UNIVERSITY OF THE PEOPLE
MANAGERIAL SELECTION AND LEADERSHIP TRAITS
Date: 5 Jan 2018
Course name – BUS5113 Organizational theory and
Group project – Units 7-8
Prakruthi Prabhu – Team Leader – content, coordinator,
editing and structuring of the paper, citations/references, proof reading
Abiola Jimoh – Team runner – conceptualist, Getting content
from good sources, citations/references
Anthony Poku – Team member – providing content
Line Turagaiviu – Team member – providing content,
Abstract – This is a group project by the students of
The University of The People for the course Organizational Theory and Behavior.
The paper evaluates the skills required for a manager of a fast food restaurant
and the process of selection and recruitment of the right candidate. We
consider the leadership traits required for the job and design an approach and
the process for selection. The
restaurant business is a fast-growing business that requires a manager that can
be multifaceted when the need arises. This write up will harness organizational
and behavioral theories to recruit the right person for the job.
Keywords – Managerial
selection, interview process, leadership traits
“Selecting the right person for the right job is the
largest part of coaching” Phil Crosby.
The fast-food industry is worth approximately $570B
worldwide and $200B in the USA. It’s typically driven by numerous franchises
and corporate locations offering an extensive mix of fast food and casual
dining (Franchise Help, 2017). When selecting a candidate for a managerial
position in such a restaurant, we must evaluate the skill set, experience, and
qualification. Recruiting a manager for a restaurant with 30 employees with a
big turnover and high attrition rate is challenging.
THE DESIRABLE LEADERSHIP AND BEHAVIOR TRAITS FOR THE JOB
The strategy to select a candidate should be carefully
designed by considering the needs of the organization and its employees. A
restaurant manager needs to plan and promote the daily schedule of employees
and the business, interview, hire, coordinate and discipline employees, make
sure the kitchen is stocked, clean and in proper working order, create and
maintain budgets, and coordinate with and report to senior management in the
The new manager will be leading 30 employees which
means he needs to be tough and assertive if he wants to command respect and
ensure discipline among his employees. At the same time, he must be someone who
makes exceptions to the rules sometimes (for example, when someone is sick or
their closed one needs to go to the doctor) and empathizes with his employees.
This ensures retention of employees. The position requires a person with high
communication and interpersonal skills. This individual should be able to
communicate effectively with a large group of diverse cultures. He should
be someone who acknowledges and celebrates the team achievements. The manager
should have expertise to train others as many don’t feel they would be in the
restaurant business for long. The person hired should be able to teach others
the nuances of trade. The manager should preferably have a degree in management
as he will be managing the employees, finances, overseeing waste management
etc. Adaptability is another characteristic that a candidate should possess,
being able to conform to any situation and scenario that may arise in such a
fast pace business.
The manager should be adept at handling resistance
right from the start as he would not be welcomed because he will be
overstepping others for promotion. He should be good at managing performance
and appreciating them when he can as there are very few opportunities for
rewards. He should not be afraid of giving feedback. A good manager must be
decisive on any issue related to the restaurant, whether it’s easy or
difficult. Since the environment is fast paced, with an emphasis to delivering
good customer service in a limited time frame, the atmosphere can be hot, noisy
and bustling. Therefore, he should also be good at time management as
time is money.
APPROACH FOR SELECTION
First, we will analyze the requirements of the job and
advertise it. Advertisements can be through print, internet or word of mouth. According
to Van Hoye, Weijters, Lievens and Stockman (2016), organizations seek to
utilize the power of word-of-mouth in recruitment and explore ways in which it
might be stimulated most effectively. Word-of-mouth recruitment
could an effective way that the fast-food restaurant can use as a method to
help recruit its worker for the managerial position. Further (Van
Hoye et al.) states that, ”in a recruitment context, sources of word-of-mouth
who work for the organization themselves are likely to be seen as possessing
higher expertise than sources not working for the
organization”. This validates the fact that word-of-mouth to be an
ethical way of promoting workers within organizations since the sources have a
higher knowledge-base of the fast-food restaurant then workers from
Second, we should take the resumes of the experienced
candidates as the qualities we are looking for hiring a manager are best suited
in an experienced candidate.
