Human Resources Management in the Hospitality Industry by David K. Hayes and Jack D. Ninemeier Instr

Type:

Instructor Manual

Human Resources Management Resource: in the Hospitality Industry Edition:

1st Edition

Author(s):

David K. Hayes Jack D. Ninemeier

INSTRUCTOR’S MANUAL TO ACCOMPANY

Human Resources Management in the Hospitality Industry David K. Hayes, Ph.D. Jack D. Ninemeier, Ph.D.

TABLE OF CONTENTS Preface

v

Chapter 1

Introduction to Human Resources in the Hospitality Industry

1

Chapter 2

The Legal Environment of Human Resources Management

13

Chapter 3

Human Resources Management: Policies and Procedures

28

Chapter 4

Employee Recruitment and Selection

45

Chapter 5

First Impressions and an Ethical Foundation

58

Chapter 6

Planning Training Programs

72

Chapter 7

Delivering and Evaluating Training Programs

89

Chapter 8

Compensation Programs

107

Chapter 9

Performance Management and Appraisal

122

Chapter 10

Employee Health and Safety

135

Chapter 11

Role of Human Resources in Strategic Planning and Organizational Change

147

Chapter 12

Critical Issues in Human Resources Management

160

Chapter 13

Human Resources: Planning for Global Expansion

175

Study Guide Solutions Chapter 1

Introduction to Human Resources in the Hospitality Industry

189

Chapter 2

The Legal Environment of Human Resources Management

190

Chapter 3

Human Resources Management: Policies and Procedures

191

Chapter 4

Employee Recruitment and Selection

192

Chapter 5

First Impressions and an Ethical Foundation

193

Chapter 6

Planning Training Programs

194

Chapter 7

Delivering and Evaluating Training Programs

195

Chapter 8

Compensation Programs

196

Chapter 9

Performance Management and Appraisal

197

Chapter 10

Employee Health and Safety

198

Chapter 11

Role of Human Resources in Strategic Planning and Organizational Change

199

Chapter 12

Critical Issues in Human Resources Management

200

Chapter 13

Human Resources: Planning for Global Expansion

201

iii

Chapter 1 Introduction to Human Resources in the Hospitality Industry Lecture Outline →Slide 1

Overview of Hospitality Industry Importance of human resources; Hospitality industry as a “people business.” →Slide 2 Hospitality industry – The range of for-profit and not-for profit organizations that provide lodging and/or accommodations including foodservices for people when they are away from their homes. →Slide 3 Travel and tourism industry includes transportation services, hospitality industry, and destination businesses.

Hospitality industry can be divided into three segments: • The lodging segment includes hotels, conference centers, destination resorts, camp and park ground facilities, and inns.

• The foodservices segment can be divided into two general components. For-profit operations include hotels, restaurants, caterers, and retail operations. Not-for profit operations include foodservices offered by educational facilities, healthcare institutions, the military, business/industry organizations, religious and charitable groups, correctional facilities, and transportation companies.

• “Other segments” can include organizations such as private clubs, sports and recreational foodservice operations, cruise ships, casinos, vending businesses, and amusement and theme parks. →Slide 4 Labor-intensive – The situation in which people rather than technology and equipment are used to provide products and services for an organization’s consumers.

Revenue – The amount of money generated from the sale of products and services to consumers of the hospitality operation. →Slide 5 Human Resources (HR) – The persons employed by a hospitality or tourism organization.

Human Resources Management (HRM) – Processes used by a hospitality or tourism organization to enhance its performance by effectively using all of its staff members.

Regardless of the industry segment in which they work, or in what industry they work, most employees have the same basic wants and needs.

1

→Slide 6 Intrapreneur – An employee of an organization whose compensation, in whole or in part, is based upon the financial performance of the part of the business for which the person is responsible. →Slide 7

Managing Human Resources in the Organization Management process – The process of planning, organizing, staffing, supervising, controlling, and appraising organizational resources to attain goals. →Slide 8 Resources – What an organization has available to achieve goals. Examples: people (human resources), money, time, machinery, processes and procedures, energy (utilities) and products such as food, beverages, and supplies. →Slide 9 Basic management functions include human resources responsibilities. (Planning, Organizing, Staffing, Supervising, Controlling, Appraising) →Slide 10 Job descriptions—A list of tasks which a person working within a specific position must perform.

Managers – Staff members in the organization that direct the work of supervisors.

Supervisors – Staff members in the organization that direct the work of entry-level personnel. →Slide 11 Corporate culture – Shared beliefs, experiences and norms that influence how “things are done” within an organization.

Value-added – The concept that the benefits of money spent on something are worth more to an organization than the amount of money that is spent on its purchase. →Slide 12 Employee turnover – The proportion of total employees replaced during a specific time period.

For example, the annual turnover rate can be calculated: number of employees leaving during year ÷ by number of employees in the work force.

Three basic strategies to address labor shortages: • Keep the people currently employed; reduce the turnover rate • Increase productivity • Recruit from non-traditional labor markets →Slide 13

Human Resources Activities 2

Human Resources Department – The department within a large hospitality or tourism organization with the responsibility for recruiting, screening, and developing staff members.

Persons in this department also administer compensation and benefit programs, coordinate safety practices, implement labor law requirements and, if applicable, administer collective bargaining agreements. →Slide 14 Staff specialists – Persons with technical expertise in an area such as human resources that provide advice to, but do not make decisions, for managers in the organization’s “chain of command.” →Slide 15 Activities • Recruiting/selecting • Training and development • Compensation and appraisal • Protection and communications →Slide 16 External Influences • Legislation • Competition • Consumer preferences • Demographics • Global issues • Ethical concerns • Economy Employee unions—An organization of employees who act together to protect and promote their interests by collective bargaining with representatives of the hospitality and tourism organization. →Slide 17 Internal Influences • Policies – Rules and regulations established by an organization that specify how applicable staff members should act.

• Work Procedures – A course of action or steps to be used to accomplish an objective; usually developed to describe how a work task should be accomplished.

• Empowerment – The act of authorizing employees to make discretionary decisions within their areas of responsibility.

3

→Slide 18 Internal Influences • Corporate culture • Long-and short-term plans Down-sizing – Activities implemented to eliminate jobs in efforts to generate greater efficiencies and cost savings.

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Management judgment and experience →Slide 19

Diversity in the Hospitality Workplace Diversity – The broad range of human characteristics and dimensions that impact the employees’ values, opportunities, and perceptions of themselves and others at work.

Many persons argue that a diversity effort should be implemented and kept on-going because “it is the right thing to do.” However, it is also possible to make a strong business case for a diversity effort.

Implementing diversity initiatives Hospitality and tourism employees who value diversity have some basic beliefs that form the framework for their mindset: • Valuing diversity requires a change in corporate culture, and these change efforts never end.

• When diversity is valued, benefits accrue to employees and to the organization.

• Efforts to implement diversity efforts should include everyone, because every staff member brings diverse attitudes, backgrounds, and experiences to the job. →Slide 20

Specific Human Resources Responsibilities What tasks are involved in the management of human resources in a hospitality or tourism organization? The short answer is, “almost everything involved in the relationship between staff members and the organization.”

Job tasks involved in the management of human resources are very diverse (See Figure 1.4) Executive committee – A group comprised of department heads that serves as the organization’s key management team and, who, in this capacity are responsible for the overall management of the organization.

4

Human Resources Management Issues (1.1) “This would be a great place to work if only the human resources department was on our side,” said Jonathon as he spoke to Emma, another manager at the Ocean Edge Hotel. “They send us job applicants who are not qualified; they don’t do an adequate job of orienting new employees to our hotel; they have no role in training; and they issue so many policies (many of which are ridiculous!) that I simply can’t keep up with everything.”

“You’re right that communication could be better, and there is probably a need for our human resources people to really know exactly what we do,” replied Emma, “but before I came here, I spent five years working for a much smaller property that didn’t have a human resources department. Each manager had to do whatever the General Manager wanted. Some of the GMs wanted a lot—and others wanted only a little—responsibility for the human resources function.”

“You know,” continued Emma, “That really wasn’t a good situation either. Like everywhere else, the managers had primary work responsibilities that involved a specific cost or revenue center. And they had to be concerned with many human resources details that impacted their employees. I’ll tell you, Jonathon, the world of human resources management is full of legal, technical, and other concerns that are pretty far removed from helping guests, preparing and serving meals, and cleaning guest rooms.”

“I guess I never thought about that,” said Jonathon, “I’ve been here for a long time, and it’s always been a ‘them versus us’ relationship between operating managers and the human resources people. Do you suppose there is no ideal situation and, because of this, the organization, its managers and employees, and the guests often lose?”

Key Concept: This case explores the advantages and disadvantages of a centralized versus a decentralized Human Resources function. Students should be encouraged to explore the positives and negatives while understanding that in smaller operations the unit manager will be the human resources manager. The conclusion that should be reached by students is that in a centralized system, communication between the Human Resources department and the operating departments in the unit is key to the success of the HR department.

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Human Resources Management Issues (1.2) “I don’t know how you do it, Alice,” said Maureen. “I manage a Nutrition Services department in a large hospital and continually receive lots of advice from our human resources department about a wide variety of special concerns that otherwise I would never know about.”

Maureen was speaking to her old college classmate, Alice, who worked in the same city as manager for a fast-paced casual-service restaurant.

Alice’s reply was expected: “Keeping up with legal issues and finding time to address a wide variety of other human resources concerns is a real problem. I try to do the best I can, but there are always fires (emergencies) that must receive a priority. Then, unfortunately, many things that are nice to know and do must be placed on the back burner.”

“How do you stay out of trouble, then, Alice?” asked Maureen. “There are always legal concerns, benefits cost issues, and compensation studies, for example, that I would assume are necessary. There also must be lots of things that your employees want and deserve that require some attention,” replied Maureen.

“Maureen, you’re right! As a manager of a property in a multiunit chain, I do get some support from corporate officials, and I belong to several professional associations and attend meetings and receive updates from that source. I’ve learned some other tactics along the way, but obviously it’s not possible to spend all of the time on human resources concerns that I would like to.”

Key Concept: This case examines the difficulties involved with maintaining up-to-date information related to HR. Students should come to learn about the various resources available to them. In many cases these will include their own company, as well as outside resources. The conclusion that should be reached by students is that they bear tremendous responsibility for maintaining their own knowledge base in the rapidly changing HR environment.

6

Chapter 1 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Human Resources Management Hospitality Industry Corporate Culture Policy Supervisor Manager Intrapreneur Work Procedure Executive Committee Staff Specialists 1. Rules and regulations established by an organization that specify how applicable staff members should act.

2. An employee of an organization whose compensation, in whole or in part, is based upon the financial performance of the part of the business for which the person is responsible.

3. The range of for-profit and not-for profit organizations that provide lodging and/or accommodations including foodservices for people when they are away from their homes.

4. Persons with technical expertise in an area such as human resources that provide advice to, but do not make decisions, for managers in the organization’s “chain of command.”

5. Shared beliefs, experiences and norms that influence how “things are done” within an organization.

6. Staff members in the organization that direct the work of supervisors.

7. Processes used by a hospitality or tourism organization to enhance its performance by effectively using all of its staff members.

8. A group comprised of department heads that serves as the organization’s key management team and, who, in this capacity are responsible for the overall management of the organization.

9. A course of action or steps to be used to accomplish an objective; usually developed to describe how a work task should be accomplished.

10. Staff members in the organization that direct the work of entry-level personnel.

7

Chapter 1 Vocabulary Quiz Answer Key 1.

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D G B J C F A I H E

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Chapter 1 Test Bank 1.

The hospitality industry is often described as a: A. Hotel and Restaurant Business B. People Business C. Revenue Maximizing Business D. Human Resources Business

2.

All of the following are considered part of the hospitality industry EXCEPT: A. Financial services B. Retail Businesses C. Foodservice D. Transportation

3.

Which of the following is an example of a not-for-profit foodservice segment?

A. Grocery Stores B. Service Stations C. Caterers D. Correctional Facilities

4.

An employee’s attitude about their job is most likely to be affected by: A. Their interactions with co-workers and managers B. The business’ profit margins C. The business’ level of technological advancement D. Their benefit package

5.

The idea of intrepreneurship is intended to: A. Help maximize job-sharing B. Focus efforts on internal job recruitment C. Motivate employees by offering profit-sharing plans to staff D. Increase an organization’s number of operating units

6.

Which of the following management responsibilities does NOT have a human resources component?

A. Staffing B. Controlling C. Appraising D. All have a human resources component

7.

Labor shortages may occur when: A. Unemployment rates are stagnate B. Employee turnover rates are high C. Compensation levels are perceived as excessive D. Downsizing activities are undertaken

8.

The Altoona Inn is a medium sized hotel which employees 58 people. In the last year, and for various reasons, 7 employees left the hotel. To compensate, 5 new employees have been hired. What is the employee turnover rate of the Altoona Inn for the year?

9

A. 7% B. 12% C. 21% D. More information is needed to calculate employee turnover rate 9.

Which of the following is NOT a primary human resources activity: A. Training and Developing B. Protection and Communications C. Product development D. Compensation and Appraisal

10.

The local economy may affect the way a human resources department executes their recruiting practices. This is an example of a(n): A. External Influence B. Internal Influence C. Work Procedure D. Short-Term Plan

11.

Which of the following is an internal influence on human resources departments?

A. Protection and Communication B. Employee Unions C. Demographics D. Corporate Culture

12.

An external issue that could affect a human resources department would be: A. Training B. Employee development activities C. Employee unions D. Corporate culture

13.

Diversity is desirable in hospitality operations because it: A. Yields the full utilization of the diverse talents of every staff member B. Is legally mandated by local and national law C. Eliminates discrimination D. Minimizes downsizing

14.

A staff member’s response to the implementation of a valuing-diversity effort will most likely to depend on: A. What management requires of them B. The extent to which they tolerate perceived risk C. Their ethnic background D. Their age

15.

If a hospitality organization is too small to have a human resources department: A. It is not necessary to address its human resources activities B. Each employee should take responsibility for their own human resources activities C. Only minor HR-related issues will surface 10

D. The general manager or department heads will likely may assume/share these responsibilities 16.

Which of the following is NOT an example of a lodging organization in the hospitality industry?

A. Inns B. Health Care Institutions C. Camp and Park Grounds D. Destination Resorts

17.

Which is an example of a human resource: A. An entry-level staff member B. The payroll C. Government legislation D. An effective training program

18.

When an expenditure is referred to as “value-added” it is said that: A. The price was higher than originally anticipated B. The price was lower than originally anticipated C. The money spent on the product was low relative to the worth of that product D. The price was not attractive relative to the quality of the product

19.

The implementation of a diversity initiative is most likely to benefit: A. Only the members of under-represented groups B. The program facilitators C. All employees and the organization as a whole D. The HR manager

20.

Which of the following is NOT likely to be considered a Human Resources responsibility: A. Management of benefit programs B. Administration of guest room inspections C. Administration of payroll records D. Planning recruitment strategies

11

Answers to Chapter 1 Test Bank 1.

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B; page 4 A; page 5 D; page 5 A; page 7 C; page 6 D; page 8 B; page 10 B; page 12 C; pages 11-12 A; page 12 D; page 14 C; page 12 A; page 15 B; page 16 D; page 19 B; page 4 A; pages 5-6 C; page 9 C; page 17 B; page 20

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Chapter 2 The Legal Environment of Human Resources Management Lecture Outline →Slide 1 The Legal Environment of Human Resources Management →Slide 2 Employment Law: The body of laws, administrative rulings, and precedents which addresses the legal rights of workers and their employers.

The societal view of what actually constitutes fairness in the workplace, however, is often controversial and always changing. →Slide 3

The Government’s Role in the Management of Human Resources It should come as no surprise that a society, working through its governmental structures, will implement and often revise its rules of employee/ employer conduct and responsibility.

Federal, state and local governments all play important regulatory roles in the hospitality industry. These roles can be both complimentary and distinct.

State government commonly regulates: • Unemployment compensation: A benefit paid to an employee who involuntarily loses his/her employment without just cause.

• Worker safety issues →Slide 4 Worker’s Compensation: A benefit paid to an employee who suffers a work-related injury or illness.

• Employment assistance programs for employees and employers.

Garnish(ment): A court-ordered method of debt collection in which a portion of a worker’s income is paid directly to one or more of that worker’s creditors.

At times a “Friend” of the court may have the responsibility of assisting creditors in securing payment for legally owed debts. (example: child support) →Slide 5

A Manager’s Review of Significant Employment Legislation Important early 1900’s legislation: • Clayton Act of 1914 (legitimized and protected workers’ rights to join labor unions

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Labor union: An organization that acts on behalf of its members to negotiate with management about the wages, hours, and other terms and conditions of the membership’s employment.

• Railway Labor Act (RLA) of 1926 (requiring employers to bargain collectively and prohibiting discrimination against unions. Applied to interstate railroads) 1936 amendment (amended to include airlines engaged in interstate commerce) Interstate Commerce: Commercial trading or the transportation of persons or property between or among states. →Slide 6

A Manager’s Review of Significant Employment Legislation • •

•

Norris-LaGuardia Act of 1932 (gave Federal sanction to the right of labor unions to organize and strike) Wagner Act (National Labor Relations Act) of 1935 Guaranteed employees the right to o organize and join labor movements o choose representatives o bargain collectively o strike Prohibited employers from: o Interfering with the formation of a union o Restraining employees from exercising their right to join a union o Imposing any special conditions on employment that would discourage union membership o Discharging or discriminating against employees who reported unfair labor practice o Refusing to bargain in good faith with legitimate union leadership Fair Labor Standards Act of 1938 (eliminated "labor conditions detrimental to the maintenance of the minimum standards of living necessary for health, efficiency and wellbeing of worker.”) o Maximum working hours of 44 a week for the first year, 42 for the second, and 40 thereafter. o Minimum wages of 25 cents an hour were established for the first year, 30 cents for the second, and 40 cents over a period of the next six years o Minimum age of 14 for employment outside of school hours in non-manufacturing jobs, 16 for employment during school hours, and 18 for hazardous occupations.

→Slide 7 The Civil Rights Act of 1964 (Title VII) Title VII: The specific section of the Civil Rights Act of 1964 that outlaws discrimination in employment in any business on the basis of race, color, religion, sex, or national origin. →Slide 8 Equal Employment Opportunity Commission (EEOC): The entity within the Federal government assigned to enforcing the provisions of Title VII of the Civil Rights Act of 1964.

Areas that fall under the enforcement jurisdiction of the EEOC: • Race/Color Discrimination 14

• • • • • •

Age Discrimination National Origin Discrimination Pregnancy Discrimination Religious Discrimination Portions of the Americans with Disabilities Act Sexual Harassment

Laws Enforced by the Equal Employment Opportunity Commission • Title VII of the Civil Rights Act • Equal Pay Act of 1963 • Age Discrimination in Employment Act of 1967 (ADEA) • Rehabilitation Act of 1973, Sections 501 and 505 • Titles I and V of the Americans with Disabilities Act of 1990 (ADA) • Civil Rights Act of 1991 →Slide 9 Sexual Harassment: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature.

Affirmative Action; - A Federally mandated requirement that employers who meet certain criteria must actively seek to fairly employ recognized classes of workers. (Some state and local legislatures have also enacted Affirmative Action requirements.) →Slide 10 Bona fide occupational qualification (BFOQ): A specific job requirement for a particular position reasonably necessary to the normal operation of a business, and thus allowing discrimination against a protected class (for example, choosing a male model when photographing an advertisement for beard trimmers). →Slide 11 Disparate treatment: The claim that, in the same situation, one employee was treated differently than other employees in the same situation.

Disparate impact: The claim that an employer’s action, though not intentionally discriminatory, still results in unlawful discrimination. Also known as adverse impact. →Slide 12 The Age Discrimination in Employment Act of 1967 • Raised and then eliminated the mandatory retirement age • Protects employees and job applicants who are 40 years of age or older from employment discrimination based on age • The ADEA does not specifically prohibit an employer from asking an applicant's age or date of birth. At times knowing an employee’s age can be necessary if they are to be serving alcohol or using dangerous equipment.

• Older Workers Benefit Protection Act of 1990 (OWBPA) amended the ADEA to specifically prohibit employers from denying benefits to older employees.

The Pregnancy Discrimination Act of 1978 15

• •

An amendment to Title VII of the Civil Rights Act of 1964 An employer cannot refuse to hire a woman because of her pregnancy-related condition as long as she is able to perform the major functions of her job. Also, an employer cannot refuse to hire her because of their prejudices against pregnant workers or the prejudices of coworkers, clients, or customers.

→Slide 13 The Worker Adjustment and Retraining Notification Act of 1989 “Plant Closing Act” Offers protection to workers by requiring employers to provide notice 60 days in advance of the closing of an employment site or in the event of a mass layoff Franchisor: The business entity that has sold or granted a franchise.

“Employment loss” as defined by the WARN Act includes: (1) Termination, other than a discharge for cause, voluntary departure, or retirement; (2) a layoff exceeding 6 months; or (3) a reduction in an employee's hours of work of more than 50% in each month of any 6month period.

Allowable exceptions to the 60-day notification rule: (1) Faltering company.

(2) Unforeseeable business circumstances.

(3) Natural disaster →Slide 14

The Americans with Disabilities Act (ADA) of 1990 Prohibits discrimination against people with disabilities in the areas of public accommodations, transportation, telecommunications, and employment.

Reasonable Accommodation: Any modification or adjustment to a job or the work environment that will enable a qualified applicant or employee with a disability to participate in the application process or to perform the job’s essential functions.

Conditions which are protected under the ADA: • AIDS • Cancer • Cerebral palsy • Tuberculosis • Heart disease • Hearing or visual impairments • Alcoholism Conditions that are not currently covered under ADA include: • Kleptomania • Disorders caused by the use of illegal drugs 16

• •

Compulsive gambling Sexual behavior disorders

The Family Medical Leave Act of 1993 Requires employers of 50 or more employees to provide up to 12 weeks of unpaid, job-protected leave to eligible employees for the birth and care of a child, for placement with the employee of a child for adoption or foster care, or for the serious illness of the employee or an immediate family member.

For purposes of the FMLA, an immediate family member is defined as a spouse, son, daughter, or parent of the employee. →Slide 15

The International Legal Environment for Multi-National Hospitality Companies Expatriate Manager A citizen of one country who is a working manager in another country.

Reasons why you might be assigned the responsibility of HR management in your company’s international operations: • Your education and past work history give you the experience you need to succeed in the job.

• No local staff (in the foreign country) is currently qualified to assume the responsibility.

• Your responsibilities include the training of local HR staff.

• Local persons are being trained for positions that will ultimately replace the need for your assistance, but they are not yet qualified to assume 100% responsibility.

• Your employer wants you and other managers to gain a global perspective.

• It is in the company’s best long-term interest to improve the cultural understanding between managers and employees in the company’s various international components.

• An international assignment is considered an integral part of your professional development process.

• There is an interest in obtaining tighter administrative control over a foreign division or addressing and correcting a significant problem.

• There are HR operating or public relations issues that require long-term on-site management direction to properly address the issues.

Possible HR issues include: • Accrued vacation time • Quality of training • Availability of qualified numbers of employees • Employee and management attitudes toward gender equality, appropriate dress, work ethic, religious tolerance, and the rights of minorities →Slide 16

The Special Role of the Hospitality Unit Manager Unit Manager: The individual with the final on-site decision-making authority at an individual hospitality operation.

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Well-intentioned unit managers may unintentionally create difficulties for their organizations and themselves because they do not understand the ever-changing terms of the employment contract →Slide 17 It is important to stay up-to-date on constantly changing national, state, and local legislation.

Ways to current: • Read hospitality industry journals and publications • Franchisors may provide their franchisees with regular updates on regulatory agencies and their work • Stay involved in the hospitality trade association that most closely represents your industry segment: (NRA, AH&LA, ADA, etc.)

• Consult chambers of commerce, business trade associations, and police, fire and building officials for changes in municipal regulations

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Human Resources Management Issues (2.1) “I’m sorry, Danielle,” said Jetta Goh, the owner and manager of the Golden Dragon restaurant. Ms. Goh had placed a classified ad for a server in the employment section of the local newspaper. The response was good, and Danielle Hidalgo, the daughter of a Mexican citizen and an American citizen who was born and raised in the United States, had applied, as well as many others. Danielle was an excellent server with an outstanding work history. She was learning, via the telephone, however, that another candidate of the same ethnic background as Ms. Goh had been selected for the job.

Ms. Goh continued: “You know, Danielle, people come to the Golden Dragon for an Asian dining experience; they expect Asian servers. That’s why I only hire a certain type person for front of the house positions, but there could be a spot for you in the back of the house. Are you interested?”

Key Concept: This case analyzes the issues faced by HR managers who seek to balance the legitimate needs of their business with the legal realities they may face. Students may disagree on the actions of Ms. Goh and their legality. This is an excellent opportunity to delve into current issues, such as tattoos, body piercings, dress related to religious beliefs and other issues at the forefront of controversy in the field of HR.

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Human Resources Management Issues (2.2) “I don’t get it,” said Tonya Zollars, the new HR Director for Clubs International, a company that specialized in the operation of golf, city, and other private clubs. Tonya had just finished reading the annual evaluation for Naomi Yip, the sous chef at one of the private city clubs managed by her company.

Naomi had been with the organization for five years and was considered one of the company’s best and brightest culinary artists. Every evaluation she had received since joining the company was excellent.

However, her current supervisor did not, at the end of the evaluation, check the box “Ready for Promotion” that each of her previous supervising chefs had checked.

“Well,” said Thomas Hayhoe, the executive chef who completed the evaluation, “You know Naomi’s gonna have a baby. She’s due in five months. I like Naomi a lot, but maybe it would be better for her right now not to take on the added responsibilities a promotion would require. She told me she’s looking forward to spending as much time as possible with her baby, and you know as well as I do that at the next level, 60-plus hours weekly for the executive chef’s job are the norm around here.”

Clubs International has just been awarded the contract to operate a new and lucrative account, the Hawk Hollow Golf Club. Assume you were advising the company’s vice president of operations about the new executive chef’s position there.

Key Concept: This case investigates attitudes toward women in the work place. Despite significant legislation designed to ensure women receive equal treatment, attitudes such as those exhibited by Chef Hayhoe continue to exist. Students should realize that as an HR professional, it is part of their business and moral responsibility to ensure that the long term advantages of fair treatment to all employees remain of utmost importance, despite the existence of temporary disruption to the “ordinary” way of doing business.

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Chapter 2 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

EEOC Title VII Worker’s Compensation Disparate Treatment Unemployment Compensation Sexual Harassment Disparate impact Bona fide Occupational Qualification Reasonable Accommodation Garnishment 1. Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature.

2. A court-ordered method of debt collection in which a portion of a worker’s income is paid directly to one or more of that worker’s creditors.

3. The entity within the Federal government assigned to enforcing the provisions of Title VII of the Civil Rights Act of 1964.

4. The claim that an employer’s action, though not intentionally discriminatory, still results in unlawful discrimination.

5. The claim that, in the same situation, one employee was treated differently than other employees in the same situation.

6. A benefit paid to an employee who suffers a work-related injury or illness.

7. Any modification or adjustment to a job or the work environment that will enable a qualified applicant or employee with a disability to participate in the application process or to perform the job’s essential functions.

8. A specific job requirement for a particular position reasonably necessary to the normal operation of a business, and thus allowing discrimination against a protected class 9. The specific section of the Civil Rights Act of 1964 that outlaws discrimination in employment in any business on the basis of race, color, religion, sex, or national origin.

10. A benefit paid to an employee who involuntarily loses his/her employment without just cause.

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Chapter 2 Vocabulary Quiz Answer Key 1.

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3.

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5.

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F J A G D C I H B E

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Chapter 2 Test Bank 1.

The Age Discrimination in Employment Act makes it illegal to ask for an employee’s date of birth unless: A. That person appears to be 65 or older B. That person appears to be 16 or younger C. That person voluntarily offers their date of birth D. The ADEA does not specifically prohibit an employers for asking for an employee’s date of birth

2.

The Equal Employment Opportunity Commission (EEOC): A. Enforces the anti-discrimination provisions of Title VII B. Is responsible for keeping HR managers up-to-date on new, relevant government legislation C. Helped pass the Civil Rights Act of 1964 D D. Is responsible for enforcement of unemployment compensation programs

3.

Which of the following entities is most likely to require that a hospitality operation provide a safe working environment and submit to periodic inspections?

A. A Government agency B. An employee Union C. The Unit Manager D. An Expatriate Manager

4.

When a Human Resources manger makes an error as a result of misinformation about legal requirements, he/she/the Company: A. CAN be held legally liable, but only in a local court B. CAN be held legally liable, so they must be sure to recognize and follow all relevant laws C. CANNOT be held legally liable, since the HR manager is not a lawyer and cannot be expected to have a complete understanding of legislation D. CANNOT be held legally liable unless the GM denies responsibility

5.

Which of the following is NOT considered a “reasonable accommodation” for an employee with a disability?

A. Extra unpaid leave when it does not present a hardship to the business B. Eliminating a primary job responsibility C. Restructuring a job to shift a minor responsibility for a task from a disabled to a nondisabled employee D. Adjusted arrival or departure times

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6.

Which of the following is a permissible question that CAN legally be asked on a job application or in a job interview?

A. Have you ever been treated for drug addiction or alcoholism?

B. Are you pregnant?

C. What is your date of birth?

D. Are you taking any prescription drugs?

7.

Governmental rules regarding employee/employers conduct are: A. Subject to change as society evolves B. Rarely or never change C. Are reviewed and subject to change every 15-20 years D. Laws and thus once established not subject to change

8.

Worker’s compensation is a benefit paid to a worker who has: A. Suffered discrimination as defined by Title VII B. Involuntarily lost his/her job without just cause C. Won a case against the EEOC D. Suffered a work-related injury

9.

The National Labor Relations Act of 1935 was responsible for: A. Legitimizing and protecting workers’ rights to join labor unions B. Prohibiting employers from interfering with union formation and discriminating against union members C. Prohibiting child labor D. Ensuring the payment of minimum wages

10.

Which of the following pieces of legislation served to outlaw discrimination in employment in any business on the basis of race, color, religion, sex, or national origin?

A. The Wagner Act B. The Fair Labor Standards Act C. The Civil Rights Act D. The Clayton Act

11.

All of the following are techniques for effectively implementing affirmative action plans EXCEPT: A. Active recruiting to expand the pool of candidates for job openings.

B. Hiring only under-represented groups regardless of qualifications.

C. Revising selection tools and criteria to ensure their relevance to job performance.

D. Establishing goals and timetables for hiring under-represented groups.

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12.

As a result of the Age Discrimination in Employment Act of 1967, the mandatory retirement age is currently set at: A. 65 B. 72 C. 75 D. There is no mandatory retirement age

13.

Which of the following is NOT a disability that is covered under The Americans with Disabilities Act (ADA) of 1990?

A. AIDS B. Alcoholism C. Kleptomania D. Cancer

14.

The Family and Medical Leave Act allows unpaid leave for: A. An individual whose mother has a serious illness B. An individual whose fiancée has a serious illness C. An individual who has been the victim of domestic violence D. A parent who must attend parent-teacher conferences at their child’s school

15.

The amount of paid vacation time allotted to workers around the world: A. Is always a mandated 2 weeks B. Is never less than 10 days C. Is never more than 3 weeks D. Is not standard and varies widely

16.

