Performance and Reward Issues for Mcdonalds

CONTENTS
1.0 Introduction…………………………………………………………………………………………………..…….pg.3
2.0 Organisational Analysis and Issues Identified……………………………………………………….pg.3
3.0 Recommendations……………………………………………………………………………………………….pg.5
4.0 Action Planning…………………………………………………………………………………………………...pg.5
4.1 Action Planning for owner-operators, for management………………………..…pg.6
4.2 Action Planning for staff…………………………………………………………………….…….pg.7
5.0 Informal Feedback…………………………………………………………………………………………..…..pg.8
5.1 How Informal feedback will be provided………………………………………………....pg.8
5.2 Informal Feedback resolving Issues Identified……………………………………..…..pg.9
6.0 Monitoring…………………………………………………………………………………………………….……pg. 9 6.1 Monitoring resolving Issues Identified…………………………………………………...pg.10
7.0 Formal Performance Reviews conducted Quarterly………………………………………..…pg.11
8.0 Learning and Development………………………………………………………………………………..pg.11 8.1 Off the Job Training………………………………………………………………………………..pg.12 8.2 On the job Training………………………………………………………………………………..pg.12
9.0 Rewards Package……………………………………………………………………………….………………pg.13
10.0 Conclusion…………………………………………………………………………..…………………………..pg.14
11.0 Appendix A………………………………………………………………………………………………………pg.16
12.0 References………………………………………………………………………………………………………pg.17

1.0 INTRODUCTION
The aim of this report is to suggest recommendations that will improve the McDonalds performance system. This report will briefly summarise an organisational analysis that includes McDonald’s business strategy and culture. The report will also layout the issues identified at the Townsville restaurant, with six subsequent recommendations to address those issues
1.0 ORGANISATIONAL ANALYSIS AND ISSUES IDENTIFIED Business Strategy
McDonalds utilize Porters strategies in order to acquire a high standard of product and service quality as well as speed and efficiency.
Porter’s Generic Business Strategies
(a) Cost-Leadership Strategy: McDonalds adopts this strategy as they supply fast

References: (b) Differentiation Strategy: McDonalds achieves this strategy as they distinguish their products from competitors by supplying consumers with a more varied menu, including healthier items. (Shields, 2007, p.107). 4.1 ACTION PLANNING FOR OWNER-OPERATORS, FOR MANAGEMENT It is imperative that owner operators (as strategic decision makers) inaugurate action plans with managers (Armstrong, 2006) 5.0 INFORMAL FEEDBACK Informal feedback is frequently administered in organisations, on a daily basis between staff (Farr, 2010) 6.0 MONITORING Monitoring is a mandatory step in the PM Cycle (Shields, 2007) 7.0 FORMAL PERFORMANCE REVIEWS CONDUCTED QUATERLY. A performance review is formal feedback between parties, namely employee and manager, pertaining to employee performance over a review period (Shields, 2007)