mc donalds project report

7/31/2019 Mc Donalds Project Report

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Up to the year 1995 indian food market was predominantly dominated by

the traditional dhabas, potential restaurants in the customers colony and

some restaurants in a five star hotel. Having fast food i.e., burgers, pizzas,

etc., was considered to be an option for eating out. It was not at all

synonymous with the American concept of fast food as a quick takeaway bite

or a substitute for lunch.

Apart from fast food being available at the local colony restaurants and at

some five star restaurants, Nirulas was the only fast food chain existing in the

country with its restaurants expanding with every passing year since its

inception. It has been almost 50 years now since its set up and there is hardly

anyone who doesnt know that nirulas exists. Nirulas was the first one to

bring fast food to india back in the 50s since then it has evolved into an

eating place with tremendous brand equity and brand recognition. It proved

to be a perfect eating place for an average middle class who wants to eat out

at affordable price that cant afford the five- star restaurants and would not

want to go to the local dhabas.

Nirulas almost had a monopoly for decades due to the way it has been

placed. It is a place where a person from an average middle class group to

upper class group can go to eat out. Its popularity has increased over the

decades. With the trends changing and the incomes rising almost anybody

who can afford to eat out could go for a snack at nirulas.However the year 1995-96 witnessed a drastic change. 1996 is considered to

be the indias entry into the world food market. International giants such as

Mc donalds, dominos and pizza hut all bombarded the Indian food market.


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Before these, UKits chain based joint called Wimpys had established its chain in

the country in 1990. By year 1996 it had about three to four joints established in

Delhi. However it did not pose much of a threat to nirulas reason being lack of

variety and that Wimpys was looked at more of a hangout place rather than

eating out with the family.

However, restaurant business is such that it is surrounded by competitors from all

sides, be it Indian joints or foreign joints.

Each of the foreign food joints that have come into the country have their own

strategy lined up to differ from the rest. Each of these studied the Indian tastes

and style and thereby targeted the Indian customer. An average Indian restaurant

goes is no convenience eater, unlike the Americans.

If he is paying, he is paying for food that tastes good (spicy, soft, savory, etc.), for

how pleasantly the stuff is served or how spotless the windows are. He wants

food for that can make him come back to the restaurant. An Indian food joint

owner would definitely understand this but an American company which comes

and places itself directly without knowing the customer is definitely in for trouble.

Customer loyalty in a restaurant business is essentially low. A customer when he

comes to a restaurant usually looks at the quality of the food, variety, ambience,

speed of delivery and the location. The variety would influence the frequency of

visits since taste is a dominating factor to the Indian customers. Almost all the

fast food chains both Indian i.e., nirulas and foreign i.e., Mcdonalds etc., are

targeting the families. This serves to be an advantage because the turnaround

time is short and family has higher propensity to spend because different

members order larger variety of dishes.

Each of these restaurants delivers quality, value and services in its own way

through its line of strategies. The emphasis is on the value that the restaurant isdelivering to the customers.


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Globally this industry is witnessing erosion of customer base. This is

due to the fact fast-food contain and excess amount of fast food oils, cholesterol

which increase the health problem the customers are becoming more and more

health conscious and are becoming more conscious in there food habits.

The customer ignore the above mention factors barring if you

added to this people tendency to adopt westernized customer has helped fast-

food MNCs to increase there markets.

McDonald's Corporation (NYSE:MCD) is the world's largest chain of hamburger

fast food restaurants, serving around 64 million customers daily. A McDonald's

restaurant is operated by either a franchisee, an affiliate, or the corporation itself.

The corporation's revenues come from the rent, royalties and fees paid by the

franchisees, as well as sales in company-operated restaurants. McDonald's

revenues grew 27% over the three years ending in 2007 to $22.8 billion, and 9%

growth in operating income to $3.9 billion.

McDonald's primarily sells hamburgers, cheeseburgers, chicken, french

fries, breakfast items, soft drinks, shakes and desserts. In response to changing

consumer tastes, the company has expanded its menu to

include salads, wraps and fruit.

McDonald's restaurants are found in 119 countries and territories around the

world and serve 58 million customers each day. McDonald's operates over 31,000

restaurants worldwide, employing more than 1.5 million people. The company

also operates other restaurant brands, such as Piles Caf.


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IS THEWORLDS LEADING FOOD SERVICE RETAILER WITH MORE THAN

30,000 RESTAURANTS IN 118 COUNTRIES SERVING 46 MILLION CUSTOMERS

EACH DAY

HISTORY AND BACKGROUND

The business began in 1940, with a restaurant opened by brothers Richard and

Maurice McDonald in San Bernardino, California. Their introduction of the

"Speedee Service System" in 1948 furthered the principles of the modern fast-

food restaurant that the White Castle hamburger chain had already put into

practice more than two decades earlier. The original mascot of McDonald's was a

man with a chef's hat on top of a hamburger shaped head whose name was

"Speedee." Speedee was eventually replaced with Ronald McDonald by 1967

when the company first filed a U.S. trademark on a clown shaped man havingpuffed out costume legs.

McDonald's first filed for a U.S. trademark on the name McDonald's on May 4,

1961, with the description "Drive-In Restaurant Services," which continues to be

renewed through the end of December 2009. In the same year, on September 13,

1961, the company filed a logo trademark on an overlapping, double arched "M"

symbol. The overlapping double arched "M" symbol logo was temporarily

disfavored by September 6, 1962, when a trademark was filed for a single arch,


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shaped over many of the early McDonald's restaurants in the early years. The

famous double arched "M" symbol in use today did not appear until November

18, 1968, when the company filed a U.S. trademark.

The first McDonald's restaurants opened in the United States, Canada, Costa Rica,

Panama, Japan, the Netherlands, Germany, Australia, France, El Salvador and

Sweden, in order of openings.

The present corporation dates its founding to the opening of

a franchised restaurant by Ray Kroc, in Des Plaines, Illinois, on April 15, 1955 the

ninth McDonald's restaurant overall. Kroc later purchased the McDonald

brothers' equity in the company and led its worldwide expansion, and the

company became listed on the public stock markets in 1965. Kroc was also noted

for aggressive business practices, compelling the McDonald brothers to leave the

fast food industry. The McDonald brothers and Kroc feuded over control of the

business, as documented in both Kroc's autobiography and in the McDonald

brothers' autobiography. The site of the McDonald brothers' original restaurant is

now a monument.

With the expansion of McDonald's into many international markets, the company

has become a symbol of globalization and the spread of the American way of life.

Its prominence has also made it a frequent topic of public debates

about obesity, corporate ethics and consumer responsibility.

MC DONALDS VISION :- is to dominate the global food service industry. Global

dominance means setting the performance standard for customer satisfaction

and increasing market share and profitability through successfully implementing

convenience value and exception strategies.

Mc donalds franchises restaurants in many international markets, and decisions

relating to the selection of candidates are made local by the management in the

country where the restaurant is located.


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As a prominent example of the rapid globalization of the American fast

food industry, McDonald's is often the target of criticism for its menu, its

expansion, and its business practices.

The McLibel Trial, also known asMcDonald's Restaurants v Morris & Steel, is an

example of this criticism. In 1990, activists from a small group known as London

Greenpeace (no connection to the international group Greenpeace) distributed

leaflets entitled What's wrong with McDonald's?,criticizing its environmental,

health, and labor record. The corporation wrote to the group demanding they

desist and apologize, and, when two of the activists refused to back down, sued

them for libel in one of the longest cases in British civil law. A documentary film ofthe McLibel Trial has been shown in several countries.

