Analyzing Employee Involvement Strategies at McDonald's

This report examines employee involvement strategies within McDonald's, focusing on its global operations across China, India, and Germany. It explores the significance of employee engagement in achieving organizational goals and maintaining a competitive market position. The report delves into various theoretical frameworks, including Trompenaars' Model for cross-cultural communication, Schwartz Culture Model, Bennett's model of cultural competence, and Hofstede's Cultural Dimension theory, to analyze potential opportunities and challenges. The application of these models within McDonald's is discussed, emphasizing how they can foster teamwork, motivation, and effective communication across diverse cultural contexts. The report also includes recommendations and a conclusion summarizing the key findings and insights regarding employee involvement strategies and their impact on McDonald's success.

Employees involvement
strategy

EXECUTIVE SUMMARY
Employee involvement strategies are playing an important role in every company as
through this only an organisation is able to manage their staff in an effective manner and achieve
all the goals and objectives of the organisation. McDonald's is an fast food retailing organisation
which is working in various parts of the world in an successful manner since many years. They
are having their branches in China, India and Germany as well.
Through this report, the issues which are being faced by the company in these countries
will be discussed along with implementation of various theories related to it as well. It will also
be mentioned the benefits that will be derived from engaging the employees in the activities of
organisation like team work, motivation etc.
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Table of Contents
EXECUTIVE SUMMARY.............................................................................................................2
INTRODUCTION...........................................................................................................................4
Literature Review.............................................................................................................................4
1. Theoretical exploration of potential opportunities/challenges arising in the organisation..........4
Developing cross cultural communication through Trompenaars' Model: ...........................5
Managing culture of an organisation through Schwartz Culture Model: ..............................6
Discussing Bennett model of cultural competence ...............................................................8
Implementing Hofstede's Cultural Dimension theory ..........................................................9
Company Overview.......................................................................................................................10
2. Application of previously discussed opportunities/challenges into the scenario of company...10
Implementing Trompenaars Model for developing teamwork and Motivation: .................11
Implementation of Schwartz Culture Model on Target Countries ......................................12
Implementation of Bennett Model of cultural competence..................................................12
RECOMMENDATION.................................................................................................................13
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14
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INTRODUCTION
Employees can be said as the one works for part or full time based on their preferences.
For companies, worker are the important assets who work for a common goal in order to achieve
the set targets. They helps organization in giving best outcomes so that firm can sustain a
superior position in market area (Boxall and Macky, 2014). Assignment is based on McDonald
which is founded in 1995 on 15th April and founder of the same is Ray Kroc, Richard McDonald.
For this it is essential that company builds a healthy environment where workers sits and discuss
their problems or issues. Other than this, a proper conversion between subordinated and
superiors will provide a wide view or perspective to the firm so that they can get better ideas in
implementing their plans. For this purpose there are several theories which assist in better
communication. Company can take an initiative for making better conversation between
individual like they can form a strong team in completing the work. In this report, various
aspects have been discussed that they have an negative impact on the performance of employees
and company as well. Along with this what all strategies firm can follow in order to maintain
stability is discussed in this.
Literature Review
1. Theoretical exploration of potential opportunities/challenges arising in the
organisation.
Employee involvement can be defined as a process in which an environment is formed
where each and every employee is being treated as a unique human being and their suggestions
and ideas are being respected and they are also involved in decision making process. Every
company knows that their employees are their greatest asset and therefore they try to make sure
that the employees are comfortable while working so that they can give their best (Knight and
Haslam, 2010). There are so many kinds of issues which the company faces while doing their
operations in countries like China, India and Germany but with the implementation of few
employee involvement strategies they can manage the situation and increases the profits and
productivity of employees.
It's very necessary for every organisation to have a good communication with their
employees as they are the only ones who will perform the activities of company in an effective
manner (Gallie and et. al., 2012).
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There are so many models which can be used by company to improve their cultural
factors. Because chosen company in dealing in several countries like India, China and Germany
as well have employees of different culture. These are as follows:-
Developing cross cultural communication through Trompenaars' Model:
This kind of model is a kind of framework which is being utilised for cross-cultural
communication which is being implemented within the general business along with management.