Anti-discrimination laws apply to and protect all of the following workers EXCEPT: A. An American citizen employed in an American business located outside the US B. A foreign citizen employed in an American business located outside the US C. An American citizen employed in an American business in the US D. A foreign citizen legally employed by an American business and operating inside the US

17.

A successful Unit Manager in a hospitality operation must be able to effectively: A. Secure needed raw materials B. Produce a product C. Provide quality customer service D. All of the above

18.

The best way to ensure you are continually aware of changes to HR-related government legislation is by: A. Watching for reports on the nightly news B. Listening to co-workers C. Reading hospitality journals and publications D. Waiting for updates from your GM

19.

Which of the following is an example of a good source for information about local level changes in municipal regulations?

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A. Local police B. Franchisor updates C. The NRA or AH&LA D. Federal Agencies 20.

An employee might have their wages garnished as a result of: A. Worker’s compensation claims B. Legally owed debt C. The Consolidated Omnibus Budget Reconciliation Act (COBRA) D. Disparate treatment

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Answers to Chapter 2 Test Bank 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

D; page 39 A; page 34 A; page 31 B; page 28 B; page 44 C; pages 39 and 46 A; page 31 D; page 32 B; page 33 C; page 33 B; page 36 D; page 38 C; page 45 A; page 47 D; page 53 B; page 54 D; page 55 C; page 56 A; page 57 B; page 32

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Chapter 3 Human Resources Management Policies and Procedures Lecture Outline →Slide 1

Human Resources Management: Policies & Procedures The importance of consistency and fairness in policy and procedure design and application →Slide 2

HR Policies and Procedures Activities Policy and Procedure Development Note that there is an important relationship between what your business will do (its HR policies) and exactly how you will do it (its HR procedures).

HR policy(ies): A course of action selected from alternatives and designed to guide future decision-making.

Examples of issues addressed by HR policies: 1. Employee selection criteria 2. The accumulation and use of employee’s vacation time 3. Dress and uniform codes 4. Attendance and tardiness 5. Performance evaluation 6. Termination →Slide 3 HR procedures: The methods or steps used to effectively develop and apply HR policies Examples of issues addressed by HR procedures 1. Who is responsible for selecting employees?

2. How is employee vacation time accrued and recorded?

3. What are the penalties for dress code violations?

4. Who will record employee absences and tardiness?

5. How frequently will employee performance reviews be undertaken? Who will do them?

6. What written documentation will be required in cases of employee termination? →Slide 4 Areas of Policy and Procedure Development • Staffing the Organization • Developing staff • Motivating staff • Maintaining staff →Slide 5 28

Staffing the Organization Recruitment and selection of employees • Identify the specific skills, knowledge, and abilities needed Garde-manger: Pantry chef. Responsible for cold food production including salads, salad dressings, cold appetizers, charcuterie items, terrines, and similar dishes.

Patissier: Pastry Chef. Responsible for all baked items including breads, pastries, and desserts.

Saucier: Sauté station chef. Responsible for all sautéed items including most sauces.

• • •

• •

→Slide 6 Be sure not to illegally exclude potential candidates for non-job related reasons Ensuring an adequate pool of qualified applicants Providing enough job information to discourage unqualified job applicants →Slide 7 Refer candidates to the individual who will make the hiring decision (typically in large organizations), or make the actual hiring selection (small organizations) Provide the candidate with a good deal of job-related and organization-related information to encourage the desired candidate to accept the position

→Slide 8 Areas of Policy and Procedure Development • Staffing the Organization • Developing staff • Motivating staff • Maintaining staff →Slide 9 Developing Staff— • New Staff Orientation: Information about organizational rules, regulations and goals of the organization, department and work unit, facility-specific work training • Training for Current Staff: advanced skills training related to their present jobs, training in jobs they may hold in the future, or cross-training employees in new skills to prepare them for different jobs.

Regardless of who actually provides training, it is the role of the HR manager to ensure that it is provided and to develop the legally defensible policies and procedures required to do so

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→Slide 10 Areas of Policy and Procedure Development • Staffing the Organization • Developing staff • Motivating staff • Maintaining staff →Slide 11

Motivating Staff HR must consider two factors that are commonly agreed to affect worker motivation: • A worker’s ability to do a job • A worker’s willingness to do a job →Slide 12 Popular theories of employee motivation •

•

•

•

Needs hierarchy (Abraham Maslow) Assumes needs are arranged in a hierarchy, and that some needs are more powerful than others. Workers seek to satisfy their needs in the following order: 1. Physiological (first) 2. Safety 3. Love/Belonging 4. Esteem 5. Actualization (last) Theory X and Theory Y (Douglas McGregor) States that mangers tend to hold and act on one of two basic views (theories) about workers.

Theory X assumptions are that: 1. The average person dislikes work and will avoid it he/she can.

2. Most people must be forced with the threat of punishment to work towards an organization’s objectives.

3. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

Theory Y assumptions are that: 1. Effort in work is as natural as work and play.

2. People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment.

3. Commitment to objectives is a function of the rewards associated with their achievement.

Motivation/Hygiene Theory (Frederick Herzberg) Identifies two separate groups of factors affecting motivation.

- “Hygiene factors” cause feelings of dissatisfaction among employees. They include working conditions, pay, and job security. These do not motivate, but their absence adversely affects job performance.

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- “Motivation factors” including concerns such as achievement, learning and advancement play a major role in positively influencing performance.

Workforce motivation is not possible if hygiene factors are deficient.

•

Three Need (Achievement, Affiliation and Power) Theory (David McClelland) States that workers have needs for achievement, affiliation and power, each of which must be satisfied if they are to be motivated. The theory suggests that these three needs are found to varying degrees in all workers and managers. It also indicates that this mix of motivational needs characterizes an individual’s management style in terms of being motivated as well as in the management and motivation of others.

•

Expectancy Theory (Victor Vroom) Proposes that a worker’s motivation is primarily influenced by the “expectation” that additional effort will lead to additional organizational rewards. If this expectation is not met, influencing an employee’s motivation in a positive way will not be possible.

→Slide 13 Areas of Policy and Procedure Development • Staffing the Organization • Developing staff • Motivating staff • Maintaining staff →Slide 14 Maintaining Staff – • Worker health and safety Employee Assistance Program: The term used to describe a variety of employer initiated efforts to assist employees in the areas of family concerns, legal issues, financial matters and health maintenance.

• •

Keep employees informed about important work-related issues Identify opportunities for employees to have their voices heard by management. →Slide 15

Steps in HR Policy and Procedure Development To help minimize the negative consequences that can be associated with improperly developing or applying HR policies, experienced managers should establish a basic policy and procedure development process.

1. Identify the HR issue to be addressed 2. Consider on-site factors affecting implementation 3. Consider off-site factors affecting implementation

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→Slide 16 4. Draft policy and procedures and submit for (legal) review 5. Develop related documentation and record keeping requirements 6. Communicate finalized policy and procedures to affected parties →Slide 17

Review for Legal Compliance A legal review will indicate potentially troublesome procedural areas in which HR managers should pay close attention.

In the case of a dress code, a legal review will help a HR manager ensure that dress code requirements do not violate: • Sex discrimination laws • Race discrimination laws • Religious discrimination laws →Slide 18

Applying Advanced Technology to HR Policies and Procedures Information Dissemination Hard Copy: The common term for a document that has been printed on paper.

Personal File: A record of information about a single employee’s employment. Typically, this file includes information about the employee’s personal status, application, performance evaluations, and disciplinary warnings. Also known as a “Personnel File”. →Slide 19 Employee Handbook: A permanent reference guide for employers and employees that contains information about a company, its goals and its current employment policies and procedures. Also often referred to as the “employee manual”.

Employee Manual: Same as employee handbook. →Slide 20 New, technologically advanced methods of information dissemination: • E-mail with E-mail attachment • Website posting • CD • Toll free number: telephone voice recording • Electronic News Posting/ Blog →Slide 21 Information storage: The processes, equipment, and documents that make up a company’s records retention effort.

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→Slide 22 Areas in which data storage is of significant concern: • Employment Applications • Resumes • Performance evaluations • Disciplinary records • Medical files • Insurance-related records and correspondence • Training records and documentation • Certificates, transcripts, diplomas • Military records • Governmental entity inquiry records • Lawsuit-related information • Other employee or employment-related correspondence →Slide 23 Components of record-keeping systems: • Security Features • Records Specific Servers Server: A central computer system that stores documents and information for input and retrieval. →Slide 24 •

Document Archival Features

CD: a “compact disc” is a device capable of storing digital information. CD-ROM (read only memory) means that once the data has been recorded onto the CD, it can only be read or played, but not revised.

DVD: Short for “digital versatile disc” or “digital video disc”, the DVD is a type of optical disk technology similar to the CD-ROM. DVD ROM’s are commonly used as a medium for digital representation of movies and other multimedia presentations that combine sound with graphics.

DVD-RAM discs can be recorded and erased repeatedly, but are only compatible with devices manufactured by the companies that support the DVD-RAM format.

•

High Speed Image Printing

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→Slide 25

HR Policies and Procedures Documentation and Record Keeping Government regulations can dictate the ways in which HR managers must formulate their documentation and record keeping policies and procedures.

Selected recordkeeping requirements enforced by the United States government: • Employee Name, address, Social Security number, gender, date of birth • Position, job category • Applications, resumes, recruitment notices, job orders, employment tests • Date of hire • I-9 form

• • • •

→Slide 26 Work permits/age certificates for minors Dates and reasons for promotion, demotion, transfer, layoff, rehire, and termination Performance evaluations Training opportunities, agreements

→Slide 27 RFI: An official EEOC “Request for Information”. An EEOC requirement that the accused party submit all requested copies of personnel policies, the accuser’s personnel files, the personnel files of other individuals, and any other information deemed relevant by the EEOC. Experienced HR managers agree that determining exactly which employment-related records to keep, and for how long, is one of their most essential tasks. →Slide 28 Constructive Discharge: An employee-initiated termination of employment brought about by conditions that make the employee's work situation so intolerable a reasonable person would feel compelled to quit. Also known as constructive wrongful discharge.

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Human Resources Management Issues (3.1) “But, Larry, I just can’t work on Sunday,” said Shingi, a room attendant at the 800-room Courtplace Hotel.

Larry, the executive housekeeper, had just told Shingi that a storm in the area had delayed flights out of the regional airport and that a group that had been scheduled to leave the hotel on Sunday morning was now staying until Monday morning. The result was an additional 110 stayover rooms to clean Sunday, and Larry was hurriedly attempting to add eight housekeepers to the employee schedule.

“Why can’t you work on Sunday?” Larry asked. Then, before Shingi could answer, he added, “You know when we hired you, we told you that our business can be unpredictable, and that all employees’ work schedules are subject to change.”

“I know,” replied Shingi, “and I’d work if I could, Larry, because I really need this job. However, after you posted the schedule last week and I saw I was off Sunday, I told my boss it was okay to schedule me at my other job. They always work around my schedule here, but I know I’ll get fired if I don’t go in, and I need that job too. I’m sorry, I just can’t work Sunday.”

Key Concept: This case examines one of the many situations affecting the working poor in the hospitality industry. In many restaurants and hotels, even full-time employees hold part-time jobs with other organizations. This case illustrates just one such difficulty. Students will likely be able to identify others they have experienced in their hospitality careers, either personally or by observing their co-workers. At the conclusion of the case, students will recognize that HR managers face many difficult decisions where the best interest of well-intentioned employees sometimes conflicts with the normal operation of the business. This is one of the great challenges of HR management.

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Human Resources Management Issues (3.2) “But that’s nearly impossible!” said Trisha Sangus, general manager of the Plaza Intercontinental Hotel, the 750-room convention hotel located in the heart of downtown and adjacent to the city’s convention center. “How can we do that?”

“I don’t know, but that’s what the e-mail from corporate says,” replied Pam Cummings, director of human resources.

“So let me see if I get this straight,” said Trisha. “We have to certify, in writing, that each of our employees has received, and understands, the information in our corporate employee handbook.”

“That’s right,” said Pamela. “I’ve had my staff do some checking. With our current 430 employees, we would need a total of about 16 translations. You know, Russian, Portuguese, Korean, Polish, Croatian, and others. Plus Spanish, but corporate already has that translation, so I guess we really only need 15 more.”

Key Concept: This case directly addresses the challenges faced by HR managers working in an increasingly diverse society. Few students would argue that employee should not be informed about the rules and regulations contained in an employee handbook. The difficulty facing Trisha Sangus in this case is a practical one. While she may be able to secure assistance from her corporate headquarters, HR managers working in smaller organizations would not likely have this benefit. Students should recognize that challenges related to multi-ethnic operations are increasing and will continue to do so. It will require creativity and commitment to address these challenges.

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Human Resources Management Issues (3.3) “How many years back?” asked Josephine Cochsky, the manager of the Delta River Dinner Cruise Boat.

“Three years,” answered Penny Cuthbert, Josephine’s HR manager.

“Let me see if I understand,” said Josephine. “We have to produce the actual time cards, for Anthony Graves, for the last three years. He hasn’t even worked here for six months. Who’s the letter from?”

“The State Board of Disability Appeals,” said Penny, as she read the certified letter that had just been delivered. “I guess what happened,” continued Penny, “is that Anthony got really hurt on his new job after he left here, and he is now applying for disability. The state wants us to confirm his wages during the twoyear period he worked for us.”

“Can’t we just send them copies of his W-2 statements?” asked Josephine.

“I guess not,” replied Penny. “According to the Board, state law requires we keep actual copies of our time cards or time sheets showing the specific days and hours worked for each of our employees for a period of five years. It’s for tax purposes, but the Disability Board uses the same income database. I didn’t know we were supposed to keep old time cards. We don’t have them. I only keep them for a year. I think this could really be a problem!”

Key Concept: This case looks at the many requirements HR managers are expected to know and follow. In some cases, the requirements will be well-known. In others, they may be quite obscure. Students considering methods to deal with the myriad legal requirements they face should be informed about current technological advances that may help them as they perform their jobs. It is important to point out to students that their organizations, and they themselves, will be held responsible for keeping their knowledge base up-to-date. Failure to do so can result in serious repercussions.

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Chapter 3 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

HR Policies HR Procedures Saucier Constructive Discharge Garde-manger Server Employee Assistance Program Personal File Patissier Employee Handbook 1. Chef responsible for cold food production including salads, salad dressings, cold appetizers, charcuterie items, terrines, and similar dishes.

2. A permanent reference guide for employers and employees that contains information about a company, its goals and its current employment policies and procedures.

3. A course of action selected from alternatives and designed to guide future decision-making.

4. A record of information about a single employee’s employment. Typically, this file includes information about the employee’s personal status, application, performance evaluations, and disciplinary warnings.

5. The term used to describe a variety of employer initiated efforts to assist employees in the areas of family concerns, legal issues, financial matters and health maintenance.

6. Chef responsible for all baked items including breads, pastries, and desserts.

7. An employee-initiated termination of employment brought about by conditions that make the employee's work situation so intolerable a reasonable person would feel compelled to quit.

8. The methods or steps used to effectively develop and apply HR policies 9. A central computer system that stores documents and information for input and retrieval.

10. Chef responsible for all sautéed items including most sauces.

Chapter 3 Vocabulary Quiz Answer Key 38

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

E J A H G I D B F C

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Chapter 3 Test Bank 1.

Which of the following is an example of a procedure?

A. Dress and uniform codes B. Employee selection criteria C. Requiring written documentation in cases of employee termination D. Constructive discharge

2.

In Frederick Herzberg’s “Motivation/ Hygiene Theory,” which of the following is considered a “hygiene factor”?

A. Advancement B. Learning C. Job Security D. Achievement

3.

If a kitchen were in need of an employee with experience preparing salads and cold appetizers, the chef would need to specify the skill set of a: A. Garde-manger B. Charcuterier C. Patissier D. Saucier

4.

Which of the following might an HR manager do to encourage a desired candidate to accept an offer of employment?

A. Provide the candidate with a good deal of job-related information B. Ensure an adequate pool of qualified applicants C. Conduct a salary survey D. Provide enough job information to discourage unqualified job applicants

5.

Employee Assistance Programs are designed to: A. Help hospitality operations avoid expensive litigation for violating governmental regulations B. Encourage employees make claims against employers through the EEOC C. Aid employees in the areas of family concerns, legal issues, financial matters and health maintenance D. Eliminate employee turn-over

6.

Training should be provided to staff members who: A. Are new and inexperienced in their job field B. Are new but have experience in their job field C. Have been with the company for some time D. All of the above

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7.

Which of the following is generally agreed to have the largest effect on worker motivation?

A. Intrapreneurship B. Workers’ ability and willingness to do a job C. Legal recruiting practices D. Size of the HR department

8.

Staff meetings, bulletin boards, newsletters and suggestion boxes are good ways to encourage: A. Information Exchange B. Diversity Initiatives C. Adherence to attendance policies D. Productivity increases

9.

Which of the following dress code policies has been successfully enforced without being considered discriminatory?

A. Prohibition of beards B. Prohibition of union insignia C. Prohibition of head coverings D. All have been judged to have the potential for discrimination in some cases

10.

Why is the ability to have multiple levels of security in a record keeping system so important?

A. To ensure that information is not lost B. To ensure that sensitive information is protected C. To ensure that hard copies are easily attained D. To ensure a dedicated server

11.

Consider a situation in which information regarding a new policy is provided to employees via email. An employee who does not have an email account, and has never known or been taught how to use email, is found to be in violation of the new policy. Legally speaking: A. The employee would be at fault for not keeping up-to-date with technological advances B. The employee would be at fault until they created and checked an email account C. The employer would be at fault, because email is never an acceptable form of information dissemination D. The employer would be at fault, because it is the employer who is responsible for ensuring and documenting that the employee received the notification

12.

Which of the following is NOT a piece of employee information that the federal government requires employers keep?

A. Social Security Number B. Dates of transfers C. Marital status D. Reasons for demotions

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13.

A “Request for Information” can require that a company: A. Consider, but not necessarily submit employee information to the EEOC B. Allow an employee access to the files of another employee C. Submit personnel files and other relevant information to the EEOC D. A company cannot be required to reveal confidential information to anyone

14.

After an organization locates and hires a new, and highly-skilled and experienced employee, that employee will: A. Require no orientation program is needed as long as their experience is sufficient enough B. Need information regarding organizational rules and regulations, but no skill training C. Be able to immediately train less skilled workers D. Need to be made aware of organizational rules and regulations, and will most likely require facility-specific skill training

15.

A well-designed and implemented employee assistance program should help: A. Train and prepare new employees for the job B. Ensure fair hiring practices C. Encourage quality workers to stay with the organization D. Develop effective HR policies and procedures

16.

Which of the following is NOT an effective way to help avoid employee-related lawsuits?

A. Deal with each employee-related situation on a case by case basis B. Purchase pre-written policies and procedures C. Seek legal counsel prior to implementing HR policies and procedures D. Engage in a periodic legal review of the overall policy and procedures manual

17.

In many court cases, employers have been allowed to enforce a variety of job-related policies and procedures only AFTER: A. Paying minimal fines and fees B. Providing evidence of the value to their businesses of the policies C. Having their cases heard by an appellate (appeals) court D. Conclusively showing that their employees were informed about the policies and procedures

18.

Constructive discharge may be claimed if an employee feels that: A. Orientation procedures were insufficient B. Their work conditions were so intolerable that a reasonable person would feel compelled to quit C. The employee assistance program was inadequate D. The employee has been passed over for promotion

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19.

What is the most effective way of documenting that all staff members have read and understood the company’s employee handbook?

A. Have the HR manager read the handbook aloud for each new employee B. Have each employee sign a document stating they have read and understood the handbook, then place a copy in the employee’s personal file C. Supply each employee with a new, updated copy of the handbook each year D. Have one copy of the handbook available in the GM’s office so interested employees can consult it

20.

According to Abraham Maslow’s motivation theory of Needs Hierarchy, which of the following constitute a person’s most basic need?

A. Physiological needs B. Esteem C. Actualization D. Love/Belonging

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Answers to Chapter 3 Test Bank 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

C; page 65 C; page 72 A; page 69 A; page 70 C; page 73 D; pages 70-71 B; page 71 A; page 74 D; pages 78-79 B; page 85 D; page 81 C; page 87 C; page 89 D; page 70 C; page 73 A; page 77 D; page 81 B; page 89 B; page 81 A; page 72

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Chapter 4 Employee Recruitment and Selection Lecture Outline →Slide 1

Employee Recruitment and Selection →Slide 2 Two important tasks in hospitality industry: 1. Securing and keeping an adequate customer base 2. Securing and keeping an adequate number of qualified employees to serve the customer base →Slide 3 Recruiting: The process of identifying candidates for current or future position vacancies.

Selection: The process of choosing an individual for a current or future position vacancy.

Even experienced new hires must normally undergo specific skills training before they become fully productive workers →Slide 4 Factors Affecting Recruiting Efforts • Legal Constraints • Economic Constraints • Industry Constraints • Organizational Constraints • Position Constraints →Slide 5 Unemployment rate: A government statistic that measures the percentage of workers who are not employed, but who are seeking work.

The unemployment rate is defined as the number of persons in a community or other designated area expressed as a percentage of the defined area’s entire labor force. →Slide 6

The Search for Qualified Employees Entry-level: The position in which an individual starts their career with a hospitality organization. For example, the position of “dishwasher” might be an entry level job in an upscale restaurant.

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→Slide 7 Internal search: A promotion-from-within approach utilized when seeking qualified job applicants Promote-from-within: An organizational philosophy that, whenever practical, an organization will fill its higher level job vacancies with its current lower-level employees. →Slide 8 Advantages: • Build employee morale • Can be initiated very quickly • Improve the probability of making a good selection because much is already known about the individual who will be selected • Are less costly than initiating external or outsourced searches

• • •

→Slide 9 Result in reduced training time and less training costs because the individual selected need not be trained in organizational topics with which he/she is already familiar Encourage talented individuals to stay with the organization Are looked upon favorably by the EEOC →Slide 10

Disadvantages: • Inbreeding and lack of new ideas that can occur when an organization relies only on its own current workers to fill advanced positions.

• Resentment among employees that can occur when one worker is chosen for advancement while others are not.

• Increased recruitment and training efforts will result when a position is filled internally because the position vacated by the promoted employee must also be filled with a new staff member (who must also be trained). →Slide 11 Employee referral: A recommendation about a potential applicant that is provided by a current employee.

Nepotism: Favoritism in employment based upon kinship. →Slide 12 External search: An approach to seeking job applicants which focuses primarily on those candidates who are not currently employed by the organization.

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→Slide 13 Strategies for external recruiting: • Advertisements • Internet Advertisements Blind Ad: A job advertisement that does not identify the advertising organization. Also known as a blind-box ad.

•

→Slide 14 Public employment assistance agencies

Unemployment benefits: Monetary and non-monetary resources given to those who are jobless but who are actively seeking work.

• • •

→Slide 15 Private employment assistance agencies Educational Institutions Unsolicited applications

→Slide 16 Outsourced Search: A search for job candidates that is performed by a professional company specializing in employee searches.

Executive Search: A private employment agency that specializes in identifying candidates for management positions. Also known as “Head Hunter” firms. →Slide 17

Factors Affecting Selection Efforts Major selection activities: • Application At will (employment): an employment relationship in which either party can, at any time, terminate the relationship with no liability. →Slide 18 Testing • Skills tests • Psychological tests • Drug screening tests

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→Slide 19 Background checks • Criminal History • Credit Reports • Driving Records • Academic Credentials and Licenses →Slide 20 References Defamation: False statements that cause someone to be held in contempt, lowered in the estimation of the community, or to lose employment status or earnings, or otherwise suffer a damaged reputation. →Slide 21 Negligent hiring: Failure on the part of an employer to exercise reasonable care in the selection of employees.

Negligent retention: Retaining an employee after the employer became aware of an employee's unsuitability for a job, thereby failing to act on that knowledge. →Slide 22 Employment Agreement: The terms of the employment relationship between an employer and employee that specify the rights and obligations of each party to the agreement.

Offer letter: A proposal by an employer to a prospective employee that specifies the terms of employment. A legally valid acceptance of the offer will create a binding employment contract.

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Human Resources Management Issues (4.1) “I like his personality a lot, but I don’t know, I just didn’t like his looks,” said Mini, the cafeteria supervisor.

“What was wrong?” asked Teri Settles, the Dietitian in charge of the hospital foodservice operation where Mini worked.

Mini and Terri were discussing Josh, a 23-year-old man who had interviewed for a job bussing tables in the hospital’s public dining room.

“It was his neck,” replied Mini. “He had these black things that looked like geometric designs on his neck!”

“Tattoos?” asked Terri.

“Yes,” replied Mini. “I don’t understand these young people.”

“I don’t know, Mini. I’m not so sure they are all that much different than we were at that age,” replied Terri.

1. Do you think Mini’s reaction to Josh’s tattoos is representative of the general public?

Key Concept: This case addresses the differences that can exist between employers and employees based upon age, political views, gender, and even sexual orientation. The hospitality field is increasingly diverse. In virtually every generation “young people” display behaviors that those older members of society find unusual or even bizarre. As a professional in HR, however, students should come to realize that personal preferences not rooted in bona fide occupational qualifications can place their employers on questionable legal grounds if those personal preferences result in unfair employment treatment. Employers clearly have the right to develop and enforce reasonable standards of dress and appearance when they are applied evenly to all employees. They do not have the right to enforce their personal views on behavior that does not directly affect the quality of their employees’ performance. Expect spirited discussion on this case.

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Human Resources Management Issues (4.2) Holly Rosencrans is the assistant general manager of a country club in Texas. She has been in charge of membership activities and services for three years. One of her areas of responsibilities is the selection of pool lifeguards, which are required in her facility by local statute.

Each lifeguard working at the country club must be certified in cardiopulmonary resuscitation (CPR). Ms. Rosencrans interviews a candidate who lists the successful completion of a CPR course as part of his educational background. Ms. Rosencrans does not verify the accuracy of the candidate’s statement.

Assume the death of a six-year-old child of a club member resulted because this lifeguard did not, in fact, successfully complete CPR training. As a result, he was not able to render appropriate aid to the drowning victim, who would otherwise likely have been saved.

Key Concept: This case explores the concept of negligent hiring. It was written in such a way as to ensure that students recognized that achieving certification as a lifeguard was, in fact, a requirement for securing a position with the country club. Given that it was the policy of the club to require such certification, it follows that the club had a responsibility to verify the employee’s certification. In the hospitality industry, neither the courts nor legislation will often mandate specific employee qualifications (exceptions may include serving alcohol with care, or food handling skills). When employers, however, create their own requirements, courts will reasonably expect that the employer ensures that those they hire indeed possess the qualifications.

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Chapter 4 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Negligent Retention Outsourced Search Negligent Hiring Nepotism Executive Search Blind Ad External Search At Will (employment) Defamation Internal Search 1. An approach to seeking job applicants which focuses primarily on those candidates who are not currently employed by the organization.

2. Favoritism in employment based upon kinship.

3. A promotion-from-within approach utilized when seeking qualified job applicants.

4. A job advertisement that does not identify the advertising organization.

5. Retaining an employee after the employer became aware of an employee's unsuitability for a job, thereby failing to act on that knowledge.

6. An employment relationship in which either party can, at any time, terminate the relationship with no liability.

7. False statements that cause someone to be held in contempt, lowered in the estimation of the community, or to lose employment status or earnings, or otherwise suffer a damaged reputation.

8. A search for job candidates that is performed by a professional company specializing in employee searches.

9. Failure on the part of an employer to exercise reasonable care in the selection of employees.

10. A private employment agency that specializes in identifying candidates for management positions.

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Chapter 4 Vocabulary Quiz Answer Key 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

G D J F A H I B C E

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Chapter 4 Test Bank 1.

When hiring entry-level staff, often a candidate’s _________________ can be much more important than their ________________.

A. Prior experience; Work ethic B. Background; Friendliness C. Attitude; Prior experience D. Internal recruiting; External recruiting

2.

A promotion-from-within approach to hiring will require: A. The input of the Union Steward B. Internal Search C. External Search D. Outsourced Search

3.

A potential job-seeker is dissuaded from looking for employment within a hospitality operation because of her perception that work in the field of hospitality offers little opportunity for personal advancement. Efforts by a Human Resources Manager to change that perception and create a more positive view of hospitality jobs in general would mean working against a(n) __________________.

A. Position Constraint B. Industry Constraint C. Economic Constraint D. Organizational Constraint

4.

When hiring an employee, employers are required by law to obtain valid identification documents from: A. Only those employees who have immigrated to the country in the last 5 years B. Only those employees who still have family members living over-seas C. Only those employees who appear to be foreign-born D. All employees

5.

When recruiting new employees, an employer can no longer seek out preferred individuals based upon non job-related factors such as age, gender, or physical attractiveness. This is an example of a(n) ___________________.

A. Legal Constraint B. Economic Constraint C. Industry Constraint D. Position Constraint

6.

A government statistic that measures the percentage of workers who are not employed, but who are seeking work, is known as: A. Recruitment Rate B. Selection Rate C. Unemployment Rate D. Nepotism When searching for qualified employees, which kind of search is most likely to build employee morale:

7.

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A. Internal Search B. Outsourced Search C. External Search D. Blind Ads 8.

Favoritism in employment based upon kinship is known as: A. Nepotism B. Negligent hiring C. Constructive hiring D. Pro-bias hiring

9.

If an organization wishes to replace a current employee with a new one, but does not wish to let the current employee know a replacement search is underway, they would most likely: A. Promote from within B. Outsource the search C. Place a blind ad D. Accept an employee referral

10.

An executive search firm specializes in: A. Identifying candidates for management positions B. Eliminating the unemployment rate C. Facilitating employee agreements D. Promoting from within

11.

Which of the following is NOT considered a major selection activity when an employer is selecting an applicant?

A. Outsourced searching B. Pre-employment testing C. References D. Interviews

12.

When conducting an interview with a potential employee, questions related to _________________ are always inappropriate.

A. Age B. Race C. Educational background D. Former employment

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13.

In recent years, previous employers have become much less likely to divulge information about a former employee when that information is solicited in the form of a reference, because they fear being: A. Denied an offer letter B. Subjected to pre-employment screening tests C. Accused of negligent retention D. Accused of defamation

14.

If, in the course of employment, it becomes obvious that an employee is unsuitable for a job, yet they are still retained for employment, it could be deemed a case of: A. Defamation B. Negligent employment C. Negligent retention D. Preemptive damage

15.

An employment agreement will generally state: A. The potential employee’s academic credentials B. The specific skill sets required in the available position C. A detailed description of applicable employee benefit programs available D. A specific wage rate per hour worked and at-will employment for both parties

16.

Under Federal law, when an employee submits their Employment Eligibility Verification Form (I-9), it is the employer’s responsibility to do all of the following EXCEPT: A. Retain copies of the identification documents B. Confirm that the identification documents appear valid and real C. Assure that the documents are submitted within 72 hours of the time of hire D. Legally verify the authenticity of the identification documents

17.

A conditional offer letter means that a position will be offered to a prospective employee only after: A. The employee has satisfactorily completed 10-14 days of work B. The employee satisfactorily fulfills some requirements, such as passing a drug test or background check C. An application is submitted D. The employee’s I-9 has been verified as authentic

18.

At-will employment specifies that: A. The employer (only) can terminate the employment contract at any time B. Either party can terminate the employment at any time with no liability C. The employees (only) can terminate the employment contract at any time D. Both parties must, at the same time, willingly agree to terminate the employment contract

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19.

