The operating of a 24 Hour establishment with only one manager - It is my personal belief that this shoe-string-type operating model directly contributes to UM dissatisfaction, burnout and turnover. Perhaps it was viable in the 50s when there weren't many WHs and the modernization that the industry and, indeed, the world has seen had not come about, but it is clearly not sustainable now. This situation, in turn, contributes to upper level management exhaustion as they tend to have to do more clean-up and oversight, across the board, than is genuinely feasible to maintain standards of operation across the entire restaurant/customer service spectrum.
Wages for associates are stagnant and don't seem to have changed much since the company's inception in 1955 - it's very difficult to get quality work out of good folks without giving them commensurate industrial pay or, at the very least, a liveable wage. Raises, even when clearly being pursued and quite deservedly earned by associates, are VERY hard to come by and are few and far between. Also, when associates AND Manager Trainees are not payed properly for time worked, backpay and proper rectification of the financial oversight is an arduous, painstaking and sometimes entirely losing proposition.
Standards for UMs and associates, in general, seem low as compared to thriving, viable, also-family-oriented establishments like Chick-fil-A.
UM advancement to upper management is - more often than not - hasty, ill-advised, misguided, undeserved and not ultimately financially viable for the Region/Area. I suppose if you are a UM looking to move up quickly, even if that pace is premature and reveals how truly unprepared you are for the new job role into which you have been thrust, then this is not a Con.
The proper and economically sustainable protocols and procedures espoused by the Corporate Office for the effective management, maintenance and growth potential of units and WH employees do not seem to be universally implemented, only partially, grudgingly followed.
