{"product_id":"hospitality-employee-management-and-supervision-isbn-9780471745228","title":"Hospitality Employee Management and Supervision","description":"In many hospitality establishments, one manager or supervisor is the entire human resources department, making all the hiring and training decisions, often without having a formal human resources background. Filling this knowledge gap, \u003cb\u003e\u003ci\u003eHospitality Employee Management and Supervision\u003c\/i\u003e\u003c\/b\u003e provides both busy professionals and students with a one-stop comprehensive guide to human resources in the hospitality industry.  \u003cp\u003eRather than taking a theoretical approach, this text provides a hands-on, practical, and applications-based approach. The coverage is divided into four sections: legal considerations, employee selection, employee orientation and training, and communication and motivation.\u003c\/p\u003e \u003cp\u003eEach chapter in this lively and engaging text features:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eQuotations——Various practitioners in the hospitality industry highlight the chapter's focus\u003c\/li\u003e \u003cli\u003eChapter Objectives and Summaries lay out key concepts and then, at the end of each chapter, review them\u003c\/li\u003e \u003cli\u003eHRM in Action features highlight real-world HRM experiences that relate to the content presented in each chapter\u003c\/li\u003e \u003cli\u003eTales from the Field——Hospitality employees provide accounts of the various challenges they face in the industry\u003c\/li\u003e \u003cli\u003eEthical Dilemmas——Scenarios from the hospitality industry which emphasize the role ethics plays in every aspect of the hospitality industry\u003c\/li\u003e \u003cli\u003ePractice Quizzes and Chapter Review Questions reinforce student comprehension of key concepts\u003c\/li\u003e \u003cli\u003eHands-On HRM——Mini-cases based on real-world situations with discussion questions\u003c\/li\u003e \u003cli\u003eChapter Key Terms——Bolded within the chapter and then listed at the end of each chapter with definitions.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xvi\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 1 the Legal Landscape 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction to Hiring and Supervising Employees 3\u003c\/p\u003e \u003cp\u003eChapter Objectives 3\u003c\/p\u003e \u003cp\u003eHRM in Action 4\u003c\/p\u003e \u003cp\u003eOverview of What’s to Come 4\u003c\/p\u003e \u003cp\u003eTales from the Field 5\u003c\/p\u003e \u003cp\u003eIncreased Competition 5\u003c\/p\u003e \u003cp\u003eThe Changing Labor Market 8\u003c\/p\u003e \u003cp\u003eHospitality Industry Jobs 8\u003c\/p\u003e \u003cp\u003eA Note About Ethics 9\u003c\/p\u003e \u003cp\u003eEthical Dilemma 10\u003c\/p\u003e \u003cp\u003eWorkforce Demographics Will Change 10\u003c\/p\u003e \u003cp\u003eNontraditional Workers 12\u003c\/p\u003e \u003cp\u003eIncreased Demand 12\u003c\/p\u003e \u003cp\u003eIndustry Remains Strong 14\u003c\/p\u003e \u003cp\u003eMotivations, Needs, and Expectations 15\u003c\/p\u003e \u003cp\u003eTraining and Motivation 15\u003c\/p\u003e \u003cp\u003eHands-on HRM 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Hospitality Manager’s Legal Challenges 21\u003c\/p\u003e \u003cp\u003eChapter Objectives 21\u003c\/p\u003e \u003cp\u003eHRM in Action 