Review the below case study, then answer the questions that follow.

As Chef Gateau’s yearly appraisal was coming up, Matthew started to worry about how to conduct the discussion.  The chef has much more experience than Matthew.  He had been at the Royal for ten years.  He makes more money than Matthew, and most importantly his technical skills are superior.  Matthew wanted to spare the embarrassment of pretending that he fully understands the technical nature of the chef’s job.  So, he decided that when he sits down with the chef, he will say something like “Chef, I may be the one who is in charge of doing your performance appraisal, but I realize that you have much more experience than I do.  Therefore, I would like for you to tell me how you would like me to evaluate your performance.”  Being upfront with the chef sounded like a fair and honest approach.

The appraisal form developed for managers in culinary positions was divided into two parts:

 A:  Management Skills:  (1) Integrity, (2) Direction/Decision-making, (3) Teamwork, (4) Inspire trust, (5) Training, (6) Drive business results, (7) Foster customer focus, (8) Build support for change, (9) Leverage technology.

B:  Functional Skills:  (1) Culinary creativity and plate presentation, (2) Standardization of recipes, (3) Portion control, (4) Menu pricing, (5) Food purchasing, (6) Food cost, (7) Food inventory, (8) Sanitation standards, (9) Proper care of equipment.

1.  What suggestions would you give Matthew to conduct (during the session) the appraisal meeting? (10)

2.  After the appraisal meeting, Matthew ask Chef Gateau to conduct an orientation program with a few new employees. Explain to Chef Gateau what should be included in the orientation program. (10)

You are the supervisor of Shake Restaurant that sets employee work schedules.

Every day and every week you have to compare the actual hours each staff member works with the number of hours for which the staff member was scheduled to work. You have noted that during the week of November, 216.5 labor hours were scheduled for dining room employees but the actual hours worked totaled 224.5. This shows a variance of 8 hours.  

1.  Why is it important for you to compare the actual hours that the employees worked against the scheduled hours? (2)

2.  Is this variance of 8 hours significant and should you investigate further? (2)

3.  As you have an average hourly wage for staff, what does it mean in terms of the variance between scheduled labor hours and actual labor hours? (2)

4.  As the supervisor, what would you accept as legitimate reasons for the difference between the scheduled and actual hours that the employees have worked? (4)