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Event XX

An Association of Marketing Students®

OCCUPATIONAL CATEGORY

Full Serve Restaurant Management Series

INSTRUCTIONAL AREA

Business, Management and Entrepreneurship

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FSRM-98

National Event ?

PARTICIPANT INSTRUCTIONS

PROCEDURES

1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation.

2. You will give an ID label to your adult assistant during the preparation time.

3. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge).

4. You will be evaluated on how well you meet the performance indicators of this event.

5. Turn in all your notes and event materials when you have completed the role-play.

PERFORMANCE INDICATORS

1.  Explain the nature of wage and benefit programs.

2.  Establish standards for job performance.

3.  Identify factors affecting a business’ profit.

4.  Explain ways to build employee morale.

5.  Develop a compensation plan.

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2001 DECA-Ontario Provincials FSRM Event 2

EVENT SITUATION

You are to assume the role of co-owner of Central City Country club. You are to develop an employee evaluation plan for the manager of the club’s restaurant. You will then present your plan to your co-owner (judge).

Employee retention at Central City Country club is average. You and your partner, as co-owners of Central City Country club, want to improve retention. You are particularly concerned about some of your key staff. The manager of your restaurant has worked at the club for six years. His/her performance is excellent, though it’s never been specifically measured by performance evaluations.

You and your partner (judge) met last month to discuss incentive compensation for your restaurant manager. You decided that upon completion of a successful quarter, based on a structured performance evaluation, your restaurant manager would receive a bonus. For each quarter that the club operates in the black, the manager would receive a bonus of 10 percent of his/her salary for that period of time. You have decided that employees must have at least five years of service at the club before they are eligible for performance incentives.

Since you are more experienced in business matters than your co-owner, you are drawing up the evaluation plan. As part of your plan, you must develop a list of criteria upon which you will evaluate your restaurant manager. You will first draw up a list of possible criteria for evaluation and then decide which four criteria will weigh most heavily. You should also draw up a list of people who might evaluate the restaurant manager and then decide which of those will have the major responsibility.

You will present your plan to your partner (judge) in a role-play to take place in the club’s business office. The partner (judge) will begin the role-play by greeting you and asking to hear your plan. After you have presented the plan and have answered your partner’s (judge’s) questions, your partner (judge) will conclude the role-play by thanking you for your work.

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2001 DECA-Ontario Provincials FSRM Event 2

JUDGE’S INSTRUCTIONS

DIRECTIONS, PROCEDURES AND JUDGE’S ROLE

In preparation for this event, you should review the following information with your event manager and other judges:

1. Procedures

2. Performance Indicators

3. Event Situation

4. Judge Role-Play Characterization

Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant.

5. Judge’s Evaluation Instructions

6. Judge’s Evaluation Form

Please use a critical and consistent eye in rating each participant.

JUDGE ROLE-PLAY CHARACTERIZATION

You are to assume the role of co-owner of Central City Country CLUB. Your co-owner (participant) is developing an employee evaluation plan for the manager of the club’s restaurant. He/she will then present the plan to you.

Employee retention at Central City Country CLUB is average. You and your partner, as co-owners of Central City Country CLUB, want to improve retention. You are particularly concerned about some of your key staff. The manager of your restaurant has worked at the club for six years. His/her performance is excellent, though it’s never been specifically measured by performance evaluations.

You and your partner (judge) met last month to discuss incentive compensation for your restaurant manager (judge). You decided that upon completion of a successful quarter, based on a structured performance evaluation, your restaurant manager would receive a bonus. For each quarter that the club operates in the black, the manager would receive a bonus of 10 percent of his/her salary for that time period. You have decided that employees must have at least five years of service at the club before they are eligible for performance incentives.

Since your partner (participant) is more experienced in business matters than you, the partner (participant) is drawing up the evaluation plan. As part of the plan, your partner (participant) must develop a list of criteria upon which you will evaluate your restaurant manager. Your partner (participant) should first draw up a list of possible criteria for evaluation and then decide which four criteria will weigh most heavily. Your partner (participant) should also draw up a list of people who might evaluate the restaurant manager and then decide which of those will have the major responsibility.

Your partner (participant) will present the plan to you in a role-play to take place in the club’s business office. You will begin the role-play by greeting your partner (participant) and asking to hear the plan.

During the course of the role-play, you are to ask the following questions of each participant:

1. Since our object is to retain staff, are there other rewards or incentives we should be offering the restaurant manager?

2. Are there other personnel we should be evaluating in this fashion? Which ones?

3. How can we approach our employees about the evaluation and reward plans so that they will feel this is a positive step, and not a threatening one?

Once your partner (participant) has presented his/her plan and has answered your questions, you may conclude the role-play by thanking him/her for working on the plan.

You are not to make any comments after the event is over except to thank the participant.

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2001 DECA-Ontario Provincials FSRM Event 2

JUDGE’S EVALUATION INSTRUCTIONS

Evaluation Form Information

The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge’s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event.

Evaluation Form Interpretation

The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency.

Level of Evaluation / Interpretation Level
Excellent / Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator.
Good / Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator.
Fair / Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator.
Poor / Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

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2001 DECA-Ontario Provincials FSRM Event 2

JUDGE’S EVALUATION FORM

FSRM

Event 2

DID THE PARTICIPANT:

1. Explain the nature of wage and benefit programs?
POOR / FAIR / GOOD / EXCELLENT
0, 2 / 4, 6, 8 / 10, 12, 14 / 16, 18
Attempts at explaining the nature of wage and benefit programs were inadequate or unclear. / Adequately explained the nature of wage and benefit programs. / Effectively explained the nature of wage and benefit programs. / Very effectively and
thoroughly explained the
nature of wage and benefit
programs.
2. Establish standards for job performance?
POOR / FAIR / GOOD / EXCELLENT
0, 2 / 4, 6, 8 / 10, 12, 14 / 16, 18
Attempts at establishing standards for job performance were inadequate or unclear. / Adequately established standards for job performance. / Effectively established standards for job performance. / Very effectively and
thoroughly established standards for job performance.
3. Identify factors affecting a business’s profit?
POOR / FAIR / GOOD / EXCELLENT
0, 2 / 4, 6, 8 / 10, 12, 14 / 16, 18
Attempts at identifying factors affecting a business’s profit were inadequate or weak. / Adequately identified factors affecting a business’s profit. / Effectively identified factors affecting a business’s profit. / Very effectively identified
factors affecting a business’s profit.
4. Explain ways to build employee morale?
POOR / FAIR / GOOD / EXCELLENT
0, 2 / 4, 6, 8 / 10, 12, 14 / 16, 18
Attempts at explaining ways to build employee morale were inadequate or unclear. / Adequately explained ways to build employee morale. / Effectively explained ways to build employee morale. / Very effectively explained
ways to build employee
morale.
5. Develop a compensation plan?
POOR / FAIR / GOOD / EXCELLENT
0, 2 / 4, 6, 8 / 10, 12, 14 / 16, 18
Attempts at developing a compensation plan were inadequate or unclear. / Adequately developed a compensation plan. / Effectively developed a compensation plan. / Very effectively developed a compensation plan.
6. Overall impression of the participant’s skills and performance?
POOR / FAIR / GOOD / EXCELLENT
0, 1 / 2, 3, 4 / 5, 6, 7 / 8, 9, 10
Demonstrated few skills with little or no effectiveness. / Demonstrated limited ability to link some skills effectively. / Effectively demonstrated specified skills. / Demonstrated skills in a confident, articulate and integrated manner that meets the highest professional business standards.

Judge’s Initials TOTAL SCORE

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