Search results

People with food allergies rely to a great extent on restaurant staff to have a safe meal. The purpose of this paper is to acquire novel data to evaluate knowledge, attitudes and practices of food allergy among the restaurant's staff and factors that could be associated with these domains.

A cross-sectional study involving 306 restaurant staff in Amman City, Jordan was conducted using a validated self-reported questionnaire. Logistic regression analysis was performed to identify factors independently associated with knowledge, attitude and practices (KAP).

The results showed that most restaurant staff had moderate to excellent knowledge, positive attitudes, low to moderate risk practices regarding food allergy. Knowledge level was significantly associated with the staff's age, position, education level and restaurant class. Further, attitude level was significantly associated with staff age, experience, gender, education level, restaurant class and whether the restaurant held food safety certificates. Similarly, staff behavioral practices were significantly associated with staff position, restaurant class and the presence of valid food safety certificates.

This study suggests that more training for the staff in restaurants would be associated with a lower risk of providing unsafe meals.

This study demonstrated the need for the pre-employment theoretical and practical tests for restaurants’ staff to determine their knowledge level and provide them mandatory developing training programs to support and facilitate food allergy risk management and to develop food allergy policies.

The purpose of this paper is to compare restaurant managerial staff and employees’ attitudes toward food allergies, their food allergy knowledge and food allergy-related training.

An online questionnaire was administered through a market research company (Qualtrics® Inc.). A total of 110 managerial staff and 229 restaurant employees completed this questionnaire.

Most restaurants were willing to modify recipes for customers with food allergies. Respondents felt that the customers should be responsible for expressing their food allergy needs. Both groups were able to identify certain symptoms of allergic reactions to food but lacked knowledge of allergen-handling practices. The managerial staff and employees had knowledge differences about how to respond to an allergic reaction (p<0.001) and how to identify peanut derivatives on food labels (p<0.000). In total, 70 percent of the managerial staff indicated that they provided employee food allergy training but only 40 percent of employees indicated receiving such training. The managerial staff identified a lack of employee commitment and interest as barriers to training provision. However, the employees identified different reasons (i.e. it is unnecessary and not beneficial).

Restaurants should have policies in place to accommodative customers with food allergies and make sure food allergy-related information is communicated to their customers via different outlets (i.e. restaurants’ websites and printed menus). Food allergy training should be designed based on the areas that need improvement, as knowledge may differ based on the position in the restaurants (managerial staff vs employees) and types of the restaurants (quick service vs casual dining). Pragmatic strategies need to be identified to better encourage and motivate restaurant employees to attend a food allergy training.

Understanding the similarities and differences in attitudes, knowledge and training on food allergies between restaurant managerial staff and employees would help restaurants to plan and implement policies and training that best fit both managerial staff and employees.

The purpose of this paper is to examine the sanitation knowledge and practice of staff who work in restaurant kitchens and to suggest sanitation management plans and efficient ways to enhance sanitation knowledge and practice in the restaurant industry.

The survey research was conducted using a questionnaire composed of 73 questions in three areas of general information, sanitation knowledge, and sanitation practices. The respondents were selected from among kitchen staff working in restaurants that were both at least 198 m2 in size and listed in the Korean Foodservice Information database. The collected data were analyzed to identify the differences between sanitation knowledge and practices.

The results showed that the respondents were well aware of the importance of sanitation during food preparation and cooking whereas they had a relatively lack of personal hygiene. Age and education level of kitchen staff correlated with sanitation knowledge and practices, and kitchen staff working less than 12 hours per shift scored significantly higher in terms of sanitation knowledge than those who worked more hours per shift. Also, kitchen staff working in restaurant franchises showed higher levels of both knowledge and practice than those working in independent restaurants.

A more diversified sanitation-training program should be developed on the basis of the characteristics of kitchen staff members and restaurant characteristics. As kitchen staff members themselves have identified change in perspectives on sanitation as the most important factor for improving practice levels, the training should not only transmit information but should be developed into a training method.

