The labour turnover ratio is used to measure the total number of employees leaving an organisation in a period of time, which is usually a year. It is calculated in percentage terms using the following formula:
Numbers of leavers in a period
Labour = x 100
turnover Average number of employees in the period
By the end 2002, McDonald’s employed 46,106 people. Over 26,000 more were employed by McDonald’s franchisees.
High labour turnover might be indicative of a number of problems: there could be poor recruitment, with ‘wrong’ people being selected for jobs, low levels of motivation within a department, or employee dissatisfaction with unfavorable wage rates or working conditions. It may be that the induction process is failing and new employees are not being made to feel comfortable. Younger employees have said they enjoy working for McDonalds however, they don’t see themselves working for McDonalds as a career. This was from asking two people that work for McDonalds, both of them young students, enjoy the atmosphere and the management team, but only work to get them through university or college and don’t seem to make a long term career out of it for definite. 62% of employees are aged between 16 and 20 years old and this can cause a high labour turnover, but don’t seem to have any problems in recruiting as they employ the same amount of people each year.
- Staff absence - Sickness and accident rates
Staff absence not only includes non-attendance but also bad time-keeping, arriving late and leaving early, however, the main reasons are genuine sickness and industrial accidents. It is important for McDonalds to keep track of its sickness rates. The Hygiene and Safety Department of McDonalds closely monitors all staffs absences whether they are on sick leave for work-related reasons or non-work reasons and identify the cause of illness and whether it’s long or short term and can affect other employees. The rate of absences can be calculated by using the following formula:
Number of working days lost due to illness
Sickness = x100
Rates Total number of working days
All McDonald’s restaurants work to standards which meet (and often exceed) those required by legislation. The company always aims for the highest standards given in guidelines for Building and Health & Safety regulations. The Company Accident Procedure Guidelines require the manager to document the incident and, where appropriate, carry out an investigation.
The information of the age structure of the workforce is normally analysed by different categories of employees. In 2002:
- 61.77% of employees were aged 16 to 20
- 27.08% were aged between 21 and 29
- 11.15% were aged 30 and over
The majority of the workforce are young, usually students. Students are more available to work and easier to get hold of, however need training and lack skills due to experience.
When looking for staff, McDonalds look to recruit people with positive attitudes towards customers, themselves and other employees. They don’t look for any relevant skills or experience (for cashier staff) for the reason that once applicants are selected, they receive an orientation providing training in all areas of the business, which includes qualifications in health and safety, food safety and first aid. They continuously receive on-the-job training.
Succession or known as ‘grooming’ staff for promotion within the company. This only applies mainly to employees at supervisor/manager level and above. It is essential for McDonalds to know if it has the right staff to promote or transfer into the vacant managerial positions. It requires information on employees that can be lined up as potential replacements. Some may already display the qualification necessary for promotion and can therefore fill positions arising in the immediate future. Others may have been identified as potential replacements after going through further training and development and, in this case, they can fill positions that are arising over the next few years.
Labour Market Information
The labour market has been made more competitive by the introduction of employment legislation to reform the trade unions. Market forces have become more important and any imbalance in the labour market, such as an excess demand or excess supply of labour should eventually correct itself without the need for the government to interfere.
The government policy on unemployment has been to:
- cut direct taxation (income tax) making it more attractive to work;
- reduce welfare benefits, making it less attractive to be unemployed or making work more attractive;
- Increase vocational and personal skills by improving education and training and giving retraining incentives, ‘so that the unemployed should become more employable’.
McDonalds, working with the state bureaucracies, have been using the labour market information for unemployment to create a labour market supported by the unemployment. The unemployment has been essential for breaking the strength of workers organisations and supports casualised labour where people can be hired and then fired if they’re not sufficiently compliant. A few employers totally committed to using cheap, non-unionised ‘flexible’ labour, supported wholeheartedly by governments, have been enormously influential in creating the contemporary ‘flexible’ labour market with its consequences for the old workers organisations. McDonalds doesn’t just benefit from the contemporary labour market, it has helped to create it.
Recruitment and Selection
McDonald’s recruit staff for a number of reasons. Initial recruiting is needed when a new restaurant opens and after that there will be a constant need for recruiting due to the changing needs of McDonalds and the needs of the employees.
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The growth of McDonalds – McDonalds planned to open 44 new restaurants in 2003 and that created 2,640 new jobs.
