Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 5 - Jack E. Miller, John R. Walker, Karen Eich Drummond

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Chapter 5 - Developing job expectations. This chapter presents the following content: Job analysis, job description, what a good performance standard can do, setting up a good performance standard, implementing a good performance standard.

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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 5 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter 5: Developing Job Expectations • Job Analysis • Job Description • What a Good Performance Standard Can Do • Setting Up a Good Performance Standard • Implementing a Good Performance Standard 1
Job Analysis: a process that tries to present a picture of how the world of work looks for a specific job. • A position consists of the duties and responsibilities performed by one employee. • A job analysis consists of distinct segments known as units of work. • Each unit of work includes a number of tasks. 2
Anatomy of Job Classification J o b T i t le U n it U n it U n it T a sk T a sk T a sk T a sk T a sk T a sk T a sk T a sk T a sk 3
5 Major Reasons for High Turnover and Low Productivity 1. Worker don’t know what they are suppose to be doing. 2. They don’t know how they are suppose to be doing it. 3. They don’t know how well they are doing it. 4. The supervisor has not given them any direction. 5. They have a poor relationship with the supervisor. 4
Job Description describes the job as a whole, includes: • Performance standards: the what's, how to’s, and howwells of the job. • Job Title: the name of a job. • Job Summary: a brief summary of the major duty and purpose of this job. • Units of Work: work sequences that together comprise the content of the given job. • Job Setting: conditions under which the job will be done. • Social Environment: the extent of interpersonal interaction required to perform the job. 5
Uses of Job Descriptions: • Recruiting • Interviewing • Evaluating • Training • Assigning work • Deciding on disciplinary action 6
What a Good Performance Standard System Can Do: On the Job • Reduces turnover • Increases productivity • Improves individual performance • Improves morale • Reduces conflict • Eliminates gaps and overlaps 7
In Recruiting and Hiring • Defines jobs • Aids in planning and forecasting • Provides a method of testing skills • Defines a day’s work 8
In Training • Provides blueprints for a training program • Sets a competency standard for job performance 9
In Evaluating Performance • Provides an objective evaluation method • Pinpoints needs for improvement • Identifies superior workers 10
In Your Job and Career • Helps you to develop managerial skills • Reduces crisis management • Provides time for true management 11
Setting up a Performance Standard System Three Essentials for Success: 1. Worker Participation: better results, commitment, and morale. 2. Active Supervisory Leadership and Assistance Throughout: be in charge at all times but, work together. 3. Built In Reward System: rewards linked to how well each worker meets the performance standards. 12
Setting up a Performance Standard System: Defining the Purpose • The first step is to define the purpose for which standards will be used. • This should define a day’s work, set standards, develop training programs, and evaluate on the job performance. 13
Analyzing the Job • You and your crew identify units of work that are performed. • List in order of performance all the tasks in the unitsrate them according to value. • Define the 3 levels of performance: 1. Optimistic: How your dream crew would do the work. 2. Realistic: Estimate of what constitutes a competent job. 3. Minimum: Rock bottom, any less and you would fire them. 14
Writing the Performance Standards • Write them for a realistic level. • Be specific, clear, complete, and accurate. • Be measurable and observable. • Be attainable. • Conform to company policies, goals, legal and moral restraints. • Certain kinds of standards must have time limits set for achievement. 15
Developing Standard Procedures • Functions: To standardize procedures you want followed, and to provide a basis for training. • Do not: get carried away on detail, and do not make rigid rules when there is a choice on ho things can be done. • Spell out step by step each task of each unit in a given job. (Use procedure charts, diagrams, etc.) 16
Training Workers to Meet the Performance Procedures • A training program should have a training objective for each standard. • Training objective: a trainers’ goal a statement, in performance terms, of the behavior that shows when training is complete. 17
Evaluating on the Job Performance • The first evaluation is a test of both the workers and the system. • If the workers meets all the standards rewards are in order. • This also indicates that standards and procedures are suitable and workable. 18
Implementing a Good Performance Standard System How to Make it Work: • Worker participation and agreement. • Gradual implementation. • An award or incentive system. • Recognition and use of workers potential. • Periodic review. 19
How a Performance Standard System Can Fail • The standards are not clearly stated and communicated. • The supervisor is doing a poor job. • The supervisor neglects various follow up elements. • Employees find no challenges or rewards. • The supervisor becomes to pre occupied with maintaining the system. • The system is administered in a negative way. 20