“Impact of employee’s profile in restaurant operations”

SUBMITTED TO: SUBMITTED BY:

GD GOENKA UNIVERSITY, GURGAON SOHNA ROAD

BBALLB SEMESTER 10TH (14150538)
 CERTIFICATE
On the basis of Inter Disciplinary Project submitted by from school of law we hereby certify
that the project titled " IMPACT OF EMPLOYEE’S PROFILE IN RESTAURANT
OPERATIONS: A CASE STUDY OF GURGAON" which is submitted to School of
Hospitality, GD Goenka University, Gurgaon, Haryana, in partial fulfillment of requirement
for the award of the degree of Bachelor of Hotel Management and Catering Technology, is
an original contribution with existing knowledge and faithful record of work carried out by
them under my guidance and supervision.
To the best of my knowledge this work has not been submitted in part or full for any Degree
or Diploma to this University or elsewhere.

Gurgaon
Date

Research Associate
School of Hospitality
GD Goenka University, Gurgaon, Haryana
 ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to my Impact of employee’s profile

in restaurant operations. who gave me the golden opportunity to work on a project on the
topic: “Impact of employee’s profile in restaurant operations”, during which I did a lot of
Research and I was enlightened about many new concepts of the field. I am thankful to our
teacher.
Secondly, I would also like to thank authors of various articles and blogs which helped me a
lot in finalizing this project within the limited time frame.
 ABSTRACT

Food and beverage services sector contributes a great deal to the profits in hospitality

industry. With the increase in importance of business meetings, a range of personal and social

events, a large number of customers visit catering establishments frequently. The food and

beverage professionals tirelessly work to intensify customers’ experience through their

service.

Restaurant is a business which prepares and serves food and drinks to customers in exchange

for money. Meals are generally served and eaten on the premises, but many restaurants also

offer take-out and food delivery services, and some offer only take-out and delivery.

Restaurants vary greatly in appearance and offerings, including a wide variety

of cuisines and service models ranging from inexpensive fast food restaurants

and cafeterias to mid-priced family restaurants, to high-priced luxury establishments.

There are a lot of things that affect operations in a restaurant. Employee’s profile is one of the

major things affecting restaurant operations. Employee’s profile suggests his/her

demographics i.e. gender, age, religion, marital status, caste and background. Our research is

based on how a manager’s demographic profile impacts his team, employees and customer

reactions. The research is specifically based on casual dining restaurants in Gurgaon.

 TABLE OF CONTENTS

Certificate
Acknowledgements
Abstract

CHAPTER 1: Introduction
Hospitality
Food and beverage sector
Restaurants
Types of restaurants

CHAPTER 2: Literature Review

Issues of Concern for Restaurant Owners and Managers
Multi‐unit management key success factors in the casual dining restaurant
industry: A case study

Organizational Commitment of Management Employees in Restaurant

Operations
Productivity, quality and relationship marketing in service operations

Management Science Improves Fast-Food Operations

CHAPTER 3: Methodology
Analysis
Assumptions
Scope and limiations
CHAPTER 4: RESULTS AND DISCUSSION
Data Analysis
Restaurants visited by us in Gurgaon
CHAPTER 5: CONCLUSION
Conclusion
 Questionnaire

CHAPTER 1:
INTRODUCTION
The restaurant industry has been one of the most resilient industries during the united states
economic recovery. Growth in this industry has expanded past pre- recession levels. One in
every 12 sector jobs in the united states is estimated to be a job in the restaurant industry.
Althrough these jobs constitute an enormous component of the u.s. labor market and
economy, many remain low –wage with few benefits or pathways for advancement toward
livable wages.

In this brief, we provide an overview of work in the restaurant industry and profile Restaurant
Opportunities Centers United (ROC-United), an organization striving to empower low-wage
restaurant workers, employers and consumers to improve job quality in the industry. Our goal
is to offer information to those involved in workforce development about the challenges of
work in the restaurant industry and highlight the strategies ROC-United uses to promote job
quality improvements.

What is the meaning of HOSPITALITY? There is no one single and simple definition to
explain the term of hospitality in this stage. Many people have tried to describe the hospitality
industry in different ways. Some tried to summarize the scope of the industry and its
characteristics of involving both tangible and intangible features in the service delivery
process. Others attempted to describe the industry by exploring the stakeholders involved,
mutual benefits generated and the industry’s impacts to the society and economy. Broadly
speaking, Hospitality is the act of kindness in welcoming and looking after the basic needs of
customers or strangers, mainly in relation to food, drink and accommodation. A
contemporary explanation of Hospitality refers to the relationship process between a
customer and a host. When we talk about the “Hospitality Industry”, we are referring to the
companies or organisations which provide food and/or drink and/or accommodation to people
who are “away from home”. However, this definition of the “Hospitality Industry” only
satisfies most situations.

