Career Progression Systems in the Internal Labor Market of the Foodservice Industry and the Role of the National Restaurant Association. Final Report.

Autor/inn/en	Smith, Leonard; Pezzullo, Caroline
Institution	Humanic Designs Corp., Manhasset, NY.
Titel	Career Progression Systems in the Internal Labor Market of the Foodservice Industry and the Role of the National Restaurant Association. Final Report.
Quelle	(1973), (90 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Career Ladders; Cost Effectiveness; Employer Attitudes; Food Service; Job Training; Labor Market; Labor Utilization; On the Job Training; Personnel Policy; Promotion (Occupational); Systems Development; Tenure; Unskilled Workers; Work Life Expectancy + Suchen Sie Ihr Suchwort? Kosten-Nutzen-Analyse; Kosten-Nutzen-Denken; Arbeitgeberinteresse; Berufsqualifizierender Bildungsgang; Labour market; Arbeitsmarkt; Training-on-the-Job; Personalpolitik; Aufstiegsberuf; Berufsförderung; System development; Systementwicklung; Amtszeit; Beschäftigungsdauer; Unskilled worker; Hilfsarbeiter
Abstract	The lack of visible career paths was universally recognized as a major factor leading to the extraordinarily high rate of turnover and absenteeism in the foodservice industry. The report evaluates the potential of a National Trade Association as a vehicle for improvements in this area and focuses on National Restaurant Association (NRA) efforts in upgrading nonmanagement employees. Adoption of more rational systems was perceived to be a long term objective. The report describes the design of career progression systems for three segments of the industry: Institutional Food Service, Commercial Restaurants, and Hotel Foodservice. However, given the historical attitudes of the industry toward its manpower, the short-term return of one-step upgrading and related training is apparently much more acceptable to management. The report concludes that National Trade Associations similar to NRA representing primarily small establishments with no formal manpower planning facilities or experience, should be encouraged to serve their members essentially as educators showing the industry how to improve career opportunities. (Author/MW)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC