This book is about being a leader in the hotel and restaurant industry; it's about managing people and controlling labor costs. This book argues that the management of labor in the hotel and catering industry must accommodate the primary characteristics of the industry.
To see the importance of this, perhaps it is best to start at the beginning. To understand this, it is necessary to look again at what is exchanged.
The covert side of the
0 The true nature of the psychological contract remains secret unless it is triggered by some event that calls into question the assumption of either partner.
Managerial behaviour is a form of communication!
In 2 others To do what you are natural at or find comfort in work. The first three dynamic pressures occur in all jobs, but the fourth, exclusive to personal service workers, can often be a countervailing pressure to management demands.
3 Motivation
What will become apparent is that there is a huge element of chance in motivating others. Because motivation is always linked to performance, it is easy to forget that there are wider implications and wider applications of motivational strategies.
What motivates?
It is this last thought that so supports the advocates of job satisfaction. Unfortunately, this brings with it an unfortunate plague and that is that when driving satisfaction, managers tend to view motivation solely in terms of satisfaction and dissatisfaction.
Herzberg
An interesting example of the harm that can be caused by focusing on work as a source of job satisfaction is neglecting the motivation of the actual end product or service. It used to be assumed that only artisans such as chefs could derive such satisfaction from the pride in their skills and achievements.
Snyder and Williams
The argument here is that we construct a subjective world that gives meaning to everything in relation to itself.
How does motivation work?
Expectancy theory
The expectation is that making more calls (effort) will result in more sales (performance) and that the bonus will be imminent. O on what basis do we estimate that our 'E will produce the required performance and receive the reward.
Equity theory
The person then estimates that by consuming more "E" he will create a reward and that this reward will satisfy his original need. It is important to note that this comparison is only a trading of perceptions, very little may be visible or actual.
Job choice and motivation
For example, Maslow's theory of needs does not state that needs can only be satisfied in the workplace. The essence of everyday work in the hotel and catering industry is that it at least has the potential to be personalized.
The way we live and motivation
The principle at stake here is called the Integration Principle, and it highlights how such work values can be strengthened or weakened by the extent to which the workforce is integrated into the wider local community. Employees in the hospitality industry are often physically isolated, work irregular hours when the rest of the population is free and live in provided housing.
Motivation and motivating
If the workforce is somehow isolated from wider society, then it is likely that their work values are reinforced by life outside of work and then return to work as an attitude. In these circumstances, one would expect that work values would be quite dominant values overtime as well, but the message for management is that this reinforcement process can work on both positive and negative feedstock.
McGregor
The point being made here is that we cannot motivate ourselves while we are in any way anxious. A moment's reflection shows us that we don't always behave in a way that represents how we feel.
Distortion
Festinger
The more extreme the feeling of self-blame, the more pressure within to rationalize the situation away or to shift the blame to someone else, e.g. Furthermore, if you can't see that "action is possible," then the pressure to rationalize is much greater.
Dilution
Conceptual framework
Unfortunately, this problem of identifying cause is not a simple one to try to unravel the processes of rationalization and strategy; there is the serious problem of multiple causation and cumulative causation. Many things can be wrong at the same time and, although they may not all be pressing, accumulation can occur with the result that the behavior may only focus on the most salient of the grievances, making life difficult for the potential. solutions.
How should we approach grievances?
It's not just a case of 'rotten wages, tools are breaking down and I can't stand the supervisor'. If someone says they have a problem with pay, but you have found the cause to be the relationship with the supervisor, both the "real" problem and the employee's own interpretation should be taken seriously, because both are real to the individual.
Your authority
Procedure
Good habits
5 Groups and teams
1 If people behave differently when they are part of a group than when they are just a set of individuals, it is essential for managers to be able to recognize when a set of individuals is a group. If a set of individuals working alone can produce the same or greater output, then why organize on a group basis.
Group process
So far it has been suggested that groups have norms, can achieve cohesion and define themselves as successful, but this all depends on members wanting to be part of the group. If that anticipation isn't there, simply calling them a group will make them nothing more than a set of individuals who all happen to wear white.
