MEASURING THE smears OF A SALES rwms ' ' PROGRAM SPONSORED w THE ENDEANA ' : RESTAURANT ASSOCIATEGN AND A SURVEY OF TRAlNENG PROGRAMS EN OTHER STATE ASSOCEATEONS Thesis for ”19 Degree of M. A. MICHEGAN STATE UNWERSETY John P. Casbergue 19 63 155513 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIILIIIIIIII 3 1293 104635 L I B R A R Y Michigan State University MSU LIBRARIES BEIURNING MATERIflgg: Place in book drop to remove this checkout from your record. FINES wiII be charged if book is returned after the date stamped below. ABSTRACT This thesis evaluates the results of a program of sales—oriented waitress training. In the past, the res- taurant industry has indicated a growing interest in the field of employee education. Some state restaurant asso- ciations have actively sought to fill this need in the structure of the fourth largest retail business in the United States. The study provides an answer to the question, "Can restaurants afford a waitress training program?" A specific waitress training program was studied to answer this question. This program, a sales—training course for customer contact employees, is offered by the Indiana Restaurant Association. This program was utilized to evaluate the effects of a sales-oriented training program. Three restaurants participating in the program retained guest checks for a two-week period prior to the training program and, the two weeks following the program. A guest check sales average was determined for each of the two periods. The data accumulated for each restaurant were subjected to statistical analysis by the "t" test method. The study disclosed that a significant increase in check averages did occur following the training program. These findings supported the hypothesis: formal sales training does increase the guest check sales average of most waitresses. A second portion of the thesis was a national survey of state restaurant associations to learn what, if any, educational programs are in effect. From the thirty— three states reporting it was learned that twelve had some form of waitress training program in progress. Fifteen states reported plans to initiate or expand such programs. - MEASURING THE BENEFITS OF A SALES TRAINING PROGRAM SPONSORED BY THE INDIANA RESTAURANT ASSOCIATION AND A SURVEY OF TRAINING PROGRAMS IN OTHER STATE ASSOCIATIONS BY John P. Casbergue A THESIS Submitted to Michigan State University in partial fulfillment of the requirements for the degree of MASTER OF ARTS School of Hotel, Restaurant and Institutional Management 1961 ”The basic objective (of management) is the development of individuals." Lawrence Appley President of the American Management Association ii ACKNOWLEDGEMENTS The author wishes to express his sincere appre- ciation to Mr. Walter T. Day and the Indiana Restaurant Association for their cooperation and assistance in con- ducting this study. And this appreciation extends fully to those restaurant and hotel managers who, without exception, gave freely of their time and the business records necessary for the study. For his guidance and counsel, the author wishes to give particular thanks to his advisor, Dr. Rdbert McIntosh; his patience, guidance and ready assistance were deeply appreciated. Appreciation is expressed to the other members of the Graduate Committee, Dr. Joseph Thompson and Dr. Lendal Kotschevar, and to Mr. Frank Borsenik for his guidance in performing the statistical analysis of the data. Sincere gratitude must go to Eugenia Szpieg whose confidence, encouragement and assistance contributed to completion of this study. A special measure of thanks is gratefully extended to the Joseph Schlitz Brewing Company for providing financial support through scholarships granted by the School of Hotel, Restaurant and Institutional Management. This assistance provided the means for the author to complete this study. East Lansing, Michigan Nbvember, 1961 iii TABLE OF CONTENTS CHAPTER PAGE I. INTRODUCTION . . . . . . . . . . . . . . . 1 II. PROCEDURE . . . . . . . . . . . . . . . . . 6 Training Evaluation Methods . . . . . . 6 Description of Restaurants Included in the Study . . . . . . . . . . . . 8 How Data were Gathered . . . . . . . . 11 III. FINDINGS . . . . . . . . . . . . . . . . . 13 Data and Discussion of Results . . . . 13 Difficulties Encountered in the Study . 23 IV. RECOMMENDED AREAS OF STUDY . . . . . . . . 25 Further Areas of Study . . . . . . . . 25 General Commentary . . . . . . . . . . 26 V. CONCLUSION . . . . . . . . . . . . . . . . 30 VI. SURVEY OF TRAINING PROGRAMS OF STATE RESTAURANT ASSOCIATIONS . . . . . . . . . 31 Nature of the Study . . . . . . . . . . 31 Validity of Survey Results . . . . . . 32 The Results of the Survey . . . . . . . 32 APPENDICES . . . . . . . . . . . . . . . . . . . . 38 iv APPENDIX PAGE A. Description of the Training Program of the Indiana Restaurant Association . . . . . . 38 B. First and Second Self-Evaluation Ques- tionnaire Used in the Training Program. . . 46 C. State Restaurant Association Questionnaire and Letters . . . . . . . . . . . . . . . . 50 FOOTNOTES . . . . . . . . . . . . . . . . . . . . . . 54 BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . 56 LIST OF TABLES TABLE ' PAGE I. Data Collected on Sales and Number of Guests Served . . . . . . . . . . . . . . 14 II. Computed Check Average and the Gain or Loss of Each . . . . . . . . . . . . . . 19 III. Compiled Listings of Percentage Gain/Loss of Dinner Check Averages . . . . . . . . 21 IV. Summary Table for "t" Test Results . . . . 22 vi CHAPTER I INTRODUCTION A remarkable expansion in both the number of restaurants in the United States and their volume of sales has occurred in the last twenty years. The 1939 Census of Business reported 169,742 eating and drinking establish- ments; the 1958 Census of Business reports 344,740, an increase of 103 per cent.1 This most recent Census reported further that 139,645 of these establishments were res- taurants, lunchrooms or cafeterias with 1,118,914 employees. Approximately one-half of these employees are waiters or waitresses. Restaurant employees who participate in customer contact activities are largely responsible for customer satisfaction and, to a considerable degree, sales volume. A growing awareness of the waitress as a sales person has been noted by educators and professional leaders in the restaurant field.3 They have also noted that sales effi- ciency and productivity have not been fully used as a means to maximize sales and profits in the restaurant industry. Increasing labor costs and impending minimum wage legis- lation have made the problem of sales efficiency and productivity a more immediate concern. Improvement of sales efficiency and productivity is a primary consideration of progressive restaurant management. But does management expect expert salesman- ship of waitresses? Available manuals and guides often list certain basic traits desirable of waitresses. One recent publication lists the following: 1. Social--agreeable, appreciative, cheerful, cour- teous, patient, tactful, tolerant, poised, sympathetic, neat, and self controlled. 2. Efficiency—-alert, accurate, confident, dependable, industrious, orderly, prompt, respon- sible, thrifty and a good salesperson. But the importance of salesmanship goes beyond the listing of traits. Salesmanship can be seen in most aspects of customer contact from the initial greeting, menu suggestions, knowledge of food, proper and prompt service, to the presentation of the check and invitation to return. Listing important waitress characteristics and duties is desirable but other areas should be considered for correct customer contact. Merely listing of duties by management and the reading of them by waitresses does not make them happen. The responsibility for the performance of duties falls on management. Training is a management aid for attaining satisfactory performance. It would appear that a waitress can be no more effective than her initial or in—service training. A small percentage do have perception or inherent ability to recognize the effectiveness of correct cus— tomer contact, but most waitresses require proper training and guidance by management. Although automation may reduce the number of waitresses in some types of establishments, present and future demand for sales personnel is likely to continue in table service restaurants. Training of these personnel is a continuing requirement if sales effectiveness and productivity is to increase. Some individual operations and corporations recognized this need years ago and sought to remedy the situation by training. This was not an easy task. Care and thought had to be given to determine the desired objectives and the means to attain these objectives. In interviews and discussions with restaurant operators, two reasons were usually given for not training waitresses: (1) training is too expensive, or (2) training takes too much time. Prior to this study these points could not be countered by this writer except with opinions or conjectures about expected gains in sales, increased customer satis- faction or an increase in repeat trade. But if it can be shown that the expense and time taken could result in increased sales and more satisfied customers, would not this be a satisfactory reward? The question of increased sales after training forms the basis for this study. It is the hypothesis of this study that formal sales training does increase the check average of most waitresses.