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A Case Study of Beneluxo Restaurant Recruitment Strategy

Nyamweya is a Kenyan scholar who has done many years of research on a diversity of topics



Human resources are considered to be the most vital resource in any business organization (Pessic, Milic and Stankovic, 2012). This may work to explain why Beneluxo experienced financial loss amidst Human resource challenges. This report presents a discussion on how Beneluxo Restaurant can improve its recruitment and selection procedures to prevent high turnover. Besides, there is also a discussion on the measures this company can take in developing people skills necessary for an enhancement of customer satisfaction. In addition, there is an analysis on what the firm can do so as to give its employees a more attractive pay and reward package. The final part is a suggestion on how the prevalent conflict between the managers and staff members can be reduced for the smooth running of the company and staff motivation.

How the Company’s Recruitment and Selection Procedure can be improved to ensure new employees remain in the company.

Evidently, the recruitment procedure used by Beneluxo is flawed. This system could also be attributed to selection of employees not fit for the organization and hence not committed in their responsibilities. If employees find themselves not fit for the company, they will most likely leave the organisation as fast as they came. Since the selection interview is informal and the hiring manager has discretion on the kind of questions to ask interviewees, there is possibility that irrelevant questions may be asked to candidates, leading to hiring of wrong workers. In this regard, the management of Beneluxo needs to employ an approach that will be able the company acquire employees who are less likely to leave an organisation as well as perform well in their responsibilities. The firm can rely on Person-organisation fit approach to ensure that only people with the right characteristics are selected. The person-organisation fit will also lead to a positive result since the selected individuals who have a feeling that their needs have been duly met (Mercurio, 2016). Furthermore, these people will also be positive because they will be working with colleagues who also harbor similar characteristics (Mercurio, 2016). Accordingly, the management at Beneluxo management should formalize its interview criteria on its candidates to ensure that it is standardized across its various branches. Key among the interview questions should be about the personal goals of the potential recruit, alongside his or her perceptions of the opportunities in attaining the identified goals as offered by the context and situation (Baqutayan, 2014). Bratton, and Gold (2017)reiterate that people are attracted to a particular company and may remain there for long if such an organization accords them an opportunity to meet their needs as well as in achieving their goals. Baqutayan (2014)also explain that the behavior of an individual is largely influenced by personal goals as well as how he or she perceives the extant opportunity for goal attainment. Through these questions, the management will be able to gauge whether a candidate is suitable for the organization and likely to remain there for long.

Measures that can be taken up by Beneluxo Management in Developing the People Skills Necessary for Improvement of Customer Satisfaction

At the bottom line, staff is in most cases the face of any service company (Khatri et al, 2010). In this regard, the experience of customers is defined by the quality of support they receive from the staff and the skills of the staff. Sadly, employees at Beneluxo appear to be lacking the necessary skills and knowledge in handling customers. This may work to explain the negative reviews by customers on Beneluxo in terms of bad attitude, low response, and failure to service their needs as and when required among others. Khatri et al (2010) explains that no tool or equipment will stand for inadequate skilled workforce. Similarly, the VRIO framework stipulates that human resources are regarded to be critical to the functionality of any business organization owing to their ability to “think” as characterized by the attributes such as the abilities, knowledge, skills, and experience among others (Pessic, Milic, and Stankovic, 2012). Accordingly, when hiring people in this service firm, it is crucial for the management to look for individuals who have the right skills and knowledge pertaining to their responsibilities. It is also important for the management to organize training and development sessions once individuals are board. This regular training and development forums/opportunities are important in improving their skills. Among the notable skills employees require to have included patience and empathy, good communication and sociability, and knowledge, adaptability, and work discipline (Barney, Hesterly, 2010). As per the VRIO model, new methods of management, new technologies and new conditions necessitate new abilities, value judgments, knowledge and norms of behavior for employees. It is in this respect that employee development and training programs, alongside the relationship between employees, particularly between the subordinates and superior become significant (Roche et al, 2011).

