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This study investigates restaurant patrons' comfort level with the sudden shift in the dining-in climate within the state of Massachusetts during the onset of the COVID-19 pandemic.

An exploratory study utilized learning algorithms via gradient boosting techniques on surveyed restaurant patrons to identify which restaurant operational attributes and patron demographics predict in-dining comfort levels.

Past consumers' eating habits determine how much their behavior will change during a pandemic. However, their dining-in frequency is not a predictor of their post-pandemic dining-in outlook. The individuals who were more comfortable dining in prior to the pandemic dined in more often during the COVID pandemic. However, they had a poorer outlook on when dining in would return to normal. Although there are no clear indicators of when and how customers will embrace the new norm (a combination of pre-, peri-, and post-pandemic), the results show that some innovative approaches, such as limiting service offerings, are not well accepted by customers.

The study offers several managerial implications for foodservice providers (i.e. restaurants, delivery services, pick-up) and investors. In particular, the study provides insights into the cognitive factors that determine diners' behavioral change in response to a pandemic and their comfort level. Operators must pay attention to these factors and consider different offering strategies when preparing to operate their business amid a pandemic.

This is a study of a specific location and period. It was conducted in Massachusetts before a vaccine was available. The restaurant industry was beset with uncertainty. It fills a gap in the current literature focused on the COVID-19 pandemic in customers' transition from pre-COVID-19 dining-in behaviors to customers' refreshed COVID-19 outlook and industry compliance with newly established hygiene and safety standards.

This chapter discusses techniques for scheduling and organizing staff to meet guest demands and financial obligations. Key building blocks relevant to labor management are explained, such as productivity, fixed and variable labor hours, and the development of realistic performance standards to help organizations optimize productivity. As a next step, this chapter illuminates the importance of providing management labor standards and staffing models, which are key management tools. Lodging and food and beverage labor strategies are presented. Finally, effective planning of labor scheduling is also discussed.