The Importance Of HRM Fairness In The Restaurant Industry

ABSTRACT
In the past years the competition in the restaurant trade has escalated. Customers have more choice and the restaurants have to work harder to attract more customers. One way to attract new customers is to market differently. Delivering excellent service is a winning strategy. Quality service sustains customers’ confidence and is essential for a competitive advantage. Yet many companies are struggling to improve service, wasting money on ill-conceived service programs and undermining credibility with management rhetoric not backed up with action. Excellent service is a profit strategy because it results in more new customers, more business with existing customers, fewer lost customers, more insulation from price competition, and fewer
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(1999) there is likewise considerable research demonstrating a connection between employees insight of HRM fairness and employees acceptance of HRM activities. Therefore, an employee is liable to acknowledge HR managers' performance appraisal if the procedure is seen to be done in a fair way. In like manner the fair training of staff may enhance the service through a level of standardization and in addition encouraging a commitment to the organization.
Wright et al. (2001) likewise sets that to utilize workers as an upper hand they must be skilled and motivated. We along these lines contend that in the service sector the waiting staff is the primary concern when coming to the client and their desire of the service. In light of these contentions, there is more concentration on the workers in the quest for a strategic Service Marketing tool.
As mentioned earlier, in the context of a restaurant the waiting staff is included in the offered package. HRM and Internal Marketing is thereby an important means for a restaurant’s success. It is contended that by training the waiting staff, a purpose of HRM, the quality of the services can be improved leading to improved customer satisfaction. Further, that through training of staff, a service sector business can better influence its’ position in the marketplace, thus the importance of Service Marketing is realized. Therefore this research will focus on the frontline employee i.e. waiting staff, and emphasize
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According to the Service Marketing theory, this would eventually prompt successful business. Since training contains the exercises used to build up the capabilities of employees (Scullion and Linehan, 2005 p. 72) it speaks to a critical part in the HR function (Bratton and Gold, 2007 p. 328). The first stage as indicated by Bratton and Gold (2007 p. 328) is to identify the areas where training is required. As indicated by Scullion and Linehan (2005 p. 72) training should concentrate on individual inadequacies and could be a device to close the gap between customers’ expectations and customers’ perception of a service, i.e. The Customer Gap. We contend that despite the fact that individual insufficiencies should be considered in the learning process, there could and ought to be a few generalisations or standardisations in the training scheme. Such generalisation should incorporate standard strategies for acceptable behavior and respond in any circumstance happening in the ordinary tasks of frontline employees, for example, the steps already

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