Leadership_Development_Plan_for_Walgreen

Walgreens Pharmacy Training Development Plan Capstone Seminar In Organizational Leadership- MSL 670 Dr. Jerald Meadows- Instructor Jerome Cooper 12/12/2012 Belhaven University Tables of Content Abstract 3 Organizational Background 4 Need For Development 5 Values and Purposes 7 Mission 8 Vision 9 Key Objectives 9 Literature Reviews 9 I. Effective Leaders 9 II. Effective of Poor and Positive Leadership 10 III. Why Leaders Need Development 11 IV. Reason For Turnover 12 V. Effect of Turnovers 13 VI. Effect of Breaks 13 Leadership Development Plan 14 Goals Of Leadership Development Plan 15 Outcomes Of The Leadership Development Plan 17 Leadership Assessment 18 Figure 1 Sample of SWOT Analysis Diagram 19 Action Steps and Feedback Process 19 Feedback Plan 20 Program Resources 20 Budget Projection 21 Regulatory Consideration 21 Conclusion 22 Appendix A Organization Development Plan 23 Appendix B SWOT Analysis 24 Appendix C 360-degree Feedback Questionnaire 25 Abstract Walgreens pharmacy staff in district-244 located in Jackson, MS has been facing turnovers among the pharmacist and technician. The Leadership Development Plan has been establish to strengthen and enhance the leadership skills of the pharmacy manager. The main reasons for turnovers are understaffing and lunchbreaks. The results of this Leader Development Plan are to strength the pharmacy manager’s leadership skills and abilities. By improving on their leadership abilities and skills, the pharmacy department will decrease their turnover and operate with efficiency. Organization Background Walgreens was founded in 1901 by Charles R. Walgreens. The company has over 7000 stores. Walgreens has a total of 244,000; however, the pharmacy has an average of 8 employees. “The company instituted a level of service and personal attention unequaled by virtually and other pharmacy in Chicago” (Walgreens, 2012). The vision of Walgreens is to be “My Walgreens” for everyone in America-the first choice in health daily living. Walgreens mission is “To be the most trusted, convent multichannel provider and advisor of innovative pharmacy, health and wellness solution in communities across America” (Walgreens, 2012). A place where health and happiness comes together to help people get well, stay well, and live well. The values of Walgreens are honest, trust, and integrity which are all based on founding principles of the company. “Walgreens ranked 12th in readers survey of employers that believe to provide the most positive working environment for people with disabilities” (Walgreens, 2012). The company is ranked by Fast Company Magazine as the 3rd most innovative healthcare for leadership in the healthcare services. “Walgreens reported the 2nd Quarter in revenue posed $739 million; however, the revenue rose 8.9% to 18.5 billion with prescription increase by 6.9%” (Walgreens, 2012). When it comes to social responsibility, Walgreens support the community through services and outreach. The company unites with AARP yearly and offers Wellness Tours. People in the community can get their blood pressure, bone density, cholesterol, and body mass index done for free. Walgreens offers access to healthier food options in some stores to give consumers another alternative instead of choosing fast-food. Need For Development In the past, Walgreens (District 244, Jackson, MS) has had several pharmacists resign and began working for its pharmacy retail competitors and medical facilities. The district loses an average of 6 pharmacists a year. Walgreens boast on its profit sharing and other benefits to keep employees focused and committed long-term. Even though the benefits may good, the pharmacists are complaining about the overload of work without appropriate staffing and not being able to take a lunchbreak. I think it actually begins with improving the leadership of the pharmacy manager. The pharmacy managers are not trained and mentored for the position. They are just required to apply and interview. The leadership development for reducing Walgreens pharmacist turnover in Jackson, MS District 244 is very important. It is necessary to increase efficiency and longevity. “The more motivated your employees are, the more smoothly your business will operate. We have to think of ways to motivate each individual employee” (McCormick, 2012). The development plan will show if pharmacy managers are trained after being promoted, the pharmacy will operate effectively and workers morale will increase. It will be the formulation phase of the development plan. The resource for my development plan will consist of the pharmacist staff completing a 360 degree feedback questionnaire about their pharmacy manager leadership. They pharmacist will also have the option to share any additional information in which they feel will be necessary in doing the development plan During the diagnosis, we will deal with the gaps of the developmental issues. The gaps that will be addressed are the 3C Model (Commitment, Character, and Competency) of Tim Irwin. Focusing on the 3CModel will give you insight to the pharmacy managers’ leadership abilities. The gap will address by feedback which is a continuous learning tool. By addressing the gap, we will identify some derailers that play a part in the issue. Maslow’s Hierarchy need will be used to show how workers are motivated by quality leaders once their leadership ability improves. “Maslow’s Hierarchy of needs