الفهرس 
chapter 1 IntroductionOnly 14 pages are availabe for public view
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Abstract
Introduction
This chapter give a conclusion of this study by expolring the effectiveness of PMS in QSRs from the perspectives of senior HR managers as well as the perspectives of restaurant managers. This chapter opens up with an overview of the research major findings. Then, outline the significant contributions of the study. The chapter ends up with the researcher’s conclusion and the recommendations. As mentioned in chapter one, five research objectives were set to achieve the research aim. These objectives were categorized into one theoretical objective and other four practical objectives. The four practical objectives were achieved through two methods: face-to-face semi-structured interviews with senior HR managers and self-administered questionnaires with restaurant managers.
7.2 Research summary of findings.
This research is among first attempts to evaluate PMSs in the restaurant industry and to develop an integrated PMS for international QSR chains. The information collected from the interviews showed that KPIs almost are the same in all QSR chains. Financial KPIs are the first choice for almost all QSR chains. It is necessary for QSRs to combine the financial and non-financial KPIs in one framework. In these regards, Zhang and Enemark (2016) declared that financial records only do not satisfy hotels and restaurants shareholder unless it comes with non-financial factors, such as customer retention, and internal customer satisfaction. Therefor it’s very important for the QSR chains to focus on both financial and non-financial KPIs.
It can be concluded that the investigated QSR chains already use both the financial and non-financial KPIs, but the focus of the top management relies on the financial KPIs only, since that almost all non-financial KPIs comes in the second priority of the QSRs. This confirmed the presence of non-financial KPIs in QSRs, but it is neglected or not functioned. The omission of non-financial performance indicators will negatively affect the internal and external customer satisfaction as well as the sales in the long-term. Therefore, the top management should pay equal attention to both financial and non-financial KPIs. Finally, the KPIs that were introduced by the interviewees can be adopted by any QSR chains to be incorporated in the PMS and ensure smart and correct weight of every KPI to guarantee a balanced framework.
Measuring QSRs performances using KPIs is considered a newer concept. KPI are financial and non-financial, KPIs can helps organization to testify how successful they are in their business. This research gives explanation of some of the KPI that are used in QSRs. Uncomplicatedness of KPIs in implementing and communicate results, which is highly important advantage for performance measurement systems. This paper also showed that QSR chains are less likely to use the non-financial KPIs to measure its performance. Most QSR chains believe that non-financial indicators are not important for business.
7.3 Research Contributions to PMS
This part will sum up the new PMS contributions in QSRs. These contributions can relate to PMS content in QSR chains. PMS traditional approaches in QSR chains have focused only on the financial prospective. Therefore new contributions to the performance content in QSR chains are:
NC 1. Competitiveness Performance Dimensions: Competitiveness have been introduced as additional performance dimensions.
NC 2. Stackholder focus: Stackholder have been introduced as added focus on shareholders, customers, and people.
NC 3. The study supported a measure of the extent to which PMS were effective in achieving 12 organizational factors
NC 4. The study supported a measure of the extent to which PMS were effective in implementing and 19 KPIs
NC 5. The study develop a multidimensional empirical framework and proposed the implementation process.
7.4 Conclusion
An effective PMS is tailored, considers the QSRs environment, is integrated into a company’s existing daily processes, is flexible, and gives special attention to customer needs and competiveness. The suggested PMS framework created by this study addresses all of these issues and is based on the balanced scorecard and results and determinants frameworks. Furthermore, it incorporates the concept of Key Performance Indicators.
This research explores the performance measurement in QSRs chains. It assesses the currents PMS and develop an integrated PMS for QSRs chains. The results showed that QSR chains often rely on financial KPIs and are less likely to use the non-financial KPIs to measure the performance. Despite HR managers agreed that BSC is the commonly used in QSR chains, they argued that they only consider financial indicators and ignore non-financial indicators. Surprisingly, top management in some QSR chains believe that non-financial indicators are not important for QSRs and business runs effectively without the use of non-financial indicators. This wrong assumption made managers pay little attention to these indicators in their measurement of performance. However, customers and employees are crucial indicators of the QSRs performance and have to have sufficient attention from both industry practitioners and academics.
It is important when the designing the PMS to consider the weight of each KPIs and give sufficient attention to non-financial indicators and avoid having too many KPIs. In addition, to have an appropriate number of KPIs, there is one indicator for the whole company, one for department goals and a maximum of five indicators for each dimension. The results showed that almost half of interviewed HR managers argued that they have no authority to recommend any changes for the current PMS. This reflects that the top management does not pay attention about the subordinates’ recommendation concerning the PMS. However, the top management need to consider the opinion of managers who are applying the PMS. This not in line with Bititci et al. (2016) who assure that when designing PMS, the top management should consider the opinion of their subordinates, not just the financial controllers.
QSR chains should regularly identify the requirements of PMS through a valid tool (e.g. survey) which can be organized by HR department. These will help the QSRs to periodically assess and update the PMS in order to meet the QSRs requirements to achieve effective and realistic PMS. To achieve excellent performance, QSRs should focus on strategy development and to be periodically updated. The proposed framework provides flexibility. It allows QSRs focus on several performance sides at a time to improve its performance at the same time as providing an inclusive view on the overall performance. The managers should start with determinants or leading indicators which are mainly non-financial (e.g. customer). This will food directly the results or lagging indicators (e.g. finance and competitiveness). The newly proposed PMS aspire to create a high-performance culture by driving financial, non-financial, and operational performance and strengthening organizational and people capabilities to yield a competitive edge in the market.
7.5 Recommendations
According to the obtained findings, the following recommendations could be suggested in order to increase the effectiveness of PMSs in QSR chains. The recommendations are as follows:
1. QSR chains should ensure that the main reason for implementing PMS is for people and talents development in order to motivate its employees.
2. There is a positive relationship between the effectiveness of PMS and the performance of employees. So that, QSR chains should regularly review, update, and measure its PMS effectiveness.
3. QSR chains should design a simple PMS template, which saves much paperwork and combine PMS process with daily plan work.
4. QSR chains should assure that PMS design involve the HR managers not just the financial controllers.
5. QSR should regularly identify the requirements of PMS through a tool (e.g. survey) which can be organized by HR department. This will help QSRs to periodically assess and update the PMS in order to meet its requirements to achieve effective PMS.
6. It is necessary to use and combine financial and non-financial indicators in one framework (Multi-dimensional), especially in the hospitality industry, which depends mainly on customers.
7. QSR chains should consider the weight of each KPI i.e. the total weight for all KPIs should not exceed 100%.
8. QSR chains should avoid having too many KPIs that diluting the focus.
9. QSR chains should assign one indicator for the whole company, one for department goals and maximally five indicators for assessing each performance dimension. Adding more than 6 to 8 goals will likely have a negative impact on productivity and derail progress on achieving any of them.
10. Quick Service Restaurant chains should have its own performance measurement system, Especially, in the highly current competitive market.