Organizational change involves reviewing and modifying management and business processes. It entails changing essential determinants of success in a business, such as operation methods, technology, organizational structures, and strategies. The primary purpose of organizational change is to allow an enterprise to thrive in the business environment ( Shah et al., 2017) . Organizational change is achieved by seeking ways that can help a firm to operate efficiently. The drivers of change in business are economic climate, consumer demand and behavior, new technology, government regulations, and entry of new rivals in the marketplace. The paper will describe Burger King Company in terms of size, industry, history, and several employees, human resource practices that should be changed, reasons for change according to management theories, diagnostic tools, organization's readiness to change, and interpretation.
Burger King is a corporation that specializes in flame-broiled hamburgers, cheeseburger, and other forms of fast food. It was established in 1954 by David Edgerton and James McLamore in Miami ( Rubenstein, 2017) . From 1967, the firm started expanding, and currently, it has 17,796 outlets in more than 100 countries ( Rubenstein, 2017) . The expansion of Burger King has been based on various variations of franchising and advertising. Burger King has relatively 295,000 employees worldwide ( Rubenstein, 2017) . Its sizes and success has been associated with traditional leadership in areas such as restaurant operation, advertising, décor, and product development.
Delegate your assignment to our experts and they will do the rest.
Human resource practices, policies, and procedures play an essential role in the development of an enterprise. Burger King HR practices, policies, and procedures are based on employees' alignment to organizational culture through training and development practices, and despite that, the firm has been experiencing challenges. These include frequent strikes and resignation of its staff due to low wages and unpaid overtime regardless of job productivity and employment level. Training and development programs such as workshops are essential in the growth of a firm; however, remunerations of the workers play a vital role in productivity. The firm needs to motivate its employees by paying their wages according to standards specified by law. The organization needs to engage in payment or compensation of workers using pay grade levels. The firm is known for the alignment of workers through various development and training practices ( Rubenstein, 2017) . As such, employees' productivity after a series of training and development should be used to develop pay grade. The system will allow for standardization of remuneration among employees in different pay grades. Adjustment of compensation based on one’s output will allow for better outcomes among employees.
One of the reasons for the development of pay grade levels is to encourage and inspire employees to improve their output and eliminate negative impacts such as strikes. According to Nudge theory, exploring and understanding underlying issues influencing human resources is crucial ( Janićijević, 2017) . Nudge outlines that human behavior exhibited in business helps design choices that are important in directing their inputs towards the firm's success. By applying the theory, Burger King will be able to align its staff's payment in correlation to the efforts they offer. Nonetheless, the process helps in improvement in productivity since it minimizes resistance from workers. The second reason for the development of pay grades is to facilitate the development of a goal-oriented workforce. ADKAR (Awareness, Desire, Knowledge, Ability, and Reinforcement) model of change management focuses on steps or activities that one must achieve to allow the implementation of a particular change ( Janićijević, 2017) . The model outlines that management needs to find gaps that impede the productivity of workers. Being aware of the needs of employees allows one to develop ways of achieving the desired change. Lastly, the development of pay grade levels allows for the transition of various levels of job groups in Burger King Corporation. Based on Bridges' transition model, employees need to be guided through emotions and encounters they have to deal with in their quest for change. The theory posits that employers should communicate to employees how skills and knowledge they develop can result in scaling or downgrading their compensation ( Janićijević, 2017) . Such help workers to understand the change process, combat fear, and enhance positive outcomes needed. Bridges further views that employees should be compensated since it is a way of reinforcing goals that they can handle well. Compensation encourages loyalty, better performance, and it also strengthens the bond between employees and their work.
Readiness to change can only be achieved by appraising proposed or implemented changes using various diagnostic tools in management. One of the diagnostic tools that one can utilize is the ADKAR analysis used as a coaching method. It ensures that workers are involved, supports, and believe in the change that has been proposed. The tool allows the employees to be aware, knowledgeable, develop desires and abilities of the change process and reinforcement in place ( Shah et al., 2017) . The tool presents goals that employees should try to achieve, and consequently, the success achieved is vital in earning support on change strategy developed. Culture mapping is also a diagnostic tool that Burger King can use in determining if the employees are ready for change. The tool is used in visualizing the company’s culture, a process influenced by employee behavior, values, and norms. The tool enables an organization to discover information crucial for the proposed change initiative. For example, Burger King Management can realize positive enablers of the change and ways of minimizing risks facing the change initiated.
Based on culture mapping, one can assess organizational readiness to change by identifying subcultures, carrying out interviews, and organizing the information obtained ( Janićijević, 2017) . The identification of subcultures is used in selecting groups belonging to different departments in the business. For example, one can choose a subculture from IT, sales, and marketing. The groups selected should be interviewed for management to know staff members who are enablers and culture blockers. The management should organize information based on desired outcomes, enablers, blockers, and type of behaviors exhibited by staff members. Based on diagnostic tool analysis, most groups viewed that the development of pay grades after exposure to training and development was the right thing the firm did. Training and development enable workers to improve their knowledge and skills and, thus, expedite their efforts towards achieving objectives in place.
The organization is ready to change due to various cultural elements illustrated by groups selected in different subcultures. During the interview, one realized that different subcultures exhibited a shared identity, whereas most view that their compensation was directly proportional to the business's goals. The enablers were motivated by cohesiveness that can be achieved in different departments because most will work as a group to achieve a common goal of improving their pay grade level. The communication between subcultures and management promotes team spirit and collaboration that can be reflected in work design.
In conclusion, the readiness to change can be substantiated by various change management theories. The bridge transition model focuses on the importance of communication between management and staff. Through interviews, the employees are allowed to address their issues and be guided on benefits that they can achieve if they embrace the change proposed. ADKAR Model also facilitates the achievement of change management ( Janićijević, 2017). The model has essential elements that can address issues relating to resistance to change.
References
Janićijević, N. (2017). Organizational models as configurations of structure, culture, leadership, control, and change strategy. economic annals , 62 (213), 67-91. https://doi.org/10.2298/EKA1713067J
Rubenstein, K. (2017). The Once and Future Burger King. International Journal of Business and Economics , 16 (2), 205-212. http://140.134.131.16/table%20of%20content/pdf/vol16-2/13.pdf
Shah, N., Irani, Z., & Sharif, A. M. (2017). Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors. Journal of Business Research , 70 , 366-378. https://doi.org/10.1016/j.jbusres.2016.08.010
