ABOUT KFC The first KFC restaurant was opened in 1973 on Jalan Tunku Abdul Rahman.

Today there are more than 500 KFC Restaurants nationwide and still counting. Great tasting chicken has become synonymous with KFC; and has been enjoyed by Malaysians ever since. In fact, KFC Malaysia has developed a distinctive Malaysian personality of its own.
KFC Corporation, based in Louisville, Kentucky, is the world's most popular chicken restaurant chain, specializing in Original Recipe, Extra Crispy, Kentucky Grilled Chicken and Original Recipe Strips with home-style sides, Honey BBQ Wings, and freshly made chicken sandwiches. Every day, more than 12 million customers are served at KFC restaurants in 109 countries and territories around the world. KFC operates more than 5,200 restaurants in the United States and more than 15,000 units around the world. KFC is world famous for its Original Recipe fried chicken -- made with the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected more than a half-century ago. Customers around the globe also enjoy more than 300 other products -- from Kentucky Grilled Chicken in the United States to a salmon sandwich in Japan. KFC is part of Yum! Brands, Inc., the world's largest restaurant company in terms of system restaurants, with more than 36,000 locations around the world. The company is ranked #239 on the Fortune 500 List, with revenues in excess of $11 billion in 2008.

NUTRITION
At KFC, we take great pride and care to provide you with the best food and dining experience in the quick service restaurant business. We believe eating sensibly, combined with appropriate exercise, is the best solution for a healthy lifestyle. KFC offers a variety of menu items for those that want lower fat, lower calorie choices, including Kentucky Grilled Chicken and Honey BBQ Sandwiches, corn on the cob, BBQ baked beans and green beans. Human Resource Management of KFC Corporation (KFC) KFC Corporation (KFC), founded and also known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky, in the United States. KFC has been a brand and operating segment, termed a concept[2] of Yum! Brands since 1997 when that company was spun off from PepsiCo as Tricon Global Restaurants Inc. KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of grilled and roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare.[citation needed] The company was founded as Kentucky Fried Chicken by Colonel Harland Sanders in 1952, though the idea of KFC's fried chicken actually goes back to 1930. Although Sanders died in 1980, he remains an important part of the company's branding and advertisements, and "Colonel Sanders" or "The Colonel" is a metonym for the company itself. The company adopted KFC, an abbreviated form of its name, in 1991.[3] Starting in April 2007, the company began using its original name, Kentucky Fried Chicken, for its signage, packaging and advertisements in the U.S. as part of a new corporate re-branding program;[4][5] newer and remodeled restaurants will have the new logo and name while older stores will continue to use the 1980s signage. Additionally, Yum! continues to use the abbreviated name freely in its advertising. According to (2001), the discipline process involves more than just managerial instinct or intuition to resolve workplace performance problems. Most organizations have objectives or union agreements in place to protect employees' rights from arbitrary dismissal and lack of feedback. Managers must provide fair, factual, and timely disciplinary feedback. Management has traditionally reserved the right to determine which employees receive work and job security. Discipline, including dismissal as the ultimate punishment, has remained a major management tool in this respect. Today however, union presence and the resulting collective agreements barring discipline without just cause protect a large number of workers. Thus,

