Human Resource Management at NANDOS: Analysis and Recommendations

This report provides a comprehensive analysis of Human Resource Management (HRM) practices at NANDOS, a South African restaurant chain. It examines various aspects of HRM, including recruitment and selection processes, human resource development, employee motivation strategies, and leadership effectiveness. The report analyzes NANDOS's approach in light of established HRM theories and models, such as the Nadler and Tushman model, Ulrich model, and Kearns model. It delves into the company's recruitment strategies, both internal and external, and offers recommendations for improvement. Furthermore, the report explores employee motivation, proposing a hybrid theory combining classical motivational theories. It also discusses the importance of effective leadership within the HR department. The report concludes with an overview of NANDOS's HRM practices, identifying areas for enhancement and offering actionable recommendations to optimize employee performance and organizational success. This report is a valuable resource for students studying HRM and provides a real-world case study of effective HR practices.

Running head: HUMAN RESOURCE MANAGEMENT AT NANDOS
HUMAN RESOURCE MANAGEMENT AT NANDOS
Name of Student
Name of the University
Author Note

1HUMAN RESOURCE MANAGEMENT AT NANDOS
Abstract
Human Resource Management (HRM) is a method to determine strategies for the purpose of
employee management and for evaluating and enhancing employee performance. This paper
aims at analyzing the various aspects of an effective HRM body and offers a case study on
the various HR strategies undertaken by NANDOS, a restaurant chain of South-African
origin. The paper analyses the HR strategies of NANDOS in the light of various theories and
models on human resource management and offers recommendations to improve them as
well. To state in conclusion, the paper offers a careful study of the various models on human
resource management and examines the nature of the HRM body at NANDOS and explains
any scope of improvements within it.

2HUMAN RESOURCE MANAGEMENT AT NANDOS
Table of Contents
Abstract......................................................................................................................................1
Introduction................................................................................................................................3
Discussion..................................................................................................................................4
Task 1: Analysis of the Company’s Approach to its Human Resource Management...........4
Task 2: Recruitment and Selection at NANDOS...................................................................7
Recommendations for Improvements................................................................................9
Task 3: The Company’s Approach to Human Resource Development...............................10
Recommendations for Improvement................................................................................12
Task 4: Employee Motivation and its Scope at NANDOS..................................................13
Recommended Hybrid Theory.........................................................................................16
Task 5: Effective Leadership and its Characteristics...........................................................16
Recommendations for Improving the Effective Leadership of the HR Professionals.....19
Conclusion................................................................................................................................19
References................................................................................................................................21

3HUMAN RESOURCE MANAGEMENT AT NANDOS
Introduction
Human Resource Management (HRM) is commonly known as a tool that is employed
by the Human Resource (HR) department of an enterprise to enhance and increase employee
performance under the strategic objectives of the employer. HR is generally concerned with
managing people within an organization, with the primary focus on the organization’s
systems and policies (Armstrong and Taylor 2014). The HR department looks after the
provisions such as employee-benefits, employee recruitment, performance appraisal, training
and development, and rewarding (management of payments and employee benefit systems).
A lot of factors work for the employment of the HRM activities directed at the organization’s
growth and employee satisfaction. NANDOS is a South-African organization recognized for
its Mozambican/Portuguese restaurant concatenation and gives much value to the HRM
activities. This paper offers an analysis of the various actions related to the HRM taken by
NANDOS and examines them in light of the various existing models. In the first section is
analyzed the company’s approach to its HRM. The second section of the paper provides a
discussion on the selection and recruitment strategies of the HR department while making
certain recommendations to improve the same. The third section offers a discussion on the
company’s approach to the human resource development (HRD) and makes suggestions for
further improvements. The fourth section of the paper examines and analyzes different
classical theories of employee motivation and combining these theories creates a hybrid
theory that might have a practical value for the organization. The fifth section of the paper
draws on existing relevant models to discuss the importance and features of effective
leadership with respect to the organization.

