Rent 9780470077832 | Supervision in the Hospitality Industry: Leading Human Resources, 6th Edition | John R. Walker (University of South Florida ); Jack E. Miller @knetbooks.com

Summary Table of Contents Author Biography

Human resources are led, not managed. Supervision in the Hospitality Industry: Leading Human Resources, Sixth Edition is unique in its focus directly on leading human resources. In a recent paradigm shift, industry leaders and human resources practitioners recognize the movement away from "management," and to the important role of leading human resources at all levels of the organization, as they strive for perfection in guest services.

Preface	p. ix
Leading Human Resources, Equal Opportunity, Diversity, and Planning	p. 1
Leading Human Resources	p. 3
The Practice of Leading Human Resources	p. 4
The Importance of Leading Human Resources	p. 4
The Human Resources Department	p. 5
Leadership	p. 8
The Challenge of Leading Human Resources	p. 8
Leaders, Supervisors, and Ass... MOREociates	p. 10
Characteristics of Leaders	p. 11
The Nature of Leadership	p. 13
Leadership Styles	p. 15
The Old-Style Boss	p. 16
Theory X and Theory Y	p. 17
Situational Leadership	p. 18
Transactional Leadership	p. 19
Transformational Leadership	p. 20
Practices of Leaders	p. 21
Empowerment	p. 22
Developing Your Own Style	p. 22
Ethics	p. 24
The Leader as Mentor	p. 25
Equal Opportunity Laws and Diversity	p. 33
Equal Opportunity	p. 34
EEO and Diversity	p. 34
Inclusion	p. 35
Equal Employment Opportunity Laws	p. 35
EEO Laws and the Hiring Process	p. 39
Equal Opportunity in the Workplace: What Leaders Need to Know	p. 42
Q & A: Race, Ethnicity, Color-What Practices are Discriminatory?	p. 42
Interviewing	p. 42
Diversity	p. 42
Why Does Cultural Diversity Matter?	p. 45
Developing Cross-Cultural Interaction	p. 46
How to Increase Personal Awareness	p. 46
Learning About other Cultures	p. 47
How to Recognize and Practice Cross-Cultural Interaction	p. 47
The Value of Cultural Diversity	p. 50
Leading Cultural Diversity in the Workplace	p. 50
Establishing a Diversity and Inclusion Program	p. 52
Leading Diversity Issues Positively	p. 53
General Guidelines	p. 53
Gender Issues	p. 53
Cultural Issues	p. 53
Religious Issues	p. 54
Age Issues	p. 54
Physically and/or Mentally Challenged Issues	p. 54
Human Resources Planning, Job Analysis, Job Description, and Organizing	p. 59
The Nature of Human Resources Planning	p. 60
Levels of Planning	p. 61
The Planning Process	p. 62
Goals and Goal Setting	p. 63
Swot Analysis	p. 65
Forecasting	p. 65
The Risk Factor	p. 67
Qualities of a Good Plan	p. 68
Types of Plans and Planning	p. 68
Standing Plans	p. 69
Single-use Plans	p. 72
Day-by-day Planning	p. 74
Schedules	p. 74
Planning for Change	p. 77
How Associates Respond to Change	p. 77
How to Deal with Resistance	p. 78
Example of Planning for Change	p. 79
Planning Your Own Time	p. 83
Job Descriptions	p. 88
Job Analysis	p. 89
The Uses of Job Analysis	p. 90
Job Description	p. 91
Other Parts of The Job Description	p. 92
Organizing for Success	p. 94
Sourcing, Compensation, and Benefits	p. 101
Sourcing: Recruitment, Selection, and Orientation	p. 103
The Labor Market	p. 104
Jobs to be Filled	p. 104
Days and Hours of work	p. 105
Sources of Employees	p. 106
Characteristics of Your Labor Area	p. 109
Determining Labor Needs	p. 110
Defining Job Qualifications	p. 110
Forecasting Staffing Needs	p. 112
Training Versus Buying Skills	p. 113
Recruiting	p. 114
General Recruiting Principles	p. 114
Online Applicants and Selection Tests	p. 117
Internal Recruiting	p. 118
External Recruiting	p. 120
Evaluating Your Recruiting	p. 124
Selecting the Right Person	p. 124
Application Form	p. 126
The Interview	p. 127
Testing	p. 132
Reference Check	p. 134
Making the Choice	p. 135
Making the Offer	p. 136
Negligent Hiring	p. 136
Orientation	p. 137
Creating a Positive Response	p. 137
Communicating the Necessary Information	p. 138
Compensation and Benefits	p. 145
Compensation Programs	p. 146
Compensation Philosophy	p. 146
