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1
McAdams, Bruce, Allison Deng, and Tanya MacLaurin. "Food allergy knowledge, attitudes, and resources of restaurant employees." British Food Journal 120, no. 11 (November 5, 2018): 2681–94. http://dx.doi.org/10.1108/bfj-01-2018-0028.
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Purpose Restaurants are unique and challenging environments for accommodating food allergies. The purpose of this paper is to evaluate food allergy knowledge, attitudes and resources among restaurant employees, and identify differences based on restaurant mode of operation. Design/methodology/approach A total of 209 food-service workers were surveyed in full-service restaurants across Southern Ontario, Canada. A paper-based questionnaire was used to evaluate participants’ food allergy knowledge, attitudes toward handling food allergy requests and emergencies, and the availability of food allergen resources at the restaurant. Findings Most participants were knowledgeable about food allergies, and valued being able to provide safe meals. However, there was a general lack of access to important food allergy risk management resources and training. Food allergy attitudes were significantly different between restaurant modes of operation. Also, food allergy training and resources were positively correlated with employee attitudes toward food allergies. Practical implications The results of this study show that engaging employees in food allergy training can contribute to greater levels in employee awareness and confidence in protecting health and safety of restaurant patrons with food allergies. Restaurants that demonstrate a strong preparedness toward handling food allergy requests can deliver a better customer experience and increase customer loyalty. Originality/value The findings of this study underscore the need for the restaurant industry, policy makers and food safety educators to work together to develop training programs and relevant resources to support and facilitate food allergy risk management in restaurants.
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DiPietro, Robin, Drew Martin, and Thomas Pratt. "Understanding employee longevity in independent fine dining restaurants." International Journal of Contemporary Hospitality Management 31, no. 10 (October 14, 2019): 4062–85. http://dx.doi.org/10.1108/ijchm-10-2018-0869.
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Purpose This paper aims to investigate talent management (TM) practices of independent fine dining restaurant (FDR) organizations and explores why employee retention rates in FDRs are higher than other restaurants. This research adds to the TM literature by surfacing attitudes and influences that lead to employee retention. Design/methodology/approach The present study collects data using McCracken’s (1988) long interview method to provide insights into value similarities and differences between employees and independent restaurant managers. Fourteen interviews at two independent FDRs inform the results. This study employs a grounded theory approach. Findings Study results show that people take pride in working for the restaurants and the culture within the restaurant inspires a higher level of self-esteem. This independent, family-owned environment helps employees and managers achieve higher work performance and satisfy overall lifestyle needs. Respondents report their employment helps them to do things that bring out the best in them and allows them to accomplish other things that they want in life. The study also suggests that a shared value system between employees and managers creates a more stable workforce and longer tenure. Research limitations/implications The current study examines only two independent family-owned FDRs, so generalization is limited. The current study uses grounded theory to expand on research in the TM literature. Practical implications If owners and managers of FDR focus on addressing employees’ higher-order motivational needs, they have a better chance of retaining employees. Losing productive employees has high direct and indirect costs, and the restaurant industry is plagued with high turnover. Independent restaurants also need to evaluate their new employee orientations because unstructured training contributes to an environment of uncertainty. Developing a positive culture in an FDR is possible with a focused, family-oriented business. This work culture takes time to develop. Recruiting and selection methods to ensure a fit with the culture and values are a cost-effective method to ensure the continuation of this culture. The consistent values between employees and managers in this study demonstrate that hiring for personal values and not necessarily for skills already developed helps with positive TM in FDR. Originality/value The current study extends the knowledge in TM, ecological systems theory and motivational needs-based theory through detailed interviews and value analyses. Long interviews and triangulation of the data surface conscious and nonconscious memories from both employees and managers specifically relating to employee retention factors in FDR.
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Lee, Yee Ming, and Erol Sozen. "Who knows more about food allergies – restaurant managerial staff or employees?" British Food Journal 120, no. 4 (April 3, 2018): 876–90. http://dx.doi.org/10.1108/bfj-07-2017-0387.
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Purpose The purpose of this paper is to compare restaurant managerial staff and employees’ attitudes toward food allergies, their food allergy knowledge and food allergy-related training. Design/methodology/approach An online questionnaire was administered through a market research company (Qualtrics® Inc.). A total of 110 managerial staff and 229 restaurant employees completed this questionnaire. Findings Most restaurants were willing to modify recipes for customers with food allergies. Respondents felt that the customers should be responsible for expressing their food allergy needs. Both groups were able to identify certain symptoms of allergic reactions to food but lacked knowledge of allergen-handling practices. The managerial staff and employees had knowledge differences about how to respond to an allergic reaction (p<0.001) and how to identify peanut derivatives on food labels (p<0.000). In total, 70 percent of the managerial staff indicated that they provided employee food allergy training but only 40 percent of employees indicated receiving such training. The managerial staff identified a lack of employee commitment and interest as barriers to training provision. However, the employees identified different reasons (i.e. it is unnecessary and not beneficial). Practical implications Restaurants should have policies in place to accommodative customers with food allergies and make sure food allergy-related information is communicated to their customers via different outlets (i.e. restaurants’ websites and printed menus). Food allergy training should be designed based on the areas that need improvement, as knowledge may differ based on the position in the restaurants (managerial staff vs employees) and types of the restaurants (quick service vs casual dining). Pragmatic strategies need to be identified to better encourage and motivate restaurant employees to attend a food allergy training. Originality/value Understanding the similarities and differences in attitudes, knowledge and training on food allergies between restaurant managerial staff and employees would help restaurants to plan and implement policies and training that best fit both managerial staff and employees.
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Shokhsanam, Zoirova, and Young-joo Ahn. "Employee Service Quality at Uzbekistani Halal Restaurants Amid the COVID-19 Pandemic." Sustainability 13, no. 10 (May 19, 2021): 5712. http://dx.doi.org/10.3390/su13105712.
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In this study, we examined the employee service dimensions which are associated with satisfaction and customers’ intention to revisit among Uzbekistani customers who visit halal restaurants in Korea. We also investigated the situational factor of the pandemic outbreak and the moderating role of the restaurant locations. A total of 264 respondents participated. The results revealed that behavior quality and appearance were important employee service quality dimensions for halal restaurants. However, interaction quality and expertise quality were not associated with satisfaction. The results may indicate that consumers did not prefer human interactions at the restaurants because of the risk of Coronavirus disease (COVID-19). The results affirmed that customers who positively evaluated their restaurant experience showed a higher intention to visit again. Finally, the findings showed a moderating effect of the location (the capital city vs. others). The customers visiting restaurants in the capital city were likely to be satisfied with employees wearing masks and wearing clean uniforms. These findings could enrich the literature on the multidimensional aspects of service encounters at Uzbekistani halal restaurants considering the tangible and intangible service qualities of employees during COVID-19.
