Human Resource Management of KFC Corporation

Human Resource Management of KFC Corporation (KFC) - 1 Week Ago
KFC Corporation (KFC), founded and also known as Kentucky Fried Chicken, is a chain of fast food
restaurants based in Louisville, Kentucky, in the United States. KFC has been a brand and operating
segment, termed a concept[2] of Yum! Brands since 1997 when that company was spun off from
PepsiCo as Tricon Global Restaurants Inc.
KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried
chicken, KFC also offers a line of grilled and roasted chicken products, side dishes and desserts.
Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based
products such as ribs and other regional fare.[citation needed]
The company was founded as Kentucky Fried Chicken by Colonel Harland Sanders in 1952, though
the idea of KFC's fried chicken actually goes back to 1930. Although Sanders died in 1980, he
remains an important part of the company's branding and advertisements, and "Colonel Sanders" or
"The Colonel" is a metonym for the company itself. The company adopted KFC, an abbreviated form
of its name, in 1991.[3] Starting in April 2007, the company began using its original name,
Kentucky Fried Chicken, for its signage, packaging and advertisements in the U.S. as part of a new
corporate re-branding program;[4][5] newer and remodeled restaurants will have the new logo and
name while older stores will continue to use the 1980s signage. Additionally, Yum! continues to use
the abbreviated name freely in its advertising.
Kentucky Fried Chicken could be considered a global organization

because from the point of global perspective , it is defined as having
built productive cross-cultural teams that maximizes effectiveness of
existing training , increases retention , and adapts to any culture ,
anywhere in the world (globalperspective .info . Kentucky Fried Chicken
culture believes in effective operation centered on quality customer
service despite differences of culture or language . The principle
established by the founder of the fast food remains the significant
factor in the success of the restaurant .
Expatriate policy of KFC Company
KFC Company employs the expatriate policy as one of their strategy in
order to establish restaurants that are suited to the culture of a given
country because the expatriate 's familiarity with the culture is seen as
an advantage to penetrate the country more effectively . Briscoe and
Schuler (2004 ) cited that KFC employed a first generation Chinese
American to return to China to establish its chicken restaurants (p .
219 . As part of KFC policy employees undergo several trainings at
different levels before they get promotion . In the same way , the
general managers they employ on their branches must have acquired
appropriate training and experience from the company . Likewise , all
franchisers as part of the agreement have to undertake courses at Yum !
University to obtain familiarity with the culture of the Kentucky . In
this way , both emigrants and immigrants will have the opportunity to
incorporate the culture of KFC and their own culture to suit to the
taste of their clientele .
Training and Orientation of the Company
Christ Mendel , director of global risk management of Tricon Global
Restaurant (an arm of Yum ! Brand ) stated that the company focuses on
training and education for all their employees and managers for their
30 ,000 restaurants in ninety countries (cited in Morris . He further
explains that the company has developed substantial training programs
for all front line people . The training according to him has been
integrated into the company 's broader management trainings that deal
with issues as sexual harassment , hiring and firing practices ,
interpersonal relationships , and conflict resolution . Largely , the
training practices as he further described are on a global basis with
the assumption that ``people need to treat people with respect (Morris .
The training employed for both franchise and non-franchise managers are
on the same basis that everyone is required to attend trainings held at
the company 's headquarter at Louisville . Likewise , these front line
people will take the responsibility in providing trainings for their
employees using training manuals and product guides . In that way , the
top management is assured that the KFC culture penetrates another
culture effectively .
Benefits the Company Derived
KFC has developed a support structure that trains and motivates general
managers ``with generous reward programs ' as they lead teams in
different branches across nations . Once becomes a franchise manager ,
the company assures him of support from advertising to training
employees for a successful career with the company .
The internationalization of human resource management has increased the scope of traditional
HRM. Today, HR practitioners not only manage people from their home country, but one that
involve managing many diverse nationalities, with which the culture of staff and employees are
already well-known or predicted. Companies start business within their country of origin and staff
are hired from within that country. However, with the arrival of globalization and the shift from
industrial to information technology, a new problem for HR practitioners emerged as employees
become more diversified and hard to manage. Companies expand to other countries, or moreover
participate in joint ventures or mergers and acquisitions. This move has many implications including
the limited choice of hiring employees from the country which the company expanded. Basically,
this gives HR practitioners a new challenge as they are faced with a diverse cross-cultural workforce
that they are not yet familiar with. For instance, a UK or an American company expanded or having
joint ventures in China would have to integrate their own HR practice in that country. However, the
Chinese and Western managers have different beliefs and practices in terms of managing
employees. Thus, a cross-cultural conflict might arise, which could affect the productivity and
culture of the company as a whole, most especially in the branch they invested in China. Western
expatriates might not be able to adapt with the Chinese way of working or any Asian way of working
for that matter if they don’t have proper training or knowledge about them. This gives the HR team
a huge responsibility in making sure that cross-cultural relationship within the company is going
well. An HRM expatriate might have problems having the best local staff when they do not have
enough knowledge about the foreign culture. Furthermore, productivity might also be affected if
their way of human management is not compatible with the working nature of the local staff.
The workforce is ever changing. In order to stay ahead of the game, one must know how to be
effective in human resource management. Human resource management is defined as “the
utilization of individuals to achieve organizational objectives.” (Mondy, 2) The following pages will
explain the importance of human resources by focusing on the 5 aspects of the framework for the
human resource management system. Also discussed will by the external factors that affect the
human resource branch of business.
One of the most important functions in the human resource management system is staffing. An
organization must always have the proper number of employees with the appropriate skills to do a
certain job at a certain time. This is where staffing comes into play. Job analysis, planning,
recruitment, and selection are all important features that must be met for companies to ensure that
their firms are always productive.
Every position in a company should be analyzed and its skills posted. Anyone wanting to apply for a
job should know up front what skills and duties he or she are responsible for. Without this
knowledge, the company will not be productive due to the fact that the person hired would not have
a specific job descripti
The human resource management system itself is part of the firm’s internal environment. A firm’s
internal environment can be defined as “factors inside a firm’s boundaries that affect its human
resources.” (Mondy, 36) Every firm has an external environment as well. External environments
contain factors which firms have little, or no, control over. These factors are “outside its [a firm’s]
boundaries that affect a firm’s human resources.” (Mondy, 31) Included in the external environment
are legal considerations, the labor force, society, unions, shareholders, competition, customers,
technology, and the economy.
Human resources are very important when it comes to hiring and maintaining employees with a
high level of ethics and productivity as well as keeping the organization out of legal suits. There are
many aspects that, if not handled correctly, can result in lawsuits. For example, not hiring someone
because they are a single parent could be cause for a discrimination lawsuit. To accommodate this
person, the company may want to explore the need for a company provided day care on site.
A company must also always know that they have the required number of employees with the
proper skills on hand when needed. To ensure the company does indeed have an adequate number
of employees needed, the firm must systematically review human resource requirement. Failure to
do so may result in a shortage of employees with the proper skills needed in a pinch.
Firms must know how to recruit the appropriate individuals with the required skills needed for their
business. Organizations that do not go out and recruit individuals risk settling for an employe
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Human Resource Management of KFC Corporation (KFC) - 1 Week Ago

Kentucky Fried Chicken could be considered a global organization

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