This research provides suggestions for how restaurant kitchens in South Korea can make progress in a situation where sanitation implementation is limited to the transfer of knowledge.

Considers the relationship between business strategy and approaches to HRM. Theory suggests that certain approaches to HRM align more appropriately with different business strategies. Hence a new approach to business might suggest the need for a new approach to managing HR. Examines this relationship in more depth in the context of a new market development within the UK restaurant industry, the emergence of the so‐called “Designer restaurants”. Reports the findings on the conduct of HRM from a case study of three designer restaurants. Whilst some evidence of a move away from traditional (for the restaurant industry) approaches to HRM is presented, the findings do not indicate a clear relationship between business strategy and the approach to HRM. Discusses the implications for our understanding of the relationship.

Service tip is an optional gift that is given by the customers to the waiters (or any other service staffs) for their services. Although the service tips are given to the waiters or service staffs, many restaurant owners or managements take away such gifts from the service staffs. This paper aims to identify the relationship between tips retention practice (TRP) and returning intention (RI) of the British customers to the same Indian restaurants for dining once they know that such tips are retained by the owners not by the service staffs. TRP was further divided into positive TRP (service staffs retaining the tips) and negative TRP (owners or management retaining the tips). The study further used a moderating variable (Female Customers’ Role) to test the moderating effect on the direct relationship.

The author purposively selected 1,223 British diners who take dining services at different Indian restaurants and used a structured survey instrument to collect primary data from those selected respondents. The author used SPSS 25 for descriptive statistics and a covariance-based structural equation modeling through AMOS 25.

Based on survey responses and proper statistical analysis, it was revealed that a positive TRP has a significant positive relationship with positive RI, whereas a negative TRP also has a significant positive relationship with negative RI. The results further disclosed that such a relationship can be strengthened by the Female Customers’ Role, that is, female diners are particularly reluctant in returning to those Indian restaurants where they experience a negative TRP.

This is one of the few empirical research attempts that have tried to reveal the dining customers’ intention toward TRPs. The author expects that the study results will contribute to upcoming investigations focusing on TRPs and policies. The author further anticipates that the study findings will guide the Indian restaurant managements in shaping their TRPs and policies.

Describes a study to measure the quality of service provided by food‐poisoning surveillance agencies in England and Wales in terms of the requirements of a representative consumer ‐ the egg producing industry ‐ adopting “egg associated” outbreak investigation reports as the reference output. Defines and makes use of four primary performance indicators: accessibility of information; completeness of evidence supplied in food‐poisoning outbreak investigation reports as to the sources of infection in “egg‐associated” outbreaks; timeliness of information published; and utility of information and advice aimed at preventing or controlling food poisoning. Finds that quality expectations in each parameter measured are not met. Examines reasons why surveillance agencies have not delivered the quality demanded. Makes use of detailed case studies to illustrate inadequacies of current practice. Attributes failure to deliver “accessibility” to a lack of recognition on the status or nature of “consumers”, combined with a self‐maintenance motivation of the part of the surveillance agencies. Finds that failures to deliver “completeness” and “utility” may result from the same defects which give rise to the lack of “accessibility” in that, failing to recognize the consumers of a public service for what they are, the agencies feel no need to provide them with the data they require. The research indicates that self‐maintenance by scientific epidemiologists may introduce biases which when combined with a politically inspired need to transfer responsibility for food‐poisoning outbreaks, skew the conduct of investigations and their conclusions. Contends that this is compounded by serious and multiple inadequacies in the conduct of investigations, arising at least in part from the lack of training and relative inexperience of investigators, the whole conditioned by interdisciplinary rivalry between the professional groups staffing the different agencies. Finds that in addition failures to exploit or develop epidemiological technologies has affected the ability of investigators to resolve the uncertainties identified. Makes recommendations directed at improving the performance of the surveillance agencies which, if adopted will substantially enhance food poisoning control efforts.

The purpose of this paper is to introduce a wireless web‐based ordering system called iMenu in the restaurant industry.

