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The staffing structure for the kitchen and the restaurant at the museum it might be like the following:

There is going to be a Food and Beverage Manager who will have the overall responsibility of the establishment. We have to find a person who has the experience and the qualifications for a job like that. He will have the responsibility of dealing with all the problems that the staff may have, authorize the purchases, supervise all the departments when necessary and do any changes to the areas that a problem may arise.

We have to give a lot of attention with this person as he is the key person for the success of the new establishment. He must have the knowledge of all the current legislation that affects our establishment and he must ensure that our establishment complies with the legislation. He have to write reports for our company saying how the establishment goes on, and if there are any problems. His working hours will be from 10.00 to 18.00, 5 days per week for the museum and for the sports center.

Then we have to find a good Head Chef to be in charge of the kitchen. He should have the responsibility for all personnel in the kitchen and he has to do the training for the new staff if necessary. He will be responsible for the kitchen equipment, utensils, etc. He has to do the planning, organization and supervision of food preparation including menu planning according to the agreed costed recipes, purchasing of all the foodstuffs, kitchen materials and equipment from the nominated suppliers within agreed budget levels, portion and waste control, arrangement of staff rosters, hygiene and cleanliness, fire precautions and the security of all kitchen supplies, equipment, utensils and silverware. He would report to the Food and Beverage Manager for any problems. The Head Chef for the museum should work from 10.00 to 18.00, daily and the Head Chef for the Sports Center can work during lunch and dinner hours. Commi chefs should be hired to assist the Chef and have the responsibility of running the kitchen when the Head Chef is not present. Some Sous Chefs should be also hired to help the Commi’s in their work. Kitchen porters must be there all the opening hours of both establishments to wash and clean the equipment used in the kitchen and the restaurant. (see organizational charts)

For the restaurant a Food and Beverage supervisor should be hired to be in charge of the service areas. He would be responsible for all the food service staff and do the planning, organization and supervision in the restaurant including purchasing of beverages, restaurant materials, and equipment from nominated suppliers within agreed budget levels, arrangement of staff rosters, training of new staff, hygiene and cleanliness, fire precautions and the security of all restaurant supplies, equipment, utensils and silverware. He should report any problems to the Food and Beverage Manager. Cashiers and waitresses who they should be responsible for cleaning and laying up dining areas, stock up and replenish service points if necessary, clear away used plates, utensils, trays, and wipe down tables and working surfaces during and after the service periods, serve customers during service periods. A head waiter should be present to assist and supervise the casual and part time staff when necessary and if the Food and Beverage Supervisor is not there.

When we will employ the new staff we must ensure that those people can work together as a team a this is essential for the success of our businesses. We must set up an ‘interviewing team’ which they will assess the future employees if they are skilled enough to work for us. As it is essential for our employees to work as a teams we have to ensure that those teams should have the following characteristics:

1. A set membership

2. A sense of shared purpose

3. Interdependence, i.e. people needing each other

4. Communication

5. The ability to act as a unit when necessary

There are many influences on the structure of teams and the way they operate. The way in which the task that the team have to achieve is organized will affect the structure. For a team to function effectively, all the task and maintenance roles must be carried out by some person or persons in the team at some stage. Some members will perform more than one role and it is the leader’s responsibility to ensure that task and maintenance roles are completed but individual roles are avoided.

In order for any of us to work to our optimum potential, the environment within which we work is very important. To increase job satisfaction we can introduce some incentive schemes. But if we want to use this kind of incentive schemes we must follow some basic principles that should be adhered to for it to be effective in the long term. These are:

1. When an incentive scheme is introduced all workers should be considered because of the effect the scheme may have on existing earnings differentials and the possibility of creating friction between staff.

2. Payments should be related to results by comparing actual performance with forecasts, targets, standards, or budgets. This may be done individually or on a group basis.

3. Targets should be realistic, that is achievable with reasonable effort and agreed with the person or groups concerned.

4. Targets should be reviewed regularly, and at least annually, so that payments are something to be earned with effort rather than something who becomes a matter of right.

