Making It Happen

Mackenzie Kyle is the Principle of the Beringer Group and an associate at Manageering, a firm specializing in project management consulting and training. He has spent the last 15 years working on a variety of project management related assignments at organizations in Canada, the United States, Australia, New Zealand, and Asia.

• Preface xiiiAcknowledgments xviUnit 1 the Legal Landscape 1Chapter 1Introduction to Hiring andSupervising Employees 3Chapter Objectives 3HRM in Action 4Overview of What’s to Come 4Tales from the Field 5Increased Competition 5The Changing Labor Market 8Hospitality Industry Jobs 8A Note About Ethics 9Ethical Dilemma 10Workforce Demographics Will Change 10Nontraditional Workers 12Increased Demand 12Industry Remains Strong 14Motivations, Needs, and Expectations 15Training and Motivation 15Hands-on HRM 19Chapter 2The Hospitality Manager’s Legal Challenges 21Chapter Objectives 21HRM in Action 22Employment Law and the Equal Employment Opportunity Commission 22Tales from the Field 25Illegal Discrimination 25Bona Fide Occupational Qualification 26Ethical Dilemma 27The Hooters Restaurant Chain 27Sexual Harassment 28Managers Must Establish Guidelines and Policies 29State and Local Employment Laws 30Affirmative Action Plans 30The Americans with Disabilities Act 31Disability Defined 32Reasonable Accommodation 33Avoiding Illegal Questions and Practices Under the ADA 33Age Discrimination in Employment 34Equal Pay Act 34Immigration Reform and Control Act 35Hands-on HRM 39Chapter 3Wage and Hour Laws Affecting Salaried, Hourly, and Tipped Employees 43Chapter Objectives 43HRM in Action 44A Brief History 44Tales from the Field 45Tip Credits and Tip Pools 47Regular Tips 50Tip Retention 50Slow Shifts 50Advance Notice 50Tip Pools 51Ethical Dilemma 52Overtime 52Changes in Overtime Law 53The New Rules 55Executive (Managerial) Exemption 55Administrative Exemption 56Professional Exemption 56Labor Costs, Profits, and Employee Morale 57Hands-on HRM 61Chapter 4Common Law, Negligent Hiring, And Employee Rights 65Chapter Objectives 65HRM in Action 66Common Law and Its Impact on the Workplace 66Tales from the Field 67McDonald’s Coffee Too Hot? 68Employee Rights Under Common Law 69Wrongful Discharge 69Ethical Dilemma 71Constructive Discharge 71False Imprisonment, Defamation, and Invasion of Privacy 72Defamation of Character 72Negligent Hiring and Negligent Retention 74Hands-on HRM 78Chapter 5Working with Unions 81Chapter Objectives 81HRM in Action 82States and Metro Areas with a Large Union Concentration 82Tales from the Field 83The National Labor Relations Act 83The Taft-Hartley Act and Right-to-Work Laws 84Local Unions 85Ethical Dilemma 86National Unions 87Multiunion Associations 87Why Employees Join Unions 88The Union Organization Process 89Employers May Not Retaliate 89The Union Contract 89Management Challenges When Working with Unions 90Creating a Positive Work Environment 91Hands-on HRM 94Unit 2 the Employee Selection Process 97Chapter 6Job Descriptions and Job Specifications 99Chapter Objectives 99HRM in Action 99The Employee Selection Process 100Job Descriptions 100Tales from the Field 101Essential Elements 101Performance Standards 104Ethical Dilemma 105Contents viiEssentials for Success 106Job Specifications 107One Size Does Not Fit All 111Hands-on HRM 114Chapter 7The Employee Handbook 117Chapter Objectives 117HRM in Action 117Rationale for Employee Handbooks 118Tales from the Field 119Employee Handbooks Are Common in Large Operations 119Employees Must Sign for It 119A Well-Crafted Employee Handbook 120Write It Yourself but Have an Attorney Review It 120Ethical Dilemma 122Be Clear, Concise, and Consistent 122Setting the Proper Tone in the Introduction 122Legal Issues and Disclaimers 123Probationary Period, Trial Period, or Training Period? 