Ebook Public house and beverage management: Key principles and issues - Part 2
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Ebook Public house and beverage management: Key principles and issues - Part 2
CHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2urce in any licensed house, the people who will operate it. As with any service industry the staff who interact with the customers will either enhance or detract from the products, the drink, the service, the food and the overall experience of the house. They will determine whether or not the busine Ebook Public house and beverage management: Key principles and issues - Part 2ss succeeds or fails, meets the needs of the customers or leaves them with a negative impression so that they never return or, worse still, they tellEbook Public house and beverage management: Key principles and issues - Part 2
everyone else about the bad staff at the public house or club. The backroom staff (the chefs, cellar staff, administration staff) are equally as imporCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2ind to a halt.It is essential in managing the organization that the manager considers the staff alongside such other decisions as the products they sell (see Chapter 4) or the systems they operate (Chapter 5). To this end it may be useful to give an overall objective to the process of the management Ebook Public house and beverage management: Key principles and issues - Part 2 of human resources within licensed premises.The objective is to provide the right number of people, with the right skills and behaviours, at the righEbook Public house and beverage management: Key principles and issues - Part 2
t time in order effectively to meet the needs of the organization.The management of the human resources, therefore, covers the process of obtaining stCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2ved.ManFigure 6.1 Human resource management in licensed premises1The external environment: no business exists in a vacuum, it is dependent on a number of external circumstances which affect the way in which it can or must operate. Most of these factors can be simplified into political, economic, soc Ebook Public house and beverage management: Key principles and issues - Part 2ial and technological. These PEST factors will constrain the business within laws and government actions (political), the amount of money people haveEbook Public house and beverage management: Key principles and issues - Part 2
to spend on the products (economic), if the products and services arc morally acceptable or trendv (social) and even if the outlet is effective, respoCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2t managers have to obtain their staff from. This labour market will not only determine the availability of labour but will determine how much pay staff receive, whether the unit loses staff or how much effort and money is spent on recruiting and training that staff. This market is further discussed Ebook Public house and beverage management: Key principles and issues - Part 2in the next section.2The company strategies: the way in which a business deals with its human resources will also be determined by the strategies andEbook Public house and beverage management: Key principles and issues - Part 2
objectives that it has for the future. In managed houses those strategies will be determined under the main companies' strategies, but even then the mCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2lise them. Within these strategies on what products to sell, equipment to buy or marketing to carry out, the management must also determine plans for the human resources. These plans will reflect how the business will change in the short, medium and long term. If, for example, the business is going Ebook Public house and beverage management: Key principles and issues - Part 2to expand, then more staff may be required. If there are to be new processesPublic House and Beverage Management3Recruitment and selection: this is paEbook Public house and beverage management: Key principles and issues - Part 2
rt of the process to control the inflow of people into the organization. It involves a series of connected processes designed, first, to advertise theCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2tional perspective. The legal aspects appertain to equal opportunities and trades description legislation and a breach of these could lead to civil and criminal proceedings. The operational issues are those concerned with the time required, the organization, decision-making and the cost. We deal wit Ebook Public house and beverage management: Key principles and issues - Part 2h these processes in more depth later in this chapter.4Orientation: once the new employee is selected you must then proceed to integrate them into theEbook Public house and beverage management: Key principles and issues - Part 2
organization, train them in operational and legal aspects of the job and ensure that they settle into the set-up as quickly as possible. If you negleCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2aining are central processes here and are also dealt with later in this chapter.5Training and developing staff: training is not just a one-off process but should be a continual one. In the future you will require new supervisors, head chefs or managers, and it may be better to promote existing staff Ebook Public house and beverage management: Key principles and issues - Part 2, as it will demonstrate the possibility of progression within the business. Well-trained staff will also be better staff, give belter service, make bEbook Public house and beverage management: Key principles and issues - Part 2
etter decisions and, ultimately, make you more money; untrained or badly trained staff will produce the exact opposite of these.6Performance managemenCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2lations or correction, but to be effective it must also involve a more formal aspect. The process of appraisal allows the manager to examine with the employee their strengths and weaknesses, to identify training requirements and locate potential for advancement. It may also assist in reward systems Ebook Public house and beverage management: Key principles and issues - Part 2and provide the basis for identifying problems within the business as a whole. The examination of these processes later in this chapter will also inclEbook Public house and beverage management: Key principles and issues - Part 2
ude discipline and grievance aspects of employment.7Rewards and incentives: the work-reward relationship is vitally important in the context of turnovCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2 achieved. In other words if the wages are considered fair then the staff are able to gain satisfaction from work and take pride in it. Achieving the right balance between extrinsic ímnnpv hnnpíiíc 1 intrinEbook Public house and beverage management: Key principles and issues - Part 2
management (HRM) have demonstrated that the flexibility striven for by many other industries is present in the hospitality industry already. Where theCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2 of most hotels and catering units. However, skills from the rest of the industry are transferable between those sectors and licensed retail. For example bar staff from hotels can easily adapt their skills to the public house trade; chefs are even more mobile.Attributes of the labour marketMichael R Ebook Public house and beverage management: Key principles and issues - Part 2iley (2000) states that hospitality labour markets contain a number of obvious features:•a fairly large proportion of unskilled occupations•the transfEbook Public house and beverage management: Key principles and issues - Part 2
erability of skills at any level between a broad range of hotel and catering establishments•often but not invariably, high levels of labour turnover•lCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2minding but are 'a bundle of low level tasks which, no matter how menial require self organization' (Riley, 2000). This causes problems in trying to ally low pay levels in the industry to skill levels. If the job requires reasonably high levels of even basic skill then why is pay so depressed? The a Ebook Public house and beverage management: Key principles and issues - Part 2nswer may seem to be within the area of excess supply of labour for these jobs. Most establishments rely on only a small core of full-time workers witEbook Public house and beverage management: Key principles and issues - Part 2
h peaks of demand met by managing a plethora of part-time, casual or vacational workers. The drives of these workers are those based on the accumulatiCHAPTER gManaging the human resourcesIntroductionThis chapter will deal with the fundamental and exacting process of managing the most important resou Ebook Public house and beverage management: Key principles and issues - Part 2e few to allow these goals to be fulfilled this creates the surplus. One has only to think of the number of students working part time to support their studies to see this in action. The fact that in university cities the students cause the peaks mav assist the house manager in management of labourP Ebook Public house and beverage management: Key principles and issues - Part 2ublic House and Beverage ManagementTurnoverTurnover is generated by many of the particular attributes of the industry. The mobility of skills and lowEbook Public house and beverage management: Key principles and issues - Part 2
pay will often force workers to look for 'greener fields' elsewhere. It would thus be true that those outlets offering slightly better conditions thanGọi ngay
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