We use cookies to give you the best experience possible. By continuing we’ll assume you’re on board with our cookie policy

Statement of the Problem

This researcher finds the necessity for a study that specifically investigates major issues relating to employee turnover.

GET EVEN A BETTER ESSAY WE WILL WRITE A CUSTOM
ESSAY SAMPLE ON
Human Resources Management TOPICS SPECIFICALLY FOR YOU

Aims and Objectives

The objective of this study is to identify the reasons behind employee turnover.  It will also attempt to identify what strategy is needed lessen employee turnover.  Specifically, the aims are:

  1. To determine the HRD strategy within the context of employee motivation, compensation and job satisfaction in the company.
  2. Give an overview to workers, the nature of occupation, the costs in hiring a new employee and the perceived contributions of a top-skilled worker as well as the effects of resignation of a worker to the firm.
  3. Discover how workers are compensated and satisfied.  Study labor turnover in the company and derive the general retention procedure for workers.
  4. Identify the employee issues that concern work satisfaction.
  5. Synthesise data and determine if the strategy used is applicable and adequate for an organization to retain its talents and identify the reason behind employee turnovers.

Background of the Study

Employees or workers are generators of every business. Without them, an organization or a business will not function well. Their roles are very vital because they perform every duty required for the success of the organization. The owner cannot make a business grow all by himself. Employees are needed to ensure that different tasks are being given focus and that the business operations function with ease and mobility. Thus, employees especially those who are considered top-skilled and dedicated should be treasured and taken care of.

Top-skilled and dedicated employees are hard to find, and sometimes it takes a considerable amount of time just to find one. Actually, employees should also be valuable for their values and loyalty to the organization. However, ironic as it may seem, these types of employees are not willing to share their skills for nothing. This is the problem that most business organizations currently confront. Given the different types of motivational approaches, innovative compensation schemes and benefits, high turnover rate was still apparent to some businesses today.

Actually, it is the task of the Human Resources Department to not only attract, develop talented and dedicated employees but also retain them.  Basically, the capability of business to get, train, and retain a capable workforce will be a vital aspect in developing a successful organization (McGee, M. K. 2005; p. 48).  Human Resource Managers have what it takes to meet a “high-performing organization” and meet success amidst a “global, dynamic, and continuously changing competitive environment” (Sims, 2002, pp. 2).

The retention of a firm’s employees and evaluation of turnover rate is already tantamount to a competitive advantage amidst a turbulent time.  Thus, it is vital to identify the reasons behind high turnover rate in most businesses.

Variables and Hypotheses of the Study

For this proposal, the independent variables are classified into two categories i.e. job satisfaction and job motivation strategies of employees. On the other hand, the dependent variables are the classified reasons of employee turnover in a company. Thus, this paper attempts to validate the following hypothesis:

  • There is a significant relationship between job satisfaction and employee turnover.
  • Job motivation strategies of the HRD has significant impact employee turnover.

Operational Definitions and Measurements

For this research proposal, the researcher will gather data, collate published studies from different local and foreign universities and articles from social science journals; and make an analysis of the collected documentary and verbal material in order to support the results independent variables measurements.  Basically, the variables will be measured using survey and interviews. Afterwards, the researcher will summarize all the information, make a conclusion based on the hypotheses posited and provide insightful recommendations on the learning on employee turnover.

Research Design and Methodology

For this study, a descriptive type of research method will be used. The descriptive research method uses observation and surveys. In this method, it is possible that the study would be cheap and quick. It could also suggest unanticipated hypotheses. Through this method, it permits a flexible and iterative approach. On the other hand, during data gathering the choice and design of methods are constantly modified, based on ongoing analysis. This permits research of significant questions and new issues as they arise, and permits the researchers to crash down idle areas of study from the original plan.

For validation purposes, the researcher will initially submit a sample of the set of survey questionnaires and after approval; the survey will be conducted to five respondents.  After the questions were answered, the researcher will ask the respondents for any suggestions or any necessary corrections to ensure further improvement and validity of the instrument.  The researcher will again examine the content of the interview questions to find out the reliability of the instrument.  The researchers will eliminate unrelated questions and will modify words that seem to be difficult to understand by the respondents into simpler terms.

Sampling

The general population for this study will be composed of those who respond to the questionnaire and interview. Sixty (60) respondents that are composed of managers, staff, administrators, and personalities are given the survey questionnaires. The researcher shall also provide interviews to ten (10) respondents. The simple random sampling method will be used for this study.