4HUMAN RESOURCE MANAGEMENT AT NANDOS
Discussion
Task 1: Analysis of the Company’s Approach to its Human Resource Management
There are various theories and models explaining the role that the HRM of an
organization could adopt and implement. Among such models, the Nadler and Tushman
model, the Ulrich model, the Perspective model, and the Kearns model are of utmost
importance (Stredwick 2013).
The Nadler and Tushman model provides relevant diagnosis of organizational
behavior. It is stated that an organization depends on the workers either individually or
collectively in order for getting their work done. Management of organizational behavior is
therefore, crucial to management of tasks which involves an understanding of the individual,
group as well as organizational behavior patterns as a whole (Marchington et al. 2016). The
Nadler and Tushman model points out the important inputs, the crucial outputs and the
transformation process that characterize the functioning of the organization. The model is
based on how well components of an organization fit together.
Figure 1: Nadler and Tushman Model
Source: [Created by Author]

5HUMAN RESOURCE MANAGEMENT AT NANDOS
The various inputs of the model represent various outcomes and opportunities of the
organization. Such inputs include environment that represents the external factors of the
organization, resources or the assets that the organization can access and use to its advantage,
the history of the organization that determines how it’s function is influenced by its past, and
strategy that determines the process by which the organization matches the resources to the
environment for satisfying demand. The outputs demonstrate what is produced by the
organization, how the organization performs as well as how effectively it works. This is done
by evaluation of the goal attainment of the organization and determining how well it is able to
meet its objectives, utilization of resources and its adaptability (Larsen, Manning and
Pedersen 2013). An organization is therefore the arrangement of individuals in a job structure
that is systematic and is guided by systems, procedures and policies for accomplishing some
specific purpose.
According to the Kearns model, HR strategy usually is more than just some HR
procedures and policies. It helps businesses to take into consideration the total human
implications of the business strategy and to make sure that the function of the human
resources and the strategies of the business are homologous (Aswathappa 2013).
The Ulrich model states that with the rising globalization, HR executives are
constantly discovering themselves in territories that are unfamiliar and in order to cope with
these changes they must show new competencies (Cascio 2014). According to Ulrich, there
are four competencies:
a. HR professionals should understand how their organization works especially the
business strategies and other important aspects of the organization.
b. HR professionals must work at enhancing and improving their skills continuously.

6HUMAN RESOURCE MANAGEMENT AT NANDOS
c. With the rapidly changing norms and trends in the business world, HR professionals
must adapt and influence others to work forward.
d. HR professionals must demonstrate integrity, competency, confidentiality,
accountability in their actions to earn the trust and respect of the people they lead.
According to Whittington’s perspective on business strategy, strategy enables an
organization to attain its organizational objectives and goals and to accomplish an advantage
with the unique products and services the organization offers. Whittington demonstrates four
ways of strategy formation aligned with strategy outcomes and processes. Organizations that
adopt a classical approach usually practice a rational, clear and planned strategy formation
process aiming at maximizing profits (Bamberger, Biron and Meshoulam 2014).
Organizations adopting the evolutionary approach are placed in unpredictable environments.
Such an approach has a different stance on profit maximization where the managers are
unsure about the required level of optimum output. Finally, organizations adopting the
systematic approach emphasizes on social and demographic factors such as the organization’s
national culture.
Studies claim that NANDOS does not have any formal strategy for HR yet, though the
key strategic elements are present. This lack in the HR strategy is a result of the
contemporary history of the company’s globalization. With respect to the function of the HR
at NANDOS, the company applies the Kearns model approach where people are generally
considered to be a competitive advantage. NANDOS understands that the dedicated people
make the organization effective and increases their chances of profit. The HRM function at
NANDOS has progressed from a traditional role to personnel management (Jamali, Dirani
and Harwood 2015). The HRM at NANDOS faces pressure to be completely integrated with
other organizational functions such as finance, production and marketing as well as to legally
enable itself to ensure direct involvement of people to the attainment of strategic objectives of

