Hospitality and Restaurant Management Leaders Manage Employee
Work Schedules Chapter 6
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Learning Objectives After completing this chapter, you should
be able to: Explain the need for effective work schedules. Discuss
basic procedures for determining budgeted labor cost. Describe how
to create a master schedule. Explain how to develop a crew
schedule. Describe procedures for distributing and adjusting the
crew schedule.
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Learning Objectives continued: After completing this chapter,
you should be able to: Identify common practices helpful for
monitoring employees during work shifts. Explain methods for
analyzing after-shift labor information. Review basic concerns in
developing work schedules for managers.
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Chapter 6 Leaders Manage Employee Work Schedules THE NEED FOR
EFFECTIVE WORK SCHEDULES
Chapter 6 Leaders Manage Employee Work Schedules Day-Off
Requests
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Chapter 6 Leaders Manage Employee Work Schedules Family and
Medical Leave Act Employee Absence Policy
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Chapter 6 Leaders Manage Employee Work Schedules Using
Employees Effectively Other Scheduling Concerns Building
Flexibility into the Schedule Scheduling Minors Paying Overtime
Planning Fair and Reasonable Schedules
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Chapter 6 Leaders Manage Employee Work Schedules More about
Crew Schedules
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Chapter 6 Leaders Manage Employee Work Schedules
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DISTRIBUTING AND ADJUSTING THE CREW SCHEDULE Distribution of
Crew Schedules
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Chapter 6 Leaders Manage Employee Work Schedules
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Cross-Training Employees Adjustments to Crew Schedules
Identifying Shift Leaders Using Floaters
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Chapter 6 Leaders Manage Employee Work Schedules MONITORING
EMPLOYEES DURING A SHIFT
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Chapter 6 Leaders Manage Employee Work Schedules ANALYZING
AFTER-SHIFT LABOR INFORMATION
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Chapter 6 Leaders Manage Employee Work Schedules
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WORK SCHEDULES FOR MANAGERS
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Chapter 6 Leaders Manage Employee Work Schedules
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 1.
Explain the need for effective work schedules. Managers must
schedule the right number of employees in the right positions at
the right times to produce products and services meeting quality
standards. They must do so while not exceeding budgeted labor cost
standards.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 2.
Discuss basic procedures for determining budgeted labor cost. An
approved operating budget indicates how much can be spent for waged
labor. This amount can be used to determine the average daily wage
and the average waged hours per day and week. Managers should
schedule waged hours in a way that will not exceed these allowable
hours.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 3.
Describe how to create a master schedule. A master schedule allows
managers to determine the number of employees needed in each
position and the total hours that persons in these positions should
work. Information used to develop a master schedule includes sales
history data, sales projections, and current trends.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 4.
Explain how to develop a crew schedule. A crew schedule is prepared
with the general information in the master schedule. Guidelines
must be in place for employees to request time off for vacations
and other days off. Planners must also know requirements of the
Family and Medical Leave Act (FMLA), and employees must follow
policies when unable to work. Managers must consider how to use
employees effectively, how to build flexibility into crew
schedules, and how to schedule minors. Overtime should not be
scheduled.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 5.
Describe procedures for distributing and adjusting the crew
schedule. Crew schedules should be distributed on a timely basis.
Posting on an employee bulletin board, including with paychecks,
and using email and intranet are some ways to distribute the
schedule.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 6.
Identify common practices helpful for monitoring employees during
work shifts. Managers should emphasize the need to meet sales,
production, and service goals during line-up meetings, coaching,
and routine meetings. Managing by walking around and careful
observation of employees, food quality, and service levels are all
important.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 7.
Explain methods for analyzing after-shift labor information.
Managers should compare the number of labor hours scheduled with
the actual hours worked. When actual labor hours exceed planned
hours, corrective action is often necessary.
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Chapter 6 Leaders Manage Employee Work Schedules - Summary 8.
Review basic concerns in developing work schedules for managers.
Salaried managers can have scheduled hours, although they may work
longer than waged employees. These schedules can include on-call
alternatives so most managers will not be interrupted during their
personal time. Management schedules should ensure that at least one
manager is on duty whenever employees are working in the
establishment.
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Chapter 6 Leaders Manage Employee Work Schedules Key Terms:
Contingency plan A document that outlines actions to take in the
event of an emergency or an unexpected event. Crew schedule A chart
that informs employees who receive wages about the days and hours
they are expected to work during a specific time period.
Cross-training Training an employee to do work that is not normally
part of his or her position. Employee absence policies Guidelines
and procedures that explain how employees must tell managers if
they are unable to work. Fair Labor Standards Act (FLSA) A federal
law that sets minimum wage, overtime pay, equal pay, recordkeeping,
and child-labor standards for covered employees. Family and Medical
Leave Act (FMLA) A federal law that allows eligible employees to
take off an extended amount of time for medical and other personal
reasons; it applies to businesses employing 50 or more
persons.
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Chapter 6 Leaders Manage Employee Work Schedules Key Terms
continued: Floater An employee who can perform more than one job on
a regular basis. Fringe benefits Money paid indirectly in support
of employees for purposes such as vacation, holiday pay, sick
leave, and health insurance. Labor cost The money and fringe
benefit expenses paid to the employees for the work they do.
Line-up meeting A brief training session held before a work shift
begins. Management schedule A schedule that shows days and times
managers are expected to work. Master schedule A schedule that
allows managers to determine the number of employees needed in each
position and the total hours that persons in these positions should
work.
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Chapter 6 Leaders Manage Employee Work Schedules Key Terms
continued: No-show An employee who, when scheduled to work, neither
tells the manager he or she will not work nor reports for his or
her assigned shift. Overtime (legal) The number of hours of work,
usually 40, after which an employee must receive a premium pay
rate. Point-of-sale (POS) system A system that collects information
about revenue, number of customers, menu items sold, and a wide
range of other information that is helpful for management decision
making. Salary A fixed amount of money for a certain time period
that does not vary, regardless of the number of hours worked. Sales
forecast Estimates of future sales based on sales history
information. Sales history Information about the number of
customers who have visited the establishment on different days in
previous weeks that can be used to forecast customer counts for
future dates.
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Chapter 6 Leaders Manage Employee Work Schedules Key Terms
continued: Scheduling The process of determining which employees
will be needed to serve the expected number of customers during
specific times. Shift leader An employee who receives wages and, in
addition to his or her regular tasks, trains new employees, answers
work-related questions, and performs other functions assigned by
managers. Time-off request policy The procedures and guidelines
that employees should follow when they want time off from work.
Variance The difference between a budgeted expense and an actual
expense. Wages Monetary compensation for employees who are paid on
the basis of the number of hours they work.
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Chapter 6 Leaders Manage Employee Work Schedules Chapter
Images
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Chapter 6 Leaders Manage Employee Work Schedules Chapter Images
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Chapter 6 Leaders Manage Employee Work Schedules Chapter Images
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