Typescript (photocopy). / Digitized by Kansas Correctional Industries

"The objective of this study is the establishment of a workable restaurant personnel policy that will one day be set up as the policy in the writer's restaurant. In order to secure a basis, a survey was made of the policies existing in some of the restaurants in this locality. After surveying these conditions the writer made a study of the factors included in personnel policies in general and those pertinent to the restaurant industry"--Introduction. / Typescript. / "March, 1950." / "Submitted to the Graduate Council of Florida State University in partial fulfillment of the requirements for the degree of Master of Science under Plan II." / Advisor: J. Frank Dame, Professor Directing Study. / Includes bibliographical references (leaves 56-57).

Abstract not available. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

Thesis (MTech (Busines Administration))--Cape Peninsula University of Technology, 2011. / Motivating employees in fast food outlets plays a major role towards improving the commitment and performance of workers. However, it has been confirmed that there is low levels of employee motivation in some fast food outlets, which has led to negative results and poor performances. Therefore, improving employee motivation in fast food outlets has become a necessity. The main aim of the study was to investigate causes of low employee motivation in fast food outlets within South Africa. The present author was able to discover the causes of low employee motivation levels such as poor supervision, little or no training, poor pay and poor working conditions. Hence, factors that could improve levels of motivation of employees in fast food outlets were identified; for instance, motivating fast food employees through genuine appreciation, recognition, compensation and inspiration. The researcher further suggests strategies, which may improve the quality of work-life for employees with fast food outlets training and developing employees, reducing their workload; and initiating incentive programs and retention strategies. This will help the management at fast food outlets to improve levels of motivation of their workers, and also assist them to retain their talented staff. The case study method was used for this research since the study involved fast food outlets in Cape Town. The triangulation method was applied to solicit information from staff members, managers and store managers/franchisees. Semi-structured interview questions were used to obtain information from franchisees/store managers, senior managers, floor managers, and supervisors, while closed-ended questionnaires were used to interview other staff members. This study has confirmed that there are no motivation policies at most of the fast food outlets which were studied that can guide employers to motivate their workers. It is clear from the study that there is low employee motivation at some fast food outlets, and hence the researcher has proposed recommendations, which will help the management of fast food outlets to enhance the levels of motivation of employees, and their work performance. It is suggested that employees should be involved in the decision making of their organization; the quality of work-life of employees should be improved; a harmonious working environment should be promoted; and workers should be empowered and allowed to participate in the profit sharing of the organization. This will improve workers' levels of motivation and better results will be achieved for the organization at large.

The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.

The purpose of this study is to determine the personal values systems of senior restaurant managers and what differences there are among the following values; gender, marital status, level of education, country awarding the highest degree, major field of study, income and size of organization.

The history and use of tests of intellectual ability, personality, and vocational interest is briefly discussed as background for an exploratory study in the use of these instruments in predicting successful restaurant manager performance. Most previous research regarding managerial potential has focused on perceptions of managerial ability rather than on performance issues. Sixty-eight restaurant managers were tested in order to assess general intellectual ability, personality traits, and vocational interests as predictors of performance criteria. Based on previous research, it was hypothesized that general intellectual ability, vocational match, masculinity, ascendance, and sociability would be positively correlated with effective job performance ratings. Results of the study did not confirm these predictions.