Group identity
0 Violating the group norm means violating cohesion and placing a personal level of performance on the group task.
Intergroup relations
If the leader is appointed, are they part of the group - sharing his group process. This gives them the disadvantage of not knowing the norms of the group, but the advantage of having a ready 'distance'.
6 Commitment, job
A concern for quality needs employee commitment
Whether they leave or stay is an indicator of job satisfaction and commitment. But crucial because workforce turnover and engagement will be shown to depend on it.
Labour turnover; reversing the question
Although it is easy to imagine the relationship between job satisfaction and labor turnover, the relationship between job satisfaction and commitment is more complex and in some ways quite surprising. To understand the relationship between these three concepts it is necessary to start with one behavioral aspect, that of.
Every individual makes their own job satisfaction; it is a process
This is not to say that everyone will be able to create an acceptable level of job satisfaction. So what happens when some of the favorite job features are not available in that particular environment.
What is commitment? It it just motivation by another name?
If this is true, then we would expect dedication to follow job satisfaction with perhaps a slight lag. In other words, achieving job satisfaction from the very beginning is good, but not a harbinger of commitment.
What is the psychological value of commitment?
The lessons for managers W
To understand what empowerment is, it is necessary to recognize that it is about organizational behavior and about change. It is a new form of organizational behavior and structure that arose as a result of a perceived need for organizational responsiveness and which is itself the mechanism that enables organizations to be responsive.
What is empowerment?
In fact, the ideas of engagement and empowerment work together and form the basis of the concept of "quality". What is new about the empowerment movement is that it takes a basic idea from motivation theory that employees respond to autonomy and achievement, and puts it into an overall product or service design.
The logic of empowerment
In a sense, these organizational changes are the 'context' for empowerment rather than leading directly to it. What leads directly to the concept of empowerment is the recognition that it is never q for an organization to be responsive, and that there is no one ideal structure that guarantees such responsiveness.
The limits of empowerment
While the former is 'rule bound', the latter is more open, less rule bound and capable of rapid change. 2 The limits of customer perception of that product or service and the likely discrepancy between the organization's definition of the product and service and the customer's definition.
The management-worker relationship in the context of empowerment
Change and learning
In terms of technical production, the normal situation would be managers laying down the product and system and errors being picked up as they occur. This is followed by giving them the authority to change their own working methods to improve the product.
Why learn about attitudes?
Introduction
We can observe behavior because it is always there, but attitudes only appear to be 'spotted' from time to time in the 'bird's eye' way. This often leads to confusion in survey work when it is not clear whether the survey is measuring attitudes or opinions.
What is an attitude?
No object is in constant focus, so if the relationship is anchored, the anchor must be wider, deeper, and wider than the fleeting focus on the object. This property of the relationship is inherent in itself and is reaffirmed by the positive-negative character of the relationship.
The character of attitudes
The message of the attitude-perception relationship is that to change an attitude you have to change the way the object is perceived, which is like saying change the way the object is categorized, move it to a different lock- up.
Inside an attitude - its components
3 Affective: This component is concerned with the object in terms of interest in, appreciation of, feelings for, belief in, etc. Not only are attitudes learned, they are also determined by the acceptance or rejection of other people important to the individual finds.
Attitudes run in packs
It would be great if we could predict behavior from attitudes, but unfortunately it's not really possible. Characteristics of people who would be in favor of half bottles of wine and characteristics of those who would be negative towards the poor half bottle.
Attitude measurement
To construct the survey, the researcher should have two artificial "ideal types" in mind. Separates business and pleasure Combines business and pleasure Health care Don't worry too much.
8 Pay is never neutral
Pay and leisure
It is worth noting that this whole argument can be turned on its head and free time can be used as an incentive rather than a reward. The lessons to be learned from the relationship between wages and leisure are, first, that higher wages increase the quality of leisure time, but always carry the risk of a turnaround, and second, that easy work that matches domestic financial needs and leisure is a real motivational strategy.
