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Recruitment Theories
Two prospective theories could be implemented by KFC to create a new recruitment framework for the organization. The first theory is the person-position theory, which matches the personal and professional qualities of the candidate with the required position (Floarea & Duica 2016). The candidate’s parameters are analyzed based on a predetermined checklist of competencies for a particular spot within the company’s roster, differences are identified, and additional training is provided to make the candidate fit the mold.
It largely ignores cross-cultural competencies, as the company defines what is needed from its employees. This theory would make the recruitment of senior staff in KFC more efficient, as the prospective managers with experience working in fast food chains would not be forced to go all the way from an assistant manager to the position of their choosing. However, one of the primary weaknesses of such a framework is the inability to retain talent in case the person and the organization do not match.
The second theory is the person-organization theory, which matches the candidate based not only on their personal and professional qualities but also on their value system (Cheng 2014). It suggests that companies should hire people whose values coincide with that of the organization. The system of values is very hard to train in a person, whereas skills and experience can be acquired. In a cross-cultural setting, a person-organization theory can focus on common cultural values among different races and backgrounds to achieve a common goal (Wei, Cordery & Gamble 2016).
This theory is less efficient at filling out positions quickly, but improves retention at all levels of recruitment and contributes to low turnover rates. A recruitment and retention strategy based on this theory would have more similarities with what KFC has right now, thus increasing the chances of it being accepted positively by managers and employees alike.
Learning and Mentoring Theories
As it stands, the majority of KFC processes use the behaviorism theory to formulate a training strategy for its employees. Individuals are praised when performing well and punished when they are underperforming (Staddon 2016). This theory is very popular among traditional companies and organizations that have existed for more than 10 years. It is relatively simple and easy to understand by both managers and employees alike.
While such a theory provides external stimuli, these stimuli are grounded in transactions rather than mental processes or intrinsic motivation. As a result, it contributes to the high levels of turnover among line employees, who are performing hard labor and are being punished for anything perceived as improper (Staddon 2016). The cross-cultural component plays an insignificant role in this model, as praise and punishment are dispensed based on performance.
Cognitivist theory of learning, on the other hand, states that employees are actively participating in learning by interacting with other peers and the environment (Clark 2018). This theory suggests a different approach to training, as instead of being praised or punished for their work, employees in KFC could be encouraged to follow the example of their more experienced peers and constantly strive to improve their overall performance (Clark 2018). Such an approach has an advantage over the behaviorism theory as it fosters evolution and self-improvement. Employees would be stimulated to find ways to improve the quality and efficiency of their work, as they would not be rigidly tied to the established schemes and processes.
The cross-cultural component is present in this theory, as different cultural traditions and experiences are used to inform individual practice. Cognitivist theory of learning is utilized to facilitate change and introduce the concepts of total quality control and Six Sigma, which are used to ensure high quality of production in industries that require standardized repeated actions. The fast-food industry has many similarities in that regard, as most actions, products, and dishes are standardized to ensure the speed and acceptable quality of the produce.
Reference List
Cheng, Z 2014, ‘Research on recruitment model based on person-organization fit’, International Journal of Business Administration, vol. 5, no. 2, 126-131.
Clark, KR 2018, ‘Learning theories: cognitivism’, Radiologic Technology, vol. 90, no. 2, pp. 176-179.
Floarea, NV & Duica, A 2016, ‘Selection interview – a necessary tool in discovering the best candidates’, Valahian Journal of Economic Studies, vol. 7, no. 3, pp. 105-114.
Staddon, J 2016, ‘Theoretical behaviorism, economic theory, and choice’, History of Political Economy, vol. 48, no. 1, pp. 316-331.
Wei, TA, Cordery, J & Gamble, J 2016, ‘Returning the favor: positive employee responses to supervisor and peer support for training transfer’, International Journal of Training and Development, vol. 20, no. 1, pp. 1-16.
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