Hospitality Employee Management and Supervision: Concepts and Practical Applications Book

Preface     xiii
Acknowledgments     xvi
The Legal Landscape     1
Introduction to Hiring and Supervising Employees     3
Chapter Objectives     3
HRM in Action     4
Overview of What's to Come     4
Tales from the Field     5
Increased Competition     5
The Changing Labor Market     8
Hospitality Industry Jobs     8
A Note About Ethics     9
Ethical Dilemma     10
Workforce Demographics Will Change     10
Nontraditional Workers     12
Increased Demand     12
Industry Remains Strong     14
Motivations, Needs, and Expectations     15
Training and Motivation     15
Hands-on HRM     19
The Hospitality Manager's Legal Challenges     21
Chapter Objectives     21
HRM in Action     22
Employment Law and the Equal Employment Opportunity Commission     22
Tales from the Field     25
Illegal Discrimination     25
Bona Fide Occupational Qualification     26
Ethical Dilemma     27
The Hooters Restaurant Chain     27
Sexual Harassment     28
Managers Must Establish Guidelines and Policies     29
State and Local Employment Laws     30
Affirmative Action Plans     30
The Americans with Disabilities Act     31
Disability Defined     32
Reasonable Accommodation     33
Avoiding Illegal Questions and Practices Under the ADA     33
Age Discrimination in Employment     34
Equal Pay Act     34
Immigration Reform and Control Act     35
Hands-on HRM     39
Wage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees     43
Chapter Objectives     43
HRM in Action     44
A Brief History     44
Tales from the Field     45
Tip Credits and Tip Pools     47
Regular Tips     50
Tip Retention     50
Slow Shifts     50
Advance Notice     50
Tip Pools     51
Ethical Dilemma     52
Overtime     52
Changes in Overtime Law     53
The New Rules     55
Executive (Managerial) Exemption     55
Administrative Exemption      56
Professional Exemption     56
Labor Costs, Profits, and Employee Morale     57
Hands-on HRM     61
Common Law, Negligent Hiring, and Employee Rights     65
Chapter Objectives     65
HRM in Action     66
Common Law and Its Impact on the Workplace     66
Tales from the Field     67
McDonald's Coffee Too Hot?     68
Employee Rights Under Common Law     69
Wrongful Discharge     69
Ethical Dilemma     71
Constructive Discharge     71
False Imprisonment, Defamation, and Invasion of Privacy     72
Defamation of Character     72
Negligent Hiring and Negligent Retention     74
Hands-on HRM     78
Working with Unions     81
Chapter Objectives     81
HRM in Action     82
States and Metro Areas with a Large Union Concentration     82
Tales from the Field     83
The National Labor Relations Act     83
The Taft-Hartley Act and Right-to-Work Laws     84
Local Unions     85
Ethical Dilemma     86
National Unions     87
Multiunion Associations      87
Why Employees Join Unions     88
The Union Organization Process     89
Employers May Not Retaliate     89
The Union Contract     89
Management Challenges When Working with Unions     90
Creating a Positive Work Environment     91
Hands-on HRM     94
The Employee Selection Process     97
Job Descriptions and Job Specifications     99
Chapter Objectives     99
HRM in Action     99
The Employee Selection Process     100
Job Descriptions     100
Tales from the Field     101
Essential Elements     101
Performance Standards     104
Ethical Dilemma     105
Essentials for Success     106
Job Specifications     107
One Size Does Not Fit All     111
Hands-on HRM     114
The Employee Handbook     117
Chapter Objectives     117
HRM in Action     117
Rationale for Employee Handbooks     118
Tales from the Field     119
Employee Handbooks Are Common in Large Operations     119
Employees Must Sign for It     119
A Well-Crafted Employee Handbook     120
Write It Yourself but Have an Attorney Review It     120
Ethical Dilemma     122
Be Clear, Concise, and Consistent     122
Setting the Proper Tone in the Introduction     122
Legal Issues and Disclaimers     123
Probationary Period, Trial Period, or Training Period?     125
What to Include in the Employee Handbook     125
Hands-on HRM     130