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Changing job roles within the business – McDonalds might change their job structure, so would need to find people to fill the new vacant jobs.
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Resignation, retirement or dismissal – as people get older or reach a stage where they are no longer capable to work, they would hand in a notice are dismissed.
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Internal promotion – internal promotion gives an employee something to aim for in an organisation rather then looking elsewhere. Promotion usually means that there are gaps at the lower skill level in the store and creates jobs for external candidates with less experience.
The recruitment process can be very costly. It takes a great deal of time to set up an effective recruitment. This involves deciding on what jobs needs to be recruited for, advertising, sifting through applications, checking which applicants best meet the criteria set, interviewing candidates and finally selecting the bets candidate for the post. It is important for the business to recruit accurately and this will mean that the recruiting team have a clear idea of what sort of person the business is looking for and what is expected from them.
Recruiting Documents
For McDonalds to recruit staff for its restaurants such as a crew member, customer care, or maintenance, then the applicant would have to ask in a particular McDonald’s restaurant for an application form and apply within the restaurant. To apply for higher level members of staff, such as management, is a much more complicated procedure.
Recruitment Process
To recruit a restaurant member, such as working on the shop floor, the first stage the business would have to do is to prepare the person specification and the description for the duties and responsibilities of the job.
McDonalds would advertise their job vacancies on specialised websites or the local area that the vacancy is located in. The company use their own personnel department to recruit staff and to interview them rather than agencies such as the job centre.
To prepare the job description, McDonalds would need to describe the job title, department, location, the responsibilities, purpose of the job, and duties. The purpose of the job description is to ensure that the job fits the needs of the organisation. The person specification shows the skills, qualifications, aptitudes and abilities that a person will require to successfully performing a particular job in the company.
To plan where the vacancy will be advertised, McDonalds would need to find the most efficient and cost saving way. Using an agency to recruit staff could be expensive, so advertising in a local newspaper or on websites could be a cheaper option.
The recruiting team will need to be very experienced at electing candidates. Their experience in recruiting will be reflected in the quality of candidates they recruit. In some cases in McDonalds, the present employees are asked to interview the applicants, but only for restaurant workers, such as shop floor.
Short listing candidates involves selecting a small number of applicants for the next stage. This may well be training or more tasks to lower the number of people for the next stage. This selecting will carry on until the right numbers of candidates are found with the desired quality. The recruiting team need to be able to distinguish easily the strong applicants from the weak as there may be hundreds of applicants.
Applying for Franchisees
To apply for a franchise in McDonalds, the selection process starts with completing an application form, which contains a franchising information pack. If the department believes you have potential, the franchising team will invite you to a meeting at which they'll discuss your background and experience, your achievements and financial status. The team would also be trying to discover if you have a strong business track record, coupled with the people skills, integrity and tenacity that you'll need to make your McDonald's restaurant a success. After the meeting, if the applicant is successful, they would be invited to spend five days working in a McDonald’s restaurant. This lets the applicant find out more about the working environment and allows the recruiting team to see how they adapt to life in one of the restaurants. Then after, if this ‘on-the-job’ experience is successful, the Regional Manager will ask to visit several existing franchisees and then invite them for a final meeting at McDonalds Head Office. If the meeting is successful, the full training would begin when the applicant is ready.
Recruitment Documents that McDonalds use
Application form – the application form would contain questions that the business would need to know if the applicant fits the job description. Most of the typical questions asked are, what qualification the applicant has, skills, experience and name, location, date of birth. Some extreme questions are, most noticeable achievement, any special skills, and have you received any special awards or recognition.
Curriculum Vitae - A Curriculum Vitae (CV) shows a person's achievements, hobbies, interests and past-times. A CV is a vital ingredient to recruiting the best employee, in this case the best restaurant shop floor worker.
Legal Factors
McDonald’s Diversity policy promotes and sustains a working environment which is free from unlawful discrimination, harassment and bullying. McDonalds’s regards all of its employees as members of a team where everyone’s opinion is valued and everyone is regarded as equal in status, and must always be treated with respect. The Company understands, accepts, respects and values the differences that make each person unique.
The Company aims to make sure that no job applicant or existing employee is treated less favourably on the grounds of their gender, marital status, disability, race, colour, nationality or ethnic origin, and that no one is disadvantaged by conditions, requirements and policies that cannot be shown to be just and fair. The person responsible for this policy is the Human Resources and Training Director, but it is the responsibility of all employees, particularly managers and area management, to question any behaviour and practices.
