IDENTIFY 10 HR ELEMENTS WITH REFERENCE TO THE CASE. Catering Food Services (CFS) provides contract food services for hospitals, schools, colleges,business firms, and other institutions that need meals prepared on-site, but that do not wish to beresponsible for operating services. CFS hires all necessary kitchen employees, purchases allsupplies, and prepares meals in accordance with specifications agreed upon with customers. Thedistrict manager is responsible for coordinating all customer activities. This includes planning,budgeting, hiring and supervising CFS's on-site representative (customer service manager),customer satisfaction, and contract renegotiation.Christina Ross was recruited at CFS after years of experience as Director Of Food Services for amulti-campus university. In that job, she had oversight responsibility for the food services at severalcampuses. The CFS's position offered opportunity for continued growth and advancement and itscompensation package was above company norms which attracted experienced workers. It is nowthe end of Christina's first year as regional manager for CFS. As Regional Manager, Christinasupervises a total of ten districts, each of which has a District Manager responsible for sales andservice to customers in that area.In her first year, Christina has concentrated on getting to know the District Managers and thecustomers with whom they work. She spent more than a week with each District Manager and visitedeach customer with him/her. At this point, she feels comfortable with her job and the knowledge shehas gained of both operations and personnel, and it is time to appraise the performance of the DistrictManagers and to schedule review meetings with these employees.During these formal feedback sessions, Christina will provide the district managers with informationabout their performance with the aim of either motivating them to eliminate performance deficienciesthrough training, or to continue to perform above par. The District Managers know exactly what theorganization expects of them as their individual goals are linked to the organization's goals. CFS'sreward system extensively makes use of the feedback from these sessions, as decisions aboutbonuses and promotions are based on the combined performance of company, team and individual.In appraising the district managers' performance, Christina is required to rate a list of performancedimensions on a continuum as follows:10 - Outstanding7-9 represent different degrees of Excellent5-6 being Satisfactory3-4 being Below Average1-2 being UnacceptableChristina's Assessment of Roger Morris: Roger is the longest-term district manager in Christina'sregion with twelve (12) years' service, of which three (3) have been as district manager. Hecompleted less than a year of college, held several short-term jobs then joined Catering FoodServices as a shift supervisor of the company's services at a large college.In Christina's view, Roger's main strength is that he is highly people-oriented and has a talent forworking with people so much so that: 1. In his years with Catering Food Services, no customer he has worked with has ever switchedto a competitor.2. Many on-site supervisors whom he recruited, trained, and supervised have gone on tobecome managers of other districts.However, Roger's unhealthy eating habits and his refusal to heed his doctors' warnings have resultedin his becoming obese and developing chronic health problems. As a result, during the past year hehas been out of work for three weeks due to health issues.In addition, Christina finds him overbearing. For example, she has been keeping track of her callsfrom district managers during the year, and there are more calls (or messages) from Roger than fromthe nine other district managers altogether. The calls/messages were largely to profile himself andmake her aware of his efforts.CFS has recently announced its plans to expand its services and to create the new position ofAssistant Regional Manager. Roger has made it clear that as CFS's longest-tenured district managerin the region, he expects to receive the promotion to the new position with its increase incompensation. This promotion will provide him with a compensation package which includes 'perks'as a senior executive. However, Christina has reservations as she feels that she cannot work soclosely with Roger as their management styles are too different and his behaviour might irritateregional and corporate personnel.Roger's Self-Appraisal: Roger perceives himself as performing at a superior level to all the otherdistrict managers. He describes himself as outgoing, gregarious, and people-oriented, and he takesgreat pride in his hands-on approach to work.He is aware that Christina finds it unnecessary, but Roger believes that it is important to keep herapprised of his efforts, performance and accomplishments on a real-time basis since they do notwork within sight of each other, and this has been his practice throughout his tenure at Catering FoodServices. He is aware also that she has concerns about his ignoring medical advice.Roger is proud of what he has achieved with little higher education and feels he is qualified, basedon his work experience and performance, to become a Regional Manager. Therefore, he looksforward to the possibility of being promoted to the new Assistant Regional Manager as a step towardachieving his goals.Roger's Assessment Rating: As she looks over Catering Food Services' performance appraisalinstrument, Christina realises that her honest assessment of Roger's performance in his current jobis generally excellent. However, if she gives him a rating too high, he will expect to be promoted; ifshe gives him a rating too low, he will be angry and feel that an injustice has been done.Christina decides to give Roger an overall rating of 6. She knows that he would not be pleased, butshe is prepared to defend her evaluation given that he missed work because of neglecting his health.She goes back to considering the separate ratings she will assign and to making plans for theirfeedback review. Christina knows she will have to follow certain guidelines in giving feedback.