Which of the following is a disadvantage of placing a blind ad: A. They are very expensive B. They rely only on executive search firms to generate interest C. They may generate less than desired interest because potential employees do not know who their employer will be D. It attracts a lower quality employee

20.

Which type of recruitment can sometimes lead to inbreeding and lack of new ideas: A. External recruitment B. Unsolicited applications C. Outsourced search D. Internal recruitment

21.

At times, perceptions of the hospitality industry can lead potential job candidates to believe hospitality jobs offer little hope to promotion or low compensation rates. Efforts to correct this inaccurate image should focus on the fact that jobs in the hospitality industry: A. Offer good job stability B. Allow individuals to utilize personal creativity C. Feature a team environment D. All of the above

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Answers to Chapter 4 Test Bank 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12 13 14.

15.

16.

17.

18.

19.

20.

21.

C; page 101 B; page 106 B; page 104 D, page 102 A, page 103 C; page 105 A; page 106 A; page 107 C; page 108 A; page 112 A; page 113 B; page 117 D; pages 124-125 C; page 127 D; page 128 D; page 126 B; page 128 B; page 113 C; page 108 D; page 106 D; page 104

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Chapter 5 First Impressions and an Ethical Foundation Lecture Outline →Slide 1

First Impressions and an Ethical Foundation →Slide 2

The New Employee Adaptation Process Adaptation (to organization) – The process by which new employees learn the values of and “what it’s like” to work for a hospitality organization during initial on-job experiences.

Employee Adaptation Concerns An organization’s culture and the environment influenced by the manager will impact what and how early interactions occur.

Managers have a pervasive influence over the attitudes and actions of staff members. The precedence they have set with their employers and their on-going interactions will impact staff members’ interactions with new employees. →Slide 3 Steps in the Adaptation Process Step 1- New employee has perceptions and attitudes about the work and the organization Step 2- Early on-job experiences (orientation and training) affect new employee’s attitude Step 3- New employee adapts to the organization, is accepted by peers, and wants to become team member Step 4- Initial on-job performance is affected by attitude about organization, desire to work to standards, and interest in remaining with the organization →Slide 4

Orientation Programs and Procedures Orientation – The process of providing basic information about the hospitality organization that must be known by all staff members in every department. →Slide 5 Goals of Orientation Programs • It provides an overview of the organization Mission statement – A strategic statement that indicates (provides an overview of) what the hospitality organization wants to accomplish, and how it intends to do so.

• • •

It indicates the new staff member’s role It explains policies, rules, and other information It outlines specific expectations 58

• •

It provides details about employee benefits It motivates new staff members

→Slide 6 A good orientation program should answer common new-employee questions: • Where do I “fit in” to the organization?

• Where and how can I contribute my time and talents?

• What are my duties?

• What are my rights?

• What are my limits?

• How can I advance (and to what positions) within my new organization? →Slide 7 Use an Orientation Checklist This may include: • Organizational introduction • Staff Member-Related Policies such as: ▪ Appearance ▪ Conduct ▪ Job Performance ▪ Employee Benefits ▪ Compensation Information ▪ Safety Concerns ▪ Physical Facilities ▪ Other Orientation Activities →Slide 8 Orientation kit – A package of written materials given to new employees to supplement the oral information provided during the orientation session.

Sample contents of orientation kit: • Current organization chart • Copy of employee handbook • Copies of employee performance appraisal forms/procedures • Current copy of employee newsletter • Federal, state, and local tax law materials • Layout (maps) of facility (large properties) • Accident prevention guidelines

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→Slide 9 Departmental Induction Procedures Induction – The process of providing new employees with basic information that everyone in their department must know that is unique to their department.

Department Induction Activities Checklist: • Department introduction • Department mission statement • Review of department organization • How department impacts other departments • Position duties/responsibilities • Policies and procedures • Department tour • Introduction to department employees Orientation Follow-Up It is not sufficient to say, “If you have any questions, just ask someone,” or “Just assume you’re doing okay unless someone tells you differently.” →Slide 10

Employee Handbooks Employee Handbooks Are Necessary Should detail employer’s policies, benefits, and employment practices Typically, employee handbooks should indicate that the hospitality operation has the right to modify, alter, or eliminate any/all contents at any time. Further, it is important to indicate within the manual that it is not a contract. The organization’s attorney should be consulted as the employee handbook is developed and, most certainly, before it is circulated.

Review sample employee handbook topics from Figure 5.5 →Slides 11 and 12 Tactics for consistent application of policies and procedures: • Standards should be respected. Policies and procedures should be followed all the time, and their expectations should be consistently met.

• Managers, supervisors, and employees should role-model examples for their peers.

• Inform staff members about the reasons for the policies and procedures.

• Information about the most important policies and procedures should be presented during orientation. Other policies can be discussed on an on-going basis as part of in-service or other training programs.

• Staff members should recognize that compliance with reasonable policies and procedures is part of the agreement with, and relationship between, their employers and themselves.

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→Slide 13

Mentoring Programs Mentoring – A formal or informal relationship in which an experienced staff member provides advice and counsel to a less experienced staff member. →Slide 14 Advantages to the organization: • Junior staff can more quickly learn about the organization’s culture, and how to act within it.

• Mentorees may have increased commitment to the organization because they are better assimilated into the corporate culture.

• Higher levels of job satisfaction can occur with the decreased chance that those being mentored will leave the organization.

• Problems that hinder the mentoree’s current performance can be addressed. →Slide 15 Advantages to mentors: • Enhanced self-esteem – A mentor will likely feel good about the opportunity to provide advice, and to “make a difference.”

• Increased knowledge – Mentors learn as they interact with mentorees.

• They are seen as “good citizens” – Mentors may receive special consideration as their own careers are evaluated.

• Mentoring helps to train successors – Sometimes mentors cannot be promoted until someone is available to assume their position, and this can be the mentoree. →Slide 16 Phases of mentoring relationship: • Introduction – A mentoring relationship can begin by chance as two persons meet on the job, or it can begin more formally: a senior staff member is paired with a less experienced person in a planned career development program.

• Cultivation – Time is needed for both individuals to get to know each other, to understand each other’s position, and for the mentor to understand the context within which the mentoree is soliciting advice.

• Redefinition – Few relationships on the job remain the same. They typically grow stronger or weaker, and they sometimes end. At some point, the junior staff member may not require or desire advice. Conversely, mentors may have a lessened desire to continue in the mentoring role. By contrast, relationships can become stronger and evolve into lifelong (or, at least, career-long) opportunities to share information, and to enjoy a mutually rewarding relationship.

Roles of the mentor: • • • • • •

Trainer Coach Counselor Guide Role model Advocate

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→Slide 17 Examples of mentoring activities: •

Helping the mentoree to develop a career ladder.

Career ladder – A progression of increasingly more responsible positions within an organization or an industry.

• • • • • •

Advising about development activities that can assist the mentoree to move toward career ladder goals.

Evaluating alternative education and training programs and courses of action to address onthe-job concerns.

Providing applicable reading materials.

Suggesting alternative courses of action that address on-job problems.

If applicable, making special assignments and arranging for special training.

Providing on-going counseling.

→Slides 18 and 19 Implementing a Formal Mentoring Program • Step 1: Obtain support of top-level managers • Step 2: Determine goals of the mentoring program • Step 3: Appoint key planning staff Cross-functional team – A group of staff members comprised of representatives from different departments (functional areas) that address a common concern • • • • • • •

Step 4: Plan mentoring program Step 5: Obtain approval of top-level managers Step 6: Roll-out program Step 7: Select and prepare mentors Step 8: Select mentorees Step 9: Match mentors with mentorees Step 10: Monitor, support, and evaluate (improve) the program →Slide 20

Human Resources and Ethical Concerns Ethics – A set of rules or principles that define “what is right” and “what is wrong” as decisions are made that affect others.

Business ethics – Refers to the practice of ethical judgment by managers as they make decisions affecting the organization. →Slide 21 Behavior (ethical) – Actions in concert with generally accepted social concerns relating to the impact of decisions on others.

Behavior (unethical) – Actions not in concert with generally accepted social concerns relating to the impact of decisions on others.

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→Slide 22 Ethical principles for hospitality managers:  Honesty – Don’t mislead or deceive others.  Integrity – Do what is right.  Trustworthiness – Supply correct information, and correct any information that is not factual.  Loyalty – Avoid conflicts of interest, and don’t disclose confidential information.  Fairness – Treat individuals equally; be tolerant of diversity.  Concern and respect – Be considerate of those impacted by decision-making.  Commitment to excellence – Do the best you can do.  Leadership – Lead by example.  Reputation and morale – Work to enhance the company’s reputation, and the morale of employees.  Accountability – Accept responsibility for decisions that are made. →Slide 23 Ethical norms:  Utility – To what extent does a specific act generate benefits for those affected?  Rights – To what extent are the rights respected of persons involved as decisions are made?  Justice – Is a decision fair?  Caring – Does a decision consider the responsibilities that individuals have to each other?

Code of ethics – A statement used by a hospitality organization to outline broad concepts to guide ethical decision-making.

Hospitality organizations typically develop codes of ethics for several reasons including:  To identify a foundation of acceptable behaviors.  To promote standards that should guide decision-making.  To provide a benchmark that can be used to evaluate potential decisions.  To support the responsibility and obligations that decision-makers have to constituents and to society. →Slide 24 Corporate (social) responsibility – Relates to an organization’s efforts to address its commitments to all of its constituencies including guests, employees, other businesses including suppliers, investors, and society and the community-at-large.

Stakeholders – Groups, individuals, and organizations that are affected by an organization; also called “constituents.” →Slide 25 How corporate responsibility relates to the management of hospitality human resources: • Cultural consistency • Employer of choice concerns Publicity – Free-of-charge information in the media that attracts attention to an organization.

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Human Resources Management Issues (5.1) Cindy had been working at the Harbor View Hotel as a bartender for about two months. She liked her job (great tips!), and she appreciated the way her supervisor, Florence, treated her on the job.

Although Cindy never had any problems with Florence’s leadership style, she had noticed that Florence had her favorites. Cindy was glad that she was one of them. However, Florence also had other direct reports she treated much less fairly and, sometimes, disrespectfully. Cindy also remembered times when Florence had spoken inappropriately about top-level managers, some of the regular hotel and lounge guests, and even about the hotel and the entire hospitality industry.

Florence was very opinionated (and everyone who disagreed with her was obviously wrong), and she frequently discussed the people she knew and the “real job” that her contacts would help her to obtain.

Cindy had initially overlooked these aspects of Florence’s workplace tactics and attitudes because they didn’t directly affect her. However, she now began to think, “Why is Florence nice to me? Is this really a good place to work? I have lots of other options and really desire a career in the hospitality industry. Is it better to stay here, and learn what a supervisor should not do, or take another job to learn things that will help me in my career?”

Key Concept: This case examines corporate culture and its effect on employee attitudes. While it is unrealistic to assume that HR specialists will dictate corporate culture, those professionals working in HR must be aware that situations such as Cindy’s can arise. Students completing this case will come to recognize that it may be part of their day-to-day activities as an HR professional to address situations such as new employees questioning current organizational procedures, and the potentially suspect behavior of co-workers and managers. Cindy’s situation can serve as an example of how corporate culture can have a significant negative effect on employee attitudes and morale.

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Human Resources Management Issues (5.2) “I wonder what I’m getting into now,” thought Daren, as he parked his car and walked through the parking lot. He had accepted a position as a cook in the foodservices department of a large hospital.

“I’ve cooked at several restaurants, and I have learned a few things: I like to cook, to be creative, and to work with a great team that feels like I do,” were his next thoughts as he neared the entrance closest to the parking lot. “However, I’ve never worked for a healthcare facility. While it sounds good (e.g., great working hours, higher pay, and better benefits), I don’t know about the environment with a lot of patients who are going to be depending on me.”

As he walked closer to the building, he saw a sign: “Patient Entrance – Straight Ahead; Visitors’ Entrance – Turn Left; Vendors Proceed to Purchasing Office.”

“Well, what do I do now?” thought Daren. “I’m not a patient, I’m not a visitor, and I’m not selling anything.

I guess employees know where to go, and they don’t need a sign. So what should I do now?”

Key Concept: This case investigates the reasons employees must be well informed during new employee orientation sessions. Even information as simple as where one reports to work must be addressed in a quality program. When discussing this case, it may be helpful to ask students to relate their own experience in the orientation programs in which they have participated. Answers are likely to range from very extensive programs to virtually none at all. Students completing this case should gain a heightened appreciation for the importance of immediately introducing new workers to all of the information they need to best do their jobs and feel comfortable in their new positions.

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Chapter 5 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Induction Stakeholders Code of ethics Corporate responsibility Orientation Adaptation Cross-functional team Publicity Mentoring Business ethics 1. A formal or informal relationship in which an experienced staff member provides advice and counsel to a less experienced staff member.

2. Groups, individuals, and organizations that are affected by an organization; also called “constituents.”

3. The process of providing basic information about the hospitality organization that must be known by all staff members in every department.

4. Relates to an organization’s efforts to address its commitments to all of its constituencies including guests, employees, other businesses including suppliers, investors, and society and the community-at-large.

5. The process by which new employees learn the values of and “what it’s like” to work for a hospitality organization during initial on-job experiences.

6. Refers to the practice of ethical judgment by managers as they make decisions affecting the organization.

7. The process of providing new employees with basic information that everyone in their department must know that is unique to their department.

8. A group of staff members comprised of representatives from different departments (functional areas) that address a common concern.

9. A statement used by a hospitality organization to outline broad concepts to guide ethical decision-making.

10. Free-of-charge information in the media that attracts attention to an organization.

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Chapter 5 Vocabulary Quiz Answer Key 1.

2.

3.

4.

5.

6.

7.

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10.

I B E D F J A G C H

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Chapter 5 Test Bank 1.

All of the following factors contribute to the initial perceptions and attitudes a new employee has about an organization EXCEPT: A. Information learned during their interview B. Previous experience as a guest in the operation C. Advertising messages D. The location of their workplace

2.

A new employee at an organization begins with very positive perceptions about the job, but their early on-job experiences do not coincide with those initial perceptions. It is likely that this employee will: A. Want to give feedback about the adaptation process B. Become discontented and may eventually quit C. Have a hard time being accepted by peers D. Successfully complete the steps of the adaptation process

3.

In addition to job skill training, orientation allows new employees to: A. Become comfortable with the work environment and to learn where they fit in B. Compare their work loads to those of other employees C. Change the culture of the organization D. Get to know their property’s General Manager

4.

Who should mainly be in charge of planning an orientation program?

A. The new employee’s mentor B. A senior staff member who the new employee will be shadowing C. The organization’s owner D. The Human Resources manager

5.

Which of the following is NOT considered a goal of an orientation program?

A. Provide an overview of the organization B. Detail employee benefits C. Give department-specific job information D. Motivate new staff members

6.

An organization’s mission statement is most likely to be provided to a new employee during: A. The orientation program B. The job interview C. The recruitment process D. The induction program

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7.

To avoid legal problems, it is a good idea to provide which of the following to new employees?

A. Information about sexual harassment complaint procedures B. Information about Americans with Disabilities Act concerns C. Information about responsible alcohol service (if applicable) D. All of the above

8.

In what way are adaptation processes and orientation programs related?

A. They are not related. Adaptation has to do with “fitting in” and orientation has to do teaching specific skills B. They are not related, because if employees adapt easily no orientation program is needed C. Adaptation concerns should be addressed during the orientation program D. They are essentially the same process

9.

Which of the following is NOT commonly included in an orientation kit?

A. Employee handbook B. Employee grievance committee membership eligibility requirements C. Federal, state, and local tax-related materials D. Accident prevention guidelines

10.

Which of the following is most likely to be included in an induction program?

A. A department tour B. Details about employee benefits C. An overview of the organization D. Information about compensation policies

11.

Orientation follow-up procedures are designed to do all of the following EXCEPT: A. Clarify remaining questions B. Let new employees evaluate the effectiveness of the orientation program C. Adjust their work schedules D. Determine how the orientation program could be improved

12.

What can an organization do to encourage consistent adherence to policies and regulations as outlined in the employee handbook: A. Eliminate employees the first time they violate a rule B. Agree to “bend the rules” the first time only C. Discard those regulations which are frequently violated D. Inform staff members about the reasons for the policies and procedures.

13.

All of the following statements about the employee handbook are true EXCEPT: A. It should include information about benefits, policies and practices B. It is a contract C. It should be reviewed by an attorney before being circulated D. It must be provided to employees in hard copy form

14.

In a mentoring relationship, ________________ is the phase in which the mentor and the mentoree get to know each other and understand one other’s positions: 69

A. Introduction B. Cultivation C. Redefinition D. Adaptation 15.

Who is most likely to benefit from a mentoring relationship?

A. The mentor B. The mentoree C. The entire organization D. All of the above

16.

Which of the following is NOT commonly considered to be the role of a mentor?

A. Performance appraisal team leader B. Coach C. Role Model D. Advocate

17.

The _______________ is in an excellent position to assist a new employee in developing a career ladder: A. Mentor B. HR Manager C. Mentoree D. General Manger

18.

A(n) _________________ is meant to identify a foundation of acceptable behaviors and promote standards that guide decision-making: A. Code of ethics B. Mentoree C. Induction program D. Employee orientation

19.

Publicity is defined as: A. Advertisements designed and circulated by an organization B. Promotions for which a fee is paid C. Free-of-charge information in the media that attracts attention to an organization D. Word-of-Mouth exchanges about an organization

20.

An organization that is concerned with corporate responsibility is also likely to be concerned about, and therefore more likely to retain, quality employees. This is an example of: A. Diversity initiatives B. Cultural consistency C. Publicity D. Stakeholders

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Answers to Chapter 5 Test Bank 1.

2.

3.

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6.

7.

8.

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D; page 137 B; page 137 A; page 139 D; page 140 C; page 140 A; page 140 D; page 141 C; page 142 B; page 144 A; page 146 C; page 149 D; page 153 B; page 150 B; page 155 D; page 154 A; pages 154-155 A; page 155 A; page 161 C; page 165 B; page 163

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Chapter 6 Planning Training Programs Lecture Outline →Slide 1

Planning Training Programs →Slide 2

Introduction to Training Training – The process of developing a staff member’s knowledge, skills and attitudes necessary to perform tasks required for a position.

Cost-effective – A term that indicates that something such as training is worth more than it costs to provide it.

Performance-based (training) – A systematic way of organizing training in efforts to help trainees learn the tasks considered essential for effective on-job performance. →Slide 3 Competent – A description that means the staff member has been appropriately trained and is able to contribute to the achievement of desired results.

Task – A specific and observable work activity that is one component of a position and that has a definite beginning and end. For example, one task performed by a cook may be to prepare sandwiches using a standardized recipe.

Competency – Standards of knowledge, skills and abilities required for successful job performance. →Slide 4 Feedback – Response provided to a question or larger-scale inquiry such as a customer survey.

Attitude – Positive or negative feelings, beliefs and values about something that influence a person to act in certain ways.

Morale – The total of one’s feelings about his/her employer, work environment, peers and other aspects of the employment.

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→Slide 5 Benefits of Training: • Improved performance • Reduced operating costs • More satisfied guests • Reduced work stress • Increased job advancement opportunities • Improved staff relationships • More professional staff →Slide 6 • •

Fewer operating problems Lower turnover rates

Turnover rate – The number of employees who leave an organization each year expressed as a percentage of the average number of workers employed by the organization.

•

Increased morale →Slide 7

• •

Higher levels of work quality Easier to recruit new staff

“Employer of Choice” – An organization with a reputation of offering a desirable place to work and with recruiting efforts made easier because of this.

• Increased profits →Slide 8 Obstacles to Training: Insufficient time for managers, supervisors and/or trainers to plan for and deliver the training.

• Too much time for trainees to be away from their positions • Lack of financial resources • Insufficient trainers’ knowledge and skills.

• Lack of quality resources available for training.

“Off-the-shelf” – Generic training materials, typically addressing general topics of concern to many trainers, that are available for use if company-specific resources are not available.

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• • •

→Slide 9 Scheduling conflicts Turnover Insufficient lead time between one’s hire date and the time when he/she must be on the job.

Hire date – The effective date that a new staff member begins work.

Warm body syndrome – The selection error that involves hiring the first person who applies for a position vacancy.

• •

Difficulty in maintaining training consistency Trainer apathy →Slide 10

Training Myths • Training is easy • Training costs too much • Training is a staff function • Only new staff need training Professional development programs – Planned educational and/or training activities to prepare one for successively more responsible positions in an organization or industry.

•

There is no time for training →Slide 11

Basic Training Principles If one accepts the idea that managers will, one way or another, pay for training, it makes good business sense to implement effective training that will return benefits exceeding costs.

• Training Principle 1: Trainers Must Know How to Train • Training Principle 2: Trainees Must Want to Learn and Need Motivation to Do So • Training Principle 3: Training Must Focus On Real Problems • Training Principle 4: Training Must Emphasize Application • Training Principle 5: Training Should Consider the Trainees’ Life and Professional Experiences • Training Principle 6: Training Should Be Informal • Training Principle 7: Use a Variety of Training Methods

•

→Slide 12 Training Principle 8: The Training Focus Should Be On Trainees

Jargon – Terminology used by and commonly known only to persons familiar with a topic.

• • • • • •

Training Principle 9: Allow Trainees To Practice Training Principle 10: Trainees Require Time To Learn Training Principle 11: Trainers Require Time To Train Training Principle 12: The Training Environment Must Be Positive Training Principle 13: Trainees Should Be Treated As Professionals Training Principle 14: Trainees Need Encouragement and Positive Feedback 74

• • • • • • • •

→Slide 13 Training Principle 15: Trainees Should Not Compete Against Each Other Training Principle 16: Teach The Correct Way To Perform A Task Training Principle 17: Train One Task At A Time Training Principle 18: Train Each Task Using A Step-By-Step Plan Training Principle 19: Trainees Should Know Training Requirements Training Principle 20: Consider The Trainees’ Attention Span Training Principle 21: Learning Should Be Paced Training Principle 22: Learning Speed Varies For Trainees →Slide 14

Focus on the Trainer Important characteristics of a trainer: • Have the desire to train • Have the proper attitude about the employer, peers, position and the training assignment • Possess the necessary knowledge and ability (skills) to do the job for which training is needed • Utilize effective communication skills Body language – The gestures, mannerisms, expressions and other non-verbal methods that people use to communicate with each other. →Slide 15 • • • • • • • •

Know how to train Have patience Exhibit humor Have time to train Show genuine respect for the trainees Be enthusiastic Celebrate the trainees’ success Value diversity

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→Slide 16

Use a Formal Training Process Traditional “tag along,” “shadowing” and “follow the trainer” programs typically do not work because they lack an organized and well-thought-out approach to determining training content and delivery.

Step 1: Define Training Needs Long and Short term needs Tactics to Identify Training Needs • Observation of work performance • Input from guests • Input from staff members • Inspections • Failure to meet performance standards • Analysis of financial data • Performance/skills assessments • Exit interviews →Slide 17 Step 2: Conduct a Position Analysis Position analysis – A process that identifies each task that is part of a position and explains how it should be done with a focus on knowledge and skills. →Slide 18 Components of Position Analysis Process: a) Prepare a Task List Task list – A list of all tasks that comprise a position.

Step – One element in a task. Example: to prepare sandwiches (a task), a Cook must know how to portion ingredients required by standard recipes using proper portion control tools (one step in the task).

Open-ended (question) – A question that allows the respondent to elaborate on his/her response.

Example: what do you like about your job?

Procedures to develop a task list include: • Obtain interview input from the supervisors of and several experienced workers in the position being analyzed • Use available written information.

• Use a simple questionnaire that asks, “What do you and others in your position do as part of your job?”

• Observe staff members as they work in their positions; compare what they actually do to the tasks they identified when questioned about their position responsibilities.

• If practical, working in the position(s) for which a task list is being developed.

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→Slide 19 b) Develop Task Breakdowns Task breakdown – A description of how one task in a task list should be performed.

Benefits of task breakdowns include: • They indicate the correct way to perform a task to best assure that performance standards are attained.

• Trainees benefit from written instructions.

• Trainees can practice each step and then compare procedures used with those noted in the task breakdown. →Slide 20 c) Consider Performance Standards Performance standards – Measurable quality and/or quantity indicators that tell when a staff member working correctly.

Quality – The essential characteristics consistently required for a product or service to meet the appropriate standard(s); a product or service attains necessary quality standards when the product or service is suitable for its intended purpose. →Slide 21 d) Write a Position Description Position description – A human resources tool that summarizes a position and lists the primary tasks that must be performed as part of it. →Slide 22 Step 3: Define Training Objectives Purposes of training objectives: • To help the trainer connect the purpose(s) of the training program with its content.

• To help evaluate training (Refer to Figure 6.5) Knowledge and skills required for effective work performance drive training objectives. They, in turn, drive the content of the training program which, in turn, impacts the training process that is implemented, and the tactics that are used for training evaluation. Figure 6.5 also suggests that training evaluation can address the extent to which content was mastered and usefulness of the training process.

To be useful, objectives must be reasonable (attainable), and they must be measurable. →Slide 23 Step 4: Develop Training Plans Training plan – A description of the structure (overview) and sequence of the entire training program.

Factors to consider to determine the sequence for subject-matter: 77

• • • • • • • •

Begin with an introduction explaining why the training is important and how it will benefit the trainees.

Provide an overview of training content.

Plan training lessons to progress from simple-to-complex.

Build on the trainees’ experiences.

Present basic information before more detailed concepts are discussed.

Progress from general-to-specific.

Consider the need for “nice-to-know” and “need-to-know” information.

Use a logical order. →Slide 24

Step 5: Develop Training Lessons Training lesson – The information to be presented in a single session of the training plan. Each lesson contains one or more specific training objectives and indicates the content and methodology(ies) required to enable trainees to master the content.

Steps to develop a training lesson: Step 1 – Develop lesson objective(s).

Step 2 – Determine topics that represent the required knowledge/skills to attain the objective(s).

Step 3 – Consider topic sequence.

Step 4 – Determine content for each topic.

Step 5 – Select training method(s) for each topic.

Step 6 – Consider time requirements for each topic.

Step 7 – Identify (develop/purchase) required training resources.

Step 8 – Consider other training tactics.

Step 9 – Evaluate/revise the training lesson.

Step 10 – Develop method to evaluate the success of the training session.

Resources used to develop training content: • Manufacturers’ operating manuals for equipment.

• Standard operating procedure manuals.

• Task breakdowns for positions.

• Applicable books magazines including e-editions.

• Industry best practices.

• Training resources from professional associations.

• Materials available from suppliers.

• Ideas from other hospitality organizations.

• Notes taken by the trainer at other training sessions • The trainer’s own experience.

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→Slide 25 Step 6: Develop a Training Handbook Training handbook – A hardcopy or electronic manual (file) that contains the training plan and associated training lessons for a complete training program. The program can be comprehensive (for example, to prepare a new staff member for a position) or more specific (for example, to present training information on an ad hoc topic such as sanitation or customer service).

A handbook (file) used to train a new person for all tasks in a position may include: • An introduction.

• A current position description.

• A copy of the position’s task list.

• Copies of all task breakdowns.

• Training lessons for each task breakdown including evaluation processes.

• Training lessons for generic subject-matter such guest service and safety basics. →Slide 26 Step 7: Prepare Trainees Ways to motivate trainees to benefit from training include: • Tell trainees what to expect.

• Explain why the training is needed.

• Provide time for the training.

• Address trainees’ concerns.

• Emphasize the importance of training.

• Explain that training will be directly related to the trainee’s work.

• Stress that the training will be enjoyable and worthwhile.

• Tell the trainees how they will be evaluated.

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Human Resources Management Issues (6.1) “I don’t understand it,” said Ralph. “What’s the big deal about training? Maybe you and I are smarter than the kids coming to work at the hotel today. But I remember watching and listening and following along with people who taught me everything I needed to know about the job.”

Ralph and Lorine were supervisors who were talking about the hotel department staff meeting they had just attended. The department head had announced that all staff would be expected to participate in two training programs: one on guest service and the other on technology updates.

“You’re right about what was done in the past, Ralph,” said Lorine. “But you and I can cite a million (or more!) problems at our hotel. I wonder if proper training would reduce their occurrence? I wonder if things do need to change to remain competitive and to make sure we keep our good employees?”

“It’s easy to keep the employees; just pay them more,” replied Ralph. “You and I are good employees, and we became good by learning and watching. I think that’s good enough today because it was good enough yesterday.”

Key Concept: This case illustrates various attitudes toward training that are likely to exist in any organization. Ralph represents those managers and supervisors who place a low priority on training. Lorine reflects a more positive view of training, yet she is not as committed to training as perhaps many HR professionals would prefer. Students completing this case should recognize that there are two main responsibilities associated with effective training. The first is to design innovative and successful training programs. The second is to work within their organizations to change unfavorable or neutral attitudes toward training into positive ones. Student discussion of this case will likely include examples of personal experiences with training programs, as well as student attitudes toward training.

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Human Resources Management Issues (6.2) “Its been a long day,” said Ralph to Lorine as they walked to the hotel’s parking lot. They had just participated in a two-hour rollout program about customer service training that would soon begin for entrylevel staff.

“You’re right, Ralph,” replied Lorine. “It was a long day because we basically had to do everything expected of us during a regular shift and, in addition, participate in the training. I like the content of the program, and I think there were lots of great ideas,” she continued. “I also hope it will be a lot different than today’s session, however: too much lecture, little chance for our input, long periods between very short breaks, and the unavailability of some training materials.”

“Remember our conversation last week, Lorine, when we talked about the old days of training?” asked Ralph. “Why can’t we just remind our staff to be nice to guests, give them some examples of how to do so, and then let the staff do their jobs?”

“I don’t have the answers to that question, Ralph,” said Lorine. “However, I have learned that it is one thing to develop great training content, and it’s another thing to effectively deliver it.”

Key Concept: This case provides concrete examples of some reasons why well-designed training programs fail. The delivery of training is often as important as its design. In this case, length of sessions, lack of interactivity, poorly planned breaks, and the unavailability of needed materials all work to reinforce Ralph’s negative views of training. Students completing this case should be informed that, in many situations, while they will be involved in training development, they may not be the individual responsible for delivery of the training. It is for this reason that well designed and delivered “Train the Trainer” programs are so important in some organizations.

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Human Resources Management Issues (6.3) “This just isn’t practical,” Ralph said to Lorine. “We’re too busy to do extra paperwork, to talk to our staff, and to observe them for such a silly purpose.”

Ralph was referring to his department head’s request that supervisors help develop new position descriptions. (The current ones had not been revised for many years.) The recommended approach was to ask employees in selected positions and their supervisors to list tasks normally performed as part of the job. Two supervisors and two employees would then review the list and develop a final document. “I wish I knew what was going on around here,” said Ralph. “When are we supposed to get our work done?”

“You’re right on this one, Ralph,” said Lorine. “I’m not sure what’s going on.”

Key Concept: This case touches on the important issue of employee input. Behind Ralph and Lorine’s frustration lurks the greater issue of supervisor and manager acceptance of employee assistance when developing training-related materials. Despite the “lip service” often paid to the value of employee input, supervisors and managers often feel they (the manager/supervisor) know how to best complete work in their own areas of responsibility. Students should recognize the possibility that the types of misgivings illustrated in this case may actually be disguising unilateralist views of employee participation in training development.

