The Position Of Human Resource Management

Published Date: 02 Nov 2017

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Table of Contents

Introduction

McDonald's Corporation is the world's largest chain of hamburger fast, serving around 68 million customers daily in 119 countries. McDonald’s established in 1940 in USA y Richard and Maurice McDonald; in 1948 they reorganized their business as a hamburger stand using production line principles. A McDonald's restaurant is operated by a franchisee, an affiliate, or the corporation itself. The corporation's revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants.

McDonald's mainly sells hamburgers, cheeseburgers, chicken, French fries, breakfast items, soft drinks, milkshakes and desserts. In response to changing consumer tastes, the company has expanded its menu to include salads, fish, wraps, smoothes and fruit.

In this Assignment we will discuss about the human resource activities, HR function of the organization, corporate strategy and HR strategy of the organization, role of human resource management within an organization, Management of physical resources such as how the management of the resources contributes to the achievement of the organisation’s objectives, Different Aspects of Marketing such as review the marketing strategy and environment of the organization, the marketing activities in relation to organisational objectives and different aspects of Information Systems of MacDonald’s.

Task 1. Human Resource Management

1.1 Macdonald’s HR function

The human resources (HR) departments function is generally administrative and common to all organizations. Organizations mainly have three processes. These are as follows

Dignified selection,

assessment and

Payroll procedure.

Efficient and effective management of "human capital" progressed to an increasingly imperative and complex process.

The HR functions of MacDonald’s involves of tracking existing employee data which usually includes individual records. Such as

To reduce the manual workload of these administrative activities, MacDonald’s began to electronically automate many of these processes by introducing specialized human resource management systems. In consequence of the high capital investment necessary to buy or program proprietary software, these internally developed HRMS were limited to organizations that possessed a large amount of capital. The advent of client–server, application service provider, and software as a service or human resource management systems enabled increasingly higher administrative control of such systems. (• Keller, K. L., 2009)

The human resource management systems of MacDonald’s encompasses,

Time and attendance

Benefits administration

Recruiting/Learning management

Employee self-service

Absence management

1.2 MacDonald’s corporate and HR strategies and the HR functions contribute to organizational objectives.

The HR of MacDonald’s emerges to have some influence when it comes to know how to staffing relates to strategy and how organizational structure relates to implementing strategy. But our results suggest that HR plays a less prominent role when it comes to the development of strategy, the consideration of strategic options and other strategy areas, including acquisitions and mergers.

A number of HR practices and programs are significantly associated with a stronger strategic role for HR of MacDonald’s, including:

Having an HR strategy that is integrated with the business strategy

Focusing on HR talent development

Having effective HR metrics and analytics

Having an HR staff with technical, organizational dynamics, business partner, and metrics skills

Helping to set and implement the strategic direction of the organization requires developing and assessing the organization’s human capital and creating the organizational capabilities required to support the strategic direction.  In this role, MacDonald’s HR executives need to use their knowledge to help the organization set its strategic direction and develop its business plans in ways that are consistent with a talent decision science. (Lawler, 2010)

Overall, being a strategic contributor demands that high levels of business knowledge and skill be present in HR. It also requires information systems that have the right metrics and analytics, and organization designs and practices that link HR managers to business units.

The position of Human Resource Management in MacDonald’s

The human resources management team of MacDonald’s suggests to the management team how to strategically manage people as business resources. This includes

Control recruitment and hire process,

organize employee benefits

signify employee training and

Increase strategies.

Here HR professionals of MacDonald’s are consultants, not workers in an isolated business function; they advise managers on many issues related to employees and how they help the organization achieve its goals.

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1.3 MacDonald’s processes use to plan its human resource requirements.

When it comes to engaging the manpower, the managers of MacDonald’s have a keen eye for spotting the talent. It ensures that the workforce is competent enough the meet the targets. While recruiting the new employees, the HR manager of MacDonald’s calculating the expected workload. This way the HR department can design an accurate job profile and job expectations. Once they have the decided job descriptions, looking for candidates who fit the job will be easy. MacDonald’s hirers the employ not fooled by their qualifications but the relevant experience that matters more. MacDonald’s view about the A good HR manager is one who has the zeal and passion to motivate his prospective employees to perform to their potential.

This process, thus, can be considered as one of the strategic steps for building the strong foundation of an efficient workforce in an organization. Here is a graph, how MacDonald’s deals with its human resources,

http://3.bp.blogspot.com/_0e9s3bXBoHw/ScylhPlYVbI/AAAAAAAAAB4/jkfj8gQYliY/s400/3.JPG

2.1 Macdonald’s assessment of recruitment and retention strategies

Recruitment refers to the process that includes the following factors for a position within an organization. These factors includes the following factors,

catch the attention,

viewing and

Pick up qualified people.

