EOC Week 4: Mini-Case Study Bob Borich

In the case of Bob Borich’s restaurant, he may have experienced less turnover had he had more faith in his orientation program that he spent so much money on by letting the employees he trained to cook actually do their jobs so he could focus on the big picture of running the restaurant in its entirety. Also, the employees he had trained would have been better off doing the jobs they were hired for and letting him run his restaurant since he knows how he wants the employees he hires to behave and what knowledge and passion he wants to convey to them. An orientation needs an end point and a follow-up by the management of the company. “Management can define an orientation end point by setting a date to meet with a new employee to answer questions. This meeting usually is scheduled a few days to a week after orientations and training begin. During this meeting, the manager can appraise the employee’s progress to date and establish goals and objectives for the employee to meet before the first formal performance appraisal.” (Managing Hospitality Human Resources, p. 175) Another thing Borich needs to consider is socialization of the employee into the work environment. It is stressful to enter a new position and not know anyone so having some sort of exercise to familiarize people with each other is helpful in easing some of this anxiety. “New employees also must be introduced to the values, norms, and behaviors consistent with success in the organization.” (Managing Hospitality Human Resources, p. 177) No one but Borich is going to have the passion and drive to make sure his new employees are ready to work and be part of the team. “Thus, managers must first identify what they are trying to socialize employees to do. To do this, managers need to understand the critical cultural values of their organizations before beginning a socialization program.” (Managing Hospitality Human Resources, p. 179)