It is illegal for McDonalds or any other organisation to specify sex, marital status, colour, race, nationality or disability in any job advertisement. These laws were brought in by the government due to the Sex Discrimination Act (1975 and 1986), the Race Relations Act (1970), and the Disability Discrimination Act (1995). An Industrial Tribunal is available for people who feel that they have been discriminated against by any organization, for example, during an interview. This Industrial Tribunal can award damages if it feels that a person has a fair case of being discriminated against by an organization. Another "Act" that can be looked upon as discrimination by an organization is the Equal Pay Act (1970). This implies that men and women must receive equal pay if the work that they do is the same or similar.
Carrying out the interview
Interviews are the most vital part of the recruitment process for McDonalds and the potential employee. The interview can give McDonalds a lot of information about how the potential employee looks, behaves, talks and basically how he or she comes across as a person. That's why it is so important for the potential employee to dress appropriately and talk with confidence when answering any questions set to him/her by the interviewer(s). Most people have had at least one experience of being interviewed prior to employment.
There are a number of factors, which would be taken into account when carrying out the interview. The interview should be conducted around a simple plan and be based on a number of questions against which all candidates will be assessed. It is also considered good practice to prepare suitable place for the interview, such as a warm, quiet, ventilated room. The interviewer should also ensure that the candidates have a friendly reception and are informed of what is expected of them. The average interview usually takes around thirty minutes. The interview plan organizes the time to cover the important aspects in assessing applicants. The plan must be flexible enough to allow the interviewer to explore areas that may come up during the interview. McDonalds can follow a simple strategy of what the interviewer should do and what the interviewer shouldn't do before and during the interview. The interviewer should always try and make the applicant comfortable by maybe asking him/her whether they had an easy journey to the building or whether they are warm enough in the interview room. This sort of behavior can put the interviewee at ease in order of seeing the real side of them.
Training and Development
Training includes all forms of planned learning experiences and activities designed to make positive changes to performance and other behavior. It can be generally defined as:
‘The acquisition of a body of knowledge and skills which can be applied to a particular job’
McDonalds is committed to the training and development of all its employees, providing career opportunities that allow individuals to realise their potential.
Development approaches the individual and his or her motivation from a different angle from that of training. While training is typically concerned with enabling the individual to contribute to meeting the objectives of McDonalds better, personal development is more concerned with enabling individuals to develop themselves in the way that best suits individual needs. By helping individuals to develop themselves, they will be more inclined and better able to contribute to helping McDonalds meet their objectives.
McDonalds organize training and development programmes for many reasons. For example, training and development programmes may be introduced to:
- Motivate employees and increase job satisfaction, thereby reducing absenteeism and labour turnover
- Reduce wastage and accident rates by creating a consistent performance across the workforce
- Develop the skills of existing employees to cope with labour shortages
- Establish the most effective and efficient working methods in order to maximize productivity and remain competitive
- Reduce employee's resistance to change, perhaps deriving from the introduction of new equipment and the application of new technology.
The resources devoted to McDonalds training can create substantial costs. It is important that training needs are correctly identified and the desired standard of skill is established. The training programme needs to be administered efficiently and evaluated - the results achieved by the McDonalds employees that have received training should be compared with the standard of performance it was hoped to achieve. Employees of McDonalds are encouraged to make the best possible use of opportunities for training and development, which may arise at work, in training activities and in further education. McDonalds encourage movement across business and functional boundaries within the company, to develop breadth and depth of experience, and offer opportunities for career development.
There are several different types of training methods, the main types are ‘on-the-job’ and ‘off-the-job’ training:
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On-the-job training - takes place when employees are trained while they are carrying out an activity, often at their place of work.
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Off-the-job training - as its name suggests, takes place away from the job. This can be either internally within the company or externally using outside trainers. Many companies will engage in a great deal of internal off-the-job training.
However, all job positions in McDonalds get trained in individual and different ways.
- Staff members – hourly-paid staff members receive continuous on-the-job training, in addition to computer based training and other training materials.
- Shift Management – developing trainee managers in the skills and techniques. It focuses mainly on the basics of restaurant operations, including a series of Personal Development Modules (PDMs)
- Systems Management – This covers all areas of McDonald’s systems, increasing the manager’s business knowledge and developing individual techniques. This is achieved through a series of courses and seminars, tailored to individual development needs.
