Research Project Submitted in the partial requirements for PEARSON BTEC
Level-5 Higher National Diploma (HND) in Business Management 2020
Unit 11: Research Project
Title
A STUDY ON THE IMPACT OF TALENT MANAGEMENT STRATEGIES ON
ORGANIZATIONAL PERFORMANCE OF MCDONALDS
Student Name: Mohammed Ezaz
Supervisor Name: Ms. Fatema
Internal Verifier Name:
Word Count: 11540
Table of contents
CHAPTER 2: REVIEW OF LITERATURE ................................................................................... 8
CHAPTER 3: RESEARCH METHODOLOGY............................................................................. 15
3.1 Introduction ............................................................................................................................ 15
3.2 Research Approach ............................................................................................................. 15
A study on the impact of Talent management strategies on
organizational performance of McDonalds in UAE
Abstract
Organizations believe that by implementing a talent management strategy,
they would be able to retain their most skilled people while also improving
their overall performance. It is the process of properly employing the right
people, preparing them for future top positions, reviewing and managing
their performance, and keeping them from leaving the company. Every
organization's success is determined by the performance of its personnel. If
employees possess unique skills that competitors cannot duplicate, the
company has an immediate competitive advantage over its competitors. As a
result, firms are focused on developing effective talent management systems
and processes in order to manage this unique human capital. Organizations
are also working hard to keep their top/key personnel since if they leave, the
entire store of knowledge leaves the organization's hands. The study's goal
was to determine the influence of talent management on McDonald's
organizational performance in the United Arab Emirates. The data suggest
that talent management has a limited impact on performance. If this talent
is properly managed and deployed in the right locations, businesses may
take use of their captive resources to boost their growth and profitability.
CHAPTER 1: INTRODUCTION
The impact of talent management (TM) on organizational performance in the
twenty-first century is the subject of this research proposal. Limited attention
to this question, given the lack of material that clearly demonstrates how the
TM is linked to organizational efficiency, has led to hypothesis that previous
studies have not shown how TM's performance can be influenced by empirical
evidence (Ibidunni et al. 2021).
Technology progression mark a useful indicator of human development
therefore understanding the effect of talent management on organizational
performance in the 21st century proposes a lens to view how talent
management improves organizational performance as well as competitive
advantage and profitability for the organization. (Ariffin et al. 2021). This
research study focuses on the study of impact of talent management
strategies on organizational performance targeting McDonalds in UAE. The
research will benefit the company in understanding the impact and importance
of talent management and how organization performance improves by
implementation of talent management strategies within the company.
1.1
BACKGROUND OF THE STUDY
Talent management supports corporate success by offering critical
knowledge and methods for improvement and change; it assists companies
such as McDonald's in identifying the most qualified workers as potential
future leaders once a role becomes available. The goal of talent
management is to not only identify and focus on talented workers, but also
to ensure that strategic and growth initiatives are aligned with the
organization's mission and vision, resulting in the organization's prosperity
and long-term viability. Companies with a good sense of mission and an
emphasis on workers as partners have higher levels of cohesion between
corporate and employee goals, as well as more highly motivated employees
(Birkinshaw et al, 2021).
McDonald's is a service-based company, so the organization's success is
dependent on customer service. The company must be effective in its
service delivery in order to keep customer wait times to a minimum.
Employees must be effective in picking customer orders and distributing
them in a timely and accurate manner in order to meet this requirement.
McDonald's has made an effort to ensure that customers have a consistent
experience in all of its restaurants, regardless of location (Gilbert &
Veloutsou, 2021).
Employee performance management is one of the components of talent
management, and it has a significant effect on organizational performance.
Since human resources are considered to be one of the most important
factors for a company in today's world, PM is a critical factor for its success.
Employees should know what their desired goals, priorities, and
expectations are at the start of the year so that they can concentrate their
efforts during the year on achieving those goals. McDonald's has run a
number of campaigns to provide incentives to its staff over the years.
In 2015, McDonald's launched a television advertisement to promote the
value of McJobs and to establish a powerful employer brand. The aim of this
campaign was to persuade the public that working at McDonald's was the
best option for workers looking to advance their careers and gain
experience. The commercial also mentioned the organization's promotional
efforts in rewarding talented workers, ranging from a daily restaurant
employee to a Chief Executive Officer (CEO).
They later announced the McDonald's People Project. Employee morale was
improved as a result of the project's provision of flexible schedules, training,
and career growth. To collect the necessary information for the project, the
project team collaborated closely with the human resource and marketing
departments. The project's results would assist in the creation and
execution of the employer brand. McDonald's used the 'hierarchy of needs'
principle to figure out what employees expected from their boss.
Employee retention is another aspect of talent management that has an
effect on organizational success. Employee retention is a management
strategy that encourages employees to continue for a longer period of time
(Tephillah&Swamalatha, 2021).
