Sukkur Institute Of Business Administration University

Final Project Report on Dua Restaurant & Bar B.Q Sukkur

Name CMS-ID
 Ahsan Dildar 163-15-0029

 Jawaid Karim 163-15-0012

Team Members
 Khair Muhammad 163-15-0025

 M.Omair Zulifqar 163-5-0039

 Mubeen Ahmed 163-15-0013

 Sahir Khan 163-15-0020

Submitted To: Sanaullah Shar

(Lecturer- Sukkur IBA University)

Human Resource Management

BBA (Agribusiness) VII

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 Table of Contents
1: Introduction…………….………………………………………………......03
2: HR Issues at Dua Restaurant……… …….………………………….........03
2.1.Staffing Issues..………………………………………………..…….…03
2.2.Compensation issues………………………………….………..….........03
2.3.Performance management issues……………………….……….………04
3: Policies and Practices related to HR Functions…………….……………….04
3.1.Staffing Policy & Practices…………………………………………......04
3.2.Compensation Policy & Practices…………………………….…….......04
3.3.Performance management Policy & Practices………………………….05
4: Recommendations from Our Side…………………………………………..05

5: Conclusion………………………………………………………….06

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HRM Project on Dua Restaurant & Bar B.Q Sukkur
1. Introduction:
Dua Restaurant is located in Sukkur near Shikarpur bypass. It is basically the type
of restaurant which provides its customers with food products particularly consumed during
breakfast, lunch and dinner. The products are Chicken Biryani, Chicken & Mutton Karahi, Bar
B.Q products, desserts etc.
Keeping in view the cultural and social trends of Rural Sindh, they have made separate sitting
arrangements for family circle, friends circle etc. The value proposition of the restaurants include
vast parking area for different types of vehicles such as bikes, cars, rickshaws, etc. As far as pricing
strategy is concerned, they are price takers (competitive pricing strategy) because it has some
popular competitors such as; Taj Restaurant, Sindhri, New Quetta Hotel etc. Analysing from
management side, the entire top management functions and issues are executed and handled by
owner. He performs various roles such as setting the salaries of employees on the basis of nature
of job, skills and experience and managing other salary-related issues. He also deals with suppliers
and keeps the financial record of organisation himself. The employees working under the
supervision of cooks, waiters, dishwashers and sweepers. The HR functions we have chosen for
staffing, compensation and performance management

2. HR Issues at Dua Restaurant:

2.1 Staffing Issues:
 The issue faced by the Dua restaurant during the hiring is to identify the right person for
right job because in many cases, the one person works at different places such as, at
electronic shop, welding shop, medical store, grocery store etc, so the manager really faces
difficulty in identifying the right person because identifying right person is important for
the improvement of organisation and helps in achieving the goals.
 Another issues with Dua restaurant is that they have not such an information tool which
spreads the information of any vacant post to large number of applicants.
 turnover of waiters is also issue faced by Dua restaurant because of work load, stress, rude
behaviour of senior employees.

2.2 Compensation Issues:

 In Dua restaurant, the salary of employees is being raised after long time which ultimately
creates a factor of employee dissatisfaction and effects on their performance of work.
 There is no performance based-pay system, if waiters perform their job better than there is
no increasing pay system through which the pay of waiters increase.

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2.3 Performance management Issues:
 There is no system of recording performance of an employee in written form and also there
is no any person who is specialised in written-recording performance.

3. Policies and Practices related to HR Functions:

3.1 Staffing Policy & Practices
Dua Restaurant’s staffing policy is aimed at attracting and hiring the employees who have
already gained experience and required skills so that he may help the organisation to achieve goals
and objectives. The restaurant will not hire the applicants who are involved in criminal activities
such as theft and unethical activities such as injuring other employees. It endeavours to attract
those applicants who possess specialised KSAs required for hotel industry jobs.
The restaurant performs practices as follows: When Dua Restaurant feels it needs
employees to fill the jobs, it uses referral technique. Internal sources such as employees already
working in the organisation are asked to inform about the newly would-be employee. Apart from
that, owner contacts with friends to fill the vacancy and attracts employees working at competitors
by carefully analysing the competitive environment. The restaurant verbally describes the required
skills and tasks to be performed by the new employee and which reporting line to follow. In
addition, when personal or religious occasions are celebrated, temporary workers are hired to serve
large number of customers.

