IDENTIFYING FACTORS THAT INFLUENCES ATTITUDE PERFORMANCE AND

WORK FLEXIBILITY AMONGST EMPLOYEES IN KFC *BRANCH*

1
 CHAPTER 1
Problem and Its Background

Introduction

Attracting and retaining employees in the fast food industry has become a

big challenge for the organizations inclined to it. Due to increase in competitors

and new entrants, it has become a tough task for the organizations. Globalization

has also added a new dimension to the challenge. The workforce is now

comprised of people from different places and different cultures. As a result,

keeping them motivated to give a high performance is a big task for the managers.

There have been many research and theories of leadership and motivation.

Managers need to find ways to motivate their subordinates by catering their

individual needs and move away from the traditional methods, especially in the

case of fast food industry which is currently booming nowadays.

The rise of fast food industry makes it convenient to consumers since they

have an easy access to wide variety of foods. Though the presence of fast food

cannot be denied since ages and is being consumed in several countries in various

forms and variations and are sold on small stalls, markets and are recognized by

quick preparation and convenient service. However, fast food crews’ attitude and

job satisfaction depends on how the employees are being treated by their

superiors. It involves the management directing employees into improving

organizational and personal effectiveness. It plays an enormous role in

determining the attitudes of employees and their job satisfaction. When an

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employee is happy, it is usually because they are satisfied with their work. This

also improves the quality of their work. Attitude and job satisfaction may not fall

completely on the management but also on the employees. If employees enjoy

their work, they will not need external motivation from management, but instead

the satisfaction they attain from completing their work will motivate them (Robbins,

2004).

There are several factors that may influence employee’s flexibility and

attitude toward work. Anderson (2011) mentioned that a poor attitude and sense

of amateurism can have a negative effect on customer services, employee morale

and general productivity and to help transform these negative activities, a

managerial team needs to understand the things that motivate a worker to perform

to its highest potential, this understanding can encourage tactics to increase

workplace attitude and motivation. If the management deprived their workers from

ample opportunities for career development, workers adopt the improper attitude

that will prevent the corporation from achieving the desired goals and

objectives. If the worker have negative attitude towards work, the

consequence can create problem in applying the prescribed job design, which

means there will be failure in accomplishing organizational goals (Guerreror

and Sire, 2000).

Attitude is termed as a hypothetical construct that represents an individual’s

like or dislike for any behavior (Ahmad et al, 2010 ). Allport (1999) defined an

attitude as a mental or neural state of readiness, organized through experience,

exerting a directive or dynamic influence on the individual’s response to all objects

3
and situations to which it is related. A simpler definition of attitude is a mindset or

a tendency to act in a particular way due to both an individual’s experience and

temperament. How people behave at work often depends on how it feels about

being there. Therefore, making sense of how people behave depends on

understanding their work attitudes.

Job satisfaction is directly associated on employee’s attitude towards work.

Job satisfaction is the extent to which an employee is happy with his/her job. This

can help to improve an employee’s positive attitude towards work. Stone (2005)

has stated that job satisfaction is the degree to which workers have positive

attitudes towards their jobs. According to Locke (2009), job satisfaction is a

pleasurable or positive emotional state resulting from the appraisal of one’s job or

job experiences. In relation to this, employee turnover in the fast food industry is

at a record high due to job dissatisfaction.

Employee turnover has an effect on employee efficiency that influences

business financial performance in a negative fashion. The lack of managerial

support, work socialization, and employee participation creates isolation among

employees, which results in lower productivity and efficiency (DiPietro & Strate,

2008). Employee turnover is caused by lack of employee training, which affects

employee competence (Perez & Mirabella, 2013). Employee incompetence affects

the excellence service of the fast food restaurants and thus diminishes the

frequency of positive customer experience (Harrington, Ottenbacher, Staggs, &

Powell, 2011).