By using wireless devices such as personal digital assistants and WebPads, this system realizes the paradigm of pervasive computing at tableside. Detailed system requirements, design, implementation and evaluation of iMenu are presented.

The evaluation of iMenu shows it explicitly increases productivity of restaurant staff. It also has other desirable features such as integration, interoperation and scalability. Compared to traditional restaurant ordering process, by using this system customers get faster and better services, restaurant staff cooperate more efficiently with less working mistakes, and enterprise owners thus receive more business profits.

While many researchers have explored using wireless web‐based information systems in different industries, this paper presents a system that employs wireless multi‐tiered web‐based architecture to build pervasive computing systems. Instead of discussing theoretical issues on pervasive computing, we focus on practical issues of developing a real system, such as choosing of web‐based architecture, design of input methods in small screens, and response time in wireless web‐based systems.

Modernization and the rise of living standards have introduced new variants of traditional foods, from their tastes to the way they are enjoyed. This study aims to explore and examine the impacts of both traditional and modern marketing stimuli on restaurant choice intention for experiencing culinary traditions, hence answering the question of how traditional and modern aspects live together to bring about the most desirable experience for customers of traditional cuisine.

Based on the stimuli-organism-response (S-O-R) theory and mixed research methods, a model linking service quality dimensions, perceived value and restaurant choice intention is formulated and tested on quantitative data from 431 customers of Gen Y and Gen Z, given the case of Vietnamese Pho.

The findings show that food quality demonstrates the strongest impact on restaurant choice intention, followed by authenticity and nostalgia marketing. These relationships are partially mediated by perceived value. Hygiene risks and perceived value are also found to directly affect restaurant choice intention. Nevertheless, our findings are quite different between Gen Y and Gen Z customers.

This research provides crucial strategic implications for restaurant managers when it comes to serving traditional foods for different generations.

This study responds to the existing gap by examining and comparing the impacts of traditional and modern marketing stimuli on restaurant choice intention through the mediating role of perceived value. Our study also actively contributes to the ongoing multigenerational research stream by affirming the moderation role of generations (Gen Y and Gen Z) in those relationships.

This paper aims to explore tacit knowledge and managers’ supervision styles in a sample of Edinburgh's Indian restaurants.

The paper reports a qualitative fieldwork of managers’ perceptions of their role in directing tasks, supervising operations and staff recruitment.

The research findings describe tacit knowledge contexts derived from restaurant owner‐managers directing operations.

This is an exploratory study of views and perceptions of a small sample of ethnic managers. It asks questions of tacit knowledge within Scottish‐based Indian restaurants, and attempts to place these within a cultural context of kinship networks.

The research questions how academic researchers may make nebulous concepts such as tacit knowledge accessible to practical hospitality managers, policy‐makers, students and teachers.

The research findings describe the context to relationships in small ethnic hospitality businesses. Conceptual development emerges from deductions made from literature, fieldwork, shadowing, interviews, and by asking questions.

The purpose of this paper asks how workplace learning environments change as firm size increases, and how employees respond to this. In doing so, it looks beyond an exclusive focus on formal training and incorporates more informal, work-based learning processes.

The study uses a comparative, qualitative research design, using semi-structured interviews with an under-researched group of workers – waiting for staff in restaurants. The data were collected from six restaurants of different sizes.

As formally instituted human resource development (HRD) structures expand as firm size increases are more extensive in larger firms, this leaves less room for individual choice and agency in shaping the learning process. This does not inevitably constrain or enhance workplace learning, and can be experienced either negatively or positively by employees, depending on their previous working and learning experiences.

Future research on HRD and workplace learning should acknowledge both formal and informal learning processes and the interaction between them – particularly in small and growing firms. Insights are drawn from the sociomaterial perspective help the authors to conceptualise this formality and informality. Research is needed in a wider range of sectors.

There are implications for managers in small, growing firms, in terms of how they maintain space for informal learning as formal HRD structures expand, and how they support learners who may struggle in less structured learning environments.

The paper extends current understanding of how the workplace learning environment – beyond a narrow focus on “training” – changes as firm size increases.