Midterm Flashcards
1
Q
They are directly responsible for providing the value and quality of an exceptional experience because they are the interface between the guests and the company
A
Front of the house employees
2
Q
They help create the service experience
A
Back of the house employees or Heart of the house
3
Q
They fix the rides, cooks the meals, cleans the sheets and so forth so that the guest experience meets or exceeds expectations
A
Back of the house or heart of the house
4
Q
They hire the employees, train, evaluate, reward, discipline, celebrate, promote, and oversee all the other tasks that must be done to ensure that there is someone at the right time and place ready to serve the guests
A
Management
5
Q
Laws and regulations
A
Accounts balanced
Financial statements created
Strategies developed and implemented
Marketing and sales done
6
Q
He provides numerous examples of how exceptional customer service can make the service experience extraordinary
A
Scott Gross
7
Q
While many people are involved in the delivery of any service experience, it is the _ or _, with whom guest interacts, that has the most direct influence
A
Frontline or customer-contact employee
8
Q
And as _ must have the right abilities and motivation to interact appropriately and engagingly with the guests, so employees in _ must have the right abilities and motivation to do their jobs if an excellent service experience is going to result
A
Guest contact employees
Non-contact positions
9
Q
It is such a labor-intensive industry that there must also be managers to supervise, coach, and coordinate the many employees during the different jobs
A
Hospitality
10
Q
Important roles of checking employees’ work to creating work schedules, supplying necessary equipment and supplies, providing training, and conducting performance evaluations
A
Supervisors and managers
11
Q
They are faced with very different issues than managers in product producing firms
A
Managers in service firms
12
Q
They have to rely on subjective assessments such as customer satisfaction and loyalty, to determine the effectiveness of their decisions and their employees’ behaviors
A
Managers in service firms
13
Q
The simultaneous production and consumption of services makes the hospitality managerial role complex and difficult to spell out
A
Hospitality managers
14
Q
They are held accountable for success on qualitative measures, and often perform a customer service role as well.
A
Hospitality managers
15
Q
While employees in different positions will obviously play different roles and have different levels of customer contact , ultimately the hospitality industry comes down to providing service. When one comes across employees who deliver exceptional customer service experiences, they really stand out
A
Service naturals by Scott Gross
16
Q
They instinctively give great service when providing the opportunity
A
Scott Gross’ service naturals
17
Q
These are the employees who can change a regular interaction into something special that the guests will both appreciate and remember
A
Scott Gross’ service naturals
18
Q
They represent only one in ten of the available workforce
A
Service Naturals
19
Q
Two major challenges for hospitality managers
A
Develop a process
Developing an effective process
20
Q
Many hospitality companies say they hire _. Others claim to follow the mantra _
A
Best and the brightest
Select the best and train the rest
21
Q
They are often known for long hours, difficult conditions, and low pay
A
Entry level jobs
22
Q
Open 24 hours a day, including on holidays and weekends. It is an industry known for its high turnover, and finding qualified applicants can be a challenge
A
Business of hospitality
23
Q
For all rhetoric about hiring the best and the brightest, it is not uncommon to hear managers say _. The _ know that this is a recipe for service disaster. They know that the _ process must be carefully planned and executed
A
If the candidate has a pulse, he’s hired!
Exemplar or benchmark
Recruitment and selection
24
Q
They are those that have gained a competitive edge by developing recruitment, training, placement, and reward and recognition programs that motivate all employees to provide outstanding service for customers.
