Personnel management in the restaurant business. Methods of personnel management of the restaurant "Kalinka" Modern technologies of personnel management in the restaurant business

Introduction

The relevance of research. The restaurant business today occupies one of the leading places in the service sector and is not only one of highly profitable species economic activity but also one of the most risky.

In the struggle for the viability of the restaurant business, restaurateurs have to solve a number of problems. One of the most pressing is the problem of restaurant personnel management, since the availability of qualified and well-trained personnel is one of the most important components of the success of the restaurant business. Personnel management is an important area in the life of any enterprise, which can greatly increase its efficiency. The personnel management system ensures continuous improvement of personnel management methods using the achievements of domestic and foreign science and the best production experience. (V. Danilova, 2007).

The essence of personnel management lies in the establishment of organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use. (E. Agamirova, 2007).

Purpose of the study- study of the process of personnel management in enterprises Catering.

Subject of study- restaurant personnel management system fast food KFC.

Object of study- fast food restaurant "KFC".

Research objectives:

1. Consideration of the theoretical foundations of the personnel management system at public catering enterprises;

2. Acquaintance with the international network of fast food restaurants "KFC";

3. Studying the organization of the personnel management system of the KFC fast food restaurant;

4. Consideration of the personnel certification process in KFC;

5. Consideration of the system of personnel motivation at the enterprise;

Research methods- analysis of scientific and methodological literature and Internet sources, survey

The structure of the course work. The work is presented on 35 pages and consists of an introduction, two chapters, a conclusion and a list of references.

Characteristics of the illustrative material. There are four tables in the work.

Theoretical aspects of personnel management in restaurant business

Personnel management system

Restaurant personnel management, as well as personnel management in other business areas, has gone through several stages of development following economic and social changes in society.

The American engineer F. Taylor (1856-1915) is considered the founder of the school of scientific management. He stood at the origins of the creation modern management. (O. Efimova, 2009).

The founders of the school of scientific management based their approaches on two principles.

The first is the principle of the vertical division of labor: the planning function should be assigned to the manager, and the task execution function should be assigned to the employee.

The second principle is the principle of labor measurement. Its essence lies in the fact that, using observations, measurements, logic and analysis, the administration can improve many operations. manual labor to achieve their more efficient implementation. Methods scientific organization labor allowed to significantly reduce the cost of living labor, which contributed to a significant increase in labor productivity of workers.

Given the importance of applying the methods of scientific organization of labor in practice, F. Taylor formulated new duties of the administration based on these methods:

1. Development of a scientific foundation for each individual action in all types of labor with the establishment of strict rules for each movement, improvement and standardization of all tools and working conditions;

2. Careful selection of workers, their subsequent training, education and development in order to obtain highly qualified workers;

3. Cooperation with workers in order to achieve compliance of all individual branches of production with the scientific principles previously developed by the administration, as well as the obligatory encouragement of workers for accelerated work and for the exact fulfillment of production tasks by them;

4. Equal distribution of labor and responsibility between the administration and the workers (the administration takes over those branches of labor for which it is better suited).

5. The main drawback of F.Taylor's system is that it, in its original form, was designed for disciplined workers. However, on present stage development of science and practice of personnel management, the principles of scientific management are still progressive and relevant. (I. Volkova, 2009).

It should be noted that at present there are no general approaches in management, and especially in the field of personnel management, there are only general principles management, which give rise to various management systems with their own unique features, since they take into account certain national values, features of psychology, mentality, etc. In this way, Russian managers cannot use a ready-made management model, but must find their own ways and levers for applying theoretical knowledge and practical experience different countries to create a full-fledged Russian personnel management system. Therefore, in recent years, Russian system sciences of labor stood out an independent scientific direction - personnel management.

The concept of "personnel management" has two main aspects - functional and organizational.

In functional terms, personnel management means the following most important elements:

Definition of the overall strategy;

Planning the needs of the enterprise in personnel, taking into account the existing staff;

Recruitment, selection and evaluation of personnel;

Staff development and retraining;

Career advancement system (career management);

Release of personnel;

Construction and organization of work, including the definition of jobs, functional and technological links between them, the content and sequence of work, working conditions;

Politics wages and social services;

Personnel cost management.

In organizational terms, personnel management covers all employees and all structural units in the enterprise, which are responsible for work with personnel.

Thus, the purpose of the personnel management policy of an enterprise or organization is to ensure timely renewal and preservation of the quantitative and qualitative composition of personnel and its development in accordance with the needs of the enterprise, requirements current legislation and the state of the labor market.