Advertising and Recruiting     133
Chapter Objectives     133
HRM in Action     133
The Labor Market and the Labor Pool     134
The Internet Expands the Labor Market     134
Tales from the Field     135
Smaller Operations Have Some Advantages     135
Employee Turnover     136
Tales from the Field     137
Identifying Potential Job Applicants     139
Employee Referrals     139
Paying a Referral Bonus     140
Recruiting Is Marketing     140
Walk-In Applicants     141
Ethical Dilemma     142
Walk-In Applicants Should Be Welcome     142
Advertising for Job Applicants     143
Help-Wanted Ads Have Some Limitations      143
Diversity-The New Workforce     145
Targeting the New Workforce     147
Hot Buttons     148
Language Solutions for Managers and Supervisors     148
Hands-on HRM     152
Applications, Interviews, and Background Checks     155
Chapter Objectives     155
HRM in Action     156
The Job Application     156
Tales from the Field     157
A Fact-Finding Form     157
Personal Data     157
Employment Status     160
Education and Skills     160
Work History     160
References     160
Tales from the Field     161
Signature Line     161
Analyzing Application Forms     163
Preparing for the Job Interview     164
The Job Interview     165
Process Is a Two-Way Street     165
Conducting the Interview     166
The Applicant Should Do Most of the Talking     167
Don't Oversell the Position     167
Check for Any "Knockout Factors"     167
Closed-Ended and Open-Ended Questions     168
Situational and Behavioral Questions      169
How Long Should the Interview Last?     170
Questions to Avoid     170
The Job Offer     172
The Act of the Employee     172
Ethical Dilemma     173
Background Checks     174
Why Conduct Background Checks?     174
Obtaining the Applicant's Permission     176
Many Employees Have Skeletons in Their Closets     177
Who Performs Background Checks?     178
Who Should Be Checked?     178
Reference Checks     180
Should I Give References on a Previous Employee?     180
Hands-on HRM     185
Orientation and Training     189
New-Employee Orientation     191
Chapter Objectives     191
HRM in Action     191
Starting off on the Right Foot     192
The Need for New-Employee Orientation     192
Tales from the Field     193
Benefits of Orientation     193
The Benefits to the Company Overall     194
The Benefits to the Supervisor and to Management     194
The Benefits to the Employee     194
Orientation Programs     195
Ethical Dilemma     198
Make New-Employee Orientation Fun     198
Avoid Common Mistakes     199
Work with a Checklist     199
Before the New Employee Arrives     200
First Day on the Job     200
During the First Week     200
Tales from the Field     201
Hands-on HRM     204
Training to Performance Standards     207
Chapter Objectives     207
HRM in Action     208
Training Now and Development Later     208
Benefits of Training and Development     209
Tales from the Field     211
Performance Standards and Needs Assessment     211
Understanding Performance Management     212
Ethical Dilemma     213
Importance of Performance Standards     213
Performance Standards and Training     214
How to Set Performance Standards     214
Determining Training Needs     216
Approaches to Needs Assessment     218
Determining Training Objectives     218
Learning Principles     219
Considerations When Selecting Training Techniques     220
Training Methods     221
Problems Associated with OJT     222
Problems with Job Rotation and Cross-training     223
Train the Trainer Programs     223
Off-the-Job Training Methods     224
Increased Use of Technology     224
Other Training Methods     226
Internships     226
Role Playing     226
Case Study     226
Self-Study     227
Evaluating Training     227
Hands-on HRM     231
Communication and Motivation     235
Performance Appraisals that Work     237
Chapter Objectives     237
HRM in Action     238
Everyone Benefits from Effective Performance Appraisals     238
Informal and Formal Appraisals     239
Common Performance Appraisal Problems     240
Tales from the Field     241
Understanding Rater Biases     242
The Halo-or-Horns Effect     242
The Error of Central Tendency     243
