How would you rate the restaurant industry in terms of race relations - and why? - survey of restaurant executives - Special Report: Race Relations

Fred Sampson, president, New York State Restaurnat Association:

"I would say as good as most and probably better than a lot, and the reason for it is the long-term historical relationship this industry has had with minorities, whether it was with the early immigrants, who found that restaurant work was universal, and continuing to the present day. Foodservice is foodservice throughout the world -- it doesn't matter if you're working in a restaurant in Thailand or Bulgaria. There has been a history of this. The industry was infiltrated by Jewish waiters and Italian waiters and Irish waitresses and French bakers as they came to this country. Historically, it's pretty much a melting pot."

Herman Cain, president and chief executive, Godfather's Pizza Inc., Omaha, Neb.:

"I am not rating individual companies or some individuals who happen to be doing a good job in dealing with race relations. However, as an industry, I would rate us a big fat 'D' because too many people simply don't care. There is too much apathy about the fact that racial problems exist. This isn't any different from a lot of other industries. Lack of awareness is the biggest challenge we must overcome before we learn to utilize all of our human resources."

Edna K. Morris, senior vice president human resources, Flagstar, Spartanburg, S.C.:

"My initial reaction to that question is that compared to other industries where I've been, such as manufacturing or banking, the restaurant industry has been somewhat slower to capitalize on the opportunity represented by diversity. The good news, I believe, is that in the past five years I have seen some positive efforts and results within the industry. I think fierce competition can often serve as a wake-up call to companies about issues that must be addressed in order to compete in our changing world. This includes race relations, employee involvement, total quality efforts and the need to respond to customer demands quicker."

Alice Elliot, president, Elliot Associates, Tarrytown, N.Y.:

"I think, more so than ever before, there is a genuine commitment and interest on the part of many companies to truly embrace this issue and do the right thing. One of the observations I have made in the past is that many companies grope. It's not indicative of their commitment as much as that they don't know how to go about being more embracing of cultural diversity. Given the nature of our business, which is mid-management/ executive search, we have rarely experienced any racism, and that is as true of women. Companies have a real genuine interest to be much more open to hiring somebody, irrespective of their race or gender, provided they truly have the skill sets that the company needs."

James W. Bennett, chairman and chief executive, Piccadilly Cafeterias Inc., Baton Rouge, La.:

"I don't know, and the reason would be I don't have factual knowledge of the inner workings of other companies. Piccadilly is a promotion from within company -- 100 percent. Since it has been legal in the South to serve black people, we have almost immediately begun moving them into management as they were qualified. We today probably have 15-plus minority vice presidents. And through the turmoil of the '60s and '70s in race relations, we have had almost no problems at all. It has been the policy in the past and is the policy today that all promotions are based on merit."

Al Honore, co-owner, Harold & Belle's, a Creole restaurant in Los Angeles:

"I think it's an industry that is not necessarily segregated in race relations given the work pool it comes from. The majority of the restaurant industry employs non-skilled labor -- in terms of you don't have to have a degree for the major portion of jobs in the restaurant industry. If you become a kitchen helper, it's more on-the-job training than vocational. We have an equal amount of ethnic groups in the industry. It's not a problem here in Southern California. We have a tremendous amount of Latinos filling these positions here in Southern California in the area of non-skilled labor. In terms of management, the industry employs qualified people -- not due to skin color, race or creed, but more in the sense of their ability."

Ernest P. Boger, CHA, FMP, director, Hospitality Management Program, Bethune-Cookman College, Daytona Beach, Fla.:

"The general feeling I have is one of positive change and perceptions. In terms of guests perceiving each other as customers, non-black or non-minority customers are comfortable dining with people who are different from them, so now when you look at a restaurant, you find a pretty healthy mix of customers -- and that's probably more true in the South, but it's definitely a positive step.

"Also, the perception of minorities in management is becoming increasingly not rate or unusual. There's an increasing prevalence of minorities in management, and the public is becoming more comfortable with that reality. In some areas non-minority customers would have been very uncomfortable with minorities as customers and certainly as managers, and we've moved forward on both fronts. Those two emerging perceptions are very positive, and I expect them to continue. From an educational standpoint, this has hopefully come through an increasing number of minorities who choose to study hospitality management and pursue hospitality management careers."

John Calvillo, employee responsible for a bit of everything -- except cooking -- and brother of the owner, La Fogata, San Antonio:

"I think good -- as far as we have a handle on it here in dealing with the different types of customers that we get. We get quite a few from outside the United States, from many countries."

Mark Pi, president and founder, Mark Pi International, Hilliard, Ohio:

"A lot of people say there is discrimination in our business, but I do not see a problem. This country is the land of opportunity, and if you work hard, no matter what your race, you can be successful."

Ted Balestreri, co-owner, The Sardine Factory, Monterey, Calif.:

"No. 1 -- because this industry has brought more people up through the ranks as entrepreneurs than any other industry in America -- more women, more minorities, more youth. There's probably more diversity in the hospitality industry and in the foodservice industry -- more races and creeds -- than in any other industry, and we do it without any government subsidies. It's a true example of integration, and we're very proud of that, too. The industry should be looked to as an example of how it should be done. An Italian restaurant dies and succeeds on its food; a Japanese restaurant dies and succeeds on its food; a French restaurant, too. There are no subsidies. A restaurant opens and does it on its merits, and we're proud of it and they should be proud of it. Chinese and Japanese restaurants are one of the fastest growing in this country, and they didn't do it with government subsidies. They did it with demand and a strong desire to succeed."

Fletcher L. Hudson, attorney, McKnight, Hudson, Lewis & Henderson, Memphis, Tenn.:

"On a 10-point scale, race relations in the restaurant industry are probably at three and are at four in society as a whole. Both ratings are continuing to decline. Negative emotional feelings, such as racial prejudices that are too often present in society, are amplified in a closely knit restaurant unit. There is keen competition within a typical unit for better jobs, better tips, better hours, better schedules, better table assignments and for more job security. Non-minorities, as well as minorities, more frequently view adverse employment decisions are race related -- particularly if the decision favors someone of another race.

"The decline in race relations in society as a whole -- as confirmed in recent public opinion polls -- has established that governments' attempts to legislate racial harmony have failed. Any efforts to micro-manage race relations through the imposition of governmental mandates have been and will continue to be counterproductive. Governmental mandates do not positively change employees' attitudes but too often increase the chances that employment decisions will be perceived to be legally required because of race. One employment decision that is viewed as fair and right and unrelated to race does more good to promote racial harmony than 10 employment decisions that are viewed as partially motivated by legal obligations."

Rep. Jay Dickey, R-Ark., and owner of two Taco Bell units in Pine Bluff, Ark.:

"The race relations in my restaurants are actually the reverse of what exists in other restaurants. I have difficulties keeping whites employed because, in some degree, of the peer pressure they get. Race relations are directed toward the minority person are excellent, as opposed to the whites. Race relations between my staff and customers -- who are predominantly white -- are fine, so it's not anything that exists across the counter.

"Because the whites are discriminated against, it's difficult to keep them employed. Their parents want them to work there, and because of subtle discrimination, they do not feel welcome. It makes me aware of the fact that just by sheer numbers people can feel awfully lonely and left out whether they are the majority or minority."

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