Impact of Training and Development on Burger King Performance in the UK

Note: This proposal follows a very specific structure that is specific only to the corresponding University to which this proposal was submitted. This structure does not follow the regular research proposal norms and should not be treated as a generic structure.

Project Background:

Training and development is considered to be one of the major HR functions in contemporary business environment as it could help enhancing the workforce performance through the development of the organisational employees. Particularly in case of service industry, where the employees need to interact with the customers face to face, training plays a crucial role in dictating the customer satisfaction index. Williams (2006)suggested that the critical success factor concerning the organisations in hospitality industry is often determined by the performance of the employees towards the target customers. Customers can often dictate the first impression among the target customers that could ultimately trigger a positive word-of-mouth. In the context of the above scenario, the current study has been developed so that the impact of training and development can be investigated considering the case of an Burger King as the success of the organisation is much determined by the number of satisfied customers.

In the recent past, Burger King has suffered significantly due to the changing management policies. A certain degree of employee demotivation could be found in the organisation during the period that was ultimately affecting the performance of the organisation. Frequent change of personnel in different management post and changing policies accordingly cost the organisation considerably until it was understood that employees are the most important asset of the organisation. As mentioned by (Sosiket al.2009), successful organisations manage to sustain a motivated workforce that could ensure desired level of performance individually or collectively. Therefore, in order to achieve a sustainable workforce in the long run, Burger King needs to follow a certain philosophy and streamline the philosophy within the workforce that could only be possible with an effective training and development policy. Findings from the study could help the organisation understanding the employee perception and develop an effective training and development program that could trigger long term organisational growth.

Findings from the study could also help Burger King implementing a competitive training and development process. Since the research would focus on a survey questionnaire process engaging the employees of the organisation, the perception of the employees regarding the training policies could be addressed. Thomas  and Garava (2007) criticised that the training and development policies followed by organisations in contemporary business environment prioritise short term benefits and often against the employee perception. Therefore it would be a viable option for Burger King to consider the employee perception and modify the training strategies accordingly so that a competitive workforce canbe achieved. The research would also consider qualitative data by means of the responsesof the HR managers of Burger King. The experts’ opinion could shed lighton a range of strategic recommendations to improve the workforce productivity.

Finally, the present research study would not only help Burger King assessing an effective training and development strategy to enhance the workforce performance but also would help similar organisations evaluating the impact of training on workforce performance.A broader picture of the fast food industry can be promoted through the study that could help organisations in the similar sector implementing an effective training and development policy so that achieving long term organisational goals would be a feasible option.

 

Literature Review:

Training gives an opportunity to increase the knowledge base of all employees for a particular type of job (Abramson, 2006). On the contrary,Adler (2011) argued that development is all about making an individual efficient to face different types of roles and responsibilities in long term basis. Basically development concentrates on broader skills which could be applicable in many platforms such as decision making, managing people, and thinking creatively.

Finding weakness:

Siegel and Kaemmerer (2008) opined that proper training could find out the weakness of employees at the workplace. A training program allows a staff to strengthen the skills that are needed to improve to perform consistently. On the other contrary, Fairholm (2004) argued that development program helps the employee to become efficient and effective in performing challenging roles and responsibilities towards organisational development.

Consistency, diversity and organisational growth:

Good corporate training module could make employees aware about the safety practices and the procedures about the basic tasks (Herzberg, 2004). A large investment is done in the training section of organisations to show the value of the employees within organisation. Training includes cultural, administrative works, safety and discrimination. A strong cultural training could impact on employee behaviour by exchanging and sharing new ideas and innovations by implementing a strong cultural mix (Liedtka, 2008). On the contrary, Cougeret al. (2003) argued that training not only gives the opportunity to create new ideas it also minimises the confusion of employees at the workplace thus by increasing internal trust which could lead in better and consistent performance by the employees towards organisational development.

Creating satisfaction among employees:

Few employees have the access on corporate training and development program. These people become valued by the management and more efficient than the others. Proper training creates a supportive environment and the development program helps the employees to become confident about the new task that has been allocated by the management to them (Ruth and Doug, 2004).

 

Types of corporate training followed in organisations:

Most of the organisations follow “On-the-job training” and “off-the-job training” to the employees. Siegel and Kaemmerer (2008) opined that on-the-job training gives the opportunity to learn new skills through the experience gathered at workplace, whereas Fairholm (2004) argued that off-the-job training makes employee ready to understand a variety of approaches that could provide a refreshing change of scene.

New hires training program:

Newly hired employees are trained by the management about company policy and the roles and responsibility about the post the candidate is selected for.

Employees training program:

Employees training program is fundamentally focused to address change management and its effect towards organisational development, boosting productivity, efficiency improvement, redundancy elimination and other factors (Liedtka, 2008).

Executive management training program:

As per the opinion of Siegel and Kaemmerer (2008), leaders have become more responsible in the success of organisational development.  Successful coaching and mentoring program has helped in improving communication among the management trainee and the management.

Cross cultural training program:

Fairholm (2004) stated that cross cultural training program could lead to a cultural diversity which could influence firm’s performance by sharing innovation and ideas. Cultural training is given based on various parameters such as ethnicity, language, food habits, gestures and other factors. Cross cultural training could improve employee commitment towards the organisational goals and development in long run (Liedtka, 2008).

