TERM ASSIGNMENT ONE – ROCK HILL RESTAURANT CASE STUDY
Case Study: Rock Hill Restaurant
21M SEC.401: Kitchen Management II
Instructor: Professor Field
3011000 Doris Yixing
Centennial College
July 5th, 2021
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TERM ASSIGNMENT ONE – ROCK HILL RESTAURANT
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3. What specific steps could have been taken to avoid the current situation occurring in the
orientation process by Chef Lang, banquet manager Seoyoung, and human resource
manager? Would you please provide three steps that Chef Lang could do to improve the
work environment? Each point is worth one mark.
Based on the case study Rock Hill Restaurant. This restaurant has the following
characteristics: The leadership configuration is complete, but the various tasks are challenging to
implement and implement constantly, and the restaurant affairs are a mess. The management
team failed to grasp the restaurant’s critical points of on-site management, which compromised
customer satisfaction, resulting in poor meal preparation and frequent complaints. Kim’s
orientation experience and first day on the job weren’t positive. She didn’t receive adequate
support from other team members. Failure of a well-organized orientation process contributed to
poor work efficiency, miscommunication, and inability to train new employees properly.
To improve the work environment, the restaurant must take the following steps
corresponding to three departments:
A. Food service manager should formulate policies, standards, and procedures aligned
with a restaurant’s organizational structure and develop instructions for all staff members in the
catering department. Human resources will coordinate its implementation with the general
manager’s approval. Make sure the hotel’s product standards and catering standards are
implemented. Streamline the catering director’s approval and implementation processes, and
update and improve the design and management of the services. A food service manager must
supervise employees to complete work notes, especially for new hires, since this will
significantly assist them in adjusting to their new jobs.
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B. Based on the per capita efficiency and the actual needs, the HR manager will
formulate the employee distribution guidelines for each position of the catering department and
submit them to the managers of each department for horizontal statistical analysis. A good HR
manager should also keep in touch with employees and know their mental state. Human resource
managers should clearly explain to new employees the responsibilities of their job, the
information contained within the job content, and various restaurant rules and regulations.
C. With the guidance of the assistant catering director and in cooperation with the food
service manager, the banquet manager is responsible for the daily operation and management of
the banquet department, ensuring that a pleasant dining environment, quality food, and good
service are provided to customers. In addition to training, assessing, evaluating, and giving skill
guidance to employees, the banquet manager should develop a training plan. Ensure that staff
shifts are organized to ensure the smooth flow of work and ensure various links. To speed up the
adaptation process for new employees, experienced employees should work with them.
A good management team is essential to success and quality, based on how well the
leadership team works together. The separate responsibilities and labour divisions and the
cooperation of departments are the crucial aspects of operating a restaurant because it keeps
customers and keeps employees happy.
4. What precisely can be done to improve the orientation training process? Generate an action
plan with steps to create a better working environment for staff and management at the
TERM ASSIGNMENT ONE – ROCK HILL RESTAURANT
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Rock Hill Restaurant related to the orientation process. Would you please provide 3 points
that address the question? Each point is worth one mark.
Orientation and training are often neglected in organizations, even though orientation is
one of the essential functions. Orientation training serves as an integral element of integrating
new employees into the organization. In addition to reducing startup costs, releasing employee
anxiety, and avoiding employee turnover, practical orientation and training will minimize
supervisor workload while improving productivity. The orientation process is crucial for
motivating new employees and retaining them.
It is just as essential to plan an orientation for employees to design a systematic approach
to training. Orientation should have an overall goal. Orientation materials and activities have
must be carefully selected. Participants need to produce tangible results both during and after the
orientation to evaluate them accordingly.
The Rock Hill restaurant orientation program should be adjusted from three perspectives
as follows:
A: New employees should be introduced to the company’s basic information by the
human resources department. As a rule, this includes the company’s vision, organizational
structure, procedures of assigned departments, work evaluation criteria, rewards and
punishments, work attendance policies, benefits, and employee treatment. An awareness of these
primary conditions helps new employees integrate into the company culture as quickly as
possible, follow the team’s goals for consistency, and eliminate the unfamiliar’s fear. Reading the
employee handbook does not make it easy to understand this information. New employees
should be given in-depth explanations of the content or a video of the description by the Human
Resources Department of Rock Hill Restaurant. The human resources staff should allocate
TERM ASSIGNMENT ONE – ROCK HILL RESTAURANT
enough time for recruits to ask questions and encourage open communications with the human
resources department (via work email, hotline, etc.) rid of new employee confusion. If possible,
managers can even add tests using multiple-choice questions, Ture/False judgments, or simple
answers so that new employees can consolidate and deepen their understanding. Only after
employees have a more accurate understanding of the company’s basic situation can they be
allowed to work.
