Management of Hospitality Human Resources: Theory and Practice for Maximizing Management and Employee Potential
Edition: 2
Copyright: 2016
Pages: 217
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The guiding principles in writing this book were to find a way to lower the cost of a Human Resources textbook, to reduce student study time while improving learning outcomes, and to increase the effectiveness of the instructor's efforts. Significantly less than half of most textbooks, sometimes less than one third, consists of the theory and practices of a subject. The remaining content focuses on examples and what are often referred to as bells and whistles—extra features that help market the textbook. Though there is nothing inherently wrong with examples and extra features, they increase the cost of textbooks, extend reading and study time and are generally not necessary for most hospitality students that have a reasonably good grasp of the industry because they are often already working in the field. Minimizing examples required clear and concise explanations of various concepts and the addition of hands-on, active learning techniques such as responding to review questions, students working on and presenting case studies and a human resource plan that uses foundational management principles to reinforce human resources theory and helps to tie everything together. Another benefit of focusing on theory over examples is that the brain can more effectively absorb a 20-page chapter than one of 50 pages. Finally, to ensure the lowest price possible, the author has forgone textbook royalties.
Management of Hospitality Human Resources: Theory and Practice for Maximizing Management and Employee Potential presents:
• A human resource management curriculum that increases both student learning and teacher effectiveness (the author was selected as faculty-of-the-year from over 1,000 full-time faculty)
• Review questions and learning outcomes to help reinforce key human resources concepts
• In-class case studies to help students learn how to apply important HR concepts, and to work on problem-solving and presentation skills
• A Human Resources Planning project provides students with experience in management practices, how to identify and solve HR challenges, and how to prepare an operable HR Plan
Chapter One: Making Human Resources Decisions
Understanding Human Resources Management
Major Functional Departments
Human Resources Impact Model
Who Makes Human Resources Decisions?
The Four Generic Responsibilities of Managers
Human Resources Planning
The Six-Step (Traditional) Problem-Solving Model
Functional Planning (An HR Plan)
Three Levels of Strategy
Strategic Aggression
Sustainable Competitive Advantage (SCA)
Decision-making Skills
Case Study 1.1: The Good and the Bad; The Symptom and the Cause
Case Study 1.2: Do You Have What It Takes to Be a Hospitality Manager?
Case Study 1.3: What Skills Are Companies Looking For?
Case Study 1.4 Human Resources Planning Exercise
Strategy Reviews (SR)
Chapter Two: Values, Morale, and Motivation
Values
Four Seasons Hotels and Resorts Corporate Values
Values and Their Influence on Beliefs, Attitudes, and Behavior
Mission Statement and Values
Four Seasons Hotels and Resorts Mission Statement
Social Responsibility and Values
Strategies Supportive of Corporate Values/Ethics
Questions for Resolving Ethical Dilemmas
Friendship and the Employee-Supervisor Relationship
Philosophies from the Office of Trammel Crow
Morale and Motivation
Concepts Associated with Motivation
Morale and Motivation Factors
Classic Motivation Theories
Case Study 2.1: Personal Problems of Hourly Employees
Chapter Three: Compensation, Benefits, and Incentives
Compensation Package
Base Compensation
Benefits
Incentives
Case 3.1: Developing a Compensation Package
Chapter Four: Employment Laws
Discrimination
The Civil Rights Acts of 1866, 1875, 1957, and 1960
The Fair Labor Standards Act (FLSA) of 1938
The Equal Pay Act of 1963
The Civil Rights Act of 1964
Sexual Harassment
Major Employment Laws Following the Civil Rights Act of 1964
Proving Discrimination and Defenses for Discrimination Charges
Affirmative Action
Diversity in the Workplace
Americans with Disabilities Act (ADA)
Case Study 4.1: Chef Williams Is Pregnant
Case Study 4.2: Sexual Harassment Role-Play
Case Study 4.3: Dealing with Diversity
Chapter Five: The Job Creation Process
The Job Creation Process
Job Analysis
Job Design
Job Description
Job Specifications
Work Flow
Case Study 5.1: Management Problems at the Mount Aspen Resort
Case Study 5.2: Duties and Tasks-Be Specific
Case Study 5.3: Poor Service at the Abby Rose Hotel
Chapter Six: Recruitment
Recruitment
Turnover
Recruitment Planning Decisions
Sources of Recruits
Selecting Recruiters
Evaluation of Recruiting Methods (Control)
Creating an Employee Schedule
Case Study 6.1: Recruitment Planning
Case Study 6.2: Recruitment Efforts for Potential Employers
Case Study 6.3: Creating a Schedule for the Front Desk
Chapter Seven: Selective Hiring
Selective Hiring
Selection Strategies
The Application
Background Checks
Interviews-First/Screening and Second/Final
Questions Not to Ask
Questions to Ask
Employment Tests
Ranking Applicants
Second/Final Interviews for Hourly and Management
Probation Period
Case Study 7.1: Managers' Favorite Interviewing Tactics
Case Study 7.2: Assessing Job Description Criteria
Case Study 7.3: Assessing Job Specification Criteria
Case Study 7.4: Interviewing Hourly Employees
Case Study 7.5: Good Question/Bad Question
Chapter Eight: Orientation
Overview of the Orientation Process
Orientation Program
Problems with Orientations
New Employee Paperwork
Orientation Checklist
Sample Employee Handbook
Welcome for New Employees
The Goals of the Business
The Five Responsibilities of an Employee
General Employee Policies
Optional Policies
Disclaimer
Case Study 8.1: Developing an Orientation Program
Case Study 8.2: Giving an Orientation
Chapter Nine: Training
The Basics of Training
Benefits of Training
Types of Training
Training Needs Assessment
Developing a Training Program
Job Analysis (what employees need to trained to do)
Training Methods
Schedule
Assessing Competence
Selecting a Trainer
Evaluate the Training Program (Control)
Case Study 9.1: Designing a Training Program
Chapter Ten: Performance Appraisals and Discipline
Performance Appraisals and Discipline
Reasons for Performance Appraisals
What Is Measured in a Performance Appraisal?