Despite the objections of McDonald's, the term "McJob" was added toMerriam-

Webster's Collegiate Dictionaryin 2003. The term was defined as "a low-paying

job that requires little skill and provides little opportunity for advancement". In

an open letter to Merriam-Webster, Jim Cantalupo, former CEO of McDonald's,

denounced the definition as a "slap in the face" to all restaurant employees, and

stated that "a more appropriate definition of a 'McJob' might be 'teaches

responsibility.'" Merriam-Webster responded that "we stand by the accuracy andappropriateness of our definition."

In 1999, French anti-globalisation activist Jos Bov vandalized a half-built

McDonald's to protest against the introduction of fast food in the region

In 2001,Eric Schlosser's bookFast Food Nationincluded criticism of the business

practices of McDonald's. Among the critiques were allegations that McDonald's

(along with other companies within the fast food industry) uses its political

influence to increase its profits at the expense of people's health and the social

conditions of its workers. The book also brought into question McDonald'sadvertisement techniques in which it targets children. While the book did

mention other fast-food chains, it focused primarily on McDonald's.

McDonald's is the world's largest distributor of toys, which it includes with kids

meals. It has been alleged that the use of popular toys by Mc donalds
http://en.wikipedia.org/wiki/Fast_foodhttp://en.wikipedia.org/wiki/Fast_foodhttp://en.wikipedia.org/wiki/McDonald%27s_Restaurants_v_Morris_%26_Steelhttp://en.wikipedia.org/wiki/McDonald%27s_Restaurants_v_Morris_%26_Steelhttp://en.wikipedia.org/wiki/McDonald%27s_Restaurants_v_Morris_%26_Steelhttp://en.wikipedia.org/wiki/London_Greenpeacehttp://en.wikipedia.org/wiki/London_Greenpeacehttp://en.wikipedia.org/wiki/Greenpeacehttp://en.wikipedia.org/wiki/Libelhttp://en.wikipedia.org/wiki/McLibel_(film)http://en.wikipedia.org/wiki/McLibel_(film)http://en.wikipedia.org/wiki/Merriam-Webster%27s_Collegiate_Dictionaryhttp://en.wikipedia.org/wiki/Merriam-Webster%27s_Collegiate_Dictionaryhttp://en.wikipedia.org/wiki/Merriam-Webster%27s_Collegiate_Dictionaryhttp://en.wikipedia.org/wiki/Merriam-Webster%27s_Collegiate_Dictionaryhttp://en.wikipedia.org/wiki/Jim_Cantalupohttp://en.wikipedia.org/wiki/Chief_executive_officerhttp://en.wikipedia.org/wiki/Anti-globalisationhttp://en.wikipedia.org/wiki/Jos%C3%A9_Bov%C3%A9http://en.wikipedia.org/wiki/Eric_Schlosserhttp://en.wikipedia.org/wiki/Eric_Schlosserhttp://en.wikipedia.org/wiki/Fast_Food_Nationhttp://en.wikipedia.org/wiki/Fast_Food_Nationhttp://en.wikipedia.org/wiki/Fast_Food_Nationhttp://en.wikipedia.org/wiki/Fast_Food_Nationhttp://en.wikipedia.org/wiki/Eric_Schlosserhttp://en.wikipedia.org/wiki/Jos%C3%A9_Bov%C3%A9http://en.wikipedia.org/wiki/Anti-globalisationhttp://en.wikipedia.org/wiki/Chief_executive_officerhttp://en.wikipedia.org/wiki/Jim_Cantalupohttp://en.wikipedia.org/wiki/Merriam-Webster%27s_Collegiate_Dictionaryhttp://en.wikipedia.org/wiki/Merriam-Webster%27s_Collegiate_Dictionaryhttp://en.wikipedia.org/wiki/McLibel_(film)http://en.wikipedia.org/wiki/McLibel_(film)http://en.wikipedia.org/wiki/Libelhttp://en.wikipedia.org/wiki/Greenpeacehttp://en.wikipedia.org/wiki/London_Greenpeacehttp://en.wikipedia.org/wiki/London_Greenpeacehttp://en.wikipedia.org/wiki/McDonald%27s_Restaurants_v_Morris_%26_Steelhttp://en.wikipedia.org/wiki/Fast_foodhttp://en.wikipedia.org/wiki/Fast_food


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encourages children to eat more McDonald's food, thereby contributing to

many children's health problems, including a rise in obesity.

In 2002, vegetarian groups, largely Hindu and Buddhist, successfully sued

McDonald's for misrepresenting their French fries as vegetarian, when they

contained beef broth.

A PETA activist dressed as a chicken confronts the manager of the Times

Square McDonald's over the company's animal welfare standards.

People for the Ethical Treatment of Animals (PETA), continues to pressure

McDonald's to change its animal welfare standards, in particular the method

their suppliers use of slaughtering chickens. Most processors in the United States

shackle fully conscious birds upside down and run them through an electrically

charged water tub before slitting their throats. PETA argues that using gas to kill

the birds (a method called "controlled atmosphere killing: or CAK) is less

cruel. Both CAK and "controlled atmosphere stunning" (CAS) are commonly used

in Europe.

Morgan Spurlock's 2004 documentary filmSuper Size Mesaid that McDonald's

food was contributing to the epidemic ofobesity in society, and that the company

was failing to provide nutritional information about its food for its customers. Six

weeks after the film premiered, McDonald's announced that it was eliminating

the super size option, and was creating the adult happy meal.

The soya that is fed to McDonalds chickens is supplied by agricultural

giant Cargill and comes directly from Brazil. Greenpeace alleges that not only is
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soya destroying the Amazon rain forest in Brazil, but soya farmers are guilty of

further crimes including slavery and the invasion of indigenous peoples lands.

The allegation is that McDonald's, as a client of Cargill's, is complicit in these

activities.

Arguments in defense

In response to public pressure, McDonald's has sought to include more healthy

choices in its menu and has introduced a new slogan to its recruitment posters:

"Not bad for a McJob". (The word McJob, first attested in the mid-1980s and later

popularized by Canadian novelist Douglas Coupland in his bookGeneration X, has

become a buzz word for low-paid, unskilled work with few prospects or benefits

and little security.) McDonald's disputes the idea[]. In 2007, the company

launched an advertising campaign with the slogan "Would you like a career with

that?" on Irish television, outlining that their jobs have many prospects.

In an effort to respond to growing consumer awareness of food provenance, the

fast-food chain changed its supplier of both coffee beans and milk. UK chief

executive Steve Easterbrook said: "British consumers are increasingly interested

in the quality, sourcing and ethics of the food and drink they buy". In a bid to tap

into the ethical consumer market, McDonald's switched to using coffee beans

taken from stocks that are certified by the Rainforest Alliance, a conservation

group that has been dubbed "Fairtrade lite." Additionally, the company started

using organic milk supplies for its hot drinks and milkshakes. According to a report

published by Farmers Weekly in 2007, the quantity of milk used by McDonald's

could have accounted for as much as 5% of the UK's organic milk output.

McDonald's announced on May 22, 2008 that, in the U.S. and Canada, it would

switch to using cooking oil that contains no trans fats for its french fries, and

canola-based oil with corn and soy oils, for its baked items, pies and cookies, by

year's end.