- Restaurant Leadership – Exposing managers to the key skills needed to become an effective leader of a restaurant. It enhances the manager’s ability to coach a team, targets decision-making and communication skills, and builds awareness of how the ‘big picture’ is being impacted.
- Business Leadership – Focusing restaurant and general managers on the need to develop a business strategy, around internal and external factors. All managers attending the course have the opportunity to get a nationally recognised qualification.
McDonalds training and development programme is a valuable contribution to the 100% consumer satisfaction goal that the company aims to achieve.
The training and development programme takes place in certain stages. Firstly employees receive an orientation of the work area. This is the induction stage where employees are first introduced to the workplace and existing staff. It is a chance for employees to become familiarised with surroundings before they actually have to carry out the jobs assigned to them. This is why an induction is important because it means that when an employee’s starts work they are able to carry out tasks to a better standard.
After the initial induction period McDonalds operates on and off the job training to new employees. On the job training involves the staff being trained up in the job they have been set where as off the job training is where employees go and take health and safety courses, food safety and first aid classes. Both these types of training help McDonald’s employees to try and achieve the goal of 100% consumer satisfaction. I believe that McDonalds training policy is very good. This is because when employees have to carry out their job for the first time I feel that they will be able to do it confidently because they will have had lengthy training both on and off the job and an induction period.
McDonalds is a very big chain worldwide and are very successful. Some of this success must be put down to the training policy that they run as staff are very well trained and are clear of what is required from them and deliver successfully.
Performance Management
Performance Management is something that is important to all businesses not just McDonalds. It allows senior members of staff to see if staff is working at a sufficient levels. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action.
A number of methods may be used to check performance management ranging from Appraisals to Target Setting.
Appraisals
These are used to highlight the effectiveness of an employee to the business they work for. Appraisals are likely to take place after the first few weeks of the employees contract to see how they are settling in and how they are developing. Whether there is anything that they need to work on or anything they should carry on doing. Objectives can be set for the employee as well to ensure they are always striving to improve their performance in all areas. McDonald’s employees may be set targets after appraisals such as making service quicker and making sure that the high standards of food quality is maintained.
Self and Peer Evaluation
This takes place by a more experienced employed who works on the same level as the person being evaluated. It is another type of appraisal but is done by someone who is in close constant working relationship. This allows a more accurate evaluation to be drawn up as some companies may have one manager in charge of 100 people. It would be impossible to build up a good idea of every one of those people’s performances. This may not be suitable for McDonalds as staff levels are not as high as that. Also finding a more experienced employee may be difficult as the staff turnover at McDonalds is quite high.
Target Setting
Setting an employee targets and reviewing those targets set will probably occur on a yearly basis. It allows Managers to make sure employees do not become complacent and are always striving to improve their performance. The Targets set must require effort for them to be achieved but to higher targets in speed or quality of a good produce (in McDonalds case serving customers quicker) could mean the quality of the service or products produce could fall.
Measuring Output
This involves measuring the number of sales that have occurred in a certain period of time. Usually 1 month. It allows managers to see how the business has performed. Whether output has increased or decreased on the last month and any possible reasons for that increase/decrease. Measuring output can also be performed on a personal level and targets can be set to employees. Incentives can be offered to staff to try and make sure that output is at a sufficient level. Incentives offered to McDonald’s staff are stars. McDonalds runs a five star system and each star shows that employees level of service. The star system can also mean that staff become competitive and try to earn more stars than fellow employees. This is positive for McDonald’s service.
The problems with Performance Management are that it is very costly in terms of man-hours, which converts to money. The man-hours spent on seeing how employees are performing could be used to try and maximise production. Personal feelings must not get in the way of someone’s evaluation. This may be a problem is there are personal feelings between employees.
McDonalds uses a target setting performance method. It is usually done with a whole workforce and not on an individual basis. The main target for McDonalds is to reduce complaints and improve service.