The main tasks that the personnel management system solves are:

Ensuring effective employment of personnel;

Creation of attractive and safe working conditions;

Organization of prerequisites for advanced training and professional growth workers;

Development of measures and criteria for fair evaluation professional qualities personnel to establish decent wages in accordance with the return of each individual employee

Organization of optimal production relations for a simple and effective solution of labor problems;

Formation of a social environment for work and recreation of staff.

When forming a personnel management strategy, it is necessary to take into account the provisions of the enterprise strategy adopted by its management, which implies:

Defining the goals of personnel management.

When making decisions in the field of personnel management, both economic aspects (the adopted personnel management strategy) and the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for developing and realizing the abilities of employees, etc.) should be taken into account.

Formation of ideology and principles of personnel work.

Security economic efficiency in the field of personnel management means the use of personnel to achieve goals entrepreneurial activity enterprises with limited corresponding to the enterprise labor resources. Social efficiency is ensured by the implementation of a system of measures aimed at meeting the socio-economic expectations, needs and interests of the employees of the enterprise.

The functional structure of the personnel management service is determined by the nature and size of the organization, as well as the characteristics of the products (Fig. 1).

Fig.1.

The personnel management service may include such units as: the personnel department, the training department, the labor and wages department, the department social development and other departments of social infrastructure, department of labor protection and safety, laboratory of sociology, department of security environment, legal department, department of labor organization, production and management. Each of the above departments has its own goals and objectives. However, considering general development Russian business as the introduction of Western management technologies that have been tried and tested by practice and time, it can be noted that in the restaurant business, the solution of issues related to management and personal management is most often the prerogative of the first persons, administrators, but not professionals. (A. Antsupov, 2008).

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Methods of personnel management of the restaurant "Kalinka"

The restaurant "Kalinka" uses the following methods of personnel management: administrative, economic and socio-psychological.

Administrative methods are used in their work by the director and deputy director.

In particular, the following methods of influence are used:

organizational - based on the operation of approved internal normative documents regulating the activities of personnel. These include: the charter of the organization, organizational structure And staffing, regulations on subdivisions, collective agreement, job descriptions, regulations internal regulations

administrative - expressed in the form of orders, orders, instructions, orders, instructions, instructions, labor rationing, coordination of work and control of execution are aimed at organizing a clear, correct, well-functioning and uninterrupted work of production.

production management - applies financial liability measures to employees, collecting from employees or withholding from their wages material damage, which suffered production (damage to inventory, violations, etc.), as well as disciplinary measures, announcing comments, reprimands, etc., up to demotion and even dismissal.

Economic Methods used primarily by accountants. Among the methods of economic impact on the staff in the restaurant, the main place is occupied by remuneration, which provides a link between the results of labor and its process, reflects the number and complexity of the work of workers of various qualifications.

Methods of psychological influence are the most important components psychological methods management. They summarize the necessary and legally permitted methods of psychological impact on personnel to coordinate the actions of employees in the process of joint production activities. The methods of psychological influence used at the enterprise include: suggestion, persuasion, involvement, coercion, condemnation, requirement, prohibition, censure, command, request, etc.

For personnel management in Kalinka, an organizational and administrative model based on coercion is mainly used. The control action has the form of directives, orders of commands. Orders are subject to strict and timely execution by those to whom they are addressed. Management impact is directed from top to bottom in the form of approved rules, directive plans, resolutions, instructions, orders, orders. Feedback, going from bottom to top, contains mainly information about the execution of commands. Such a policy significantly reduces the activity and initiative of employees.

Despite the fact that the Tinkoff restaurant has been operating on the market for a long time, a number of problems in the field of personnel management can be identified. This is, first of all, a problem that is characteristic of the entire system of the restaurant business - staff turnover (Fig. 2). The figure shows data on staff turnover for each quarter of 2009.

Fig.2. Data on staff turnover at the Tinkoff restaurant for 2009

The diagram clearly shows that the main staff turnover occurs among service workers: 31 quit in the 1st quarter, 38 - in the 2nd, 34 - in the 3rd, 32 - in the 4th.

After analyzing the monthly reports on the release of the staff of the restaurant "Tinkoff" for 2009, it was found that staff turnover is most pronounced among the waiters.

Also, based on the analysis of monthly reports, it was found that most employees leave in the first months of work.

