HUMAN RESOURCES MANAGEMENT Essay, Research Paper
CRISP ENTERPRISE LTD.
REPORT
MUSEUM/SPORTS CENTER
The staffing structure for the kitchen and the restaurant at the museum it might be like the following:
There is going to be a Food and Beverage Manager who will have the overall responsibility of the establishment. We have to find a person who has the experience and the qualifications for a job like that. He will have the responsibility of dealing with all the problems that the staff may have, authorize the purchases, supervise all the departments when necessary and do any changes to the areas that a problem may arise.
We have to give a lot of attention with this person as he is the key person for the success of the new establishment. He must have the knowledge of all the current legislation that affects our establishment and he must ensure that our establishment complies with the legislation. He have to write reports for our company saying how the establishment goes on, and if there are any problems. His working hours will be from 10.00 to 18.00, 5 days per week for the museum and for the sports center.
Then we have to find a good Head Chef to be in charge of the kitchen. He should have the responsibility for all personnel in the kitchen and he has to do the training for the new staff if necessary. He will be responsible for the kitchen equipment, utensils, etc. He has to do the planning, organization and supervision of food preparation including menu planning according to the agreed costed recipes, purchasing of all the foodstuffs, kitchen materials and equipment from the nominated suppliers within agreed budget levels, portion and waste control, arrangement of staff rosters, hygiene and cleanliness, fire precautions and the security of all kitchen supplies, equipment, utensils and silverware. He would report to the Food and Beverage Manager for any problems. The Head Chef for the museum should work from 10.00 to 18.00, daily and the Head Chef for the Sports Center can work during lunch and dinner hours. Commi chefs should be hired to assist the Chef and have the responsibility of running the kitchen when the Head Chef is not present. Some Sous Chefs should be also hired to help the Commi’s in their work. Kitchen porters must be there all the opening hours of both establishments to wash and clean the equipment used in the kitchen and the restaurant. (see organizational charts)
For the restaurant a Food and Beverage supervisor should be hired to be in charge of the service areas. He would be responsible for all the food service staff and do the planning, organization and supervision in the restaurant including purchasing of beverages, restaurant materials, and equipment from nominated suppliers within agreed budget levels, arrangement of staff rosters, training of new staff, hygiene and cleanliness, fire precautions and the security of all restaurant supplies, equipment, utensils and silverware. He should report any problems to the Food and Beverage Manager. Cashiers and waitresses who they should be responsible for cleaning and laying up dining areas, stock up and replenish service points if necessary, clear away used plates, utensils, trays, and wipe down tables and working surfaces during and after the service periods, serve customers during service periods. A head waiter should be present to assist and supervise the casual and part time staff when necessary and if the Food and Beverage Supervisor is not there.
When we will employ the new staff we must ensure that those people can work together as a team a this is essential for the success of our businesses. We must set up an ‘interviewing team’ which they will assess the future employees if they are skilled enough to work for us. As it is essential for our employees to work as a teams we have to ensure that those teams should have the following characteristics:
1. A set membership
2. A sense of shared purpose
3. Interdependence, i.e. people needing each other
4. Communication
5. The ability to act as a unit when necessary
There are many influences on the structure of teams and the way they operate. The way in which the task that the team have to achieve is organized will affect the structure. For a team to function effectively, all the task and maintenance roles must be carried out by some person or persons in the team at some stage. Some members will perform more than one role and it is the leader’s responsibility to ensure that task and maintenance roles are completed but individual roles are avoided.
In order for any of us to work to our optimum potential, the environment within which we work is very important. To increase job satisfaction we can introduce some incentive schemes. But if we want to use this kind of incentive schemes we must follow some basic principles that should be adhered to for it to be effective in the long term. These are:
1. When an incentive scheme is introduced all workers should be considered because of the effect the scheme may have on existing earnings differentials and the possibility of creating friction between staff.
2. Payments should be related to results by comparing actual performance with forecasts, targets, standards, or budgets. This may be done individually or on a group basis.
3. Targets should be realistic, that is achievable with reasonable effort and agreed with the person or groups concerned.
4. Targets should be reviewed regularly, and at least annually, so that payments are something to be earned with effort rather than something who becomes a matter of right.
5. An incentive scheme should be simple and clearly understood by those within the scheme.
6. Payment of the incentive should be made as near as possible to the period in which it was earned. Long delays in payment cause irritation and reduce the incentive element.
