capstone for will

8/6/2019 Capstone for Will

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RESEARCH ON RELATIONSHIP AND MANAGEMENT

IN MCDONALD

STUDENT NAME: Liu Xin

STUDENT NUMBER: G20387757COURSE NAME: Business administration

SUPERVISOR: Mr. Joe Heng


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DATE OF SUBMISSION: September 7, 2010

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ACKNOWLEDGEMENT

Totally, I have been Singapore for more than two years. For these two and half of years studying in

SHINES education institutes, I have gained my knowledge, capability and friendship with people

coming from the entire world. I have completed 22 modules in my course and except this one; I

have done 22 group projects with my friends.

Here, first of all, I want to thank SHINES college gives me opportunity to study at overseas to

realise my dream, whats more, I am really appreciated those lecturers who have assisted in me or

my assignment and providing problem solving methods from the bottom of my mind, especially for

some lecturers who really help me a lot, like Lecturer. Joe Heng, their selflessness, understand and

excellence in teaching have built foundation to what I have right now and what I will have in my

future, and I also want to thank them to read and give me points to my capstone.Then I also want to thank my consultant in SHINES college, she have assisted me in dealing with

many issues before, like application for students pass, preparation in interview at ICA, preparation

in application of working pass and so on, I am really appreciated for her selfless assistant, and I

wish she can have nice days in Singapore.

In the end, I want to thank those truth friends who are willing to do assignment with me, I will

never forget those days we discussed together and help each other together, they have done a lot for

me and we still could be together to fulfil our common dream, to strive future and to defeat setback

and difficult even we come from different country and grow up under different culture and

background, I just want to say they are really meaning something to me, I am not able to achieve to

the end without them, here, I also wish they can make their dream come true.

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STUDENT DECLARATION

Here, I solemnly declared all of material and information collected to this capstone are not copied

form others and all of the information I collected from website are marked with references. I am

restricted to conduct full and proper research and express the findings or results of my academic

research in this report in my own words with full acknowledgement of the authors and source. If

there is any plagiary included, capstone can be rejected without reason.

Students signature:

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CONTENTS

ACKNOWLEDGEMENT.................................................................................................................................................2

STUDENT DECLARATION............................................................................................................................................3

IN MCDONALD.................................................................................................................................................................1

ABSTRACT........................................................................................................................................................................6

INTRODUCTION..............................................................................................................................................................8

PROBLEM STATEMENT..............................................................................................................................................11

OVERVIEW.........................................................................................................................................................................11

OBJECTIVES AND AIMS..............................................................................................................................................12

OVERALL OBJECTIVE: TO IMPROVE HR SYSTE WITH COORDINATED ORGANIZATIONAL BEHAVIOUR......12

BACKGROUND AND SIGNIFICANCE.......................................................................................................................13

RESEARCH DESIGN AND METHODS.......................................................................................................................15

OVERVIEW.........................................................................................................................................................................15

TIMEFRAMESAND ACTION PLAN...........................................................................................................................................15

STRENGTHS AND WEAKNESSES OF THE STUDY...............................................................................................17

CONTEMPORARY HRM..............................................................................................................................................18

CONTENPORARY OB...................................................................................................................................................25

Intrinsic and extrinsic motivation..............................................................................................................................27

The incentive theory of motivation............................................................................................................................28

REFERENCES.................................................................................................................................................................34

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ABSTRACT

The reputation of any business ultimately depends on the quality of its products. High qualityproducts need high quality people to create, design, produce and deliver them. So if a business is to

maintain its reputation it needs to do well at recruiting high quality employees. For any business

offering a large element of personal service, an ability to recruit, train and retain high quality staff is

particularly vital.

This Case Study looks at how McDonald's, the world's largest and fastest growing global restaurant

chain; uses recruitment and training policies with practices that are designed to attract, identify,

develop and retain the high calibre of staff its line of business requires.

McDonald's opened its first UK restaurant October 1974. In December 2004, there were over 1330

McDonald's restaurants operating in the UK. Around 60% of these are owned and operated by the

company. The remainder are operated by franchisees.

McDonald's is a large scale employer. In September 2004 in the UK the company-owned

restaurants employed 43,491 people: 40,699 hourly-paid restaurant employees, 2,292 restaurant

management, and 500 office staff. McDonald's franchisees employed a further 25,000 people.

A typical McDonald's restaurant employs about 60 people. Most employees are paid by the hour

and are referred to as 'crew members'. Their primary responsibility is to prepare the food, serve

customers and carry out tasks for the efficient running of the restaurants.

Other hourly-paid employees who work alongside them include Training Squad Members, Dining

Area Hostesses, Party Entertainers, Administrative Assistants, Security Co-ordinators, Maintenance

Staff, Night Closers, Floor Managers and Shift Running Floor Managers. These employees carry

out more specific job functions. Their overall role, however, is to ensure the restaurant runs

efficiently.

The remaining restaurant-based employees are salaried managers. It is their responsibility to

manage the restaurant's operations, crew and business performance.

Each McDonald's restaurant is structured as an independent business, with restaurant management

responsible for accounting, operations, inventory control, community relations, training and human

resources.

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The remaining company employees are salaried office staff, working in either the Corporate or

Regional Departments.

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INTRODUCTION

The foundation of business has changed. Low unemployment rates, changing workforce

demographics, and employees desire for work life balance among many other people factors have

accelerated the HR evolution. This economic trend and shift in personal values has brought about an

unprecedented emphasis on employees. Fortunately, I-O psychologists have seized this opportunity

to show their worth to organizations by demonstrating how meeting these values and needs, affects

bottom line results. Thus, I-O psychologists have taken on a dual role in organizations: change

agents driving the change of organizational cultures to focus on people, and measurement

specialists connecting people practices to business results.