7HUMAN RESOURCE MANAGEMENT AT NANDOS
the business. It is stated that the HRM at NANDOS have created and implemented HR
strategy of their own suitable for their working environment. This is aligned with Ulrich’s
statement that one of the major roles that HRM needs to function in is that of a strategic
partner. The HR system at NANDOS places its focus on the contribution of the employees,
firm infrastructure as well as fulfill the roles involved in transformation and change and
business organizational strategy. Thus, it can be stated that with respect to the role of the HR
at NANDOS, the major focus is on the employee contribution. This means that the HR is
concerned about the personal needs of the employees and works at enhancing employee
commitment. The HR at NANDOS is also responsible for formulating new programs and
policies to meet the personal requirements and benefits of the employees.
Task 2: Recruitment and Selection at NANDOS
Recruitment and staffing is among the value added process of the HR. Recruitment
deals with the organization’s ability to find new employees in order for the organization to
keep operating and for enhancing the human capital quality in the organization. The main
focus of the process of recruitment is to find the best sources of recruitment and to employ
the most talented and suitable people for the job in order to keep the organization running
within the competitive job market (O'Meara and Petzall 2013).

8HUMAN RESOURCE MANAGEMENT AT NANDOS
Defining Requirements
Selecting Candidates
Attracting CandidatesPlanning Campaigns
Hiring
Figure 2: Recruitment and Selection Process
Source: [Created by Author]
The process of recruitment requires a complete description of the process. The
recruiters must follow required process and help the candidates to go in the right direction.
An organization can recruit both internally and externally (Zaharie and Osoian 2013). In
order to recruit internally the organization seeks to fill in vacancies from within the
company’s existing workforce. External recruitment is done when the organization fills in
vacancies from suitable applicants outside of the existing workforce.
At NANDOS, employees are recruited both internally and externally through a quick
pool of suitable applicants. The selection process is legal and technically sound. NANDOS is
opening about 30 restaurants each year all over the United Kingdom and naturally require
more employees with each passing year (Nandos.com 2018). In order to maintain a balance
between internal environment and external environment, the HR at NANDOS becomes
accountable for finding employees within the existing workforce that are capable of being the
manager or the managing director of the company (Ekwoaba, Ikeije and Ufoma 2015). The

9HUMAN RESOURCE MANAGEMENT AT NANDOS
HR professionals also keep in mind that it is in fact the employees’ passion that results in the
company’s growth. Hence, the employee details are filed and recorded for further reference.
The HR team at NANDOS encourage the candidates to contact the team of local
management. The vacancies are usually seen to be obtainable at the level of the central
support. NANDOS also has the provision for an online portal for recruitment where
applicants are able to submit their curriculum vitae. NANDOS usually tends to give priority
to the local people to achieve local popularity in the countries in which they have their
branches (Bamberger, Biron and Meshoulam 2014). This is one of the major factors that has
led to the company’s success in the attainment of its goals.
NANDOS has also become partners with organizations such as the Global
Recruitment Resource, that enable searching for jobs online. This has enabled the
organization to fill in vacancies that are not possible to be immediately filled in internally.
People hired by the HR professionals of NANDOS fill in both part time as well as permanent
job positions (Mupani 2016).
In the legal context, NANDOS demonstrates its dedication for the policy of equal
opportunities that ensures that the company will give equal importance to everybody. The
company believes in diversity in employment as well recruiting people of different origin as
well as beliefs. It is also made sure by the HR professionals that vacancy information is
publicized and promoted appropriately so as to reach different communities. The recruitment
process and the selection process at NANDOS is generally objective oriented and based on
fair criteria (Bamberger, Biron and Meshoulam 2014).
Recommendations for Improvements
In order for effective recruitment, the HR department at NANDOS must follow
certain guidelines. However, even though NANDOS has maintained quite a standard for