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Chapter 6 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Position Analysis Cost-effective Employer of Choice Off-the-shelf Performance standards Training plan Warm body syndrome Professional Development Performance-based Task breakdown 1. Measurable quality and/or quantity indicators that tell when a staff member working correctly.

2. A description of the structure (overview) and sequence of the entire training program.

3. A description of how one task in a task list should be performed.

4. A process that identifies each task that is part of a position and explains how it should be done with a focus on knowledge and skills.

5. Generic training materials, typically addressing general topics of concern to many trainers, that are available for use if company-specific resources are not available.

6. The selection error that involves hiring the first person who applies for a position vacancy.

7. A term that indicates that something such as training is worth more than it costs to provide it.

8. A systematic way of organizing training in efforts to help trainees learn the tasks considered essential for effective on-job performance.

9. An organization with a reputation of offering a desirable place to work and with recruiting efforts made easier because of this.

10. Planned educational and/or training activities to prepare one for successively more responsible positions in an organization or industry.

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Chapter 6 Vocabulary Quiz Answer Key 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

E F J A D G B I C H

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Chapter 6 Test Bank 1.

For a training program to be “cost effective” it must: A. Have an average cost of less than $25 per new-employee B. Provide time and money benefits that outweigh its costs C. Be offered only on an as-needed basis D. Be taught by trainers already on the organization’s staff

2.

In most cases, performance-based training is best delivered: A. As one-on-one training B. In a group-training session C. Via the internet D. Performance-based training is not necessary for most new employees (phrase better)

3.

Which of the following is NOT generally considered a benefit of a good training program?

A. Improved performance B. More satisfied guests C. Improved staff relationships D. Elimination of all employee turnover

4.

In many states, employers can be legally required to provide new employees with training regarding: A. Serving alcohol responsibly B. Food safety and sanitation C. Avoidance of sexual harassment D. All of the above

5.

The “warm body” syndrome refers to: A. Back-of-House hiring techniques B. A hiring technique to be avoided C. Back-of-House hiring techniques D. A and C

6.

Professional development programs consist of training and information for: A. New, inexperienced employees B. New employees with some prior experience C. Those individuals who are currently employed D. Owners and managers

7.

When we hear that “managers will, in one way or another, pay for training,” it means that: A. Training is mandated by state and local governments B. If no money is dedicated to training programs, wasted time and money will occur because of errors and re-work C. A company will pay for a training program even if they don’t use it D. Payment for training programs can be delayed until they are implemented

8.

When an excellent employee is chosen to serve as a trainer for other employees, he/she: A. Must first be trained to train 85

B. Should be given freedom to employ the training method of their choice C. Must be given additional compensation D. Should be a long-term employee 9.

All of the following are characteristics of a good training program EXCEPT: A. Personalized B. Conducted in the work place C. Paced for the employee D. Intermittently implemented

10.

Which of the following is the most effective method for training new staff members?

A. Reading information in a book or manual B. Talking through a task C. Observation followed by hands-on practice D. Watching someone else perform a task

11.

All of the following are examples of effective communication techniques EXCEPT: A. Utilizing industry jargon B. Recognizing the importance of body language C. Speaking to communicate rather than impress D. Using clear, understandable language

12.

When is it appropriate to add training responsibilities to the regular job responsibilities of an employee?

A. When the trainer is provided sufficient additional financial compensation B. When the trainer verbally agrees to it C. When the employee chosen to train is highly experienced D. When the employee is allowed to have special time set aside to engage in training activities

13.

The principal problem with traditional “tag along” training programs is that they: A. Are high cost B. Are time consuming C. Lack an organized and well-thought-out approach to determining training content and delivery D. Cannot be implemented quickly

14.

Which of the following is NOT an effective way to identify training needs?

A. Input from guests B. Wait for staff to inquire about their training needs C. Inspections D. Management observation of employee work performance

15.

A process that identifies each task that is part of a position and explains how it should be done; with a focus on knowledge and skills is known as a: A. Training plan B. Performance standard C. Position analysis 86

D. Task breakdown 16.

Which is an example of an open-ended question that could be used to develop a task list?

A. “Can you please describe what you do in a normal work shift?”

B. “Do you feel overwhelmed by the number of tasks involved in your position?”

C. “Do you stay busy at all times?”

D. “What do you like most about your job?”

17.

The importance of a task breakdown is that it: A. Includes a list of all tasks that comprise a position B. Measures the quality indicators that tell when a staff member is working correctly C. Indicates how each task identified in the task list should be performed D. Determines appropriate pay levels

18.

Which of the following is a performance standard which is MEASURABLE? A. The Front Desk Agent should be able to check in guests as quickly as possible B. Trainees will realize the importance of effective guest service C. Trainees will understand the need to use a first-in first-out (FIFO) inventory rotation system D. Trainees will demonstrate a six-step method to manage guest complaints

19.

Which is NOT a benefit of on-line training?

A. Guaranteed successful completion B. Can be accessed from home, work, or elsewhere C. Programs are self-paced D. Trainees can skip information they already know

20.

Which is the most effective means of motivating trainees for a training program?

A. Allow new employees to decide if/when they would like to participate B. Explain why the training is needed and what employees should expect C. Pay extra for training time D. Only require training of the most inexperienced hires

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Answers to Chapter 6 Test Bank 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

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18.

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B; page 173 A; page 173 D; pages 173-175 D; page 176 B; page 177 C; page 179 C; page 180 A; pages 181-182 D; pages 180-183 C; page 183 A; page 186 D; page 184 C; page 188 B; page 190 C; page 191 A; page 192 C; page 193 D; pages 196, 199-200 A; page 199 B; page 207

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Chapter 7 Delivering and Evaluating Training Programs Lecture Outline →Slide 1

Delivering and Evaluating Training Programs →Slide 2

Introduction to Individual On-Job Training On-job Training – An individualized (one-on-one) training approach in which a knowledgeable and skilled trainer teaches a less experienced staff member how to perform tasks required for a position. →Slide 3 Advantages to on-job training: • It incorporates basic adult learning principles • It provides maximum realism • It provides immediate feedback • It can be used to train new and experienced staff • It is frequently delivered by peers who regularly perform the task • It is well accepted by trainees →Slide 4 Potential disadvantages when done incorrectly: • Experienced staff members who have not learned how to train can make numerous errors while talking about and demonstrating proper performance.

• Training can be unorganized.

• It can ignore the correct way to perform a task.

• It can create inappropriate work attitudes. →Slide 5

Steps in On-job Training Step 1: Preparation Preparation – The first step in individualized (on-job) training, preparation involves all activities that must be done prior to the delivery of training.

Principles when preparing on-job training: • State training objectives • Use/revise applicable task breakdown • Consider the training • Select training location • Assemble training materials/equipment 89

• • •

Set-up work station Prepare the trainee Determine what the trainee already knows

→Slide 6 Step 2: Presentation Closed-ended (question) – A question that can be answered with a “yes” or “no.” Example: do you like your job?

Broken case – A shipping container such as a case that contains less than the complete number of issue units (for example, cans or bottles).

As the presentation process evolves, the trainer follows several principles: • Speak in simple terms and do not use jargon.

• When possible, easier tasks are presented before more complex activities.

• Tasks are explained and demonstrated slowly and clearly.

• A questioning process is used to help assure trainee comprehension.

• The task breakdown is emphasized as the training evolves.

• Clear and well-thought-out instructions for each task are provided.

• Questions are asked to help assure that the trainee understands and to suggest when additional information, practice, or demonstration can be helpful. →Slide 7 Step 3: Trainee Practice and Demonstration “Sandwich Method” (performance appraisal) – A tactic that involves praising an employee, suggesting an improvement tactic, and thanking the staff member for improvements made.

Important principles: • The trainee should be asked to repeat or explain key points.

• The trainee should be allowed to demonstrate and/or practice the task.

• The trainer can use tactics to coach the trainee to reinforce positive performance • Trainers should recognize that initial progress may be slow.

• Trainers must realize that some trainees learn faster than others.

• Correct performance should be acknowledged before addressing performance problems.

• Trainees should be praised for proper performance. →Slide 8 Step 4: Coaching Coaching – A training and supervisory tactic that involves informal on-the-job conversations and demonstrations designed to encourage proper behavior and to discourage improper behavior.

Useful coaching procedures include: • At the end of the training session, the trainee should be asked to perform, in sequence, each step in the task or step.

• The trainer should encourage questions.

• The trainer should provide on-going reinforcement about a trainee’s positive attitude, and when the trainee improves his/her skills and knowledge.

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• •

•

Close supervision immediately after training, and occasional supervision after a task is mastered can help assure that the trainee consistently performs the task correctly.

Trainers should request that the trainee always perform the task correctly. Note; the trainer may ask the trainee about suggestions for other ways to perform tasks after the staff member has gained experience on the job.

Trainees should be asked to retain copies of training materials provided during the session for later referral, if warranted. →Slide 9

Other Individual Training Methods •

Self-study

Distance Education – An individual training method in which a staff member enrolls in a forcredit or not-for-credit program offered by a post-secondary educational facility or a professional association. Training can occur in a traditional manner including use of hardcopy resources and examinations, or by more contemporary electronic education and training media.

•

→Slide 10 Structured work experiences

Cross-training – A training tactic that allows persons to learn tasks in another position.

Under-employed (job status) – The condition that arises when a staff member is capable of working in a position with greater responsibilities than the position he/she currently occupies. →Slide 11 Job Enrichment – This individual training method involves adding tasks to a position that are traditionally performed at a higher organizational level; also called vertical job expansion.

Job Enlargement – This individual training method occurs when additional tasks that are part of a position at the same organizational level are added to another position; also called horizontal job expansion. →Slide 12 Job Rotation – The temporary assignment of persons to different positions or tasks to provide work variety or experience while, at the same time, creating “back-up” expertise within the organization. →Slide 13

Introduction to Group Training Group training – A training method that involves presenting the same job-related information to more than one trainee at the same time.

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Advantages to group training: • It can be time-and cost-effective when more than one staff member must receive the same information.

• A large amount of information can be provided in a relatively short amount of time.

Disadvantages of group training typically relate to the difficulty of or inability to incorporate the individual differences of trainees into the training. Group training does not typically allow the trainer to focus on a specific trainee’s knowledge and experience, speed of learning, or desire to receive immediate and individualized feedback. →Slide 14 Popular group training methods: Lecture (group training) – A spoken presentation or speech made by a trainer to instruct a group of trainees Handouts – Hardcopy information applicable to the training topic that is given to trainees to help them learn a training concept.

Demonstration (group training) – A training method in which the trainer shows trainees how to perform all or part of a task.

•

Usually includes some/little lecture supplemented with other activities such as demonstrations, question and answer sessions, discussions, role plays, case study analysis, and project assignments.

Break-out (group training) – A group training method in which all trainees are divided into small groups to complete selected training exercises. Groups may use a separate room or space within a single training room to conduct their activity. →Slide 15

Preparing for Group Training Full-service hotel – A lodging operation offering food and beverage services including ala carte dining and banquet operations and, frequently, room service.

Limited-service hotel – A lodging property that offers no or limited food and beverage service.

Many limited-service hotels offer a continental or other cold breakfast selection.

Training Room Requirements • Clean • Well-vented • Free from noisy distractions • Controlled room temperature • Proper table/chair arrangements Training room set-ups: • Traditional classroom style • Modified classroom style • Boardroom style • Large group discussion style 92

•

Small group discussion style

→Slide 16 Lectern – A floor stand or table-top unit, usually with a slanted top, used to hold the trainer’s teaching materials.

Flip chart – A pad of large paper sheets placed on a tripod or other stand that allows a trainer to write helpful training information.

PowerPoint overheads – Electronic overheads that are displayed on a screen with a digital projector using a disk or from a computer’s hard drive. →Slide 17 Digital projector – A machine that converts image data from a computer or video source, and projects it on to a screen for viewing.

Overhead transparency projector – A machine that projects light under clear plastic-type sheets containing images, and projects the images onto a screen for viewing. →Slide 18 Audio-Video Requirements • Handouts • Videos • PowerPoint Overheads Brain storming (group training) – A method of group problem solving or alternative generation in which all group members suggest possible ideas.

The best use of handouts occurs as the trainer: • Assures that each handout enhances the opportunities for learning in a way that is more appropriate than other alternatives.

• Proofreads (more than once) to assure that there are no word processing or other errors.

• Assures that multiple handouts are in proper sequence.

• Confirms that handouts are brief, well-organized, and relevant to the training.

• Confirms that handout information corresponds to training points.

• Allows space for trainees to take notes, if desired. →Slide 19

Facilitating Group Training Sessions Trainer Presentation Skills Ice breaker (training) – A brief exercise facilitated at the beginning of a training session, that allows trainees to meet each other, provides a transition from the job to the training environment, and generates enthusiasm about the training.

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Steps to a successful group training session: 1. Use an effective introduction 2. Make the presentation 3. Use an effective closing →Slide 20

Facilitating Group Training Sessions • • •

Role play exercises Case study exercises Case study exercises

Managing Special Training Issues Interacting With Group Participants Basic principles for guiding discussions: • Have an attitude of openness • Treat trainees as professionals (not subordinates) • Ask clear and direct questions • Invite participants to make comments • Allow only one person to talk at one time • Listen carefully; show respect for all ideas • Encourage more than one response • Don’t be afraid of silence • Keep the discussion focused Three types of trainees: • Passive • Dominant • Disruptive Group training exercises: • Role play exercises Principles to help trainers manage role plays include: o Provide a complete orientation. o Explain the purpose. o Stress the need for objective feedback. o Allow participants to develop role play situations. o Permit participants to develop factors for evaluation. o Allow time for each trainee to consider the strategies to be used when interacting with other trainees in the role play.

• Case study exercises To best manage case studies, trainers should: o Assure that cases are realistic o Incorporate training concepts o Allow trainees time to study the case o Serve as a facilitator when leading case discussion o Summarize each case’s learning points 94

• Case study exercises Ground rules for brainstorming exercises: o The encouragement of creative ideas. o A request that alternatives generated during a brain storming session not be evaluated until all alternatives are expressed. o The opportunity to “piggyback” on ideas. o The provision of necessary time for trainees to study the ideas presented, and to then continue the brain storming session, if possible. o The opportunity for the trainer and trainees to organize or categorize ideas and to evaluate them when the brain storming session is completed.

Managing Special Training Issues • Be aware of personal mannerisms that can be annoying or distracting • Schedule training so applicable procedures can be implemented on a timely basis • Effectively manage trainees who don’t want to be trained • Don’t attempt to accomplish too much • Listen to trainees • Be flexible • When applicable, field test (pilot) the training • Use humor appropriately • Keep the training on track of its stated objectives • Don’t “re-invent the wheel;” if cost-effective materials are available, use them • Rehearse before training • Don’t develop a trainer’s ego • Keep training sessions as short as possible • Recognize the importance of the training environment • Have back-up contingencies for problems • Respect the trainees’ knowledge and experience • Link training to assessment and to performance • Have fun! →Slide 21

Levels of Training Evaluation Training evaluation methods must be: • Valid – Training evaluation methods that measure what they are supposed to measure.

• Reliable – Training evaluation methods that yield consistent assessment results.

• Objective • Practical • Simple

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Training Evaluation Reasons to evaluate: • Assess the extent to which training achieved planned results • Identify strengths and weaknesses of training • Determine success of individual trainees • Gather information to help justify future programs • Establish a data base for future • Determine trainees eligible for future training • Assess costs/benefits of training • Reinforce major points for trainees • Assess trainees’ reactions to training • Assess trainers’ reaction to training →Slide 22 Pre-test/Post-test evaluation – A method used to evaluate training that involves administering the same test to trainees before (pre-test) and after (post-test) the training. Positive differences in post-test scores provide an objective measure of training effectiveness.

Advantages of pre-test/post-test evaluation include: • It provides trainees with an overview (preview) of the training • It helps trainees to identify some of the most important concepts to be addressed in training • It presents an opportunity for trainers to preview the lesson and suggest priority learning points before training begins →Slide 23 Training Evaluation Methods Objective tests – Assessment tools such as multiple choice and true/false instruments that have only one correct answer and therefore, a reduced need for trainers to interpret the trainees’ responses.

•

→Slide 24 Observation of performance after training

Manage by walking around – A management and supervision technique that involves a manager’s presence in the workplace to determine if there are challenges that require corrective action, to praise staff for a job well-done, and to learn how and where one’s management expertise, knowledge, and skills can best be utilized.

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•

→Slide 25 Records of events

Critical incident – Any situation that identifies behaviors that contribute to success or failure on the job.

• • •

•

Self-reports Interviews with trainees and/or trainers Trainee surveys →Slide 26 Third-party opinions

Mystery shopper – A person posing as guest who observes and experiences an organization’s products and services during a visit and who then reports findings to managers.

• •

Analysis of operating data Exit interviews

→Slide 27 Follow-up Documentation Training records to be maintained in staff member’s personnel file: • Name of trainee • Training dates • Training topics • Notes, if any, regarding successful completion • Other applicable information

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Human Resources Management Issues (7.1) “I know a trainer must be patient,” said Bernice, “but I can’t get my own work done while I’m training LoviAnn.” Bernice was talking to her supervisor in the coin room of the vending company about her experiences with a new staff member.

“Tell me what’s going on, Bernice,” said the supervisor. “You’ve trained lots of people before with no problem. What’s happening this time?”

“Well,” said Bernice, “it’s as if there was a perfect storm of factors working against me. First, I haven’t trained anyone in the past six months, and you know my duties have expanded during that time. Second, we’ve had lots of problems with some of our coin-counting equipment, and it’s difficult to teach equipment operation when the equipment doesn’t operate. Also, we’re short two employees since Wilma left and Rita went on sick-leave. I haven’t been feeling well, and I can’t locate some of the training materials I’ve used in the past, and Lovi-Ann wants to do such a good job that she is slow to admit that she can do something before we can move on to the next step. Also, remember that we’ve gotten some new equipment and have changed some operating procedures recently.”

“There are some problems,” responded Bernice’s supervisor. “I’d like to help you, but I’m just swamped with other things. Let’s just get through this training issue, and then we’ll have time to improve the training experience for you and the next trainee.”

Key Concept: This case centers on those factors that can work toward decreasing trainer motivation. It is a reality within the hospitality industry, especially among smaller organizations, that classroom training will be less prevalent than one-on-one training. When that is the case, it is critical that the trainer be given the time, the training resources, and the support needed to succeed. It should be made clear to students that if the trainer responsible for one-on-one training fails, inevitably the trainee will fail as well.

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Human Resources Management Issues (7.2) “We really do try hard to keep our staff members updated with new information so they can be on the cutting edge of their jobs,” said Rodger. “However, it’s difficult to do this when you’re the director of human resources for a relatively small contract management company that wants to think and act like a large competitor, but just doesn’t have the resources to do it.” Rodger was speaking with Francine, his counterpart at a relatively large lodging organization as they met at a hospitality conference focusing on training.

“I know what you mean, Rodger,” said Francine. “I supervise four staff members in my department who spend most of their time on training activities. Even with that commitment of resources, it’s hard to do all that we want to do to assure that our company can meet its goals and help our staff to attain their professional development objectives.”

“I guess the bigger a company becomes, then, the more challenges it has, and a large company is not necessarily any further ahead than a smaller organization even if it has more resources available,” said Rodger. “No organization has all of the time, money, and human resources that it would like to have, and each of us must do what we can, given what we have to best meet our needs. However, can you give me some advice about several concerns I’m now confronting as we think about the best ways to plan group training programs for experienced staff?”

“Well, Rodger, you know how valuable free advice is! I’d be glad to help. What are your questions?”

How should Francine respond to the following questions posed by Rodger?

Key Concept: This case points out to students that training, like many other areas within hospitality, are affected by organizational size. From single unit sole proprietorships to multiunit, multi-national companies, problematic issues related to training are consistent. Finding the time to train, the resource to train, and the will to train are challenges that all those responsible for HR/training activities will encounter. While Francine may be responsible for training more individuals, Rodger is likely to find that she still faces training-related issues similar to those found in his smaller organization.

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Human Resources Management Issues (7.3) “I just don’t understand,” said Rolando. “I agree with almost every suggestion made by the trainer in this workshop until now. However, all of these formal evaluation ideas seem like a waste of time. I work with the people I train every day. I can easily see if the training has been effective because the employees either do their assigned tasks correctly or they don’t. What’s the big deal?”

Rolando was talking to Jacelyn, a supervisor peer who worked at the Hilotown Family Restaurant. They were attending a one-day train-the-trainer workshop facilitated by a faculty member from the local college’s hospitality management program.

“When she first started talking about training evaluation, I thought the same thing, Rolando,” said Jacelyn.

“But after the instructor made a few more comments and led the follow-up discussion, I began to see her perspectives about evaluation.”

“Well,” said Rolando, “it’s pretty easy for her to give a simple example of how to do a cost/benefit assessment for reducing dish breakage in a restaurant. However, I’m trying to teach our staff members how to work safely and be hospitable to our guests. How can these benefits be quantified?”

“You’re giving great examples to make your point,” said Jacelyn. “However, there must be something you can do to determine the effectiveness of training. After all, you can’t closely follow every employee every day. Our company does spend a lot of money on training. What would we do if you decided your training was effective, and our boss decided that the training for other people was not worthwhile? Do the limited funds go to others to improve training, to you because you say your training works, or to no department because no one can really justify the funds that are spent?”

Key Concept: This case addresses the difficulties trainers face when evaluating employee learning where results are not easily measurable. Trainers typically have little difficulty evaluating a cashier’s ability to operate a POS or PMS system. Evaluating the ability of front desk clerks to “provide quality customer service” is much more difficult. Instructors assisting students in this case study should point out the fact that if a skill, attitude, belief, or ability exists in an employee, it will be measurable. To argue that these cannot be measured is to argue that the trainer cannot find evidence of its existence. Students completing this case should be encouraged to show their creativity in determining those observable and measurable traits employees can display that will confirm that the trainer has taught and the employee has learned.

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Chapter 7 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Cross-training Job enrichment Job enlargement Job rotation Valid Reliable Critical Incidents Under-employed On-job training Objective tests 1. Training evaluation methods that measure what they are supposed to measure.

2. This individual training method occurs when additional tasks that are part of a position at the same organizational level are added to another position.

3. The condition that arises when a staff member is capable of working in a position with greater responsibilities than the position he/she currently occupies.

4. A training tactic that allows persons to learn tasks in another position.

5. Training evaluation methods that yield consistent assessment results.

6. This individual training method involves adding tasks to a position that are traditionally performed at a higher organizational level.

7. Any situation that identifies behaviors that contribute to success or failure on the job.

8. Assessment tools such as multiple choice and true/false instruments that have only one correct answer and therefore, a reduced need for trainers to interpret the trainees’ responses.

9. The temporary assignment of persons to different positions or tasks to provide work variety or experience while, at the same time, creating “back-up” expertise within the organization.

10. An individualized training approach in which a knowledgeable and skilled trainer teaches a less experienced staff member how to perform tasks required for a position.

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Chapter 7 Test Bank 1.

Which of the following is an advantage of on-job training?

A. It eliminates the need for a training handbook B. Experienced employees already know the skills necessary to train C. It provides immediate feedback D. Because the employee is “on the clock” there is no additional training expense

2.

What is the FIRST step in the individual on-job training method?

A. Trainee practice and demonstration B. Coaching C. Trainee presentation D. Trainee preparation

3.

As a part of training preparation, it is necessary to: A. State training objectives B. Provide an orientation kit C. Demonstrate only one task or step at a time D. Allow trainee practice time

4.

The “sandwich method” refers to the way in which: A. Identifying the tasks in a kitchen must be broken down B. Good trainers appraise their trainees C. Employee compensation is determined D. More experienced employees teach lesser experienced employees

5.

During which step of the training process is it most appropriate to correct substandard performance?

A. Trainee practice and demonstration B. Coaching C. Trainee presentation D. Trainee preparation

6.

In the role of coach, a trainer should be sure to: A. Step in to assist when performance is substandard B. Check the trainee’s performance frequently but unobtrusively C. Ensure the trainee has sufficient time to learn D. Develop a training schedule

7.

Job enrichment occurs when a trainee: A. Learns tasks in another position B. Completes the training process C. Graduates a training program and assumes trainer responsibilities D. Learns tasks traditionally performed at a higher organizational level

8.

An employee may be temporarily assigned to different tasks for the purpose of providing work variety and experience as a part of __________________.

A. Job enrichment 103

B. Job rotation C. Job enlargement D. Training 9.

An employer most often will choose to cross-train an employee if: A. That employee is having a hard time completing the training process B. The employer wants to promote the employee C. That employee is experiencing under-employment D. The employee is highly paid

10.

When using the demonstration method of group training, which of the following is LEAST likely to be utilized extensively?

A. Discussion B. Role plays C. Lecture D. Case study analysis

11.

How could a trainer encourage trainees to meet one another and generate excitement about the training?

A. Utilize multi-media presentation, such as videos and Power Points B. Use a modified classroom style setup C. Encourage brainstorming D. Engage in an ice breaker

12.

According to the American Society for Training and Development, __________________ is the method that the majority of organizations consider to be the best training choice: A. Classroom training B. On-job training C. Shadowing D. Mentoring

13.

Which of the following trainer activities will NOT contribute to effective training?

A. Asking clear and direct questions B. Keeping the discussion focused C. Inviting participants to make comments D. Ensuring moments of silence are always filled

14.

Repeating and restating a question is a good way to attempt to engage ____________ trainees: A. Passive B. Dominant C. Disruptive D. Verbose

15.

Which of the following activities allows trainees to practice what they have learned in a risk-free situation?

A. Classroom training B. Ice breakers 104

C. Role plays D. Case study analysis 16.

A ________________________ can help assess the extent to which training achieved planned results: A. Training consultant B. Training evaluation program C. Break-out group D. Mystery shopper

17.

If a training evaluation method is said to be “valid,” it means that it: A. Consistently provides the same results B. Measures what it is supposed to measure C. Provides measurable training assessments D. Is easily applied

18.

When obtaining evaluation information from trainees regarding the training program, it is important that the information be ___________: A. Obtained before the training B. Provided as a list of likes and dislikes C. Confidential and anonymous D. Provided in written form

19.

After training is complete, _____________________ is/are a good way to observe and evaluate whether knowledge and skills taught during training are being applied: A. Objective testing B. Subjective testing C. Training self-assessment forms D. Managing by walking around

20.

All of the following are examples of the third-party opinion method of training evaluation EXCEPT: A. Managing by walking around B. Mystery shoppers C. Comment cards D. Follow-up interviews with guests

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Chapter 8 Compensation Programs Lecture Outline →Slide 1

Compensation Programs It is important to realize that people rarely are attracted to, or leave, a job for money alone.

Instead, they are attracted or leave for career advancement, new challenges, lack of appreciation by the company, inability to have an impact, co-worker conflict, job insecurity, family matters and a variety of other factors. →Slide 2

Compensation Management Compensation: The amount of money and other items of value (i.e. benefits, bonuses, perks, and the like) given in exchange for work performed.

Compensation package: The sum total of the money and other valuable items given in exchange for work performed. →Slide 3 Extrinsic rewards: Financial, as well as non-financial, compensation granted to a worker by others (usually the employer).

Intrinsic rewards: Self-initiated compensation. For example, pride in one’s work, a sense of professional accomplishment, or enjoying being part of a work team.

Extrinsic Rewards Financial Salaries Hourly pay Cost of Living Adjustments (COLAs) Tips Commissions Bonuses Merit pay Incentive pay Profit sharing Paid leave Mandatory benefits Voluntary benefits

Intrinsic Rewards Participation in job design Participation in decision making Greater job freedom More interesting work Opportunities for personal growth More job security Empowerment

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Non-Financial Preferred office space or work station Preferred personal computer or kitchen tools Preferred meal privileges Designated parking place Business cards Special dress codes Secretary Impressive titles Travel/ meal discounts →Slide 4 Compensation management: The process of administrating an organization’s extrinsic and intrinsic reward system.

It is those HR managers who can clearly show employees the inherent fairness of their company’s complete compensation program that will, in the long run, attract and retain the best work force. →Slide 5 Developing an effective compensation system typically includes: • Categorizing of jobs Pay range: The lower and upper limit of hourly wages or salary paid for a specific job. For example, the “pay range” for an entry level room attendant in a hotel may be between $7.50 and $8.50 per hour to start.

•

Comparison of employee pay to the local labor market

Local wage rate: The prevailing pay range for distinct job categories in a specific community or labor market.

Salary survey: A comprehensive review of local wage rates and pay ranges paid for one or more individual job categories (for example, the average local wage rate, or range, paid to hotel bartenders, room attendants, or groundskeepers). →Slide 6 • •

Management of internal pay equity Linkage of pay to job performance

Merit pay system: A compensation program that links increases in pay to measurable job performance. Under such a system, those workers who perform better receive proportionally larger percentage pay increases.

•

Maintenance of open communications

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→Slide 7

Legal Aspects of Compensation Management Federal Legislation Minimum wage: The least amount of wages that employees covered by the FSLA or state law may be paid by their employers.

State Legislation Many states continue to maintain their own minimum wage laws. In those states, employees are covered by the law most favorable to them (in other words, whichever wage [state or federal] that provides the highest compensation).

Local Legislation Living wage: The minimum hourly wage necessary for a person to achieve some subjectivelydefined standard of living. In the context of developed countries such as the United States, this standard is generally considered to require that a person working forty hours a week, with no additional income, should be able to afford a specified quality or quantity of housing, food, utilities, transportation and health care.

Generally, employers may establish wages and salaries as they wish to do so, but they must comply with Federal, State and local laws that directly affect compensation programs.

The first living-wage law was passed in Baltimore in 1994. Within four years of the Baltimore ordinance, living-wage laws passed in New York, Los Angeles, Chicago, Boston, Milwaukee, Jersey City, Durham, Portland, Oregon, and eight other cities. Today more than 120 cities and counties have enacted such measures. →Slide 8

Direct Financial Compensation Direct financial compensation for hospitality employees typically consists of: • Salaries • Wages • Incentives and Bonuses • Tips →Slide 9 Salaries Salary: Pay calculated on a weekly, monthly or annual basis rather than at an hourly rate.

Exempt (employee): An employee who is not subject to the minimum wage or overtime provisions of the Fair Labor Standards (FLSA).

Non-exempt (employee): An employee who is subject to the minimum wage or overtime provisions of the Fair Labor Standards (FLSA).

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To qualify for the executive employee exemption, all of the following tests must be met: • The employee must be compensated with a salary of not less than $455 per week • The employee’s primary duty must be managing the operation, or managing a customarily recognized department or subdivision of the operation.

• The employee must customarily and regularly direct the work of at least two or more other full-time employees or their equivalent; and • The employee must have the authority to hire or fire other employees, or the employee’s suggestions and recommendations as to the hiring, firing, advancement, promotion or any other change of status of other employees must be given significant weight.

To qualify for the administrative employee exemption, all of the following tests must be met: • The employee must be compensated with a salary of not less than $455 per week • The employee’s primary duty must be the performance of office or non-manual work directly related to the management or general business operations of the employer or the employer’s customers • The employee’s primary duty includes the exercise of discretion and independent judgment with respect to matters of significance.

To qualify for the outside sales employee exemption, all of the following tests must be met: • The employee’s primary duty must be making sales (as defined by the FLSA), or obtaining orders or contracts for services or for the use of facilities for which a payment will be paid by the client or customer • The employee must be customarily and regularly engaged away from the employer’s place or places of business.