* This hypothesis required an evaluation of training in increasing sales effectiveness. One sales training program for waitresses has been created by Indiana University and the Indiana Restaurant Association. This program was developed with funds from the State Department of Public Instruction and funds made available through the George Barden Act, which pro— vides for adult education in the distribution areas. This program uses the lecture—discussion method to emphasize sales improvement, proficiency, and service.** * Formal sales training refers to one or more meetings of waitresses, with an instructor, during which a predeter— mined sales training program is given. ** A more complete description of the program is included in Appendix A. Dialogue training, films and seminars are other training methods which can be used but are not included in this study. This investigation attempts to evaluate the expected gains in the check average after a formal sales training program has occurred. CHAPTER II PROCEDURE Training Evaluation Methods A primary difficulty in any evaluation of short term training programs is the immeasurable variables involved. Personnel training evaluations are made more difficult by the lack of methods to determine starting and ending values. The available methods include the use of expert opinion, the controlled experiment and systematic observation.5 Measurements selected must provide an ob- jective scale that can be used effectively in most food service operations. H. C. Smith, a noted industrial psychologist, states in his book, Psychology 9: Industrial Behavior, "The opinions of managers and trainees, the most question- able method of evaluating the success of a training pro- gram, is by far the most frequently employed means." A very experienced trainer or instructor might be able to make a reasonably valid intuitive appraisal of a program but without experimental comparison there is less basis for objective measurement. A desirable factor in evaluating and analyzing per— formance of sales personnel is the assurance that the results will be valid and reliable for purposes of comparison and maintenance of control. The validity of the results is dependent upon the measure selected. To be reliable the data must be comparable and verifiable. Comparability requires that the performance of each waitress in a particular restaurant be measured in the same type work by the same measure. An evaluation using a combination of systematic observation and the basics of the experimental method was possible: a comparison of pre-test results and post-test results. In this study the two week periods immediately preceding and following the program were used respectively as the pre—test and post-test periods. No control group was available but by careful observation for outside influences, the combination of procedures was the most workable solution. The selection of improvement of sales ability as an area of study directed a measure that would give infor- mation concerning this question and satisfy criteria requirements. To fit these criteria, the measurement selected was the check average results of each waitress. This measure has been used in the restaurant industry as a means of measuring the productivity of each waitress. The daily check average is very easily computed if sales personnel are trained to complete the "number of guests" portion on standard restaurant guest checks. This indicates the exact number of guests a waitress attended during the working period. The total of each waitress's sales checks divided by the number of guests attended gives the check average. This measure has the effect of being less affected by fluctuations such as an increase of "coffee only" sales or seasonal variations. If only the total sales increase were used, this would not be the case. The check average will be more constant over a period regardless of normal volume fluctuations. Description of Restaurants Included in the Study A brief description of each restaurant follows, including its general location and what clientele it serves. A brief description of the waitresses is given along with the age and marital status. All personnel included in this study are typical waitresses; no pre- ferential selection was made. All waitresses on duty during the two week pre—test and post—test periods are included. Restaurant I. A lSO-room hotel in the center of a city of 36,653 population provides the first operation examined in this study. The food service facilities include a coffee shop on one side of the lobby and a table service restaurant and cocktail lounge on the other. The restaurant and lounge is the area selected for the study. The dining room seats sixty and the lounge, twenty-six, plus twelve seats around a piano-bar. Fixed luncheon and dinner menus are used. The dinner menu features steaks, chops, and house specialties. Clientele is primarily businessmen and hotel guests. The six waitresses in the group evaluated range in age from twenty—four to fifty—two, with an average age of thirty—six. Five were married, one divorced. Restaurant II. The second operation studied is located on the edge of a city of 15,227 population. A 10 nearby university has 2,770 resident students. This operation combines several facilities (a dining room, cocktail lounge, and bowling lanes) under the roof of a large modern structure beside a dual highway. The latter is completely separated from the other areas. The dining room seats seventy—seven; the lounge seats sixty-two plus ten at the bar. The dining room has a fixed menu for dinner but does have specials for the luncheon period. The dinner period also features a buffet style dinner called the "Chuckwagon." Clientele is composed of area residents, highway travelers and university students. The seven waitresses in the group evaluated ranged in age from twenty-three to fifty—five with an average age of thirty—eight. Six were married. Additional per— sonnel work at parties and banquets only and were not evaluated. Restaurant III. The third operation is a coffee shop located in one section of a larger restaurant located at the junction of a major highway and a highway by—pass. This operation is five miles from the center of a city of 36,653 population. 