Supervision in the Hospitality Industry / Edition 8

by John R. Walker, Jack E. Miller

Overview

Human resources are led, not managed. Supervision in the Hospitality Industry: Leading Human Resources, Sixth Edition is unique in its focus directly on leading human resources. In a recent paradigm shift, industry leaders and human resources practitioners recognize the movement away from "management," and to the important role of leading human resources at all levels of the organization, as they strive for perfection in guest services.

This book - practical, concrete, and results oriented-is a down-to-earth guide to applying the wisdom of leadership theory and experience to the hard realities of the hospitality industry.

Written especially for the student, beginning leader, newly-promoted supervisor, or anyone planning a career in the hospitality field - but useful even to experienced managers - this Sixth Edition of Supervision in the Hospitality Industry provides comprehensive coverage of the principles, theories, human relations techniques, and decision-making skills required to lead a workforce to profitable results.

This Sixth Edition has been restructured, revised, and updated to include:

Increased coverage of contemporary leadership and diversity initiatives

New information on goal setting, sourcing, recruitment and retention, coaching, and emotional intelligence

New chapters on Compensation, Incentives, and Benefits; Health and Safety; and Conflict Management

New profiles of individuals and companies

Complete with quizzes, exercises, self-assessments, simulations, case studies, role play, and journal writing, Supervision in the Hospitality Industry: Leading Human Resources, Sixth Edition offers culinary, hospitality, and foodservice studentsand professionals the knowledge needed not only to "manage" but also to lead organizations to success.

Product Details

ISBN-13:	9781119148463
Publisher:	Wiley
Publication date:	12/30/2015
Edition description:	Older Edition
Pages:	400
Product dimensions:	7.90(w) x 10.00(h) x 0.70(d)

About the Author

John R. Walker, DBA, CHA, FMP, is McKibbon Professor Emeritus of Hospitality Management and Fulbright Senior Specialist at the School of Hospitality and Tourism Leadership, Muma College of Business, University of South Florida.

Table of Contents

Preface ix

Part 1 Leading Human Resources, Equal Opportunity, Diversity, and Planning 1

Chapter 1 Leading Human Resources 3

The Practice of Leading Human Resources 4

The Importance of Leading Human Resources 4

The Human Resources Department 5

Leadership 8

The Challenge of Leading Human Resources 8

Leaders, Supervisors, and Associates 10

Characteristics of Leaders 11

The Nature of Leadership 13

Leadership Styles 15

The Old-Style Boss 16

Theory X and Theory Y 17

Situational Leadership 18

Transactional Leadership 19

Transformational Leadership 20

Practices of Leaders 21

Empowerment 22

Developing Your Own Style 22

Ethics 24

The Leader as Mentor 25

Chapter 2 Equal Opportunity Laws and Diversity 33

Equal Opportunity 34

EEO and Diversity 34

Inclusion 35

Equal Employment Opportunity Laws 35

EEO Laws and the Hiring Process 39

Equal Opportunity in the Workplace: What Leaders Need to Know 42

Q & A: Race, Ethnicity, Color-What Practices are Discriminatory? 42

Interviewing 42

Diversity 42

Why Does Cultural Diversity Matter? 45

Developing Cross-Cultural Interaction 46

How to Increase Personal Awareness 46

Learning About other Cultures 47

How to Recognize and Practice Cross-Cultural Interaction 47

The Value of Cultural Diversity 50

Leading Cultural Diversity in the Workplace 50

Establishing a Diversity and Inclusion Program 52

Leading Diversity Issues Positively 53

General Guidelines 53

Gender Issues 53

Cultural Issues 53

Religious Issues 54

Age Issues 54

Physically and/or Mentally Challenged Issues 54

Chapter 3 Human Resources Planning, Job Analysis, Job Description, and Organizing 59