suggests as humans meet the basic needs; they seek to satisfy successful higher need” (Ivancevich, Konopaske& Matteson, 2011). Philippians 4:14 says God will meet all of your needs according to His riches in glory. God will give you the strength to accomplish the smallest and largest things in life. In addition, a SWOT Analysis would be use to show the strength and weakness in relation to opportunity and threats of the pharmacy managers leadership. It will be used as an evaluation tool. Value and Purpose Walgreens being a strong community base company that is known as America Trusted Pharmacy builds itself on its 4-way test. The 4-way tests are a list of question that Walgreens uses when making ethical decision. Those questions are: 1. Is it the truth' 2. Is it fair to all concerned' 3. Will it build goodwill and better friendship' 4. Will it be beneficial to all concerned' Those questions give Walgreens standards not only to do business but to guide them the on how to treat the employees. The purpose of Walgreens Pharmacy is to help people Get, Live, and Stay well. The pharmacy encounters people with various medical problems that requires sensitive and detail assistance and consultation. It require patient and excellent customer service to carry out the tasks. It all begins with pharmacy manager. Matthew 24:20 tells us that what you done unto the least of them, you have done unto God. Each individual journey in life is very diverse; therefore, it takes patience and understanding to assist those that are in need of your services. The purpose of this development paper is to share honest feedback to the pharmacist managers about their leadership style. The feedback will show how a good pharmacy manager can be effective in decreasing turnover rates in the pharmacy. It will also show a higher level of productivity is related to an equipped pharmacy manager. Mission In Ephesians 6:9 it states, “Masters, treat your slaves in the same way. Don't threaten them; remember, you both have the same Master in heaven, and he has no favorites”. It is this particular scripture that defines the mission statement for this leadership development plans for Walgreens. The leadership development plan is to the district and corporate staff that if the pharmacy managers had good leadership and management training, the district would experience a low turnover rate and the operation efficiency would increase. Vision The vision of this development paper is to focus on the leadership of pharmacy managers and to reducing turnovers and striving for retirement. When a company has a low turnover rate and you still have people who began and ended their career there by retirement, it speaks volume of the company’s culture and environment. You will find a high level of employee engagement which leads to quality work being done. Key Objective Walgreens has always pride itself on being the leading retail pharmacy on when it comes to health and wellness from the competition. The outcomes that would be gain from this development program are to increase the pharmacy managers’ leadership abilities which would affect other service abilities. In order for that to happen, the pharmacy managers would need to undergo a leadership assessment. Literature Review Effective Leaders “Good leaders are followed because people trust and respect them, not for the skills they possess. Leaders create a set of values and beliefs for employees and passionately pursue them and provided the resources employee need to achieve their goal. Leaders also communicate with their employees, value their employees' diversity; celebrate their employees' successes (and share in their failures), and encourage creativity among their employees. Finally, leaders maintain a sense of humor, keep their eyes on the horizon, set clear goals, share their vision, and reward employees who meet or exceed performance targets, and behave with integrity” (Rutherford,2007). Effective leaders use two techniques that are essential in their role. They are coaching and counseling. “Coaching involves giving advice, direction, or information to improve performance; saying to an employee: I can help you do something better. Counseling involves helping someone understand and resolve a problem him/herself by displaying understanding; saying to an employee: I can help you recognize that a problem exists”. Effective leaders practice behavior that develop rapport and trust to make it easy for them to listen to you and follow you, and includes welcoming dissension and the exploring of complaints thoroughly. It requires the leader to not defend his/her actions until he/she has exhausted all of an employee's concerns. It often utilizes the validation of (other) experts. As important, however, effective leaders need to identify and define the positive emotions that motivate each employee, they need to be a source of positive motivation and become a source of relief and strength. Leaders need to make it personal...and show they care! Effective leaders need to practice behavior that permits people to feel safe and comfortable engaging them and realistically abandoning any concern for an employee's need for self-defense” (Rutherford, 2007). Effect of Poor and Positive Leadership “Employees departure from an organization is most likely explained by problems with their immediate supervisors. When employees remain under the leadership of bad managers, poorly managed work groups are an average of 