Journal of Service Science and Management, 2024, 17, 55-74

https://www.scirp.org/journal/jssm
ISSN Online: 1940-9907
ISSN Print: 1940-9893

Improving Service Quality in the Fast-Food

Service Industry

Bankole Kumolu-Johnson

School of Educational Foundations, Leadership and Policy, Bowling Green State University (BGSU), Bowling Green,
Ohio, USA

How to cite this paper: Kumolu-Johnson, Abstract

B. (2024). Improving Service Quality in the
Fast-Food Service Industry. Journal of Ser- The fast-food service industry in the United States is highly competitive, with
vice Science and Management, 17, 55-74. numerous players contending for consumer attention and loyalty. In this con-
https://doi.org/10.4236/jssm.2024.171002
text, businesses must provide exceptional service quality to differentiate them-
Received: July 8, 2023 selves, and attract, and retain consumers. This abstract examines strategies
Accepted: February 16, 2024 and approaches for enhancing service quality in the United States fast-food
Published: February 19, 2024 industry. This study begins by identifying the key service quality dimensions
Copyright © 2024 by author(s) and
pertinent to the fast-food industry, such as responsiveness, dependability,
Scientific Research Publishing Inc. tangibles, empathy, and assurance. These dimensions provide a framework
This work is licensed under the Creative for evaluating and enhancing fast-food establishments’ service quality. Em-
Commons Attribution International
ployee training and development is an essential strategy for improving service
License (CC BY 4.0).
http://creativecommons.org/licenses/by/4.0/ quality. Staff members who are well-trained, knowledgeable, and possess out-
Open Access standing interpersonal skills can provide efficient and personalized service,
resulting in increased customer satisfaction. Training programs should em-
phasize product knowledge, communication skills, conflict resolution, and
customer-centricity, leadership potential and dynamics of emotional labor
play in employee engagement and satisfaction among other factors. Service
quality post Covid-19 pandemic and integration of technology also play an
important role in enhancing service quality. Implementing user-friendly or-
dering systems, self-service terminals, and mobile applications can increase
the speed and accuracy of order processing, thereby minimizing wait times
and errors. In addition, digital platforms can facilitate communication and
feedback exchange between consumers and the business, allowing for prompt
problem resolution and personalized customer engagement. In summary, price,
courteousness, cleanliness, care, speed of service, and food consistency all con-
tribute to service quality. By prioritizing these strategies, fast-food restaurants
can differentiate themselves from rivals and cultivate long-term customer loyal-
ty, ultimately resulting in business expansion and success.

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B. Kumolu-Johnson

Keywords
Service Quality, Fast-Food Restaurant, Quick Service Restaurant, Customer
Service, Customer Satisfaction, Transformational Leadership, Organizational
Change, United States, and Covid-19

1. Introduction
Fast foods may be defined as foods that can be prepared quickly, served, and
sold at chain restaurants. According to data from the National Health Nutrition-
al Examination Survey, the National Center for Health Statistics notes that be-
tween 2013 and 2016, 36.6% of adults consumed fast food on a given day (Fryar
et al., 2018). This data signifies that more than a third of all adults consume fast
food, highlighting the role it plays in the daily life of the people. Fast food res-
taurants (FFR) strive to create a unique dining experience by blending tangible
and intangible elements (Marinkovic et al., 2014). Tangibles represent things
that can be seen or touched like food and silverware while intangibles are things
which cannot be seen or touched like Wi-Fi, power, and cleaning of the premis-
es, among others. Businesses need to maximize consumer satisfaction in the fast-
food service industry, which may be accomplished through exceptional custom-
er service (Kanyan et al., 2016).
For this paper, Fast-Food Restaurants (FFR) and Quick Service Restaurants
(QSR) may be used interchangeably. QSR is the industry designation for the
category, including the most prevalent types of restaurants, such as Burger King,
Subway, and McDonald’s. One may note that a robust framework of any quick-
service restaurant is its customer service. Customer service may be defined as the
assistance an organization offers to customers before, during, and after the pur-
chase of a product or service. Customer service can be viewed as the bridge be-
tween the customer and an organization. Customer service plays a couple of
roles in the operational framework of the fast-food restaurant operation. These
roles include attending to queries and requests, projecting the organization’s
brand, providing a structure to satisfy customers, and leaving a lasting impres-
sion on the customers’ minds, among many other functions.
The overall quality of delivery and management of service in an organization
may be termed “service quality.” Service quality is the level to which a custom-
er’s expectations are met or exceeded by the services provided (Shin et al., 2019).
Service quality plays a vital role in driving return customers in the fast-food res-
taurant business and many other retail ventures. Return customers are also
known as loyal customers, and they are customers who have an emotional rela-
tionship with your organization and are willing to choose you over your com-
petitors. Villanueva et al., (2023) posit that there is a significant relationship be-
tween service quality and customer satisfaction. Other findings revealed from
the research revealed that service quality has a significant relationship between

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 B. Kumolu-Johnson

customer satisfaction and loyalty (Villanueva et al., 2023). According to studies,

service quality is a crucial factor in customer satisfaction that promotes a return
or purchase (Kim & Moon, 2009).