Tying people-related initiatives to business results will allow us to maintain the momentum around

people even when the economy takes a downward turn. David Ulrich, the HR strategist, captures

this sentiment perfectly. Ulrich writes the impact of HR practices on business results can and must

be measured. HR professionals must learn how to translate their work into financial performance.

The focus on measurement and people is promising news for I-O psychologists. Many companies,

large and small are hiring I-O psychologists for the first time. The McDonalds Corporation is one of

these companies.

McDonalds is facing the same challenges that many industries face how to obtain and retain a

quality workforce in a time of low unemployment in order to achieve the system and customer

growth desired. To achieve their business goals in upcoming years, McDonalds has identified

People as one of the three global corporate strategies for success. By identifying their employees as

a competitive advantage, McDonalds has committed to making this happen by aligning human

resource programs and practices with a key business strategy called the People Promise.

As in the past, much of McDonalds success is the result of delivering quality, quick service,

cleanliness, and value. In the quick service restaurant industry, McDonalds has set the standard for

operational excellence by identifying and measuring key indicators of product quality, and fast and

accurate service. These indicators are familiar to most businesses as they fall in the area of financial

performance, operational performance, and customer satisfaction. However, McDonalds continues

to enhance its strategic position by further evaluating additional factors critical to the equation, such

as an employees perception of the organization and store environment on the customer experience.

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Within McDonalds, these issues and others are being addressed by establishing strong partnerships

between its HR Design Center and other parts of the.

In 1997, McDonalds HR Function was restructured to increase customer focus, enhance quality

service, improve cost effectiveness, eliminate redundancy within the function, and build strategic

HR capabilities needed to improve overall business performance. To accomplish this HR was

divided into three groups: the Service Center focused on administrative, transactional activities, and

consulting to franchisees, HR Business Partners providing strategic HR consulting to line and staff

organizations, and the HR Design Center. The HR Design Center is a center of excellence

employing a group of HR subject matter experts that partner with other departments to develop,

test, and implement leading-edge people systems and tools designed to improve overall business

results. Through these partnerships, the Design Center has contributed by designing core HR

processes for the company, leveraging best practices, and most importantly for I-O psychologists

measuring success.

The Design Center is divided into four practice areas Measurement and Organizational

Effectiveness, Leadership Assessment and Development, Competency-Based People Systems and

Culture, and Recruitment and Retention. Projects within these practice areas are designed to impact

all levels of the organization from the CEO to the front counter employees in the restaurants.

The Measurement and Organizational Effectiveness group has taken on such projects as the creation

and implementation of an annual employee commitment survey, creating a functional Human

Resources Scorecard and participating in a data standardization initiative, to name a few. In

addition, in the past 2 years, partnerships with other departments have facilitated research projects

aimed at identifying people practices and approaches that substantially impact outcomes such as

turnover, productivity, customer satisfaction, sales, and profitability. This research has been critical

to developing a competitive business model that places emphasis not only on financial and

operational factors, but also on people factors that improve business results by driving employee

commitment, retention, productivity, and customer loyalty.

Another practice area that I-O psychologists have played a critical role in is with Leadership

Assessment and Development. This practice area houses the executive succession planning process,

senior management 360 feedbacks and coaching, as well as other senior leadership development

programs. I-O psychologists in this practice area are involved in assessing the development needs of

our senior leadership and measuring the success and value of such programs. Elaine Sloan wrote an

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insightful article in TIP entitled, Identifying and Developing High Potential Talent: A Succession

Management Methodology that describes much of the work in this area.

The Competency-Based People Systems and Culture practice area uses I-O psychologists for

competency development associated with selection, performance development, assessment, and

succession planning. By implementing competency-based people systems, McDonalds is building

intellectual capital, providing the tools needed to help each person deliver business results, and

making the investment required to support continuous learning and development as a business

strategy. I-O psychologists contribute through identifying development needs, targeting

development curricula, as well as by leading other more typical I-O projects such as developing

staffing models, profiling job competency requirements, and designing performance appraisal

instruments. The People Promise initiative also lies in this practice area. Partnering with all

functions of the organization, I-O psychologists are facilitating this culture change initiative by

identifying metrics that are meaningful to everyone in the organization and measuring the success

of these key strategies.

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PROBLEM STATEMENT

Overview

The relationship between organizational culture and organizational structure is an important theme

that is often overlooked. The two can be difficult to clearly distinguish from one another and even

more so to clearly define within an institution. Organizational structure works within an

organizational culture, but it is not completely separate. The two are very much intertwined.

Organizational culture is more of a larger picture, a more general term that refers to a large umbrella

of smaller topics and issues within an organization. The structure refers to the infrastructure, and the

various methods and practices within that infrastructure, that helps an organizational culture run

with the efficiency and consistency that should be the hallmark of any healthy organizational

structure, whether it is in a corporation, sports team, or any other set up that is large enough to

create its own organizational culture.

This makes the structure an integral part of any organizational culture, but also narrows out a very

specific segment of the culture as its own responsibility. Organizational structure will deal primarily

with the set up of the culture. How management works, which specific responsibilities supervisors

have, how a complaint is passed through the ranks-these are all issues within the organizational

culture that are directly tied to how an organizational structure works. The structure is not limited to

those three examples, but it would certainly include all of them.

Another common way to describe how structure works is to say that organizational structure is the

way in which the interrelated groups within and organization are set up to allow them to function

smoothly from a larger standpoint. The two main purposes of a successful organizational structure

is to ensure effective communication between various parts of the company, as well as to increase

coordination between different departments.

The next level is bureaucratic, which is where there is larger organization which requires a degree

of standardization in paperwork, processes, etc. While bureaucracy has a negative connotation, it

can be a good thing in small doses, especially in tackling issues that will become recurring themes

in larger businesses. There is also the post bureaucratic, which has a more nebulous definition and is

seen as more of a theoretical term, but might be referred to more recent, cultural based models of

leading.

