Hospitality Human Resources Management and Supervision: Final Exam Notes – Flashcards

Establishes guidelines for recruiting, hiring, and promoting women, qualified minorities, persons with disabilities, covered veterans to eliminate the present effects of past employment discrimination. Employer must analyze current employment practices and the makeup of its workforce for any indications that women and minorities are excluded or disadvantaged. Employers with 50 or more employees and contracts with federal government of at least $50,000 must prepare and maintain an AAP Plan.

Barriers are the following: -Word Meaning -Jargon -Gestures -Cultural Differences -Assumptions -Fixed Ideas -Opinions -Distracting Workplace Additional Common Pitfalls: -Failure to Plan -Uncertain Purpose -Forgetting the Audience -Using incorrect language

Are employment practices that would constitute discrimination toward certain individuals, but because they are related to an essential job function and reasonably necessary for the normal operation of the business they are permissible. Ex.Women's restroom attendant.

*Involves informal efforts to improve job performance. Coaching Process: 1. Compare actual performance to expected performance 2. Reinforce positive performance/Correct negative performance 3. Practice ongoing coaching *A second additional coaching session my be needed to correct problem. *If coaching reveals employee does not want to do task, the manager may decide to move from coaching to progressive discipline efforts. Coaching Principles: 1. Be tactful when providing correction. 2. Emphasize the positive. 3. Demonstrate and review appropriate procedures. 4. Explain reasons for changes. 5. Maintain open communications with staff members. 6. Conduct discussions of negative behavior in private. 7. Evaluate work by comparing performance against standards.

COBRA: gives workers who lose health insurance benefits the right to continue group health benefits for limited periods under certain situations. Separation Checklist: lists of activities to be completed for employees who are leaving the organization. Example following: 1. Accrued vacation or sick leave calculated and paid according to policy. 2. Employee reference release signed. 3. COBRA information provided. 4. Company property returned. 5. Verification of emergency contact information or address. 6. Final paycheck received.

Documents used by managers to record information about what has happened during a shift and share it with the managers of future shifts. -Help managers communicate across shifts so the operation runs smoothly. -Capture information that can help show patterns and identify problems. -Capture information to help protect the operation from liabilities. Three types of communication logs are in common use: 1. Dining manager's log 2. Banquet and catering log 3. Manager's log

Master Schedule steps to plan, manage, and evaluate employee work schedules: 1. Determine budgeted labor cost 2. Create master schedule 3. Develop sales, service, production, and quality goals 4. Assign individual responsibilities 5. Develop a crew schedule 6. Distribute and adjust the crew schedule 7. Monitor employees during shifts 8. Analyze after-shift labor information 9. Monitor weekly labor costs and adjust as necessary Purposes of the Master Schedule: 1. Helps ensure the correct number of waged employees in position will be available so customers will receive prompt, efficient service and properly prepared food. 2. Helps in planning waged labor expenses to meet budget goals. Point to notice on Master Schedule: 1. Indicates the waged hours needed for persons in specific positions. 2. Indicates each hour that waged employees in a position must work. 3. Indicates waged hours will be scheduled for this shift and the estimate total wage cost. *Analyzing sales history information is important because what has occurred in the past is likely to occur in the future which is important when preparing Crew Schedule. Sales Forecast: Factors that may influence customer counts: 1. Holidays 2. Seasonal adjustment 3. Advertising and promotions 4. Community activities 5. Economy

Employees learns how to do work normally done by someone in a different position, and programs available from human resources departments in large businesses.