22\u003c\/p\u003e \u003cp\u003eEmployment Law and the Equal Employment Opportunity Commission 22\u003c\/p\u003e \u003cp\u003eTales from the Field 25\u003c\/p\u003e \u003cp\u003eIllegal Discrimination 25\u003c\/p\u003e \u003cp\u003eBona Fide Occupational Qualification 26\u003c\/p\u003e \u003cp\u003eEthical Dilemma 27\u003c\/p\u003e \u003cp\u003eThe Hooters Restaurant Chain 27\u003c\/p\u003e \u003cp\u003eSexual Harassment 28\u003c\/p\u003e \u003cp\u003eManagers Must Establish Guidelines and Policies 29\u003c\/p\u003e \u003cp\u003eState and Local Employment Laws 30\u003c\/p\u003e \u003cp\u003eAffirmative Action Plans 30\u003c\/p\u003e \u003cp\u003eThe Americans with Disabilities Act 31\u003c\/p\u003e \u003cp\u003eDisability Defined 32\u003c\/p\u003e \u003cp\u003eReasonable Accommodation 33\u003c\/p\u003e \u003cp\u003eAvoiding Illegal Questions and Practices Under the ADA 33\u003c\/p\u003e \u003cp\u003eAge Discrimination in Employment 34\u003c\/p\u003e \u003cp\u003eEqual Pay Act 34\u003c\/p\u003e \u003cp\u003eImmigration Reform and Control Act 35\u003c\/p\u003e \u003cp\u003eHands-on HRM 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees 43\u003c\/p\u003e \u003cp\u003eChapter Objectives 43\u003c\/p\u003e \u003cp\u003eHRM in Action 44\u003c\/p\u003e \u003cp\u003eA Brief History 44\u003c\/p\u003e \u003cp\u003eTales from the Field 45\u003c\/p\u003e \u003cp\u003eTip Credits and Tip Pools 47\u003c\/p\u003e \u003cp\u003eRegular Tips 50\u003c\/p\u003e \u003cp\u003eTip Retention 50\u003c\/p\u003e \u003cp\u003eSlow Shifts 50\u003c\/p\u003e \u003cp\u003eAdvance Notice 50\u003c\/p\u003e \u003cp\u003eTip Pools 51\u003c\/p\u003e \u003cp\u003eEthical Dilemma 52\u003c\/p\u003e \u003cp\u003eOvertime 52\u003c\/p\u003e \u003cp\u003eChanges in Overtime Law 53\u003c\/p\u003e \u003cp\u003eThe New Rules 55\u003c\/p\u003e \u003cp\u003eExecutive (Managerial) Exemption 55\u003c\/p\u003e \u003cp\u003eAdministrative Exemption 56\u003c\/p\u003e \u003cp\u003eProfessional Exemption 56\u003c\/p\u003e \u003cp\u003eLabor Costs, Profits, and Employee Morale 57\u003c\/p\u003e \u003cp\u003eHands-on HRM 61\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCommon Law, Negligent Hiring, And Employee Rights 65\u003c\/p\u003e \u003cp\u003eChapter Objectives 65\u003c\/p\u003e \u003cp\u003eHRM in Action 66\u003c\/p\u003e \u003cp\u003eCommon Law and Its Impact on the Workplace 66\u003c\/p\u003e \u003cp\u003eTales from the Field 67\u003c\/p\u003e \u003cp\u003eMcDonald’s Coffee Too Hot? 68\u003c\/p\u003e \u003cp\u003eEmployee Rights Under Common Law 69\u003c\/p\u003e \u003cp\u003eWrongful Discharge 69\u003c\/p\u003e \u003cp\u003eEthical Dilemma 71\u003c\/p\u003e \u003cp\u003eConstructive Discharge 71\u003c\/p\u003e \u003cp\u003eFalse Imprisonment, Defamation, and Invasion of Privacy 72\u003c\/p\u003e \u003cp\u003eDefamation of Character 72\u003c\/p\u003e \u003cp\u003eNegligent Hiring and Negligent Retention 74\u003c\/p\u003e \u003cp\u003eHands-on HRM 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWorking with Unions 81\u003c\/p\u003e \u003cp\u003eChapter Objectives 81\u003c\/p\u003e \u003cp\u003eHRM in Action 82\u003c\/p\u003e \u003cp\u003eStates and Metro Areas with a Large Union Concentration 82\u003c\/p\u003e \u003cp\u003eTales from the Field 83\u003c\/p\u003e \u003cp\u003eThe National Labor Relations Act 83\u003c\/p\u003e \u003cp\u003eThe Taft-Hartley Act and Right-to-Work Laws 84\u003c\/p\u003e \u003cp\u003eLocal Unions 85\u003c\/p\u003e \u003cp\u003eEthical Dilemma 86\u003c\/p\u003e \u003cp\u003eNational Unions 87\u003c\/p\u003e \u003cp\u003eMultiunion Associations 87\u003c\/p\u003e \u003cp\u003eWhy Employees Join Unions 88\u003c\/p\u003e \u003cp\u003eThe Union Organization Process 89\u003c\/p\u003e \u003cp\u003eEmployers May Not Retaliate 89\u003c\/p\u003e \u003cp\u003eThe Union Contract 89\u003c\/p\u003e \u003cp\u003eManagement Challenges When Working with Unions 90\u003c\/p\u003e \u003cp\u003eCreating a Positive Work Environment 91\u003c\/p\u003e \u003cp\u003eHands-on HRM 94\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 2 the Employee Selection Process 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eJob Descriptions and Job Specifications 99\u003c\/p\u003e \u003cp\u003eChapter Objectives 99\u003c\/p\u003e \u003cp\u003eHRM in Action 99\u003c\/p\u003e \u003cp\u003eThe Employee Selection Process 100\u003c\/p\u003e \u003cp\u003eJob Descriptions 100\u003c\/p\u003e \u003cp\u003eTales from the Field 101\u003c\/p\u003e \u003cp\u003eEssential Elements 101\u003c\/p\u003e \u003cp\u003ePerformance Standards 104\u003c\/p\u003e \u003cp\u003eEthical Dilemma 105\u003c\/p\u003e \u003cp\u003eEssentials for Success 106\u003c\/p\u003e \u003cp\u003eJob Specifications 107\u003c\/p\u003e \u003cp\u003eOne Size Does Not Fit All 111\u003c\/p\u003e \u003cp\u003eHands-on HRM 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Employee Handbook 117\u003c\/p\u003e \u003cp\u003eChapter Objectives 117\u003c\/p\u003e \u003cp\u003eHRM in Action 117\u003c\/p\u003e \u003cp\u003eRationale for Employee Handbooks 118\u003c\/p\u003e \u003cp\u003eTales from the Field 119\u003c\/p\u003e \u003cp\u003eEmployee Handbooks Are Common in Large Operations 119\u003c\/p\u003e \u003cp\u003eEmployees Must Sign for It 119\u003c\/p\u003e \u003cp\u003eA Well-Crafted Employee Handbook 120\u003c\/p\u003e \u003cp\u003eWrite It Yourself but Have an Attorney Review It 120\u003c\/p\u003e \u003cp\u003eEthical Dilemma 122\u003c\/p\u003e \u003cp\u003eBe Clear, Concise, and Consistent 122\u003c\/p\u003e \u003cp\u003eSetting the Proper Tone in the Introduction 122\u003c\/p\u003e \u003cp\u003eLegal Issues and Disclaimers 123\u003c\/p\u003e \u003cp\u003eProbationary Period, Trial Period, or Training Period? 125\u003c\/p\u003e \u003cp\u003eWhat to Include in the Employee Handbook 125\u003c\/p\u003e \u003cp\u003eHands-on HRM 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAdvertising and Recruiting 133\u003c\/p\u003e \u003cp\u003eChapter Objectives 133\u003c\/p\u003e \u003cp\u003eHRM in Action 133\u003c\/p\u003e \u003cp\u003eThe Labor Market and the Labor Pool 134\u003c\/p\u003e \u003cp\u003eThe Internet Expands the Labor Market 134\u003c\/p\u003e \u003cp\u003eTales from the Field 135\u003c\/p\u003e \u003cp\u003eSmaller Operations Have Some Advantages 135\u003c\/p\u003e \u003cp\u003eEmployee Turnover 136\u003c\/p\u003e \u003cp\u003eTales from the Field 137\u003c\/p\u003e \u003cp\u003eIdentifying Potential Job Applicants 139\u003c\/p\u003e \u003cp\u003eEmployee Referrals 139\u003c\/p\u003e \u003cp\u003ePaying a Referral Bonus 140\u003c\/p\u003e \u003cp\u003eRecruiting Is Marketing 140\u003c\/p\u003e \u003cp\u003eWalk-In Applicants 141\u003c\/p\u003e \u003cp\u003eEthical Dilemma 142\u003c\/p\u003e \u003cp\u003eWalk-In Applicants Should Be Welcome 142\u003c\/p\u003e \u003cp\u003eAdvertising for Job Applicants 143\u003c\/p\u003e \u003cp\u003eHelp-Wanted Ads Have Some Limitations 143\u003c\/p\u003e \u003cp\u003eDiversity—The New Workforce 145\u003c\/p\u003e \u003cp\u003eTargeting the New Workforce 147\u003c\/p\u003e \u003cp\u003eHot Buttons 148\u003c\/p\u003e \u003cp\u003eLanguage Solutions for Managers and Supervisors 148\u003c\/p\u003e \u003cp\u003eHands-on HRM 152\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eApplications, Interviews, and Background Checks 155\u003c\/p\u003e \u003cp\u003eChapter Objectives 155\u003c\/p\u003e \u003cp\u003eHRM in Action 156\u003c\/p\u003e \u003cp\u003eThe Job Application 156\u003c\/p\u003e \u003cp\u003eTales from the Field 157\u003c\/p\u003e \u003cp\u003eA Fact-Finding Form 157\u003c\/p\u003e \u003cp\u003ePersonal Data 157\u003c\/p\u003e \u003cp\u003eEmployment Status 160\u003c\/p\u003e \u003cp\u003eEducation and Skills 160\u003c\/p\u003e \u003cp\u003eWork History 160\u003c\/p\u003e \u003cp\u003eReferences 160\u003c\/p\u003e \u003cp\u003eTales from the Field 161\u003c\/p\u003e \u003cp\u003eSignature Line 161\u003c\/p\u003e \u003cp\u003eAnalyzing Application Forms 163\u003c\/p\u003e \u003cp\u003ePreparing for the Job Interview 164\u003c\/p\u003e \u003cp\u003eThe Job Interview 165\u003c\/p\u003e \u003cp\u003eProcess Is a Two-Way Street 165\u003c\/p\u003e \u003cp\u003eConducting the Interview 166\u003c\/p\u003e \u003cp\u003eThe Applicant Should Do Most of the Talking 167\u003c\/p\u003e \u003cp\u003eDon’t Oversell the Position 167\u003c\/p\u003e \u003cp\u003eCheck for Any “Knockout Factors” 167\u003c\/p\u003e \u003cp\u003eClosed-Ended and Open-Ended Questions 168\u003c\/p\u003e \u003cp\u003eSituational and Behavioral Questions 169\u003c\/p\u003e \u003cp\u003eHow Long Should the Interview Last? 170\u003c\/p\u003e \u003cp\u003eQuestions to Avoid 170\u003c\/p\u003e \u003cp\u003eThe Job Offer 172\u003c\/p\u003e \u003cp\u003eThe Act of the Employee 172\u003c\/p\u003e \u003cp\u003eEthical Dilemma 173\u003c\/p\u003e \u003cp\u003eBackground Checks 174\u003c\/p\u003e \u003cp\u003eWhy Conduct Background Checks? 174\u003c\/p\u003e \u003cp\u003eObtaining the Applicant’s Permission 176\u003c\/p\u003e \u003cp\u003eMany Employees Have Skeletons in Their Closets 177\u003c\/p\u003e \u003cp\u003eWho Performs Background Checks? 178\u003c\/p\u003e \u003cp\u003eWho Should Be Checked? 178\u003c\/p\u003e \u003cp\u003eReference Checks 180\u003c\/p\u003e \u003cp\u003eShould I Give References on a Previous Employee? 180\u003c\/p\u003e \u003cp\u003eHands-on HRM 185\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 3 Orientation And Training 189\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNew-employee Orientation 191\u003c\/p\u003e \u003cp\u003eChapter Objectives 191\u003c\/p\u003e \u003cp\u003eHRM in Action 191\u003c\/p\u003e \u003cp\u003eStarting off on the Right Foot 192\u003c\/p\u003e \u003cp\u003eThe Need for New-Employee Orientation 192\u003c\/p\u003e \u003cp\u003eTales from the Field 193\u003c\/p\u003e \u003cp\u003eBenefits of Orientation 193\u003c\/p\u003e \u003cp\u003eThe Benefits to the Company Overall 194\u003c\/p\u003e \u003cp\u003eThe Benefits to the Supervisor and to Management 194\u003c\/p\u003e \u003cp\u003eThe Benefits to the Employee 194\u003c\/p\u003e \u003cp\u003eOrientation Programs 195\u003c\/p\u003e \u003cp\u003eEthical Dilemma 198\u003c\/p\u003e \u003cp\u003eMake New-Employee Orientation Fun 198\u003c\/p\u003e \u003cp\u003eAvoid Common Mistakes 199\u003c\/p\u003e \u003cp\u003eWork with a Checklist 199\u003c\/p\u003e \u003cp\u003eBefore the New Employee Arrives 200\u003c\/p\u003e \u003cp\u003eFirst Day on the Job 200\u003c\/p\u003e \u003cp\u003eDuring the First Week 200\u003c\/p\u003e \u003cp\u003eTales from the Field 201\u003c\/p\u003e \u003cp\u003eHands-on HRM 204\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTraining to Performance Standards 207\u003c\/p\u003e \u003cp\u003eChapter Objectives 207\u003c\/p\u003e \u003cp\u003eHRM in Action 208\u003c\/p\u003e \u003cp\u003eTraining Now and Development Later 208\u003c\/p\u003e \u003cp\u003eBenefits of Training and Development 209\u003c\/p\u003e \u003cp\u003eTales from the Field 211\u003c\/p\u003e \u003cp\u003ePerformance Standards and Needs Assessment 211\u003c\/p\u003e \u003cp\u003eUnderstanding Performance Management 212\u003c\/p\u003e \u003cp\u003eEthical Dilemma 213\u003c\/p\u003e \u003cp\u003eImportance of Performance Standards 213\u003c\/p\u003e \u003cp\u003ePerformance Standards and Training 214\u003c\/p\u003e \u003cp\u003eHow to Set Performance Standards 214\u003c\/p\u003e \u003cp\u003eDetermining Training Needs 216\u003c\/p\u003e \u003cp\u003eApproaches to Needs Assessment 218\u003c\/p\u003e \u003cp\u003eDetermining Training Objectives 218\u003c\/p\u003e \u003cp\u003eLearning Principles 219\u003c\/p\u003e \u003cp\u003eConsiderations When Selecting Training Techniques 220\u003c\/p\u003e \u003cp\u003eTraining Methods 221\u003c\/p\u003e \u003cp\u003eProblems Associated with OJT 222\u003c\/p\u003e \u003cp\u003eProblems with Job Rotation and Cross-training 223\u003c\/p\u003e \u003cp\u003eTrain the Trainer Programs 223\u003c\/p\u003e \u003cp\u003eOff-the-Job Training Methods 224\u003c\/p\u003e \u003cp\u003eIncreased Use of Technology 224\u003c\/p\u003e \u003cp\u003eOther Training Methods 226\u003c\/p\u003e \u003cp\u003eInternships 226\u003c\/p\u003e \u003cp\u003eRole Playing 226\u003c\/p\u003e \u003cp\u003eCase Study 226\u003c\/p\u003e \u003cp\u003eSelf-Study 227\u003c\/p\u003e \u003cp\u003eEvaluating Training 227\u003c\/p\u003e \u003cp\u003eHands-on HRM 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUnit 4 Communication And Motivation 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerformance Appraisals That Work 237\u003c\/p\u003e \u003cp\u003eChapter Objectives 237\u003c\/p\u003e \u003cp\u003eHRM in Action 238\u003c\/p\u003e \u003cp\u003eEveryone Benefits from Effective Performance Appraisals 238\u003c\/p\u003e \u003cp\u003eInformal and Formal Appraisals 239\u003c\/p\u003e \u003cp\u003eCommon Performance Appraisal Problems 240\u003c\/p\u003e \u003cp\u003eTales from the Field 241\u003c\/p\u003e \u003cp\u003eUnderstanding Rater Biases 242\u003c\/p\u003e \u003cp\u003eThe Halo-or-Horns Effect 242\u003c\/p\u003e \u003cp\u003eThe Error of Central Tendency 243\u003c\/p\u003e \u003cp\u003eThe Leniency and Strictness Biases 243\u003c\/p\u003e \u003cp\u003eCross-Cultural Biases 243\u003c\/p\u003e \u003cp\u003ePersonal Prejudice 243\u003c\/p\u003e \u003cp\u003eThe Recency Effect 244\u003c\/p\u003e \u003cp\u003eSimilar-to-Me Bias 244\u003c\/p\u003e \u003cp\u003eOvercoming Obstacles and