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 Several researches have been done on workers attitude, but the variables

used are different and the writers focused mostly on the positivity of workers’

attitude. The distinct results from previous researches have encouraged the

researchers to explore further on the negativity of workers attitude in order to

account for variables such as: poor motivation, lack of flexibility and improper job

placement. The good things in raising the level of attitude has led to a focus on

identifying the range of causes that shape poor attitude as well as understanding

how these causes operate to limit or enhance the performance of workers. It

is obvious that some employees are performing very poorly, in an attempt to

conceptualize critically and on concrete basis on why there is poor attitude by

workers towards their work, it is necessary to find out the factors that causes of

poor attitude to work in formal establishments and analyze its effect on the

employees of KFC *branch*.

This research attempts to find out major barriers, imperative characteristics

and suggestions on the basis of well supported research data. It will also focus on

various motivational practices involved in the field of fast food industry, particularly

Kentucky Fried Chicken. Qualitative and quantitative research analysis has been

considered for the purpose of data analysis.

Background of the Study

An employee’s attitude towards authority may affect his or her relationship

with management. Negative attitude towards authority will cause clashes in the

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work place. If the workers attitude is a negative one so is their ability to produce

positive results. Worker attitude and job satisfaction are two factors that affect a

company’s productivity. There are different issues that affect worker attitude and

job satisfaction either in a negative or positive way. These issues include the

management, employee, communication, culture, and work environment.

Aside from attitude towards work, flexibility in work management also affects

the overall performance of employees. Employees needs a comfortable

environment for high performance. Flexible working arrangements are tailored

according to the type, line and structure of the organization. The flexibility of work

enable employees be satisfied and hence low job turnover. With respect to this,

the researchers focused on determining the level of flexibility and attitude

performance of employees in fast food sector, KFC in particular.

Company Background

KFC is a world famous chain of fast food restaurant. It was found in 1952 by

Colonel Harland Sanders. KFC is also known as Kentucky Fried Chicken. KFC

headquarters is located in Louisville, Kentucky, in the United States. KFC sells

chicken pieces, salad, sandwich and wraps but there main food item is fried

chicken. They have stores in 109 countries and KFC operates more than 5200

restaurants and 15000 units around the world. They have selling more than 300

products. Every day they are serving more than 12 million customer in the world.

KFC is part of Yum! Brands, Inc., the world’s largest restaurant company in terms

of system restaurants, with more than 36,000 locations around the world. The

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company is ranked 239 on the Fortune 500 List, with revenues in excess of $11

billion in 2008.

Statement of the Problem

Fast food employees spend substantial part of their salary on uniformed such

as clothing and shoes. It has been observed that more than 38% of their time at

work is spent doing other things that are not part of their job description such as

washing of plates, cleaning the floor and toilet, emptying of refuse bins, etc. In

addition to that, it has been estimated that over 36% of workers in the fast food

industry work during weekend shifts (Dawson, 2007). Generally, workers do not

have enough time to rest at home or visit friends. In fact, there is no time to make

new friends and meet new people. Some workers claim that their jobs are not

challenging and lacks career progression. More than that, poor salaries and less

benefits such as paid holiday leaves were also issues for almost 25% of the

workers (Dent, 2007). Fast food jobs indeed have adverse effect on the lives of

most employees due to the nature of the working environment, which has

exacerbated the level of stress and stress related illnesses, which negatively

impacts job satisfaction.

Therefore, this is why the study intends to bridge knowledge gap by going in-

depth into the problems of employee performance of the popular fast food chain,

Kentucky Fried Chicken (KFC). In light of the above background, the aim of the

study is to examine the factors that influences attitude performance and work

flexibility amongst employees in KFC *branch*.

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The above statement led to the following research objectives:

1. To determine the factors that influences attitude performance and work

flexibility amongst employees in KFC *branch*.

2. To determine the relevance of job satisfaction in the management of

employees in the KFC *branch*.

3. To figure out the possible ways of improving the level of job satisfaction and

employee performance in the fast food industry.

4. To determine the reasons why employees prefer to work in KFC

5. To determine the extent of effects of selected determinant factors in

flexibility and work attitude have on employees’ job performance.

6. To ascertain the effects of attitude performance of KFC employees on the

satisfaction of costumers.

Hypothesis

Hypothesis is simply an educated—and testable—guess about the answer

to a research question. A hypothesis is often described as an attempt by the

researcher to explain the phenomenon of interest. Hypotheses can take various

forms, depending on the question being asked and the type of study being

conducted. A key feature of all hypotheses is that each must make a prediction.