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Han, Hua, and Yi-Chun Yang. "What makes a green citizen in Taiwan's restaurant industry?" Social Behavior and Personality: an international journal 49, no. 7 (July 7, 2021): 1–13. http://dx.doi.org/10.2224/sbp.10275.
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Generating employees' altruistic behaviors toward green activities is important. We sought to understand what factors influence green organizational citizenship behavior of employees in the restaurant industry in Taiwan by examining the relationships among green human resource management practices, employee commitment toward the environment, and green organizational citizenship behaviors. We used convenience sampling to collect data from 512 frontline staff of restaurant chains in Taiwan. Structural equation modeling was conducted to test our hypotheses, and the results show that five green human resource management practices were positively related to employee commitment toward the environment, which, in turn, positively affected green organizational citizenship behavior. Managers of restaurants can adopt this understanding of the relationships of green human resource management practices with employees' commitment toward the environment and green citizenship behavior.
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Bi, Yahua, Sooyoung Choi, Jie Yin, and Insin Kim. "Stress on Frontline Employees from Customer Aggression in the Restaurant Industry: The Moderating Effect of Empowerment." Sustainability 13, no. 3 (January 29, 2021): 1433. http://dx.doi.org/10.3390/su13031433.
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In service industries such as restaurants, abusive customer (jay-customer) behaviors may evoke emotional exhaustion and burnout in frontline employees, threatening job satisfaction as well as sustainable management in the hospitality industry. Therefore, there is a need to identify whether (and to what degree) such customer behaviors stress frontline employees enough to affect their mental health, which may lead to employee turnover. To understand jay-customer behaviors in a restaurant setting, this study investigated the factors of jay-customer behaviors that induce job stress and decrease job satisfaction. Additionally, the moderating effect of empowerment was tested to see whether employee empowerment decreases the stress caused by jay-customer behaviors. Data collected from 302 restaurant employees from several cities in South Korea were analyzed using exploratory factor analysis and structural equation modeling. The study results demonstrate that three types of jay-customer behaviors (verbal abuse, physical abuse, and sexual harassment) are directly related to frontline employees’ job stress, which in turn, reduces job satisfaction. A moderating effect of empowerment on the relationship between verbal abuse and job stress is found. The results of this study suggest a conceptual model for understanding the process in which jay-customers negatively influence the frontline employees, threatening employee well-being, and they provide valuable implications for the restaurant industry, which can help develop strategies to improve employee welfare and provide better customer management.
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Raab, Carola, and Shiang-Lih Chen McCain. "Employee Commitment and Restaurant Profitability." Journal of Human Resources in Hospitality & Tourism 1, no. 3 (June 2002): 1–10. http://dx.doi.org/10.1300/j171v01n03_01.
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DiPietro, Robin B., Kimberly Harris, and Dan Jin. "Employed in the foodservice industry: likelihood of intervention with food safety threats." International Hospitality Review 34, no. 2 (October 12, 2020): 243–62. http://dx.doi.org/10.1108/ihr-07-2020-0021.
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PurposeThe purpose of this study was to investigate restaurant employee behaviors and their likelihood of intervening when witnessing food safety threats.Design/methodology/approachA mixed method was used for this study with the focus group interview and survey questionnaire. A total of eight focus groups ranging in number of participants from to 6 to 12 were asked to respond to presented scenarios that depicted restaurant employees committing food safety risk behaviors and threats in the restaurant environment that would present food safety risks such as out-of-stock bathroom supplies, dirty tables in the restaurant dining area, employee personal hygiene issues and unclean production equipment. These participants were also asked to complete a draft of the survey that would later be edited and distributed to the sample population.FindingsResults suggest that social norms and perceived severity of threats impact the likelihood that restaurant employees will intervene. Implications for academics and practitioners are discussed.Originality/valueThis study was special as it provides a synthetic viewpoint that considers how service organizations can work to do a better job of interviewing employees before starting their jobs about their beliefs and personal practices of food safety at home, their previous work in the restaurant industry and food safety culture that they may have worked in before, as well as increasing the communication in restaurants to build a food safety culture. These practices can help to lower risks to the public regarding food safety and can help to build relationship trust in the brands that we all love to indulge in when dining out.
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Slamet, Slamet, and Nor Ali Sukkron Imami. "Pengaruh Komunikasi Pimpinan dan Bawahan Terhadap Kinerja Karyawan pada Restoran Ayam Bawang Cak Per Cabang Malang." MOMENTUM : Jurnal Sosial dan Keagamaan 9, no. 2 (December 22, 2020): 289–306. http://dx.doi.org/10.29062/mmt.v9i2.106.
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Abstract: This research aims to understand: 1) The communication intensity level at Ayam Bawang Cak Per Restaurant, Malang Branch; 2) The employee performance at Ayam Bawang Cak Per Restaurant, Malang Branch; and 3) To know the communication influence between branch managers to employees on employee performance at Ayam Bawang Cak Per Restaurant, Malang Branch. This research used quantitative methods in the process and consist of two variables, dependent and independent. Communication is the independent variable and employee performance is the dependent variable. The research sample was taken 99% of the total population 51, but due to the time and situation, the sample taken was only 40 employees of each division. The result showed that: 1) The communication intensity level between branch managers and subordinates was at a moderate level with a percentage of 75% of 30 employees; 2) The employee performance level was at the medium category with a percentage of 65% of 24 employees; and 3) There is a significant influence between communication on employee performance at Ayam Bawang Cak Per Restaurant, Malang Branch.
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Jung, Hyo Sun, and Hye Hyun Yoon. "How do the Employees’s Perceptions of Abusive Supervision Affect Customer Satisfaction in the Chain Restaurants? Employee-Customer Level Analysis." Information 11, no. 8 (August 3, 2020): 384. http://dx.doi.org/10.3390/info11080384.
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The purpose of this study is to examine the effect of chain restaurant employees’ perception of abusive supervision on employee satisfaction and customer satisfaction. The sample for the survey was collected from 228 customers and 93 employees in a chain restaurant. The results showed a negative relationship between abusive supervision and employee satisfaction. However, abusive supervision did not have a significant, direct effect on customer satisfaction, but showed an indirect effect via employee satisfaction. In addition, employee satisfaction was positively associated with customer satisfaction.
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Bae, Jung-In Stephanie, Tony J. Kim, and Reg Foucar-Szocki. "Consumer perceptions of restaurant employee smoking." Journal of Foodservice Business Research 23, no. 1 (September 27, 2019): 1–16. http://dx.doi.org/10.1080/15378020.2019.1671118.
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Agustini, Ni Kadek Ira, and A. A. Sagung Kartika Dewi. "PENGARUH KOMPENSASI, DISIPLIN KERJA DAN MOTIVASI TERHADAP PRODUKTIVITAS KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 1 (December 5, 2018): 231. http://dx.doi.org/10.24843/ejmunud.2019.v08.i01.p09.