With regard to acquiring chickens from suppliers who use CAK or CAS methods of

slaughter, McDonald's says that they need to see more research "to help

determine whether any CAS system in current use is optimal from an animal

welfare perspective."
http://en.wikipedia.org/wiki/Amazon_rain_foresthttp://en.wikipedia.org/wiki/Brazilhttp://en.wikipedia.org/wiki/Crimehttp://en.wikipedia.org/wiki/Slaveryhttp://en.wikipedia.org/wiki/McJobhttp://en.wikipedia.org/wiki/Douglas_Couplandhttp://en.wikipedia.org/wiki/Generation_X:_Tales_for_an_Accelerated_Culturehttp://en.wikipedia.org/wiki/Generation_X:_Tales_for_an_Accelerated_Culturehttp://en.wikipedia.org/wiki/Republic_of_Irelandhttp://en.wikipedia.org/wiki/Provenancehttp://en.wikipedia.org/wiki/Distributor_(business)http://en.wikipedia.org/wiki/Coffeehttp://en.wikipedia.org/wiki/Milkhttp://en.wikipedia.org/wiki/Fair_tradehttp://en.wikipedia.org/wiki/Ethical_consumerismhttp://en.wikipedia.org/wiki/Rainforest_Alliancehttp://en.wikipedia.org/wiki/Tropical_rainforest_conservationhttp://en.wikipedia.org/wiki/Tropical_rainforest_conservationhttp://en.wikipedia.org/wiki/Fairtradehttp://en.wikipedia.org/wiki/Organic_milkhttp://en.wikipedia.org/wiki/Farmers_Weeklyhttp://en.wikipedia.org/wiki/Trans_fathttp://en.wikipedia.org/wiki/French_frieshttp://en.wikipedia.org/wiki/French_frieshttp://en.wikipedia.org/wiki/Trans_fathttp://en.wikipedia.org/wiki/Farmers_Weeklyhttp://en.wikipedia.org/wiki/Organic_milkhttp://en.wikipedia.org/wiki/Fairtradehttp://en.wikipedia.org/wiki/Tropical_rainforest_conservationhttp://en.wikipedia.org/wiki/Tropical_rainforest_conservationhttp://en.wikipedia.org/wiki/Rainforest_Alliancehttp://en.wikipedia.org/wiki/Ethical_consumerismhttp://en.wikipedia.org/wiki/Fair_tradehttp://en.wikipedia.org/wiki/Milkhttp://en.wikipedia.org/wiki/Coffeehttp://en.wikipedia.org/wiki/Distributor_(business)http://en.wikipedia.org/wiki/Provenancehttp://en.wikipedia.org/wiki/Republic_of_Irelandhttp://en.wikipedia.org/wiki/Generation_X:_Tales_for_an_Accelerated_Culturehttp://en.wikipedia.org/wiki/Douglas_Couplandhttp://en.wikipedia.org/wiki/McJobhttp://en.wikipedia.org/wiki/Slaveryhttp://en.wikipedia.org/wiki/Crimehttp://en.wikipedia.org/wiki/Brazilhttp://en.wikipedia.org/wiki/Amazon_rain_forest


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Environmental record

In April 2008, McDonald's announced that 11 of its Sheffield, England restaurants

have been using a biomass trial that had cut its waste and carbon footprint by half

in the area. In this trial, waste from the restaurants were collected by Veolia

Environmental Services and used to produce energy at a power plant. McDonald's

plans to expand this project, although the lack of biomass power plants in the U.S.

will prevent this plan from becoming a national standard anytime soon. In

addition, in Europe, McDonald's has been recycling vegetable grease by

converting it to fuel for their diesel trucks.

Furthermore, McDonald's has been using a corn-based bioplastic to produce

containers for some of their products. Although industries who use this product

claim a carbon savings of 30% to 80%, a Guardian study shows otherwise. The

results show that this type of plastic does not break down in landfills as efficiently

as other conventional plastics. The extra energy it takes to recycle this plastic

results in a higher output of greenhouse gases. Also, the plastics can contaminate

waste streams, causing other recycled plastics to become unsaleable.

The U.S. Environmental Protection Agency has recognized McDonald's continuous

effort to reduce solid waste by designing more efficient packaging and by

promoting the use of recycled-content materials. McDonald's reports that they

are committed towards environmental leadership by effectively managing electric

energy, by conserving natural resources through recycling and reusing materials,and by addressing water management issues within the restaurant.

In an effort to reduce energy usage by 25% in its restaurants, McDonald's opened

a prototype restaurant in Chicago in 2009 with the intention of using the model in

its other restaurants throughout the world. Building on past efforts, specifically a

restaurant it opened in Sweden in 2000 that was the first to intentionally

incorporate green ideas, McDonald's designed the Chicago site to save energy by

incorporating old and new ideas such as managing storm water, using skylights for

more natural lighting and installing some partitions and tabletops made fromrecycled goods.

When McDonalds received criticism for its environmental policies in the 1970s, it

began to make substantial progress towards source reductions efforts. For

instance, an average meal in the 1970sa Big Mac, fries, and a drinkrequired

46 grams of packaging; today, it requires only 25 grams, allowing a 46%
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reduction. In addition, McDonalds eliminated the need for intermediate

containers for cola by having a delivery system that pumps syrup directly from the

delivery truck into storage containers, saving two million pounds of packaging

annually. Overall, weight reductions in packaging and products, as well as the

increased usage of bulk packaging ultimately decreased packaging by 24 millionpounds annually.

Major players in this field :-

1. Mc DONALDS

2. PIZZA HUT

3. KFC

4. NIRULAS

These days working executives are busy a lot they dont have the spare time to

cook food due to there high this possible income and ever increasing arperalional

levels they prefer to it out at this fast food outlets (mc donalds, nirulas, pizza

hut) where they find the match according to there asperitional level.
http://en.wikipedia.org/wiki/Colahttp://en.wikipedia.org/wiki/Cola


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PIZZA HUT is the largest pizza restaurant company in the world. It has 12700

outlets in 90 countries. Pizza hut has an aggressive expansion plan for india. It

intends to have more than 600 outlets till 2012. Pizza hut will consolidate its

presence in cities where it already exists as an endeavor to create a major share

of these profitable markets first before spreading to other markets. Pizza hut is

one of the largest pizza brands. Further, all new outlets in india would be

franchisee owned resulting from the smooth functioning of the existing stores

which are all franchisee owned. Hence, the same arrangement will be followed in

the future to ensure growth oriented results.

The data written below represent what pizza hut is all about and gives a brief

profile of the company.

Their main quote:

customer is the reason that we are here

No customers

No pizzas

Thats the secret ingredient.

The 5 secret principles:

Employees are our secret ingredients.

Show your care.

Say yes to customers.

Satisfied, capable teams create satisfied customers.


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KFC (KENTUCKY FRIED CHICKEN)

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 conceptof 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 the USA, KFC offers beef based

products such as hamburgers or kebabs, poutine, pork based products such as

ribs and other regional fare.

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'sbranding 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. Newer and remodeled restaurants will adopt 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.

In 2001, KFC started test in Austin, Texas restaurants of "Wing Works" chicken wing

line sold with one of a few flavored sauces. Also, KFC hired a consultant to develop

a breakfast menu.

