| A | B |
|---|
| A Few Questions on EEO Laws | aa |
| Chap 6: Training | fff |
| Chap 6: Different Methods | ggg |
| Chap 6: Why | hhh |
| Chap 6: Steps training | jjjj |
| Chap 6: Class lectures | ttt |
| Chap 7: Purpose | bbb |
| Chap 7: Problems | vv |
| Chap 7: Systems | bv |
| Chap 7: Management | dd |
| Chap 8 & 9: Compensation | ss |
| Chap 8 & 9: Benefits | vvv |
| Chap 8 & 9: incentives | v |
| Motivation-theories | vv |
| Motivation survey | vv |
| Motivation top 10 motivators | vv |
| Chap 10 & 11: labor union laws | vv |
| Chap 10 & 11: negatives and positives of unions | vv |
| Chap 10 & 11: what an employer can and can't do | v |
| Chap 10 & 11: managing with a labor union | v |
| Chap 10 & 11: major legislation | f |
| Chap 10 & 11: guest speaker | ff |
| Chap 13: turnover | f |
| Chap 13: discipline | ff |
| Chap 13: exit interview | f |
| Handouts | ff |
| Ritz Carlton video | a |
| 6: why is training referred to as a "cyclical process"? | because the cycle of training is a loop, therefore it can repeat itself in a cycle |
| 6: what are the steps in the training cycle? | 1. develop and conduct needs assessment, 2. identify training objectives, 3. establish training criteria, 4. select trainees, 5. pretest trainees, 6. choose training methods, 7. implement training, 8. evaluate training program, 9. you can go back to the beginning again... |
| 6: what are the 12 methods of needs analysis? | 1. advisory committee, 2. job descriptions and job specifications, 3. work sampling, 4. job performance measurments, 5. attitude surveys, 6. performance appraisals, 7. skills tests, 8. permormance documents, 9. guest feedback, 10. questionaires, 11. exit interview, 12. critical incidents |
| 6: when are attitude surveys an effective method of analyzing training needs? when are skills tests an effective method? | 1. it is important for those working in hospitality to have a good attitude towards guests. attitude surveys can provide an effective means of determining when trainig is required to improve the behavioral side of service. they can also tell what employes like/dislike about their job. 2. this test measures an employees ability to perform a certain task in a certain way. it determines if the employee needs trianing |
| 6:How are exit interviews useful to training efforts? | they can be useful information for managers to fix issues and train their staff better. these usually only work well though if they are anonymous and confidential |
| 6: what is the difference between training objectives and training criteria? | objectives are a measurable end result of a training program. training obejctives are typically classificed as reaction-based, learning-acuried, on the job behaviors, and results oriented. CRiteria are benchmarks for training success. |
| 6: when are case studies an appropriate training method? | case studies can be particulary useful in training that involves problem solving skills becuase participants often get the AhHA moment, undertanding what is and what is not important. |
| 6: when is modeling an appropriate training method? | it is often effective in the hospitaly field becuase it shows behavioral issues which are extremely important in the hospitality field |
| 6: what type of situations could benefit from in-basket training? | this method could be used to identify potential managers becuase it predicts future job behavior of problem solving |
| 6: what are the differences between organizational analysis, task and behavior analysis, and individual analysis? | org ana: the processes in which the entire organization's need for training is assesd; generally includes an assesment of hte effect that trianing will have on the organization. task and b ana: a process that determines which tasks and behaviors are needed for each job. indi ana: process that helps managers identify specific training needs for the person perfomring a perticular job |
| 7: What are the basic funtions of performance appraisals? How might each of these functions be used? | improving work performance or making work-related decisions. Managers may use these to provide feedback to employees, reinforce or encourage performance, and help employees develop in their careers |
| 7: How do contruct validity and content validity differ? Why is each important to consider when establishhing performance appraisal systems? | construct: performance appraisals must measure what they claim to measure. for instance, does measuring "service" actually measure the service delivered? content: performance appriaslas must measure the entire issue, not just a portion or part. for instance, a performcne apprais=al that measures guest service at a front desk cannot simply measure thespped in which guests were served, since service involves many other issues. These are important becuase some errors that can occur during appraislas and damage their validity and reliabiltiy are casued by these. |