7. All elements of a scheme and any rules should be objective. Management should not incorporate ‘discretionary’ rules such as ‘management reserves the right to withhold payment without giving a reason’. Incentives, if earned, should be a matter of right, nor for management to dispense on a discretionary basis, and the terms of the incentive scheme should become part of the ‘Contract of Employment’.
There are not only the incentive schemes that we can give job satisfaction to our employees. According to Herzberg’s theory, he suggests that the work situation can be divided into elements. The areas that cause dissatisfaction such as conditions of work, pay and physical conditions he calls ‘hygiene’ or ‘maintenance’ factors. Those elements of the work which motivate people are responsibility, recognition, achievement and advancement, and these are refered to as ‘motivators’. Herzberg found that the workforce can be motivated to achieve certain goals or targets set by management as long as certain minimum requirements regarding the work environment have been met. He referred to ‘maintenance’ or ‘hygiene’ factors as affecting our motivation badly, but if these factors are taken by management and used as the minimum standard or expectation of the workforce in relation to job conditions, motivation could be improved. These maintenance factors may include:
1. Implementation of basic legal health and safety requirements
2. The perceived position of the individual in the organization
3. The physical environment – heating, lighting, etc.
4. The provision of adequate leisure or recreational facilities and groups
The environment within which we work and the conditions found there must be of a certain standard if individuals are to reach the objectives set for them. If the conditions in which we work are good, then supervisors and managers may encourage staff to work beyond the minimum level.
We can offer to the staff free meals, breaks between the working hours, provide for them free uniforms, medical services, free insurance and in a case of an accident the company will pay for their expenses, Christmas bonus, long service awards, discounted memberships in the sports center, discounted meals in the company’s establishments, etc.
Another important thing is adequate and sufficient training. The gains which is hoped training will bring are:
1. greater productivity and quality
2. less scrap or spoiled work
3. greater versatility and adaptability to new methods
4. less needs for close supervision
5. fewer accidents
6. greater job satisfaction showing itself in lower labour turnover and less absence
Not all the employees have the same skills as some of them. This depends from the experience that those employees may have. There are different sectors that an employee may need training. This could be skill training or attitude training. Attitudes determine the general approach of an employee to work. For example, the care that is taken to avoid mistake, the way customers, clients or patients are dealt with a degree of persistence shown in achieving work objectives.
Attitude training is difficult because many attitudes are deep-rooted and cannot easily be changed in a short time. The usual methods employed are as follows:
1. On-job experience within a group of employees whose attitude ate thought to be appropriate
2. On-job training by attaching the trainee to a senior employee who has appropriate attitudes and the personal qualities likely to influence their acceptance.
3. Off-job training in which a group of employees discuss case studies designed to emphasize the relevant attitudes.
If an employee has low level skills then a training procedure must take place. The traditional method of skill training is as follows: to analyze the key elements of jobs by breaking them down into their essential components.
1. A supervisor performs the job him or herself and divides it into reasonable self-contained stages, each of which can be taught as a unit.
2. He or she examines each stage to identify and describe ‘key points’, e.g. special difficulties or dangers.
3. He or she makes sure that the materials and equipment required for training are properly arranged.
4. The supervisor talks to the trainee to find out what is already known about the job and arouses the trainee’s interest in learning it.
5. The job is then demonstrated to the trainee in stages, explained slowly and carefully, with particular emphasis on the key points.
6. The trainee performs the job, the supervisor observing to see that no mistakes are made and asking questions to ensure that the trainee has understood it.
7. The supervisor puts the trainee to work, watching firmly closely at first but gradually relaxing supervision as the trainee gains confidence and skill.
The method is cheap and is suitable for a small number of trainees. It begins by being off-job, though usually very near the scene of production, but soon becomes on-job.
Another thing that our managers can do is to supervise the employees and once per month to have one-to-one meetings and the manager will seek their attention to the sections that they’ll may have a problem and generally to tell them how they’re going on the job. The managers they can complete the following observation checklist and the work standards and performance of staff handbook.
CRISP ENERPRISE LTD.
HANDBOOK OF WORK STANDARDS
AND PERFORMANCE OF STAFF
EXAMPLE OF A CHECKLIST
NAME:…………………………DEPARTMENT:……………………………..
JOB:…………………………….HOW LONG IN DEPT.:…………………..
