Answer to Question 1
A
Answer to Question 2
Women - In 1998, more than two out of three foodservice supervisors were female. Women are also in the majority as waitstaff, kitchen workers, and food-counter workers. They are less likely than men to be employed full time. To attract and keep female employees, companies may have to develop more female-friendly policies. Flexible work schedules, assistance with day care, and medical benefits aimed at women are some of the ways that companies can demonstrate their interest in attracting and keeping female employees. A female-friendly atmosphere is one that does not tolerate discrimination or sexual harassment. Discrimination on the grounds of sex has been prohibited since 1968. Sexual harassmentincreasin gly regarded as a form of sexual discriminationis an area of increasing importance to employers.
Minorities - Employees in the restaurant industry continue to mirror the population as a whole. African-Americans and those of Hispanic origin accounted for 10 and 6 percent, respectively, of all restaurant industry employees in 1983. By 1998 the figures were 13 and 16 percent, respectively. The proportion of Hispanic supervisors in food-preparation and foodservice occupations increased from 7 percent of all supervisors in 1992 to 12 percent in 1998. Hispanics are also more likely than average to be employed as cooks, waitstaff assistants, and miscellaneous food workers. In 1998, 14 percent of all foodservice supervisors were African-American. African-Americans are more likely than average to be employed as cooks or miscellaneous food workers. In 2000, one of every four people living in the United States was a member of a minority group. This is a significant change from past decades. Non-Hispanic whites, who made up 79 percent of the workforce in 1990, will account for a lower 65 percent of entrants into the labor pool between 1990 and 2005. Hispanics will account for 16 percent of entrants, largely attributed to high levels of immigration. Thirteen percent of workforce entrants between 1990 and 2005 will be black, and 6 percent will be Asian. For Hispanics the cultural and language barriers make their success in the workplace more difficult. Among many Hispanics the tradition of a male-dominated, traditional society can place significant pressures on Hispanic women as they seek the security and independence that working outside the home can bring. This is particularly evident for female managers supervising employees with such an orientation. Businesses can require that English only be spoken under very narrowly drawn guidelines. Taking a proactive approach and realizing that it is difficult to manage someone if it is impossible to communicate with that person, some companies are teaching English to their employees while supervisors are encouraged to learn Spanish. To attract and keep employees it is important to understand what motivates them and to develop an atmosphere that reinforces these things. At the risk of generalizing, it is true that most Hispanics place a high value on the family. Because unemployment rates in Hispanic areas are high, regular work is valued and contributes to the self-esteem and status of adult males. Urging employees to have families visit the operation can make the employee feel that the family is assimilated into the workplace, thereby heightening the importance of the employee's work.
Immigrants - It is estimated that a minimum of 450,000 immigrants a year enter the United States legally, while an additional 100,000 to 300,000 come in illegally every year. California, Texas, and New York account for more than half of all foreign-born residents, 20 percent of all recent immigrants live in the Los Angeles area. Under the Immigration Reform and Control Act of 1986 it is unlawful for an employer to knowingly hire any alien not authorized to work in the United States. Irrespective of legal issues, hiring illegal aliens begins the employeremployee relationship with a lie.
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