| 7: Why is job relatedness such an importanat issue in performance appraisals? | f |
| 7: What are four types of common rating errors? | f |
| 7: What are the principal differences between graphic rating scales and behaviorally anchored rating scales? | graphic: rating system in which appraisers rate employees on specific measurable criteria. behav: rating system sin which appraisers rate employees on specific behaviors displayed |
| 7: What are the advantages of using the anrrative essay appraoch to appraisals? What are some of the problems? | adv: fills in gaps left by more quanitiative methods. how an employee can improve. neg: managers dont usually write these carefully to help employees |
| 7: What are the advantages of using peers and guests as raters in performance appraisals? What are some of the probelms associated with using these groups as raters? | pos:they can help ease conflicts among co workers and it is good becuase of peer teamwork, guests are the most important judges. cons: not much for peers, they generally agree highly with mgmt. guests usually only fill out forms when there are extreme positives and negatives. |
| 7: What objectives should be included in a training program for appraisers? | 1. understanding of rating error, 2. understanding of how to process observed information, 3. understanding of how to etablish a frame of reference for what is observed, 4. a familiarity with the performance appraisal system in use, 5. the experince of having observed a performance appraisal, 6. practice in effective interviewing techniques, 7. practice in conducting a performance appraisal |
| 7: How frequently should a property conduct performance appraisals? Why? | annual and even semi anual is not frequent enogh because you dont remember enough. the more often the better. quarterly is pretty god |
| 7: How do the content issues and process issues managers should consider when assessing whether or not their performcne appraisal system meets legal requirements differ? | f |
| 8: Analyze the external and internal factors that may influence compensation programs in your market. What recommendation would you make to a manager intending to start a new hospitality company in the market? | f |
| 8: how does motivation relate to compensation? | not all employees are motivated just by money to perform as the compnay wants it to, so other forms of motivation must be an incentive to work hard for the company |
| 8: what is a total reward program? | all the methods including cash, equity, and benefits employers use to pay for the work of employees |
| 8: what are the major content theories of motivation? | Marslow/'s hierarchy of needs theory, alderfers ERG theory, herzbergs two factor thoery and mcclellands n achievement theory |
| 8: how does the equity theory relate to compensation in the hospitality industry? What about the expectancy theory? | equity is a theory that relates to whether employees feel like theya re being treated fairly or unfairly compared to others. expectancy is a motivagtion theory that explains motivation as a process involving an indidviduals perception of three variables (expectancy, instrumentality, and valence). |
| 8: some experts criticize skinner's reinforcement theory on the basis of its simplicity. Do you believe this theory has applicable value for hospitality managers? Why?? | i agree w/ it in anything. it says that people are conditioned to repsond to stimuli and that behavoir can be guided through the use of various types of reinforcemtn |
| 8: what are the four methods managers can use to evaluate the worth of jobs? | 1. ranking method, 2. classification method, 3. point method, 4. factor comparison method |
| 8: what limitations does the ranking method have? | its like comparing apples do oranges, while it states one is more diffcult or important, its hard to say how much so |
| 8: what factors or policies should a company consider when establishing pay structures? | pay leaders, pay followers, meet the competiors, pay grades, two-tier wage system, skill based pay, on call pay, team based pay |
| 8: what are the principal differences between pay for performance and seniority based pay systems? | performance based on the now vs employees experince and senoirty |
| 8: why is comparable pay such a hot issue for the hospitality industry? if the courts decide that jobs of similar value and skills must be paid equally, what effect do you believe it will have on the hospitality industry? | f |
| 8: one of the issues discussed in this chapter was wage compression. How would you address this problem as a manager in the hospitality industry? | its pay inequiteis based on levels of demand that result in hiher pay for new employees than for current employees. i would give old employees the chance for raises and bonuses |
