HHR20203

HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRY

SCHOOL OF HOSPITALITY AND CREATIVES ARTS

HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRY

(HHR20203)

SESSION: JULY 2022

ASSIGNMENT 1
TOPIC: CHAPTER 6 - PLANNING TRAINING PROGRAMS

PREPARED BY:

Students’ Name ID Number Programme

MUHAMMAD NUR HAZMAN BIN HAFIZAN 2082020070003 BCA
WAN ERHAN FADHLI BIN WAN AHMAD
2082020020022 BCA
SOBRE
PHIK PHOP SIRIRAKH A/L PRAVITH 2082020090031 BCA

PREPARED FOR: NUR AISHAZWANIE BINTI SHAHRRULAZHAR

SUBMISSION DATE: 7/8/2022
 HHR20203
HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRY

TABLE OF CONTENTS

CONTENT PAGES

1. Introduction

2. Dimension: Supervision (Question 1)

3. Dimension: Supervision (Question 3)

4. Dimension: Strategy (Question 1)

5. Dimension: Strategy (Question 2)

6. Conclusion

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CASE STUDY

Leilani has been a successful manager in quick - service restaurants for 10 years. She recently
became an area manager for Good Food, a newer company with 35 units, and she reports to
one of two regional managers. She accepted the position because of lessened travel
requirements and the professional challenges presented by an opportunity to help grow this
young organization.

The Good Food organization markets to nutrition - conscious guests and offers a variety
of fresh vegetable and fruit salads , soups , and sandwiches . It is a tough market because, as
many restaurant owners and managers know, the public's expressed interest in nutrition doesn't
always translate to dining - out decisions.

Leilani has been with the company about three months, and she is impressed with the
amount of operating and production support provided by headquarters. There are detailed
standard recipes, food purchase specifications, nutritional information for interested guests, and
even a nutrition training program that is mandatory for all staff.

In contrast, Leilani quickly noticed that many of the operating problems encountered by
other restaurants also affected her units. Examples included high employee turnover that placed
a continuing management emphasis on recruiting staff, cost control issues, and some
opportunities for employee theft of products and money.

Her boss is aware of these concerns because they apply to units throughout his region.
He explained that the company's owners also knew about the problems but considered them to
be part of the business, and top management was currently more concerned about expanding
the business than addressing these issues.

"Well, should we just go with the flow and ignore the problems, should we campaign for
change in the organization's emphasis, or should we just dictate policies and procedures to
control cost and theft problems?" Leilani asked. "Also, won't we increase our turnover rate even
more if we create a more dictatorial atmosphere?"

"I'm also concerned about these issues, Leilani, and I have another option," replied the
regional manager. " There is another area manager who shares your concerns. We all know the
correct procedures that should be used, and a major problem is that they are not being used.
What is needed, in part, is a training program for our supervisors to help them learn how to
teach our staff to do things correctly. Perhaps the three of us can team up and address these

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problems. Let's assume I can talk headquarters into funding a pilot program to train our
supervisors," he continued." I know they will want proof that the expenditure of these funds is
cost effective, and as professionals we want that as well."

"I came here because I wanted to confront challenges in a small and growing
organization," said Leilani. “This is really a challenge. Let's do it, and I hope we're up to the
task."

Dimension: Supervision

1. What tactics should Leilani use with her unit managers and supervisors to reinforce the
renewed emphasis on training at the units?

A tactic Leilani should use with her unit managers and supervisors to reinforce the renewed
emphasis on training in the unit is to emphasize the benefits of the training being conducted.
Emphasizing the benefits that the participants will get from the training that is conducted can
improve the quality of the training and further increase the morale of the workers who participate
in the training. The training carried out is very important for the workers in the unit, especially
those who have just started work and also those who have been working for a long time. By
doing training like this, it can expand the knowledge base of employees and improve their work
skills to be more effective in the workplace. Although it requires training costs for employees,
the return on investment is great if it is consistent.

There are many advantages gained when doing training for employees, among which is
being able to improve the skills and knowledge of employees. Employee training programs can
help improve the knowledge and skills of employees to match various changes in the industry.
These improvements will have a positive impact on employee productivity, which can increase
the profitability and efficiency of an organization. Some of the things employees can learn
through training include work ethics, human relations, and safety. Then be able to meet the
performance evaluation recommendations. When an organization's employee performance
evaluation suggests a need for improvement in a particular subject or skill, training programs
can be organized for staff members to help meet these needs. And it can also prepare
employees for higher responsibilities. Training programs can also help prepare employees who
move into higher roles and take on more responsibility in the organization. These programs will

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help them learn the skills needed to function effectively in their new positions. For example, they
may be trained in leadership skills or in specific software they will use in their new role.