The Leniency and Strictness Biases     243
Cross-Cultural Biases     243
Personal Prejudice     243
The Recency Effect     244
Similar-to-Me Bias     244
Overcoming Obstacles and Reducing Errors     244
Performance Appraisal Methods     244
Ethical Dilemma     245
Rating Scales     245
Checklists     247
Forced Choice Method     248
Critical Incidents Method     249
Behaviorally Anchored Rating Scales     250
Self-Appraisals     252
360-Degree Performance Appraisal     252
Evaluation Interviews and Employee Counseling     253
Legal Constraints in Performance Appraisals     254
Hands-on HRM     257
Effective Communication and Feedback     261
Chapter Objectives     261
HRM in Action     262
The Communication Process     262
An Example from Marriott     262
Tales from the Field     263
Which Communication Method Is Best?     263
The Employee Grapevine     264
Downward and Upward Communication     265
Tales from the Field     267
Verbal and Written Communication     267
Ethical Dilemma     269
The Information Superhighway     269
Corporate Web-Surfing Policies     271
Common Obstacles to Effective Communication     271
Cultural Differences      272
Differences in Background     272
Prejudices and Perceptions     273
Assumptions and Expectations     274
Emotions     274
Overcoming Barriers to Effective Communication     275
Active and Passive Listening     275
Providing Effective Feedback     276
The Role of Positive Feedback     276
The Role of Negative Feedback     277
Guidelines for Providing Feedback That Works     277
Hands-on HRM     281
Employee Discipline     285
Chapter Objectives     285
HRM in Action     286
Causes for Discipline     286
Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored     286
Tales from the Field     287
How to Ensure Acceptance and Compliance     288
Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude     289
Employees Have Personality and Motivational Problems     290
Troublesome Environmental Factors     291
Preventive and Corrective Discipline     291
Oral or Verbal Warning     293
Written Warning     293
Suspension     293
Ethical Dilemma      294
Termination     294
Six Discipline Don'ts     295
Don't Regard Discipline as Punishment     295
Don't Make Discipline a Me Against You Confrontation     296
Don't Do Too Little Too Late     296
Don't Create New Rules "on the Fly"     297
Don't Take a Nonprogressive Approach Unless Unavoidable     297
Don't Ignore the Root Causes     297
Five Discipline Dos     297
Do Thoroughly Investigate     298
Do Confront the Employee     298
Do Get a Commitment     300
Do Use Progressive Discipline When Possible     300
Do Follow Up on Employee Discipline     300
When to Terminate an Employee     301
Legal Implications When Terminating an Employee     302
Guidelines for Terminating an Employee     303
Hands-on HRM     306
Employee Motivation through Quality Leadership     311
Chapter Objectives     311
HRM in Action     312
Relationship between Leadership and Motivation     312
Motivational Theories     313
Early Theories of Motivation     313
The Traditional Model     313
Tales from the Field      314
The Human Relations Model     314
The Human Resources Model     315
Later Theories of Motivation     316
Maslow's Hierarchy of Needs     316
Herzberg's Motivation-Hygiene Theory     317
Modern Approaches to Motivation     318
The Expectancy Approach     319
Implications for Hospitality Managers     319
Ethical Dilemma     320
Making the Reward System Cost-Effective     321
The Equity Theory     322
Putting Motivational Practices to Work     322
Employees Seek Praise     322
Employees Seek Convenience     323
Employees Seek Fun     323
Employees Seek Money     323
Employees Seek Importance     324
Employees Seek Success     324
Employees Seek Advancement     325
What Is Leadership?     325
Early Leadership Theories     325
Modern Views and Charismatic Leadership     327
Formal and Informal Authority     327
Deciding Whom to Promote     328
Technical Skills     328
Human Relations Skills     328
Conceptual Skills     328
What's Your Style?      329
Which Style Is Best?     329
Hands-on HRM     334
Index     339