General Guidelines for Appraisals and Discipline
Bias in Performance Appraisals
Informal Performance Appraisal Basics
Formal Performance Appraisal Basics
Discipline
Basic Disciplinary Procedures
The Three (or Four) Tiered Disciplinary System
Case Study 10.1: Role-Play: Performance Appraisal
Case Study 10.2: Designing a Performance Appraisal System
Case Study 10.3: Compassionate Conservatism
Appendix
Human Resources Functional Plan Guidelines
(Course Project)
References
Allen Z. Reich, PhD. is an award-winning teacher and researcher with over 45 years of experience in teaching and management in the hospitality industry. Dr. Reich has worked his way from cook to chef, from unit to multi-unit (VP) management positions. Among his many accomplishments are being the Sous Chef at Green Pastures—a James Beard 100 best restaurants of the world, being a chef for private parties for Lady Bird Johnson at the LBJ Library, engineered the turnaround of corporate owned restaurants for Schlotzsky’s Sandwich Shops, and manager of the Night Hawk Steakhouse—a Texas institution and the highest volume steakhouse in the state. With undergraduate, masters and doctorate business and hospitality degrees, he understands both the theory and practical aspects of human resource management and is an industry consultant and expert witness for multi-million and billion dollar legal cases. He is a past president of the Northern Arizona University Faculty Senate and the faculty governing body for Arizona public universities, he held the faculty seat on the Arizona Board of Regents and was a member of the university president’s cabinet.
The guiding principles in writing this book were to find a way to lower the cost of a Human Resources textbook, to reduce student study time while improving learning outcomes, and to increase the effectiveness of the instructor's efforts. Significantly less than half of most textbooks, sometimes less than one third, consists of the theory and practices of a subject. The remaining content focuses on examples and what are often referred to as bells and whistles—extra features that help market the textbook. Though there is nothing inherently wrong with examples and extra features, they increase the cost of textbooks, extend reading and study time and are generally not necessary for most hospitality students that have a reasonably good grasp of the industry because they are often already working in the field. Minimizing examples required clear and concise explanations of various concepts and the addition of hands-on, active learning techniques such as responding to review questions, students working on and presenting case studies and a human resource plan that uses foundational management principles to reinforce human resources theory and helps to tie everything together. Another benefit of focusing on theory over examples is that the brain can more effectively absorb a 20-page chapter than one of 50 pages. Finally, to ensure the lowest price possible, the author has forgone textbook royalties.
Management of Hospitality Human Resources: Theory and Practice for Maximizing Management and Employee Potential presents:
• A human resource management curriculum that increases both student learning and teacher effectiveness (the author was selected as faculty-of-the-year from over 1,000 full-time faculty)
• Review questions and learning outcomes to help reinforce key human resources concepts
• In-class case studies to help students learn how to apply important HR concepts, and to work on problem-solving and presentation skills
• A Human Resources Planning project provides students with experience in management practices, how to identify and solve HR challenges, and how to prepare an operable HR Plan
Chapter One: Making Human Resources Decisions
Understanding Human Resources Management
Major Functional Departments
Human Resources Impact Model
Who Makes Human Resources Decisions?
The Four Generic Responsibilities of Managers
Human Resources Planning
The Six-Step (Traditional) Problem-Solving Model
Functional Planning (An HR Plan)
Three Levels of Strategy
Strategic Aggression
Sustainable Competitive Advantage (SCA)
Decision-making Skills
Case Study 1.1: The Good and the Bad; The Symptom and the Cause
Case Study 1.2: Do You Have What It Takes to Be a Hospitality Manager?
Case Study 1.3: What Skills Are Companies Looking For?
