5: JUSTICE

Fostering feelings and fairness at the restaurant will be of paramount importance. This is because justice in work place has been very instrumental and thus it necessitated the formulation of justice theory several centuries ago by Aristotle and Plato. However, the theory has been developed in the latter years by John Rawls among other modern scholars. The major concern in the justice theory is to promote equity, fairness and impartiality in the work place. The theory requires that actions taken within an organization reflect comparative treatment of individuals and groups concerned by the actions.

In Sorrisos restaurant, justice in the work place will be given the first priority. This is because the management of the organization is aware of the adverse repercussions of failing to administer justice to the employees. It should be noted with concern that the productivity of employees in an organization largely depends with the feeling of fairness that they perceive to get in the course of their service delivery(Champoux, 2011). All the categories of justice will be of great concern in the Sorrisos Restaurant.  The four categories of justice as covered under the organizational justice theory include; procedural, distributive, informational and procedural justices.

It is always important to note that positive feelings are key motivators to the employees in an organization. If the employees have a better sense of fairness and equity, it goes without saying that their levels of productivity will increase. For instance, the first situation through which the firm will ensure feelings of fairness and equity is promoted is through remuneration of the organizations employees. It remains a core obligation of the organization’s management to ensure that what they pay to the staff promotes equity and fairness. This in return will enhance increased productivity and morale in the work place.

For instance, a service attendant who has worked in this restaurant for a longer period and has been submissive should be accorded fair treatment. For example it would be very unfair to hire another employee who will have the same job title and perform the same type of task but has a higher salary. This will be very demotivating to the former employees as they would feel that justice did not prevail. The sense of equity is realized by comparing input-output ratio contributed to the growth of an organization. In this organization, it would be primary objective of the HR department to ensure that fairness in selection, hiring and remuneration of staff promotes sense of fairness(Cole, 2000).

Distributive justice is another important component of the justice theory. This is the kind of justice that is realized when employees in organization are convinced that what they receive as their compensation is a good recognition of their work. It is concerned with ensuring that their compensation match what they deliver in the firm and what they do is what they would want to be doing. For instance, there are perceptions that promotion in a work place go hand in hand with an increase in remuneration. If for example a cashier who was initially receiving a monthly salary of $ 600 is promoted to become the new manager. It is expected that the salary will increase to at least $ 800. This is because the promotion is always accompanied with increased responsibility which requires more recognition. In essence distributive justice ensures that there is fair distribution of outcomes or resources within the organization. In this case, though promotion has prestige, the increase in responsibilities demand higher pay (Champoux, 2011). This makes the employee’s feeling of fairness to be promoted thus increasing their productivity.

Procedural justice is another essential justice in organization. It is concerned in promoting fairness in processes that leads to outcome. This is mainly concerned with the decision making processes involved in making major decisions within an organization. It is required that high ethical standards are embraced in making major decisions that will affect the behavior of the firms’ employees. Fair decision making procedures should be followed before the decisions are made. It is important to note that employees are not only concerned with the fairness in rewards but are also fairly concerned by the procedures followed in making things happen within an organization. For example, when the firm decides to make promotions, it is always advisable that the process be carried out on merit. It would be justice denied if for example the restaurants management promotes   a recently employed cleaner to a manager where as there are other employees who have worked for a longer period and more productive in an organization. Procedural justice must be seen in major HR functions such as layoffs, selection, and promotion among others if the company wants its employees to remain motivated.

Another form of justice contained in the justice theory is the interactional justice. It is an advanced proceduraljustice which was defined by John R. Schermerhorn. The theory is mainly concerned with the level of fairness that people perceive to get when the right procedures are followed. Interactional justice explains two ways through which people in an organization perceive fairness. The first type of interactional justice is concerned with how people are treated with politeness, dignity and respect by the organizations top organs or other parties involved. The second type of interactional justice is concerned with the information flow within the organization. It is referred to as informational justice and is concerned with giving information to any kinds of actions taken. For instance, in the case of promotion discussed above, the HR department should explain why the promotion was distributed in that fashion.  Information flow will remain a critical component of justice in the Sorrison Restaurant.

6: INDIVINDUAL DIFFRENCES

Individual differences are inevitable in any organization. It is of paramount importance to understand the different individual differences as they greatly affect the performance in an organization. It should be noted that the individual differences do not only affect the individuals but also those who work in the same organization. Individuals in an organization are expected to contribute their efforts, ability, loyalty, skills, time and competences to an organization and expect pay, job security among other benefits from the organization. It is the obligation of the organizations management to understand the diversity of the individual workers in the organization and ensure that they get the best out of them. The different personalities and abilities should be used to the best interest of the firm.

