Vivienne J. Wildes

Internal service quality: marketing strategies can help to reduce employee turnover for food servers.

Abstract Employers of food service workers face a serious dilemma in retaining employees. This research on restaurant food service workers draws on previous research completed in three disciplines (marketing, organizational behavior, and social psychology) and supports the view that concerted efforts at internal service quality result in internal customer satisfaction, thereby causing people to stay longer in the food service industry and be more likely to recommend their job to others. Implications are drawn that may help to lessen employee turnover in the service industries.

How can organizational leaders really lead and serve at the same time

Purpose – The purpose of this paper is to conceptualize a new paradigm that challenges managers of hospitality services to include the component of corporate social responsibility (CSR) into the business plan. The objective is to answer the question: how can organizational leaders really lead and serve at the same time?Design/methodology/approach – The design follows a research of the literature from a global perspective to show that CSR preserves losses related to the breach of cultural, environmental, economic, physical, and linguistic boundaries associated with globalization.Findings – Evidence shows CSR safeguards are, otherwise, extraordinary assets to create a sophisticated business portfolio with increase in earnings at least in keeping with or surpassing more traditional portfolios. Discussion points include variations in the interpretation of CSR between countries, and the need for legal policy to enforce implementation of CSR practices for companies both at home and abroad in order to protect hu...

Should I stay or should i go? Motivation to work in foodservice.

ABSTRACT This study examines motivators that help to attract and retain workers in the foodservice industry. Study subjects were asked to rank six motivators related to the workplace. Findings show that money was by far the main motivation to continue work in foodservice, followed a fun working environment, health benefits, and flexible hours. Age factors were significant in this study, and motivational attributes changed based on age category. Four theories that underpin the tenets supposed in this research are briefly discussed. These are equity theory, expectancy theory, attribution theory, and relationship theory. The findings also support contingency management theory and are discussed in the conclusion. Practical considerations for managing attraction and retention of foodservice workers are discussed.

Understanding mature customers in the restaurant business: inferences from a nationwide survey.

Summary The study reported here examined die differences between intangible service experiences of mature and younger customers in quick-service, casual, and fine-dining restaurants. The authors used ten unpleasant service experiences to identify the significant experiences that can impede satisfaction in three types of restaurants. No unpleasant service experiences were significant for either mature or young customers. However, in the casual dining restaurants, the (1) lack of product knowledge and (2) inattentive servers created significantly unpleasant service experiences for mature customers. In the quick service restaurant, the (1) lack of product knowledge, (2) inattentive servers, (3) rudeness, and (4) lack of cleanliness produced significantly unpleasant service experiences which in turn impeded the satisfaction for the mature customer. The reasons for these findings are discussed, and the authors suggest that the restaurant industry pay more attention to the mature population in order to increase both customer satisfaction levels and profits. A literature review precedes a discussion of the characteristics and service requirements of mature restaurant customers.

Customers vote with their forks: Consumer complaining behavior in the restaurant industry

Abstract This study examines Consumer Complaint Behavior (CCB) in the restaurant industry. The purpose for this study is twofold: (1) To examine how gender, age, family status, and household income relate to ten common customer complaints: rudeness, lack of product knowledge, slow service, uncleanliness, inattention, forgetfulness, incorrect billing, rushed service, and overly-friendly service; and, (2) to examine the manner in which customers express their complaints. Three types of complaining behavior were considered: verbal, written, and not returning to the restaurant. Analysis of the data resulted in a demographic profile of consumer complaining behavior. Some key findings include: Documented complaints are underrepresented, yet these detailed criticism are far more prevalent than those customers who chose not to express their dissatisfaction with service. Children heighten the expectancy of efficient and quick service. Those who complain are members of upscale socioeconomic groups. Implications for management are discussed, including a recommendation to encourage customer complaints and to immediately react to them.

Influences of Campus Recruiting on Applicant Attraction to Hospitality Companies

ABSTRACT Many hospitality companies use college recruiting to attract managers to work for them. This study expands on previous research to further investigate initial reaction to recruiter behavior, during campus interviews, as it relates to the pursuit of the job in regard to expectancy (of a job offer) and attractiveness of the job. The study findings confirmed that applicant perceptions of recruiter behaviors influence applicant attraction, particularly in regards to a perceived interest in candidate and professionalism. Given the highly competitive atmosphere for recruitment of qualified hospitality managers, this study could prove useful regarding attraction of potential hospitality managers.

Unique training: the mood indicator is an employee’s tool

Unique training methods help to attract and retain career minded hospitality service professionals at The Inn at Little Washington, one of America’s top rated inns and restaurants. Professional development is discussed as it relates to teaching servers how to “read the customer” and to create teamwork. The mood indicator is explained as an example of providing employees with a tool to make the dining experience exceptional.