2. Increased Competition and the Need for Differentiation

A study from Statista (2020a) estimates that there were 194,395 quick-service
restaurant franchise establishments in the United States in 2019. The QSRs in-
cludes cafeterias, ice-cream parlors, fast-food restaurants, and others. According
to Statista (2020b), total revenue generated in the quick-service restaurant was
estimated at $280 billion in 2019. The number of restaurants could indicate a
high level of opportunity in the market. The existence of several fast-food outlets
today has also intensified competition for businesses. Businesses may compete
for customer patronage through product, price, and brand differentiation, among
many other factors. Also, the competitive position of a restaurant business may
be determined by consumer perceptions of its brand at fast-food restaurants.
The perception of quality by consumers is a crucial predictor of product selec-
tion.
Consumers will directly or indirectly evaluate services they will purchase or
have already enjoyed (Suryani, 2012). Customers will compare their percep-
tion of the product’s qualities before and after utilizing it (Serhan & Serhan,
2019). Perception may be defined as an individual’s awareness and interpreta-
tion of stimuli. Restaurants with definitive brands will have a more significant
competitive position because of consumers’ perceptions (Kazmi, 2012). Con-
sumers’ overall analysis of the performance of goods or services will influence
their purchase decisions (Zhong & Moon, 2020). Fast-food restaurants should
pay attention to how active and passive customers perceive their overall ser-
vice. Active customers look for information to make a deliberate and conscious
choice. In contrast, a passive customer has not explored for purchase informa-
tion and thus has fewer cognitive reasons for his or her choice (Cioffi and Garn-
er, 1996).
Fast-food restaurants should endeavor to create an appeal cater these two
groups of customers.

2.1. Service Quality and Customer Satisfaction

Service may be described as the efforts of service personnel to provide customer
satisfaction. Through service, clients’ wants and expectations can be fulfilled.
According to Kotler and Keller (2012), a service is an activity or action per-
formed for the benefit of another party that is intangible. Service quality is a
customer’s perception of the services that may meet or exceed his expectations
(Shin et al., 2019). According to Kristiawan et al. (2021), the quality of service
positively and substantially affects client satisfaction. Due to the enormous
availability of fast-food restaurant options, a consumer would perform a review
of what fast-food restaurant to patronize. The internal or external evaluation of

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B. Kumolu-Johnson

the FFR happens throughout the purchase process, i.e., before, during, and after
purchase.
Customers review of the goods and services they purchase is an aspect of a
customer’s decision-making procedure called the post-consumption evaluation
phase. Post-consumption evaluation phase may be defined as a phase where a
customer reflects on the overall quality of a product or service experience after
usage. Customers are either satisfied or dissatisfied with the products or services
and may either be discouraged or encouraged to use the items or services again.
Customers are satisfied when their expectations meet their perceptions of the
performance of the goods or services and vice versa. The better the quality of
service a customer experiences, the higher customer satisfaction will be. Pleased
customers will return to the fast-food restaurant. Hence, a service quality strate-
gy can help a fast-food restaurant reach its customer loyalty goals.

2.2. Inconsistency in Service Quality

Customer satisfaction and loyalty are crucial to a company’s success, and service
quality can substantially have an impact on both. For customer-focused busi-
nesses, customer satisfaction is one of the significant elements of success. Typi-
cally, marketers attempt to provide value and pursue customer satisfaction, and
service quality is an essential component of such satisfaction. High levels of ser-
vice quality may result in high customer satisfaction (Zhao & Huddleston, 2012),
but if service performance falls short of consumer expectations, discontent will
result (Brunner et al., 2008). This discontent of customers towards a fast-food
restaurant’s service could result in many negative consequences like losing busi-
ness to competition, reduced revenue, and possible liquidation.
According to an independent study conducted by National Sanitation Foun-
dation (NSF, 2022), the top six issues in a quick-service restaurant are service
quality, Covid-19 regulatory requirements, increased home delivery, equipment
problems, training, and staff turnover. This research examined fast-food opera-
tions in the United Kingdom and restaurants in the United States, China, India,
and Latin America. New regulations and processes, personnel training and re-
tention, and the need to handle speedy delivery and takeout orders have ham-
pered operations’ ability to keep the business running efficiently (NSF, 2022).
These issues are complex and require a complete overview of the entire opera-
tion of a fast-food restaurant. This overview is necessary because resolving one
of the issues and ignoring the other issues will still expose the operational defects
of the organization. Hence, a transformational leadership approach is needed to
address the multi-faceted issues in the food service industry.