Those hypotheses are the researcher’s attempt to explain the phenomenon being

studied, and that explanation should involve a prediction about the variables being

studied. These predictions are then tested by gathering and analyzing data, and

the hypotheses can either be supported or refuted on the basis of the data. Two

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types of hypotheses with which one should be familiar are the null hypothesis and

the alternate (or experimental) hypothesis. The null hypothesis always predicts

that there will be no differences between the groups being studied. By contrast,

the alternate hypothesis predicts that there will be a difference between the groups

(Marczyk, 2005).

Usually a research hypothesis must contain, at least, one independent and

one dependent variable. The hypotheses assume that employees’ flexibility and

attitude towards work are affected by and dependent on multiple factors including

motivation, job satisfaction, working environment, stability of tenure and training.

This study aims to figure out the effect of above-mentioned variables on the

performance of employee. Based on the problem and the research questions of

the study, the following hypotheses were developed and tested.

Hypothesis No. 1

H1: The relationship between flexibility and attitude towards work relationship

have significant effect on employees’ job performance.

H0: The relationship between flexibility and attitude towards work relationship

have no significant effect on employees’ job performance.

Hypothesis No. 2

H1: Motivation has a positive relationship and significant effect on employees’ job

performance.

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H0: Motivation has no positive relationship and significant effect on employees’

job performance.

Hypothesis No. 3

H1: The overall bundle of determinant factors has an effect on employees’ work

performance

H0: The overall bundles of determinant factors have on employees’ work

performance have no effect on employees’ work performance

Conceptual Framework

INPUT

•Category of Respondents OUTPUT

1. KFC's Manager
2. KFC's Customer
3. KFC's Staffs and Crews
1. Motivation to
•Profile of the employees has a most
respondents PROCESS significant effect on
employees’ job
1. Gender 1.Development of performance.
2. Age research plan
2. Data Collection through
2. Determinant factors
• The factors that affect and questionnaires listed will all affect the
the flexibility and work 2. Analysis of data flexibility and working
attitude of KFC's collected using attitude of KFC service
employees in terms of: *Frequency Distribution crews.
1. Motivation Technique*
2. Job Satisfaction
3. Working Environemnt
4. Flexible Work
Arrangement
5. Other factors

• The KFC branch located

on *Fairview, Quezon
City*

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 The inputs of the study are the demorgraphic profile of the respondents

which include the ade and gender. The factors that may affect the flexibility and

work attiture of KFC employees are included in this part as well as the branch of

KFC where the study will be conducted. The process includes the survey and

questionnaire that will be answered by the respondents for data collection and the

*frequency distribution technique* for the data analysis. The output are the

possible outcomes that are anticipated by the researchers. One of these is that

the motivations towards work is the factor that greatly affects the work

performance of KFC employees.

Scope and Limitation

Scope of the study

This research study was limited to the Kentucky Fried Chicken specifically in

*branches*. The researchers are also focused only on determinant factors

affecting employees’ job performance on the aforementioned branch. In addition,

the study employed only a quantitative approach and limited to one point of data

collection through *cross-sectional survey*. In addition, the respondent of this

research was only delimited to the selected respondents comprising KFC’s service

crews and customers.

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Limitation of the study

In spite of the useful findings of this study, this study has several limitations

that need to be accredited. Firstly, the findings cannot be generalized to overall

employees who are working at KFC *branch* as the scope of study was limited to

the service crews and single manager only, notwithstanding other employees on

the area such as the maintenance and security. Secondly, the study design was

restricted to one particular group of employees only. The target sample of this

research is the employees who are working at the dining area only, those who

clean the tables and chairs after the costumers consume their food. In future,

research will also be needed to employees who would like to work for part time,

as the job satisfaction of the current employees is also an important factor that in

determining whether they will be suited for the job. Thirdly, it is difficult to get true

responses, which are related or most accurate to the character or attitude of a

respondent. The findings in this study depend on the honesty of the respondents

in answering the questionnaire truly. The tendency to agree more on socially

desirable answers rather than fully and truly express their opinion will result in false

data to be accepted as result.

