business firms, and other institutions that need meals prepared on-site, but that do not wish to be responsible for operating services. CFS hires all necessary kitchen employees, purchases all supplies, and prepares meals in accordance with specifications agreed upon with customers. The district manager is responsible for coordinating all customer activities. This includes planning, budgeting, hiring and supervising CFS's on-site representative (customer service manager), Customer satisfaction, and contract renegotiation.

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
icon
Related questions
Question

IDENTIFY 10 HR ELEMENTS WITH REFERENCE TO THE CASE. 

Catering Food Services (CFS) provides contract food services for hospitals, schools, colleges,
business firms, and other institutions that need meals prepared on-site, but that do not wish to be
responsible for operating services. CFS hires all necessary kitchen employees, purchases all
supplies, and prepares meals in accordance with specifications agreed upon with customers. The
district manager is responsible for coordinating all customer activities. This includes planning,
budgeting, hiring and supervising CFS's on-site representative (customer service manager),
customer satisfaction, and contract renegotiation.
Christina Ross was recruited at CFS after years of experience as Director Of Food Services for a
multi-campus university. In that job, she had oversight responsibility for the food services at several
campuses. The CFS's position offered opportunity for continued growth and advancement and its
compensation package was above company norms which attracted experienced workers. It is now
the end of Christina's first year as regional manager for CFS. As Regional Manager, Christina
supervises a total of ten districts, each of which has a District Manager responsible for sales and
service to customers in that area.
In her first year, Christina has concentrated on getting to know the District Managers and the
customers with whom they work. She spent more than a week with each District Manager and visited
each customer with him/her. At this point, she feels comfortable with her job and the knowledge she
has gained of both operations and personnel, and it is time to appraise the performance of the District
Managers and to schedule review meetings with these employees.
During these formal feedback sessions, Christina will provide the district managers with information
about their performance with the aim of either motivating them to eliminate performance deficiencies
through training, or to continue to perform above par. The District Managers know exactly what the
organization expects of them as their individual goals are linked to the organization's goals. CFS's
reward system extensively makes use of the feedback from these sessions, as decisions about
bonuses and promotions are based on the combined performance of company, team and individual.
In appraising the district managers' performance, Christina is required to rate a list of performance
dimensions on a continuum as follows:
10 - Outstanding
7-9 represent different degrees of Excellent
5-6 being Satisfactory
3-4 being Below Average
1-2 being Unacceptable
Christina's Assessment of Roger Morris: Roger is the longest-term district manager in Christina's
region with twelve (12) years' service, of which three (3) have been as district manager. He
completed less than a year of college, held several short-term jobs then joined Catering Food
Services as a shift supervisor of the company's services at a large college.
In Christina's view, Roger's main strength is that he is highly people-oriented and has a talent for
working with people so much so that:
Transcribed Image Text:Catering Food Services (CFS) provides contract food services for hospitals, schools, colleges, business firms, and other institutions that need meals prepared on-site, but that do not wish to be responsible for operating services. CFS hires all necessary kitchen employees, purchases all supplies, and prepares meals in accordance with specifications agreed upon with customers. The district manager is responsible for coordinating all customer activities. This includes planning, budgeting, hiring and supervising CFS's on-site representative (customer service manager), customer satisfaction, and contract renegotiation. Christina Ross was recruited at CFS after years of experience as Director Of Food Services for a multi-campus university. In that job, she had oversight responsibility for the food services at several campuses. The CFS's position offered opportunity for continued growth and advancement and its compensation package was above company norms which attracted experienced workers. It is now the end of Christina's first year as regional manager for CFS. As Regional Manager, Christina supervises a total of ten districts, each of which has a District Manager responsible for sales and service to customers in that area. In her first year, Christina has concentrated on getting to know the District Managers and the customers with whom they work. She spent more than a week with each District Manager and visited each customer with him/her. At this point, she feels comfortable with her job and the knowledge she has gained of both operations and personnel, and it is time to appraise the performance of the District Managers and to schedule review meetings with these employees. During these formal feedback sessions, Christina will provide the district managers with information about their performance with the aim of either motivating them to eliminate performance deficiencies through training, or to continue to perform above par. The District Managers know exactly what the organization expects of them as their individual goals are linked to the organization's goals. CFS's reward system extensively makes use of the feedback from these sessions, as decisions about bonuses and promotions are based on the combined performance of company, team and individual. In appraising the district managers' performance, Christina is required to rate a list of performance dimensions on a continuum as follows: 10 - Outstanding 7-9 represent different degrees of Excellent 5-6 being Satisfactory 3-4 being Below Average 1-2 being Unacceptable Christina's Assessment of Roger Morris: Roger is the longest-term district manager in Christina's region with twelve (12) years' service, of which three (3) have been as district manager. He completed less than a year of college, held several short-term jobs then joined Catering Food Services as a shift supervisor of the company's services at a large college. In Christina's view, Roger's main strength is that he is highly people-oriented and has a talent for working with people so much so that:
1. In his years with Catering Food Services, no customer he has worked with has ever switched
to a competitor.
2. Many on-site supervisors whom he recruited, trained, and supervised have gone on to
become managers of other districts.
However, Roger's unhealthy eating habits and his refusal to heed his doctors' warnings have resulted
in his becoming obese and developing chronic health problems. As a result, during the past year he
has been out of work for three weeks due to health issues.
In addition, Christina finds him overbearing. For example, she has been keeping track of her calls
from district managers during the year, and there are more calls (or messages) from Roger than from
the nine other district managers altogether. The calls/messages were largely to profile himself and
make her aware of his efforts.
CFS has recently announced its plans to expand its services and to create the new position of
Assistant Regional Manager. Roger has made it clear that as CFS's longest-tenured district manager
in the region, he expects to receive the promotion to the new position with its increase in
compensation. This promotion will provide him with a compensation package which includes 'perks'
as a senior executive. However, Christina has reservations as she feels that she cannot work so
closely with Roger as their management styles are too different and his behaviour might irritate
regional and corporate personnel.
Roger's Self-Appraisal: Roger perceives himself as performing at a superior level to all the other
district managers. He describes himself as outgoing, gregarious, and people-oriented, and he takes
great pride in his hands-on approach to work.
He is aware that Christina finds it unnecessary, but Roger believes that it is important to keep her
apprised of his efforts, performance and accomplishments on a real-time basis since they do not
work within sight of each other, and this has been his practice throughout his tenure at Catering Food
Services. He is aware also that she has concerns about his ignoring medical advice.
Roger is proud of what he has achieved with little higher education and feels he is qualified, based
on his work experience and performance, to become a Regional Manager. Therefore, he looks
forward to the possibility of being promoted to the new Assistant Regional Manager as a step toward
achieving his goals.
Roger's Assessment Rating: As she looks over Catering Food Services' performance appraisal
instrument, Christina realises that her honest assessment of Roger's performance in his current job
is generally excellent. However, if she gives him a rating too high, he will expect to be promoted; if
she gives him a rating too low, he will be angry and feel that an injustice has been done.
Christina decides to give Roger an overall rating of 6. She knows that he would not be pleased, but
she is prepared to defend her evaluation given that he missed work because of neglecting his health.
She goes back to considering the separate ratings she will assign and to making plans for their
feedback review. Christina knows she will have to follow certain guidelines in giving feedback.
Transcribed Image Text:1. In his years with Catering Food Services, no customer he has worked with has ever switched to a competitor. 2. Many on-site supervisors whom he recruited, trained, and supervised have gone on to become managers of other districts. However, Roger's unhealthy eating habits and his refusal to heed his doctors' warnings have resulted in his becoming obese and developing chronic health problems. As a result, during the past year he has been out of work for three weeks due to health issues. In addition, Christina finds him overbearing. For example, she has been keeping track of her calls from district managers during the year, and there are more calls (or messages) from Roger than from the nine other district managers altogether. The calls/messages were largely to profile himself and make her aware of his efforts. CFS has recently announced its plans to expand its services and to create the new position of Assistant Regional Manager. Roger has made it clear that as CFS's longest-tenured district manager in the region, he expects to receive the promotion to the new position with its increase in compensation. This promotion will provide him with a compensation package which includes 'perks' as a senior executive. However, Christina has reservations as she feels that she cannot work so closely with Roger as their management styles are too different and his behaviour might irritate regional and corporate personnel. Roger's Self-Appraisal: Roger perceives himself as performing at a superior level to all the other district managers. He describes himself as outgoing, gregarious, and people-oriented, and he takes great pride in his hands-on approach to work. He is aware that Christina finds it unnecessary, but Roger believes that it is important to keep her apprised of his efforts, performance and accomplishments on a real-time basis since they do not work within sight of each other, and this has been his practice throughout his tenure at Catering Food Services. He is aware also that she has concerns about his ignoring medical advice. Roger is proud of what he has achieved with little higher education and feels he is qualified, based on his work experience and performance, to become a Regional Manager. Therefore, he looks forward to the possibility of being promoted to the new Assistant Regional Manager as a step toward achieving his goals. Roger's Assessment Rating: As she looks over Catering Food Services' performance appraisal instrument, Christina realises that her honest assessment of Roger's performance in his current job is generally excellent. However, if she gives him a rating too high, he will expect to be promoted; if she gives him a rating too low, he will be angry and feel that an injustice has been done. Christina decides to give Roger an overall rating of 6. She knows that he would not be pleased, but she is prepared to defend her evaluation given that he missed work because of neglecting his health. She goes back to considering the separate ratings she will assign and to making plans for their feedback review. Christina knows she will have to follow certain guidelines in giving feedback.
Expert Solution
trending now