Case Study 1.4 Human Resources Planning Exercise
Strategy Reviews (SR)
Chapter Two: Values, Morale, and Motivation
Values
Four Seasons Hotels and Resorts Corporate Values
Values and Their Influence on Beliefs, Attitudes, and Behavior
Mission Statement and Values
Four Seasons Hotels and Resorts Mission Statement
Social Responsibility and Values
Strategies Supportive of Corporate Values/Ethics
Questions for Resolving Ethical Dilemmas
Friendship and the Employee-Supervisor Relationship
Philosophies from the Office of Trammel Crow
Morale and Motivation
Concepts Associated with Motivation
Morale and Motivation Factors
Classic Motivation Theories
Case Study 2.1: Personal Problems of Hourly Employees
Chapter Three: Compensation, Benefits, and Incentives
Compensation Package
Base Compensation
Benefits
Incentives
Case 3.1: Developing a Compensation Package
Chapter Four: Employment Laws
Discrimination
The Civil Rights Acts of 1866, 1875, 1957, and 1960
The Fair Labor Standards Act (FLSA) of 1938
The Equal Pay Act of 1963
The Civil Rights Act of 1964
Sexual Harassment
Major Employment Laws Following the Civil Rights Act of 1964
Proving Discrimination and Defenses for Discrimination Charges
Affirmative Action
Diversity in the Workplace
Americans with Disabilities Act (ADA)
Case Study 4.1: Chef Williams Is Pregnant
Case Study 4.2: Sexual Harassment Role-Play
Case Study 4.3: Dealing with Diversity
Chapter Five: The Job Creation Process
The Job Creation Process
Job Analysis
Job Design
Job Description
Job Specifications
Work Flow
Case Study 5.1: Management Problems at the Mount Aspen Resort
Case Study 5.2: Duties and Tasks-Be Specific
Case Study 5.3: Poor Service at the Abby Rose Hotel
Chapter Six: Recruitment
Recruitment
Turnover
Recruitment Planning Decisions
Sources of Recruits
Selecting Recruiters
Evaluation of Recruiting Methods (Control)
Creating an Employee Schedule
Case Study 6.1: Recruitment Planning
Case Study 6.2: Recruitment Efforts for Potential Employers
Case Study 6.3: Creating a Schedule for the Front Desk
Chapter Seven: Selective Hiring
Selective Hiring
Selection Strategies
The Application
Background Checks
Interviews-First/Screening and Second/Final
Questions Not to Ask
Questions to Ask
Employment Tests
Ranking Applicants
Second/Final Interviews for Hourly and Management
Probation Period
Case Study 7.1: Managers' Favorite Interviewing Tactics
Case Study 7.2: Assessing Job Description Criteria
Case Study 7.3: Assessing Job Specification Criteria
Case Study 7.4: Interviewing Hourly Employees
Case Study 7.5: Good Question/Bad Question
Chapter Eight: Orientation
Overview of the Orientation Process
Orientation Program
Problems with Orientations
New Employee Paperwork
Orientation Checklist
Sample Employee Handbook
Welcome for New Employees
The Goals of the Business
The Five Responsibilities of an Employee
General Employee Policies
Optional Policies
Disclaimer
Case Study 8.1: Developing an Orientation Program
Case Study 8.2: Giving an Orientation
Chapter Nine: Training
The Basics of Training
Benefits of Training
Types of Training
Training Needs Assessment
Developing a Training Program
Job Analysis (what employees need to trained to do)
Training Methods
Schedule
Assessing Competence
Selecting a Trainer
Evaluate the Training Program (Control)
Case Study 9.1: Designing a Training Program
Chapter Ten: Performance Appraisals and Discipline
Performance Appraisals and Discipline
Reasons for Performance Appraisals
What Is Measured in a Performance Appraisal?
General Guidelines for Appraisals and Discipline
Bias in Performance Appraisals
Informal Performance Appraisal Basics
Formal Performance Appraisal Basics
Discipline
Basic Disciplinary Procedures
The Three (or Four) Tiered Disciplinary System
Case Study 10.1: Role-Play: Performance Appraisal
Case Study 10.2: Designing a Performance Appraisal System
Case Study 10.3: Compassionate Conservatism
Appendix
Human Resources Functional Plan Guidelines
(Course Project)
References
Allen Z. Reich, PhD. is an award-winning teacher and researcher with over 45 years of experience in teaching and management in the hospitality industry. Dr. Reich has worked his way from cook to chef, from unit to multi-unit (VP) management positions. Among his many accomplishments are being the Sous Chef at Green Pastures—a James Beard 100 best restaurants of the world, being a chef for private parties for Lady Bird Johnson at the LBJ Library, engineered the turnaround of corporate owned restaurants for Schlotzsky’s Sandwich Shops, and manager of the Night Hawk Steakhouse—a Texas institution and the highest volume steakhouse in the state. With undergraduate, masters and doctorate business and hospitality degrees, he understands both the theory and practical aspects of human resource management and is an industry consultant and expert witness for multi-million and billion dollar legal cases. He is a past president of the Northern Arizona University Faculty Senate and the faculty governing body for Arizona public universities, he held the faculty seat on the Arizona Board of Regents and was a member of the university president’s cabinet.