which change has not been successful in the fast-food sector which is stated in the literature review

The below , shows what is required as part of the conclusion limitations , and recommendations list .

Questions:

Theme 1- Questions relevant to theme are : 1, 4 5, 9
Theme 2- Questions relevant to theme are : 2,, 3, 10
Theme 3- questions relevant to theme are : 6,7,8

1- Conclusion – – which is change has not been successful in the fast-food sector which is stated in the literature review attached.

Restate the problem – which change has not been successful in the fast-food sector which is stated in the literature review

Summarise key points

Implications of the research

Relate back to the literature review and the authors, does the results agree or disagree?

The research cannot be generalisable universally as it is specific to the fast-food sector
Sample size was small and not everyone got a chance to participate it they did the results could have differed or provided a different viewpoint
Study is subject to bias to some extent as the results were my interpretations

Discussion-

What do the results mean these are 3 distinctive themes theme 1 communication in reference to a results the emotions behavioural , and resistance to change can occur,
Engagement – the results for engagement
Theme 3 – time constrains from the results

from the results my debate is communication may not be as effective as the results depicted on the theme 1 that individuals are very well communicated and explained, however ,it is clear the communication and explanation is not so effective despite 60% saying it is, probable cause is they may not thoroughly understand it as the issue of achieving the organizational targets through the use of new system process as a result of covid-19 were implemented is still causing issues prompt emotional and behavioral and resiatnce issues

3- results from an employee engagement perspective show that employees are engaged as they would go the extra mile and changes in the organisation create benefits and value, but if individuals do not understand effectively the concept of these changes how can they be engaged, it could be due to the covid-19 epidemic due to loss of jobs, or thought they may get into trouble for being honest , individuals may have been worried about losing their jobs in such a climate of uncertainty,hence why this is why the results depicted what they did in theme 2 and they understand

Theme 3- depicts that employees are not part of the decision-making process, they don’t have time to implement the new changes which mean prone to error as the literature reflects time is key and is key in sustaining and successfully implementing change to which the hypothesis of time given to understand them and adapt to the change is proven, and internal related to this hypothesis 2 is also confirmed as giving the time, it will enable to measure the processes of change and senior stakeholders can intervene as when required to ensure change implementation is successful, this interlinks with employee emotions and behaviour to change .

The theory of Kurt Lewin in contrast to my findings supports 2 of my hypothesis of giving time and intervening as when required which is similar to the Kurt Lewin theory

Recommendations:
Recommendations to be given to the fast food sector on each theme from a 1-Senior manager level line managers are the tactical aspect and then from a employee perspective.
To ensure success the collective effort of senior middle and employee Has to be bought in by the orgnisation to gain the commitment of all three stakeholders , otherwise the change will not work.

Is that communication training is required for senior management – deliver the vison effectively where message can be decoded by lien managers line managers – know their teams best thefore tranign in communication on how to deliver communication effectively so that the front line employees understand information very well and implement this effectively. From an employee perspective understanding communication training will enable to overcome barriers of communication to best understand and decode the message effectively.

On an engagement perspective , from a senior stake holder position – ensuring we have the right team members for the right roles and creating meaningful work and recognition on how their contribution matters . Line managers who provide the recognition , and employees who take on board the feedback and be consistent ina Achieving the organisational goals this also creates employee involvemtn and employee voice

Also to create time to impelemtn the changes senior managers can use the simple Kurt kewin change theory , and review regularly and invest in digital tools which will provide instant results of changes. From a line manager perspective they can provide 121’s which also creates time but enables change to be effective on communication and udnerstandign to enagemnt and creting time and managing it Fro an employee perective the participation and motivation is required.