Product-Service Mix Think about your experience of being a customer in a restaurant or a

customer in a hotel. What else, apart from the food in restaurants and the facilities in hotel
rooms, do you think can make your hospitality experience more enjoyable and satisfied? In
the hospitality industry, customers rarely consume pure products but a mixture of products
and services. For example, one who dines in a restaurant will not only pay for the food and
drinks but the services provided by the servers. The bill has covered both tangible and
intangible experience. Tangible features- for example, a steak as the main course, a glass of
house wine, well-groomed service staff and decoration of the restaurant. Intangible features-
for example, a comfortable dining atmosphere or the friendly attitude of staff. A successful
hospitality business does not only count on its products and services, but also how they are
delivered. The qualities of staff and the way they deliver the service are often more important
than the tangible products in making a hospitality experience satisfactory or unsatisfactory.
Hence, the two features can contribute to the total experience in the service delivery process.
As products and other tangible features can be easily imitated by competitors, hospitality
operations which aimed for high-ended customers and ‘superior’ quality gradually spend
more and more resources in enhancing the service standard as a strategy of differentiation. 2.
Two-way Communication In order to achieve service excellences in the hospitality industry,
two-way communication is one critical factor which requires the involvement and
participation of both customers and service staff in the service delivery process. Through
interactions with customers, important messages about their needs and expectations can be
received by service staff for their immediate actions to create customer satisfaction.
Interactions between internal staff or inter-departments is also critical since total experiences
of customers in using any Introduction to Hospitality 17 lodging or food and beverage
services usually involve team work and exchange of information within the organization. 3.
Relationship Building The hospitality industry highly depends on repeated customers for
survival. Building long term relationship with customers can benefit the organizations for
generating stable revenues regardless of the instability of seasons and at the same time,
developing brand reputations through positive word-of-mouth of the repeated customers.

Types of F&B Services Operations:

There are two broad types of F&B Services operations −

Commercial − In this case, F&B Services is the primary business. The most known
commercial catering establishments are — hotels, all kinds of restaurants, lounges, cafeterias,
pubs, clubs, and bars.
Non-Commercial − Non-commercial operations are secondary businesses in alliance with
the main business. These F&B services mainly cater to their consumers with limited choice of
food and beverages. These establishments often run under contracts. For example, food and
beverage services provided at hospitals, hostels, and prisons.
Restaurants

An eatery, or a restaurant, is a business which gets ready and serves nourishment and
beverages to clients in return for cash. Dinners are for the most part served and eaten on the
premises, yet numerous eateries likewise offer take-out and nourishment conveyance
administrations, and some offer just take-out and conveyance. Eateries shift incredibly in
appearance and contributions, including a wide assortment of cooking styles and
administration models going from modest drive-through eateries and cafeterias to mid-valued
family eateries, to extravagant extravagance foundations.

Types of restaurants

Different kinds of eatery fall into a few industry groupings dependent on menu style,
planning techniques and evaluating. Moreover, how the nourishment is served to the client
decides the grouping. Truly, eatery alluded just to places that gave tables where one sat down
to eat the supper regularly served by a server.
 CHAPTER 2:
LITERATURE REVIEW

Issues of Concern for Restaurant Owners and Managers

Human resources continues to be the most troubling issue for Indian restaurant owners
and operators. 448 restaurateurs in the NCR region stated their top concerns as
finding and keeping competent employees, closely followed by a constellation of
concerns relating to government regulation, taxation, and legal liability. Other issues
are ensuring safe food handling, finding effective marketing strategies, and staying
ahead of competitors in a tight economic environment. Cathy A. Enz, Cornell
University School of Hotel, November 1, 2014

Multi‐unit management key success factors in the casual dining

restaurant industry: A case study :-
There are eight factors emerging as key success factors: single unit operations,
standard operating procedures, multi‐unit strategic planning, interpersonal and
social responsibilities, travel and visiting units, human relations, effective
leadership and unit level finances.
Robin B. DiPietro (University of Central Florida, Orlando, Florida, USA)
Kevin S. Murphy(University of Central Florida, Orlando, Florida, USA)
Manuel Rivera (University of Central Florida, Orlando, Florida, USA)
Christopher C. Muller (University of Central Florida, Orlando, Florida, USA),

Organizational Commitment of Management Employees in Restaurant

Operations
 Affective and continuance commitment components, identified in restaurant managers
and assistant managers from 186 pizza restaurants across NCR region have suggested that
the concept of organizational commitment is comprised of two components: affective and
continuance commitment. Affectively committed employees like their job and want to be
there; continuance committed employees stay with their jobs out of fear of the loss of
benefits or the difficulties associated with making a change.
Organizational commitment of these managers was comprised of both affective and
continuance commitment. Examination of several job and demographic variables revealed
that length of time working for the company, service orientation, job security, job
satisfaction, job involvement, intention to quit, unscheduled absences, and work schedule
are related to the degree of affective and/or continuance commitment. Iain P. Murray,
Mary B. Gregoire, Ronald G. Downey (Kansas State University), May 1, 2013.