It al begins with _
A
Best performing companies
Recruitment and selection
25
Selection process
```
Figure out exactly you're looking for
Recruit a pool of candidates
Select the best in the pool
Bring the best candidates on board
Make the new hires feel welcome
Manage potential future turnover
```
26
Selecting the best person for the job should begin by first looking not at the applicants but at the _. First, you should engage in _
Job
| Human Resource Planning
27
It is the process of analyzing an organization's current human resource capabilities and the organization's human resource needs that are required to meet organizational objectives
Human Resource Planning
28
Based on your organizational strategy, you must determine the KSA
Knowledge
Skills
Attitudes (abilities formerly)
29
It is not only directed at today's employee needs but also should be done with a longer-run perspective
HR planning
30
It may reveal that you have too many employees (and so layoffs may be necessary),
HR planning
31
You must take time to carefully analyze exactly what sort of job you are going to fill. It allows the organization to identify the exact job specifications and required competencies for each job classification and type
Job analysis
32
It ensures that the tests are both valid and reliable to provide an effective and legally defensible means for putting the right candidates in the right jobs
Carefully developed measurement process
33
To develp accurate selection measures has the added benefit of identifying training needs and building reward structures that are directly connected to KSA
Careful job analysis
34
It is the most widely used strategy for selection in industrial organizations, using it in the hospitality organization is more difficult because of service intangibility and variability in guest experience
KSA approach
35
Many hospitality organizations find _ so important that they use this staffing principle:_
Employee attitudes
| Hire for sttitude; train for skill
36
From the guest's perspective, another way of expressing this idea:
Guests don't care how much you know until they know how much you care
37
Other Key Characteristics for Service Personnel
Enthusiasm (enthusiastic approach to life)
Demonstrate an authentic sense of concern for their guests (emotional labor and emotional relationship
Passion for service
38
who interact with the guest
Front of the house employees
39
True emotions in two ways:
Surface acting
| Deep acting
40
They modify their facial expressions
Surface acting
41
Modify their inner feelings
Deep acting
42
It is the belief that you cannot manage someone without doing something you've never done
Managerial or supervisory level
43
They already know the company's beliefs and values and have proven to themselves to be comfortable in their culture
Internal candidates
44
It also has the great advantage of reducing costs and turnover
Internal recruitment and selection
45
A pool of internal candidates can be created in two ways:
Job posting
| Review of personnel records
46
Employee careers are planned over a long period, including the progression through a number of key positions or key locations
Succession plans
47
They are the first screen an employer should use in deciding whom to hire
Application form
48
When interviews make up questions as they go along, have no predetermined way to score applicants, or rely purely on their memory
Unstructured interview
49
Increase the likelihood that interviewers will assess all candidates according to the same criteria
Structured interviews
50
They are the most effective way to assess applicant's qualifications on critical criteria. It is based on trying to specifically evaluate some instances of past performance to help predict future performance
Behavioral interviews
51
Like behavioral interviews, they aim to assess performance but they involve hypothetical situations rather than actual past experiences
Situational interviews
52
Structured interview parts:
Structured Interviews
Work Competencies
Doing the job as designed
53
They have developed a variety of tests to distinguish one person from another along different dimensions
Psychologists
54
Personality traits (5 dimensions)
```
Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
```
55
The degree to which someone is talkatavive, sociable, active, aggressive and excitable
Extroversion
56
The degree to which someone is trusting, amiable, generous, tolerant, honest, cooperative and flexible
Agreeableness
57
The degree to which someone is dependable and organized, conforms to the needs of the job, and perseveres on tasks
Conscientiousness
58
The degree to which someone is secure, calm, independent, and autonomous
Emotional stability
59
The degree to which someone is intellectual, philosophical, insightful, creative, artistic, and curious
Openness to experience
60
GMA
General Mental Ability
61
It should be used as the primary basis on which to make selection decisions
GMA
62
It is the ability to learn and process information, it influences performance because it affects how quickly one can acquire the knowledge and skills to perform the requirements of the position
GMA
63
They predict the predisposition of job applicants to engage in theft, drug taking, and dishonest or otherwise disruptive work behaviors
Integrity tests
64
It helps employees process more information simulataneously. It is not only a predictor of success, it is a good predictor of performance and an important criterion to use in selection decisions
GMA
65
It is a battery of tests that are used to measure the KSAs of a group of individuals. This can be used either for the purpose of selecting individuals for higher-level positions or as a tool to help develop the participant's careers
Assessment center
66
They often include interviews, psychological testing, and a variety of exercises involving administrative tasks, group exercises, cases analyses and managerial exercises
Assessment centers
67
While _can come in any forms, they typically measure the seven key sets of KSA
```
Organizing and planning
Problem solving
Drive
Influencing others
Consideration and awareness of others
Stress tolerance
Communications
```
68
As a best practice of human resource management
Hiring from within
69
He recommends that service companies, including hospitality organizations, should follow five key principles in developing an effective training strategy