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The success of the company is determined by the human resources so that the company needs to meet the needs of employees so employees can work productively. Employee's punctuality is the ability of employees to complete their tasks effectively and efficiently. Employee productivity can be affected by several factors including compensation, work discipline and motivation. The purpose of this study is to determine the effect of compensation, work discipline and motivation to employee productivity. The research was conducted at Single Fin Restaurant & Bar Bali. The number of respondents in this study was 79 people. In the data collection is done through the spread of questionnaires using Likert scale data measurement method. The analysis technique used in this research is multiple linear regression. The results of this study showed that each variable of compensation, work discipline and motivation partially have a positive and significant effect on employee productivity at Single Fin Restaurant & Bar Bali.
Keywords: compensation, work discipline, motivation, employee productiviy
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Solnet, David, Robert Ford, and Char-Lee McLennan. "What matters most in the service-profit chain? An empirical test in a restaurant company." International Journal of Contemporary Hospitality Management 30, no. 1 (January 8, 2018): 260–85. http://dx.doi.org/10.1108/ijchm-05-2016-0267.
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Purpose The purpose of this paper is to empirically test the validity of the service-profit chain (SPC) in a restaurant company context to comprehensively explicate the relationship between organizational practices, employee attitudes with customer and financial outcomes. Design/methodology/approach The method used both questionnaire and company proprietary data to measure the predicted SPC outcomes through structural equation modeling. The research data were obtained from employees, customers and management at five restaurants in one casual theme restaurant chain in Australia. Findings The findings indicate that revenue may be a more appropriate outcome than profit in the SPC, that context and individual unit circumstances matter and that there may be a time lag between organizational actions, employee behavior, customer satisfaction and financial outcomes. Research limitations/implications Because of the nature of field research, there are limitations. As restaurants were added during the study, data per unit were impacted. Moreover, budgetary constraints limited the number of customer surveys. Nonetheless, the data set includes management, customer, employee and proprietary financial measures which are rarely available in the research literature. These data allow a thorough study of the SPC that provides both important findings and a model for future investigations into the SPC. Practical implications As the SPC is a widely cited model used to explain the linkages between managerial and organizational actions and financial outcomes as they work through employee interactions with customers, the findings suggest that the chain may have a more direct impact on revenue than profit. Moreover, the data strongly suggest that context matters as the unique context of the restaurants had important influences on financial outcomes. The findings also indicate that a time lag exists between managerial and organizational actions and financial outcomes, suggesting that it can take time for such actions to ripple through the SPC. Originality/value Structural equation modeling and standardized measures allowed the authors to overcome prior limitations in SPC research. Moreover, SPC researchers seldom have access to the proprietary data that enabled a test of the entire SPC. Consequently, this study contributes new insights into this classic model’s value in predicting and explaining financial outcomes resulting from the actions of an organization’s leadership influencing employee behavior toward customers in the restaurant industry.
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BUCHHOLZ, U., G. RUN, J. L. KOOL, J. FIELDING, and L. MASCOLA. "A Risk-Based Restaurant Inspection System in Los Angeles County." Journal of Food Protection 65, no. 2 (February 1, 2002): 367–72. http://dx.doi.org/10.4315/0362-028x-65.2.367.
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The majority of local health departments perform routine restaurant inspections. In Los Angeles County (LAC), California, approximately $10 million/year is spent on restaurant inspections. However, data are limited as to whether or not certain characteristics of restaurants make them more likely to be associated with foodborne incident reports. We used data from the LAC Environmental Health Management Information System (EHMIS), which records the results of all routine restaurant inspections as well as data regarding all consumer-generated foodborne incidents that led to a special restaurant inspection by a sanitarian (investigated foodborne incidents [IFBIs]). We analyzed a cohort of 10,267 restaurants inspected from 1 July 1997 to 15 November 1997. We defined a “case restaurant” as any restaurant with a routine inspection from 1 July 1997 to 15 November 1997 and a subsequent IFBI from 1 July 1997 to 30 June 1998. Noncase restaurants did not have an IFBI from 1 July 1997 to 30 June 1998. We looked for specific characteristics of restaurants that might be associated with the restaurant subsequently having an IFBI, including the size of restaurant (assessed by number of seats), any previous IFBIs, the overall inspection score, and a set of 38 violation codes. We identified 158 case restaurants and 10,109 noncase restaurants. In univariate analysis, middle-sized restaurants (61 to 150 seats; n = 1,681) were 2.8 times (95% confidence interval [CI] = 2.0 to 4.0) and large restaurants (>150 seats; n = 621) were 4.6 times (95% CI = 3.0 to 7.0) more likely than small restaurants (≤60 seats; n = 7,965) to become case restaurants. In addition, the likelihood of a restaurant becoming a case restaurant increased as the number of IFBIs in the prior year increased (χ2 for linear trend, P value = 0.0005). Other factors significantly associated with the occurrence of an IFBI included a lower overall inspection score, the incorrect storage of food, the reuse of food, the lack of employee hand washing, the lack of thermometers, and the presence of any food protection violation. In multivariate analysis, the size of restaurant, the incorrect storage of food, the reuse of food, and the presence of any food protection violation remained significant predictors for becoming a case restaurant. Our data suggest that routine restaurant inspections should concentrate on those establishments that have a large seating capacity or a poor inspection history. Evaluation of inspection data bases in individual local health departments and translation of those findings into inspection guidelines could lead to an increased efficiency and perhaps cost-effectiveness of local inspection programs.
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Sharma, Naman, and V. K. Singh. "Effect of workplace incivility on job satisfaction and turnover intentions in India." South Asian Journal of Global Business Research 5, no. 2 (June 16, 2016): 234–49. http://dx.doi.org/10.1108/sajgbr-02-2015-0020.
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Purpose – The purpose of this paper is to examine the effects of workplace incivility on job satisfaction and employees’ turnover intentions in Indian work settings. Design/methodology/approach – Data were collected randomly from 283 employees at various restaurants in the Northern and Western parts of India via the survey method and, thereafter, hierarchical regression analysis was performed to analyze the data. Findings – The study established that moderate to high levels of workplace-incivility-related issues are present in India’s restaurant industry. Regression analysis further revealed that workplace incivility is negatively related to job satisfaction and positively related to employee turnover in the Indian context as well. Practical implications – Relevant recommendations are presented to restaurant owners as well as HR practitioners that could curb unethical practices in Indian restaurants and promote civil behavior in the workplace. Originality/value – Relevant extant studies have recognized that there is a need to study workplace incivility in different cultures to establish the global relevance of the subject. This research studied the impact of workplace incivility on job satisfaction and turnover intentions with respect to Indian employees.
