Transcript
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6. Human Resources
6.1 Organisational Structure
To be seen on the next page, is the organisational structure of the Abe Lenstra Stadium
Catering Management, Private Limited Company. On top is the Director Mr. F
Kuperus. This man has the overall control of the company. Underneath him we can see
two managers. Which are Back office manager Ms A. Hoekstra, and her colleague Mr.
W. Adema who is Front office manager. Mr. Adema coordinates front-office operation
within the company. One of his main jobs is handling reservations or unusual requests
and inquires from guests. Further he assigns duties and shifts to personnel and
observes their performances. Finally he also cooperates with other departments like
the Back office. (http://www.job-descriptions.org/front-office-manager.html) In thiscase Mr. Adema is in direct contact with the Executive Chef Mr. J van der Wal. The
job of the chef is creating the menu, the control of food preparation, managing the
employees, and maintaining contacts with vendors.
(http://www.allculinaryschools.com/faqs/culinary). The Back office manager Ms.
Hoekstra does all administrative work, concerning financial aspects employees and
Human Resources. Both the Front office manager and the Back office manager report
to the General Manager.
Then underneath Mr. Adema, it can be seen that the responsibility of the restaurants
and skyboxes is split up in two parts, which are the West-wing and East-wing. The
West-wing is under supervision of Floor-manager Mr. A. Bron. On the other side,
which is the East-wing, is under supervision of Floor-manager Mr. A. Bruinsma. Both
Floor managers from the West- and East-wing report to the Front office manager. The
Floor managers take care of the daily operations on the work floor, which are the
skyboxes. These people make a planning on short term. This planning will tell thetasks that have to be done. Further the Floor managers check the progress on the basis
of their planning. Besides that these people are the first point of contact for employees.
Under these Floor managers we come directly to the agencies like Young, Marnic, Pro
Equipe, Randstad and Adecco. The Abe Lenstra stadium gives command to these
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agencies to provide the stadium with personnel especially during soccer games but
also for other occasions. This all happens under a special order confirmation, based on
the function of the personnel, agreement on availability of temporaries, costs for the
Abe Lenstra stadium and the duration of the order. (ABU, 2009) Some of these
agencies have there own Floor manager like Marnic, because these agencies are quite
big within the company and they ensure a large number of personnel.
According to the chamber of commerce the Abe Lenstra Catering Company, employs
only 14 employees. (Kamer van Koophandel Document 2009) This is quite a small
number in this company, but very logical with so much agencies that provide
employees to the stadium. So within the organisational structure of this company there
are not many job positions to full fill.
Figure 4: Organizational Structure of the Abe Lenstra Stadium Catering Company
LTD
(Source:Abe Lenstra Stadium Briefing Uitzendkrachten 2009 PDF)The position of the author as employee within this Organizational chart, is under the
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level of Agencies. Ober! is one of the companies like Marnic and all other Agencies,
who provide Abe Lenstra with personnel. As employee the contract is made with
Ober!. And Ober! submits with Abe Lenstra about how many employees are needed.
Then employees of Ober! are contacted and asked if they want to work on a certain
day and time. When the employee agrees to work, then a car is arranged to drive the
employee to the stadium on the agreed date and time. By arrival the employee is
written down as present on the attendance list. After the shift the employee has to log
out. In this way the hours of workers are well registered. The work provided as
employee in the Stadium, is working as a waitress. When the work is completed the
employee is taken home by car as well. The same evening or next day, the working
hours of the employee are passed to Ober!. Then Ober! can make sure the hours are
paid correctly to the employee.
6.2 Human Resources
Figure 5: General Human Resource Model
(Source: Workshop HRM, Stenden University 2009)
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The chart above is from the Human Resource lecture, also used in the Module book for
Resources. This chart explains the steps of Human Resource Management within a certain
company. Human Resource management can be explained in many ways, like Dessler does:
The policies and practices involved in carrying out the people or human resource
aspects of a management position. Dessler (2008, p. 2)
As seen in the chart, human resource management includes many aspects like
recruiting, screening, training, rewarding and appraising. In the following the steps of
human resource management will be explained by meaning, and its connection to the
Abe Lenstra Stadium.