managements right to discipline and fire in organized settings where such agreements exist has the correlative responsibility of ensuring that the decision is just. For example, it is the responsibility of the employer to adhere to the mutually established grievance procedure to ensure organizational justice. Even in non-union settings where workers are not protected by grievance and arbitration procedures, the employer's right to discipline has been tied by some courts (e.g., in some cases involving exceptions to the at-will rule) to the correlative responsibility of ensuring good cause and job-relatedness. Thus, obtaining and keeping good performance appraisal records on which to base future decisions becomes an important management responsibility. In addition, it is the employer's responsibility to make sure that workers receive equal treatment by being consistent in the application of disciplinary measures. Periodic training of first-line supervisors or other managers may be necessary to avoid inconsistency. Thus, it is also the employer's responsibility to ensure that the appropriate personnel are well trained and knowledgeable in the organization's discipline and discharge policies. While management is, in general, opposed to any legislation, federal or state, that could assert statutory just-cause provisions for terminating an at-will employee, there is an increasing awareness of the need to take some action that would be protective against large punitive damage awards in the event a discharged employee contests his termination. Employers may approach the problem in that it would involve the establishment of specific rules or procedures that, if violated, could be the basis for just cause or good cause discharge and the communication of these rules or procedures to all employees by some means. It is incumbent upon an employer adopting this approach, however, to ensure that such rules and procedures are complete and in line with other company personnel policies. The difficulty in establishing such a listing of rules and procedures, the violation of which could lead to discharge, may be emphasized, however, by noting the large number of discipline and discharge cases heard by impartial arbitrators each year. When it is realized that the vast majority of these cases involve employers and employees operating under collective bargaining agreements that may contain extensive rules and procedures developed over a period of several years, the magnitude of the problem becomes more obvious. The danger of discipline lies in its overuse ( 1993). If managers attempt to reinforce good behaviour through punishment, when the punishment is removed, the employee will likely continue the old behaviour. Discipline should never be used as a leverage to force an employee to act unethically or work outside his or her job description because to do so would constitute coercive power and violates all codes of ethics. When discipline is abused by management, it quickly leads to resentment, lost trust and respect from subordinates, and poor relations between management and labour. Managers who address small violations will lose the respect and trust of their employees. In summary, The goal of discipline is not to win battles but to create responsible employees

HISTORY
Born and raised in Henryville, Indiana, Sanders passed through several professions in his [2] lifetime. Sanders first served his fried chicken in 1930 in the midst of the Great Depression at a gas station he owned in North Corbin, Kentucky. The dining area was named Sanders Court & Caf and was so successful that in 1935 Kentucky Governor Ruby Laffoon granted Sanders the title of honorary Kentucky Colonel in recognition of his contribution to the state's cuisine. The following year [3] Sanders expanded his restaurant to 142 seats, and added a motel he bought across the street. When Sanders prepared his chicken in his original restaurant in North Corbin, he prepared the chicken in an iron skillet, which took about 30 minutes to do, too long for a restaurant operation. In 1939, Sanders altered the cooking process for his fried chicken to use a pressure fryer, resulting in a greatly reduced [4] cooking time comparable to that of deep frying. In 1940 Sanders devised what came to be known as [5] his Original Recipe. The Sanders Court & Caf generally served travelers, often those headed to Florida, so when the route planned in the 1950s for what would become Interstate 75 bypassed Corbin, he sold his properties and traveled the U.S. to sell his chicken to restaurant owners. The first to take him up on the offer was Pete Harman in South Salt Lake, Utah; together, they opened the first "Kentucky Fried Chicken" outlet in [6] 1952. By the early 1960s, Kentucky Fried Chicken was sold in over 600 franchised outlets in both the United States and Canada. One of the longest-lived franchisees of the older Col. Sanders' chicken concept, as opposed to the KFC chain, was the Kenny Kings chain. The company owned many Northern Ohio diner-style restaurants, the last of which closed in 2004. Sanders sold the entire KFC franchising operation in 1964 for $2million USD, equal to $14,987,124 [7] today. Since that time, the chain has been sold three more times: to Heublein in 1971, to R.J. Reynolds in 1982 and most recently to PepsiCo in 1986, which made it part of its Tricon Global Restaurants division, which in turn was spun off in 1997, and has now been renamed to Yum! Brands. In 2001, KFC started tests in Austin, Texas restaurants of "Wing Works" chicken wing line sold with one [8] of a few flavored sauces. Also, KFC hired a consultant to develop a breakfast menu.

