temperament, or disposition Genetic tests: identify predisposition to inherited diseases Graphoanalysis (handwriting analysis): identifies personal traits based on how individuals write Polygraph tests: used to confirm or refute information provided on the application form

Developing and Maintaining the Workforce- Building an Efficient and Stable Workforce

The employment process includes only the initial stages in building an efficient and stable workforce. Employees need continual development if their potential is to be used effectively in an organization; this development process begins with orientation but should be continued throughout employment in the organization. Training and Development. Training and development of employees is and must be the responsibility of all managers. The term training is frequently used to refer to the teaching of technical skills to employees, and management development refers to programs designed to improve the technical, human, and conceptual skills of managers. Many new employees have the knowledge, skills, and abilities for their job, but others might need extensive training before they can perform effectively. The primary purpose of a training program is to help the organization meet its goals. Equally important, however, is helping trainees meet their personal goals. On-the-job training methods involve employees learning how to do a particular job while actually doing the job and include job rotation, internships, and apprenticeships. In job rotation, employees are assigned to work on a series of jobs over a period of time, thereby permitting them to learn a variety of skills. Off-the-job training takes place outside the workplace. Methods used in off-the-job training range from laboratory experiences that simulate actual working conditions to other types of participative experiences, such as case studies or role playing, and to classroom activities such as seminars, lectures, and films. Performance Appraisal. Performance refers to the degree of accomplishment of the tasks that make up an individual's job. Often confused with effort, performance is measured in terms of results. Performance appraisals, the assessment of an employee's performance during a specified period of time, take place in every organization, although they are not always formal. [See also Slides 12-16 to 12-18] Personnel Actions. The performance appraisal process provides the basis for various types of personnel actions. [See Slide 12-19] Employee Discipline. Discipline is the action against an employee who fails to conform to the policies or rules established by the organization. It is used to aid in obtaining effective performance and to ensure adherence to work rules; it also serves to establish minimum standards of performance and behavior. Usually, the following several steps are involved in a disciplinary procedure: Unrecorded oral warning Oral warning with notation in an employee's personnel file Written reprimand Suspension Discharge (also known as termination) Compensation Management. Employee compensation represents a substantial part of the operating costs of an organization. Good working conditions, sound employment practices, and compensation appropriate for an individual's qualifications and the responsibilities of a job are essential for recruitment and retention of capable employees

Staffing vs. Scheduling

The terms staffing and scheduling are sometimes used interchangeably; in fact, they refer to separate but interrelated functions. Staffing concerns the determination of the appropriate number of employees needed by the operation for the work that must be accomplished. Job analyses and work production standards provide the basis for determining staffing needs. How do you use your staff to cover your schedule? Base schedule on how many staff you have. Scheduling means having the correct number of workers on duty, as determined by staffing needs. Scheduling involves assignments of employees to specific working hours and workdays. The challenge of scheduling is having sufficient staff for busy meal periods without having excess staff during slack periods between meals.

Job Description

The job description [See Slide 12-7 for example] lists the tasks, duties, and responsibilities of a job, the job's working conditions, and the tools, materials, and equipment used to perform it. Most job descriptions include at least three sections: job title, identification, and duties; if job specifications are not separate, they are usually placed at the end of the job description. Job Title. Selection of a job title is important to employees because it gives them status and indicates their level in the organization. The title may be used to indicate, to a limited extent, the degree of authority the job possesses. Job Identification. The job identification section of a job description usually follows the job title. It includes such information as the departmental location of the job, the person to whom the jobholder reports, and often the number of employees in the department and the SOC code number. Job Duties. Statements covering job duties are usually arranged in their order of importance. These statements should indicate the weight or value of each duty generally measured by the percentage of time devoted to it. Qualifications. This qualifications section of a job description lists the knowledge and skills required for someone to successfully perform the position. Physical conditions such as amount of standing and lifting also are included in this section

