We begin by looking at the structure which is the skeleton of an organization. Every organization has a structure, even if management and employees cannot explicitly describe it. Many equate structure with organization charts, titles, department names, and process flowcharts. Hence structure is the repeatable constant framework that guides what happens day-to-day in an organization and that has evolved haphazardly over time. In this discussion, we will focus on the small restaurant type of setting.
This type of setting consists of the owner who can also be the manager, the accountant who is responsible for the financial responsibilities, the head chef who is in charge of two or three chefs, restaurant supervisor in charge of seven waiters and four cleaners, and head bartender who can double up as a bartender himself.
In each workforce, employees come in with what they expect from their employers. We will focus on such issues starting from the top of the management.
- Owner/manager: they are expected to know how much recruiting should be done to fill staffing needs with regular full-time and part-time employees. Since there can be less active periods or low seasons, employers should hire temporary employees during high seasons in order to lessen the workload hence the flexible staffing.
- Accountant: he should be able to prepare payroll well and in time and suggest and prepare incentives and salary increments accordingly and in time.
- Supervisors: they are expected to come up with day-to-day performance scrutiny and appraisals, which promote improved work performance and team building. In addition, they should be able to coach and guide others into increased competence, commitment and.
Management by objectives
This is the best tool for determining an individual employee’s progress because it incorporates both the employee’s assessments as well as the organization. The following steps describe how management by objective can be used effectively:
- The employee and manager/supervisor should agree on the principal duties and responsibilities of the employee’s job, that is the job description.
- In collaboration with the manager the employee sets short-term goals and targets. The manager guides the process so that it relates to the position’s duties and that the subordinate’s goals must not be in conflict with the goals of the organization.
- Both parties should agree on the criteria that will be used for measuring and evaluating the accomplishment of the goals set.
- The manager would want to meet regularly with employees to discuss progress. At these meetings, changes can be made to the original goals if both parties agree.
Alternative work schedules
Many organizations today are trying out a variety of alternative work setups. These alternative arrangements are generally intended to enhance employee motivation and performance by providing employees with greater flexibility in how and when to work. Among the most popular arrangements are variable work schedules, flexible work schedules, job sharing.
In the variable work schedules employees alternate between regular and compressed schedules hence making sure the restaurant is fully staffed at all times. A flexible work schedule offers employees the choice of time to work, for example, some employees will work in the morning then the others come in the afternoon while others take over in the evening. While job sharing offers alternative work arrangements for employees who desire to work part-time.
We can describe the transfer as a reassignment to another job inside the organization. In a strict business sense, the transfer usually means the same salary, status, and responsibility. Because of the variety of positions available in the hotel/restaurant business, coupled with the lack of sufficient higher-level positions available, managers can assist valuable employees who desire to enhance their careers to locate to a position that will use their talents and still allow them a degree of status, in this case when a waiter becomes the head waiter among the waiters or restaurant supervisors. Recruiting from within can help to develop employees to fill higher-level positions as they become vacant. It can serve as powerful motivation and recognition.
Restrictions of overtime
When an employee works more hours than the normal rate of his/her scheduled time, he should in respect of overtime work, be entitled to extra wages which can even be twice his ordinary rate of salary. Consequently, employers should maintain equal handing out of overtime work if there is any and should avoid favoritism.
If communication is conducted wisely and sincerely it could create a better understanding between the employee and his supervisor. The supervisor should point out first the good points or accomplishments of the employee and express appreciation for them before pointing out his weak points and advising him on how he can improve and in what way the supervisor can help.
This is a good human relations approach as it makes the employee feel satisfied that a job well done is recognized, makes him more determined to improve his performance, and conveys his grievances more easily.
Aside from their direct wages or incentives, employees should receive benefits or fringe benefits as supplemental compensation. The money paid however is not lost, for, in the long run, the employer gets it back in the form of increased production, higher efficiency, greater loyalty, and better morale from a reinvigorated employee. Finally, day-to-day feedback regarding performance is one of the best methods for improving work performance and building a team approach.
Jackson, J. H., & Mathis, R. L. (2007). HUMAN RESOURCE MANAGEMENT Mason, OH: Cengage Learning.
Holsapple, C. W. (2004). Handbook on knowledge management: Knowledge matters. Lexington. KY: Birkhäuser.