Productivity, quality and relationship marketing in service

operations :-
In service operations the customer plays an active role in influencing productivity and
quality. Furthermore, contemporary companies are networks, not delimited hierarchies,
and the productivity and quality issues affect all members of a network, not just the
provider and the customer. In order to assess the financial outcome, the concept of
return on relationships is introduced based on the notions of intellectual capital and the
balanced scorecard. Evert Gummesson (Professor of Service Management and
Marketing, School of Business, Stockholm University, Sweden, 2008 Published
by MCB UP Ltd

Management Science Improves Fast-Food Operations :-

The owners and operators of several fast-food restaurants can replace the time-
consuming, nonproductive task of manually scheduling employees with a cost-effective,
microcomputer-based employee scheduling system. The system standardizes the
scheduling process across the restaurants and results in higher quality schedules from both
the management and employee viewpoints. Robert R. Love, James M. Hoey, April 1,
2012
 CHAPTER 3: METHODOLOGY
Analysis plan

This examination incorporates the inquiries in a poll given to 50 respondents. The discoveries
will be exhibited by the pie graphs. Microsoft exceed expectations was utilized for creation of
these graphs.

Assumptions

This examination has made different presumptions on that the example taken are the delegate
of the entire populace. Another presumption is that the review has legitimacy and is
estimating the ideal develops. One of the other presumption is that the respondents will
address the inquiries honestly.

Scope and limitations

Scope of the Hospitality Industry “Guests” means those who are away from their homes and
it therefore, has generated a perception that the hospitality industry should include or overlap
with the tourism industry to a certain extent. Without a clear definition about the scope of the
hospitality industry, some suggested that it should not only cover all lodging and food service
operations but other tourism related operations, such as airlines and theme parks. Besides,
there were also some who considered putting hospitality and tourism into one industry. One
example of categorization

Every examination has its own special game plan of imprisonments and its own
augmentation. Obstacle infers the

drawbacks, that the examination can be standing up to or it can look later on. A segment of
the

obstructions of this are:-

 This consider is exceedingly established on conditions of the real world, thusly, the
examination can't be real in the coming 5 years.

 The survey can be filled subjectively by the respondent and the would exhibit have the
capacity to wrong information.

 The respondents' perspective and their sentiments accept an imperative employment in

the filling of the examination, so their mentality will impact the results.

 The test measure is nearly nothing, so we can't choose the exact result.

 This contemplate was driven in a less time.

 The degree of this examination hopes to give a predominant awareness of economics

affecting workplace condition in diners, among there agents.
 CHAPTER 4: RESULTS AND DISCUSSIONS
Data analysis
The model is taken with the procedure for Random and express Sampling system, in which
respondents are picked subjectively from the people. The zone of picking the precedent was
Gurgaon.

The respondents were drawn nearer to fill the survey, first they were gotten some data about
their increasingly young age accepting power over extra as administrators. By then they were
gotten some data about their points of view on sexual introduction, religion, age, standing and
marital status affecting state of the restaurant. Another request was about how up close and
personal commitments of delegates can impact their mood towards work. By then there was
one request with respect to marital status affecting the work yield. There is furthermore a
request on examination between organization of folks and females.Every question is clarified
as pie diagrams and the surveys given by the respondents.

4.2 Restaurants visited by us in Gurgaon

 Coriander leaf restaurant

 Burma Burma restaurant and tea room
 Citrus café
 Restorante
 Chillis
 Made in Punjab
 Dine-Esty
 The Ivy restaurant
 Gung the palace
 Impromptu
 Cervesia
 Whiskey Samba
 Pirates of grill
 The barbeque company
 The forestta
 Barbeque nation
 Farzi Café
 Philtre- the bistro
 Yum Yum Cha
 Tossin Pizza
 Soda bottle opener wala
 United coffee house
 Nando’s
 Mamagoto
 Papparoti
 Café Delhi heights
 The pasta bowl company
 Jungle Jumboree
 Dana Choga
 Jhonny rockets
 The Ivy
 Zambar
 Big wong
 Olive roots Z
 Nooba
 Indigo Delicatessen
 The people and Co.
 Oriental fusion
 Onesta
 21 Gun Salute
  Later Recipe
 Dighent
 Pind Baluchi
 The Monk
 Dhaba estd. 1986
 Nagai Restaurant
 Capital Restaurant
 Indian Grill Room
 Khan Chacha