| 9: why do many researchers and industry personnel no longer view benefits as a motivating factor for employees? | becuase motivation comes from more than just money for many people |
| 9: what defines an effective incentive program? what are the advantages of such programs? | the programs must be directed toward attaining clear, specific goals that empyees can understand, goals must be fair, room for improvement, rewards substantail, goals attainable, and more. it can create better work out of employees |
| 9: how do individual and group incentives differ? | indi: goal based compensation system that links pay to indidvidaul performance to improve productivity, reduce costs, motivate personnel, attian other company obejctives. inludes bonuses, pay for knowlede, and merit pay. group: goal basede compensation system that links pay to group performance to improve productivity; reduces costs; motivates personnel; attains other company objectives. such programs include Scanlon plan, rucker plan, and improshare |
| 9: how do the piecework, standard hour, and merit pay individual incentives differ? which are more applicable to line-level employees in the hospitality industry? Why? | piecework-incentive program based on pay for the number of work tasks completed. standard hour- incentive program based on the number of units completed per day. merit-pay based on an employees performance over a predetermined period of time |
| 9: how do the scanlon, rucker, and improshare group incentive plans differ? | scanlon-cost-saving group incentive plan based on the ratio of labor costs to the sales value of production (SVOP). Rucker-cost-saving incentive plan based on the ratio of labor costs to the share of production costs. this plan uses a standard measure called an economic productivity index. improshare-cost-saving group incentive plan in which a standard cost of production is established and the employees share in the cash savings of produection costs under that amount |
| 9: what are the major mandatory benefits that employers must provide their employees? | retirement income, disability income, health care coverage, survivor benefits, workers compensation, unemployemnt compensation insurance |
| 9: what are the most common types of health care benefits offered by employers? How do these types differ? | theres group life insurance, group health insureance, alernative heath programs, |
| 9: what are the most common kinds of pension and retirement plans offered by US companies? hoe do these plans differ? how did the Tax Reform Act of 1986 affect these plans? | tributory retirement plans, non contributory retirement plans, defined contribution plans, defined benefit plans, employee retirement income security act of 1974 and much more, look at book |
| 9: given what you know about the demographic makeup of hospitality employees, which types of benefit plans do you think would be most useful for hospitality companies? | a |
| 9: what services are most commonly offered through employee assistance programs? | child and dependent care programs, cafeteria and flexible benefits plans, longterm care policies, pay for time not worked, paid leave bank, fleible work schedules, maxiumum work hours |
| 10: what are the main provisions of the Wagner Act? | legislation that outlined the reponsibility of managaement to bargain collectively with unions, and that defined unfair labor practices for mangament. also called the national labor relations act. |
| 10: what are the main provision of the Taft-Hartley Act? | legislation that banned closed shops, outlined unfair labor practices for unions, empowered states to choose to enact right to work laws, outlawed featherbedding, and establisehd national emergency impasse procedures. amended the wagner act of 1935 |
| 10: what are the main provisions of the Landrum-Griffin Act? | legislation that outlined legal responsibilites of unions and forced unions to follow specific election procedures and ethical standards. sometimes called the 'bill of rights'/ for union members |
| 10: what are the main provisions of the Civil Service Reform Act? | legislation that established the right of federal employees to select their own bargaining agents, and that established the policy for resolving disputes through arbitration |
| 10: why were the PATCO strikers legally fired by President Reagan in 1981? | a |
| 10: what are the differences between craft unions and industrial unions? | craft-union that represents workers who have essentially the same skills or who perform the same tasks, for example, plumbers or electricians. industrail-union that represents workers in specific industreis such as the automobile or hospitality industry |
| 10: what percentage of the employees in a compnay must sign authorization cards before a union certification election can be called? | 30 percent |
