Fees for radio licenses. Hearings, Seventy-second Congress, second session.

Mode of access: Internet.

Restaurants and other food service enterprises, data pertinent to an evaluation of the need for and the feasibility of extending the minimum wage.

Appendix (p. E 1-E71): Tables prepared by the Bureau of Labor Statistics, summarizing data obtained in the survey conducted for the Wage and Hour Division.

Returns of County Commissioners in Relation to Jails and the Receipts and Expenditures of the Several Counties and Reports in Relation to Licenses

Issued with the Following Variations In Title: Abstract of Returns Concerning Jails, and of the Accounts of County Treasurers; Returns of County Commissioners In Relation To Jails

Real covenants and other interests which "run with land," including licenses, easements, profits, equitable restrictions and rents,

"Table of cases": p. ix-xxv

Auctioning radio spectrum licenses.

"March 1992"--Cover.

The Use of Performance Appraisal Systems in Restaurants

Do restaurant managers commonly use performance appraisals and, if so, how frequently anf for what purposes? The authors address these questions and review the restaurant industry in general.

Voluntary Termination In Restaurants: An Exploratory Determination of Causes

Each year high numbers of employees voluntarily terminate their employment with restaurant organizations. The author reports the results of an exploratory determination of the reasons why a group of employees who left during a three-month period did terminate with the organizations. The subjects were examined as a total group and as subgroups identified by position. It was found that 47.8 percent of the time the manager is able to influence the factors which may lead to voluntary separation from the organization.

Strategic Human Resources Management Performance Metrics for Unit-Level Managers: An Exploratory Study of U.S Casual Restaurants

Many restaurant organizations have committed a substantial amount of effort to studying the relationship between a firm’s performance and its effort to develop an effective human resources management reward-and-retention system. These studies have produced various metrics for determining the efficacy of restaurant management and human resources management systems. This paper explores the best metrics to use when calculating the overall unit performance of casual restaurant managers. These metrics were identified through an exploratory qualitative case study method that included interviews with executives and a Delphi study. Experts proposed several diverse metrics for measuring management value and performance. These factors seem to represent all stakeholders’interest.

Examining Technology Adoption and Management Perception of Inventory Management Systems: The Case of Aruba Restaurants

The purpose of this paper is to explore the use of automated inventory management systems (IMS) and identify the stage of technology adoption for restaurants in Aruba. A case study analysis involving twelve members of the Aruba Gastronomic Association was conducted using a qualitative research design to gather information on approaches currently used as well as the reasons and perceptions managers/owners have for using or not using automated systems in their facilities. This is the first study conducted using the Aruba restaurant market. Therefore, the application of two technology adoption models was used to integrate critical factors relevant to the study. Major findings indicated the use of an automated IMS in restaurants is limited, thus underscoring the lack of adoption of technology in this area. The results also indicated that two major reasons that restaurants are not adopting IMS technology are budgetary constraints and service support. This study is imperative for two reasons: (1) the results of this study can be used as a comparison for future IMS adoption, not only for Aruba’s restaurant industry but also for other Caribbean destinations and the U.S., (2) this study also provides insight into the additional training and support help needed in hospitality technology services.

The Real Failure Rate of Restaurants

A common assumption in the restaurant industry is that restaurants fail at an exceedingly high rate. However, statistical research to support this assumption is limited. The authors present a study of 10 years in the life of three markets and offer new data for managers to consider.

Selecting POS Systems for Table Service Restaurants

A point-of-sale system can enhance decision making, operational control, guest service, and revenues. However, not all POS systems offer the same features and potential for profit improvement. The author discusses those factors which are critical to POS system selection for table service restaurants

Management Compensation as a Value-Added Competitive Method for Casual Theme Restaurants

The primary purpose of this study is to propose that the management compensation package at Outback Steakhouse is a value-adding competitive method. Specifically the research focused on a survey of general manager's altitudes in regards to their intentions to seek out new employment and the effect of the compensation plan provided by Outback Steakhouse on the managers' intentions. This research will provide insight into the use of compensation packages and programs as proactive, value-adding competitive methods in retaining good quality managers it casual theme restaurants.

Tip Allocation: A Compliance Study tor Restaurants

Survey research of the commercial food service industry with regard to tips and tip allocation revealed that 50 percent of restaurateurs require that employees report a minimum amount or percentage of sales and over 50 percent which allocate tips report them as employee income. The authors discuss these results and point out other problems.

Food Safety in Restaurants: A Human Relations Model

Barry Reece and Rhonda Brandt use a human relations perspective to explain behavior at work. Following a review of the six components of their model, the author presents research to illustrate how it can be used by managers to help them understand why food safety violations occur in restaurants. An additional variable not included in the model is discusses and recommendations for managers are made.