Page |1 Acknowledgement

We wish to express our gratitude to our course instructor M. Nazmul Amin Majumdar, PhD Australia! "or gi#ing us the opportunit$ to prepare the presentation case, Angelo%s pizza.

Introduction

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Angelo%s Pizza was named a"ter '$ Angelo (amero who was 'rought up in the )ronx, New *or+. As a $oungster, Angelo alwa$s wanted to 'e in pizza store 'usiness and would sometimes spend hours at the local pizza store, watching how pizzas were actuall$ made. And the whole process got him interested. While in college, Angelo learned the di""erences 'etween 'eing an entrepreneur and 'eing a manager. A"ter graduating "rom college as Mar+eting major, ,e immediatel$ started his pizza 'usiness in )ronx, where he opened his "irst Angelo%s pizza store. Angelo decorated his pizza store with attracti#e interior design and pro#ided all natural, "resh ingredients "or ma+ing pizza. All o" his e""orts regarding newl$ opened 'usiness appealed the customers and within - $ears Angelo%s 'usiness was success. With .ust one store and a hand"ul o" emplo$ees, he could ma+e e#er$ decision and watch the cash register, chec+ in the new supplies, o#ersee the ta+eout, and personall$ super#ise the ser#ice. (Dessler, Gary (2013-2014), Human Resource Management, p.73 )

Five Specific Human Resource errors:

A"ter the success o" Angelo%s "irst store, Angelo expanded three more store. )ut since then things started getting challenging. Angelo had experienced human resource management error a"ter expanding three stores and as he realized that he +new there was no wa$ he could expand the num'er o" stores he owned, or contemplate "ranchising his idea, unless he had a s$stem in place that he could pro#ide the manager with the necessar$ management +nowledge and expertise to run their store. /o there are - speci"ic ,uman 0esource errors which ha#e 'een o#erloo+ed '$ Angelo are discussed 'elow1 (Dessler, Gary (2013-2014), Human Resource Management, p.73 ) 1.1 No training Program Angelo had no training program in place "or teaching his store manager how to run their stores. ,e simpl$ assumed that '$ wor+ing with him the$ would learn how to do things on the jo'. /ince Angelo reall$ had no training s$stem in place, the managers% per"ormances were 'elow a#erage when it comes to how to manage a store. (Dessler, Gary (2013-2014), Human Resource Management, p.73 ) 1. !ogical error 2t was reall$ hard "or Angelo to "ind ser#ice oriented courteous people. 3or example, he had hired one emplo$ee who used pro"anit$ se#eral times, including once in "ront o" a customer. )ased on that e#ent, Angelo "ired that emplo$ee '$ sa$ing her that she is not suita'le "or Pizza store. 4his indication "alls in logical error 'ecause Angelo drew an unwanted conclusion "rom the "acts. Which is a #er$ isolated wea+ness and it would 'e impro#ed '$ pro#iding personalit$ training. (Dessler, Gary (2013-2014), Human Resource Management, p.737) 1." Failure to recogni#e emplo$ees% &idden motive

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6mplo$ee the"t is not the onl$ concern to a small 'usiness. /ometimes the$ can steal the whole 'usiness idea, something Angelo learned "rom pain"ul experience. Angelo was planning to open a new store in what he thought would 'e a particular good location and was thin+ing o" ha#ing one o" his current emplo$ees manage the store. 2nstead, it turned out that this emplo$ee was stealing Angelo%s 'usiness idea 7 what Angelo +new a'out customers, suppliers, where to 'u$ pizza%s raw material, how much e#er$thing should cost, how to "urnish the store, where to 'u$ o#ens, store la$out8e#er$thing. 4his emplo$ee soon 9uit and opened up his own pizza store, not "ar "rom where Angelo had planned to open his new store. (Dessler, Gary (2013-2014), Human Resource Management, p.73!) 1.' (rou)le in &iring rig&t person Angelo created some draw'ac+s '$ rushing and ma+ing assumptions a'out people while recruiting them. :ne example is, when Angelo placed help wanted ads in two local newspapers, man$ o" the applicants le"t #oice mail messages 'ut Angelo and other wor+ers were too 'us$ to answer, /o Angelo just neglected with the assumption that people without good telephone manners would not ha#e good manners in the store either. People who wor+ in the restaurant pla$ a great role in its li"e. 0estaurant%s success and its running rel$ on those people. 4hus managers ha#e to 'e +nowledgea'le to hire the right people "or the jo'. 4his is 'ecause onl$ the manager explains the compan$%s rules and regulations to all sta"" mem'ers and to pro#ide the training necessar$. /o that sta"" mem'ers adhere compan$%s rule and regulations. Moreo#er, emplo$ee wor+ schedules are also under his control. (Dessler, Gary (2013-2014), Human Resource Management, p.737) 1.* +mplo$ee turnover 4he restaurant 'usiness is particularl$ 'rutal when it comes to the turno#er. Man$ restaurants turn o#er their emplo$ees at a rate o" &;;< to 5;;< per $ear. Angelo was losing two or three emplo$ees per month. ,is emplo$ees had to wor+ "or a long hour shi"t and some o" his managers ha#e to handle three jo's himsel". Angelo%s Pizza was high #olume store and it re9uires six emplo$ees per store, whereas the$ onl$ had three or "our to run the store. And as he had not an$ speci"ic training session all things "rustrated the emplo$ees as a result turno#er rate increased. As a conse9uence, good emplo$ee lea#es in "rustration and 'ad ones sta$ 'ehind. (Dessler, Gary (2013-2014), Human Resource Management, p.73!)

