Effective personnel management is based on techniques and methods used to control individuals within a group rather than the group as a whole.

Although the use of certain principles of group behavior are important, nothing can or will take the place of an employee-management relation based on a sincere and an honest effort to respond to the fundamental needs of the individual employees. In fact without this approach to personnel management there can be no permanently satisfactory group response or motivation.

Each employee is significantly different from his fellow worker. For example, each employee has considerable differences in one or more factors such as: dependability, loyalty, industry, perseverance, honesty, physical capacity, mechanical ability, social awareness, interests, temperament, and desires. The list of possible differences can continue indefinitely.

Is this awareness of employee differences important to owners or managers of a restaurant? Many of the leading operators say that success in the restaurant field may very well depend on the degree with which each manager understands and uses his knowledge of these basic differences in his daily task of managing personnel.

Is there any justification for this belief? There is, if consideration is given to the concept of increased sales and profits as a measure of success. There are only two known methods that can be used to increase or create profits: either increase sales or reduce costs. Good or poor personnel management cannot help but significantly influence both sales and costs.

The rules that can guarantee success in human relations are simple and commonplace. They have been noted centuries past, rediscovered in the present, and perhaps will be lost and recovered in the future. Briefly the rules are as follows:

1. Search out methods and principles to use in creating a desire on the part of employees to work with you instead of for you or worse, against you.

Some of these principles are:

(a) Create an atmosphere in which the individual employee obtains a large measure of satisfaction in his environment.

(b) Take a personal interest in each employee - treat him as an individual.

(c) Make him feel important. When he is doing well, give him recognition. Praise him publicly, censor him privately. Pass along guest compliments.

(d) Demonstrate confidence in him - asking for suggestions and advice - this builds self confidence.

(e) Give him security - be fair, don’t take sides or play favorites. Train him to do a job right. Plan and organize work in advance so he knows what is expected of him - what to do, when to do, how to do. Develop standards of work and take prompt action at the time standards are not met - not a day or week later.

(f) Build teamwork. Show him by your actions that you consider each position vital to the success of the restaurant. Demonstrate the principle of “pitching in.” Give concrete examples of how this principle lessens the total work load on all employees, assures better service, increases wages and tips, creates a pleasant working atmosphere. Set aside
regular time for employee meetings on a friendly personal basis.

(g) Expect him to fail occasionally. If you expect too much, set too high performance standards without relating the standards to the individual, or do not train the employees properly they cannot help but fail.

(h) Control employees through their individual needs and desires. Show them how they can obtain self fulfillment in their work.

2. Determine your objective in initiating an action before, not after you act.

3. Concentrate your attention on the best procedure to use in attaining your objective.

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