The labor force consists of 4 generations including Generation Z with an estimated 25 million Baby Boomers leaving the workforce between the year 2010 and 2020. Franchise fast food service managers desire competent leadership in the workplace inclusive of Generation Z. Yet, many franchise fast food service managers do not have training programs to develop Generation Z's leadership behaviors. Based on Vroom's expectancy theory and Blau's social theory, the purpose of this single-case study was to explore the training programs franchise fast food service managers could implement to develop Generation Z's leadership behaviors. Data collection consisted of direct observation and semistructured interviews of 5 purposely selected franchise fast food service managers at a franchise fast food organization in the southern region of Georgia. Data analysis included coding the transcribed interviews to identify relevant themes, and member checking to strengthen the reliability and validity of the interpretations of participants' responses. The 6 main themes revealed were leadership training, leadership skills, leadership behaviors, training barriers, human capital development, and on-the-job training, which affects employees' performance and organizational effectiveness. Business leaders in organizations may use the findings of this study to develop effective training programs for evolving Generation Z's leadership skills, which could improve the U.S. food service industry turnover rates. Social change implications include the importance of the need for succession planning strategies to promote growth and sustainability within the fast food service industry.

High voluntary employee turnover in the food service industry often exceeds 60%. Some food service leaders lack strategies to motivate employees to stay with the organization. High voluntary employee turnover negatively affects organizational profitability due to increased employee replacement costs and reduced organizational productivity. The purpose of this multiple case study was to explore the human capital strategies successful food service leaders use to reduce voluntary employee turnover intentions. The target population consisted of 4 managers of 4 different casual dining restaurants in Winston-Salem, NC who successfully used human capital strategies to reduce voluntary employee turnover intentions. The conceptual frameworks of this study were Herzberg's two-factor theory and G. S. Becker's human capital theory. Data were collected through semi-structured in-person interviews, employee handbooks, manager reference guides, exit interviews, and turnover trend reports. Transcript review and member checking strengthened the credibility and trustworthiness of this study. An inductive analysis of the data lead to the emergence of 4 themes, identified as positive work relationships with employees, employee motivation, employee incentives, and employee selection. Social implications include providing organizational leaders with a better understanding of human capital strategies to reduce voluntary employee turnover intentions. Additionally, the findings from this study may contribute to social change through improved organizational profitability which could increase competitive advantage and economic sustainability in the United States.