5. An incentive scheme should be simple and clearly understood by those within the scheme.

6. Payment of the incentive should be made as near as possible to the period in which it was earned. Long delays in payment cause irritation and reduce the incentive element.

7. All elements of a scheme and any rules should be objective. Management should not incorporate ‘discretionary’ rules such as ‘management reserves the right to withhold payment without giving a reason’. Incentives, if earned, should be a matter of right, nor for management to dispense on a discretionary basis, and the terms of the incentive scheme should become part of the ‘Contract of Employment’.

There are not only the incentive schemes that we can give job satisfaction to our employees. According to Herzberg’s theory, he suggests that the work situation can be divided into elements. The areas that cause dissatisfaction such as conditions of work, pay and physical conditions he calls ‘hygiene’ or ‘maintenance’ factors. Those elements of the work which motivate people are responsibility, recognition, achievement and advancement, and these are refered to as ‘motivators’. Herzberg found that the workforce can be motivated to achieve certain goals or targets set by management as long as certain minimum requirements regarding the work environment have been met. He referred to ‘maintenance’ or ‘hygiene’ factors as affecting our motivation badly, but if these factors are taken by management and used as the minimum standard or expectation of the workforce in relation to job conditions, motivation could be improved. These maintenance factors may include:

1. Implementation of basic legal health and safety requirements

2. The perceived position of the individual in the organization

3. The physical environment – heating, lighting, etc.

4. The provision of adequate leisure or recreational facilities and groups

The environment within which we work and the conditions found there must be of a certain standard if individuals are to reach the objectives set for them. If the conditions in which we work are good, then supervisors and managers may encourage staff to work beyond the minimum level.

We can offer to the staff free meals, breaks between the working hours, provide for them free uniforms, medical services, free insurance and in a case of an accident the company will pay for their expenses, Christmas bonus, long service awards, discounted memberships in the sports center, discounted meals in the company’s establishments, etc.

Another important thing is adequate and sufficient training. The gains which is hoped training will bring are:

1. greater productivity and quality

2. less scrap or spoiled work

3. greater versatility and adaptability to new methods

4. less needs for close supervision

5. fewer accidents

6. greater job satisfaction showing itself in lower labour turnover and less absence

Not all the employees have the same skills as some of them. This depends from the experience that those employees may have. There are different sectors that an employee may need training. This could be skill training or attitude training. Attitudes determine the general approach of an employee to work. For example, the care that is taken to avoid mistake, the way customers, clients or patients are dealt with a degree of persistence shown in achieving work objectives.

Attitude training is difficult because many attitudes are deep-rooted and cannot easily be changed in a short time. The usual methods employed are as follows:

1. On-job experience within a group of employees whose attitude ate thought to be appropriate

2. On-job training by attaching the trainee to a senior employee who has appropriate attitudes and the personal qualities likely to influence their acceptance.

3. Off-job training in which a group of employees discuss case studies designed to emphasize the relevant attitudes.

If an employee has low level skills then a training procedure must take place. The traditional method of skill training is as follows: to analyze the key elements of jobs by breaking them down into their essential components.

1. A supervisor performs the job him or herself and divides it into reasonable self-contained stages, each of which can be taught as a unit.

2. He or she examines each stage to identify and describe ‘key points’, e.g. special difficulties or dangers.

3. He or she makes sure that the materials and equipment required for training are properly arranged.

4. The supervisor talks to the trainee to find out what is already known about the job and arouses the trainee’s interest in learning it.

5. The job is then demonstrated to the trainee in stages, explained slowly and carefully, with particular emphasis on the key points.

6. The trainee performs the job, the supervisor observing to see that no mistakes are made and asking questions to ensure that the trainee has understood it.

7. The supervisor puts the trainee to work, watching firmly closely at first but gradually relaxing supervision as the trainee gains confidence and skill.

The method is cheap and is suitable for a small number of trainees. It begins by being off-job, though usually very near the scene of production, but soon becomes on-job.

Another thing that our managers can do is to supervise the employees and once per month to have one-to-one meetings and the manager will seek their attention to the sections that they’ll may have a problem and generally to tell them how they’re going on the job. The managers they can complete the following observation checklist and the work standards and performance of staff handbook.