11 The coffee shop seats fifty-six; eight at a counter and additional seating at tables and banquettes for forty- eight. A standard breakfast menu is utilized. The luncheon and dinner menu is fixed, daily specials are inserted. Clientele is primarily highway travelers and a small local trade from nearby businesses. Local businessmen do frequent the other dining areas during the serving periods. The four waitresses in the group evaluated ranged in age from twenty-two to forty-five with an average age of thirty. Two were married, one was a widow and one, single. How Data were Gathered In two of the restaurants reported, the writer attended all the training sessions. The other operation had completed its program earlier in the year. The checks for the two-week period preceding (the pre-test) and two weeks following (the post—test) were used as the source of data. Those checks for sales during the three days of training were not included in the average. Data were gathered as follows: all checks from each operation were segregated by date of sales and waitress. In two of the restaurants studied, the checks 12 were already segregated as to date of sales where guest check control procedures were used (each waitress was issued a number of guest checks and the serial number of each check was noted on issue and then on return). The total sales and total guests attended for each day were recorded. Sales were divided into the different meal periods. This was necessary to preclude the average being raised or lowered by a waitress serving at different meal periods on different days. In one operation, the waitress would alternate duty in the cocktail lounge after completion of dining room meal service. Since this was not on a regular basis it would distort the data. After the results of the pre-test and post—test were compiled, the total sales in each area were divided by the total guests served to arrive at the final check average for each period. This was the figure that is given in the findings to support or disprove the hypothesis that a formal sales training will increase check averages of most waitresses. The data collected from each restaurant were sub- jected to a statistical analysis by the "t" test method to test for significance.11 CHAPTER III FINDINGS Data and Digguggion of Results The following tables report the data collected and interpreted. Only data from the dinner period are reported from Restaurants I and II and the luncheon/dinner period from Restaurant III. Insufficient data were available for the breakfast and luncheon periods for conclusive study. In this study, guest checks for alcoholic beverages only were omitted from the data. The beverage sales indicated refer to those accompanying food sales. Table I presents the number of guests served and the sales of each waitress during the pre-test and post- test periods at each restaurant. The total number of guests and total sales is in the lower section of the listing of each restaurant. 13 14 TABLE I DATA COLLECTED ON SALES AND NUMBER OF GUESTS SERVED Restaurant I waitress Dinner Food Beverages Total guests A Pre-test 202 $647.65 $ 71.05 $718.70 Post-test 205 665.80 129.15 794.95 B Pre-test 121 361.05 21.30 382.35 Post-test 112 346.95 37.75 384.70 C Pre-test 123 403.25 154.15 557.40 Post-test 132 483.90 226.20 710.10 D Pre-test 116 387.90 160.65 548.55 Post-test 152 510.20 241.35 751.55 E Pre-test 132 437.75 105.65 543.40 Post-test 168 549.65 125.40 675.05 F Pre-test 78 253.85 64.40 318.25 Post—test 110 363.55 57.15 420.70 Total Pre-test 772 2491.45 577.20 3068.65 sales Post—test 879 2920.05 817.00 3737.05 Restaurant II waitress Dinner guests Sales A Pre-test 173 $ 559.80 Post-test 216 728.80 B Pre-test 264 945.75 Post-test 543 1740.00 C Pre-test 467 1375.20 Post-test 352 1179.50 15 TABLE I (Continued) waitress _ Dinner guests Sales D Pre-test Insufficient data Post-test E Pre-test 321 920.50 Post-test 478 1501.50 Total dining Pre-test 1225 3801.25 room sales Post-test 1589 5149.80 F* Pre-test 132 350.60 Post-test 161 460.20 G* Pre-test 117 289.45 Post-test 101 253.70 Total lounge Pre-test 249 640.05 sales Post-test 262 713.90 * Lounge waitress Restaurant III Waitress Lunch-dinner Sales guests A Pre-test 244 $ 210.70 Post-test 258 248.85 B Pre-test 185 176.70 Post-test 398 400.10 C Pre-test 521 500.55 Post-test 735 676.70 D Pre-test 230 254.81 Post-test 382 423.35 Total sales Pre-test 1180 1142.76 Post-test 1773 1746.00 16 Table II presents the individual and group check averages and percentage gain or loss for each restaurant. This information was computed from the sales data in Table I, page 14, by dividing the sales for each period by the number of guests served during that period. The information results were statistically analyzed and the findings are recorded in Table IV, page 22. The results in Restaurant I indicate an important point. A significant factor in the effectiveness of this program was the ability of the instructor. She was well qualified by virtue of interest and experience. Her class presentation in the area of sales and techniques for selling emphasized the importance of increasing the sale of alco— holic beverages more strongly than that of food. Results shown for Restaurant I indicate an overall gain in check average of $0.277 or 6.969 per cent. The increase in the check average for food was $0.095 or 2.944 per cent; the beverage average increased $0.182 or 24.332 per cent. The effect of the instructor's emphasis is apparent. In Restaurant I, waitresses E and F indicated a decrease in check averages as opposed to gains in check average by waitresses A, B, C, and D. It can be noted that waitress F became ill during the training program, but did 17 work during the post—test period. A lower productivity was observed by her supervisor until fully recovered. No objective reason can be given to explain the decrease in check average by waitress E. Another observation that can be made in the results from Restaurant I is that waitress B had a beverage.check average of $0.176 during the pre-test period. After train- ing, the check average was $0.337. In spite of the substan- tial increase, waitress B is still well below the average in the sale of beverages. This type of observation can be an asset to management for evaluating sales effectiveness of waitresses. From the information contained in Tables I and II, pages 14 and 19, it could be projected that Restaurants I and II realized an increase in sales of $479.88 and $243.03, respectively, from the increased check averages.* Restaurant III realized an increase of $29.74. It can be noted that this restaurant was the only one that did not have regular management-waitress meetings. It was observed * Computed by projecting the actual post-test number of guests with the pre-test check average. This was com- pared to actual sales, the difference indicating the additional sales attributable to the increase of the check average. 18 that these employees strongly desired such meetings to clarify points of disagreement or misunderstanding. In comparison with the increase in sales, the cost of training was $5.00 plus approximately $4.50 in hourly wages (6 x $0.75). Restaurant I and Restaurant II would recover the amount invested in training very rapidly. Restaurant III did not recover the cost of training as quickly, based upon lunch-dinner sales. However, a much higher rate of improvement was noted during the breakfast period. Sufficient data were not available to include in the study. 19 TABLE II COMPUTED CHECK AVERAGES AND THE GAIN OR LOSS OF EACH Restaurant I Dinner Waitress Pre-test Post-test $ % Gain/loss Gain/loss A Food $3.206 $3.248 $ 0.042 1.31096 Bev. 0.352 0.630 0.278 78.977 Total 3.558 3.878 0.320 8.994 B Food 2.984 3.098 0.114 3.820 Bev. 0.176 0.337 0.161 91.477 Total 3.160 3.435 0.275 8.702 C Food 3.278 3.666 0.388 11.836 Bev. 1.253 1.714 0.461 36.792 Total 4.532 5.380 0.848 18.711 D Food 3.344 3.358 0.014 0.419 Bev. 1.385 1.588 0.203 14.657 Total 4.729 4.944 0.215 4.546 E Food 3.316 3.272 -(0.044) -(1.327) Bev. 0.800 0.746 -(0.054) -(7.239) Total 4.117 4.018 —(0.099) -(2.464) F Food 3.254 3.305 0.051 1.543 Bev. 0.826 0.520 -(0.306) -(58.846) Total 4.080 3.825 -(0.255) -(6.667) Total Food 3.227 3.322 0.095 2.944 averages Bev. 0.748 0.930 0.182 24.332 Total 3.975 4.252 0.277 6.969 20 TABLE II (Continued) Restaurant II Dinner $ % Waitress Pre-test Post-test Gain/loss Gain/loss A $3.236 $3.374 $0.138 4.264% B 2.825 3.204 0.379 13.415 C 2.945 3.351 0.406 13.786 D Insufficient data E 2.868 3.141 0.273 9.519 Dining room average 3.103 3.241 0.138 4.447 F* 2.656 2.858 0.202 7.605 G* 2.474 2.512 0.038 1.536 Lounge average 2.571 2.725 0.154 5.990 * Lounge waitress Restaurant III Lunch/dinner $ % Waitress Pre-test Post-test Gain/loss 'Gain/loss A $0.864 $0. 953 $0.089 ‘ 10. 301% B 0.955 1.005 0.500 5.236 C 0.941 0.921 0.020 2.125 D 1.108 1.108 - 0 — - 0 - Average 0.968 0.985 0.017 1.756 21 Table III presents the individual check average in each restaurant expressed as a per cent gain or loss. The averages were totaled to reach an average gain at each restaurant and an overall gain for the three restaurants. TABLE III COMPILED LISTING OF PERCENTAGE GAIN/LOSS OF DINNER CHECK AVERAGES Restaurant I Restaurant II Restaurant III Waitress AGain/ Waitress AGain waitress AGain/ loss loss loss A 8.994% A 4.264% A 10.301% B 8.702 B 13.415 B 5.236 C 18.711 C 13.786 C 2.125 D 4.546 D Insufficient D - 0 - data E 2.464 E 9.519 P 6.667 F 7.605 Average gain 8.347% 9.718% 4.416% Pooled average gain 7.756% 22 Table IV presents the results of the statistical analysis. This was computed from the raw data.