Food Service Management

Part Two: Case Study – Let’s Get It Over With!
Read the following case study and then answer the questions.

“There, at last it’s finished,” thought Tom Brewer, as he laid aside the last of 12 performance appraisal forms. It had been a busy week for Tom, who supervises a kitchen crew for The Fancy Hotel, in Miami, Florida.
The regional manager, in passing through Tom’s district a few days earlier, had complained to the food and beverage director of the hotel that cleanliness and food safety standards were not being met. Because of this, the food and beverage manager assigned Tom’s crew an unusually heavy workload. In addition, Tom received a call from the personnel office that week telling him that the performance appraisals were late. Tom explained his predicament, but the personnel specialist insisted that the forms be completed right away.
Looking over their appraisals again, Tom thought about several of the workers. The performance appraisal form had places for marking quantity of work, quality of work, and cooperativeness. For each characteristic, the worker could be graded outstanding, good, average, below average, or unsatisfactory. As Tom’s crew had completed all the extra work assigned for that week, he marked every worker outstanding in quantity of work. He marked Bud Miller average in cooperativeness because Bud and questioned one of his decisions that week. Tom had decided to serve that week’s special as it was, and Bud thought the recipe should be adjusted and the plate garnished differently. Tom didn’t include this in the remarks section of the form, though. As a matter of fact, he wrote no remarks on any of the forms.
Tom felt a twinge of guilt as he thought about Joe Bruce. He knew that Joe had been sloughing off, and the other workers had been carrying him for quite some time. He also knew that Joe would be upset if he found that he had been marked lower than the other workers. Consequently, he marked Joe the same to avoid confrontation. “Anyway,” Tom thought, “these things are a pain in the neck, and I really shouldn’t have to bother with them.”
As Tom folded up the performance appraisals and put them in the envelope for mailing, he smiled. He was glad he would not have to think about performance appraisals for another six months.
1. List and describe at least five weaknesses that you found in Tom’s performance appraisal process? For this section number each question for easy identification.

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2. For each weakness, describe how you would handle the situation differently and perform the appraisal properly. For this section number each description for easy identification.

3. What recommendations would you make to the human resources department at The Fancy Hotel for creating a new and improved appraisal process? For this section number or bullet point each recommendation for easy identification.

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