DATE OF BIRTH:…………HOW LONG IN COMPANY:……………
Please tick the ratings you think appropriate, after reading carefully the definitions of the factors and grades. You should add any general remarks in the space provided at the end of the form. Base your judgment on the requirements of the job and the employee’s performance in the job.
1. KNOWLEDGE OF JOB
(Present knowledge of job and of work related to it.)
Knows only routine repetitive work. Will not learn___________
Knows routine work and some parts of other jobs___________
Knows most jobs but relies on others for special
knowledge___________
Good knowledge of practically all aspects of the work___________
Complete grasp of all aspects of the work___________
2. ACCURACY
(Standard of work compared with standard expected, degree to which work must be checked.)
Work is inaccurate; requires constant checking___________
Careless at times; requires frequent checking___________
Usually accurate; requires occasional checking___________
Accurate except on very difficult jobs___________
Accurate on all jobs___________
3. SPEED OF WORK
(Speed of which work is accomplished in relation to the standard expected on the job.)
Very slow; always fails to meet requirements___________
Slow; often below requirements___________
Average speed; meets requirements as a rule___________
Above average speed; usually exceeds requirements___________
Fast; always exceeds requirements___________
4. CO-OPERATION
(Ability to work with others at all levels; readiness to try out new ideas and methods; response when asked for a special effort.)
Difficult to work with; often touchy and unco-operative___________
Occasionally difficult to work with___________
Normally co-operative; raises few difficulties___________
Always tries hard to co-operate; easy to work with___________
Co-operates extremely well with others at all levels___________
5. INITIATIVE
(Resourcefulness; ability to work without detailed instructions; readiness to offer ideas and suggestions about work.)
Requires detailed supervision; waits to be told___________
Requires frequent supervision; asks for instructions___________
Requires occasional supervision, sometimes offers ideas___________
Rarely requires supervision; resourceful, offers ideas___________
Never requires supervision; has many ideas, solves
problems unaided___________
TRAINING NEEDS
(Suggest any training course or in-company experience which might improve the employee’s performance.)
____________________________________________________________________
PROMOTION POTENTIAL
The employee is an excellent promotion candidate because____________
The employee is a good promotion candidate because____________
The employee is a border-line promotion candidate because____________
The employee is unlikely to be promoted because____________
GENERAL REMARKS
_____________________________________________________________________
GENERAL RATING
Assess employee’s job performance in his or her present job:
(((((
PoorAverageExcellent
Signed _____________Position______________Date____________
Countersigned________Position______________Date____________
CRISP ENERPRISE LTD.
HANDBOOK OF WORK STANDARDS
AND PERFORMANCE OF STAFF
All the supervisors must be aware of the current legislation that is affecting work standards and the overall performance of the staff.
When a new employee starts work during the first two-month period the supervisor must provide to the employee the following: (see induction checklist)
* Terms and conditions relating to sickness/injury etc.
* Rules on pension schemes
* Length of notice to be given by both employer and employee
* Disciplinary rules and disciplinary appeals procedure
Apart from that the employer must be aware of the following legislation acts such as:
1. Trades Union Reform and Employment Rights Act 1993
It states that a written statement of the terms of employment must be given to any new employees who work more than eight hours a week and who have been in employment for more than a month. This is the major piece of legislation.
2. Health and Safety at Work etc. Act 1974 (HASAWA)
All people at work except domestic servants in private households are covered by this Act. It imposes a general duty of care on most people associated with work activities.
3. Equal Pay Act 1970
This provides for equal pay and conditions for men and women doing the same or broadly similar work.
4. Sex Discrimination Act 1975
This Act makes it illegal to discriminate on the grounds of sex.
5. Race Relations Act 1976
This Act makes it an offense to discriminate on the grounds of colour, race or national origins. It prevents advertisements for staff from particular countries or the rejection of a guest solely on the grounds of colour, race or national origins.
6. Employment of Young People
It is illegal to employ a person under the age of eighteen in a bar when it is open for the consumption of liquor. They may be employed elsewhere and enter through the bar to pass or receive messages.
7. The Food Safety Act 1990
This Act seeks to protect the consumer from potential danger, using a variety of powers of control.
Apart from those legislation Acts that affect all the establishments of the industry there are and some other procedures that an employee may have to follow and they are called ‘Workplace procedures’. Those procedures fall under the following headings:
* Induction
* Records
* Performance assessment and appraisal
* Disciplinary and grievance procedures, and finally