Motivation
Many theories have been established within the last 100 years and it is not possible to consider each one of these. What are important in the study of motivation are the key names that have influenced not only Boots' approach to management, but also the majority of other organizations. Four major theories have remained at the forefront motivational techniques and each one is linked to a different style of management. They are:
- Frederick Winslow Taylor
- Douglas McGregor
- Abraham Maslow
- Frederick Herzberg
Taylor's Principles
Frederick Taylor in his 1911 work - "Principles of Scientific Management" advanced the view that employees are basically motivated by money. The job of management was to provide formal order and control in the working environment. Management did the planning and provided the support to show the workforce how best to do the job. Taylor felt that, with this clear line and staff organizational structure, productivity would increase because the employee would recognize that a higher output rate would lead to higher pay. Obviously, this approach tends to address what are perceived to be lower level needs and, by its very nature is far more relevant to labour intensive industries.
Taylor's principles would support the use of these three pay systems.
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Performance-related pay (PRP) is a scheme, which links output and performance to pay. Employees receive bonuses, which are dependent on their ability to reach specific targets. PRP rewards are good performance, so it should motivate employees to work harder. However, some critics argue that factors beyond an employee's control, such as the breakdown of machinery, could affect their performance. Critics also argue that PRP categorizes employees as good or bad performers and this can have a demotivating consequence on upon those who fail to achieve their targets. To overcome problems, managers need to consult with employees and ensure the targets they set are SMART - Specific, Measurable, Achievable, Realistic and Timed.
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Piece rates provide employees with a variable income; payment is directly linked to output. Employees are encouraged to produce as much output as possible and maximize productivity. Although productivity is increased in this method, the standards of the product may decrease as employees strive to gain rewards.
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Commission-based pay is often used when for sales staff and employees are paid a percentage of the value of the goods they sell. Commission-based pay motivates employees because their own performance and ability to sell the company's products determine the level of their salary.
McGregor's Theory X and Theory Y
The motivation of employees is normally the responsibility of the manager. He or she makes assumptions about an employee's basic needs when deciding on a suitable motivation method. Douglas McGregor's 1960 study - "The Human Side of Management", suggests that two types of employee exist, each possessing different needs. McGregor argues that the type of employee a person becomes is influenced by management style. Theory X conveys a negative view of human nature, portraying employees as lazy, un-ambitious people who dislike work and need to be controlled through punishment. McGregor argues that if a manager treats employees as if they are naturally inclined to be idle and disinterested and believes that they do not want responsibility, then they will fulfill this role. It is self-fulfilling prophecy.
Theory Y argues that employees are not money motivated but gain reward from the job itself. Theory Y presents employees as self-disciplined, work appreciative people who crave responsibility and creative fulfillment. McGregor's Theory Y is significant because it suggests that given the right conditions and management style employees can be motivated to work efficiently and productively.
Clearly, Theory X and Theory Y workers will react in contrasting ways to different management attempts to increase motivation. The manager's role is to determine which approach and style should be adopted in order to satisfy the needs of the workers. For example, the Theory X employee is more likely to respond to financial inducements, the Theory Y employee would be stimulated by job enrichment, job enlargement, and job rotation and quality control circles.
Abraham Maslow's hierarchy of needs
Maslow's theories of motivation have been popular since the 1950s and are based on meeting people's needs in the workplace. The theory suggests that unsatisfied needs can lead to dissatisfaction.
- Self - actualization
- Esteem
- Love
- Safety & security
- Basic
Maslow identified a range of needs that were largely hierarchical in nature:
- Basic needs are for reasonable standards of food, shelter and clothing in order to survive. This level of need will typically be met in workplaces by the receipt of money in exchange for work done.
- Security needs are also concerned with physical survival. In the workplace these security needs could include physical safety, security of employment, adequate rest periods, pension and sick schemes.
- Group needs are concerned with an individual's need for affection and love. Most people want to belong to a group. As organizations grow, individuals can lose their identity, becoming just another number or face in the crowd. Organizations therefore need to find ways of building individuals into groups and teams.
- Self-esteem needs are based on an individual's desire for self-respect and the respect for others. Employees have a need to be recognized as individuals and to feel important. This is where giving status to individuals and recognizing their achievements is important.
- Self-actualization needs are concerned with personal development and individual creativity to achieve one's full potential. In order to meet these needs at work, individuals need to be provided with the opportunity to use their creative talents and abilities to the full.
Frederick Herzberg's two factor theory
Frederick Herzberg carried out some important research into motivation. He identified a range of dissatisfies associated with the context and satisfiers associated with the content of jobs. Disadvantages include the following:
- Autocratic or arbitrary company policy and administration.
- Low pay.
- Poor working conditions.