Firstly the chart is supposed to be read from the left to the right side. Which means
that all begins with planning, or in other words personnel planning. This means theprocess of deciding what positions the firm will have to fill, and also how to fill them.
In order to decide what positions have to be filled, the company has to forecast how
many employees are needed.
When looking in the planning step of the Abe Lenstra Stadium, it is noticeable that
there is a specific method for this planning. The company makes it on the basis of
soccer games and reservation for other events in the skyboxes. The Back- and Front
office manager determine how many employees they need for a certain soccer game or
event.
Then they give this information to the Agencies. Then the Agencies take care that the
number employees needed, will be available for that day. Concluding that the Abe
Lenstra stadium only plans the number of employees needed (for one day), and then
they outsource the task for getting employees to the Agencies.
Then the next step in the human recourse chart is recruitment and selection. As told
before, the Abe Lenstra Stadium does not have to do recruitment and selection for the
biggest part. Only for internal vacancies it is needed to do recruitment and selection.
When this is needed, the Back- and Front Office manager will do this job. For the
major part the recruitment and selection is done by the agencies themselves. As an
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employee of Ober!, the recruitment and selection will be told according to their
procedures.
When somebody would like to start working for Ober!, the person is obliged to
register. Before registering, the person has to follow training. In this training thequalities of the person are estimated. On basis of this training and a personal talk the
solicitant will be accepted or rejected. Further the working method of Ober! is
explained. There will also pass a number of practical issues in the review.
There are a certain things that Ober! expects from its employee. For example that the
employees have affinity and experience in the Hospitality industry, own working
clothes, enthusiasm, being spontaneous, and of course hospitality plus a positive work
attitude. When an employee of Ober! does not apprehend, the Abe Lenstra Stadium (or
another company) can contact one of Ober!s supervisors. In order to be sure that
every employee does its job correctly and cannot mess around.
Ober! recruits its employees via advertisements in local newspaper and magazines,
and on their website where good information can be found. By this can be concluded
that the requirements to work in the Abe Lenstra stadium for Ober! are not very high.
This is not very necessary because the work in the stadium is not that difficult. With a
little experience in the Hospitality industry, employees can work their way through.
(Ober!, 2009)
Moving on to the next step in the human resource model, which is Introduction and
Socialization. In other words this can be described as employee orientation. Which
means the procedure to provide new employees with basic background information
about the firm and also assisted on difficulties or been showed how everything
supposed to be done. The basic background depends of course on the company. After
this being introduced in to the in the team is very important. Because when the
employee feels left out, then he or she will not feel well at work. This often means that
the employee will not perform at its best.
Applying this theory to the Abe Lenstra stadium: it can be said that the procedure is
not the same. When an employee arrives for working, the person has to go to
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employees office. There is starting time noted and told where (in which skybox) the
employee works for that day. So no background of the company is told to the new
employee, only the procedures to start working. Which are logging in, getting a shawl
(tie for the gentlemen) and an apron. Then is told in which skybox the employee is
working, and on which floor to find it. Then the employee is expected to go there.
By arriving at the workplace some colleagues introduce themselves, others not. This
really depends on the persons you are working with on that day. But most of the time
people do introduce themselves. Also depending with whom you are working with,
there is a short briefing. In this briefing is told what the set-up for the evening is, and
also tasks are divided. If the employee doesnt know how to do his tasks, he or she can
always ask somebody. But it is not always asked if an employee knows how to do its
task, or the task in not always explained immediately.
Concluding, that in the Abe Lenstra Stadium there is not much attention for
introducing and socializing new employees. This is also not reasonable looking at the
number of employees and not knowing how many days or how long one of the
employees will work in the stadium. All employees for the work floor are almost
outsourced. This makes it almost impossible and not interesting to give more attention
to this stadium of human resource management. Because the management of thestadium does have to be concerned about getting employees, the Agencies do it for
them.
The next step in the chart is Employee Performance. This step is linked to all further
steps in the model, and further steps are linked to each other. Employee performance
concerns the way employees are performing. People can find this out on the hand of
Performance management. As it says in the name, the management of a company is
evaluating an employee performance, and decides whether these performances a good
enough to set the companys goal.