It is an important management activity in securing an effective workforce. Good recruitment is about finding the right person for the job and has implications for business performance, image with customers and industry, staffing levels and profitability.

Hiring an employee is only a first step. Building awareness of the importance of employee retention is essential. The costs associated with employee turnover can include lost customers and business as well as damaged morale. In addition, there are costs incurred in screening, verifying credentials and references, interviewing, hiring and training a new employee. MacDonald’s Retention strategies strengthen the ability of businesses to attract and retain their workforce. Once the right staff persons have been recruited, retention practices provide the tools necessary to support staff.

The work of recruitment and retention is being carried out in three steps. These are as follows

Step 1 - recognize the experience: This stage consists of three activities that will be undertaken simultaneously in the first six months of the project. These are as follows

Step 2 - connect others to co-create an inclusive strategy: In the first year, MacDonald’s work intensively with representatives from a range of organizations and institutions to co-create a comprehensive strategy. The strategy will be modified as implementation unfolds.

Step 3 - Experiment and evaluate: Beginning in year one and continuing through year three, MacDonald’s maintain and support experimentation and evaluation of diverse recruitment and retention strategies. The evaluation process will ensure that we understand what works, why, and what the impact is. (Grensing-Pophal, 2010)

2.2 Macdonald’s guidance, growth and assessment systems

Guidance and growth refers to work- related set of skills, knowledge and capabilities that need to be required and developed by the employee to perform according to the defined levels of performance by the management (Adamson and Caple 1996). Guidance need assessment is a gap analysis to identify the gaps between the employee's following factors

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Within the created scenario, training and development programmes provide employees with appropriate professional training such as short professional and or technical courses, managerial courses etc.

It should however be noted that training and development practices are not always a result of performance appraisals. Any developments in business systems such as up- gradation, re-engineering, new implementations etc. also demands for developed workforce that will be ultimately using the new of developed system. (David, 2006)

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Every organisation has its individual training and development needs. The training and development needs at MacDonald’s has been observed and assumed as follows:

Training and development programmes follow a strategic responsiveness towards intercession in support of organisation's mission and vision to revitalise its business.

This leadership progression also entails the development of training and development policies, learning needs, training and development planning and employee career progression.

Rationale of using performance appraisal and training and development at MacDonald’s.

2.3 Ensuring employee engagement by HR development techniques

The techniques used for employee development by Macdonald’s are those strategies and interventions that build continued confidence for:

Task 2: Management of physical resources

3.1 Resource management and planning and the organization’s strategic planning processes

Physical resources are the resources that are made by man through his abilities and skill. The buildings, technology, and many more products that are made by man is an example of physical resources. This resource helps men’s daily activities become easy.

All organizations, no matter how large or small, have three critical resources that must be used effectively for the organization to be successful. These critical resources are:

The technology that is used to create the product or deliver the service;

The finances the organization uses to pay for whatever it requires; and,

The people whose skills and talents are utilized to do the work that is needed.

Here is a short description how MacDonald’s uses its different types of resources.

The Technology Resource

There are three areas where strategies are developed for the technology resource. The technology strategic plan is the plan that identifies how to:

attain the skill;

uphold the skill; and

Adjust the skill.

The Finance Resource

The finance strategic plan is a plan that identifies how to effectively:

produce the currency;

direct the currency and,

Predict the income and costs.

The Human Resource

There are three areas where plans are developed for effectively utilizing the human resources of MacDonald’s. The human resource strategic plan identifies how to:

Draw the right types and numbers of people;

Expand the knowledge, skills and abilities of employees; and,

Keep the employees in the organization.

Strategic Planning

The management team and the HR professional must understand the link between the three resources and how best to develop strategic plans for each resource.

The Following figure shows a pie chart of the critical resources.

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This picture shows that each resource is equal in importance and is connected to each of the other. The outside circles demonstrate that each is driven by its own operational plan which in turn is driven by the organization’s strategic plan which is driven by the organization’s mission and vision. (Kotler: 2010)

3.2 The position of physical resource management within the MacDonald’s

The role of managing physical resources involves obtaining and using materials, equipment, supplies, premises and energy in the most efficient way to achieve the organizations operational objectives. MacDonald’s ensures their physical resources provide a safe and secure working environment for employees and meet all legal requirements.

The maintenance and refurbishment of facilities of MacDonald’s are activities of managing physical resources, which requires the factors showing in the graph;

The key activities of planning, procurement and monitoring the effectiveness of resources are essential components of the operational framework of McDonald’s.