2.3. Organizational Change and Transformational Leadership

Organizational change is distinguished from all other types of change by specific
characteristics. According to Richard Bechard, a pioneer of organizational change,
it entails extensive and discontinuous changes of a dramatic kind. This trans-

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 B. Kumolu-Johnson

formational shift is initiated by external forces rather than internal forces. This
form of change is also profound and pervasive, affecting every aspect of the or-
ganization and necessitating an entirely new set of actions. Leadership is re-
quired for large-scale organizational changes that necessitate substantial adjust-
ments to the organization’s mission, strategy, and culture (Burke, 2008). Studies
of effective and ineffective organizational transformations have highlighted the
critical importance of leadership when organizations face complex challenges,
and this has given rise to the notion of transformational leadership (Hersey et
al., 2001). Transformational leadership behavior raises the consciousness of fol-
lowers about what is important, raises their concerns for higher-level needs on
Maslow’s hierarchy, and moves followers to transcend their own self-interests
for the good of their group, organization or society (Burns, 1978).
Transformational leadership is different from transactional leadership. Trans-
actional leadership behavior caters to the self-interests of followers. It uses con-
tingent reinforcement: constructive rewards, praises and promises for follower
success in meeting commitments to the leader, and negative feedback, reproof,
or disciplinary action to correct failure to meet those commitments (Burns,
1978). A transformational leader, as opposed to a transactional leader, motivates,
and inspires followers to achieve exceptional results (Odumeru & Ifeanyi, 2013).
According to Korejan and Shahbazi (2016), Transformational Leadership refers
to leaders who attempt to generate fresh ideas and views for the organization’s
growth and profitability. Transformational leadership may be used to evaluate
and provide necessary interventions for complex organizational change issues
such as the one identified in the fast-food restaurant business.
Organizations often experience change because of so many factors, including
social, economic, environmental, political, and operational. A simple policy change
could affect one specific organization positively and the other negatively. Ac-
cording to Foster and Kaplan (2001), capital markets change far more rapidly
than corporations, are predicated on discontinuity rather than continuity, filter
out weak performers, reward creativity and innovation, and stimulate new busi-
nesses to enter the market. The new wave of issues identified by NSF (2022) has
caused significant changes in the industry directly and in-directly, impacting all
the players in the fast-food market. NSF International is a global public health
organization that operates in more than 170 countries, with worldwide labora-
tory testing facilities and expert resources across a wide range of professional
fields. These include health sciences, software, food and beverages, sustainability,
and agriculture. The issues identified by the NSF International research represent
the evolutionary and revolutionary changes to the industry.

2.4. Revolutionary and Evolutionary Change

A step towards evaluating the issues prevalent in an organization is having a ho-
listic review of the total operation of that organization and how external and in-
ternal changes have affected it. Understanding the difference between revolutio-

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B. Kumolu-Johnson

nary and evolutionary change could provide more context to how changes occur
in organizations and diagnose possible solutions.
Revolutionary changes occur by internal disruptions that pull sub-systems and
activities out of alignment or changes that occur in the systems environment
that threaten an organization’s abilities to obtain resources and survive in the
eco-system (Burke, 2008). According to Gersick (1991), revolutionary change is
rooted in deep structure, equilibrium periods, and revolutionary periods which
are all components of punctuated equilibrium.
Examples of revolutionary changes in the fast-food restaurant business range
from the introduction of streamlined and affordable menus to facilitate faster
service delivery and more consumer reach. The introduction of the drive through
delivery service system for fast-food restaurants in the 1970s also marked a re-
volutionary shift in the industry. This promoted a convenient means for cus-
tomers to order and retrieve their meals without having to leave their vehicles.
This innovation considerably improved the service’s speed and convenience,
thereby increasing customer satisfaction and enhancing operational effective-
ness. Also, the Internet and digitalization have paved the way for online order-
ing, mobile applications, and delivery services. These advancements have been
adopted by fast food establishments, allowing customers to place orders, cus-
tomize their meals, and have them delivered to their homes. This shift in con-
sumer behavior has transformed the way fast food restaurants interact with their
customers, allowing for increased accessibility, convenience, and customization.
A period of change is often followed by a period of normalcy and then a sudden
change known as punctuated equilibrium.
According to Gould and Eldredge (1977), punctuated equilibrium is a period
of stability followed by an abrupt change and then a return to equilibrium. On
the other hand, evolutionary change refers to incremental and continuous change.
It is based on the premise that tiny, ongoing modifications made simultaneously
across units can result in a significant change (Burke, 2008). In order to accom-
modate shifting consumer preferences and societal trends, fast food chains have
made incremental, evolutionary adjustments to their operations. In response to
the increased demand for healthy food options, numerous chains have expanded
their menus to include salads and other vegetarian options. This transition in
culture reflects a greater emphasis on health-conscious decisions and the recog-
nition of the significance of a balanced diet.
Moreover, fast-food chains have incorporated sustainability as an integral part
of their operations. They have instituted eco-friendly practices such as reducing
packaging waste, sourcing locally grown ingredients, and implementing energy-
efficient technologies. These evolutionary changes are consistent with the ex-
panding awareness of corporate social responsibility and the need for sustainable
business practices among these organizations’ leaders and managers.
Additionally, quick food chains have utilized technology to improve the cus-
tomer experience. To streamline operations and provide customized services,

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 B. Kumolu-Johnson

fast-food restaurants deploy mobile ordering, digital loyalty programs, increased

and personalized customer engagement have been implemented. These modifi-
cations utilize data analytics and customer insights to provide a more fulfilling
experience for consumers.
Covid-19 regulatory requirements, increased home delivery, equipment prob-
lems, training, and staff turnover are issues in the fast-food restaurant industry
that may have been predicated by the revolutionary and evolutionary changes in
the industry in recent years. These issues require an in-depth review and solu-
tion proposition based on leadership theories and business management solu-
tions.

