Very few attempts have been made to adequately evaluate training programs. The research reported here is an attempt to evaluate the effects of the revised orientation and training programs of a fast food franchise. Subjects consisted of 676 hourly employees of a Central Florida fast food franchise who completed questionnaires soliciting measures of the following perceptions: managements' consideration and structure levels and the effectiveness of the revised orientation and training programs. Modest support was found for the prediction that the revised programs would increase the employees' perception of managements' consideration. No evidence was found to support the hypotheses that employees would perceive the revised programs as more effective nor that managements' perceived structure level would increase.

This research project investigated a method to promote one low-fat, high-fiber choice in a national chain fast-food restaurant. It is an extension of efforts toward large-scale dietary change. A procedural extension of a prompting strategy was used in an attempt to influence customers to choose a salad. A simple visual and print message based on themes derived from formative and pilot research at the restaurant was presented during two intervention phases of a reversal design. The message, "Be Fit and Healthy; Eat a Low-fat SALAD as Your Meal or Add a Side Salad," was displayed in colorful posters and tent cards which were placed on all the tables. Data from a comparison base in a neighboring town were obtained. A one-month follow-up phase was included in the design. Prices and in-store advertisements were identical in both locations. The existing computerized cash register system was used to obtain accurate, objective data. Daily and weekly sales percentages of several entrees were obtained. Results of analysis using a correction procedure indicate that when graphically represented, salad sales across phases increased with the introduction of the prompts, and decreased with their removal. In addition, three entrees not represented by associated prompts remained stable across phases. For Salads-combined, results indicate that sales increased about 15% and 9%, respectively, for the first and second intervention phases. Daily temperature during this project was variable. Although a comparison site was used to control for the effects of weather, results indicate that salad prompting may have increased sales more during warmer temperature. Population demographics were recorded. Analyses of the customer population during this project indicate customers were about equal by gender, and consisted primarily of white, 18-39 years old individuals. The cost for each added salad bought during the intervention was about $.22, and the cost to raise the percent of salad sales, each percent, across the four weeks was about $16.00. Future research should attempt to foster longer term behavior change and integrate multifaceted promotions. / Master of Science

Franchising is the primary force in the growth and survival of the hospitality industry. Franchise systems contain legally independent, economically interdependent, and politically affective franchise organizations. Strategic management in hospitality franchise systems with emphasis on implementation methods is investigated in the present study. Impact of sources of power (economic and noneconomic), held by the franchisors, on franchisees’ strategy implementation process and eventual performance are also included in this study. Single unit Quick Service Restaurant (OSR) franchisees from six different concepts have participated in this study. A total of ten research hypotheses are empirically tested using various statistical procedures. The current study demonstrates that implementation plays an important role in determining performance (satisfaction) of an organization. It also shows that sources of power impact organizational performance (satisfaction) whether measured as revenues or profits. The QSR franchisees’ satisfaction with franchise arrangements is affected by the nature power sources. The results indicate that some implementation models are more effective than others, and different performance objectives demand different implementation models. The "match" between the outcome objectives and the implementation model is essential to achieve the desired performance. Different sources of power (coercive, legitimate, referent, and information) have varying effects on organizational performance, financial or nonfinancial. Originality of the instrument is one of the major methodological contributions of the study. Positive and statistically significant results achieved in the current study offer empirical validity to the instrument. Another major contribution is the confirmation of earlier studies by several authors on relation between power and satisfaction, and power and performance using the hospitality industry setting. The results also indicate that for long term survival, the OSR franchisees must consider different implementation models and their congruence with the nature of power present in the franchise system. / Ph. D.

This research was designed to set up standard procedures for cooking battered fish portions for fast food restaurants and to study the quality of the frying fat under various conditions. Cooking time and temperature are two important factors to determine the quality of battered fish portions. Fat absorption depends on cooking time, surface area of the food, the quality of frying fats and oils and holding times. The amount of fish portions fried in a frying kettle affects the oil temperature. The addition of 0.02% ascorbyl palmitate (AP) unexpectedly reduces color development of the frying oils in simulated studies. It also reduces peroxide and conjugated diene hydroperoxide (CDHP) values and the volatile compounds, such as decanal, 2, 4-decadienal, which indicate that AP has the ability to inhibit thermal oxidation of frying fats/oils. French fries fat has lower CDHP values compared to animal fat-vegetable oils (A-V fat) in simulated studies and fried chicken oil has lower CDHP values compared to vegetable oil partially hydrogenated soybean oil (V-S oil). Peanut oil has higher thermal stability compared to the other frying fats/oils used. According to sensory evaluation, battered fish portions fried in A-V fat with no holding time are the most preferred products, while those fried in V-S oil with no holding time are the least preferred. / M.S.

