Managed-services companies: The on-site food-service segment

Cornell Hotel and Restaurant Administration Quarterly

Volumn 38, Issue 3, 1997, Pages 88-95

  Reynolds, Dennis ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0031161394     PISSN: 00108804     EISSN: None     Source Type: Journal    
DOI: 10.1016/s0010-8804(97)89512-2     Document Type: Article

References (9)

1. 1 Daniel Puzo, "Industry Forecast," Restaurants & Institutions, January 1, 1997, p. 29.
2. 2 Christopher Muller and Robert Woods, "An Expanded Restaurant Typology," Cornell Hotel and Restaurant Administration Quarterly, Vol. 35, No. 3 (June 1994), pp. 27-37.
3. 3 For the history of each segment of on-site food service, see: Lendal Kotschevar, Foodservice for the Extended Care Facility (Boston: CBI Publishing, 1973), pp. 1-13; Dorothy Pannell, School Foodservice Management (New York: Van Nostrand Reinhold, 1990), pp. 1-11; Mickey Warner, Noncommercial, Institutional, and Contract Foodservice Management (New York: John Wiley & Sons, 1994), pp. 4-16; and Bessie West and LeVelle Wood, Foodservice in Institutions (New York: Macmillan, 1988), pp. 6-21. Military and transportation-related food services (e.g., airlines), once considered part of noncommercial food service, have become highly specialized and distant from their on-site roots. They are no longer considered part of the industry segment.
4. 3 For the history of each segment of on-site food service, see: Lendal Kotschevar, Foodservice for the Extended Care Facility (Boston: CBI Publishing, 1973), pp. 1-13; Dorothy Pannell, School Foodservice Management (New York: Van Nostrand Reinhold, 1990), pp. 1-11; Mickey Warner, Noncommercial, Institutional, and Contract Foodservice Management (New York: John Wiley & Sons, 1994), pp. 4-16; and Bessie West and LeVelle Wood, Foodservice in Institutions (New York: Macmillan, 1988), pp. 6-21. Military and transportation-related food services (e.g., airlines), once considered part of noncommercial food service, have become highly specialized and distant from their on-site roots. They are no longer considered part of the industry segment.
5. 3 For the history of each segment of on-site food service, see: Lendal Kotschevar, Foodservice for the Extended Care Facility (Boston: CBI Publishing, 1973), pp. 1-13; Dorothy Pannell, School Foodservice Management (New York: Van Nostrand Reinhold, 1990), pp. 1-11; Mickey Warner, Noncommercial, Institutional, and Contract Foodservice Management (New York: John Wiley & Sons, 1994), pp. 4-16; and Bessie West and LeVelle Wood, Foodservice in Institutions (New York: Macmillan, 1988), pp. 6-21. Military and transportation-related food services (e.g., airlines), once considered part of noncommercial food service, have become highly specialized and distant from their on-site roots. They are no longer considered part of the industry segment.
6. 3 For the history of each segment of on-site food service, see: Lendal Kotschevar, Foodservice for the Extended Care Facility (Boston: CBI Publishing, 1973), pp. 1-13; Dorothy Pannell, School Foodservice Management (New York: Van Nostrand Reinhold, 1990), pp. 1-11; Mickey Warner, Noncommercial, Institutional, and Contract Foodservice Management (New York: John Wiley & Sons, 1994), pp. 4-16; and Bessie West and LeVelle Wood, Foodservice in Institutions (New York: Macmillan, 1988), pp. 6-21. Military and transportation-related food services (e.g., airlines), once considered part of noncommercial food service, have become highly specialized and distant from their on-site roots. They are no longer considered part of the industry segment.
7. 4 Puzo, p. 29.
8. 5 The companies may use programs targeting goals such as employee safety, which are often packaged and marketed as "games" for the employees. For example, to control workers' compensation claims, a scorecard is posted in the kitchen and the number of cumulative days during which no accidents occur is displayed. At certain thresholds, say, 60 days, employees receive rewards (such as a free lottery ticket for each person). As the length of time between accidents increases, the prizes become more lavish (for example, movie passes). When someone is hurt, the counter is reset and the game begins again.
9. 6 For a discussion of on-site productivity maximization, see: Dennis Reynolds, "Parsimony and Productivity Paying Off," Nation's Restaurant News, Vol. 28, No. 15 (April 11, 1994), pp. 26, 70.