Date of Conferral
Doctor of Business Administration (D.B.A.)
Low profit margins threaten the sustainability of quick service restaurants (QSRs). In the United States, low levels of employee job satisfaction and low employee perceptions of supervisor support decrease organizational profitability by as much as $151 million annually, depending on the size and type of organization. Guided by the 2-factor theory of motivation, the purpose of this correlational study was to examine the relationship between employee job satisfaction, employee perceptions of supervisor support, and organizational profitability. A convenience sample of employees from 86 QSR franchise locations in Houston, Texas completed the Job Satisfaction and Perceived Supervisor Support surveys. Multiple linear regression analysis and Bonferroni corrected significance calculation predicted organizational profitability (F(2, 71) = 9.20, p < .001, R2 = .206) and employee job satisfaction (ï?¢ = .577, p = .025). The effect size indicated that the regression model accounted for approximately 21% of the variance in organizational profitability. Employee perceptions of supervisor support (ï?¢ = -.140, p = .580) did not relate to any significant variation in organizational profitability. The findings may be of value to QSR business professionals developing initiatives to improve organizational profitability. Improving employees' perceptions of supervisor support to generate high levels of employee job satisfaction could affect behavioral social change to enhance the health and wellbeing of employees and the wealth and sustainability of QSR franchise locations.
Vann, Joseph Carl, "Relationships Between Job Satisfaction, Supervisor Support, and Profitability Among Quick Service Industry Employees" (2017). Walden Dissertations and Doctoral Studies. 3372.