10HUMAN RESOURCE MANAGEMENT AT NANDOS
effective recruitment, there are certain tools that the HR department can adopt in order to
improve their recruitment as well as selection process. It is advised that NANDOS invest in
and develop quality relationships with the placement offices at universities to attract a larger
and collective pool of applicants. It is also advised that the HR department of the organization
enable and encourage the current staff to engage actively in the professional associations of
the industry and in conferences. Furthermore, it is suggested that the HR department of the
company does appropriate promotion for the organization with provisions made for employee
retention such as motivation, recognition, reward, flexibility and balance in work-life. In
addition, it is recommended that the HR department engage the employees in their process of
hiring. This can be done by allowing the employees to recommend suitable candidates to the
firm. The employees can also be asked to review and rate the qualifications and resumes of
other potential candidates. It is also advised that the HR department continuously revise their
payment structures along with allowing better and additional bonus to motivate the
employees and retain employee commitment. Finally, it is recommended that the HR
department conduct ample background and references check before hiring a candidate in
order to ensure better security for the firm as well as the employees.
Task 3: The Company’s Approach to Human Resource Development
Human Resource Development (HRD) is the tool that enables employees to develop
their organizational and personal skills and abilities (Gold et al. 2013). HRD is a major
opportunity that every employee seeks for it acts as a motivating factor and ensures employee
retention. HRD usually include opportunities like training of employees, development of
employee career, development and management of employee performance and other aspects
required for organizational development (Alfes et al. 2013).
At NANDOS, the employers understand that it is important for the employees to be
well-trained in order for focusing on their current job as well as for bringing out the best in

11HUMAN RESOURCE MANAGEMENT AT NANDOS
them. The HRM model of NANDOS is resource based and therefore provides ample learning
possibilities that is work related and is helpful to the employees in developing learning
strategies. NANDOS operate a development platform to ensure progression of the career
paths by enabling the HR to allow the trainees and employees of the company to recognize
their potential. The organization invests a large amount of time and money in the training of
the employees which are usually executed in-house. It is customary that in the first three
months the trainees will be engaged in learning the required skills for the job as well as
essential skill management (Nandos.com 2018). The trainees are supported and coached by
the experienced and the best of the NANDOS and by other employees working for the
company’s Learning and Development Department. After the completion of the of the
training of three months, the employees are invited for a workshop on self-development
where they demonstrate plans for the future development of their skills. The following
training is done and depends on the position for which the employee is hired.
Human Resource Management (HRM) mostly focuses on organizing the people as
well as the whole enterprise (Elnaga and Imran 2013). The HR plans usually involve
marketing strategies and the business future (Shen and Benson 2016). The first step to
planning is ensuring that the right count of people is placed appropriately in the right position
(Mitchell, Obeidat and Bray 2013). NANDOS makes sure that the right person is placed in
the proper job at the correct time. In doing so, it incorporates three practices including
strategies based on anticipating personnel requirements, skills analyzing personnel supply
and a system to match the requirements.
Performance management of the employees is a key requirement to help them identify
and acknowledge their potential. Performance management is an incessant process of
communication between the employee and the employer. Such a process includes
clarification of opportunities, setting objectives, identification of goals, provision of feedback

