Casual Restaurant Research Articles

An Exploratory Case Study of Factors That Impact the Turnover Intentions and Job Satisfaction of Multi-Unit Managers in the Casual Theme Segment of the U.S. Restaurant Industry

Multi-unit restaurants or “chain” restaurants represent the largest portion of the $537 billion U.S. foodservice industry (NRA, 2007). Turnover is the most serious issue facing these employers today; operators have consistently identified recruiting and retaining employees as their number one challenge. There is a need to identify the factors that impact turnover for a multi-unit manager (MUM) so employers can respond appropriately. Additionally, turnover factors must be identified in order to be able to develop human resources practices and policies that can help to prevent MUM turnover. This study investigated the factors that impact the turnover intentions and job satisfaction for MUMs in the U.S. casual restaurant. A survey was distributed to MUMs during their annual conference. The results indicated that MUMs needed training in the areas of human resources management, employee development, and leaders skills.

The research design used to develop a high performance management system construct for US restaurant managers

Studies suggest that when organizations place a higher value on their employees, through the implementation of high performance management systems (HPMSs), their business performance improves. Those that have conceptualized the HPMS construct in the service sector have limited validity for the restaurant industry. To fill this gap this paper presents the research methods used to develop a construct for a HPMS within the casual restaurant sector of the US hospitality industry. The exploratory qualitative methodology that combines a variety of data collection techniques including interviews for the pilot study, the Delphi method and secondary data collection to establish the most salient dimensions of a HPMS in the casual restaurant industry, are discussed. Thirteen key HPMS dimensions are identified; training and skill development, employer of choice, information sharing, selectivity in recruiting, measurement of HR practices, promotion from within, quality of work/life, diversity, incentive pay based on performance appraisal, participation and empowerment, employee ownership, self-managed teams and high wages. In addition, an overarching HPMS construct is developed as a first step in identifying the link between HR practices and restaurant performance.

Consumer reaction to crowding for extended service encounters

PurposeMuch of the research on crowding in a service context has focused on customer reaction to crowding in a retail setting. This paper seeks to examine the effect of consumer goals on consumers' reactions to crowding for extended service encounters.Design/methodology/approachThe authors used a 2 (Crowding: crowded or not crowded) × 2 (Goal: utilitarian or hedonic) × 2 (Service level: bad or good) factorial, between‐subjects design to test hypotheses. Service level and tolerance for crowding were entered as control variables. A service encounter in a casual restaurant was used as the service setting in the study. Subjects were randomly assigned to a written scenario describing an experience in a restaurant. They were then shown a photograph depicting the interior of the restaurant.FindingsConsumption goal moderates the effect of perceived crowding on satisfaction. Significantly lower satisfaction ratings are associated with a crowded service environment when the primary consumption goal for the service experience is utilitarian, rather than hedonic, in nature. Furthermore, regardless of the consumption goal, crowding negatively impacts positive in‐store behaviors (i.e. desire to spend more money and time at the restaurant).Research limitations/implicationsThe study was limited to one extended service setting. Future research across other extended service settings is needed establish the generalizability of the findings.Practical implicationsThe study has implications for the design of the service facility and the application of demand‐shifting revenue management strategies.Originality/valueThe paper extends the literature on shopping motivations to extended service settings by examining the effect of consumer goals on consumers' reactions to crowding, specifically consumer satisfaction with, and consumer behaviors within, the extended service encounter.

Consumer-Level Determinants of Wine Purchases in Canadian Restaurants

AbstractLogistic regressions identified determinants of red and white wine purchases in formal and casual restaurants, using a detailed dataset of over 26,000 consumer-level food away-from-home purchases in two Canadian provinces during 2000–2005. Meal context regressors, and prior behavior associated mainly with unobserved heterogeneity, contributed most of the explanatory power, with observable demographic regressors playing a modest role. The main strategic recommendation is thus to focus wine marketing resources on the restaurant environment, with less emphasis on targeting specific audiences. (JEL Classification: C25, D12)

LSI Industries Inc.

AbstractElectrical (MIC: SIC: 3648 NAIC: 335129)LSI Industries is a provider of corporate visual image services through the combination of screen and digital graphics capabilities, various indoor and outdoor lighting products, and related services. Co. is also a provider of graphics and lighting products and services on a stand‐alone basis. Co. provides corporate visual image services to the petroleum/convenience store industry, providing its services to national retailers and multi‐site retailers, including quick service and casual restaurants, video rental and eyewear chains, retail chain stores and automobile dealerships located primarily in the U.S. At June 30 2007, Co. operated three segments: Lighting, Graphics and Technology.

LSI Industries Inc.

AbstractElectrical (MIC: SIC: 3648 NAIC: 335129)LSI Industries is a provider of corporate visual image services through the combination of screen and digital graphics capabilities, various indoor and outdoor lighting products, and related services. Co. is also a provider of graphics and lighting products and services on a stand‐alone basis. Co. provides corporate visual image services to the petroleum/convenience store industry, providing its services to national retailers and multi‐site retailers, including quick service and casual restaurants, video rental and eyewear chains, retail chain stores and automobile dealerships located primarily in the U.S. At June 30 2007, Co. operated three segments: Lighting, Graphics and Technology.

