Hospitality employee management and supervision: concepts and practical applications / Kerry L. Sommerville.

ISBN:

9780471745228

Title:

Author:

Sommerville, Kerry L., 1957-

Personal Author:

Sommerville, Kerry L., 1957-

Publication Information:

Hoboken, N.J. : John Wiley, 2007.

Physical Description:

xv, 344 p. : ill. ; 24 cm.

Contents:

Ch. 1. Introduction to hiring and supervising employees -- Ch. 2. The hospitality manager's legal challenges -- Ch. 3. Wage and hour laws affecting salaried, hourly, and tipped employees -- Ch. 4. Common law, negligent hiring, and employee rights -- Ch. 5. Working with unions -- Ch. 6. Job descriptions and job specifications -- Ch. 7. The employee handbook -- Ch. 8. Advertising and recruiting -- Ch. 9. Applications, interviews, and background checks -- Ch. 10. New-employee orientation -- Ch. 11. Training to performance standards -- Ch. 12. Performance appraisals that work -- Ch. 13. Effective communication and feedback -- Ch. 14. Employee discipline -- Ch. 15. Employee motivation through quality leadership.

Subject Term:

Hospitality industry -- Personnel management.

Management.

Personnel management -- Textbooks.

Format:

Books

Electronic Access:

Table of contents only http://www.loc.gov/catdir/toc/ecip0612/2006013299.html

Publication Date:

2007

Publication Information:

Hoboken, N.J. : John Wiley, 2007.

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Summary

In many hospitality establishments, one manager or supervisor is the entire human resources department, making all the hiring and training decisions, often without having a formal human resources background. Filling this knowledge gap, Hospitality Employee Management and Supervision provides both busy professionals and students with a one-stop comprehensive guide to human resources in the hospitality industry.

Rather than taking a theoretical approach, this text provides a hands-on, practical, and applications-based approach. The coverage is divided into four sections: legal considerations, employee selection, employee orientation and training, and communication and motivation.

Each chapter in this lively and engaging text features:

Quotations----Various practitioners in the hospitality industry highlight the chapter's focus Chapter Objectives and Summaries lay out key concepts and then, at the end of each chapter, review them HRM in Action features highlight real-world HRM experiences that relate to the content presented in each chapter Tales from the Field----Hospitality employees provide accounts of the various challenges they face in the industry Ethical Dilemmas----Scenarios from the hospitality industry which emphasize the role ethics plays in every aspect of the hospitality industry Practice Quizzes and Chapter Review Questions reinforce student comprehension of key concepts Hands-On HRM----Mini-cases based on real-world situations with discussion questions Chapter Key Terms----Bolded within the chapter and then listed at the end of each chapter with definitions.

Author Notes

KERRY L. SOMMERVILLE, CHE, CHA, MA, has more than twenty-five years of professional and academic hotel and restaurant management experience. He is an innovative, award-winning instructor, a published author, and the developer of one of the earliest and most comprehensive distance education models for online learning. He holds a master's degree in management from Webster University.