Succession preparation is a method of transferring leadership positions,
such as company ownership, to an individual or group of employees. It's
also known as "replacement preparation," and it ensures that companies
keep running smoothly after key employees leave for new opportunities,
retire, or pass away. Succession planning may also serve as a liquidity case,
allowing rising workers to take over ownership of a company. In McDonalds,
the leader’s skills are evaluated and potential replacements are identified
within the organization. These potential employees are provided with
training and development programs to ensure that they are fully equipped
with the skills required to be an efficient leader. (McDonalds, 2021)
The area of talent creation (TD) is vast and diverse, encompassing a long
history of theories and techniques as well as a group of practitioners with a
wide range of backgrounds and skills. The term refers to efforts to improve
organizational efficiency, productivity, and results through learning,
employee engagement, talent management, and employee growth. Talent
growth is seen as an effective method for maximizing human potential by
others. Others see it as a collection of functional skills for advancing training
and growth plans, succession planning, and learning opportunities by
developing processes, programs, and structures. (ATD Press, 2020),
McDonald's employs the tactics mentioned below to keep their workers
and improve organizational performance.
 They put a priority on career development: Match the employees'
talents, personalities, and interests to the needs of particular
positions and business specifications.
 Initiated career conversations: Managers double as coaches for
their teams.
 Promoted transparency: Ensure that knowledge about internal job
openings is easily accessible.
 Encouraged ‘big picture’ thinking: Ensure that managers do not
stockpile their talent, and think about a way to reward managers
who understand that talent belongs to the organization, not just
their own division.
 Cross trained: improve your employees' skills and keep important
information in-house.
 Supported internal networking
1.2 GENERAL OBJECTIVE
To find the correlation between the current level of organisational performance
of McDonalds and the strategies adopted by McDonalds and analyse the gap
between them.
1.3 OBJECTIVES OF THE STUDY
1. To identify the level of organizational performance of McDonalds.
2. To assess the essence of the correlation between talent management
and organizational success.
3. To make suggestions to McDonalds UAE about how to improve talent
management strategies in order to improve organizational performance
4. To assess the current strategies adopted by McDonalds.
1.4 RESEARCH QUESTIONS
1. What is the level of organizational performance of McDonalds?
2. Do talent management strategies have a significant impact on the
organizational performance?
3. Does McDonalds require improvement in their talent management
strategies to have more successful organizational performance?
4. How does the talent management
organizational performance in UAE?
in
McDonalds
affect
its
1.5 SIGNIFICANCE OF THE STUDY
The main purpose of this study is to understand the impact of talent
management on organizational performance. In terms of strategy, the study
is important because it tackles a critical issue that business practitioners and
academic scholars in the field of management are concerned about in an era
of increasing competition and globalisation (Mabey and Gooderham, 2021).
Organizational success is assessed by comparing an organization's final
results to its targets and goals, which is one of the most significant criteria in
management studies. It is important for managers to evaluate their
company's competitors. The fact that it is often used as an outcome variable
demonstrates its importance in management fields. The study will target the
employees of McDonalds in UAE and the data collected will be only used for
academic purposes. The study will benefit McDonalds to understand the
importance of implementing talent management strategies within the
organization to improve the organizational performance.
CHAPTER 2: REVIEW OF LITERATURE
2.1 Talent management
There are several meanings of the word "talent management" due to the
intrusion in the definitions and terminology created by writers, and it can
be divided into three viewpoints, according to Lewis & Heckman. (Lewis
& Heckman, 2006). The first is describing talent management as a
category of daily human resources elements such as attracting, training,
selection, and preparation.
The second viewpoint views talent pools as a set of procedures designed
to ensure a steady flow of workers within the company. The third concept
of talent management focuses on talent (i.e., high success with high
talent) (Lewis & Heckman, 2006).
Attracting and retaining high-quality workers, as well as improving their
talents and encouraging them to enhance their results, are all part of the
talent management process. The primary aim of talent management is to
build a highly motivated workforce that will stick with the organization for
the long run.
2.2 Key components of talent management
Attracting, cultivating, and maintaining high-performing workers are all
important aspects of talent management. The process begins with hiring
the right people, providing them with all of the resources they need to
succeed, and keeping them on board for the long term.
2.3 Talent Management Process Model
1. Planning: The first phase in the Talent Management process is
planning. It consists of the following:
o
Identifying the human capital requirement.
o
Developing a job description and describing main functions.
o
Developing a workforce recruitment strategy.
2. Attracting: Deciding whether to hire from within or outside the
organization, and searching for eligible candidates to fill open
positions:
o
Career boards like Naukri.com, Timesjob.com, and others.
o
Social media platforms like LinkedIn and Twitter.
o
Referrals.
According to Punjaisri& Wilson, via a combination of campaign and
promotional campaigns, the initiatives were effective in depicting the real
McDonald's brand that they wanted to present to the target audience.
These tactics worked because the organization was able to obtain the
support of prominent individuals as well as the general public. (Punjaisri&
Wilson, 2021).
3. Selecting: Personnel recruitment and selection. It requires the
following procedures:
o
Arranging written tests and interviews.
o
Examining the most qualified applicant for the position.
4. Developing: The employee is prepared according to and for the
organization and the profile at this level. The steps in the procedure
are described below:
o
Introducing a new employee on boarding or orientation
program.
o
Enhancing personnel's abilities, aptitude, and proficiency to fit
the profile
o
Employee
counselling,
guidance,
mentoring, and job rotation
coaching,
education,
5. Retaining: Employee retention is critical for every company's longterm success. The methods for retaining employees are as follows:
o
Promotions and increments.
o
Providing development opportunities by entrusting unique
ventures to others
o
Participative decision making.
o
Teaching new job skills.
o
Remembering each person's commitment and efforts
o
Organizations aim to develop appropriate human resource
practices and strategies in order to recruit and retain the best
available talent (Shekshnia, 2021).