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OBJECTIVES AND AIMS

Overall Objective: TO IMPROVE HR SYSTE WITH COORDINATED

ORGANIZATIONAL BEHAVIOUR

Specific goals:

a) To analyse the need for HR planning, the information required and the stages involved in

this process.

b) To evaluate the interview as a selection technique and discuss a range of alternative

selection methods available.

c) To evaluate selection practices and procedures in two organizations comparing these to

best practice.

d) To evaluate the process of job evaluation and the main factors determining pay.

e) To identify a range of rewards system

f) To explain the link between motivational theory and reword, which one in your opinion

company`s adopt

g) To explore organizational approaches to monitoring performance.

h) To evaluate exit procedures used by two organizations comparing these to best practise.i) To analyse selection criteria for redundancy in McDonalds.

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BACKGROUND AND SIGNIFICANCE

Performance Influencing Factors, or PIFs, are factors that combine with basic human error

tendencies to create error-likely situations. In general terms PIFs can be described as those factorswhich determine the likelihood of error or effective human performance. It should be noted that

PIFs are not automatically associated with human error. PIFs such as quality of procedures, level of

time stress, and effectiveness of training, will vary on a continuum from the best practicable to

worst possible. When PIFs relevant to a particular situation are optimal then performance will also

be optimal and error likelihood will be minimised.

There are factors which will act to influence an individuals performance and behaviour:

Ability---Character traits, skills and knowledge which are used in the performance. It is

always present and will not vary widely over short periods of time.

Effort---The amount of manual or mental energy that a person is prepared to expend on a job

to reach a certain level of performance.

Motivation---Many people who are not motivated keep their performance to an acceptable

level by expending only 20-30% of their ability. Managers who know how to motivate their

employees can achieve 80-90% ability levels and consequently higher levels of

performance.

Equity & Expectation---Again, detailed notes elsewhere. Basically, people expect to be

treated equally, within the company and as others are in similar companies; they expect to

get a certain reward for a certain effort; and they expect to get promoted if they undergo

training. All these factors are inter-related and affect the amount of effort people are

prepared to put in.

Task, or role, perception---The direction in which the person wishes to channel his or her

effort and ability.

Environmental factors

Those factors over which an individual has no control like:

a) the job may have been completed under severe time constraints, with a lack of adequate

resources, or by using obsolete equipment;

b) there may have been conflicting priorities or information overload, such that the individual

was confused and under stress;

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c) other staff and departments may have been less than cooperative;

d) the restrictive policies of the organisation may have prevented the individual from using her

initiative and imagination to the extent that she wished;

e) the quality of the supervision exercised may have been defective - some people need

encouragement and support, whereas others like to be left to get on with the job.

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RESEARCH DESIGN AND METHODS

Overview

Hr planning and reword system

Timeframes and Action Plan

In order to collect primary data and secondary data, the researcher has made an action plan for the

collection of data below and two kinds of data collecting activities will be conducted at the same

time:

For collection of Primarydata:

Time frame

Objective/purpose setting The main purpose to collect primary data in thisresearch which is to make sure the possible reason todrag restaurant revenue down, and following thisline, to make some proper recommendation on howto increase restaurant`s reputation and influence byenhancing the relevant points.

1 days

Proactive action The design and justify of the questionnaire will takeabout one week to complete. Then the survey with 50

copies of questionnaire could be taken two weekends.

2 days

Main activity In order to collect information by questionnaire withrespondents. I will plan to do the survey with thecustomers in human traffic place especially withthose people who prefer usually shopping or eating atoutside.

14 days

Population 50

Budget Around S$100

For collection of

Secondary data:

Objective setting To do the secondary research and to gathered theinformation that we needed to define the causes ofthe problems by going through some relevantwebsites and business magazine and newspaper.

1 days

Schedule activity To collect information from the Internet and businessmagazine and newspaper such as: the number ofanother restaurant, customers` mindset aboutrestaurant quality, the ease of satisfaction aboutcustomers in restaurants

8 days

Budget Less than S$20

Code of ethics for the conduct of the study

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For the code of ethics for the conduct of this questionnaire, I have addressed the problems at the

following three stages of research: examination of validity; implementation; and reporting and

publishing. Most of the problems addressed in this paper are issues in terms of ethical validity. In

our opinion, many of the issues addressed in this questionnaire are related to the essence of research

ethics, such as the protection of the respondents' voluntariness and privacy, whether or not the

respondents' consent to participate in the study has been obtained, and whether the due process of

ethical review has been followed. In order to discuss such issues, we must first provide answers to

the following questions: How do we define harm? How far should we respect an individual's right

to control the circulation of information relating to him? Which parts of the research procedure

should be included in the report? How can we seek a balance between the progress of medical

science and the protection of the rights of individuals?

Although the issues addressed in this questionnaire are not that serious, they are important ethical

issues that require careful consideration and comprehensive discussion. I make conclusion for the

present in this research is that we must have a true understanding of research ethics developed in the

past as well as nurture our own ethical sensibility to promote the appropriate use of questionnaires

in research. Further consideration will be required on what actually needs to be done for it. Each

researcher in charge of this type of research must carefully consider its ethical validity while

keeping the balance between progress in medical science and health care and the protection of the

subject's human rights. Moreover, not to mention, the purpose of the research should be accountable

and socially acceptable and should serve the needs of the society. Research that is heavily profit-

oriented or is conducted out of simple curiosity will probably have difficulties meeting the ethical

requirements of society. The use of personal information for the sake of public interest and the

protection of respondent's human rights must be balanced and this can only be done by the

collaborative effort of society as a whole. Therefore, more opportunities should be provided for

ordinary citizens, researchers, ethicists, and experts from other fields to get together and exchangeopinions about this topic.

