Question.2244 - "Taking Responsibility - New on Restaurant Menus: Predictive Scheduling" (E-book p.39 // Physical textbook p. 57) (MO 1.2) "What Employers Should Know About Predictive Scheduling Laws".(2022). HRNews,htt12s://ez12roxy.w12unj.edu/login?url=htt12s://www.12roguest.com/trade-journals/what-em121oyers should-know-about-Rredictive/docview/2689103630/se-2 (MO 2.2) *Note: The physical book have different page numbers from the e-book Find the section called "Taking Responsbility" at the end of Chapter 2.
Answer Below:
In the ever-changing field of workforce management, predictive scheduling has gained prominence, particularly in the hospitality industry. Employers are adopting on-call scheduling procedures at an increasing rate as a result of the ongoing epidemic, labour shortages, and unpredictable client patterns. In this assignment, we apply what we learned from Chapter 2's "Taking Responsibility" to analyse how the restaurant business uses predictive scheduling. We also explore the legal aspects described in "What Employers Should Know About Predictive Scheduling Laws" in order to understand the commercial ramifications (Noe et al., 2020). Insights from "Taking Responsibility" The focus of Chapter 2's "Taking Responsibility" section is probably on how the restaurant business is adjusting to the idea of predictive scheduling. The information may go into detail about the advantages and difficulties of putting such scheduling techniques into practise. In order to effectively handle staffing needs, restaurants—which have historically struggled with the unpredictable nature of client flows—appear to be implementing predictive scheduling. This could entail assigning workers to be on-call, prepared to handle unforeseen staffing shortages or last-minute fluctuations in consumer traffic. The text may provide insight into the tactics these businesses use to keep things running smoothly in the face of uncertainties brought on by things like shifting consumer trends and continuous pandemic difficulties (Jones, 2011). It might also go over the benefits and drawbacks of predictive scheduling in the restaurant industry. Maybe one reason why the on-call system is so well-liked is that it allows companies to quickly adjust to changing demand levels. It might also examine any objections, particularly as they relate to the industry's low-wage workers. Advocates may draw attention to concerns about these workers' childcare, transportation, and financial planning. The section on "Taking Responsibility" may provide valuable perspectives on how the restaurant sector approaches and manages these difficulties. It might go over any creative approaches or industry best practises that companies are doing to find a balance between addressing employee wellness and operational needs. Key Points from "What Employers Should Know About Predictive Scheduling Laws" The HRNews article "What Employers Should Know About Predictive Scheduling Laws" probably offers some useful information on the laws governing predictive scheduling and how they affect businesses (DeCenzo et al., 2016). The article could highlight how more and more governments are passing regulations pertaining to predictive scheduling in order to address issues with worker rights and predictable work hours. One way to characterise these regulations is as attempts to provide workers more certainty over their pay and work hours while also taking aim at larger firms. The article's salient features could encompass particulars regarding the laws governing predictive scheduling in several places, including San Francisco, Seattle, Oregon, New York City, Chicago, Philadelphia, and Emeryville, California. The regulations pertaining to each area may vary, encompassing factors such as the coverage of employers, the advance posting of schedules, and the consequences of making last-minute modifications. An article might, for example, focus on Seattle's Secure Scheduling Ordinance regulations, which are applicable to retail and food service businesses with 500 or more employees globally. The article might also go over the difficulties these laws present for employers, like having to pay "predictability pay" or follow certain guidelines when modifying schedules at the last minute. It might examine how companies are handling these legal obligations and provide advice on how to comply, such as developing policies tailored to a given region, looking into predictability pay exclusions, and using scheduling apps to encourage willing schedule swaps (Gray, 2010). Conclusively, the comparison of perspectives from the restaurant business in "Taking Responsibility" and the legal landscape in "What Employers Should Know About Predictive Scheduling Laws" presents a multifaceted picture of adjustments and problems. While companies use predictive scheduling to increase operational efficiency, they must carefully navigate the changing regulatory landscape. A crucial task that highlights the complex dance between industrial practises and legal obligations in the goal of a peaceful workplace is striking a balance between compliance and flexibility. References Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resource management. McGraw-Hill. Fundamentals of human resource management (hoasen.edu.vn) DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of human resource management. John Wiley & Sons. Fundamentals of Human Resource Management - David A. DeCenzo, Stephen P. Robbins, Susan L. Verhulst - Google Books Gary, D. (2010). Fundamentals of Human Resource Management: Content, Competencies and Applications. Fundamentals Of Human Resource Management: Content, Competencies And ... - Dessler Gary - Google Books Jones, H. (2011). Taking responsibility for complexity. Briefing Paper, 68. Taking responsibility for complexity: how implementation can achieve results in the face of complex problems - ODI Working Papers 330 (usaidlearninglab.org)More Articles From Management
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