Impacts of Cut Penalty Rates on KFC Australia's HR Planning, Job Design, and Quality of Work Practices

This paper analyzes the impacts of cut penalty rates on KFC Australia's HR planning, job design, and quality of work practices. It also justifies appropriate recommendations that KFC Australia needs to undertake towards negotiating with the concerned stakeholders to amend the imposed penalties.

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT1
Strategic Human Resource Management
Student’s Name
Institutional Affiliation
Date of Submission

STRATEGIC HUMAN RESOURCE MANAGEMENT 2
Introduction
The first KFC restaurant in Australia began operations in 1968 – at a place called
Guildford, in Sydney. The firm has struggled through to time to achieve success. However, we
currently serve more than 1.5 million customers every week across 700 restaurants globally. For
a long time, the company operates successfully with the competitors in shadows on how the
company manages to remain successful in the dynamic market for such a long time (Flabbi,
Macis, Moro & Schivardi, 2014).
Nevertheless, the Australian fast food industry is fast growing in the global spectrum.
Over the past few years, campaigns on consumer health awareness have altered the way
businesses operate in the Fast Food and Takeaway Services industry in the country. There is a
case of increased awareness about the nutritional content of food offered in fast food stores and
restaurants such as KFC (Gerdeman, 2012). Therefore, consumers are smarter and choose
healthier food options thereby affecting industrial demands. KFC, on the other hand, has made
appropriate responses by introducing healthier, premium food choices with less sugar, fat, and

STRATEGIC HUMAN RESOURCE MANAGEMENT 3
salt. Most importantly, KFC offers good, higher quality options on the offered dishes. KFC then
expects an increase in its revenue by 3.9% come 2020 (Ellison & Mullin, 2014, p. 679).
Talking of changes in the hospitality and tourism industry in Australia – one of which
KFC is part; associated stakeholders decreed a cut of the penalty rates for overtime and public
holiday workers. However, such changes on the penalty rates have detrimental effects on KFC’s
casual and permanent workers who work during public holidays, in the evenings and night hours,
as well as on Sundays. Concerning the imposed charges and changes made in the industry's legal
framework, this paper will look into the impacts of such legal, environmental factors on:
- KFC’s HR planning
- Job design
- The quality of organization work practices
Otherwise, this paper will also justify appropriate recommendations that KFC Australia needs to
undertake towards negotiating with the concerned stakeholders to amend the imposed penalties.
Impacts of Cut Penalty Rates on the job design, HR planning, and quality of work
practices of KFC Australia
i) Analysis of Award-Reliant Workers
The average number of workers employed by KFC in Australia is approximately 2, 500
between 2017 and 2018. In Sydney, however, the fast food industry – between 2017 and 2018,
recorded approximately 290,000 workers. A broader research outcome showed that the period
between 2017 and 2018 marked close to 490,000 retail workers who are non-managerial as well
as another 220,000 managerial workers in the industry – within Australia as a country. Currently,

STRATEGIC HUMAN RESOURCE MANAGEMENT 4
KFC has close to 800 award-reliant workers. Out of the total population that is close to 3,000
workers, about 1,200 work on Sundays, representing close to 46% of total workers in the
company.
ii) Key Findings through the Perspectives of the KFC’s HR
After a thorough close up an overview of the associated impacts of such cut penalty rate
changes, the HR establishes that:
- Up to 2,000 workers in the firm are working under the awards on which such changes
are proposed.
- About 1 in 3 non-managerial workers are not part of the EBAs and will face the
impacts of the changes proposed
- The proposed changes will affect about 52% of female workers and 48% of male
workers.
- Both part-time and full-time employees working on an 8-hour shift on Sunday will
face the impacts of the changes made. Such employees are likely to lose at least
$90.90 every full change on Sundays.
- The changes will most likely, affect employees that earn the least amounts including
students and employees relying on operating on the weekends.
iii) Modeled Financial Impacts on the Affected Employees
The HR, in its deliberations on considering the revocation of such changes, has given an
outline regarding the importance of finding the lives of many workers at stake because of the
changes. As mentioned before, most of the employees who are affected by the FWC decisions
are low earners (Matsa & Miller, 2013, p. 141). Most of the workers are parents that return to the

