Restaurant Co Human Resource Management
Review of situation at Restaurant Co.
Restaurant co is a large but non-organized company. It developed from a small family owned business to franchised operations which lead them has more than 300 branches and 7000 staff all over UK. There was a need for complex shift patterns and primary workforce on non-standard contracts due to long operating hours and unpredictable trade. Thus, close working relationships between front line manager and employee is important. Well, individual style of branch manager and informal culture developed at each establishment is likely lead management towards an informal and open management style.
Strengths and weaknesses of managing human resources
Restaurant Co. focused on motivating and energizing staff by letting key staff members to help HR and senior management communicate detailed plans and key initiatives. Employees have the sense of belongingness in company which achieves the mission of letting branch manager to treat the restaurant as if it were their own business. Besides that, a number of management development programs were launched to develop leadership skills and to train managers from branch to operational roles which aid managers have better understandings on how organizational operating and unite branch manager and senior management work even more outstanding as one. Although branch manager had large amount of discretion on how they implemented HR practices but large part of the role is doing supervisory and these supervisory did not vary significantly from those assistant manager. Employees still choose to report to branch manager directly. Therefore, HR department should clarify what is the branch manager role and assistant manager role clearly as branch manager have to take part in a number of HR functions whereas assistant manager should deal more with immediate problems and small issues within his/her capability. On the other hand, as restaurant support is working as office based hour which is 9-5
Restaurant co is a large but non-organized company. It developed from a small family owned business to franchised operations which lead them has more than 300 branches and 7000 staff all over UK. There was a need for complex shift patterns and primary workforce on non-standard contracts due to long operating hours and unpredictable trade. Thus, close working relationships between front line manager and employee is important. Well, individual style of branch manager and informal culture developed at each establishment is likely lead management towards an informal and open management style.
Strengths and weaknesses of managing human resources
Restaurant Co. focused on motivating and energizing staff by letting key staff members to help HR and senior management communicate detailed plans and key initiatives. Employees have the sense of belongingness in company which achieves the mission of letting branch manager to treat the restaurant as if it were their own business. Besides that, a number of management development programs were launched to develop leadership skills and to train managers from branch to operational roles which aid managers have better understandings on how organizational operating and unite branch manager and senior management work even more outstanding as one. Although branch manager had large amount of discretion on how they implemented HR practices but large part of the role is doing supervisory and these supervisory did not vary significantly from those assistant manager. Employees still choose to report to branch manager directly. Therefore, HR department should clarify what is the branch manager role and assistant manager role clearly as branch manager have to take part in a number of HR functions whereas assistant manager should deal more with immediate problems and small issues within his/her capability. On the other hand, as restaurant support is working as office based hour which is 9-5