JOB:…………………………….HOW LONG IN DEPT.:…………………..


Please tick the ratings you think appropriate, after reading carefully the definitions of the factors and grades. You should add any general remarks in the space provided at the end of the form. Base your judgment on the requirements of the job and the employee’s performance in the job.


(Present knowledge of job and of work related to it.)

Knows only routine repetitive work. Will not learn___________

Knows routine work and some parts of other jobs___________

Knows most jobs but relies on others for special


Good knowledge of practically all aspects of the work___________

Complete grasp of all aspects of the work___________


(Standard of work compared with standard expected, degree to which work must be checked.)

Work is inaccurate; requires constant checking___________

Careless at times; requires frequent checking___________

Usually accurate; requires occasional checking___________

Accurate except on very difficult jobs___________

Accurate on all jobs___________


(Speed of which work is accomplished in relation to the standard expected on the job.)

Very slow; always fails to meet requirements___________

Slow; often below requirements___________

Average speed; meets requirements as a rule___________

Above average speed; usually exceeds requirements___________

Fast; always exceeds requirements___________


(Ability to work with others at all levels; readiness to try out new ideas and methods; response when asked for a special effort.)

Difficult to work with; often touchy and unco-operative___________

Occasionally difficult to work with___________

Normally co-operative; raises few difficulties___________

Always tries hard to co-operate; easy to work with___________

Co-operates extremely well with others at all levels___________


(Resourcefulness; ability to work without detailed instructions; readiness to offer ideas and suggestions about work.)

Requires detailed supervision; waits to be told___________

Requires frequent supervision; asks for instructions___________

Requires occasional supervision, sometimes offers ideas___________

Rarely requires supervision; resourceful, offers ideas___________

Never requires supervision; has many ideas, solves

problems unaided___________


(Suggest any training course or in-company experience which might improve the employee’s performance.)



The employee is an excellent promotion candidate because____________

The employee is a good promotion candidate because____________

The employee is a border-line promotion candidate because____________

The employee is unlikely to be promoted because____________




Assess employee’s job performance in his or her present job:



Signed _____________Position______________Date____________





All the supervisors must be aware of the current legislation that is affecting work standards and the overall performance of the staff.

When a new employee starts work during the first two-month period the supervisor must provide to the employee the following: (see induction checklist)

* Terms and conditions relating to sickness/injury etc.

* Rules on pension schemes

* Length of notice to be given by both employer and employee

* Disciplinary rules and disciplinary appeals procedure

Apart from that the employer must be aware of the following legislation acts such as:

1. Trades Union Reform and Employment Rights Act 1993

It states that a written statement of the terms of employment must be given to any new employees who work more than eight hours a week and who have been in employment for more than a month. This is the major piece of legislation.

2. Health and Safety at Work etc. Act 1974 (HASAWA)

All people at work except domestic servants in private households are covered by this Act. It imposes a general duty of care on most people associated with work activities.

3. Equal Pay Act 1970

This provides for equal pay and conditions for men and women doing the same or broadly similar work.

4. Sex Discrimination Act 1975

This Act makes it illegal to discriminate on the grounds of sex.

5. Race Relations Act 1976

This Act makes it an offense to discriminate on the grounds of colour, race or national origins. It prevents advertisements for staff from particular countries or the rejection of a guest solely on the grounds of colour, race or national origins.

6. Employment of Young People

It is illegal to employ a person under the age of eighteen in a bar when it is open for the consumption of liquor. They may be employed elsewhere and enter through the bar to pass or receive messages.

7. The Food Safety Act 1990

This Act seeks to protect the consumer from potential danger, using a variety of powers of control.

Apart from those legislation Acts that affect all the establishments of the industry there are and some other procedures that an employee may have to follow and they are called ‘Workplace procedures’. Those procedures fall under the following headings:

* Induction

* Records

* Performance assessment and appraisal

* Disciplinary and grievance procedures, and finally

* Trades unions, professional bodies and industrial tribunals

Depending on the size of the establishment these functions may carried out by a personnel department, a small group of people or an individual.