STRATEGIC HUMAN RESOURCE MANAGEMENT 5
workforce after taking breaks while others are students. The affected employees have their
weekend shifts with disproportionate percentages of annual and weekly wages. For instance,
students employed on a full-time basis only operate in the weekends – meaning that reducing
Sunday rates will affect them significantly (Kryscynski, 2015).
Otherwise, the HR department devises analysis models that highlighting the financial
impacts of the implemented Sunday rate changes on employees within every award subject.
However, the models assume that (1) employees are under the minimum hourly adult wage (2)
employees are within the relevant award and; (3) employees work for 48 Sundays annually. On
the contrary, it is important to note that the models of the Sunday shifts represent eight employee
working hours minus a 0.5-hour break. Apart from that, the models show the impacts of workers
on two different scenarios within the awards (Hicks, Keil & Spector, 2012, p. 317). The
scenarios include:
a) Full-time employees working for 48 Sundays every year (situation one)
1. If Current Pay (Every Sunday per employee) = $270.50; then
2. Annual Pay (summation of all Sundays) = (48 Sundays X 270.50) = $12,984
3. However, Sunday Pay (After the change is effected per employee) = $161.67; then
4. Annual Sunday Pay (After change) = (48 Sundays X 161.67) = $7,760.16
5. Annual Pay Reduction (due to changes) = (12,984-7,760.16) = $5,223.84
b) Casual employees working for 48 Sundays annually (situation two)
1. If Current Pay (Every Sunday per employee) = $281.50; then
2. Annual Pay (summation of all Sundays) = (48 Sundays X $281.50) = $13,512
3. However, Sunday Pay (After the change is effected per employee) = $188.57; then
4. Annual Sunday Pay (After change) = (48 Sundays X $188.57) = $9051.36

STRATEGIC HUMAN RESOURCE MANAGEMENT 6
5. Annual Pay Reduction (due to changes) = ($13,512-$9051.36) = $4,460.64
The figures below show the proposed outcomes (If all employees worked for 48 Sundays
annually).
Current Pay (Every Sunday per employee) $270.50
Annual Pay (summation of all Sundays) $12,984
Sunday Pay (After the change is effected
per employee)
$161.67
Annual Sunday Pay (After change) $7,760.16
Annual Pay Reduction (due to changes) $5,223.84
Full-time employee wages when working for 48 Sundays every year
Current Pay (Every Sunday per employee) $281.50
Annual Pay (summation of all Sundays) $13,512
Sunday Pay (After the change is effected
per employee)
$188.57
Annual Sunday Pay (After change) $9051.36
Annual Pay Reduction (due to changes) $4,460.64
Part-time employee wages when working for 48 Sundays annually
iv) Effects of Changes on KFC Operations
As mentioned before, the proposed changes will affect about 52% of female workers and
48% of male workers. Most workers in KFC are female compared to their male counterparts.
Therefore, in association with the Workplace Gender Equality Agency, KFC estimates that since

STRATEGIC HUMAN RESOURCE MANAGEMENT 7
a larger percentage of the hospitality and fast food industries' employees are female, they stand a
chance of a greater change impact compared to male workers (Hamel & Prahalad, 2015, p. 156).
However, recent studies performed by the HR on the impacts of reducing employee
wages – mainly female workers showed that reduced payments reduce employee engagement,
morale, involvement, and training among other implications. When workers form a negative
attitude towards business processes, policing becomes difficult (Gayle, Golan & Miller, 2012, p.
844). Most importantly, it is difficult to predict outcomes if such a situation occurs – and even if
the prediction was made, the results are likely to become ambiguous. According to the theory of
standard human capital, a labor market that is a presumably absolute reduction of minimum
wages or slight increase on minimal wages will reduce the ability of workers to undertake
general workforce because the employee will not be able to afford such training. A slight
reduction in employee's wages (for workers within the awards) could force KFC to pay more
salaries to workers who are not eligible for the awards (even for them that are unskilled). The
situation could cause a reduction in the economic rent for KFC. Therefore, the company will
have to increase its training processes to increase general workforce productivity – and recover
the lost surplus (Duval, Sharples & Sutherland, 2017, p. 6).
The situation will also affect production cost and efficiency. On efficiency, without
morale and positive engagement of a larger percentage of the workforce, reduction of work
efficiency is realized leading to increased production time (David, 2009, p. 46). Alternatively, a
high production cost is achieved. Workers paid minimum wages will have reduced efficiency
and productivity levels during their working periods compared to employees who get paid higher
salaries. Therefore, KFC- apart from advocating for scrapping-off of the implemented changes
will react to penalty changes by slightly increasing its minimum wages for its workers while