Trending now

This is a popular solution!

steps

Step by step

Solved in 3 steps

Blurred answer
Recommended textbooks for you
Understanding Business
Understanding Business
Management
ISBN:
9781259929434
Author:
William Nickels
Publisher:
McGraw-Hill Education
Management (14th Edition)
Management (14th Edition)
Management
ISBN:
9780134527604
Author:
Stephen P. Robbins, Mary A. Coulter
Publisher:
PEARSON
Spreadsheet Modeling & Decision Analysis: A Pract…
Spreadsheet Modeling & Decision Analysis: A Pract…
Management
ISBN:
9781305947412
Author:
Cliff Ragsdale
Publisher:
Cengage Learning
Management Information Systems: Managing The Digi…
Management Information Systems: Managing The Digi…
Management
ISBN:
9780135191798
Author:
Kenneth C. Laudon, Jane P. Laudon
Publisher:
PEARSON
Business Essentials (12th Edition) (What's New in…
Business Essentials (12th Edition) (What's New in…
Management
ISBN:
9780134728391
Author:
Ronald J. Ebert, Ricky W. Griffin
Publisher:
PEARSON
Fundamentals of Management (10th Edition)
Fundamentals of Management (10th Edition)
Management
ISBN:
9780134237473
Author:
Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:
PEARSON