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Pham Thi Phuong, Loan, and Young-joo Ahn. "Service Climate and Empowerment for Customer Service Quality among Vietnamese Employees at Restaurants." Sustainability 13, no. 3 (January 22, 2021): 1172. http://dx.doi.org/10.3390/su13031172.
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This study examines the relationship between service climate, empowerment, and organizational citizenship behavior among Vietnamese employees at restaurants in urban areas of South Korea. Moreover, the mediating role of empowerment between service climate and organizational citizenship behavior is investigated. From a sample of 209 Vietnamese respondents working in Asian ethnic restaurants, the findings indicate that work facilitation is the most influential service climate that affects empowerment. However, two service climate factors—managerial support and customer orientation—are not statistically significant. Moreover, organizational citizenship behavior among employees is enhanced not only by service climate but also by empowerment. This study provides empirical evidence of employee perceptions of service climate and of the influence of service climate on employee empowerment and organizational citizenship behavior for customer service quality. This study expands the knowledge regarding foreign employees at restaurants and provides important theoretical and practical implications for creating a sustainable work environment and empowering employees who strive for an excellent quality of customer service in the context of the restaurant industry.
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Ratnawati, Dian Putri Dewi, and Made Subudi. "PENGARUH TALENT MANAGEMENT TERHADAP EMPLOYEE RETENTION DENGAN EMPLOYEE ENGAGEMENT SEBAGAI VARIABEL MEDIASI." E-Jurnal Manajemen Universitas Udayana 7, no. 11 (August 8, 2018): 6299. http://dx.doi.org/10.24843/ejmunud.2018.v07.i11.p18.
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The development of an increasingly advanced era affects the business, especially the culinary field, business competition that occurs need to be balanced with the optimal utilization of company resources. Employee retention is needed as a function and competitiveness of the company. Companies need to focus on talent management and employee engagement to engage employees who can have an effect on increasing employee retention. The purpose of this study was to examine the effect of talent management on employee retention with employee engagement as a mediation variable at the employees of Sardine Restaurant Seminyak Bali. The study used the census method in determining the sample of 60 respondents, through path analysis technique. Based on the analysis results can be seen that talent management has a positive and significant influence on employee engagement. Talent management has a positive and significant influence on employee retention. Employee engagement has a positive and significant impact on employee retention. Employee engagement is able to give positive influence in mediating talent management relationship to employee retention on Sardine Restaurant Seminyak Bali employee.
Keywords: talent management, employee engagement, employee retention
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Friday Ogbu Edeh, Joy Nonyelum Ugwu, Isaac Monday Ikpor, Anthony Chukwuma Nwali, and Chimeziem C. Gabriela Udeze. "Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants." GIS Business 14, no. 6 (January 17, 2020): 1070–96. http://dx.doi.org/10.26643/gis.v14i6.16857.
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This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.
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Brandmeir, Karl, and Seyhmus Baloglu. "Linking Employee Turnover to Casino Restaurant Performance." Journal of Foodservice Business Research 7, no. 2 (October 13, 2005): 25–39. http://dx.doi.org/10.1300/j369v07n02_03.
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Li, Kai Way, Hsuan Cheng Lin, Ching Chung Chen, Li Wen Liu, and Chih Yong Chen. "Measurements of Friction Coefficient on Kitchen Floors in Restaurants." Applied Mechanics and Materials 303-306 (February 2013): 773–76. http://dx.doi.org/10.4028/www.scientific.net/amm.303-306.773.
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Friction measurements in the field were conducted in twelve restaurants in Taiwan. Four restaurants for each of the Chinese style, western style, and western style fast food restaurant were visited. The Brungraber Mark II slipmeter was adopte to measure the coefficient of friction (COF) in three areas in each of the restaurant. The results showed that three, two Chinese style and one western style, of the restaurants had mean COF lower than 0.5, a safety standard commonly adopted in the USA. Engineering/managerial interventions are required for those restaurants as far as employee safety is concerned. The fast food restaurants had more consistent COF levels than those of the other two types of restaurants as these restaurants only operate down-stream food preparation in the store. The Chinese style restaurants had significantly (p<0.05) lower COF than those of the western style restaurants. This was consistent with the commonly belief that Chinese style cuisine is much greasy, in general, as compared to those of western cooking.
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Lee, Changuk, and Kye‐Sung Chon. "An investigation of multicultural training practices in the restaurant industry: the training cycle approach." International Journal of Contemporary Hospitality Management 12, no. 2 (April 1, 2000): 126–34. http://dx.doi.org/10.1108/09596110010309934.
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The restaurant industry is dealing with diversity in terms of its workforce, international customers and multinational business operations. Acknowledging diversity through multicultural training is beginning to appear in some restaurant companies. This study investigates how franchised restaurants utilize multicultural training programs from a training cycle approach. The findings indicate that high employee turnover rates are the primary reason that the majority of companies do not have a cultural diversity training program. Companies with a diversity training program report that such training is successful in improving interpersonal cross‐cultural skills.
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Šmutović, Stefan, Bojana Kalenjuk, and Biljana Grubor. "Satisfaction with working conditions of employees in restaurants in Novi Sad." Turisticko poslovanje, no. 25-26 (2020): 5–15. http://dx.doi.org/10.5937/turpos0-28393.
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Employee satisfaction is one of the key conditions for the success of a company. In order for an organization to succeed in business, it must know its employees and align their individual goals with organizational goals. Catering, as an expanding activity, is characterized by a large turnover of employees, which makes finding and retaining quality staff a very serious task for the organization. In order to increase their chances and keep competent staff, organizations must provide the satisfaction of their employees. #e aim of this research is to determine the degree to which restaurants in Novi Sad care about the satisfaction of their employees and whether the type of restaurant determines the degree of their satisfaction.
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문준호 and Myungkeun Song. "Antecedents of Employee Stress at Quick Service Restaurant." Culinary Science & Hospitality Research 25, no. 11 (November 2019): 154–62. http://dx.doi.org/10.20878/cshr.2019.25.11.016.
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DiPietro, Robin B., and Abraham Pizam. "Employee Alienation in the Quick Service Restaurant Industry." Journal of Hospitality & Tourism Research 32, no. 1 (February 2008): 22–39. http://dx.doi.org/10.1177/1096348007309567.
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SCOTT, ASHLEY, and DANIEL OUELLETTE. "AVIAN OCCUPATIONAL HYPERSENSITIVITY PNEUMONITIS IN A RESTAURANT EMPLOYEE." Chest 154, no. 4 (October 2018): 792A. http://dx.doi.org/10.1016/j.chest.2018.08.713.
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Curtis, Catherine R., Randall S. Upchurch, and Denver E. Severt. "Employee Motivation and Organizational Commitment: A Comparison of Tipped and Nontipped Restaurant Employees." International Journal of Hospitality & Tourism Administration 10, no. 3 (August 5, 2009): 253–69. http://dx.doi.org/10.1080/15256480903088469.