12HUMAN RESOURCE MANAGEMENT AT NANDOS
and evaluation of results (Snell et al. 2015). The employee performance at NANDOS is
determined by an appraisal of 360 degrees for highlighting the strengths and weaknesses of
the employees. It also recognizes the areas that require development. NANDOS even
conducts a survey among the staff for evaluating the effectiveness of its HR’s performance.
The surveys and the feedbacks are usually comprehensive as the responses are acquired from
different perspectives and offers valuable input for the outcomes and behavior. Such a
process has a tendency to be objectivity deprived. In order for avoiding such deficiency in
objectivity, NANDOS has implemented tools like maintenance of files recording critical
incidents and Behaviorally Anchored Rating Scales (BARS). The file recording critical
incidents is a method in which the managers writes down the negative as well as the positive
behaviors of the employees (Sheehan, Garavan and Carbery 2014). Such a file is usually in
the documented format and comments on both the positive and negative aspects of the
employee performance (Kehoe and Wright 2013). BARS is used to determine the HR
professional’s performance effectiveness.
Recommendations for Improvement
Human Resource Development (HRD) is an important and essential part of
NANDOS’ HRM. However, there are certain scopes for improvement in this context. The
HR at NANDOS can organize events like field trips to ensure a more creative and open
mindset. It is also advised that NANDOS should conduct a weekly short-training session for
the employees to help them enhance their skills. Events like group discussions and debates
can be organized to build teamwork and increase self-education aimed at skill development.
Such measures can increase learning scopes for the employees at NANDOS. It is also
suggested that the HR at NANDOS start a policy to obtain weekly feedbacks from the
employees in order to help them with the minor grievances and increase employee
satisfaction. Furthermore, it would be beneficial for the company to implement a better and

13HUMAN RESOURCE MANAGEMENT AT NANDOS
objective approach in obtaining feedbacks. The method of maintaining files for recording
critical incidents is problematic as such a process can often be biased due to its individualistic
nature. Also, for such a process it is necessary that a person at a higher position than the HR
conduct the documentation. Again, for such a process to be successful the employees are
required to be in close association with the HR professionals. Therefore, it is recommended
that NANDOS develop tools that would ensure a better and more objective approach at
obtaining feedbacks.
Task 4: Employee Motivation and its Scope at NANDOS
Employee motivation, usually referred to as methods required to motivate employees,
can be defined as the psychological force that demonstrates the way to which an employee’s
behavior in an organization is directed as well as the employee’s effort and persistence level
(Yusoff, Kian and Idris 2013). There are three main classical theories of employee
motivation, namely –Maslow’s hierarchy of needs theory, Herzberg’s theory of two factors,
and Theory X and Theory Y (Dobre 2013).
Maslow’s hierarchy of needs theory of employee motivation consists of five tiers of
human requirements, sometimes referred to as levels of hierarchy in a pyramid. According to
Maslow, individuals are motivated to attain particular needs and some needs precede the
others (Taormina and Gao 2013). The first two levels of Maslow’s hierarchy model
demonstrate the basic human needs. The second two levels demonstrate the psychological
needs of a human being. The third level of the pyramid shows one’s needs for self-
fulfillment.

14HUMAN RESOURCE MANAGEMENT AT NANDOS
Figure 3: Maslow’s Hierarchy of Needs
Source: [Created by Author]
The urgency and importance of these human needs differs. Physiological needs refer
to the basic human needs for food, water, shelter, and clothing. Safety needs involve
environmental, physical and emotional security. Social needs refer to the need for affection,
care, love and belongingness. Esteem needs can be of two kinds –internal and external.
Internal needs include self-esteem, competence, self-confidence, freedom and achievement.
External needs include power, status, recognition and appreciation. Self-actualization need
involves the need for self-contentment and growth (Kaur 2013).
Maslow classified the first two levels of needs as needs of lower-order that can be
externally satisfied while the next three levels are classified as needs of higher order that can
be internally satisfied by the individual (Jerome 2013). In order for the physiological needs to
be satisfied the HR must provide appropriate payment to the employees that can ensure
Self-actualization: attainment of one's
complete potential, involving creative
activities as well
Esteem needs: respect and the feeling
of accomplishing something
Social needs: friends and intimate
relationships
Safety needs: security and safety
Physiological needs: water, food, rest
and warmth