Instrumentation

The subjects will fill out the survey questionnaire prepared by the researcher. On the other hand, another set of questionnaires will be created for the managers’ interview. Actually, using a Likert scale (Creswell, 2001; p. 53), with a five-response scale, the subjects will be given five response choices.

Data Collection and Ethical Consideration

The researcher opted to use the questionnaire as a tool since it is easy to construct having the rules and principles of construction are easy to follow. Moreover, copies of the questionnaire could reach a considerable number of respondents either by mail or by personal distribution. Generally, responses to a questionnaire are objectified and standardized and these make tabulation easy. Basically, the interviewer didn’t influence the responses of the subjects and they make sure that these responses are of their own free will. This is one way to avoid biases, particularly the interviewers’ bias. The researcher will also use graph and charts for data presentation.

Data Analysis

In order to correctly interpret the data in such a way that its result will reflect what the study originally intends to show then the researcher must employ the correct and accurate way of data analysis. The method of data analysis then chosen for this study is through grouping the answers by category, then allowing them to be tabulated and analysed through percentages. Tables may be used to present these findings in order to show the raw data tabulations and the percentage of people per category has chosen to answer the same. The researcher will be assisted by the SPSS in coming up with the statistical analysis for this study.

Conclusions, Interpretations and Recommendations

For this research proposal, it shows a simplified explanation on how the research took place as well as explains the different stages it underwent. This research study has a broad range of topics regarding the reason behind employee turnover. Even though the focal idea is on the respondents’ perception, other concerns such as the respondents’ needs and other general information about business development are discussed. This research attempts to validate that there is a significant relationship between job satisfaction and employee turnover and determine if job motivation affects employee turnover.

The outcome of this study is limited only to the data gathered from books and journals about procurement strategies and business development and from the primary data gathered from the result of the questionnaire survey and interview conducted by the researcher. Basically, background of the study presented several issues that only emphasises and stresses the need for a study in determining the reason behind turnover among workers.  So far, it is hoped that fruitful recommendations will be formed in this study in order to stop or lessen the issues of employee turnover among firms.

References:

Creswell, J.W. (2001). Educational research: Planning, conducting and Evaluating quantitative and qualitative research. OH: Merrill/Prentice-Hall. pp. 45-61.

McGee, M. K. (2005). “Retention Tension.” InformationWeek, #1063, pg. 49-56.

Sims, R.R. (2002). Organisational Success through Effective Human Resources Management.  Connecticut: Quorum Books. p. 2. 

Share this Post!

Send a Comment

Your email address will not be published.