6. Transitioning: The goal of talent management is to turn workers as
a whole in order to achieve the organization's vision. It is possible to
accomplish this by:
o
Retirement benefits to employees.
o
Conducting Exit interviews.
o
Succession Planning or Internal Promotions.
2.4 Organizational performance
Analysing a company's results in relation to its priorities and goals is
known as organizational performance. In other words, organizational
performance is the relation of actual results or outputs to anticipated
outcomes. The research focuses on three key outcomes: shareholder
value efficiency, financial performance, and market performance.
2.5 Talent management and organizational performance
In recent years, several studies have looked into the impact of talent
management strategies on organizational success. (Thunnissen et al.,
2021) divided the impact of talent management into two categories based
on the researcher's viewpoint. The first group argues that talent
management has an indirect beneficial influence on organizational
performance by improving human resource practices (Beechler&
Woodward, 2021). The second group of researchers contends that talent
management improves overall organizational efficiency (Cheese et al.,
2021). We may infer from the above description that talent management
improves organizational performance by recruiting and retaining talented
people (Armstrong & Taylor, 2021).
2.6 Effect of Talent Development on organizational Performance
Training is a method of learning an activity or a series of activities in order
to improve ability, behaviour, or awareness in order to produce the best
results. Development is the process of learning by interactions that is
used to improve an individual's ability and task attitude as a result of his
or her learning experience. The economic effect of talent acquisition and
mobility demonstrates how talent growth techniques can reduce costs
and increase business results. The organization's performance based
incentive system is a central component of performance management
that ensures an employee's addictiveness with his job activities and
results are aligned with the organization's goals. An employee's individual
behaviours and outcomes are inextricably linked to the firm's strategy.
As a performance-based compensation scheme, it provides employees
with strong motivation to work creatively and faithfully against the
organization's objectives. Workers are becoming more aware that certain
skills and qualities are required to operate efficiently in the workplace,
and performance management programs that are directly linked to an
organization's compensation system offer a powerful incentive for
employees to work tirelessly and creatively toward achieving
organizational goals. Not only managers, but also employees are
becoming more aware of this reality.
2.7 Effect of Talent Retention on organizational Performance
The willingness of a company to retain its staff is known as talent
retention. A simple statistic can be used to describe retention. Employee
retention, on the other hand, is a comprehensive technique since the
search for skilled workers is still fierce. Efforts should be focused on the
most valuable and talented employees. The employee's quest for new
opportunities would be fuelled by a lack of fulfilment and dedication to
the company. It does not often pay to play a significant role in assisting
what is commonly thought to be turnover. Every employee has the right
to know what he can do and how he can better his performance at work
in order to increase his personal value and appreciation. As a result, talent
retention motivates workers and makes them realize their worth in the
company. As a talent management specialist, you can provide employees
with ongoing input on their results and inspire them to use their full
capacity for the organization's long-term success. Talent retention also
aids in identifying performance shortfalls before they become major
problems that result in a high turnover rate in terms of other employees'
performance. Employee success is aided by development plans, and
feedback should be supplemented by coaching in order to create a solid
working relationship between top management and employees or coworkers. The investment in employee development based on ongoing
success increases employee satisfaction and retention. This keeps
employees more connected to the company, which is good for long-term
development and goodwill.
2.8 Effect of
performance
employee
engagement
on
organizational
Employee engagement has been a hot topic in business circles for many
years. It's a buzzword that's piqued the interest of office analysts, HR
bosses, and even the executive suite. Employee involvement is a crucial
factor in increasing an organization's competitiveness by recruiting and
retaining skilled employees. Organizational productivity is calculated not
only in terms of employee satisfaction, but also in terms of employee
engagement. When employees have a good attitude toward their jobs,
they are said to be engaged. Employee engagement refers to an
employee's level of loyalty and involvement with their company and its
values. An involved employee understands the market context and
collaborates with co-workers to enhance job performance for the good of
the company. The company must strive to foster and improve employee
engagement, which necessitates a two-way partnership between the
employer and the employee.' As a result, employee engagement is a
metric that measures a person's connection to the company.
Employees who are engaged, on the other hand, exhibit virtues such as:
1.
2.
3.
4.
Innovation & creativity
Taking full responsibility for bringing things to fruition
A genuine desire to see the organization and the team succeed
Feeling emotionally connected to the organization, its mission,
and its vision
McDonald's has an open door policy, which means that any employee with
a work-related issue may contact the CEO or top management. Employees
at all levels will meet and address different job issues during open house
sessions and communication programs. Employees will also participate in
one-on-one meetings with senior management in which they can speak
with them privately.
2.9 Effect of succession planning on organizational performance
According to Rothwell (2001), succession planning is "the mechanism that
helps ensure the continuity of staff tenure." In addition, he defines
succession planning as "any initiative aimed at ensuring the continued
effective performance of an entity, division, department, or work group by
providing for the growth, replacement, and strategic application of key
people over time." Succession planning aids an organization in matching
current talent with required potential talent, addressing strategic issues,
and ensuring the preservation of institutional memory through such a
program. It's a constructive approach to cultivating internal talent by preplanned training programs. (Rothwell, 2001). Having succession planning
within an organization can lead to increased productivity which can lead to
better organizational performance. As employees identified with potential
capabilities will be provided specific training programs to develop
leadership skills.
