Staff Training and Motivation at Mcdonalds Free Essays

Training and Motivation at McDonalds McDonald trains almost 55,000 employees each year. Each year, it also   dedicates over A? 10 million to ongoing employee training, providing   people with valuable skills. Work experience at McDonald’s is a foundation for future employability, particularly as the UK labour market continues to   evolve. We will write a custom essay sample on Staff Training and Motivation at Mcdonalds or any similar topic only for you Order Now With the increased demand for skilled workers, a job which   offers ongoing training with a leading organisation – is a solid   career investment. People from all walks of life credit a first job at   McDonald’s with having equipped them with the ingredients for success. Staff Training McDonald’s Staff Training Programme is an on-the-job vocational   experience that teaches skills transferable to other industries. All new hires begin their McDonald’s experience with an induction into   the company. Staff trainers work shoulder-to-shoulder with trainees   while they learn the operations skills necessary for running each of   the 11 workstations in each restaurant, from the front counter to the   grill area. All employees-learn to operate state-of-the-art   foodservice equipment, gaining knowledge of McDonald’s operational   procedures. Step-by-Step manuals and video tapes cover every detail, from how to   make a Big Mac, to how to deliver exceptional service to customers. Employees also learn how to train and supervise others. For the first time employed, McDonald’s is an important â€Å"mentor’,   teaching the interpersonal and organisational skills necessary for   functioning effectively on any job. McDonald’s business demands   teamwork, discipline and responsibility; McDonald’s experience results   in enhanced communications skills as well as greater self-confidence;   and McDonald’s stresses â€Å"customer care†, and attitude which industry   experts ecognise as an essential ingredient for business success. Management Development Conducted at regional offices and corporate training centres across   the country, McDonald’s Management Development Program (MDP) continues   to develop the potential leaders which the Crew Training Programme has   nurtured. This is followed by a series of training courses designed to back up   what is learnt in the restaurant and develop management, communication   and leadership. The Management Training Centre (MTC) is McDonald’s premier UK training   facility, providing a variety of business management and restaurant   operations courses to franchise and management employees throughout   the United Kingdom. The UK Management Training Centre currently puts   through approximately 1500 managers annually. The Management Training Centre runs three courses that give the skills   required by different levels of management, from restaurant shift   management to mid – management. The Basic Operations Course (BOC) equips trainee management candidates   with the skills to manage their people and run successful restaurant   shifts. The Advanced Operations Course (AOC) is predominantly for new   restaurant managers and department heads, It aims to enhance the   candidates leadership and management skills, enabling them to achieve   results in all areas of the business by working through and developing   their people. The Mid-Management Course (MMC) goes into further leadership skills   and management systems, helping these managers to effectively lead and   develop their restaurant managers. These three core courses are supported by courses and seminars run by   the Regional Training Centres. In addition, managers will work through   theaâ‚ ¬? Management Development Programme (MOP) back at the restaurant. MDP gives managers at all levels the technical and functional   management skills needed to maintain McDonald’s leadership role in the   quick service restaurant industry. Manager Trainee As a Manager Trainee, you are responsible for learning and   understanding McDonald’s policies and procedures in order to prepare   for managing shifts in a McDonald’s restaurant. The responsibilities   include, but are not limited to: aâ‚ ¬? Learning the basics of restaurant operations through on-site   training, area management and floor management. â‚ ¬? Gaining experience with attaining and maintaining customer   satisfaction. aâ‚ ¬? Developing an understanding of basic supervision, human relations,   interpersonal communication and follow-up skills. aâ‚ ¬? Establishing an Individual Development Plan to help focus on   personal career development objectives. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. From Manager Trainee you will move to the Second Assistant Manager   position where you actually begin to apply the skills you have learned   as a Manager Trainee. Second Assistant Manager As a Second Assistant Manager, you are responsible for managing   people, products and equipment to execute outstanding Quality,   Service, Cleanliness and Value (QSC;V) on all assigned shifts. The   responsibilities include, but are not limited to: aâ‚ ¬? Developing and training crew employees. aâ‚ ¬? Maintaining critical standards for product quality, service speed ;   quality, cleanliness ; sanitation. aâ‚ ¬? Managing shifts and/or areas without supervision aâ‚ ¬? Ensuring all safety, sanitation and security procedures are   executed. aâ‚ ¬? Controlling food components, labour, waste and cash while managing   shifts and or areas. aâ‚ ¬? Completing all assigned shift paperwork. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. The next level of restaurant management is the First Assistant   Manager. Here you will explore the business skills involved with   managing a restaurant. First Assistant Manager As a First Assistant Manager, you are responsible for assisting the   Restaurant Manager in executing virtually all aspects of the   restaurant operations. The responsibilities include, but are not   limited to: aâ‚ ¬? Demonstrating and reinforcing the leadership behaviours and basic   people standards necessary to gain commitment from crew and other   shift managers. â‚ ¬? Recruiting, staffing, scheduling and retaining employees. aâ‚ ¬? Managing the development and training of crew and shift management   employees. aâ‚ ¬? Building sales and controlling costs to deliver optimum business   results for all areas of accountability. aâ‚ ¬? Maintaining critical standar ds for product quality, service speed   and quality, cleanliness and sanitation. aâ‚ ¬? Controlling assigned profit and loss line items. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. The next level of restaurant management is the Restaurant Manager. Your performance and available positions will determine the time frame   for progression from First Assistant Manager to Restaurant Manager. Restaurant Manager As a Restaurant Manager, you are responsible for the entire operation   of a single McDonald’s restaurant, including: aâ‚ ¬? Developing and training Assistant Managers. aâ‚ ¬? Measuring external customer satisfaction and executing plans to   increase brand loyalty. aâ‚ ¬? Implementing and conducting in-restaurant new products and   procedures. aâ‚ ¬? Ensuring execution of all security, food safety and maintenance of   the restaurant. aâ‚ ¬? Projecting and controlling accurate profit loss line items. aâ‚ ¬? Administering all in-restaurant records and procedures including   benefits, payroll, inventories, security and employee personnel flies. aâ‚ ¬? Ensuring that a respectful workplace exists in the restaurant. Opportunities beyond the Restaurant Manager position are also   available based on interest and performance. These opportunities are   as follows: Operations Consultant aâ‚ ¬? Provide leadership, coaching and direction to assigned restaurants. aâ‚ ¬? Maximize long-term sales and profit potential of each restaurant. aâ‚ ¬? Build a positive business relationship with Restaurant Managers and   Restaurant Leadership Team Training Consultant aâ‚ ¬? Conduct training that motivates and improves individual’s   performance and contribution to restaurant results. aâ‚ ¬? Serve as operations expert and consultant on McDonald’s operation   standards, management tools and training systems. Business Consultant aâ‚ ¬? Consult to an assigned group of franchisees to optimize sales, QSC,   profit, and people development. aâ‚ ¬? Assist with maximizing the business potential for the franchisee   organization. Human Resources Consultant aâ‚ ¬? Provide leadership and support to the operations team, regional   staff and franchisees on Recruiting and Staffing Management/Crew   Employees, Employee Relations, Management Development, Diversity   Development, Benefits/Compensation and Management/Crew Retention   systems. Management Programs are also available for personal development, which   will prepare you for each step along the way. These opportunities are   as follows: Shift Management Program When you experience the Shift Management Program, you will receive   instruction through a combination of self-study modules and on-the-job   coaching. You’ll also participate in the Basic Shift Management Course   and the Advanced Shift Management Course, which are offered by the   Regional Training Department. The Shift Management Program assists you in developing and sharpening   management skills in: aâ‚ ¬? Area Managements aâ‚ ¬? Food Safety aâ‚ ¬? Basic People Skills aâ‚ ¬? Respectful Workplace aâ‚ ¬? Delivering QSC;V aâ‚ ¬? Customer Satisfaction and Customer Recovery aâ‚ ¬? Shift Management* aâ‚ ¬? Coaching and Counselling aâ‚ ¬? Valuing Diversity aâ‚ ¬? Understanding the Business * Indicates self-study modules McDonald’s Internal Seminars Seminars are designed to establish a common foundation of leadership   and management knowledge and skills for McDonald’s officers. These   seminars will focus on key business issues identified by senior   management and create a platform for effective implementation of   strategic business initiatives. A team of McDonald’s senior management   and external providers lead the seminars sessions. The external   providers are recognized leaders in their area and have extensive   experience consulting with and teaching executives. Types of Conflict Within the Business ————————————- By evaluating a conflict according to the five categories below —   relationship, data, interest, structural and value — we can begin to   determine the causes of a conflict and design resolution strategies   that will have a higher probability of success. There are many types of reasons why conflicts may happen between Human   Resources Functions, such as; Relationship Conflicts ====================== Relationship conflicts occur because of the presence of strong   negative emotions, misperceptions or stereotypes, poor communication   or miscommunication, or repetitive negative behaviours. Relationship   problems ften fuel disputes and lead to an unnecessary escalating   spiral of destructive conflict. Supporting the safe and balanced   expression of perspectives and emotions for acknowledgment (not   agreement) is one effective approach to managing relational conflict. Data Conflicts ————– Data conflicts occur whe n people lack information necessary to make   wise decisions, are misinformed, disagree on which data is relevant,   interpret information differently, or have competing assessment   procedures. Some data conflicts may be unnecessary since they are   caused by poor communication between the people in conflict. Other   data conflicts may be genuine incompatibilities associated with data   collection, interpretation or communication. Most data conflicts will   have â€Å"data solutions. † Interest Conflicts —————— Interest conflicts are caused by competition over perceived   incompatible needs. Conflicts of interest result when one or more of   the parties believe that in order to satisfy his or her needs, the   needs and interests of an opponent must be sacrificed. Interest-based   conflict will commonly be expressed in positional terms. A variety of   interests and intentions underlie and motivate positions in   negotiation and must be addressed for maximized resolution. Interest-based conflicts may occur over substantive issues (such as   money, physical resources, time, etc. ); procedural issues (the way the   dispute is to be resolved); and