The objective of this study was to identify usage of foodservice performance measures, important activities in foodservice benchmarking, and benchmarking attitudes, beliefs, and practices by foodservice directors. The design of this study included two parts: (1) eleven expert panelists involved in a Delphi technique to identify and rate importance of foodservice performance measures and rate the importance of benchmarking activities, and (2) a national mail survey of 247 randomly selected foodservice directors from college/university, correctional, health care, and school foodservice operations to identify attitudes, beliefs, and practices about benchmarking and usage of performance measures. Statistical analyses of the expert panel data included frequencies of importance rating of performance measures and benchmarking activities. The expert panel identified 89 performance measures, which were subsequently consolidated into 19 generic performance measures. Regarding the national survey, a χ² analysis was conducted on: usage of types of benchmarking compared with knowledge and importance of benchmarking, and experience with benchmarking outcomes; foodservice directors' category of foodservice operation compared with usage of performance measures, type of benchmarking and benchmarking partner(s); and foodservice directors' knowledge of benchmarking compared to importance of benchmarking. According to the national survey, the most commonly used performance measures were: food cost percentage, cost per unit or area of service, and meals per labor hour. Usage of internal, external, and functional/generic benchmarking was associated with foodservice directors' knowledge about benchmarking, importance of benchmarking, and general experience with benchmarking outcomes. Foodservice directors' category of foodservice operation was associated with usage of types of benchmarking partners, and with some performance measures and types of benchmarking, while not others. Foodservice directors' knowledge about benchmarking was related to perceived importance of benchmarking. Sixty-one percent of respondents reported needing knowledge and skills about benchmarking. This research provides insight into performance measures that are or could be used in foodservice benchmarking. It also suggests that benchmarking has at least some importance, particularly to those with knowledge about benchmarking. It could be a useful management tool to foodservice directors, regardless of category of foodservice operation. Research results were used to develop a benchmarking guide for foodservice directors. / Graduation date: 1998

Call number: LD2668 .T4 1986 R53 / Master of Science / Hospitality Management and Dietetics