The following conditions allow employers to deduct wages in daily increments from exempt employees: • Absence for one or more full days for reasons other than illness or disability • Absence for one or more full days for illness or disability provided the deduction is made in accordance with a policy that provides compensation for time lost due to illness (for example, sick leave) • To offset amounts received for jury duty, witness fees, or military pay • Per diem (per day) payment in the initial and last weeks of employment • Good faith penalties for violation of major safety regulations • Good faith unpaid disciplinary suspensions for one or more full days for violation of workplace conduct policies. →Slide 10 Wages Hourly wages: Money paid or received for work performed during a one hour period.

Piece work wages: Money paid or received for completing a certain amount (one piece) of work.

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A taxing authority, such as a State government, may view the term “wages” as including: • All remuneration paid for personal service, including salaries, bonuses and commissions, paid to all workers of all ranks, including officers of a corporation.

• The cash value of any remuneration paid in any medium other than cash.

• All tip income.

• Monies paid for time lost due to sickness or accident • Expense allowances • Dismissal (termination payouts) • Money paid to workers for such items as board, lodging, union dues, employee payments to pension or benefit funds, social security tax, and premiums on group insurance policies. →Slide 11 Incentives and Bonuses Performance-based pay: A compensation system that rewards workers for their on-the-job accomplishments rather than for time spent on the job.

Incentive: Motivational plan provided to employees based upon their work efforts.

Bonus: Financial reward paid to employees for achieving pre-determined performance goals.

Some managers feel employee bonuses and incentives should be avoided because they are costly.

In fact, the opposite is often true. As a cost-saving device, performance-based bonuses and other incentive rewards avoid the fixed expenses of annual and permanent employee pay increases. →Slide 12 Tips Tip: A gift of money given directly to someone for performing a service or task. Also known as a gratuity.

Tip credit: The amount of tips employers are allowed to count (credit) toward the wage payments they make to employees. →Slide 13 Calculating Overtime Pay for Tipped Employees: 1. Multiply the prevailing minimum wage rate by 1.5.

2. Compute the allowable tip credit against the standard hourly rate.

3. Subtract the number in step 2 from the result in step 1.

Thus, if the minimum wage were $6.00 per hour,and the allowable tip credit were 50 percent, the overtime rate to be paid would be computed as: 1. $6.00 × 1.5 = $9.00 2. $6.00 × .50 = $3.00 3. $9.00 − $3.00 = $6.00 overtime rate

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→Slide 14 Tip pooling: An arrangement in which service providers share their tips with each other on a predetermined basis.

Service charge: An amount added to a guest’s bill in exchange for services provided. →Slide 15

Indirect Financial Compensation Benefits (employee): Indirect financial compensation offered to attract and keep employees or to comply with legal mandates.

Mandatory benefits (employee): Indirect financial compensation which must, by law, be offered to employees.

•

The amount of money employers are actually required by law to spend on employee benefits is significant. Most experts estimate that government mandated benefits such as Social Security, Workers' Compensation, and Unemployment Insurance represent approximately 10% of an employer’s total payroll cost.

Voluntary benefits (employee): Indirect financial compensation a company chooses, on its own, to offer its workers in an effort to attract and keep the best possible employees.

•

One of the most popular voluntarily-offered employee benefit is health insurance, because virtually all employees (and their families) have health-related needs. Health insurance plans typically cost organizations 8% to 10% or even more of their total payroll dollars.

→Slide 16 A variety of health insurance programs can be offered by employers including: Medical insurance: This is the most costly item in this category, equaling 7% to 8% of the typical organization’s payroll. In most cases, companies pay a percentage of the cost of such programs (from 25-75% of the premium charged), and pass the remaining premium costs on to employees.

Prescription drug plans: These plans allow employees to purchase prescription drugs through a network of pharmacies at a reduced rate. In the typical prescription drug plan, employees pay $ 30-50 for a brand name prescription, and $ 10-20 for a generic prescription. The balance of the prescription’s cost is picked up by the insurer.

Dental plans: A typical dental plan has a fixed, but modest deductible, (for example, $50-100 per visit), and an annual maximum amount that will be provided to the insured person (typically $1,000–2,000 per year). Routine dental care is usually fully covered, while 50% of the cost of major treatment (for example, bridges and crowns) is covered. Some programs also provide partial funding for orthodontics treatments.

Vision care plans: These popular plans are offered by many companies as part of their over-all health insurance program. Vision plans subsidize the cost of eye glasses or contact lenses, and eye exams. The premiums required to obtain programs of this type are relatively low.

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→Slide 17 AD&D insurance: Short for “Accidental Death and Disability;” a form of life and income replacement insurance.

Payroll deduction: A payment method in which the employer deducts money from an individual employee’s paycheck, and submits it directly to a program (for example, insurance, savings, or retirement) in which the employee participates. These deductions may be made from an employee’s “after-tax” or “pre-tax” wages →Slide 18 Other Voluntary Benefits: • Paid time-off • Retirement programs 401-K (retirement) Plan: A retirement plan that allows employees in private companies to make contributions of pre-tax dollars to a company pool that is then invested for them in stocks, bonds, or money markets. →Slide 19 • • •

Employee assistance plans (EAP) Health Care Reimbursement Accounts (HCRA) and Dependent Care Reimbursement Accounts (DCRA) Hospitality specific benefits →Slide 20

Non-Financial Compensation Some of the most common and effective of the intrinsic motivators used in the hospitality industry provide employees with: • Increased participation in decision-making • Greater job freedom • More responsibility • Flexible work hours • Opportunities for personal growth • Diversity of tasks

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Human Resources Management Issues (8.1) Sharon Alexander operated The Texas Saloon, an upscale steakhouse restaurant that also served beer and wine. Sharon’s average menu item sold for $20. Employees were allowed to eat one meal during their shift. For those who voluntarily elected to eat this meal, Sharon would deduct 25 cents per hour ($2 per eight-hour shift) from the federal minimum wage rate she paid her entry-level dishwashers, which reflected the reasonable cost of the meal.

Sharon relied on the Fair Labor Standards Act (FLSA) Section 3(m), which states that employers can consider, as wages, “reasonable costs . . . to the employer of furnishing such employees with board, lodging, or other facilities if such board, lodging, or other facilities are customarily furnished by such employer to his employees.” Sharon interpreted this regulation to mean that she could pay the entry-level dishwashers a rate that, when added to the 25-cent per hour meal deduction, equaled the federal minimum wage.

One day, Sharon was contacted by her state Department of Employment, which charged that she was in violation of the state minimum wage law. That law stated that “total voluntary deductions for meals and uniforms may not decrease an employee’s wages below the federal minimum wage on an hourly basis.”

Sharon maintained that, because she was in compliance with the federal law, she was allowed to take the meal credit against the wages paid to her entry-level dishwashers.

Key Concept: This case addresses the common conflict between federal, state, and local laws.

The point should be strongly made to students that when these laws are in conflict, the law treating the employee in the most favorable manner will be the law that takes precedent. In this case, Sharon was, in fact, in compliance with federal law. She was not, however, in compliance with her state law. Because the state law allows the employee the higher wage rate, it takes precedent. Students may find this confusing because, in most cases, managers have been taught that federal law takes precedent over state law, and state law over local law. Instructors can make this point even more clearly by identifying similar legislation within their students’ own areas of interest and which may be unique to their geographic location.

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Human Resources Management Issues (8.2) Stephen was hired as a busser by the Sportsman’s Fishing Club. This private club served its members lunch and dinner, as well as alcoholic beverages. Stephen’s duties were to clear tables, replenish water glasses, and reset tables for the servers when members finished their meals. Stephen’s employer paid a wage rate below the minimum wage, because they utilized the tip credit portion of the FLSA minimum wage law.

When he was hired, Stephen read the tip-pooling policy in place at the club, signed a document stating that he understood it, and voluntarily agreed to participate in it. The policy stated that, “All food and beverage tips are to be combined at the end of each meal period, and then distributed, with bussers receiving 20 percent of all tip income.”

John Granberry, an attorney, was a club member and a guest who enjoyed dining in Stephen’s assigned section because Stephen was attentive and quick to respond to every member’s needs. Mr. Granberry tipped well, and the dining room staff was aware that Mr. Granberry always requested to be seated in Stephen’s section.

One day, after Mr. Granberry had finished his meal and had added a generous tip to his member charge slip, he stopped Stephen in the club lobby and gave him a $20 bill, with the words, “This is just for you.

Keep up the good work.” A club bartender observed the exchange. Stephen did not place Mr. Granberry’s tip into the tip pool. When confronted by his supervisor, Stephen stated that Mr. Granberry’s $20 gratuity was clearly meant for him alone. Stephen’s supervisor demanded that Stephen contribute the tip to the pool, but Stephen refused.

Key Concept: The purpose of this case is to illustrate that HR managers will face some issues for which there is simply no clear-cut, correct answer. Students completing this case are as likely to side with Stephen as with Stephen’s supervisor. Regardless of a student’s position on Stephen’s actions, HR professionals must understand that consistency and adherence to policy are key to successful HR management. This example, however, demonstrates that even clearly written policies may be insufficient to deal with all of the nuanced interpersonal actions that exist in hospitality organizations. Instructors should not focus on guiding students toward the “correct” answer, but rather should encourage students to craft defensible strategies for resolving the concerns of all parties, including Mr. Granberry.

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Chapter 8 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Salary Extrinsic rewards Intrinsic rewards Pay range Salary survey Merit pay system Minimum wage Living wage 401-K plan Tip-pooling 1. An arrangement in which service providers share their tips with each other on a predetermined basis.

2. The lower and upper limit of hourly wages or salary paid for a specific job.

3. A retirement plan that allows employees in private companies to make contributions of pre-tax dollars to a company pool that is then invested for them in stocks, bonds, or money markets.

4. A comprehensive review of local wage rates and pay ranges paid for one or more individual job categories.

5. Financial, as well as non-financial, compensation granted to a worker by others 6. The least amount of wages that employees covered by the FSLA or state law may be paid by their employers.

7. Pay calculated on a weekly, monthly or annual basis rather than at an hourly rate.

8. The minimum hourly wage necessary for a person to achieve some subjectively defined standard of living.

9.

Self-initiated compensation.

10. A compensation program that links increases in pay to measurable job performance.

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Chapter 8 Test Bank 1.

Which of the following is NOT a component of a compensation package?

A. Wages B. Benefits C. Promotions D. Meals

2.

When compensation levels are determined it is most important that ___________ view the levels as “fair”: A. Employees B. Employers C. HR Managers D. Compensation levels should be seen as fair by all parties

3.

Which of the following is an extrinsic reward?

A. Voluntary Benefits B. Empowerment C. Job Freedom D. Job Security

4.

Which of the following is an intrinsic reward?

A. Profit Sharing B. Personal Growth C. Tips D. Meal Discounts

5.

When developing a compensation system, which step might include conducting a salary survey?

A. Management of internal pay equity B. Categorizing of jobs C. Comparison of employee pay to the local labor market D. Linkage of pay to job performance

6.

The prevailing pay range for distinct job categories in a specific community or labor market is known as: A. Local wage rate B. Merit pay system C. Living wage D. Tip pool

7.

Minimum wage legislation can be initiated and passed by _________________: A. The Federal Government B. State Governments C. Local Governments D. All of the above The first living-wage law was passed in ________________ in 1994.

A. New York, New York

8.

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B. Baltimore, Maryland C. Portland, Oregon D. Los Angeles, California 9.

Which of the following is NOT a form of direct financial compensation?

A. Salaries B. Bonuses C. Payment for training D. Tips

10.

If an employee is termed as being “exempt” this means that he/she: A. Is not subject to the minimum wage or overtime provisions of the FLSA B. Is not required to submit to a background check C. Is not entitled to paid time-off D. Is not eligible for employment benefits

11.

When money is paid or received for completing a certain amount of work it is known as a: A. Salary B. Piece work wage C. Tip D. Total quality management payment system

12.

According to the current guidelines of the FLSA, tips received by employees may be counted as wages for up to ______ of the minimum wage: A. 0% B. 15% C. 50% D. 75%

13.

If the minimum wage at a hospitality operation is $7.00 per hour and the allowable tip credit is 50%, the overtime rate to be paid would be: A. $3.50 B. $7.00 C. $7.75 D. $10.50

14.

The cost of employee benefits typically accounts for _________ of the total amount an operation spends on employee compensation.

A. 5-10% B. 10-15% C. 20-40% D. 80-90%

15.

Which of the following is an example of a mandatory employee benefit?

A. Social Security B. Paid vacation (up to two weeks) C. Prescription Drug Plan 119

D. Dental Plan 16.

All of the following are forms of voluntary employee benefits EXCEPT: A. Paid Time Off B. AD&D Insurance C. 401-K Plan D. All are voluntary employee benefits

17.

Employee assistance plans provide employees with: A. More extensive health care choices B. Counseling for a variety of life issues C. Low-cost housing loans D. Advances on payroll

18.

Which of the following is an example of a hospitality specific employment benefit?

A. Discounted hotel room rates for employees B. Social Security C. 401-K D. Vision Care Plan

19.

Regulations about how frequently employee wages must be paid are most often mandated by: A. The FLSA B. Federal government C. State governments D. None of the above

20.

Intrinsic rewards are essential because they achieve which of the following?

A. Make an employee’s work more meaningful B. Show appreciation of employees C. Create a more cohesive work environment D. All of the above

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Answers to Chapter 8 Test Bank 1.

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C; page 265 D; page 266 A; page 266 B; page 266 C; pages 267-268 A; page 267 D; pages 271-275 B; page 273 C; pages 275-276 A; page 276 B; page 278 C; page 280 B; page 281 C; page 283 A; pages 283-284 D; pages 285-287 B; page 287 A; page 287 C; page 288 D; pages 265 and 288-289

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Chapter 9 Performance Management and Appraisal Lecture Outline →Slide 1

Performance Management and Appraisal →Slide 2

Performance Management Performance management – A systematic process by which managers help employees to improve their ability to achieve goals.

Performance management is on-going and includes: • Planning work and setting expectations • Continually monitoring performance • Developing employee skills • Periodically appraising performance in an objective manner • Rewarding good performance A properly designed performance management system emphasizes goal attainment over employee effort/output. →Slide 3 Overview of Performance Appraisal Appraisal (employee) – An objective and comprehensive rating or evaluation of employees.

Successful performance appraisal programs include: • Performance goals set by supervisors and employees.

• Regular, informal feedback from supervisors.

• A formal method to address performance or disciplinary problems.

• Regular and formal appraisal. →Slide 4 Benefits of a good performance appraisal system: • Recognition of outstanding performance • Identification of necessary improvements • Clarification of work standards • Opportunity to analyze and redesign jobs • Identification of specific training and development needs • Determine Professional Development Activities

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• •

→Slide 5 Validation of screening and selection processes Opportunity for employee feedback and suggestions

Customers (internal) – Employees of the hospitality operation.

Customers (external) – Guests served by the hospitality operation.

•

Objective Method to Identify Candidates for Pay Increases and Promotion

→Slide 6 Primary roles of HR personnel in performance appraisal: • Advocate for effective appraisal • Coordinate process planning and implementation • Evaluate Alternative Processes • Assist with Selection Decision • Develop Policy, Procedures, Evaluation Forms, and Other Documents • Communicate with Affected Personnel Perform Follow-up Tasks • Manage Personnel Records • Determine legal requirements →Slide 7 Common Performance Appraisal Methods Absolute standard (performance appraisal method) – Measuring an employee’s performance against an established standard.

Examples: • Critical Incident • Checklist Appraisal • Continuum Appraisal • Forced-Choice Appraisal Relative standard (performance appraisal): Measuring one employee’s performance against another employee’s performance.

Examples: • Group Order Ranking • Individual Order Targeted outcome (performance appraisal) – Measuring the extent to which specified goals were achieved.

Management by objectives – A plan developed by an employee and his/her supervisor that defines goals, tactics to achieve them, and corrective actions, if needed.

Components of targeted outcome appraisal system: • Identification of potential performance targets • Employee input in final target selection • A defined time period for target completion or achievement • Performance feedback (appraisal) →Slide 8 123

Other Performance Appraisal Methods and Issues Peer evaluation – An appraisal system that utilizes the opinions of co-workers to evaluate an employee’s performance.

Upward assessments (appraisal system) – An appraisal system that utilizes input from those staff members who are directly supervised by the staff member being evaluated.

3600 appraisal (performance appraisal system) – A method of performance appraisal that utilizes input from supervisors, peers, subordinates, and even guests and others to provide an comprehensive evaluation of a staff member’s performance. →Slide 9 Reliability (measurement tool) – The ability of a measuring tool to yield consistent results.

Validity (measurement tool) – The ability of a measuring to evaluate what it is supposed to evaluate.

Halo effect – The tendency to let the positive assessment of one individual trait influence the evaluation of other, non-related traits.

Pitchfork effect – The tendency to let the negative assessment of one individual trait influence the evaluation of other, non-related traits.

Threats to Fair Performance Appraisals 1. Basing evaluation scores on the employee's most recent behavior rather than evaluating the entire performance period.

2. Allowing irrelevant or non-job-related factors to influence the evaluation.

3. Failing to include unfavorable comments on the evaluation, even when justified.

4. Rating all subordinates at about the same point on a ranking scale, usually in the middle.

5. Judging all employees too leniently or too harshly.

6. Permitting personal feelings to bias the evaluation process.

7. Allowing one very good or very bad trait to affect all the other ratings of the employee. →Slide 10

Progressive Discipline Discipline (management action) – Any effort designed to influence an employee’s behavior.

Disciplined (work force description) – The situation in which employees conduct themselves according to accepted rules and standards of conduct. →Slide 11 Discipline (positive) – Any action designed to encourage proper behavior.

Discipline (negative) – Any action designed to correct undesirable employee behavior.

Progressive discipline: A program designed to modify employee behavior through a series of increasingly severe punishments for unacceptable behavior.

HR Role in Progressive Discipline Process • Advocate for Effective Progressive Discipline Process • Coordinate Planning for Progressive Discipline Process 124

•

Determine Legal Requirements

→Slide 12 Common 4-step progressive discipline program includes: 1. Documented Oral Warning: The first step in a progressive discipline process: a written record is made of an oral reprimand given to an employee.

Reprimand – A formal criticism or censure by a person with authority to do so.

2. Written Warning – The second step in a progressive discipline process that alerts an employee that further inappropriate behavior will lead to suspension. →Slide 13 3. Suspension – The third step in a progressive discipline process: a period off from work resulting from on-going inappropriate behavior.

4. Dismissal – An employer initiated separation of employment. →Slide 14

Behavior Improvement Tactics Reinforcement of Appropriate Behavior Examples: • Saying more than "Thank you" or "Good job" • Doing it on the fly • Telling them directly • Meaning what is said • Putting it in writing Elimination of Unacceptable Behavior When employees exhibit unwanted behavior, it is usually because they don’t know the desired behavior, know it but do not know how to perform it, or know it and do not want to perform it.

Possible solutions: • Careful explanation about the performance standard • More extensive skills’ training • A progressive discipline process Counseling (employee) – A process to assist employees in overcoming performance problems. →Slide 15

Employee Separation Turnover: The replacement of one employee by another.

Voluntary (separation) – An employee-initiated termination of employment.

Involuntary (separation) – An employer-initiated termination of employment.

Exit Interview – A meeting between a representative of the organization and a departing employee. →Slide 16 125

Exceptions to the At-Will employment doctrine: • Contractual Relationship • Implied Contractual Relationship • Public Policy Violation • Statutory Considerations • Breach of Good Faith Good Faith – The honest intent to act without taking an unfair advantage over another person. →Slide 17

Legal Considerations of Performance Management and Appraisal Title VII of the Civil Rights Act Signals that an informal discrimination system is in place: • The under-representation, of workers in specific protected classes in highly desired jobs Protected Class – A group of workers with a characteristic specifically identified by an employment-related law or ordinance as protected.

• • •

Variations in performance appraisal scores based upon a worker’s membership in a protected class.

Variations in employee pay based upon a worker’s membership in a protected class.

Variations in employee promotions based upon a worker’s membership in a protected class.

Equal Pay Act Americans with Disabilities Act Age Discrimination in Employment Act Indications that age discrimination is present in a hospitality operation: • The boss wanted younger-looking, more attractive females (or males) for front-of-house positions, so older workers were not hired.

• The boss selected workers for advanced training based upon his view of which employees would be with the company for a long time, and were, therefore, “worth” the significant investment required. As a result, older workers closer to retirement age were not selected for the training.

• Money was tight, so the boss fired older workers to keep younger workers who are paid less.

• The boss intentionally gave older workers lower employee evaluation scores, and then used the “record” of these employees’ poor performance to justify terminating them.

• The boss turned down an older, more experienced worker for a promotion and, instead, hired someone from the outside who was younger because he said the company "needs new blood."

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Human Resources Management Issues (9.1) “Let me see if I understand,” said Allisha, the Food and Beverage Director at Foxwoods Country Club, as she reviewed the employee file of Lani Meier, a dining room server. “Lani has worked here for five years with no write-ups. Now, in the two weeks since you have become her supervisor, Lani is at stage three of our progressive discipline process, and your recommendation is suspension”.

“She did it to herself, Allisha,” replied Michelle, a former dining room server and Lani’s new boss. “Lani never liked me. I think she is jealous of me, but I played it straight up. Every write-up I give is legitimate.

She needs to be suspended or fired, because I don’t think she’ll ever change.”

Allisha reviewed the file one more time. Lani’s first written oral warning, dated 10 days ago, was for returning from her unpaid lunch period 10 minutes late. Lani stated that she had gone to the bank and was caught at a train crossing returning to work, which delayed her timely return.

The written warning followed two days later, when Lani was reprimanded for being out of uniform. In fact, in the written report, Lani admitted that she was working without a nametag, but that she was on her way to the locker room to put it on when a club member asked her some questions. While Lani was responding to the member, Michelle noticed she was “working while out of uniform,” verified that Lani had already punched in, and, as a result, wrote her up.

The suspension that Michelle was now proposing was the result of an incident yesterday when, as required by the employee handbook, Lani failed to notify her supervisor four hours before her shift began that she would not be at work as assigned on the schedule.

Interestingly, Allisha had talked to Lani earlier in the day, and Lani mentioned she had taken her son to the emergency room on the previous morning. She was scheduled to work at 7 a.m. and had left a voice mail on Michele’s office phone at 5 a.m. That was two hours later, Michele now pointed out, than the time allowed by the employee manual, and so it justified the suspension.

Key Concept: This case examines potential abuses that can exist even in a well-defined progressive discipline system. While it might, at first, appear that such a system eliminates supervisor bias and ensures employees will be treated fairly, as this case illustrates, that is not always true. Students completing this case will readily recognize the bias exhibited by Michelle.

The challenge for Allisha is to ensure fair employee treatment while maintaining the integrity of the progressive discipline system.

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Human Resources Management Issues (9.2) “We need to reduce payroll during the holidays, when our business drops off,” said Penny, the Landmark Restaurant’s manager.

Mark, the kitchen manager, was discussing staffing in his department.

“Well,” he said, “the two people I could lay off are Nita and Nate. They both are in the pre-prep area, and when it gets slow, I really only need one of them.”

“Which one will you keep?” asked Penny.

“They both are equally good,” replied Mark, “but Nate has a wife and family to support, and Nita lives at home with her folks. She’ll be okay with the layoff; Nate would have more problems getting by.”

Key Concept: This case was designed to illustrate that in many cases, HR managers face difficult decisions. In some situations, a course of action that may at first appear quite logical, cannot be implemented due to legal and/or ethical concerns. Students completing this case should come to realize that Penny faces two challenges. The first is related to payroll. The second is related to ensuring that managers don’t utilize inappropriate criteria when making personnel decisions. The use of non-performance related factors (such as gender, marital status, presence of dependents, and family responsibilities) is questionable and may be legally indefensible.

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Chapter 9 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Targeted outcome Relative standard Absolute standard Upward assessment 3600 appraisal Validity Reliability Appraisal Performance management Good Faith 1. The ability of a measuring to evaluate what it is supposed to evaluate.

2. An objective and comprehensive rating or evaluation of employees.

3. Measuring an employee’s performance against an established standard.

4. A method of performance appraisal that utilizes input from supervisors, peers, subordinates, and even guests and others to provide a comprehensive evaluation of a staff member’s performance.

5. The ability of a measuring tool to yield consistent results.

6. An appraisal system that utilizes input from those staff members who are directly supervised by the staff member being evaluated.

7. The honest intent to act without taking an unfair advantage over another person.

8. Measuring the extent to which specified goals were achieved.

9. A systematic process by which managers help employees to improve their ability to achieve goals.

10. Measuring one employee’s performance against another employee’s performance.

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Chapter 9 Vocabulary Quiz Answer Key 1.

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F H C E G D J A I B

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Chapter 9 Test Bank 1.

______________________________ is a systematic process by which managers help employees to improve their ability to achieve goals.

A. Performance management B. Performance appraisal C. A critical incident D. The halo effect

2.

An effective employee appraisal system should do all of the following EXCEPT: A. Emphasize employee’s negative characteristics B. Identify and correct employee weakness C. Reinforce employee strengths D. Plan work and set expectations

3.

Who should set performance goals?

A. Supervisors B. Investors C. Entry-level employees D. Supervisors and employees

4.

Methods used to address disciplinary problems should: A. Allow employees to choose appropriate actions when possible B. Be detailed and committed to writing C. Contain simplified content information D. Consider and employee’s length of employment before being applied

5.

Which of the following is an example of an internal customer?

A. A customer at a fast food restaurant’s drive-thru window B. A patron of a local coffee shop C. A long-term stay customer at a hotel D. A motel’s night auditor

6.

Which aspect of an employee appraisal system is most likely to increase employee morale and reduce turnover: A. Validating the screening process B. Recognition of outstanding performance C. Identifying the need for job redesign D. Determining professional development activities

7.

Which of the following is NOT a role of HR personnel in the performance appraisal process?

A. To coordinate process planning and implementation B. To advocate for effective appraisal C. To plan work schedules D. To determine legal requirements Which appraisal system is an example of an absolute standard appraisal method?

A. Critical Incident

8.

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B. Group Order Ranking C. Management by Objectives D. Individual Order 9.

Which of the following could be considered a critical incident?

A. “Mary is friendly with her managers each morning” B. “Mary was patient with a guest who needed extra assistance” C. “Mary is always on time” D. “Mary put in her time-off request in keeping with company policy”

10.

Behaviorally Anchored Rating Scales are a form of: A. Targeted Outcome Appraisal B. Individual Order Appraisal C. Checklist Appraisal D. Needs Hierarchy

11. Management by objectives is an example of a(n): A. Absolute standard appraisal method B. Relative standard appraisal method C. Targeted outcomes appraisal method D. 360-degree appraisal method 12.

In an upward assessment, a worker is assessed by his/her: A. Direct supervisor B. General manager only C. Subordinates D. Trainees

13.

If a performance appraisal method delivers consistent and dependable measurements, it is said to be: A. Valid B. Fair C. Absolute Standard D. Reliable

14.

The tendency to let the negative assessment of one individual trait influence the evaluation of other, non-related traits is known as: A. The halo effect B. The pitchfork effect C. Libel effect D. Slander effect

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15.

Which step comes first in a progressive disciplinary system?

A. Written warning B. Suspension C. Documented oral warning D. Dismissal

16.

A(n) _______________________________ is an effective tool in helping to reduce the loss of good employees: A. Exit interview B. Written warning C. Targeted outcome D. Upward assessment

17.

At-will employment can be voided by each of the following EXCEPT: A. Breach of good faith B. Contractual relationship C. Implied contractual relationship D. The issuance of an employee manual

18.

The under representation of workers in specific protected classes in highly desired jobs may be an indication that: A. A 360-degree appraisal method should be employed B. An informal discrimination system is in place C. The performance appraisal system is use is reliable D. The performance appraisal system in use is invalid

19.

Which of the following is NOT a characteristic of a protected class as defined by Title VII of the Civil Rights Act? A. Sex B. Age C. Religion D. Sexual Orientation

20.

The Age Discrimination in Employment Act prohibits organizations from treating workers aged _________ differently from other workers based solely upon their ages: A. 25 and older B. 30 – 60 C. 40 and older D. 65 and older

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Answers to Chapter 9 Test Bank 1.

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A; page 296 A; page 297 D; page 297 B; page 298 D; page 300 B; page 299 C; page 301 A; page 303 B; page 303 A; page 306 C; page 307 C; page 307 D; page 308 B; page 309 C; page 310 A; page 321 D; page 322 B; page 323 D; page 322 C; page 326

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Chapter 10 Employee Health and Safety Lecture Outline →Slide 1

Employee Health and Safety →Slide 2

Legal Aspects of Employee Protection Occupational Safety and Health Act OSHA: Short for the Occupational Safety and Health Administration, the agency responsible for enforcing the Occupational Safety and Health Act. The Act established, for the first time, a nationwide, federal program to protect almost the entire work force from job-related death, injury and illness.

OSHA's current role is to assure the safety and health of America's workers by setting and enforcing standards; providing training, outreach, and education; establishing partnerships; and encouraging continual improvement in workplace safety and health.

Since the enforcement agency created by this law began its work, occupational deaths have been cut by 62%, and injuries have declined by 42%. This fact is even more impressive when you consider that, during the same period, U.S. employment has doubled from 58 million workers at 3.5 million worksites to more than 115 million workers at 7.2 million sites. →Slide 3 OSHA’s "Right-To-Know" law includes three major areas: 1. Locating, Inventorying, and Tracking Potentially Hazardous Chemicals.

2. Identifying, Labeling and Providing Information About Potentially Hazardous Chemicals 3. Training/Educating Employees →Slide 4 Major areas of OSHA mandated recordkeeping related to the hospitality industry include: • Log and summary of all recordable injuries and illnesses • Personal Protective Equipment - Assessment & Training • Control of Hazardous Energy (Lock Out/Tag Out) • Hazard Communication Standards • Emergency Action Plans and Fire Prevention Plans

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→Slide 5 Civil Rights Act of 1964 re: Harassment Employees can face a variety of harassment forms. These include: • Bullying • Psychological harassment • Racial harassment • Religious harassment • Stalking • Sexual harassment Zero tolerance: A policy that permits no amount of leniency regarding harassing behavior. →Slide 6

Employee Health Worksite Health HR managers should: • Provide Sufficient Quantities of Fresh Air • Provide a smoke-free environment • Keep air ducts clean and dry • Maintain effective equipment inspection programs • Monitor Repetitive Movement Injuries Carpal tunnel syndrome: Nerve damage resulting in a burning, tingling, or itching numbness in the palm of the hand and the fingers, especially the thumb and the index and middle fingers.

• •

Monitor stress levels Pay attention to worker complaints

→Slide 7 Employee Assistance Programs (EAPs) An EAP relates to a variety of employer-initiated efforts to assist their employees with family concerns, legal issues, financial matters and health maintenance.

Today, more hospitality employers are implementing EAPs to address nontraditional areas of employee assistance including adoption counseling, legal assistance, and bereavement counseling, as well as mental health and substance abuse counseling. Such programs can be very cost-effective if an operation’s employees view them positively.

Employee Wellness Programs Wellness programs (employee): An employer sponsored initiative designed to promote the good health of employees.

Typical examples of employer initiated wellness programs include those designed to help employees quit smoking, nutrition and weight management, high blood-pressure control, weight loss, self-defense, exercise and stress management. In many cases, employers who provide these programs find that their employees stay healthier, and that the business’s health insurance carriers offer discounts for implementation of these programs.