LSI Industries Inc.

AbstractElectrical (MIC: 11.14 SIC: 3648 NAIC: 335129)LSI Industries is a provider of corporate visual image services through the combination of screen and digital graphics capabilities, various indoor and outdoor lighting products, and related services. Co. is also a provider of graphics and lighting products and services on a stand‐alone basis. Co. provides corporate visual image services to the petroleum/convenience store industry, providing its services to national retailers and multi‐site retailers, including quick service and casual restaurants, as well as retail chain stores located mainly in the U.S. At June 30 2007, Co. operated three segments: the Lighting Segment, the Graphics Segment and the Technology Segment.

Discrete Negative Emotions and Customer Dissatisfaction Responses in a Casual Restaurant Setting

The primary purpose of this study is to investigate customers' emotional responses following a service failure in a restaurant setting. Specifically, this study investigates how specific emotions (anger, disappointment or regret, worry) influence consumers' behavioral intentions. To gain a richer understanding of consumers' coping behaviors, the authors examine customers' locus of failure attributions. By using a 3 × 2 factorial between-subjects design, three attribution types (internal, external, and control condition) are matched with two service recovery outcomes (positive and negative). Findings suggest that customers with feelings of anger and disappointment or regret are likely to engage in various dissatisfaction responses (e.g., direct complaining, negative word-of-mouth, and switching), whereas worried customers are not. Attributing the failure to internal or external causes reduce switching and negative word-of-mouth intentions. Finally, the study results indicate that feelings of anger spill over to postrecovery satisfaction.

LSI Industries Inc.

AbstractElectrical (MIC: 11.14 SIC: 3648 NAIC: 335129)LSI Industries is a provider of corporate visual image services through the combination of screen and digital graphics capabilities, a variety of indoor and outdoor lighting products, and related professional services. Co. is also a provider of graphics and lighting products and professional services on a stand‐alone basis. Co. provides corporate visual image services to the petroleum/convenience store industry, providing its services to national retailers and multi‐site retailers, including quick service and casual restaurants, as well as retail chain stores located mainly in the U.S. At Jun 30 2007, Co. operated three segments: Lighting Segment, Graphics Segment and Technology Segment.

LSI Industries Inc.

AbstractElectrical (MIC: 11.14 SIC: 3648 NAIC: 335129)LSI Industries is a provider of corporate visual image services through the combination of screen and digital graphics capabilities, a variety of indoor and outdoor lighting products, and related professional services. Co. is also a provider of graphics and lighting products and professional services on a stand‐alone basis. Co. provides corporate visual image services to the petroleum/convenience store industry, providing its services to national retailers and multi‐site retailers, including quick service and casual restaurants, as well as retail chain stores located mainly in the U.S. Co. operates through three segments: Lighting Segment, Graphics Segment and Technology Segment.

Mixed Findings on the Service Recovery Paradox

The purpose of this study was to test the service recovery paradox and double deviation on customers' overall satisfaction considering definitional and methodological issues. This study employed a scenario experimentation manipulated three dimensions of justice at two levels each (2 × 2 × 2 factorial design). A convenience sample of 286 casual restaurant customers was used in the study. Paired sample t-tests were employed to test recovery paradox and double deviation effects after selecting four groups of customers based on recovery satisfaction to take into account the if-condition in the definition of the service recovery paradox. Customers' post-recovery overall satisfaction could be higher than their initial overall satisfaction provided customers were highly satisfied with service recovery (recovery paradox). When customers are somewhat satisfied with recovery efforts, their initial overall satisfaction could be carried over after two transactional evaluations. Double deviation effects were obvious and consistent when customers were either highly dissatisfied or somewhat dissatisfied with service recovery.

Customer perceived control and the moderating effect of restaurant type on evaluations of restaurant employee performance

The purpose of this study was to examine the effect of customer perceptions of control within the dining experience on their perceptions of employee performance. The moderating influence of restaurant type on the relationship between perceived control and evaluations of employee performance was also examined. Results indicate that high perceived control leads to higher perceptions of employee performance than low perceived control. Results also suggest that increased control has a greater positive effect on employee performance ratings in fine dining restaurants than in more casual restaurant environments.

The Effect of Meal Pace on Customer Satisfaction

Restaurant operators who seek to increase table turns during peak periods may want to speed up the meal's pace. However, excessive speed may make customers feel rushed. A survey of 218 respondents found that too fast a pace does affect customer satisfaction with the meal experience, with fine-dining customers more sensitive to pacing issues than customers in casual or upscale casual restaurants. Regardless of restaurant type, too fast a pace during the meal itself diminishes customer satisfaction, but speed during check settlement is often appreciated. The effects on customer satisfaction of the pace of welcome, seating, and taking drink orders depend partly on the type of restaurant and on the meal type. Guests at fine-dining restaurants do not want these preprocess events to be rushed. Additionally, a faster pace during these preprocess events at dinner diminished satisfaction ratings as compared to lunch.

LSI Industries Inc.