This kind of cultural model was being developed by the Fons Trompenaars and Charles Turner
in order to distinguish those seven cultural dimensions. These are the name of management along
with communication model and those are the seven Culture dimensions: Universalism versus Particularism: These kind of ideas can be applied within the
McDonald branches which are being opened in various countries like India, Germany
and many others in order to determine what is correct and what is not. There are some of
the standards and values which are high essential for the company to accept that people
who comes from different religion or origins receive the same salary (Boxall, 2012) .
Essential role is being played by the relationships and obligations while making effective
decisions within McDonald. Individualism versus Communitarian-ism: Individualism sees human beings as individual
while communitarian-ism mainly features the humanity as big part. According to the...
there is a linkage to the ideas of western world while communitarian is linked to the on
western companies. There are changes in culture in continuous manner and sometimes
changes are being done in quick manner. Neutral versus Emotional: In a non-partisan feelings are controlled, though in an
enthusiastic culture feelings are communicated transparently and immediately. Surely
understood cases of unbiased societies are Japan and England, where they disapprove of
being furious out in the open, chuckling uproariously or showing some other passionate
upheavals. In an enthusiastic culture, be that as it may, this conduct is permitted. There
are countries like India and Germany where people often laugh, talk loudly and greet
each other in better manner (Brad Shuck, Rocco and Albornoz, 2011) . Specific versus Diffuse: In a certain culture, there is large public area which they mainly
share in ease manner with other people. There is a private place which is being shared
with friends and close colleague. In McDonald, dealing is done across the globe and thus
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there are thousands of people who are working and those people who are from different
culture attach the great value to the formality. Achievement versus Ascription: This type of concern is all about attaining status versus
ascribed status. In this kind, worth of an individual within company is being determined
on the grounds of level of performance within McDonald. When an individual does the
business who is from achievement-oriented culture from an ascription-oriented culture, it
is highly suggested to deploy older, there are experienced people who are familiar with
formal customs and manners. Sequential versus Synchronous time: measurement of time can be done and can be
understood in various kind of ways. Along with this, past, present and future is being
measured by utilising years, months, weeks, days and hours (Gallie and et. al., 2012) .
Synchronous time is more abstract and focuses on being able to work on various projects
at once and thus it does not concern itself with time zones but do know about time zones
and its rhythm.
 Internal direction versus External direction: The main focus is on the ways through
people experience their environment. But this kind of experience differs due to the
change in culture. People living in India and Germany are mainly out-directed and thus
they want to control the environment as much possible. But still there are some of the
people who opt of living in harmony.
By concentrate the seven measurements of culture, there will be more regard and compassion for
different societies, their traditions and propensities and their customs. This will make it simpler
to work with each other and it will prompt better understandings that guarantee coherence of
collaboration.
Managing culture of an organisation through Schwartz Culture Model:
There are seven cultural values in three pairs which are mainly arranged within circle. Below
described is the brief discussion of these kind of dimensions:
Embeddedness vs Autonomy:
Embeddedness: This can be stated as focus on sustaining the social order, for avoiding the
change and thus retaining the tradition (Green, 2012). This can be stated as highly essential
where people are living and thus are working closely with many others as there are some group
norms which is highly essential.
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Autonomy: The price and opposite of the embeddedness is autonomy, where there are many
individual who has the control over the choices against the having others considered and thus
sharing the rules. Autonomy is all about the freedom as opposed to the policed control of
embeddedness culture.
(Sources: Charlotte Wittenkamp, 2018)
Mastery vs. Harmony:
Mastery:
This kind of mastery culture, success is being seek out by an individual by personal action. This
can provide high level of benefit and the groups which they belong and sometimes at the expense
of others. This mainly requires independence, courage, ambition, drive and competence.
Harmony:
In the Harmony culture, instead of seeking for self improvement, employees are happy to accept
the place within this world.
Hierarchy vs. Egalitarianism
Hierarchy:
In the cultures of hierarchy, there is social care order in which there are some of the people at
superior positions while others one are at inferior positions. Position is being accepted by the
people within hierarchy and are expected to be the modest and thus have due self control.