Compensation Leadership	p. 146
Compensation Goals and Strategies	p. 148
Labor Market Conditions	p. 151
Legislation and Legal Issues of Compensation	p. 152
Developing a Compensation Plan	p. 153
Determining Numbers of Employees Required	p. 154
Establish Pay Grades	p. 154
Pay for Performance	p. 155
Incentives	p. 155
Profit-Sharing Plans	p. 156
Cost of Living Adjustments	p. 156
Tipping	p. 157
Employee Benefit Programs	p. 157
Employee Benefits Required by Law	p. 158
Voluntary Benefits	p. 160
Health Insurance Plans	p. 161
Retirement Benefits	p. 162
Defined Benefit Plans	p. 162
Defined Contribution Plans	p. 162
Employee Stock Ownership Plans	p. 163
Life Insurance	p. 163
Long-Term Disability Insurance	p. 163
Paid Time off	p. 164
Short-Term Disability Insurance	p. 164
Employee Services	p. 164
Cost of Benefits	p. 165
Performance Leadership	p. 169
Motivation	p. 171
Employee Expectations and Needs	p. 172
Your Experience and Technical Skills	p. 173
The way you behave as a Leader	p. 173
Communication between Leader and Employees	p. 174
Unwritten rules and Customs	p. 176
Person-to-person Relationships	p. 177
Motivation	p. 177
Theories of Motivation	p. 179
Motivation Through Fear	p. 179
Carrot-and-stick Method	p. 180
Economic Person Theory	p. 180
Human Relations Theory	p. 181
Maslow's Hierarchy of Needs	p. 181
Theory and Motivation	p. 183
Herzberg's Motivation-Hygiene Theory	p. 183
Behavior Modification	p. 185
Reinforcement and Expectancy Theory	p. 185
Applying Theory to Reality: Limiting Factors	p. 186
Building a Positive Work Climate	p. 188
Focus: The Individual	p. 190
Motivational Methods	p. 192
Leading Energy	p. 192
Dealing with Security Needs	p. 193
Dealing with Social Needs	p. 194
Rewarding Your Employees	p. 196
Developing Your Employees	p. 196
Focus: The Job-Providing an Attractive Job Environment	p. 198
Putting the Right Person in the Right Job	p. 198
Making the Job Interesting and Challenging	p. 199
Focus: The Leader	p. 201
Setting a Good Example	p. 202
Establishing a Climate of Honesty	p. 203
Teamwork, Team Building, and Coaching	p. 207
What is a Team?	p. 208
Working Together	p. 209
Cohesive Teams	p. 210
Leading a Kitchen Team	p. 211
Leading a Restaurant Shift	p. 211
Three ways to Influence an informal team	p. 214
Building Teams	p. 215
Turning Groups into Teams	p. 215
Creating Successful Teams	p. 218
Characteristics of Successful Teams	p. 220
Total Quality Management	p. 222
How to Install a TQM Process	p. 222
Empowerment	p. 225
Team Challenges	p. 226
Coaching	p. 227
Employee Training and Development	p. 237
Importance of Training	p. 238
Need for Training	p. 238
Benefits of Training	p. 240
Problems in Training	p. 242
Who Will Do the Training?	p. 244
How Employees Learn Best	p. 245
Developing a Job-Training Program	p. 247
Establishing Plan Content	p. 247
Developing a Unit Training Plan	p. 249
Moving from Plan to Action	p. 255
Job Instruction Training	p. 256
Retraining	p. 258
Overcoming Obstacles to Learning	p. 259
Turnover and Retention	p. 261
Performance Leadership	p. 269
Performance Standards	p. 270
Uses of the Job Description	p. 271
What a Good Performance Standard System Can Do	p. 271
In Recruiting and Hiring	p. 273
In Training	p. 274
In Evaluating Performance	p. 274
In Your Job and Your Career	p. 274
Setting Up a Performance Standard System	p. 274
Defining the Purpose and Analyzing the Job	p. 277
Writing the Performance Standards	p. 278
Developing Standard Procedures	p. 282
Training Associates to meet the Performance Standards	p. 283
Evaluating on-the-job Performance	p. 284
Implementing a Performance Standard System	p. 285
How to make a performance Standard System pay off	p. 285
How a performance standard system can fail	p. 286
Essentials of Performance Evaluation	p. 287
Purpose and Benefits	p. 288
Steps in the Process	p. 290
Making the Evaluation	p. 291
Performance Dimensions	p. 291
Performance Standards	p. 294
Performance Ratings	p. 295
Pitfalls in Rating Employee Performance	p. 297
Employee Self-Appraisal	p. 299
The Appraisal Interview	p. 299
