Food-Service-Manual-for-Health-Care-Institutions

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Food Service Manual for Health Care Institutions 206 Figure 8.1. The Employment Process Requisition Recruitment External Application Screening Interviewing Hiring Internal Refer to laws that govern process Preliminary Testing Orientation On-the-job Competency training check Avoid illegal questions Check references Physical examination Offer job Appraisal Continuing education • Prepare the personnel requisition • Recruit qualified applicants • Take applications • Screen applicants • Interview applicants • Check references • Make the final hiring decision • Arrange for a physical examination and drug screen, if applicable • Conduct a new employee orientation program The operation of a food service department is like the operation of any business organization in that its success depends on the skills and commitment of its human resources—the people who do the work. For this reason, it is extremely important that the recruitment and hiring process be conducted with careful adherence to the letter and spirit of the law. When recruiting for food service personnel, the human resource department needs to be knowledgeable concerning the types of personnel required and the hours worked. The food service department
is composed of a variety of professional and nonprofessional employees. Professional employees have extensive academic training, experience, and skills to make independent judgments and work with minimum supervision. This group is made up of directors, dietitians, dietetics technicians, and dietary managers. Some food service jobs may be entry level, that is, suitable for persons just entering the profession who have the education and basic skills required to do the job, but they may need additional supervision in the beginning. Some of the professionals may have advanced education, training, or skills and be specialized, such as a certified diabetes educator. Supervisory personnel have the authority and responsibility for a group of subordinate workers and are accountable for their own work. The supervisor is responsible to ensure that standards are maintained and for the output of the group. The department also employs skilled and unskilled workers. Skilled workers have received special training or have the ability to perform the job functions. A skilled worker is a cook or baker. Unskilled workers usually have no marketable skills and are trained on the job. The department also employs full-time employees. A full-time employee is one who usually works 40 hours a week. Some organizations consider 32 hours per week as full-time. Part-time employees are those who work a set number of hours per week, usually 16 to 20. Some employees job share: Two or more people work together in the same job to equal the hours of a full-time employee. Some dietitians like this type of position, the hours and days being decided by the dietitians and directors. Temporary employees may be used during times of high census, to complete a project, to fill in for illness, or for other leave reasons. Temporary employees may be professional or nonprofessional. Contract employees are hired for a specific task or project such as a dietitian or engineer to install a new tray line system. These people are usually consultants who are paid a set fee. Consultants pay their own benefits and taxes. Food service personnel may be paid by the hour. An hourly employee receives a set fee for the hours worked. This may be minimum wage or a higher scale determined by the competition, the organization’s compensation plan, or both. Other food service employees may be paid a salary and are considered salaried employees; they are paid for the job. A food service department also employs a diverse work group. Workers may have different ethnic backgrounds, racial diversity, age, gender, religion, and other differences. All of these factors must be considered by the human resource department and the food service professionals during the employment process. Hiring employees who lack the skill, experience, and incentive to perform their jobs contributes to an organization’s turnover rate. Turnover is expensive because the process involved in recruiting, hiring, and training new employees draws on many resources, including time, energy, staff, money, and materials. During this process, the department’s productivity can fall and so can employee morale. Therefore, excessive repetition of this cycle should be guarded against. The legislation described at the beginning of this chapter is intended to ensure that employers conduct the employment process fairly. To avoid illegal discrimination against applicants on the basis of sex, age, race, color, religion, or national origin and to refrain from asking illegal questions on application forms and during interviews, managers who take part in this process must remember one critical fact: Their organization can be sued by unsuccessful applicants who claim unfair treatment or discrimination. Preparing a Personnel Requisition A food service department’s operating budget specifies how many full-time-equivalent employees it may employ. A position becomes vacant when an employee resigns or is dismissed or when a new position is added because of increased workload. At this point, the food service director should start the recruitment and hiring process to avoid problems associated with understaffing. Human Resource Management 207
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Food Service Manual for Health Care
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Contents Figures, Tables, and Exhib
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Figures Figures, Tables, and Exhibi
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8.3. Excerpt from a Performance Eva
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19.1. Flow of Products in Food Serv
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6.2. Sample Job Description and Job
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Foreword It is truly an honor for m
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Preface The health care environment
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Acknowledgments The following indiv
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Introduction This edition of Food S
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Chapter 14 explains safety, securit
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Part One Management of the Food Ser
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Chapter 2 Leadership: Managing for
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oriented or people oriented and tha
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in an orderly manner, to manage the
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so as to anticipate and plan for fu
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Planning Through planning, the futu
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Reward or punitive power is the str
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• Building a team mind-set • Co
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of these three factors jeopardizes
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McClelland claims that “in some b
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• Define limits of what situation
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who have seen programs, processes,
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Leebov, W., and Scott, G. Health Ca
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Chapter 4 Quality Management A prim
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Figure 4.2. Deming’s PDCA Cycle A
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Move to CQI in Health Care The term
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care. Often these choices conflict.