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: ( ( ( ( ( Poor Average Excellent 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 * Trades unions, professional bodies and industrial tribunals Depending on the size of the establishment these functions may carried out by a personnel department, a small group of people or an individual. INDUCTION This is the progress of integrating a new person into an organization or team. When people have been appointed to a job, new staff need to be given a short training time aiming at making them familiar with: 1. Company policies 2. Company rules and procedures 3. An overview of the company’s activities 4. The range of products or services 5. The structure and organizational systems 6. Introductions to the employee’s immediate colleagues Induction is not something that takes place on the first morning of a new job; it can be a relatively long process, with some people taking many weeks to settle in. This is because every job has two parts to it. First there is the work itself and second there are all the peripherals to the job including conditions and social contacts. RECORDS It should be useful for the company apart from the basic details and wage records who is a legal requirement to have a database with information relating to the employees. PERFORMANCE ASSESMENT AND APPRAISAL It is very important that the workforce is able to meet the demands and expectations of the organization, and that they achieve the levels of performance the company requires. Therefore it is also important that people know what the company is aiming for, but these aims should be broken into segments and delegated to the appropriate sections or teams. This means that supervisors will be expected to set goals at which individuals should aim. Inherent in this is the constant monitoring and evaluation process of people to ensure that they are working to their potential. From a properly conducted appraisal programme an employer should obtain the following: 1. An analysis of training needs which enables individual and group training programs to be produced. 2. A succession plan and management development programme that earmarks individuals for promotion and identifies their particular development needs. 3. A reasonable objective basis for salary review. 4. Improved communications. The individual also benefits by knowing: a) How he or she stands and what help is to be given to improve performance. b) What his or her career prospects are. There are three main steps in conducting appraisals correctly: (i) Having an up-to-date and objective job description, and performance targets. (ii) Comparing the person’s performance with the job description and targets. (iii) Communicating and discussing the supervisor’s and the person’s views regarding his or her performance, and the recording of both the supervisor’s and the subordinate’s views. DISCIPLINARY AND GRIEVANCE PROCEDURES Under the employment legislation there is a wide range of legal responsibilities to provide employees with fair and just conditions of employment and safeguards against unfair dismissal and discrimination. This procedure should ensure that any disciplinary action is not taken until the case has been thoroughly investigated and that employees are not dismissed for a breach of discipline, except in the case of gross misconduct (such as theft, etc.). There should be a system through which employees are told if a complaint has been against them and they should be given the opportunity to state their case before any decision is made. The employee should have the right to be accompanied by a ‘friend’ (either a trade union representative or fellow employee) when stating his or her case. The procedure should also ensure that the employee knows the penalties that can be imposed and informed of the appeals mechanism. The contents of a disciplinary code should include reference to areas which cause genuine disruption to the smooth running of the firm. Hopefully your list includes some of the following areas: * Persistent lateness * Absenteeism * Violation of health, safety and welfare regulations * Theft * Smoking in prohibited areas * Drinking on duty * Fighting or abusive behavior The seriousness of each of these will vary in terms of the number of times the action is committed and in relation to the situation in which it was committed. TRADES UNIONS, PROFESSIONAL BODIES AND INDUSTRIAL TRIBUNALS There isn’t a union who is representing the catering industry due to the fact that the industry is large and diverse and people are constantly gaining employment with new establishments or changing responsibilities within existing ones. The only unions that made efforts to represent the industry is the Transport and General Workers Union (TGWU) and the General and Municipal Workers Union (GMWU). The principal association for the hospitality and catering industry is the HCIMA – the Hotel Catering and Institutional Management Association. While the Association is best known for its educational work, it provides a wealth of information about all aspects of the industry through a handbook which is updated annually. The association also provides publications, advisory services, meetings, conferences and lectures to both industry and its members. The function of the industrial tribunals is to provide an informal and speedy method for employees to enforce their rights against employers for breach of some Acts including: * Health and Safety at Work Act 1974 * Sex Discrimination Act 1975 * Race Relations Act 1976 * Employment legislation For most situations, the tribunal will be made up of a chairperson and two other members. The chairperson must have a barrister, advocate or solicitor for at least seven years. The other two members are appointed by the Secretary of State for Employment from lists proposed by the Confederation of British Industry, (CBI – an employers’ organization) and the Trades Union Congress (TUC – an employees’ organization). These can be appeals against the tribunal’s decision (on a point of law). CRISP ENERPRISE LTD. HANDBOOK OF WORK STANDARDS AND PERFORMANCE OF STAFF Checklist for induction programmes: 1. DOCUMENTATION Name Address Tel. No. Are the following points Next of kin Name Address covered? Tel. No. National Insurance no. P45 Bank address 2. INFORMATION Wages/Pensions/Insurance/ Are the following Personnel/Training/etc. departments informed? 