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

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Food Service Manual for Health Care Institutions 226 Exhibit 8.2. In-Service Record for Human Resource Management DATE:_____________ TIME: From __________To __________ PLACE OF TRAINING: _________ GROUP TO BE TRAINED: ____________________________________________________________ ___________________________________________________________________________________ TOPIC: ____________________________________________________________________________ ___________________________________________________________________________________ DISCUSSION LEADER:_______________________________________________________________ ___________________________________________________________________________________ PURPOSE: _________________________________________________________________________ ___________________________________________________________________________________ OBJECTIVES: At the end of this training period, the participant should be able to: _____________ ___________________________________________________________________________________ EVALUATION CRITERIA: _____________________________________________________________ ___________________________________________________________________________________ LESSON PLAN: Attached VISUALS USED: 1. Overhead projector____ 2. video _____ 3. Slides ____ 4. Tape ___ 5. Poster _____ 6. Food models _____ 7. Chalkboard _____ 8. Self-paced video _____ 9. Computer games _____ 10. Other: ______. HANDOUTS: Yes _____ No _____ Attached _____________________________________________ FOLLOW-UP EVALUATION: Participant comments_______________________________________ ___________________________________________________________________________________ Evaluation form used Yes _____ No _____ Form attached: THOSE ATTENDING: _______________ _______________ _______________ ________________ _______________ _______________ _______________ ________________ _______________ _______________ _______________ ________________ Developing and Using the Performance Evaluation Form Fair performance standards must be developed before a fair performance evaluation can be made. Performance standards are based on the responsibilities outlined in the job description. Each performance standard should reflect a required work-related behavior and should be clearly stated in written form. The standard should cite specific task-related activities that can be measured or observed. General factors that should be evaluated by written performance standards include the following: • Quality of work performed • Quantity of work performed • Employee’s working relationships with coworkers and superiors • Employee’s attendance record • Employee’s work habits • Employee’s personal grooming and hygiene • Employee’s initiative
An employee’s attitudes also affect overall performance but are difficult to rate. How an employee behaves toward other employees and how well he or she accepts supervision provide observable attitude indicators that can be rated. The rating scale for each performance standard should follow the system developed by the human resource department. In most systems, the rating scale is based on descriptive terms that correspond to the points on a scale. Figure 8.3 lists examples of performance standards and shows a commonly used rating scale. Several errors often occur during the evaluation process. One is the halo effect, the tendency on the part of certain supervisors to let very good or very poor performance in one task affect the evaluation of other unrelated tasks. Some supervisors also make the mistake of consistently giving too-lenient or too-severe ratings. Others tend to make the overall evaluation task easier for themselves by giving everyone in similar jobs average ratings instead of ratings based on individual performance. Another common problem is the recency error. Here, the supervisor mistakenly judges a whole review period’s performance on the basis of the employee’s most recent behavior. Because most employees are rated only once or twice a year, much of the employee’s work performance could be misevaluated if only recent performance is considered. To avoid such problems, use of a rating scale based on descriptive gradations (such as those given in Figure 8.3) is helpful. Scales based on general terms such as outstanding, superior, average, and poor should be avoided because they make it too easy to give average ratings to every employee’s performance on every standard. In addition, supervisors can avoid the natural tendency to be influenced by recency error if they make evaluation an ongoing part of everyday department management. Ongoing review is the basis for performance coaching, which is covered later in this section. Notes on individual work performance and coaching sessions could be made regularly—monthly, for example—and then used as the basis for a performance evaluation at the end of the review period. Figure 8.3. Excerpt from a Performance Evaluation Form for a Food Service Employee Department:________________________________________________ Date:____________________ Job Title: ___________________________________________________ Evaluator:________________ Circle the number on the rating scale that most accurately describes this employee’s performance. Performance Standard Rating Almost Always Always Sometimes Rarely Never Accurately measures and/or weighs ingredients according to instructions in recipes or on boxes. Requisitions food, stores food items for next day, 4 3 2 1 0 checks and properly stores issues. Pulls recipes, computer sheets, and menus for 4 3 2 1 0 next day’s work before going off duty. 4 3 2 1 0 Keeps work area clean and in sanitary condition. Cooperates with fellow employees and willingly 4 3 2 1 0 assists where and when needed. 4 3 2 1 0 Reports to work on time and in uniform. 4 3 2 1 0 Human Resource Management 227
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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
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Exhibit 6.1. (continued) Why? Which
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Exhibit 6.2. Sample Job Description
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equires, and the best means of moti
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Calculating FTE Needs Full-time equ
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Exhibit 6.3. Sample Productivity Fo
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Figure 6.10. Example of a Daily Sch
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Figure 6.12. Example of a Work Sche
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Figure 6.13. Example of a Manager
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Figure 6.14. Example of a Food Serv
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Lane, B. Managing People. Sunnyvale
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Page 277 and 278: Chapter 9 Clinical Nutrition Care M
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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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