When conducting this exercise, Leilani was able to further emphasize the benefits of the
exercise, namely increasing productivity. The term improving productivity refers to the
performance produced by employees. Therefore, increased productivity means doing more
work, and more output will occur, with the same amount of input. Even better, the best
improvements can enable businesses to increase productivity while reducing costs. More
specifically, to understand this productivity is to measure output and input. Output is what a
business or business segment produces. For a quick service restaurant like Good Food, for
example, the output is a count of the number of each meal produced. However, not all produced
foods are the same, so counting is complicated by counting foods with different names and
recipes. The best solution for measuring output is to use revenue (sales) as the primary metric.

After that, the input can be depicted in various ways. Labor costs, raw material expenses,
energy consumption, and facility overhead are all counted as inputs to business expenses, as
are services such as insurance and legal fees. HBR cautions against oversimplifying costs to a
single item (such as direct labor costs) and makes the case that fully understanding and
documenting various costs is essential to establishing productivity baselines and, ultimately, to
measuring improvements in productivity.

A counter tactic that Leilani was able to use to reinforce the renewed emphasis on training in
the unit was to reduce employee stress. Leilani needs to reduce the pressure on the employees
who work under Good Food, regardless of whether they are new or old employees. Every job
they do needs to be given its advantages and privileges so that they are more motivated to
work. They can do the work with their own will and with sincerity. Work done sincerely is perfect
work. This can also further improve employee performance and also the company's name.
Leilani also needs to increase morale among employees so that they feel more appreciated for
the work they do. There are many ways that can be done to appreciate every work done by
them, including taking them on vacation with other employees. Rewards prizes for good
performance every month and more. Employees will feel that the work they do is appreciated.

Finally, a tactic that Leilani and her unit managers and supervisors were able to use to
reinforce the renewed emphasis on training in the unit was to reward each employee's
performance improvement. Every advantage that employees do in doing their work deserves a

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reward and other advantages to make them more enthusiastic. With that, the work done can
also be done well and can further improve their work performance and the company's
performance.

2. What, if any, types of rewards / incentives can Leilani and her unit managers use to
encourage staff to maximize their participation in the training?

A type of reward/incentive that Leilani and her unit manager can use to encourage staff to
maximize their participation in training is to provide performance-based incentives. Leilani can
increase the motivation of her employees by defining their tasks and attaching compensation-
based incentives to certain performance levels. Among the various types of performance-based
incentive plans, annual bonus compensation is common. Many organizations operate such
programs for their employees, especially middle management employees, where employees
receive a percentage of their annual salary as a bonus. For more hands-on workers, such as
those working on the factory floor or the ground sales team, they can adopt commissions, spot
bonuses, output bonuses, or referral incentive programs.

After that, employee recognition and awards. Leilani can also use non-monetary rewards to
motivate employees. For example, employee recognition meets the psychological needs and
desires of employees. Schemes such as "salesperson of the month" or "employee of the year"
certificates help boost morale as Leilani recognizes the employee for his outstanding efforts.
Appreciative feedback from supervisors and managers also serves as employee recognition
and helps boost morale.

The reward for attending a seminar or training is by awarding employees for participating in
the event as well as obtaining motivation and recognition for the employees involved.

Finally, considering the needs of employees. The main goal of an organization's reward
system is to keep employees motivated so that they continue to do better work. Motivational
theories by various experts such as Herzberg and Maslow state one thing synonymously. The
physiological and psychological needs and desires of employees must be met and maintained
to keep them motivated.

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Dimension: Strategy

Assume that the planning team decides that the project will go more smoothly (and additional
funding will be forthcoming) if a project yielding a quick and easy success is implemented.

1. Plan a simple project addressing an issue that can be developed and implemented quickly,
such as reducing food cost by portion control, improved inventory management, or
implementing more effective procedures for product receiving.

2. Outline the steps that you would use to develop and implement a training program that
addresses this simple task. Also, describe how you might provide some quantitative ROI data to
help justify the worth of training.

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CONCLUSION

The future of employee training and development will never be fully known and is difficult to
predict due to major changes occurring in technology and how training and development are
viewed from organization to organization. Everything will always change over time. What can be
said about the future of training and development is that it is changing and will continue to
change. Development technology can be proven to be the best adaptation to training and
development because changes in technology and ways of training and development will be able
to be delivered through cost-effective and effective technology towards results towards the
goals and mission of the organization. Training and development will continue to be important
and should be done by every organization to foster motivated and prestigious employees.

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