* The mean average and variance was computed and with this information, the standard "t" test was performed. Results were not pooled because of the large operational difference between the restaurants. An analysis of the check averages revealed that a significant increase in sales occurred in Restaurants I and II. The "t" values were respectively 2.357 and 2.439. These values indicate a significant increase at the 95% level. Restaurant III's results were not significant at this level. TABLE IV SUMMARY TABLE FOR "t" TEST RESULTS —— I 3‘“ Pre-test Post-test u a n u 3 g Average Variance Average Variance t m N** x 82 N** x 82 H 46 4.001 0.9832 43 4.404 0.3327 2.357*** II 43 2.965 0.2850 51 3.271 0.4800 2.429*** III 35 0.953 0.0395 46 1.001 0.0293 1.143 * Raw data included the initial breakdown of the gross sales for each day for each waitress during the dinner periods. ** N = Number of waitress days. *** Significant at the 95% level. 23 Difficulties Encountered in the Study These difficulties are included only for informa- tion and consideration for improvement. Without them, the collection of data would have been a relatively simple task. In only one restaurant did the guest checks lend themselves to a rapid analysis and summation. These checks were separated by date of sale. A summary sheet reported the exact number of guests, food, beverage, and total sales on each check. The sheet also acted as a security check on the serial numbers of each check and the waitress respon- sible. A summary at the bottom of the sheet gave the total number of guests and a breakdown of total sales into food, beverages and charges. In one restaurant, the checks were separated as to date of sale only. Only total dollar volume and service period could be determined. Management maintained security of the guest checks by a check—in and check—out system. One operation had no rigid system of recording guest checks. They were generally grouped into each day's sales. In the pre-training period, almost all checks were void of the number of guests served for that check; this was cor— rected during the training program. The control of checks in this operation was administered by the waitresses 24 themselves. The waitresses would list on a large sheet the number of those checks that were used each day and the total amount of sales recorded on each check. Missing checks were not listed. The procedures used in this study (omitting the statistical analysis) could be easily incorporated into most restaurant operations, and with this measure, manage- ment could easily assess daily, weekly, or monthly improve- ment or loss in sales effectiveness. A limitation on the number of restaurants studied was a result of a decrease in training programs during the evaluation period. Increased seasonal trade was largely responsible for this decline. In addition, the training instructor utilized part of this period for an annual vacation. Attempts to secure data from previously adminis- tered presentations were unsuccessful due to policies of not retaining guest check. CHAPTER IV RECOMMENDED AREAS OF STUDY Further Areas of Study During the course of this study, several areas worthy of further study were observed. These include: 1. An analysis of the effects of training programs and the carry—over to the job situation for extended periods. This study evaluates only the periods immediately following the program. A further question could be studied: are the effects of the training permanent and what reinforcement is necessary to motivate the employee to maintain a high level of productivity? 2. The effect of management and/or supervisor attitudes toward employee training. Indifference by management and/or supervisors toward training and the benefits of training may well be passed on to the employee. A further question could be studied: can a training program be effective if management or supervisors are not positively motivated toward this program? 25 26 3. The actual cost of turnover. This is a problem that needs the immediate attention and study of the res- taurant industry. A comprehensive analysis of all the related expenses of turnover would be of great value in assessing what turnover actually costs the restaurant industry. General Commentary To examine the value of training in another light, consideration can be given to several areas of concern of most restaurant managers. _Among these are turnover costs, employee morale, replacement costs as an expense, low productivity of the new employee, and the value of high productivity of the well-trained employee. One problem that has plagued the restaurant indus- try is the high personnel turnover. Cost of each food service employee turnover has been estimated as $250 by one expert.12 The actual figure would have to be computed for each restaurant to show the true costs. Turnover of personnel is a significant aspect of employee management. It constitutes a measure of the state of health of a business organization as a turnover index is one measurement of managerial efficiency. 27 This index is one that is not normally used in restaurant management. This point is discussed by Gaudet in an article in Personnel.l3 He questioned whether this failing on the part of management was ignorance or a reluctance, possibly, to face unpleasant facts. A high rate of turnover might reflect unfavorably on management and the personnel policies.14 If one restaurant has an unusually high turnover index compared to similar industry averages, it might be a warning that something is wrong. Conversely, it can be an indication of improving personnel relations. A question could be asked: can the turnover rate be related to training? To examine this question, several familiar problems in this industry might be men- tioned and then related to training. Other problem areas include: replacement costs, time spent during interviewing prospective employees and acquainting them with the facili— ties, 1ow productivity of new employees and resultant customer dissatisfaction, unemployment compensation rates, etc. This study has revealed that sales training for waitresses results in a significant increase in sales. Higher volume normally results in larger profits. Larger check averages provide the basis for larger gratuity for the waitresses. 28 If management will convert a portion of this addi- tional profit to higher wages and/or benefits for the employee as a reward for the increased productivity, higher employee morale will result and a decrease in turnover should result (barring other factors creating dissatis- faction)--with less turnover, additional dollars from the reduction in turnover expenses are available to management for profit or reinvestment. However,normal attrition will cause some employee turnover. With less turnover, management can effect a more selective hiring system. Higher wages, larger gratuities and more satisfactory working conditions can attract a larger number of would-be employees. Management can be more selective in hiring the new employee: does she indicate a desire for a stable position? Is she suscep- tible to being trained as a sales person and not merely an order—taker? Selection of only those persons that will fit into the sales program will mean continued high productivity and reduced losses due to extended low productivity; hence more profit available ix) management. High-quality personnel that are well trained mean further increases in customer satisfaction. Increased 29 customer satisfaction evokes an increase in repeat trade and continuing increases in sales volume. In summary, this study has shown that the respon- sibility is in the domain of management and is not limited to that of the waitress or the hostess. This calls for direct action by management and perhaps a change in atti- tude toward training. A training program can provide an employee with the means or techniques. The employee can learn if properly instructed; but can the employee be motivated into using the acquired knowledge? A goal for management might be development of the waitress as a useful participant in the restaurant and not merely a necessary means of conveying the food to the customer. CHAPTER V CONCLUSION Three restaurants were involved in this evaluation of a waitress sales-training program. The pre-training and post-training check averages of seventeen waitresses were reported. All guest checks of each waitress were examined and individual and group check averages were determined for the two-week period preceding the three- day training program and the two-week period following the training program. The data were statistically analyzed by the "t" test method and the resulting statistical evidence indi— cated that formal sales training materially increased the II check averages in the restaurants studied. 