Management Strategies and Employee Turnover in the Fast-Food Industry in Norway

Introduction

In recent decades, consuming food outside of one’s home has been an increasingly important aspect of Norwegian society. Fast food is readily available and inexpensive, making it accessible to people from all socioeconomic backgrounds (Chun & Nyam-Ochir, 2020). Finally, eating in a fast-food restaurant is convenient because, in most cases, your meal will be cooked and provided in a shorter amount of time (Smead, 2018).

Fast food’s popularity in Norway has steadily risen due to these causes, and the trend is expected to continue for many more. In addition, healthier eating habits have received more attention since fast food is becoming more harmful because of its high amount of sugar and fat (Chun & Nyam-Ochir, 2020). Unsurprisingly, Norway is at the forefront of the battle against junk food because it taxes fast food and sugary drinks and restricts their access to youngsters. This essay will address the general management of the fast-food industry, the effects of employee turnover rates on the industry, and the prevention of employee turnover rates in the industry.

Characteristics of Managers in the Fast-Food Industry

Fast-food chain managers ensure that all restaurant operations run smoothly and effectively as required. They ensure that everything runs well and that clients are satisfied with their purchases (Butler & Hammer, 2018). The manager must ensure that all of the restaurant’s staff are appropriately trained, that food and supplies are ordered, and that the restaurant complies with all applicable health and safety requirements. Furthermore, they may be involved in developing new menu items or improving client service. Profitability and client satisfaction are other major concerns for a manager to consider.

Competencies of a Fast-Food Manager

First, a manager has to oversee the restaurant’s operations and can drive the team to perform at their highest level of efficiency and effectiveness. Secondly, it is essential to have the ability to be decisive, adaptable, and empathic. The context of communication is the act of passing information to others. There are many people one may have to interact with as a fast-food restaurant manager. For example, one may have to explain new corporate policies to employees or respond to consumer inquiries regarding menu items.

Thirdly, a manager must be organized and able to juggle many distinct responsibilities simultaneously (Butler & Hammer, 2018). Good organizational capabilities help managers prioritize obligations and finish all chores on time. Strengthening one’s organizational skills will help you assign responsibilities and ensure that your team members complete their work, which can help you manage a workforce.

Fourth, a fast-food manager must work well with others to succeed. A team leader can help their staff work together toward similar goals. In addition, one can aid in the development of strong bonds among the members of your team.

Lastly, a fast-paced work environment necessitates problem-solving skills. Fast-food managers often deal with customer complaints, ensure the food is of a high standard, and keep the place neat and orderly (Butler & Hammer, 2018). An efficient restaurant relies on staff who can rapidly see issues and effectively respond to them to maintain a happy clientele.

Types of Management Strategies in the Fast-Food Industry

Most places worldwide have seen a dramatic increase in the number of restaurants. Cities are becoming more densely populated, which has led to the rise in the working middle-class population, many of whom are tied to their jobs in cities. Restaurants offer a wide variety of products, but the level of service provided may vary from location to location based on the quality of frequent customers and the target market (Namin, 2017). Every client would want to go where the quality and faster services are offered. To provide exceptional restaurant service to customers, both food and service are vital (Stallworth, 2020).

Customer service is a joint responsibility shared by the restaurant’s owners, management, and employees. Customers who dine in a well-managed restaurant will leave with a positive impression of their dining experience and a greater likelihood of returning. It is possible to achieve corporate success by implementing the following management strategies:

Customer Experience as a Business Strategy

The first form of strategy is “Business Strategy,” which focuses on how the fast-food restaurant’s customers perceive it. It focuses mainly on the organization’s competitive advantage and how to fully benefit from it. Using this approach, executives are bringing advanced, purpose-driven CX design and highly credible business architectural methods into strategy conversations to provide tools, models, and facilitation that better facilitate strategy creation.

