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. 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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Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 5 - Jack E. Miller, John R. Walker, Karen Eich DrummondChapter5:DevelopingJob Expectations • JobAnalysis • JobDescription • WhataGood PerformanceStandard CanDo • SettingUpaGood PerformanceStandard • ImplementingaGood PerformanceStandard 1JobAnalysis:aprocessthattriestopresentapictureofhowtheworldofworklooksfora specificjob. • Apositionconsistsofthe dutiesandresponsibilities performedbyoneemployee. • Ajobanalysisconsistsof distinctsegmentsknownas unitsofwork. • Eachunitofworkincludesa numberoftasks. 2 AnatomyofJobClassification J o b T i t le U n it U n it U n itT 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 35MajorReasonsforHighTurnover andLowProductivity 1.Workerdon’tknowwhattheyare supposetobedoing. 2.Theydon’tknowhowtheyare supposetobedoingit. 3.Theydon’tknowhowwellthey aredoingit. 4.Thesupervisorhasnotgiventhem anydirection. 5.Theyhaveapoorrelationship withthesupervisor. 4JobDescriptiondescribesthejobasawhole, includes: • Performancestandards:thewhats,how to’s,andhowwellsofthejob. • JobTitle:thenameofajob. • JobSummary:abriefsummaryofthe majordutyandpurposeofthisjob. • UnitsofWork:worksequencesthat togethercomprisethecontentofthegiven job. • JobSetting:conditionsunderwhichthe jobwillbedone. • SocialEnvironment:theextentof interpersonalinteractionrequiredto performthejob. 5UsesofJobDescriptions: • Recruiting • Interviewing • Evaluating • Training • Assigningwork • Decidingondisciplinary action 6WhataGoodPerformanceStandardSystemCanDo: OntheJob • Reducesturnover • Increasesproductivity • Improvesindividual performance • Improvesmorale • Reducesconflict • Eliminatesgapsand overlaps 7InRecruitingandHiring • Definesjobs • Aidsinplanning andforecasting • Providesamethod oftestingskills • Definesaday’s work 8InTraining • Providesblueprints foratraining program • Setsacompetency standardforjob performance 9InEvaluatingPerformance • Providesanobjective evaluationmethod • Pinpointsneedsfor improvement • Identifiessuperior workers 10InYourJobandCareer • Helpsyoutodevelop managerialskills • Reducescrisis management • Providestimefortrue management 11 SettingupaPerformanceStandardSystem ThreeEssentialsforSuccess:1.WorkerParticipation:better results,commitment,and morale.2.ActiveSupervisory LeadershipandAssistance Throughout:beinchargeat alltimesbut,work together.3.BuiltInRewardSystem: rewardslinkedtohowwell eachworkermeetsthe performancestandards. 12 SettingupaPerformanceStandard System:DefiningthePurpose• Thefirststepistodefine thepurposeforwhich standardswillbeused.• Thisshoulddefineaday’s work,setstandards,develop trainingprograms,and evaluateonthejob performance. 13 AnalyzingtheJob• Youandyourcrewidentifyunitsof workthatareperformed.• Listinorderofperformanceallthe tasksintheunitsratethem accordingtovalue.• Definethe3levelsofperformance:1.Optimistic:Howyourdreamcrew woulddothework.2.Realistic:Estimateofwhat constitutesacompetentjob.3.Minimum:Rockbottom,anyless andyouwouldfirethem. 14 WritingthePerformanceStandards• Writethemforarealisticlevel.• Bespecific,clear,complete,and accurate.• Bemeasurableandobservable.• Beattainable.• Conformtocompanypolicies, goals,legalandmoralrestraints.• Certainkindsofstandardsmust havetimelimitssetfor ...