Grumbles, gripes and more
It's too easy to think that only rich people have free time - they have more free time and more expensive free time - but non-work time can be enjoyed, and therefore valued, regardless of income. When people say they are unhappy with their pay, we don't really know what they are unhappy about.
Interpretations of pay relationships
Pay and pay systems
In a sense, the tipping system solves this type of complaint before it occurs, but not before it is felt. It is not difficult to see the vicious circle that can follow from this kind of situation.
9 Organizations and
Perception of authority
1 Employees may generally accept management's authority, but object or withdraw legitimacy to certain acts of authority - 'I will do whatever you ask, but not that. 3 The legitimacy of authority is related to the source of that authority as seen by the employee.
Sources of authority
2 Perceptions of authority matter in relationship and form 3 Demonstrable competence can overcome any contradiction 4 The manager's own perception of anything will change as. 5 The manager's perception of authority will be influenced by the form of authority embedded in the organization.
Other sources of authority
This is only true in a legal sense - other sources of authority, legitimate or otherwise, are always free. The central point here is that these alternative sources of authority present managers with a challenge when they wish to make changes.
Authority and structure
One of the most striking characteristics of the hotel and catering industry is that the rapid turnover of the business requires strict formal financial controls, but the actual activities representing that business are very difficult to formally control.
Power and authority
What is being said here is that the rules of discipline must be considered legitimate, which in the case of power means rights. The difference is that the answer to an authority problem would be 'you have no right to tell me to do that' whereas the answer to a power problem might be 'that's unfair'.
Authority and communication
It is the idea that power is judged by how it is used, rather than by its existence, that brings the two concepts together again. The merit of clarity is usually seen as giving the recipient of the communication a clear and unambiguous understanding of what is required.
1 O Productivity
2 To manage the relationship between a predicted demand for labor and the actual supply of labor. On the other hand, how should a sales forecast be translated into a forecast demand for labor.
Setting a performance standard 3
To illustrate its importance, it is appropriate to return to that central feature of life in the hotel and catering industry – short-term sales instability. It's not an exact science because the starting point is a sales forecast that can be wrong, but you have to work from something.
Workload analysis
Objective 1 Matching labour supply and demand
The occupation under measurement is chambermaid and there are thirty-two servants employed. The purpose of Table 10.1 is to show the manager where oversupply or undersupply will occur.
Estimating the optimum level of full-time employment
The argument is that the situation is manageable in advance if the position is clear. What should be emphasized is that because the problem is fluctuations in business, the measurement technique is necessarily trial and error and highly dependent on the conditions of adjustment.
The comparison of actual productivity with forecast
It is clear that the interpretation of these figures depends on the ease or difficulty of the hotel in adjusting the labor supply. This means that on day 1 the restaurant was overstaffed and they actually only needed seven waiters to serve that amount of guests.
Managing labour supply
The actual labor supply figure can always be obtained through timesheets or payroll documentation. Given the short time span in which adjustments need to be made, the most common ways to expand the labor supply are: overtime, some form of bonus system, casual work, and part-time employment.
Productivity and work scheduling
A faster method is to time stamp each bill or check and use that as the collection basis. If there is a post-audit function, they can be delegated to sort the accounts in an hourly time frame.
Productivity and functional flexibility
However, if 100 percent substitutability were the case, the remaining minimum would be equal to the highest total expected demand across all jobs. If we assume that lack of staff to meet demand negatively affects quality and we want to maintain quality, then logically we will need to staff up to the highest level of demand.
Work study
Problem 1 The efficiency of group work
The basic idea of work sampling is to take a kind of photo of the work group at set times during the day. In this type of exercise, the coverage should be all-encompassing, it is not good to look at part of the group.
Problem 2 The best way to clean a room
The objective of the work study would be to find the best methods for accomplishing each task which is mainly a matter of having the right equipment, and to obtain the best sequence of work. String length measures total travel length and is compared between sweepers.