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→Slide 8

Employee Safety and Security Safety: Freedom from the conditions that cause personal harm.

Security: Freedom from fear and anxiety related to personal harm.

Crisis: A situation that has the potential to affect negatively the health, safety or security of employees. →Slide 9 Employee Safety Programs Simplified Safety Management System Step 1. Recognition of the safety threat Step 2. Program development in response to threat Step 3. Program implementation Step 4. Program evaluation →Slide 10 Crisis Management Programs Pre-crisis Planning Emergency plan: The specific actions to be taken by managers and staff in response to a crisis.

Evacuation plan: The specific actions to be taken by managers and staff when vacating a building in response to a crisis.

In its simplest form, a written emergency plan should address: • The nature of the crisis • Who is to be informed when the crisis occurs • What each employee is to do in response to the crisis • When they are to take the required action →Slide 11 Emergency Plan Practice Post-traumatic stress disorder (PTSD): A severe reaction to an event that caused a threat to an individual’s physical or emotional health. →Slide 12 Employee Security Programs Zero Tolerance Harassment Programs Hostile work environment (sexual harassment): A workplace infused with intimidation, ridicule, and insult that is severe or pervasive enough to create a seriously uncomfortable or abusive working environment with conduct severe enough to create a work environment that a reasonable person would find intimidating (hostile).

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→Slide 13 Quid Pro Quo (sexual harassment): Literally “something for something.”

Harassment that occurs when a supervisor behaves in a way or demands actions from an employee that forces the employee to decide between giving in to sexual demands or losing their job, losing job benefits or promotion, or otherwise suffering negative consequences. →Slide 14 To help prevent harassment, HR managers should: • Understand what is, and isn't, "hostile work environment" • Understand the company policy • Understand the impact on unions • Understand the effect of speech • Understand proper investigations • Understand Personal Liability →Slide 15 A legitimate question for workers who will be disciplined or fired if they violate their company’s zero tolerance policy is: “When, exactly, does the language used or action displayed constitute harassment”?

Reasonable person (standard): The typical, or average person (and their behavior and beliefs) placed in a specific environmental setting. →Slide 16 Preventing Workplace Violence Workplace violence: Any act in which a person is abused, threatened, intimidated or assaulted in his or her place of employment. →Slide 17 Workplace violence includes: • Threatening behavior such as shaking fists, destroying property or throwing objects.

• Verbal threats: these can include implicit threats or explicit threats made in person or left on answering machines or as cell phone messages.

Implicit (threat): A threatening act that is implied rather than expressly stated. For example, the statement: “I’d watch my back if I were you!”, said in a menacing voice by one employee to another.

Explicit (threat): A threatening act that is fully and clearly expressed or demonstrated; leaving nothing merely implied. For example, the statement: “If I see you in my work area again, I’ll personally throw you out of it!”, said in a menacing voice by one employee to another.

• •

•

Written threats: these can consist of everything from post-it notes, to e-mails, to long letters.

Harassing activities: These can include a wide range of behaviors that demeans, embarrasses, humiliates, annoys, alarms or verbally abuses a person and that is known or would reasonably be expected to be unwelcome. This can include words, gestures, intimidation, bullying, or other inappropriate activities.

Verbal abuse such as swearing, insults or condescending language.

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Physical attacks: hitting, shoving, pushing or kicking, rape or homicide. →Slide 18

Steps to protect workers from violence: • Install bulletproof glass and limited access barriers for drive-thru windows (restaurants) and late-night accessible Front Desk areas (hotels).

• Increase workplace security by installing video surveillance, alarm systems, and door detectors.

• Increase lighting in dimly lit areas such as parking lots and around trash dumpsters.

• Trim back bushes and shrubs that provide hiding places for would be thieves and attackers.

• Locate drive-thru windows (restaurants) within the same building as the restaurant, rather than in the parking lot by itself.

• Implement effective alcohol server training programs to prevent and discourage excessive alcohol consumption (bars and restaurants).

• Train room attendants to keep guest room doors open when cleaning occupied rooms (hotels).

• Minimize the amount of cash available to cashiers (all businesses). →Slide 19 An effective workplace violence policy will detail: • What specific behaviors (for example, swearing, intimidation, bullying, harassment, and the like) management considers inappropriate and unacceptable in the workplace, • What employees should do when incidents covered by the policy occur, and • Who should be contacted when reporting workplace violence incidents (including a venue for reporting violent activity by one’s immediate supervisor).

• That threats or assaults that require immediate attention should be reported to the property’s security department (if applicable) or directly to the police at 911.

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Human Resources Management Issues (10.1) Carlos Magana was a Spanish-speaking custodian working in a healthcare facility’s kitchen. Bert LaColle was the new food and beverage director. Mr. LaColle instructed Mr. Magana to clean the grout between the red quarry kitchen tile with a powerful cleaner that Mr. LaColle had purchased from a chemical cleaning supply vendor. Mr. LaColle, who did not speak Spanish, demonstrated to Mr. Magana how he should pour the chemical directly from the bottle onto the grout, and then brush the grout with a wire brush until it was white.

Because the cleaner was so strong, and because Mr. Magana did not wear protective gloves, his hands were seriously irritated by the chemicals in the cleaner. In an effort to lessen the irritation to his hands, Mr. Magana decided to dilute the chemical. He added water to the bottle of cleaner, not realizing that the addition of water would cause toxic fumes. Mr. Magana inhaled the fumes while he continued cleaning, and later, because of that, suffered serious lung damage.

Mr. LaColle was subsequently contacted by OSHA, which cited and heavily fined the facility for a safety (MSDS) violation. Mr. LaColle maintained that MSDS statements, including the one for the cleaner in question, were, in fact, available for inspection by employees.

Key Concept: This case reemphasizes to HR professionals their responsibility to not only supply, but to ensure that critical information needed by employees to safely do their jobs is available to employees. Students participating in this case will quickly realize that in an increasingly diverse society, the challenges related to communicating detailed information in multiple languages (and to those who cannot read) will only grow in complexity. An interesting approach to concluding this case may be to pose the following question to students: As a judge hearing evidence in this case, what actions would you feel it was reasonable for this facility to have undertaken to help ensure the safety of Mr. Magana?

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Human Resources Management Issues (10.2) “You’ve got to be kidding me!” said Jodi Waldo.

“It’s no joke,” replied Bob Zollars, the Regional VP of HR for Richland Hotels.

Jodi and Zollars were discussing the lawsuit that had just been filed by Ann Roberts, a former employee at the hotel, which Jodi managed for Richland. The lawsuit, claiming sexual harassment and constructive discharge, named as defendants Select Hotels, the hotel’s franchise company; Richland Hotels, which owned Jodi’s property as well as 10 others; and Jodi Waldo, the hotel’s general manger. Jodi had just discovered she was named personally in the suit.

“Essentially,” said Zollars, “the lawsuit maintains that you should have known about the harassment Ann claims she encountered and that you should have stopped it.”

“But I didn’t know anything about her claims.” replied Jodi. “How can she try to sue me?”

“She isn’t trying to sue you,” replied Zollars. “She already is suing you—and our company too. What you and I need to discuss now is whether you want to utilize our company attorneys for your defense or hire your own lawyer?”

Key Concept: This case explores a variety of issues. Chief among those is that HR professionals can, in fact, be held personally liable for the actions they do or do not take at work. In a litigious society such as that found in the United States, few in the business world will complete their careers without becoming involved in a guest or employee-initiated lawsuit. Because this is true, it’s important for HR managers to be keenly aware of their own actions, the actions of other managers in the organization, and where reasonably possible, the impact of those actions on their employees.

In this case, Zollars may, in fact, be personally concerned with Jodi’s plight.

Professionally, however, he likely will have other greater concerns. He must attempt to address his concern for Ann’s (and all employees’) safety, while at the same time trying to minimize the negative impact of the litigation on the company’s finances and public image.

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Human Resources Management Issues (10.3) Charles Lapinski was the district manager for a franchised quick-service Mexican-style restaurant in a large city. On a Friday night at 11:30 p.m., just after the restaurant locked its front doors to the general public, three masked men entered the store through the unlocked back kitchen door. They demanded that the assistant manager on duty at the time turn over all of the restaurant’s cash. Nervously, the 19-yearold assistant manager explained that all of the cash had been deposited in a safe in the manager’s office and that he had no ability to open it.

Angry at their inability to rob the restaurant, the gunmen, one of whom was a former employee, shot two of the restaurant workers, including the assistant manager, as they fled the restaurant. The assistant manager later died from his wounds. The attempted robbery and shooting made that night’s local television news.

A lawsuit filed by the assistant manager’s parents charged that the restaurant lacked proper alarms and locks on the back door. In addition, they charged that the restaurant owners and the franchise company failed to provide any training to its staff regarding the proper response to an armed robbery. The lawsuit was reported in a front-page article in the local paper.

An investigative reporter from another television station in the city called the restaurant’s general manager to request an on-air interview regarding the training the restaurant’s employees receive related to robberies. The manager referred the call to Mr. Lapinski.

Key Concept: The intent of this case is to clearly demonstrate to students that some HR issues are truly of life or death consequence. While much of an HR professional’s work activities relate to policies, procedures and forms, it is important to recognize that the impact of such activities can immediately affect employees in extreme ways. It is possible that it was beyond the control of this company to prevent this unfortunate incident from occurring. Students should agree, however, that HR managers have an ethical (and legal) obligation to take all reasonable steps to ensure the safety of their employees. In this case, it will be incumbent on the company to demonstrate that they, indeed, took those steps.

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Chapter 10 Test Bank 1.

The first legislation designed to address work place safety is known as: A. The Occupational Safety and Health Act B. Civil Rights Act C. Title VII D. The Taft Hartley Act

2.

Which of the following is the main objective of OSHA legislation?

A. To provide health care for all citizens B. To provide health care for all workers C. To prevent work-related injuries, illnesses and deaths D. To provide health care for all workers’ dependents

3.

Since the enforcement of OSHA legislation, occupational deaths have: A. Increased by 5% B. Stayed approximately the same C. Decreased by 5% D. Decreased by approximately 60%

4.

Human resources managers are most likely to interact with OSHA in the areas of: A. Benefit package design B. Enforcement and record keeping C. Pay equity D. Promotion criteria

5.

“Right to know” laws and regulations address concerns related to: A. Negligent hiring B. Personnel files C. Potentially hazardous chemicals D. Viewing the contents of an employee’s personal file

6.

Who is most responsible for recording all work-related injuries and illnesses?

A. OSHA compliance officers B. Human resources managers C. Employees affected by the injury/illness D. General managers

7.

A lock out/tag out standard regulates training and procedures as related to: A. Hazardous chemicals B. Fire prevention C. Mechanical irritants D. Unexpected machine movements

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8.

According to OSHA, a written emergency action and prevention plan is required in: A. Work facilities with 100+ employees B. Work facilities with 50+ employees C. Work facilities with 10+ employees D. All work facilities

9.

Which of the following is NOT considered a form of harassment by the Civil Rights Act of 1964?

A. Bullying B. Stalking C. Psychological harassment D. All are considered forms of harassment

10.

Which of the following is most likely to be considered sexual harassment?

A. Unwelcome gestures of a sexual nature B. Unauthorized following of an individual C. Humiliating behavior that lowers self-esteem D. Psychological harassing behavior

11.

Why is it important to maintain a healthy work environment?

A. To maintain high levels of worker productivity B. To be in compliance with OSHA regulations C. To reduce employee turn-over rates D. All of the above

12.

What has been the resultant effect on revenue levels of hospitality businesses that have gone 100% smoke-free?

A. Revenue levels have stayed the same or increased B. Revenue levels have decreased C. There has been no positive affect D. No hospitality businesses have gone 100% smoke-free to date

13.

Carpal tunnel syndrome is a result of: A. High stress levels B. Repetitive movement injuries C. Air quality problems D. Carbon monoxide leaks

14.

A ____________________________ is an employer-sponsored program designed to promote the good health of employees: A. Employee assistance programs B. Employee benefit program C. Employee wellness programs D. Employee compensation program

15.

Which of the following programs is designed as a preventative measure to deal with employee health issues?

A. Employee assistance programs 144

B. Employee benefit program C. Employee wellness programs D. Employee compensation program 16.

Quid pro quo harassment refers to: A. Any form of psychological harassment B. Unacceptable intrusion of privacy C. Forcing an employee to submit to sexual demands or suffer negative consequences D. Harassment based upon an employee’s race

17.

________________________________ is the way in which a court determines if a workplace setting should be deemed as a “hostile environment”: A. Zero-tolerance B. Reasonable person standard C. Quid pro quo D. Employee assistance program

18.

When a sexual harassment lawsuit is filed, which of the following individuals could NOT be found liable?

A. The employee perpetrating the harassment B. The human resources manager C. The general manager D. All can be held liable

19.

Which of the following is an example of an implicit threat?

A. “I’d watch my back if I were you!”

B. “If I see you in my work area again, I’ll throw you out!”

C. Throwing objects D. Hitting or shoving

20.

Which of the following can be the site of work-place violence?

A. A client’s office B. A professional trade show C. A company’s holiday party D. All can be the site of work-place violence

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Answers to Chapter 10 Test Bank 1.

2.

3.

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A; page 333 C; page 334 D; page 334 B; page 334 C; page 335 B; page 337 D; page 338 C; page 338 D; page 339 A; page 339 D; pages 340-342 A; page 341 B; page 341 C; page 343 C; page 343 C; page 351 B; page 352 D; page 354 A; page 356 D; page 356

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Chapter 11 Role of Human Resources in Strategic Planning and Organizational Change Lecture Outline →Slide 1

Human Resources Management and Organizational Change →Slide 2

Factors Influencing Organizational Change Organizational change – The process by which an organization moves away from what it is currently doing towards some desirable future status. →Slide 3 External Factors that Influence Change: • Legislation • Competition • Consumer preferences Niche marketing – The activity of offering specific products and services to sub-segments of a market in efforts to attract large numbers of this sub-segment to the operation.

• • • •

Demographic issues Global issues Ethical concerns Economy • Employee unions →Slide 4 Strategies – A general method or plan developed in efforts to attain a long-range goal.

Tactic – A specific action step used to help attain a short-term objective.

There are numerous potential reasons why employees at all organizational levels resist change.

One common concern relates to honest differences of opinion about the factor(s) suggesting the need for change (or if there is even need for a change!), and the “best” approach to address the change.

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→Slide 5

Resistance to Organizational Change Brainstorm – A decision-making approach in which group members suggest alternative potential causes and/or solutions to problems for group consideration.

Cost benefit analysis – The process of evaluating alternative products and services based upon cost and quality differences between each. →Slide 6 Reasons why “good” employees may resist change: • Concerns about the change or the change process • Uncertainty about one’s professional future • Conflict between organizational level • The organization itself • The organization’s culture • Unfamiliarity with change details →Slide 7

A Continuum of Change Gradual change – Organizational change that is simple and narrowly focused on a specific department or management function, and that has an incremental impact on the hospitality organization.

Examples of gradual change: • Food trends • Lodging industry competition • Faster/more accurate data collection Data mining – The use of technology to analyze guest information in efforts to improve marketing-related decisions. →Slide 8 Intermediate Change Examples of intermediate change: • Desire for continuous improvement Total quality management – A management system (process) that focuses on identifying what guests want and need, and then consistently delivering these products and services while attaining expected performance standards; often abbreviated “TQM.” Empower – The act of delegating necessary authority to staff members that allows them to make decisions that otherwise would be made by their managers.

• •

Higher quality decision-making Desire to focus on an organization’s primary business

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→Slide 9 Dynamic change – Organizational change that is complex and broadly focused, and which impacts the entire hospitality organization as it creates a significant difference in its operation.

Examples of dynamic change: • New business model • Business expansion • Reorganization →Slide 10 Condo-hotel – A lodging property which offers transient guests rooms that are owned by persons who place their rooms into the property’s rental pool, and who then receive a portion of their room’s rental revenues.

The amount of planning required, the level of employee resistance and the amount of time and effort needed for implementation is likely to increase as the change process moves from gradual to dynamic. As well, the role of human resources in change management, the need for specialized external assistance, the difficulty of reversing the decision, and the costs to implement the change also increases. →Slide 11 Role of Human Resources in Change Human resources and other managers who are most effective at helping their organizations confront and benefit from changes use numerous skill to do so that include: • Business skills • “Political” skills • Analytical skills • System skills • People skills →Slide 12

Planning for Change Anticipated and Unanticipated Change • Gradual anticipated change (Box 1) – Assume that new legislation requires (or prohibits) the collection of certain demographic information about job applicants or employees. Perhaps, as well, new child labor laws are revised to increase or decrease covered ages by six months.

In efforts to address these gradual anticipated changes, application forms, selection interview questions, instructions to those who made selection decisions, and/or perhaps, personnel records information must be revised. Consider also that dynamic change does not necessary come “all at once.” Tactics involving human resources efforts might be involved in one step of the process of yielding gradual change on the journey toward dynamic change. Example: a large restaurant decides to initiate an extensive off-site catering operation. Human resources efforts will be needed if the management team decides to recruit and employ a manager or chef with extensive catering experience who will then help to plan, and then assume responsibility for the new catering effort.

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•

• •

Gradual unanticipated change (Box 2) – Assume there have been an increasing number of member accidents around a private country club’s swimming pool. Changes in the club’s initial training for recreation and swimming pool staff will be required. The club’s General Manager requires that an applicable video on swimming pool safety be added to the training of those staff working in the pool area. Human resources personnel will likely be involved in training modifications for these affected staff.

Dynamic anticipated change (Box 3) – Examples of the human resources aspects relating to the conversion of a traditional lodging property to a condo-hotel and other examples were noted in a previous section Unanticipated dynamic change (Box 4) – At first, one might think that there has been significant leadership failure if the need for “big picture” change has not been anticipated.

Hopefully, managers will, at least, see the need for dynamic change on the horizon, even if they don’t plan the “correct” response to it. However, consider the need for multi-unit hospitality operations to re-locate their national or regional headquarters, and for almost all operators to deal with totally or extensively damaged units in the aftermath of Hurricane Katrina in the Gulf Coast area of the United States (August, 2005). A second example: threats or offers of buy-outs of commercial hospitality organizations create concerns for staff members at all organizational levels because of the uncertainty about job security that arises.

How can human resources and other personnel quickly develop and implement an effective communication program to provide current and, often, fast-breaking, information to the staff members?

Proactive vs. Reactive Leadership Approaches →Slide 13 Human Resources Managers and Strategic Planning Strategic planning – A systematic method of developing long-term plans to attain business objectives by anticipating and adapting to expected changes. →Slide 14 General steps in planning process: 1. Consider the organization’s mission 2. Scan the environment 3. Analyze the situation SWOT analysis – “Strengths, Weaknesses, Opportunities and Threats analysis: a systematic approach to assess an organization’s current environment as part of the strategic planning process.

4. Determine long-term goals 5. Establish strategies

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→Slide 15 6. Identify interim objectives 7. Assign responsibilities and time lines 8. Communicate the plan 9. Monitor the plan; take corrective action as needed 10. Celebrate a successful plan 11. Repeat the planning process Rolling plan (long-range planning) – A plan in which the final year in the planning cycle is moved ahead one year as plans for each year are implemented. →Slide 16 Top ten issues confronting the lodging hospitality industry for 2007 as identified by the International Society of Hospitality Consultants (ISHC): • Labor and skills shortages • Escalating construction cost • “Keeping up” with technology • Changing demographics impact travel trends • The impact of profits as higher expenses are countered by the need to increase wages →Slide 17 • • • •

Consumer confusion about brands Changes in distribution The impact of travel restrictions on travel Growth of new markets • Availability of capital

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Human Resources Management Issues (11.1) “It just can’t be done; it will never work. What does Susan think she is doing?” said Sam, the head cook at the Grayville Widget Company, an account managed by the Good Times Food Service Management Company. He was talking to Abhijit, the assistant cook.

Good Times had won the food service management account for the Grayville Company about two years ago. It had successfully negotiated the contract emphasizing high-quality food at reasonable prices for the employees with no required company subsidy. In fact, many of the menu items were high quality, but they were also convenience foods, and that was alleged to be the reason for a slow but steady decline in the employee participation rate.

Susan, the unit manager, analyzed responses from numerous surveys, focus groups, and suggestion box memos, and also conducted many face-to-face conversations with the employees. The conclusion was almost unanimous: the employees wanted freshly prepared foods or, at least, a lot more of them than were now available.

The head cook was responding to Susan’s announcement about fresh food preparation at the meeting earlier in the day: “We don’t have the staff, we don’t have the time, we don’t have the necessary storing and preparing equipment, we don’t have the recipes, and many of our staff members don’t have the skill.

We just can’t do it!”

“If I was neutral about this,” said Abhijit, “I would say that I could see both sides of the situation. The employees want what they want, and we want what we think we can do. I’m glad I’m not Susan as she figures this out.”

Key Concept: This case examines the difficulties encountered by centralized HR managers and those regional managers responsible for unit-level HR activities. One of the central tenants of this text has been the importance of the unit manager to successful HR activities. Because of the nature of the hospitality industry, the general manager of a restaurant or smaller hotel most often will serve as that property’s on-site HR expert. This situation is challenging in times of little change. A greater challenge arises, however, during periods of rapid change. During these times, those responsible for unit managers must ensure the attention of those unit managers is properly directed. Instructors should provide students with concrete strategies that could be utilized by upper-level HR administrators in the specific areas of their students’ interests.

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Human Resources Management Issues (11.2) Drake and Thomas were sharing a cab to the Metropolitan Airport after attending a meeting of the toplevel managers for their chain restaurant organization. Both were regional managers with responsibility for several dozen properties within a several-state area.

“These meetings are always good because they make us think beyond the scope of day-to-day operating concerns, and they allow us to consider the future, and how we might respond to it as a company,” said Drake.

“Yes,” said Thomas, “I agree. The old saying about ‘the future is here now’ is increasingly true, and we need to think about and plan for short- and long-term concerns even as we resolve today’s operating challenges.”

“You’re right, Thomas,” said Drake. “We both see the need for this, and we know we will give this responsibility a priority. I wonder, however, about our unit managers and their staff. Folks on the firing line really do have immediate issues. Their work is not easy, they work long hours, and they devote lots of creative energy to dealing with issues that take their mind off longer-term concerns.”

“Yes, you’re right,” replied Thomas. “I wonder what we as their immediate supervisors can do about this.”

Key Concept: This case illustrates the interplay that often exists between operational changes and HR challenges. Virtually any time a hospitality organization offers new products or services, or even changes the way it supplies existing products or services, HR-related concerns are likely to arise. In this case study, resistance to change is significant and could impair Susan’s ability to improve customer service. HR professionals understand that one of their chief duties is assisting employees in their adaptation to change. Students completing this case will recognize that few managers can simply mandate change in employee attitudes. When employees resist change, operational difficulties will inevitably arise and must be addressed.

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Chapter 11 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Strategies Tactics Data mining Total quality management SWOT analysis Rolling plan Strategic planning Cost benefit analysis Niche marketing Empower 1. The activity of offering specific products and services to sub-segments of a market in efforts to attract large numbers of this sub-segment to the operation.

2. A systematic approach to assess an organization’s current environment as part of the strategic planning process.

3. A general method or plan developed in efforts to attain a long-range goal.

4. The process of evaluating alternative products and services based upon cost and quality differences between each.

5. A plan in which the final year in the planning cycle is moved ahead one year as plans for each year are implemented.

6. The use of technology to analyze guest information in efforts to improve marketing-related decisions.

7. A systematic method of developing long-term plans to attain business objectives by anticipating and adapting to expected changes.

8. A management system that focuses on identifying what guests want and need, and then consistently delivering these products and services while attaining expected performance standards.

9. The act of delegating necessary authority to staff members that allows them to make decisions that otherwise would be made by their managers.

10. A specific action step used to help attain a short-term objective.

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Chapter 11 Vocabulary Quiz Answer Key 1.

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I E A H F C G D J B

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Chapter 11 Test Bank 1.

All of the following are external factors that can influence the need for hospitality organizations to implement changes EXCEPT: A. Legislation B. Global Issues C. Corporate Culture D. Economy

2.

“W” brand hotels are specifically designed to attract younger, highly affluent business travelers. This is an example of: A. Niche marketing B. Data market mining C. SWOT marketing D. A rolling marketing plan

3.

Which of the following is an example of a demographic issue that can affect a hospitality organization’s need to implement change?

A. Terrorism concerns B. Corporate social responsibility C. Income levels in the organization’s target market area D. Interest rates

4.

A specific action step used to help attain a short term goal is known as a: A. Strategy B. Tactic C. Niche D. Objective

5.

Which type of manager is most likely to be involved in broad and long-term concerns related to organizational changes?

A. Human resources manager B. Mid-level manager C. Upper-level manager in a large organization D. Company stockholder

6.

Which type of manager is most likely to be involved in specific concerns related to organizational change, such as rearranging work tasks and planning the delivery of new services?

A. Human resources manager B. Mid-level manager C. Manager in a large organization D. Company stockholder

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7.

What is the first step in strategic planning?

A. Scan the environment B. Analyze the situation C. Identify interim objectives D. Consider the organization’s mission

8.

Which of the following is most helpful to planners attempting to determine the long-term goals of a strategic planning process?

A. Data mining results B. Results of the SWOT analysis C. The interim objective D. Total quality management

9.

Benchmarking and data-gathering procedures are activities most likely to be done in which phase of the strategic planning process: A. When identifying interim objectives B. When communicating the plan C. When scanning the environment D. When determining long-term goals

10.

A plan in which the final year in the planning cycle is moved ahead one year as plans for each year are implemented is known as a: A. Interim plan B. Long-term plan C. Rolling plan D. Business plan

11.

Which of the following is NOT considered one of the top ten issues confronting the lodging hospitality industry in 2007 according to the ISHC? A. Keeping up with technology B. Declining ADRs C. Growth of new markets D. Availability of capital

12.

A hospitality organization’s new staff members bring fresh ideas to the work place. This is an example of: A. Gradual change B. Dynamic change C. Intermediate change D. Empowerment

13.

Which of the following is NOT an example of dynamic change?

A. Implementation of a new business model B. Reorganization C. Business expansion D. Lodging industry competition When an employee is delegated the authority needed to make decisions that would otherwise be made by managers, it is known as:

14.

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A. Strategic planning B. Executive committee C. Cost benefit analysis D. Empowerment 15.

The role of the human resources manager is greatest in: A. Gradual change B. Intermediate change C. Dynamic change D. An organization’s start-up

16.

_________________________ requires more input from staff at lower organizational levels: A. Gradual change B. Intermediate change C. Dynamic change D. Hierarchal change

17.

Human resources managers must utilize which of the following skills when helping their organizations confront and benefit from change?

A. Business skills B. Political skills C. People skills D. All of the above

18. Which of the following is an example of intermediate change?

A. Reorganization B. High-quality decision making C. Food trends D. Faster data collection 19.

The management system that focuses on what guests want and need, and then discovers approaches to deliver them in a cost-effective manner is known as: A. Data mining B. Cost benefit analysis C. Total quality management D. SWOT analysis

20.

As part of the strategic planning process, a human resources manager who was busy “scanning the environment” would most likely be involved in which of the following activities: A. Actively participating in community organizations and events B. Disseminating information about the mission statement to staff C. Benchmarking existing work methods D. Developing data-mining systems

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Answers to Chapter 11 Test Bank 1.

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C; pages 369-370 A; page 370 C; page 370 B; page 371 A; page 371 B; page 371 D; page 373 B; page 375 A; page 375 C; page 376 B; pages 378-379 A; page 380 D; pages 380-382 D; page 382 C; page 384 A; page 384 D; page 388 B; page 382 C; page 382 A; page 374

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Chapter 12 Critical Issues in Human Resource Management Lecture Outline →Slide 1

Critical Issues in Human Resource Management →Slide 2

Unionization in the Hospitality Industry Unions – Organizations comprised of employees who act together to promote and protect their mutual interests through collective bargaining; see collective bargaining.

Labor contract – A written agreement covering a specific time that spells out management’s expectations for employees, and limits to management’s authority; also called collective bargaining agreement. →Slide 3 Grievance process – A process to resolve complaints that is spelled out in union contracts.

Union shop – The requirement that non-union workers must join the union, and pay applicable dues to it.

Reasons for Union Affiliation • Employees’ perceptions that their employer is unfair • Worker belief that profits made by the business owners are high, relative to the wages they receive • Increase bargaining power • Allow members to communicate and interact with higher-level managers • To ensure equal treatment based on seniority • Higher compensation levels, • More control over work rules • Greater job security • Peer influences →Slide 4 A Brief History The National Labor Relations Act (1935), commonly referred to as the Wagner Act, prompted the growth of unions in the United States.

The Taft-Hartley Act (1947) amended the Wagner Act. Several unfair labor practices were identified and corrected.

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→Slide 5 Union steward – A union member elected by other union members to represent the unionized employees within a specific department or work unit.

Grievances – An allegation that a work requirement or action taken by management is in violation of the applicable union contract.

Seniority – The status of employees based upon their length of employment with an organization. →Slide 6 Authorization card (union) – A card signed by prospective union members specifying their interest in having a designated union represent them in employer negotiations.

National Labor Relations Board (NLRB) – An organization with responsibility to conduct union representation elections.

The Unionization Process Employees become unionized as the result of a several-step process: • Initial contacts are made by employees to union representatives in their communities or vice-versa: union representatives may begin a membership drive within an organization.

• A campaign is undertaken to secure signed authorization cards from at least 30% of applicable employees requesting that a specific union should represent them in employer negotiations.

• A petition is made to the National Labor Relations Board (NLRB) requesting an election to determine if the majority of eligible voting employees want the union to become their certified bargaining unit.

• A union drive is conducted in which union advocates and management must comply with strict requirements about what they can and cannot do as they make their cases about why employees should or should not affiliate with the union.

• If the union receives a majority vote, the NLRB certifies and recognizes the union as the exclusive bargaining unit for the employer. →Slide 7 The Collective Bargaining Process Collective bargaining – The process of negotiating and administering written agreements between union and management officials.

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→Slide 8 Conflict resolution tactics when the union and management cannot agree: Arbitration (voluntary) – An action in which both parties (organization and union personnel) submit a dispute to an external, disinterested third party for binding or non-binding resolution after the presentation of evidence and related discussion.

Arbitration (compulsory) – An action in which an arbitrator is appointed by the government to make a binding decision upon the parties negotiating the contract.

Mediation – A non-binding structured process in which a third party assists the management and union negotiators to reach an agreement.

Contract Administration If approved by the union steward, an employee may attempt to resolve a complaint through a formal grievance process that often includes the following steps: • Step 1 – The union steward and affected employee meet with the supervisor.

• Step 2 – The employee, union steward, and chief steward meet with the supervisor and the organization’s labor relations (human resources) specialist.

• Step 3 – The employee, steward, and union grievance committee meet with labor relations (human resources) and the property’s top management personnel.

• Step 4 – Representatives of the national union or other top union officials meet with toplevel organization management.

If the “Step 4” grievance resolution procedure is unsuccessful, a final step will likely be arbitration. →Slide 9 Unfair labor practices – An action by either the hospitality organization or union that violates applicable provisions of the National Labor Relations Act. Examples of unfair labor practices by hospitality organizations include: • discouraging attempts by employees to unionize • interfering with employees as they participate in union activities • discriminating against union members • terminating union members who participate in a legal strike Examples of unfair labor practices conducted by union personnel include: • forcing employees to join or participate in a union • requiring employers to hire more workers than required • conducting an illegal strike (one that violates the terms of the collective bargaining agreement)

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→Slide 10

A Multi-Generational Workforce Overview of the Generations Traditionalists (workforce generation) – Persons with birthdates between approximately 19221945.