This is the progress of integrating a new person into an organization or team. When people have been appointed to a job, new staff need to be given a short training time aiming at making them familiar with:

1. Company policies

2. Company rules and procedures

3. An overview of the company’s activities

4. The range of products or services

5. The structure and organizational systems

6. Introductions to the employee’s immediate colleagues

Induction is not something that takes place on the first morning of a new job; it can be a relatively long process, with some people taking many weeks to settle in. This is because every job has two parts to it. First there is the work itself and second there are all the peripherals to the job including conditions and social contacts.


It should be useful for the company apart from the basic details and wage records who is a legal requirement to have a database with information relating to the employees.


It is very important that the workforce is able to meet the demands and expectations of the organization, and that they achieve the levels of performance the company requires. Therefore it is also important that people know what the company is aiming for, but these aims should be broken into segments and delegated to the appropriate sections or teams. This means that supervisors will be expected to set goals at which individuals should aim. Inherent in this is the constant monitoring and evaluation process of people to ensure that they are working to their potential. From a properly conducted appraisal programme an employer should obtain the following:

1. An analysis of training needs which enables individual and group training programs to be produced.

2. A succession plan and management development programme that earmarks individuals for promotion and identifies their particular development needs.

3. A reasonable objective basis for salary review.

4. Improved communications.

The individual also benefits by knowing:

a) How he or she stands and what help is to be given to improve performance.

b) What his or her career prospects are.

There are three main steps in conducting appraisals correctly:

(i) Having an up-to-date and objective job description, and performance targets.

(ii) Comparing the person’s performance with the job description and targets.

(iii) Communicating and discussing the supervisor’s and the person’s views regarding his or her performance, and the recording of both the supervisor’s and the subordinate’s views.


Under the employment legislation there is a wide range of legal responsibilities to provide employees with fair and just conditions of employment and safeguards against unfair dismissal and discrimination. This procedure should ensure that any disciplinary action is not taken until the case has been thoroughly investigated and that employees are not dismissed for a breach of discipline, except in the case of gross misconduct (such as theft, etc.).

There should be a system through which employees are told if a complaint has been against them and they should be given the opportunity to state their case before any decision is made. The employee should have the right to be accompanied by a ‘friend’ (either a trade union representative or fellow employee) when stating his or her case. The procedure should also ensure that the employee knows the penalties that can be imposed and informed of the appeals mechanism.

The contents of a disciplinary code should include reference to areas which cause genuine disruption to the smooth running of the firm. Hopefully your list includes some of the following areas:

* Persistent lateness

* Absenteeism

* Violation of health, safety and welfare regulations

* Theft

* Smoking in prohibited areas

* Drinking on duty

* Fighting or abusive behavior

The seriousness of each of these will vary in terms of the number of times the action is committed and in relation to the situation in which it was committed.


There isn’t a union who is representing the catering industry due to the fact that the industry is large and diverse and people are constantly gaining employment with new establishments or changing responsibilities within existing ones. The only unions that made efforts to represent the industry is the Transport and General Workers Union (TGWU) and the General and Municipal Workers Union (GMWU).

The principal association for the hospitality and catering industry is the HCIMA – the Hotel Catering and Institutional Management Association. While the Association is best known for its educational work, it provides a wealth of information about all aspects of the industry through a handbook which is updated annually. The association also provides publications, advisory services, meetings, conferences and lectures to both industry and its members.

The function of the industrial tribunals is to provide an informal and speedy method for employees to enforce their rights against employers for breach of some Acts including:

* Health and Safety at Work Act 1974

* Sex Discrimination Act 1975

* Race Relations Act 1976

* Employment legislation

For most situations, the tribunal will be made up of a chairperson and two other members. The chairperson must have a barrister, advocate or solicitor for at least seven years. The other two members are appointed by the Secretary of State for Employment from lists proposed by the Confederation of British Industry, (CBI – an employers’ organization) and the Trades Union Congress (TUC – an employees’ organization). These can be appeals against the tribunal’s decision (on a point of law).




Checklist for induction programmes:

1. DOCUMENTATIONNameAddressTel. No.

Are the following pointsNext of kinNameAddress

covered?Tel. No.National Insurance no.