3O CHAPTER VI SURVEY OF TRAINING PROGRAMS OF STATE RESTAURANT ASSOCIATIONS Nature of the Study This survey was made to examine the educational activities of the state restaurant associations. The primary consideration was waitress-training programs. To broaden the scope, the author also asked for listing of any formal training programs. Questionnaires and a letter of introduction (Appen— dix, page 52) were sent to the forty-five states having restaurant associations. The list of trade associations was provided by the National Restaurant Association. (Forty—five state associations were included in the NRA listing. Colorado and wyoming formed a single association. Alaska, Delaware, Nevada and Vermont did not appear on the listing.) Thirty—three questionnaires were returned. This constitutes a 73 per cent return. The initial response was nineteen, or 42 per cent, but a follow-up letter in- creased the return to thirty-three. 31 32 The initial letter accompanying the questionnaire explained the purpose of the study and its relation to the thesis problem. The associations were asked to return the questionnaire regardless of activity in the educational field. Validity of Survey Results Due to a relatively high response from the asso- ciations, a rather accurate representation of the educa— tional activities of the state restaurant associations can be reported. The Results of the Survey The results reported will be based on information received from thirty—three state associations. These include: Alabama Maryland Oklahoma Arizona Massachusetts Pennsylvania Colorado-Wyoming Minnesota South Carolina District of Columbia Mississippi South Dakota Hawaii* Missouri Tennessee Illinois Montana Texas Indiana New Jersey Utah Iowa New Mexico Virginia Kansas New York washington Kentucky** North Carolina west Virginia Louisiana Ohio Wisconsin * Information received from the Hawaii Restaurant Employers Association. **Information received from the Louisville, Kentucky Res- taurant Association. 33 Formal Training by State Restaurant Associations Question one asked, "Does the association have a formal training program for waiters, waitresses . . .?” Responses indicated: No programs 17 states Programs in progress* 16 states The types of programs in progress were as follows: Number of Age of Average states programs ggg A. Waiters, waitresses 12 1-20 years 9 years B. Cashiers 6 6—20 ” 11 " C. Hostesses 9 2-20 " 9.5 " D. Food preparation 8 New—10 " 3.5 ” E. Management 8 1-16 " 6.5 ” Part-time Instructor or Full—time Instructor This question was asked to learn if association programs warranted full or part—time instructors. Part-time instructors 6 states, 18% Full-time instructors 8 states, 24%** *Administered or sponsored by the association. **One association listed a full—time and part-time instruc— tor; another indicated a second full—time instructor is being considered. 34 Employment of Instructor The third question asked, "The instructor is employed by . . .?" Results indicated: A. The association only . . . . . . . . . . . 1 states B. The association and the state educational system . . . . . . . . . . . . . . . . . . 5 " C. The association and a vocational school . . 2 " D. The state educational system . . . . . . . 7 " Period of Instruction Ten states reported on the duration of the waitress training programs and the length and frequency of sessions. Results indicated: A. Duration of program 10—40 hours (50% of the ten reported 10 hours) B. Length of sessions 2-5 hours (90% reported 2 hour sessions) C. Frequency of sessions 80%rdaily, 20% weekly Eligibility for Training Programs Two states reported that only employees of associa- tion members were eligible for the training program; eleven reported that any food service operation or individual could participate. 35 Subjects Emphasized in the Training Programs Primary points of emphasis reported by 36% of the associations were as follows: courtesy, food knowledge, salesmanship, sanitation and service. Others mentioned were: appearance, attitudes, community knowledge, customer types, menu knowledge, personality, technical skills, table preparation and safety. Recognition of Completion of Training Twelve associations reported that certificates were given to waitresses upon completion of the program. Three associations also awarded pins. No association reported any form of incentive pay after training. One association re- ported that job placement assistance was given to unemployed trainees; another reported that a credit to union dues was given when there was a fee for the training. Evaluation of Training by Associations A question was asked concerning objective measures for evaluating the success of the waitress training program.* Eleven associations answered this query: No method . . . . 6 states Opinions . . . . 5 states *The Extension Service of the University of Missouri reported the use of the Kropp-Vernor Attitude Scale evaluation for Management Clinics. 36 The Number of Waitresses Completing the Program Nine associations reported the number of waitresses completing the training program. They were as follows: Colorado . . . . . . 5000 (all courses) Indiana . . . . . . 600 Louisiana . . . . . 520 Massachusetts . . . 140 Missouri . . . . . . 750 Ohio . . . . . . . . 3000 (all courses) Washington . . . . . 90 (estimated) Washington, D.C. . . 300 Wisconsin . . . . . 150 Training by Other Organizations A question was asked concerning training offered by organizations other than the association for training in food service fields. Customer-contact employee training was omitted. Twelve states (36%) reported food-service sanitation programs offered by the state or city boards of health. Two states (6%) reported food preparation courses offered by the state educational system. Three states (9%) reported management training courses or clinics offered by the state educational system. The Financing of Employee-Training Programs The question was asked, "How are your employee— training programs financed?" Three blanks were given to fill 37 in the percentage participation: the association, the individual, and other. Reports from fourteen states indicated: The individual operation, 100% of costs . . . . 7 states The state and federal educational system, 100% of costs . . . . . . . . . . . . . . . 4 states Varying shares of costs . . . . . . . . . . . . 3 states It can be concluded from this study that there is a definite interest in training by this segment of the restaurant industry. A growing interest in education was noted on numerous questionnaires; fifteen states reported plans to expand existing programs or initiate new programs. APPENDIX A DESCRIPTION OF THE TRAINING PROGRAM OF THE INDIANA RESTAURANT ASSOCIATION* Objectiveg of the Program There are three main objectives of this program: 1. "Sales--to equip the individual with a better know- ledge of her product, to indicate how to improve her sales ability and to illustrate a means to continue self-improvement. 2. Proficiency--to increase self—confidence by in- creasing effective job knowledge. Proficiency is built from this basis. 3. Service--to develop an appreciation in receiving guests, in serving them properly and in presenting the check correctly.“ Scheduling Procedures for the Food Sales Develgpment Program Prior to each program, there are three steps that are taken by the Indiana Restaurant Association or the operation requesting training, or both. These include: "Scheduling--to initiate a presentation of a training program, a request may be received from several sources: *This information was taken from printed material supplied by the Indiana Restaurant Association. 