Multi‐unit managers: training needs and competencies for casual dining restaurants

Purpose The purpose of this paper is to determine differences in perceived needs of training among multi‐unit managers (MUMs) in a large casual dining restaurant organization. Design/methodology/approach Case study methodology was used to survey a group of 71 MUMs in one organization regarding characteristics of their job. There were a total of 52 respondents for a 74.65 percent response rate. A pair‐wise comparison was used to measure the difference in perceived training needs, followed by a stepwise regression to indicate the relationship between the perceived need for training and the MUM competency levels on their current jobs. Findings This study found significant differences between the perceived need for training in the current job or to get promoted in areas such as finance and control, marketing and promotions, and human resources. In addition, the perceived need of training in human resources influences how competent and confident multiunit managers feel with regards to doing their job or in being promoted to the next level of supervision. Research limitations/implications This research is developed as a case study focused on all the MUMs from one of the top 400 restaurant chains in the USA. Practical implications The knowledge obtained from this study will help multi‐unit restaurant organizations in the development of training and development programs and on human resource practices across organizations. Originality/value This paper offers insights into how casual dining restaurant MUMs have evolved from “task master” to “people developer” in their organizational roles.