Reducing Fast Food Employee Turnover with Appealing Working Environments

Reducing Fast Food Employee Turnover with Appealing Working Environments by James Lloyd Forrest MBA, TUI University, 2008 BS, Regents University, 2000 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Abstract While all business leaders face problems with voluntary employee turnover, fast food business leaders often face turnover rates at twice the national average. Using Weiss and Cropanzano’s affective events theory, this exploratory multiple case study detailed the investigation into strategies that fast food business leaders use to establish an appealing working environment that reduces employee turnover. A purposeful sampling process identified 9 fast food business leaders from 3 different fast food organizations within the Omaha, Nebraska metro area who had successfully established a positive working environment that reduced employee turnover. Data collection included semistructured interviews and review of company documents. Using Yin’s 5 step analytic approach, 3 themes (fairness, communication, and trust) emerged relative to fast food business leaders’ strategies to establish an appealing working environment that reduces employee turnover. Fairness included fair interpersonal treatment, regulation, and wage setting. Communication included training, employee engagement, and corrective actions. Fast food business leaders used trust as a feedback mechanism for their fairness and communications strategies. Business leaders using strategies of fairness, communication, and trust to establish appealing working environments that reduce employee turnover could increase profitability and productivity within the fast food industry. The implication for positive social change is that more consistent employment and less workrelated stress increases the potential for employees and their families to become more involved within their communities.While all business leaders face problems with voluntary employee turnover, fast food business leaders often face turnover rates at twice the national average. Using Weiss and Cropanzano’s affective events theory, this exploratory multiple case study detailed the investigation into strategies that fast food business leaders use to establish an appealing working environment that reduces employee turnover. A purposeful sampling process identified 9 fast food business leaders from 3 different fast food organizations within the Omaha, Nebraska metro area who had successfully established a positive working environment that reduced employee turnover. Data collection included semistructured interviews and review of company documents. Using Yin’s 5 step analytic approach, 3 themes (fairness, communication, and trust) emerged relative to fast food business leaders’ strategies to establish an appealing working environment that reduces employee turnover. Fairness included fair interpersonal treatment, regulation, and wage setting. Communication included training, employee engagement, and corrective actions. Fast food business leaders used trust as a feedback mechanism for their fairness and communications strategies. Business leaders using strategies of fairness, communication, and trust to establish appealing working environments that reduce employee turnover could increase profitability and productivity within the fast food industry. The implication for positive social change is that more consistent employment and less workrelated stress increases the potential for employees and their families to become more involved within their communities. Reducing Fast Food Employee Turnover with Appealing Working Environments by James Lloyd Forrest MBA, TUI University, 2008 BS, Regents University, 2000 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Dedication I would like to dedicate this study to my children. It is never too late to pursue and achieve your dreams, just take the first step and then keep putting one foot in front of the other. Acknowledgments I have never completed any significant journey alone; this project was no different. I feel blessed to have had the support of my family, a phenomenal chair, an outstanding committee, and friends. Too many people to name supported me in this endeavor, but I would be remiss without acknowledging the following individuals. First, I need to thank my wife without whose support I would have never made it. You are an absolute gift for which I am grateful. Your patience and ability to pick up the slack are incredible. Thank You. I guess that I have to help more in the garden now. Second, I have to thank my sons for providing me the motivation necessary to start and the support needed to complete this journey. I appreciate your understanding and encouragement throughout this process. If I can do it, so can you. Third, I need to convey my gratitude to my second committee member, Dr. Annie Brown, and URR, Dr. Neil Mathur. Your fresh perspectives, insights, and guidance have helped me a great deal throughout this process. Thank you. Last but certainly not least, I need to thank my chair, Dr. Denise Land. I could not have asked for a better chair, mentor, teacher, and friend. Your ability to change roles and keep me on track was incredible. The environment within our learning cadre should be the standard for doctoral education. I am thankful for all you have done and grateful that I was lucky to get you as my chair. Thank you, Dr. Land. Without each of you and several others, I could not have completed this journey. Thank you all very much.