The Nature ofHuman Resources Planning 60

Levels of Planning 61

The Planning Process 62

Goals and Goal Setting 63

Swot Analysis 65

Forecasting 65

The Risk Factor 67

Qualities of a Good Plan 68

Types of Plans and Planning 68

Standing Plans 69

Single-use Plans 72

Day-by-day Planning 74

Schedules 74

Planning for Change 77

How Associates Respond to Change 77

How to Deal with Resistance 78

Example of Planning for Change 79

Planning Your Own Time 83

Job Descriptions 88

Job Analysis 89

The Uses of Job Analysis 90

Job Description 91

Other Parts of The Job Description 92

Organizing for Success 94

Part 2 Sourcing, Compensation, and Benefits 101

Chapter 4 Sourcing: Recruitment, Selection, and Orientation 103

The Labor Market 104

Jobs to be Filled 104

Days and Hours of work 105

Sources of Employees 106

Characteristics of Your Labor Area 109

Determining Labor Needs 110

Defining Job Qualifications 110

Forecasting Staffing Needs 112

Training Versus Buying Skills 113

Recruiting 114

General Recruiting Principles 114

Online Applicants and Selection Tests 117

Internal Recruiting 118

External Recruiting 120

Evaluating Your Recruiting 124

Selecting the Right Person 124

Application Form 126

The Interview 127

Testing 132

Reference Check 134

Making the Choice 135

Making the Offer 136

Negligent Hiring 136

Orientation 137

Creating a Positive Response 137

Communicating the Necessary Information 138

Chapter 5 Compensation and Benefits 145

Compensation Programs 146

Compensation Philosophy 146

Compensation Leadership 146

Compensation Goals and Strategies 148

Labor Market Conditions 151

Legislation and Legal Issues of Compensation 152

Developing a Compensation Plan 153

Determining Numbers of Employees Required 154

Establish Pay Grades 154

Pay for Performance 155

Incentives 155

Profit-Sharing Plans 156

Cost of Living Adjustments 156

Tipping 157

Employee Benefit Programs 157

Employee Benefits Required by Law 158

Voluntary Benefits 160

Health Insurance Plans 161

Retirement Benefits 162

Defined Benefit Plans 162

Defined Contribution Plans 162

Employee Stock Ownership Plans 163

Life Insurance 163

Long-Term Disability Insurance 163

Paid Time off 164

Short-Term Disability Insurance 164

Employee Services 164

Cost of Benefits 165

Part 3 Performance Leadership 169

Chapter 6 Motivation 171

Employee Expectations and Needs 172

Your Experience and Technical Skills 173

The way you behave as a Leader 173

Communication between Leader and Employees 174

Unwritten rules and Customs 176

Person-to-person Relationships 177

Motivation 177

Theories of Motivation 179

Motivation Through Fear 179

Carrot-and-stick Method 180

Economic Person Theory 180

Human Relations Theory 181

Maslow's Hierarchy of Needs 181

Theory and Motivation 183

Herzberg's Motivation-Hygiene Theory 183

Behavior Modification 185

Reinforcement and Expectancy Theory 185

Applying Theory to Reality: Limiting Factors 186

Building a Positive Work Climate 188

Focus: The Individual 190

Motivational Methods 192

Leading Energy 192

Dealing with Security Needs 193

Dealing with Social Needs 194

Rewarding Your Employees 196

Developing Your Employees 196

Focus: The Job-Providing an Attractive Job Environment 198

Putting the Right Person in the Right Job 198

Making the Job Interesting and Challenging 199

Focus: The Leader 201

Setting a Good Example 202

Establishing a Climate of Honesty 203

Chapter 7 Teamwork, Team Building, and Coaching 207

What is a Team? 208

Working Together 209

Cohesive Teams 210

Leading a Kitchen Team 211

Leading a Restaurant Shift 211

Three ways to Influence an informal team 214

Building Teams 215

Turning Groups into Teams 215

Creating Successful Teams 218

Characteristics of Successful Teams 220

Total Quality Management 222

How to Install a TQM Process 222

Empowerment 225

Team Challenges 226

Coaching 227

Chapter 8 Employee Training and Development 237

Importance of Training 238

Need for Training 238

Benefits of Training 240

Problems in Training 242

Who Will Do the Training? 244

How Employees Learn Best 245

Developing a Job-Training Program 247

Establishing Plan Content 247

Developing a Unit Training Plan 249

Moving from Plan to Action 255

Job Instruction Training 256

Retraining 258

Overcoming Obstacles to Learning 259