Additionally, Colonel Sanders' nephew, Lee Cummings, took his own Kentucky Fried

Chicken franchises (and a chicken recipe of his own) and converted them to his own

"spin-off" restaurant chain, Lee's Famous Recipe Chicken.


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Up to the year 1995 indian food market was predominantly dominated by

the traditional dhabas, potential restaurants in the customers colony and

some restaurants in a five star hotel. Having fast food i.e., burgers, pizzas,

etc., was considered to be an option for eating out. It was not at all

synonymous with the American concept of fast food as a quick takeaway bite

or a substitute for lunch.

Apart from fast food being available at the local colony restaurants and atsome five star restaurants, Nirulas was the only fast food chain existing in the

country with its restaurants expanding with every passing year since its

inception. It has been almost 50 years now since its set up and there is hardly

anyone who doesnt know that nirulas exists. Nirulas was the first one to

bring fast food to india back in the 50s since then it has evolved into an

eating place with tremendous brand equity and brand recognition. It proved

to be a perfect eating place for an average middle class who wants to eat out

at affordable price that cant afford the five- star restaurants and would not

want to go to the local dhabas.

Nirulas almost had a monopoly for decades due to the way it has been

placed. It is a place where a person from an average middle class group to

upper class group can go to eat out. Its popularity has increased over the

decades. With the trends changing and the incomes rising almost anybody

who can afford to eat out could go for a snack at nirulas.


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OBJECTIVE AND METHODOLOGY

The restaurant industry is undergoing a dramatic transformation,

experiencing heightened competition and reduced employees.

Restaurant is an important but often neglected area of study.

The fact is that restaurant business is regarded as the low credence

service and the quality of the services are difficult to prove until the

employees works with full dedication and they are completely satisfied.

Moreover, the quality of the service provided by the employees may be

different each time they provide their service, it can be good or poor. It

is because of the level of satisfaction the employees have. If they have

full satisfaction, the quality of the service provided will be good. If they

have less satisfaction, the quality of the service provided will be poor.

Given these important issues that need to be addressed, the main

purpose of this study was to examine the factors that affect employees

satisfaction.


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Employees will help to know the prevailing market condition and

also help them to work accordingly those conditions.

The study will help the management to understand the customer

and employees mindset and also what type of working conditions

should be there for increment in the work done by employees.

It will help to estimate the level of awareness established

amongst the employees and in deciding the extent of

improvement required for the benefit of employees.

It will help in finding out the employees expectations from the

company and also help to know the employees physiology.

To know the employees expectations in fast-food service

industry prevailing in mc donalds.

1. Working conditions provided in mc donaldS. Working

conditions: It includes Temperature

Ventilation

Lighting

Noise


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Humidity

Hazard and safety complex devices.

To know the area or fields needing improvement.

To find out the ways by which Mcdonalds can improve upon its

employees satisfaction in fast food service industry.

In the present study, an attempt has been made to analyze the

satisfaction level of the employees towards the fast food

restaurants in New Delhi. The scope of the study was confined

to New Delhi only. The study was confined to the employmentof fast food restaurants. The employees satisfaction is the wide

concept, therefore more importantly the in-depth study for the

40 respondents focused only on the important factors of

employees satisfaction in fast food restaurants. Given the time

constraints and the specified scope of work, this endeavor is

intended to be neither exhaustive nor comprehensive, but amodest step in the direction of pinpointing and developing the

strategies were delimited to study. But the findings will help

fast food managers to understand the critical factors that


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influence employees fast performance and help them to make

improvements accordingly.

The research process is carried out according to a designated series of

steps, which are required to be taken in a chronological order.

Fundamental to the success of any research project is sound research

design. It is the framework or plan for a study that guides the collection

and analysis of data.The research design used for this project is exploratory in nature. The

major emphasis is on the discovery of ideas. The exploratory study is

also used to increase the analyst familiarity with the problem under

investigation.

Sample design

Target population

Those who worked regularly in the fast-food joints.

Sampling unit

Delhi market is treated as sampling unit. (laxmi nagar, shahdara,

karkardooma, etc.)

Sample size: 40

Data collection

Primary data

it has been collected through surveyed to the employees.


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Secondary data

It has been collected from the companys information brochure and

internet.

Certain limitations are inherent with this project work.

100% response rate was not found from the respondents. Some

extent of biasness was found because of their loyalty towards their

work place while answering the questions.Lack of interest of the respondent was one of the major problems.

The geographic extent of this study was limited to the Delhi and NCR

market only.

The time duration of the project acted as another impediment and so

the size of the survey was limited to 40 respondents only.


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DATAINTERPRETATION

Q1.EMPLOYEESHAVEREADYACCESSTOTHE INFORMATIONTHEYNEEDTOGET THEIRJOB DONE

INTERPRETATION:-According to this diagram, 25 employees agrees that they

have ready access to the information they need to get their job done. 10

employees disagrees that they dont have any access to the information required

to perform the job effectively and efficiently. Where as , 5 employees shows

neutral response which means they didnt get complete information.

Employees having access to the information (out of 40)

agree 62.5% 25

disagree 25% 10

neutral 12.5% 5

0

10

20

30

40

50

60

70

62.5

25

12.5


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Q2.EMPLOYEESFAMILIARWITHTHE MISSIONSTATEMENTPUT FORTHBY THEIRDEPARTMENT

INTERPRETATION:-25 EMPLOYEES WORKING IN MC DONALDS IN EAST DELHI AGREES

THAT THEY ARE FAMILIAR WITH THE MISSION STATEMENT PUT FORTH BY THEIR DEPARTMENT ,10

EMPLOYEES DISAGREES THAT THEY ARE NOT FAMILIAR WITH THE MISSION STATEMENT OF THEIR

DEPARTMENT AS MANY INFORMATION IS KEPT CONFIDENTIAL.5 EMPLOYEES GIVES NEUTRAL

RESPONSE TO THIS.

EMPLOYEES FAMILIAR WITH THE MISSION STATEMENT.

agree 62.5% 25

disagree 25% 10

neutral 12.5% 5

0

10

20

30

40

50

60

70

AGREE DISAGREE NEUTRAL

62.5

25

12.5


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Q3. EMPLOYEESINVOLVEDINDECISIONMAKINGTHATAFFECTSTHEIRJOB

INTERPRETATION:-62.5% EMPLOYEES SAYS YES, THAT THEY ARE INVOLVED IN THE

DECISION MAKING PROCESS BY THEIR MANAGEMENT.25% EMPLOYEES THINKS THAT THEIR

OPINION DOES NOT MATTER FOR THE MANAGEMENT, HENCE THEY ARE NOT INVOLVED IN THE

DECISION MAKING PROCESS. THE LEFT 12.5% GIVES NEUTRAL RESPONSE TO THIS.

EMPLOYEES INVOLVED IN DECISION MAKING OF THEIR DEPARTMENTS

agree 62.5% 25

disagree 25% 10

neutral 12.5% 5

0

10

20

30

40

50

60

70

AGREE DISAGREE NEUTRAL

62.525

12.5

NEUTRAL

DISAGREE

AGREE


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Q4.MANAGEMENTOPERATESANOPENDOORPOLICYON SAFETYISSUES

INTERPRETATION:- ACCORDING TO THIS DIAGRAM,72.5% EMPLOYEES THINKS THAT

MANAGEMENT OPERATES AN OPEN DOOR POLICY ON SAFETY ISSUES.15% DISAGRESS TO THIS,

THAT MANAGEMENT IS CONCERNED WITH SAFETY ISSUES FOR EMPLOYEES. WHEREAS,12.5%

EMPLOYEES SAYS THAT THEY CANT SAY AND SHOWS A NEUTRAL RESPONSE.