., Recommendation - Suggestion

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2t is #er$ important "or all restaurant owners to +now the techni9ue in#ol#ed in inter#iewing potential emplo$ees. 0ecruiting the wrong emplo$ee can 'e #er$ costl$ "or an$ restaurant. /o, 'e attenti#e when hiring an emplo$ee. /uccess"ul De#elopments "or Angelo%s Pizza As we can learn "rom Angelo%s earl$ attempts to repeat his "irst success"ul operation, there are draw'ac+s to rushing and ma+ing assumptions. >uc+il$, "or Angelo, he has seen the result o" a lac+ o" planning, and he can change his errors 'e"ore tr$ing to 'ranch out into more stores and possi'l$ "ranchising. Angelo "irst needs to start a 'usiness strateg$. A 'usiness plan will outline his strategic goals and help Angelo to determine the emplo$ees he needs to de#elop. (ertain 'usinesses want to attract and maintain certain people. (Dessler, Gary (2013-2014), Human Resource Management, p.73!) Angelo has seen "rom his pre#ious attempts at rushed hiring. Angelo has to de#elop a plan that identi"ies the characteristics and s+ills that success"ul applicants need to possess 'e"ore he can 'egin de#eloping his sta"". (Dessler, Gary (2013-2014), Human Resource Management, p.737) :nce Angelo +nows the person he hopes to recruit "or his 'usiness, he needs a comprehensi#e plan "or hiring them. Angelo needs to de#elop a screening process "or applicants that include hiring guidelines, re"erence chec+ing, extensi#e inter#iews and "uture s+ills assessments "or the s+ills the jo' re9uires. (Dessler, Gary (2013-2014), Human Resource Management, p.73!) 4raining is re9uired to impro#e the candidate in the wa$ that $ou want them to operate within $our 'usiness. Ne#er accept an emplo$ee +nows how to per"orm, or what $ou want them to do. De#elop training and a plan to assess its e""ecti#eness. (Dessler, Gary (2013-2014), Human Resource Management, p.737) Angelo made sta""ing miscalculations, which lead to high a'senteeism and turno#er. 0esults o" poor sta""ing will lead to 'urnout o" s+illed emplo$ees. 2t ma$ 'e re9uired to examine the sta""ing to ensure ade9uate treatment to pre#ent poor ser#ice and emplo$ee 'urnout. (Dessler, Gary (2013-2014), Human Resource Management, p.73!)

"., .onclusion

Page |Angelo needs to de#elop a set compensation pac+ages "or 'oth wages and 'ene"its. *ou should ta+e into consideration man$ "actors when 'eginning to recruit $our restaurant. All these include human resource de#elopment and the re9uirement o" emplo$ees. >ogistics pla$s an important role as well as e""ectual management. 4he num'er o" emplo$ees re9uired '$ a restaurant relies upon the scale o" its operation, the le#el o" mechanization, and the s$stem o" wor+. )e"ore Angelo mo#es on to 'uild more stores, he must identi"$ and a#oid some o" the pit"alls that ha#e ruin lots o" 'usinesses. 3ailure to recognize the traits necessar$ "or the position, and using extensi#e ad#ertising with no right candidate or s+ill set in mind. Angelo could produce 'etter applicants i" he were more speci"ic as to the re9uirements o" the position. )$ doing so, Angelo will recognize his needs and s+ills re9uired to "ul"ill the jo'.

'., Reference 1. (Dessler, Gary (2013-2014), Human Resource Management, p.73!)

Page |? . (Dessler, Gary (2013-2014), Human Resource Management, p.737)