P45Bank address

2. INFORMATIONWages/Pensions/Insurance/

Are the following Personnel/Training/etc.

departments informed?

3. TERMS OF EMPLOYMENTHours of duty/Meal breaks/Days off/

Are the following explainedMethod of calculating pay/Holiday arrangements

and understood?Sick leave/Pension scheme.Grievance procedures

Rights regarding trade unions and Staff Assoc.

Additional benefits such as group Insurance rates

or other discounts.

4. HISTORY AND ORGANIZATIONOrigin and development of the organization.

Are the following explained andPresent situation


5. ESTABLISHMENT/Layout of establishment including toilets,

ORGANIZATIONshowers, etc.

Are the following explainedNames of relevant supervisors and colleagues,

and understood? Introduction where necessary, to supervisor,

shop steward, etc.

6. RULES AND REGULATIONS(a) Statutory; licensing laws and hours, food

Are the following explainedhygiene, Innkeepers Liability Act, etc.

and understood?(b) Company rules; punctuality, drinking,

smoking, appearance, personal business,

use of employer’s property, etc.

7. THE JOBPurpose/methods/training needs

Are the following explained

and understood?



JOB TITLE:Head waiter





a) Educational:No formal requirements

b) Technical:NVQ Food Service and previous experience

EXPERIENCE TO INCLUDE:Experience of all corners of the restaurant

Experience to control a brigade of not less than


Recent experience of good quality service

PERSONAL QUALITIES:Able to control mixed staff

Stable employment record

Above average intelligence

PERSONAL CIRCUMSTANCES:Flexible to work more if necessary

Will have to live out

DUTIES:Supervise and assist the casual and part-time

staff, serve customers, take orders etc.

KNOWLEDGE:Licensing laws, procedures for taking food

orders, deal with customer complaints, etc.


QUALIFICATIONS:GNVQ at Hosp. & Cater. , NVQ Food service

EXPERIENCE:Previous experience at working in restaurants








a) Educational:

b) Technical:













JOB TITLE:Counter assistant





a) Educational:GCSE’s at Math’s

b) Technical:Previous experience

EXPERIENCE TO INCLUDE:Experience of making correct cash transactions

Experience of food service

PERSONAL QUALITIES:Able to work under pressure

PERSONAL CIRCUMSTANCES:Flexible to work more if necessary

DUTIES:Keep the dining areas in a clean and tidy state

Serve customers

Clean and lay up canteen dining area

Clear away used plates, utensils, trays, and wipe

down tables and working surfaces during and

after the service period

Clean and polish equipment after service periods

Comply with company standards and statutory

hygiene regulations

KNOWLEDGE:Licensing laws, procedures for taking food

orders, making correct cash transactions,

disposal of cutlery, crockery, linen, etc.



EXPERIENCE:Previous experience at working in a restaurant or a counter



JOB TITLE:Waitress





a) Educational:No formal requirements

b) Technical:NVQ food service or previous experience

EXPERIENCE TO INCLUDE:Experience of food service

PERSONAL QUALITIES:Able to work with others

Able to work under pressure

PERSONAL CIRCUMSTANCES:Flexible to work more if necessary

DUTIES:Preparation of food service areas

Service of customers

Taking orders

Preparation for cleaners after last customers have


Stripping tables

KNOWLEDGE:Licensing laws, procedures for taking food

orders, disposal of cutlery, crockery, linen, etc.



EXPERIENCE:Previous experience at working in a restaurant








a) Educational:No formal requirements

b) Technical:NVQ Food Prep., City and Guilds of London

706/1/2 or formal apprenticeship

EXPERIENCE TO INCLUDE:Experience to all corners

Experience to control a brigade of not less than five

Recent experience of good quality service (up to 100 covers a day)

PERSONAL QUALITIES:Able to control mixed staff of English,

Continental, and Asian nationalities

Stable employment record

Above average intelligence

PERSONAL CIRCUMSTANCES:Flexible to work more if necessary

Will have to live out



EXPERIENCE:Large-scale banqueting


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