Employee Motivational Factors in Mcdonalds Restaurant

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1.Age Group Analysis
I have conducted my research analysis based on 88 employees who are mostly from McDonald's in central London area. The pie chart below shows the % of respondents in terms of age group.

Figure 1: Age Group
The above pie chart reflects the fact that the highest numbers of respondent were age group 18-24. Some of them just started their career after school with McDonald’s thinking they can go up the ladder, and some of them think that they need challenging job. The second highest respondents were age group 25-30. Most of the employees of this age group work part time. They are working in McDonald’s as they think the job is very flexible and suits to the other commitments and responsibilities of their life. The third age group was 31-35, which was only 3%. People at this age group are mostly working as shift running managers and area managers. They are very few in numbers compare to the other crew members. In my pie chart the respondents above age 35 is 0% because employees of this age group are mostly assistant managers and store managers. So I had chosen to have an informal discussions with them rather than giving them my questionnaire. 2. Application of Taylor’s Theory on Secondary Research

The idea that McDonald’s had, was to provide quality fast food at cheap price. McDonald’s is a complete success as demand for their product is enormous. The management uses the scientific management theory by giving each member of staff a different job like a production line (e.g. One employee cook burgers and another put the burgers in buns). This means that employees are given small jobs that are repetitive, but they still able to do more than one specific task. (www.coursework.info) 2.1 Scientifically Developed Timing (Fair Day’s Work)

Based on my experience I have seen the presence of Taylor’s theory in McDonald’s restaurants. All their jobs are scientifically developed and they allocate people according to the job and time taking to complete each job. Each job is divided into small parts and employees are provided with the training to perform various tasks. Each job is small but they do carry an important part to complete the overall task. For Example, the production line is designed in such a way that the standard timing for making four Big Mac burgers in a full run production should be 82 seconds including 20 seconds for toasting buns, 42 seconds for cooking meat and dressing buns, 20 seconds to remove meat and finish making burgers. Normally this task is performed by two persons. The scientific job designed helps the individuals to get better by repeating the same task. This might lead to job boredom. So the management has decided to rotate people, give them the opportunity to work in different workstations within the store, make them specialize and rotate again. In this way employees can learn to do different jobs which help them to increase their motivation, reduces job boredom, creates flexibility and give employees challenges at workplace. All the above findings relates to my first and second objectives of the introduction part. 2.2 Application of Taylor’s Theory on Primary Research

In Section B question 1 (see appendix, sample questionnaire) by quality of job I meant whether the job has been designed in such a way so it could motivate the employees towards the work and at the same time it fulfills the company’s requirement of the job.

Figure 2: Quality of Job
From the above graph it can be seen that majority of employees are dissatisfied. When I had discussions with some of the employees they said they are happy with the way the work has been designed but they are not happy with the pay they are getting for the job. The response I got is that, managers try to cut down labour and try to make one person do two peoples’ job which is really hard for them to maintain. And on top of that the pay they receive in return is very low. So in reality Taylor’s theory does not...
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