Human Resource Management at McDonald's

Human Resource Management
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McDonald's Company
McDonald's is the largest fast-food chain in the world, with a 10% market share ("McDonald's Revenue 2006-2020 | MCD," n.d.). The company produces meals that appeal to a various clientele; hence achieving this goal was not easy. McDonald's aims for over 40 million consumers in the United States alone, with over 1.1 million already signed up. The company has never wavered from its objective to be the customer's favorite place to dine and how they like to eat. Unlike other franchises with a set menu, McDonald's has benefited from its flexibility in brand recognition and inclusivity. The company plans to satisfy the demands of clients as they evolve and to offer delicious meals at the most affordable prices, thus building brand customer loyalty.
Job Analysis
Human resource management at McDonald's is a separate department that plays a crucial role in the company's primary operations. As a result, most managers take on human resources duties. The main functions of a human resource manager are policy-making, administration, recruiting, managing employees' benefit, creating a conducive work environment, and maintaining McDonald's culture (Cole et al., 2018). Employees are highly regarded as invaluable resources at McDonald's because they provide a competitive advantage. The critical goal of HR planning is to figure out what HRM requirements exist for current and future worker supply and demand. To achieve McDonald's service vision, the company believes in building a solid team and ensuring that the relevant skills and expertise are delivered to the right person at the right time to complete the job.
In 1987, David Guest introduced an HRM concept centered on employee commitment, hence differs from various aspects of human management. The model combines characteristics of both hard and soft HRM. McDonald's company uses four critical components that David Guest proposed regarding efficiency between employees and employers (Chia et al., 2020). These components include underpinning organizational effectiveness, strategic integration, adaptability, and commitment. McDonald’s took on a major task of recognizing the limitations they faced due to cultural differences. How would the company integrate into the culture as a result of the acculturation process?  This is the process of adjusting and adapting to a culture that is not one's own. By introducing new products, ideas, or methods, international business will operate as a change agent. Success has brought McDonald’s notoriety and status, and with success comes a reputation for professionalism.
The main difference between soft and hard HRM that McDonald's takes advantage of is normative and authoritative models. These models differ from descriptive, functional, and critical evaluation practices. Models that McDonald's uses have several features from Guest's model, such as seeking employment engagement towards the company's goals and plans, fulfilling individual needs, flexibility, and employees regarded as invaluable assets. The primary focus of HR functions within McDonald's accorded to the Guest's model is to effectively accomplish predefined business goals by improving employee skills and capabilities. This focus has increased employee participation in business operations, such as decision-making, and cultivating a healthy and trustworthy work environment. The HR manager leads and drives effective people methods and priorities through open talent talks, hence driving employee performance and talent.
McDonald's HRM practices focus on employee recruitment and selection, job designing, reward, and recognition to improve and motivate their performance at work. McDonald's achieves its HRM goals by focusing on commitment, quality, and adaptability. The outcomes include behavioral, performance, and financial. In behavioral effects, the efforts, employee motivations, cooperation, involvement, and organizational autonomy within McDonald's' are the behavioral outcomes. McDonald's relates to performance outcomes by maintaining higher levels of productivity through a good quality and effective innovation, lower turnover, absenteeism, and conflicts in the workplace (Rozario, 2019). The financial outcomes at McDonalds’ are associated with cost-effective strategies that generate profits and return on investment.
Job Design
Job design is defined by Wood (2010) as “the planning and definition of job duties as well as the work setting allocated for their completion.” McDonald's is unable to meet the demands of all employees or assigning them to the tasks for which they are qualified; as a result, the positions have a negative impact on the employees. Work at McDonald's is frequently described as repetitive, tedious, and monotonous. It is intellectually unchallenging and factory-like in these ways. McDonald's job design includes job simplification, job enlargement, job rotation, and job enrichment. Job simplification is about standardizing work procedures and work done by staff in specialized tasks. If a company wants to change an HR manager, job simplification would explain the position and hire the most qualified candidate.
Human resource planning is concerned with finding the right people, placing them to the highest suitable use, and training and developing them to achieve McDonald's objectives. People must identify a perfect and effective way to meet McDonald's goals and objectives and identify any problems that are likely to arise, such as recruiting the best applicants and then getting a proper solution (Fred, 2019). Human Resource Planning is the process of ensuring that an organization has the right people in the right places at the right time, with the proper skills and talents.
HRP's goals are to make the best use of human resources, anticipate difficulties with surplus personnel, develop a well-trained and flexible workforce, and reduce the organization's reliance on outside recruitment firms. McDonald's HR management should carefully pick possible employees and match them to their abilities, i.e., suitable, to avoid low productivity, bad morale among employees, replacement, high absenteeism, and customer complaints. McDonald's analyzes its future goals and estimates the levels of activity within McDonald's to determine labor demand. As a result, they can forecast that the company has the correct number and quality of future employees. The external labor market is critical for any organization because it can provide potential employees with the relevant skills and qualifications at any time, both locally and regionally (Markatos, 2006). Local unemployment data are crucial for McDonald's since they indicate the general labor availability required at the moment. McDonald's human resource planning entails looking into how labor is organized inside a company or organization.
Commitment, competence, consistency, and cost-efficiency are all factors that influence HRM effectiveness. Line managers are in charge of people, while store managers are in charge of the day-to-day operations, using a mix of hard and soft approaches. McDonald's thinks that their employees are an asset, as seen by their training programs, and should be viewed as a long-term investment. An organization should strive for high employee dedication, high-quality output, continuous improvement of standards, employee flexibility, no defined job descriptions, labor practices and conditions, and strategic integration through HR policies. McDonald's is constantly raising standards and providing employees with flexible work schedules. McDonald's culture incorporates both of these elements.
McDonald's top management exemplifies a power culture that makes overarching choices and allows for quick ...