11 The measurement of
1 If one of the pairs in a comparison has undergone a large change in employment level (up or down) during the period, you are not comparing like-for-like because the percentage figure does not capture the essential relationship between recruitment and labor turnover described in Chapter 16. A figure of 100 percent labor turnover can be produced by the 400 percent turnover of a quarter of the target population, thus concealing both a more serious problem and an important characteristic of the majority.
Work progress in different departments or in different locations can be compared. 2 The employment turnover rate may obscure areas of stability within the target population.
Stability index
Where the change is an increase, the measure of labor turnover becomes suspect and where it decreases, the stability index loses its power. The nine hotels illustrated in Table 11.1 show a similar level of stability, but at the same time a wide distribution of turnover rates.
12 Recruitment and selection
You start with the job because a large part of the job market opportunities can be assessed by the nature of the job you are recruiting for.
First look at the job
1 Size (large/small)
2 Status (primarykecondary)
4 Pay level (high/low)
5 Pay distribution (wideharrow)
Personal qualities The bigger Produces a larger market that responds quickly to changes in supply and demand and has a wide spread of wages. There is an 'active principle' at work where job characteristics and labor market characteristics converge - it is a 'substitution effect'.
Now look at the person
Recruitment strategy
Usually it is one defender or one forward, but eleven substitutions would be more effective and would bring down the price of the starting eleven. Type of establishment: Hotel, hospital or professional office Workgroup size: Prefers small workgroups.
The employment interview
The objectives of the employment interview
The structure of the employment interview
Interview format
Should you know the job?
In the case of the latter, additional information must be added to the situation. The more realistic and "live" the knowledge is, the more likely it is that the answer score will move from "yes, they can" to "yes, they will probably be good."
The situational interview focuses on the job and asks: Can the applicant comply with good practice in this job. In other words, the strategy is to research their past employment to see what the applicant is.
General and open questions
The answers to the episodic questions in Table 12-2 will be more revealing because they yield more precise information. As they say in detective stories, "We have the facts, but no motive." Occasionally questions should invite the obvious retort - why did you do that.
Closed questions
Here the questioner went from the general and, working from the answers, narrowed down to a specific piece of behavior.
Does the job make a difference to the strategy?
When reviewing the material on personal relationships, the central question would be: 'How do the personal relationships match the requirements of the job?' Also: 'What effect might the job have on these personal relationships?', 'What change, if any, is implied?'. More than any other aspect of the process, they carry the assumption that the past indicates the future, that performance in one job has some continuity with the next.
Evaluating between applicants
Biases and traps
The problem with this solution is that it is more difficult to take notes on the lap, and of course notes must be taken. Here is the interviewer's primary physical problem - how to concentrate and take notes at the same time.
Some bad habits
The worst situation is that you can't remember the answer to the key question when you take the final assessment. Not just for the interview, but time to evaluate the data before the interview and time to think about your decision.
13 Appraisal
To a large extent, the performance of evaluators depends on the integrity of the system.
Purposes: a case of potential ambiguity
If there is ambiguity in the system, interviewers will become defensive and managers will become cynical about the system itself. If an employee does not perform properly in a certain area of work, it does not matter in the least whether he is better or worse than someone else.
Resolving the ambiguity
Job alignment
1 The visible results of the employee's work that are under control. 2 What the employee is good at. For example, important points of the job that are not measured, that the incumbent is not good at or enjoys are neglected.
The type of work and the systems
A review interview can find this bias and reacquaint the incumbent with the priorities as seen by upper management. A receptionist may enjoy working with the computer and finds it easy, moreover the control system requires regular reports but no attention is paid to guest relations.
Common faults of the system
The appraisal interview
What skills are required
Preparation and strategy
People have priorities, and by asking for their priorities, the interviewer can also find out what they like and don't like. When the interviewer encounters an obstacle, he should check that it is real and not just an invented excuse.
Common faults in the interview
Again, starting from reported performance, it is helpful to list good and bad performance indicators. Using this as a guide, the interview should evoke feelings about these aspects of the job.
