Essay, Pages 7 (1618 words)
According to (Walker, 2011), in most kitchen establishments, the labour cost is the largest labour variable. Projecting payroll cost will require a staff schedule and established wage rates. Labour expense means taking on great importance such as controlling costs adequately, creating desirable work conditions and good and good wages that attract the best employees (Dopson, Hayes and Miller, 2008)
Payroll is the salaries and wages that employees will be paid (Dopson, Hayes and Miller, 2008).
Labour expense includes not only salaries and wages but also; labour related costs such as, Taxes, workers compensation, Bonuses, Personal days, Employee meals, Employee transportation (Dopson, Hayes and Miller, 2008).
A head chef ought to develop a job description that will describe the work that must be done in that position as well as their duties (Hayes, Ninemeier and Miller, 2012). The job description is a tool that identifies tasks that are part of the job. The job specification identifies the specifications of the skills and qualifications needed for training.
When recruiting it is important to find qualified staff who are not only motivated but also interested in the job at hand.
IMI is therefore classified as a non-commercial hospitality industry meaning they do not exist to make a profit from the sale of food and beverage (Hayes, Ninemeier and Miller, 2012). The head chef controls the entire kitchen management as well as controlling costs and creating cyclical menus.
He ought to skilled not only in the culinary arts but also managing the kitchen personnel. It is his job to make sure the food makes sense considering IMI is an international university that is basically 60% students from Asian countries he must put into consideration the food style.
(cool career chefs cherry lake publishing 2011 Michigan Jacob Larson pg. 4-23)
He uses his taste and knowledge of food to see what pairs well together for the cyclical menu. Some of the responsibilities of the head chef at IMI are coordinating the work of the staff as well as managing and overseeing. He also ought to handle budget preparation and maintain the well being of the of the establishment. He must make sure the food is within the universities budget. He develops menus based on the season, availability, number of customers and if we are expecting visitors or partner schools, what is popular in demand in the past, which prepared dishes or ingredients are currently left over from recent meals. A Career As a Chef : The Creative Cook Is the Key to a Successful Restaurant 2005 author institute for career research Institute Research Number 230ISBN 1-58511-230-5 Chef de partie
According to (Causton-Theoharis et al., 2007) a chef de partie is under the supervision of the head chef and in this case, they delegate responsibilities to the interns and the demi chef as well as the kitchen porter. When the head chef is not around, they are responsible for; inventory, order supplies, supervising of staff, and ensuring that all students are served at the respected (Causton-Theoharis et al., 2007). Her job is to ensure all the dishes are prepared in the way the head chef paired them. They are responsible for several hands-on tasks as well as the production of certain meals (Causton-Theoharis et al., 2007).
This is a worker that helps around in the kitchen. They assist with stewarding duties, setting up for lunch or dinner and basic food preparation such as chopping of vegetables and fruits (Edmund, 2017). He may also be known as prep chef since he also helps in straining soups, cutting pieces of fish. Basically, mis en place which means, putting everything in place, is his duty when the kitchen is short staffed (Edmund, 2017).
According to (Davis et al., 2018), staff scheduling is the process of creating a rota for staff, matching their work demands of IMI with their availability. It clearly states which staff member should be on duty for a shift, from what times is starts to the time it ends.
The number of days in the month is taken to be 31 days therefore, to find the number of days worked in that month we divide 31 by 7 days in a week and multiply by 5 days that will be worked. According to the law in Switzerland an employee has the right to two days off.
After finding the number of days worked in a month, we will find the number of hours worked in a week and how much they should earn. We take the salary and divide it by the number of hours worked in the month and find the amount paid per day. To find on an hourly basis we simply divide this answer by the total amount paid in a day and we will get the pay per hour.
Employee orientation is best chance to get an employee on the right track; therefore, we should dedicate adequate time to welcoming them (Frost, 2019). An efficiently planned orientation programme helps new employees get acquainted with the feel of the company as well as the kitchen (Frost, 2019).
The main use of orientation from the human resource point of view is (Patrau, 2019):
cost reduction- this will eventually reduce the amount time and costs admissions will have to use to prepare them.
