Human Resource Management at Ummedda Restaurant - Assignment Example

Human Resource Management at Ummedda Restaurant. Response to Section David and Kingston are among my employees at the Ummedda Restaurant that I manage, and both of them work as chefs. They are renowned experts in catering and have greatly increased the demand of our products following the quality of the foodstuffs they prepare. A recent report by the concerned employee shows that the two have failed to report to work for three days; besides, they have been uncooperative at work, and at times absconding duty. David and Kingston have not been in good terms with the senior chef and publicly displayed their disagreement ending up rendering services that are against the company’s policies. The restaurant’s cookery is no longer up to standard, and a high quantity of food has been wasted for the reason that there is significant decrease in demand from our customers. Lindsay, the senior chef, mistreats the two employees by putting much pressure on the amount of work they should do per day. David and Kingston perform cooking, cleaning and serving customers roles against their agreement with the company only to cook. This pressure at work has led to a lot of fatigue and their energy wasting away. Their health is at risk and is deteriorating day by day. The two have gotten to the peak and were almost quitting their jobs. The attitude of these employees towards their supervisor is negative; thus, making them be careless at work in rendering services. This has drastically pulled down the Ummedda Restaurant’s profile after a report on its inefficiency in customer service was published on the Daily Newspaper (Mejia, Balkin & Cardy n.p). Response to Section 2 As the company’s manager, I feel like the senior chef is the failure. She has proved incompetent in handling her juniors and portraying the right leadership skills. Lindsay has failed by trying to discipline the employees without consulting. On the other hand, David and Kingston’s rights have been violated according to the company’s policies. The two have faced workplace bullying that has negatively influenced their mental and physical health. Above all, all these employees have failed to report to the authority of the problem and its cause; thus, failure is on both parties. Response to Section 3 Currently, my image as a restaurant manager is badly tarnished due to the numerous criticisms that I face from the public out of the scenarios at the workplace based on the determination of the cause of the problems. Claims are that there is a lack the necessary management skills and as a manager, I should consider going for further training. In most occasions, I have been forced to react quickly to the issue at hand given that the public is aware of the wrangles and challenges going on in the organization. This move is aimed at restoring the public’s confidence in the organization and rectifying the company’s profile. Some of the advantages as a result of addressing the issue will include, countering the negative attitude already formed by the public and defending the company’s stability. The constraints for failing to consider addressing the management issues will result in further weakening of the company’s production levels; hence, leading to the decline in its profitability, instability, loss of customers, and loss of the company’s employees. Eventually, the shutdown of the company may result (Pauwe & Boon 40). Response to Section 4 I needed to talk with Lindsay, David, and Kingston separately. Addressing the issue with Lindsay will give me the opportunity to learn her point of view and complaints about misconduct from the employees in general. On the other hand, conversing with David and Kingston will help learn Lindsay’s inefficiency at work and way of relating with her juniors. This talk is necessary to help me establish the possible way of improving open communication between my employees and I. If the talk is not conducted, problems among employees and with their employer will always arise and will be a great hindrance towards achieving the company’s vision of becoming the best restaurant in the nation. Response to Section 5 Mutual understanding has always been the main objective of personnel involved in problem solving. As an employer, I aim at solving the problem without hurting either of the parties. The talk will drive the affected parties towards relating well and promote openness when a problem is observed. The employer will get to individually understand the employees and eliminate any subordination that may have been created before (Klerck 238). Response to Section 6 An invitation talk to both parties will help clear any form of tension in them creating an atmosphere that one will be in a position to express their inner sentiments. My invitation to a talk with Lindsay will be as follows: Manager: Lindsay, are you free during the lunch break? If free, I would like us to talk about the trending issue on the newspaper about this company. The invitation talk