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STRENGTHS AND WEAKNESSES OF THE STUDY

Some disadvantages of questionnaires:

Questionnaires, like many evaluation methods occur after the event, so

participants may forget important issues.

Questionnaires are standardised so it is not possible to explain any points in

the questions that participants might misinterpret. This could be partially solved by

piloting the questions on a small group of students or at least friends and colleagues. It

is advisable to do this anyway.

Respondents may answer superficially especially if the questionnaire takes a

long time to complete. The common mistake of asking too many questions should be

avoided.

Some advantages of questionnaires:

The responses are gathered in a standardised way, so questionnaires are more

objective, certainly more so than interviews.

Generally it is relatively quick to collect information using a questionnaire.

However in some situations they can take a long time not only to design but also to

apply and analyse.

Potentially information can be collected from a large portion of a group. This

potential is not often realised, as returns from questionnaires are usually low.

However return rates can be dramatically improved if the questionnaire is delivered

and responded to in class time.

So finally, the researcher chooses to use questionnaire as a survey method.

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CONTEMPORARY HRM

Human Resource planning is the process by which the leader of an organization manages and leads

the people who will be responsible for implementing the strategies necessary to fulfil its missionand reach its vision. The reasons why organizations have to plan for human resource due to:

The shortage of certain categories of employees variety of skills despite the problem of

unemployment.

The rapid changes in technology, marketing, management and the consequent need for new

skills and new categories of employees.

The changes in organization design and structure affecting manpower demand.

The demographic changes like the changing profile of the workforce in terms of age, sex,education.

The Government policies in respect to reservation, child labour, working conditions.

The labour laws affecting the demand for and supply of labour.

Pressure from trade unions, politicians.

Introduction of lead time in manning the job with most suitable candidate.

A human resource plan is a systematic process of matching the interests, skills and talents of

individual community members with the long-term goals and economic opportunities in thecommunity. Like all CED activities, creating a human resources plan needs to involve the relevant

community sectors, so that their participation and input will lead to strong community support.

Based upon an assessment of community assets and limitations, a plan aims to ensure a good fit

between program designs and the results that are sought. Recognizing that learning and skill

development is a systematic building process, a plan can also ensure that the community provides

the necessary comprehensive continuum of skill development. This implies, for example, that when

staff working in McDonald completes a personal development program, a succeeding step within

the local human resource program uses that accomplishment to teach a new set of skills that are part

of the path to employment and to other contributions to the community.

There are benefits to have a clear human resource planning including like:

Highlighting opportunities for strategic partnerships that allow communities and other

partners to share the benefits, risks training costs.

Providing for the small successes that are encouraging and motivating for the community

and can show funders, community members and others that the program is on track.

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Making it easier to evaluate process especially from feedback from clients and to present

funders, partners, and community members with effective information about that process

Of course, there are also some challenges to develop human resource planning:

A very real need to see results makes planning seem wasteful of time, diverting efforts fromdoing. Impatience with planning is always a challenge.

Public expectations may be unrealistic, looking for jobs as an immediate outcome.

Careful assessment may turn up more human resource development needs than the projected

or existing resources and funding can handle, and this may require excruciating choise.

One of the HR planning this practice area houses is the executive succession planning process,

according to article above, senior management 360 feedbacks and coaching, as well as other senior

leadership development programs. I-O psychologists in this practice area are involved in assessing

the development needs of our senior leadership and measuring the success and value of such

programs. Elaine Sloan wrote an insightful article in TIP entitled, Identifying and Developing High

Potential Talent: A Succession Management Methodology that describes much of the work in this

area.

The aims of human resource planning in most organizations are to:

Attract and retain the number of people required with the relevant skills and competences;

Predict the problems of potential surpluses or deficits of people;

Develop a well-trained and flexible workforce, thus contributing to the organization`s ability

to an uncertain and changing environment;

Reduce dependence on external recruitment when key skills are in short supply by

formulating retention, as well as employee development, strategies;

Improve the utilization of people by introducing more flexible systems of work.

What I expect for the relationships between managers should be like kind of organization with

member flexibility. Teams made up of flexible individuals have managers who can complete each

other`s task. This is an obvious plus to a team because it greatly improves its adaptability and makes

it less reliant on any single manager. So selecting managers who themselves value flexibility, then

cross-training them to be able to do each other`s job, should lead to higher team performance over

time. For example, consider a spring that has Q and q as, respectively, its force and deformation:

This advantage, however, is a moot point as personal computers are widely available and more

powerful. The main redeeming factor in learning this method nowadays is its educational value in

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imparting the concepts of equilibrium and compatibility in addition to its historical value. In

contrast, the procedure of the direct stiffness method is so mechanical that it risks being used

without much understanding of the structural behaviors. The upper arguments were valid up to the

late 1990s. However, recent advances in numerical computing have shown a comeback of the force

method, especially in the case of nonlinear systems.

New frameworks have been developed that allow "exact" formulations irrespectively of the type or

nature of the system nonlinearities. The main advantages of the flexibility method are that the result

error is independent of the discretization of the model and that it is indeed a very fast method. For

instance, the elastic-plastic solution of a continuous beam using the force method requires only 4

beam elements whereas a commercial "stiffness based" FEM code requires 500 elements in order to

give results with the same accuracy. To conclude, one can say that in the case where the solution of

the problem requires recursive evaluations of the force field like in the case of structural

optimization or system identification, the efficiency of the flexibility method is indisputable.

Next, as to the relationship between employees, I expect to member by composing of people who

prefer working as part of a group. Preference system arranged in organization, not every employee

is a team player. Given the option, many employees will select themselves out of team participation.

When people who would prefer to work alone are required to team up, the team`s morale and

individual member satisfaction are directly threatened. This suggests that, when selecting team

members, individual preferences should be considered along with abilities, personalities, and skills.