What the company can do to give its employees a more attractive pay and reward package

Paying staff a statutory minimum pay is certainly a lack of commitment on the part of the management to pay and reward employees in a manner that will motivate them. This means that workers are struggling financially and such, they will always be looking for greener pastures. It thus becomes paramount for Beneluxo to find means of motivating its employees through better pay and rewards. Bratton and Gold (2017) clarifies that cooperation between employer-employee is fostered by the anticipated financial gain from the task performed by the employee. Though at the current level the company be also be struggling financially, an approach such as performance based pay will towards ensuring that workers improved on their performance while they are also rewarded accordingly. This approach will also cushion the company against the potential of loss from employees who may be performing poorly but still paid the same rate as others. Therefore, employees will have reason to reach and exceed expectations since they will be rewarded and paid higher. Other reward options that can be considered by the company include introducing team based pay, knowledge contingency, merit pay, incentive pay, additional payment associated with payment, and other indirect payment such as insurance, health, vacations, pension plans etc (Beardwell and Thompson, 2017).

How the company can reduce conflict and improve the relationships between managers and staff members

According to Marxisim perspective, conflict is embedded within social structure of society; implying that it is inevitable and unavoidable. Therefore, organisations including Beneluxo have no exception to this. This may explain the prevalence of staff-manager conflicts and poor relations at Beneluxo. However, there is a possibility that the management at Beneluxo can be able to improve this relationship not only for the good of the staff but also for the company as a whole. DeIuliis, (2016) explains that poor relationships between the management and workers can cause low morale among the people and disrupt the general working of a firm. Accordingly, it is crucial for Beneluxo to solve the existing conflicts in a timely and rational manner. The management should organize a forum to hear the concern of employees in relation to their managers. These concerns should then be dealt with amicably. Besides, team building activities will also offer employees and managers at Beneluxo good opportunities in strengthening their bonds with each other on a business level. This practice alongside regular communications will reduce the risk of conflicts associated with misunderstandings (Bennett, 2013).


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The key points discussed in this case report are for Beneluxo to formalize its recruitment and selection process to enable it acquires employees fit for the company. This is because currently, the process is information and could be the reason why many workers become non-committal once employed. There is also a need for this service company to undertake training and development seriously to enable employees have the necessary skills and knowledge to execute their responsibilities. This will work towards enhancement of customer satisfaction. Again, employees need to be rewarded reasonably for them to have a high morale and show good performance. Lastly, conflict resolution mechanisms need to be deployed at this workplace to leverage and possibly prevent their impact on organizational performance.


Beardwell, S and Thompson, P. (2017) Human Resource Management: A Contemporary Approach, (8th ed.), Harlow: Pearson – chapter 2

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Baqutayan, S. (2014) ‘Is Talent Management Important? An Overview of Talent Management and the Way to Optimize Employee Performance’, Mediterranean Journal of Social Sciences. 5,(3), p.59.

Bratton, J. and Gold, J. (2017) Human Resource Management: Theory and Practice, (6th ed.), Basingstoke: Palgrave Macmillan, pg.262

DeIuliis, D. (2016) ‘Workplace Communication’, Communication Research Trends, 35,(1), p.90.

Pessic, M.,Milic, V., & Stankovic, J. (2012) Application of Vrio Framework for Analyzing Human Resources’ Role in Providing Competitive Advantage. ESGHT-University of the Algarve: Portugal.

Roche, W., Teague, P., Coughlan, A., And Fahy, M. (2011) Human Resources in the Recession: Managing and Representing People at Work in Ireland. Queens University: Belfast.

Mercurio, Z. (2016) Person-Organization Fit in the Employee Selection Process: An Instructive Framework for Practitioners and Implications for Human Resource Development. Conference: Academy of Human Resource Development International Research Conference in the Americas, At Orlando, Florida, USA

Khatri, P., Gupta, S., Gulati, K., & Chauhan, S. (2010). Talent management in HR, Journal of management and strategy, 1, 1, 39.

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