Â· The responsibilities of shift managers vary greatly depending on the establishment. Career Planner notes that typical daily tasks of a restaurant shift manager include keeping equipment inventories, ordering supplies, monitoring employee activities and taking dining reservations. In smaller establishments, shift managers may be required to serve food and seat customers. Shift managers are expected to deal with customer complaints that have been escalated by waiters and waitresses
Stress factors in the Workplace
There are six main risk factors that can lead to work-related stress:
1)The demands of someone's job
*Sometimes restaurant goes to very busy especially on weekdays evening, Friday night and at weekend. It cause a stress at work because of not enough staff work at a same time. If restaurant goes to busy and no more employee to do work then all collouges and manager have to handle that situation.
2)Their control over their work
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*That can be stressful when handling irritates customers, staff and operational activities. Creating an accurate description of the responsibilities can ensure hiring the appropriate candidate for the position. In a busy time, always have to run to do fast job.
*This description also provides a list of administrative duties, which typically include processing payroll; maintaining employee records;Â supplier payments; ensuring liquor and food safety; maintaining accuracy ofÂ health records and inspections; and ensuring compliance with liquor laws, unemployment laws and local, state and federal tax laws.
3)The support they receive from managers and colleagues
*If manager is not supportive then it create a critical situation at work. Shift manager need a help of a business manager to allocate the right business strategy in terms of a profit, loss and labour. Business manager do not support to find right calculation of that particular days selling calculation and right measurement of the product selling. Sometimes restaurant does not get busy but there might be more staff then labour will be goes to high and that is not good to make a profit. Shift manager get a positive support from colleagues, it create a magic at a work place
4)Relationships at work
*If relationship between employees, manager is not to good or someone feel jealousy at work by improvement or promotion then it create a stress full environment in the restaurant.
5)The employee's role in the organisation
*Sometimes employees do not show the interest and positive response towards their work.
6)Change and how it's managed
*At busy time, Run out from the product and need of that product immediately. Run away thru the another branch or in a market to purchase that product for customers satisfaction .When shift manager runs the shift alone then it s very difficult to manage these all things at a particular time.
*Scheduling staff: That the description provides information on how many hours per week the manager will be required to work, and specifies if weekends, holidays or hours beyond an eight-hour work day are required.
There is a two type of employee work in a restaurant; some as a part time role and some as a full time. At a schedule making time every employee has a problem with date or time and in a every new week manager have to set up schedule according to employee's availability.
Managers help if I'm becoming stressed?
Ideally, Business manger advice us to informal your stress or a problem at an early stage.
He act as a friend when any people seen in a stress or confused. He never goes to angry on that shift manager or an employee. He try to understand whole matter of the stress and
Try to identify the causes and what he can do to make things better. If your stress is work-related, this will give him the chance to help and prevent the situation getting worse. Even if it isn't work-related, he may be able to do something to reduce some of your pressure. If the source of pressure is your line manager, find out what procedures are in place to deal with this.
For demanding of more people, Manager allow to hire more people to manage the busy environment
Always on Time
Marked to Standard
To overload the work stress, Arrange a team to represent some particular task for that team
3. Help to calculate administrate task all time, special when something goes to wrong
4. For a friendly environment, Manager always try to keep good relation between shift
Manager and an employee
5. To reduce the mentally stress, Arrange some extra activity at a quite time for
Refreshment and enjoyment
MANAGER'S SOME IDEA TO REDUCE STRESS:
Identify your reasons for working: if you know why you work and you keep that in mind at all times then you will find it easier to deal with the challenges and stresses that work regularly presents. Your motivation must relate to more (sense of achievement, social environment, training opportunities, job role) than your income otherwise you will never feel fulfilled.Â
When you are not getting what you want out of your work situation then it's time to communicate with your employer about your wants ie new projects, a change of job role, an income that reflects your hard work and loyalty, training, new challenges and so on.Â
If you have trouble communicating in a work environment,Â get some helpÂ from someone who is good at it. Friends, family, work colleagues and especially your training or human resources staff will be able to help you identify what, why and how you want to say it. Practice, take notes to the meeting, and breathe!Â
Manager gives the best key point to the shift manager which is most important to alleviate the stress
Share information with employees to reduce uncertainty about their jobs and
Clearly define employees' roles and responsibilities.
Make communicationÂ friendly and efficient, not mean-spirited or petty.
Consult your employees
Give workers opportunities to participate in decisions that affect their jobs.
Consult employees about scheduling and work rules.
Be sure the workload is suitable to employees' abilities and resources; avoid
Show that individual workers are valued.
Offer rewards and incentives
Praise good work performance verbally and institutionally.
Provide opportunities for career development.
Promote an "entrepreneurial" work climate that gives employees more control over
Cultivate a friendly social climate
Provide opportunities for social interaction among employees.
