New Gourmet Coffee Shop’s Staffing Organization Essay

Type of employment relationship in the coffee shop

Employee relationship acts as a vital part of organizational management that determines interactions between the employer and employees at the workplace. According to Tal, Moran, Rooth, and Bendick (2009), emergent businesses are normally at risk of collapsing, especially when employee relationship becomes a problem in an organization.

The most appropriate employee relations strategy that the new coffee shop, Gourmet Coffee Shop, would use to maintain corporate wellbeing is the rule and policy interpretation approach (Tal et al., 2009). Just as the rules make citizens responsible for their actions from the public perspective, having policies and rules in a workplace makes employees more responsible in ensuring that they fight for personal and organizational success.

From the suggested organizational structure, the coffee shop seems to promote bureaucratic standards. Although it may sound authoritative to apply the rule and the poly interpretation strategy, rule and policy approach makes all employees in the organization understand specific policies that promote responsible actions among employees (Tal et al., 2009).

Delineating power management among the store managers and the manner in which they should handle the coffee servers would require the formulation of certain rules and policies that guide the management of stores and workers at the coffee shop. Explaining policies to new employees, reinforcing them with the prevailing workforce, and amending the rules when necessary, make organizations remain focused.

Ways of avoiding claims of disparate treatment

Claims of disparate treatment among employees occur when some staff members feel mistreated or discriminated against in an organization. Disparate workplace treatment may include underpayment, sexual harassment, false allegations, low compensation packages, unjustified layoffs, and exposure to workplace risks (Tal et al., 2009). Based on the rule and policy interpretation strategy of maintaining employee relations, setting policies of fair employee treatment in the workplace would deem appropriate in this organization.

According to Tal et al. (2009), workplace discrimination is an unlawful and unethical practice. Thus, making the top management and all members involved with the coffee shop understand the most common forms of workplace discrimination or disparate treatments is the first approach that helps to reduce cases of workplace discrimination.

Since the employee relations base on the perceptions of rule and policy interpretation approach, imposing policies that reinforce fair treatment among workers, regardless of their job rank, race, creed, religion, or social status differences, will be sensible.

For instance, the policies should cover the punitive actions that the coffee shop should enforce to ensure the existence of fair payments in the workplace and equality in exposure to opportunities, protection against aggression, provision of resources, support from the management, and access to available opportunities. Policies highlighting actions against gender discrimination, mistreatment of workers with a disability, marginalization of the minority groups, and discrimination of ailing workers should prevail.

External Influences that could hinder staffing

Retaining the workforce has continued to be an uphill task for human resource managers in the organization, given the rapidly changing labor market. Companies are competing among themselves to acquire a skilled workforce with great innovation that is requisite in corporate growth (Ployhart, 2006).

The coffee shop would expect several external influences that are likely to hinder effective staffing. Common external factors that influence small businesses, including effective staffing, are government policies and corporate competition. Ployhart (2006) notes that among the possible external competition factors that may impede effective staffing in the coffee shop are high compensation packages in other shops, highly favorable working conditions, and high innovation and technological stability of the competitors.

The customary government policies on staffing in small businesses may influence effective staffing in the coffee shop. To address external influence brought about by the competitors, the coffee shop must develop strategies of handling compensation issues that employees may raise (Ployhart, 2006).

The shop management should consider reviewing salaries, accessing the job satisfaction of its employees, and investigating the job market constantly to identify emerging issues. Giving reasonable pay packages, providing extra support services, providing access to soft loans, and advising the young staff about savings and investment would help to reduce external influences resulting from competitors (Ployhart, 2006). In addressing governmental influences, complying with existing employment rules and standards would help.

Plans to handle employee shortages and surpluses

High labor turnover is normally costly to organizations, while low labor turnover may make companies incompetent sometimes (Ployhart, 2006). Therefore, maintaining the right number of competent employees is necessary for any existing or emerging organization.

For a young investment such as the coffee shop, controlling shortage and surplus of labor is very crucial. In handling employee shortages, some strategies are important. Training and development are crucial as they enable the coffee shop to institute a training program to ensure constant labor supply in case some employees quit (Ployhart, 2006). Searching for new talents helps in maintaining a sustainable human resource team.

