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This research proposal presents exploratory research to identify managements critical managerial aspects in American restaurants that affect intercultural and international employees performance and motivation. It tries to establish why cross-cultural workers are essential in the restaurant industry in the U.S. and how managers influence their work productivity and incentive. The paper identifies why cultural awareness of different ethnicities should be viewed as an essential factor for success, especially in the industry of food service. The topic is quite relevant to the targeted audience, who are intercultural workers and their supervisors. Its topicality increases due to an augmented level of people who migrate to the United States of America and try to earn decent money there.
The restaurant industry in the United States is the core sphere contributing to the states economy. The food-service domain offers multiple workplaces, promotions, and countless job opportunities. It allows building a stable career: from busser to a manager, from server to a chief executive officer. Moreover, restaurant businesses hire thousands of workers from different cultural backgrounds (Famiyeh, Adaku, Amoako-Gyampah, Asante-Darko, & Amoatey, 2018). Millions of foreign employees have received profitable opportunities to demonstrate their skills and knowledge due to their managers supervision (Kraak, Englund, Misyak, & Serrano, 2017; Smith & Bititci, 2017). However, some studies suggest that international laborers do not receive enough incentive to work harder.
Therefore, this papers primary objective is to investigate international employees increased performance and motivation and how they depend on restaurant managers. This research poses the main research question: how international workers are dependent on the American management system in restaurants. Therefore, the study aims to analyze the interrelation between managers and intercultural staff, the internal environment, and behavioral patterns in 20 restaurants in Cape Cod, Massachusetts. The main investigation methods will be surveys and observation as they would provide robust evidence for achieving the goals.
Foreign restaurant workers tend to display augmented productivity at their workplaces due to completing the tasks that have been delegated adequately by their managers. Therefore, the managers significantly impact the performance by finding an approach for a specific worker. Primarily, it concerns the cross-cultural representatives who have different values and beliefs (Campbell, Boese, & Tham, 2016). Modern literature pays much attention to the restaurant managers in charge of establishing such an atmosphere that each employee could perform well and was satisfied with his working conditions (Smith & Bititci, 2017; Hanna & Lyons, 2016). Previous research showed that international restaurant employees are easily susceptible to their American managers requirements (Bufquin, DiPietro, Orlowski, & Partlow, 2018). Therefore, no problems concerning their working conditions, salaries, and relationship with colleagues were identified.
The paper will draw a conclusion and state why foreign employees perform better under the managers supervision. Based on research and statistical analysis of data, the finding will identify how much foreign workers are satisfied with their managers requirements. This statement will also lead to another conclusion concerning the restaurants desire to hire a foreign workforce as they are more acceptable to new conditions and are eager to follow the instructions more responsibly. Moreover, the research will identify areas for management improvement in American restaurants, which would increase foreign employees performance and motivation. The topic poses a great interest as more people migrate to the United States, and the food-service industry can offer job opportunities to them
References
Bufquin, D., DiPietro, R., Orlowski, M., & Partlow, C. (2018). Social evaluations of restaurant managers: The effects on frontline employees job attitudes and turnover intentions. International Journal of Contemporary Hospitality Management, 30(3), 18271844. Web.
Campbell, I., Boese, M., & Tham, J.-C. (2016). Inhospitable workplaces? International students and paid work in food services. Australian Journal of Social Issues, 51(3), 279298. Web.
Famiyeh, S., Adaku, E., Amoako-Gyampah, K., Asante-Darko, D., & Amoatey, C.T. (2018). Environmental management practices, operational competitiveness and environmental performance: Empirical evidence from a developing country. Journal of Manufacturing Technology Management, 29(3), 588-607. Web.
Hanna, S., & Lyons, K. (2016). Challenges facing international social workers: English managers perceptions. International Social Work, 59(6), 722733. Web.
Kraak, V., Englund, T., Misyak, S., & Serrano, E. (2017). Progress evaluation for the restaurant industry assessed by a voluntary marketing-mix and choice-architecture framework that offers strategies to nudge American customers toward healthy food environments, 20062017. International Journal of Environmental Research and Public Health, 14(7), 760. Web.
Smith, M., & Bititci, U.S. (2017). Interplay between performance measurement and management, employee engagement and performance. International Journal of Operations & Production Management, 37(9), 1207-1228. Web.
Do you need this or any other assignment done for you from scratch?
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