Definition of Terms

Attitude

Allport (1999) defined an attitude as a mental or neural state of readiness,

organized through experience, exerting a directive or dynamic influence on the

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individual’s response to all objects and situations to which it is related.

Development

Development is a broad ongoing multi-faceted set of activities (training activities

among them) aimed at bringing someone or an organization up to another

threshold of performance, often to perform some job or a new role in the future

(McNamara 2008).

Employee Performance

Employee performance is defined as the outcome or contribution of employees to

make them attain goals (Herbert, John & Lee 2000) while performance may be

used to define what an organization has accomplished with respect to the process,

results, relevance and success Uganda National Development Program (1995).

Fast Food Chain

A specific type of restaurant that serves fast food cuisine and has minimal table

service. It is typically associated with less expensive and less nutritious items like

hamburgers, french fries, and soda.

Workplace Flexibility

Flexibility in the workplace allows employers and employees to make

arrangements about working conditions that suit them. This helps employees

maintain a work / life balance and can help employers improve the productivity

and efficiency of their business.

Training

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Training is a type of activity which is planned, systematic and it results in enhanced

level of skill, knowledge and competency that are necessary to perform work

effectively (Gordon 1992).

Motivation

Definition of motivation according to Society for Human Resource Management

(2010), motivation is generally defined as the psychological forces that determine

the direction of a person‟s level of effort, as well as a person‟s persistence in the

face of obstacles.

Performance

Performance has been defined by Hellriegel, Jackson and Slocum (1999) as the

level of an individual’s work achievement after having exerted effort. Cummings

and Schwab (1973) and Whetten and Cameron (1998) believe that performance

is ultimately an individual phenomenon with environmental variables influencing

performance primarily through their effect on the individual determinants of

performance – ability and motivation.

Flexible Working Arrangement (FWA)

Flexible Working Arrangement (FWA) can be defined in terms of flexibility about

when one works, where one works, or how much one works.

Productivity

Productivity is the quotient obtained by dividing output by one of the factors of

production. In this way, it is possible to speak of the productivity of capital,

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investment, or raw materials according to whether output is being considered in

relating to capital, investment or materials (Al-Bakry, 2002).

Job Satisfaction

Locke (1976), who defined it as a pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experiences.

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 CHAPTER 2

REVIEW OF RELATED STUDIES

This chapter discuss the review of related literature and studies from

various foreign and local sources that has been used by the researchers to carry

out further studies. It consists of comprehensive review of the published and

unpublished information from secondary sources of data which include articles

from the Internet, journals for the past related studies in job satisfaction and the

determinants of employees’ job involvement, and others that are available and

related to topics of interest. In this chapter, researchers have discovered a number

of factors that influence employees’ flexibility and attitude towards at work in fast-

food industry. Nevertheless, the chapter only focus on the majority factors that are

supported by most of the researchers and scholars. As a consequence, the

chosen factors that affect flexibility and working attitude are job performance,

training, organizational culture and commitment, motivation, working conditions

and environment.

Foreign and Local Literature

Workplace attitudes have an effect on every person in the organization,

from the employees, to the clients, and even to the company owner. Attitudes help

to develop the prevailing workplace environment that determines employee

morale, productivity and team building abilities. According to a management

advisory website, Quill, a negative attitude in the workplace creates an

atmosphere of distrust among employees and causes employees to attempt to

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achieve success at the expense of each other. On the other hand, in a workplace

with a positive attitude, competition is seen as a motivator that inspires employees

to perform at their best to improve productivity, and encourages creativity so they

feel that their ideas will contribute to the success of the organization.

In order to secure the positive attitude towards work of employees,

management might as well decided to implement a flexible work policy, according

to CultureIQ website. One of their suggested flexible work policy, which is common

to fast food chains across the country, is allowing part-time hours. A part-time

schedule is when an employee works between 30-35 hours a week or less. Part-

time workers might be responsible for just one part-time job, or two part-time

workers may work together as part of a job share and split the duties of one full-

time position. Having part-time workers is quickly becoming the way many people

prefer to work in the future. Many workers are no longer looking for one 8am to

5pm job to fulfill their passion and earn income. Offering part-time work also gives

work opportunity for students who would like to earn extra income.

