This book uses original research to argue that senior managers (Head Chefs) should differentiate their people management practices in kitchen brigades from those used in the hospitality industry more generally (induction, socialisation and performance evaluation) due to the group's strong occupational identity and culture.
This book uses original research to argue that senior managers (Head Chefs) should differentiate their people management practices in kitchen brigades from those used in the hospitality industry more generally (induction, socialisation and performance evaluation) due to the group's strong occupational identity and culture.