Len Berry
70
Berry's Five training principles
```
Focus on critical skills and knowledge
Start strong and teach the big picture
Formalize learning as a process
Use multiple learning approaches
Seek continuous improvement
```
71
It involves identifying the skills thats service employees simply must have
Berry's first principle
72
They can tell you what employee skills are related to their own satisfaction and employees can be trained to ask the _ what it takes
Guests
73
To give employees a way to make sense out of their jobs and how they do them
Organization's culture
74
It means teaching the employees the organization's overall values, purposes, and culture, and how what they do helps the organization success
Teaching the big picture
75
This is what he did with SAS, and it paid handsome dividends for this organization
Jan Carlzon
76
They are usually eager to learn the organization's core values and what the company is all about, so they can see how their jobs fit into the big picture
New employees
77
Refers to the process of building learning into the job, making learning mandatory for everyone, and institutionalizing that expectation
Formalized learning
78
Get vex employees learning opportunities and do it on company time. By putting their money where their values are, the best hospitality organization's send a strong message to employees that learning is vital to the organization and that everyone must participate
Formalized learning
79
He has made a strong commitment to employee learning and linked formal training programs to the company's mission and strategic objectives
Gaylord Palms
80
It should always be preceded by a needs assessment to determine if perceived organization's al problems or weakness should be addressed by training or by some other strategy
Training
81
Needs assessment takes place at three levels
Organizational
Task
Individual
82
It seeks to identify which skills and competencies the organization needs and whether or not it has them already
Organizational analysis
83
Most training in the hospitality industry is at this level, either to prepare new or newly promoted employees to perform the necessary job tasks or to retrain existing employees when existing task requirements change
Task level
84
Th organization reviews the performance of people doing tasks to determine if they are performing up to job standards
Individual level
85
It also leads to identifying the objectives of training and learning goals
The needs assessment
86
Mandatory training
EEO/diversity trainings
Orientation
Safety training
87
Skills-oriented training
```
Basic skills training
Computer training
Crisis training
Cross functional training
Language training
Retraining
Specialized skills training
```
88
Competency-oriented training
```
Communications training
Customer service training
Ethics/values training
Remedial/Basic Education
Team training
Wellness/health training
```
89
Managerial training
Change-management training
Cross-cultural training
Leadership training
Performance feedback and management training
90
It serves as an important trigger for evaluating relevant parts of the service delivery system and for considering training as one way to solve problems
Guest feedback
91
It could be a result of strategic issues, inadequate staffing, poor selection or service delivery issues
Service failure
92
Misidentifying the needs of the market
Strategic issues
93
Providing an insufficient quantity of staff to deliver services in expected time frames
Inadequate staffing
94
Hiring people without the right skills or capability to learn the job
Poor selection
95
Not having the right equipment to do the job correctly
Delivery service issues
96
It may cause a service failure (such as an approaching hurricane or earthquake) and a _ can lead to poor device
Environment
| Poorly designed service delivery service system
97
They constantly measure and monitor the performance of the staff, systems, and service products to identify problems
Effective-hospitality organization's
98
Rely on individual managers, high performing employees, and supervisors to provide the training for both new and existing employees. They generally turn to training consultants or independent training organization's
External training
99
They range from small organization's with an expertise and reputation in training within some specialized area of a particular industry to large multinationals that offer training programs or just about any skill, area, topic imaginable
External training companies
100
They are also important sources of training as their faculty members frequently have job or industry expertise and the teaching experience and ability to convey it
Universities and colleges
101
They are found in larger hospitality organization's s that provides programs to its employees
Internal training
102
It is the center that supports the growth and expansion of the company's products and services and helps provide training to the company's employees
Ritz-Carlton's leadership center
103
It also provides training to other companies interested in learning about the Ritz-Carlton's approach to customer service and employee development
Ritz-Carlton's leadership center
104
The most common training method is _. Other common methods are:
On-the-job training
```
Classroom presentations
Simulations
Audiovisual programs
Home study
Computer-assisted instruction
Mentoring
Coaching
Cross-functional training g
```
105
_ deliver their content in varied ways. Many on extensive interpersonal contact such as _
Training programs
| coaching and mentoring
106
A formal relationship between junior and senior colleagues. The mentor gives advice regarding functioning in the organization and career development
Mentoring
107
One person who has necessary know
| Edge instructs other individuals on a one-to-one or small group basis
Coaching
108
Trainees spend a set period of time Learning a craft or train under the guidance of an experienced master
Apprenticeship
109
The employee learns the job by doing. The individual is placed in the work situation and a supervisor or co-worker instructs the employees on how the job is done directly at the work station
On the job training
110
The trainee moves through a series of job assignments over specific time frames
