Can you please answer the first 3 questions from Application of chapter content. please do not answer too shortly

Management in Action Motivation Challenges in the Fast-Food World Fast-food jobs-frying potatoes and flipping burgers in hot, cramped spaces for troves of impatient customers- are generally viewed as temporary gigs filled primarily by teenagers wanting extra spending money. In turn, fast-food companies needn't worry about paying living 498 PART 5 Leading wages, making work meaningful, or providing Oppo nities for growth because workers won't stick around long enough for these things to matter. This was true recently as the 1980s, when the majority of fast-food workers were teenagers. But today, 75 percent of work ers are at least 20 years old, and one-third have their h o Ne work enviro shi ing technology, combine Industry employees now describe k environments that include low ral and emotional conditions, and balos, combined with insufficient sa raining Evidence suggests the fast ons much to change its approach to workers, despite its changing landscape and evenue growth in the last 15 years als and traini stry has ting workers, despit DAY IN THE LIFE OF A FAST FOOD WORKER There are four key re employees walt in the wings, ready to scream, the drinks and se facial sturs over a lack of ketchup A Stacks barista described her incredibly these because we're getting screamed by customers for not being fast enough, so we try to go fast and we mens up the money or we mess up the drinks, and then we get yelled for messing up the money and messing up the drinks Shantel Walker, a 30+ year Papa John's veteran, said customers. don't see the relatory measures happening behind that counter... they don't see your hours petting out and cut. They don't see your boss talking to you like you're worthless Fourth, high pressure fast food environments present physical safety hands for women. In 2015, employees Filed federal complaints a t McDonald's for unsafe work environments, aying understaffing meant employ ces were pressured to cook food too quickly and without adequate time to mop up messes or to allow fryers to cool before changing oil. The employees said this led to falls and burn injuries and that restaurants didn't pro vide even basic first aid supplies, often instructing them to treat burns with condiments routz .305 So and are explorin cate about 90 y reasons fast-food work doesn't matt First, these jobs are designed with few characteristics, with one study describine h l ed, alienating, standardized, and highly Some tasks are so repetitive that resta loring whether robots can do them. The few opportunities for advancement Data 90 percent of fast-food workers OCCUy front (cook, cashier), with most of the remainine 10 in low-level supervisory positions. Only 2 en od jobs are upper level managerial professional echnical roles, compared with 31 percent of the United States. One former fast-food worker et four years working at McDonald's. ned up the rungs, never was a manager, never ved anything of significance in my time there to lustry spokespersons tout opportunities for hand employees to become top managers and even franchi but most workers' lifetime earnings would barely cover the $750,000+ required to open a franchise 210 Second, fast-food workers perceive strong pay ineq ity. Most earn minimum wage, and restaurants keep the majority of their workforce part-time to avoid paying benefits. Over hall of fast-food workers rely on some form of governmental assistance, and many earn extra hours by splitting their time across multiple rants. Terrence Wise told a reporter about that cate bus-hopping route he'd devised to travel betaren his jobs at a Burger King and a McDonald's in Bass City, adding that he was sometimes lucky enough to get two hour shifts in a single day. Wise still earned 58 pr hour after Il years with Burger King. U.S. fisofood workers earn an average hourly wage of $9.09. meaning that even 40 hours a week wouldn't put a family of three above the poverty line. While fast-food CEOs have carned increasingly higher pay over the years, employ ees' wages have remained stagnant.213 Recently, workers at restaurants including Papa John's, McDonald's, Jimmy John's, Chipotle, Taco Bell, and Carl's Jr. have filed wage-theft suits. These suits allege that employers intentionally underpaid them by failing to pay overtime. taking illegal deductions, forcing people to work of the clock, or paying below-minimum wages.28 Third, people often mistreat fast-food employees. According to one former worker. "Customers always INDUSTRY OUTCOMES Employees and organizations in this industry have a perienced two key outcomes. First, workers suffer stress-related health problems. Studies show fast-food workers experience more stress than others in equally demanding careers because of their jobs' characteristic h absence of both job security and control. e Further, the emotional labor of constantly pretending to be happy and engaged with customers, regardless of what's happening behind the counter, leads to job dissatisfac t on, burnout, and even substance abuse. One long time w orker says she uses illicit drugs to decrease the stress she experiences from the fake feelings she has to hibit on the job. National surveys indicate over 17 pes cent of food service workers use illegal substances Higher rate of drug abuse than any other industry Second, the industry is facing record high 20. Recent data indicate a 150 per turnover rate i n ut food--the highest ever recorded in the industry's lacty. Some blame restaureexpld introdurtica no technologies (delivery services, soicering Bloks, mobile ordering). Adapting to new technologies takes time, and many restaurants aren't providing the nccessary training resources to ensure workers feel the can use the tools proficiently. McDonald's 50 Steve Easterbrook said, "It's going to get increasingly challenging to attract the talent you want into your business... and then you've got to work really hard through training and development to retain them.223 SMALL IMPROVEMENTS Recent grassroots campaigns and nonprofits such as Fight for $15 and Fast Food Justice have had at least Motivating Employees CHAPTER 12 409 small positive impacts on the industry. For example, although fast-food workers still can't unionize, new laws in cities like San Francisco, Seattle, and New York are helping workers organize, and some cities have enacted wage protections and scheduling require- ments to give employees more job stability and predict- ability.224 New York City Comptroller Scott Stringer sees the improvements as part of a larger movement of "economic justice" that he hopes will spread to fast- food organizations across the country.225 FOR DISCUSSION Problem-Solving Perspective 1. What is the underlying problem in this case from the fast-food industry's perspective? 2. What are the causes of this problem? 3. If you were a consultant to a food industry CEO, what recommendations would you make for fixing this problem? Application of Chapter Content 1. What are the major motivation issues at play in the fast-food industry according to the major needs-based theories of motivation (Maslow's hierarchy McClellands's acquired needs, and Deci and Ryan's self-determination)? 2. What would Herzberg's theory say about hygiene and motivating factors present in fast-food industry jobs? 3. What do you think are the major drivers of the equity issues faced by fast food employees? 4. How might expectancy theory alleviate some of the problems related to high turnover rates in the fast- food industry? 5. Use the job characteristics model to assess fast-food jobs and suggest how they might be improved to in crease their motivating potential