The trainee will want to know if they meet standards after training. Training evaluation covers every training objective. -Validation of training: comparing training content and evaluation methods to the actual job of an employee who can do the work. -Evaluation can also be used to recognize trainers as certified to teach specific subjects--a qualified trainer has a thorough knowledge of and skills necessary to do the tasks addressed. Step 1: Determine Training Needs -Observe work performance -Receiving input from employees and customers -Making inspections -Analyzing information -Conducting exit interviews Step 2: Develop Training Plan and Training Lessons 1. Develop the lesson's objective 2. Determine how to provide knowledge and skills to meet objectives 3. Consider topic sequence 4. Select the training method 5. Consider time requirements for each topic 6. Identify training resources 7. Evaluate and revise the training lesson 8. Consider the evaluation method Step 3: Four-Step Training Method 1. Preparation 2. Presentation 3. Practice 4. Performance

Government Mandated Benefits: -FMLA-Family Medical Leave Act -COBRA-Healthcare coverage after termination(Consolidated Omnibus Budget Reconciliation Act) -USERRA-Military leave(Uniformed Services Employment and Reemployment Rights Act) -Social Security-fedral pension -Worker's Compensation-employee injured on job Other Benefits and abbreviations: -FSA (Flexible spending accounts) -HSA (Health savings accounts) -Health care plans--HMO & PPO -COBRA -EPA (Employee assistance) Pension Plans: -Defined Benefit-employee guaranteed certain payments on retirement. -Defined Contribution-certain payments will be made in an account owned by employee--ex. 401k, 403b, IRA or Koegh plan

Provides counseling and other services to help employees deal with a wide range of problems that hinder their ability to function effectively at work: -Dependence or abuse-alcohol, chemical, gambling or tobacco -Domestic violence -Emotional issues-depression, low self-esteem & personal problems -Financial problems -Literacy issues -Martial, family, or relationship problems -Stress from any source

In reality, supervisors cannot motivate their employees; motivation must come from within each person. Maslow's hierarchy of needs states that people have five needs that typically arise in a certain order: 1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-Actualization Role Models: -Requires a commitment to doing the right thing all the time. -Inspires employees and communicates the importance of desired behaviors and attitudes. -Follow establishments policies without exception

Employment Cycle: 1. Find sources of potential employees 2. Recruit potential employees 3. Screen applicants 4. Hire employee 5. Orient employee 6. Supervise, develop, train, evaluate and reward employee 7. Employment ends 8. Need for additional employees

Provides job information to applicant and position about the position and the operation. Interview Screening Process: 1. Background Information 2. Job Interest and Experience 3. Self Perception 4. Work Attitude and Personality Information 5. General Determining finalist: 1. Based on assessment of the applications and interviews 2. Compare information from sources with knowledge of the establishment's culture, possible fit of the candidate with current staff, and each applicant's abilities to perform the job's essential functions. 3. Candidates may be asked to continue with screening process--involving applicant tests, reference and background checks. Drug Tests: -Some operation perform routinely as part of hiring process. -Must be equally and fairly implemented for all not just selected few. -May be legal restrictions under federal or state law.

Used to learn about employees concerns, reasons for leaving and suggestions about improving the company. Reasons for interview: -To determine the real reason an employee is leaving and to retain a desirable employee whenever possible. -To discover any grievances the employee may have regarding work conditions so that corrective action can be taken. -To retain goodwill of the employee and his/her family and friends toward organization. -To learn about any difficulties the employee may have had with his/her manager. Information can be helpful in may ways: -Reducing turnover -Developing procedures to improve employee's work experiences. -Identifying any broad employee-related issues that should be addressed. -Assisting the departing employee's manager with developmental needs, is necessary. -Improving the effectiveness of general management practices. -Identifying and addressing any problems with a department or the organization. Two approaches to interview: 1. Unstructured interview 2. Structured interview Three Basic questions to use: 1. Open-ended 2. Close-ended 3. Multiple-choice

Establishes minimum wage, overtime pay, record-keeping, and child labor standards--affect full-time and part-time workers in private sector.