with David and Kingston will be as follows: Manager: Hi, when you will be free during the day, alert me because I would like us to talk about the issue with the senior chef in my office (Klerck 240-245). Response to Section 7 It is safe to give Lindsay and the two waiters a notice of the meeting. This notice prepares them psychologically for the meeting. Their reaction to the notice is not very shocking because they already know the agenda of the meeting although the senior chef looks scared to discuss the issue. Just before the talk begins, we will begin by talking about the company, and how various personalities and departments are undertaking their work. This introduction to the talk will clear the little tension one may possess (Klerck 250). Response to Section 8 Ms. Browns (manager): How are you Lindsay? How is work? Kindly freely share with me on the recent matters in the restaurant. Could you please share with me what exactly went on between you and the two employees-David and Kingston? Lindsay: I am good and my work now is not that good due to the confrontation that recently took place between David, Kingston, and I leading me to be furious because they disrespected my order of preparing more fries so I decided to revenge. Ms. Browns: Does the company allow us to take disciplinary actions upon ourselves without consultations? Lindsay: No Madam. I am sorry I went against the company’s policies because I was overcome by anger. Ms. Browns: What you did as a senior chef was not impressive. You could have reported the situation instead. As you can see, it has cost the our restaurant a great deal in terms of productivity, delivery of quality services, and the result being a decline in the customer base, and declining wages and revenues. Lindsay: I am sorry Madam. I will be keen and make peace with David and Kingston. Ms. Browns: Suggest some strategy that we could put in place and implement to avoid reoccurrence of this mistake. Lindsay: We can have a copy of the company’s policies given to every employee. Ms. Browns: That is okay. We could still have forums to train all employees on relating well among themselves and the skills required at work in every three months (Pauwe & Boon 38-54). The conversation among Ms. Browns, David, and Kingston is as follows: Ms. Browns: How are you? I hope the medical attention you received from our company has helped you improve in your health condition. David: Yes, it has. We are better off now. Ms. Browns: Could you kindly share with me, in your view, might have led to the tension between you two and Lindsay, the senior chef, in the recent past? Kingston: We got angry after she gave the order of preparing more fries just after receiving a leave for two days to attend the burial of my father. David: After the leave, she became vengeful, and ensured all the work in the restaurant was left to us including cleaning the place, contrary to the signed contract for employment. We did not have time to rest during work due to being overworked. Ms. Browns: I must agree her act wasn’t just and it’s against of our policy of treating our employees fairly. I apologize on her behalf. You are among our best chefs, and we would not like to lose you. David and Kingston (nodding their heads): Yes. Ms. Browns: You could have reported the matter to me for immediate action. David: We are sorry for failing to report. We promise to resume working to full capacity as from tomorrow, given that this matter shall have been resolved. Ms. Browns: In your opinions, what should be done/improved in the restaurant in order to promote peace among employees and their supervisors or superiors; thus enhance efficiency? Kingston: We should have disciplinary actions listed for those who violate other employees’ rights. (David nods agreeing) Ms. Browns: That is a good suggestion. Anything else, David? David: We could also arrange for outdoor activities once in a month for all employees to interact out of the work environment. This will greatly enhance open communication and understanding of one another among the employees (Pauwe & Boon 49-52). Response to Section 9 All the parties genuinely accepted their mistakes. Lindsay admitted to having mistreated her juniors and was ready and willing to create a good relationship with them. David and Kingston reacted positively because of talking over issues that affected their performance Lindsay and I. The rest of the company employees changed their attitude because of an observable change in their supervisor, Lindsay (Gomez-Mejia, Balkin & Cardy 175-179). Works Cited Klerck, G. Industrial relations and human resource management. In D. G. Collings & G. Wood (Eds.), Human Resource Management: A Critical Approach, 238-259. London: Routledge. 2009. Paauwe, J., & Boon, C. Strategic HRM: A critical review. In D. G. Collings & G. Wood (Eds.), Human Resource Management: A Critical Approach, 38-54. London: Routledge. 2009. Gomez-Mejia, L.R., Balkin, B. David, & Cardy, L. Robert. Managing Human Resources, 7th Edition. Practice-Hall. 2011. Read More