Reduction of anxiety- an employee put in a new situation will hinder their ability to learn and adapt efficiently. A good orientation will reduce this anxiety and therefore less stress for the employee.
Reduction of fluctuating employees- the employees may feel un important and therefore may not fulfil their duties. With an orientation they may feel valued and helped to adapt to the new job to make their job easier.
According to (Walker, 2011), there are 8 goals for a kitchen orientation programme:
Explaining the history, philosophy, mission, goals and objectives of the company to the employee
Make the employee feel at home
Let the employee know why they were selected
Ensure the employee knows it is a free space and questions are always encouraged.
Explain to them and show them what is expected of them.
Have the employee explain and demonstrate a task you showed them to see if they understand you.
Explain the various social activities and programmes available.
Show them around, a tour of the kitchen and the main campus.
BENEFITS OF ORIENTATION.
As we have seen according to (Hayes, Ninemeier and Miller, 2012) effective orientation assists new employees feel more comfortable in their new position and their employer as well.
The benefits of an orientation programme are; that it provides an over view of the university. A newly employed staff member will want to know about their employer’s history, type of products it has and the services it provides as well as their goals.
It will reveal the new staff members role in the university as well as outline to the other staff members their position.
It will explain general guidelines such as rules and policies, for example how many hours a day they must work and when they get break times and off.
It outlines their role and responsibilities and clears any expectations.
It explains employee benefits such as compensation.
It motivates staff because they feel valued and recognised through the orientation programme therefore building a foundation of the relationship with the university.
A planned orientation programme assists new employees to become acquainted with the IMI kitchen and feel as part of the team. A mission statement is a tool used to explain what the organization is about ad what they intend to accomplish (Hayes, Ninemeier and Miller, 2012).
IMI’s mission is to provide the students from all parts of the world, hospitality and service management with a higher education and nurture them to become successful business people (IMI, 2019). The vision is to be the fore front swiss provider in the hospitality management with an excellent reputation for employability of our graduates (IMI, 2019). The university has five values that are supported by their vision and mission to develop their students. They are quality academics, professional and life long learning, creativity and diversity, personal integrity as well as responsibility and lastly family atmosphere (IMI, 2019).
They commit themselves to graduates because they know they can make a difference through; being their role model in cultural empathy and understanding, honesty as well as integrity.
Always available for individual support to recognise talent and potential.
Using the most of employment opportunities for our graduates and develop a global network for them.
They are also committed to their staff and academic partners by (IMI, 2019);
Supporting professional development
Have an open communication and engagement policy
Commitment to corporate social responsibility
Causton-Theoharis, J., Giangreco, M., Doyle, M. and Vadasy, P. (2007). The ‘Sous-Chefs’ of Literacy Instruction. TEACHING Exceptional Children, 40(1), pp.56-62.
Davis, B., Lockwood, A., Alcott, P. and Panteledis, I. (2018). Food and beverage management. 6th ed. New York: Rouledge, p.280
Dopson, L., Hayes, D. and Miller, J. (2008). Food and beverage cost control. 4th ed. Hoboken, N.J.: John Wiley & Sons, pp.268.
Edmund, L. (2017). Chef job profile | Prospects.ac.uk. [online] Prospects.ac.uk. Available at: [Accessed 24 Jan. 2019].
Frost, M. (2019). Creative new employee orientation programs. In: M. Doris, ed., HR Magazine. [online] New York: sims McGraw Hill, p.120. Available at: source corporate plus [Accessed 24 Jan. 2019].
IMI. (2019). IMI – International management institute. [online] Available at: [Accessed 24 Jan. 2019].
Hayes, D., Ninemeier, J. and Miller, A. (2012). The professional kitchen manager. 1st ed. Boston: Prentice Hall, p.38.
Patrau, D. (2019). orientation and integration of new employees in an organization hotel. [online] Stec.univ-ovidius.ro. Available at: [Accessed 24 Jan. 2019].
Walker, J. (2011). The restaurant. 6th ed. Hoboken, N.J.: Wiley, p.244 (Frost, 2019)