Chart Title
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Fig
ure 4.1 As shown in the pie chart, restaurant employees have suggested that the younger
generation is taking a lead on restaurant demographics and how they should affect the
workplace.
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Figure 4.2 As suggested by the above pie chart, it is equally difficult for both male and
female managers, to get the best out of there staff. Hence, gender does not play a very big
part in the kind of leadership accepted by the staff.

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Figure 4.3 As suggested in the shown results, the majority thinks that demographics do not
affect the motivation process, but a large percentage also thinks that demographics play a
major role in the motivation process, hence it depends on the personal experiences of the
people.
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Figure 4.4 As shown in the above pie chart, people who definitely think there is a wage
difference, and who think maybe there is a wage difference are almost equal to people who
think there is no wage difference at all. Hence we can say that gender bias in terms of earning
of wages, is going down compared to earlier times, but still is not completely eradicated.

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Figure 4.5 As suggested in the above pie chart, the majority of respondents feel that growth
opportunities are better for a male than a female.
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Figure 4.6 As suggested by the above results, it clearly shows that guests visiting a restaurant
have a different reaction and attitude towards males and different towards females. Hence,
showing the existence of gender bias.

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Figure 4.7
Figure 4.8 As shown in the above results, the newer generation is believing more and more in
the female leadership, and the rate of gender bias is going down on a fast pace.

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Figure 4.9 As suggested by the above pie chart, a supportive management does not play a big
role in gender/caste discrimination, as the management can be supportive but cannot always
be there to take measures if any such bias is taking place.
Figure 4.10 As can be seen in the above mentioned results, people are becoming more and
more accepting towards all castes and backgrounds, and leadership is dependent completely
on skills of the manager rather than his demographics.

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Figure 4.11 As seen in the above pie chart, being a male or a female does not affect attitude
of people towards work. They are equally motivated towards their work. Hence, gender does
not play a big part in determining attitude of people towards work.

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Figure 4.12 As suggested by the above mentioned results, age of employees does affect their
efficiency. The older they get, the lesser there efficiency becomes, mostly due to less energy
and health problems.

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Figure 4.13 As can be seen in the above pie chart, most people think that there is no
difference between the workings of a married and unmarried employee. Though a lot of them
also think that there is a difference in there workings as there is increase in responsibilities.
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Figure 4.14 As shown above, the majority thinks that religious beliefs do not affect the
working preference of people, but a fairly huge amount of population also believes that
religious beliefs play an important role, as people of a certain religion won’t feel comfortable
working in an environment where people do not understand or accept their religion.

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Figure 4.15 As mentioned above personal responsibility, affects the attitude of people
towards work, as more personal responsibilities means giving less importance to work or
being irregular and mostly preoccupied with other things.
 CHAPTER 5: CONCLUSION

The present examination was led to decide wether or not statistic profile assumes a job in the
activities of an eatery. The outcomes are to some degree blended. Scarcely any
socioeconomics like sex and religion, do make an inclination in the work environment.
Likewise clients respond contrastingly to male and female representatives.

Then again socioeconomics like conjugal status and standing, have quit assuming a
noteworthy job in eatery work environments, which demonstrates individuals advancing from
that point prior mentalities and attempting to fabricate better working environment
connections. Additionally, things like individual obligations assume a noteworthy job in
changing dispositions towards work. The more the individual duties, the less is the working
environment steadfastness.

QUESTIONNAIRE

Staff / Customer Satisfaction Questionnaire

This survey is part of the process. We need your help in completing this
questionnaire.

Food in Staff Canteen

1. How many times do you usually eat in the staff restaurant?

More than three times a week
Up to three times a week
Once a week
Never (Please specify why not) …..

2.When you eat in the staff restaurant, what type of food

do you normally choose? (Tick each one as appropriate.)
Soup
Hot Main Course
Vegetarian Dish
Omelette
Sandwich
Baked Potato
Vegetables
Salad
Fatty and Fried foods eg. Chips, sausage rolls, potato skins / wedges
Home Baking
Other ….

3. Thinking about value for money, how would you best

describe the food in general?
Good Value for
Money Reasonable
Bad
Please give reasons….

4. How would you best describe the variety of food on offer?

Excellent
Good
Fair
Poor
Please give reasons………

5. What improvements, if any, would you like to see in the

variety of foods on offer?
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