Staffing Organizations 8th Edition Kammeyer-Mueller, John Heneman, Herbert G. Judge, Tim - Solutions

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Interview four employees at a restaurant or hotel to discuss their training. Report your findings to the class.
The next few times you visit a service provider, take particular notice of your servers.Although you did not see the training they received, do they seem to be conforming to some training and doing the job as it was designed to be done? If not, where are they going wrong, and why?
Divide into groups. For the group members who have held jobs, make a list of the different training methods that their organizations used. How are they similar to or different from the methods described in the text?
Interview three friends who have held jobs. Find out which of the chapter’s training methods were used to train them. To what extent were any of your friends “developed”as well?
Some types of hospitality organizations typically experience (and accept) a high rate of entry-level employee turnover. Do you think these organizations should develop their entry-level employees to reduce turnover? Or would they simply be spending money to develop employees who will be moving on
What does it mean to develop employees anyway? Why is it particularly important to develop employees in hospitality organizations?
The chapter presents several types of training. Match several of those training types to employee types and job types. For example, which techniques described in the chapter might be most effective with restaurant servers? Ride operators at a theme park?Agents at an information booth on a cruise
How should a training program for fine dining and casual dining waitstaff be different?
This chapter presents Berry’s five principles of training. How would you set up a training program to apply these principles to restaurant servers?
Virtually all organizations give their employees some training. REVIEW QUESTIONS A. “Training frontline employees is more important to hospitality organizations than to manufacturing organizations, because hospitality employees are dealing with people, not widgets.” Do you agree or disagree?
Reward behaviors learned through training to keep them alive.
Do more than just believe in your people; champion their training and development.
Develop your people for your organization’s future.
Before training people, check the delivery system technology; the problem may lie there.
Do not train just to do training; know what outcomes you expect from your training dollars, and measure your training results to be sure you get them.
Teach employees not only job-related skills but also interpersonal skills and creative LESSONS LEARNED problem-solving techniques.
Do you think hospitality-related organizations like this agency make a mistake in hiring college graduates at the entry level?
How would you describe the staffing situation at Cruising Travel Agency?
Ideally, what additional information would you like to have before making a recommendation?
Which one would you recommend for the position, and why?
Weigh the pros and cons of promoting Jarvis or Patel.
When Lone Star Steakhouse & Saloon needs staff, they print a large announcement on guest checks: Now Hiring Energetic Outgoing Servers! What do you think of this technique?
When Scott Gross meets good employees in other hospitality organizations, he gives them his business card as a means of suggesting that they might want to give him a call for a job interview.A. Do you have any problems with the ethics of this method, which is not uncommon in the business world?B.
Do certain personality traits seem to be typical of the best hospitality employees who have served you as a guest? How do these traits compare with those mentioned in the chapter?
Assume that you are interviewing candidates for a position that involves selling your hotel as a convention site.A. What questions would you ask of candidates?B. What questions are you not legally permitted to ask? Why?
Recruiting applicants is only half the task.A. Indicate several techniques you would use to select those you want to hire.B. Assume that you are hiring a server for a casual-dining restaurant. What KSAs would you look for?C. Assume that you are hiring a hotel front desk agent. What KSAs would you
Assume that you are in a tight labor market for entry-level employees.A. Do any of the recruitment strategies described in the chapter seem more or less appropriate under those circumstances?B. What innovative ideas do you have that might improve your ability to recruit outstanding entry-level
Why are hiring and promoting from within so popular in the hospitality industry?What are the disadvantages of this strategy?
You only get one chance to make a first impression with your new employees; make it a good one.
Manage turnover with as much rigor as you manage the selection process.
Seek diverse candidates to enhance awareness of new ideas and trends.
Looking at internal candidates first sends a positive message to all employees about the kind of company they are working for.
Look for technical competence, strong interpersonal skills, and creative problemsolving ability.
Know and hire the knowledge, skills, and abilities necessary to provide outstanding service.
Carefully check applicants; are they the people you want serving your guests?
Build a large candidate pool; it will improve the odds of finding good people.
Carefully consider whether you should look inside or outside your company for new talent.
Recruit creatively: Use the major search strategies, but try to think of new ones.
Find the best people; train the rest.
Did Doug’s make the right decision? Did Berger?
How do you explain Judy Hart’s unceremonious dumping from Doug’s and her warm welcome at Berger’s?
Find a hospitality organization that has a strong, clearly defined service culture. You may work for one yourself or have friends who do. How does the organization create and sustain that culture? What training methods, incentives for managers and employees, and communications techniques are used
Divide into groups. Come up with a list of what factors or aspects make up an organi- ACTIVITIES zational culture. Which characteristics are the most important?
“Walking the walk” is an expression that one hears in hospitality organizations in connection with the leaders. What are some possible meanings of the concept in the hospitality context?
How are stories important to building and sustaining a strong culture?A. Give examples of stories you have heard that helped teach cultural values.B. How does all that relate to managing the guest experience in hospitality organizations?
Does a culture exist whether a manager does anything about it or not?
What is the difference between a strong and a weak culture? What can a manager do to create a strong culture?
Why is culture such an important concept to guest service organizations? How does culture influence the guest experience?
Recall any organization in which you were heavily involved as an employee or as a student. REVIEW QUESTIONS A. How would you describe the culture of that organization?B. What did the managers or leaders do or not do to cause the culture to be as you described it?C. What ideas in this chapter could
Using Figure 3-1 as your reference, go to a hospitality organization and take note of as many environmental factors as you can. Which ones seem to have been “managed” by someone? Which factors can and cannot be managed by the local manager? Which ones seem managed well and which ones do not?
The hospitality service product is largely intangible. Observe and report how one or ACTIVITIES more hospitality organizations with which you are familiar use environmental design cues to give a degree of tangibility to this intangible service product.
Consider the places you go as a guest or customer.A. Are these environments too rich or too lean with information, and why do you make that judgment?B. How would you change those environments to make the amount of information in those environments just right for achieving whatever it is you need to
Think about the environmental and “people” factors that make you feel safe and secure in the location where you live.A. To what extent are these same factors applicable to hospitality environments?B. Have you ever been in a hospitality setting in which you did not feel safe and secure? What
Imagine yourself as a first-time visitor to your town or your campus.A. How hard or how easy would it be to direct yourself to the location where you are right now?B. How could you make finding this location easier for an unfamiliar visitor, using the ideas suggested in this chapter?
Reflect on the service environments of two different hospitality organizations, one that felt good to you and one that felt uncomfortable. Use the factors in the model in Figure 3-1 to determine why they felt different.
Why should managers pay attention to the environmental setting in which the guest experience occurs?
Consider how theming a guest experience adds value or improves the quality of the REVIEW QUESTIONS guest experience. Compare two similar experiences you have had, such as one restaurant that offered a themed experience and another that did not. What differences did you note between the quality and
Go on the Web or across your community and see what the companies you find claim as their mission. What is your estimation of how well this mission helps define strategic decisions they make?
This chapter suggests that an organization should focus on its core competencies, not spread itself into areas in which it may not be competent. Some competency pairings are generally accepted, like bar and grill. Others might reflect an organizational intention to operate in unrelated areas, like
Find a hospitality organization that uses forecasting techniques. How does the organization use them to predict its staffing and product supply needs, or for other purposes? How does the organization gather data? Does it use prediction models and statistical techniques, or is forecasting done
In the chapter appendix, there are four qualitative techniques that can be used for ACTIVITIES forecasting: brainstorming, the Delphi technique, focus groups, and scenario building.Divide up into groups and, as your instructor directs, come up with a forecasting problem that a local hospitality
Consider the expression “Price, quality, speed—pick any two.” Do you think a company strategic planner said it, or a customer? Is the expression fair and accurate in today’s business world?
If an organization like an airline uses yield-management techniques, guests end up paying different prices for what is essentially the same service. What are the implications of that difference, if any, for guest expectations, service quality, value, and guest satisfaction?
How do you define service? What are the components of good and bad service? Which components of bad service are due to not getting something that you expected or wanted but don’t get? Getting something that you don’t expect or want?
Think of a product, service, or brand to which you are loyal. Why are you loyal to that product, service, or brand? What did the organization do to acquire your loyalty, and what has it done to maintain it? Based on the reasons for your loyalty, what one piece of advice would you give to future
Think of a hospitality organization that you are familiar with.A. What seem to be the key drivers of the guests in its target market?B. How do these key drivers influence how the organization operates?C. How should they influence how that organization operates?
Think about kids in junior high school today; they will be part of tomorrow’s workforce and customer base. What management and guest-service changes will hospitality organizations have to make if they want to succeed with these future employees and customers?
