Abstract
AbstractThe franchising business model has received scant attention within the field of human resource management (HRM). Data tracking workers' experience of this format are more elusive still. This study draws on comparative, qualitative data derived from discussions with 82 respondents working within the corporate and franchised divisions of a market leading, fast food multinational company (MNC). Extant analyses of franchised operations point to shortcomings in franchisees' treatment of staff. This outcome is typically asserted to be the result of the opportunism that flows from the desire to maximise revenues and minimise costs. This emphasis on structural pressures ignores the micro‐level influences and the complexity of the day‐to‐day dynamics of the employment relationship. Specifically, the impact of the leadership skills and competence of front‐line managers (FLMs) is overlooked. The study highlights that differences in FLM capability significantly affect the work climate, further aggravating poor HR activities in the franchised units, while offsetting some of the repressive task features associated with routinised work in the corporate division.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
