2. Are you concerned about the performance evaluations that have not been completed? Are there any patterns of discrimination against female employees?
See the attached file.© BrainMass Inc. brainmass.com October 16, 2018, 8:44 pm ad1c9bdddf
1. Suzette Renolidi has complained that expense accounts are not handled in a fair and equitable basis. You are the Sales Executive and are reviewing the data. Are you concerned? Why or why not?
Here are the averages of expense accounts. The first column is the company's average, the second column is Suzette's.
1998 average: $1,727 Suzette's total $1,800
1999 average: $1,833 Suzette's total $1,875
2000 average: $1,891 Suzette's total $1,820
2001 average: $2,124 Suzette's total $1,830
2002 average: $2,127 Suzette's total $1,790
2003 average: $2,338 Suzette's total $1,933
2004 average: $2,435 Suzette's total $1,905
7 Year average: $2,067 Suzette's 7 year average: $1,850
Using the figures above, Suzette's averages are less than ...
Suzette Renolidi has complained that expense accounts are not handled in a fair and equitable basis. You are the Sales Executive and are reviewing the data. The solution discusses if you are or should be concerned.
Job Design and Scheduling
Scheduling at Hard Rock Cafe
Whether it's scheduling nurses at Mayo Clinic, pilots at Southwest Airlines, classrooms at UCLA, or servers at a Hard Rock Cafe, it's clear that good scheduling is important. Proper schedules use an organization's assets (1) more effectively, by serving customers promptly, and (2) more efficiently, by lowering costs.
Hard Rock Cafe at Universal Studios, Orlando, is the world's largest restaurant, with 1,100 seats on two main levels. With typical turnover of employees in the restaurant industry at 80% to 100% per year, Hard Rock General Manager Ken Hoffman takes scheduling very seriously. Hoffman wants his 160 servers to be effective, but he also wants to treat them fairly. He has done so with scheduling software and flexibility that has increased productivity, while contributing to turnover that is half the industry's. His goal is to find the fine balance that gives employees financially productive daily work shifts, while at the same time, setting the schedule tight enough so as to not overstaff between lunch and dinner.
The weekly schedule begins with a sales forecast. "First, we examine last year's sales at the cafe for the same day of the week," says Hoffman. "Then we adjust our forecast for this year based on a variety of closely watched factors. For example, we call the Orlando Convention Bureau every week to see what major groups will be in town. Then we send two researchers out to check on the occupancy of nearby hotels. We watch closely to see what concerts are scheduled at Hard Rock Live- the 3,000-seat concert stage next door. From the forecast, we calculate how any people we need to have on duty each day for the kitchen, the bar, as hosts, and for table service."
Once Hard Rock determines the number of staff needed, servers submit request forms, which are fed into the software's linear programming mathematical model. Individuals are given priority rankings from 1 to 9 based on their seniority and how important they are to fill each day's schedule. Schedules are then posted by day and by workstation. Trades are handled between employees, who understand the value of each specific shift and station.
Hard Rock employees like the system, as does the general manager, since sales per man-hour are rising and turnover is dropping.
1. Name and justify several factors that Hoffman could use in forecasting weekly sales.
2. What can be done to lower turnover in large restaurants?
3. Why is seniority important in scheduling servers?
4. How does the schedule impact productivity and quality?
Please include any reference material used. Thanks!View Full Posting Details