Hospitality Employee Management and Supervision Concepts and Practical Applications

ISBN-10: 0471745227

ISBN-13: 9780471745228

Edition: 2007

Authors: Kerry L. Sommerville

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Description:

In many hospitality establishments, the manager or supervisor is the human resources department, expected to make all the hiring and training decisions. This practical guide takes each of three important steps (hiring, training, retraining) and breaks each of them down into their simplest elements.
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Book details

List price: $101.95
Copyright year: 2007
Publisher: John Wiley & Sons, Incorporated
Publication date: 2/26/2007
Binding: Paperback
Pages: 360
Size: 7.50" wide x 9.00" long x 1.00" tall
Weight: 1.650
Language: English

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