STRATEGIC HUMAN RESOURCE MANAGEMENT 8
maintaining its performance standards for those within the awards and those that are not affected.
On production cost, KFC understands that with an increase in wages, production costs also
increase for every employee. Therefore, the management will cut working hours, recruit more
employees, as well as slightly increase its purchase prices within Australia (Collins &
Leaderpowertools, 2009). However, an alternative strategy that KFC could employ is estimating
and reducing costs of error corrections in production that unskilled workers create – including
charges of lost production time. Most importantly, the management understands that the best
way to breach the gap between minimum wages for workers and higher production costs offer
recruits minimum wages while ensuring that they get periodic performance-based wage
increment (Clark, 2017, p. 421).
v) Effects on Gender Pay Gap
Even though the cuts in penalty rates do not affect workers in the fast food industry as
those in the hospitality and retail industries, they still significantly feel the impacts of such
prospects – more so, female employees. Female workers' average wages will dramatically reduce
compared to the average salaries of male counterparts. Arithmetically, in every industry that such
change in penalty rates will be implemented, the gap in gender pay is imminent (Cardoso &
Winter-Ebmer, 2010, p. 156). Gender pay gap refers to the ratio of male to female or female to
male, based on hourly earnings.
On the other hand, even if the gender pay gap that currently exists – based on award-
reliant employees is theoretically zero, the resultant conclusion does not change. The outcome
does not change because dollar reduction and a similar percentage in pay apply to fewer men
compared to women – resulting in the gender pay gap that widens. Assuming that other factors

STRATEGIC HUMAN RESOURCE MANAGEMENT 9
that extend the gender pay gap are constant, changes in penalty rates would afflict a deficit of 0.1
percent in magnitude fora hourly wage rates in the entire industry (Bryman, 2013).
vi) Effects of Changes on Penalty Rates on Individual Work Choices
While assessing the effects of changes on penalty rate, it is vital to determine the effects
of such changes on processes of recruitment and individual preferences. Such considerations are
necessary because apart from effects that changes have on employees, altering penalty rates
applies the rotational that disutility makes Sunday work’s penalty rates irrelevant. Most
considerably, workers prefer working on Sunday and are not forced (Brotchie, Newton, Hall &
Nijkamp, 2017). After performing an internal survey in KFC Australia, the research outcomes –
from the determinations of the HR showed that majority of workers that worked overtime and
during the holidays loved working on Sundays and not Saturdays (Bennett, Dawson, Bearman,
Molloy & Boud, 2017, p. 677). On the contrary, some of the impacts of changing laws on penalty
rates on recruitment processes include:
- Increasing the duration and likelihood of unemployment for employees with low
wages – more so during cases of economic turmoil
- Encouraging workers to reduce or stop training of employees
- Increase in cases of job turnover
- Reducing school attendance as students and parents will not be able to pay for fees
- Abolishing part-time work
- Driving employees to go for alternative jobs that are uncovered thus having wage in
such sectors reduced
- Encouraging firm management to reduce employee fringe benefits