2.10 Talent management and organizational performance in
McDonalds
Success is never assured, but after losing four CEOs due to death and
illness and incurring losses, McDonald's formed a talent management
team to ensure a steady supply of replacement leaders (Eaglen, Lashley,
& Thomas, 2021). The talent management team works on a range of
ventures, including enhancing employee engagement and talent growth,
streamlining succession planning, and launching and implementing
leadership programmes like the McDonald's Leadership Institute. While
the programme was originally intended to concentrate on executive-level
roles, it has since been extended to include the entire workforce at all
levels.
By combining today's leaders with potential leaders in an atmosphere that
encourages growth, the organization will have leadership talent to guide it
both now and in the future. Forecasting leadership condition, success
evaluation, and advancing ability are some of the core elements of the
talent strategy. The software assists those in charge of governance in
identifying key leadership role backups, analysing diversity, and improving
retention strategies.
The McDonalds Restaurants Corporation's training program techniques,
which were first implemented over 50 years ago, are becoming obsolete,
and their efficacy is diminishing over time (WilliamsLee, 2021). To combat
this, the organization ensures that new related initiatives are implemented
to ensure effectiveness and to maintain the talent growth culture. For
instance, the company launched the Leadership @ McDonald's Program
(LAMP) in 2013, followed by the European Leadership Development
Program (ELDP) in 2014. (Jehanzeb, Hamid, &Rasheed, 2021). The Asian
Leadership Development Program (ALDP) and the Middle Eastern &
African Leadership Development Program (WilliamsLee, 2021) are two
culturally tailored training programs offered by MacDonald Restaurants
Company.
CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
This section will describe the strategies and procedures used to achieve the
study's goals and how they were implemented. It will describe what I
performed and how I conducted the research. Issues such as the type of study
conducted, data gathering, data analysis, and other research instruments.
Below are details on the study's respondents, sampling size and sampling
strategy, research instrument, and validation, as well as details on the study's
research technique, research design, location, and demographic. (Macmillan
study skills, 2021)
3.2 Research Approach
The approaches of data gathering and data analysis are discussed in this
section of the research study. The research will mostly rely on quantitative
data collection methods. Participants were chosen from McDonald's and a
questionnaire was emailed to them. The influence of talent management
practices on McDonalds' organizational performance is determined by
analyzing the responses using charts and tables. (Macmillan study skills,
2021)
The questions were structured in a way that was relevant to the study issue,
and the responses revealed the accuracy of the findings.
3.3 Research Design: Descriptive
The aim of descriptive analysis is to describe the features of a single person
or a group of people. It is concerned with specific observations, details, and
characteristics of a specific person, entity, or circumstance. Descriptive
research design is the research design implemented in this report. The aim
of this analysis is to explain the characteristics of the current case as they
relate to the effect of talent acquisition on the operational success of
McDonald's in the United Arab Emirates.
3.4 Location of the Study
The study was carried out for the case of McDonald's in the United Arab
Emirates by the writer. Due to its competitive advantages, the UAE is
renowned for being the best place for, and numerous firms have been
established in this region. As a result, it is the precise position of the research
study's target.
CHAPTER 4: DATA ANALYSIS AND FINDINGS
Q1) Please select your designation
Table No.1
Designations
Barista
Campaign manager
Cashier
Cook
Crew member
Department manager
General manager
Deputy general manager
Profit centre manager
Restaurant development manager
Shift manager
Total respondents
Number or respondents
2
1
4
2
2
1
1
1
1
1
2
18
Number of respondents
Barista
campaign manager
11%
11%
6%
Cashier
5%
6%
Cook
Crew member
Department manager
6%
22%
6%
General manager
Deputy general manager
5%
11%
11%
Profit center manager
Restaurant development manager
Shift manager
The upper graph indicates the designations of the respondent. It can be seen
that the respondents belong to several different departments from being
restaurant manager to being a deputy general manager. The respondents
include both senior level and junior level job positions.
Q2) Please specify your age
Table No.2
Age options
18-24
25-34
35-44
45-54
55-64
60+
Total respondents
Number of respondents
3
6
5
4
0
0
18
Number of respondents
0% 0%
17%
35%
18-24
25-34
35-44
45-54
55-64
60+
22%
26%
The respondents were provided with Six age groups. The respondent’s fall
under four categories. These categories include the age between 25-34
(33.3%), 35-44 (27.8%), 45-54 (22.2%), 18-24 (16.7%). It can be analysed
that the majority of the employees fall under the age 25 to 34 and 35 to 44.
Q3) Select your gender
Table No.3
Gender options
Male
Female
Prefer not to say
Total respondents
Number of respondents
10
8
0
18
Number of respondents
Prefer not to say
0%
Female
44%
Male
Male
56%
Female
Prefer not to say
As per the graph above it can be analysed that the majority of the
respondents are male [55.6%] whereas the number of female respondents
is 44.4%. It can be said that the majority of employees in McDonald’s are
male.