3. TERMS OF EMPLOYMENT Hours of duty/Meal breaks/Days off/ Are the following explained Method of calculating pay/Holiday arrangements and understood? Sick leave/Pension scheme.Grievance procedures Rights regarding trade unions and Staff Assoc. Additional benefits such as group Insurance rates or other discounts. 4. HISTORY AND ORGANIZATION Origin and development of the organization. Are the following explained and Present situation understood? Objectives. 5. ESTABLISHMENT/ Layout of establishment including toilets, ORGANIZATION showers, etc. Are the following explained Names of relevant supervisors and colleagues, and understood? Introduction where necessary, to supervisor, shop steward, etc. 6. RULES AND REGULATIONS (a) Statutory; licensing laws and hours, food Are the following explained hygiene, Innkeepers Liability Act, etc. and understood? (b) Company rules; punctuality, drinking, smoking, appearance, personal business, use of employer’s property, etc. 7. THE JOB Purpose/methods/training needs Are the following explained and understood? CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A HEAD WAITER JOB TITLE: Head waiter SEX: Male/Female AGE RANGE: 21-35 ESSENTIAL QUALIFICATIONS a) Educational: No formal requirements b) Technical: NVQ Food Service and previous experience EXPERIENCE TO INCLUDE: Experience of all corners of the restaurant Experience to control a brigade of not less than four Recent experience of good quality service PERSONAL QUALITIES: Able to control mixed staff Stable employment record Above average intelligence PERSONAL CIRCUMSTANCES: Flexible to work more if necessary Will have to live out DUTIES: Supervise and assist the casual and part-time staff, serve customers, take orders etc. KNOWLEDGE: Licensing laws, procedures for taking food orders, deal with customer complaints, etc. DESIRABLE QUALIFICATIONS: GNVQ at Hosp. & Cater. , NVQ Food service EXPERIENCE: Previous experience at working in restaurants CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A CHEF JOB TITLE: SEX: AGE RANGE: ESSENTIAL QUALIFICATIONS a) Educational: b) Technical: EXPERIENCE TO INCLUDE: PERSONAL QUALITIES: PERSONAL CIRCUMSTANCES: DUTIES: KNOWLEDGE: SKILL: SOCIAL SKILLS: DESIRABLE QUALIFICATIONS: EXPERIENCE: CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A COUNTER ASSISTANT JOB TITLE: Counter assistant SEX: Female AGE RANGE: 18-26 ESSENTIAL QUALIFICATIONS a) Educational: GCSE’s at Math’s b) Technical: Previous experience EXPERIENCE TO INCLUDE: Experience of making correct cash transactions Experience of food service PERSONAL QUALITIES: Able to work under pressure PERSONAL CIRCUMSTANCES: Flexible to work more if necessary DUTIES: Keep the dining areas in a clean and tidy state Serve customers Clean and lay up canteen dining area Clear away used plates, utensils, trays, and wipe down tables and working surfaces during and after the service period Clean and polish equipment after service periods Comply with company standards and statutory hygiene regulations KNOWLEDGE: Licensing laws, procedures for taking food orders, making correct cash transactions, disposal of cutlery, crockery, linen, etc. DESIRABLE QUALIFICATIONS: NVQ food service EXPERIENCE: Previous experience at working in a restaurant or a counter CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A WAITRESS JOB TITLE: Waitress SEX: Female AGE RANGE: 18-25 ESSENTIAL QUALIFICATIONS a) Educational: No formal requirements b) Technical: NVQ food service or previous experience EXPERIENCE TO INCLUDE: Experience of food service PERSONAL QUALITIES: Able to work with others Able to work under pressure PERSONAL CIRCUMSTANCES: Flexible to work more if necessary DUTIES: Preparation of food service areas Service of customers Taking orders Preparation for cleaners after last customers have left Stripping tables KNOWLEDGE: Licensing laws, procedures for taking food orders, disposal of cutlery, crockery, linen, etc. DESIRABLE QUALIFICATIONS: NVQ food service EXPERIENCE: Previous experience at working in a restaurant CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A CHEF JOB TITLE: Head Chef SEX: Male/Female AGE RANGE: 28-50 ESSENTIAL QUALIFICATIONS a) Educational: No formal requirements b) Technical: NVQ Food Prep., City and Guilds of London 706/1/2 or formal apprenticeship EXPERIENCE TO INCLUDE: Experience to all corners Experience to control a brigade of not less than five Recent experience of good quality service (up to 100 covers a day) PERSONAL QUALITIES: Able to control mixed staff of English, Continental, and Asian nationalities Stable employment record Above average intelligence PERSONAL CIRCUMSTANCES: Flexible to work more if necessary Will have to live out DESIRABLE QUALIFICATIONS: HCTC on job trainer EXPERIENCE: Large-scale banqueting 12 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: ( ( ( ( ( Poor Average Excellent 