EMPLOYEES WHO KNOWS THAT MANAGEMENT OPERATES AN OPEN DOOR POLICY ON SAFETY

ISSUES.

agree 72.5% 29

disagree 15% 6

neutral 12.5% 5

0 20 40 60 80

AGREE

DISAGREE

NEUTRAL

62.5

25

12.5

AGREE

DISAGREE

NEUTRAL


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Q5.SAFETYISTHE NUMBERONE PRIORITYINEMPLOYEESMINDWHENCOMPLETINGAJOB

INTERPRETATION:- ACCORDING TO THE WORKING CONDITIONS PROVIDED IN MC

DONALDS,62.5% EMPLOYEES THINKS THEIR SAFETY IS THE NUMBER ONE PRIORITY IN THEIR

MIND WHEN COMPLETING A JOB. 25% DISAGREES WIT H THIS AND 12.5% SHOWS NEUTRAL

RESPONSE.

EMPLOYEES HAVING SAFETY AS THE NUMBER ONE PRIORITY IN THEIR MIND.

agree 62.5% 25

disagree 25% 10

neutral 12.5% 5

62.5

25

12.5

AGREE

DISAGREE

NEUTRAL


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Q6.SAFETYRULESAND PROCEDURESARECAREFULLYFOLLOWED

INTERPRETATION:- 62.5% EMPLOYEES THINKS THAT SAFETY RULES AND PROCEDURES

ARE CAREFULLY FOLLOWED IN THEIR ORGANISATION,37.5% EMPLOYEES DISAGREES THAT

SAFETY RULES AND PROCEDURES ARE NOT CAREFULLY FOLLOWED IN THEIR DEPARTMENTS .

EMPLOYEES WHO THINKS THAT SAFETY RULES AND PROCEDURES ARE CAREFULLY FOLLOWED.

agree 62.5% 25

disagree 37.5% 15

neutral 0% 0

62.5

37.5

0

AGREE

DISAGREE

NEUTRAL


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Q9. EMPLOYEESHAVERECEIVEDTHE TRAINING THEYNEEDTODO THEIRJOB EFFICIENTLYAND EFFECTIVELY.

INTERPRETATION:-IN MC DONALDS, WORKING CONDITIONS, TRAINING ARE PROVIDED SO

THAT EMPLOYEES CAN PERFORM THEIR JOB EFFECTIVELY AND EFFICIENTLY AND ACCORDING TO

75% EMPLOYEES THEY HAVE BEEN PROVIDED WITH THE TRAINING TO PERFORM BETTER. ON

OTHER HAND,12.5% EMPLOYEES ARE PROVIDED WITH THE TRAINING AND 12.5% GAVE

NEUTRAL RESPONSE.

EMPLOYEES WHO HAVE RECEIVED THE TRAINING THEY NEED TO DO THEIR JOB EFFICIENTLY AND

EFFECTIVELY.

agree 75% 30

disagree 12.5% 5

neutral 12.5% 5

75

12.5

12.5

AGREE

DISAGREE

NEUTRAL


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Q11.EMPLOYEESTREATEDWITHRESPECTBYMANAGEMENTANDTHE PEOPLETHEYWORKWITH.

INTERPRETATION:-IN THE WORKING CONDITIONS OF MC DONALDS,75% EMPLOYEES

AGREES THAT THEY ARE TREATED WITH RESPECT BY MANAGEMENT AND THE PEOPLE THEY WORK

WITH, WHERE AS,25% EMPLOYEES THINKS THAT THEY ARE NOT TREATED WITH RESPECT BY

MANAGEMENT AND THEIR COLLEAGUES AND THEY ARE TREATED WITH BIASEDNESS .

EMPLOYEES TREATED WITH RESPECT BY MANAGEMENT AND THE PEOPLE THEY WORK WITH .

agree 87.5% 35

disagree 12.5% 5

neutral 0 0

0

20

40

60

80

100

AGREE

DISAGREE

NEUTRAL

87.5

12.5

0


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Q14.HOW MUCHTIMEAWEEKEMPLOYEESSPENDATWORKPLACE.

INTERPRETATION:-ACCORDING TO SURVEY,(OUT OF 40)0 EMPLOYEES SPENDS LESS

THAN 40 HRS AT WORKPLACE,20 EMPLOYEES SPENDS 40-50 HRS AT WORKPLACE,15

EMPLOYEES SPENDS 50-60 HRS AT WORKPLACE AND 5 EMPLOYEES HAVE LONG WORKING HOURSI.E.,> 60 HRS.

QUANTITY OF TIME EMPLOYEES SPEND AT WORKPLACE.

60 HRS 12.5% 5

0

10

20

30

40

50

60 HRS

0

50

37.5

12.5

60 HRS


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Q15.MANAGEMENTIS FLEXIBLEAND UNDERSTANDSTHE IMPORTANCE OFBALANCINGEMPLOYEESWORK

AND PERSONALLIFE.

INTERPRETATION:-ACCORDING TO SURVEY, 75% EMPLOYEES AGREES THAT

MANAGEMENT IS FLEXIBLE AND UNDERSTANDS THE IMPORTANCE OF BALANCING EMPLOYEES

WORK AND PERSONAL LIFE, WHEREAS,25% EMPLOYEES DISAGREES WITH THE FOLLOWING

STATEMENT.

EMPLOYEES OPINION OVER FLEXIBILITY OF MANAGEMENT

agree 75% 30

disagree 25% 10

neutral 0% 0

25

75

0AGREE

DISAGREE

NEUTRAL


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Q16.EMPLOYEESSATISFYWITHWORKINGCONDITIONOFTHE ORGANISATION

INTERPRETATION:- ACCORDING TO THE PIE-CHART,62% EMPLOYEES AGREES THAT THEY

ARE SATISFIED WITH THE WORKING CONDITION OF THE EMPLOYEES,25% EMPLOYEES DISAGREES

THAT THEY ARE SATISFIED WITH THE WORKING CONDITION OF THEIR ORGANISATION . WHEREAS,

13% EMPLOYEES GAVE NEUTRAL RESPONSE.

agree 62% 25

disagree 25% 10

neutral 13% 5

62

25

13

AGREE

DISAGREE

NEUTRAL


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COMPLETERESULTSOFSURVEY

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q15 Q16

AGREE 37.5 62.5 62.5 87.5 62.5 62.5 50 75 75 62.5 87.5 50 75 25 62.5

DISAGREE 37.5 12.5 25 12.5 25 37.5 25 12.5 12.5 25 12.5 25 25 75 25NEUTRAL 25 25 12.5 0 12.5 0 25 12.5 12.5 12.5 0 25 0 0 12.5

0 20 40 60 80 100

Q1

Q2

Q3

Q4

Q5

Q6

Q7

Q8

Q9

Q10

Q11

Q12

Q13

Q15

Q16

NEUTRAL

DISAGREE

AGREE


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DATAANALYSIS

The sample taken up for the study were the employees working at the middlelevel of the organization in various departments. Their responses were collected

through the questionnaire distributed among them. The detailed interpretation

of the results is as follows:

1-4= strongly disagree, 5= neutral, 6-8= strongly agree

SURVEYRESULTS (Out of 40 people)

AGREE(%) DISAGREE(%) NEUTRAL(%)Q1 37.5 37.5 25

Q2 62.5 12.5 25

Q3 62.5 25 12.5

Q4 87.5 12.5 0

Q5 62.5 25 12.5

Q6 62.5 37.5 0

Q7 50 25 25

Q8 75 12.5 12.5

Q9 75 12.5 12.5

Q10 62.5 25 12.5

Q11 87.5 12.5 0

Q12 50 25 25

Q13 75 25 0

Q15 25 75 0

Q16 62.5 25 12.5

60 HRS


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Q14 0 50 37.5 12.5


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One of the important duties of the modern manager is to get things

done through people. He has to bring employees into contact with the

organization in such a way that the objectives of both groups are

achieved. He must be interested in the people, the work and the

achievement of assigned objectives. To be effective, he must balance

his concerns for people and work. In other words, he must know how

to utilize human as well as non-human resources while translating goals

into action. It is in managing human assets that the managers

capabilities are tested fully.