15HUMAN RESOURCE MANAGEMENT AT NANDOS
coverage of the basic needs of life. Keeping in mind the safety needs of the employees, HR
professionals must ensure that the employees receive job security, hygienic environment as
well as retirement benefits. The HR manager must also encourage teamwork as well as
conduct social events to meet with an employee’s social needs. The management must
recognize and appreciate an employee’s good work and reward for the same. With regard to
the needs for self-actualization, the HR professionals must allot challenging tasks to the
employees to ensure their skill enhancement and growth.
According to Herzberg’s two –factor theory of employee motivation, there are two
categories of job factors. The first are the hygiene factors that are necessary at a workplace
but do not lead to long term positive satisfaction. However, non-existence of these factors
may lead to dissatisfaction at the workplace. The hygiene factors at a workplace include
appropriate and reasonable payment, fair and flexible company policies, healthcare and other
employee benefits, safe and hygienic physical conditions, retention and familiarity of status
of employees, good interpersonal relationships with colleagues, superiors as well as
subordinates, and job and financial security. The other factor that Herzberg demonstrates are
motivational factors that are fundamental requirements to ensure employee motivation. These
include recognition and appreciation of employees, sense of accomplishment among
employees, opportunities for promotion and growth for employees, accountability and
responsibility of employees, allocation of challenging and interesting tasks for employees
(Alshmemri, Shahwan and Maude 2017).
Theory X and Theory Y was formulated by Douglas McGregor who suggested that
employees have two different perspectives: negative referred to as Theory X and positive
referred to as Theory Y (Russ 2013). Theory X holds that an ordinary employee who dislikes
work strives at escaping it. such employees should be compelled, persuaded, warned and
penalized to maintain organizational goals. Again, employees who give importance to job

16HUMAN RESOURCE MANAGEMENT AT NANDOS
security have no ambition. Employees are also likely to dislike responsibilities and tend to
resist change. Theory Y holds that employees might find their job normal and relaxing and
might engage in physical and mental exercises. Dedicated employees might demonstrate
good amount of self-control and self-direction. Employees tend to retain their loyalty to the
organization if the job is satisfying and rewarding. An ordinary employee is capable of
recognizing and carrying out their responsibilities. There must be complete utilization of an
employee’s true potential and abilities.
Recommended Hybrid Theory
Combining the above mentioned theories of motivation, a hybrid theory of employee
motivation can be formulated that might have some practical value for the HRM at
NANDOS. The first and foremost aspect that must be looked into to ensure employee
motivation at NANDOS is equal and reasonable pay. NANDOS must also create relaxing
environment in the workplace and encourage its employees to participate and engage in
various curricular activities within the workplace. The HRM at NANDOS must create
appropriate opportunities for the employees to enhance and manage their skills. The
managers must recognize the good work of the employees and appreciate them as well as
warn and penalize them when they demonstrate reluctance in carrying out their
responsibilities. However, the HR must ensure that the company policies and rules are clear,
fair and flexible. The company must also offer employee benefits such as bonus, incentives,
healthcare benefits and insurance, job security, post-retirement benefits.
Task 5: Effective Leadership and its Characteristics
Leadership is defined as the skill or ability to compel and persuade others to do their
best and willingly demonstrate different behavior. It also involves developing a vision for
future and motivating people (Antonakis and Day 2017). There are four reasons why HR
professionals should have knowledge about leadership. First, they are the ones who exercise

17HUMAN RESOURCE MANAGEMENT AT NANDOS
leadership in an organization in order to persuade others for doing things. Second, they are
the ones who should be concerned about the growth of the leaders within an organization.
Third, they are responsible for leading the function of their own at a higher level. Finally,
they are the ones to conduct a leading change within the organization.
There are a few theories generated for the purpose of explaining the concept of
leadership. Each theory complement in one way or another and aims at rendering a
comprehensive stance on the meaning and importance of effective leadership. The traits
theory of leadership explains the meaning and concept of leadership with regards to the
features or qualities that leaders possess. Leaders can be visionary, charismatic, authentic or
transformational (Northouse 2015). As the leadership theories developed over the time,
researchers began to address not only the qualities of a leader but also their role and function.
Adair analyzed the functions of a leader and stated that a leader’s role is to define clearly the
tasks that are expect to be done by a group or individual, to ensure that the task and the
purpose of the task is accomplished, and to retain effective relationships among themselves
and the various group members as well as within the group. He also suggested that a leader
need to cover three areas: task needs, that is, getting a job done; individual needs meaning
harmonizing individual needs with the task and group needs; and needs for group
maintenance which means building team spirit (Dinh et al. 2014).