Preface	p. xiii
Acknowledgments	p. xvi
Unit 1 The Legal Landscape	p. 1
Chapter 1 Introduction to Hiring and Supervising Employees	p. 3
Chapter Objectives	p. 3
HRM in Action	p. 4
Overview of What's to Come	p. 4
Tales from the Field	p. 5
Increased Competition	p. 5
The Changing Labor Market	p. 8
Hospitality Industry Jobs	p. 8
A Note About Ethics	p. 9
Ethical Dilemma	p. 10
Workforce Demographics Will Change	p. 10
Nontraditional Workers	p. 12
Increased Demand	p. 12
Industry Remains Strong	p. 14
Motivations, Needs, and Expectations	p. 15
Training and Motivation	p. 15
Hands-on HRM	p. 19
Chapter 2 The Hospitality Manager's Legal Challenges	p. 21
Chapter Objectives	p. 21
HRM in Action	p. 22
Employment Law and the Equal Employment Opportunity Commission	p. 22
Tales from the Field	p. 25
Illegal Discrimination	p. 25
Bona Fide Occupational Qualification	p. 26
Ethical Dilemma	p. 27
The Hooters Restaurant Chain	p. 27
Sexual Harassment	p. 28
Managers Must Establish Guidelines and Policies	p. 29
State and Local Employment Laws	p. 30
Affirmative Action Plans	p. 30
The Americans with Disabilities Act	p. 31
Disability Defined	p. 32
Reasonable Accommodation	p. 33
Avoiding Illegal Questions and Practices Under the ADA	p. 33
Age Discrimination in Employment	p. 34
Equal Pay Act	p. 34
Immigration Reform and Control Act	p. 35
Hands-on HRM	p. 39
Chapter 3 Wage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees	p. 43
Chapter Objectives	p. 43
HRM in Action	p. 44
A Brief History	p. 44
Tales from the Field	p. 45
Tip Credits and Tip Pools	p. 47
Regular Tips	p. 50
Tip Retention	p. 50
Slow Shifts	p. 50
Advance Notice	p. 50
Tip Pools	p. 51
Ethical Dilemma	p. 52
Overtime	p. 52
Changes in Overtime Law	p. 53
The New Rules	p. 55
Executive (Managerial) Exemption	p. 55
Administrative Exemption	p. 56
Professional Exemption	p. 56
Labor Costs, Profits, and Employee Morale	p. 57
Hands-on HRM	p. 61
Chapter 4 Common Law, Negligent Hiring, and Employee Rights	p. 65
Chapter Objectives	p. 65
HRM in Action	p. 66
Common Law and Its Impact on the Workplace	p. 66
Tales from the Field	p. 67
McDonald's Coffee Too Hot?	p. 68
Employee Rights Under Common Law	p. 69
Wrongful Discharge	p. 69
Ethical Dilemma	p. 71
Constructive Discharge	p. 71
False Imprisonment, Defamation, and Invasion of Privacy	p. 72
Defamation of Character	p. 72
Negligent Hiring and Negligent Retention	p. 74
Hands-on HRM	p. 78
Chapter 5 Working with Unions	p. 81
Chapter Objectives	p. 81
HRM in Action	p. 82
States and Metro Areas with a Large Union Concentration	p. 82
Tales from the Field	p. 83
The National Labor Relations Act	p. 83
The Taft-Hartley Act and Right-to-Work Laws	p. 84
Local Unions	p. 85
Ethical Dilemma	p. 86
National Unions	p. 87
Multiunion Associations	p. 87
Why Employees Join Unions	p. 88
The Union Organization Process	p. 89
Employers May Not Retaliate	p. 89
The Union Contract	p. 89
Management Challenges When Working with Unions	p. 90
Creating a Positive Work Environment	p. 91
Hands-on HRM	p. 94
Unit 2 The Employee Selection Process	p. 97
Chapter 6 Job Descriptions and Job Specifications	p. 99
Chapter Objectives	p. 99
HRM in Action	p. 99
The Employee Selection Process	p. 100
Job Descriptions	p. 100
Tales from the Field	p. 101
Essential Elements	p. 101
Performance Standards	p. 104
Ethical Dilemma	p. 105
Essentials for Success	p. 106
Job Specifications	p. 107
One Size Does Not Fit All	p. 111
Hands-on HRM	p. 114
Chapter 7 The Employee Handbook	p. 117
Chapter Objectives	p. 117
HRM in Action	p. 117
Rationale for Employee Handbooks	p. 118
Tales from the Field	p. 119
Employee Handbooks Are Common in Large Operations	p. 119
Employees Must Sign for It	p. 119
A Well-Crafted Employee Handbook	p. 120
Write It Yourself but Have an Attorney Review It	p. 120
Ethical Dilemma	p. 122
Be Clear, Concise, and Consistent	p. 122
Setting the Proper Tone in the Introduction	p. 122
Legal Issues and Disclaimers	p. 123
Probationary Period, Trial Period, or Training Period?	p. 125
What to Include in the Employee Handbook	p. 125
Hands-on HRM	p. 130
Chapter 8 Advertising and Recruiting	p. 133
Chapter Objectives	p. 133
HRM in Action	p. 133