Human resources are heterogeneous. They consist of many

different individuals, each of whom has a unique personality, a

combination of different emotional responses to different stimuli,

and different values, attitudes, motives and modes of thought.

Human beings behave in widely differing and complicated ways.

Their reactions to promises, praise or criticism, for example, can

especially in an organization where they work in groups. Their

behavior is neither consistent nor readily predictable.

Modern employees are better educated, possess greater skills,

have more sophisticated technology available for their use and

enjoy higher standards of living than previous generations.

A human being himself determines what he contributes. If he is

motivated, he will work for an organization more efficiently and

more effectively. So, it must recognize by the manager that

individuals, not organizations create excellence.

The problem of establishing the right climate to maximize employee

motivation and commitment is still with us.


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The vast majority of people must work to support themselves and

their families. But people work for many reasons other than

economic security. For example, many of the people also work to

keep busy and feel useful, to create and achieve something. Theywant to gain recognition and achieve status or to test and stretch

their capabilities. Unfortunately this trade union seldom approaches

perfection.

Organizations encounter several obstacles in meeting their goals and

in similar vein all employees report some problems in their attempts

to the productive and efficient in their jobs and to feel satisfied in

their work lives. The challenge of human resource management is to

minimize these obstacles and problems.

Working conditions normally relates to occupational safety, health and

general working condition of people in an industry.

Working conditions define the factors in which the workers live and are

commonly seen to include hours of work, work organization, job

content and welfare services.

The scope of working conditions safety and health which are generally

interlinked in many ways. Emphasis needs to be given on the training

program well laid by the management towards safe and comfortable

work environment for its employee. Tolerance of the error by the

workers is required to be provided for the working situation. The scope

of work shall also refer to efficient work relationship in which safety

norms are not required to be by passed by the workers. National policy


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relating to safety, health and environment at work place need to be

very focused , objective in nature action oriented, comparable with

international level.

In changing environment Supreme court guideline on sexual

harassment of women workers has got special attention.


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MEANING OF WORKING ENVIRONMENT

It is one of the most important factors in the organization. The organization

should maintain a highly satisfied working environment, which consists of

infrastructure and physical setting under which a job must be done. Theorganization should maintain a good working environment in the organization to

improve the productivity and harmonial industrial relations among people, and

reduce the absenteeism of the workers. If all the needed facilities are provided by

the organization it automatically increases the standard life of the workers.

Working conditions:

It includes

Temperature

Ventilation

Lighting

Noise

Humidity

Hazard and safety complex devices.

2. Factory sanitation and cleanliness

Provision of urinals in factories Provision of spittoons

Provision for the disposal of waste and rubbish

Provision for water disposal (drainage)

Provision of proper bathing and washing facilities.

3. Welfare facilities

Provision and care of drinking water

Canteen services

Lunch

Rest room

Crches

Cloak room


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AN UNACCEPTABLE SITUATION

Some 50 million accidents occur every year in industry alone, i.e., an

average of 160000 each day. Of these around, 100000 are fatal- an

estimate that is probably on the low side. Each year, industrial

accidents also disable 1.5 millions workers for the rest of their lives; in

addition, millions suffer from disabling occupational diseases.

On average, one out of every ten industrial workers will be injured at

work each year in the industrialized countries, and it is estimated that

the world wide figure for certain sectors is one in three: in other words,

each workers in these sectors will be injured every third year on anaverage. These are the completely pointless human tragedies that

occur daily throughout the world. There are many harrowing episodes

of bad working conditions that adversely affect the workers health,

equilibrium and consequently productivity: long working hours, non-

existence or inadequate rest; repetitive tasks; exhaustion caused by

heavy physical work, a hostile environment or strenuous postures;

fatigue and premature ageing caused by a fast work pace and the

need for intense vigilance.

for many years the ILO (international labour organisation) has been

warning that working conditions are only too often not adapted to the

physical and mental capacities. Not only do bad working conditions

cause occupational accidents and diseases, they are also the source of

tension, fatigue and dissatisfaction leading to poor health, highabsenteeism, rapid labour turnover and mediocre productivity.

Unfortunately, there are serious doubts that this is case- which is the

second reason for our concern.


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A WORRYING TREND

Two types of hazard currently confront us: first, conventional hazards,which continue to claim many victims, and second, new hazards,

resulting from technological change, new products or new forms of

work organization which modify even job content.

The first is just as burning a question as it was 20 or 50 years ago.

Although especially in industrialized countries, the severity and

frequency rates of occupational accidents are leveling out, fewcountries can actually point to even a modest downturn. In the

developing countries, despite of incompleteness of statistics, there are

indications that the number of occupational accidents is probably rising

with increase in production. Long working hours and the diseases,

accidents and premature ageing that they cause are still on too

common in many countries.

Working conditions and environment are not isolated phenomena

unconnected with each other and with other aspects of the workers

life.


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WORKING CONDITIONS AND ENVIRONMENT FORM A WHOLE

Each component is related to the others in a multitude of ways. For

example, accidents, diseases and fatigue may be caused just as much

by bad working conditions, long or poorly scheduled working hours, too

rapid a work pace and piece- work rates, as by dangerous machines or a

hazardous physical environment. In the same way, the length and

arrangement of working time may condition not only free time and the

quality of life in general but also wages and safety and health.

THE COMPREHENSION OF WORK SITUATIONS

Two basic conclusions summarise the findings outlined above

Working conditions and environment form an entity for each

worker. Work is perceived and experienced as the convergence

and accumulation of a series of factors which, although

individually distinguish, are assessed as a whole and

These factors form a complex system

A.They interact, and consequently to assess each in isolation

would give only an imprecise evaluation of a given situation:

A proper appreciation of the factors and their significance

often entails a search for the basic causes behind them

B.The total effect of working conditions and environment may

be greater than the sum of the individual components.


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POOR WORKING CONDITIONS AFFECT LONG TERM HEALTH

IRREGULAR

WORKING HOURS

POLLUTION

DRAUGHTS

HEAT ALTERATION

BETWEEN HEAT AND

COLD

VARIATIONS IN

WORKLOADWORKLOAD /

UNDERSTAFFING

LIFTING AND CARRYING HEAVY

LOADS

SPEED

REQUIREMENTS

PHYSIOLOGICAL

WEAR AND TEAR

PSYCHOLOGICAL WEAR

AND TEAR

PSYCHOSOMATIC ILLNESS/

SYMPTOMS


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FACTORS WHICH AFFECTS THE EFFICIENCY OF LABOUR

1. INHERITANCE: Persons from good collection are bound to work

professionally. The quality and rate of physical as well as mental

development, which is dissimilar in case of different individuals is

the result of genetic differences.

