First Impressions and an Ethical Foundation

1. Chapter 5 First Impressions and an Ethical Foundation

2. The New Employee Adaptation Process • Adaptation (to organization) – The process by which new employees learn the values of and “what it’s like” to work for a hospitality organization during initial on-job experiences.

3. The New Employee Adaptation Process • Step 1- New employee has perceptions and attitudes about the work and the organization • Step 2- Early on-job experiences (orientation and training) affect new employee’s attitude • Step 3- New employee adapts to the organization, is accepted by peers, and wants to become team member • Step 4- Initial on-job performance is affected by attitude about organization, desire to work to standards, and interest in remaining with the organization

4. Orientation Programs and Procedures • Orientation – The process of providing basic information about the hospitality organization that must be known by all staff members in every department.

5. Orientation Programs and Procedures Goals of Orientation Programs: • Provide an overview of the organization Mission statement – A strategic statement that indicates (provides an overview of) what the hospitality organization wants to accomplish, and how it intends to do so. • Indicate the new staff member’s role • Explain policies, rules, and other information • Outline specific expectations • Provide details about employee benefits • Motivate new staff members

6. Orientation Programs and Procedures Common new-employee questions to answer: • Where do I “fit in” to the organization? • Where and how can I contribute my time and talents? • What are my duties? • What are my rights? • What are my limits? • How can I advance (and to what positions) within my new organization?

7. Orientation Programs and Procedures Orientation Checklist: • Organizational introduction • Staff Member-Related Policies such as: • Appearance • Conduct • Job Performance • Employee Benefits • Compensation Information • Safety Concerns • Physical Facilities • Other Orientation Activities

8. Orientation Programs and Procedures • Orientation kit – A package of written materials given to new employees to supplement the oral information provided during the orientation session. Can include: • Current organization chart • Copy of employee handbook • Copies of employee performance appraisal forms/procedures • Current copy of employee newsletter • Federal, state, and local tax law materials • Layout (maps) of facility (large properties) • Accident prevention guidelines

9. Orientation Programs and Procedures • Departmental Induction Procedures Induction – The process of providing new employees with basic information that everyone in their department must know that is unique to their department. • Orientation Follow-Up

10. Employee Handbooks • Employee handbooks are necessary and should detail: • Employer’s policies • Benefits • Employment practices

11. Employee Handbooks Tactics for consistent application of policies and procedures: • Standards should be respected and consistently met. • Managers, supervisors, and employees should role-model examples for their peers. • Inform staff members about the reasons for the policies and procedures.

12. Employee Handbooks Tactics for consistent application of policies and procedures: • Information about the most important policies and procedures should be presented during orientation. • Staff members should recognize that compliance with reasonable policies and procedures is part of the agreement with, and relationship between, their employers and themselves.

13. Mentoring Programs • Mentoring – A formal or informal relationship in which an experienced staff member provides advice and counsel to a less experienced staff member.

14. Mentoring Programs • Advantages to the organization: • Junior staff can more quickly learn about the organization’s culture, and how to act within it. • Mentorees may have increased commitment to the organization because they are better assimilated into the corporate culture. • Higher levels of job satisfaction can occur with the decreased chance that those being mentored will leave the organization. • Problems that hinder the mentoree’s current performance can be addressed.

15. Mentoring Programs • Advantages to mentors: • Enhanced self-esteem • Increased knowledge • They are seen as “good citizens” • Mentoring helps to train successors

16. Mentoring Programs • Phases of mentoring relationship: • Introduction • Cultivation • Redefinition • Roles of the mentor: • Trainer • Coach • Counselor • Guide • Role model • Advocate

17. Mentoring Programs • Examples of mentoring activities: • Helping the mentoree to develop a career ladder. Career ladder – A progression of increasingly more responsible positions within an organization or an industry. • Advising about development activities • Evaluating alternative education and training programs • Providing applicable reading materials. • Suggesting alternative courses of action that address on-job problems. • Making special assignments and arranging for special training. • Providing on-going counseling.

18. Mentoring Programs Implementing a formal mentoring program: • Step 1: Obtain support of top-level managers • Step 2: Determine goals of the mentoring program • Step 3: Appoint key planning staff Cross-functional team – A group of staff members comprised of representatives from different departments (functional areas) that address a common concern • Step 4: Plan mentoring program

19. Mentoring Programs Implementing a formal mentoring program: • Step 5: Obtain approval of top-level managers • Step 6: Roll-out program • Step 7: Select and prepare mentors • Step 8: Select mentorees • Step 9: Match mentors with mentorees • Step 10: Monitor, support, and evaluate (improve) the program

20. Human Resources and Ethical Concerns • Ethics – A set of rules or principles that define “what is right” and “what is wrong” as decisions are made that affect others. • Business ethics – Refers to the practice of ethical judgment by managers as they make decisions affecting the organization.

21. Human Resources and Ethical Concerns • Behavior (ethical) – Actions in concert with generally accepted social concerns relating to the impact of decisions on others. • Behavior (unethical) – Actions not in concert with generally accepted social concerns relating to the impact of decisions on others.

22. Human Resources and Ethical Concerns • Ethical principles for hospitality managers: • Honesty • Integrity • Trustworthiness • Loyalty • Fairness • Concern and respect • Commitment to excellence • Leadership • Reputation and morale • Accountability

23. Human Resources and Ethical Concerns • Ethical norms: • Utility • Rights • Justice • Caring • Code of ethics – A statement used by a hospitality organization to outline broad concepts to guide ethical decision-making.

24. Human Resources and Ethical Concerns • Corporate (social) responsibility – Relates to an organization’s efforts to address its commitments to all of its constituencies including guests, employees, other businesses including suppliers, investors, and society and the community-at-large. • Stakeholders – Groups, individuals, and organizations that are affected by an organization; also called “constituents.”

25. Human Resources and Ethical Concerns • How corporate responsibility relates to the management of hospitality human resources: • Cultural consistency • Employer of choice concerns Publicity – Free-of-charge information in the media that attracts attention to an organization.