In the service industry, service quality, and customers’ inten- tions to return are the cornerstones to organizations success.
Many variables affect the service delivery process that the like- lihood of error is extremely great.
The restaurant industry is a unique and complex business.
Restaurateurs need to be concerned with both product quality and service quality (Bojanic & Rosen, 1994). The execution of proper service delivery is magnified even more in this indus- try because of the high level of employee interaction with the customers. For example, a customer may be completely satis- fied with the food they ordered, but not satisfied with their overall dining experience. Slow, rude, or inattentive service from the server may lead to negative behavioral consequences leading to loss of return customers.
With the complex nature of the restaurant industry, it is the hope of this researcher that the findings of this study can be of benefit to restaurateurs. People play a big role in this industry, from both customer and employee perspectives. In order to build repeat business restaurateurs need to be able to develop the appropriate culture, build proper service programs, and successfully execute these tasks simultaneously. The findings of this study can be used as a starting point to help restaura- teurs develop these systems.
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Ethical principles and practices in human resources management
Frank J. Cavico and Bahaudin G. Mujtaba
H. Wayne Huizenga School of Business and Entrepreneurship Nova Southeastern University Ft. Lauderdale, FL 33314, USA
C H A P T E R
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Human resource management centers on fairness, justice, and advocacy for a company’s most critical resource, its human resources. In other words, human resource management is about ethics, ethical principles, and ethical practices. For eth- ics to be taken seriously by people in modern organizations, it must be related to business and management activities and, most importantly, to a competitive advantage and successful business performance. Otherwise, ethics, at “best,” will be per- ceived as nothing more than a mere “academic” exercise and at worst as an impediment to success. The challenge is to strate- gically link ethics, most specifically business ethics, to a firm’s competitive advantage and overall performance. The purpose of this chapter, therefore, is to discuss ethics, ethical principles, and the requirements of morality in conjunction with claims of business, management, and personal self-interest. The per- ceived conflict between morality and self-interest lies at the heart of ethics; and this relationship is addressed in this chap- ter, as it must be in any true “ethical” endeavor. Overall, basic ethical practices and discussions regarding ethics, values, law, and why business professionals need to focus on morality, are examined in this chapter.