125What to Include in the Employee Handbook 125Hands-on HRM 130Chapter 8Advertising and Recruiting 133Chapter Objectives 133HRM in Action 133The Labor Market and the Labor Pool134The Internet Expands the Labor Market134Tales from the Field 135Smaller Operations Have Some Advantages 135Employee Turnover 136Tales from the Field 137Identifying Potential Job Applicants 139Employee Referrals 139Paying a Referral Bonus 140Recruiting Is Marketing 140Walk-In Applicants 141Ethical Dilemma 142Walk-In Applicants Should Be Welcome 142Advertising for Job Applicants 143Help-Wanted Ads Have Some Limitations 143Diversity—The New Workforce 145Targeting the New Workforce 147Hot Buttons 148Language Solutions for Managers and Supervisors 148Hands-on HRM 152Chapter 9Applications, Interviews, and Background Checks 155Chapter Objectives 155HRM in Action 156The Job Application 156Tales from the Field 157A Fact-Finding Form 157Personal Data 157Employment Status 160Education and Skills 160Work History 160References 160Tales from the Field 161Signature Line 161Analyzing Application Forms 163Preparing for the Job Interview 164The Job Interview 165Process Is a Two-Way Street 165Conducting the Interview 166The Applicant Should Do Most of the Talking 167Don’t Oversell the Position 167Check for Any “Knockout Factors” 167Closed-Ended and Open-Ended Questions 168Situational and Behavioral Questions 169How Long Should the Interview Last?170Questions to Avoid 170The Job Offer 172The Act of the Employee 172Ethical Dilemma 173Background Checks 174Why Conduct Background Checks? 174Obtaining the Applicant’s Permission 176Many Employees Have Skeletons in Their Closets 177Who Performs Background Checks? 178Who Should Be Checked? 178Reference Checks 180Should I Give References on a Previous Employee? 180Hands-on HRM 185Unit 3 Orientation And Training 189Chapter 10New-employee Orientation 191Chapter Objectives 191HRM in Action 191Starting off on the Right Foot 192The Need for New-Employee Orientation 192Tales from the Field 193Benefits of Orientation 193The Benefits to the Company Overall194The Benefits to the Supervisor and to Management 194The Benefits to the Employee 194Orientation Programs 195Ethical Dilemma 198Make New-Employee Orientation Fun 198Avoid Common Mistakes 199Work with a Checklist 199Before the New Employee Arrives 200First Day on the Job 200During the First Week 200Tales from the Field 201Hands-on HRM 204Chapter 11Training to Performance Standards 207Chapter Objectives 207HRM in Action 208Training Now and Development Later 208Benefits of Training and Development 209Tales from the Field 211Performance Standards and Needs Assessment 211Understanding Performance Management 212Ethical Dilemma 213Importance of Performance Standards 213Contents ixPerformance Standards and Training 214How to Set Performance Standards 214Determining Training Needs 216Approaches to Needs Assessment 218Determining Training Objectives 218Learning Principles 219Considerations When Selecting Training Techniques 220Training Methods 221Problems Associated with OJT 222Problems with Job Rotation and Cross-training 223Train the Trainer Programs 223Off-the-Job Training Methods 224Increased Use of Technology 224Other Training Methods 226Internships 226Role Playing 226Case Study 226Self-Study 227Evaluating Training 227Hands-on HRM 231Unit 4 Communication And Motivation 235Chapter 12Performance Appraisals That Work 237Chapter Objectives 237HRM in Action 238Everyone Benefits from Effective Performance Appraisals 238Informal and Formal Appraisals 239Common Performance Appraisal Problems 240Tales from the Field 241Understanding Rater Biases 242The Halo-or-Horns Effect 242The Error of Central Tendency 243The Leniency and Strictness Biases 243Cross-Cultural Biases 243Personal Prejudice 243The Recency Effect 244Similar-to-Me Bias 244Overcoming Obstacles and Reducing Errors 244Performance Appraisal Methods 244Ethical Dilemma 245Rating Scales 245Checklists 247Forced Choice Method 248Critical Incidents Method 249Behaviorally Anchored Rating Scales 