A Report On Human Resource Management Commerce Essay Example

different industries or service sectors. Recruitment plays a strategic role in achieving long-term organizational growth through effective HRM practices. Companies in this industry face challenges that require them to develop strategies for hiring and retaining high-quality staff in highly competitive environments within their own industry and across different sectors.The objective of this research is to examine and assess the employee retention policies at McDonald's, including employee development programs and compensation strategies. The focus is on understanding how these policies address challenges previously mentioned and contribute to a successful HR environment within the company (Foot & Hook, 1999). This study aims to evaluate McDonald's employee retention strategies from the perspective of those directly involved or affected. It also provides an extensive analysis of industry trends in employee retention and development. A comparative analysis will be conducted between McDonald's policies and those implemented by other industry participants. The literature review emphasizes the significance of HRM in corporate strategy and business research since the 1980s. While there isn't a single definition, HRM primarily focuses on its strategic role within organizations. Some studies connect HRM with aligning personnel with organizational goals, while others explore its contribution to enhancing organizational performance. It is important to note that human resources' impact on an organization's performance is closely tied to changes in both macro and micro business environments. Therefore, recruitment and employee development should be perceived as continuous and automated processesHR applications such as recruitment and talent management are closely linked to effective strategic recruiting, which involves consistently matching individuals with suitable positions. This is not only crucial for economic success but also for adapting to societal contexts (Rubery and Grimshaw, 2003).

It is vital to understand how organizational retention strategies operate within national and industrial contexts. In the UK, there has been a shift from "in house" jobs to external contractors, as well as the privatization of certain industries (Rees and Fielder, 1992). Globalization has led to labor market deregulation, which can undermine an organization's strategies but benefits companies that take advantage of these changes (Giles, 2000). Technological advancements have also affected recruitment strategies by increasing the demand for skilled individuals while reducing the need for unskilled workers who operate complex machinery. Despite deregulation in some areas, the fast food industry still needs to consider legislative developments and societal threats to employee safety (Frumkin, 2000). Managing people presents challenges and opportunities due to external factors. Retaining employees is crucial for organizations in attracting high-quality staff; retention strategies include offering competitive wages, employee development programs, and strong employment relationships.Payment systems in organizations are used to incentivize and reward employees for their efficiency (Rubery & Grimshaw, 2003). This is particularly important in low-skilled or low-paid positions, such as those found in fast food restaurants. Various factors, both internal and external, influence payment within organizations. One external factor that affects payment is the National Minimum Wage Act. It is crucial for reward systems to include appropriate performance evaluations, especially when non-monetary rewards are utilized (Foot & Hook, 1999).

Many organizations now recognize the importance of their human capital and the negative effects of high employee turnover rates. As a result, they are investing in employee training and development to foster a culture of continuous learning (Collin, 2004). Employee development plays a significant role in an organization's overall HRM strategy as

it adds long-term value to the workforce.

In today's knowledge-based economy, effective knowledge management is vital. However, differences in education systems and industry characteristics lead to variations in employee training levels. For instance, while the UK fast food industry heavily relies on technology, it invests less in employee training compared to other high-tech industries due to historical reasons and budget constraints (Brewster et al., 1993).Furthermore, it is crucial to maintain a strong employment relationship in order to retain skilled and motivated employees. Employment contracts establish terms such as job security, health-related matters, and contractual employment rights between employers and employees (Clark, 2004). This relationship not only affects a company's performance but also influences employee retention.

The use of information systems has been proposed as a way to improve communication procedures and enhance production efficiency. However, this can create tension for middle managers and lead to their reduction (Henriksson, 1999).

In the fast food industry, there has historically been an emphasis on quick task performance in order to serve more customers in less time (Ritzer, 2000). To meet this demand, fast food restaurants have implemented nonhuman technologies and standardized processes to increase control and reduce uncertainties associated with human factors. Unfortunately, these measures have resulted in unsatisfactory employment conditions that contribute to high turnover rates and constant recruitment.

Each fast food company has addressed these challenges individually (Schlosser, 2001). In the highly competitive global market of fast food companies, having an efficient and cost-effective workforce is essential. Therefore, retaining skilled employees plays a vital role in maintaining a competitive advantage.According to Walsh (1998), market share conflict is of great importance. For this study, in-depth interviews were conducted at four McDonald's

restaurants using a case study methodology. McDonald's was chosen as the main industry participant due to its policies' potential impact on other industry players. Case studies are valuable for connecting theory with research, especially when combined with qualitative research within specific organizational contexts (Yin, 1994). Thus, this study focuses on gathering qualitative data through an extensive literature review and analysis of HR-related literature specific to the fast food industry. By utilizing qualitative information aggregation methods, a comprehensive exploration and understanding of employee retention and development strategies' implementation and effectiveness can be achieved from the perspective of those directly affected or involved in these strategies (Silverman, 2005). This approach provides a deeper understanding compared to quantitative research as it delves into real-life experiences with retention strategies at McDonald's. The primary objective of data collection and research is to examine how reward strategies, motivational issues, and HR relationships impact staff retention in the selected restaurants.The research consists of two components: a comprehensive literature review and a documentary analysis focused on HR practices in McDonald's and the broader industry. The literature review establishes a theoretical framework for interpreting findings, while the documentary analysis examines employee retention practices using written records like memos, meeting minutes, and internal company materials (Hart, 1998). Interviews will also be conducted to cross-reference verbal accounts with written documents, ensuring consistency in the research findings. Gathering documentary material will involve collecting information on wage structures and promotional materials related to staff recruitment, particularly when salary strategies are used to attract applicants. Two types of interviews will be conducted: semi-structured interviews and focus group interviews. Interviews are widely recognized as an effective method of data collection

in business research and social sciences, especially in qualitative research. They allow for in-depth discussions between interviewers and interviewees about the topic at hand (Kvale, 1996). Semi-structured interviews have particular advantages due to their structured format. In this type of interview, the interviewer will have a prepared list of questions but also provide time for the respondent to freely initiate and respond to topics (Drever, 2003).The study will involve semi-structured interviews with representatives from various levels of McDonald's eating houses. A total of 14 interviews will be conducted, including 10 interviews with employees divided into two groups: 5 employees with less than six months of experience and 5 employees with over a year of experience. Additionally, there will be four interviews conducted with managers. The interviewees will be selected from representative samples of participating restaurants at three different locations. The main focus of these interviews is to gather data on reward, motivation, and relationships based on the literature review.