Operational Planning: Focus on People and Procedures

For restaurants, Operational Strategy focuses on their employees and daily operations. Its primary focus is on accurately converting the customer-centric company strategy into a unified and actionable implementation plan that can be implemented quickly. At this point, most operational strategists attempt to communicate with the company’s leadership for guidance on business strategy. While working vertically within a business unit, they tend to focus on issues that arise at the business unit’s borders and strive to resolve them from the middle out.

Platform Technology as a Transformational Strategy

Through transformational strategy, technology can have a transformative impact on the restaurant sector. However, to implement this type of plan, people, processes, and technology must all be radically restructured.

Fast-Food Industry Turnover

Fast-food restaurants have a reputation for having a high turnover rate among their employees. Employee turnover is the proportion of employees who leave a company and must be replaced by new employees. Fast-food workers are often viewed as temporary employees, and management is constantly pressured to find new employees (Coleman, 2018). A restaurant’s employee retention and morale can be improved while a certain percentage of employees will always view their position as temporary. The high attrition rate among restaurant workers is one of the most common challenges.

Maintaining consistency in a company with a high staff turnover rate is difficult. Identifying the fundamental reasons for employee turnover is necessary to limit the number of employees who leave their jobs and seek employment elsewhere. It is the last thing a company wants to do after spending a lot of time and money recruiting, onboarding, and training new employees to replace those who have already left the firm for better opportunities (Coleman, 2018). Workforce turnover substantially impacts productivity, income, and the satisfaction of the remaining staff.

An alarming lack of restaurant talent, which is terrific news for industry growth and job creation, has been driven by a widening disparity in where and when good restaurant workers may find work. In the restaurant industry, employee turnover is a significant expense for owners and managers. The high cost of acquiring and training a new employee is causing companies to lose a lot of human capital. The company’s performance and the well-being of individuals left behind suffer greatly from a staffing shortfall. Burnout and walkouts are practically inescapable as employers scramble to fill the void left by underutilized employees. It is not unusual for a staff member’s resignation to spark a wave of resignation to others.

We all know what occurs when customers become dissatisfied when a business experiences a staffing shortfall, whether in subpar food, subpar service, or reduced hours of operation. So, it is no surprise that many fast-food restaurants are turning to robots and ordering kiosks to help streamline operations. Fast food is predicted to be one of the first industries to be dominated by robots (Coleman, 2018). Increased revenue and profitability are directly affected by high personnel turnover. Employee turnover has several effects, including increased recruitment expenses, lost productivity, time spent training new employees, and decreased revenue.

Causes of Employee Turnover in Fast-Food Industry

The decision to leave a firm might be motivated by several different factors. A few of the reasons are unavoidable, so it is not worthwhile to be concerned about them. If, on the other hand, employees are quitting because they are dissatisfied with their jobs or if, as a manager, you have to fire people for poor performance, you do have an issue. One reason for employee turnover is:

Toxic Culture

Organizations with poor cultural fit are among the leading causes of employee turnover. One that deliberately discourages prospective employees from joining the company and actively frightens away current employees. Retention rates will decline if a company displays some telltale indications of a poisonous culture. Even if the company has the best employees, they will leave when they realize that their mounting stress, deteriorating health, and declining motivation are all linked to the company’s toxic culture.

The Absence of a Purpose or Significance

Most people value meaning and purpose in their profession. A common goal can boost motivation and performance and build stronger teams. The goal does not seem to be saving the globe or promoting global harmony. Having a common vision or striving toward a common objective can suffice.

Most people are prepared to give up some of their current income to perform employment that they find more fulfilling. Sadly, finding a feeling of purpose or meaning at some firms can be difficult, which might lead to employees looking for work elsewhere. The task itself or the fact that some firms are not adept at cultivating an environment conducive to fulfilling work may be to blame.