Q4) Please specify your duration of working in McDonalds
Table No.4
Number of years
2 years
3 years
4 years
6 years
5 years
8 years
10 years
Total respondents
Number of respondents
5
4
3
1
3
1
1
18
Duration
5%
5% 6%
28%
2 years
3 years
17%
4 Years
5 Years
17%
22%
6 Years
8 Years
10 Years
The graph above indicates the duration of each respondent working in
McDonald’s. I spread the graph the majority of the employees working in
McDonald’s is 5 years [27.8%]. The second majority is 3 years [22.2%]. The
third majority is 4 years [16.7%]. The rest minority is just 5.6% which is
divided into six years, eight years, five years and ten years.
Q5) Are you aware of the term talent management?
Table No.5
Options
Yes
No
Maybe
Total respondents
Number of respondents
13
1
4
18
Number of respondents
22%
Yes
6%
No
Maybe
72%
The graph indicates that the majority of employees 72.2% are aware of the
term talent management. Whereas the other 22.2% selected may be
indicating that they might not be fully aware about the term talent
management. Only 5.6% of the respondents selected no indicating that they
are not aware of the term talent management.
Q6) According to you which among these are the roles of talent
management? (select all that applies)
Table No.6
Options
Talent
management
gives
understanding on how employees
can be more effective in their roles or
how organization can help them
address their work-life balance
challenges
Talent
management
inject
capabilities that are very difficult for
competitors to benchmark and
replicate.
Talent management enhances in
building
winning
teams
with
competent and experienced which
solve problems or weaknesses
Talent management provide an
opportunity to help employees
achieve their personal best
Talent
management
reduces
employee attrition
Talent
management
provide
employees with satisfaction, learning
and growth.
Number of respondents
14
Total respondents
18
1
14
7
12
17
Number of respondents
Talent management gives understanding
on how employees can be more effective
in their roles or how organization can
help them address their work-life balance
challenges
Talent management inject capabilities
that are very difficult for competitors to
benchmark and replicate.
19%
39%
Talent management enhances in building
winning teams with competent and
experienced which solve problems or
weaknesses
39%
3%
Talent management provide an
opportunity to help employees achieve
their personal best
In this questions the employees were giving a chance to select more than
one option regarding the roles of talent management. As per the graph the
majority of the employees [77.8%] selected options including talent
management gives understanding on how employees can be more effective
in their rules or how organizations can help them address their work life
Balance challenges, talent management enhances in building winning teams
with competent and experienced which solve problems or weaknesses, talent
management reduces employee attrition, talent management provide
employees with satisfaction, learning, growth. the minority selected that
talent management inject capabilities that are very difficult for competitors
to benchmark and replicate. It can be analysed that the majority of the
employees working in McDonald’s are aware of the roles of talent
management.
Q7) During acquisition process, do the employers assign the candidate with
a certain task to be completed?
Table No.7
Options
Yes
No
Maybe
Total respondents
Number of respondents
17
0
1
18
Number of respondents
17
YES
0
1
NO
MAYBE
This question analyses that during acquisition process whether the
employers assigned the candidate with a certain task to be completed in
order to get hired. As per the graph it can be indicated that the majority of
employees 94.4% selected yes indicating that the employees do assign
candidates with certain tasks to be fulfilled in order to get hired. Only 5% of
the respondents responded with maybe indicating that they might not be
assigned a certain task while acquisition process.
Q8) Does the company emphasize on hiring a high potential candidate?
Table No.8
Options
Yes
No
Maybe
Total respondents
Number of respondents
17
0
1
18
Number of respondents
Maybe
6%
No
0%
Yes
No
Yes
94%
Maybe
As for the graph above it can be analysed as the majority of employees 94%
send it could be option yes indicating that the company does emphasize on
hiring high Potential candidates. Only 6% of the respondents selected
maybe.
Q9) Which of the following benefit(s) can a high potential employee give to
the organization? (select all that applies)
Table No.9
Options
Work well autonomously
Take initiative
Eager to learn new skills
Efficient working
Have tendency to become successful
leaders
Drive the growth and success of the
organization
Total respondents
Number of respondents
7
14
15
18
15
17
18
Number of respondents
20
18
16
14
12
10
8
6
4
2
0
Work well Take initiative Eager to learn
autonomously
new skills
Efficient
working
Have tendency Drive the
to become
growth and
successful success of the
leaders
organization
The above question provided the respondents an option to choose as many
benefits they think that a high potential employee can give the company. As
per the graph it can be analysed that the majority of respondents selected
the options that include; Take initiative, Eager to learn new skills, Efficient
working, have tendency to become successful leaders, Drive the growth and
success of the organization. Minority of the respondents selected work well
autonomously.
Q10) McDonalds good working conditions and fair wages have enabled it to
attract the high potential candidates
Table No.10
Options
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
Total respondents
Number of respondents
0
0
1
3
14
18
Number of respondents
16
14
12
10
8
6
4
2
0
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
Majority of the respondents 77.7% strongly agreed that McDonalds good
working conditions and fair wages have enabled it to attract the high
potential candidates. Whereas 16.67% selected agree and 5% selected
neutral.
Q11) Do you know what you need to do to meet goals and objectives?