psychological issues (perceptions of   trust, fairness, desire for participation, respect, etc. ). For an   interest-based dispute to be resolved, parties must be assisted to   define and express their individual interests so that all of these   interests may be jointly addressed. Interest-based conflict is best   resolved through the maximizing integration of the parties’ respective   interests, positive intentions and desired experiential outcomes. Structural Conflicts ==================== Forces external cause structural conflicts to the people in dispute. Limited physical resources or authority, geographic constraints   (distance or proximity), time (too  little  or too much), organizational   changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the   external forces and constraints bearing upon them. Structural   conflicts will often have structural solutions. Parties’ appreciation   that a conflict has an external source can have the effect of them   coming to jointly address the imposed difficulties. Value Conflicts =============== Value conflicts are caused by perceived or actual incompatible belief   systems. Values  are beliefs that people use to give meaning to their   lives. Values explain what is â€Å"good† or â€Å"bad,† â€Å"right† or â€Å"wrong,†Ã‚   â€Å"just† or â€Å"unjust. † Differing values need not cause conflict. People   can live together in harmony with different value systems. Value   disputes arise only when people attempt to force one set of values on   others or lay claim to exclusive value systems that do not allow for   divergent beliefs. It is of no use to try to change value and belief   systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant’s expression   of their values and beliefs for acknowledgment by the other party. Working Hours One functions working hours may be flexible than another functions   working hours, the employees are prone to complain as they want more   flexible working hours as well. Technology There may conflicts between different functions technology wise in a   sense that one function may get better technology than another   function, e. g. one function within human resources may get the newest   state-of-the-art computers so they will be able to work more   efficiently, as opposed to another function who may have computers   which are 4 or 5 years old so they will not be able to work as   efficiently, so the will complain and the business as a whole will not   work as efficiently. Placement ; Selection Placement and selection are both important factors to be considered   when assessing conflicts between human resources. This can be caused   by a many number of things such as, if a new employee has been   recruited into the business and as soon as he starts work the business   puts him as a manager, but there has been someone there working with   the business for 20 years and has worked his way up the hierarchy to   become assistant manager to the manager before and was looking to fill   in the place of manager but this new recruit has just filled that   place, the business will expect them to work together, but they will   be conflicts between the two managers. Wages One-function employees might get paid more for the same job that   another functions employees are doing. This will cause friction   between the functions as pay is a high motivation factor in how   efficiently the staff work. Training/Costs Training and costs are a major conflict factor as they contribute a   lot to the efficiency of the function, for example if a function has   better training and training facilities they will be able to work more   efficiently. As apposed to a function who has little money to spend on training and bad training facilities, this will result in poor   training throughout the function and poor efficiently. Performance Management Performance management is the systematic process by which an agency   involves its employees, as individuals and members of a group, in   improving organizational effectiveness in the accomplishment of agency   mission and goals. The revisions made in 1995 to the Government wide performance   appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations   establish would complement and not conflict with the kinds of   activities and actions practiced in effective organisations as a   matter of course. Planning In an effective organization, work is planned out in advance. Planning   means setting performance expectations and goals for groups and   individuals to channel their efforts toward achieving organizational   objectives. Getting employees involved in the planning process will   help them understand the goals of the organization, what needs to be   done, why it needs to be done, and how well it should be done. The regulatory requirements for planning employees’ performance   include establishing the elements and standards of their performance   appraisal plans. Performance elements and standards should be   measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as   individuals for work assignments or responsibilities. Employee   performance plans should be flexible so that they can be adjusted for   changing program objectives and work requirements. When used   effectively, these plans can be beneficial working documents that are   discussed often, and not merely paperwork that is filed in a drawer   and seen only when ratings of record are required. Monitoring ———- In an effective organization, assignments and projects are monitored   continually. Monitoring well means consistently measuring performance   and providing ongoing feedback to employees and work groups on their   progress toward reaching their goals. Regulatory requirements for monitoring performance include conducting   progress reviews with employees where their performance is compared   against their elements and standards. Ongoing monitoring provides the   opportunity to check how well employees are meeting predetermined   standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be   identified at any time during the appraisal period and assistance   provided to address such performance rather than wait until the end of   the period when summary rating levels