Overwork

One of the most typical causes for employees to leave your firm is an overwhelming amount of work and the stress that results from it. Occupational diseases, stress, absenteeism, burnout, and depression are more common among overworked workers than among other employees. Employees who work more than 55 hours per week suffer from various health and productivity problems. In addition to negatively impacting morale and productivity, overworked staff is also costly to a business. Overworked, depressed, and burned-out employees don’t consider the bottom line when looking for new employment opportunities.

Boredom

Another significant contributor to employee turnover is a lack of stimulating or enjoyable work. Boredom, to put it another way. It’s not uncommon for employees to become bored at work for various reasons. Boredom might occur if a person believes their skills are underutilized or their work has no purpose. They can also become bored if their interests don’t align with their job or organization. Employees who are bored at work are sometimes more stressed than those who are overloaded. When employees are bored, they may hunt for new jobs.

A Terrible Boss

People rarely quit their jobs; instead, they flee their bosses. Among the most common reasons for employee turnover is a lousy supervisor. The most common cause of a brain drain in a business is incompetent or ineffective management. Lack of trust in management increases the likelihood of employees quitting their jobs.

Lack of Progress and Growth

High-potential individuals must have the chance to advance their careers. If they feel trapped in a position where they cannot grow in status or salary, they are more likely to look for other jobs.

Lack of Feedback and Recognition

Managers who refuse to provide feedback run the risk of alienating their workers. If you don’t give feedback to your staff, you’re hurting their chances of success. It is possible for a manager’s candid remarks to assist an employee in managing their workload and refocusing. Leaving an employee to languish, feel discouraged, struggle, and eventually give up results from not offering feedback or delivering unhelpful input.

Poor Hiring Practices

Even though it is challenging to locate the ideal employee, attempting to force a fit with someone who does not fit with the company’s culture or ideals will never be successful. No matter how keen a business or its managers are to hire the right person, a poorly fitting employee can hurt both parties. A dissatisfied employee is less productive, and a new hire who does not feel at ease in their new position is unlikely to be content in their new position.

Prevention of Turnover in the Fast-Food Industry

Keeping your restaurant employees happy and productive takes a lot of effort and money. Recruiting personnel who are a good match for your company and putting procedures in place to guarantee that they remain with the company is critical. Employee Turnover Rates in the restaurant business vary depending on the industry segment. A multitude of factors, including a large proportion of student workers and more significant seasonal fluctuations, contribute to the high rate of employee turnover in the restaurant industry (Cross, 2017).

A high employee turnover rate might adversely affect your restaurant’s long-term performance. Because of high restaurant turnover, management must spend precious time recruiting and training new employees, which results in a less experienced workforce, which may hurt quality and customer satisfaction (Umezurike, 2021). As a result of the increased training programs and a higher level of competence required for fine dining venues, firms are expected to offer higher salaries and give extra incentives, such as health insurance coverage.

Some strategies for reducing staff turnover include the following:

Increasing Wages and Offering Incentive and Reward Programs

One of the most common reasons workers quit is to take a better-paying position at another company. Managers should pay competitive compensation to retain their workers, remain competitive, and retain the top talent in the industry.

Employee turnover in the restaurant industry may be reduced by providing competitive wages to employees. Recognizing and praising your staff will almost certainly result in a reduction in employee turnover rates. Restaurant management should also consider a Longevity Bonus to lower employee turnover. The following are some of the innovative methods in which restaurant managers may foster stronger relationships with their workers, which will aid them in reducing employee turnover in their businesses:

• Starting a recognition program for the staff that allows them to earn monetary awards for their efforts and dedication. If the restaurant receives corporate recognition, it may be able to lower its turnover rate.
• Everybody can choose their shift, whether it is a busy one or one that gives them the weekend off. Giving your staff the option to occasionally select their shifts, as long as it is in the company’s best interests, will be a highly sought-after reward that they will strive for.
• There are several ways to recognize your employees, including the Employee of the Month option, which may seem dated. Still, it can have a significant impact on your restaurant’s productivity and profitability. Allow them to eat the steak from the staff lunch and display their photo in the office break room. A social media post highlighting a team member is also a good idea. The following are examples of gift certificates: hotel stays, free oil changes, a day at the spa, movie theater gift certificates, and a gift card.