STRATEGIC HUMAN RESOURCE MANAGEMENT 10
- Encouraging the management of the firm, through the HR Department to install
devices that save labor
- Increase in inflationary pressure
- Crime rates among the youth increases because of high rates of unemployment
- The firm ending up hiring unskilled and incompetent personnel
Recommendation
Because the proposed changes will affect about 52% of female workers and 48% of male
workers, KFC will implement some strategies to curb negative resourcing outcomes likely to be
encountered. Most significantly, the changes in penalty rates could result in a reduction in
employee engagement, morale, involvement, and training processes (Ben-Ner & Siemsen, 2017,
p. 13). With the help of the theory of standard human capital, KFC will have to recruit more
workers, increase compensations, and create incentives that would encourage overtime and
holiday workers to have positive attitudes when working. However, to recover lost surplus, KFC
will have to provide free training processes for its workers. However, research outcomes also
show that the situation will affect production cost and efficiency. Therefore, on efficiency, lack
of employee morale and positive engagement – of a larger percentage of the workforce, will be
tackled by improving work culture to incorporate flexibility for workers (Beck & Cowan, 2014).
Apart from that, KFC- in as much as it advocates for scrapping-off of the implemented changes,
will react to penalty changes by slightly increasing its minimum wages for its workers while
maintaining its performance standards for those within the awards and those that are not affected.
As mentioned before, KFC understands that with an increase in wages will result into increase in
its production costs for every employee. Therefore, the management will cut working hours,
recruit more employees, as well as slightly increase its purchase prices within Australia (Dezsö

STRATEGIC HUMAN RESOURCE MANAGEMENT 11
& Ross, 2012, p. 1077). However, an alternative strategy that KFC will employ is estimating and
reducing costs of error corrections in production that unskilled workers create – including costs
of lost production time. Concerning the identified strategies, the management understands that
the best way to breach the gap between minimum wages for workers and higher production costs
offer recruits minimum wages while ensuring that they get periodic performance-based wage
increment (Angier & Axelrod, 2014, p. 111). The management of KFC Australia, through its
policymakers and strategists, will also:
- Create a system that is effective enough to monitor a minimum increment of wages
within every organizational level
- Employ the wage management models effective enough to ensure that workers that
are non-exempt— whether non-tipped or tipped, get at least the stipulated minimum
wage. KFC Australia is keen in ensuring that the minimum worker wages are met as
an effective management objective
- Ensuring that the employees’ minimum wages are separately paid for every hour that
they work within their job areas – and strict compliance to the same principle is
needed (Allio, 2011, p. 6)
- Updating memos and posters regarding minimum wages
- Informing workers about new wage rates whenever changes occur
- Training employees working within payroll systems, HR, as well as other managerial
employees on the importance of posting, increasing, and providing notice – as well as
responding to inquiries of workers on changes regarding wage rates and penalties

STRATEGIC HUMAN RESOURCE MANAGEMENT 12
- When employing a third-party payroll processor, confirming if it is capable of
detecting changes and that its system is properly updated is necessary (Albanesi &
Olivetti, 2009, p. 87)
Conclusion
With the massive growth of the Australian fast food industry, consumers are becoming
more aware of the importance of healthy fast food and takeaway services. However, the industry
in which KFC Australia is part faces many legal, environmental challenges (Dawlabani, 2013).
One of such challenges, as mentioned before, is the fact that the government – through its
mandated stakeholders, decreed a cut of the penalty rates for overtime and public holiday
workers. The activity has then identified that such changes on the penalty rates have detrimental
effects on KFC’s casual and permanent workers. Most importantly, the affected workers are
those who work during public holidays, in the evenings and night hours, as well as on Sundays
(Ahern & Dittmar, 2012, p. 141). Concerning the imposed charges and changes made in the
industry's legal framework, this paper has highlighted the impacts of such legal, environmental
factors on:
- KFC’s HR planning
- Job design
- The quality of organization work practices

