Burger McDaniel's: Leadership Challenges and Employee Retention

1 Burger McDaniel’s Daniel White SNHU Leadership and Team Building Lori Elliot July 23, 2023

2 Burger McDaniel’s The intervention provided by the executive was less feasible for the Burger situation. Burger had a culture of serving customers directly and providing customized services and products. The decision to divide the job into different stations limits the personalization of services, affecting the institution’s efficiency and quality. Secondly, the executive will negate McDaniel’s brand equity when they fire and replace existing staff with other employees. The existing staff understands the corporate culture and market dynamics; replacing them may result in higher customer shifts. High retention shows corporate progress (Lamb et al., 2020). Firing workers is a reactive strategy that may compromise the institutions’ sustainability. Besides, the shifts of customers from in-person dining to online ordering may also affect the company’s sustainability. In-person dining allows the company to customize its experiences to attract more customers. The takeaway services show that customers are indifferent to the services offered by the company. The potential risks that the executives need to be cautious about firing employees and considering them replaceable. Although the executive possesses positional and coercive power, they should identify a proactive approach to maintaining high motivation. Firing employees reduces the company’s brand equity, leading to a negative reputation/. Secondly, the company should improve its dining experience by lowering the waiting time (Armstrong & Taylor, 2020). Long queues show a lack of efficiency and May reduce customers’ loyalty. Lastly, the company should consolidate its services to allow customers to receive services quickly. Creating five stations exposés customers to lengthy processes that may reduce their dining experiences. The company should identify effective employee retention strategies, which include offering competitive pay, initiating career development, training, and mentorship programs. The

3 financial incentives will show employees that the institution values their contributions leading to higher motivation and retention. Career development and mentorship program motivate employees by improving their competencies to deliver high-quality services (Armstrong & Taylor, 2020). The institution can also initiate work-life balance to reduce employees’ susceptibility to burnout and depression.

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4 References Armstrong, M. & Taylor, S. (2020). Armstrong's handbook of human resource management practice . Kogan Page Publishers Lamb, C. W., Hair, J. F., & McDaniel, C. (2020). MKTG 13: Principles of Marketing . Cengage Learning.

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