For the employees, important questions aim to determine their perspectives on the company's future outlook and whether they view their employment as short-term or a long-term career opportunity. By analyzing both new recruits or those with little experience and those who have been with the company longer, valuable comparative data on company retention policies over time is expected.

The interview questions for managers primarily revolve around how they manage and implement these three elements at specific locations, as well as their assessment and perception of the effectiveness of these measures. Furthermore, managers will also be asked about their evaluation and measurement of broader industrial and societal trends in relation to retention strategies.There will be three focus group interviews

conducted at each participating location, in addition to semi-structured interviews. These interviews are expected to include at least seven staff members who have a balanced representation of experience within the company, including at least one from a management level position.

Accessing business administration can be challenging due to research causing time constraints and intrusions. However, in this study, the focus groups are designed as an action research approach. This means that the focus groups will prioritize communication between different parties regarding the effectiveness of employee retention strategies within the research locations.

The objective is to determine how internal preferences and needs expressed by employees align to form common trends. Furthermore, the author acknowledges that there are challenges and limitations to the research strategy and plan. One major challenge is obtaining enough access and cooperation for conducting interviews. This raises concerns about access management and potential disruption of daily operations caused by the interviews.

However, these concerns can be mitigated by scheduling interviews in a manner that minimizes disruption.Similarly, when conducting documentary analysis to access company records, it is important to address management and organizational concerns regarding the confidentiality of internal documents. According to Bernard (2000), highlighting the value of the research in evaluating effective retention strategies and identifying issues or successful elements in current strategies can help alleviate these concerns. Confidentiality is also a concern for non-management employees participating in the research, especially when there are difficult relationships between staff at different levels. This concern is common in organizational research. To ensure anonymity and improve data validity, establishing trust early on between the interviewer and interviewee is vital. However, including a management figure in focus groups may introduce

bias among non-management participants. Despite this challenge, open discussion is crucial for organizational strategies, and it is possible that management may already be familiar with such situations and receptive to the action research approach. Therefore, it is critical to establish trust with both internal management and the interviewer for successful results in focus groups (Bryman, 2003; Litosselliti, 2003). Effective administration and planning are essential for all types of research, including qualitative research.Researchers commonly maintain a journal to track important developments or themes that arise during their studies (Flick, 2002). If permission is not granted for interviews, notes will be taken instead. The data will then be coded using NVivo software, following the theoretical framework outlined in the literature review and the general themes identified in the documentary analysis.

References:
- Beaumont, P. (1993) Human Resource Management: Key Concepts and Skills, Sage, London UK.
- Bernard, H. R. (2000) Social Research Methods, Sage, London UK.
- Brewster,C., Hegewisch,A., & Mayne,L.(1993) Trends in European HRM: Signs of Convergence?In Kirkbride,P.(ed) Human Resource Management in the New Europe of the 1990s,Routledge,London.
- Bryman,A.(2003) Business Research Methods,Oxford University Press,Oxford UK.

The text discusses various sources that cover topics related to learning and development, employment relationships, globalization, qualitative research, crisis counseling, strategic human resource management, industrial relations theory and regulating part-time work in Europe.These sources include books such as "Human Resource Management: A Contemporary Approach" by Beardwell, Holden & Claydon (2000), "Globalization and the Workplace" edited by Debrah & Smith (2002), "Using Semi-Structured Interviews in Small Scale Research" by Drever (2003), "An Introduction to Qualitative Research" by Flick (2002), "Introducing Human Resource Management" by Foot & Hook (1999), and "Changing Forms of Employment" by Crompton, Gallie &

Purcell (1996). Additionally, there is an article titled "McDonald's and Burger King Launch Crisis Counseling after Gun Rampage" written by Frumkin (2000) for Nation's Restaurant News. Various authors are mentioned throughout the text including Collin (2004), Clark (2004), Golding (2004), Giles (2000), Gregory and O'Reilly(1996). All these sources provide valuable insights into different aspects of their respective subjects. Greenbaum (1998) provides a handbook for focus group research, while Hart (1998) offers guidance on conducting a literature review. Henriksson(1999) explores the collective dynamics of organizational learning, and Kvale(1996) introduces qualitative research interviewing. Legge(1995) discusses the realities of human resource management, and Litosselliti( 2003 ) emphasizes the use of focus groups in research.Morgan( 1998 ) provides guidance on planning focus groups, and Ritzer( 2000 ) examines the McDonaldization of society.Rees and Fielder (1992) examine the services economy and new employment relationships, while Roberts (2000) delves into recruitment and choice using a competency approach. Rubery and Wilkinson (1994) discuss job restructuring and work organization in retailing. Grimshaw, D. (2003), Silverman, D. (2005), Walsh, J. (1998), Yin, R., also offer insights into different aspects of employment and research methods. Schlosser's book "Fast Food State: What the all-American Meal is Making to the World" sheds light on the impact of fast food on global society.