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Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HUMAN RESOURCE MANAGEMENT AND.

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Presentation on theme: "Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HUMAN RESOURCE MANAGEMENT AND."— Presentation transcript:

1 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HUMAN RESOURCE MANAGEMENT AND SUPERVISION

2 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. FOUNDATIONS OF EFFECTIVE EMPLOYEE PERFORMANCE Chapter 4

3 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Learning Objectives 1.Describe special concerns when an entry-level employee is promoted to a supervisory position 2.Explain basic employee motivation strategies 3.Describe procedures for building and maintaining effective teams 4.Discuss the development and management of employee recognition and incentive programs

4 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. The Role of Supervisor Supervising, developing, training, evaluating & rewarding Encourage productivity and quality Plan for success, communicate, teamwork Set operation’s tone by the way they treat employees, and through behaviors and attitudes they exhibit Priority: motivate employees to do their best work Focus primarily on the “people” aspects of management

5 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. The Transition to Supervisor Changing Focus – Working vs. leading – May lose sense of immediate accomplishment & concrete results – Unclear about what they are supposed to do – Must set & monitor standards of quality, productivity and efficiency – Think about the larger picture of the entire operation – Ready, willing and able to assist; not above doing work alongside employees – Must consistently follow all applicable policies

6 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. The Transition to Supervisor Managing Employee Relationships – Trust and respect – Must adjust to being a team leader – Right decision for the right reasons – Not be influenced by past relationships with employees – Treating each staff member fairly is essential – Be clear and honest – Integrity-a most important quality – Must build a cooperative spirit

7 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. The Transition to Supervisor Gaining Experience – Learn from mistakes and avoid same ones in the future – Understand successful strategies – Consider potential effects before acting – Think before speaking : makes it easier to respond – Consider all options in every situation

8 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Motivation Basics Maslow’s Hierarchy of needs (Exhibit 4.3, p. 103) – Physiological – Safety – Social – Esteem – Self-actualization Make a good first impression – Financial and nonfinancial rewards – Share the vision – Help employees belong – Create a career ladder – Explain long-term benefits of staying

9 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Motivation Basics Maintain a Professional Workforce – Guard against harassment; zero tolerance for objectionable behavior – Support cultural diversity; reflect the community Supervise Effectively – Policies administered fairly and consistently – Build a great team and praise it often – Offer recognition, rewards and benefits – Make the workplace fun

10 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Motivation Basics Plan for Success – Clear vision of the desired workplace & a plan to get there – Functional, profitable & quality-based – Employees need to feel good about their work & their role in the operation Help Employees be Successful – Develop on-going training opportunities – Knowledge & skills for success in current position – Recognize employees potential and help them achieve it – Performance appraisals – Mutually determined goal

11 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Motivation Basics Communicate a Consistent Message – Helps to align work with goals – Employees should not guess operation’s priorities – Clear and frequent about what needs to be done = successful employees – Meetings and information posting Acknowledge Employees – Recognizing employees as individuals – Acknowledge at the beginning of every shift – Check in and check on – Say goodbye at shift end and offer words of thanks and/or encouragement

12 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Motivation Basics Express Appreciation – Say “Thank you!” – Send a personal note; copy employee personnel file – Publicly express own or customer’s appreciation – Encourages all to work hard to get recognition Share Information – Satisfies a person’s need to feel secure, valued and involved – Gain employees cooperation for new policies and procedures – Groundwork for asking employees to help solve a problem

13 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Motivation Basics Express Interest – Shows care for employees as individuals and team members – Demonstrates interest about employee work experiences – Be open to hearing perspectives and suggestions – Don’t ask about personal issues; if unsure, don’t ask Involve Employees – Responsibility, contributions, being creative, growth – Typically produces better plans, resolutions and decisions – Listen and acknowledge ideas even if they can’t be used; do not criticize an employee suggestion – Interested employees can participate in matters that affect them

14 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Team Building Simple Teams – Employees who do the same basic kind of work – All must be well trained; if not productivity will be affected – Consistently perform tasks correctly and help each other out Relay Teams – Work of employees affect others in different departments – Affects customers- even if not serving them directly

15 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Team Building Problem-solving teams – If problems too big for one employee or a simple team to handle – Determine problem cause, what can be contributing to it, then resolve it – Cross-functional teams

16 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Team Building Building Effective Teams – Allow team members to make decisions – Work improvement strategies, productivity issues affecting goals – Share establishment’s mission – Set expectations & monitor performance – Access to training & professional development opportunities – Encourage diverse opinions, communication, networking & feedback – Reward when successful – Empower team members with authority – Serve as a role model – Provide positive reinforcement

17 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Team Building 1.Developing Team Goals – Team building – Obtaining information – Planning & organizing – Determining & obtaining necessary resources

18 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Team Building 2.Issues that contribute to ineffectiveness – Poor management style – High turnover – Failure to maintain team priorities – Members do not understand mission & goals – Decisions made without much team input – There are few accomplishments – The level of trust is low – Members blame each other when problems arise – There is little diversity on the team 3.Solutions depend on type of team

19 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Recognition & Incentive Programs Purpose – Motivate employees – Publicly express appreciation and acknowledgement – Reward for meeting a specified goal Planning Successful Programs – High but realistic; clear goals to achieve – Understand what to do to succeed and must believe success is possible – Outline eligible participants and tracking methods – Determine behaviors & accomplishments to be recognized – Reward quickly or program loses focus

20 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Recognition & Incentive Programs Planning Successful Programs (continued) – Implementing the program Announce it during a meeting Post information Explain details; verify employee understanding – Rewards and celebrations Reflect effort employees must expend to achieve Publicly recognize efforts and accomplishments of all who participated

21 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Recognition & Incentive Programs Evaluating the program – Did it motivate most or all? – Did the employees like the program? – Benefits worth the effort and expense? – Anything that could have been improved on?

22 Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Employee Recognition & Incentive Programs Awards Service Awards – Employee-of-the-Month (quarter, year) – Nominated by peers or managers – Significant reward of money, gift, and/or perk Sales and Productivity Awards Customer Satisfaction Awards Safety Awards Longevity Awards


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