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Understanding Business

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ISBN:9781259929434

Author:William Nickels

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Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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IDENTIFY 10 HR ELEMENTS WITH REFERENCE TO THE CASE.

Catering Food Services (CFS) provides contract food services for hospitals, schools, colleges,
business firms, and other institutions that need meals prepared on-site, but that do not wish to be
responsible for operating services. CFS hires all necessary kitchen employees, purchases all
supplies, and prepares meals in accordance with specifications agreed upon with customers. The
district manager is responsible for coordinating all customer activities. This includes planning,
budgeting, hiring and supervising CFS's on-site representative (customer service manager),
customer satisfaction, and contract renegotiation.
Christina Ross was recruited at CFS after years of experience as Director Of Food Services for a
multi-campus university. In that job, she had oversight responsibility for the food services at several
campuses. The CFS's position offered opportunity for continued growth and advancement and its
compensation package was above company norms which attracted experienced workers. It is now
the end of Christina's first year as regional manager for CFS. As Regional Manager, Christina
supervises a total of ten districts, each of which has a District Manager responsible for sales and
service to customers in that area.
In her first year, Christina has concentrated on getting to know the District Managers and the
customers with whom they work. She spent more than a week with each District Manager and visited
each customer with him/her. At this point, she feels comfortable with her job and the knowledge she
has gained of both operations and personnel, and it is time to appraise the performance of the District
Managers and to schedule review meetings with these employees.
During these formal feedback sessions, Christina will provide the district managers with information
about their performance with the aim of either motivating them to eliminate performance deficiencies
through training, or to continue to perform above par. The District Managers know exactly what the
organization expects of them as their individual goals are linked to the organization's goals. CFS's
reward system extensively makes use of the feedback from these sessions, as decisions about
bonuses and promotions are based on the combined performance of company, team and individual.
In appraising the district managers' performance, Christina is required to rate a list of performance
dimensions on a continuum as follows:
10 - Outstanding
7-9 represent different degrees of Excellent
5-6 being Satisfactory
3-4 being Below Average
1-2 being Unacceptable
Christina's Assessment of Roger Morris: Roger is the longest-term district manager in Christina's
region with twelve (12) years' service, of which three (3) have been as district manager. He
completed less than a year of college, held several short-term jobs then joined Catering Food
Services as a shift supervisor of the company's services at a large college.
In Christina's view, Roger's main strength is that he is highly people-oriented and has a talent for
working with people so much so that:

Transcribed Image Text:1. In his years with Catering Food Services, no customer he has worked with has ever switched to a competitor. 2. Many on-site supervisors whom he recruited, trained, and supervised have gone on to become managers of other districts. However, Roger's unhealthy eating habits and his refusal to heed his doctors' warnings have resulted in his becoming obese and developing chronic health problems. As a result, during the past year he has been out of work for three weeks due to health issues. In addition, Christina finds him overbearing. For example, she has been keeping track of her calls from district managers during the year, and there are more calls (or messages) from Roger than from the nine other district managers altogether. The calls/messages were largely to profile himself and make her aware of his efforts. CFS has recently announced its plans to expand its services and to create the new position of Assistant Regional Manager. Roger has made it clear that as CFS's longest-tenured district manager in the region, he expects to receive the promotion to the new position with its increase in compensation. This promotion will provide him with a compensation package which includes 'perks' as a senior executive. However, Christina has reservations as she feels that she cannot work so closely with Roger as their management styles are too different and his behaviour might irritate regional and corporate personnel. Roger's Self-Appraisal: Roger perceives himself as performing at a superior level to all the other district managers. He describes himself as outgoing, gregarious, and people-oriented, and he takes great pride in his hands-on approach to work. He is aware that Christina finds it unnecessary, but Roger believes that it is important to keep her apprised of his efforts, performance and accomplishments on a real-time basis since they do not work within sight of each other, and this has been his practice throughout his tenure at Catering Food Services. He is aware also that she has concerns about his ignoring medical advice. Roger is proud of what he has achieved with little higher education and feels he is qualified, based on his work experience and performance, to become a Regional Manager. Therefore, he looks forward to the possibility of being promoted to the new Assistant Regional Manager as a step toward achieving his goals. Roger's Assessment Rating: As she looks over Catering Food Services' performance appraisal instrument, Christina realises that her honest assessment of Roger's performance in his current job is generally excellent. However, if she gives him a rating too high, he will expect to be promoted; if she gives him a rating too low, he will be angry and feel that an injustice has been done. Christina decides to give Roger an overall rating of 6. She knows that he would not be pleased, but she is prepared to defend her evaluation given that he missed work because of neglecting his health. She goes back to considering the separate ratings she will assign and to making plans for their feedback review. Christina knows she will have to follow certain guidelines in giving feedback.

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