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Illustration 1: Schwartz Culture Model

Egalitarianism:
In this kind of culture, every one is observed as equal and thus everyone is being expected to
show concern for everyone else. In this way, there is high possibility that among employees
coordination and cooperation can be established and they can have effective channel of
communication.
Discussing Bennett model of cultural competence
It is one of the model which was developed by Milton Bennett for improving the culture
of the company. Basically this model is having six stages which starts Ethnocentrism to
Ethnorelativism. According to Bennett, Ethnocentrism is an attitude or a mindset in which one's
own mindset is considered as superior and others are not even recognised sometimes. On the
other hand Ethnorelativism is a concept in which each and every person in the group is
considered as equal and are not judged on the basis of their culture. Their Six stage model is
described as :-
Ethnocentrism: It includes three stages which are as follows:- Denial - People who are included in this stage are not having any recognition about the
existence of cultural differences (Liu, Liston-Heyes and Ko, 2010). They fully believe
that whatever they say is true and they try to impose their value system on another. They
are also not threatened by the cultural differences as every one knew that people refuse to
accept them. Defense – People who are included in these group are having recognition about the other
cultures prevailing inside the organisation but not their validity. They feel that the process
of thinking of other culture people are different and should not be implemented so they
try to showcase the superiority of their own culture.
 Minimization – People present in these still feel threatened about the cultural differences
and therefore they try to prove that they are more similar to them. They are having a
feeling that all the cultures are nearly similar (Santos, 2011).
Ethnorelativism : It also includes three stages which are as follows : Acceptance – here, other culture is being recognised well and accepted also. They
understand that the people are different from them genuinely and they try to accept their
cultures and behaviour.
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 Adoption – In this phase, people sees that the cultural differences which are prevailing in
the company as a valuable resource. So, people here try to adopt each other behaviour so
that they can engage with each other really well. Integration – In this culture, people finally understand that their identity is not dependent
on a single culture and they should try to get mingle with people of all the culture.
Implementing Hofstede's Cultural Dimension theory
It is a model which was developed by Geert Hofstede. It s basically a framework of
cross-cultural communication and showcases the effect of society's culture and value of its
members and its association with the behaviour of the employees as well. This model is having
six dimensions which can help in distinguishing one culture from another. These are as follows:- Power Distance Index – It is the dimension that expresses the degree to which the people
who are less powerful in the company expect that the power is being distributed equally. Individualism Versus Collectivism – It showcases the strength that connects the people
who belong to different community (Surroca, Tribó and Waddock, 2010). If IDV is high
that means there is weak interpersonal connection in between the members and here
people take less responsibilities for other's actions. Masculinity Versus Femininity – It considers the distribution of role between men and
women. In masculine society, men are behaving more assertively and the roles of men
and women overlap less here whereas in Feminine society, roles are overlapped very
much and here more importance is given to good relationship with the direct supervisors. Uncertain Avoidance Index – Through this it is shown that how people behave in
anxiety. In this, people try to make their life predictable and controllable. So, here
basically the society tries to deal with the fact that their future can not be known ( Talib,
Rahman and Qureshi, 2011). Pragmatic Versus Normative – It is also known as long term orientation and short term
orientation. Here the society has to maintain some skills with its own past while dealing
with the challenges in present and future.
 Indulgence Versus Restraint (IVR) – It is said that countries which are having high IVR
are encouraging comparatively free satisfaction of people's own drives and emotions.
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Above mention all the theories help McDonald in maintaining organisational culture and people
from different countries in same fir don't feel that they are alone. Hence, respective organisation
have to implement such models which is important as well play vital role in culture of firm.
Company Overview
McDonald's is one of the biggest food chain around the world including china, India and
Germany. They are considered as one of the best employers as well because they have applied
various schemes doe making their employee motivated and engaged , not only with the
organisation but along with the rewards and benefits as well. McDonald's is serving to more than
69 million customers in more than 100 countries. They are having approximately 36900 outlets
in 2019-17.
2. Application of previously discussed opportunities/challenges into the scenario
of company.