2.5. Present Issues and Transformational Leadership

Solution Approach
The transformational leadership style is the opposite of the transactional leader-
ship style. Burns (1978) defines transformational leadership as associating com-
munal characteristics with inspirational values. Transformational leadership cha-
racteristics include nurturing and caring, with the transformational leader’s role
considered one of showing consideration and developing followers to reach their
full potential (Burns, 1978). Transformational leaders are prone to lead in moti-
vating and inspiring ways, believing that community features are more effective
at growing and nurturing subordinates’ self-confidence (Jogulu, 2010). A trans-
formational leader’s approach to solving the present issues in the fast-food ser-
vice chain is dynamic in nature, identifying and understanding the factors that
promote service quality.
Service quality is identified as a crucial factor for the success of fast-food res-
taurants because it has a significant impact on consumer behavior by inducing
either satisfaction or dissatisfaction. This premise, therefore, connotes that im-
provement in service quality enables fast businesses to compete, build customer
loyalty, and attract new clients (Wong & Fong, 2010). Service quality is con-
nected to all areas of the fast-food restaurant operation, from food quality to in-
ventory management to staffing and training, branding, and marketing. We may
observe the listed points as service points, and a failure of any one of the service
points could result in a failure in the overall service, thereby leading to a service
failure. Service failure may be defined as the breakdown in the customer’s per-
ception of the quality of a service process. A service failure will have a negative
impact on customer satisfaction and ultimately affect the company’s perfor-
mance to gain profit (Fitria & Yuliati, 2020). When this happens, the organiza-
tion may struggle to survive, possibly leading to the dissolution of the business.
A transformational leader not only identifies factors that’s promotes service
delivery but educates team members on operations that lead to service failure.
Advantages of transformational leadership over transactional leadership manif-
est in increased job satisfaction includes commitment to organizational goals
(Judge & Piccolo, 2004), and efficiency in the workplace (Avolio & Bass, 2002).

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B. Kumolu-Johnson

With these benefits, transformational leadership stimulates performance and

leadership capacity development among followers (Alkassabi et al., 2018). Gen-
erally, transformational leaders are emotionally intelligent, energetic, enthusias-
tic, and passionate (Alkassabi et al., 2018).

3. Methodology
A comprehensive literature review using peer-reviewed publications including
publications on EBSCO database, Bowling Green State University—Summon,
ProQuest, Google Scholar, and other sources are among the literature used re-
search and analyze the topic Improving Service Quality in the Fast-Food Service
Industry. Some of the search keywords include service quality, fast food indus-
try, customer satisfaction, quick service restaurant, fast food operations in the
United States, and food service delivery providing the needed information for
this research. This search strategy and methodology aided in the comprehensive
investigation and evaluation of the subject matter haven analyzed resulting scho-
larly publications, research papers, reports, and other pertinent sources from the
search. The purpose of the literature review was to collect a variety of informa-
tion, insights, and perspectives on service quality, organizational culture in pro-
viding quality service, as well as addressing rising labor turnover in relation to
transformational leadership and emotional labor. It required analyzing academic
databases, online libraries, and related websites in order to obtain credible and
current literature on the topic.
The procedure included a thorough review and analysis of the identified lite-
rature, extraction of key findings, themes, and concepts, and synthesis of the da-
ta to develop a comprehensive understanding of the topic. Various aspects, such
as the historical context of customer satisfaction and loyalty, increased competi-
tion and the need for differentiation, service quality and customer satisfaction,
organizational change, transformational leadership, service excellence challenges,
and the future of fast-food service delivery, were examined. Through the evalua-
tion of the literature, significant patterns, gaps, and research gaps were identi-
fied. The findings provided a foundation for comprehending the current condi-
tion of Service Quality in the United States Fast-Food Service Industry. Addi-
tionally, examining potential strategies and interventions can promote service
excellence.

4. Service Quality and the Covid-19 Regulatory

Requirements
Wuhan, Hubei Province, China, was reported to have experienced an outbreak
of pneumonia of unclear origin in December 2019. Cases of pneumonia were
connected epidemiologically to the Huanan Seafood Wholesale Market (Ciotti et
al., 2020). Inoculation of respiratory samples into human airway epithelial cells,
Vero E6 and Huh7 cell lines, led to the isolation of a novel respiratory virus
whose genome analysis revealed it to be a novel coronavirus related to SARS-CoV.