Table No.11
Options
Yes
No
Maybe
Total respondents
Number of respondents
13
0
5
18
Number of respondents
28%
Yes
No
0%
Maybe
72%
72% of the respondents selected yes. It can be analysed that the employees
of McDonalds are well versed with what they have to do to meet their goals
and objectives. Whereas 28% of the respondents responded with maybe
indicating that they might not be aware of what has to be done in order to
achieve the goals and objectives.
Q12) In McDonalds, the career goals of employees are aligned with the
organizational goals.
Table No.12
Options
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
Total respondents
Number of respondents
0
0
3
4
11
18
Number of respondents
0%
17%
22%
61%
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
61% of the respondents responded with strongly agree indicating that
McDonalds align the career goals of the employees with the goals of
organization. The other respondents 22% selected agree. 17% selected
neutral. As per the majority it can be analysed that the goals of each
individual are aligned with the organizational goals.
Q13) Which of the following career development opportunities are provided
in McDonalds? (select all that applies)
Table No.13
Options
Number of respondents
Language training
7
Job rotation
15
Apprenticeship
15
Technical skill training
6
Investments in skills and education 17
support
Total respondents
18
Number of respondents
12%
28%
25%
10%
25%
Language training
Job rotation
Apprenticeship
Technical skill training
Investments in skills and education support
Like the question earlier, this question offered the respondents to selected
more than one option as well. Majority of respondents; 28% and 25%
selected the options; job rotation, apprenticeship and Investments in skills
and education support. Whereas minority 10% and 12% selected Language
training and Technical skill training.
Q14) Does the company provide you with a development plan that includes
improvement of skills?
Table No.14
Options
Yes
No
Maybe
Total respondents
Number of respondents
12
0
6
18
Number of respondents
12
10
8
6
4
2
0
Yes
No
Maybe
66.67% of employees selected yes indicating that McDonalds does provide a
development plan that includes improvement of skills for their employees.
33.3% employees selected maybe indicating that they might not be provided
with the development plan or they might not be aware of it.
Q15) How would you rate the way your organization makes use of your
strengths?
Table No.15
Options
1
2
3
4
5
Total
Number of respondents
0
0
0
1
17
18
Number of respondents
18
16
14
12
10
8
6
4
2
0
One
Two
Three
Four
Five
For this questions the respondents were offered a linear scale with ratings
between 1-5. One being not at all beneficial and five being beneficial. As per
the graph most of the respondents responded with five indicating that their
strengths are used in beneficial way by McDonald’s. Only 5.6% of employees
selected for indicating that they might not be finding that their strengths are
utilised in a beneficial way by McDonald’s.
Q16) Do you regularly receive constructive performance feedback from your
manager?
Table No.16
Options
Yes
No
Maybe
Total respondents
Number of respondents
13
0
5
18
Number of respondents
14
12
10
8
6
4
2
0
Yes
No
Maybe
72.2% of respondents responded with yes indicating that they do regularly
receive constructive feedback from their manager. The other 27.78% of
respondents selected maybe.
Q17) How often does McDonalds offer performance appraisal?
Table No.17
Options
Monthly
Quarterly
Annually
Total respondents
Number of respondents
18
0
0
18
Number of respondents
0%
Monthly
Quarterly
Annually
100%
As for the graph displayed above it can be analysed at the 100% of the
respondents responded with receiving performance appraisal monthly.
Q18) Individuals are treated differently on the basis of whether their work is
pivotal to the organization’s success
Table No.18
Options
Yes
No
Maybe
Total respondents
Number of respondents
4
6
8
18
Number of respondents
22%
Yes
45%
No
Maybe
33%
The majority of the employees 45 %responded with Maybe to the question
where they were asked if individuals are treated differently on the basis of
whether their work is pivotal to the organisation’s success. The other
majority of employees responded with no. this indicates that the employees
are not treated differently on the basis of their performance however 22% of
the respondents responded with the yes indicating that the individuals are
treated differently on the basis of their performance.
Q19) McDonalds has a competitive compensation system, in comparison to
other organizations in the same industry, this is a motivating factor for their
employees
Table No.19
Options
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
Total respondents
Number of respondents
0
0
1
4
13
18
Название диаграммы
0%
0%6%
Strongly disagree
22%
72%
Disagree
Neutral
Agree
Strongly agree
In this question The employees were asked to rate weather the strongly
agree oil strongly disagree that McDonald has a competitive compensation
system in comparison to other organisation’s in same industry this is a
motivating factor for the employees. As per the graph above it indicates that
the majority of the employees 72%. Strongly agree to the fact that
McDonald’s does have a competitive compensation That keeps the
employees motivated. 2% of the respondents responded with agree showing
that they also might Agree with the fact that McDonald’s has competitive
compensation. That is a motivating factor for the employees. The other 6%
of the employees responded with Neutral.
Q20) Does McDonalds implement succession planning?
Table No.20
Options
Yes
No
Maybe
Total respondents
Number of respondents
9
0
9
18
Number of respondents
9
8
7
6
5
4
3
2
1
0
Yes
No
Maybe
As per the graph above, it shows that there are Equal number of employees’
responses the options yes and maybe (50%).
Q21) Does McDonalds implement practices where the knowledge, skills and
abilities to perform certain functions are identified and then a plan to
prepare multiple individuals to potentially perform those functions is
developed?