The Labor Market and the Labor Pool	p. 134
The Internet Expands the Labor Market	p. 134
Tales from the Field	p. 135
Smaller Operations Have Some Advantages	p. 135
Employee Turnover	p. 136
Tales from the Field	p. 137
Identifying Potential Job Applicants	p. 139
Employee Referrals	p. 139
Paying a Referral Bonus	p. 140
Recruiting Is Marketing	p. 140
Walk-In Applicants	p. 141
Ethical Dilemma	p. 142
Walk-In Applicants Should Be Welcome	p. 142
Advertising for Job Applicants	p. 143
Help-Wanted Ads Have Some Limitations	p. 143
Diversity-The New Workforce	p. 145
Targeting the New Workforce	p. 147
Hot Buttons	p. 148
Language Solutions for Managers and Supervisors	p. 148
Hands-on HRM	p. 152
Chapter 9 Applications, Interviews, and Background Checks	p. 155
Chapter Objectives	p. 155
HRM in Action	p. 156
The Job Application	p. 156
Tales from the Field	p. 157
A Fact-Finding Form	p. 157
Personal Data	p. 157
Employment Status	p. 160
Education and Skills	p. 160
Work History	p. 160
References	p. 160
Tales from the Field	p. 161
Signature Line	p. 161
Analyzing Application Forms	p. 163
Preparing for the Job Interview	p. 164
The Job Interview	p. 165
Process Is a Two-Way Street	p. 165
Conducting the Interview	p. 166
The Applicant Should Do Most of the Talking	p. 167
Don't Oversell the Position	p. 167
Check for Any "Knockout Factors"	p. 167
Closed-Ended and Open-Ended Questions	p. 168
Situational and Behavioral Questions	p. 169
How Long Should the Interview Last?	p. 170
Questions to Avoid	p. 170
The Job Offer	p. 172
The Act of the Employee	p. 172
Ethical Dilemma	p. 173
Background Checks	p. 174
Why Conduct Background Checks?	p. 174
Obtaining the Applicant's Permission	p. 176
Many Employees Have Skeletons in Their Closets	p. 177
Who Performs Background Checks?	p. 178
Who Should Be Checked?	p. 178
Reference Checks	p. 180
Should I Give References on a Previous Employee?	p. 180
Hands-on HRM	p. 185
Unit 3 Orientation and Training	p. 189
Chapter 10 New-Employee Orientation	p. 191
Chapter Objectives	p. 191
HRM in Action	p. 191
Starting off on the Right Foot	p. 192
The Need for New-Employee Orientation	p. 192
Tales from the Field	p. 193
Benefits of Orientation	p. 193
The Benefits to the Company Overall	p. 194
The Benefits to the Supervisor and to Management	p. 194
The Benefits to the Employee	p. 194
Orientation Programs	p. 195
Ethical Dilemma	p. 198
Make New-Employee Orientation Fun	p. 198
Avoid Common Mistakes	p. 199
Work with a Checklist	p. 199
Before the New Employee Arrives	p. 200
First Day on the Job	p. 200
During the First Week	p. 200
Tales from the Field	p. 201
Hands-on HRM	p. 204
Chapter 11 Training to Performance Standards	p. 207
Chapter Objectives	p. 207
HRM in Action	p. 208
Training Now and Development Later	p. 208
Benefits of Training and Development	p. 209
Tales from the Field	p. 211
Performance Standards and Needs Assessment	p. 211
Understanding Performance Management	p. 212
Ethical Dilemma	p. 213
Importance of Performance Standards	p. 213
Performance Standards and Training	p. 214
How to Set Performance Standards	p. 214
Determining Training Needs	p. 216
Approaches to Needs Assessment	p. 218
Determining Training Objectives	p. 218
Learning Principles	p. 219
Considerations When Selecting Training Techniques	p. 220
Training Methods	p. 221
Problems Associated with OJT	p. 222
Problems with Job Rotation and Cross-training	p. 223
Train the Trainer Programs	p. 223
Off-the-Job Training Methods	p. 224
Increased Use of Technology	p. 224
Other Training Methods	p. 226
Internships	p. 226
Role Playing	p. 226
Case Study	p. 226
Self-Study	p. 227
Evaluating Training	p. 227
Hands-on HRM	p. 231
Unit 4 Communication and Motivation	p. 235
Chapter 12 Performance Appraisals that Work	p. 237
Chapter Objectives	p. 237
HRM in Action	p. 238
Everyone Benefits from Effective Performance Appraisals	p. 238
Informal and Formal Appraisals	p. 239
Common Performance Appraisal Problems	p. 240
Tales from the Field	p. 241
Understanding Rater Biases	p. 242
The Halo-or-Horns Effect	p. 242
The Error of Central Tendency	p. 243
The Leniency and Strictness Biases	p. 243
Cross-Cultural Biases	p. 243
Personal Prejudice	p. 243
