Page 259 - DMGT545_INTERNATIONAL_BUSINESS

International Business

notes of those countries. A few examples illustrate how adaptations have been made. In some
countries, such as India, beef is not acceptable as a food to a major part of the population,
so McDonald’s uses lamb or mutton. To appeal to Japanese customers, McDonald’s
has developed teriyaki burgers. Separate dining rooms for men and women have been
constructed in McDonald’s restaurants in some Middle East countries.
HR practices also have had to be adapted. Before beginning operations in a different country,
HR professionals at McDonald’s research centre determine how HR activities must be
adjusted. One method of obtaining information is to contact HR professionals from other
US firms operating in the country and ask those questions about laws, political factors,
and cultural issues. In addition, the firm conducts an analysis using a detailed outline to
ensure that all relevant information has been gathered. Data gathered might include what
employment restrictions exist on ages of employees and hours of work, what benefits must
be offered to full-time and part-time employees (if part-time work is allowed), and other
operational requirements. For instance, in some of the former communist countries in
Eastern Europe, employers provide locker rooms and showers for their employees. These
facilities are necessary because shower facilities, and even consistent water supplies, are
unavailable in many homes, particularly in rural areas around major cities. Also, public
transportation must be evaluated to ensure that employees have adequate means to travel
to work.
Once a decision has been made to begin operations in a new country, the employment
process must begin. Often, McDonald’s is seen as a desirable employer, particularly, when
its first restaurant is being opened in a country. For instance, in Russia, 27,000 people
initially applied to work at the first Moscow McDonald’s, which currently has over 1,500
employees. Because customer service is so important to McDonald’s, recruiting and
selection activities focus on obtaining employees with customer service skills. For worker
positions such as counter representative and cashier, the focus is to identify individuals
who will be friendly, customer service-oriented employees. A “trial” process whereby
some applicants work for a few days on a conditional basis may be used to ensure that
these individuals will represent McDonald’s appropriately and will work well with other
employees.
For store managers, the company uses a selection profile emphasizing leadership skills,
high work expectations, and management abilities appropriate to a fast-paced restaurant
environment. Once applicant screening and interviews have been completed, individuals
are asked to work for up to a week in a restaurant. During that time both the applicants and
the company representatives evaluate one another to see if the job “fit” is appropriate. After
the first group of store managers and assistant managers are selected, future managers and
assistant managers are chosen using international promotions based on job performance.
Once the restaurants are staffed, training becomes crucial to acquaint new employees with
their jobs and the McDonald’s philosophy of customer service and quality. McDonald’s
has taken its Hamburger University curriculum from the United States and translated it
into 22 different languages to use in training centers throughout the world. Once training
has been done for trainers and managers, they then conduct training for all employees
selected to work at McDonald’s locations in the foreign countries.
Questions
1. Identify cultural factors that might be important in a training programme for food
handlers’ at McDonald’s in Saudi Arabia.

2. Rather than focusing on the differences, what similarities do you expect exist among
McDonald’s customers and employees in both the United States and abroad?

Source: Robert L. Mathis and John H. Jackson, Human Resource Management, South Western, 2000, Pp. 135-136

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