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 B. Kumolu-Johnson

This virus was subsequently designated severe acute respiratory syndrome coro-
navirus (SARS-CoV-2) (Ciotti et al., 2020). Globally, the COVID-19 health crisis
has significantly impacted the trade environments of firms of all sizes (Rogge-
veen & Sethuraman, 2020), while locally, the pandemic has had a variety of rip-
ple consequences on local economies and communities.
The Covid19 epidemic is classed as an “existential hazard” by the United Na-
tions Development Program in 1994 and the United Nations Commission on
Human Security in 2003 (Rubin, 2011). Covid19 can be classified as a worldwide
revolutionary event, and the government and regulatory authorities took steps to
curtail the spread. Some of the regulations ranged from social distancing to total
lockdown and banning people from dining at restaurants, including fast-food res-
taurants. The COVID19 epidemic has affected economic activities across major
industries. Businesses must contend with supply chain, staffing, and consumer
demand issues (Donthu & Gustafsson, 2020). The restrictions led to a disruption
in the operation of fast-food restaurants operations including reduced demand,
supply chain issues, and depleting workforce.
Fast-food restaurant operators must be environmentally conscious of struc-
turing their operations to be strategically positioned to respond to the Centers
for Disease Control and Prevention’s ever-changing regulatory requirements. A
restaurant is an open system since it continually interacts with its environment
and depends on it for survival. An open system enables an organization to take
energy from the environment (Burke, 2008). In contrast, a closed system exists
only in the world of non-living matter. Fast-food operators should recognize
that their environment determines their survival and should seek to forecast
what policies might impact their businesses and how to mitigate unforeseen
risks due to stringent policies and regulations. An example is to understand what
party governs a state and how they might implement the policy recommenda-
tions from the federal government. Also, the operator should allow data to guide
their decisions as they attempt to react to their external environment. Burke
(2008) also mentions that imperative actions for organizational change must be
based on data as much as possible, and operators should pay attention to and
listen to the data.

4.1. Hiring, Staff Turnover, and Labor Shortages

Human resource management is an integral part of any business enterprise. The
human resource department often handles employee welfare issues, including
interviews, onboarding, and training. Human Resources of fast-food restaurants
must have staffing strategies that place an emphasis on personnel qualities, re-
cruitment, and selection (Batt et al., 2014). To raise the level of service quality,
the human resources department should hire individuals that are proactive, have
excellent communication skills, and are aware of their environment. Employees
are the backbone of every enterprise because they are the ones that complete the
task and activities needed to keep the organization running. In a recent study

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B. Kumolu-Johnson

conducted by NSF (2022), 81 percent of frontline QSR employees do not believe

their training is very successful despite its obvious significance. A significant pro-
portion of people think it is time-consuming, difficult to keep up-to-date, and
given in an unengaging manner.
According to Kanyan et al. (2016), research suggested that the management
team did not provide moral support to the employees. The management team
did not provide good advice or constructive feedback to the employees. When
employees made errors at work, they rarely offered guidance or feedback to help
them improve their performance. Leadership effectiveness in managing employees
needs to be reviewed for appropriate training and effective feedback for staff
improvement. Scheers and Botha (2014) stated that employee training might
boost employees’ performance, job happiness, and, eventually, overall perfor-
mance. The organization needs to provide alternative mediums for trainings to
be delivered such as completing the trainings on their mobile phones and consider
the possibility of taking the trainings at home.
The Burke-Litwin Casual Model of Organization posits that a change in any
transformational factors such as the external environment, strategy, mission and
leadership, and culture would lead to a disruption in the entire organizational
system (Burke, 2008). The deep structure of the organization would have been
compromised because of this change, thus requiring visionary or transforma-
tional leadership. According to Gersick (1991), deep structure is the core of an
organization’s structure. The underlying culture and structure are the organiza-
tional design for decision-making, accountability, control, and power allocation.
It is how an organization observes, responds to, and relates to its external envi-
ronment (Tushman & Romanelli, 1985). If revolutionary change is called for, the
deep structure of the organization must be changed. The absence of such a
transformation change could lead to the ineffective operation of such an organi-
zation. Thus, transformational solutions require changing the culture, mission,
and strategy, introducing new leadership, and addressing the more transactional
aspects of the organization, such as structure, decision-making, accountability,
and teamwork.

4.2. Transformational Leadership and Emotional Labor

A transformational approach may require the organization to empower the op-
erators at the restaurants and provide a structure where the restaurant leaders
can be emotionally aware of the needs of their team members. The restaurant
leader, including the mid-level managers and the team leaders, needs to under-
stand how to communicate emotions and the different levels of communication.
Examining levels of emotional communication at progressively abstract levels of
social organization is a valuable technique to help understand emotional com-
munication.
These levels include the individual, relational, workgroup, organizational, oc-
cupational, societal, and global (Waldron, 2012). While the individual level shows

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 B. Kumolu-Johnson

personality traits, personal skills, and bodily reactions, the relational level focus-
es on emotions resulting from encounters with peers, leaders, members, em-
ployees, and consumers. At the workgroup level, emotions are amplified collec-
tively, whereas, at the organizational level, formal and informal structures are
established to enforce order, enhance cooperation, and distribute power (Wal-
dron, 2012). Effective management of employee emotions can help reduce em-
ployee job dissatisfaction and, in turn, reduce employee job turnover. Herzberg
(1987) asserts that intrinsic job satisfaction is tied to the nature of work termed
motivators which are achievement, acknowledgment, responsibility, advance-
ment, growth, and the work itself, while elements such as supervision, work
conditions, coworkers, salary, policies and procedures, job security, status, and
personal life represent the hygiene factors and contribute to extrinsic job satis-
faction. When these internal or hygiene factors are improved on employee job
satisfaction increases. According to Kanwar et al. (2012), contented employees
affect the total profitability of the business. High job satisfaction positively af-
fects the company’s overall profitability because it improves productivity and
reduces employee turnover. Herzberg (1987) further suggested that improving
the hygiene factor does not necessarily improve employee job satisfaction but
reduces job dissatisfaction. This, therefore, suggests that restaurant leaders can
reduce job dissatisfaction of employees when they are more emotionally aware
of themselves and the team they lead, thereby reducing employee turnover.