Improving the Quality of Workplace Culture

Unfortunately, sometimes employees and management are at odds and other times, employees are at odds among themselves. The restaurant’s staff will leave if this disagreement is not handled to prevent needless complications. Staff engagement, as well as visitor engagement, should be monitored closely by management to prevent disputes and maintain a peaceful and collaborative work atmosphere.

Monitoring the Welfare of the Employees

Restaurant managers should check in with their staff on a frequent basis, particularly with the top performers, to ensure that they are satisfied with their jobs. Even if they do not feel comfortable revealing things that upset them at work with their boss, they will be more inclined to open up if the manager creates a safe environment for them. Managers should also determine what they like and dislike about their jobs and make modifications to ensure they are happy and flourishing in their positions. Employees who are pleased with work are less likely to leave, sparing you the trouble and expense of hiring a new employee.

Anticipating Seasonal Restaurant Turnover in Advance

Managers may get a head start on the recruiting and training processes by preparing for high turnover seasons ahead of time. This would assist them in bridging the time gap between a team member’s loss and the onboarding of a replacement.

Enhancing the Hiring Strategy

Choosing employees who are a good match from the start is a tried-and-true method of reducing the number of terminations that need to be handled in the future. Employing several unique recruiting tactics, such as the Hospitality Quotient (HQ), a 49/51 hiring strategy, might also be beneficial. All employees hired by the firm should have the technical capabilities necessary to perform their duties, accounting for 49 percent of their total compensation, with the remaining 51 percent making up the HQ. A high HQ score is critical in shaping corporate culture, and happy workers are always more likely to give a positive customer experience.

Sourcing from Within the Organization

Employees currently on the job are excellent resources for recruiting new members of the organization. Many people would suggest a job at a restaurant if they had a positive experience there. Employer referral programs, which reward employees for recommending excellent candidates, should be considered by restaurant owners and managers as a means of ensuring a low turnover rate.

Providing Employees with Professional Training

Good training demonstrates to workers that their management has faith in them. It is critical to have a consistent orientation procedure and to provide new workers with all the information they will need. Coaching is also a continuous activity that includes providing constructive and regular feedback and positive reinforcement to the coachee. Employees will feel more confident in their new job if they believe they are informed about the restaurant where they work.

Managers will also benefit from cross-training their personnel since it will result in a more efficient workforce. The confidence of restaurant workers will be boosted when new skills are taught and existing abilities are reinforced, causing them to feel more involved in their professions and reducing their likelihood of leaving their positions. On top of that, ongoing education for staff helps them develop new skills in sectors like food preparation and marketing. Such strategies effectively lower the restaurant industry’s personnel turnover rate.

Encouraging and Supporting Professional Development

Overqualified personnel trapped in entry-level roles are one of the most direct routes to high restaurant turnover. If employees feel underappreciated, they will not only grow bored and hunt for other chances but will also likely cease caring about the work when they are still on it. Managers should provide clear and comprehensive feedback on work performance to all employees, regardless of their degree of responsibility. Managers should maintain on-the-job training by keeping their employees updated on the latest industry trends as they emerge.

Interviewing Employees Before They Leave the Company

Managers should sit down with departing employees and openly discuss their experiences working for the organization before they leave. Managers are expected to ask particular questions to get candid replies. This will assist them in identifying any trends that may present, as well as any issues that may need to be addressed to avoid additional turnover.

Many factors that contribute to restaurant staff turnover are human factors, such as a seasonal workforce or workplace disputes, and are essentially outside the control of managers, no matter how positive the atmosphere they create. Investing in personnel and restaurant operations, on the other hand, is something they can manage, ensuring that workers walking out does not result in the closure of a restaurant.