Baby boomers (workforce generation) – Persons with birthdates between approximately 19451964.

Generation X (workforce generation) – Persons with birthdates between approximately 19651978.

Generation Y (workforce generation) – Persons with birthdates between approximately 19791994.

Managing the Generations Human resources managers should learn about the generations and their differences because: • There are now four generations of employees working side-by-side in the hospitality industry.

• The industry is labor-intensive, and will continue to need employees, regardless of their age, to staff the many available positions.

• The range of differences between earliest (Traditionalist) employees, and the current (Generation Y) staff members is very wide.

• Differing values, experiences, lifestyles and attitudes towards the future and life in general can create significant misunderstandings and frustrations.

• Those who better understand and appreciate each generation may gain ideas about how to motivate and retain persons within these generations, and will be better able to consistently work with individuals of differing ages.

Tactics that “work equally” well for employees in every generation, in every organization, at any time: • Employees want to know that what they do matters.

• Tell employees the truth.

• Explain to staff members why they are being asked to do something.

• Learn the employee’s language.

• Provide rewarding opportunities.

• Praise staff members in public.

• Make the workplace fun.

• Model the desired behavior.

• Give staff members the tools required to do their jobs.

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→Slide 11

Downsizing and Outsourcing Myths of downsizing: • Profitability is always improved after downsizing.

• Downsizing does not impact the quality of product or services.

• Downsizing is a “one-time” event.

• There are no negative effects on staff members who remain after downsizing.

• Stress-related disorders are most likely for terminated employees. →Slide 12 Downsizing Tactics Alternatives to downsizing: • Careful review of alternative opportunities to reduce costs and/or to increase revenues.

• Cross-training.

Succession planning – The process of considering the organization’s future needs for key professional and other staff, and developing plans to select and/or to prepare persons for these positions.

• • •

Transfer within the organization (if a multi-unit organization).

Reduced employee hours and/or wages.

Attrition including the use of early retirement, and/or employee buyout incentives and leaves of absence.

Attrition – The reduction in an organization’s workforce because of voluntary or involuntary employee separation. →Slide 13 Outplacement assistance – The process of helping employees to secure new employment.

Examples: resume writing assistance, access to necessary equipment, and information about internet job placement sites.

Full-time equivalent – The total number of employees if all employees worked full-time calculated as: total labor hours ÷ by the average number of labor hours in a work week.

Example: three part-time employees working a total of 45 hours in a work week represent 1.13 full-time equivalent employees (45 hours ÷ 40 hours) if there are 40 hours in a typical fulltime work week; often abbreviated “FTE”).

Survivor (downsizing) – an employee who is not terminated, and who remains with the organization after a downsizing process is completed.

Tactics to minimize negative downsizing experiences include: • Top-level leaders must be visible and involved, and they must continually re-emphasize the organization’s vision, mission, and goals after layoffs are completed.

• Survivors must know where they fit in the reorganized structure, and should be given assistance in planning their continued careers with the organization.

• Appropriate rewards and recognition for the remaining employees should be provided.

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→Slide 14 Outsourcing Tactics Outsourcing – A transfer of responsibility for performance of services that have been (or could be) performed by the organization’s employees to an external service provider.

Off-shoring – The transfer of jobs from an organization in one country to an organization in another country.

Core business strategies – The highest priority activities that are required to accomplish an organization’s mission. →Slide 15 Escape clause – A provision in a contract that permits one party to terminate the agreement when one or more specified events occur.

Request for Proposal – A document developed by a hospitality organization that requests price quotations for and suggestions and other information about the provision of products and/or services from suppliers deemed eligible to supply them; often abbreviated “RFP.” Managers must consider the human resources impact of the outsourcing process: • When announcing that an outsourcing alternative will be considered.

• When evaluating outsourcing alternatives. Input from existing employees may be helpful, for example, as RFPs are developed, and as proposal responses are considered.

• When announcing the outsourcing decision.

• When transitioning to the service provider.

• When administering the service agreement.

• When considering the continued use of a provider as an escape clause is being considered, or when the contract is to expire. →Slide 16 Sarbanes-Oxley Act – The federal government’s public company accounting reform and investor protection act that contains numerous provisions focused on improving the accuracy and reliability of corporate disclosures to investors. →Slide 17

Succession Planning Activities Steps that can be used for succession planning: Step 1 – Identify priority positions for succession planning.

Step 2 – Update organizational planning tools Step 3 – Determine number of position incumbents needed.

Step 4 – Identify internal staff and/or recruit external staff.

Step 5 – Plan professional development requirements.

Step 6 – Develop plans for affected staff.

Step 7 – Help staff plan career development programs.

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→Slide 18 Career – A sequence of professional experiences/positions in which one participates during a span of employment with an organization or industry. →Slide 19

Career Development Programs Career development program – A planning strategy in which one identifies career goals and then plans education and training activities designed to attain them.

Advantages • Helping to reduce absenteeism and turnover • Assisting with productivity increases • Emphasizing managers’ concerns about their staff • Preparing for future challenges • Helping to address future labor needs Procedures for Career Development Documentation of career development plans and accomplishments can help one to further prepare for the future.

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Human Resources Management Issues (12.1) “Today’s college graduates are sure a lot different than my generation,” said Jason. He was talking to Bernice, another department head at the River Bank Conference Center.

“You’re sure right about that, Jason,” said Bernice. “We’re both old-timers—Baby Boomers—and we’ve seen, first, the Generation X managers arrive and mature, and now we’re seeing those in Generation Y join our organization. It seems there is a big difference between each generation of employees. I really think that’s true, but maybe we’re just getting old.”

“I remember when I began my career in the hospitality industry,” replied Jason. “I wanted to work hard, didn’t mind the hours, and while I had respect for my bosses, I really thought I could do a better job than they were doing. Over the years, you and I and others in our generation have made lots of changes.

Many were in response to the need to do so. I’m thinking about technology, cost minimization in an increasingly competitive industry, and the unprecedented labor shortages, among other things. Be honest, Bernice, do you think our industry is better serving our guests now as a result of our efforts or yesterday when our generation first started to influence the industry?”

“That’s a tough question to answer, Jason, and I guess I really can’t respond. You’ve mentioned some of the pressures that have influenced us, and I’d like to add one more: vastly changing differences in what our guests want. I know that everyone wants the basics—safety, courtesy and respect, and good price and value—but every organization must provide more than that to survive. Has our River Bend property just been lucky in our efforts to determine the products and services our guests want? Perhaps, instead, we have been lucky because we have been able to recruit and retain staff members from the later generations who can better keep up with changing guest preferences. I really don’t know, but I think we should keep on doing what we are doing.”

Key Concept: This case poses the question of whether generational differences impact how a hospitality operation seeks to achieve its goals. Students discussing this case are likely to raise three significant issues.

1. Do generational differences actually affect the goals of providing outstanding hospitality goods and services?

2. If generational differences do exist, who within an organization should be allowed to determine the values or beliefs that should prevail?

3. As newer generations enter into managerial positions, so too do younger generations become the bulk of an organization’s customer base. Given that fact, should younger generations have increasing responsibility for driving the organization’s evolving goals and objectives?

Students completing this case will no doubt realize that questions of this nature may in fact be answered differently based upon the generation of the affected managers.

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Human Resources Management Issues (12.2) “I have an idea that will benefit our business and our employees, and that has no downside to it,” said Joshua. He was the human resources manager for the foodservices operation at the Metropolitan Bank, one of the largest banks on the Eastern seacoast, and the largest bank in the United States with a selfoperating foodservices program. Joshua was attending a meeting of department heads and had just returned from a national conference of hospitality human resources managers.

“I would call the program, ‘We Care About You.’ We would make an offer to all of our staff members: first become proficient in your existing position (and we could tie this to results of our performance appraisal procedures). Then we would assist them with career planning activities and provide them with ongoing professional development experiences. This would result in increased job skills and help prepare them for promotions to positions with greater responsibilities and more compensation.”

“Joshua, that’s sounds like a great idea, and I would personally support it in theory,” replied Suzanne, the department manager. “I think we’ve implied this philosophy as we encouraged employees to do better and to learn more. However, we’ve never formalized a process, communicated it consistently and effectively, or really worked hard to encourage and help our employees to be better performers and stay with us.”

“I guess it sounds like a good idea,” said Raoul, the food production manager, “but I have two special concerns. First, it sure wouldn’t look good if we make a big deal out of this now as we rolled out the program, and then de-emphasized it later. Also, do we really have time to do everything necessary to help all of our staff given the million and one things we must all do every day to keep the operation running?”

“I do like the general idea of the program, and I’m certain it will encourage spirited discussion as we consider it further,” said Suzanne. “My suggestion is that we table the conversation for now, and let’s all consider it over the next two weeks and then make it a primary agenda item at our next meeting.”

Key Concept: This case examines the vexing question of whether it is appropriate for a hospitality organization to utilize its resources to prepare workers for jobs that may not be available to them within that organization. A common question among some hospitality managers is, “What if I provide advanced training for my employees and they leave?” The proper answer to that question is, “What if you don’t provide training and they stay?” Every hospitality organization seeks qualified employees. Employees gain qualifications by the willingness of their current employer to advance their skills to the greatest degree reasonably possible. Students completing this case have a chance to examine their own beliefs regarding the wisdom of preparing employees for career advancement when it may not be clear that their own organization can provide those advancement opportunities.

168

Chapter 12 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Union shop Succession planning Attrition Mediation Arbitration (voluntary) Escape clause Sarbanes-Oxley Act Request for Proposal Off-shoring Union steward 1. An action in which both parties (organization and union personnel) submit a dispute to an external, disinterested third party for binding or non-binding resolution after the presentation of evidence and related discussion.

2. A provision in a contract that permits one party to terminate the agreement when one or more specified events occur.

3. A document developed by a hospitality organization that requests price quotations for and suggestions and other information about the provision of products and/or services from suppliers deemed eligible to supply them 4. A non-binding structured process in which a third party assists the management and union negotiators to reach an agreement.

5. A union member elected by other union members to represent the unionized employees within a specific department or work unit.

6. The requirement that non-union workers must join the union, and pay applicable dues to it.

7. The reduction in an organization’s workforce because of voluntary or involuntary employee separation.

8. The federal government’s public company accounting reform and investor protection act that contains numerous provisions focused on improving the accuracy and reliability of corporate disclosures to investors.

9. The process of considering the organization’s future needs for key professional and other staff, and developing plans to select and/or to prepare persons for these positions.

10. The transfer of jobs from an organization in one country to an organization in another country.

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Chapter 12 Vocabulary Quiz Answer Key 1.

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3.

4.

5.

6.

7.

8.

9.

10.

E F H D J A C G B I

170

Chapter 12 Test Bank 1.

Historically, what has been the essential purpose of labor legislation?

A. To maintain a balance of power between labor and management B. To mandate wage increases C. To increase the bargaining power of workers D. To mandate benefits increases

2.

Which legislation prompted the growth of employee unions in the United States?

A. Civil Rights Act B. Occupational Safety and Health Act C. Wagner Act D. Sarbanes-Oxley Act

3.

The Taft-Hartley Act mandated that unions could no longer: A. Strike B. Organize more than 100 union employees at a time C. Exclude minorities D. Force workers to join the union

4.

All of the following are responsibilities of a union official EXCEPT: A. Negotiating labor contracts B. Determining operating hours C. Filing grievances D. Calling for work actions

5.

For a new union to be recognized, 30% of applicable employees must: A. Sign an authorization card B. Earn under $15,000 per year C. Be of a protected class D. Be prepared to strike

6.

If an employer refuses to voluntarily recognize its employees’ union, a petition will be sent to: A. An OSHA compliance officer B. The property manager C. The National Labor Relations Board D. The union steward

7.

The process of negotiating and administering written agreements between union and management officials is known as: A. Quid pro quo B. Collective bargaining C. Attrition D. Arbitration Which of the following union security arrangements stipulates that union membership is voluntary and those who do not join are not required to pay dues?

A. Agency shop

8.

171

B. Right-to-work C. Open shop D. Dues check-off 9.

A union attempts to bargain for increased compensation packages at a time when the organization cannot afford it. This is an example of: A. Integrative collective bargaining B. Cost of living adjustment C. Good faith bargaining D. Distributive collective bargaining

10.

Which of the following is an example of a collective bargaining permissible item?

A. Wages B. Union veto power over hours of operation C. Working hours D. Benefits packages

11.

When negotiations reach a standstill and compromise cannot be reached, which of the following actions can occur: A. Strike B. Picketing C. Work slowdown D. All of the above can occur

12.

When a compromise cannot be reached, the union and management may seek advice from a third party to assist in reaching an agreement. This is known as: A. Mediation B. Voluntary arbitration C. Compulsory arbitration D. Request for proposal

13.

Which of the following is a right that management should never negotiate away?

A. Terms and conditions for employee performance reviews B. Minimum hiring qualifications C. Seniority rights D. The right to strike

14.

All of the following are considered unfair labor practices EXCEPT: A. Discouraging employee unionization attempts B. Modifying job description tasks C. Forcing employees to join a union D. All are unfair labor practices

15.

Which generation is considered to be the first “workaholics”?

A. Traditionalists B. Baby Boomers C. Generation X D. Generation Y 172

16.

Which of the following is NOT a potential alternative to downsizing?

A. Cross-training B. Succession planning C. Attrition D. Outplacement assistance

17.

What is the number of FTEs in an organization that employs 8 part-time employees who each work 10 hours a week; when it is the case that the typical full-time employee in the organization works a 40 hour week?

A. 2 B. 5 C. 8 D. 4

18.

The transfer of jobs from an organization in one country to an organization in another country is known as: A. Strategic planning B. Outsourcing C. Offshoring D. Mediation

19.

A hospitality organization considering outsourcing services should be sure to consider the implications of the: A. Union steward B. Right-to-work law C. Union security arrangement D. Sarbanes-Oxley Act

20.

A career development program is likely to do all of the following EXCEPT: A. Reduce absenteeism and turnover B. Increase productivity levels C. Eliminate turnover D. Help address future labor needs

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Answers to Chapter 12 Test Bank 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

A; page 401 C; page 402 D; page 402 B; page 403 A; page 404 C; page 404 B; page 404 C; page 405 D; page 405 B; page 406 D; page 406 A; page 407 A; page 408 B; pages 408; 410 B; page 413 D; pages 417-418 A; page 421 C; page 422 D; page 424 C; pages 429-430

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Chapter 13 Human Resources: Planning for Global Expansion Lecture Outline →Slide 1

Human Resources Planning for Global Expansion →Slide 2

Hospitality and Tourism Is a Global Industry Stages of Global Expansion 1. Domestic operator 2. Market expansion to foreign countries 3. Use of subsidiaries and/or joint ventures 4. Multinational organization 5. Transnational organization →Slide 3 Mode of Entry – The process by which a hospitality organization begins a business in another country.

Subsidiaries – A foreign company operated by a domestic hospitality organization with majority (more then 50%) ownership by another (parent) company. →Slide 4 Joint venture – A foreign branch partially owned by the domestic organization, and partially owned by an entity in the host (foreign) country. Ownership could be a company, several companies, one or more individuals, and/or the government. →Slide 5 Multinational (organization) – A hospitality organization with operating units in many countries and regions of the world.

Transnational (organization) – A company with operations throughout the world that features highly de-centralized decision-making, is less aligned with its country of origin, and which may have weak ties to any specific country.

175

→Slide 6

Cultural Factors Impact International Operations Culture – A set of learned beliefs, values, and behaviors that influence the way of life shared by the members of a society.

Organizational culture – A set of understandings shared by members of an organization that are relevant and distinctive, that are passed on to new group members, and that influence organizational decision-making.

Socio-cultural – Relating to social and cultural matters. →Slide 7 Cultural Dimensions Impact Hospitality Operations Country cluster – The notion that some countries can be grouped together based upon their population’s characteristics such as language, location, ethnicity, religion, and economic status.

Cultural intelligence – The process by which one learns about a culture, and adjusts thinking and behavior responses when interacting with persons from the culture. →Slide 8 Hofstede’s five cultural dimensions are: • Power distance – The extent to which the organizational structure emphasizes differences between entry-level staff and top-managers.

• Individualism – The extent to which personal goals, autonomy, and privacy are more important than group loyalty, belief in group norms, and extensive socialization.

• Risk avoidance – The extent to which the society emphasizes the reduction of risks.

• Rigid gender roles – The extent to which the society views assertive (“masculine”) behavior to be necessary for success, and emphasizes rigid gender stereotypes.

• Past, present and future orientation – The extent to which the society’s values focus on the past, present, or future. →Slide 9 “Universal Truths” About Human Resources Management Generally accepted “truths” in the US that are not universal: • Pay for performance is best • Formal objectives should drive management actions • Human resources management

176

→Slide 10

Focus on International Assignments Of concern for a hospitality manager potentially interested in an expatriate position: • The political environment • Economic concerns Exchange rate – The rate at which the money of one country is exchanged (traded) for that of another country.

Inflation – The economic condition that exists when prices charged for products and services increase throughout a country.

•

Cultural environment

Culture shock – The feeling of disorientation, and an inability to adjust to a cultural environment that is different from one’s own. →Slide 11 Important skills for international hospitality managers (in order of importance): • Cultural sensitivity • Interpersonal skills • Managerial flexibility • Adaptive leadership • International motivation • Intercultural competence • Ability to work with limited resources • Understanding of international business • Interest • International etiquette • Stress management • Functional skills • Technical skills →Slide 12 Cross-cultural adaptability – The extent to which a person can be comfortable in a different culture. →Slide 13 Concerns that may arise when an expatriate returns from a global assignment: • Next assignment Reverse culture shock – Emotional and physiological re-adjustments that can occur as one returns from an international assignment.

•

No recognition for global assignment

177

→Slide 14

Managing Employees During Global Assignments Use Locals or Expatriates?

Use Locals

Use Expatriates

Advantages

Disadvantages

• Lower compensation.

• Increased acceptance of

• Can be a challenge to merge local

hospitality organization in the community.

• Easier to incorporate local concerns into the decision-making process.

employment demands with the organization’s concerns and needs.

• May be difficult to recruit qualified applicants for vacant positions.

• Can reduce the organization’s control of labor.

• Culture is similar to that of the

• Will likely involve significant

hospitality organization.

• Closer operating control will be possible.

• Provides the organization’s employees with international management perspectives.

compensation expenses.

• Makes it more difficult to adapt the organization to the local culture.

• Can have negative impact on the morale of local employees.

• May need to address government regulations about expatriate employment.

178

Human Resources Management Issues (13.1) Victor had grown up in a home where Spanish was spoken almost as much as English. He graduated from college with a degree in hospitality business. Over the years, he had worked his way up in food and beverage positions to his current role as food and beverage director for one of the largest properties in his organization. His goal was to become a general manager, and the food and beverage track was a popular route to the top for many of his peers.

One afternoon, Victor was summoned to the office of the general manager at the hotel where he worked.

After a few minutes of shop talk, he learned the purpose of the meeting and why the company’s regional director of operations was present.

“Victor, you’re aware of the joint venture we have with Travel Days Lodging to renovate and operate several first-class hotels in China,” said the general manager. “We need someone to oversee the design and layout of the kitchens, restaurant outlets, and banquet facilities, and to begin establishing food and beverage operating procedures. Are you interested?”

Victor was surprised, and had no idea the company was interested in considering him for this overseas assignment. His most immediate thoughts were: • I think I can do it.

• I would like to do it.

• I’m not certain my family would share my interest in doing it.

• I want to achieve a top-level position in my company, and I don’t want to do anything that hinders my opportunity to do so.

After these almost instantaneous thoughts, Victor replied, “I’m really flattered that I would be considered for this opportunity, and I know it is a great one. However, I need to learn exactly what you want me to do.

Then I need to have talk to my family before I know exactly how we will be affected.”

Key Concept: This case was designed to encourage individual students to examine their own views of international management assignments. While some hospitality executives supervising international operations will be based in the U.S., increasingly those individuals become expatriate managers. While many individuals find the prospects of such an assignment exciting and glamorous, as Felix indicated in this case, there are practical concerns that must be addressed. Instructors hoping to achieve the maximum impact of this case should be engage their students in considering what their personal reactions would be if they were offered a similar overseas position.

179

Human Resources Management Issues (13.2) Charles has recently relocated to the Republic of the Fiji Islands (Fiji) from a major city in the Eastern United States to manage a resort for a West Coast hotel chain that is just beginning an international expansion. His company had the best intentions of adequately preparing him for his new assignment. His background and motivations were considered, and cross-cultural adaptability tools suggested that he and his family would adequately adjust to the new culture.

Before departing, Charles and his family had learned background information about the culture and knew what to expect about personal issues such as housing, education, and access to medical services.

Charles had also received some general information about conducting business in Fiji. He had not, however, learned details about hotel management protocols in the country, because his company was not able to locate persons with this background who could or would provide basic information for a reasonable fee. The consensus was that this was not a major problem because, in its most general sense, the hotel would be managed and operated in the same way as any other business in the country, and this information was utilized.

Charles and his family arrived in Fiji and were pleased to learn that their predeparture preparation experiences were of great value. They knew what to expect, and there were only a few minor surprises to which they were able to adapt without significant hardship.

Charles’s experiences on the job, however, were different. All of the employees spoke English (as he knew they would), and communication did not seem to be a significant issue. However, there were two concerns that he did not expect. One involved the fact that most of his staff members lived in the same tribal village. Numerous awkward situations arose when persons of different tribal rank and/or familial relationships were required to supervise, or to be supervised, by each other. Problems arose when, for example, a family patriarch in the village was supervised on the job by a junior nephew.

The second concern was, normally, one that he wished he could have experienced in his domestic positions: entry-level staff members wanted (almost excessively) ongoing training. Charles liked this request, wanted to provide the training, and realized its long-term benefit to the organization. However, he was concerned about the time needed for these staff members to learn tasks required for their present position. The time available for additional training for future positions was minimal because of the significant amount of hotel start-up work that was necessary.

Charles wished that he would have been prepared for these issues so he would have known how to deal with them better.

Key Concept: This case explores the issue of utilizing American values and practices in cultures that are not identical. The challenges facing Charles are common. In many different cultures, attitudes toward gender, positions of authority, and societal acceptance vary greatly from those to which Americans are accustomed. The essential question to be addressed in this case revolves around the appropriateness of imposing American business values on cultures that do not readily accept them. Legal, ethical and moral issues frequently come into play when expatriate managers accept positions abroad. These issues, as illustrated in the case, can affect morale and cost.

Students completing this case are given an opportunity to carefully examine their own beliefs.

Instructors guiding the discussion should caution students about the tendency of American managers to assume that there is a “right” way to do things, and that that “right” way is the American way.

180

Chapter 13 Vocabulary Quiz Match the term to its correct definition by indicating the letter of the term: A. B. C. D. E. F. G. H. I. J.

Mode of entry Inflation Cultural intelligence Country cluster Organizational culture Multinational organization Transnational organization Joint venture Subsidiaries Culture 1. The notion that some countries can be grouped together based upon their population’s characteristics such as language, location, ethnicity, religion, and economic status.

2. The process by which a hospitality organization begins a business in another country.

3. A foreign branch partially owned by the domestic organization, and partially owned by an entity in the host (foreign) country.

4. A hospitality organization with operating units in many countries and regions of the world.

5. The process by which one learns about a culture, and adjusts thinking and behavior responses when interacting with persons from the culture.

6. A set of learned beliefs, values, and behaviors that influence the way of life shared by the members of a society.

7. A foreign company operated by a domestic hospitality organization with majority (more then 50%) ownership by another (parent) company.

8. The economic condition that exists when prices charged for products and services increase throughout a country.

9. A set of understandings shared by members of an organization that are relevant and distinctive, that are passed on to new group members, and that influence organizational decision-making.

10. A company with operations throughout the world that features highly decentralized decision-making, is less aligned with its country of origin, and which may have weak ties to any specific country.

181

Chapter 13 Vocabulary Quiz Answer Key 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

D A H F C J I B E G

182

Chapter 13 Test Bank 1.

U.S. hotel companies initially began international expansion in which countries?

A. China and Japan B. Germany and France C. Canada and Mexico D. England and Ireland

2.

McDonald’s Corporation operates restaurants in more than ______ countries: A. 20 B. 100 C. 1,000 D. 500

3.

A company with operations throughout the world and that features highly decentralized decision-making is known as a: A. Subsidiary B. Joint venture C. Multinational organization D. Transnational organization

4.

A foreign company, operated by a domestic hospitality organization and with majority ownership held by another company is known as a: A. Subsidiary B. Joint venture C. Multinational organization D. Transnational organization

5.

Culture is considered to be a collective programming of all of the following EXCEPT: A. Beliefs B. Values C. Behaviors D. Instincts

6.

The “Nordic” country cluster would likely include which of the following?

A. Turkey B. Sweden C. Colombia D. Singapore

7.

Which of the following is NOT one of the five major dimensions of culture according to Geert Hofstede: A. Individualism B. Risk avoidance C. Religion D. Rigid gender roles Which of the following is a characteristic of a culture or organization that places a high value on power distance?

8.

183

A. Shared decision making B. Top-down communication C. All staff part of same pay system D. Decentralized control 9.

Which of the following is a characteristic of a culture or organization that places a low value on individualism?

A. Group-based performance is a major reward factor B. Feedback provided to individual employees C. Belief in individual control and responsibility D. Formal systems of control ensure compliance with policies

10.

According to the text, in which of the following countries are you likely to find a culture which places a high value on risk avoidance: A. Denmark B. Sweden C. Italy D. Hong Kong

11.

Which of the following is an established “universal truth” regarding hospitality management: A. Pay for performance is best B. Formal objectives should drive management actions C. Human resources can be managed D. A guest-service focus is required for long-term success

12.

The economic condition that exists when prices charged for products and services increase throughout a country is known as: A. Exchange rate B. Inflation C. Culture shock D. Rising interest rates

13.

Which of the following skills is considered MOST important for an international hospitality manager?

A. Cultural sensitivity B. Technical skills C. Functional skills D. Stress management

184

14.

Which of the following is NOT a good reason to select a global assignment?

A. An interest in living in another country B. An interest in understanding the perspectives of persons from other cultures C. Because the assignment appears exciting and glamorous D. Interested in long-term organizational advancement

15.

Advantages of using expatriate managers include all of the following except: A. Lower compensation can be offered B. Closer operating control is possible C. The manager’s culture is similar to that of the hospitality organization D. Provides organization’s employees with international perspectives

16.

A mobile expert team who travels to foreign sites on a short-term basis is known as a/an: A. SWOT team B. Virtual alternative team C. SWAT team D. Empowered team

17.

Learning about a culture and how it impacts behavior is part of the definition of: A. Cognitive dissonance B. Cultural intelligence C. An expatriate manager D. Stereotyping

18.

Concerns that can arise when an expatriate returns from a global assignment include all of the following EXCEPT: A. Reverse culture shock B. The employee’s next assignment C. Little or no recognition for global assignment D. Shortage of educational assistance funds

19.

Which of the following is NOT a problem commonly encountered by hospitality human resources managers accepting foreign assignments?

A. United Nations mandated wage and hour laws B. Compliance with local child labor laws C. Working conditions D. Ensuring gender inequity

20.

Details about how business is conducted in foreign countries will likely surface in: A. Simple greetings (hello/ good-by) B. The giving of personal gifts C. The total length and number of needed business meetings D. Both A and B

185

Answers to Chapter 13 Test Bank 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

C; page 442 B; page 442 D; page 447 A; page 445 D; page 448 B; page 450 C; page 451 B; page 452 A; page 453 C; page 454 D; page 457 B; page 458 A; page 459 C; page 461 A; page 469 C; page 470 B; page 457 D; pages 466-467 A; page 468 D; page 471

186

Study Guide Solutions

Human Resources Management in the Hospitality Industry

Chapter 1 Introduction to Human Resources in the Hospitality Industry Answers: Key Terms & Concepts Review: Quiz #1

1. b 2. a 3. f 4. j

5. k 6. h 7. i 8. e

9. g 10. d 11. c

Answers: Key Terms & Concepts Review: Quiz #2

1. c 2. b 3. a 4. k

5. l 6. i 7. j 8. d

9. f 10. h 11. g 12. e

Answers: Practice Quiz

1. c 2. b 3. d 4. a 5. c

6. a 7. c 8. c 9. b 10. d

For Your Consideration Anytime demographic characteristics are used to group individuals, the danger exists that all of those in a single group will be vied as having identical values, beliefs and goals. The dangers of doing so are apparent. Nevertheless, help students identify specific HR-related areas in which “younger” workers’ job-related wants and needs might differ significantly from those of “older” workers. Possible areas of real differences that could be identified by students might include those related to: • Desired child care benefits • Interest in company-sponsored retirement programs • Views on appropriate standards of dress and the wearing of uniforms • Resistance to change • Long-term commitment to the organization • Potential impact of self-image conflicts between younger bosses and older workers • Importance to various aged workers of freedom on-the-job • Importance of health care benefits • Attitudes toward the implementation of advanced technology in the workplace.

• Respect for authority

189

Chapter 2 The Legal Environment of Human Resources Management Answers: Key Terms & Concepts Review: Quiz #1

1. d 2. h

3. e 4. a

5. g 6. b

7. c 8. f

Answers: Key Terms & Concepts Review: Quiz #2

1. d 2. g 3. e

4. a 5. c 6. 5

7. f 8. i 9. h

Answers: Practice Quiz

1. c 2. c

3. d 4. d

5. b 6. a

7. c 8. c

9. a 10. c

For Your Consideration The intent of this question is to make students examine their own potential roles in shaping legislation that affects the hospitality workplace. It is likely some students would support the change proposed in this hypothetical example, while others may oppose it. Students are likely to agree, however, that one or more of the following factors would play a large role in shaping their own opinions, and would affect the potential actions they would take (for or against the proposal) in their role as an HR professional.

• • • • • • • • •

Their original view of the appropriateness of the FMLA Whether or not they have personally benefited from FMLA provisions Whether or not they know others who have benefited from FMLA provisions Whether or not they believe they themselves would, in the future, be in a position to take advantage of FMLA provisions Whether or not their own firm is large enough to be covered by the FMLA (most independent food service operations and smaller hotels are not covered).

The official position of their employer in regard to the proposed benefits expansion.

Whether or not leaders of their preferred political party support the change.

Whether or not leaders of the professional association to which they belong support the change The degree to which the proposed change is seen as fair by, and thus is popular with, the general public

Completion of this exercise should reveal to students some of the many factors that influence an individual’s, the industry’s, and the voting public’s views toward legislation that will directly impact workplace rules.

190

Chapter 3 Human Resources Management: Policies and Procedures Answers: Key Terms & Concepts Review: Quiz #1

1. c 2. h 3. a 4. g

5. b 6. h 7. e 8. d

Answers: Key Terms & Concepts Review: Quiz #2

1. h 2. g 3. a 4. f

5. c 6. e 7. b 8. d

Answers: Practice Quiz

1. b 2. c 3. b 4. a 5. b

6. d 7. c 8. d 9. d 10. c

For Your Consideration This question was designed with a three-fold purpose: 1. To demonstrate to students that changes in society can cause or impact changes in workplace policies.

2. To illustrate that a person’s own values, beliefs, and personal experiences often directly affect their HR-related decision making.