4.3. Training, Emotional Labor, Surface Acting, and Deep Acting

Hochschild (1983) initially created the term emotional labor. She defined emo-
tional labor as the management of emotion to create a publicly observable facial
and bodily show in service work. She suggested that service agents undertake
emotional labor when portraying socially desired emotions as part of their pro-
fessional responsibilities. Perhaps the most prevalent form of emotional labor
consists of service with a smile interaction in which waiters and other service
personnel behave friendly toward their customers (Pugh, 2001). Surface acting
and deep acting are forms of emotional labor in which employees alter their
emotional expression. In most businesses and restaurants, employees are trained
to surface act. Employees engage in surface acting when they alter their external
emotional displays without attempting to feel the emotions they are presenting.
In contrast, they are engaged in deep acting when they seek to feel the feelings
they wish to portray (Hochschild, 1983). Training should be directed more to-
wards deep acting than surface acting. Positive effects will be more significant
for those using deep acting rather than surface acting (Humphrey et al., 2008).
Hence, restaurant leaders will help their employees experience better emotional
intelligence and stability. Fast-food restaurant leaders who perform emotional
labor will be more likely to be perceived as transformational leaders. Deep acting
will be more effective than surface acting at increasing perceptions of transfor-
mational leadership (Humphrey et al., 2008). Leaders need to be trained in using

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B. Kumolu-Johnson

emotional labor, increasing employee perception as effective communicators, and

transformational leaders in the transformative change process.

4.4. Equipment Problems

Service quality hinges on several components, including equipment maintenance
and technological advancement. Fast-food restaurants may need to upgrade
their food service infrastructure to meet industry standards to compete. Regular
maintenance of current equipment is one significant way to receive the maxi-
mum value and trouble-free service at fast-food restaurants. Regular mainten-
ance, which includes cleaning, will maintain everything in good condition and
detect minor malfunctions or worn-out parts before they lead to costly failures
(Kanyan et al., 2016). Employees should be trained on the proper use of equip-
ment, and equipment misuse could lead to equipment failure and increase the
cost of repair.
1) Increase in-home delivery (Operations and Organizational structure)
The demand for in-home delivery is necessitated by the events of COVID-19
with its restrictions. The quick move to home delivery and order collecting dur-
ing COVID-19 has had widespread effects on QSRs. For many, though, the ex-
perience has been good, indicating intriguing new opportunities for the future
(National Sanitation Foundation [NSF], 2022). This research highlights two sig-
nificant points. Firstly, effective management planning could help position the
restaurant business for success. This planning may require adjusting the staff
structure in a fast-food restaurant. For example, a restaurant might need to con-
sider evaluating the right mix of part-time or full-time employees or those who
work backstage (cooks) and frontline (servers). When customer dine-in increas-
es, there may be more need for part-time workers and more frontline-office staff,
but when home-delivery increases, more backstage staff might be needed to
handle the volume and process orders just-in-time. These adjustments will en-
sure there is a steady balance between cost and profit. Secondly, understanding
customer behavior may help an operator decide what infrastructure to invest in
for strategic positioning for success. If the data has shown that customers are
opting for more in-home delivery requests, then the restaurant’s online channels
need to be promoted by the media and communications team. Also, operators
need to invest in technologies that will aid the ease of use of the restaurant’s on-
line platforms. Another consideration would be to form strategic alliances with
other organizations that will allow the restaurant to maximize the opportunities
in their current environment, such as partnering with several ride-sharing ser-
vices to pick up orders and deliver them to customers just-in-time.

4.5. The Future of Fast-Food Restaurants

Technological advances, altering consumer preferences, and evolving societal
trends are likely to bring about radical transformations in the future of fast-food
restaurants. As technology evolves, fast food restaurants will likely adopt auto-