Cross-functional training
111
Content is delivered to trainees using a lecture-based format
Classroom training
112
The employee practices the job in a simulated work environment
Simulation
113
Training uses video, such as through DVDs or online content
Audiovisual training
114
A computer program guides the trainee through a program,,Ed training course. The training is conducted on a computer, often at the schedule of the trainee and at the trainee's desired pace
Computer-assisted instruction
115
Self-paced and self-directed learning where individuals learn the material in his or her own time, and away from the job site
Training at home
116
It is a relationship in which an experienced manager is paired up with an individual early in the latter' career or when new to the company
Mentoring
117
The purpose of the relationship is for the experienced employee to convey interpersonal, organizational, and developmental skills. It can help employees acclimate to new organization quicker, reduce stress by providing an efficient way for employees to get help
Mentoring
118
Involves a relationship between an individual (a teacher, supervisor, or trainer) and either an individual or a team of employees
Coaching
119
It requires a strong relationship between. The coach and individuals being trained but is not the same as mentoring where it focuses on providing career advice, coaching focuses on building skills or competencies
Coaching
120
It requires opportunities for both observation and feedback
Coaching
121
It is a training program that combines on-the-job training with related instruction so that a worker learns how to perform a highly skilled craft or trade
Apprenticeship
122
They are historically and most typically found in construction or related jobs and common in food-related occupations
Apprenticeships
123
It comprises having an experienced employee help a new employee actually do the job
On the job training
124
They are a typical on the job training method
One-on-one supervised experiences
125
Actual facilities and actual situations
On-the-job training
126
Actual facilities and no situations
Simulation
127
Enlarges the workforce's capabilities to do different jobs
Cross-functional training
128
A knowledgeable expert speaks to employees so that they will learn the necessary skill or knowledge in the available lecture
Lecture presentation
129
It is based on assumption that an expert can train the uniformed by speaking to them. That this assumption has been questioned by research on how people actually learn doesn't seem to steer its continued use
Listen and learn approach
130
The organization provides Learner's with case material for discussion. The material may be related to the skill they need to learn, or it may be material to teach more general skills of decision making on problem solving
Interactive case study
131
They believe in training their people to take advantage of wisdom of teams; other managers never discover their value
Smart managers
132
It is frequently used in conjunction with a live presentation as a way to bring in new material beyond the expertise of the classroom presenter
Audiovisual training
133
Such as with webinars and streaming video, can allow interactions between instructor and learner across the world
Computer-assisted instruction
134
One of the cheapest kind of training method
Training at home
135
Further approaches to training
Retraining
Training in special competencies
Diversity training
136
Four basic measurement methods/ Measure Training Effectiveness
Participant Feedback
Content Mastery
Behavioral change
Organizational performance
137
The easiest, cheapest and most commonly used measure of assessing training effectiveness is to simply ask the participants what they think about it
Participant feedback
138
They fill out a questionnaire based on general evaluation criteria and respond questions such as "How valuable was this training?"
Participant feedback
139
These measures can be as simple as paper-and pencil tests to similar to academic exams or as elaborate as on-the-job demonstrations of how well participants mastered the skill
Content mastery
140
It involves a combination of work experience, education and training
Employee development
141
Career paths and the Right Experience
Preparing for organizational needs
Giving employees the chance to advance
Education (Tuition refunds and supporting general education)
142
Defines the corporate value for which their organization are famous, they also got their employees and managers to believe in the culture
Organizational culture
143
It is a way of behaving, thinking, and acting that is learned and shared by the organization's members
Organization's culture
144
The shared philosophies, ideologies, values, assumptions, beliefs, attitudes, and norms that knit a community of different people together
Organization's culture
145
They form an ideological core of the culture
Beliefs
146
They define the relationships between causes and effects for the organizational members
Beliefs
147
It is how people in organization's make sense of their relationships with the external world and its influence on the internal organization
Beliefs
148
If culture is a set of assumptions about how things operate, _ are formed to help the people inside the organization's make sense of those assumptions influence what they do inside the organizations
Beliefs
149
They are preferences for certain behaviors or certain outcomes over others
Values
150
They define for the members who is right and wrong, preferred and not preferred, desirable behavior and undesirable behavior
Values
151
They are standards of behavior that define how people are expected to act while parts of the organization
Norways
152
They are the customary, habitual ways in which organizational members act or think, without reflecting upon them
Folkways
153
They Shaw their enthusiasm in many ways to put on a show for their guests
Enthusiastic employees
154
They engage guests in their performances and enable guests to remember the experience
Enthusiastic hospitality showpeople
155
Who interact with guests in this way creates a competitive advantage since no competitor can design into its service experience the same feeling of a unique and personalized show for for the guest that well-selected, well-trained, enthusiastic employee can.