To identify the reasons for the dismissal of contact personnel, a questionnaire was developed, which includes a number of questions:

1. Low wages.

2. Dissatisfaction with the regime and working conditions.

3. Lack of social guarantees.

4. Lack of an adaptation system.

5. Lack of prospects for professional growth.

6. Dissatisfaction with the attitude of the company's management towards employees in general.

7. Misconception about work.

8. Remoteness of work from the place of residence.

9. Difficulties in relationships with the team.

10. Did not pass certification.

11. Lack of stability.

12. The impossibility of combining work with study.

13. Other reasons.

Upon dismissal, each employee was asked to fill out a questionnaire - put a mark in front of the reason that made him quit. When analyzing these questionnaires, it was revealed that the main reasons for dismissal were:

Lack of career prospects - 65%;

Lack of an adaptation system - 34%;

Dissatisfaction with the regime and working conditions - 7%;

Misconception about work - 5%;

Remoteness of work from the place of residence - 4%;

Did not pass certification - 4%;

Difficulties in relationships with the team - 1%.

It is also worth noting that 21% of respondents in the item "Other reasons" indicated that "it has become uninteresting to work."

It is easy to see that basically all of the above reasons relate, first of all, to the competence of the personnel management service. And this indicates another problem in the restaurant's personnel management system - the lack of efficiency of the personnel management service (Table 3).

Table 3

Disadvantages of the personnel management system in the Tinkoff restaurant


	Fault characteristic
1. System structure	Insufficient clarity of distribution functional duties in the field of personnel management between the personnel manager and heads of departments. The lack of participation of the HR manager in the process of adaptation, training, career planning of employees.
2. Recruitment	The standard scheme for conducting interviews with applicants (especially for the position of a waiter). Insufficient attention to the personal characteristics of applicants (ability to perform certain functions, character traits, features of attention and memory, etc.), which largely determine the success of the implementation official duties and interaction with others.
3. Personnel training and development system	The inefficiency of creating an external reserve, since from the moment the applicant is included in the reserve and he is hired, a rather long period of time passes and the desired applicant is already employed in another organization. The possibility of qualitative (personal) growth of employees is not used, which involves the creation of opportunities for the manifestation of initiative and the development of the abilities of each individual employee enrolled in the internal reserve. That is, there is no program development career development employees
4. Labor motivation	The absence of non-material incentive programs for employees, namely the development of loyalty, “emotional attachment” to the organization.

Thus, the existing personnel management system in a restaurant misses a very important element that ensures the effectiveness of the system - the so-called "human factor". The restaurant management uses a "technical" approach to personnel management. The result is ensured due to the strict compliance of the personnel with technical (functional) characteristics (level of qualification, age, length of service, education) and the use of control at all stages of the personnel management system.

Problems - Work in the restaurant business is perceived by personnel as temporary. Some young people think: how long can you work in the field of catering? You won't be able to make a career there anyway. As a result, they achieve some temporary goal - for example, they accumulate money to pay for their studies, and leave.

Youth. Very often, young girls and boys are required to work in a restaurant as not only waiters, but also administrators. The lack of the necessary life experience, the lack of a serious approach, the lack of maturity - sometimes give rise to problems in personnel management.

A frequent occurrence for a restaurant - people with an unsettled life, with an unsettled life, go to an institution of a low and middle class. High-class institutions, for example, may require people with higher education or with extensive work experience, and they are hesitant to offer their candidacy there. Young people who could not get higher education often go to work in the restaurant industry. As a result, from the unsettled life, from the fact that at the end of the month you need to pay for a rented apartment, that there are problems with your parents at home, and so on, the waiter’s mood drops, which means that his service is no longer up to par.

People who have principles, moral standards and concepts of honesty and decency simply do not have a job in public catering. They go there for easy money.

In Russia, the prestige of the profession of a waiter, hostess, bartender is still in question. If working as a manager is prestigious, then working as a waiter can be perceived as humiliating, both by the employee himself and by his friends and relatives. The memory of the "servants and servants" is still alive in our country.

Absence vocational education. Find a professionally trained and good manager, waiter, bartender - hard. And in the restaurant business, training is very important. When recruiting and designing an internship program, this should be taken into account.

Experienced employees who come after having worked in another institution for a long time. Although their experience and professionalism may not be in doubt, they usually do not take root in a new job, because they have already developed their own rules, their own code and their own habits in the restaurant business. It is difficult to retrain, especially if the current institution is lower than the level previous place work. These difficulties in recruiting exist, but this does not mean that one should fall into pessimism. Knowing about the problems of personnel management, we can do everything possible to reduce their severity. Especially in our power to reduce staff turnover, which greatly affects the work of the entire enterprise.