| Abstract [eng] |
Relevance of the subject. In today’s competitive business environment, organisations aim to operate not only successfully, but profitably as well. Employees are regarded as one of the most valuable resources of the organisation, as direct supervisors rely on their efforts to meet the requirements of senior managers and achieve development goals. Food service workers are known to be prone to switching jobs, which is associated with low levels of self-motivation and emotional satisfaction (Wirtz and Jerger, 2016). The high rate of employee turnover in the food service sector is viewed as a global problem (Karatepe and Olugbade, 2017) or even an epidemic (Ntwakumba, 2022). Direct supervisors taking care of employees can contribute to an increase in the level of their well-being, which positively impacts their emotional satisfaction, commitment to the organisation, and engagement (Guest, 2017). Therefore, it is important to consider the ways in which direct supervisors express their care towards employees. Research on the expression of care originates from the healthcare and education sectors. It examines how caregivers' actions and social interactions between the caregiver and the person being cared for can enhance the cared-for’s well-being (Louis, Murphy and Smylie, 2016; Noddings, 2005; Watson, 2008). Most of the research done in the field of management focuses on the relationship between human resource management and the financial performance of the organisation. However, it is essential to consider the employees’ perspective, as they are the primary performers. Taking care is not a binding process and lacks specific rules or practices, making it dependent on the situation. Therefore, it is important to identify which behaviours and actions signify direct supervisors taking care of employees in the food service sector. Subject of the research: the care provided by direct supervisors towards employees in the food service sector. The aim of the research is to reveal how direct supervisors express their care for employees in the food service sector. Results: based on the results of the research, it can be concluded that the direct supervisors’ care for employees can be characterised by the following elements and expressions: education and development opportunities (offering information, familiarisation, transfer of personal knowledge, inclusion in training programs), benevolent behaviour (understanding, availability, efforts to help), providing opportunities for self-realisation (job rotation possibilities, career opportunities, promotion), help to maintain a healthy work-life balance (flexible work schedules), participation in the decision-making process (freedom of decisions, considering other opinions), occupational safety and health of employees (interest in employee health, provision of work tools, ensuring a safe working environment, implementing human resources practices to promote wellness), relationship with employees (open communication, support, traditions, listening and helping), appreciation of uniqueness (selection of appropriate care methods), award and evaluation (evaluation in oral or written form, material rewards), attentiveness (showing interest, empathy, responsiveness), motivation by charisma (motivation, setting a personal example). It was determined that the gap in the level the care provided by direct supervisors towards employees in the food service sector can be attributed to several factors: human resources practices independently adopted and implemented by managements of organisations, the level of investment made by organisations to improve the well-being of their employees, lack of direct contact between managers and employees, as well as lack of time. |