Establish a zero-tolerance policy for harassment.
Failure to act to reduce stressÂ
*Successful work-related stress claims have so far been based on the employer being aware of the stress and doing nothing to alleviate the causes at work - therefore the resulting injury was foreseeable and could have been prevented. In these cases the employee can resign and claim constructive unfair dismissal.Â
*Managers at all levels need the skills to be able to tackle work-related stress both personally and among their staff. If staff suffer from stress, managers should have the skills to manage the consequences. Managers must understand the legal implications of stress in the workplace and be able to comply with health and safety law around stress.
*But sometimes Manager did not help to reduse stress because of theire personal problem and when he was busy to set up the high profit to achive the day or a monthly target.
Irrespective of whether the issue is personal or work-related, don't leave a potential stress issue to fester: it will cause you problems. Learn to recognize the signs and ensure line managers are made aware of the causes and symptoms of stress.Â
Do keep an eye on those who are working excessively long hours and do everything you can to reduce the need for this. Ensure that you have detailed records of the hours your staff are actually working - so that no-one can claim (later) that you have forced them to continually work excessive hours and that you were aware of this, but ignored it.Â
Consider implementing a stress policy that provides your employees with a procedure for raising any issues and for tackling stress within your organization.
The potential cost of stress is too great to ignore - not just in terms of sickness absence, low morale and productivity, mistakes, arguments in the workplace, impact on colleagues - but also in terms of staff turnover. If you ignore complaints of overwork, then you may well lose your valued and trained employees to a competitor; if they stay with you, you may face absence followed by a claim for illness and constructive dismissal.Â Â
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Try to take everything positively with hardness towards work and always keep in a contact with the manager and colleagues.
Developing an HR Scorecard
HR SCORECARD OF LONDON SCHOOL OF BUSSINESS
HR has designed and uses a measurement system to display its influence in the achievement of theÂ businessHYPERLINK "http://www.entrepreneur.com/tradejournals/article/111899270_3.html"Â HYPERLINK "http://www.entrepreneur.com/tradejournals/article/111899270_3.html"strategy. Measures the HR function's effectiveness and efficiency in producing employee behaviors needed to achieve the company's strategic goals.
HR planning does enhance business performance when:
* The HR plan is strategy-based.
* HR is a credible strategic partner.
* The HR function is driven by the strategic rather than the technical.
* HR comprises professionals who have strategic competencies.
* HR sees its role as a key player in implementing the business strategy.
HR scorecard is a measurement scheme that ensures better performance in a company by way of describing and measuring the efforts and value entrusted by the people and the management in the organization. It works to distinguish the organizational objectives and everything necessary in establishing a stable and active company. It is developed to help managers handle the workforce without much hassle.
FACTORS OF A HR SCORECARD
1.Cost per Hire
By evaluating this factor you will be able to see how costly the recruiting process is. This process starts from posting job offer to the moment when a new person is officially employed in the company.
These are the costs connected to termination, new hire and learning.
This value represents the condition in your company related to leaving and hiring new employees.
4.Time to Fill
This is the time needed to fill a vacant position in the company. The shorter this time, the better performance of your HR department.
5.Length of Employment
This indicator is very easy to understand. It is likely to calculate an average value. For sinstance, in average an employee works 5 years for your company
6.Training and Development
Even if you hire the best specialist you need to integrate him into your company and guide. If you manage to cut this cost without injure quality of training, then your HR department is doing a great job.
7.Salaries, compensation, bonuses
It is very important to know that you are not overpaying and allocating recourses wisely. This also concerns HR department of any company.
It all comes to cost efficiency after all.
HR scorecard process
There are seven steps involved in using the HR Scorecard to create a strategy-oriented HR system.
The Seven-Step Model for Implementing HR's Strategic Role
1. Define the business strategy
In this step, management translates its broad strategic plans into specific actionable goals. HR managers should focus on achievement of strategy. The important thing for HR managers is to state the goals in such a way that the employees understand what exactly their role in the organisation is and thus the organisation knows how to measure success in achieving these goals.
2. Outline the company's value chain
Here the manager identifies the strategically relevant outcomes and required employee behaviors by identifying the value chain, which identifies the primary activities that create value for customers and the related support activities.
Once a firm clarifies its strategy, HR professionals need to build a clear case for the strategic role of HR.They must be able to explain how and why HR can hold the strategy.
3. Identify the strategically required organizational outcomes
In order to achieve its strategic goals, every company must produce critical, strategically relevant outcomes.
These are basically diagrams that show the links in the value chain.
* Identify barriers to the achievement of each goal.
* Recognise the employee behaviours needed to make sure that the company achieves its goals.
* Identify missing employee competencies and check if HR is providing the necessary competencies.
* Finally, decide what needs to change.
