The Employment Relationship between the Coffee Shop and Employees - Essay Example

Staffing Organizations Introduction The operations of the gourmet coffee shop will run from six in the morning to ten in the evening on weekdays and open from seven at sunrise to three in the evening on weekends. The workforce, as comprises of three store managers and ten coffee servers, constitute the staff of the business venture. Thus, to facilitate successful launching and operations of the business, it is essential to establish various structures for the staffing. The employment relationship between the coffee shop and employees from a legal perspective As a small business venture, the owner holds the essential responsibilities of educating, advising and supporting the employees to establish an effective environment for integration of employees. Thus, terms of employment will entail permanent employment contracts, in which the employees will have secure provisions for their job positions. The permanent employment-terms fosters employee loyalty and keeps the workers settled as they focus on work; hence, it will allow full concentration of workers at work; hence, effective service delivery (Aswathappa, 2005). Additionally, the business will also institute measures of eliminating conflicts among employees and misunderstandings that may arise at the workplace. However, there will be strict corrective action, including facilitation for verbal warnings, as well as, written documentation as warning for misconduct, to facilitate corrective action that follows legal confines of permanent employment guidelines. There will also be employee performance evaluation and awarding of incentives and feedback to motivate the employees accordingly. The support structure for employees will help develop employee relations with the business, creating loyalty and motivation to work effectively. Ways to avoid claims of disparate treatment Treating employees less favorably or discriminately based on age, religion, race, sex and disability among others are forms of discrimination under various provisions of law. Therefore, in creating a successful working environment in the business to avoid claims of disparate treatment, the first procedure is to review the state laws concerning termination processes as applicable to the permanent employment terms. This will help in ensuring the business follows due process in terminating the employees who fail to meet the working requirements and expectations without claims of disparate treatment arising. The management will file the issued documentation of warning before termination. Additionally, in factor of employment benefits claims, the business will follow due procedures as stipulated in the state laws and bylaws in the location of the business. Thus, evaluating the employment policies on pay, promotion, hiring, and termination is the essential procedure to avoid claims of disparate treatment arising (Aswathappa, 2005). Additionally, the management will strive to avoid contentious issues such as family, faith and race subjects that may raise concerns of disparate treatment. These establishments will facilitate measures of addressing the concerns over the issue of disparate treatment from the employees. The external influences that could hinder staffing and addressing them In institutional assessment, external influence contends various factor as profound in influencing the employee behavior, hence the successful staffing process for the institution. The most significant factor is the social forces from outside. These social factors include such as family relations and social developments such as discriminative topics among others (Ployhart, Schmitt & Schneider, 2006). Another external factor is the political forces that affect the successful relations of the workers due to varied political opinions. Additionally, economic forces such as fluctuating costs of living affect the employees’ motivation to work and their consequent behavior remarkably. Thus, in view of these establishments of the three essential external factors that could hinder the staffing process, the business will engage strategic approaches accordingly to address them. In addressing these factors, the business will strive to establish an accommodating environment in the workplace to facilitate successful interaction of the employees irrespective of their social and political affiliations. Further, the management will engage employees in team building structures to ensure unity and cooperation (Ployhart, Schmitt & Schneider, 2006). Further, there will be employee support programs to facilitate for care of employees from social forces, such as the provision of medical bonuses to address employee needs for health among other incentives. Lastly, the business will strive to provide employees with proper remuneration and equip them accordingly to face the economic hurdles as they rise. Thus, through these engagements, the business will address the concerns of external influences to successful staffing of the coffee shop. Plan to deal with employee shortages and surpluses In a perfect world setting, the only existent problem about labor to address as a resource manager or small business owner is that of labor shortage. The shortage may occur from aspects such as rapid expansion of business leading to need for qualified staff. Additionally, where the staff population is less than the demand, it causes employee shortage. However, as reality sets, the business also may face challenges of having many workers than needed, hence the factor of facedown of staff (Gatewood, Feild & Barrick, 2011). Whereas the business may weather the short-term labor shortages and surpluses, it must establish a strategy to eliminate the factors associated with shortages and surpluses of employees. Thus, to address issue of employee shortage, the business will use the aspect of outsourcing for labor. The business will outsource labor from the neighboring community as well as international staff market for positions that need skilled labor. Appraisal and hiring of part-time employee is another strategy to employ in addressing employee shortage. In the case of surplus, the business will implement procedural hiring freeze, to manage the present employees. Further, it will engage employee retirement-benefit plan, to retire those employees the business may not necessarily need (Gatewood, Feild & Barrick, 2011). Additionally, workforce attrition balances will facilitate management of labor surpluses without resorting to employee layoffs. Thus, through these procedures, the business will manage the issue of shortage and surplus of employees. A strategy for workforce diversity Promoting workplace diversity creates the platform for the success of a small business as features this venture (Gatewood, Feild & Barrick, 2011). Therefore, in addressing the issue of staffing, the business strategy will engage accordingly to identify and implement a structure that reflects the diversity in the community the business will serve. Firstly, the business will engage in a process of identifying the customer base, as well as, its workforce needs to reflect the composition of the community it will be serving. Thus, the process of staffing will feature the demographic representation of the community it will serve. The hiring process will feature procedures that facilitate the diversity in the composition of employees, hiring people from diverse confines such as race, skills, religion, and ethnicity, ensuring diversity in the workforce composition. Additionally, in addressing these factors of diversity, the business will engage the employees in the process of recognizing the differences among themselves, and instituting accommodating attitude towards these differences. The staff, after accepting their diversity and celebrating it accordingly, it will encourage fairness in engaging and interacting with each other; hence, ensuring successful implementation of diversity in the workplace (Aswathappa, 2005). Further, the management will facilitate and encourage interaction among the employees to identify and address diversity-related issues as may affect the employees, without resulting in confrontations or ill treatment among the others. In conducting the employee assessments, the business will focus on the relations among the workers, to establish their accommodation for each other’s differences. These steps will help evaluate the success of the diversity management strategy as employed by the business; hence, facilitating successful configuration of the diversity management plan of the business. Job requirements job analysis for the store managers and coffee servers Job disposition for the business ill entail three essential areas. The business will have managers, three in number, and the servers. These three categories of professional qualification will constitute the entire working constituent of the business. The three managers will include, the store managers, each managing their own department. The first manager will work with the supplies department, in which he will oversee the acquiring of materials and equipment, as well as, foods for the business. The second manager will manage the kitchen department, in which he will oversee the working of the production of coffee among other products whereas the last manager will address the employee needs as well as, the entire relations of the various departments. Thus, the managers ought to possess diploma certificates in management of business, or in supplies and resource management. Further, they need to have at least six months working experience in the position of management. The servers in the business need to have no professional qualification. They need skills of fluent communication ability in English language. Additionally, they should have personal drive to work in a position as given. Thus, the job positions in the business will entail these guidelines. Conclusion These elements of the business entail the structure and strategies laid for the successful staffing of the coffee shop business, as will operate in serving the customers. The managers and servers will work collaboratively to assist the accomplishment of the aspiration of the business. References Aswathappa, K. (2005). Human resource and personnel management: Text and cases. New Delhi: Tata McGraw-Hill. Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human resource selection. Mason, OH: South-Western, Cengage Learning. Ployhart, R. E., Schmitt, N., & Schneider, B. (2006). Staffing organizations: Contemporary practice and theory. Mahwah, NJ: Lawrence Erlbaum Associates, Publ. Read More