The motivation for this study was to increase the knowledge of foodservice personnel in mass food production in the foodservice area in which they work and by doing so, increasing their productivity. Training is often used to improve productivity and is seen as the answer to many productivity problems. Training and productivity improvement go hand in hand. Little research has been done on training and productivity in mass food production. The main objective of this study was to investigate the impact of training on the productivity of workers in mass food production by means of questionnaires. Firstly, the training needs of the workers were investigated. Secondly, training was given as needed and thirdly, follow-up questionnaires were completed to determine the impact of training. The training needs of the target group were firstly determined by means of questionnaires. The training material was then compiled from information obtained in the questionnaires. Training was given in the form of a lecture. Follow-up questionnaires were completed two and four months after training. The practical significance of the training was determined by comparing the answers of the sets of questionnaires with each other. Results: The workers' knowledge increased by 55% (supervisors), 33% (cleaners), 20% (foodservice aids) and 6.25% (cooks) after having received training. These results show that training will only be of practical significance to the supervisors when it is presented in the same circumstances as in the study. Conclusions: Training, with productivity improvement in mind, must be presented in an effective and meaningful manner to have a significant impact on the knowledge of foodservice workers. The environment, type of worker, management's involvement as well as the type of training, motivation of the worker, correct training material and whether the training will make a difference, must be taken into consideration when planning training for foodservice workers. / Thesis (M.Sc. (Dietetics))--North-West University, Potchefstroom Campus, 2005.

The motivation for this study was to increase the knowledge of foodservice personnel in mass food production in the foodservice area in which they work and by doing so, increasing their productivity. Training is often used to improve productivity and is seen as the answer to many productivity problems. Training and productivity improvement go hand in hand. Little research has been done on training and productivity in mass food production. The main objective of this study was to investigate the impact of training on the productivity of workers in mass food production by means of questionnaires. Firstly, the training needs of the workers were investigated. Secondly, training was given as needed and thirdly, follow-up questionnaires were completed to determine the impact of training. The training needs of the target group were firstly determined by means of questionnaires. The training material was then compiled from information obtained in the questionnaires. Training was given in the form of a lecture. Follow-up questionnaires were completed two and four months after training. The practical significance of the training was determined by comparing the answers of the sets of questionnaires with each other. Results: The workers' knowledge increased by 55% (supervisors), 33% (cleaners), 20% (foodservice aids) and 6.25% (cooks) after having received training. These results show that training will only be of practical significance to the supervisors when it is presented in the same circumstances as in the study. Conclusions: Training, with productivity improvement in mind, must be presented in an effective and meaningful manner to have a significant impact on the knowledge of foodservice workers. The environment, type of worker, management's involvement as well as the type of training, motivation of the worker, correct training material and whether the training will make a difference, must be taken into consideration when planning training for foodservice workers. / Thesis (M.Sc. (Dietetics))--North-West University, Potchefstroom Campus, 2005.

In the United States, turnover threatens the economic status of the restaurant industry. In 2016, the turnover rate for the fast-casual restaurant dining industry was 1.8 million people with approximately 3 million people working in the industry. Restaurant leaders struggle with solutions to help reduce the problems of turnover. Guided by the servant leadership theory, the purpose of this correlational study was to examine the relationship between empowerment, interpersonal support, and turnover in the fast-casual restaurant industry. A convenient sample of fast-casual restaurant supervisors (n =58) in the Midwestern region of the United States completed a survey with questions related to empowerment and interpersonal support from the servant leadership survey and questions from the turnover survey. The results of a multiple regression did not predict turnover F(8, 49) = .976; p >.05; R2 = .137). The effect size indicated that the regression model accounted for 14% of the variance in turnover. Empowerment (β = -.023, p = .916) did not relate any significant variation in turnover. Interpersonal support (β = .066, p = .146) did not relate any significant variation in turnover. Empowerment and interpersonal support could affect social change by enhancing the well-being of employees, which can encourage employees to provide better service in the restaurant business. Empowerment and interpersonal support include motivating factors in employee development, leading to volunteer and charitable contributions in the communities.

Thesis (MNutr (Human Nutrition))--Stellenbosch University, 2008. / There is convincing evidence linking school feeding to improved educational outcomes. The Primary School Nutrition Programme (PSNP) was first implemented in 1994 and aimed to improve educational outcomes by alleviating short-term hunger and improving school attendance and punctuality. Responsibility for the programme was transferred from the Department of Health (DoH) to the Department of Education (DoE) in 2004 and the name was changed to the National School Nutrition Programme (NSNP) at this time. Previous evaluations of the PSNP / NSNP had reported problems associated with foodservice management and general management aspects of the programme. The study was a cross-sectional, observational investigation of foodservice management and general management practices in primary schools running the National School Nutrition Programme (NSNP) in Pietermaritzburg, KwaZulu-Natal. Twenty-three schools were visited to investigate practices at each school relating to compliance with DoE menus and prescribed service time of the meal, the food delivery system and utilities available. The food handling and hygiene training and practices and general management practices linked to the NSNP were investigated. Most of the schools (78%) were using the DoE menus but only half (52%) served the meal at or before 10h00, which is an ongoing problem. Receiving and storage procedures were adequate at most schools. Food quality does not appear to be a problem in the Pietermaritzburg schools. The lack of expiry dates on food packages remains a problem area and should be addressed. Most of the schools had a designated kitchen area but these facilities could be upgraded. Most schools cooked on gas and 35% of schools had no running water in the kitchen. Kitchens should, at least, have hot and cold running water and adequate working space. Most schools reported that they run out of gas during the month. The monthly DoE allocation for gas should be reviewed to ensure schools have enough gas for the whole month. The holding time for cooked food should be kept to a minimum to minimise the risk of food poisoning. Some schools had insufficient plates (26%) and cutlery (35%). Standardised portion sizes were served at 70% of schools and food handlers reported that learners usually finish all the food. Food handlers at 70% of the schools had received training in food safety and hygiene but 26% of these had only received training once. Training was found to be significantly associated with hand washing (p=0.002), clean uniforms (p=0.036) iv and sanitising practices (p=0.035). Training should be provided in short, ongoing sessions. General management aspects of the NSNP remain a problem. Policies and procedures should be drawn up and implemented to provide a minimum standard of operations at schools. Monitoring should be conducted on a regular basis. The NSNP is running reasonably well in Pietermaritzburg. Adhering to prescribed meal times and upgrading kitchen facilities could result in improvements. Food handler training could also be conducted more frequently. General management aspects need to be improved.