CHAPTER 4

Training, Scheduling, Motivating and Disciplining

Objective: reviewing the major management functions in staff management

Skills Training

Management must do all it can offer employees the training they need in order to do their jobs well and satisfy the guests. The executive housekeeper is responsible for ongoing training programs. Job Lists and Job Breakdowns: are the basic tools with which to build an effective skills training program for each housekeeping position. They are also used to evaluate employee performance.

Job Lists

A job list is a list of tasks which must be performed. It reflects the total job responsibility of the employee. Tasks should be listed in an order that reflects the logical sequence of daily responsibilities. Ex. 4.1, pg. 66

Job Breakdowns

A job breakdown specifies how to perform each task. It also identify the specific observable and measurable steps that an employee must take in order to accomplish the task. Job breakdowns are especially important in evaluating the performance of the employees. In addition, the job breakdown explain why each step of the task is performed according to the standards. Moreover, it may mention the desired attitudes and safety tips. Furthermore, it has a section where the employees performance evaluations are recorded. Ex. 4.2, pg. 67

Performance Evaluation

Performance evaluation identifies an employees

strengths and areas for improvement. The areas for improvement indicate specific training needs. Employees should know the standards that will be used to measure their job performance. In order to serve as a performance standard, each item on the job breakdown must be observable and measurable and most importantly should be able to be answered by Yes or No. Ex. 4.2, pg. 67

The Process of Developing Job Breakdowns

1. 2. 3.

4.

List positions in the department Write a job list for each position Write performance standards for each task on the job list Supply additional information, when needed
Ex. 4.3, pg. 69

The Four-Step Training Method

The trainers primary function is to communicate performance standards to employees. Trainers achieve this by following a four-step training method (on the job training).

Prepare to train Conduct the training Coach trial performances Follow through

Prepare to Train

write training objectives develop lesson plans decide on training methods establish a time-table for instruction select the training location assemble training materials and equipment set up the work station

Conduct the Training

prepare the trainees begin the training session demonstrate the procedures avoid jargon take adequate time repeat the sequence

Coach Trial Performances

let the trainee perform the tasks alone let the trainee explain each step while performing correct the employee when problems are observed

Follow Through

continue positive reinforcement provide constant feedback coach a few tasks each day evaluate the employees progress

Scheduling

Fixed staff positions are those that must be filled

regardless of the volume of business. These positions are generally managerial and administrative. E.g. exec. housekeeper, assistant exec. housekeeper, supervisor (day shift), department clerk (day and afternoon shift) Variable staff positions are those that are filled according to the changes in the occupancy level. E.g. room attendants (day and afternoon shift), housepersons (day and afternoon shift), inspectors, lobby attendants.

Staffing Guide

A staffing guide is a scheduling and control tool to determine the total labor hours, the number of employees and the estimated labor expense needed to operate the housekeeping department when the hotel is at specific occupancy levels.

Developing a Staffing Guide for Room Attendants

Step 1. Determine the productivity standard for the task that will be performed by the employee. E.g.

productivity standard to clean a guestroom is 30 minutes (0,5 hours) Ex. 4.6, pg. 75

Step 2. Determine the total labor hours when the hotel is at specific occupancy level by using productivity standards. E.g.

250 rooms 0,9 = 225 rooms to clean 225 0,5 hours = 112.5 113 labor hours

there are 250 rooms in the hotel the occupancy is 90%

Step 3. Determine the number of employees that must be scheduled to work when the hotel is at specific occupancy levels.

E.g.

8 0,5 = 16 rooms can be cleaned by a room attendant 225 16 = 14 full-time room attendants are needed (or 10 full and 8 part-time)

8 hour shift productivity standard 0,5 hours

Step 4. Calculate the estimated labor expense required to operate the housekeeping department when the hotel is at specific occupancy levels.
E.g. the average hourly rate is $5

113 total labor hours $5 = $565

Developing a Staffing Guide for Other Positions

Similar calculations must be made for other variable positions. e.g. inspector, day-shift lobby attendant etc. Step 1. determine the productivity standard Step 2. determine the total labor hours Step 3. determine the number of employees Step 4. calculate the labor expense

Example: Staffing Guide for Inspectors

Step 1. E.g. one inspector is needed for every 80 occupied rooms. In other words, the productivity standard for one inspector is: 0,1 hours. 8 hours 80 occupied rooms = 0,1 hours (6 min.)

Step 2. E.g. occupancy level: 90% 225 0,1 = 22,5 23 labor hours are needed to check 225 rooms Step 3. E.g. 225 80 rooms = 2,8 3 inspectors are needed to check 225 rooms Step 4. E.g. the average hourly rate is $5. 23 labor hours $5 = $115 labor expense

Alternative Scheduling Techniques

Alternative Scheduling involves a staffing
schedule that varies from the typical 9:00 am to 5:00 workday. part-time employees flexible work hours (flextime) compressed work schedule job sharing

Motivation

Motivation is the art of stimulating a persons

interests in a particular job or subject in order to challenge him/her to be attentive, observant, concerned and committed. Motivation is the end result of meeting and satisfying the human needs of sense of worth, value and belonging to an organization or department. The end result should be that an employees perception of his/her value and worth has increased.

Methods of Motivating Employees

Motivational Techniques

Training Cross Training Recognition Communication Incentive Programs Performance Appraisals

Employee Discipline

Formal disciplinary programs should address

and correct undesirable employee behavior. The purpose is not to punish the employee but to help the employee correct his/her performance problems and become productive members of the organization.

Informal Counseling

Counseling is designed to correct a problem

without formal disciplinary measures. Counseling gives a manager and an employee an opportunity to sit down together and discuss problems and identify solutions.

Progressive Discipline
The process of progressive discipline addresses undesirable behavior and take strict measures for the repeated ones. Progressive discipline involves four basic steps: spoken warning written warning suspension termination

Guidelines for Disciplinary Action

conduct a through investigation of the incident document the action be firm, fair and consistent stick to the decision be careful of unwritten rules support the employee, not the behavior