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Ashfaq Ahmad, Hazrat Bilal, Palwasha Bibi, and Jawad Hussain. "The Moderating Effect of Special Peer Support on the Relationship Between Remuneration and Employee Commitmen." Journal of Accounting and Finance in Emerging Economies 6, no. 4 (December 4, 2020): 1033–40. http://dx.doi.org/10.26710/jafee.v6i4.1456.
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The aim of this study is to examine the effect of remuneration on the level of commitment of full-time restaurant staff working in Hotel industry of Malaysia. This study also looks into the moderating effect of Special Peer Support (SPS) on the relationship between remuneration and employee commitment (EC). Data were collected from 380 full time employees working in large scale restaurants of Malaysia. Smart PLS-2 software was used to analyse the data. The findings reveal that there exists a significant and positive impact of remuneration on EC. Moreover, the results also indicate that SPS moderates the remuneration and EC relationship. The findings of the current study suggest that the practitioners and policy makers should increase the level of employee commitment through enhanced remuneration for the purpose to achieve organizational objectives.
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Cho, Meehee, Mark A. Bonn, Su Jin Han, and Kyung Hee Lee. "Workplace incivility and its effect upon restaurant frontline service employee emotions and service performance." International Journal of Contemporary Hospitality Management 28, no. 12 (December 12, 2016): 2888–912. http://dx.doi.org/10.1108/ijchm-04-2015-0205.
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Purpose This study aims to acquire a better understanding about consequences of workplace incivility upon restaurant frontline service employees caused by customers, supervisors and coworkers. The moderating roles of perceived organizational support (POS) and emotion regulation ability (ERA) were also tested to determine the possibility for reducing the negative effect of workplace incivility upon the emotional exhaustion of restaurant frontline service employees. Design/methodology/approach Using data obtained from 239 restaurant frontline service employees, a 35-item instrument was used to assess workplace incivility and its effects upon emotional exhaustion, perceived service performance, POS and ERA. A structural equation model was used to test hypotheses. The multi-group approach was used to investigate the moderating effects POS and ERA have upon the relationships between workplace incivility, emotional exhaustion and perceived service performance. Findings Results documented that workplace incivility significantly increases emotional exhaustion and further leads to low levels of job service performance. Customer incivility was especially found to have the strongest power for increasing emotional exhaustion, followed by supervisor incivility. Also, results confirmed that POS and ERA play significant roles in moderating the relationships between workplace incivility, emotional exhaustion and perceived service performance. Based upon this study’s findings, theoretical and practical implications are offered for developing successful employee management strategies. Practical implications Results suggest specific practical management implications pertaining to restaurant frontline service employees. This study’s research findings recommend the development of more efficient support programs designed to diffuse potential situations involving workplace incivility. Findings further highlight the important role employee ERA has upon the effects of incivility and frontline service performance. Implications are provided with respect to specific strategic direction management should consider to recruit and select the most appropriate employees for restaurant frontline service positions. Originality/value The current study’s conceptual research was developed in an attempt to simultaneously address all three dimensions of workplace incivility to examine how they affect employee emotions and their job performance.
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Li, Minglong, and Cathy H. C. Hsu. "Customer participation in services and employee innovative behavior." International Journal of Contemporary Hospitality Management 30, no. 4 (April 9, 2018): 2112–31. http://dx.doi.org/10.1108/ijchm-08-2016-0465.
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Purpose This paper aims to investigate the influence of customer participation in services on the innovative behaviors of employees. Although previous studies have acknowledged the importance of customers in service innovation and investigated how customer participation in product development teams affect innovation, the effect of mandatory customer participation in services on the employee innovative behavior has not been examined. In addition to addressing such gap, this study proposed the mediating role of interpersonal trust in the relationship between customer participation and employee innovative behavior and then tested the hypotheses in a restaurant context. Design/methodology/approach A total of 514 valid questionnaires were collected from frontline employees or entry-level managers in 25 well-known restaurants (including 14 hotels and 11 freestanding restaurants) in Beijing, China. The relationships among customer participation, interpersonal trust and employee innovative behavior were examined using structural models analyzed in AMOS 20.0. Findings The structural equation modeling results indicate that customers’ information and emotional participation in services significantly influence the innovative behavior of employees, whereas behavioral participation does not. In addition, a high level of interpersonal trust between customers and employees may increase employee innovative behaviors. Moreover, unlike cognitive trust, affective trust mediates the relationship between customer information or emotional participation and employee innovative behavior. Practical implications Findings indicate that service firms can encourage customers to participate actively in service co-creation; their participation in terms of information is encouraged to foster employee innovative behaviors by training employees and establishing an appropriate climate for information exchange. Moreover, service firms must pay attention to the emotions of customers during the service processes. Furthermore, the affective trust between customers and employees is significant to service firms, which need to take measures for employees to manage their relationships with customers well. Originality/value Based on the concepts of service marketing and organizational behavior, this study contributes to the research on customer–employee co-production and employee innovative behavior from an interdisciplinary perspective. The study reveals the influencing mechanism of customer participation on employee innovative behavior and contributes to the research on customer–employee interpersonal trust. Previous studies emphasized the importance of trust among work group members in innovation, while this study supports the association between customer–employee interpersonal trust and employee innovative behaviors.
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Moufakkir, Omar, and Yvette Reisinger. "Chinese restaurant employees’ perceptions of their nationals abroad: a comparative study." International Journal of Culture, Tourism and Hospitality Research 10, no. 2 (June 6, 2016): 205–22. http://dx.doi.org/10.1108/ijcthr-05-2015-0031.
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Purpose This study aims to further an understanding of hospitality employees’ perceptions of their customers in the context of service encounter by utilizing the concepts of contact hypothesis and cultural distance in a multi-ethnic environment. The study compares perceptions of Chinese immigrants working in restaurants of their British patrons (from a remote culture) and Chinese patrons (from a proximate culture). The service encounter takes place in the London Chinatown. The dynamics of Chinatown as a “third space” adds complexity to service encounter and employee perceptions. Design/methodology/approach A self-administered questionnaire was distributed to 118 Chinese restaurant employees in the Soho area of the London Chinatown. Perception questions were based on interviews undertaken in an earlier phase of the research. A paired t-test was run to identify significant differences in the Chinese restaurant employees’ perceptions of the Chinese and British patrons. Discriminant analysis was performed to determine which perception variables discriminated the most between the two patron groups. Findings Despite cultural proximity, the perceptions held by Chinese restaurant employees of their nationals were negative compared to the perceptions of British patrons. Out of 16, in 15 areas of measurement, there were significant differences in the Chinese restaurant employees’ perceptions’ of their Chinese and British guests. Six variables that discriminated the most between the two groups of guests were no tips, not polite, loud, no compliment, messy and demanding. Research limitations/implications Research in ethnic and minority quarters, such as Chinatown in London, may suffer from “recall bias”, or in this case from making the difference between customer groups. Also, the Chinese are not a homogeneous group. For example, despite cultural similarity with mainstream culture, cultural and behavioral characteristics may exist between residents from the South, North and Hong Kong. Practical implications The cultural diversity of the industry’s employees necessitates managing cultural diversity effectively, especially in the sectors that rely heavily on guest–employee interaction. Perceptions affect attitudes and behavior. Training programs about perception and its roots may bridge the service gap in high-contact service encounters. Originality/value This study provides a ground for future empirical research into understanding the immigrant employees’ perceptions of their guests, nationals versus non-nationals and the ways for improving these perceptions. Taking the example of Chinatown as a dynamic “third space” is another approach to understanding the effects of “ethnoscape” on encounters in a more globalized village.