38 39 Indiana Restaurant Association officials--district officers and directors of the Indiana Restaurant Association have been the best source for scheduling training programs. Request from individuals--individua1 firms may request a program. When sufficient requests, twenty or more, warrant a class, a program and date is arranged. Requests from local vocational and distributive education coordinators--these requests are followed up by the Educational Director. Indiana Restaurant Association Bulletin notice—- requests may come as a result of a notice in the membership bulletin. "Promotion 1. Direct mail—-when a tentative date has been set for the class, a direct mailing piece is sent to all Indiana Restaurant Association members and prospects in the area. Included in the mailing is a descrip— tive brochure and a business reply card. This is done two weeks prior to the tentative starting date. Personal contact--personal visits with owners and operators of food service establishments in the area are made when feasible. Local directors or board members often perform this function to promote enrollment in the program. Publicity--to promote enrollment, a publicity plan is enacted approximately one week before the program. This includes form news releases, television and radio announcements, classified newspaper adver- tisements and Indiana Restaurant Association bulle- tins. These methods are subject to costs involved and public service support by the news agencies. "Arrangementgf-the following are considerations and functions accomplished by the Educational Director (this is done with the assistance of the local Vocational Director, school principal and district officers or directors of the Indiana Restaurant Association). 40 Classroom selection-—considerations include avail- ability, location, comfort, seating arrangements and facilities. Board of Health--an invitation to attend or parti- cipate is extended to the Board of Health. Local Chamber of Commerce--a visit is encouraged to notify them of proposed programs, the sponsor, location and duration of the class. Helpful infor— mation or assistance is sometimes received. Financial arrangements--the payment of registration fees can be arranged in several different ways: a. Payment by management--in most cases the entire fee is paid by management. This is computed on the number of enrollees from each operation. b. Payment by enrollees--when desired by partici- pants, individual payment is made in advance. c. Joint participation plan—-an arrangement where management pays fifty percent of costs and the employee pays fifty percent is sometimes utilized. (It was stated by the instructor that this has been found helpful in creating interest in participation.) d. Cooperative incentive p1an--this plan fosters an incentive to stay on the job and a reduced turnover rate. The employee pays a percentage of the program cost but is reimbursed by manage- ment within a stated period (normally thirty, sixty, or ninety days) providing the employee is still on the job. e. Graduation--individua1 certificates, wallet sized identification cards and recognition pins are awarded by the Indiana Restaurant Associa- tion to all employees who successfully complete the program." 41 ‘Qgtline of the Program Method of conducting the program. The training program is conducted two hours per day for three days. This is a change and improvement from the former program which was 20 hours in 10 days. This was discontinued in favor of the improved time economy and more interest stimulated rather than the possible boredom of an over—extended presentation. Meeting hours are arranged at the convenience of the participating food service operations. More than one class per day is offered if the number of enrollees is sufficient and dual scheduling is more convenient to the participants. For example, in one area where four restaurants were having forty-five waitresses trained, the program was offered twice daily at 2:00 P.M. and 7:00 P.M. This allowed maxi- mum participation from each restaurant. Description of the Course The First Day "The instructor opens the course with an outlining of the objectives of the course and a description of the content to be presented. The manner of the presentation is by the lecture-discussion method. Class participa- tion is encouraged by the instructor. 42 After opening comments the following areas are studied during the first class period: 1. "Self-evaluation form (see Appendix B)--a true— false questionnaire is read to the class; trainees mark their answers on a numbered form. This con— sists of thirty questions on different phases of food service, enables the trainees to evaluate what they know and gives them a more specific idea of exactly what points will be covered. Then, the instructor discusses each question. Each trainee grades her own paper. Discussion is encouraged. After the test and discussion are completed a reference guide, consisting of eighteen handouts combined into a booklet, is distributed. Topics include all subjects to be discussed as well as reference material for the trainees. "Management expectations—-this session indicates what management expects in return for wages. General traits applied to the food service indus— try are described here. (A significant part of this area seemed to be a discussion of what the trainees felt that the owner of the restaurant earned as a net profit. The answers ranged from ten percent to forty-five percent. The instructor explained the breakdown by costs by means of a visual aid. This did appear to convince the trainees of their mistaken assumptions. An impor— tant point was made here: with high investment costs, management receives an average of 3.8 per- cent on their sales dollar while the waitress receives from ten to fifteen percent with no investment.) "Personal and professional sanitation--emphasis is given to personal health since in feeding the public, the sales persons are exposing themselves and other clientele to many types of infections. The close association of personal hygiene and professional sanitation is discussed. Proper techniques of service were illustrated. "Job knowledge-—a description of the food service industry is given to show what part the individual 43 employee plays. The various types of restaurants and menus are given with the purpose and function of the menu. A brief description of duties, before, during, and after hours is given. (The handouts were used to illustrate pertinent facts.) "Assignment of sales presentation-—each trainee is asked to bring a menu from her restaurant to be used in developing a sales presentation. For the next meeting she is instructed to become familiar with all menu items as to color, flavor, texture and composition of each dish." The Second Day "Group participation-—a brief discussion of the previous day's topics is held to see if any question exists and to ascertain if the trainees have completed the menu study assignment. ”Discussion of meat grading and retail cuts-—a talk to familiarize the trainees with grading, the effect of aging, and the origin of the different cuts is given. (It was observed that the majority of the trainees did not know the origin of most retail cuts. High interest was shown as the trainees related stories of their confusion when customers asked a question about a particular menu item.) "Discussion of menu terms—-time is devoted to menu terms normally found on a menu. A basic dictionary covering commonly used English and French menu terms is included in the handout booklet. A discussion period covers the appetizer, vegetables, desserts, and beverage. "Assignment of sales presentation—-volunteers are solicited for a sales presentation for the third day. Each is assigned a particular serving period and asked to develop a presentation for a role- playing demonstration.” 44 The Third Day "Group participation in sales presentation-—four trainees are used as "guests" and each waitress gives her sales presentation. A discussion of each presentation follows with the instructor and trainees offering constructive criticism. (It was noted that the spirit or attitude of the group did not hinder the criticism but rather helped in succeeding presentations.) "Discussion of individual check averages--if the trainees are from one operation, actual sales- checks (pending management approval) can be used. If this is not the case, a general discussion can cover this topic. The importance of correct recording of information on the guest check is stressed. The saleschecks are then analyzed to determine the server, the menu item and the amount served, number of guests, and the check average per guest. An explanation of the method of com— puting the average is given. Waitresses are encouraged to keep their own daily check average in order to evaluate their sales performance. It is suggested that the trainee try to raise the average each day. The correlation between higher sales and a proportionately higher tip was shown. (In some cases, it was noted by management, that a sense of competition seemed to evolve between the waitresses as they compared daily check averages after the program.) "Psychology for unusual customers--a brief session on dealing with celebrities, handicapped, blind, inebriated or unpleasant guests is given with suggested techniques for handling these guests. Techniques for serving families with small children are also discussed. "Self-evaluation forms--a second test is given to see what the individual has absorbed in the train- ing and to discover what may have been missed or misunderstood. A discussion follows the test. 45 "Summation-—the instructor briefly points out the major points discussed and then reinforces the attitude that the persons' duties are as sales- persons and not limited to order—taking." 