Venue 13: Observation Of Adelaide Restaurant

Decent Essays
The business selected for observation was an Adelaide bar named Venue 63. It is a small city venue which provides entertainment most nights of the week. This bar has very little publicity so there was no initial impression except it must be quite small, intimate, and not many patrons. In reality the venue is not very small with approximately 400 people maximum but looks much bigger than it is due to lack of patronage.
The concept most relevant to this business is emotional labour and aesthetic labour as patrons want to feel welcome in the bar. The attitude of the employee can affect the customer’s experience at the bar. Both emotional and aesthetic labour are evident in the service experience, but not to the best of the organisation’s
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The staff do not wear uniforms or have a dress code. This may be a choice by management to keep the venue informal, as businesses use uniforms to enhance their corporate image (Warhurst & Nickson, 2007, p. 112). The staff were probably chosen for their attitudes and skills rather than the way they look. The staff do not look particularly well-presented perhaps because they have no dress code. The staff consists of older workers who do not look very professional but have caring personalities. Uniforms or a dress code could help the business as the interactions with customers are influenced visually and aurally (p. 106).
The staff are not very well-spoken. Their speech patterns are very informal but this seems to add to their genuine personalities. Warhurst & Nickson (2007, p. 105) explain employers choose staff with personalities that embody the brand. This could mean that the staff were all chosen because the bar is supposed to be friendly, informal, and relaxing. Although, its possible that the bar seems this way merely because the staff’s personalities are creating the brand and affecting the customers’ experiences.
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473). Social support also helps staff to increase their sense of personal control (p. 473).
High self-monitors are highly attuned to cues of situational requirements (Naqvi, 2013, p. 474). Their displays of emotion are controlled through external cues rather than how they feel at that moment (p. 474). The managers could hold training sessions on self-monitoring as it may help reduce the chance of burnout (p. 474).
The managers could decide on a dress code to make the employees look the part while still allowing them to look individual and informal as corporate image can be enhanced through the use of uniforms (Warhurst & Nickson, 2007, p. 112).
Situational Analysis
This report sought to examine the use of emotional and aesthetic labour within a practical hospitality context. Emotional labour is the maintenance of emotional displays that are not felt by the employee (Othman, et al., 2008, p. 32). Aesthetic labour is the ideal that employees should sound and act a certain way (Warhurst & Nickson, 2007, p. 104). Recognition labour is when employees fulfil customers’ needs in an individual context (Sherman, 2002, pp. 1-2). This report used desktop and primary data through reading journal articles to observing interactions at a specific
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