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 B. Kumolu-Johnson

mation and digital innovation to improve consumer experiences. The prevalence

of self-service kiosks, mobile ordering apps, and digital payment options will in-
crease, allowing consumers to place orders with greater ease and convenience.
Many such developments are currently being tested by several fast-food chains.
From the fully automated McDonalds restaurant, to the Taco Bell Defy Drive-
through and Chik-Fil-A express drive-through lanes. In addition, the rise of ar-
tificial intelligence and machine learning may result in customized menus and
suggestions based on consumer preferences and previous orders. In addition, a
greater emphasis will be placed on healthier food options, sustainable practices,
and ingredient procurement transparency.
2) Healthier Menus
In the United States, fast food is considered a major contributor to the high
rates of childhood obesity. A report by the National Center for Health Statistics,
National Health, and Nutrition Examination Survey, 2017-2018 states that “al-
most 1 in 5 children and adolescents ages 2 to 19 (19.3%) have obesity” and “the
rate of obesity increased from 19.4% in 1997 to 31.3% in 2018 which was notably
prevalent among adults aged 20 and older, which is a concerning trend.
According to a press release about a survey conducted by (Nextbite, 2022), 46
percent of consumers want to eat healthier in 2022, making it the top-ranked
lifestyle adjustment, followed by working-out more frequently and spending less
money. In addition, 49% of consumers intend to order healthier cuisine deli-
vered in 2022. In fact, offering healthier food delivery options is the third most
effective method to encourage consumers to order delivery more frequently fol-
lowing closely behind faster delivery times and a greater variety of food. The rise
in decision by the people to eat healthier should be matched by fast-food restau-
rants or else they risk the possibility of losing business to competitors.
Eating healthier in 2022 is a top resolution for all ages, including 48% of 18 to
24-year-olds and 45% of 25 to 34-year-olds. Eating healthier does not necessitate
adopting a trendy new diet, as only 6% of respondents intend to attempt the keto
or Whole 360 diet. “Restaurants have a tremendous opportunity in 2022 to
adopt virtual menus to reach new customers for delivery and takeaway, as well
as to offer new healthier options that consumers crave,” said Nextbite Vice
President of Brand Mickey Citarella. Most consumers are aware of these changes
and will reward fast-food restaurants that try to accommodate their demands by
doing business with them.
3) More customized offerings to customers
The availability of competition has encouraged more fast-food restaurants to
offer more customized menu choices. Most fast-food restaurants often regard
customization as a major selling point while mobile ordering has made ordering
more convenient than ever before. Mobile ordering has increased the popularity
of customization over the past few years. Customers tend to place larger and
more complex orders online, where they are less likely to feel judged by servers.
This shift to more food customization is partially attributable to the rapid ad-

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B. Kumolu-Johnson

vancements in technology employed by fast-food franchises, such as online or-

dering, and the fact that people have become accustomed to being at home and
having everything delivered. An increasing number of customers are beginning
to treat fast food as their personal catering service with several modifications to
every item and no empathy or understanding for overworked employees.
Fast-food restaurants will have to accommodate these requests by hiring more
staff, providing an updated training, and updating their technology and opera-
tion. Even with these modifications, fast-food restaurants will still find it chal-
lenging to keep up with demand.
4) Unlimited bonuses through mobile app
Today, nearly every fast-food brand has a mobile app; not only do these apps
help restaurants operate more efficiently, but they also provide valuable custom-
er data. Downloading a fast-food chain’s app can save you money in the long
run, as they tend to offer attractive discounts, reward points, and birthday cele-
bration gifts. An example is the McDonald’s app which awards 100 points for
each dollar spent while the Chik-Fil-A app awards 12 points per dollar. Points
can be redeemed for free menu items; the more points accumulated; the larger
the free menu items unlocked.
As competition grows, fast-food will offer more food and discount in order to
make their app the go to for consumers willing to part with very little cash while
maximizing available discounts for their meals.

4.6. The Fast Adoption of Ghost Kitchen, Delivery Service

and Greater Drive through Use
Ghost kitchens also known as gloomy kitchens, silent kitchens, or delivery-only
kitchens, are food delivery-optimized commercial kitchens. Each delivery kitch-
en is situated in locations where delivery demand is highly concentrated. The fa-
cilities themselves lack a storefront, and the staff prepares delivery-only dishes
from their menus. This type of kitchen is fast becoming a trend and its accele-
rating due to the shift in demand during the pandemic, as delivery has become
the lifeblood of many establishments. In fact, 60% of consumers in the United
States order delivery or pickup at least once per week (Upserve POS Review,
2023). Now, more than ever, it is prohibitively expensive to operate a traditional
brick-and-mortar restaurant due to soaring administrative expenses and uncer-
tain demand. Traditional establishments are simply not designed for delivery.
In addition, the demand for food delivery is at an all-time high, with consum-
ers able to order from their favorite restaurants in any city. Customers are pe-
rusing their preferred foods online and placing orders from the comfort of their
couches. In the quick food industry, ghost kitchens are becoming increasingly pop-
ular. The global Food Delivery market size is projected to grow from US$ 37,690
million in 2022 to US$ 104,050 million in 2029; it is expected to grow at a Com-
pound Annual Growth Rate (CAGR) of 15.6% from 2023 to 2029. Already, ma-
jor restaurant chains are taking steps to accommodate the trend. Wendy’s an-

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 B. Kumolu-Johnson

nounced in 2020 a partnership with ghost kitchen operator Reef Technology to

establish approximately 700 delivery-only kitchens in the United States and
Canada over the course of the next five years. While Wendy is pulling back on
her original plan, ghost kitchen still tends to offer alternative options for restau-
rant operators to lower cost.
Taco Bell also launched a new drive through system called “Taco Bell Defy”
concept opened in a Minneapolis suburb and aims to redefine drive-through.
The kitchen is located on the second floor of the two-story building, and orders
are delivered to customers’ vehicles via a “vertical lift” while customers wait to
pull out their orders, this is similar to a drive-through banking system. Services
like these are implemented to improve service delivery to consumers by reducing
the time spent in the drive-through. The numerous drive-thru lanes at Defy are
intended to reduce the customer wait time to less than two minutes. Each lane
will serve a specific purpose, including one for customers who order through the
Taco Bell app, another for delivery drivers, and others for traditional orders
equipped with a two-way audio and video technology service for customers to
communicate with team members and service personnel. Some of the many bene-
fits of these new approaches are decreasing overhead cost, improving customer
experience, and driving more online traffic to your business.