Table No.21
Options
Yes
No
Maybe
Total respondents
Number of respondents
14
0
4
18
Number of respondents
14
12
10
8
6
4
2
0
Yes
No
Maybe
As for the graph represents The majority of the respondents responded with
yes and the minority responded with maybe. 77.8% selected yes indicating
that McDonald’s implement practices where the knowledge skills and abilities
to perform certain functions are identified and then a plan is prepared for
individuals to potentially perform those functions. However, 22.2% of the
employees responded with maybe indicating that they might not be
acknowledged about creation of these plans.
Q22) Does McDonalds prepare you for uncertainty?
Table No.22
Options
Yes
No
Maybe
Total respondents
Number of respondents
16
0
2
18
Number of respondents
16
14
12
10
8
6
4
2
0
Yes
No
Maybe
88.9% of the respondents responded with yes indicating that McDonald’s does
prepare the employees with uncertainty. It can be analysed that if anything
answer then happens in McDonald’s the employees will be prepare to face and
overcome. However, 11.1% selecting maybe indicating that they might not be
prepared for uncertainty.
CHAPTER FIVE
CONCLUSION AND RECOMMENDATIONS
As per the findings mentioned above it can be said that there is a relationship
between talent management and organizational performance. As the
designations of the employees were analysed it can be said that the findings
were collected from various different designations being from barista to shift
manager. Therefore, the respondents were from both higher level jobs and
junior level jobs. By analysing the age group of the respondent it can be said
that majority of the responders were Middle aged ranging from 35 years to 44
years. Moreover, by analysing the gender of the respondent the number of
male respondents were higher than the female respondents as the male
responded were 56% and female were only 44%. The duration of the
responding is working in McDonald’s range from 10 years to two years. This
indicates that the respondents include both those who have less experience
and those who have decade of experience off working in McDonald’s. The
majority of the respondents 72% were aware of the term talent management.
This indicates that higher number of respondents were aware of the term and
its meaning. Just to give the respondent’s an idea about what are the rules of
talent management the six question was mentioned in the survey. My
analysing the six question regarding the roles of talent management it can be
analysed that the majority of the respondents were quite aware of the term
as well as the roles. Majority of the employees selected the options including
talent management gives understanding on how employees can be more
effective in their roles and how organization can help them address their work
life balance challenges, telling management enhances in building winning
teams with competent and experienced which solve problems or weaknesses,
talent management reduces employee attrition and talent management
provide employees with satisfaction learning and growth.
This part of the survey analyses the demographics of the employees and
whether the employees are aware of talent management. Analysing the
results, it can be said that the majority of employees are middle aged and it
is a male dominant company. And they are fully aware of the business terms
such as talent management.
The second part of the survey analyses where did the company has successful
Talent acquisition, talent development, talent retention and succession
planning. Along with these questions they were also asked whether these
elements of talent management have a correlation with organizational
performance.
In the second section the first question that the respondents were asked about
whether they are provided with a certain task to be completed during their
acquisition process. As per the graphs it can be analysed that 94.4% of the
respondents responded with yes indicating that the employers do provide the
candidate with a certain task to be completed in order to get hired. McDonald’s
is a fast food restaurant it is essential for all the candidates to be aware of the
basic tasks that are to be done. Therefore, they assign the candidate with a
certain task to be completed during the acquisition process. Later the
respondents were asked whether the company emphasize on hiring a potential
candidate as per the graphs it can be analysed that 61.1% of the employees
responded with yes indicating that McDonald’s does emphasize on hiring high
potential candidates. McDonald’s is a multinational company with a lot of
rivalries therefore it is essential for them to hire high potential candidates who
can provide the customer with quick service.
The respondents were asked what benefits can a potential employer give to
the company to analyses whether the company emphasize is on either hiring
the high potential candidates all retaining the high potential employees. As for
the graph displayed in the previous section it can be analysed at majority of
the respondents were quite aware of the benefits that a high potential
employee can give to the organizational success. Later the respondents were
Asked whether the working conditions and fair wages allow McDonald’s to
attract high potential candidates as per the graphs displayed in the previous
section it can be analysed that 77.8% of the respondents responded with
strongly agree indicating that McDonald’s does have good working conditions
and fair wages which helps to attract high potential candidates. Once the
candidates receive good working conditions and fair wages they tend to stay
in the company for a longer time and contribute to the organizational success.
In the third part of the questionnaire the respondents were asked regarding
the element of talent management that is retention. The first question in this
part was whether the employees are acknowledging as to what has to be done
to meet the goals and objectives as per the graphs displayed in the previous
section it can be seen that 72.2% of the respondents responded with yes
indicating that McDonald’s do provide them with the essential knowledge as
to what has to be done to meet the goals and objectives of the organization.
Once the employee has full knowledge of what has to be done the organization
can be successful.
The second question in this section was regarding the weather the McDonald’s
align the career goals of employees with the organizational goals. the graph
indicates that 61.1% of the employees strongly agreed. Therefore, it can be
said that the employees in the McDonald’s do align the goals of employees
with the organizational goals this can lead to success for both the employees
as well as the organization. The third question in this section was asked
whether the company provide the employees with career development
Opportunities. the respondents were offered with the options to choose which
career development opportunities are provided within McDonald’s. Majority of
the respondents responded with job rotation, apprenticeship and investment
in skills and education support. it can be said that the jobs at the restaurant
level in McDonald’s can be a successful part of job rotation and apprenticeship.