3.2 Compensation Policy & Practices

Dua’s compensation policy is as follows: The compensation of employees is set on the
basis of nature and type of jobs, significance of the job, experience and responsibility level. The
pay raise policy is based on entitlement philosophy. Higher the length of service of employees,
higher total raise in employee’s salary and vice versa.
Dua performs following compensation practices: Employees receive their base pay at the
end of month. As we know that our life is full of happy and sad events. Suppose for example, if an
employee needs a particular amount of money for an event, the boss entertains that employee at
the time of his need. Then, what owner does he actually deducts a partial amount from his monthly
salaries. If an employee works overtime, he is paid overtime. Employees include waiters and
sweepers. If an employee gets injured on job and off the job such as slipping, illness and accident
while going to market or anywhere on the order of boss, one time medical costs are borne by
owner. The workers working at the restaurant are provided one time food without charging the
price. Suppose for example, if an employee is working at night shift, he is entitled to get the food
for that part of time.

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3.3 Performance Management Policy & Practices
As far as evaluation of waiters is concerned, the criteria for them is how many tables they
have served monthly, customer feedback on whether they are served on time by waiters, politeness
of waiters as per customer feedback, how much time one takes to serve the each customer and if
they record the order accurately or not. In addition, performance evaluation of cooks is based on
how quickly he prepares the food after taking order from waiter and what is customers’ response
on the quality of the food. Furthermore, customer’s feedback on cleanliness of dishes that
represents whether the restaurant follows cleanliness standards reflects how better a dishwasher
performs his job. Apart from that, all types of employees working at restaurant how many days in
a month they remain present at the job. As far as sweeper’s evaluation is concerned, whether he
cleans the restaurant’s premises at the scheduled times and quality of their tasks.
The performance of waiters is actually judged by boss on how quickly he takes the order
from each customer and how quickly each customer is served. Negative impression is developed
if a customer complains to boss that the waiter has long taken an order and hasn’t been still served.
Any type of employee is not evaluated by using 360 degree feedback system rather customer’s
feedback and boss judgement is highly significant.

4. Recommendations from Our Side:

 As far as staffing issues are concerned, the restaurant should look for those people
belonging to hotel industry. Therefore, the boss should have a complete information of his
competitors’ employees so that he can hire skilled and specialised staff. Another way he
can tackle this issue is he should use social media tools such as Facebook, twitter and
Pinterest to disseminate the recruitment information to wide range of interested applicants.
Besides, boss should ensure work-life balance for employees and make sure that senior
employees can’t harass the junior ones.
 What we think Dua restaurant must raise the salary of employees soon because if the salary
is not increased timely because of employees retention, the employees will also get
motivated if their pay is raised timely and also there will be a lot of satisfaction among
employees then ultimately the employees will perform well and happily. Dua restaurant
should also work on policy of performance pay-based system because if employees don’t
get pay being raised based on their performance then there will be negative impact on their
performance.
 We would like to suggest Dua restaurant to keep performance record in written form
because if they don’t keep record then there can be chances of having biasness while
evaluating employees and keeping records will also help Dua restaurant to evaluate right
employees.

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5. Conclusion:
Basically we have chosen Dua restaurant located in Sukkur near Shikarpur bypass. In this we have
chosen the HR functions such as staffing, compensation and performance management functions
in order to know their policies and practices related to this. Apart from this we have also identified
the issues at Dua restaurant that are compensation issues, performance and staffing issues so that
we can suggest dua restaurant to work on those issues through our suggestions. We think if they
think and keep our suggestions in mind then there are more chances to bring improvement and
resolve those issues.