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Supplier Partnerships A customer or
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analysis. Key benefits to having a
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Exhibit 4.1. Team Documentation For
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Figure 4.3. CQI Flowchart Quality c
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Exhibit 4.2. Inspection Criteria fo
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Once the departmental strategy is w
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Before hiring a consultant, managem
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selected for the issue in question.
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Figure 4.6. Cause-and-Effect Diagra
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not identical. CMS standards vary i
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the concurrent stay using critical
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Garvin, D. A. Managing Quality: The
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Chapter 6 Organization and Time Man
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Figure 6.1. Functional Organization
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Process departmentalization allows
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Characteristics of High-Performance
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outcome. Team building should conce
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necessary to assure that food servi
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Figure 6.4. Organization of a Small
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Figure 6.9. Organization of a Food
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skilled-nursing unit in the hospita
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service operations other than the c
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Distributing Authority Authority, t
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• What types of service does the
Page 183 and 184: Exhibit 6.1. (continued) Why? Which
Page 185 and 186: Exhibit 6.2. Sample Job Description
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Page 279 and 280: Planning As already shown, a manage
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among professional staff whose memb
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Designing a Nutrition Services Paym
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Nutrition service professionals can
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Figure 9.4. (continued) Food histor
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Figure 9.6. Goal of Nutrition Scree
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Table 9.3. Physical Signs Indicativ
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• A constant and valuable source
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earlier, the patient may need to be
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• Assessment: what the data mean
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• Gives patients greater protecti
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Chapter 10 Management Information S
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Elements of an MIS In addition to t
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automatically to report all vending
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Usually, systems investigation is t
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Function Function refers to the spe
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located in a relatively clean envir
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Figure 10.2. Sample Purchase Order
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Figure 10.3. (continued) Inventory
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Figure 10.5. Beef Barley Soup, Scra
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Patients’ tray cards can be print
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een entered into the menu, each ite
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Bibliography Alexander, J. Selectin
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Excerpt from Annual Food Service De
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Sample Monthly Operating Statement
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Labor Cost Analysis 334 Figure 11.5
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336 Exhibit 11.6. Example of a Mont
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Part Two Operation of the Food Serv
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352 Exhibit 12.2. Selection of Wast
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354 Exhibit 12.4. Selection of Wast
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Figure 13.6. HACCPs for Cook-and-Ch
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Restaurant-Style Health Care Menu f
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Chapter 16 Product Selection Produc
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Figure 16.2. Procurement Subsystem
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The USDA organic seal appears on fo
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Figure 16.5. Grade Stamps and Inspe
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A carcass of good grade is blocky a
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e accomplished by scalping, which p
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Table 16.1. (continued) Meat Descri
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harvesting and processing. This tas
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Poultry Poultry products or domesti
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Weight and Size of Shell Eggs Shell
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Table 16.3. Manufacturing and Inspe
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Eggnog Eggnog contains milk product
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Natural, Processed, and Imitation C
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Table 16.4. Common Cheeses Cheese D
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• Bamboo shoots • Bean sprouts
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Celery Celery, mainly the Pascal va
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Size is another factor that affects
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Fruit and Vegetable Specifications
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Corn, , sunflower, and safflower oi
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Organic Flour Organic flour is from
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Relatively small quantities of wild
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Herbal Tea Herbal teas do not come
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alloy, the result is stainless stee
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Summary Food service purchasers mus
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U.S. Department of Agriculture, Agr
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Chapter 18 Receiving, Storage, and
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Figure 18.1. Receiving System Items
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Merchandise Receipt Receiving, Stor
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Receiving, Storage, and Inventory C
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disposed of promptly. The storeroom
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Issuing of Food and Supplies Receiv
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A perpetual inventory record alone
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Inventory Turnover Slow inventory t
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Figure 18.2. Comparison of Par Stoc
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Receiving procedures must ensure th
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Appendix 19.1 A Culinary Glossary
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Hors d’oeuvre Side dish or relish
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Chapter 20 Distribution and Service
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• What is the best type of servic
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Figure 20.1. Typical Tray Makeup Li
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Tray Delivery Because the point of
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quality. In recent years, food serv
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carrying their filled trays to thei
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plate is not used. Place coffee or
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minimized. The type of meal service
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Standards that should be monitored
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Exhibit 20.2. Sensory Assessment fo
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Herz, M. L. Analysis of Alternative
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Index A ABC method, 603 Absenteeism
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CDC (Centers for Disease Control an
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Delivery of products, 575-576 Deman
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Exit interviews, 239, 240e Exotic v
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described, 461; developing, 461-463
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Horizontal communication tract, 194
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Main-dish salads, 652 Maintenance-m
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Nutrient analysis, 296 Nutrition aw
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PERT (program evaluation and review
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(1993), 4, 203; Federal Employee Po
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Standing operational planning. See
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Waste audit, 349 Waste-handling equ
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