Planning the Interview	p. 299
Conducting the Interview	p. 300
Common Mistakes in Appraisal Interviews	p. 301
Follow-Up	p. 303
Legal Aspects of Performance Evaluation	p. 304
Maintaining High Performance	p. 313
Discipline and Employee Assistance Programs	p. 315
Essentials of Discipline	p. 316
Approaches to Discipline	p. 321
Negative Approach	p. 322
Positive Approach	p. 323
Advantages of the Positive Approach	p. 324
Shifting from Negative to positive Discipline	p. 326
Administering Discipline	p. 327
Adapting Discipline to the Situation	p. 327
Some Mistakes to Avoid	p. 327
Taking the Essential Steps	p. 329
Termination	p. 332
Salvage or Terminate?	p. 332
Just-Cause Terminations	p. 334
The Termination interview	p. 337
Employee Assistance Programs	p. 341
How to make EAPS work	p. 343
The Leader's Key Role	p. 344
Health and Safety	p. 349
Legal and Government Regulation of Safety and Health Practices	p. 350
Occupational Safety and Health Administration	p. 350
Hazard Communication Standard	p. 351
Americans with Disabilities act	p. 352
Workplace injuries and Diseases/Illnesses	p. 353
Workers' Compensation	p. 354
Safety	p. 355
Employee Safety	p. 362
Sexual Harassment	p. 363
Other Forms of Harassment	p. 367
Substance Abuse	p. 367
Guest Safety	p. 371
Security Concerns	p. 372
AIDS and the Hospitality Worker	p. 372
Human Resources Leadership	p. 377
Conflict Management, Resolution, and Prevention	p. 379
What Is Conflict?	p. 380
The Main "Ingredients" of Conflict	p. 381
Common Causes of Conflict in the Workplace	p. 382
Conflict Management	p. 384
Conflict Resolution, how to Handle Conflict	p. 386
Alternative Dispute Resolution	p. 389
Conflict Prevention	p. 390
Communicating and Delegating	p. 395
Good Communications and Their Importance	p. 396
Types of Communication	p. 396
The Communication Process	p. 397
Why Communication is so important	p. 399
Obstacles to Good Communication	p. 399
How the Communicators Affect the Message	p. 399
How Symbols can obscure the meaning	p. 403
Problems in Sending the Message	p. 404
Problems in receiving the meaning	p. 405
Removing Obstacles to Communication	p. 406
Listening	p. 406
Bad Listening Practices	p. 407
How to listen	p. 409
Sending Clear Message	p. 413
Getting your Messages accepted	p. 414
Making a Positive Impact	p. 414
Emotional Intelligence	p. 415
Giving Instructions	p. 416
Computer and Telephone-Aided Communications	p. 419
Business Writing	p. 420
Meetings	p. 422
Delegating	p. 423
What Delegation Means	p. 423
Essentials of Delegation	p. 424
Benefits of Delegation	p. 427
Why People Resist Delegation	p. 429
Why Leaders have trouble Delegating	p. 429
Why some Associates won't Accept Responsibility	p. 430
How to Delegate Successfully	p. 431
Conditions for success	p. 431
Steps in Delegation	p. 432
Adapting Delegation to your situation	p. 437
Decision Making and Control	p. 445
Decision Making	p. 446
Elements in a Managerial Decision	p. 446
Approaches to Decision Making	p. 446
Rational Versus Emotional Decision Making	p. 447
Kinds of Decisions	p. 448
How to Make Good Decisions	p. 450
Defining the problem	p. 452
Analyzing the problem	p. 452
Developing alternative solutions	p. 454
Deciding on the best solution	p. 456
Action and follow-up	p. 457
Problem Solving	p. 458
Pattern for solving problems	p. 458
Problem-solving example	p. 459
Participative problem solving	p. 461
Solving people problems	p. 464
Win-win problem solving	p. 465
Building Decision-Making Skills	p. 467
Controlling	p. 467
Glossary	p. 477
Index	p. 487
Table of Contents provided by Ingram. All Rights Reserved.

John R. Walker, DBA, CHA, FMP is a Fulbright Senior Specialist and the McKibbon Professor of Hotel and Restaurant Management at the School of Hotel and Restaurant Management at the University of South Florida. The late Jack E. Miller collaborated on several books in hospitality management, including Menu: Pricing Strategy, and Food and Beverage Cost Control, Second Edition, both from Wiley.

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