Abusive work practices and bullying among chefs: A review of the literature

Bloisi, Wendy; Hoel, Helge

doi:10.1016/j.ijhm.2007.09.001

Cited by 119 publications

(87 citation statements)

References 32 publications

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“…Alexander et al, 2012;Bloisi & Hoel, 2008;Johns & Menzel, 1999), is the problem of bullying and violence in commercial kitchens, which is further enhanced by the exposure of celebrity chefs in the global media. The image of the creative and violent chef is definitely not the right message to pass on to the young aspiring culinary arts students.…”

Section: Practical Implictationsmentioning

confidence: 99%

“…The existing literature suggests that, although the body of knowledge about chefs has grown in recent years, the identity and culture of this occupational group has remained little investigated (Bloisi & Hoel, 2008). This study seeks to address this research gap and to provide empirical data by examining the occupational identity and culture of chefs in Great Britain and Ireland 'haute cuisine' restaurants.…”

Section: Introductionmentioning

confidence: 99%

“…In this respect, the media and the general public comprise the chefs' 'generalised other' (Mead, 1934). Yet, chefs are also compelled to build a sense of identity by drawing from the existing meanings and ways of doing things that have informed and characterised the occupational culture of chefs for many generations (Bloisi & Hoel, 2008).…”

mentioning

confidence: 99%

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Occupational identity and culture: the case of Michelin-starred chefs

Cooper

Giousmpasoglou

Marinakou

2017

IJCHM

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Purpose -This study seeks to conceptualise how the occupational identity and culture of chefs is constructed and maintained through both work and social interaction.Design/methodology/approach -The research follows a qualitative interpretivist approach; in total 54 unstructured, in-depth, face-to-face interviews were conducted with Michelinstarred chefs in Great Britain and Ireland.Findings -Drawing upon the fieldwork, fresh insights into the social structures and processes which underpin the creation and maintenance of the occupational identity and culture of chefs are revealed in the chefs' own words.Theoretical implications -This study generates empirical data that informs contemporary debates about the role of work in identity formation with particular emphasis on the induction -socialisation process. In addition, the findings of this study suggest that identity and culture are interrelated in the sense that the cultural components of an occupational culture operate to reinforce a sense of identity among its occupational members.Practical implications -The findings suggest that Michelin-starred chefs have a strong occupational identity and culture. Strict rules and discipline are often used in kitchen brigades 2 as a means of monitoring quality and maintaining the high standards of performance. The occupational socialisation of new members is a long and painful process, that very often exceeds the limits of banter and it is analogous to the military induction. The phenomenon of bullying and violence in commercial kitchens is identified as an unacceptable behaviour that needs to be eliminated. This can be achieved with changes in the education and training of the young chefs and the strict enforcement of the anti-bullying policies.Originality/value -The understanding of chefs occupational identity and culture is critical for successful hospitality operations; nevertheless this is an under researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the formation of chefs' identity and culture in organisational settings.

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Section: Practical Implictationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Occupational identity and culture: the case of Michelin-starred chefs

Cooper

Giousmpasoglou

Marinakou

2017

IJCHM

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“…Most international studies have focused on the development and measurement of workplace bullying (Baillien et al, 2009;Einarsen et al, 2009;Namie & Namie, 2009), characteristics of workplace bullying (Lutgen-Sandvik & Sypher, 2009;Ortega et al, 2009 ) and the different sectors experiencing workplace bullying (Bilgel, Aytac & Bayram, 2006;Bloisi & Hoel, 2008;Mathisen, Einarsen & Mykletun, 2008). This study will focus on two forms of workplace bullying, viz., experiences of bullying behaviour from superiors and experiences of bullying behaviour from colleagues.…”

Section: Introduction Key Focus Of the Studymentioning

confidence: 99%

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

Schalkwyk¹,

Els²,

Rothmann

2011

SA j. hum. resour. manag.

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Orientation: Because workplace bullying has detrimental consequences on the profitability, work quality and turnover intention of organisations, this phenomenon should be addressed. Perceived Organisational Support (POS) was explored since factors such as role clarity, job information, participation in decision-making, colleague support and supervisory relationships might act as buffers against workplace bullying, subsequently influencing the turnover intention of the organisation.Research purpose: To investigate the role of POS as moderator in the relationship between workplace bullying and turnover intention across sectors in South Africa.Motivation for the study: Workplace bullying is a worldwide concern and it is unclear whether perceived organisational support moderates the relationship between workplace bullying and turnover intention.Research design, approach and method: A cross-sectional survey approach with a quantitative research design was used (N = 13 911). The South African Employee Health and Wellness Survey (SAEHWS) was administered to explore the experiences of bullying behaviour, POS and turnover intention.Main findings: Bullying by superiors is more prevalent than bullying by colleagues. A positive relationship exists between workplace bullying and turnover intention. Role clarity, participation in decision-making and supervisory relationship moderates the relationship between bullying by superiors and turnover intention.Practical/managerial implications: This study creates an awareness of the prevalence of workplace bullying in the South African context so that sufficient counteraction can be encouraged.Contribution/value-add: This study contributes to the limited research regarding workplace bullying in the South African context by quantifying the relationships between workplace bullying POS and turnover intention.How to cite this article: Van Schalkwyk, L., Els, C., & Rothmann, S. (Jr). (2011). The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9(1), Art. #384, 13 pages. http://dx.doi.org/10.4102/sajhrm.v9i1.384

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“…Both works are now considerably dated. Research has begun on various aspects of the chef's occupation and culture, including work on kitchen violence and bullying (Alexander, MacLaren, O'Gorman, & Taheri, 2012;Bloisi & Hoel, 2008;Johns & Menzels, 1999), occupational stress (Murray-Gibbons & Gibbons, 2007), retention and training (Pratten, 2003;Robinson & Beesley, 2010), liberal education (Hegarty, 2004;Magnusson Sporre, Johnson, & Ekström, 2015), and gender (Bartholomew & Garey, 1996;Harris & Giuffre, 2015). However, specific research on head chefs remains extremely rare (Allen & Mac Con Iomaire, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Secrets of a Head Chef: Exploring Factors Influencing Success in Irish Kitchens

Iomaire¹,

Allen²

2016

Journal of Culinary Science & Technology

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One-hundred and seventy head chefs from the Republic of Ireland scored 59 variables for success on two scales: (a) competencies needed for success (NS), and (b) personal ownership of these competencies (PO). Results showed that variables were rated with means of 1.18 (extremely important) to 3.23 (moderately important). The top three were an ability to work hard, commitment to quality, and knowledge of Hazard Analysis and Critical Control Points (HACCP). Variables rated lower in ownership than importance highlight areas for culinary educators to develop training programs. Average wages of head chefs (objective success) mirror the average industrial wage, but higher wages were gained with longer time working. Eighty percent of head chefs were satisfied (subjective success) in their current jobs. Factor analysis showed the factors needed to succeed in the culinary industry include professionalism, individual characteristics, leadership skills, management skills, and interaction with the job context. Applications for industry include talent management, mentoring future leaders, reducing staff turnover, and curriculum development. ARTICLE HISTORY

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Abusive work practices and bullying among chefs: A review of the literature

Cited by 119 publications

References 32 publications

Occupational identity and culture: the case of Michelin-starred chefs

Occupational identity and culture: the case of Michelin-starred chefs

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

Secrets of a Head Chef: Exploring Factors Influencing Success in Irish Kitchens

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