High-performing teams is likely to be formed

At last, the spectacle I expect to see in organization is Collaboration happening between managers

and employees, it is a recursive process where two or more people or organizations work together in

an intersection of common goals for example, an intellectual endeavorthat is creative in nature

by sharing knowledge, learning and building consensus. Most collaboration requires leadership,

although the form of leadership can be social leadership within a decentralized and egalitarian

group. In particular, teams that work collaboratively can obtain greater resources, recognition and

reward when facing competition for finite resources. Collaboration is also present in opposing goals

exhibiting the notion of adversarial collaboration, though this is not a common case for using the

term. Collaboration in EPS should be found both inter- and intra-organization and ranges from the

simplicity of apartnership to the complexity of a multinational corporation. Collaboration between

team members is supposed to be better communication within the organization and throughout the

supply chains. It is a way of coordinating different ideas from numerous people to generate a wide

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variety of knowledge. The recent improvement in technology has provided the world with high

speed internet, wireless connection, and web-based collaboration tools like blogs, and wikis, and

has as such created a "mass collaboration." People from all over the world are efficiently able to

communicate and share ideas through the internet, or even conferences, without any geographical

barriers.

In the HR activity, recruitment is the process of attracting, screening, and selecting qualified people

for a job at an organization or firm. For some components of the recruitment process, mid- and

large-size organizations often retain professional recruiters or outsource some of the process to

recruitment agencies. What`s more, the recruitment industry has five main types of agencies:

employment agencies, recruitment websites and job search engines, headhunters for executive and

professional recruitment, niche agencies which specialize in a particular area of staffing and in-

house recruitment. The stages in recruitment include sourcing candidates by advertising or other

methods, and screening and selecting potential candidates using tests or interviews.

The structured process for recruitment McDonald employed have presented below:

1) Job analysis: For this stage, McDonald has made use of the Competency-Based People

Systems and Culture practice area which uses I-O psychologists for competency development

associated with selection, performance development, assessment, and succession planning. By

implementing competency-based people systems, McDonalds is building intellectual capital,

providing the tools needed to help each person deliver business results, and making the investment

required to support continuous learning and development as a business strategy. I-O psychologists

contribute through identifying development needs, targeting development curricula, as well as by

leading other more typical I-O projects such as developing staffing models, profiling job

competency requirements, and designing performance appraisal instruments. Following this path,

company can document the actual or intended requirement of the job to be performed.

2) Job Sourcing: For recruiting hourly-paid employees sourcing, McDonald's use several avenues.

Positions are generally advertised in the restaurant. The company's recruitment history shows this is

the best method of hiring quality staff. McDonald's also uses local job centres, career fairs and other

local facilities. It is vital to use effective hiring material with a clear message targeted at the right

audience.

For McDonald's future managers sourcing, it comes from two main sources. More than half of all

salaried management positions are taken up by hourly-paid employees who earn promotion. The

remainder are predominately graduates. McDonald's directs applicants towards applying on line at

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www.mcdonalds.co.uk. People who cannot access the web can call the Recruitment Hotline, or pick

up a pre-paid Business Reply Card from a McDonald's restaurant.

3) Job Selection: For recruiting hourly-paid employees, the manager will select the applicants to

be interviewed and will conduct the interviews. A well-run interview will identify an applicant's

potential to be a successful McDonald's employee. To find people who will be committed to excel

in delivering outstanding service, McDonald's also scripts an interview guide that helps the

company predict how an applicant's past behaviour is likely to influence future performance. It uses

a fact-based decision-making process. The questions look for actual events or situations rather than

allowing applicants to give a general or theoretical response. Interviewers look for behavioural

evidence in the applicant's life history that fits with the requirements of the job. The interviewer

rates candidates on their responses and offers jobs to those who earn the highest ratings.

For future managers, the selection process includes an initial online psychometric test. This test

produces an initial score. The applicant then attends a first stage interview and is offered "On Job

Experience". This is a 2-day assessment in a restaurant. Successful completion at OJE will lead to a

final interview, after which the manager decides whether or not to hire the applicant

4) Onboarding: Onboarding is a process of making chosen candidates being involved in

organization. In McDonald, it collects all new employees into the business through a Welcome

Meeting, which they must attend. The Welcome Meeting gives an overview of the Company,

including:

job role

food, hygiene and safety training

policies and procedures

administration

benefits

Training and development.

New employees will also meet their trainer, and tour the restaurant. The company operates a 3-week

probationary period, after which employees are rated on their performance and are either retained or

have their employment terminated.

So, here, I extract the 8 Steps to Walsall Council's recruitment process as a comparison with

McDonald:

1) Job analysis: A vacancy arises. Sometimes this is due to the creation of a new job, on other

occasions it may be because an existing member of staff has been promoted or is retiring. The

job description is updated and an employee specification is written. The job description lists the

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duties of the job whilst the employee specification gives details of the experience, skills and

abilities needed to carry out the job.

2) Job sourcing: A vacancy advertisement is written and is circulated via Walsall Council's

weekly bulletin, Job Shop Weekly. Other media can be used including newspapers, internet

recruitment sites, specialist publications and the Employment Service. Application forms are

sent out along with copies of the job description and employee specification and must be

returned on or before the closing date that has been set. View our applying for jobs page for

further information.

3) Job selection: A shortlist is compiled of applicants who are going to be invited to attend for

interview. This is done by the recruitment panel that compares each application form with the

requirements of the employee specification. Feedback can be provided to those not shortlisted

and applicants have the right to complain if they feel they have been unfairly treated. Interviews

are held. The panel will use the same set of questions with each interviewee. The interview may

include a selection test. Feedback can be provided and unsuccessful applicants have the right to

complain if they feel they have been unfairly treated. View our interviews page for further

information.