McDonald’s has built a university called hamburger university to provide
programs that help to develop the skills required by the employees of
McDonald’s. This can fall under the criteria investments in skills and education
support.
Later the employees were asked whether their strengths are used in a
beneficial way within the organization or in a non-beneficial way. The
respondents were provided with a linear scale rating from 1251 being not at
all beneficial and five being beneficial. The graph depicts that 94.4% of the
employees selected 5 indicating that McDonald’s use their strength in a
positive way that is beneficial for both the employees as well as the
organizational success.
The 16th question is in regards whether the employees receive a constructive
performance feedback from their managers on a regular basis. The graph
depicts that 72.2% of the employees selected yes indicating that they do
regularly receive constructive performance feedback from their managers. It
can be said that managers are always overlooking the performance of the
employees and providing them with constructive feedback to improve their
performance this can benefit both the employees as well as the organisation’s
performance.
Even though the employees receive regular constructive feedback on their
performance the McDonald’s provide them performance appraisal monthly as
this is analysed by the graph that showed 100% selection of the option
monthly when the employees were asked how often does McDonald’s offer
performance appraisal.
The 18th question was asked whether the employees are treated differently on
the basis of their work. This question received a lot of mixed responses but
majority of the employees responded with maybe indicating that the
individuals might be treated differently on the basis of their work. It can be
analysed that maybe the workers who are beneficial for the organizational
performance are treated well and those who do not contribute much to the
organizational success are not treated well.
The 72.2% of the respondents strongly agreed that McDonald’s has a
competitive compensation system in comparison to other organisations in the
same industry and this can be a motivating factor for the employees. Once
the company provides beneficial and competitive compensation The
employees tend to get motivated to work well. Efficient working can lead to
efficient organisational performance.
The 4th for and last part of the survey ask questions regarding succession
planning. When the employees were asked whether McDonald’s implements
succession planning, it can be seen that they were equal responses between
the options yes and maybe. This indicates that the company does implement
succession planning or it might not.
Recommendations
As per the findings about it can be analysed that the respondents were from
both senior level positions and junior level positions starting from barista till
shift manager. When the respondents were asked if they are aware of the
term talent management. McDonald’s should ensure that they initiate
programmes where they acknowledge all their employees about the basic
business terms.
As per the graphs mentioned before it can be analysed at McDonald’s does
emphasise on hiring high potential candidates. My recommendation to
McDonald’s would be that they should initiate programmes where they equip
the existing employees with the skills and knowledge that is acquired by high
potential candidates. Once the employees are given an opportunity to develop
new skills there is a high chance of successful employee retention which leads
to decreased turnover rate this can have a positive impact on the
organisational performance. When the respondents were asked whether they
know what they need to do to meet goals and objectives 28% of the
respondents responded with maybe indicating that they are not fully aware of
what has to be done to meet the goals and objectives. Therefore, my
recommendation for McDonald’s would be that the manager should be more
open and guide the employees regarding what has to be done to meet the
goals and objectives successfully. Once the employees have a clear idea of
what has to be done they tend to work efficiently.
When the respondents were asked that the career goals of the employees are
aligned with the organisational goals 22% of the respondents responded with
agree indicating that they might not think that their career goals are aligned
with the organisational goals. McDonald’s should ensure that all the employees
goals are aligned with the organisational goals for successful employee
satisfaction. Once the employees career goals are aligned with the
organisational goals the productivity of the employees increase as they are
motivated to work more efficiently.
33% of the respondents responded with maybe when they were asked
whether the company provide them with a development plan that includes
improvement of skills. It can be assumed that these respondents are not sure
whether they are provided with the development plan that includes
improvement of skills. This shows that there is a confused chain of command
between the managers and the employees. I recommend McDonald’s to have
a clear chain of command so that the employees are fully aware of the
privileges that the company provides them and they can use it for their own
benefits. Being provided with a development plan that includes improvement
of skills can motivate the employees to work more efficiently.
27% of the employees responded with maybe when they were asked whether
they regularly receive constructive performance feedback from their manager.
This indicates that they might not receive constructive performance feedback
from their manager regularly. This again indicates that there is a gap in the
command chain among the managers and the employees in McDonald’s. 45%
of the respondents responded with maybe to the question where they were
asked whether the individuals are treated differently on the basis of whether
their work is pivotal to the organisation success. It can be analysed that
employees are treated differently in McDonald’s based on their performance
and its impact on the whole organisational performance. I recommend
McDonald’s to initiate programmes where they develop the skills that are
lacking in the employees and encourage them to work efficiently so that they
get promoted to the next position. This way the individuals will not feel like
they are treated differently and this will create an inclusive workplace where
everyone is welcomed.
There were equal number of responses between yes and maybe for the
question whether the company implements succession planning. This
indicates that The company might implement succession planning and might
not but not all the employees are clear with the idea of succession planning
and whether it is implemented within the organisation or not. McDonald’s
should implement succession planning for a higher position as it is a
multinational organisation I need requires you have employees who have
experience within the organisation and are fully aware of how the company
can meet organisational success. The company run on the franchise basis
therefore having a senior management which has experience within the
organisation will be able to have a positive impact on the organisational
performance.