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S, O., Were, Miricho M, N., and Maranga V, N. "A CUSTOMER-EMPLOYEE ENCOUNTER: A REVIEW OF CUSTOMER QUALITY CONTROL ON RESTAURANT FOOD SERVICE." International Journal of Management, Innovation & Entrepreneurial Research 5, no. 2 (December 24, 2019): 01–10. http://dx.doi.org/10.18510/ijmier.2019.521.
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Purpose of the Study: The purpose of this study review was to fill the literature gap into the customer quality control on restaurant food and beverage service, with the objective of identifying customer quality control methodologies within the hospitality’s food and beverage operations.
Methodology: For purposes of carrying out the study review, the concept of customer employees encounter in the process of not only creating and offering goods and services but also the quality control aspect, and the various methodologies in doing so were considered and reviewed. The study employed a meta-analysis in gathering, analyzing, presentation and discussion of the study results.
Main Findings: The study review findings reveal that hospitality organizations are facing a drift from the conventional restaurant standard operating procedures in reference to foodservice quality control with the customer taking a central position in the production and presentation of food services.
The study proposes three main and most common global methodologies used by hospitality restaurant clients in setting and maintaining standards and in their attempts in controlling restaurant food service quality from frontline staff. These control measures include; restaurant tipping, customer satisfaction surveys as well as on-the-spot customer complaints.
Limitations: This is a study review and therefore the study findings were arrived at in consideration of mainly secondary sources. Some studies are traditionally region and/ or country-specific and therefore much caution is needed when generalizing the study findings.
Social implications: There is a myriad of ways through which restaurant food service quality control can be integrated into the customer employee service encounter. They reviewed three main methodologies in this study review may provide the best tools not only for quality control function but also build confidence among the customer base, thus yielding customer satisfaction and retention on the one hand, while creating business sustainability on the other hand.
Originality: Minimal studies have been instituted and published in the area of customer quality control not only within the hospitality’s restaurant operation but also in the larger services industry. This study will, therefore, help the hospitality restaurant business to appreciate the role of customers in the process of quality services provision, thus enable organizations to achieve a strategic business competitive position.
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Tas, Richard F., J. B. Spalding, and Juliet M. Getty. "Employee Job Satisfaction Determinants Within a National Restaurant Company." Hospitality Education and Research Journal 13, no. 3 (August 1989): 129–36. http://dx.doi.org/10.1177/109634808901300313.
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Carter, Danon, and Timothy Baghurst. "The Influence of Servant Leadership on Restaurant Employee Engagement." Journal of Business Ethics 124, no. 3 (September 10, 2013): 453–64. http://dx.doi.org/10.1007/s10551-013-1882-0.
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Joung, Hyun-Woo, Eun-Kyong (Cindy) Choi, and James Joseph Taylor. "Investigating differences in job-related attitudes between full-time and part-time employees in the foodservice industry." International Journal of Contemporary Hospitality Management 30, no. 2 (February 12, 2018): 817–35. http://dx.doi.org/10.1108/ijchm-03-2016-0129.
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Purpose The purpose of this paper is to examine differences of the perceived internal marketing practices (IMP), job satisfaction (JS), organizational commitment (OC) and turnover intention (TI) between full- and part-time employees and to incorporate employment status as a moderator in the restaurant employee turnover model. Design/methodology/approach The target population included current restaurant full- or part-time employees in the USA. The questionnaire was distributed to potential participants through an online survey that the company used to collect nationwide data. Findings Full-time employees’ perceptions of the IMP were comparably greater than those of part-time employees, and full-time employees were also more committed to the organization and had less intention to leave than their part-time counterparts. Significant moderating effects of employment status existed in the restaurant employee turnover model. Research limitations/implications The current study may not adequately capture the differences between full- and part-time employees by asking respondents to identify their employment status. Practical implications IMP should be facilitated at the management level to provide insight and value to their employees, and more attention and effort in the internal marketing and human resource practices for part-time employees are needed to have more satisfied and committed employees, and, in turn, better performance. Originality/value The literature on full- and part-time employees was incomplete, and there was minimal research that tested differences between full- and part-time employees in the foodservice industry.
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Noone, Breffni M. "Customer perceived control and the moderating effect of restaurant type on evaluations of restaurant employee performance." International Journal of Hospitality Management 27, no. 1 (March 2008): 23–29. http://dx.doi.org/10.1016/j.ijhm.2007.07.002.
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Cho, Seonghee, and Misty M. Johanson. "Organizational Citizenship Behavior and Employee Performance: A Moderating Effect of Work Status in Restaurant Employees." Journal of Hospitality & Tourism Research 32, no. 3 (April 29, 2008): 307–26. http://dx.doi.org/10.1177/1096348008317390.
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Ніфатова, Олена М., and Катерина Л. Ковальова. "ШЛЯХИ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ УПРАВЛІННЯ ПЕРСОНАЛОМ ГОТЕЛЬНО-РЕСТОРАННОГО БІЗНЕСУ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 119, no. 1 (May 23, 2018): 45–54. http://dx.doi.org/10.30857/2413-0117.2018.1.5.
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The paper discusses the ways to enhance the personnel management efficiency in hotel and restaurant business by suggesting an integrated method of traditional personnel management and new strategies and techniques affecting the employee motivation in the hotel and restaurant sector. The relevance and the need to implement the key personnel management tools in the hotel and restaurant business to increase its competitiveness in the services market have been grounded. It has been estimated that human resources management in the hotel and restaurant business employs a range of methods and managerial decisions which directly affect the overall business processes arrangements for hospitality industry personnel to attain the organizational objectives through ensuring high service quality. During the study, the following research methods have been applied: analysis and synthesis – to identify the strengths and weaknesses of personnel management methods and styles in the hotel and restaurant business; a method of statistical observations – to analyze the HoReCa hospitality industry development indices. Based on the study of best practices of HoReCa world market leaders, the most effective management styles have been identified. It is argued that successful and efficient use of primary, fundamental theoretical concepts in the personnel management context will facilitate further economic development and business stability under market uncertainty and volatility. Evidence is provided that the modern personnel management process in the hotel and restaurant business accumulates the major research findings on employee management and a set of contemporary mechanisms associated with their interaction, promoting creativity of staff, integration of efforts to achieve the goals set. Proactive employee-management interaction proves to be a positive indicator of hotel or restaurant effective performance.