3. To help students examine their own beliefs on a potentially controversial workplace policy. It is likely that an individual student’s view of the appropriateness of this specific policy change will be dependent upon: a. Whether they do or do not have a tattoo b. Their views toward the professionalism of tattoos c. The type of tattoo that would be allowed (location, size, etc.) d. The industry segment (fine dining restaurant, hotel, night club, family restaurant etc.) in which the firm operates. e. The firm’s typical customer f. The firm’s typical employee g. The potential inclusion of other forms of body art that would be allowed under the policy (i.e., facial piercings, tongue rings, and the like).

191

Chapter 4 Employee Recruitment and Selection Answers: Key Terms & Concepts Review: Quiz #1 1. d 2. h 3. f

4. a 5. g 6. e

7. i 8. b 9. e

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. d 3. i

4. a 5. h 6. b

7. c 8. f 9. g

Answers: Practice Quiz 1. a 2. a 3. b 4. a 5. c

6. d 7. b 8. d 9. c 10. c

For Your Consideration The Americans with Disabilities Act (ADA) prohibits discrimination against people with disabilities. Title I of the act focuses primarily on employment. Groups protected by the ADA include those with a qualified physical or mental disability including Acquired Immune Deficiency Syndrome/Human Immunodeficiency Virus (AIDS/HIV), cerebral palsy, hearing or visual impairments and alcoholism as well as additional identified disabilities. The intent of this question is to make students examine their own views toward those the ADA was intended to assist. The following points should clearly be addressed in students’ discussion of their recommendations in this case: 1. The ADA clearly prohibits discrimination against those with AIDS. 2. The medical conditions of ALL employees should be kept confidential 3. The ADA was passed because individuals such as Jeremiah do face discrimination and it is unrealistic to assume that all bias against those with Aids (or other disabilities) has disappeared simply because the ADA passed. Thus, JeAnna should, if she decides to hire Jeremiah, be prepared to assist him in his new position.

4. Current employees should not be allowed to harass Jeremiah on the basis of his covered disability.

5. If hired, Jeremiah should be made well-aware of the company’s harassment policy and encouraged to report harassment if it occurs.

192

Chapter 5 First Impressions and an Ethical Foundation Answers: Key Terms & Concepts Review: Quiz #1 1. e 2. g

3. a 4. h

5. b 6. c

7. d 8. f

Answers: Key Terms & Concepts Review: Quiz #2 1. f 2. h

3. g 4. a

5. b 6. d

7. c 8. e

Answers: Practice Quiz 1. c 2. b 3. a 4. a 5. d

6. b 7. d 8. b 9. d 10. d

For Your Consideration The concept of ethics relates to a set of rules or principles that define “what is right,” and “what is wrong.” Unfortunately, these definitions can vary considerably based upon the individual making the determination. Society, through its body of laws, does not become involved until something is illegal. It is clear that something illegal is also unethical, but something can be legal, yet still be unethical. In this question, students are asked to specifically identify actions that are legal, but unethical. The types of answers that may be supplied by students could (among others) include: ▪ ▪ ▪ ▪ ▪

Accepting supplier “gifts” without the knowledge of the business’s owners Giving favored work or pay treatment to one employee over another because of an open (or secret) romantic relationship Serving food that is of less than its peak quality (to save money at the expense of unsuspecting customers) Spending company time and resources searching for an alternative position Intentionally overbooking hotel rooms

Instructors should also be prepared to respond to the student(s) who maintain that “If it isn’t illegal, it must be ethical”. Such students might be asked to think about how they would react if they discovered that one of their parents (or elderly relatives) had been bilked out of their entire retirement savings by a sophisticated financial advisor who intentionally and unethically mislead them; but who carefully avoided breaking any securities laws in doing so.

193

Chapter 6 Planning Training Programs Answers: Key Terms & Concepts Review: Quiz #1 1. h 2. j 3. d 4. g

5. m 6. b 7. l 8. a

9. c 10. f 11. n 12. e

13. i 14. k

Answers: Key Terms & Concepts Review: Quiz #2 1. g 2. f 3. i 4. j

5. a 6. m 7. b 8. h

9. k 10. e 11. c 12. d

13. l 14. n

5. c 6. d

7. a 8. a

Answers: Practice Quiz 1. d 2. b

3. c 4. c

9. b 10. d

For Your Consideration Talented students will likely mention that advanced training program selection issues are most probably the cause of this company’s problem. EEOC issues are often categorized as relating only to hiring. That is a mistake. EEOC applications to training should never be overlooked or the results could similar to those described in this case.

Students should recognize that any activity that violates EEOC has the potential to cause damage to employees and, if sued, the company. How does the planning of training impact EEOC? Students should realize that, in most companies, participation in training programs may be required for promotions and salary increases. In all cases, the firm must ensure that individuals selected for training that leads to promotions and pay increases are chosen based upon legitimate selection criteria, not the individual’s race or gender. It makes no sense to carefully ensure fairness in employment recruitment and selection, and to then use inappropriate select criteria for choosing those who will receive advanced training.

Point out to students that companies also need to pay close attention to training-completion rates.

If more protected class members fail to pass their training programs than do non-protected classes, it could indicate bias (or at least dissimilarity) in the training. One legitimate goal of training is to increase an organization’s diversity at its highest levels. Students completing this exercise should recognize that effectively choosing those who will participate in training programs is one way to help a company do just that.

194

Chapter 7 Delivering and Evaluating Training Programs Answers: Key Terms & Concepts Review: Quiz #1 1. d 2. h 3. k 4. j

5. l 6. a 7. i 8. c

9. e 10. b 11. f 12. g

Answers: Key Terms & Concepts Review: Quiz #2 1. i 2. f 3. j 4. a

5. g 6. b 7. c 8. e

9. h 10. d

Answers: Practice Quiz 1. c 2. c 3. b 4. d 5. b

6. a 7. a 8. a 9. a 10. d

For Your Consideration Providing quality “Guest Service” is a somewhat subjective concept. Students can objectively measure changes in the quality level of service provided, however, by utilizing one or more of the following objective measurement techniques: • • • • • • • • •

Objective tests(written or oral) Observation of employee performance after training Supervisor observed documentation of critical incidents Self-reported critical incidents Written employee evaluations of the training’s effectiveness Post-training interviews with trainees Number of customer complaints re: service received in a fixed time period Number of customer compliments re: service received in a fixed time period Secret shopper scores

Instructors should ensure that each of the above (as well as additional methods suggested by students) is mentioned as possible methods for subjective training evaluation.

195

Chapter 8 Compensation Programs Answers: Key Terms & Concepts Review: Quiz #1 1. e 2. j 3. n 4. f

5. a 6. k 7. b 8. d

9. m 10. c 11. i 12. g

13. l 14. h

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. h 3. f 4. a

5. m 6. d 7. b 8. l

9. c 10. g 11. i 12. n

13. k 14. j

Answers: Practice Quiz 1. b 2. c 3. d 4. d 5. d

6. d 7. d 8. b 9. c 10. c

For Your Consideration This question was designed to give students an idea of the complexities faced by hospitality firms that do business internationally. Unless they have international work experience, students may struggle to address this question. That is O.K. One of the best ways to prepare students for learning new material is to let them discover (on their own) the areas in which they need to do future research or study. Upon completion of this assignment, students should recognize that some of the issues any equitable international compensation program would need to address include the following: • • • • •

Should the pay be made in U.S. dollars or local currency (or some combination of both)?

How will the company address issues of changing currency values (for example, the declining value of U.S. dollar vs. the Euro)?

Should salary levels reflect U.S. standards or the local customs of the country in which the foreign property is located?

Should local income tax rates affect compensation levels?

Should the desirability of the business unit’s geographic location affect compensation levels?

196

Chapter 9 Performance Management and Appraisal Answers: Key Terms & Concepts Review: Quiz #1 1. d 2. f 3. g 4. m

5. a 6. k 7. b 8. e

9. p 10. c 11. j 12. h

13. o 14. i 15. l 16. n

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. h 3. l 4. f

5. a 6. o 7. c 8. p

9. j 10. b 11. g 12. n

13. d 14. i 15. q 16. k

17. m

Answers: Practice Quiz 1. b 2. b 3. d 4. c 5. a

6. b 7. b 8. d 9. b 10. b

For Your Consideration This question was designed to demonstrate to students the importance of documenting policies and procedures to ensure that all employees are treated fairly (in the same manner). In this case, it is important to establish that an action that is inappropriate in one operating department should be inappropriate in all others. In a similar manner, an action that is inappropriate in one operating unit should be inappropriate in all of the same company’s operating units. Failure to provide this type of consistency can lead to charges of bias, double standards and discrimination. Specific inappropriate behaviors students are likely to identify as important actions put on their lists include: Fighting Destruction of property Failure to report an accident Sleeping on-the-job Defective work Failure to obey safety rules Intoxication while at work Intimidation of other employees

Gambling on-the-job Loafing Insubordination Drinking (substance abuse) on-the-job Abusiveness to customers Harassment (all forms) Possession of a weapon Policy violations

197

Chapter 10 Employee Health and Safety Answers: Key Terms & Concepts Review: Quiz #1 1. g 2. i 3. a

4. f 5. c 6. e

7. b 8. d 9. h

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. c

3. g 4. a

5. d 6. b

7. h 8. f

5. a 6. d

7. b 8. b

Answers: Practice Quiz 1. b 2. c

3. b 4. c

9. d 10. a

For Your Consideration Students having completed this chapter should be well aware that EAPs are an employee benefit typically offered in conjunction with a company’s health insurance plan. The offering of such programs clearly benefit employees, but the best of these also directly benefit the companies that offer them; often returning four or more dollars in employee-related savings for each one dollar invested in them.

Instructors should remind their students that EAPs typically provide services to both employees and members of their immediate households. It is important to understand that student suggestions regarding EAPS that could benefit the hospitality workforce will most often be the direct result of their own life experiences, thus Instructors should tread carefully in this area. The following suggested EAPs will likely be mentioned: • • • • • • • • • •

Substance abuse Alcoholism Emotional distress Major life event management (births, accidents, deaths) Financial services Legal services Work relationships management (i.e., co-worker or supervisor) Personal relationships management (i.e., spouse or children) Concerns regarding aging parents Assistance elated to physical abuse

198

Chapter 11 Role of Human Resources in Strategic Planning and Organizational Change Answers: Key Terms & Concepts Review: Quiz #1 1. g 2. f 3. a 4. b

5. c 6. d 7. e

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. d

3. a 4. f

5. c 6. b

Answers: Practice Quiz 1. a 2. b 3. b 4. d 5. b

6. b 7. d 8. c 9. d 10. b

For Your Consideration This chapter asks students to identify those issues that can “blindside” managers in their careers.

If time permits, Instructor-led discussion could focus on how managers can best respond during challenging career times such as those identified by students. The range of student responses to this question will be wide, however, they will likely include one or more answers found on the following list: • • • • • • • • • • •

Loss of one’s job Significant promotion Significant demotion The sale of the employing organization to new owners Unexpected replacement of one’s immediate supervisor Litigation (personal) related to previous on-the-job decision making Death of a key employee Forced job transfer (to a new geographic location) Closing of the property in which one works Highly publicized foodborne illness in a unit for which the manager has responsibility Highly publicized crime (robbery, shooting) in a unit for which the manager has responsibility

199

Chapter 12 Critical Issues in Human Resources Management Answers: Key Terms & Concepts Review: Quiz #1 1. e 2. l 3. f

4. b 5. j 6. m

7. a 8. c 9. 5

10. h 11. d 12. i

13. g

Answers: Key Terms & Concepts Review: Quiz #2 1. c 2. k 3. e 4. i

5. a 6. d 7. b 8. m

9. h 10. g 11. l 12. j

13. f

5. a 6. c

7. c 8. c

Answers: Practice Quiz 1. b 2. c

3. b 4. a

9. d 10. d

For Your Consideration Many unionized foodservice and lodging facilities would not be considered “high profile”. As a result, they may not be identified frequently by students as locations in which unions would be common. Others (for example; casinos) are very high profile. Student answers to this question will (should) comprise both types and will likely include: • • • • • • • • •

Hospitals Nursing homes/ retirement facilities University and college campuses Unionized business and industry feeding operations (for example, in unionized manufacturing plants) Federal housing and feeding facilities (for example, prisons and Veteran’s hospitals) State operated housing and feeding facilities (for example, state parks and recreational facilities such as campgrounds and lodges) City operated housing and feeding facilities such as school foodservice programs and temporary housing facilities (for example, shelters and homeless facilities) Hotels in high density tourism areas (for example, New York, Las Vegas and Atlantic City) Casino hotels, feeding operations, bars and gaming operations in all geographic areas (for example, rural-area casinos operated by American Indian tribes).

200

Chapter 13 Human Resources: Planning for Global Expansion Answers: Key Terms & Concepts Review Quiz #1 1. e 2. h

3. a 4. g

5. b 6. c

7. f 8. d

Answers: Key Terms & Concepts Review Quiz #2 1. d 2. g 3. a 4. f

5. b 6. c 7. e

Answers: Practice Quiz 1. c 2. b

3. b 4. c

5. a 6. d

7. d 8. b

9. b 10. c

For Your Consideration The intent of this question is to make students aware of the potential wide-ranging health and safety-related risks expatriate managers may face while on international assignments. While few, if any, students may have had direct HR-related work experience in this area, their own international travel experiences may assist them in providing answers to the question posed here.

Students successfully completing this exercise will recognize that, when corporations prepare to send executives on overseas assignments, the company’s health and safety-related checklist of items to address with those expatriates would likely include the following: • •

• • •

Securing an up-to-date health certificate appropriate for the country in which the executive will be located (an individual record of the person’s vaccinations against infectious diseases such as cholera, typhoid and smallpox) Issuance of a first aid kit including those items needed by the manager (or the manager’s family) and normally found in a US home, but which may not be readily available in the assigned country (first aid kit contents might include items such as aspirin, cold and cough remedies, bandages and disinfectants).

Identification of local sources of required prescription drugs List of local doctors and dentists Emergency planning information (names and contact information for persons in and out of the country that can be called upon in times of emergency)

201

Chapter 1 Introduction to Human Resources in the Hospitality Industry Answers: Key Terms & Concepts Review: Quiz #1

1. b 2. a 3. f 4. j

5. k 6. h 7. i 8. e

9. g 10. d 11. c

Answers: Key Terms & Concepts Review: Quiz #2

1. c 2. b 3. a 4. k

5. l 6. i 7. j 8. d

9. f 10. h 11. g 12. e

Answers: Practice Quiz

1. c 2. b 3. d 4. a 5. c

6. a 7. c 8. c 9. b 10. d

For Your Consideration Anytime demographic characteristics are used to group individuals, the danger exists that all of those in a single group will be vied as having identical values, beliefs and goals. The dangers of doing so are apparent. Nevertheless, help students identify specific HR-related areas in which “younger” workers’ job-related wants and needs might differ significantly from those of “older” workers. Possible areas of real differences that could be identified by students might include those related to: • Desired child care benefits • Interest in company-sponsored retirement programs • Views on appropriate standards of dress and the wearing of uniforms • Resistance to change • Long-term commitment to the organization • Potential impact of self-image conflicts between younger bosses and older workers • Importance to various aged workers of freedom on-the-job • Importance of health care benefits • Attitudes toward the implementation of advanced technology in the workplace.

• Respect for authority

Chapter 2 The Legal Environment of Human Resources Management Answers: Key Terms & Concepts Review: Quiz #1

1. d 2. h

3. e 4. a

5. g 6. b

7. c 8. f

Answers: Key Terms & Concepts Review: Quiz #2

1. d 2. g 3. e

4. a 5. c 6. 5

7. f 8. i 9. h

Answers: Practice Quiz

1. c 2. c

3. d 4. d

5. b 6. a

7. c 8. c

9. a 10. c

For Your Consideration The intent of this question is to make students examine their own potential roles in shaping legislation that affects the hospitality workplace. It is likely some students would support the change proposed in this hypothetical example, while others may oppose it. Students are likely to agree, however, that one or more of the following factors would play a large role in shaping their own opinions, and would affect the potential actions they would take (for or against the proposal) in their role as an HR professional.

• • • • • • • • •

Their original view of the appropriateness of the FMLA Whether or not they have personally benefited from FMLA provisions Whether or not they know others who have benefited from FMLA provisions Whether or not they believe they themselves would, in the future, be in a position to take advantage of FMLA provisions Whether or not their own firm is large enough to be covered by the FMLA (most independent food service operations and smaller hotels are not covered).

The official position of their employer in regard to the proposed benefits expansion.

Whether or not leaders of their preferred political party support the change.

Whether or not leaders of the professional association to which they belong support the change The degree to which the proposed change is seen as fair by, and thus is popular with, the general public

Completion of this exercise should reveal to students some of the many factors that influence an individual’s, the industry’s, and the voting public’s views toward legislation that will directly impact workplace rules.

Chapter 3 Human Resources Management: Policies and Procedures Answers: Key Terms & Concepts Review: Quiz #1

1. c 2. h 3. a 4. g

5. b 6. h 7. e 8. d

Answers: Key Terms & Concepts Review: Quiz #2

1. h 2. g 3. a 4. f

5. c 6. e 7. b 8. d

Answers: Practice Quiz

1. b 2. c 3. b 4. a 5. b

6. d 7. c 8. d 9. d 10. c

For Your Consideration This question was designed with a three-fold purpose: 1. To demonstrate to students that changes in society can cause or impact changes in workplace policies.

2. To illustrate that a person’s own values, beliefs, and personal experiences often directly affect their HR-related decision making.

3. To help students examine their own beliefs on a potentially controversial workplace policy. It is likely that an individual student’s view of the appropriateness of this specific policy change will be dependent upon: a. Whether they do or do not have a tattoo b. Their views toward the professionalism of tattoos c. The type of tattoo that would be allowed (location, size, etc.) d. The industry segment (fine dining restaurant, hotel, night club, family restaurant etc.) in which the firm operates. e. The firm’s typical customer f. The firm’s typical employee g. The potential inclusion of other forms of body art that would be allowed under the policy (i.e., facial piercings, tongue rings, and the like).

Chapter 4 Employee Recruitment and Selection Answers: Key Terms & Concepts Review: Quiz #1 1. d 2. h 3. f

4. a 5. g 6. e

7. i 8. b 9. e

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. d 3. i

4. a 5. h 6. b

7. c 8. f 9. g

Answers: Practice Quiz 1. a 2. a 3. b 4. a 5. c

6. d 7. b 8. d 9. c 10. c

For Your Consideration The Americans with Disabilities Act (ADA) prohibits discrimination against people with disabilities. Title I of the act focuses primarily on employment. Groups protected by the ADA include those with a qualified physical or mental disability including Acquired Immune Deficiency Syndrome/Human Immunodeficiency Virus (AIDS/HIV), cerebral palsy, hearing or visual impairments and alcoholism as well as additional identified disabilities. The intent of this question is to make students examine their own views toward those the ADA was intended to assist. The following points should clearly be addressed in students’ discussion of their recommendations in this case: 1. The ADA clearly prohibits discrimination against those with AIDS. 2. The medical conditions of ALL employees should be kept confidential 3. The ADA was passed because individuals such as Jeremiah do face discrimination and it is unrealistic to assume that all bias against those with Aids (or other disabilities) has disappeared simply because the ADA passed. Thus, JeAnna should, if she decides to hire Jeremiah, be prepared to assist him in his new position.

4. Current employees should not be allowed to harass Jeremiah on the basis of his covered disability.

5. If hired, Jeremiah should be made well-aware of the company’s harassment policy and encouraged to report harassment if it occurs.

Chapter 5 First Impressions and an Ethical Foundation Answers: Key Terms & Concepts Review: Quiz #1

1. e 2. g

3. a 4. h

5. b 6. c

7. d 8. f

Answers: Key Terms & Concepts Review: Quiz #2

1. f 2. h

3. g 4. a

5. b 6. d

7. c 8. e

Answers: Practice Quiz

1. c 2. b 3. a 4. a 5. d

6. b 7. d 8. b 9. d 10. d

For Your Consideration The concept of ethics relates to a set of rules or principles that define “what is right,” and “what is wrong.” Unfortunately, these definitions can vary considerably based upon the individual making the determination. Society, through its body of laws, does not become involved until something is illegal. It is clear that something illegal is also unethical, but something can be legal, yet still be unethical. In this question, students are asked to specifically identify actions that are legal, but unethical. The types of answers that may be supplied by students could (among others) include: ▪ ▪ ▪ ▪ ▪

Accepting supplier “gifts” without the knowledge of the business’s owners Giving favored work or pay treatment to one employee over another because of an open (or secret) romantic relationship Serving food that is of less than its peak quality (to save money at the expense of unsuspecting customers) Spending company time and resources searching for an alternative position Intentionally overbooking hotel rooms

Instructors should also be prepared to respond to the student(s) who maintain that “If it isn’t illegal, it must be ethical”. Such students might be asked to think about how they would react if they discovered that one of their parents (or elderly relatives) had been bilked out of their entire retirement savings by a sophisticated financial advisor who intentionally and unethically mislead them; but who carefully avoided breaking any securities laws in doing so.

Chapter 6 Planning Training Programs Answers: Key Terms & Concepts Review: Quiz #1 1. h 2. j 3. d 4. g

5. m 6. b 7. l 8. a

9. c 10. f 11. n 12. e

13. i 14. k

Answers: Key Terms & Concepts Review: Quiz #2 1. g 2. f 3. i 4. j

5. a 6. m 7. b 8. h

9. k 10. e 11. c 12. d

13. l 14. n

5. c 6. d

7. a 8. a

Answers: Practice Quiz 1. d 2. b

3. c 4. c

9. b 10. d

For Your Consideration Talented students will likely mention that advanced training program selection issues are most probably the cause of this company’s problem. EEOC issues are often categorized as relating only to hiring. That is a mistake. EEOC applications to training should never be overlooked or the results could similar to those described in this case.

Students should recognize that any activity that violates EEOC has the potential to cause damage to employees and, if sued, the company. How does the planning of training impact EEOC? Students should realize that, in most companies, participation in training programs may be required for promotions and salary increases. In all cases, the firm must ensure that individuals selected for training that leads to promotions and pay increases are chosen based upon legitimate selection criteria, not the individual’s race or gender. It makes no sense to carefully ensure fairness in employment recruitment and selection, and to then use inappropriate select criteria for choosing those who will receive advanced training.

Point out to students that companies also need to pay close attention to training-completion rates.

If more protected class members fail to pass their training programs than do non-protected classes, it could indicate bias (or at least dissimilarity) in the training. One legitimate goal of training is to increase an organization’s diversity at its highest levels. Students completing this exercise should recognize that effectively choosing those who will participate in training programs is one way to help a company do just that.

Chapter 7 Delivering and Evaluating Training Programs Answers: Key Terms & Concepts Review: Quiz #1 1. d 2. h 3. k 4. j

5. l 6. a 7. i 8. c

9. e 10. b 11. f 12. g

Answers: Key Terms & Concepts Review: Quiz #2 1. i 2. f 3. j 4. a

5. g 6. b 7. c 8. e

9. h 10. d

Answers: Practice Quiz 1. c 2. c 3. b 4. d 5. b

6. a 7. a 8. a 9. a 10. d

For Your Consideration Providing quality “Guest Service” is a somewhat subjective concept. Students can objectively measure changes in the quality level of service provided, however, by utilizing one or more of the following objective measurement techniques: • • • • • • • • •

Objective tests(written or oral) Observation of employee performance after training Supervisor observed documentation of critical incidents Self-reported critical incidents Written employee evaluations of the training’s effectiveness Post-training interviews with trainees Number of customer complaints re: service received in a fixed time period Number of customer compliments re: service received in a fixed time period Secret shopper scores

Instructors should ensure that each of the above (as well as additional methods suggested by students) is mentioned as possible methods for subjective training evaluation.

Chapter 8 Compensation Programs Answers: Key Terms & Concepts Review: Quiz #1 1. e 2. j 3. n 4. f

5. a 6. k 7. b 8. d

9. m 10. c 11. i 12. g

13. l 14. h

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. h 3. f 4. a

5. m 6. d 7. b 8. l

9. c 10. g 11. i 12. n

13. k 14. j

Answers: Practice Quiz 1. b 2. c 3. d 4. d 5. d

6. d 7. d 8. b 9. c 10. c

For Your Consideration This question was designed to give students an idea of the complexities faced by hospitality firms that do business internationally. Unless they have international work experience, students may struggle to address this question. That is O.K. One of the best ways to prepare students for learning new material is to let them discover (on their own) the areas in which they need to do future research or study. Upon completion of this assignment, students should recognize that some of the issues any equitable international compensation program would need to address include the following: • • • • •

Should the pay be made in U.S. dollars or local currency (or some combination of both)?

How will the company address issues of changing currency values (for example, the declining value of U.S. dollar vs. the Euro)?

Should salary levels reflect U.S. standards or the local customs of the country in which the foreign property is located?

Should local income tax rates affect compensation levels?

Should the desirability of the business unit’s geographic location affect compensation levels?

Chapter 9 Performance Management and Appraisal Answers: Key Terms & Concepts Review: Quiz #1 1. d 2. f 3. g 4. m

5. a 6. k 7. b 8. e

9. p 10. c 11. j 12. h

13. o 14. i 15. l 16. n

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. h 3. l 4. f

5. a 6. o 7. c 8. p

9. j 10. b 11. g 12. n

13. d 14. i 15. q 16. k

17. m

Answers: Practice Quiz 1. b 2. b 3. d 4. c 5. a

6. b 7. b 8. d 9. b 10. b

For Your Consideration This question was designed to demonstrate to students the importance of documenting policies and procedures to ensure that all employees are treated fairly (in the same manner). In this case, it is important to establish that an action that is inappropriate in one operating department should be inappropriate in all others. In a similar manner, an action that is inappropriate in one operating unit should be inappropriate in all of the same company’s operating units. Failure to provide this type of consistency can lead to charges of bias, double standards and discrimination. Specific inappropriate behaviors students are likely to identify as important actions put on their lists include: Fighting Destruction of property Failure to report an accident Sleeping on-the-job Defective work Failure to obey safety rules Intoxication while at work Intimidation of other employees

Gambling on-the-job Loafing Insubordination Drinking (substance abuse) on-the-job Abusiveness to customers Harassment (all forms) Possession of a weapon Policy violations

Chapter 10 Employee Health and Safety Answers: Key Terms & Concepts Review: Quiz #1 1. g 2. i 3. a

4. f 5. c 6. e

7. b 8. d 9. h

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. c

3. g 4. a

5. d 6. b

7. h 8. f

5. a 6. d

7. b 8. b

Answers: Practice Quiz 1. b 2. c

3. b 4. c

9. d 10. a

For Your Consideration Students having completed this chapter should be well aware that EAPs are an employee benefit typically offered in conjunction with a company’s health insurance plan. The offering of such programs clearly benefit employees, but the best of these also directly benefit the companies that offer them; often returning four or more dollars in employee-related savings for each one dollar invested in them.

Instructors should remind their students that EAPs typically provide services to both employees and members of their immediate households. It is important to understand that student suggestions regarding EAPS that could benefit the hospitality workforce will most often be the direct result of their own life experiences, thus Instructors should tread carefully in this area. The following suggested EAPs will likely be mentioned: • • • • • • • • • •

Substance abuse Alcoholism Emotional distress Major life event management (births, accidents, deaths) Financial services Legal services Work relationships management (i.e., co-worker or supervisor) Personal relationships management (i.e., spouse or children) Concerns regarding aging parents Assistance elated to physical abuse

Chapter 11 Role of Human Resources in Strategic Planning and Organization Change Answers: Key Terms & Concepts Review: Quiz #1 1. g 2. f 3. a 4. b

5. c 6. d 7. e

Answers: Key Terms & Concepts Review: Quiz #2 1. e 2. d

3. a 4. f

5. c 6. b

Answers: Practice Quiz 1. a 2. b 3. b 4. d 5. b

6. b 7. d 8. c 9. d 10. b

For Your Consideration This chapter asks students to identify those issues that can “blindside” managers in their careers.

If time permits, Instructor-led discussion could focus on how managers can best respond during challenging career times such as those identified by students. The range of student responses to this question will be wide, however, they will likely include one or more answers found on the following list: • • • • • • • • • • •

Loss of one’s job Significant promotion Significant demotion The sale of the employing organization to new owners Unexpected replacement of one’s immediate supervisor Litigation (personal) related to previous on-the-job decision making Death of a key employee Forced job transfer (to a new geographic location) Closing of the property in which one works Highly publicized foodborne illness in a unit for which the manager has responsibility Highly publicized crime (robbery, shooting) in a unit for which the manager has responsibility

Chapter 12 Critical Issues in Human Resources Management Answers: Key Terms & Concepts Review: Quiz #1 1. e 2. l 3. f

4. b 5. j 6. m

7. a 8. c 9. 5

10. h 11. d 12. i

13. g

Answers: Key Terms & Concepts Review: Quiz #2 1. c 2. k 3. e 4. i

5. a 6. d 7. b 8. m

9. h 10. g 11. l 12. j

13. f

5. a 6. c

7. c 8. c

Answers: Practice Quiz 1. b 2. c

3. b 4. a

9. d 10. d

For Your Consideration Many unionized foodservice and lodging facilities would not be considered “high profile”. As a result, they may not be identified frequently by students as locations in which unions would be common. Others (for example; casinos) are very high profile. Student answers to this question will (should) comprise both types and will likely include: • • • • • • • • •

Hospitals Nursing homes/ retirement facilities University and college campuses Unionized business and industry feeding operations (for example, in unionized manufacturing plants) Federal housing and feeding facilities (for example, prisons and Veteran’s hospitals) State operated housing and feeding facilities (for example, state parks and recreational facilities such as campgrounds and lodges) City operated housing and feeding facilities such as school foodservice programs and temporary housing facilities (for example, shelters and homeless facilities) Hotels in high density tourism areas (for example, New York, Las Vegas and Atlantic City) Casino hotels, feeding operations, bars and gaming operations in all geographic areas (for example, rural-area casinos operated by American Indian tribes).

Chapter 13 Human Resources: Planning for Global Expansion Answers: Key Terms & Concepts Review Quiz #1 1. e 2. h

3. a 4. g

5. b 6. c

7. f 8. d

Answers: Key Terms & Concepts Review Quiz #2 1. d 2. g 3. a 4. f

5. b 6. c 7. e

Answers: Practice Quiz 1. c 2. b

3. b 4. c

5. a 6. d

7. d 8. b

9. b 10. c

For Your Consideration The intent of this question is to make students aware of the potential wide-ranging health and safety-related risks expatriate managers may face while on international assignments. While few, if any, students may have had direct HR-related work experience in this area, their own international travel experiences may assist them in providing answers to the question posed here.

Students successfully completing this exercise will recognize that, when corporations prepare to send executives on overseas assignments, the company’s health and safety-related checklist of items to address with those expatriates would likely include the following: • •

• • •

Securing an up-to-date health certificate appropriate for the country in which the executive will be located (an individual record of the person’s vaccinations against infectious diseases such as cholera, typhoid and smallpox) Issuance of a first aid kit including those items needed by the manager (or the manager’s family) and normally found in a US home, but which may not be readily available in the assigned country (first aid kit contents might include items such as aspirin, cold and cough remedies, bandages and disinfectants).

Identification of local sources of required prescription drugs List of local doctors and dentists Emergency planning information (names and contact information for persons in and out of the country that can be called upon in times of emergency)