Cleaning and Maintenance of Capital Kitchen Equipment Assignment

Cleaning and Maintenance of Capital Kitchen Equipment - Assignment Example In our discussion, we shall consider dishwashers, ovens, refrigerators, ranges/cookers and ventilation equipment. We shall further look at how best we can maintain the equipment to ensure they retain quality. Imagine washing 1,000 dishes manually. A lot of time will be spent scrubbing the dishes, which leads to fatigue. You may have to employ the services of more than one person. You will need plenty of soap. If in a busy setting, such as hotels with a large turnover of the customers, it may end up being a major expense. Many people with such needs end up acquiring a dishwasher. Unlike manual cleaning, a one-time purchase makes the cleaning more efficient. A dishwasher is mechanical and cleans many dishes at once. It uses electric energy. It has rotating sprays of hot water that clean the oily and greasy dishes. Detergent and water is sprayed at first to clean them, after which it is drained and clean water sprayed to rinse them. A heating element in the washer is then used to dry th e dishes (Sforza, 2014). Ovens are heat-insulated machines that can achieve very high degrees of heat. They are used in both a domestic and a commercial and industrial setting. In a domestic setting, they are machines used for cooking. They can also be used to heat the house, bake and even dry some materials. In a commercial setting, ovens are used for large-scale baking, pottery, metalwork, amongst other activities involving a lot of heat but have to be customized for these duties (Sforza, 2014).

Human Resource Management in a Business Context Essay - 2

Human Resource Management in a Business Context - Essay Example claim strategic HRM as organizational systems that use people as a means to achieve sustainable competitive advantage (Snell et al., 1996). Nevertheless, almost all theorists agree on the fact that strategic HRM involves the achievement of a strategic fit between business strategy and HR strategy. For instance, rather than waiting for the employee to design and find his/her replacement, managers now proactively get involved in strategic planning to determine the staffing needs of organizations and conduct recruitment and selection accordingly. This has given way to the matching model whereby HR strategy flows out of the business strategy. The â€Å"fit† perspective has been widely acknowledged in HRM literature with the claim that the HR function needs to be aligned with other functions in the organization. Holistically, HR domains such as the recruitment, selection, training and development of employees are contingent on organizational goals. For instance, companies wishing to enhance their customer management would require corresponding HR practices that empower employees to ensure their satisfaction so that they may keep their customers satisfied. Furthermore, it is important to note that this â€Å"fit† may be internal or external. An external fit would require HR practices to be aligned with external environment (such as recession, outsourcing, downsizing, increased female participation), whereas, an internal fit would require the HR working in sync with other departments in the organization such as finance, IT, marketing etc. In the contemporary world, however, an â€Å"internal† fit is alm ost always assumed with HR of most organizations. It is the â€Å"external† fit that is gaining momentum owing to globalization and the volatile environment. Strategic HRM has evolved as a means of securing sustainable competitive advantage. This is in line with the theory of â€Å"rational choice† which claims that giving strategic