Diversity in the workplace is considered as a significant aspect for employees, which helps both employees and organisations to increase its exposure in the market. The present study attempts to evaluate the extent to which the UK fast foods brands manage to increase employee engagement rate with its workforce diversity strategy.

1.1 Research background

Globalisation has changed the entire demographic characteristics of the fast food sector. In the circumstance of the present statement, Austen and Zacny (2015) asserted that the customer’s demands for fast food sectors are increasing in the international market. Therefore, the majority of the brands operating in the particular sector are looking for internationalisation. Henceforth, the brands are introducing workplace diversity, to get exposure of the business operation in the worldwide market. Moreover, workforce diversity is benefiting the UK fast food chains with better problem-solving aspects, where the employees of different backgrounds come up with different ideas to solve one particular issue (Baum et al. 2007).

McDonald’s is an American fast food restaurant chain with its headquarter in Oak Brook, Illinois, United States (McDonald’s UK. 2017). The brand had been established in 1940 by Richard and Maurice McDonald. It has been identified that current McDonald’s has its 36,899 outlets in 120 countries (McDonald’s UK. 2017). The present study aims to evaluate the workplace diversity initiatives taken by the McDonald’s to increase its employee engagement in the UK market.

1.2 Research rationale

It has been inferred that McDonald’s is in the process of increasing its workplace diversity within its organisation in order to increase its workplace productivity. However, against the previous statement, Hassin (2014) mentioned that the management has failed to maintain fair treatment of the employees of different cultures. According to Ryckman (2012), 11of its employees has been harassed racially and were terminated on the particular basis. Moreover, 15 female workers of 8 states had filed a case against McDonald’s against sexual harassment case (Bomkamp, 2017). The issue lies in the fact that the brand claims of increasing workplace diversity and providing equal rights to its employees, however, it reality it seems to have taken advantages of the employees of different backgrounds.

1.3 Research aims

The aim of the study is to evaluate the impact of workplace diversity on employee engagement in McDonald’s, UK.

1.4 Research Objectives

To identify the factors influencing workplace diversity implementation in the UK fast food industry

To determine the relationship between workplace diversity and employee engagement in the UK fast food sector

To evaluate the effectiveness of workplace diversity on employee engagement in McDonald’s, UK

To recommend suitable alternatives that can help UK fast food industry with better workplace diversity policies to increase employee engagement rate.

1.5 Research questions

How far McDonald’s managed to retain its employees with its workplace diversity initiatives?

Does workforce diversity lead to any intercultural issues within McDonald’s?

How far McDonald’s had been able to handle diversified issues of different cultures?

Was there any employee harassment caused in McDonald’s due to its workplace diversity initiatives?

1.6 Research Significance

Different UK fast foods brands claimed to increase productivity and employee engagement through workplace diversity initiatives. However, the evidence received reliable source shows that the brands are increasing enhancing racism, cultural and gender harassment with the name of workforce diversity. Therefore, the significance of the study is to identify whether the industry is enabling to increase employee engagement with its so-called workforce diversity concept or not.

2.0 Literature review

2.1 Factors influencing workplace diversity implementation in the UK fast food industry

Increasing productivity

In the context of the similar statement, Shankar (2006) asserted that greater diversity often introduces different ways of thinking. It has been identified that when employees of different backgrounds are included within the organisation, the scope of getting exposed to in different ideas are high. According to Shantz and Soane (2013), collaboration and teamwork thrive, in case of employees are comfortable in speaking with each other and express individual opinions. In line with the previous statement, Vega-Vázquez et al. (2016) mentioned that brands with more diversified cultures are exposed to higher levels of morals, which in turn results in greater employee satisfaction and productivity.

Improved skill sets

Greater diversity results in improved skill sets for the employees. According to Wickramasinghe and Perera (2012), diversified base of employees often introduced different ideas and expertise within the organisation. This facilitated other employees to get updated with latest industrial trends and demands. Therefore, employees share a collective bond amongst selves and manage to inculcate the positive qualities of each other. This automatically reflects on the final performance and helps the UK fast food brands to increase productivity in the market. Against the latter statement, Shantz and Soane (2013) mentioned that internal politics had become the core aspect of every fast food restaurants in the UK market. Therefore, internal politics often suppresses the positive qualities of other team members.