STRATEGIC HUMAN RESOURCE MANAGEMENT 13
Reference
Ahern, K., R. & Dittmar, A., K. (2012). “The changing of the boards: The Impact on firm
valuation of mandated female board representation,” The Quarterly Journal of
Economics, 127 (1), 137–197.
Albanesi, S. & Olivetti, C. (2009). “Home production, market production and the gender wage
gap: Incentives and expectations,” Review of Economic Dynamics, 12 (1), 80–107.
Allio, R (2011). Leaders and Leadership – Many Theories, but What Advice is
Reliable? Strategy and Leadership, 41(1), pp.4-14.
Angier, M. & Axelrod, B. (2014) “Realizing the power of talented women.” McKinsey
Quarterly, 3, 107-115.
Beck, D. & Cowan, C. (2014). Spiral Dynamics: Mastering Values, Leadership, and
Change, New York: John Wiley & Sons.
Ben-Ner, A. & Siemsen, E., (2017). Decentralization and Localization of Production: The
Organizational and Economic Consequences of Additive Manufacturing (3D Printing).
California Management Review, 59(2), 5-23.
Bennett, S., Dawson, P., Bearman, M., Molloy, E. & Boud, D., (2017). How technology shapes
assessment design: Findings from a study of university teachers. British Journal of
Educational Technology, 48(2), 672-682.
Brotchie, J., Newton, P., Hall, P. & Nijkamp, P. (2017). The future of urban form: the impact of
new technology. Routledge.
Bryman, A. (2013). Leadership and organizations, New York: Routledge.
Cardoso, A., R. & Winter-Ebmer, R. (2010). "Female-led firms and gender wage policies,"
Industrial and Labor Relations Review, 61 (1), 143–163.

STRATEGIC HUMAN RESOURCE MANAGEMENT 14
Clark, D., N. (2017). Strategic management tool usage: a comparative study. Strategic Change,
1(6), 417-427
Collins, J., & Leaderpowertools. (2009). From good to excellent: What defines a level V
leader? [Video] | Transcript. Retrieved on 14 Dec. 2018 from:
https://www.youtube.com/watch?v=q-KyQ90XByY
David, F.R. (2009). Strategic Management: Concepts and Cases. 12th ed. FT Prentice Hall,
3(6), 45-47.
Dawlabani, S. (2013). MEMEnomics: The Next Generation Economic System, 1st ed., New
York: SelectBooks.
Dezsö, C., L. & Ross, D., G. (2012). “Does female representation in top management improve
firm performance? A panel data investigation.” Strategic Management Journal, 33 (9),
1072–1089
Duval, E., Sharples, M., & Sutherland, R., (2017). Research Themes in Technology Enhanced
Learning. In Technology Enhanced Learning: Springer International Publishing, 2(2), 1-
10
Ellison, S., F. & Mullin, W., P. (2014). Diversity, social goods provision, and performance in
the firm. Journal of Economics & Management Strategy, 23 (2), 465–481.
Flabbi, L., M., Macis, A., Moro & Schivardi, F. (2014). Do Female Executives Make a
Difference? The Impact of Female Leadership on Gender Gaps and Firm Performance.
CEPR Discussion Paper 10228.
Gayle, G., L., L., Golan, & Miller, R., A. (2012). Gender di
fferences in executive compensation
and job mobility. Journal of Labor Economics, 30 (4), 829–872.
Gerdeman, D. (2012). Location, location, location: The strategy of place. Harvard Business
School.

STRATEGIC HUMAN RESOURCE MANAGEMENT 15
Hamel, G., & Prahalad, C. K. (2015). Strategic Intent. Harvard Business Review, 83(7/8), 148–
161
Hicks, M. J., Keil, S. R., & Spector, L. C. (2012). Mom-and-pops or big box stores: Some
evidence of WalMart’s impact on retail trade. Economic Development Quarterly, 26(4),
311-320.
Kryscynski, D. (2015). What is a strategy? [Video] | Transcript. Retrieved on 14 Dec. 2018
from: https://www.youtube.com/watch?v=TD7WSLeQtVw
Matsa, D., A. & Miller, A., R. (2013) “A female style in corporate leadership? Evidence from
quotas”, American Economic Journal: Applied Economics, 5 (3), 136–69.