Kentucky Fried Chicken (KFC)

Type

Wholly owned subsidiary

Industry

Restaurants

Founded

1930 (original)(North Corbin, Kentucky) 1952 (franchise)(South Salt Lake, Utah)

Founder(s)

Harland Sanders

Headquarters

Louisville, Kentucky, United States

Key people

Roger Eaton, President Harvey R. Brownlea, COO James O'Reilly, VP for Marketing

Products

Fried chicken, grilled chicken, related Southern foods

Revenue

US$520.3 million (2007)[1]

Employees

24,000 (2007)[1]

Parent

Yum! Brands

Website

www.KFC.com

HUMAN RESOURES MANAGEMENT OF KFC CORPORATION According to (2001), the discipline process involves more than just managerial instinct or intuition to resolve workplace performance problems. Most organizations have objectives or union agreements in place to protect employees' rights from arbitrary dismissal and lack of feedback. Managers must provide fair, factual, and timely disciplinary feedback. Management has traditionally reserved the right to determine which employees receive work and job security. Discipline, including dismissal as the ultimate punishment, has remained a major management tool in this respect. Today however, union presence and the resulting collective agreements barring discipline without just cause protect a large number of workers. Thus, managements right to discipline and fire in organized settings where such agreements exist has the correlative responsibility of ensuring that the decision is just. For example, it is the responsibility of the employer to adhere to the mutually established grievance procedure to ensure organizational justice. Even in non-union settings where workers are not protected by grievance and arbitration procedures, the employer's right to discipline has been tied by some courts (e.g., in some cases involving exceptions to the at-will rule) to the correlative responsibility of ensuring good cause and job-relatedness. Thus, obtaining and keeping good performance appraisal records on which to base future decisions becomes an important management responsibility. In addition, it is the employer's responsibility to make sure that workers receive equal treatment by being consistent in the application of disciplinary measures. Periodic training of first-line supervisors or other managers may be necessary to avoid inconsistency. Thus, it is also the employer's responsibility to ensure that the appropriate personnel are well trained and knowledgeable in the organization's discipline and discharge policies.

While management is, in general, opposed to any legislation, federal or state, that could assert statutory just-cause provisions for terminating an at-will employee, there is an increasing awareness of the need to take some action that would be protective against large punitive damage awards in the event a discharged employee contests his termination. Employers may approach the problem in that it would involve the establishment of specific rules or procedures that, if

violated, could be the basis for just cause or good cause discharge and the communication of these rules or procedures to all employees by some means. It is incumbent upon an employer adopting this approach, however, to ensure that such rules and procedures are complete and in line with other company personnel policies. The difficulty in establishing such a listing of rules and procedures, the violation of which could lead to discharge, may be emphasized, however, by noting the large number of discipline and discharge cases heard by impartial arbitrators each year. When it is realized that the vast majority of these cases involve employers and employees operating under collective bargaining agreements that may contain extensive rules and procedures developed over a period of several years, the magnitude of the problem becomes more obvious.

The danger of discipline lies in its overuse ( 1993). If managers attempt to reinforce good behaviour through punishment, when the punishment is removed, the employee will likely continue the old behaviour. Discipline should never be used as a leverage to force an employee to act unethically or work outside his or her job description because to do so would constitute coercive power and violates all codes of ethics. When discipline is abused by management, it quickly leads to resentment, lost trust and respect from subordinates, and poor relations between management and labour. Managers who address small violations will lose the respect and trust of their employees. In summary, The goal of discipline is not to win battles but to create responsible employees

AWARDS & ACHIEVEMENT Award Specialty Awards Best Brands in Brand Strategy Category Trusted Brand in 2010 - Gold Award (Voted by Consumers for Family Restaurant Category) Trusted Brand Reader's Digest Most Trusted Brands Putra Brand Award 2010 (Silver) Industrial Excellence Award for Service Sector Brand Excellence in Product Branding for Fast Food Chicken Category KFC People Excellence Award Best Operations Excellence Award Restaurant Excellence Award Marketing Excellence Award Franchisee Of The Year Yum! Reel Advertising Excellence Brand Effie Award (Bronze) Readers Digest Most Trusted Brands Year 2011 2011 Awarding Body Brand Laureate Readers Digest

2010 2010 2010 2008 2008

Yum! Brands Readers Digest Putra Brand Awards Association of Accredited Malaysia 100 Brand Laureate

2008 2008 2008 2008 2008 2009 2009 2009

Yum! Brands Yum! Brands Yum! Brands Yum! Brands Yum! Brands Yum! Brands Effie Readers Digest

Franchisee Of The Year

2009

Yum! Brands