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| Preface | |
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| Acknowledgments | |
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| The Legal Landscape | |
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| Introduction to Hiring and Supervising Employees | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Overview of What's to Come | |
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| Tales from the Field | |
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| Increased Competition | |
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| The Changing Labor Market | |
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| Hospitality Industry Jobs | |
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| A Note About Ethics | |
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| Ethical Dilemma | |
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| Workforce Demographics Will Change | |
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| Nontraditional Workers | |
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| Increased Demand | |
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| Industry Remains Strong | |
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| Motivations, Needs, and Expectations | |
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| Training and Motivation | |
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| Hands-on HRM | |
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| The Hospitality Manager's Legal Challenges | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Employment Law and the Equal Employment Opportunity Commission | |
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| Tales from the Field | |
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| Illegal Discrimination | |
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| Bona Fide Occupational Qualification | |
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| Ethical Dilemma | |
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| The Hooters Restaurant Chain | |
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| Sexual Harassment | |
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| Managers Must Establish Guidelines and Policies | |
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| State and Local Employment Laws | |
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| Affirmative Action Plans | |
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| The Americans with Disabilities Act | |
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| Disability Defined | |
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| Reasonable Accommodation | |
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| Avoiding Illegal Questions and Practices Under the ADA | |
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| Age Discrimination in Employment | |
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| Equal Pay Act | |
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| Immigration Reform and Control Act | |
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| Hands-on HRM | |
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| Wage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees | |
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| Chapter Objectives | |
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| HRM in Action | |
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| A Brief History | |
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| Tales from the Field | |
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| Tip Credits and Tip Pools | |
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| Regular Tips | |
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| Tip Retention | |
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| Slow Shifts | |
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| Advance Notice | |
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| Tip Pools | |
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| Ethical Dilemma | |
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| Overtime | |
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| Changes in Overtime Law | |
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| The New Rules | |
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| Executive (Managerial) Exemption | |
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| Administrative Exemption | |
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| Professional Exemption | |
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| Labor Costs, Profits, and Employee Morale | |
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| Hands-on HRM | |
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| Common Law, Negligent Hiring, and Employee Rights | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Common Law and Its Impact on the Workplace | |
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| Tales from the Field | |
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| McDonald's Coffee Too Hot? | |
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| Employee Rights Under Common Law | |
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| Wrongful Discharge | |
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| Ethical Dilemma | |
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| Constructive Discharge | |
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| False Imprisonment, Defamation, and Invasion of Privacy | |
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| Defamation of Character | |
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| Negligent Hiring and Negligent Retention | |
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| Hands-on HRM | |
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| Working with Unions | |
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| Chapter Objectives | |
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| HRM in Action | |
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| States and Metro Areas with a Large Union Concentration | |
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| Tales from the Field | |
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| The National Labor Relations Act | |
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| The Taft-Hartley Act and Right-to-Work Laws | |
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| Local Unions | |
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| Ethical Dilemma | |
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| National Unions | |
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| Multiunion Associations | |
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| Why Employees Join Unions | |
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| The Union Organization Process | |
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| Employers May Not Retaliate | |
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| The Union Contract | |
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| Management Challenges When Working with Unions | |
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| Creating a Positive Work Environment | |
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| Hands-on HRM | |
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| The Employee Selection Process | |
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| Job Descriptions and Job Specifications | |
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| Chapter Objectives | |
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| HRM in Action | |
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| The Employee Selection Process | |
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| Job Descriptions | |
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| Tales from the Field | |
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| Essential Elements | |
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| Performance Standards | |
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| Ethical Dilemma | |
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| Essentials for Success | |
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| Job Specifications | |
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| One Size Does Not Fit All | |
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| Hands-on HRM | |
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| The Employee Handbook | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Rationale for Employee Handbooks | |
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| Tales from the Field | |
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| Employee Handbooks Are Common in Large Operations | |
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| Employees Must Sign for It | |
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| A Well-Crafted Employee Handbook | |
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| Write It Yourself but Have an Attorney Review It | |
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| Ethical Dilemma | |
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| Be Clear, Concise, and Consistent | |
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| Setting the Proper Tone in the Introduction | |
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| Legal Issues and Disclaimers | |
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| Probationary Period, Trial Period, or Training Period? | |
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| What to Include in the Employee Handbook | |
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| Hands-on HRM | |
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| Advertising and Recruiting | |