Relationship Between Turnover in the Fast-Food Industry and Presentation

Professional staff turnover has the potential to harm organizations and the firm’s ability to network with other firms. A high turnover rate among employees represents a significant expenditure for the business. It necessitates the expenditure of significant time and resources and the depletion of staff morale (Asad, 2020).

Additionally, the public perception of a corporation might be harmed because of the perception of high turnover rates in the workplace. Employees who are content with their jobs and appreciate the firm where they work are the finest “advertisement” for employer branding, so the company’s reputation suffers internally and internationally. Furthermore, a higher percentage of personnel turnover does not hurt the organization’s image. Organizations with a good reputation in the labor market attract prospective applicants, strengthening the organization’s reputation.

Relationship Between Turnover and Liability

Although some staff turnover is unavoidable and even desirable, a high employee turnover rate will ultimately cause a company to go out of business. Management tends to overlook the importance of turnover and employee relations in improving a company’s profitability and operations. Turnover is detrimental to a company because of the expenses associated with recruiting and training new workers, the loss of trained people, institutional knowledge and talents, corporate reputation, and the loss of productive staff. In the beginning, these losses may not appear in the financial reports, but they will create a downward drift in profits and an increase in costs due to the downward drift in profits. As a result, employee turnover becomes a burden for a company, both in terms of financial loss and success.

Relationship Between Turnover and Salary Increase

Most corporate executives reduce turnover to a single, fundamental concept: whether or not workers are satisfied with their jobs. There are several causes of dissatisfaction at work, and the most prevalent reason for turnover is related to compensation and perks. In order for workers to support themselves and their families, they need to earn enough money. In the event that a firm habitually pays below-market wages, workers may seek employment with the company in order to get sufficient experience before moving on to a company that offers a more competitive wage and benefits package. As a result, wage increases result in a decrease in the rate of employee turnover.

Relationship Between Management Strategy and High Turnover

Employee turnover is among the most challenging issues that businesses have to deal with, and it can be pretty costly. A significant number of studies have revealed that turnover is mainly caused by a bad connection between the leadership, members of management, and their subordinates (Alkhawaja, 2017). The leadership and followership styles of an organization have a direct influence on staff turnover and retention.

This is true because a leader has been permitted to alter what has to be changed, whilst followers are restricted in their power and authority. Constructing a company that fosters people who are committed to the same goal without requiring excessive sacrifices from the management or their subordinates is a difficult task to accomplish. Furthermore, rather than seeing their positions as privileges, leaders should see them as responsibilities.

Leaders need to be inclusive and sensitive to their employees’ needs in order to inspire them to work hard. It is not appropriate to approach and deal with employees in the same manner as if they were all the same kind of person. Religious and spiritual demands, as well as cultural differences, must be taken into account in addition to other considerations, including psychology and approach to work. Leaders, even those who are seen as effective leaders, have a significant role in lowering employee turnover (Alkhawaja, 2017). The reason for this is that the influence of leadership style on employee turnover is not restricted to poor leadership; instead, it includes competent leaders who have blind spots when it comes to self-evaluation of their leadership style. There is, however, a significant drawback in that there are no voices from leaders or followers.

Fundamental Theories in the Fast-Food Industry Management

Managers in the fast-food business who use an authoritarian style of leadership are more likely to take action without discussing it with other members of the group. For instance, autocratic restaurant management may decide to add a new item to the menu without first checking with the cooks or other staff members (Jony, 2019). Employees who work under autocratic managers frequently feel disrespected and devalued since their ideas are not taken into account while making decisions with the restaurant’s suppliers, for example. Because of this, restaurants with autocratic bosses may have excellent turnover rates among their employees.

Democratic Theory

Fast-food business managers who practice democratic leadership cede power to their employees, in contrast to authoritarian managers who take on all of the decision-making tasks alone. When it comes to dealing with dissatisfied clients, democratic restaurant management may delegate authority to its waitstaff and enable them to develop their own method of ordering and delivering food in collaboration with the kitchen staff, for example. They will experience a stronger sense of achievement at their jobs when they have the authority to address these problems on their own (Jony, 2019). As a result of this newfound feeling of authority, some workers may become arrogant toward the restaurant’s customers or other employees.