An Australian government site named Fair Work states that flexibility in

the workplace allows employers and employees to make arrangements about

working conditions that suit them. This helps employees maintain a work and life

balance and can help employers improve the productivity and efficiency of their

business. Employers and employees can make the workplace more flexible

though flexible working arrangements where certain employees have the right to

request flexible working arrangements, or through individual flexibility

arrangements, where employers and employees can negotiate to change how

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certain terms in an award, enterprise agreement or other registered agreement

apply to them.

Flexible Work Arrangements

There are three major forms of flexible work arrangements: flexibility in the

scheduling of hours, the place of work, and the numbers of work hours. Flexibility

in the scheduling of hours usually includes flexi-time, compressed workweek, and

scheduling of breaks and overtime. Flexi-time means that employees work a

certain number of core hours, but they can vary their start and stop times as long

as they work the equivalent of a full work week. Compressed workweek means

working longer hours each day to reduce the number of days in a workweek.

Flexibility in the place of work allows employees to perform tasks at places

other than their primary workplace during their work schedule. For instance,

providing workplace flexibility is implemented through changing the number of

work hours, which usually includes reduced work hours and job sharing. Unlike

employees who use flexi-time, compressed workweek, or working from home,

employees who use 5 reduced work hours and job sharing often change their

employment status from full time to part time.

Foreign and Local Studies

2.1 Job performance

A good employee performance is necessary for the organization, since an

organization’s success is dependent upon the employee’s creativity, innovation

and commitment (Ramlall, 2008). Good job performances and productivity growth

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are also important in stabilizing our economy; by means of improved living

standards, higher wages, and an increase in goods available for consumption

(Griffin et al., 1981). However, job performance is more than the ability of the

employee alone. According to Herzberg (1959) performance is: let an employee

do what I want him to do. This implies that the organization’s hierarchy and task

distribution are also critical for a good employee performance. Lindner (1998) adds

to this statement by arguing that employee performance can be perceived as

“obtaining external funds”. According to Vroom (2004) an employee’s performance

is based on individual factors, namely: personality, skills, knowledge, experience

and abilities. Many researchers agree that job performance is divided in those five

factors (Hunter & Hunter, 2014). However, according to various researchers, it is

not what performance exactly means, but how it is composed and how it is

measured (Furnham, Forde & Ferrari, 1998).

2.2 Training

Employee has been recognized as one of the essential asset in an

organization. Thus, in order for an organization to achieve a competitive

advantage in this competitiveness business environment, the employee quality

has become the major concern. As a result, a lot of organization would like to make

the best investment in cultivating employees’ talent (Hung, 2008), especially in the

service industry.

One of the ways to update the knowledge, develop skills, make about

behavioral and attitudinal changes as well as enhance the employees’ ability to

perform their tasks more efficiently and effectively is through training (Palo and

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Padhi, 2003). According to Pratten and Curtis (as cited in Rodríguez and Gregory,

2011), training plays a vital role in enhancing the quality of service offered to the

customers.

Anthony (1999) argued that, training involves learning and teaching

employee due to a need for development of skills and knowledge. Training

involves three man activities which are training, education and development.

Arthur (1995) states that training an employee to get along well with authority and

with people who entertain diverse point of view is one of the best guarantees of

long term success. Effective training and development programs aimed at

improving the employees’ performance.. Training programs not only develops

employees but also help an organization to make best use of their human

resources in favor of gaining competitive advantage. Therefore, it seems

mandatory by the firm to plan for such training programs for its employees to

enhance their abilities and competencies that are needed at the workplace, (Jie

and Roger, 2005).

2.3 Working Environment

According to Leblebici (2012), the relationship between employees and

employers nowadays may be seen upside down. Since there the number of job

opportunities available for employees has been increasing in a growing worldwide

economy, not just employees but also employers need to readjust themselves in

order to cope up with the dynamics of business life. Higher salaries and

compensation benefits may seem the most likely way to attract employees.

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However, quality of the physical workplace environment may also have a strong

influence on a company’s ability to recruit and retain talented people.