B. Getting everything ready does not mean you start the work. Training on specific tasks
should be provided by the department head (in this case, Food Service Manager Chef Lang). In
addition to introducing the new employee to the job requirements and career promotion process,
the department head can plan short-term and medium-term work schedules. As a result, new
employees can set career goals and become more confident about their future career
development. On that day, the department head can direct the specific tasks for new employees.
Furthermore, he can instruct other business directors (in this case, the banquet chef, Seoyoung)
to assist and supervise the work on that day and to resolve problems with new employees
immediately. A supervisor must provide specific instructions regarding tool use, production
specifications, work division, regular schedules, rest breaks and other details regarding the
job. The new employees should undergo long-term training in the appropriate area of the
organization to become thoroughly familiar with the business.
C. The training must include a summary and feedback to be completed. A department
manager and the business head should arrange to meet with the new employee within the first
few days after the employee starts work to discuss work and to listen to the employee’s feelings,
opinions, and suggestions. Employees should be applauded for their positive performances and
encouraged to express their negative emotions. It is the manager’s responsibility to listen
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carefully to employees and come up with solutions to the problems they raise. Managers should
be honest with new employees about situations in which opinions disagree with the facts. It is
essential to implement the advice of new employees promptly. Employees should be encouraged
to care about the management of the company. When employees make unreasonable or
inappropriate suggestions, managers should analyze the reasons for the excessive or improper
requests, help to eliminate their resistance, or otherwise help them find better solutions.
Human resources guided new employees in learning and mastering the basics of the
company by facilitating Orientation Training on the day of joining. Initial feedback and summary
by the department head and business director were effective for guiding and supervising new
employees, creating a better working environment for employees and managers aids in the
transition of new employees into their roles.
5. What are the reasons or causes for demotivation by the staff and management, resulting in
a poor working environment at Rock Hill Restaurant? Would you please provide the specific
causes of the demotivation of the team and management, work environment and harmful
elements? Would you please provide three valid points with examples from the case study
which address the question? Each point is worth one mark.
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Through the case study, it is evident that the management of Rock Hill Restaurant is not
efficient and effective in making the employees feel valued and motivated, resulting in low morale
and reluctance to work in this establishment. Below are 3 points that can be seen as causing
demotivation:
A. For its employees, Rock Hill Restaurant did not provide a reasonable prospect or
development opportunity. The restaurant didn’t recognize and reward the employees for their
contributions or rewards when they go to work. As soon as they could find another position, Jim
and Gale informed Kim they were planning on leaving the restaurant. They were stuck in a rut and
had little interest in learning. In addition, they have been mixing dough, cleaning, and preparing
pastry. The effort of the workers is not valued or appreciated in this situation. Three, someone
warned Kim she had better have a more enthusiastic and positive attitude, or else she wouldn’t
survive the restaurant. The first day Kim started at her new job, she didn’t feel the enthusiasm of
everyone, but the cold atmosphere. Employees cannot find their jobs in this work environment,
resulting in low enthusiasm and negative attitudes.
B. Managers must fulfill the promises made to their employees and have a solid
commitment to observing the restaurant’s policies and principles to motivate them. Having a
training schedule manual is a good policy for the restaurant, but the management has not
adequately followed this manual. Kim reported to Chef Lang, who said every new worker would
be put in different kitchens and trained by various chefs and bakers, and workers will be
transferred from banquet kitchens to other departments in about 6-8 weeks. A situation like this
can exemplify employee respect and contribute to the employee’s motivation and morale by
gaining valuable and valuable knowledge and skills. As Gale and Jim have experienced, training
is rarely followed in the banquet kitchen department, even though they have been there for four
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months. Management is breaking its promise and demotivating the team.
C. The management did not provide positive feedback or even any feedback to the
employees, which is another reason for the low morale at Rock Hill Restaurant. Employee
feedback promotes a positive working atmosphere and motivational behaviours among the team
members. Communication between both parties should be adequate to achieve this. Nevertheless,
according to Gale and Jim’s description, there have not been any Monday meetings for three
months, and their training journals have not been discussed or read. Management can provide
feedback to the team members through the Monday meeting or training journal. The
administration failed to implement it. Employees have no way of knowing whether their work
performance meets management’s expectations, nor have they been appreciated or recognized
when they have performed well. Undoubtedly, it is one of the main reasons why employees lack
motivation at work.

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