Day 203 - 12 Jan 96 - Page 66


     
     1
     2   MR. JUSTICE BELL:  Pause a moment.  Do you mean at all levels?
     3
     4   MR. MORRIS:  I think management turnover has been said to be
     5        something like 24 per cent or something.
     6
     7   MR. JUSTICE BELL:  What levels are you talking about?
     8
     9   MR. MORRIS:  Crew and management.
    10
    11   MR. JUSTICE BELL:  Yes, but what levels of management?
    12
    13   MR. MORRIS:  Let us say up to the level of Store Manager.
    14
    15   MR. JUSTICE BELL:  I do not consider that high management --
    16        that is a fairly low level of management in a corporation
    17        the size of McDonald's, surely.
    18
    19   MR. MORRIS:  All right.
    20
    21   MR. JUSTICE BELL:  I am not making a point just to get at you
    22        because it occurs to me part of your case may be that there
    23        is a very real difference in McDonald's ethos between what
    24        happens when you get to a certain standard and what happens
    25        at the level of Store Manager and below, or maybe Area
    26        Supervisor and below.
    27
    28   MR. MORRIS:  Yes, we have concentrated on obviously conditions
    29        for workers.
    30
    31   MR. JUSTICE BELL:  That is why I am anxious, if that is part of
    32        your case, you should not muddy the water by suggesting it
    33        is the same when we get up to Operations Manager or
    34        something like that.
    35
    36   MR. MORRIS:  Could that be one of the reasons there is such high
    37        turn over amongst crew members, hourly paid staff, that
    38        people are constantly looking over their shoulder and
    39        finding fault and ordering them about?
    40        A.  No, I would refute that.  That is not the case at all.
    41        I think that the -- I mean, I think that the crew turnover
    42        levels have got something to do with the number of
    43        temporary employees that we have because of seasonal
    44        variation, for example, in either sales pattern, and
    45        because of the nature of workforce we employ, a lot of them
    46        are students who inevitably move on.  I think those are
    47        more to do with it than saying we have a culture of
    48        directing crew to do things.
    49
    50        We have a culture in McDonald's of encouraging our crew to 
    51        develop.  A lot of the managers of the Company are ex 
    52        crew.  I was a crew member.  I found my crew experience in 
    53        McDonald's totally rewarding and challenging, and we bring
    54        benefits to youngsters, a lot of youngsters, that, you
    55        know, maybe they would not have had otherwise, as a
    56        Company, so, you know, I do not really know where there is
    57        going anyway.
    58
    59   Q.   Were you ambitious after you had been there for a short
    60        time as a crew person, did you want to get on in the

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