18HUMAN RESOURCE MANAGEMENT AT NANDOS
Figure 4: Adair’s Model of a Leader’s Functions
Source: [Created by Author]
According to the trait theory, a good leader must be able to analyze and study
situations in order to remove any existing ambiguity and to offer clarity. A good leader,
instead of compartmentalizing things, must view them as whole. Good leaders possess a good
sense of guidance and are motivated to attain excellence and organizational goals. Effective
leaders know what they want to be done and how and are confident in what they do. They can
take charge of adverse and critical situations and ensure that the members of the team
accomplish their goals (Lussier and Achua 2015). They are good influencers and can be
trusted completely. They are always aware of the weaknesses and strengths of their own as
well of the team members. They are capable of encouraging and motivating the team
members by rewarding and appreciating them. They can also show flexibility and strive to
meet the personal needs and demands of the team members.
Task needs
Group maintenance
needs
Individual needs

19HUMAN RESOURCE MANAGEMENT AT NANDOS
Recommendations for Improving the Effective Leadership of the HR Professionals
Bearing in mind the above mentioned characteristics of effective leadership, the HR
professionals at NANDOS must take note of certain aspects to implement effective leadership
in their objectives. They must recognize the individual weaknesses and strengths of the
employees as well as address the preferences and perspectives of the employees. They must
realize the best ways to motivate the employees and act accordingly. They must allow only
the best and suitable tasks to the individual employees. They must also increase their
flexibility in dealing with the company policies. They must determine as to what extent they
must perform for the purpose of accomplishing targets and leveling up the standard of
performance. They must also determine the ways they can provide appropriate guidance and
support to improve employee performance. With regards to leading a team, the HR at
NANDOS must understand the best ways to organize the team and understand their level of
clarity on the tasks provided to them. They must also determine the efficiency of the team
members in accomplishing teamwork. They must take initiatives to resolve any dispute
among team members. They must try to enhance and increase employee loyalty and
dedication within the team. They must also try to determine the extent to which the team
members are capable of managing the team themselves. They are the ones who must decide if
the team members are suitable to take up any added responsibilities and also set the standards
and monitor the performance. They must evaluate and analyze each team member and offer
them high quality coaching to improve their performance.
Conclusion
In conclusion, it can be said that NANDOS contains the key elements required for
successful operation of a HRM body. NANDOS demonstrates a Kearns model and Ulrich
model approach in dealing with the HRM functions. The HRM body of NANDOS also has a
very systematic method for recruitment though there are certain scopes for improvement. The

20HUMAN RESOURCE MANAGEMENT AT NANDOS
HR department at NANDOS also prioritizes human resource development and has
implemented employee skills enhancement training programs and bodies. The HRM at
NANDOS take part essentially in employee motivation as well. Finally, the paper
demonstrates the qualities of effective leaders in an organization and how NANDOS can
implement them to ensure effective leadership in the organization.

21HUMAN RESOURCE MANAGEMENT AT NANDOS
References
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human
resource management practices, engagement and employee behaviour: a moderated
mediation model. The international journal of human resource management, 24(2), pp.330-
351.
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s Two-Factor Theory. Life
Science Journal, 14(5).
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Aswathappa, K., 2013. Human resource management: Text and cases. Tata McGraw-Hill
Education.
Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy:
Formulation, implementation, and impact. Routledge.
Cascio, W.F., 2014. Leveraging employer branding, performance management and human
resource development to enhance employee retention.
Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014.
Leadership theory and research in the new millennium: Current theoretical trends and
changing perspectives. The Leadership Quarterly, 25(1), pp.36-62.
Dobre, O.I., 2013. Employee motivation and organizational performance. Review of Applied
Socio-Economic Research, 5(1), pp.53-60.