1“, '1 APPENDIX B FIRST SELF-EVALUATION QUESTIONNAIRE The following questions were used by the instructor at the opening of the training program. Ill. 10. ll. 12. l3. 14. It is entirely up to the hostess to see that the guest is provided with a menu. Ice water is provided first, regardless of whether or not an alcoholic beverage is ordered. It is always the duty of bus help to replenish water. Due to the fact that most people have a limited amount of time, avoid suggesting cocktails at lunch. A keen sales person should be able to determine the approximate number of drinks her guests would like before ordering food. On a busy night, if you are clever, you will discourage the second or third cocktail, get the food order as quickly as possible, and turn your tables. Repeating an order may irritate your guest and waste time. Making suggestions is a good way to build a check. writing your order legibly will not only save time but will assure your guest that he has his own check. Totaling your checks hurriedly is a good way to save time and display your efficiency. A.fruitcocktail or appetizer should be served on an underliner and removed before the salad course. A good way to serve a seafood cocktail is to place the lemon wedge on the underliner and the fork in the cocktail cup. If an establishment uses tray service, it is quite proper to disregard the trays when you have only a single item to carry. Proper silver placement is as follows: a) Knife (blade in), teaspoon and soup spoon to the right. 46 15. 16. 17. 18. 19. 20. 21. 22. 23. 47 b) Fork, salad fork and cocktail fork to c) Dessert spoon or fork to the right. the left. The water glass is placed to the right of the knife. Normally, salads are placed to the left of the fork and are usually removed before the entree The entree is placed in the center of the the side dishes above and slightly to the Bread and butter plates are placed to the the water glass. Keep the guest check in your pocket after a luncheon. is served. cover with left. right of serving Your guest may think you are a bit too forward if you smile and invite him back. The basic rule—of-thumb for service is to serve from the left hand and remove from the left with the left hand; except for beverages which are served from the right and removed from the right. When serving families with small children, placing the youngsters in "hi-chairs." assist by When serving the blind or others physically handi- capped, special attention should be given in making suggestionsfl' 48 SECOND SELF-EVALUATION QUESTIONNAIRE This questionnaire was used at the end of the train- ing program to review the important points. "1. 2. 10. ll. 12. 13. 14. 15. 16. l7. l8. 19. 20. Solving a problem on your own is an example of initiative. Restaurants can be divided into two groups: service and self-service. On an a la carte' menu the entire meal is priced as one unit. A tea room offers more delicate menu items. A meat item on an a la carte' menu is usually a larger out than the same item on a table d'hote menu. If in doubt write separate checks. What you do during your off hours is strictly your business. Meat is stamped for two purposes. A standard grade of meat is superior in quality to a prime grade. The term "marbling" refers to the amount of fat spread throughout the lean meat. Spray net is a good substitute for a hair net. Crippled or overweight people should be seated in the center of the dining room. Coffee is served from the left and removed from the right. It is altogether proper to offer to bone fish for a blind person. Assuming there are four people in a booth, the two people nearest you should be served first. wearing seamless hose is a good way to be sure your seams are straight. Getting sugar or orange juice to a diabetic in a coma will tend to revive them in a hurry. Ammonia will revive a person who has fainted. A good example of team work is to observe the guests at the next station when your co-worker is off the floor. After your guest is served he will appreciate it if you join the girls in the back of the room and get out of his way. . 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 49 If you have four guests, it is altogether proper to remove the entree plate if one has finished before the other. A slow waitress should never expect to rotate to a fast station. A hostess is showing favoritism when she suggests a specific waitress for a free-spending customer. A good way to get along with a crank is to treat him like a VIP. The average net profit from $1.00 in the restaurant industry is 25 cents. A nice bit of extra service in serving coffee is to neatly fold a paper napkin and place it on the saucer to prevent dripping. A good way to be sure of a big tip is to greet your guest with a funny story. If your guest is entertaining a customer and if the guest had been slightly tipsy the night before, always refer to this as it will make a funny subject for discussion. . A rule of the Indiana State Board of Health states that a linen table cloth must be replaced after the guest has paid his check. Asking the guest if he would like a martini or man- hattan is a goOd sales approach. You are being discourteous to the lady if you accept her food or drink order from the gentleman. If the guest is undecided about his steak order, a safe suggestion would be a porterhouse. White wine should be recommended with red meat. A strict rule of the State Board of Health prohibits all dogs entering food establishments. After your guest has completed his order, menus should be collected and tucked neatly under the left arm." APPENDIX.C SURVEY QUESTIONNAIRE FOR STATE RESTAURANT ASSOCIATIONS (Please return by October 10, 1961) Does the Association have a formal training program for: Yes No Years* Waiters, waitresses Cashiers Hostesses Food preparation personnel Others (please specify)____ *If "yes," please indicate how long these programs have been offered by the Association. instruction is accomplished by a: full-time instructor (Check applicable part-time instructor answer) instructor is employed by: The State Association Other (please specify) Period of instruction A. How many hours are encompassed in the training program? hours How long is each training session? hours HOW often are the training sessions held during the program? (Check applicable answer.) Daily weekly Monthly is eligible for your training program? Employees of Association members only Employees of any food service operation Other, please specify 50 10. ll. 12. 