Their are several opportunities and challenges which company have to face because of
competitive business environment (Griffin and Moorhead, 2011). As per above discussed
theories communication bring several challenges and opportunities along with it. But it is
important if there is no proper path for two way transfer of information then organisation will go
through many problems. Firm in this project is McDonald which is serving worldwide including
India, China and Germany. While dealing in several nation proper communication is required for
transferring of information or data. It is beneficial for both inside the organisation and outside for
betterment of themselves (Wallace and et. al., 2016). Although internal organisation
communication is for deliver goal to each and every personal so they work according to that for
achieving it, necessary for flow of information, in McDonald everyone is from different culture
and mainly in same enterprise Indian's and Islanders are working with Kiwi Staff as well one
manager belong from China. On the other hand, external organisation communication is
beneficial for Dealing with customers, communicating with stakeholders.
In China, in order to develop employee involvement; the HR managers are not using any
particular strategies to develop engagement with their employees. Here, managers initiate the
decision making process without without even consulting the junior stakeholders and the junior
staff members are also not allowed to give their suggestions in an open environment (Boxall and
Macky, 2014). But, it is also noticed that Chinese people fight strongly in order to retain their
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best employee in the company and make their best use as well. Therefore when McDonald's will
conduct their operations there, they will have to make sure that they involve their staff members
in the decision making process and value their suggestions as they must be having more
knowledge about the taste and preferences of the customers living there (Boxall, 2012).
In India, it is very necessary for the HR manager to implement the employee engagement
strategies because then only they will be able handle all the employees in an effective manner.
But, it is very essential for the organisations to have a good amount of budget to implement the
same which Indian companies normally doesn't have. But there are so many methods available
through which a company can develop their understanding with their employees like doing a
group discussion, understanding the culture of all employees, engaging them in CSR activities all
together etc. So, McDonald's will have to remember that while doing their operations in India;
they should not concentrate on budget but simply implement various employee engagement
plans as people of India are not very disciplined and it is very difficult to manage them or make
them work.
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In Germany, Employee involvement is a big issue as only 15% of the employees are
being engaged there and because of this country has to loose multiple billion euros every year.
The main issue which is being found out is that their companies are following traditional
management culture which is making difficult for the employees to work therein (Brad Shuck,
Rocco and Albornoz, 2011). Since employees are not engaged so because of this, employee
loyalty and retention has also been increased there. Hence, McDonald's will have to ensure that
they do not indulge in any situation in Germany and try to understand the employees and their
culture in a proper manner so that it can be implemented in company.
(Source: Employee engagement in Germany)
Implementation of all above mention theories as per current Scenario:-
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Illustration 2: Employee engagement in Germany

Implementing Trompenaars Model for developing teamwork and Motivation:
When employees are from different culture as well nation and working in same company.
Then it is difficult for them to understand thoughts of each other all such issues give major
impact on enterprise. Lets take an example: In McDonald employees are from several countries
like China, India and Germany but mostly manager are from China. This model help the in cross-
culture communication inside the organisation and outside also. It include seven dimensions of
culture like: Universalism versus Particularism, Individualism versus Communitarian-ism,
Neutral versus Emotional, Specific versus Diffuse, Achievement versus Ascription, Sequential
versus Synchronous time, Internal direction versus External direction. Trompenaars Model have
several opportunities when it implemented in organisation it help in building better
communication channel so people of different culture exchange their views bring various
opportunities for McDonald (Knight and Haslam, 2010). Whereas, some challenges through
which firm is going because of lack communication is everyone is from various nation and have
different languages this create communication gap, as well each employees have their own
thoughts, views, preferences and perceptions which create differences.
Implementation of Schwartz Culture Model on Target Countries
In this model there are seven cultural values which is important for McDonald. For maintaining
proper atmosphere of their company as well it includes Embeddedness, autonomy, mastery,
harmony, hierarchy and egalitarianism. All these have their own place in respective organisation
but from all these some is more important like embeddedness, Harmony as well hierarchy.
Because individuals are from different culture and no one want to come out from this. Thus,
applying this model gives several benefits in day to day activities (Jiang and et. al., 2012).
