Managing People in Commercial Kitchens: A Contemporary Approach 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.

The understanding of chefs’ work from a management perspective is critical for successful hospitality operations but has been historically under-researched. Chapters provide a detailed account of chefs’ work in commercial kitchens from an HRM perspective. Using occupational identity and culture as a vehicle, this book explores the different aspects of managerial work in commercial kitchen settings: general management, leadership, education and training, skills and competencies, managing deviant behaviour, managing stress, and managing diversity (focused on gender segregation). The final chapter looks at future perspectives on this unique working environment and the many challenges arising from the latest developments such as the COVID-19 pandemic.

Providing both theoretical insights and practical applications with the use of case studies throughout, this will be of great interest to upper-level students and researchers in hospitality, as well as a useful reference for current managers in the field.

Managing People in Commercial Kitchens: A Contemporary Approach 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.

The understanding of chefs’ work from a management perspective is critical for successful hospitality operations but has been historically under-researched. Chapters provide a detailed account of chefs’ work in commercial kitchens from an HRM perspective. Using occupational identity and culture as a vehicle, this book explores the different aspects of managerial work in commercial kitchen settings: general management, leadership, education and training, skills and competencies, managing deviant behaviour, managing stress, and managing diversity (focused on gender segregation). The final chapter looks at future perspectives on this unique working environment and the many challenges arising from the latest developments such as the COVID-19 pandemic.

Providing both theoretical insights and practical applications with the use of case studies throughout, this will be of great interest to upper-level students and researchers in hospitality, as well as a useful reference for current managers in the field.

This book provides a detailed account of the global hotel industry with a focus on managerial work and people management. A comprehensive understanding of the managers'' work from a people management perspective is essential to the success of hotel operations; however, this is an area that has been under-researched.

Based on existing literature and extensive research carried out by the authors over fifteen years, the book explores the different aspects of managerial work in global hotel industry settings and covers topics such as general management, leadership, education and training, skills and competencies, crisis management, and managing diversity. The book’s findings suggest that hotel managers should adopt a people-centric management and leadership style while at the same time maintaining operational efficiency.

A unique book in terms of scale and depth, it offers useful insights into both theoretical and practical perspectives.

Managing People in Commercial Kitchens: A Contemporary Approach 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.

The understanding of chefs’ work from a management perspective is critical for successful hospitality operations but has been historically under-researched. Chapters provide a detailed account of chefs’ work in commercial kitchens from an HRM perspective. Using occupational identity and culture as a vehicle, this book explores the different aspects of managerial work in commercial kitchen settings: general management, leadership, education and training, skills and competencies, managing deviant behaviour, managing stress, and managing diversity (focused on gender segregation). The final chapter looks at future perspectives on this unique working environment and the many challenges arising from the latest developments such as the COVID-19 pandemic.

Providing both theoretical insights and practical applications with the use of case studies throughout, this will be of great interest to upper-level students and researchers in hospitality, as well as a useful reference for current managers in the field.

Managing People in Commercial Kitchens: A Contemporary Approach 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.

The understanding of chefs’ work from a management perspective is critical for successful hospitality operations but has been historically under-researched. Chapters provide a detailed account of chefs’ work in commercial kitchens from an HRM perspective. Using occupational identity and culture as a vehicle, this book explores the different aspects of managerial work in commercial kitchen settings: general management, leadership, education and training, skills and competencies, managing deviant behaviour, managing stress, and managing diversity (focused on gender segregation). The final chapter looks at future perspectives on this unique working environment and the many challenges arising from the latest developments such as the COVID-19 pandemic.

Providing both theoretical insights and practical applications with the use of case studies throughout, this will be of great interest to upper-level students and researchers in hospitality, as well as a useful reference for current managers in the field.

This book provides a detailed account of the global hotel industry with a focus on managerial work and people management. A comprehensive understanding of the managers'' work from a people management perspective is essential to the success of hotel operations; however, this is an area that has been under-researched.

Based on existing literature and extensive research carried out by the authors over fifteen years, the book explores the different aspects of managerial work in global hotel industry settings and covers topics such as general management, leadership, education and training, skills and competencies, crisis management, and managing diversity. The book’s findings suggest that hotel managers should adopt a people-centric management and leadership style while at the same time maintaining operational efficiency.

A unique book in terms of scale and depth, it offers useful insights into both theoretical and practical perspectives.