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| Chapter Objectives | |
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| HRM in Action | |
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| The Labor Market and the Labor Pool | |
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| The Internet Expands the Labor Market | |
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| Tales from the Field | |
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| Smaller Operations Have Some Advantages | |
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| Employee Turnover | |
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| Tales from the Field | |
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| Identifying Potential Job Applicants | |
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| Employee Referrals | |
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| Paying a Referral Bonus | |
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| Recruiting Is Marketing | |
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| Walk-In Applicants | |
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| Ethical Dilemma | |
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| Walk-In Applicants Should Be Welcome | |
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| Advertising for Job Applicants | |
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| Help-Wanted Ads Have Some Limitations | |
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| Diversity-The New Workforce | |
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| Targeting the New Workforce | |
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| Hot Buttons | |
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| Language Solutions for Managers and Supervisors | |
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| Hands-on HRM | |
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| Applications, Interviews, and Background Checks | |
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| Chapter Objectives | |
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| HRM in Action | |
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| The Job Application | |
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| Tales from the Field | |
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| A Fact-Finding Form | |
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| Personal Data | |
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| Employment Status | |
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| Education and Skills | |
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| Work History | |
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| References | |
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| Tales from the Field | |
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| Signature Line | |
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| Analyzing Application Forms | |
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| Preparing for the Job Interview | |
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| The Job Interview | |
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| Process Is a Two-Way Street | |
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| Conducting the Interview | |
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| The Applicant Should Do Most of the Talking | |
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| Don't Oversell the Position | |
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| Check for Any "Knockout Factors" | |
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| Closed-Ended and Open-Ended Questions | |
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| Situational and Behavioral Questions | |
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| How Long Should the Interview Last? | |
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| Questions to Avoid | |
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| The Job Offer | |
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| The Act of the Employee | |
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| Ethical Dilemma | |
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| Background Checks | |
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| Why Conduct Background Checks? | |
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| Obtaining the Applicant's Permission | |
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| Many Employees Have Skeletons in Their Closets | |
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| Who Performs Background Checks? | |
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| Who Should Be Checked? | |
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| Reference Checks | |
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| Should I Give References on a Previous Employee? | |
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| Hands-on HRM | |
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| Orientation and Training | |
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| New-Employee Orientation | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Starting off on the Right Foot | |
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| The Need for New-Employee Orientation | |
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| Tales from the Field | |
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| Benefits of Orientation | |
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| The Benefits to the Company Overall | |
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| The Benefits to the Supervisor and to Management | |
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| The Benefits to the Employee | |
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| Orientation Programs | |
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| Ethical Dilemma | |
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| Make New-Employee Orientation Fun | |
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| Avoid Common Mistakes | |
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| Work with a Checklist | |
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| Before the New Employee Arrives | |
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| First Day on the Job | |
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| During the First Week | |
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| Tales from the Field | |
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| Hands-on HRM | |
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| Training to Performance Standards | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Training Now and Development Later | |
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| Benefits of Training and Development | |
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| Tales from the Field | |
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| Performance Standards and Needs Assessment | |
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| Understanding Performance Management | |
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| Ethical Dilemma | |
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| Importance of Performance Standards | |
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| Performance Standards and Training | |
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| How to Set Performance Standards | |
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| Determining Training Needs | |
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| Approaches to Needs Assessment | |
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| Determining Training Objectives | |
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| Learning Principles | |
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| Considerations When Selecting Training Techniques | |
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| Training Methods | |
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| Problems Associated with OJT | |
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| Problems with Job Rotation and Cross-training | |
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| Train the Trainer Programs | |
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| Off-the-Job Training Methods | |
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| Increased Use of Technology | |
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| Other Training Methods | |
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| Internships | |
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| Role Playing | |
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| Case Study | |
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| Self-Study | |
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| Evaluating Training | |
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| Hands-on HRM | |
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| Communication and Motivation | |
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| Performance Appraisals that Work | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Everyone Benefits from Effective Performance Appraisals | |
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| Informal and Formal Appraisals | |
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| Common Performance Appraisal Problems | |
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| Tales from the Field | |
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| Understanding Rater Biases | |
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| The Halo-or-Horns Effect | |
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| The Error of Central Tendency | |
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| The Leniency and Strictness Biases | |