Reducing Errors 244\u003c\/p\u003e \u003cp\u003ePerformance Appraisal Methods 244\u003c\/p\u003e \u003cp\u003eEthical Dilemma 245\u003c\/p\u003e \u003cp\u003eRating Scales 245\u003c\/p\u003e \u003cp\u003eChecklists 247\u003c\/p\u003e \u003cp\u003eForced Choice Method 248\u003c\/p\u003e \u003cp\u003eCritical Incidents Method 249\u003c\/p\u003e \u003cp\u003eBehaviorally Anchored Rating Scales 250\u003c\/p\u003e \u003cp\u003eSelf-Appraisals 252\u003c\/p\u003e \u003cp\u003e360-Degree Performance Appraisal 252\u003c\/p\u003e \u003cp\u003eEvaluation Interviews and Employee Counseling 253\u003c\/p\u003e \u003cp\u003eLegal Constraints in Performance Appraisals 254\u003c\/p\u003e \u003cp\u003eHands-on HRM 257\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEffective Communication And Feedback 261\u003c\/p\u003e \u003cp\u003eChapter Objectives 261\u003c\/p\u003e \u003cp\u003eHRM in Action 262\u003c\/p\u003e \u003cp\u003eThe Communication Process 262\u003c\/p\u003e \u003cp\u003eAn Example from Marriott 262\u003c\/p\u003e \u003cp\u003eTales from the Field 263\u003c\/p\u003e \u003cp\u003eWhich Communication Method Is Best? 263\u003c\/p\u003e \u003cp\u003eThe Employee Grapevine 264\u003c\/p\u003e \u003cp\u003eDownward and Upward Communication 265\u003c\/p\u003e \u003cp\u003eTales from the Field 267\u003c\/p\u003e \u003cp\u003eVerbal and Written Communication 267\u003c\/p\u003e \u003cp\u003eEthical Dilemma 269\u003c\/p\u003e \u003cp\u003eThe Information Superhighway 269\u003c\/p\u003e \u003cp\u003eCorporate Web-Surfing Policies 271\u003c\/p\u003e \u003cp\u003eCommon Obstacles to Effective Communication 271\u003c\/p\u003e \u003cp\u003eCultural Differences 272\u003c\/p\u003e \u003cp\u003eDifferences in Background 272\u003c\/p\u003e \u003cp\u003ePrejudices and Perceptions 273\u003c\/p\u003e \u003cp\u003eAssumptions and Expectations 274\u003c\/p\u003e \u003cp\u003eEmotions 274\u003c\/p\u003e \u003cp\u003eOvercoming Barriers to Effective Communication 275\u003c\/p\u003e \u003cp\u003eActive and Passive Listening 275\u003c\/p\u003e \u003cp\u003eProviding Effective Feedback 276\u003c\/p\u003e \u003cp\u003eThe Role of Positive Feedback 276\u003c\/p\u003e \u003cp\u003eThe Role of Negative Feedback 277\u003c\/p\u003e \u003cp\u003eGuidelines for Providing Feedback That Works 277\u003c\/p\u003e \u003cp\u003eHands-on HRM 281\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmployee Discipline 285\u003c\/p\u003e \u003cp\u003eChapter Objectives 285\u003c\/p\u003e \u003cp\u003eHRM in Action 286\u003c\/p\u003e \u003cp\u003eCauses for Discipline 286\u003c\/p\u003e \u003cp\u003eCause 1: Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored 286\u003c\/p\u003e \u003cp\u003eTales from the Field 287\u003c\/p\u003e \u003cp\u003eHow to Ensure Acceptance and Compliance 288\u003c\/p\u003e \u003cp\u003eCause 2: Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude 289\u003c\/p\u003e \u003cp\u003eCause 3: Employees Have Personality and Motivational Problems 290\u003c\/p\u003e \u003cp\u003eCause 4: Troublesome Environmental Factors 291\u003c\/p\u003e \u003cp\u003ePreventive and Corrective Discipline 291\u003c\/p\u003e \u003cp\u003eOral or Verbal Warning 293\u003c\/p\u003e \u003cp\u003eWritten Warning 293\u003c\/p\u003e \u003cp\u003eSuspension 293\u003c\/p\u003e \u003cp\u003eEthical Dilemma 294\u003c\/p\u003e \u003cp\u003eTermination 