In the Stadium the management of the company does not evaluate the performances of
employees. At least, they do not do this for the employees on the work floor. The
company is also not meant to do this, because most employees that work in the
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company are not contracted to the stadium. Only the agencies can evaluate their
employee performances. For example Ober! does this, through communicating with
the Abe Lenstra Stadium and vice versa.
Then we come to Performance Appraisal, which is connected in the chart to EmployeePerformance, Training & Development, Compensation, Transition Career, and
Working Conditions.
The Performance Appraisal can actually be considered as a part of the Performance
management. This step in the human resource chart concerns an act of assessing the
employee. The performance appraisal itself contains three steps: Define the job,
appraise performance and provide feedback. Those three steps can be performed
through different methods, such as: the graphic rating scale method. With this method
a list is used with a number of traits and a range of performance for each. The
employee is then rated by identifying the score that best describes his or her
performance for each trait. Dessler (2008)
In the Abe Lenstra stadium the performance appraisal is not used for its workers.
Because, as told before the organizations are not responsible for the employees that do
the work, the Agencies are. Also the agencies do not something as performance
appraisal. When there is an issue with the Stadium about an employee, then Ober! will
directly discuss this with that certain person. In this way problem are being solved as
soon as possible. Concluding that no occasionally performance appraisals are used.
Under the Employee Performance in the chart, there is the block Working Conditions.
This is a very important step in the human resource chart. For this reason, that working
conditions can have a great influence on the performances of employees. Talking
about working conditions does not only concern material thing, such as the working
area (skybox), the used means (trays, glasses, seats, tables), but also the mentally and
physically involved issues. Like how many hours is the work taking? And how do
team members treat each other, and is there a nice working atmosphere?
The factors like working hours, work atmosphere, salary, and other can influence the
employee enormously. If the conditions are bad, a great chance that the employee will
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feel bad to, resulting in not happy and motivated working, results in unhappy guests,
which can lead to a bad name of the company. The employees of a company are the
face of company. If the employees feel good, they will deliver good work and are
motivated, this will often lead to happy guests who will be good for your company.
In the Abe Lenstra Stadium the working conditions are not very stable. Everyday an
employee starts working in the stadium, he or she doesnt really know what to expect,
because the working conditions depends mostly on where the employee has to work in
the Stadium. Every time this can be different. Starting with the working hours, these
will start mostly at the same time.
But however the ending time is never fixed, and differs every time. This depends on
how late the employee is finished with all tasks. The breaks are quite when there is a
soccer game. During the play guest are not allowed to order drinks. Which means that
during two times 45 minutes the only activity is cleaning and having a break. In the
second break the staff is provided with sandwiches and soup. Unfortunately the soup is
not always at good quality, the sandwiches however are.
The working atmosphere and the team are most of the time pleasant. In some
occasions it is not always a good atmosphere depending on the people who you are
working with. It is noticed that the team always tries to make the best of it.
The last three steps are hanging tightly together. These three are influenced by any
circumstances if the performance appraisal is negative or the employer is not satisfied
with the way an employee is performing, he can go to the next step, which is Training
and Development. This part also concerns new employees who are introduced in to the
company. Training means giving new or present employees the skills they need to
perform their jobs well. This will also develop the employee. Dessler (2008)
Training plays also an important role in Performance management. Because through
training an employee, he or she will work more efficiently, which will help achieve a
companys goal. There are many ways to provide training to an employee. In this case
the OJT- training is highlighted.
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The so-called On the Job Training (OJT) means having a person learn a job by
doing it at the same time. This is also the case in the Abe Lenstra Stadium. The
employees learn how to do their job while doing it. There is no extra training for them.
People learn by asking questions if they do not know how to do a certain task, or
another employee will explain it. As said earlier, Ober! does provide an internal
training. In this training the basic skills are explained, which every employee should
be able to do. But further no training is given. Dessler (2008)
Moving on to the next step in the chart: Compensation. This part is about all forms of
pay or rewards to employees, arising from their performance. The compensation can
be direct (wages, salaries, bonuses) or indirect (financial benefits, vacations). A good
compensated worker is more likely to work harder (and vice versa), thus compensation
is very important for your employees and for the company. A company can also
reward its staff based on time (how many hours of work) or on performance (how
many produced). Time-based paying is still the foundation of most employers, as it is
in the Abe Lenstra Stadium.