22HUMAN RESOURCE MANAGEMENT AT NANDOS
Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N., 2015. The impact of recruitment and selection
criteria on organizational performance. Global Journal of Human Resource
Management, 3(2), pp.22-23.
Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European
Journal of Business and Management, 5(4), pp.137-147.
Gold, J., Holden, R., Iles, P., Stewart, J. and Beardwell, J. eds., 2013. Human resource
development: Theory and practice. Palgrave Macmillan.
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource
management roles in corporate social responsibility: the CSR‐HRM co‐creation
model. Business Ethics: A European Review, 24(2), pp.125-143.
Jerome, N., 2013. Application of the Maslow’s hierarchy of need theory; impacts and
implications on organizational culture, human resource and employee’s
performance. International Journal of Business and Management Invention, 2(3), pp.39-45.
Kaur, A., 2013. Maslow’s need hierarchy theory: Applications and criticisms. Global Journal
of Management and Business Studies, 3(10), pp.1061-1064.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Larsen, M.M., Manning, S. and Pedersen, T., 2013. Uncovering the hidden costs of
offshoring: The interplay of complexity, organizational design, and experience. Strategic
Management Journal, 34(5), pp.533-552.
Lussier, R.N. and Achua, C.F., 2015. Leadership: Theory, application, & skill development.
Nelson Education.

23HUMAN RESOURCE MANAGEMENT AT NANDOS
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Mitchell, R., Obeidat, S. and Bray, M., 2013. The Effect of Strategic Human Resource
Management on Organizational Performance: The Mediating Role of High‐Performance
Human Resource Practices. Human Resource Management, 52(6), pp.899-921.
Mupani, H., 2016. Emotional labour and organisational performance of small restaurant
businesses in South Africa. Interim: Interdisciplinary Journal, 15(2), pp.53-69.
Nandos.com. (2018). Nando's – The official worldwide home of Nando's. [online] Available
at: https://www.nandos.com/ [Accessed 10 Jan. 2018].
Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.
O'Meara, B. and Petzall, S., 2013. Handbook of Strategic Recruitment and Selection: A
Systems Approach. Emerald Group Publishing.
Russ, T.L., 2013. The relationship between Theory X/Y: assumptions and communication
apprehension. Leadership & Organization Development Journal, 34(3), pp.238-249.
Sheehan, M., Garavan, T.N. and Carbery, R., 2014. Innovation and human resource
development (HRD). European Journal of Training and Development, 38(1/2), pp.2-14.
Shen, J. and Benson, J., 2016. When CSR is a social norm: How socially responsible human
resource management affects employee work behavior. Journal of Management, 42(6),
pp.1723-1746.
Snell, S.A., Morris, S. and Bohlander, G.W., 2015. Managing human resources. Nelson
Education.
Stredwick, J., 2013. An introduction to human resource management. Routledge.

24HUMAN RESOURCE MANAGEMENT AT NANDOS
Taormina, R.J. and Gao, J.H., 2013. Maslow and the motivation hierarchy: Measuring
satisfaction of the needs. The American journal of psychology, 126(2), pp.155-177.
Yusoff, W.F.W., Kian, T.S. and Idris, M.T.M., 2013. Herzberg’s Two Factors Theory On
Work Motivation: Does Its Work For Todays Environment. Global journal of commerce and
Management, 2(5), pp.18-22.
Zaharie, M. and Osoian, C., 2013. Job recruitment and selection practices in small and
medium organisations. Studia Universitatis Babes-Bolyai, 58(2), p.86.