294\u003c\/p\u003e \u003cp\u003eSix Discipline Don’ts 295\u003c\/p\u003e \u003cp\u003eDon’t Regard Discipline as Punishment 295\u003c\/p\u003e \u003cp\u003eDon’t Make Discipline a Me Against You Confrontation 296\u003c\/p\u003e \u003cp\u003eDon’t Do Too Little Too Late 296\u003c\/p\u003e \u003cp\u003eDon’t Create New Rules “on the Fly” 297\u003c\/p\u003e \u003cp\u003eDon’t Take a Nonprogressive Approach Unless Unavoidable 297\u003c\/p\u003e \u003cp\u003eDon’t Ignore the Root Causes 297\u003c\/p\u003e \u003cp\u003eFive Discipline Dos 297\u003c\/p\u003e \u003cp\u003eDo Thoroughly Investigate 298\u003c\/p\u003e \u003cp\u003eDo Confront the Employee 298\u003c\/p\u003e \u003cp\u003eDo Get a Commitment 300\u003c\/p\u003e \u003cp\u003eDo Use Progressive Discipline When Possible 300\u003c\/p\u003e \u003cp\u003eDo Follow Up on Employee Discipline 300\u003c\/p\u003e \u003cp\u003eWhen to Terminate an Employee 301\u003c\/p\u003e \u003cp\u003eLegal Implications When Terminating an Employee 302\u003c\/p\u003e \u003cp\u003eGuidelines for Terminating an Employee 303\u003c\/p\u003e \u003cp\u003eHands-on HRM 306\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmployee Motivation Through Quality Leadership 311\u003c\/p\u003e \u003cp\u003eChapter Objectives 311\u003c\/p\u003e \u003cp\u003eHRM in Action 312\u003c\/p\u003e \u003cp\u003eRelationship between Leadership and Motivation 312\u003c\/p\u003e \u003cp\u003eMotivational Theories 313\u003c\/p\u003e \u003cp\u003eEarly Theories of Motivation 313\u003c\/p\u003e \u003cp\u003eThe Traditional Model 313\u003c\/p\u003e \u003cp\u003eTales from the Field 314\u003c\/p\u003e \u003cp\u003eThe Human Relations Model 314\u003c\/p\u003e \u003cp\u003eThe Human Resources Model 315\u003c\/p\u003e \u003cp\u003eLater Theories of Motivation 316\u003c\/p\u003e \u003cp\u003eMaslow’s Hierarchy of Needs 316\u003c\/p\u003e \u003cp\u003eHerzberg’s Motivation-Hygiene Theory 317\u003c\/p\u003e \u003cp\u003eModern Approaches to Motivation 318\u003c\/p\u003e \u003cp\u003eThe Expectancy Approach 319\u003c\/p\u003e \u003cp\u003eImplications for Hospitality Managers 319\u003c\/p\u003e \u003cp\u003eEthical Dilemma 320\u003c\/p\u003e \u003cp\u003eMaking the Reward System Cost-Effective 321\u003c\/p\u003e \u003cp\u003eThe Equity Theory 322\u003c\/p\u003e \u003cp\u003ePutting Motivational Practices to Work 322\u003c\/p\u003e \u003cp\u003eEmployees Seek Praise 322\u003c\/p\u003e \u003cp\u003eEmployees Seek Convenience 323\u003c\/p\u003e \u003cp\u003eEmployees Seek Fun 323\u003c\/p\u003e \u003cp\u003eEmployees Seek Money 323\u003c\/p\u003e \u003cp\u003eEmployees Seek Importance 324\u003c\/p\u003e \u003cp\u003eEmployees Seek Success 324\u003c\/p\u003e \u003cp\u003eEmployees Seek Advancement 325\u003c\/p\u003e \u003cp\u003eWhat Is Leadership? 325\u003c\/p\u003e \u003cp\u003eEarly Leadership Theories 325\u003c\/p\u003e \u003cp\u003eModern Views and Charismatic Leadership 327\u003c\/p\u003e \u003cp\u003eFormal and Informal Authority 327\u003c\/p\u003e \u003cp\u003eDeciding Whom to Promote 328\u003c\/p\u003e \u003cp\u003eTechnical Skills 328\u003c\/p\u003e \u003cp\u003eHuman Relations Skills 328\u003c\/p\u003e \u003cp\u003eConceptual Skills 328\u003c\/p\u003e \u003cp\u003eWhat’s Your Style? 