The employees get paid, based on their working time. As told before, the hours are
registered for each employee, by logging-in and out. It is the responsibility of the
employee itself to make sure everything noted correct. For example if someone forgets
to log-out, the Stadium does not know how much hours are made, and can not give
through in a correct way to the agency. The agencies are in the end responsible for
paying the salaries. The author noticed that all working times were correctly given to
Ober!, and all salaries were paid out. The salary is not outstanding, but still good.
Then the last part of the human resource chart is Career Transition. This step means
that is a possibility for employees to grow within the company (promotion) or going to
another position (transfer). Within the Abe Lenstra Stadium, there are possibilities to
make a promotion or transfer. View employees have a transfer occasionally, from one
skybox to another skybox. Like the author changed position many times, for example
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from the EAS-energy room on the third floor to the Rabobank room on the second
floor.
Further there are possibilities to make promotion. For example, an employee that
makes a promotion from a waiter or waitress to an Agency Floor Manager. TheseFloor managers are still in contract with an Agency. When a Floor manager wants to
make promotion, the person has to apply with the Abe Lenstra Stadium, for the reason
that the job position in under the supervision of the company. This will mean that a
Floor manager makes promotion to Floor manager of the East or West side of the
Stadium. Within the company of the Abe Lenstra Stadium, there are certainly more
opportunities to grow.
A small addition for this chart is the part of Training, Performance Appraisal and
Career Transition. All these steps can work in both ways, for this reason. If employee
has to have a better working performance, the appraisal sets training.
But if I a career transition occur, the appraisal can also recommend training. So as can
be seen, a recommended training is not always a negative thing. Training not only
means that an employee does its work poorly and has to get better in order to achieve
companys goals. Training can also be positive, for example if someone getting get a
higher position in the company through training. Concluding both ways are for the
greater good of a company.
6.3 Strengths and Weaknesses of HRM
6.3.1 Strengths of the Human Resource within the Abe Lenstra Stadium
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First of all the whole building of the Stadium is very beautiful. This is a very strong
point for the whole company. Naturally not everybody is able to go easily in to a
skybox of a Soccer Stadium. This makes being in the company a very and in the
skyboxes a special thing, every time again. Especially working during a soccer game,
there is a certain atmosphere that is very nice. The guests are mostly relaxed and enjoy
themselves very easily. Because they do not attend a soccer game everyday, so better
enjoy it!
The workplace is also a strong point of the company. With the workplace is meant the
place where work is done, which is the bar store rooms, and actually the whole
skybox. It all looks very professional, which makes working easier and more pleasant.
It was noticed that something was not working, like the beer tap or fridges.
Last thing are the Agencies. Although it can be sometimes a weakness, it is more a
strength of the company. Due to the fact that the company does need staff members
occasionally, but never at the same time. If the company hired all their workers, they
never could ensure their employees enough. Because most working hours are made
during soccer games. If FC Heerenveen is out of the competition, there will be not
anymore games in the stadium. Which simply means that there will be no (or less)
work. Concluding that it is a good choice of the company to outsource the staff. Forboth parties it works mostly in their benefit.
6.3.2 Weaknesses of the Human Resource within the Abe Lenstra Stadium
Although outsourcing the staff to agencies has multiple benefits, it also has some
disadvantages. Like it is noticed that working sometimes becomes impersonal,
especially when it is a persons first time working. It can be imaginable that people
can feel a little bit lost. This can be improved by trying to plan the personnel in the
same skybox every time they work.
Secondly the employees can be trained better. For example, one time the author was
working with another employee that had not many basic skills. Tapping a beer was for
instance something the employee was not able to do. In this working efficiently
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together gets harder. Unfortunately this is something that the Abe Lenstra cannot
control, this is the responsibility of the agencies that sent these employees.
Finally an improvement point is that it would be nice to have in each or two skyboxes
some kind of Floor manager. Because when something is not clear or there are
problems, a manager is sometimes hard to contact. It would be more efficient to have
one person responsible where other employees can go to if they have questions or
issues.
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