14 Grievance and dispute management
Prevention
The pattern of conflict behaviour: the case of high labour turnover
3 Distribution of Effort and Reward It is suggested that there is no point in rewarding seniority because productivity comes from individual effort and does not increase with years of service. Things like the distribution of days off have no economic impact, but are of enormous importance for operational health.
The case of the junior managers
As a generalization, recruiters focus on the person's ability to do the job, but neglect to find out if the person has actually considered the job in terms of their home life.
Policies that help
Grievance and dispute procedures
Second, this form of resolution is healthier for the organization in the long run than the alternative form of resolution, which is an informal settlement. There is enough evidence to show that when the informal settlement system dominates, it ends up in an expensive mess with unofficial privileges that have to be bought out.
Impact of a procedure upon a grievance
The real advantages of the formal procedure are, first, that by bringing the complaint into the open they force decisions to be in line with some principle of justice or precedent. The danger of informal systems is that they use 'favors' and 'reciprocity' as a basis for settlement, which are inherently secret and open to misinterpretation.
Designing a procedure
Second, there are levels of authority which are superimposed on the stages of the complaints procedure. For example, the first two stages may attempt to resolve the complaint at supervisory level, after which the remaining stages move to an increasingly higher level of authority.
Key issues in designing a procedure
Fourth, there is the matter of formality; the extent to which the procedure is rigorously written and implemented. Finally, there are time limits set for the duration between each phase to prevent undue delays.
15 Personnel
This is actually the second point of influence - supporting the economic goals of the organization by trying to find the most productive people. Promote and maintain goodwill and reputation of the organization on the labor market and with external institutions.
Essential good habits in personnel administration
To give individual employees the feeling of confidence that their affairs with the organization are being administered correctly. Every activity has its basic 'good housekeeping' rules and personnel administration is no exception.
Hard datalsoft data
Principles of designing personnel data collection
Day-to-day administration - policy
Viewed as a list it looks daunting, but having the basic documentation automated makes many of the other features much easier to manage. The argument here is that if the basic things are done right, management strategies related to the business have a higher chance of success.
16 How labour markets work
What are labour markets?
An employer may think it will be easy to recruit a certain skill and set the rate accordingly, but may find that it is not. While it is difficult to learn about a labor market, it is a matter of reading signals in society such as the general level of employment, education trends and major changes in the birth rate.
Adam Smith
According to Smith, all these factors affected the price of labor because they affected the decision maker. Regardless of the size of labor markets, managers have a wide range of tools at their disposal to solve labor market problems, e.g.
However, if we have to raise wages to get more labor, the supply of labor is somewhat inelastic. Quite simply, it is the common sense notion that 'the longer a person stays in a job, the less likely they are to leave'.
A case of expansion
This behavioral trend has real significance for labor management because it unites recruitment with labor turnover. But that would be wrong because it assumes the labor turnover rate will stay at 20 percent, when it won't.
A case of contraction
In fact, it is possible to go further here – the relationship is so important that it somehow infiltrates almost every aspect of human resource management.
The idea of internal labour markets
Such tranquility can be disturbed by the external labor market supplying better and cheaper people. Conversely, if ports of entry are limited to a few jobs and strict hiring standards are enforced, then the organization is quite 'closed' to the vagaries and vagaries of the external labor market.
Summary
There are others, but the point here is that the choice to promote a strong labor market may limit management's use of these alternative options. In this way, management behavior at the interface of two labor markets is a good general indicator of the character of the organization's internal labor market.
17 Hotel and catering labour markets
What this all means is that hotel and catering skills are specific to a particular industry and in such circumstances we expect to find mobility mainly within the hotel and catering industry with mobility in and out of the industry limited to unskilled jobs and issues of attachment - connection to the labor market itself. However, in the case of the hotel and catering industry, we have a market that is very clearly defined by a skill set, primarily one of explaining the pay structure and the skill structure.