329\u003c\/p\u003e \u003cp\u003eWhich Style Is Best? 329\u003c\/p\u003e \u003cp\u003eHands-on HRM 334\u003c\/p\u003e \u003cp\u003eIndex 339\u003c\/p\u003e \u003cp\u003e\u003cb\u003eKERRY L. SOMMERVILLE, CHE, CHA, MA,\u003c\/b\u003e has more than twenty-five years of professional and academic hotel and restaurant management experience. He is an innovative, award-winning instructor, a published author, and the developer of one of the earliest and most comprehensive distance education models for online learning. He holds a master’s degree in management from Webster University.\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eA PRACTICAL RESOURCE FOR MANAGERS AND SUPERVISORS IN HOSPITALITY BUSINESSES\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIn many hospitality establishments, one manager or supervisor is the entire human resources department, making all the hiring and training decisions, often without having a formal human resources background. Filling this knowledge gap, \u003cb\u003e\u003ci\u003eHospitality Employee Management and Supervision\u003c\/i\u003e\u003c\/b\u003e provides both busy professionals and students with a one-stop comprehensive guide to human resources in the hospitality industry.  \u003c\/p\u003e\u003cp\u003eRather than taking a theoretical approach, this text provides a hands-on, practical, and applications-based approach. The coverage is divided into four sections: legal considerations, employee selection, employee orientation and training, and communication and motivation.  \u003c\/p\u003e\u003cp\u003eEach chapter in this lively and engaging text features:  \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\n\u003cb\u003eQuotations\u003c\/b\u003e——Various practitioners in the hospitality industry highlight the chapter’s focus\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eChapter Objectives and Summaries\u003c\/b\u003e lay out key concepts and then, at the end of each chapter,  review them\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e\u003ci\u003eHRM in Action\u003c\/i\u003e\u003c\/b\u003e features highlight real-world HRM experiences that relate to the content presented in each chapter\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e\u003ci\u003eTales from the Field\u003c\/i\u003e\u003c\/b\u003e——Hospitality employees provide accounts of the various challenges they face in the industry\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eEthical Dilemmas\u003c\/b\u003e——Scenarios from the hospitality industry which emphasize the role ethics plays in every aspect of the hospitality industry\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003ePractice Quizzes and Chapter Review Questions\u003c\/b\u003e reinforce student comprehension of key concepts\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e\u003ci\u003eHands-On HRM\u003c\/i\u003e\u003c\/b\u003e——Mini-cases based on real-world situations with discussion questions\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eChapter Key Terms\u003c\/b\u003e——Bolded within the chapter and then listed at the end of each chapter with definitions\u003c\/li\u003e\n\u003c\/ul\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989372059877,"sku":"NP9780471745228","price":93.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471745228.jpg?v=1761783855","url":"https:\/\/k12savings.com\/es\/products\/hospitality-employee-management-and-supervision-isbn-9780471745228","provider":"K12savings","version":"1.0","type":"link"}