2.CLIMATE: This is a prevailing set of attitudes about the job and

work environment in general. Perceptions about the following are

typical: how are the people treated and valued? Are the people

respected and their issues properly considered, no matter how

small? Does the working conditions and environment produce a

climate commensurate with the work being done? Is there

respect for the individual?

3. HEALTH OF WORKER: workers physical condition plays a very

important part in performing the work. Good health means the

sound mind, in the sound body.

4.GENERAL AND TECHNICAL EDUCATION: education provides a

definite impact on the working ability and efficiency of theworker.

5.PERSONAL QUALITIES: persons with dissimilar personal qualities

bound to have definite differences in their behavior and methods

of working. The personal qualities influence the quality of work.

6.WAGES: proper wages guarantees certain reasons in standard of

living, such as cheerfulness, discipline etc. and keep workers

satisfy. This provides incentive to work.7.HOURS OF WORK: long and tiring hours of work exercise have bad

effect on the competence of the workers.

8.ATTITUDE AND BEHAVIORS: how one think about their jobs and

the work they perform. Is it an opportunity to gain satisfaction


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and reward or is it resented? Attitudes and behaviors are the

most difficult thing to change and takes the longest period of

time. Everyone by their pure nature all resist to changes. It is a

hard thing to do.9.SYSTEM: this describes the systematic workflow process,

operating practices, policies, and procedures used to give

structure for completing the defined work output.

10. FEEDBACK: getting the information necessary and in a

timely manner to know when all is well, and if not, to make

corrections.

11. SUPERVISION/ MANAGEMENT: the act of overseeing,coaching, mentoring and/ or inspection.

12. MOTIVATION: An inducement or incentive for getting a

desired outcome. How valuable is the work being performed, and

if done well, how will others and I benefit? Consequence/ reward

systems are often used to influence the motivation.

13. SKILLS: both cognitive and overt skills (psychomotor skills)

collectively produce a persons expertise or know-how.

14. TRAINING AND EDUCATION : the process utilized to induce

or change in human behavior. Classroom, computer-based/ e-

learning, on job (show and tell) or even trial by fire are all

accepted methods, and yes, self- directed too.


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According to the Mc Gregor, traditional organisation with itscentralized decision making, superior- subordinate pyramid, and

external control of work, is based upon certain assumptions about

human nature and human motivation.

List of assumptions about human nature that underline(Mc Gregors)

THEORY X & THEORY Y

Work is inherently distasteful to

most people.

Most people are not ambitious,

have little desire for

responsibility, and prefers to be

directed.

Most people have little capacity

for creativity in solving

organizational problems Motivation occurs only at the

physiological and safety levels.

Most people must be closely

controlled and often coerced to

achieve organizational objectives.

Work is as natural as play, if the

conditions are favourable.

Self control is often indispensable

in achieving organizational goals.

The capacity for creativity in

solving organizational problems is

widely distributed in the

population.

Motivation occurs at the social,esteem and self-actualization

levels, as well as physiological

and security levels.

People can be self-directed and

creative at work if properly

motivated.


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Motivation & Hygiene Factors

The hygiene factors if absent will cause dissatisfaction but their

presence does not create positive motivation. In the presence of

satisfactory hygiene factors, motivators are necessary to stimulatepositive motivation.

Hygiene factors, when satisfied, tend to eliminate dissatisfaction and

work restriction, but they do little to motivate an individual to superior

performance or increased capacity. Satisfaction of the motivators,

however, will permit an individual to grow and develop in a mature

way, often implementing an increase in ability. Thus, hygiene factorseffect an individuals willingness or motivation and motivators impact

an individuals ability.

hygiene factors

policies andadministration

supervision

working conditions

interpersonalrelations

money, status,security

motivators

achievement

recognition foraccomplishment

challenging work

increasedresponsibility

growth anddevelopment


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MOTIVATION AND WORK

Now the question arises how can I increase motivation to work at our

task? we have to aim allowing employees to work on higher order

needs (achievement, self-esteem, self-actualization) while working

towards organizational goals. Assuming that lower order needs are

met, a motivating climate would have these factors:

1. The work itself must allow opportunities for employees to satisfy

their higher-order needs.

2.The employees must be involved in determining what needs are

important and what will be done to satisfy those needs.3.The immediate work context must be supportive of these efforts

at improvement.

WORKING CONDITIONS, SAFETY AND WELFARE

A comprehensive code has been developed to ensure satisfactory

working conditions, safety of person and the provision of a variety of

facilities to promote the welfare of the workers. Steps, however, haveto be taken to make the implementation of the statutory provisions

more effective. The improvement of working conditions call result in

greater productive efficiency. The problem of safety should receive

greater attention. A standing advisory committee will be set up to

promote measures for bringing down the incidence of accidents in

factories. State governments have to strengthen the inspectorates

provided for the administration of factory laws in factories. The

building and construction industry is a similar field ill which rapid

programmes of expansion call for greater attention to safety standards,

while the central and state public works departments are among the

major employing authorities.


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Working conditions at restaurants are very different from those in

factories, primarily because of the purely temporary basis upon

which most of the work is organized. The question of separate sfety

legislation for building and construction workers is under examination.Industrial hygiene surveys undertaken so far have disclosed that

exposure to occupational disease has been increasing. The surveys

should cover the remaining industries and prompt remedial action

should be taken in each case.

WORKERS COOPERATIVES

On the whole cooperation has not made much headway so far as theworking class is concerned. It will derive immense benefit from the

extension of cooperative activity in various forms. Campaigns should be

undertaken for setting up cooperative credit societies and cooperative

consumers stores. It is hoped that trade unions and voluntary

organisations will evince greater interest and initiative in running such

cooperatives.

INDUSTRIAL HOUSING

Although the subsidized industrial housing scheme has been in

operation for some years, the situation in respect of the housing of

industrial workers has not improved and , in several centres, it has even

deteriorated. The present approach to the problem has been found to

be wholly inadequate and and new ways will have to be devised

immediately so that the workers may be assured of minimum standards

in respect of living conditions within a reasonable period in the interest

of their health and efficiency. Towards the same end, facilities for

recreation and sports will have to be greatly enlarged for all sections of

the workers.


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OTHER PROBLEMS

With the help of studies which are now in progress regarding contract

labour, it will be possible to select occupations in which contract labour

will not be permitted and , where abolition is not feasible, to decide on

the steps which can be taken to safeguard fully the interests of contract

workers. While considerable improvement has occurred in the living

and working conditions of employees in large and organized industries

owing both to state activity and trade union action, a great deal of

leeway remains to be made up in respect of the workers engaged in

agriculture and unorganized industries. Their conditions should

become, a matter of special concern to the government as well as to

the organizations of labour.