AbstractElectrical (MIC: 11.14 SIC: 3648 NAIC: 335129)LSI Industries is a provider of corporate visual image services through the combination of screen and digital graphics capabilities, a variety of indoor and outdoor lighting products, and related professional services. Co. is also a provider of graphics and lighting products and professional services on a stand‐alone basis. Co. provides corporate visual image services to the petroleum/convenience store industry, providing its services to national retailers and multi‐site retailers, including quick service and casual restaurants, as well as retail chain stores located mainly in the U.S. Co. operates through three segments: Lighting Segment, Graphics Segment and Technology Segment.

The Relationship between Leader-Member Exchange (LMX) and Psychological Empowerment: A Quick Casual Restaurant Employee Correlation Study

This study identifies the relationship between leader-management exchange (LMX) and psychological empowerment and the role of selected demographics in the relationship between fast-casual restaurant employees. Despite some research popularity, few studies have been conducted to determine the relationship of these theories in combination in the hospitality industry. Survey instruments include Spreitzer’s 12-item psychological empowerment and LMX-7, as well as a demographic questionnaire. The study encompasses 173 employees from 20 restaurants in the continental United States. The characteristics of the respondents are presented with descriptive statistics. Bivariate correlations are used to test the research hypotheses. The findings reveal that LMX has a statistically significant positive relationship with psychological empowerment as well as its dimensions (attitude and influence). In addition, the relationship between LMX and psychological empowerment was statistically significant across all subgroups in terms of demographics.

Leader-Member Exchange Quality

ABSTRACT Leader-member exchange (LMX) is a multidimensional construct seeking to identify the quality of the relationship between the leader and immediate subordinate. An instrument developed by Schrie-sheim, Neider, Scandura, and Tepper (1992) was utilized to determine the LMX score of 798 non-managerial employees in a casual restaurant chain. The dimensions of perceived contribution, affect, and loyalty were examined. Results demonstrate that LMX quality was high among the surveyed employees of a restaurant chain. The scores of LMX on age, gender and job tenure differed among employees while LMX scores on job status, education, and job type did not differ significantly.

How long should dinner take? Measuring expected meal duration for restaurant revenue management

Restaurants have two strategic levers for revenue management: duration control and demand-based pricing. Reducing dining times, especially during peak periods, can add considerable revenue for the restaurant. Managing meal duration, however, can be far more complex than manipulating the price. This paper examines dinner duration expectations for a casual restaurant using an adaptation of a price sensitivity measurement tool, naming it ‘Time Sensitivity Measurement’ or TSM. TSM is then used to derive the expected dining time, the optimal and indifference duration points. The results show that there is a relatively wide spread of acceptable dining duration times. Furthermore, the optimal and indifference points were significantly shorter than the mean expected dining time, suggesting that many restaurants may be able to shorten dining duration significantly (some 20 per cent in this present study) without compromising customer satisfaction. Furthermore, the paper explores whether demographic variables have an impact on time preferences and finds only nationality effects to be significant. Specifically, North Americans and Asians have similar duration expectations, while Europeans preferred a significantly longer dining time.

Understanding Mature Customers in the Restaurant Business

Summary The study reported here examined die differences between intangible service experiences of mature and younger customers in quick-service, casual, and fine-dining restaurants. The authors used ten unpleasant service experiences to identify the significant experiences that can impede satisfaction in three types of restaurants. No unpleasant service experiences were significant for either mature or young customers. However, in the casual dining restaurants, the (1) lack of product knowledge and (2) inattentive servers created significantly unpleasant service experiences for mature customers. In the quick service restaurant, the (1) lack of product knowledge, (2) inattentive servers, (3) rudeness, and (4) lack of cleanliness produced significantly unpleasant service experiences which in turn impeded the satisfaction for the mature customer. The reasons for these findings are discussed, and the authors suggest that the restaurant industry pay more attention to the mature population in order to increase...

The effect of cultural orientation on the service timing preferences of customers in casual dining operations: An exploratory study

Sociological studies indicate that individuals’ orientations toward time are grounded in cultural tradition. This study employs samples from the USA and Hong Kong to identify if and how these differences impact service delivery expectations for casual restaurant dining. Results provide useful information for the modification of service practices to more closely align with the preferences of diverse consumer segments in the global market place.

Micro-Brewed Beer and the Patrons of Mid-Priced, Casual Restaurants

Micro-breweries and micro-brewed beer have been growing in popularity ever since 1977. In recent years, the growth has been phenomenal; restaurants have started to take notice and advantage of the increased interest in micro-brewed beers. However, shakeout is expected. The research focused on mid-priced casual restaurants, a large segment with many chain restaurants, with respondents from three regions of the continental United States (i.e., the Southeast, the Pacific Northwest, and the Midwest). The research findings suggest that more than 70 percent of the participants in this study reported that they dine out at least once per week, indicating that they are accustomed to the dining process. These respondents indicated a higher than average socioeconomic index (Byrne, 1971), and a strong preference for micro-brewed product offerings. Additionally those respondents who indicated a preference for micro-brewed products were less prone to desire a national brand of beer. Regional differences among the participants' responses are also discussed.