No / This article examines the employment practices of McDonald's and other US-owned multinational corporations (MNCs) in the global fast-food industry from the 1970s to date. It focuses on the impact that different host institutions have had on pay and working conditions in different countries in the industry. The author argues that US fast-food MNCs still adopt the underlying principles of their US practices, even if the practices themselves could not be imposed in their entirety, often keeping unions out of workplaces and preserving their management prerogative, even when sector-level collective agreements have been imposed, and often limiting the impact of such agreements. Whilst some improvements have been achieved in some countries, adequate representation remains a serious problem, with many employees experiencing low pay, inadequate hours, insecure work, unpaid hours and sometimes hazardous and intimidating working conditions. The theoretical effect of host-country influences cannot therefore be automatically assumed; rather, the variations that arise across countries, while indicating national diversity, also emphasize variation within national systems and a limited form of convergence or ‘low-road Americanization’ in this sector.

No / The fast-food industry is one of the few industries that can be described as truly global, not least in terms of employment, which is estimated at around ten million people worldwide. This edited volume is the first of its kind, providing an analysis of labour relations in this significant industry focusing on multinational corporations and large national companies in ten countries: the USA, Canada, the UK, the Netherlands, Germany, Australia, New Zealand, Singapore, and Russia. The extent to which multinational enterprises impose or adapt their employment practices in differing national industrial relations systems is analysed, Results reveal that the global fast-food industry is typified by trade union exclusion, high labour turnover, unskilled work, paternalistic management regimes and work organization that allows little scope for developing workers' participation in decision-making, let alone advocating widely accepted concepts of social justice and workers' rights.

No / This paper is based on a study of the employment practices of one Italian-owned multinational corporation (MNC) and one US-owned MNC in the Italian quick-food service sector and examines such issues as work organization, unionization, employee representation and pay and conditions. The paper focuses on the concept of ‘dominance’ and the related convergence and divergence theses. The findings suggest that dominance can not only be interpreted as a mode of employment or production emanating from one country, but could also be associated with one dominant MNC in one sector. Consequently, it is argued that while the effect of host and home country influences may be significant factors in cross-border employment relations practices, more attention needs to be paid to organizational contingencies and the sectoral characteristics within which firms operate.

No / This article reports on the union recognition dispute that took place at the MacDonald's food-processing plant in Moscow. It examines this dispute in the context of McDonald's employment practices worldwide, the interventions made by international and local unions, and Russian government bodies. Despite these interventions it became impossible to either organise the workforce or establish a collective agreement. The case illustrates the difficulties facing both local unions and global union federations when confronted by intransigent multinational companies, especially in low-skilled sectors in transitional economies.

No / This article examines the labour relations practices of multinational corporations (MNCs) in the German and Spanish quick-food service sectors. The demand for greater profitability and lower costs is leading to a greater standardization of work methods across a widening range of food service operators, resulting in the gradual elimination of more expensive, skilled and experienced workers, and an increasingly non-union approach in employee relations practices. The outcome involves increasing standardization, union exclusion, low trust, low skills, and low pay. These sectoral characteristics appear to outweigh both country-of-origin and host-country effects. The findings therefore confirm continuing variation within national industrial relations systems and the importance of sectoral characteristics and organizational contingencies in understanding MNC cross-border behaviour.

No / This paper examines the problem of effectively regulating the labour relations practices of multinational corporations. It focuses on the activities of the McDonald's Corporation in a number of European countries. The findings suggest that public and private codes of conduct have a very limited effect and that determined and well-resourced corporations can not only undermine regional forms of regulation - such as that provided by the European Union - but also, and to a considerable extent, national-level regulation. This is particularly evident in the area of independent trade union representation. Although its aim of avoiding collective bargaining and union recognition wherever possible is only partially successful, McDonald's appears to have developed a number of highly effective strategies for limiting the presence of trade unions at restaurant level, particularly in avoiding or undermining statutory works councils and union representation rights.