The institutional sector assuming that the higher end of the price range requires the highest level of skills. 2 The non-transferability of skills across occupational boundaries- 3 The 'skills pyramid' structure of industry offering mobility. 4 On-the-job training capacity.
The skill model and pay
The constantly fluctuating nature of consumer demand
We will now consider the skills model and the nature of consumer demand together. Since it is easier to match the supply of unskilled labor with that of skilled labor, it is always in the interest of management to decouple skills.
Demand fluctuations and the organization
The problem here is that the skilled are necessary and important, but they are in the minority and it is very difficult to operate two management strategies in the same unit. However, the most pressing case against building a staffing policy around the skilled rather than the unskilled is that the unskilled produce more income and profits.
Weak internal labour markets and vocational
One of the strange ironies of weak internal labor markets is that the sheer absence of any specific criteria for promotion often results in a high rate of promotion from workers to supervisors. From this it would follow that the influence on management remuneration would be the output of vocational education and the rate of promotion from unskilled to skilled.
Market segmentation
If units promote from within, the rate required to persuade unskilled workers to learn more and take responsibility becomes the rate at which the products of vocational education enter industry. In other words, people who build careers on the job compete with those who use vocational qualifications to launch their careers, and the level of pay that arbitrates this relationship is umbilically linked to the rate for unskilled students.
18 Overtime and labour
The behavioural implications of overtime
The high fluctuation in demand in the product market and the volatility in the labor market both cause fluctuations in the demand for labor. In the case of increased labor supply, the payment system automatically increases earnings when effort is made.
Labour costs and labour turnover
In other words, the decision to incur such costs is not just a function of the rate of labor turnover (eg staff wages). What is important is that it derives from the duration of a vacancy and not from the rate of labor turnover.
19 Pay administration
In the model described in Chapter 17, it is suggested that units in industry depend on the external labor market, so the rationale for whatever internal structure exists would be that it is the result of market forces.
What is a pay structure supposed to do?
Changing the salary structure in the absence of either of these two conditions risks creating more discontent.
Job evaluation
The existing pay structure
The selection of evaluators
At the outset, management must decide whether to maintain the job evaluation program under their sole control and. Access to expert advice on job evaluation is essential, but the qualities needed for an evaluator are common sense and enough knowledge to be able to understand a job description - nothing more, nothing less.
The appeals system
If a participatory approach is adopted, the key issue of representation on the evaluation committee remains. The problem with representing each department is that 'interests' take over and the tendency is to maintain the status quo.
The entrance of new jobs into the pay structure
The effect of job evaluation on communication in the organization as a whole
The message is that a trigger point job evaluation exercise has a profound effect on an organization's communication system. This effect is likely to have lasting consequences, and in this case the communication system is permanently reformulated.
The system of job evaluation
Job ranking
Step one
Step two
Step three (optional)
Step four
Step five
Step six
Comment
Points method
Step three
Step six
By plotting payment against equally distributed points, it is possible to see how jobs fall into groups and to see the distance between groups. After this is done, it is necessary to form grades and there is no scientific way to do this - the grouping and distances between them are only a guideline.
The Castellion method
Key jobs or benchmark jobs
A review
Pressures on job content: the danger and challenge for job evaluation
Pay structures and pay systems
Likewise, differences in merit should not be stifled by the lower end of the grade above. The greater the overlap of grades, the greater the weight given to the incumbent of the job against the value of the job content.
Pay surveys
There should be some degree of overlap between pay grades to allow for seniority and merit increase. Merit can exist without the possibility of promotion, so the increase in merit must be able to overcome the lower points in the grade above.
What do pay surveys measure?
Absolute value of salary by occupation and company and (b) differences in pay by occupation and company. If the survey is repeated at time intervals, it can add other dimensions to the data. a) Absolute value of payment according to profession and company.
Some problems associated with setting up a pay survey
It is not difficult to see that both types of indexing can be usefully combined. The surveyor should at least be aware of occupations that are somehow related to each other.
Interpretation
