Taco Bueno is a fast-casual Mexican-food restaurant chain.

It opened its first restaurant in

1967 in Abilene, Texas, and now has over 185 locations throughout Texas, Oklahoma,
Nebraska, Missouri, Louisiana, Kansas, Indiana, New Mexico, and Arkansas. Taco Bueno
emphasizes fresh quality food, affordable prices, and fast service times. Rather than bringing
in prepared food, items such as salsa, guacamole, and seasoned beef are prepared fresh at
each location, a policy that increases the food preparation time but results in higher-quality
food. Menu items include burritos, tacos, muchacos, nachos, tostadas, quesadillas, and salads.
Customers can order food inside the restaurant or through the drive-thru lane. Both cash and
credit cards are accepted. Five principles constitute the “Bueno Way”:

 Integrity: We base our actions and words on the highest level of honesty.
 Customer focus: We strive to deliver 100% guest satisfaction.
 Teamwork: We act as one, encourage communication, and respect diversity.
 Accountability: We see it, own it, and take charge!
 Spirit: We have fun, celebrate victories, and share our success.

The goal of the restaurant is to get the orders to the customers within 60 seconds of their
pulling up to the cashier. To meet or better this goal, Taco Bueno wanted to improve the time
spent taking and completing orders in the drive-thru lanes at its 185+ restaurant locations. The
restaurant’s reasoning is that fast delivery speeds not only increase the average number of
cars that can be served in an hour, but also reduces the number of people who might not
patronize the restaurant if they see long, slow-moving lines.
Question 1
Not yet graded / 5 pts
Taking into consideration what you learned on employee motivation, how would you
motivate employees to improve the drive-thru speed at Taco Bueno?
Your Answer:
through giving each and every staff member thorough training. Making sure they are adequately taught helps decrease service delays and
incorrect orders, from menu comprehension to POS system use. Ensure that every step of the process—from the moment a customer puts in
an order to the moment it is delivered to them—is known to your team. If complications do emerge, training them to deal with situations like
a lack of supplies or order confusion will also help them handle them better. Because the fast-food industry experiences one of the highest
turnover rates, managers and owners in this industry should search for ways to motivate fast-food employees. Use incentives and other
methods to get employees motivated to produce higher-quality and more productive work results. Opportunities for learning and growth
have been shown to assist employees in meeting client needs, being reliable, offering top-notch customer service, and improving
relationships with coworkers. Additional training can help your staff feel more confident in their jobs and will also make them more
customer-focused.

Following the success of the motion picture Forrest Gump, the Bubba Gump Shrimp
Company opened its first restaurant in 1996 on Cannery Row in Monterey, California. Today,
they have grown to over 30 locations worldwide. The importance of employee relations at the
restaurant chain is demonstrated by awards such as the 2005 Nation’s Restaurant News
NRAEF Spirit Award for excellence in hiring, training, retaining, and developing employees;
Chain Leader’s Best Places to Work in 2006, and being named by the OC Metro Magazine as
the “2006 Best Company to Work for in Orange County.” As one would imagine from the
name, Bubba Gump specializes in shrimp but also has items such as fish and chips,
mahimahi, and ribs. Each restaurant also contains a store in which customers can purchase
Forrest Gump souvenirs as well as seafood to prepare at home.
In addition to traditional benefits, the kitchen staff receive a free meal each shift, and all
employees receive 50% off meals for themselves and up to three guests when they are not
working. Managers receive two weeks of vacation to start, and four weeks after 10 years.
They are also part of a bonus program that allows them to earn up to 200% of their potential.
The company uses salary surveys to ensure that their pay and bonus package is competitive.

The president of Bubba Gump Shrimp Company believes that one of the secrets to success is
to have minimal management turnover. In fact, his focus on turnover has been so successful
that he has not had a general manager leave in three years, and he decreased management
turnover from 36% to 16% in two years. Before reading about how he did this, answer the
questions below.

Question 2
Not yet graded / 5 pts
What interventions would you make to reduce management turnover?
Your Answer:
High management turnover in an organization indicates that there must be a problem, and temporary measures are required to lower the
turnover. Making sure the correct people are hired for management jobs is one measure that could significantly lower management turnover
rates. Candidates should be thoroughly interviewed to ensure they possess the required education, abilities, and experience and link well with
the other employees. In addition, management and employees must get along and perform well as a team. There will be a lot of strain if
management and their staff do not get along, and this could lead to management turnover. Another action would be for the business to give
employees enough or even excellent bonuses, pay, and recognition. Employees need praise and acknowledgment. This might be promoted by
providing each staff with thoughtful human resource training—also, Employee productivity increases by 12% on average when people are
satisfied at work. Give your staff the praise they merit when they go above and beyond with a task. Finally, the company's human resources
department must obtain the most up-to-date information on compensation packages in the sector and, as appropriate, develop new bonus
plans, rewards programs, and flexible work arrangements. Lastly, it is to create programs for learning and development. Learning and
development are advantageous to the organization and boost employee morale. Companies can set up explicit learning and development
procedures and allow their staff members to follow their interests.
Question 3
Not yet graded / 5 pts
How would these interventions be different if you were trying to reduce nonmanagerial
turnover?
Your Answer:
For non-managerial turnovers, the interventions I suggested above wouldn't make much of a difference. Compensation would be one of the
things that would change a little. The pay of non-management staff will be less than that of control. Although some people may feel that this
is unfair, it is the way things are. Managers are managers because they often have higher education, abilities, and experience.
Motivating people is one strategy I would employ to lower non-managerial turnover. Maintaining employee motivation is crucial because
doing so would prevent any turnover. Employees want to know that they are valued and that their work is of high caliber. These non-
managerial employees will be more inclined to stick with the company and put in more effort if managers occasionally give them a pat on
the back and say, "Good job." As an additional action, I would implement various types of surveys to evaluate where my employees stood on
the management of the business to reduce non-managerial turnover rates. They might perceive that the company cares about them and would
do everything to keep them because they feel that the company is taking the time to solicit their opinions.