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UNDERSTANDING THE ORGANISATIONALIMPACT ON WORKING CONDITIONS AND

HEALTH

Low

Working

capacity

Low

production

diseasesLow

Salaries

Malnutrition

Poor education

Inadequate housing


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(TRENDS AND ISSUES)

Working time and work organization (WTWO)

The subject of working time has been important to the work of theInternational Labour Organization since its inception. Some of the

major challenges in this area remain those which have been important

to working time policies since the adoption of the ILOs first

Convention, the hours of work (industry) convention, 1919(no. 1). Most

significantly, these include the need to limit excessive hours of work

and provide for adequate periods of rest and recuperation, including

weekly rest and paid annual leave, in order to protect workers health

and safety. These concerns have been enshrined for many years in a

wide range ofinternational labour standards concerning working

time. In particular, the problem of long working hours and the need for

adequate rest remain of vital importance--- not only in the developing

world, but in many industrialized countries as well.

Over the last several decades a number of broad socio economic trendshave emerged which have had an enormous impact on working time.

The process of globalization and the resulting intensification of

competition, the associated development in information and

communications technologies, and new patterns for consumer

demands for goods and services in the 24hour economy have had a

large impact on production methods and work organization. From the

perspective of the organization, the drive to enhance the utilization ofcapital, reduce labour costs, manage human resources in innovative

ways, and respond to diversifying customer demands have birthed

enterprise strategies such as new methods of flexible production(just-


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in time, lean production etc.) and a much more flexible organization of

work, including work time.

From the perspective of workers, there have been profound

demographic changes, particularly the increasing entry of women into

the paid labour market and resulting increased feminization of the

labour force, the related shift from the single male breadwinner

household to dual earner households; and a growing concern over the

quality of the working life, particularly in the industrialized world. These

various developments have shaped workers needs and preferences in

relation to working life, including in respect to the duration and timing

of work, which vary according to workers characteristics perhaps

most significantly by changes are reflected in a variety of working time

arrangements which vary from conventional full-time, permanent

weekday work in terms of either their duration and/ or timing: part

time work, flexi time and time- banking accounts in which workers

can credit or debit their hours just like money in a bank, working on

call (as and when needed), and the averaging of working time overperiods of up to a year

The end result of these developments is a growing diversification,

decentralization and individualization of the hours that people work, as

well as an often increasing tension between enterprises business

requirements and workers need and preferences regarding their

working time. Thus, in addition to longstanding concerns about

working time and workers health and safety, new concerns have

emerged relating to employment security and stability, wages and non-

wage compensation, and workers ability to balance their paid work

with the rest of their lives.


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WORK AND FAMILYPressures from an increasingly competitive work environment

combined with lack of support for family responsibilities are leading toconsiderable conflicts and stresses for workers trying to juggle work

with family responsibilities. It is sometimes assumed that in developing

countries family responsibilities are not really a problem since workers

can appeal to traditional family solidarity and find some relative who

can help look after dependents. However, evidence suggests that

family support for the domestic and caring responsibilities of those who

work outside the home is less and less available and increasinglyproblematic, particularly in the urban areas.

Family responsibilities can constitute a major handicap in the labour

market particularly when society is organized such that conflict is high

between the demands of work and the demands of family. And since

women often continue to shoulder the bulk of family responsibilities,

the stresses and the disadvantages in the labour market tend to affect

them more than men.

Yet families are thus increasingly relying on the incomes of women to

meet economic needs and aspirations. In many countries, the

increasing labour force participation of women means that the working

couple, always a reality in the subsistence and informal economies, is

emerging as the norm rather than the exception. In addition, changes in

marriage and divorce patterns are increasing the number of single

parents who are the main breadwinners for families.

Similarly, enterprises have become dependent on the greater

availability of women in the labour market and countries have come to


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rely on their economic contributions for enhanced national economic

prosperity. However, in many contexts, public and workplace policies

have been slow to catch up with the social and economic realities

impacting on the lives of men and women with family responsibilities.

INTERNATIONAL LABOUR STANDARDS

The Convention on Workers with Family Responsibilities,

1981(no.156) is the key international labour standards as concerns the

family. Since the convention was adopted in 1981, the issues that it

addressesconflict between work and family responsibilities and its

implications for equality of opportunity in the labour market- havebecome increasingly prominent.

The other key international labour standard related to family

responsibilities is the Maternity Protection Convention (no. 183 of

2000) which is related specifically to the child bearing role of women

and its protection in the workplace.


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New Delhi, feb 5 (ANI): the union cabinet has approved the National

Policy on Safety, health and environment at work place to address the

issue of securing health and safety of workers in the country as

envisaged in the constitution.

It provides general guidelines for all stakeholders such as governments,

inspection authorities employees, research and development

institutions, educational institutions , etc. for developing a safety andculture and environment at all work places.

The policy envisages actions for improving safety, health and

environment at workplace by providing for a statutory framework,

administrative and technical support, system of incentives, prevention

strategies and their monitoring and inclusion of safety health and

environment aspects in other related national policies also.

It also spells an action programme comprising development of

standards and codes of practices, encouraging compliance by

stakeholders, increasing awareness, promoting and proving for

research and development, knowledge and skill development, practical

guidance and providing financial and non-financial incentives.

The provisions of the policy would be reviewed every five years, if

necessary. (ANI)


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FUTURE STRATEGY

In this period of economic liberalization and globalization, the quality

of employment will depend upon several factors. The foremost

among these are access to education and opportunities for skill

development. The solution lies in creating awareness among workers

about their legal rights and duties and by providing them adequate

opportunities to upgrade their skill levels.

The emphasis should be on effective enforcement of the Minimum

Wages Act, 1948 and the Equal Remuneration Act,1976. Proper

enforcement of these acts will create an enabling environment for

women workers. Besides these protective measures, policies, which

encourage education , skill development and training among

women, also need to be given priority.


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They have proper medical aids facility for their

employees. They have setup the fire control system.

For the future benefit of employees they have

maintain provident fund.

There are 12 working hours in a day and they

provide the half hour lunch time to the workers

twice a day, but since its a 24*7 hour service, some

employees remains ON DUTY.

They have maintained proper ventilation system for

the employees.

They have provided labour as well as staff rooms to

the workers.

They have setup proper lightning system for the

employees.

Restaurant environment and flooring was attractive.

They follow monthly salary basis.

They provide proper and regular training to theemployees .


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Salary provided should be increased.

Coordination is there, but cooperation should

be introduced in the management tool.

Unity of command should be followed.

Skills of employees should be improved and

their full utilization should be done.

Management should provide flexibility andunderstands the importance of balancing

employees work and their personal life.

Management should provide leave allowances.


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LIMITATIONS


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These are the following limitations I found about the company while

making the project:-

McDonald's is often the target of criticism for its menu, its expansion, and

its business practices. What's wrong with McDonald's?,criticizing its environmental, health, and

labor record.

Mc job is defined as "a low-paying job that requires little skill and

provides little opportunity for advancement".

McDonald's uses its political influence to increase its profits at the

expense of people's health and the social conditions of its workers. The

book also brought into question McDonald's advertisement techniques in

which it targets children.

It has been alleged that the use of popular toys by Mc donalds

encourages children to eat more McDonald's food, thereby contributing

to many children's health problems, including a rise in obesity.

(PETA), continues to pressure McDonald's to change its animal welfare

standards, in particular the method their suppliers use of slaughtering

chickens.

Following are the problems faced while making this project report:-

100% response rate was not found from the respondents. Some extent of

biasness was found because of their loyalty towards their work place

while answering the questions.

Lack of interest of the respondent was one of the major problems.

The geographic extent of this study was limited to the Delhi and NCR

market only.

The time duration of the project acted as another impediment and so thesize of the survey was limited to 40 respondents only.

mc donalds project report

Documents