Health codes: local laws designed to ensure food safety. Food Code: Federal government's recommendations for food service regulations to prevent food borne illnesses. HAACP: System focuses on identifying specific points within the flow of food that is essential for preventing, eliminating, or reducing a biological, chemical, or physical hazard to safe levels. Food Safety Management: A group of programs and procedures designed to control hazards throughout the flow of food. Flow of Food: 1. Purchasing 2. Receiving 3. Storing 4. Preparing 5. Cooking 6. Holding 7. Cooling 8. Reheating 9. Serving

Employee Illness or Disability 1. Employee sick but nothing about health--Response Don't ask about symptoms not related to food handling--ADA 2. Food handler with sore throat--Response If high risk exclude employee if not restrict employee--FDA Food Code 3. Food handler with vomiting, diarrhea, jaundice--Response Exclude from establishment, for vomiting diarrhea have to be symptom free for 24 hours or obtain medical release--FDA Food code 4. Food handler with illness(samnonella, shigella, e coli, hep a or norovirus)--Response Exclude from establishment, notify regulatory agency, work with medical practitioner to determine when employee can return 5. Employee discloses a disability--Response Keep info confidential, ask about restrictions, don't ask for diagnosis, document accommodations made--ADA 6. Employee request reasonable accommodations under ADA--Response document request, keep information confidential--ADA

Unwelcome conduct based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability, or genetic information.

Is a atmosphere that is characterized by unwanted sexually demeaning or intimidating behaviors in which a person is treated poorly and feels uncomfortable--offensive jokes etc.

Job Description contains several components: 1. Job identification information 2. Position manager 3. Job summary 4. Duties 5. Position requirements 6. Job setting 7. Publication information Job Specification document identicates the personal requirements such as skills and abilities that are required to successfully perform tasks in a position

Leadership Styles: 1. Autocratic-Do it my way 2. Bureaucratic-Do it by the book 3. Democratic-Let's determine the best way 4. Laissez-faire-Do it the way you want to do it

Government Mandated Benefits: -FMLA-Family Medical Leave Act -COBRA-Healthcare coverage after termination(Consolidated Omnibus Budget Reconciliation Act) -USERRA-Military leave(Uniformed Services Employment and Reemployment Rights Act) -Social Security-fedral pension -Worker's Compensation-employee injured on job

Maslow's hierarchy of needs states that people have five needs that typically arise in a certain order: 1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-Actualization

Planning Orientation Programs ****Use of Orientation Checklist 1. Time frame 2. Content and Structure --Probationary Period 3. Materials and Resources --New Hire Packet 4. Trainers and contributor --Orientation buddie

Purpose to ensure safe working conditions and prevent workplace injuries. 1. Bloodborne Pathogen Standard Requirements: Employers must do to protect workers who can reasonably be anticipated to come into contact with blood or potentially infectious materials as result from doing their job. -Must have a designated first-aid provider -Preventative Measures: --1. Exposure control plan --2. Vaccinations --3. Training --4. Personal protective equipment If exposed following actions: --1. Hepatitis B vaccination --2. Medical evaluation --3. Record keeping Hazard Communication Standard Requirements (Protect employees from physical hazards.) 1. Determine who will be HAZCOM coordinator for establishment 2. Develop a written plan describing how they will meet OSHA regulations of the HCS in establishment 3. List of chemicals the requires MSDS should be identified 4. HAZCOM coordinator should determine whether program managed in-house or outsourced 5. Employees should be trained during orientation and on going basis about properly use all chemicals required on the job 5. HAZCOM coordinator should ensure that MSDSs are current for all chemicals, and they should be available in the languages spoken by employees

A designated person, department, or company that is responsible for handling administrative tasks for group plans

Four Step Training Method: Consists of the following steps: Preparation, Presentation, Practice and Performance Principles of Training: 1. Content based on job guidelines 2. Clearly stated learning objectives 3. Qualified and thoroughly prepared trainers 4. Sufficient practice 5. Effective training evaluation

Experience, training, and education provided to help employees do their current jobs better and prepare them for other positions. Process: Step 1-Establish Goals Step 2-Select Development Method Step 3-Evaluate, Approve, and Implement Plan Step 4- Monitor Progress Step 5-Evaluate Plan Step 6- Successful--Not Successful Step 7-Celebrate Success Step 8-Maintain Success