Third, we can use certain tools to predict the
candidate’s performance. see process for selection
Fourth, we should start setting up interviews for them
and at the same time spread positive stories about how the new person will be
helpful to the organization. This is the most critical stage. In this stage,
you have the chance to learn everything you want to know about your candidate
and it is also their opportunity to learn everything about you and the
business. A well-structured interview between a candidate and the senior management
Finally, selection of the best candidate and preparing
him/her for the resistance.
PROCESS FOR SELECTION
The process of selection will start through an
advertisement. We will use certain tools to predict the performance of the
General Mental Ability (G.M.A. or
Situation Judgement Test (SJT)
General Mental Ability is
also known as GMA or Cognitive Ability is an approach that effectively predicts
future performance in every type of job, at all job levels.
GMA test needs little to no customization when used
for different jobs. The tests are affordable, quick and easy. It does not
require special training to administer the tests although expert guidance is
usually required to build GMA testing into the organization’s selected system.
Situation Judgement Test (SJT) has been described as a multiple-choice
questionnaire equivalent to structured interviews. The method predicts how
applicants respond to complicated decisions and therefore makes SJT one of the
best approaches for managerial and technical positions.
We will also use structured interviews where
candidates will be interviewed by the senior management by asking questions
about his cognitive abilities, his accomplishments, his goals etc. (Gatewood,
R. D., Field, H. S., & Barrick, M. (2011). Human Resource
Generally, there are countless of tools, methods, and
approaches to making good selection decision but the reason why we use these
methods are due to the decades of applied organizational research these ones
are the most successful, accessible method.
QUESTIONAIRE FOR THE INTERVIEW
The questions to be asked in the interview are based
on the leadership traits that we are looking for in the candidate. These are –
Describe your experiences working in the
previous organization? By asking this question we can know about the kind of
environment he was in, how comfortable he was in it or why he wants a change.
How do you think you will manage the
employees who have been working here for several years? Here, we find out how
he plans to encounter resistance and change while dealing with the experienced
What are your expectations if you get this
job? This question deals with his goals, his salary requirements, promotion
What is your management style and how
effective do you think it would be in this restaurant? This question deals with
his leadership style and his confidence level. A person with good people skills
and self confidence is a good candidate for a manager.
How will you handle a difficult employee?
Could you share an incident where you handled the situation well? This
specifically deals with how good the candidate is with conflict resolution and
empathy. Leadership should be aware of the issues affecting the employees and can
handle a difficult employee.
How will you achieve the targets set by
the management? Organizational goals are important too. This query is
specifically to see what strategies will be employed to achieve goals.
What are your strengths and weaknesses? By
this question we can find out how comfortable a person is in admitting his
weaknesses. The sign of a good leader is to not to shy away from his weak
How would you deal with
an unhappy customer? This question reflects on how the candidate is
planning on providing solutions to customers. A good leader knows how to handle
difficult situations and provide solutions.
What are some challenges
you could face in this position? Describe steps that you would take to help you
overcome these challenges.
Selection of a candidate
should be accompanied by training and accountability measures to ensure proper
running of the restaurant. Role should be explained carefully, and
responsibilities should be understood by the candidate. When expectations are clear,
and the right candidate has been chosen, we can focus on achievement of
Gatewood, R. D., Field, H. S., & Barrick, M.
(2011). Human Resource
Selection (7th ed.), South-Western Publishing.
Christian, M.S., Edwards, B.D., J.C. (2010). Situational Judgment Tests: constructs
assessed and a meta-analysis of their criterion-related validities. Personnel
Psychology, 63, 83-117.
Schmidt, F.L., & Hunter, J. E. (1998). The validity and utility of selection
methods in personnel psychology: Practical and theoretical implication of 85
years of research findings, Psychological Bulletin, 124, 262-274.
Van Hoye.G, Weijters.B, Lievens.F and Stockman. S, Social Influences in Recruitment: When is
word-of-mouth most effective? International Journal of Selection and Assessment,
Volume 24 Number 1 March 2016, Retrieved from http://users.ugent.be/~flievens/WOMpolicy.pdf