2.2 Relationships between workplace diversity and employee engagement in the UK fast food sector

It has been identified that the workplace diversity is identified as a strategic capability that tends to add value to organisations over its competitors. In the circumstance of the similar statement, Shantz and Soane (2013) mentioned that globalisation has decreased the gap of the market scale between large and small enterprises. Therefore, hyper competition is almost unavoidable in every sector. Additionally, technical challenges in the UK fast food sector are increasing with time and so as industrial complexities (Shantz and Soane, 2013). Therefore, customers in the similar sector get influenced by the speed of delivery. Thus, organisations operating min the similar sector are exploring the inclusion of workforce diversity against the monolithic culture.

According to Wickramasinghe and Perera (2012), the UK fast food sector has employees from diverse cultures, countries, genders and generations. This has helped the industry to get wider exposure in the market. Considering the statement of Vega-Vázquez et al. (2016), fast food sector targets customers of diversified cultures, for example, some of the customers are comfortable speaking to female employees and some to the people of individual age and culture.

2.3 Effectiveness of workplace diversity on employee engagement in McDonald’s, UK

A survey conducted by “CEB” details that the 32,000 restaurant chains in the UK market claimed of having increased in productivity by 10% due to having employees with cross section ages compared to the organisations having peers of similar ages (CEB Talent Daily. 2017). The survey report further states that 58% of McDonald’s employees are happy to work with people of different genders and ages (CEB Talent Daily. 2017). The employees of aged between 20-27 years claims of learning different methods and process delivery techniques from the older and experienced resources (CEB Talent Daily. 2017).

It has been assessed that several employers of UK fast food brands claimed of being benefited by the diversified skills of both the experienced and younger employees. The employees are of the opinion that the younger workers are channelling the business into new directions with fresh ideas to meet the existing market trends (CEB Talent Daily. 2017). On the other hand, the experienced resources create a balance within the business. Therefore, employee engagement in McDonald’s has increased considerably due to the inclusion of workplace diversity.

Against the latter statement, Hassin (2014) mentioned that the management of the brand failed to impose strict measure for the security of diversified workforce. The majority of the workers complained of being harassed by the group of employees of different cultures. On the other hand, various female workers had accused McDonald’s of sexual harassment (Ryckman, 2012). However, the management seems to have a reluctant attitude and addressed the issues with casual attitude.

2.4 Recommendations

Although the brands are introducing diversity for improving organisational cultures and workplace efficiency, yet, the employees coming from a different culture, gender and age are not receiving equal opportunities and treatments within the organisation. Therefore, in the present time workforce diversity is leading more to employee harassment than engagements. Therefore, the brands are required to increase security measures for all the employees, where the behaviours and activities of employee base would be thoroughly scrutinised.

3.0 Research design and methodology

3.1 Type of investigation

In the present study, the researcher would select both the quantitative and qualitative methods for the primary data collection process. On the qualitative data are descriptive in nature, hence, cannot be measured with any research tools. In the present study, the researcher would select the employees of McDonald’s as quantitative respondents and few of the organisational experts as a qualitative sample. On the other hand, for the qualitative details, the professionals of the chosen organisation would be approached and convinced to allow the researcher to attend the telephonic interview rounds.

3.2 Data collections methods

In the present research, the research would consider the primary data collection method. Herein, the researcher would follow the quantitative and qualitative method. The employees of McDonald’s would be the quantitative respondents, where the feed backs would be collected through survey method. The researcher would frame a questionnaire aligned to the research objectives and post the questionnaire on the social platforms. The researcher constantly follows up the respondents to fill the questionnaire and return it with accurate answers. On the other hand, for the qualitative details, the professionals of McDonald’s would be targeted. The researcher would conduct telephonic interview rounds with the professionals and As per Freshwater (2007), qualitative subjects are descriptive in natures thus cannot be measured with any specific tools. The professional are targeted for the qualitative details, as the professionals would be aware of the organisational details, thus can help the project with productive and exclusive details.

3.3 Sampling method

In the existing project, the researcher would consider both probability and non-probability sampling process. The quantitative details would be collected through survey session; therefore, the researcher would select the simple random sampling process in order to reduce the probability of biased answers. The researcher would try to include the entire employee base of McDonald’s under the population size; however, the forecast states that not more than 80 employees would participate in the survey process. Moreover, 10 employees might feel the questionnaire to be lengthy and might lose interest from filling the questionnaire. Thus, the quantitative sample size would be 70.