Methods: 1. Cross-training 2. Delegating 3. Mentoring Additional Methods: 1. Apprenticeship 2. Coaching 2. Informal learning 3. Job rotation 4. On-the-job training 5. Outside training and education 6. Self-study 7. Special project 8. Temporary Assignment

Reasons for the improvement of skills: 1. Have basic skills but can improve productivity with advance skills(knowlege or skill gap: a difference between the knowlege or skills an employee already has and those that are needed.) 2. Assigned a new job that requires additional skills 3. Changes such as new tasks, procedures, or equipment 4. Want to qualify for a different job requiring different or additional skills 5. New requirements have been mandated by upper management or the government

*Series of corrective actions that assist an employee in improving performance by bringing it up to established standards. Common Steps in Progressive Discipline:(Document each conversation and interview with employee throughout process and give copy of report to employee) 1. Oral Warning 2. Written Warning 3.Probation 4. Performance review--If no improvement then begin termination process 5. Termination process --1. Identify cause --2. Ensure proper documentation has been completed --3. Obtain necessary approvals--legal, hr, management --4. Assemble termination package document and info --5. Conduct termination meeting with third party --6. Ensure employee surrenders company property and received personal property --7. Make adjustment to security as needed

EEOC: Federal agency that enforces employment discrimination laws related to age, sex, race, national origin, disability, creed and religion

Internal -Current employees -intranet -bulletin boards -newsletters External -culinary schools -other school programs -student organizations -fed, state and local agencies -business organizations -state and local chamber of commerce -community organizations -private employment agencies -temporary employment agencies -welcome organizations -former employees -past applicants -heath clubs -local sports teams -not-for-profit organizations -churches -local hospitality organizations -unions -competitors -internet based job databases -suppliers and salespersons

Compare direct and indirect recruiting costs with number and sometimes quality of applicants Informally which activities have produced the right kind of applicant. Assessments based on intuition and some evidence from observation Networking may produce the best candidates from employees.

Personnel File: -Job application -Cover letter and resume -Competency or assessment test results -Interview evaluation forms -Signed employment letter or contract -Job description -Educational transcipts -Copies of certificates -Letter of reference, or notes of reference checks done by telephone -Signed W-$ form and state and local tax forms -Copy of driver's license -Proof of automobile insurance -Test results from screen process -New hire checklist -Orientation checklist

1. Using a standard application form for all employees in all departments with false information clause. 2. Using I-9 form to verify legal right to work 3. Use of standard list of questions for interview for each candidate 4. Provide company information through pamphlets, menu and website 5. Determine what applicant tests are needed 6. Background checks for each candidate 7. Note to unsuccessful candidates that job has been filled and will keep their information on file for future vacancies.

Separation Checklist: lists of activities to be completed for employees who are leaving the organization. Example following: 1. Accrued vacation or sick leave calculated and paid according to policy. 2. Employee reference release signed. 3. COBRA information provided. 4. Company property returned. 5. Verification of emergency contact information or address. 6. Final paycheck received.

Serving Alcohol Responsibly 1. Legal age to drink (21) in all 50 states 2. Legal age to serve must be 21 3. Legal age to enter establishment 4. Serving intoxicated guests 5. Serving a pregnant guest illegal to deny 6. Hours and type of service 7. Happy hours and other promotions 8. Certification to serve

Two types of harassment: 1. Quid pro quo 2. Hostile environment Preventing a Hostile Environment: 1. Help employees understand what is sexual harassment is, how to avoid it and how to deal with it 2. Encourage open communication 3. Set an example by following company policies and demonstrating appropriate behavior 4. Look for signs of harassment in the operation 5. If observed, promptly enforce policies in a fair and equitable manner Addressing claims: 1. Alleged victim should report the complaint to direct supervisor. 2. Complaints investigated by victims supervisor 3. Complaint processed in accordance to local and state laws following company policy 4. Employees should not discuss the situation with other employees 5. If necessary, change work schedule for either party 6. Always include third party to witness the interview 7. When investigation is complete consult with HR on next action

Work procedures that explain what employees must know and do when they perform the work specified in their job descriptions -Standard: A requirement of the level of quality, speed, food safety, or hospitality that employees should demonstrate

1. Using a standard application form for all employees in all departments with false information clause. 2. Using I-9 form to verify legal right to work 3. Use of standard list of questions for interview for each candidate 4. Provide company information through pamphlets, menu and website 5. Determine what applicant tests are needed 6. Background checks for each candidate 7. Note to unsuccessful candidates that job has been filled and will keep their information on file for future vacancies.

