Date of Conferral
2021
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Dina Samora
Abstract
Organizations whose managers cannot retain their employees often experience additional hiring and training costs, a loss of continuity and productivity, and risk damaging employee morale. Some managers in the quick-service restaurant industry (QSRI) lack strategies to retain employees, thereby adding to an organization’s expense. Grounded in the transformational leadership theory, the purpose of this single case study was to explore employee retention strategies in the QSRI. The eight participants were managers of two restaurants in the QSRI located in the Midwest who have successfully implemented employee retention strategies. Data were collected through semistructured interviews and a review of company documents relative to hiring, training, and employee scheduling. Thematic analysis was used to analyze the data. Four themes emerged: family-friendly work environment, communication, knowledge sharing and training, and employee recognition and empowerment. A key recommendation for leaders in the QSRI is to implement training providing hands-on experience, watching videos, reading about a procedure, and watching others complete a task before attempting it. The implications for positive social change include the potential for improved employee retention, which may stabilize the QSRI workforce. As a result of a stabilized workforce, leaders of QSRI organizations can spend less money on recruiting, hiring, and training, thereby allocating money to support community events, fundraising efforts of local businesses, and lasting relationships with community entities.
Recommended Citation
Gorham, Jason, "Employee Retention Strategies in the Quick Service Restaurant Industry" (2021). Walden Dissertations and Doctoral Studies. 12365.
https://scholarworks.waldenu.edu/dissertations/12365