4) Onboarding: References will be requested. The successful applicant for jobs working in certain

areas, including working with children or vulnerable adults, will be asked to apply for a criminal

disclosure check through the Criminal Records Bureau. Appoint the successful candidate and

arrange induction training.

Comparing these two different organizations, there are some significant differences in recruitment

process:

In job sourcing, McDonald makes use of the Competency-Based People Systems and Culture

practice while Walsall Council focuses on job description updating. In job sourcing, Position is

main idea for McDonald to source human resource while advertisement is main way WalsallCouncil source the manpower. When it comes to job selection, they are using the same method to

select candidates which is interview, but depends on different media, McDonald conduct interview

on internet as well while Walsall council only use the traditional ask-answer model. In onboarding

stage, McDonald conduct welcome meeting which is compulsory for every new employee in order

to make them involved in organization smoothly then arranging training, Walsall council just go

through criminal disclosure check then arranging training, so in this aspect, McDonald has done a

more comprehensive recruitment system.

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What`s more, I want to evaluate that the medias like TV advertising and apply on internet are very

creative methods to make this process more effective and make candidates saving more time to

prepare well in attending interview, the methods McDonald has employed like Welcome meeting,

I-O psychologists for competency development have contributed to perfection of recruitment

process system.

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CONTENPORARY OB

Leadership style is the manner and approach of providing direction, implementing plans, and

motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles ofleadership. This early study has been very influential and established three major leadership styles

(1). In my opinion, leadership style refers to how those people who got leadership guides, directs

and communicate commitment with others, technically, everyone have his own way to influence

people.

There are three leadership styles:

(1) Trait theory.

Leadership trait theory is the idea that people are born with certain character traits or qualities.

Since certain traits are associated with proficient leadership, it assumes that if you could identify

people with the correct traits, you will be able to identify leaders and people with leadership

potential.

Most of the time the traits are considered to be naturally part of a persons personality from birth.

From this standpoint, leadership trait theory tends to assume that people are born as leaders or not

as leaders.

There is a lot of value in identifying the character traits associated with leadership. It is even more

valuable to identify the character traits that followers look for in a leader. These traits would be the

characteristics of an individual who is most likely to attract followers.

However, the idea that leadership traits are inborn and unchangeable appears to be incorrect. It is

true that many of our dispositions and tendencies are influenced by our personalities and the way

we are born. However, most people recognize that it is possible for someone to change their

character traits for the worse. Someone who is known for being honest can learn to be deceitful.

The whole idea of saying that someone was corrupted is based on the fact that people can learn

bad character traits.

If people can learn bad character traits and become different than the way they are naturally through

conditioning, it logically follows that they can learn good character traits as well. A person who is

prone to being dishonest can learn to be honest. A person who avoids risks can learn to take risks. Itmay not be easy, but it can be done.

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For example, the five traits are:

Honest

Inspiring

Forward-Looking

Competent

Intelligent

These are all traits that someone can learn to implement. It may not be easy, but with practice you

can become more inspiring, with practice you can become more honest, with practice you can

become more competent.

(2) Behavioral theory.

Behavioural theory assumes that leaders are made, not born. Behavioural theories of leadership do

not look for inborn traits or capabilities in an individual, but rather they look for what leaders

actually do. If the success of leaders can be defined in terms of the describable actions of a person,

then it should not be difficult for other people to act in the same way. This gives something concrete

to teach and learn, rather than relying on ephemeral notions of 'traits' and 'capabilities' which are

only vaguely defined. The fact that leadership can be learned rather than simply being inherent in a

person opens a floodgate to leadership development compared to Trait Theory, which relies on

psychometric assessment which divides people into those with leadership potential and those who

will never become leaders.

A behavioural theory is relatively easy to develop by simply assessing leadership success and the

actions of leaders. Using a large study sample, it is possible to correlate statistically significant

behaviours with success.

(3) Contingency theory

Contingency theory is a class of behavioral theory that claims that there is no best way to organize a

corporation, to lead a company, or to make decisions. Instead, the optimal course of action is

contingent upon the internal and external situation.

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They suggested that previous theories such as Weber's bureaucracy and Taylor's scientific

management had failed because they neglected that management style and organizational structure

were influenced by various aspects of the environment: the contingency factors. There could not be

"one best way" for leadership or organization.

Historically, contingency theory has sought to formulate broad generalizations about the formal

structures that are typically associated with or best fit the use of different technologies. The

perspective originated with the work of Joan Woodward, who argued that technologies directly

determine differences in such organizational attributes as span of control, centralization of

authority, and the formalization of rules and procedures.

There are the main ideas underlying contingency in organization:

Organizations are open systems that need careful management to satisfy and balance

internal needs and to adapt to environmental circumstances

There is no one best way of organizing. The appropriate form depends on the kind of task or

environment with which one is dealing

Management must be concerned, above all else, with achieving alignments and good fits

Different types or species of organizations are needed in different types of environments

According to motivation definition, motivation is the activation or energization of goal-oriented

behavior. Motivation is said to be intrinsic orextrinsic.

Intrinsic and extrinsic motivation

This form of motivation has been studied by social and educational psychologists since the early

1970s. Research has found that it is usually associated with high educational achievement and

enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory,

Bandura's work on self-efficacy and Ryan and Deci's cognitive evaluation theory. Students are

likely to be intrinsically motivated if they:

attribute their educational results to internal factors that they can control

believe they can be effective agents in reaching desired goals

are interested in mastering a topic, rather than just rote-learning to achieve good grades.