Tipped Employees: May be paid a lower cash wage when their tips are enough to ensure the basic minimum wage is met. (Tips of $30 per month) Exempt Employees: Not required to receive extra pay for overtime--working over 40 hours in a week. Non-Exempt Employees: Are required to receive extra pay for overtime--working over 40 hours a week with a rate 1.5 times pay

Transition to Supervisor: 1. Changing the focus 2. Managing employee relationships 3. Gaining experience

Operations with uniforms or dress code requirements often provide uniforms or reimburse employees in part or in full for the cost

Labor Union: Organizations designated by employees to negotiate their employment terms such as wages, benefits, discipline, and job security Grievances: Complaints filed against an employer for breaking terms of the labor contract Strike: An order to all union members at one or more locations to stop working Collective bargaining: Renegotiation of terms of the contract between company and union representatives--arbitrators and mediators are sometime used

Violence or the threat of violence against workers Preventing Workplace violence: 1. Provide safety education for employees to know what conduct is not acceptable, what to do and how to protect themselves 2. Secure the workplace 3. Provide drop safes to limit the amount of cash on hand 4. Instruct employees to not enter to location if they feel unsafe.

Is a federal law that sets minimum standards for pensions in private industry

Protect employees from physical hazards.

Exempt Employees: Not required to receive extra pay for overtime--working over 40 hours in a week. Non-Exempt Employees: Are required to receive extra pay for overtime--working over 40 hours a week with a rate 1.5 times pay

W-2: A United States federal tax form issued by employers and stating how much an employee was paid in a year. W-4: Used for tax withholding purposes I-9: A document stating that an employee is legally able to work in the U.S., to be completed before beginning work and being placed on the payroll

Regulations that hold a server and an establishment responsible for the actions of those they have served, also called third-party liability laws.

Make it illegal for an employer to discriminate with respect to hiring, firing, or recruitment or referral for a fee, based on an individual's citizenship or immigration status

A law the protects qualified individuals with disabilities from discrimination in the job application and hiring process as well as other terms conditions and privileges of employement

Personnel File: -Job application -Cover letter and resume -Competency or assessment test results -Interview evaluation forms -Signed employment letter or contract -Job description -Educational transcipts -Copies of certificates -Letter of reference, or notes of reference checks done by telephone -Signed W-$ form and state and local tax forms -Copy of driver's license -Proof of automobile insurance -Test results from screen process -New hire checklist -Orientation checklist Worker's Comp File:

FLSA 14 and 15 year old work schedule: -Non-school hours -Three hours on a school day -Eighteen hours in a school week -Eight hours on a non-school day -Between 7 am to 7 pm., except from June 1 through Labor Day, when nighttime work hours are extended to 9 pm.

Stereotype: A belief about particular groups that assumes all members of that group are the same. Prejudice: A general attitude toward a person, group, or organization based on judgments unrelated to abilities or reality, also called bias.

Purposes of the Master Schedule: 1. Helps ensure the correct number of waged employees in position will be available so customers will receive prompt, efficient service and properly prepared food. 2. Helps in planning waged labor expenses to meet budget goals. Point to notice on Master Schedule: 1. Indicates the waged hours needed for persons in specific positions. 2. Indicates each hour that waged employees in a position must work. 3. Indicates waged hours will be scheduled for this shift and the estimate total wage cost.

1. Set Pay Rates --Analyze labor needs --Research wage rates --Determine market position 2. Control Overtime --Overtime needed ---1. Unforeseen needs due to emergencies or unplanned business ---2. Employees must be trained ---3. Coverage for time vacations and time off