Human resources are led, not managed. Supervision in the Hospitality Industry: Leading Human Resources, Sixth Edition is about leading the people who cook, serve, tend bar, check guests in and out, carry bags, clean rooms, mop floors—the people on whom success or failure of every hospitality enterprise depends. It is a book about first-line supervision, written especially for the beginning leader, newly promoted supervisor, or anyone planning a career in the hospitality field. Even experienced managers will find if full of useful ideas and insights. Revised and updated to include increased coverage of contemporary diversity initiatives, with information on recruitment and retention, and additional profiles of individuals and companies, Supervision in the Hospitality Industry provides a basic understanding of a leader's role and responsibilities applied to the hospitality industry.
PART 1: LEADING HUMAN RESOURCES, EQUAL OPPORTUNITY, DIVERSITY, AND PLANNING.
Chapter 1: Leading Human Resources.
The Practice of Leading Human Resources.
The Importance of Leading Human Resources.
The Human Resources Department.
The Challenge of Leading Human Resources.
Leaders, Supervisors, and Associates.
Characteristics of Leaders.
The Nature of Leadership.
The Old-Style Boss.
Theory X and Theory Y.
Practices of Leaders.
Developing Your Own Style.
The Leader as Mentor.
Chapter 2: Equal Opportunity Laws and Diversity.
EEO and Diversity.
Equal Employment Opportunity Laws.
EEO Laws and the Hiring Process.
Equal Opportunity in the Workplace: What Leaders Need To Know.
Q & A: Race, Ethnicity, Color"What Practices Are Discriminatory".
Why Does Cultural Diversity Matter?.
Developing Cross-Cultural Interaction.
How to Increase Personal Awareness.
Learning About Other Cultures.
How to Recognize and Practice Cross-Cultural Interaction.
The Value of Cultural Diversity.
Leading Cultural Diversity in the Workplace.
Establishing a Diversity and Inclusion Program.
Leading Diversity Issues Positively.
Physically and or Mentally Challenged Issues.
Chapter 3: Human Resources Planning, Job Analysis, Job Description, and Organizing.
The Nature of Human Resource Planning.
Levels of Planning.
The Planning Process.
Goals and Goal Setting.
The Risk Factor.
Qualities of a Good Plan.
Types of Plans and Planning.
Planning for Change.
How Associates Respond to Change.
How to Deal with Resistance.
Example of Planning for Change.
Planning Your Own Time.
The Uses of Job Analysis.
Other Parts of the Job Description.
Organizing for Success.
PART 2: SOURCING, COMPENSATION, AND BENEFITS.
Chapter 4: Sourcing: Recruitment, Selection, and Orientation.
The Labor Market.
Jobs To Be Filled.
Days and Hours of Work.
Sources of Employees.
Characteristics of Your Labor Area.
Determining Labor Needs.
Defining Job Qualifications.
Forecasting Staffing Needs.
Training Versus Buying Skills.
General Recruiting Principles.
On-Line Applicants and Selection Tests.
Evaluating Your Recruiting.
Selecting the Right Person.
Making the Choice.
Making the Offer.
Creating a Positive Response.
Communicating the Necessary Information.
Chapter 5: Compensation and Benefits.
Compensation Goals and Strategies.
Labor Market Conditions.
Legislation and Legal Issues of Compensation.
Developing a Compensation Plan.
Establishing Pay Rates.
Establish Pay Grades.
Pay for Performance.
Cost of Living Adjustments.
Tipping and Service Charges.
Employee Benefit Programs.
Employee Benefits Required by Law.
Health Insurance Plans.
Defined Benefit Plans.
Defined Contributions Plan.
Employee Stock Ownership Plans.
Long-Term Disability Insurance.
Paid Time Off.
Short-Term Disability Insurance.
Cost of Benefits.
PART 3: PERFORMANCE LEADERSHIP.
Chapter 6: Motivation.
Employee Expectations and Needs.
Your Experience and Technical Skills.
The Way You Behave as a Leader.
Communication Between Leader and Employees.
Unwritten Rules and Customs.
Theories of Motivation.
Motivation Through Fear.
Economic Person Theory.
Human Relations Theory.
Maslow’s Hierarchy of Needs.
Theory Y and Motivation.
Herzberg’s Motivation-Hygiene Theory.
Reinforcement and Expectancy Theory.
Applying Theory to Reality: Limiting Factors.
Building a Positive Work Climate.
Focus: The Individual.
Dealing with Security Needs.