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http://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Bureaucracyhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Joan_Woodwardhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivationhttp://en.wikipedia.org/wiki/Motivation#Extrinsic_motivationhttp://en.wikipedia.org/wiki/Social_psychology_(psychology)http://en.wikipedia.org/wiki/Educational_psychologyhttp://en.wikipedia.org/wiki/Attribution_theoryhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Bureaucracyhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Joan_Woodwardhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivationhttp://en.wikipedia.org/wiki/Motivation#Extrinsic_motivationhttp://en.wikipedia.org/wiki/Social_psychology_(psychology)http://en.wikipedia.org/wiki/Educational_psychologyhttp://en.wikipedia.org/wiki/Attribution_theoryhttp://en.wikipedia.org/wiki/Self-efficacy


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Extrinsic motivation

Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but

coercion and threat of punishment are also common extrinsic motivations.

While competing, the crowd may cheer on the performer, which may motivate him or her to do

well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it

encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity.

Social psychological research has indicated that extrinsic rewards can lead to over justification and

a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who

expected to be rewarded with a ribbon and a gold star for drawing pictures spent less time playing

with the drawing materials in subsequent observations than children who were assigned to an

unexpected reward condition and to children who received no extrinsic reward. (3)

I have identified all of the motivation theories and given discussion below:

The incentive theory of motivation

A reward, tangible or intangible, is presented after the occurrence of an action with the intent to

cause the behavior to occur again. This is done by associating positive meaning to the behavior.

Studies show that if the person receives the reward immediately, the effect would be greater, and

decreases as duration lengthens. Repetitive action-reward combination can cause the action to

become habit. Motivation comes from two sources: oneself, and other people. These two sources

are called intrinsic motivation and extrinsic motivation, respectively.

Need hierarchy theory

The theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfied

needs influence behavior, satisfied needs do not.

Since needs are many, they are arranged in order of importance, from the basic to the

complex.

The person advances to the next level of needs only after the lower level need is at least

minimally satisfied.

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The further the progress up the hierarchy, the more individuality, humanness and

psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complexes (highest-latest) are as follows:

Physiology

Safety/Security/Shelter/Health

Belongingness/Love/Friendship

Self-esteem/Recognition/Achievement

Self actualization

Herzbergs two-factor theory

The factors that motivate people can change over their lifetime, but "respect for me as a person" is

one of the top motivating factors at any stage of life.

He distinguished between:

Motivators like challenging work, recognition, responsibility which give positive

satisfaction, and

Hygiene factors like status, job security, salary and fringe benefits that do not motivate if

present, but, if absent, result in demonization.

Self-determination theory

Self-determination theory focuses on the importance of intrinsic motivation in driving human

behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural

tendency toward growth and development. Unlike these other theories, however, SDT does not

include any sort of "autopilot" for achievement, but instead requires active encouragement from the

environment. The primary factors that encourage motivation and development are autonomy,

competence feedback, and relatedness.

Goal-setting theory

Goal-setting theory is based on the concept that individuals sometimes have a drive to reach a

clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by

three features: proximity, difficulty and specificity.

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http://en.wikipedia.org/wiki/Physiologyhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Securityhttp://en.wikipedia.org/wiki/Shelterhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Belongingnesshttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Recognitionhttp://en.wikipedia.org/wiki/Achievementhttp://en.wikipedia.org/wiki/Self_actualizationhttp://en.wikipedia.org/wiki/Motivatorhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivationhttp://en.wikipedia.org/wiki/Goal-setting_theoryhttp://en.wikipedia.org/wiki/Physiologyhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Securityhttp://en.wikipedia.org/wiki/Shelterhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Belongingnesshttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Recognitionhttp://en.wikipedia.org/wiki/Achievementhttp://en.wikipedia.org/wiki/Self_actualizationhttp://en.wikipedia.org/wiki/Motivatorhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivationhttp://en.wikipedia.org/wiki/Goal-setting_theory


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After identification and explanation of each motivation theory, I also made an example to see how

IBM Corporation makes use of two factors theory to motivate employees below:

A survey of 1000 adults working for IBM Corporation revealed that salary and bonuses are not the

key factors to job satisfaction. The people who conducted this survey found that these 1000

individuals working in different department in IBM Corporation placed greater value on benefits

that impact their overall quality of life. There will always be differences of opinion in whether

non-cash or cash incentives are the most desirable and even the most motivating. There are four

major types of compensation in IBM Corporation. These are pay, benefits, learning and

development opportunities and work environment. The former two are cash based incentives. In

this management of IBM, managers are willing to focus on mainly about rewards and recognition,

employee empowerment, and workplace amenities. These types of incentives are relational in

nature. They enhance the value of cash incentives.

Managers in IBM pursue employee empowerment which provides them with information about

how the organization is doing as a whole. IBM would instate a recognition program for employees

who continue to learn additional skills, which could be used on the job. If I was a manager I think

I would have a program very similar to this one. IBM managers believe that satisfying employees

needs should be the role of compensation and satisfying wants is therefore the role of incentives.

This organization also provides opportunities to learn. This just goes to show that cash awards do

tend to be easily forgotten as previously mentioned. Another aspect of empowerment is making

sure that those who are closest to the work have all the tools and information they need.

Employees in IBM always mention that they have also made it a pleasant place to work and have

motivated me to do a better job than I might have otherwise done.

People exist according to Maslowin a hierarchy of needs, going from Physiological needs through

Safety, Social, Esteem to Self Actualization. As each need is satisfied the person moves up a level.

Thus people can be motivated by basic needs, but also by the 'spirit' and 'noble cause'. The best

example of this is warfare and the partial change of motivation from pay to glory, and a belief in

ideas. Indeed the use of propaganda this century has become important in motivating armies, in the

sense that your side has more moral worth than the others, though this of course can be true. Some

leaders would consider that it is necessary to use pain or threat of pain to motivate, but others

consider that this only motivates no one but the dullest and most idle of people. Promises of food,

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excitement, companionship, involvement and the appreciation of other benefits are better

motivators. Slight changes, the 'butterfly's wing', produces nearly negligible changes in

management motivation but can gradual produce slow positive change. The industrialist and

entrepreneur who is motivated by money does use this as part of the 'carrot and stick' motivation

technique. After the Second World War people were more sophisticated and needed new methods

and ideas in motivation.