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 * Trades unions, professional bodies and industrial tribunals Depending on the size of the establishment these functions may carried out by a personnel department, a small group of people or an individual. INDUCTION This is the progress of integrating a new person into an organization or team. When people have been appointed to a job, new staff need to be given a short training time aiming at making them familiar with: 1. Company policies 2. Company rules and procedures 3. An overview of the company’s activities 4. The range of products or services 5. The structure and organizational systems 6. Introductions to the employee’s immediate colleagues Induction is not something that takes place on the first morning of a new job; it can be a relatively long process, with some people taking many weeks to settle in. This is because every job has two parts to it. First there is the work itself and second there are all the peripherals to the job including conditions and social contacts. RECORDS It should be useful for the company apart from the basic details and wage records who is a legal requirement to have a database with information relating to the employees. PERFORMANCE ASSESMENT AND APPRAISAL It is very important that the workforce is able to meet the demands and expectations of the organization, and that they achieve the levels of performance the company requires. Therefore it is also important that people know what the company is aiming for, but these aims should be broken into segments and delegated to the appropriate sections or teams. This means that supervisors will be expected to set goals at which individuals should aim. Inherent in this is the constant monitoring and evaluation process of people to ensure that they are working to their potential. From a properly conducted appraisal programme an employer should obtain the following: 1. An analysis of training needs which enables individual and group training programs to be produced. 2. A succession plan and management development programme that earmarks individuals for promotion and identifies their particular development needs. 3. A reasonable objective basis for salary review. 4. Improved communications. The individual also benefits by knowing: a) How he or she stands and what help is to be given to improve performance. b) What his or her career prospects are. There are three main steps in conducting appraisals correctly: (i) Having an up-to-date and objective job description, and performance targets. (ii) Comparing the person’s performance with the job description and targets. (iii) Communicating and discussing the supervisor’s and the person’s views regarding his or her performance, and the recording of both the supervisor’s and the subordinate’s views. DISCIPLINARY AND GRIEVANCE PROCEDURES Under the employment legislation there is a wide range of legal responsibilities to provide employees with fair and just conditions of employment and safeguards against unfair dismissal and discrimination. This procedure should ensure that any disciplinary action is not taken until the case has been thoroughly investigated and that employees are not dismissed for a breach of discipline, except in the case of gross misconduct (such as theft, etc.). There should be a system through which employees are told if a complaint has been against them and they should be given the opportunity to state their case before any decision is made. The employee should have the right to be accompanied by a ‘friend’ (either a trade union representative or fellow employee) when stating his or her case. The procedure should also ensure that the employee knows the penalties that can be imposed and informed of the appeals mechanism. The contents of a disciplinary code should include reference to areas which cause genuine disruption to the smooth running of the firm. Hopefully your list includes some of the following areas: * Persistent lateness * Absenteeism * Violation of health, safety and welfare regulations * Theft * Smoking in prohibited areas * Drinking on duty * Fighting or abusive behavior The seriousness of each of these will vary in terms of the number of times the action is committed and in relation to the situation in which it was committed. TRADES UNIONS, PROFESSIONAL BODIES AND INDUSTRIAL TRIBUNALS There isn’t a union who is representing the catering industry due to the fact that the industry is large and diverse and people are constantly gaining employment with new establishments or changing responsibilities within existing ones. The only unions that made efforts to represent the industry is the Transport and General Workers Union (TGWU) and the General and Municipal Workers Union (GMWU). The principal association for the hospitality and catering industry is the HCIMA – the Hotel Catering and Institutional Management Association. While the Association is best known for its educational work, it provides a wealth of information about all aspects of the industry through a handbook which is updated annually. The association also provides publications, advisory services, meetings, conferences and lectures to both industry and its members. The function of the industrial tribunals is to provide an informal and speedy method for employees to enforce their rights against employers for breach of some Acts including: * Health and Safety at Work Act 1974 * Sex Discrimination Act 1975 * Race Relations Act 1976 * Employment legislation For most situations, the tribunal will be made up of a chairperson and two other members. The chairperson must have a barrister, advocate or solicitor for at least seven years. The other two members are appointed by the Secretary of State for Employment from lists proposed by the Confederation of British Industry, (CBI – an employers’ organization) and the Trades Union Congress (TUC – an employees’ organization). These can be appeals against the tribunal’s decision (on a point of law). CRISP ENERPRISE LTD. HANDBOOK OF WORK STANDARDS AND PERFORMANCE OF STAFF Checklist for induction programmes: 1. DOCUMENTATION Name Address Tel. No. Are the following points Next of kin Name Address covered? Tel. No. National Insurance no. P45 Bank address 2. INFORMATION Wages/Pensions/Insurance/ Are the following Personnel/Training/etc. departments informed? 