Restaurant Manager

Purpose and Background

The aim of this research is to determine the traits that relate to job success for the Restaurant Manager position and create a Job Success Formula that can be used for hiring and developing employees. The study will determine the ability of the Harrison Assessments system to identify job performance.

This study was based on a sample of 80 Restaurant Managers who completed the Harrison Assessment Suitability Questionnaire and also received performance ratings from the company.

The Harrison Suitability Assessment includes a full range of 175 suitability factors related to personality, attitudes, motivation, interpersonal skills, work preferences, task preferences and work environment preferences. Approximately one third of the traits typically relate to performance for a specific job.

The Job Success Formula is automatically generated from the Harrison System. It uses a highly sophisticated computer analysis to determine which traits relate to job success and formulate the related traits according to their relative importance and type of impact each has on performance. As a result, subtle behavioural issues that influence success are revealed.

Types of relationships that traits can have related to performance

There are 5 types of relationships the traits have in relationship to job performance:

  • Essential Traits - These have a direct correlation with performance. These traits are considered as "essential" traits in the Job Success Formula and are given an importance rating according to the level of performance.
  • Traits with low scores that hinder success - Poor performers have a higher incidence of low scores on this type of trait. This identifies traits that don't require high scores for success but having low scores will hinder success.
  • Traits with high scores that hinder success - Poor performers have a higher incidence of high scores as compared to higher performers on traits in this category. In this case, either the trait is a negative trait (negative behaviour), or in the case of a positive trait, a high score reflects an excessive amount of the trait.
  • Traits with high and low scores that hinder success - Poor performers have a higher incidence of either high or low scores on traits in this category. In other words, moderate scores are best and scores that are too high or too low will hinder success.
  • Traits that help success if very high (bonus traits) - Good performers have a higher incidence of very high scores but the trait otherwise does not have a strong correlation with performance and are not required for success. With this type of trait, bonus points are given for very high scores, but there is no penalty for moderate or low scores. These are called Bonus traits.
  • By analysing these different types of relationships with job success, we determined a mathematical model for the Job Success Formula that will predict job success. This process is unique to Harrison Assessments in the following ways:

  • A large number of traits (156) are used for the analysis. (Typically only 10-20 traits are used by other methods).
  • The traits include a wide range of suitability factors rather than personality factors only.
  • The Job Success Formula provides a total suitability score which is used as a prediction for job success.
  • Each trait is analysed for the exact type of relationship it has with success (if any).
  • Once determined, only the traits that have a relationship to job success are used. (In other assessments, all traits are used even if they don't have a relationship with success, confusing the recruiters and reducing accuracy.)
  • An artificial intelligence technology is used to determine the exact best Job Success Formula. This provides a very detailed and accurate Job Success Formula which has a stronger correlation with job success.
  • Establishing the Performance Rating Model:

    The performance ratings were determined through discussion by a group of regional managers. Each employee was rated on quality of service, quality of food served, speed, cleanliness, cost control, profitability, growth, outstanding balance and financial goals. The Restaurant Managers were rated on a scale of High, Medium, or Low. These ratings were then transferred into numbers in the HATS system according to the following


    Results of the Job Success Formula Research

    Of the 156 Harrison Assessments assessed traits, 58 traits showed a relationship with job success. The overall suitability score automatically generated from the Job Success Formula had a .815 correlation with performance. This is considered a very strong correlation, especially when measuring suitability factors only. Note: this correlation did not consider resume data or any of the important eligibility information or the interview. This result indicates that job suitability is extremely important for the Restaurant Manager position.

    Correlation explained

    Correlation is a measure of the relationship between two sets of numbers. In this case, it is a measure of the relationship between the Harrison Suitability Assessment score and performance. A perfect correlation coefficient would be indicated by a correlation of +1.0. In practical terms, a 1.0 correlation would indicate the ability to predict the exact performance. A zero correlation coefficient indicates that the two sets of numbers are completely unrelated. In that case, any prediction of an assessment score would be completely random and of no value. Assessments that have a correlation coefficient of .2 are generally considered useful in that they give some insight to improve the hiring process. Assessments that achieve a correlation of .5 or greater are rare and are considered to be very strong predictors of job success and extremely valuable in the hiring process. Although the Job Success Formula related to study will not perfectly predict performance, it will be of substantial value in hiring and developing employees.


    The traits identified indicate that the Restaurant Manager needs to effectively manage processes the business as well as leading others. The process and business traits included (but not limited to) traits such as systematic, being flexibly organized, being realistically optimistic and comfortable working with numbers; as well as at least a moderated degree of willingness to work quickly, planning and precision. Traits related to leading others included the ability to express enthusiasm toward achieving goals, dealing with pressure, enjoyment of teamwork, having an optimistic/cheerful attitude, being warm and empathetic; and at least a moderate degree of teaching, handling conflict and influencing. There were many bonus factors, some of which included strong ability to handle autonomy, strong willingness to make decisions and strong ability to effectively enforcing rules. In attrition, there were numerous traits can interfere with success, some of which included being impulsive, being fast but imprecise, being rebellious, and being insensitive.

    These traits and others were calculated for their effect on job performance and a scoring mechanism was created to calculate the exact effect of each level of each related trait on job performance.

    The results of this study provide deep insight into the detail of success factors for the Restaurant Managers. With our automated calculator we are able to provide a sophisticated and detailed analysis resulting in an accurate Job Success Formula. Consequently, even very subtle behaviours are determined and incorporated into the Job Success Formula. This information is highly valuable for hiring decisions and provides essential information for developing Restaurant Managers. Keep in mind that eligibility should also be considered.

    For development of Restaurant Managers, the new Job Success Formula provides a highly effective means of giving feedback to increase performance. The detailed analysis of the most important traits combined with the detailed analysis of the levels of traits that hinder success can be invaluable knowledge for increasing performance.