It is of paramount importance to understand that there are different personalities and abilities in the workers of an organization. The combination of different work styles and culture in the organization can be very instrumental in the overall productivity in the organization. However, this can only be realized if the different players in an organization are able to understand the strengths and weaknesses of their colleagues at work(French &Rayner, C2011). It is the obligation of the employees in an organization to improve on their weaknesses as well as trying to help others to improve.  The organization should try to maximize on the strengths offered by the diverse personality and skills.

For instance in this case of a restaurant, the supervisor is a very important person in the success of the restaurant. This is because he/she serves as the link between the junior staffs and the top management of the restaurant. The supervisor should be aware of the different personalities of workers within the organization. It is the obligation of the supervisor to ensure that the other staffs in the organization deliver to firm maximally. The supervisor should understand the different personalities within the organization and strive to understand how they interact differently with subordinates, coworkers, bosses and customers. For instance, a restaurants success will greatly be determined with the customer satisfaction and this will be only achieved if customers are handled properly. The supervisor should be able to identify those attendants whose personalities will be appeasing to customers(Tosi, 2011).

Different people have different personalities and abilities. However there are few differences that have negative impact on the productivity of persons while other has positive results. Different personalities are also suitable for different jobs within the organization. For instance in this case, the Sorisso restaurant requires a capable supervisor who will ensure smooth running of the business and get the desired results. The supervisor should have the required differences that will steer the firm to greater heights of success.

Communication skills

One of the most important skills that the supervisor must have is good communication style. The role of supervisor in most cases is overseeing that everything is done accordingly. This makes him to be constantly involved in giving instructions to the other staff in the restaurant. He should have the ability to develop clear and concise messages to deliver to the junior staff on what the organization requires fromthem. He has the obligation of also communicating to the top organ of the restaurant on the needs of the employees and other junior staff (Hellriegel& Slocum, 2009). The supervisor should be able to make clear and convincing messages both orally or though writing. He should also be able to listen and make clarifications here necessary.

Good interpersonal skills

Good interpersonal skills form another great personality that ought to be possessed by a good supervisor in a restaurant business. This is because the person is expected to deal with people of different kinds and culture. He has the personal responsibility of promoting the restaurants image to the outside world and promotes unity and coherence within the organization. The supervisor should be able to treat people with courtesy, sensitivity and utmost respect. He is also expected to provide positive response to the needs and feelings of different people in different situations within the organization (Cole, 2000). He should also be a person of high ethical and integrity standards that helps him relate well with other stakeholders within and without the restaurant.

Decisiveness

The success of that restaurant will mainly lie on the ability to solve eminent problems within the restaurant. The supervisor has the overall obligation of ensuring that all the problems within the organization are solved swiftly. This calls for a person who will be able to make timely and well informed decisions. Flexibility is also critical in decision making since some of the decisions made may not have pleasant consequences and implications.

Accountability

Accountability is another vital personal attribute that supervisors are expected to have. It is an ethical requirement that gives an individual an obligation to account for ones activities, accept responsibility for them and to disclose results in an open and transparent version. A good supervisor in a restaurant should also be capable of holding others accountable in order to ensure that there are measurable high quality and cost effective results. Accountability also calls for the ability to determine objectives, set priorities and assign duties accordingly(Phillips & Gully, 2012). It is also his obligation to accept mistakes and look for their corrective and control measures that will prevent a re-occurrence of such mistakes. A good supervisor should also adhere to the set control systems and ethical rules that govern professionals.  If he is conversant with these four among other personalities, customer satisfaction which is the utmost goal of the restaurant will be realized. This will translate to increased sales as well as profitability.

References

Champoux, J. E. (2011). Organizational behavior integrating individuals, groups, and organizations (4th ed.). New York: Routledge.

Cole, G. A. (2000). Organisationalbehaviour: theory and practice. London: Continuum.

French, R., &Rayner, C. (2011). Organizational behaviour (2nd ed.). Chichester, UK: John Wiley & Sons.

Hellriegel, D., & Slocum, J. W. (2009). Organizational behavior (12th ed.). Mason, OH: South-Western Cengage Learning.

Knights, D., &Willmott, H. (2007).Introducing organizational behavior and management. Australia: Thomson.

Phillips, J., & Gully, S. M. (2012). Organizational behavior: tools for success. Mason, OH: South-Western Cengage Learning.

Tosi, H. (2011). Managing organizational behavior individuals, teams, organization and management. Cheltenham, U.K.: Edward Elgar.

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