 

Impact of training and development program in the context of strategic management and organisational development:

In the context of long term business growth an organisation needs to implement a training and development program to manage its transitional phase in the context of organisational changing profile (Ruth and Doug, 2004). During transition phase it becomes difficult to select individuals to build a new strategy who could tackle the crises period in an effective and efficient manner. Proper training and learning development program makes the employee confident to tackle all critical situations in a logical manner. Furthermore, training program helps to evaluate the lagging exists in an employee and the level of skill required accomplishing the upcoming tasks.

According to the statement of Siegel and Kaemmerer (2008), proper training needs to be aligned with the corporate goal to achieve the highest level of performance. In today’s’ economic situation leaders are challenged constantly to demonstrate the return on investment, the value and the impact of training on business perspective. Training and human resource development is designed in such a way that is clearly aligned with the corporate goals and strategy in order to increase the relevance of training in business scenario in the context of strategic management (www.statista.com, 2014).

Considering the case of Burger King, an improved level of business growth is observed in last few years (www.bk.com, 2014). Furthermore Fairholm (2004) stated that a strategy based training and development program allows total participation of employees by which an experiential learning could be achieved to apply proper skill sets and efficiency towards the total quality maintenance and business development within an organisation. Although the management is focused on increasing diversity depending on different regions of the work area, still some amount of cross cultural training and human resource development is required to be developed to align its training module with its corporate strategy to achieve organisational growth and development. 

 

Objectives: 

Following are the research objectives that would be addressed after completion of the study:

  • To determine whether the current training and development policy of Burger King is contributing positively towards organisational performance
  • To measure strategic initiatives to bolster the existing training policies at Burger King so that a competitive workforce can be achieved.
  • To investigate whether the employees are being motivated with the current training and development policies of Burger king and contributing to ward organisation performance.

 

 

Methodology: 

Data type:

The research study would consider evaluating a range of primary and secondary data. Secondary data would be information collected from existing sources such as journals, books, online articles etc. Primary data would be quantitative and qualitative in nature. Quantitative data can be referred as the information that would be collected from the employees  in form of numbers and stataistics  of Berger King through survey questionnaire process. On the other hand, qualitative data would represent the verbal opinions of the HR managers of Burger King.

Data collection process: 

Secondary data would be collected from books, journals, informative websites and previous reports of Burger King. Quantitative data would be collected from the employees of the organisation by conducting an online survey questionnaire process. On a given date, the chosen branch of Burger King would be visited and employees of Burger King would be engaged in a 15 minute survey questionnaire process. Each of the employees would be provided a questionnaire and the filled up questionnaire would provide quantitative data. In order to collect qualitative data, the HR managers of Burger King would be asked to join a face-to-face interview session and the recorded opinions of the managers would provide qualitative data. 

Data analysis process: 

Quantitative data would be process in MS Excel software. The responses of the employees would be represented graphically using graphs and charts. The numeric representation of the data would further be analysed to derive conclusion. Qualitative data would be compared and contrasted in order to obtain accurate information from the responses of the managers.

Sampling method: 

The sample population concerning quantitative data would be 50 employees of Burger King while 3 HR managers of the organisation would be the sample size for qualitative data. Simple random probability sampling process would be followed during quantitative data analysis while non probabilistic purposive sampling process would be followed for qualitative data evaluation.

 

 

References:

Abramson, M. A. (2006) “In search of the new leadership”, Government Executive, 28 (9), pp. 9 – 13

Adler, N. (2011) “Re-entry: Managing cross-cultural transitions”, Group and Organizational Studies, 6(3), pp. 341-356.

Bk.com, (2014). Corporate Responsibility | Company Information | BURGER KING®. [online] Available at: http://www.bk.com/en/us/company-info/corporate-responsibility/index.html [Accessed 3 Jun. 2014].

Couger J. D., Higgins, L. F. and Mclntyre, S. C. (2003) “Unstructured creativity in information systems organizations”, MIS Quarterly, 17(4), pp. 375–397

Fairholm, M. R. (2004) “Different perspectives on the practice of leadership”, Public Administration Review, 64(5), pp. 577-590

Herzberg, F. (2004) “Mystery systems shape loyalties”. Industry Week, 12, pp. 101-104.

Liedtka, J. (2008) “Linking strategic thinking with strategic planning”, Strategy and Leadership, 1(10), pp. 120-129

Ruth, T. and Doug, D. (2004) “Aspects of training and remuneration in the accommodation industry”, Journal of European Industrial Training, 28(6), pp. 1-2

Siegel, S. and Kaemmerer, W. (2008) “Measuring the perceived support for innovation in organizations”, Journal of Applied Psychology,63, pp. 553–562.

Sosik, J. J., Kahai, S. S. and Avolio, B. J. (2009) “Leadership style, anonymity and creativity in group decision support systems”, Journal of Creative Behavior, 33, pp. 227–257

Thomas, N. and Garava, N. (2007) “Interpersonal skills training for quality service interactions”, Industrial and Commercial Training, 29(3), pp. 70–77

Williams, M. (2006).Mastering leadership. 1st ed. London: Thorogood.

www.statista.com, (2014). Topic: Fast Food Industry. [online] Available at: http://www.statista.com/topics/863/fast-food/ [Accessed 3 Jun. 2014].

 

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