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
| Identifer | oai:union.ndltd.org:ORGSU/oai:ir.library.oregonstate.edu:1957/27252 |
| Date | 09 April 1998 |
| Creators | Johnson, Bonnie C. |
| Contributors | Chambers, M. Jean |
| Source Sets | Oregon State University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
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