Essays on Conformity or Con-Conformity of the Chinese Restaurant to Theories of Employee Empowerment Case Study

Download full paperFile format: .doc, available for editing

The paper “ Conformity or Con-Conformity of the Chinese Restaurant to Theories of Employee Empowerment ”   is a   motivating example of a case study on human resources. This workplace report is based on the XYZ Chinese restaurant where a friend to the writer works. The XYZ restaurant is located in Sydney and has 20 members of staff, 10 who are drawn from China. The rest are Australians, four who serve at managerial positions, while the remaining six serve at subordinate positions that entail cleaning, organizing, and enhancing security in the restaurant. The Chinese employees mainly offer different services to clients and are engaged in preparing Chinese dishes, waiting and serving clients, and ensuring that all clients who understand only the Chinese dialect are at ease in the restaurant. The senior manager of the restaurant holds briefing meetings every Monday morning in which he emphasizes the need for superior service delivery to all clients.

The manager has given employees the authority to accomplish their tasks the best of their knowledge. However, he always underscores that low quality or poor service delivery will not be tolerated by the management.

He always encourages the entire service team to work as a team, and set annual sales targets for them to meet. On attaining the set target, or exceeding it, the service team is entitled to bonuses on top of their salaries. Since the restaurant was set up five months ago, the team leader in charge of the service team has complained to the senior manager several that the Chinese employees seem lost about the best way to handle the decision-making discretion given to them. Instead, they await instructions from him and have always insisted that the way that Australians do things is different from what they are used to in their own culture.

To help the team leader out, the senior manager organized two training sessions to sensitize the Chinese on prevailing Australian cultural norms. Additionally, training sessions for the entire workforce was held to re-orient employees with the restaurant’ s vision, safe food handling practices, and disaster preparedness.

References

Davison, R. & Martinsons, M. (2002) ‘Empowerment or enslavement? A case of process-based organizational change in Hong Kong’, Information Technology & people, vol. 15, no. 1, pp. 42-59.

Forrester, R. (2000) ‘Empowerment: rejuvenating a potent idea’, Academy of Management Executive, vol. 14, no. 3, pp. 67-80.

Foster-Fishman, P., Salem, D., Chibnall, S., Legler, R. & Yapchai, C (1998) ‘Empirical support for the critical assumptions of empowerment theory’, American Journal of Community Psychology, vol. 26, no. 4, pp. 507-536.

Glendon, A. I. & Stanton, N. A. (2000) ‘Perspectives on safety culture, Safety Science, vol. 34, pp. 193-214.

Martisons, M. & Davison, R. (2000) ‘Cultural considerations in business process change’, Working Paper, 00/04, Department of Information Systems, City University of Hong Kong, Hong Kong.

Parker, M. (2000) Organizational culture and identity. Sage, London.

Reiman, T. & Oedewald, P. (2002) ‘The assessment of organizational culture: a methodological study’, VTT Research Notes 2140, VTT Technical Research Centre of Finland, Vuorimiehentie, pp. 1-43.

Schein, E. H. (1992), Organizational Culture and Leadership, Jossey-Bass Publishers, San Francisco.

Thomas, K. W. & Velthouse, B. A. (1990) ‘Cognitive elements of empowerment: An "interpretive" model of intrinsic task motivation, Academy of Management Review, vol. 15, no. 4, pp. 666-681.

Yulk, G.A. & Becker, W. S. (2006) ‘Effective empowerment in organizations’, Organisation Management Journal, vol. 3, no. 3, pp. 210-231.

Download full paperFile format: .doc, available for editing
Contact Us