Some factors in workplace environment may be considered positively and

negatively affecting employees are employee’s engagement, productivity, morale,

and comfort level. Although convenient workplace conditions are requirements for

improving productivity and quality of outcomes, working conditions in many

organizations may present lack of safety, health and comfort issues such as

improper lightening and ventilation, excessive noise and emergency excess.

People working under inconvenient conditions may end up with low performance

and face occupational health diseases causing high absenteeism and turnover.

There are many organizations in which employees encounter with working

conditions problems related to environmental and physical factors. Pech and

Slade (2006) argued that the employee disengagement is increasing and it

becomes more important to make workplaces that positively influence workforce.

2. 4 Motivation

Verhellen (1994) argues that motivation strategies aim to create a working

environment and to develop policies and practices, which will provide for higher

levels of performance from employees. They will be concerned with measuring

motivation to provide an indication of areas where motivational practices need to

be improved; ensuring, so far as possible, that employees feel they are valued;

developing behavioral commitment; developing an organization climate which will

foster motivation; and improving leadership skills. Le Tran (2002) cited on his

journal that motivation is a key determinant of job performance and a poorly

21
motivated force will be costly in terms of excessive staff turnover, higher expenses,

negative morale and increased use of managements’ time. Therefore,

management must know what exactly stimulates their staff so resources are not

misallocated and dissatisfaction develops among employees (Jobber, 1994).

2.5 Employee turnover and organizational commitment

Within the fast food industry, the attitudes of employees influence their

intentions to behave in a certain ways, and those intentions in turn, influence their

general behavior. One behavioral manifestation of an employee’s attitude towards

his job is employee turnover. Apart from employee turnover, organizational

commitment is another important issue to consider. Organizational commitment is

the psychological attachment that an employee has to an organization (Fulford,

2005). This measures the degree to which an employee identifies with or adopts

the values or perspectives of the organization in which he/she works. When

employees in the fast food industry are not satisfied with their jobs, their

performance levels will drop and they will not be committed to the organization in

which they work. Employees are unique, which is why each employee has his/her

individual needs, potential, values, strengthening history, attitudes and goals.

2.6 Working conditions

Fast food workers need enough resources such as time, money and

equipment to be able to do their work effectively. However, resources are scarce,

which means that decisions should be made to distribute them fairly. The needs

and goals of the industry should be prioritized. The physical layout of the work

22
environment such as neatness, organisation, convenience, attractiveness and

stimulus should not threaten the well-being of employees (Nel, et al., 2004). Reiter

(2002) states that public humiliation, unsafe working conditions and total lack of

respect and dignity are amongst reasons why fast food employees are not happy.

Most jobs in most fast food outlets have reflected abusive and poor working

conditions, poor remuneration, long working hours and lack of participation in

decision making of the organisation, especially in areas that concern workers

(Ukpere, 2007). Almost all the aspects of fast food work are highly standardized

and rigorously monitored (Royle, 2004). Their methods of work produce identical

products and their standards and productivity are broken down into the smallest

steps.

The above could explain the reason why employees in the fast food industry

always transit to other jobs in other sectors (Aquino et. Al, 2004). This is due to

the poor earnings and working conditions in the industry. He further stated that

their hours of work are long, shifts unpredictable, and promotions are very rare.

There are times when workers want to join a union to negotiate with the company

in which they work, but are not allowed to do so because the fast food industry

works under a policy that is anti-union, which means that most of them do not often

permit their employees to join unions. Another issue is that the workforce, consists

of 75 percent of youths under the age of 21 years, which might encourage the

industry evade the requirement to pay minimum wages. It is also an observation

that employee in the fast food industry are not entitled to sick leave with pay.

23
Synthesis

The abovementioned factors based on existing studies shows that these

significantly affect the work attitude and the overall performance of the employees.

Some renders greater advantages such as employee trainings and providing

employee motivation. On the other hand, there are particular areas which

negatively affect employees’ performance such poor working conditions which

even increases the tendency of employees to look for another job which may be

more suitable and favorable for them. Regardless of the effects of the

aforementioned factors on employee performance, it is the responsibility of the

managers to determine how they can make their employees work as effective and

as efficient as possible.

24
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