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 work-related stress increases the potential for employees and their families to become more involved within their communities.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-5320 |
| Date | 01 January 2017 |
| Creators | Forrest, James Lloyd |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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