How does knowing key drivers help a manager meet guest expectations in a guest experience?
List a few necessary core competencies for successfully operating a fast-food restaurant versus a fine-dining restaurant versus a casual-dining restaurant.A. Why are these competencies core?B. Why do they differ from one type of restaurant to another?
You are about to start your own restaurant and need to articulate a strategic plan.Think of five key decisions you need to make, and tell how you will make them.
How is service quality related to guest satisfaction?
From an article in a guest services magazine: “What brings hotel guests back? A fluffy robe hanging on a padded hanger? Creamy chocolate reposing on the pillow? The jungle safari bedroom decor? Or plain vanilla, old-fashioned service?” What do you say?
You are probably familiar with the expression “too much of a good thing.” In the hospitality setting, that would describe over-delivering the service guests have come to receive.A. How much service is too much service? Have you ever experienced excessive service?B. How does a hospitality
This chapter makes some general statements about how people form their expectations for guest experiences.A. How do those statements match up with the way you personally form your expectations for a new upcoming experience?B. If you are going for a repeat experience, would your expectations be
Reflect on a recent, enjoyable guest experience and on a disappointing guest experience.A. What were the significant events, the moments of truth, during each experience?B. How did they contribute to your enjoyment or disappointment?C. How do they relate to managing the guest experience in
A guest experience is a service, and this chapter explained that services are largely intangible.Think of a somewhat expensive guest experience you have had. What tangibles did the organization use to make you feel that your intangible experience was worth the money you paid?
Consider the examples in questions 2 and 3 in terms of value. Under what circumstances can quality be high and value low? Value high and quality low?
These standard rooms are available in your locality: the Ritz-Carlton Hotel ($450 per night), a Holiday Inn ($150), a No-Tell Motel ($59.95), and a YMCA or YWCA.Which room is highest in quality, and which is lowest in quality?
Imagine that a Rolex watch, a RadioShack watch, an Eagle Mirado #2 pencil, and a Cross fountain pen are sitting on a table in front of you. Which item is highest in quality, and which is lowest in quality?
Consider the formula presented in the chapter:service product + service environment + service delivery system = guest experience A. Although all parts are important, do you think these three types of organizations—a hotel, a restaurant, and an airline—would tend to place a different emphasis on
If retention is a serious problem for HCLC, what are the main ways we might address it?
What additional data should be gathered to learn more about managerial turnover?
Firing an employee has numerous potential negative organizational consequences, including the discomfort of the supervisor who delivers the termination information, conflict or sabotage from the departing employee, and the filing of a lawsuit. To avoid this, many supervisors give problem employees
Imagine your organization is doing exit interviews and has promised confidentiality to all who respond. You are responsible for conducting the exit interviews. Your supervisor has asked you to give her the name of each respondent so she can assess the information in conjunction with the per son’s
If someone said to you, “It’s easy to reduce turnover—just pay people more money,” what would your response be?
What would you recommend Dexter do differently in the future to improve his evaluation of the staffing process?
What are some possible reasons for the fact that the three sources differ in their relative effectiveness?
Since there are no standard ways of creating staffing process results and cost metrics, is there a need for some sort of oversight of how these data are calculated, reported, and used within the organization? Explain.
How would you encourage individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engaged in legal staffing actions?
In developing a report on the effectiveness of a staffing process for entry-level jobs, what factors would you address and why?
What are the advantages and disadvantages of outsourcing an entire staffing system to a vendor?
What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system?
What changes would you make in the HVP program, and why?
If you were an applicant, would the HVP program be attractive to you? Why or why not? If you were an offer receiver, which of the three plans would you choose, and why?
An organization has a staffing strategy in which it hires 10% more employees than it actually needs in any job category in order to ensure its hiring needs are met. It reasons that some of the new hires will renege on the accepted offer and that the organization can renege on some of its offers, if
A large financial services organization is thinking of adopting a new staffing strategy for entry into its management training program. The program will provide the trainees all the knowledge and skills they need for their initial job assignment after training. The organization has therefore
What steps should an employer take to develop and implement its policy regarding employment-at-will?
What are the advantages and disadvantages of the sales approach in the presentation of the job offer?
If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain.
Using the decision-making process from the previous question, which three applicants would you select for the training program? Explain your decision.

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Staffing Organizations 8th Edition Kammeyer-Mueller, John Heneman, Herbert G. Judge, Tim - Solutions

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