Dealing with Social Needs.
Rewarding Your Employees.
Developing Your Employees.
Focus: The Job--Providing an Attractive Job Environment.
Putting the Right Person in the Right Job.
Making the Job Interesting and Challenging.
Focus: The Leader.
Setting a Good Example.
Establishing a Climate of Honesty.
Chapter 7: Teamwork, Teambuilding, and Coaching.
What Is a Team?.
Leading a Kitchen Team.
Leading a Restaurant Shift.
Three Ways to Influence an Informal Team.
Turning Groups into Teams.
Creating Successful Teams.
Characteristics of Successful Teams.
Total Quality Management.
How To Install a TQM Process.
Chapter 8: Employee Training and Development.
Importance of Training.
Need for Training.
Benefits of Training.
Problems in Training.
Who Will Do the Training?.
How Employees Learn Best.
Developing a Job-Training Program.
Establishing Plan Content.
Developing a Unit Training Plan.
Moving from Plan to Action.
Job Instruction Training.
Overcoming Obstacles to Learning.
Turnover and Retention.
Chapter 9: Performance Leadership.
Uses of the Job Description.
What a Good Performance Standard System Can Do.
In Recruiting and Hiring.
In Evaluating Performance.
In Your Job and Your Career.
Setting Up a Performance Standard System.
Defining the Purpose and Analyzing the Job.
Writing the Performance Standards.
Developing Standard Procedures.
Training Associates To Meet the Performance Standards.
Evaluating On-the-Job Performance.
Implementing a Performance Standard System.
How To Make a Performance Standard System Pay Off.
How a Performance Standard System Can Fail.
Essentials of Performance Evaluation.
Purpose and Benefits.
Steps in the Process.
Making the Evaluation.
Pitfalls in Rating Employee Performance.
The Appraisal Interview.
Planning the Interview.
Conducting the Interview.
Common Mistakes in Appraisal Interviews.
Legal Aspects of Performance Evaluation.
PART 4: MAINTAINING HIGH PERFORMANCE.
Chapter 10: Discipline and Employee Assistance Programs.
Essentials of Discipline.
Approaches to Discipline.
Advantages of the Positive Approach.
Shifting from Negative to Positive Discipline.
Adapting Discipline to the Situation.
Some Mistakes To Avoid.
Taking the Essential Steps.
Salvage or Terminate?.
The Termination Interview.
Employee Assistance Programs.
How To Make EAPs Work.
The Leaders Key Role.
Chapter 11: Health and Safety.
Legal and Government Regulation of Safety and Health Practices.
Occupational Safety and Health Administration.
Hazard Communication Standard.
Americans with Disabilities Act.
Workplace Injuries and Diseases/Illness.
Other Forms of Harassment.
AIDS and the Hospitality Worker.
PART 5: HUMAN RESOURCES LEADERSHIP.
Chapter 12: Conflict Management, Resolution, and Prevention.
What Is Conflict?.
The Main "Ingredients" of Conflict.
Common Causes of Conflict in the Workplace.
Conflict Resolution, How to Handle Conflict.
Alternative Dispute Resolution.
Chapter 13: Communicating and Delegating.
Good Communications and Their Importance.
Types of Communication.
The Communication Process.
Why Communication Is so Important.
Obstacles to Good Communication.
How the Communicators Affect the Message.
How Symbols Can Obscure the Meaning.
Problems in Sending the Message.
Problems in Receiving the Meaning.
Removing Obstacles to Communication.
Bad Listening Practices.
How To Listen.
Sending Clear Messages.
Getting Your Messages Accepted.
Making a Positive Impact.
Computer and Telephone-Aided Communications.
What Delegation Means.
Essentials of Delegation.
Benefits of Delegation.
Why People Resist Delegation.
Why Leaders Have Trouble Delegating.
Why Some Associates Won’t Accept Responsibility.
How to Delegate Successfully.
Conditions for Success.
Steps in Delegation.
Adapting Delegation To Your Situation.
Chapter 14: Decision Making and Control.
Elements in a Managerial Decision.
Approaches to Decision Making.
Rational Versus Emotional Decision Making.
Kinds of Decisions.
How to Make Good Decisions.
Defining the Problem.
Analyzing the Problem.
Developing Alternative Solutions.
Deciding on the Best Solution.
Action and Follow-Up.
Pattern for Solving Problems.
Participative Problem Solving.
Solving People Problems.
Win-Win Problem Solving.
Building Decision-Making Skills.