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Riva, Farzana, Nawshin Tabassum Tunna, and Mohammad Rabiul Basher Rubel. "Employee Quality Performance, Customer Orientation and Loyalty: Antecedent and Outcome of Customer Satisfaction." Asian Social Science 15, no. 4 (March 29, 2019): 37. http://dx.doi.org/10.5539/ass.v15n4p37.
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The objective of the current study is to assess the influence of employee quality performance, customer orientation as the antecedents of customer satisfaction and customer loyalty is the outcome of customer satisfaction of restaurant customer in the context of Bangladesh. The anticipated model aims to enhance the understanding of the influence of employee quality performance, customer orientation on customer satisfaction and consequential effect of customer satisfaction on customer loyalty. 295 customers were assessed with a self-administered questionnaire incorporating purposive judgmental sampling that is a non-probability sampling technique. A second-generation data analysis technique-structural equation modeling partial least square (SEM-PLS) was used to analyze the data and to test the hypothesized relationship. The result of the analysis showed a significant positive influence of employee quality performance and customer orientation on customer satisfaction. Moreover, customer satisfaction has been found having a significant positive relationship with customer loyalty. The study can help the management of the restaurants to realize the significance of employee quality performance and customer orientation on customer satisfaction as well as customer satisfaction on loyalty.
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Pashkina, Marina, and Maria S. Plakhotnik. "Mystery shopping through the lens of organizational justice." Industrial and Commercial Training 50, no. 3 (March 5, 2018): 109–22. http://dx.doi.org/10.1108/ict-11-2017-0088.
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Purpose The purpose of this paper is to share how the concept of organizational justice could help to explore employee satisfaction with the mystery shopping appraisal system. Design/methodology/approach The research was conducted at a fast-food restaurant chain located in Russia. Data were collected through an online-questionnaire distributed among all 516 chef-cashiers of the 86 restaurants of the chain located in Saint Petersburg. The questionnaire consisted of 17 closed-ended and one open-ended questions. Findings Violations of norms of procedural, distributive, and informational justice were identified. The majority of the chief-cashiers thought that the norms of interpersonal justice were met. Practical implications The paper also discusses how training and development professionals could use the concept of organizational justice to improve employee satisfaction with a mystery shopping appraisal process. The results collected through the questionnaire can be used in at least two ways: to implement structural changes in the process and to determine and address training needs of three groups of employees. Originality/value Perceptions of organizational justice predict employee satisfaction with different aspects of a performance appraisal system. This paper is first to explore how the concept of organizational justice could be useful in evaluating employee satisfaction with such performance appraisal method as mystery shopping.
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Truong, Ngan, Tahir Nisar, Dan Knox, and Guru Prabhakar. "The influences of cleanliness and employee attributes on perceived service quality in restaurants in a developing country." International Journal of Culture, Tourism and Hospitality Research 11, no. 4 (October 2, 2017): 608–27. http://dx.doi.org/10.1108/ijcthr-11-2016-0111.
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Purpose The purpose of this paper is to investigate the service quality of full-service restaurants in Vietnam to explore possible factors that may impact customer perception, which subsequently influences customer satisfaction and behavioural intentions. Based on the DINESERV model and service clues, the possible dimensions to construct customer perception were realised, and four key dimensions were suggested. Design/methodology/approach Data were collected from four urban local full-service restaurants in Vietnam, and factor analysis and SEM-PLS were then performed to uncover the relationship between customer perception, satisfaction and behavioural intentions. Findings The results suggest that customer perception significantly influences customer satisfaction and behavioural intentions, and customer satisfaction itself is also found to have influence on behavioural intentions. Originality/value This is an original piece of work which contributes to the exploration of service quality in developing countries and to the incorporation of cleanliness into analyses of restaurant service quality in particular.
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Hwang, Jinsoo, Yekyoung Yoo, and Insin Kim. "Dysfunctional Customer Behavior, Employee Service Sabotage, and Sustainability: Can Social Support Make a Difference?" International Journal of Environmental Research and Public Health 18, no. 7 (March 31, 2021): 3628. http://dx.doi.org/10.3390/ijerph18073628.
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In a restaurant industry, dysfunctional customer behavior damages customer-contact service employees’ mental health which may lead to employee defection. This study examined the effects of dysfunctional customer behavior on service employees’ service sabotage which is a mechanisms for protecting themselves from outside pressures. Additionally, it determined if emotional exhaustion plays a mediating role in the relationship between dysfunctional customer behavior and employees’ service sabotage and verified the moderating role of social support. The proposed model was tested empirically using the data from 329 restaurant customer-contact service employees in South Korea. The results indicated that dysfunctional customer behavior increased the incidence of employees’ service sabotage. Moreover, emotional exhaustion was a significant mediator in the link from dysfunctional customer behavior to employees’ service sabotage. In addition, social support moderated the effects of dysfunctional customer behavior on service sabotage. This study provides insights into the effects of dysfunctional customer behavior and methods of supporting employees socially.
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HEDICAN, ERIN, CAROL HOOKER, TIMOTHY JENKINS, CARLOTA MEDUS, SELINA JAWAHIR, FE LEANO, and KIRK SMITH. "Restaurant Salmonella Enteritidis Outbreak Associated with an Asymptomatic Infected Food Worker." Journal of Food Protection 72, no. 11 (November 1, 2009): 2332–36. http://dx.doi.org/10.4315/0362-028x-72.11.2332.
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Salmonella is the most common bacterial cause of foodborne outbreaks in the United States; approximately half of Salmonella outbreaks occur in restaurant settings. In February 2008, investigation of a cluster of Salmonella Enteritidis cases with indistinguishable pulsed-field gel electrophoresis (PFGE) patterns revealed that five cases had eaten at the same restaurant. Cases were identified through routine surveillance activities and by contacting meal companions of culture-confirmed cases. Well meal companions and well patrons contacted via check stubs served as controls. Illness histories and stool samples were collected from all restaurant employees. Sandwiches were the only menu item or ingredient significantly associated with illness (15 of 15 cases versus 17 of 37 controls; odds ratio, undefined; P < 0.001). None of the six restaurant employees reported experiencing recent gastrointestinal symptoms . The outbreak PFGE subtype of Salmonella Enteritidis was identified in two food workers. One of the positive employees began working at the restaurant shortly before the first exposure date reported by a case, and assisted in the preparation of sandwiches and other foods consumed by cases. The other positive employee rarely, if ever, handled food. The restaurant did not have a glove use policy. There was no evidence of ongoing transmission after exclusion of the positive food workers. This was a restaurant Salmonella Enteritidis outbreak associated with an asymptomatic infected food worker. Routine PFGE subtyping of Salmonella Enteritidis isolates, routine interviewing of cases, and an iterative approach to cluster investigations allowed for timely identification of the source of an outbreak of Salmonella Enteritidis infections.