51 Please indicate subjects which are emphasized in the training program. (Examples include courtesy, food knowledge, salesmanship, sanitation, service, etc.) I I I What recognition, if any, is given to those who com- plete the training program? A. Certification B. Pins C. Incentive pay D. Other (please specify) HOw many employees successfully complete the Customer Contact Employee Training Program per year? Does your Association have any method of objectively evaluating the degree of success of the training program? If so, please describe. Do any other organizations, such as the state health department or vocational schools, offer training pro- grams for customer contact employees? If so, please list. A. Comments B. C. How are your restaurant employee training programs financed? (Indicate per cent financial participation under each heading.) Association The Individual Operation Other Please specify % % % Any additional remarks? Please use reverse side for further comments. September 22, 1961 52 Mr. W. Price, Jr., Executive Vice President Texas Restaurant Association 2708 East Avenue Austin 6, Texas Dear Mr. Price: Enclosed is a questionnaire related to a study being conducted on formal educa- tion programs sponsored by state restaurant associations. The completed study will be submitted by the undersigned as a thesis for a 1VIaster of Arts degree in Restaurant Management from Michigan State University. The purpose of this study is to survey and evaluate training prOgrams designed primarily for customer contact employees. At the present time there appears to be little published-information on what the industry, as a whole, is doing to promote for- mal education of these personnel. Formal programs in this case refer only to those where one or more meetings are held with the instructor following a predetermined educational format. _ One evaluation is being performed on an existing formal training program. This program, developed by the Indiana Restaurant Association, is showing that after a formal training program, some substantial increases are found in the guest check aver- ages. This measure is being used to evaluate that particular program. Because of time and distance limitations, it is impractical to observe person- ally and evaluate the existing programs of all states. But, to complete this study, it is felt that a survey of all state associations should be undertaken to learn how many for- mal training programs are in progress and what are the objectives and findings of each. Your assistance in completing this questionnaire will help in accomplishing this survey, If your association has a formal program for training these personnel, please complete the questionnaire. If no program is in progress at the present time, please state this fact under the "Remarks" section. In either case, any comments or thoughts on this subject would be of value. If any training manuals or program’outlines are available they would be of additional value. I will gladly reimburse your association for any expense involved. It is necessary to have all questionnaires returned to validate the survey data. A stamped addressed envelope is enclosed for your convenience. It is requested that all questionnaires be returned by October 10, 1961. Your assistance in this project is greatly appreciated. If you would like a résumé of this survey, I will be happy to send you a copy upon completion. Sincerely yours, John P. Casbergue School of Hotel, Restaurant and Institutional Management Michigan State University East Lansing, Michigan 53 FOLLOW-UP LETTER October 13, 1961 Mr. Ray B. Thomas, Executive Secy. ARKANSAS RESTAURANT ASSOCIATION Suite 910, Rector Building Little Rock, Arkansas Dear Mr. Thomas: On September 21, 1961, I mailed a questionnaire to your Association on the subject of waitress training programs by state restaurant associations. In the event it was delayed or misplaced, I am enclosing another questionnaire. Our mutual friend, Mr. John Cockrell has provided me with a great deal of material but I do need this particular in- formation from your state association. Your cooperation in assisting me to complete this study will make the survey data more valid and representative of the work of each state association. YOur earliest attention to this questionnaire will be appreciated. I shall look forward to hearing from your association. Sincerely, John P. Casbergue School of Hotel, Restaurant and Institutional Management Michigan State University Kellogg Center East Lansing, Michigan 10. ll. FOOTNOTES United States Bureau of the Census, Retail Trade Employ- ment Size: 1958 Census g£_Business (Washington, D.C.: U.S. Government Printing Office, 1958), p. 9. United States Department of Labor, Training Mature WOmen for Employment (washington, D.C.: U.S. Government Printing Office, 1956L p. 24. Travis Elliot, Capsule Chats with Restaurant Operators (Austin: Texas Restaurant Association, 1955), pp. 58-59. Alva R. Gross, waitresses, Waiters, Counter Girls, Hostesses (Calgary, Alberta: Rigro Publishing Company, 1959), pp. 4-5. Henry C. Smith, Psychology 9; Industrial Behavior (New York: McGraw—Hill Book Company, 1955), p. 377. Ibid. Russell P. Kropp and Coolie Vernor, "An Attitude Scale Technique for Evaluating Meetings," Adult Educa- tion, VII (Summer, 1957), p. 212. Executive Office of the President, Bureau of the Bud- get, Techniqueg for the Develgpment gf_g_Work Measurement System (Washington, D.C.: U.S. Government Printing Office, 1958), pp. 18-21. Ibid. Uniform System gf_Accounts for Restaurantg (Chicago: National Restaurant Association, 1958), p. 9. Wilfred J. Dixon, and Frank J. Massey, Jr., Introduction Eg.Statistical Analysis (New York: McGraw—Hill Book Company, Inc., 1957), p. 124. 54 55 12. Elliott, gp, cit., p. 5. 13. Frederick J. Gaudet, "What Management Doesn't Know About Turnover," Personnel, XXXIV (March-April, 1958) I ppo 54-59. 14. Ibid. BIBLIOGRAPHY A. BOOKS Bailey, Beth N. Meal Planning and Tablg_Service. Peoria, Illinois: Manual Arts Press. Broadner, Joseph, and Carlson, Howard. Profitable Food and Beverage Operation. New York: Ahrens Publishing Company, 1959. Coins, John B. The American Waiter. Evanston, Illinois: The Hotel Monthly Press. Dahl, J. C. Restaurant Management. New York and London: Harper and Brothers Publishers, 1944. Dietz, Susan M. The Correct Waitregg. New York: Ahrens Publishing Company, 1952. Dixon, Wilfred J., and Massey, Frank J., Jr. Introduction Eg_Statistical Analysig, New York: McGraw-Hill Book Company, 1957. Elliott, Travis. Capsule Chats with Operators. Austin: Texas Restaurant Association, 1955. Gross, Alva R. waitresses, Waiters, Counter Girlg, Hos- tesses. Calgary, Alberta: Rigro Publishing Company, 1959. Heine, Paul L. Food Saleg Unlimited. New Yerk: Ahrens Publishing Company, 1952. Herwath, E. B., and Toth, Louis. Hetel Accounting. New York: Roland Press Company, 1956. Horwath, E. B. Uniform System 9f Accounts for Restaurants. Chicago: National Restaurant Association, 1958. 56 57 Lefler, Janet. The Waiter and His Public. New York: Ahrens Publishing Company, 1956. Leggett, Albert E. The Student waiter g£_waitress. New Yerk: Ahrens Publishing Company, 1956. Leggett, Albert E. Selling §g_Restauran:s and Hotels. New York: Ahrens Publishing Company, 1958. Smith, Henry C. Psychology g§_Indnstrial Behavior. New Yerk: McGraw—Hill Book Company, 1955. wenzel, George L. Talks §g_Restaurant Employees. Balti- more: Publication Press, 1950. Wilson, Howard. Supervisory Skills. Chicago: Adminis- trative Research Associates, 1958. wright, Imogene B. Handbook for waitresses. washington: Columbia Publishing Co., 1949. B. PUBLICATIONS OF THE GOVERNMENT Busby, Ruth M. Training Rsstaurant Sales Personnel. Vocational Division, United States Office of Education, Bulletin 222. Washington, D.C.: U.S. Government Printing Office, 1942. Executive Office of the President, Bureau of the Budget. Techniques_for the Developmsnt gf_s_W6rk Measurement System. Washington, D.C.: U.S. Government Printing Office, 1958. United States Bureau of the Census. Census 9; Business. Washington, D.C.: U.S. Government Printing Office, 1958. 58 C. PERIODICALS Bernatsky, M. "What Can we Do To Keep Better Personnel," The Cornell Hotel and Restaurant Quarterly, Nevember, 1960. Derringer, Sally. "Six Steps to a Successful waitress Training Program." Restaurant Management, LXXVII (March, 1956), 46-48. Gaudet, Frederick J. "What Top Management Doesn't Know About Turnover," Persgnnel, XXXIV (March-April, 1958), 54-59. Highlen, C. E. "Vocational Training for Hotel and Restaurant Werkers," Indgstrial Arts and Vocational Education, March, 1953, 108-112. Jennings, Eugene E. "Today's Group Training Problems," Perspnnel, June-August, 1956, 94-97; September, 1956, 126-130, 141; October, 1956, 166—170; November, 1956, 209-212; December, 1956, 250-253; July-August, 1957, 86-89. Kropp, Russell P., and vernor, Coolie. "An Attitude Scale Technique for Evaluating Meetings," Adult Education, VII (Summer, 1950). LaMothe, John. “Is Education Necessary?", Institutions, April, 1960. Mosel, James N. "Why Training Programs Fail To Carry Over," Personnel, XXXIV (November-December, 1957), 56-580 "The Essentials of Good Table Service," The Cornell Hotel and Restaurant Administration Quarterly, Vol. I, No. 3 (Nbvember, 1960). . I , . h .- c '0» 9'" ‘ - “‘1 P I. V . , .. 1‘), “ ,‘u ha 1 n y i ‘ ‘_ N. ' _ - A '- I I ‘ N 4 . I x .3 . ,. , 1. . . 5 ‘3‘ t, «I K . ‘ Lulab‘ 2*“ ., n 9“ a r- .22 RU 7”! [ISL CHI. ‘ 1|.10I’l: MICHIGAN STATE UNIV. LIBRQRIES 31283104635044