250Self-Appraisals 252360-Degree Performance Appraisal 252Evaluation Interviews and Employee Counseling 253Legal Constraints in Performance Appraisals 254Hands-on HRM 257Chapter 13Effective Communication And Feedback 261Chapter Objectives 261HRM in Action 262The Communication Process 262An Example from Marriott 262Tales from the Field 263Which Communication Method Is Best? 263The Employee Grapevine 264Downward and Upward Communication 265Tales from the Field 267Verbal and Written Communication 267Ethical Dilemma 269The Information Superhighway 269Corporate Web-Surfing Policies 271Common Obstacles to Effective Communication 271Cultural Differences 272Differences in Background 272Prejudices and Perceptions 273Assumptions and Expectations 274Emotions 274Overcoming Barriers to Effective Communication 275Active and Passive Listening 275Providing Effective Feedback 276The Role of Positive Feedback 276The Role of Negative Feedback 277Guidelines for Providing Feedback That Works 277Hands-on HRM 281Chapter 14Employee Discipline 285Chapter Objectives 285HRM in Action 286Causes for Discipline 286Cause 1: Rules and Procedures Are Vaguely Written, Misunderstood, and Ignored 286Tales from the Field 287How to Ensure Acceptance and Compliance 288Cause 2: Employees Lack Sufficient Abilities, Knowledge, Skills, or Aptitude 289Cause 3: Employees Have Personality and Motivational Problems 290Cause 4: Troublesome Environmental Factors 291Preventive and Corrective Discipline 291Oral or Verbal Warning 293Written Warning 293Suspension 293Ethical Dilemma 294Termination 294Six Discipline Don’ts 295Don’t Regard Discipline as Punishment295Don’t Make Discipline a Me Against You Confrontation 296Don’t Do Too Little Too Late 296Don’t Create New Rules “on the Fly” 297Don’t Take a Nonprogressive Approach Unless Unavoidable 297Don’t Ignore the Root Causes 297Five Discipline Dos 297Do Thoroughly Investigate 298Do Confront the Employee 298Do Get a Commitment 300Do Use Progressive Discipline When Possible 300Do Follow Up on Employee Discipline300When to Terminate an Employee 301Legal Implications When Terminating an Employee 302Guidelines for Terminating an Employee303Hands-on HRM 306Contents xiChapter 15Employee Motivation Through Quality Leadership 311Chapter Objectives 311HRM in Action 312Relationship between Leadership and Motivation 312Motivational Theories 313Early Theories of Motivation 313The Traditional Model 313Tales from the Field 314The Human Relations Model 314The Human Resources Model 315Later Theories of Motivation 316Maslow’s Hierarchy of Needs 316Herzberg’s Motivation-Hygiene Theory 317Modern Approaches to Motivation 318The Expectancy Approach 319Implications for Hospitality Managers 319Ethical Dilemma 320Making the Reward System Cost-Effective 321The Equity Theory 322Putting Motivational Practices to Work 322Employees Seek Praise 322Employees Seek Convenience 323Employees Seek Fun 323Employees Seek Money 323Employees Seek Importance 324Employees Seek Success 324Employees Seek Advancement 325What Is Leadership? 325Early Leadership Theories 325Modern Views and Charismatic Leadership 327Formal and Informal Authority 327Deciding Whom to Promote 328Technical Skills 328Human Relations Skills 328Conceptual Skills 328What’s Your Style? 329Which Style Is Best? 329Hands-on HRM 334Index 339

"...a novelty in helping non-project managers understand what aproject is and, above all, the art and science of projectmanagement. Easy to read, it captures an approach I would recommendto anyone."-- Dr. Calin Popescu, Professor of Engineering and ProjectManagement, University of Texas at Austin "[Mackenzie Kyle has] put a proven process for planning andmanaging projects into a great read."-- Richard Pearson, Managing Director, Priority ManagementHong Kong "Making It Happen is not only an easy read, laying outthe fundamentals of organizing projects, but also brings to lifethe concepts."-- Gary Hamer, BC Gas