Leader-Member Exchange Paying Attention to Immediate Subordinate Pays Off

The author provides a brief review of leadership seen from the dyadic perspective, also known as leader-member exchange (LMX). This perspective focuses on the relationship between leaders and their immediate subordinates as individuals, with a review of the potential benefits and importance of this perspective. It is evident that hospitality leaders, managers, and supervisors and their organizations may gain much by paying attention to the relationship they have and that they develop with their immediate subordinate

Team-Based Interaction in the Foodservice Instructional Laboratory: An Exploratory Model of Team Composition, Team-Member Interaction, and Performance

[Excerpt] Much like the hard sciences, hospitality laboratory-based education is a frequently required component of academic programs due to the applied nature of the concepts taught. Laboratory courses in hospitality education are typically designed around foodservice based activities, such as operating a restaurant or components there of; lodging-based activities, such as running a front desk or housekeeping department; or gaming-based activities, such as running games and entertainment processes in a casino. While the activities mentioned above may not be present in all hospitality programs, it safe to say that the majority of well-rounded hospitality education programs offer some form of laboratory instruction consistent with their educational mission and specialty. In this investigation foodservice laboratories will be used as a frame of reference and focal point to examine team interaction. It is likely that these concepts could be applied equally well in a number of laboratory settings both in and outside hospitality education

Consumer Acceptance of Server Recommendations

Servers are typically encouraged to make recommendations and attempt to up-sell. Little is known, however, about the conditions under which restaurant consumers follow server recommendations. We propose considering this from the perspectives of Mertz’s work regarding the effect of source evaluations on persuasive influence and Ajzen’s theory of planned behavior. Both perspectives yield important insights. Potential research questions are proposed. A few propositions are tested and are generally supportive

Micro-Brewed Beer and the Patrons of Mid-Priced, Casual Restaurants

Micro-breweries and micro-brewed beer have been growing in popularity ever since 1977. In recent years, the growth has been phenomenal; restaurants have started to take notice and advantage of the increased interest in micro-brewed beers. However, shakeout is expected. The research focused on mid-priced casual restaurants, a large segment with many chain restaurants, with respondents from three regions of the continental United States (i.e., the Southeast, the Pacific Northwest, and the Midwest). The research findings suggest that more than 70 percent of the participants in this study reported that they dine out at least once per week, indicating that they are accustomed to the dining process. These respondents indicated a higher than average socioeconomic index (Byrne, 1971), and a strong preference for micro-brewed product offerings. Additionally those respondents who indicated a preference for micro brewed products were less prone to desire a national brand of beer. Regional differences among the participants\u27 responses are also discussed

How Organizational Standards and Coworker Support Improve Restaurant Service

A model examining the relationship between restaurant employees\u27 reactions to their work environment and their jobs as service providers and guest satisfaction was tested among twenty-five restaurants from a casual dining restaurant chain. In the model, the relationship between guest service employees\u27 work-related perceptions and attitudes are connected to guests\u27 reported satisfaction. Results show that employees\u27 perceptions of the presence of organizational standards for service delivery were strongly related to their perceptions of receiving adequate support from coworkers and supervisors to perform their jobs. Employees\u27 perceived support from coworkers was significantly related to service providers\u27 guest orientation (commitment to their guests), while perceived support from supervisors proved to be a weak influence on guest orientation. Ultimately, service providers\u27 guest orientation was strongly related to guests\u27 satisfaction with their service experience in the restaurant

Hot Beverages at Quick Service Restaurant (QSR) Drive-Thru Windows

The Liebeck hot coffee case is discussed, showing that the court’s decision was not whimsical, but predicated on the knowledge and behaviour of McDonald’s as represented and displayed by their employees and agents. Subsequent research establishing consumer preferred temperatures for consuming hot beverages is reviewed, as is the literature considering that such temperatures are above medical literature thresholds for injuries, yet not causing injuries. Past and current quick service restaurant (QSR) drive-thru window practices regarding hot beverage service temperatures and warnings are established and examined. Finally, circumstances and conditions under which QSR management need to practice due diligence in providing for their customers are addressed

Customer Service Providers’ Attitudes Relating to Customer Service and Customer Satisfaction in the Customer–Server Exchange

The authors proposed and tested a model describing the relationship between customer service providers’ perceptions and attitudes toward their service-related duties and their customers’ perceptions of satisfaction with their service experiences. Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees’ perceptions of support from coworkers and supervisors. Perceived support from coworkers was significantly related to service providers’ customer orientation, whereas perceived support from supervisors showed a weaker relationship to a customer orientation. Ultimately, service providers’ customer orientation was strongly related to customers’ satisfaction with service. Finally, a set of post hoc analyses indicated that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone

Lean and Mean Do Not Equal Profitable and Hospitable

Lean and mean hospitality organizations are relevant today. The authors explore research findings from Leader-Member Exchange (LMX) studies, in general, and cite findings from the hospitality industry to make the case for lean and loving hospitality organizations

Customer Service Behavior and Attitudes among Hotel Managers: A Look at Perceived Support Functions, Standards for Service, and Service Process Outcomes

A model of customer service behavior and outcomes was proposed and tested among managerial-supervisory personnel (N = 250) from 11 hotel properties within six large national and international hotel companies. Confirmatory factor analyses yielded a reliable approach to examine elements of customer service and outcomes in a service-based setting. Specifically, organizational support was represented by two independent dimensions of coworker support and supervisory support. A dimension of standards for service was presented and validated as a central mediating factor in the perception of service processes, along with customer (guest) orientation, job satisfaction, organizational commitment, and turnover intentions as outcome measures in a path model of customer service behavior

Customer Service Employees’ Behavioral Intentions and Attitudes: An Examination of Construct Validity and a Path Model

Customer service employees (N = 386) from a variety of service-based organizations (e.g., hotels, restaurants, and retail stores) were sampled in a cross-sectional design to assess the construct validity and predictive utility of measures of: (a) perceptions of organizational support, (b) organizational commitment, (c) job satisfaction, (d) intent to quit, and (e) life satisfaction and to assess the appropriateness of use and the impact of these scales within a service-based context. The construct validity of the measures was assessed through the application of confirmatory factor analysis, while the predictive character of the proposed path models was assessed using path analysis. Results indicated that the measures of job satisfaction, intent to quit, and life satisfaction demonstrated acceptable construct validity within the service context sampled, while the measures of organizational support and commitment received mixed support due to problems with measurement error and item specification. The analyses of the path models revealed that: (a) perceived organizational support strongly and significantly influenced job satisfaction and organizational commitment, (b) job satisfaction had a unidirectional impact upon life satisfaction, (c) despite a strong correlation, job satisfaction displayed a limited predictive impact on organizational commitment, and (d) intent to quit was influenced by both job satisfaction and organizational commitment