Retaining talented workforce is vital because it would assist the coffee shop to have workers who can multitask in case of a labor crisis in the shop. Encouraging multitasking among employees enables the coffee shop to overcome the problem of labor shortage because the few remaining employees can multitask and save the labor crisis problem (Tal et al., 2009).

A surplus of employees or excessive supply of labor is costly for small businesses, and hence, requires a proper approach. Retention of skilled workforce is an approach that would assist the coffee shop to work with competent workers at low operational cost (Tal et al., 2009). Appropriate retrenchment of underperformers is an appropriate approach of eliminating low performers, who are costly to maintain.

A strategy for workforce diversity

The nature of the coffee shop may seem like a small business with few workers but may require workforce diversity to enhance inclusivity during its growth. A diverse workforce ensures the inclusion of workers from different communities, who have diverse religious backgrounds and hold varied cultural standards (Tal et al., 2009).

As a young investment, the coffee shop may consider setting employment standards that promote the observation of racial and ethical standards of employment. As Olaniyan and Ojo (2008) suggest, the coffee shop should clearly state the expected percentage of workforce shares that each ethnic group may receive based on the demographic statistics. The shop must analyze and understand regional demographics.

The shop must state in its employment policies, the percentage of expected workers from each race, religion, community, or social class. To promote workforce diversity, the shop should concentrate on employing workers based on their professional competencies, even from the underrepresented minorities (Olaniyan & Ojo, 2008).

Assessing areas of underrepresented people from the minority groups, delineating the powers involved in the recruitment of new workforce, and reducing unnecessary bureaucratic employment procedures would give space for inclusion and setting up of a diversified workforce (Olaniyan & Ojo, 2008). The designed employment standards should focus on establishing free and fair employment policies that would ensure the efficient achievement of a diversified workforce in the coffee shop.

A job requirements analysis for the coffee shop workers

The Store Managers

Specific qualifications

1. At least a diploma holder in stores or retail shop management;
2. Must have a high customer focus and promote the goodwill of the company;
3. Must be able to maintain good relations with suppliers and other stakeholders;
4. Able to meet the targets of the shop as desired by the management;
5. Able to work independently and make informed decisions when necessary;
6. Must be result-driven and keep the vision of the coffee shop moving;
7. Must maintain good relations with any other stakeholder or consumer.

Knowledge, Skills, and Abilities

1. Have managerial abilities;
2. Able to multitask when necessary;
3. High mathematical skills;
4. Innovation and abilities to make informed decisions;
5. Team building and motivation abilities are requisite.

The job Context: Duties and Responsibilities

1. Supervising the coffee servers;
2. Dealing with suppliers;
3. Carrying out market investigations;
4. Safeguard the interest of the coffee shop.

The Coffee Servers

Specific qualifications

1. Must at least attain a minimum age of 22 years;
2. A high school diploma or General Educational Development is vital;
3. Must at least have undergone foodservice training;
4. Should at least possess a certificate in food and beverage;
5. Must be medically fit and possess a health certificate;
6. Experience in restaurant or food service will be an added advantage.

Knowledge, Skills, and Abilities

1. Ability to follow and interpret instructions keenly;
2. Ability to communicate in English fluently;
3. Ability to work under pressure;
4. Able to relate well with fellow employees and customers.

The job context: Duties and responsibilities

1. Welcoming guests and serving them;
2. Providing excellent customer services;
3. Maintain food hygiene and safety standards;
4. Perform additional tasks when required.

References

Olaniyan, D., & Ojo, L. (2008). Staff Training and Development: A Vital Tool for Organizational Effectiveness. European Journal of Scientific Research, 24(3), 326-331. Web.

Ployhart, R. (2006). Staffing in the 21st Century: New Challenges and Strategic Opportunities. Journal of Management, 32(6), 868-897. Web.

Tal, A., Moran, G., Rooth, D., & Bendick, M. (2009). Using Situation Testing to Document Employment Discrimination against Persons with Psychiatric Disabilities. Employee Relations Law Journal, 35(2), 82-102. Web.