Herzberg recognised that jobs had to be enriched with motivational factors. He sought to separate

man from the animal who's "needs to avoid pain and his need as a human to grow psychologically".

McGregor in Human Styles of Enterprise divided human management into two groups. His X

theory people need authoritarian management, they were people who hate work, are lazy, incapable

of taking responsibility. His Y theory people need management by participation, which are self

motivated and might be more like the majority of people. Their other wants are being satisfied.

They are capable of exercising self-direction and self-control if committed to an objective, the

achievement of which gives them an ego reward. McGregor believed that people would accept and

seek responsibility, have high potential and have this potential only partially utilised. Maslow

criticised this in that he thought that even Y people needed guidance. I found it interesting to apply

the X/Y theory to my non-teaching work place and found that we had an X boss and Y colleagues.

Thornily and Lees make several good points in their book, which also has an overview of the other

theorists. They believe that individuals must be treated in different ways, 'different strokes for

different folks'. Just because one person looks like another does not mean that they will behave in

the same way or be motivated in the same way. It is recognised that one volunteer is worth two

pressed men and the key to good leadership is having good manners, especially if they are of a

different sex, race, background, mental or physical capabilities.

Elizabeth Moss Kanter believed that empowerment was a key motivation factor and suggests that

management should be opened up to promotion from the ranks of the powerless, like women and

clerical workers. She wanted to see a decentralized authority, made up of autonomous work groups

which would produce motivation from the results.

Victor Vroom thought that people asked three questions to motivate themselves. 1. Can I do what I

am being asked to do? 2. Would I be rewarded for doing it? 3. Do I want the reward on offer?

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John Adair believed in action centred leadership, whereby the leader inspires others by their own

enthusiasm, commitment and the ability to communicate enthusiasm to people. There was a need to

establish teams and team-work, with the need to accomplish a common task, and the team being a

sum of the groups individual needs. His views are developed in 'Effective Leadership'. Here he

identifies three different approaches to leadership, the interlocking concepts of Task, Group and the

Individual. He is critical of the ideas of inbred leadership qualities, though he feels that it would be

wrong to dismiss this altogether. The idea that there is no such thing as a born leader depends on the

situation. This situations approach, summed up, is where it is always the situation which

determines who emerges as the leader and what 'style of leadership' they have to adopt. It is too

easy in making value judgements, have hidden assumptions which can creep into the situation. He

accepts that some leaders require certain innate characteristics. People differ in intelligence,

scholarship, dependability in exercising responsibilities, activity and social participation and in

socio-economic status. The leader must have personality and character.

There are two understanding of group below:

1. Collectionofindividuals who have regular contact and frequent interaction, mutual influence,

common feeling of camaraderie, and who worktogether to achieve a common set ofgoals like cross

functional group in one company.

2. Subdivision of a set like each department in one organization.

Group behavior in sociology refers to the situations where people interact in large orsmall groups.

The field of group dynamics deals with small groups that may reach consensus and act in a

coordinated way. Groups of a large number of people in a given area may act simultaneously to

achieve a goal that differs from what individuals would do acting. A large group is likely to show

examples of group behavior when people gathered in a given place and time act in a similar wayfor example, joining aprotest or march, participating in a fight or acting patriotically.

In order to enumerate and elaborate the nature of group and group behavior clearly, I have chosen

IBM as my example, in this company, the cross functional group have been formed very

frequently, so I will discuss the detail of the cross functional team.

A Cross-functional team is a group of people with different functional expertise working toward a

common goal. It may include people from finance, marketing, operations, and human resources

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departments. Typically, it includes employees from all levels of an organization. Members may

also come from outside an organization in particular, from suppliers, key customers, or consultants.

Cross-functional teams often function as self-directed teams responding to broad, but not specific

directives. Decision-making within a team may depend on consensus, but often is led by a

manager/coach/team leader.

The growth of self-directed cross-functional teams has influenced decision-making processes and

organizational structures. Although management theory likes to propound that every type of

organizational structure needs to make strategic, tactical, and operational decisions, new procedures

have started to emerge that work best with teams.

McDonald's believes that the success of the restaurants and the company is achieved through the

people it employs. The company aims to recruit the best people, to retain them by offering ongoing

training relevant to their position and to promote them when they are ready. Its recruitment policies,

procedures and practices reflect the company's determination to fulfil its aim.

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REFERENCES

1) Greenpeace International (April 2006). "We're trashin'it, How McDonald's is eating up the

Amazon"(PDF). http://www.greenpeace.org.uk/media/reports/were-trashin-it . Retrieved

2008-12-15.

2) Sweney, Mark (2006-04-20). "Not bad for a McJob?". London: The Guardian.

http://www.guardian.co.uk/media/organgrinder/2006/apr/20/post3 . Retrieved 2009-03-30.

3) Ian Ashbridge (2007-07-03). "McDonald's milk goes organic - 03/07/2007 -

FarmersWeekly". Fwi.co.uk. http://www.fwi.co.uk/Articles/2007/07/03/104864/mcdonalds-

milk-goes-organic.html. Retrieved 2010-08-27.

4) "ibtimes.com, McDonald's Holds down Dollar Meal, Making Menu Healthier".

http://www.ibtimes.com/articles/20080522/mcdonald-039-holds-down-dollar-meal-making-

menu-healthier.htm

5) "www.gmanews, McDonald's says all US French fries cooked in zero-trans-fat oil".

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trans-fat-oil.

6) "McDonald's hails success of waste-to-energy trial" businessgreen.com. April 14, 2008.

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