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Jolly, Phillip M., and Timothy T. Self. "Psychological Diversity Climate, Organizational Embeddedness, and Turnover Intentions: A Conservation of Resources Perspective." Cornell Hospitality Quarterly 61, no. 4 (January 19, 2020): 416–31. http://dx.doi.org/10.1177/1938965519899935.
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The hospitality workforce is the most diverse in the United States. Given this fact, a growing body of research has sought to investigate the effects of employee perceptions of their organization’s climate regarding diversity, also known as psychological diversity climate. However, little is still known about whether and how diversity climate perceptions might affect hospitality employees’ intentions to leave their organizations. Adopting a Conservation of Resources Theory perspective, we argue that diversity climate represents an important resource that employees wish to preserve by continuing employment with their organizations, thus increasing employee organizational embeddedness and decreasing turnover intention. Organizational embeddedness captures why employees stay and represents a totality of forces that serve to keep an employee with his or her current organization. These forces are driven by employees’ possession or pursuit of resources derived through employment with their current organization. Drawing on samples of frontline restaurant employees (Study 1) and restaurant managers (Study 2), we found evidence that psychological diversity climate is positively associated with organizational embeddedness. However, the relationship between psychological diversity climate and turnover intentions was mediated only by the sacrifice dimension of organizational embeddedness. Our results point to the importance of developing a positive climate for diversity as a means to retain employees and also shed light on how the dimensions of organizational embeddedness can have differential effects on turnover intentions.
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Weliani, Steffi. "Analisa Pengaruh Food Quality, Service Person Customer Orientation, Dan Physical Environment, Terhadap Repurchase Intention, Melalui Customer Satisfaction." ULTIMA Management 7, no. 1 (August 8, 2017): 39–61. http://dx.doi.org/10.31937/manajemen.v7i1.923.
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The purpose of this study to determine whether the proposed Repurchase Intention of B'Steak Gading Serpong restaurant’s consumers is affected by the Food Quality, Service Person Customer Orientation and Physical Environment through Customer Satisfaction. B'Steak Gading Serpong is a western style restaurant with an interesting concept of fine dining which is the object of this study. The theoretical model in this study presented with 4 hypotheses to be tested using Structural Equation Model, with sample of 110 respondents aged 17 years or older who had once come to visit B'Steak Gading Serpong. Results from the data analysis showed that the Food Quality, Service Person Customer Orientation and Physical Environment through Customer Satisfaction have positive influence on Repurchase Intention in B'Steak Gading Serpong restaurant. Keywords: Reward, Extrinsic Reward, Intrinsic Reward, Employee Performance
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Bhakar, S. S., and Shailja Bhakar. "Physical Environment and Employee Behaviour Shape Consumer Perciption in Restaurant." Prestige International Journal of Management & IT - Sanchayan 06, no. 01 (June 15, 2017): 141–57. http://dx.doi.org/10.37922/pijmit.2017.v06i01.010.
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DiPietro, Robin B., and Ady Milman. "Hourly Employee Retention Factors in the Quick Service Restaurant Industry." International Journal of Hospitality & Tourism Administration 5, no. 4 (December 2004): 31–51. http://dx.doi.org/10.1300/j149v05n04_02.
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Lee, Won Seok, Sejong Park, and Joonho Moon. "Effect of employee training in the quick service restaurant industry." International Journal of Tourism and Hospitality Research 32, no. 10 (October 31, 2018): 73–85. http://dx.doi.org/10.21298/ijthr.2018.10.32.10.73.
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Asadullah, Muhammad Ali, Muhammad Zia Ul Haq, Karim Wahba, Sadiq Hashmi, Heather (Markham) Kim, and Jinsoo Hwang. "Gender differences and employee performance: Evidence from the restaurant industry." Journal of Hospitality and Tourism Management 48 (September 2021): 248–55. http://dx.doi.org/10.1016/j.jhtm.2021.06.015.
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Gunning, Sarah K. "Fostering Inter-Departmental Institutional Memory in the Nonprofit Sector: Borrowing Microtransaction Knowledge Strategies from a Successful U.S. Restaurant Chain." Journal of Organizational Knowledge Communication 2, no. 1 (December 14, 2015): 41. http://dx.doi.org/10.7146/jookc.v2i1.20959.
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<p>The purpose of this paper is to describe practices used for knowledge storing, sharing, and gathering across a shift-based organization where narratives may not overlap among other employees. The paper uses a case study to identify nine best practices used in a successful, family-owned chain restaurant in the southern United States, and illustrate how those practices might be useful in a nonprofit organization. These practices include consistent training procedures, routine plans for mundane work, cross-cultural/departmental communication strategies, staggered cross-staff notifications, visual conveyance of information, shift reports, and weekly management meetings.</p><p>While the connection between a restaurant and a nonprofit organization may not seem readily apparent, a U.S. survey of fundraisers (n = 580) revealed the two industries have many traits in common. Both industries struggle with employee turnover, work with time-sensitive materials that require rapid turnaround, and act in highly competitive markets. I argue that the nonprofit sector may benefit from the procedures that this restaurant had in place to share the outcomes of their accomplishments and failures, and that a restaurant shift serves as a hyper-speed version of daily processes found in any organization, and that outcomes may be more readily observed due to the nature and number of events that occur between the business’s open and close. This paper aims to provide suggestion for issues of handling employee training amidst turnover, creating usable institutional memory, and building interpersonal trust among employees. </p>
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Tews, Michael J., and Kathryn Stafford. "The Relationship Between Tattoos and Employee Workplace Deviance." Journal of Hospitality & Tourism Research 43, no. 7 (May 15, 2019): 1025–43. http://dx.doi.org/10.1177/1096348019848482.
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While those adorned with tattoos have historically belonged to deviant subpopulations, tattoos today are certainly more widespread. With this mainstreaming of tattoos, the question arises whether the deviant stereotype persists and extends to today’s workplace. To address this issue, the present study examined the relationships between tattoos and organizational and interpersonal workplace deviance with a sample of 518 individuals employed in restaurant settings. Whether or not an employee was merely tattooed was not related to either form of deviance. However, greater tattoo number was associated with greater organizational deviance. In addition, the results suggest that being adorned with “darker” tattoos was related to both types of deviance, although the effect sizes were not large. The significant findings held even after controlling for the employees’ agreeableness and conscientiousness.