are assigned. DEVELOPING ———- In an effective organization, employee developmental needs are   evaluated and addressed. Developing in this instance means increasing   the capacity to perform through training, giving assignments that   introduce new skills or higher levels of responsibility, improving   work processes, or other methods. Providing employees with training   and developmental opportunities encourages good performance,   strengthens job-related skills and competencies, and helps employees   keep up with changes in the workplace, such as the introduction of new   technology. Carrying out the processes of performance management provides an   excellent opportunity to identify developmental needs. During planning   and monitoring of work, deficiencies in performance become evident and   can be addressed. Areas for improving good performance also stand out,   and action can be aken to help successful employees improve even   further. RATING —— From time to time, organizations find it useful to summarize employee   performance. This can be helpful for looking at and comparing   performance over time or among various employees. Organizations need   to know who their best performers are. Within the context of formal performance appraisal requirements,   rating means evalu ating employee or group performance against the   elements and standards in an employee’s performance plan and assigning   a summary rating of record. The rating of record is assigned according   to procedures included in the organization’s appraisal program. It is   based on work performed during an entire appraisal period. The rating   of record has a bearing on various other personnel actions, such as   granting within-grade pay increases and determining additional   retention service credit in a reduction in force, although group   performance may have an impact on an employee’s summary rating, a   rating of record is assigned only to an individual, not to a group. Rewarding ——— In an effective organization, rewards are used well. Rewarding means   recognizing employees, individually and as members of groups, for   their performance and acknowledging their contributions to the   agency’s mission. A basic principle of effective management is that   all behaviour is controlled by its consequences. Those consequences   can and should be both formal and informal and both positive and   negative. Good performance is recognized without waiting for nominations for   formal awards to be solicited. Recognition is an ongoing, natural part   of day-to-day experience. A lot of the actions that reward good   performance – ike saying â€Å"Thank you† – don’t require a specific   regulatory authority. Nonetheless, awards regulations provide a broad   range of forms that more formal rewards can take, such as cash, time   off, and many no monetary items. The regulations also cover a variety   of contributions that can be rewarded, from suggestions to group   accomp lishments. Managing Performance Effectively ——————————– In effective organizations, managers and employees have been   practicing good performance management naturally all their lives,   executing each key component process well. Goals are set and work is   planned routinely. Progress toward those goals is measured and   employees get feedback. High standards are set, but care is also taken   to develop the skills needed to reach them. Formal and informal   rewards are used to recognize the behaviour and results that   accomplish the mission. All five-component processes working together   and supporting each other achieve natural, effective performance   management. THEORIES OF MOTIVATION Writers such as FW Taylor (1856 – 1915) believed workers would be   motivated by obtaining the highest possible wages through working in   the most efficient / productive way. In short, the more money you   offer the worker, the more motivated they will be to work. Taylor,   identified as the Father of Scientific Management, was obsessed with   optimising efficiency and productivity in all areas of life. (Whilst   out walking he would attempt to ascertain the optimum length of stride   required to cover a distance! ). His most well known research focused   on scientifically analysing the tasks performed by workers, and it is   through these studies that we can understand Taylor’s approach to   motivation of the worker. Through the scientific study of work Taylor sought to enable the   worker to achieve the maximum level of output, and in return gain the   maximum financial reward for their labour. The best way to pay a   worker according to Taylor was on a performance related basis. In one   study he looked at the work of steel workers, and by identifying the   optimum load of coal per shovel, which would enable the worker to lift   the maximum tonnage each day, the steel works plant reduced its   workforce from 600 to 140. The reward for those workers lucky enough   to keep their jobs – 60% higher wages if they met their scientifically   calculated targets for the week, by following the instructions laid   down by Taylor, on how to do their jobs. Unfortunately, the way in which Taylor appeared to view the ‘worker’   as just a pair of hands, and the job losses, which seemed to follow   him round the companies he advised, labelled Taylor as ‘The Enemy of   the Worker’. In truth, F. W. Taylor only sought to enable the worker to   reach their full earning potential, and honestly believed his work was   in the best interests of the worker. Subsequent motivational theorists have pointed to Taylor’s limited   appreciation of the fact that ‘workers’ are you and me – people,   complex individuals, with heads and hearts – and not just simple pairs   of hands. This said, Taylor’s ideas are just as prevalent today as   they were in the early 1900s, consider the current wave of dot. com   start-ups, which offer large share options to their staff, and thus   the potential for huge financial rewards in the future, if they work   hard now. There is no escaping the fact that money is still a central   reason why people work, but is it the key to motivating people. How to cite Staff Training and Motivation at Mcdonalds, Papers