INTRODUCTION

The popularity of fast food establishments came in the 1980s, and over the last years, the industry has consistently posted double-digit growth rates throughout the world.

KFC and McDonalds are the top brands of the fast food business.
The fast food chains like KFC and McDonalds are playing an essential role in the economic development of the world and are giving back to society in the shape of socially responsible projects.

COMPANY PROFILE
KFC Louisville based Chain of fast food restaurants. Founded as Kentucky Fried chicken by Colonel Harland Sanders in 1952. Magic recipe Blend of 11 herbs and spices. KFC in Pakistan is owned by Cupola group of companies. More than sixty branches nation wide. McDonalds Ray Kroc founded McDonalds Corporation. McDonalds Pakistan launched in September 1998 . Lakson Group owns Mc Donalds. More than twenty branches country wide.

VISION
KFC As a restaurant company, is to put a YUM on people's faces around the world, satisfying customers every time they eat our food and doing it better than any other restaurant company

McDonalds
To be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.

MISSION
KFC To capture the fast food market through high quality food and enhancement of profit by giving maximum satisfaction & better facilities to people that they want through innovation and maximize the brand equity.

McDonalds
To deliver operational excellence to our customers in each of our restaurants; and achieve enduring profitable growth by expanding the brand and leveraging the strengths of the McDonald's system through innovation and technology".

VALUES
KFC

McDonalds

Customer Mania

Service

Belief in People

Cleanliness

Teamwork Open Culture

KFC STRUCTURE

MC DONALDS STRUCTURE

DIVERSITY
KFC Diverse workforce. Employment opportunities to special & handicapped. Female staff is 30% of total workforce. Grapevine talk strongly condemned.

McDonalds Multi-Cultural workforce.

No cultural or ethnic clash. Female staff is 23% of total workforce. Warning is issued against grapevine talk.

LABOUR ISSUES
KFC Employee focused policies. Standard compensation packages. No shortage of skill labor. Leadership style is democratic.

McDonalds
Attention towards employees. Industry based remuneration Easy access to skill labor. Participative style of leadership

HUMAN RESOURCE POLICES

KFC Focus on individuals qualification & capabilities. Transparent appraisal system. Exit interviews are conducted. Job rotation is not present. Effective communication channels.

McDonalds
Focus on professional skills and computer literacy. Appraisal through graphic rating scale method. No exit interviews. Job rotation is present. Top-bottom process. communication

BEST PRACTICES
KFC Keen about ethical behavior and expect employees and vendors to express same. Grooming employees through training. Standard recruitment practices. Conflict Management: Low level dealt by managers, critical by HR. Employee Counseling. Stress Management Programs.

McDonalds
Uniform standard of conduct for all employees. MDP1,2,3 and CLDC programs. Transparent recruitment process. Conflict Management: Low level dealt by managers, critical by HR. Management Counseling for employees. Stress Management Programs.

EMPLOYEE ENGAGEMENT
KFC Involvement in decision making policies. Training for employees. Highly motivated employees. Employees as a part of family. Innovations are encouraged

McDonalds
Involvement in decision making policies. Training opportunities for career development. Strong employee commitment. Employee + Organization= Family Innovations are recognized.

ORGANIZATION MANAGEMENT
KFC

McDonalds
Smooth running of affairs. Group commitment Employee focus. Alignment of individual and organizational goals

Quality management. Focus on team work. Employee counseling. Strongly intra-organizational networking.

CHANGE MANAGEMENT
KFC Top management drives the change by engaging and training employee Manual attendance to biometric system for attendance. Compliance with the governmental rules & regulations. Use of HALAL ingredients.

McDonalds
Top management accord changes with employee involvement Installation of automated attendance system Optimum. Conformity to standard rules & regulations. Use of HALAL ingredients.

GAUGING BEHAVIORS
KFC My buddy portal. Disclosure of salary not appreciated. Low turnover & absenteeism. No political influence. Coaching new comers. Self-control emotions. Cut corner is practiced but not at stake of quality.

McDonalds
Weekly meetings for measuring employee attitude. Disclosure of salary not liked. Few absenteeism & but turnovers are there. Minimal political influence Helping new comers. Organization desired emotions specially when dealing with customers. No cut corner strategy at all.

GAUGING BEHAVIORS
KFC

McDonalds Does not rely on temporariness

Outsourcing of services.

Does not rely on temporariness.

Outsourcing of services.
Respect among peers. Strong Employee Organization fit.

Employee commitment.
Less focus on problem solving.

ASSESSMENT
KFC

McDonalds Whereas, Mc Donalds does not.

Mc Donalds does not take exit interviews. Mc Donalds is not concerned about turnover.

KFC provides equal opportunity to its employees KFC takes exit interviews and feedback from their employees. Turnover at KFC is much less.

ASSESSMENT
KFC

McDonalds Mc Donalds take manual feedback.

Mc Donalds branch network is limited to 23 branches nation wide. No female staff at senior management level.

KFC has automated process for feedback. KFC has a healthy branch network of more than 60 branches nation-wide. Female staff at senior management level

RECOMMENDATIONS
KFC

McDonalds Trace the reasons behind employee turnover. Increase branch network.
Hiring female staff at senior management level. More automation required.

Job rotation must be exercised.

Target new customers.

Opening of branches in rural areas. Aggressive marketing policy.

Astute Marketing Policy.

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