4. Identify the required workforce competencies and behaviors
Competencies and behaviors such as personal accountability, working proactively, motivation, courteous behavior, and commitment drive organizationalÂ performance byÂ producing strategically relevant organizational outcomes.
HR creates much of its value at the points of intersection between the HR system and the overall strategy implementation system of the organisation.
5. Identify the strategically relevant HR system policies and activities
The question in this step is "what HR system policies and activities will enable us to produce those workforce competencies and behaviors?".
These policies and activities are often referred to as "HR enablers", which create and make possible the HR "performance drivers".
6. Design the HR Scorecard measurement system
In this step, the question is how are the organizational outcomes, workforce competencies and behaviors, and HR system policies and activities measured?
Firstly, HR has to be confident that they have chosen the correct HR deliverables. This requires that HR have a clear understanding of the causality in the value chain for effective strategy implementation.
Secondly, HR must choose the correct measures for those deliverables. During this process of rising the HR scorecard, the firm might go through several stages of increasing sophistication.
7. Periodically evaluate the measurement system
The HR Scorecard's various measures will not always stay the same, and should be3 evaluated periodically to ensure they are still valid.
The previous step completes the HR scorecard development process. The next step is to use this powerful new management tool in the right way. It helps the HR professionals dig deeper into the causes of success and failure and helps them promote the former and avoid the later. Implementing the strategy using the HR scorecard requires change and flexibility as well as constant monitoring and re-thinking. The process is not a one-time event.
HR SCORECARD FOR LONDON COLLEGE OF BUSSINESS
The Strategy: "The London college of bussiness will use superior teaching services to differentiate its properties, and to thereby increase the length of student and the more admission of student, and thus boost revenues and profitability
The Value Chain: Service industry, where the subject is a satisfied student. Value chain activities: inbound logistics, operational activities, outbound activities, service activities, support activities.
It contains the interview of the new coming student, new professors, New employees and Management staff
Strategically Required Organizational Outcomes: Each step in the chain presents opportunities for improvingstandard level of educationl. Produce fewer complaints, more written complaints, more staff returns, longer stays, higher expenditure per visit
Relevant Workforce Competencies: motivated, high moral employees.Job opportunities to the scholar and high intelligent student.
Strategic HR System Policies and Activities: Fair and strict HR practices will produce higher moral and thus better service
Improved disciplinary procedures - how many grievances per month means discipline in a classroom, at reception and in a management sector create a big difference for the college.\
Improved moral - seminar attitude surveys leads to improvement of the students knowledge, staffs technical ability
High quality service - complaints per month will be less by giving good qualification, highest salary and better environment
METRIC OF A HR SCORECARD
Each metric contains 2 to 5 performance indicators
For instance,Â "employee attitudes"Â metric includes the following indicators: Job Contentment (the percentage of employees satisfied with their job), and Manager Contentment (the percentage of employees satisfied with their manager).
"Employee turnover"Â metric generally include such indicators, as Cost per Hire Turnover Cost (calculation of termination, new hire, vacancy and learning curve costs), Turnover Rate (rate of the employees leaving an organization), Time to Fill , Length of Employment
"Recruiting"Â metric includes Vacant Period (number of overall days the positions were vacant), New Hires Performance Appraisal (average performance appraisal of new hires, compared to previous period), Manager Satisfaction, Turnover Rates of New Hires, Financial Impact of Bad Hire
"Retention"Â metric includes Overall Employee Turnover, especially in the key positions, Preventable Turnover, Diversity Turnover (turnover rate in professional, managerial, and technical positions), Financial Impact of Employee Turnover.
"Training and Development"Â metric includes Learning and Growth Opportunities On-the-job learning Contentment (percentage of employees who are satisfied with on-the-job learning, project assignments for growth and development, and job rotations), Opportunities for New Hires (percentage of employees who report training opportunities among the top three reasons they accepted the job).
1)It reinforces the distinction between HR do-ables and deliverables:Â
The HR measurement system must clearly distinguish between the deliverables that influencestrategy implementation and do-ables that do not. Policy implementation is not adeliverable until it has a positive effect on the HR architecture and creates the rightemployee behaviours that drive strategy implementation.
2)It enables cost control and value creation:Â
HR is always expected to control costs for the firm. At the same time, HR has to fulfil its strategic goal, which is to create value.The HR scorecard helps HR professionals balance the two and find the optimal solution.
3)It measures leading indicators:
Â Just as there are leading and lagging indicators in the overall balanced performance measurement system, there are drivers and outcomes in theHR value chain as well. It is thus important to monitor the alignment of the HR decisionsand systems that drive the HR deliverables.
4)It assesses HR's contribution to strategy implementation:Â
The cumulative effect of the HR Scorecard's deliverable measures provides the answer to the question regarding