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Values, attitudes, and job satisfaction

     Richard Melman’s Lettuce Entertain of unique restaurants in America.  His restaurants offer cuisines ranging from seafood to Italian and from Greek to Spanish.    And he covers the full range of ambiance—from Ed Debevic’s 1950s-style dinner to Chicago’s elegant Pump Room, Lettuce, in fact, has turned dining into theater by developing restaurant chains such as Lawrence of Oregano, Scoozi’s, Need Some Din Some, and Tucci Benucch, Behind these restaurants, however, is a cadre of happy, loyal employees.  To Melman’s credit, has worked hard to inspire his 4,000 employees.

     Melman runs Lettuce as tightly as McDonald’s but without the stifling standardization.   His restaurants thrive on individuality.   Equity stakes, extensive employee training, generous benefits, and expanding promotion opportunities have kept the company devoutly entrepreneurial while developing employee loyalty that is unusual in an industry notorious for high turnover.   Employees participate in each concept’s development.   Chefs, managers, designers, and artists are all involved in concocting a “history” of each new eatery.    Each restaurant also has its own set of partners, usually longtime Lettuce employees rewarded with the opportunity of ownership.

      Melman trusts his workers to be partners because Lettuce has trained them.   Nobody is promoted unless he or she has prepared a replacement, and many people started at the bottom and rose through management.   For instance, Luis Garcia started at Tucci Benucch in 1987 as a dishwasher who spoke no English.   Lettuce adjusted his work schedule so Garcia could take English classes and promoted him through a series of jobs.   Today he’s a manager at Tucci.

     For Melman, treating employees well is simply good business.  “If people are happy and able to make a decent living, you can have teamwork,” he says. “That falls apart when individuals are unhappy.”

Questions for discussion:

1. Is Melman right?   Do happy workers really make better employees?
2. It makes intuitive sense that satisfied workers would be more productive, loyal, and committed, but is it true?
3. List the dominant values in today’s work force.
4. What’s the relationship between attitudes and behavior?
5. Explain what determines job satisfactio
6. State the relationship between job satisfaction and behavior.
   

Learning about yourself exercise

What do you value?

Below are 16 items.  Rate how important each one is to you on a scale of 0 (not important) to 100 (very important).    Write the number on the line to the left of each item.

1. An enjoyable, satisfying job.
2. A high-paying job.
3. A good marriage.
4. Meeting new people; social events.
5. Involvement in community activities.
6. My religion.
7. Exercising, playing sports.
8. Intellectual development.
9. A career with challenging opportunities.
10. Nice cars, clothes, home, etc.
11. Spending time with family.
12. Having several close friends.
13. Volunteer work for not-for-profit organizations, like the cancer society.
14. Meditation, quiet time to think, pray, etc.
15. A healthy, balanced diet.
16. Educational reading, TV, self-improvement programs, etc.

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