The researcher would conduct telephonic rounds of interview with 4 HR managers to collect information related to workplace diversity and employee engagement. Hence, the qualitative sample size would be 4.

3.4 Accessibility issue and limitation

A collection of the secondary information for the theoretical section can be the major issue. The study demands for latest information, however, the possibility of receiving updates information form reliable sources would be less. Therefore, the researcher might face a time management issues. Finally, the professional would be extremely busy in individual schedules, thus, getting adequate time for the telephonic session might be considerably less. However, constant and firm follow-up to the respondents would help the researcher to resolve the issue. The time frame has been the major limitation due to a short deadline.

3.5 Ethical considerations

The researcher would conduct a free and fair data collection process. Every respondent would be offered with an equal platform to share individual thoughts regarding the chosen context. Moreover, the researcher would maintain the personal information of all respondents with confidential measures. The corporate details would not be revealed to any of the third parties. The research process would be conducted to ensure that the sentiments of the society shall not be hurt.

3.6 Data analysis plan

The employees’ opinion would be collected through MS Excel and calculated in the similar sheet. Each of the respondents would be provided with percentage, based on which relevant tables and graphs would be created. The specific illustration would help the readers to understand the impact of workplace diversity in the employee engagement of McDonald’s. Based on which the researcher would be able to derive an authentic conclusion. On the other hand, the qualitative subjects would be kept in the descriptive format as would be collected from the managers due to its narrative nature. Finally, for the purpose of data authenticity, the primary data would be triangulated with the

4.0 Timetable

Topics	Week 1	Week 2	Week 3	Week 4	Week 5	Week 6
Introduction
Illustrate the aim and objectives of the study
Collection of the secondary data
Determination of the research Methodology
Accomplish quantitative and qualitative responses.
Objective linking and recommendation

Table 1: Gantt chart

(Source: self-developed)

References:

Austen, A. and Zacny, B. (2015) ‘The role of public service motivation and organisational culture for organisational commitment’, Management, 19(2), pp. 89–102.

Baum, T., Dutton, E., Karimi, S., Kokkranikal, J., Devine, F. and Hearns, N. (2007) ‘Cultural diversity in hospitality work’, Cross Cultural Management: An International Journal, 14(3), pp. 229–239. doi: 10.1108/13527600710775775.

Bomkamp, S. (2017). McDonald’s workers file sexual harassment charges with EEOC. [online] chicagotribune.com. Available at: http://www.chicagotribune.com/business/ct-mcdonalds-sexual-harassment-1006-biz-20161005-story.html [Accessed 7 Apr. 2017].

CEB Talent Daily. (2017). McDonald’s Study: Age-Diverse Teams Boost Employee and Customer Happiness | CEB Talent Daily. [onlne] Available at: https://www.cebglobal.com/talentdaily/mcdonalds-age-diverse-teams-happier/ [Accessed 7 Apr. 2017].

Freshwater, D. (2007) ‘Reading mixed methods research: contexts for criticism’, Journal of Mixed Methods Research, 1(2), pp. 134-146

Hassin, A. (2014) ‘Effective diagnosis in Organisation change management’, Journal of Business Systems, Governance & Ethics, 5(2), pp. 120–156.

McDonald’s UK. (2017). MONOPOLY. [online] Available at: http://www.mcdonalds.co.uk/ukhome.html [Accessed 7 Apr. 2017].

Ryckman, R. M. (2012). Theories of personality (10th ed.). Boston, MA, United States: CENGAGE Learning Custom Publishing.

Shankar, J. (2006) ‘Book review: Intercultural communication for business’, Business Communication Quarterly, 69(4), pp. 464–467.

Shantz, A. and Soane, E. (2013) Employee engagement in theory and practice. Edited by Catherine Truss, Kerstin Alfes, and Rick Delbridge. London, United Kingdom: Taylor and Francis.

Vega-Vázquez, M., Cossío-Silva, F.-J. and Revilla-Camacho, M.-Á. (2016) ‘Entrepreneurial orientation–hotel performance: Has market orientation anything to say?’, Journal of Business Research, 69(11), pp. 5089–5094.

Wickramasinghe, V. and Perera, S. (2012) ‘Effects of perceived organisation support, employee engagement and organisation citizenship behaviour on quality performance’, Total Quality Management & Business Excellence, 25(11-12), pp. 1280–1294.

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Table of Contents

1.0 Introduction