- Antagonistic relations between different levels of employees.
- Unfriendly relationships within the hierarchy.
- Unfair management and supervisory practices.
- Unfair treatment of employees.
- Feelings of inadequacy.
- Impossibility of growth and development.
Herzberg suggested that the existence of the above, to any great extent, would cause dissatisfaction which would, in turn, lead to absenteeism, poor levels of output, resistance to change and negativity in the workplace.
In contrast, Herzberg identified a range of the satisfiers associated with the content of the work that would encourage motivation. These are:
- Recognition of effort and performance.
- The nature of the job itself - does it provide the employee with the appropriate degree of challenge?
- Sense of achievement.
- Assumption of responsibility.
- Opportunity for promotion and responsibility.
Motivation at McDonalds
McDonalds offers pay and working conditions which are both highly competitive and above average. McDonalds are committed to an open and honest management system, which enables all employees to be well informed and to understand issues affecting the business. There are also benefits you can get for working with McDonalds. These are:
- Free meal allowance
- Paid Holidays
- Free life assurance
- Private health care
- Sponsorship programme
- Stock purchase scheme
- Employee discount card
- Service awards
- Pension scheme
- Company car (for restaurant managers and above)
- Cash alternative to company car
- Bonus scheme
- Company sick pay
- Company loan scheme
- Maternity leave programme
- BUPA health screen
Relationship between Training & Development and Performance Management
Before McDonalds can give its staff advance training it needs to know what they lack. It will be very expensive for McDonalds to give training to its entire staff regarding all the different aspects of the company. Therefore McDonalds needs a way of knowing what their staffs lack knowledge in and which staff or group of staff in particular.
McDonalds will set training according to the needs which arise from the performance reviews. Once training is given another performance review will be done to asses its success and further training may be suggested. This cycle of training and reviews will always be part of any company due to advances in technology and constant changes in employees and the attitude of society.
Conflict in McDonalds Human Resource Management
In any large organization, conflict is due to happen. The information of this was limited due to competitors that may be able to use these details to withstand a greater chance of attracting more customers in the same market. The following shows the main reasons that the business could create problems in:
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Recruitment & Selection - This area of McDonalds is in a great position to reward employees with better jobs and more attractive salaries. In making decisions, the department is unlikely to please everybody. This can cause many problems within the business. For example - if Boots were recruiting internally for sales managerial/supervisor position and came up with five strong candidates it would mean satisfying one of them and dissatisfying four. This sort of method could quite easily cause conflict within the business, which is why external recruitment is sometimes the best but also, a more expensive procedure.
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Trade Union - is an organization of workers that join together to further their own interests. One of the interests of the trade union is to maximize and ensure the best conditions for employees. McDonald’s human resource department has to ensure it can attract the best caliber of workers by offering them a fair but not too expensive salary. In order to do this the salary must be at a minimum. McDonalds are always "on top of things" when it comes to handing out fair wages to employees, therefore in the past it has never had a problem with trade unions and industrial relations. However, when each side is attempting to achieve the maximum, the potential for conflict is always there.
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Theory X and Theory Y - The managers of McDonalds are at the forefront of potential conflict within the business. Many managers of any organization might believe that Douglas McGregor's Theory X is the correct one to go by but others may argue that Theory Y is. This can cause managers to argue whether the employees of the business should be given more responsibility or whether they should be told what to do, how to do it and to do it in a certain amount of time.
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Appraisal - This is the most common cause of conflict in any large or medium sized business including McDonalds. Employees sometimes wish to be left alone to get on with their job instead of being told how good they are at doing it (they may feel like they have someone behind their shoulder keeping an eye on them all the time). Therefore, these employees will be against the idea of an appraisal system in the organization. There is always the potential for conflict in McDonalds whether an appraisal system is in use at the company. Employees may feel that they are working much harder than what the manger(s) recognizes and may feel like they deserve more appraisals, which can cause disputes and disagreements. Also other kinds of disputes may tend towards that of favoritism or victimization. Staff workers of McDonalds could get jealous of those who may look to be favored by the employer(s) and could feel victimized due to a lack of attention.
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Departmental rivalry - The managers of McDonald’s human resource department have the extremely difficult job of deciding which areas of the business gets the benefits of staff training and development. But these benefits for the different departments of McDonalds are limited therefore some departments miss out therefore causing major conflict between all the department managers.