4.7. Policy, Centralized or Decentralized Systems

Another critical aspect of the organization framework to consider is the struc-
ture of the fast-food restaurant. An organization could either have a centralized
or decentralized system. The subject of centralized versus decentralized decision
making has been evident in management literature and corporate management
for decades. Centralization may be seen as the concentration of management
and decision-making authority at the top of the organizational structure in order
to coordinate financial, human, and other corporate resources. In contrast de-
centralized organization’s formal decision-making power is distributed across
multiple individuals or teams.
The main enquiry has been an exchange between two opposing effects of del-
egation: on the one hand, delegation leads to a better utilization of information
scattered throughout the lower levels of the corporation’s hierarchy, while on the
other hand, it results in a loss of control for upper-level managers. Organizations
often use a centralized structure when size or uniformity is a significant cost
factor, when specialized production capabilities are required, or when manufac-
turing strategy is a significant element of corporate strategy. In contrast, decen-
tralization is preferable when distinct products are required for individual mar-
kets or when the organization must respond rapidly to changing or regionally
distinct client needs. A fast-food restaurant could be classified as either centra-
lized or decentralized depending on the structure of the organization.
A transformational approach to resolving prevalent issues mentioned earlier
will consider a more decentralized structure of the whole or parts of the business

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B. Kumolu-Johnson

structure. Organizations often use policy as a tool in coordinating workforce

behavior in both the private and public sector. Policies are an integral part of a
business and help to drive consistency of action across an organization’s culture.
An organization’s culture represents its objectives, missions, expectations, and
values. It is the responsibility of the organization to define the culture that will
represent your firm.
The employees will have difficulties defining the business’s values and ex-
pected behaviors if the organization doesn’t have a definitive mission, vision,
and value statement. According to Drucker (1992) there are three things to fol-
low while developing an organization’s mission; examine your company’s strengths
and prior performance, consider the external opportunities and requirements,
and determine the core values of your organization. An organization’s policy is
an extension of a company’s corporate culture. Every organization needs a ro-
bust policy for effective operation but should seek to engage everyone connected
to the organization in the policy formulation process.

5. Recommendation
Price, courteousness, cleanliness, care, speed of service, and food consistency all
contribute to service quality. Service quality results in positive referrals, custom-
er happiness, an improved corporate brand, an increase in customer loyalty, and
enhanced commercial success.
An inherent obstacle in improving service is the fast-paced nature of the in-
dustry creating the need for prompt service which often conflicts with the exten-
sive procedures required to improve service quality. Striking a balance between
speed and efficiency while maintaining the necessary level of thoroughness to
ensure cleanliness, food uniformity, and staff courtesy can be an ongoing chal-
lenge. Deploying a transformative management approach in addressing these
issues could prove beneficial to improving the overall operation in fast food in-
dustry.
For a fast-food restaurant, attention should be given to on-the-job training,
environmental changes, quality of food, revising the vision, mission, and corpo-
rate culture. The organization can also use strategic models and theories like the
SWOT analysis to evaluate the strengths, weaknesses, opportunities, and threats
of the organization or business for an improved operation and service delivery.
Also, leaders of fast-food restaurants should be emotionally aware of their
personal emotions and that of their team. Achieving service quality should be a
constant objective of a fast-food restaurant due to the ever-changing nature of
the environment.

6. Conclusion
The research encountered limitations in terms of both its scope and depth.
Conducting a rigorous investigation of a certain food service chain would pro-
vide direct and extensive data for a thorough evaluation. Implementing this tar-

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 B. Kumolu-Johnson

geted research approach would provide a concentrated investigation into the

operations of a given chain, leading to a more profound comprehension of their
efforts to enhance service quality, and offering concrete, practical observations.
Subsequent investigations into raising service quality in the fast-food sector
could examine the influence of technological integration and innovation on im-
proving customer experiences. Examining the deployment of state-of-the-art
technology, such as Artificial Intelligence (AI) -powered automation, self-service
kiosks, or mobile applications for ordering and payment, could yield significant
observations regarding their efficacy in optimizing service procedures while
preserving or even enhancing quality. Furthermore, investigating the impact of
data analytics and consumer feedback systems on real-time service improvement
tactics could be a fruitful direction.
In conclusion, raising consumer satisfaction and achieving long-term success
in the fast-food industry heavily relies on improving service quality. The ever-
changing nature of the industry necessitates that the pursuit of service quality
should be a continuous goal rather than a singular effort, requiring constant ad-
justment and responsiveness to shifting client demands and market conditions.

Conflicts of Interest
The author declares no conflicts of interest regarding the publication of this pa-
per.

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