Consultative Theory

Considering that both authoritarian and democratic management styles have their own advantages and limitations, many managers in the fast-food business choose to combine the best of both worlds by using a blend of the two approaches. When managing their restaurants, many proprietors use what is known as a consultative approach (Jony, 2019). Consider the situation of a restaurant manager who wants to make changes to the interior design of the establishment. While the manager may begin by asking all the staff for their thoughts on what the consumers want, the manager will ultimately make the final choices on what the company offers. However, in this situation, the restaurant staff continues to feel appreciated and participate, but the management has ultimate control over the operation.

The Laissez-Faire Theory

The laissez-faire idea of management differs significantly from the other types of management. Laissez-faire Managers in the fast-food sector often have minimal influence on how their employees execute their day-to-day responsibilities at their establishments (Jony, 2019). In certain high-end dining establishments, if the employees are highly driven and talented, this management approach may work well and even be praised. This managerial approach might be devastating in fast-food businesses, where employees are more likely to demand monitoring and guidance than other establishments. A competent laissez-faire restaurant manager will know when to delegate authority to his or her team and when to take control of the situation. Someone not up to the task will choose this technique to avoid effort and responsibilities.

Leadership Strategies

Authoritarian Leadership

Authoritarian leadership styles empower leaders to impose demands on others and control the outcome. Being effective as a one-person show is achievable in situations where the leader has superior skills to the team members (Gadirajurrett et al., 2018). As a result, when operating under time restrictions, this is a time-saving strategy; nevertheless, creativity will be hindered owing to the limited quantity of involvement from the team. The authoritarian leadership method is also employed when team members want specific rules explicitly followed.

Advantages

• It is feasible to reduce the amount of time spent making key decisions.
• In the workplace, it is feasible to clearly define the command structure.
• It is also possible to reduce the number of mistakes that occur while implementing plans.
• The employment of an authoritarian leadership style generates consistent results in the workplace.

Disadvantages

• Employees subjected to a rigorous leadership style may rebel against their bosses.
• Employees’ creativity and invention are negatively impacted, as it is on group cooperation and cohesion.
• There is also a significant loss in group input.
• When an authoritarian leader is in place, the percentage of staff turnover is higher.

Participatory Leadership

Since participatory leadership is built on democratic principles, team members are encouraged to make decisions. As a result, team members feel engaged, involved, and motivated to contribute positively to the overall mission (Gadirajurrett et al., 2018). The decision-making process will often conclude with the leader having the last say. On the other hand, when there are disagreements among group members, achieving a consensus can be a time-consuming endeavor.

Advantages

• It increases the level of motivation and well-being among employees and encourages them to express their creativity and originality in their job.
• A participative leadership style leads to the creation of a cohesive group, and it is feasible to achieve a high level of productivity.

Disadvantages

• Leaders will almost certainly express regret to their employees.
• Interruptions in communication may occur from time to time.
• There may be security concerns raised as a result of the openness with which information is exchanged.
• If the personnel does not have the requisite expertise, they may make rash decisions.

Delegative Leadership

“Laissez-faire leadership,” also known as delegation leadership, is a leadership style that enables team members to take the initiative and drive the organization. This strategy may be effective if the team members prefer to work on their own projects rather than in groups, are skilled, and take responsibility (Gadirajurrett et al., 2018). Nonetheless, if the group is split and divided, disagreements among the members may result in a lack of excitement and low morale.

Advantages

• Delegative leadership contributes to forming a positive workplace by allowing experienced employees to benefit from their knowledge and expertise.
• The capacity to innovate and be innovative is highly recognized.

Disadvantages

• It is more difficult to adjust to change with a delegative leadership style.
• The roles and responsibilities of the command are not clearly defined.