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| Cross-Cultural Biases | |
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| Personal Prejudice | |
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| The Recency Effect | |
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| Similar-to-Me Bias | |
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| Overcoming Obstacles and Reducing Errors | |
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| Performance Appraisal Methods | |
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| Ethical Dilemma | |
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| Rating Scales | |
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| Checklists | |
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| Forced Choice Method | |
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| Critical Incidents Method | |
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| Behaviorally Anchored Rating Scales | |
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| Self-Appraisals | |
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| 360-Degree Performance Appraisal | |
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| Evaluation Interviews and Employee Counseling | |
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| Legal Constraints in Performance Appraisals | |
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| Hands-on HRM | |
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| Effective Communication and Feedback | |
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| Chapter Objectives | |
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| HRM in Action | |
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| The Communication Process | |
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| An Example from Marriott | |
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| Tales from the Field | |
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| Which Communication Method Is Best? | |
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| The Employee Grapevine | |
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| Downward and Upward Communication | |
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| Tales from the Field | |
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| Verbal and Written Communication | |
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| Ethical Dilemma | |
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| The Information Superhighway | |
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| Corporate Web-Surfing Policies | |
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| Common Obstacles to Effective Communication | |
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| Cultural Differences | |
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| Differences in Background | |
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| Prejudices and Perceptions | |
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| Assumptions and Expectations | |
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| Emotions | |
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| Overcoming Barriers to Effective Communication | |
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| Active and Passive Listening | |
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| Providing Effective Feedback | |
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| The Role of Positive Feedback | |
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| The Role of Negative Feedback | |
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| Guidelines for Providing Feedback That Works | |
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| Hands-on HRM | |
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| Employee Discipline | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Causes for Discipline | |
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| Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored | |
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| Tales from the Field | |
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| How to Ensure Acceptance and Compliance | |
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| Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude | |
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| Employees Have Personality and Motivational Problems | |
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| Troublesome Environmental Factors | |
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| Preventive and Corrective Discipline | |
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| Oral or Verbal Warning | |
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| Written Warning | |
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| Suspension | |
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| Ethical Dilemma | |
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| Termination | |
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| Six Discipline Don'ts | |
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| Don't Regard Discipline as Punishment | |
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| Don't Make Discipline a Me Against You Confrontation | |
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| Don't Do Too Little Too Late | |
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| Don't Create New Rules "on the Fly" | |
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| Don't Take a Nonprogressive Approach Unless Unavoidable | |
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| Don't Ignore the Root Causes | |
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| Five Discipline Dos | |
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| Do Thoroughly Investigate | |
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| Do Confront the Employee | |
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| Do Get a Commitment | |
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| Do Use Progressive Discipline When Possible | |
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| Do Follow Up on Employee Discipline | |
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| When to Terminate an Employee | |
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| Legal Implications When Terminating an Employee | |
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| Guidelines for Terminating an Employee | |
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| Hands-on HRM | |
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| Employee Motivation through Quality Leadership | |
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| Chapter Objectives | |
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| HRM in Action | |
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| Relationship between Leadership and Motivation | |
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| Motivational Theories | |
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| Early Theories of Motivation | |
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| The Traditional Model | |
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| Tales from the Field | |
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| The Human Relations Model | |
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| The Human Resources Model | |
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| Later Theories of Motivation | |
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| Maslow's Hierarchy of Needs | |
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| Herzberg's Motivation-Hygiene Theory | |
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| Modern Approaches to Motivation | |
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| The Expectancy Approach | |
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| Implications for Hospitality Managers | |
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| Ethical Dilemma | |
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| Making the Reward System Cost-Effective | |
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| The Equity Theory | |
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| Putting Motivational Practices to Work | |
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| Employees Seek Praise | |
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| Employees Seek Convenience | |
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| Employees Seek Fun | |
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| Employees Seek Money | |
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| Employees Seek Importance | |
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| Employees Seek Success | |
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| Employees Seek Advancement | |
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| What Is Leadership? | |
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| Early Leadership Theories | |
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| Modern Views and Charismatic Leadership | |
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| Formal and Informal Authority | |
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| Deciding Whom to Promote | |
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| Technical Skills | |
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| Human Relations Skills | |
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| Conceptual Skills | |
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| What's Your Style? | |
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| Which Style Is Best? | |
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| Hands-on HRM | |
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| Index | |