Employing servers
156
It is a known quantity. That person's performance has been available for observation and evaluation every day and the person's strengths and weaknesses are generally known
Internal candidate
157
Reason for hiring internal candidates
```
Known quantity
Internal Equity
Experience
Knowing the culture
Lower cost
Internal Search Strategies
```
158
Reasons for Hiring External candidates
New ideas and Fresh perspectives
159
External search strategies
```
Public Advertising
Internet
Niches
Professional network and placement services
Student recruiting
Employee referrals
Employers of choice
Walk-in
The competition
Callback file
```
160
A message containing general information about the job and the organization is placed in various media such as newspapers, radio, and television. These media can have a local, regional or national audience and can serve the general public or a specific segment of population
Advertising
161
Many occupations have state, regional, or national associations that hold meetings, publish newsletters and represent the interests of the occupation
Associations and unions
162
Organization members are sent to college and schools to meet worth individuals of groups of students to provide specific information about the organization or their jobs and to answer any question
Colleges and Secondary schools
163
When using this word pf mouth technique, employees are provided with information about job openings and asked to refer individuals to the company.
Employee referral programs
164
The firm contacts an organization whose main purpose is to locate job seekers. The company provides the agency with information about the job which the agency then passes along to its clients
Employment agencies
165
These events are specially organized to attract a large number of potential candidate to a specific location on a certain day, who are then interviewed for jobs
Employment events, job fairs, career fairs
166
The firm can either post information about open positions on its own Web site or contract with an Internet recruiting service.
The Internet
167
Companies sometimes need to fill short term positions that do not warrant commitment of resources to recruit, select and train people
Temporary Employee Firms
168
Unsolicited individuals sometimes initiate contact with the organization
Walk-ins
169
Difficulties with Internal Candidates
Specific skills and Knowledge
| Diversity
170
A very common method for advertisers job openings
Help-wanted advertisements
171
Targeting specific segments of the labor market to identify potential employees is another recruiting strategy
Niches
172
The most common recruiting strategy
Traditional campus visit
173
OCR
Optical Character Recognition
174
It can scan resumes, evaluate each candidates sustainability for the job and provide summarized information
OCR
175
Should be designed to ensure that the new hire feels genuinely welcome
On-boarding
176
It is the first step in having the right human resources within your company to provide the level of service that you want to give your customers
Staffing
177
Cheapest type of training
Classroom training
178
Advantages of OJT
Understanding what job requires
| Productivity
179
Drawbacks of OJT
Errors
| Impact of poor service
180
Training objectives:
Planning for pre- and post training
Getting good value from training
Understanding when great training can be detrimental
181
It is no more than a piece of paper without a supporting culture
Strategy
182
It is the organization's software that tells well-trained, motivated employees how and why to do when a customer is standing in front of them
Culture
183
Refers to how the members of the organization see the world, what assumptions they make about the organizations relationship to the world and how the members are supposed to respond to external events
Referring to the outside world
184
Refers to how the members see their collective mission, the ways they interact or interrelate with each other to accomplish that mission and the assumptions they should ise
Referring to one another inside the culture
185
Rules, policies and regulations- the norms that are so important that they need to be written down so everyone knows exactly where they are
Laws
186
It is an important vehicle both for communicating the common cultural elements to which the refers and in affirming the identity with the culture
Language
187
An insider uses to talk with another insider
Terms
188
Physical object that has significance beyond itself
Symbol
189
A sign that communicates an unspoken message
Symbol
190
Symbolic acts that people perform to gain and maintain membership or identify within an organization
Rituals
191
Real importance leaders do is create and maintain the culture
Leaders tech the culture
192
Five primary mechanisms to define and strengthen the culture by Ed Schein
What leaders pay attention to
Leaders reaction to critical incident
Deliberate role modelling
193
Define the value of a functiona, area by placing that area at the bottom or near the top of the organizational chart
Leader
194
Is important as a powerful reinforcer of the culture
Consistency