Chow Man-wai. / Thesis submitted in: August 2002. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 104-107). / Abstracts in English and Chinese. / Abstract --- p.i / Acknowledgement --- p.iii / Table of Content --- p.iv / Chapter Chapter 1 --- Introduction --- p.1 / Chapter 1.1 --- Scope of Study --- p.1 / Chapter 1.2 --- Literature Review --- p.5 / Chapter 1.2.1 --- Capitalist Labor Process --- p.5 / Chapter 1.2.2 --- Fast Food Jobs --- p.7 / Chapter 1.2.3 --- Youth and Part-Time Work --- p.9 / Chapter 1.2.4 --- No Shame in my Game --- p.11 / Chapter 1.2.5 --- Social Class --- p.11 / Chapter 1.3 --- Methodology --- p.12 / Chapter 1.3.1 --- Participant Observation --- p.13 / Chapter 1.3.2 --- Interviews --- p.14 / Chapter 1.3.3 --- Written Materials and the Internet --- p.15 / Chapter 1.4 --- Theoretical Framework --- p.16 / Chapter Chapter 2 --- Portraits of the Fast Food Workers --- p.17 / Chapter 2.1 --- General Understandings of the Hamburger Flippers --- p.17 / Chapter 2.1.1 --- Age --- p.17 / Chapter 2.1.2 --- Gender --- p.18 / Chapter 2.1.3 --- Education --- p.20 / Chapter 2.1.4 --- Family --- p.23 / Chapter 2.2 --- The Young Burger Master Workers --- p.24 / Chapter 2.2.1 --- Ah How's World --- p.25 / Chapter 2.2.2 --- Ah Tung's World --- p.28 / Chapter 2.2.3 --- Kat's World --- p.32 / Chapter 2.2.4 --- Ada's World --- p.34 / Chapter 2.2.5 --- Ah Yan's World --- p.38 / Chapter Chapter 3 --- Working at Burger Master --- p.41 / Chapter 3.1 --- QSC --- p.41 / Chapter 3.2 --- Inside the Restaurant --- p.42 / Chapter 3.3 --- Learning the Job --- p.44 / Chapter 3.4 --- Teamwork Spirit --- p.49 / Chapter 3.5 --- The Management Ladder --- p.52 / Chapter 3.6 --- Hidden Skills --- p.53 / Chapter Chapter 4 --- Cultural Challenges --- p.55 / Chapter 4.1 --- Public Perceptions --- p.55 / Chapter 4.1.1 --- Having No Future --- p.55 / Chapter 4.1.2 --- Any Idiot Can Do It --- p.56 / Chapter 4.1.3 --- Toilet-Washing Job --- p.58 / Chapter 4.2 --- Organizational Culture --- p.59 / Chapter 4.2.1 --- The Burger Master Family --- p.60 / Chapter 4.2.2 --- Handling Insults --- p.66 / Chapter 4.2.3 --- "Providing ""Opportunities""" --- p.68 / Chapter Chapter 5 --- Dead End Work? --- p.70 / Chapter 5.1 --- Part-Time Workers --- p.70 / Chapter 5.2 --- Full-Time Workers --- p.72 / Chapter 5.2.1 --- An Honored Identity --- p.73 / Chapter 5.2.2 --- Temporary Shelter --- p.75 / Chapter 5.2.3 --- No Alternatives? --- p.77 / Chapter 5.2.4 --- Importance of Family --- p.78 / Chapter 5.3 --- Quitting --- p.81 / Chapter 5.3.1 --- Part-Time Workers --- p.82 / Chapter 5.3.2 --- Full-Time Workers --- p.83 / Chapter 5.4 --- Entering the Real World --- p.84 / Chapter 5.4.1 --- The Outside Track --- p.85 / Chapter 5.4.2 --- The Inside Track --- p.88 / Chapter 5.5 --- Acquiring Human Capital --- p.89 / Chapter 5.5.1 --- Rediscovering the Value of Education --- p.90 / Chapter 5.5.2 --- Discipline --- p.91 / Chapter 5.6 --- Dead End Work? --- p.92 / Chapter Chapter 6 --- Conclusion --- p.93 / Appendix --- p.102 / Bibliography --- p.104

Service orientation has been suggested to be a work-related behavioral trait that contributes toward overall job performance in certain occupations. Therefore, the Batrus Hollweg Service Questionnaire (SQ), a personality inventory, was hypothesized to predict performance in a sample (N=55) of fast-food restaurant workers whose jobs were primarily composed of service-related elements. A performance evaluation form was created for use as the criterion measure. An alternative scoring system for the SQ was developed, and showed it to be significantly correlated with the criterion. The potential for use of the alternative scoring procedure is discussed.

This study was conducted to determine which incentive programs best influence young workers in corporate casual restaurants. The server and bar staff of the Chili's division of Brinker International, Inc. were surveyed in 18 stores in the Dallas area. From the sample. 356 usable surveys were received. The study was designed to obtain feedback about existing and future incentive programs that will enhance development of a positive working environment, along with higher productivity and a lower turnover rate.