Turnover and Retention 261

Chapter 9 Performance Leadership 269

Performance Standards 270

Uses of the Job Description 271

What a Good Performance Standard System Can Do 271

In Recruiting and Hiring 273

In Training 274

In Evaluating Performance 274

In Your Job and Your Career 274

Setting Up a Performance Standard System 274

Defining the Purpose and Analyzing the Job 277

Writing the Performance Standards 278

Developing Standard Procedures 282

Training Associates to meet the Performance Standards 283

Evaluating on-the-job Performance 284

Implementing a Performance Standard System 285

How to make a performance Standard System pay off 285

How a performance standard system can fail 286

Essentials of Performance Evaluation 287

Purpose and Benefits 288

Steps in the Process 290

Making the Evaluation 291

Performance Dimensions 291

Performance Standards 294

Performance Ratings 295

Pitfalls in Rating Employee Performance 297

Employee Self-Appraisal 299

The Appraisal Interview 299

Planning the Interview 299

Conducting the Interview 300

Common Mistakes in Appraisal Interviews 301

Follow-Up 303

Legal Aspects of Performance Evaluation 304

Part 4 Maintaining High Performance 313

Chapter 10 Discipline and Employee Assistance Programs 315

Essentials of Discipline 316

Approaches to Discipline 321

Negative Approach 322

Positive Approach 323

Advantages of the Positive Approach 324

Shifting from Negative to positive Discipline 326

Administering Discipline 327

Adapting Discipline to the Situation 327

Some Mistakes to Avoid 327

Taking the Essential Steps 329

Termination 332

Salvage or Terminate? 332

Just-Cause Terminations 334

The Termination interview 337

Employee Assistance Programs 341

How to make EAPS work 343

The Leader's Key Role 344

Chapter 11 Health and Safety 349

Legal and Government Regulation of Safety and Health Practices 350

Occupational Safety and Health Administration 350

Hazard Communication Standard 351

Americans with Disabilities act 352

Workplace injuries and Diseases/Illnesses 353

Workers' Compensation 354

Safety 355

Employee Safety 362

Sexual Harassment 363

Other Forms of Harassment 367

Substance Abuse 367

Guest Safety 371

Security Concerns 372

AIDS and the Hospitality Worker 372

Part 5 Human Resources Leadership 377

Chapter 12 Conflict Management, Resolution, and Prevention 379

What Is Conflict? 380

The Main "Ingredients" of Conflict 381

Common Causes of Conflict in the Workplace 382

Conflict Management 384

Conflict Resolution, how to Handle Conflict 386

Alternative Dispute Resolution 389

Conflict Prevention 390

Chapter 13 Communicating and Delegating 395

Good Communications and Their Importance 396

Types of Communication 396

The Communication Process 397

Why Communication is so important 399

Obstacles to Good Communication 399

How the Communicators Affect the Message 399

How Symbols can obscure the meaning 403

Problems in Sending the Message 404

Problems in receiving the meaning 405

Removing Obstacles to Communication 406

Listening 406

Bad Listening Practices 407

How to listen 409

Sending Clear Message 413

Getting your Messages accepted 414

Making a Positive Impact 414

Emotional Intelligence 415

Giving Instructions 416

Computer and Telephone-Aided Communications 419

Business Writing 420

Meetings 422

Delegating 423

What Delegation Means 423

Essentials of Delegation 424

Benefits of Delegation 427

Why People Resist Delegation 429

Why Leaders have trouble Delegating 429

Why some Associates won't Accept Responsibility 430

How to Delegate Successfully 431

Conditions for success 431

Steps in Delegation 432

Adapting Delegation to your situation 437

Chapter 14 Decision Making and Control 445

Decision Making 446

Elements in a Managerial Decision 446

Approaches to Decision Making 446

Rational Versus Emotional Decision Making 447

Kinds of Decisions 448

How to Make Good Decisions 450

Defining the problem 452

Analyzing the problem 452

Developing alternative solutions 454

Deciding on the best solution 456

Action and follow-up 457

Problem Solving 458

Pattern for solving problems 458

Problem-solving example 459

Participative problem solving 461

Solving people problems 464

Win-win problem solving 465

Building Decision-Making Skills 467

Controlling 467

Glossary 477

Index 487