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Essay / Research Paper Abstract
This 3-page paper discusses some of McDonald's human resources practices, such as leadership advancement. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: AS43_MThrmmcdon.rtf
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Unformatted sample text from the term paper:
a way to earn money for those extras, or a way for college kids to save up during summers and holiday breaks. But McDonalds tries to work hard to keep
such employees around through an extensive human resources program that puts those who are interested onto the fast-track toward management or franchise ownership. This is, after all, the company that
has "Hamburger U," one of the better-known worldwide employee training facilities for fast food workers. Regardless of where a McDonalds employee works
worldwide, he or she is trained to pay attention to the "5 Ps," people, products, place, price and promotion (Gubman and Russell, 2006). From the moment workers are recruited (generally
by stopping by their local franchise and filling out an application), they have the opportunity to move up through the ranks and become a leader in the organization.
Another program McDonalds offers (through its leadership institute) is LAMP, which is short for "Leadership at McDonalds Program" (Gubman and Russell, 2006). LAMP is
a program for managers with high potential and directors, and it offers information and education in a variety of areas such as leadership of self, team and organization, as well
as action learning (Gubman and Russell, 2006). Meanwhile, in the United Kingdom, McDonalds also has its Hospitality Plus workshops, which are
geared toward training employees in a variety of areas such as personal appearance, customer awareness and the ability to interact with the paying public (Pollitt, 2007). This particular "customer care"
program has two goals: to address training needs of existing employees, while developing future employees and "customer-care" staff (Pollitt, 2007). The goal of this particular program is to help employees
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