3.3 Planning the physical requirements process

Upholding management is the process of leading and directing all or part of an organisation through the deployment and manipulation of resources. Enterprise resource planning is the integration of business management practices and technology that improves

The final system of MacDonald’s is determined by the goals and objectives, to ensure effective allocation of resources to achieve the required outcomes.

Task 3: Marketing

4.1 Organizational objectives obtained by marketing activities

Marketing is the backbone of any organization. Without this, a firm is good as nothing. For marketing conceives the product, prices it, distributes it among all the logistically feasible areas and promotes it the best way it should by using basic four Ps. The 4 P's of marketing, depicted below:

The Marketing Mix

The Marketing Mix

These four P's are the parameters that the marketing manager can control, subject to the internal and external constraints of the marketing environment. The goal of MacDonald’s is to make decisions that centre the four P's on the customers in the target market in order to create perceived value and generate a positive response. (•Kelly, Gibson, Holland, & Light, (July 1999).)

Simply put, marketing is the most essential and vital element of nay organization since it is the one that produces profit and customers - and retains them for the firm.

4.2 Process of marketing operations to develop markets

The research and development department of MacDonald’s work very closely with the marketing department to understand the needs of the customers and to test outputs of the R&D section.

The key objective of MacDonald’s marketing efforts is to develop satisfying relationships with customers that benefit both the customer and the organization. These efforts lead marketing to serve an important role within most organizations and within society.

At a broader level marketing offers significant benefits to society. These benefits include:

Developing products that satisfy needs, including products that enhance society’s quality of life

Developing product distribution systems that offer access to products to a large number of customers and many geographic regions

Building demand for products that require organizations to expand their labor force

So MacDonald’s wants to operate their marketing operation in a process which ensures its benefit as well as the society.

4.3 MacDonald’s procedures to develop its market

MacDonald’s identifies that a market orientation is a fundamental part of the organisation’s culture. From the foregoing, the organisation develops the planned and emergent strategies in relation to the expected business performance.

The factors that are analysed by MacDonald’s are includes

Developing a market is thus creating superior value for customers, and ordering that certain desired behaviours occur.

Task 4: Information Systems

5.1 Information System and its contribution to the achieve the MacDonald’s objectives

Information systems (IS) is the study of complementary networks of hardware and software that people and organizations use to

Gather,

Riddle,

Procedure,

Form, and

Allocate data.

The Information Systems Management of MacDonald focuses on the fusion of information systems, technology, and business management for two purposes:

The use of information systems to solve business problems and

The management of technology, which includes new product development and enterprise management.

The MacDonald’s information systems are developed for and used by people in functional areas (e.g., manufacturing, human resources, accounting, finance and marketing).

5.2 MacDonald’s IS and IT management function

If anybody insists in managing his business with old time strategies and techniques, he will be left behind or his business can't stand out as a profitable business. We must admit that profit is a function of time.

There are two basic kinds of organizational role followed by MacDonald’s:

value-generating work which produces artifacts (physical objects, intellectual property and other intangible assets) that have value that in some way translates into the money that feeds the organization;

The enablement and direction that is required to remove obstacles to value-generating work, keep it on track, define what value is and link it to financial survival.

Management is therefore concerned with trying to balance itself on a very fine line. In situations where the management role senses its ineffectiveness, the commonest solution is to direct more (often by employing more managers). If over-direction is the source of low capability in producing valuable work then a self-reinforcing downward spiral begins. Once this happens it is very difficult for managers to "let go of the reins".

5.3 Information System activities to help MacDonald’s achievement of goals

As businesses grow, the amount of data also increases. As a result, it becomes more difficult for MacDonald’s to process this data manually. With the use of Information System, data can be processed with rapid speed and information is generated quickly. To run a business successfully, effective and timely decision-making is very important. This decision-making is based on the information we get from the stored data.

The following are benefits of information systems gained by MacDonald’s:

Easy backup

Easy record-keeping

Easy customer trait identification

The key is having current data converted to useful information and having that delivered to people who can act upon it before it’s too late. If the information is delivered too slowly then it is only a lesson learned rather than profitable opportunity.

Conclusion

Following all the contexts above, it emphasizes the role of management of physical resources, Human Resource Management. It also illustrates the importance of information technology and marketing efforts for the success of the company in the domestic market in addition to global market.

It clarifies the importance of the Human Resource Management, management of physical resources, marketing activities and information for an organization’s success in the domestic market as well as in the international marketplace.

As well, it shows the significance of the human resources strategies for an organization to make its activities efficiently and effectively to success in the marketplace. Moreover it is more vital to identify the current trend of marketing and information system for measuring campaign effectiveness to recognize the customer needs and wants in the marketplace in order to endure and maintain its customer base as well as its goodwill in the marketplace.