3. TERMS OF EMPLOYMENT Hours of duty/Meal breaks/Days off/ Are the following explained Method of calculating pay/Holiday arrangements and understood? Sick leave/Pension scheme.Grievance procedures Rights regarding trade unions and Staff Assoc. Additional benefits such as group Insurance rates or other discounts. 4. HISTORY AND ORGANIZATION Origin and development of the organization. Are the following explained and Present situation understood? Objectives. 5. ESTABLISHMENT/ Layout of establishment including toilets, ORGANIZATION showers, etc. Are the following explained Names of relevant supervisors and colleagues, and understood? Introduction where necessary, to supervisor, shop steward, etc. 6. RULES AND REGULATIONS (a) Statutory; licensing laws and hours, food Are the following explained hygiene, Innkeepers Liability Act, etc. and understood? (b) Company rules; punctuality, drinking, smoking, appearance, personal business, use of employer’s property, etc. 7. THE JOB Purpose/methods/training needs Are the following explained and understood? CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A HEAD WAITER JOB TITLE: Head waiter SEX: Male/Female AGE RANGE: 21-35 ESSENTIAL QUALIFICATIONS a) Educational: No formal requirements b) Technical: NVQ Food Service and previous experience EXPERIENCE TO INCLUDE: Experience of all corners of the restaurant Experience to control a brigade of not less than four Recent experience of good quality service PERSONAL QUALITIES: Able to control mixed staff Stable employment record Above average intelligence PERSONAL CIRCUMSTANCES: Flexible to work more if necessary Will have to live out DUTIES: Supervise and assist the casual and part-time staff, serve customers, take orders etc. KNOWLEDGE: Licensing laws, procedures for taking food orders, deal with customer complaints, etc. DESIRABLE QUALIFICATIONS: GNVQ at Hosp. & Cater. , NVQ Food service EXPERIENCE: Previous experience at working in restaurants CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A CHEF JOB TITLE: SEX: AGE RANGE: ESSENTIAL QUALIFICATIONS a) Educational: b) Technical: EXPERIENCE TO INCLUDE: PERSONAL QUALITIES: PERSONAL CIRCUMSTANCES: DUTIES: KNOWLEDGE: SKILL: SOCIAL SKILLS: DESIRABLE QUALIFICATIONS: EXPERIENCE: CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A COUNTER ASSISTANT JOB TITLE: Counter assistant SEX: Female AGE RANGE: 18-26 ESSENTIAL QUALIFICATIONS a) Educational: GCSE’s at Math’s b) Technical: Previous experience EXPERIENCE TO INCLUDE: Experience of making correct cash transactions Experience of food service PERSONAL QUALITIES: Able to work under pressure PERSONAL CIRCUMSTANCES: Flexible to work more if necessary DUTIES: Keep the dining areas in a clean and tidy state Serve customers Clean and lay up canteen dining area Clear away used plates, utensils, trays, and wipe down tables and working surfaces during and after the service period Clean and polish equipment after service periods Comply with company standards and statutory hygiene regulations KNOWLEDGE: Licensing laws, procedures for taking food orders, making correct cash transactions, disposal of cutlery, crockery, linen, etc. DESIRABLE QUALIFICATIONS: NVQ food service EXPERIENCE: Previous experience at working in a restaurant or a counter CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A WAITRESS JOB TITLE: Waitress SEX: Female AGE RANGE: 18-25 ESSENTIAL QUALIFICATIONS a) Educational: No formal requirements b) Technical: NVQ food service or previous experience EXPERIENCE TO INCLUDE: Experience of food service PERSONAL QUALITIES: Able to work with others Able to work under pressure PERSONAL CIRCUMSTANCES: Flexible to work more if necessary DUTIES: Preparation of food service areas Service of customers Taking orders Preparation for cleaners after last customers have left Stripping tables KNOWLEDGE: Licensing laws, procedures for taking food orders, disposal of cutlery, crockery, linen, etc. DESIRABLE QUALIFICATIONS: NVQ food service EXPERIENCE: Previous experience at working in a restaurant CRISP ENTERPRISE CO. JOB SPECIFICATION FOR A CHEF JOB TITLE: Head Chef SEX: Male/Female AGE RANGE: 28-50 ESSENTIAL QUALIFICATIONS a) Educational: No formal requirements b) Technical: NVQ Food Prep., City and Guilds of London 706/1/2 or formal apprenticeship EXPERIENCE TO INCLUDE: Experience to all corners Experience to control a brigade of not less than five Recent experience of good quality service (up to 100 covers a day) PERSONAL QUALITIES: Able to control mixed staff of English, Continental, and Asian nationalities Stable employment record Above average intelligence PERSONAL CIRCUMSTANCES: Flexible to work more if necessary Will have to live out DESIRABLE QUALIFICATIONS: HCTC on job trainer EXPERIENCE: Large-scale banqueting 12

GET EVEN A BETTER ESSAY WE WILL WRITE A CUSTOM
ESSAY SAMPLE ON
Human Resources Management TOPICS SPECIFICALLY FOR YOU

Share this Post!

Send a Comment

Your email address will not be published.