Personnel Actions

The performance appraisal process provides the basis for various types of personnel actions. If deficiencies in employee performance are noted, plans for improvement should be developed or appropriate disciplinary actions should be used. Changes in job placement may be suggested during evaluation and may include promotions, demotions, transfers, or even separations such as those by dismissal, resignation, or retirement. Leaves with or without pay are other personnel actions for which a manager must plan to maintain an adequate workforce. Promotion. A promotion is a change of assignment to a job at a higher level in the organization. The new job generally provides higher pay and status and requires more skill and responsibility. Advancement can serve as an incentive for improved performance for employees at all levels of the organization. Succession planning involves planning for qualified individuals to be available to assume management positions as they become available. Demotion. A demotion consists of a change in job assignment to a lower organizational level in a job involving less skill, responsibility, status, and pay. Employees may be demoted because of reduction in positions of the type they are holding or because of reorganization. Demotion may also be used as a disciplinary action for unsatisfactory performance or for failure to comply with policies, rules, or standards in the organization. Transfer. Transfer involves moving an employee to another job at approximately the same level in the organization with basically the same pay, performance requirements, and status. A transfer may require an employee to change the work group, workplace, work shift, or organizational unit, or even move to another geographic area. A transfer can result from an organizational decision or an employee request. Separation. A separation involves either voluntary or involuntary termination of an employee. In instances of voluntary termination or employee resignations, many organizations attempt to determine why employees are leaving by asking them to complete a questionnaire or by conducting an exit interview. This interview can be a powerful tool for identifying a variety of personnel-related problems.

Selection Process

The selection process begins after recruiting applicants for a job; the process includes a comparison of applicant skills, knowledge, and education with the requirements of the job; it involves decision making by the organization and the applicant. Qualifications for each applicant must be compared to the job requirements identified in the job specification. After thorough screening, employers choose an applicant who meets the criteria indicating that she or he will learn the job easily and adjust to it with a minimum of difficulty. Application and Screening. In organizations with a human resources department, the application and initial screening steps will be conducted by that department. The application form is considered a legal document and should be completed by the applicant. Lying or misrepresenting information on the application form may be grounds for termination. The application form serves three purposes: Indicates that the applicant is interested in a position Provides the interviewer with basic information to conduct an interview Becomes part of the employee file, if the applicant is hired Employment Testing. Pre-employment testing is done in many organizations. Standardized and customized tests have been developed to assess a candidate's abilities, personality, knowledge, aptitude, and interests. Any pre-employment test should relate to the position for which the candidate is being considered and should not unfairly discriminate against protected minorities. The reliability and validity of the test are important. Reliability refers to the consistency of a test's results; that is, if a person took the test more than once would he/she get similar results each time. Validity refers to the accuracy of the results; that is, is the test measuring what you think it is measuring? Validity of a test includes content, criterion, and construct validity. Content validity is the ability of the test to accurately include all tasks in the job. Criterion validity is the ability of the test to accurately show that those who do well on the test do well on the job. Construct validity is ability of the test to accurately measure a construct (trait) such as creativity and leadership. Background and Reference Checks. The practice in many organizations is to conduct background and reference checks after the initial screening interview. In others, however, this checking may be done after the employment interview. When the interviewer is satisfied that the applicant meets the qualifications for the job, information about previous employment and other information given by the applicant is investigated. Interviews. The employment interview has been the most widely used and probably the most important step in the selection process. The interview may be conducted by one person or a group of persons in the organization. Some serious doubts have been raised about the validity of the interview as a selection method because of differences between interviewers. [See also Slide 12-14] Medical Examination. A medical examination is the last step before hiring. The Americans with Disabilities Act stipulates that medical examinations must be directly relevant to requirements of a position and cannot be performed until an offer of employment has been given. A medical examination is not required by all employers, but when used, it can only be used to determine if the applicant is physically able to perform the work. Hiring Decision. The most critical step in the selection process is the decision to accept or reject applicants for employment. The final decision must be made carefully because of the cost of placing new employees on the payroll, the relatively short probationary period in most organizations, and affirmative action considerations.

Diversity Management

The workforce is becoming more diverse as increased numbers of minority groups, females, and older individuals are employed. Managing this diverse workforce involves maximizing diversity's potential benefits (greater cultural awareness, broader language skills, etc.) while minimizing the potential barriers (such as prejudices and bias) that can impact company performance. Diversity is defined as the differences in demographic characteristics among individuals such as age, sex, race, religion, culture, national origin, and lifestyle. Because of the diversity, employees think, learn, act, and communicate differently. According to Mondy (2008), effective diversity management involves: Pursuing an inclusive culture Creating a supportive culture Valuing individuals and their needs and contributions Encouraging the continued development of a diverse workforce