Instead of this when these activities are going on then it motivate employees that there is no need
to leave behind their culture.
Implementation of Bennett Model of cultural competence
Main motive of introducing this model is to learn value and gives respect to persons who
are from other culture. Same model is more important for McDonald because in this people is
from different nation and its obvious that every country have their own culture. Which create
differentiation between them. If respect is given to every individual in organisation then they get
job satisfaction as well motivate from process which they are going through. Because of all these
personnels give their hundred percent to enterprise.
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Opportunities of communication:- main benefit of this is that if proper channel of
communication is build then it help in transferring message and data. Which is necessary to
achieve pre determined goal and objectives of McDonald (Yang, Hong and Modi, 2011). Full
information is provided to personnel then there is no chances of misunderstanding.
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RECOMMENDATION
Employees are key assets for an organisation whether its is big or small. Top level
management of McDonald's should make a system where they can interact with every employees
on regular basis and listen their problems and suggestions. If employees will feel that their
reviews are considered by senior managers then they will not feel isolated. Management should
become bit flexible and focus on providing continuous training to the employees in order to
ensure their career and personal development. Another thing which McDonald's can do is giving
right job to right person. If they will offer job to a worker according to his interest and preference
then employee will try to give his/her 100%.
CONCLUSION
From the above report, it can be concluded that employees are the most important asset
for the company and thus it is very important for the companies to make sure that they
employees are well connected with each other so that they can collectively contribute in
achieving the goals and objectives of the organisation. It is very important for the management to
ensure that the employees are getting due opportunities for participating in the decision making
process of the company. Therefore it was very crucial for the company to implement various
employee involvement strategy so that the employees gets connected with each other in an
effective manner. In this report, there are so many strategies related to employee involvement are
covered so as to improve the cultural environment of the company. Here, several issues are also
discussed which are having a bad effect on the work environment and performance of employees
of company.

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the employee perspective: Implications for HRD. Journal of European Industrial
Training. 35(4). pp.300-325.
Gallie, D. and et. al., 2012. Teamwork, skill development and employee welfare. British Journal
of Industrial Relations. 50(1). pp.23-46.
Green, F., 2012. Employee involvement, technology and evolution in job skills: A task-based
analysis. ILR Review. 65(1). pp.36-67.
Griffin, R. W. and Moorhead, G., 2011. Organizational behavior. Cengage Learning.
Jiang, K. and et. al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp.1264-1294.
Knight, C. and Haslam, S. A., 2010. The relative merits of lean, enriched, and empowered
offices: An experimental examination of the impact of workspace management
strategies on well-being and productivity. Journal of Experimental Psychology:
Applied. 16(2). p.158.
Liu, G., Liston-Heyes, C. and Ko, W.W., 2010. Employee participation in cause-related
marketing strategies: A study of management perceptions from British consumer
service industries. Journal of Business Ethics. 92(2). pp.195-210.
Santos, M., 2011. CSR in SMEs: strategies, practices, motivations and obstacles. Social
Responsibility Journal. 7(3). pp.490-508.
Surroca, J., Tribó, J. A. and Waddock, S., 2010. Corporate responsibility and financial
performance: The role of intangible resources. Strategic management journal. 31(5).
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Talib, F., Rahman, Z. and Qureshi, M. N., 2011. A study of total quality management and supply
chain management practices. International Journal of Productivity and Performance
Management. 60(3). pp.268-288.
Wallace, J. C. and et. al., 2016. A multilevel model of employee innovation: Understanding the
effects of regulatory focus, thriving, and employee involvement climate. Journal of
Management. 42(4). pp.982-1004.
Yang, M. G. M., Hong, P. and Modi, S. B., 2011. Impact of lean manufacturing and
environmental management on business performance: An empirical study of
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Schwartz's Culture Model. 2018. [Online]. Available through
<http://usdkexpats.org/theory/schwartzs-culture-model>

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2012Green, 2012Griffin and Moorhead, 2011Jiang and et. al., 2012Knight and Haslam,
2010.Liu, Liston-Heyes and Ko, 2010Santos, 2011Surroca, Tribó and Waddock, 2010