| 10: what are the steps in the union decertification process? | 30 employees must show intrest in decertification, cant be called till 12 months after original. petition must be filed with NLRB. cert. |
| 10: what are some of the demographic reasons that unions have not been very successful in organizing hotel and restaurant employees to date? | a |
| 10: what types of activities have unions engaged in recently to help improve their public image? | helped support social issues |
| 11: What do managers need to consider when deciding who should be a part of their collective bargaining negotiation team? | often consists of head of human resources, an attorney, and a consultant trained in collective barganaing negotiations |
| 11: how do mandatory bargaining issues, voluntary bargaining issues, and illegal bargaining issues differ? | mandatory-issues discussed during the collective bargaining process that relate directly to the employment relationship. the wagner and taft hartley acts stipulate that both union and management must bargain in good faith over these issues. voluntary-issues discused during the collective bargaining procdess only when both sides want to; discussion is not mandated y law. issues include pension and benefits rights, supervisory compesation and discipline, and compnay prices or products. illegal-issues prohibited by law from collective bargaining negotiations. includes closed-shop agreements, any issues that violate eeoc laws, and featherbedding. |
| 11: what are six non-economic issues typically important to unions during collective bargaining? | 1. quality of work life issues, union security, work rules, size of work crew, types of work that cannot be done by various employee groups, grievance and arbitration procedures |
| 11: when can an impasse be declared? | impasse is point at which neither the union nor mgmt will give up on any point or issue and at which agreement is yet to be reached |
| 11: what are the differences between management rights clauses and just clauses? | mgmt: clause in collective bargaining contract that gives mngmt the right to control products and services the compnay makes or delivers, and the right to determine the method and use of employee discipline. just-clause in colelctive bargaining contract that outlines specific guidelines for employee discipline or termination; unions typically want just cause in their contracts |
| 11: what are the differences between distributive barganing and integrative bargaining? | distribuitve-bargianing that occurs when the union and mgmt conflict over major issues. under such conditions, each side presents a proposal in which one side loses and the other wins. integrative-bargaining that occurs when the union and mgmt are nto nessarily in conflict over an issue, or when both side have somoething to gain from bargainaing |
| 11: Which types of strikes provide the best legal protection for employees? which types provide the least? | wildcat strike, sitdown strike, secondaary stike, economic strike, unfair labor practice strike, and jurisdictional strike, pg 375 |
| 11: what are the differences between arbitration and final offer arbitration? how do these differences affect theh outcome of arbitration decisions in most cases? | arbitration is a process used to settle a labor dispute between a union and managment through the use of a thrid party (known as an arbitrator), whose descision is binding if both the employer and union have previously agreed to be bound by it. final offer arbitration is arbitration process in which the arbitrator must choose either mgmts proposal or the unions proposal. decisions made during theis process are final |
| 11: what are the three most common grounds for grievances? Why? | security, compensation practices, working conditions, ambigous terms, employee disresgard for compnay rules |
| 11: what are some of the concerns of non-union properties in establishing grievance procedures? | aaa |
| 13: why should employee discharge be viewed as a last-resort diciplinary step? | a |
| 13: what are three organizational causes of discipline problems? | aa |
| 13: what are three individual causes of discipline problems? | aa |
| 13: how does the "hot stove approach" compare with progressive discipline? | a |
| 13: how does positive discipline differ from progressive discipline? | aa |
| 13: what processes should a manager go through before discharging an employee? | a |
| 13: under what circumstances might an employee file a wrongful discharge lawsuit that would be difficult for managers to defend? | a |
| 13: what are some circumstances that may lead employees to believe that they have an implied employment contract for lifetime work? | aa |
| 13: how does the concept of employement at will compare with implied employment contracts? | a |
| 13: what is an effective exit interview system? | a |
