Discussion week one MAN444_1

Discussion on Business Strategy and HRM at KFC
Human Resources Management (HRM)
Name
Institution

Kentucky Fried Chicken (KFC) Business Strategy
The American fast-food restaurant chain KFC, specializes in fried chicken, although it has expanded to include chicken products like wraps and salads, soft drinks, and side dishes as well. The company started in Kentucky in the 1930s and using its competitive strategy, it has grown and expanded across the globe. The fast-food restaurant chain through franchising has reached 123 countries in all the seven continents of our world. Its growth is hinged on the company’s strengths in the marketplace, and by providing fast-food to the fast-paced customers who do not want to wait for long before their food is ready. KFC does market research before establishing a new chain and measuring its capabilities the company has reaped high-profit margins. Using the franchising model, the firm has grown to reach over 20,000 units and locations across the globe.
Competitive strategy means that the staffs employed are skilled, knowledgeable, and easy to adapt to the set firm standards (Purce, 2014). The HR department views the recruitment process as the acquisition of well-able staff to deliver high-quality products and prompt service. And as a service industry, the human resource management at KFC looks at employees as valuable assets in delivery the firm’s promise of “finger-licking good” food in a short time-frame.
The HR practice at KFC concentrates on training and development of staff on two contradictory elements; innovativeness and creativity while at the same time maintain the old traditions of making fried chicken.

Training and development link the organizational vision, mission, and values with a customer-centered organizational culture which encourages high-quality service delivery.
Building a link between the HR and the line managers is an essential element as both parties work to achieve the organizational success. The linkage begins at the recruitment stage, where the line managers give the specifications of the qualifications and skills employees should have and the HR implement it. Both parties work together in setting the strategic plan, training of the new staffs, doing performance appraisals and recommending junior staffs for promotion and other rewards. During conflicts, the line managers must work hand-in-hand with HR department to resolve issues at the workplace and restore the conducive working environment. HR practitioners recommend an open channel of communication between the line managers and HR team to create a seamless working system (Rees & Smith, 2017).

References
Purce, J. (2014). The impact of corporate strategy on human resource management; New Perspectives on Human Resource Management (Routledge Revivals), 67
Rees, G., & Smith, P. (Eds.) (2017) Strategic human resource management: An international perspective. Sage