The Recency Effect	p. 244
Similar-to-Me Bias	p. 244
Overcoming Obstacles and Reducing Errors	p. 244
Performance Appraisal Methods	p. 244
Ethical Dilemma	p. 245
Rating Scales	p. 245
Checklists	p. 247
Forced Choice Method	p. 248
Critical Incidents Method	p. 249
Behaviorally Anchored Rating Scales	p. 250
Self-Appraisals	p. 252
360-Degree Performance Appraisal	p. 252
Evaluation Interviews and Employee Counseling	p. 253
Legal Constraints in Performance Appraisals	p. 254
Hands-on HRM	p. 257
Chapter 13 Effective Communication and Feedback	p. 261
Chapter Objectives	p. 261
HRM in Action	p. 262
The Communication Process	p. 262
An Example from Marriott	p. 262
Tales from the Field	p. 263
Which Communication Method Is Best?	p. 263
The Employee Grapevine	p. 264
Downward and Upward Communication	p. 265
Tales from the Field	p. 267
Verbal and Written Communication	p. 267
Ethical Dilemma	p. 269
The Information Superhighway	p. 269
Corporate Web-Surfing Policies	p. 271
Common Obstacles to Effective Communication	p. 271
Cultural Differences	p. 272
Differences in Background	p. 272
Prejudices and Perceptions	p. 273
Assumptions and Expectations	p. 274
Emotions	p. 274
Overcoming Barriers to Effective Communication	p. 275
Active and Passive Listening	p. 275
Providing Effective Feedback	p. 276
The Role of Positive Feedback	p. 276
The Role of Negative Feedback	p. 277
Guidelines for Providing Feedback That Works	p. 277
Hands-on HRM	p. 281
Chapter 14 Employee Discipline	p. 285
Chapter Objectives	p. 285
HRM in Action	p. 286
Causes for Discipline	p. 286
Cause 1 Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored	p. 286
Tales from the Field	p. 287
How to Ensure Acceptance and Compliance	p. 288
Cause 2 Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude	p. 289
Cause 3 Employees Have Personality and Motivational Problems	p. 290
Cause 4 Troublesome Environmental Factors	p. 291
Preventive and Corrective Discipline	p. 291
Oral or Verbal Warning	p. 293
Written Warning	p. 293
Suspension	p. 293
Ethical Dilemma	p. 294
Termination	p. 294
Six Discipline Don'ts	p. 295
Don't Regard Discipline as Punishment	p. 295
Don't Make Discipline a Me Against You Confrontation	p. 296
Don't Do Too Little Too Late	p. 296
Don't Create New Rules "on the Fly"	p. 297
Don't Take a Nonprogressive Approach Unless Unavoidable	p. 297
Don't Ignore the Root Causes	p. 297
Five Discipline Dos	p. 297
Do Thoroughly Investigate	p. 298
Do Confront the Employee	p. 298
Do Get a Commitment	p. 300
Do Use Progressive Discipline When Possible	p. 300
Do Follow Up on Employee Discipline	p. 300
When to Terminate an Employee	p. 301
Legal Implications When Terminating an Employee	p. 302
Guidelines for Terminating an Employee	p. 303
Hands-on HRM	p. 306
Chapter 15 Employee Motivation through Quality Leadership	p. 311
Chapter Objectives	p. 311
HRM in Action	p. 312
Relationship between Leadership and Motivation	p. 312
Motivational Theories	p. 313
Early Theories of Motivation	p. 313
The Traditional Model	p. 313
Tales from the Field	p. 314
The Human Relations Model	p. 314
The Human Resources Model	p. 315
Later Theories of Motivation	p. 316
Maslow's Hierarchy of Needs	p. 316
Herzberg's Motivation-Hygiene Theory	p. 317
Modern Approaches to Motivation	p. 318
The Expectancy Approach	p. 319
Implications for Hospitality Managers	p. 319
Ethical Dilemma	p. 320
Making the Reward System Cost-Effective	p. 321
The Equity Theory	p. 322
Putting Motivational Practices to Work	p. 322
Employees Seek Praise	p. 322
Employees Seek Convenience	p. 323
Employees Seek Fun	p. 323
Employees Seek Money	p. 323
Employees Seek Importance	p. 324
Employees Seek Success	p. 324
Employees Seek Advancement	p. 325
What Is Leadership?	p. 325
Early Leadership Theories	p. 325
Modern Views and Charismatic Leadership	p. 327
Formal and Informal Authority	p. 327
Deciding Whom to Promote	p. 328
Technical Skills	p. 328
Human Relations Skills	p. 328
Conceptual Skills	p. 328
What's Your Style?	p. 329
Which Style Is Best?	p. 329
Hands-on HRM	p. 334
Index	p. 339

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Summary

Summary

Author Notes

Table of Contents