Transactional Leadership

Transcriptional leadership styles are those that rely on “transactions” between leaders and their subordinates – such as incentives and punishments – to function. Clearly defined objectives are established by the leader, and team members are aware of how they will be rewarded if they achieve those targets (Gadirajurrett et al., 2018). This “give and take” leadership style should focus more on making sure that established procedures are followed successfully than on bringing about radical changes inside an organization.

Advantages

• Leaders ensure their teams have clear, measurable, and time-bound goals to aim for.
• As a result of this project, staff engagement and productivity have increased significantly.
• Transactional leadership eliminates or reduces the possibility of confusion in the command structure to a bare minimum.
• The system will be simple to implement and follow for both management and employees.
• Individualized incentive schemes are available for employees to select.

Disadvantages

• There is a decrease in the amount of creativity and inventiveness.
• Empathy is not perceived favorably by the majority of people.
• Transactional leadership develops more followers than leaders.

Transformational Leadership

The vision of transformational leadership inspires those who follow it, and then they are encouraged and empowered to strive toward that vision. The leader also serves as a mentor to help the organization achieve the objectives outlined in its mission statement.

Advantages

• It helps to lower the percentage of employee turnover.
• Transformational leaders place a high value on the importance of a company’s vision and mission.
• Employee morale is frequently strong, which is a positive development.
• In order to get the support of employees, the organization implements motivation and inspiration strategies.
• It does not rely on coercion and heavily emphasizes interpersonal relationships as a leadership technique.

Disadvantages

• Leaders can deceive their subordinates and employees.
• In order to achieve success, it may be required to provide consistent inspiration and feedback.
• Work cannot be rushed to completion unless all parties’ approval has been obtained.
• Departures from existing norms and regulations may occur in specific circumstances due to transformative leadership decisions made by the leader.

References

Arwa Alkhawaja. (2017). Leadership Style and Employee Turnover a Mythical Relationship or Reality? Digital USD. Web.

Asad, M. (2020). Effect of employee turnover on organizational reputation (Doctoral dissertation, University of Innsbruck). Web.

Butler, P., & Hammer, A. (2018). “A Minute’s a Life-Time in Fast-Food!”: Managerial Job Quality in the Quick Service Restaurant Sector. Work, Employment and Society, 33(1), 96–111. Web.

Chun, S.-H., & Nyam-Ochir, A. (2020). The Effects of Fast-Food Restaurant Attributes on Customer Satisfaction, Revisit Intention, and Recommendation Using DINESERV Scale. Sustainability, 12(18), 7435. Web.

Coleman Jr, J. W. (2018). Employee turnover in fast food restaurants: An exploration of employee retention practices (Doctoral dissertation, Capella University). Web.

Cross, D. D. (2017). Employee retention strategies in the fast-food industry (Doctoral dissertation, Walden University). Web.

Gadirajurrett, H., Srinivasan, R., Stevens, J., & Jeena, N. (2018). Impact of Leadership on Team’ s Performance Part of the Business and Corporate Communications Commons, and the Interpersonal and Small Group Communication Commons Citation Details. Web.

Jony, M. T. I. (2019). The Impact of Autocratic, Democratic and Laissez-Faire Leadership Styles on the Success of the Organization: A Study on the Different Popular Restaurants of Mymensingh, Bangladesh. Canadian Journal of Business and Information Studies, 1(6), 28–38. Web.

Namin, A. (2017). Revisiting customers’ perception of service quality in fast food restaurants. Journal of Retailing and Consumer Services, 34, 70-81. Web.

Smead, S. (2018). America’s Fast-Food Obsession – Global Food, Health, and Society. Global Food, Health, and Society. Web.

Stallworth, H. J. (2020). Leadership Strategies for Improving Employee Retention in the Fast-Food Industry (Doctoral dissertation, Walden University). Web.

Umezurike, P. (2021). Employee Retention Strategies in the Fast-Food Industry Employee Retention Strategies in the Fast-Food Industry. Web.