50% less productive and 44% less profitable than well managed group. These are just some of the ways that bad managers can hurt an organization” (Institute of Management Administration, 2005). “Transformational leadership could arouse emotions in employees that encourage them to achieve organizational vision. Employees’ positive moods would be influenced by the leaders’ excitement, enthusiasm, and energy. Transformational leadership can influence task performance through means other than employee’s positive moods. There are two transformational leadership processes that link leadership and employee task performance together. First, the transformational leader provides vision, expresses high expectations and shows confidence to increase employees’ self-efficacy. Second, employees who have pride in belonging to their leader facilitate social identification with their group” (Tsai, Chen & Cheng, 2009). Why Leaders Need Development “When leaders were asked to select the one action that garnered them the most respect at work, making money clearly outweighed being ethical. The ability to bring in the numbers ranked No. 1 on respondents' list of priorities, followed second and third by ability to take a stand and make tough decisions and ability to create a strategy or vision for success. According to research done by Development Dimension International out of Bridgeville PA, about one-third of internally sourced leaders fail, usually because of poor people skills. The HR reps queried reported that 65 percent of leaders selected internally stay in their positions and are successful, but of the 35 percent who aren't, most fail due to poor people skills or inappropriate personal qualities. Leaders may be missing a crucial opportunity if their organization doesn’t have a mentoring program. In the study, only 51% said they only used a coach or mentor, which is unfortunate since 91% of those who do find the experience moderately or greatly beneficial to their career. The study also shows that strong leadership could increase successful business strategy by 22%” (Weinstein, 2006). The Reasons For Turnover Matthew 7:12 tells us to do unto to others as you would have them to do unto you. It is a life principle that goes with any situation. “Organizational Culture and Leadership-if any organization does not possess a positive culture, the environment will be unpleasant. With other condition this adds to the reason why employees quit. Simple attitudes towards shifts, meals, uniform policies, breaks, and lack of benefits can decrease employee’s morale” (Boardman, 2012). “Employee turnover maybe one of the most costly items of production. Yet, it is one of the least studied. Turnover can be anticipated such as seasonal employment. It can also be unanticipated which include resignation due to unhappiness with the job and working condition” (Employer Group, 2006).1 “There are many potential causes for turnover. Area economic conditions and labor market condition affect general turnover rates and be very difficult to manage. However, certain causes associated with turnover in any specific job or organization can be managed such as non-competitive compensation, high stress, working condition, and poor supervision” (Mushrush, 2002). “Staffing turnover in the nursing homes is a serious problem. Turnover is estimated 80-100% for CNA (Certified Nurse Assistant) 40-70% for RN (Register Nurse) and LVN (Life Vocational Nurse), and 44% for nursing homes administrators” (Anderson, Corazzini-Gomez, & McDaniel, 2002). “CNA turnovers were higher in rewards climate homes (clarity of role, goals, feedback, & employee welfare) than ambiguous climate (hands-off). “The interaction between climate type and communication openness were related to LVN and CAN turnover. It was also found that communicate openness (saying what one means) had a negative impact on LVN turnover” (Anderson, Corazzin-Gomer, & McDaniel, 2002). The Effect of Turnovers “When high level of employees turnover and low levels of employees performance exist, the firm profitability will be reduced and the potential failure within the given market will increase” (Ruthford, Park, Han, 2011). Because of the stagnant economy, companies value tenure-career employees because of the high cost of hiring and retraining. “ Researching turnovers is important because of the impact that it has on planning, staffing, training, motivating, and evaluating” (Hank, Park & Ruthford, 2011). Turnover is basically when a person leave a place of employment. “Richardson (1999) assessed the economic impact of salesperson turnover and found that annual profits in the given territory were reduced by 15% with the minimum of 18 months for profits to return to previous level when salesperson was replaced”(Hank, Park, & Ruthford, 2011). “Turnover is becoming a serious problem in today corporate environment. Turnovers cost for many organizations are very high and can significantly affect the financial performance of an organization. Direct cost includes recruitment, selection, and training of new people. Indirect cost include workload and overtime expense alone with reducing productivity associated with low morale” (Mushrush, 2002). The Effects of Breaks “Human Resource Managers worry more about employees who take too little time for lunch-if they bother to eat lunch at all. A 1996 survey by Steelcase, Inc found that 14% of workers don’t take any time for lunch. Claire M. LeBrun, a Washington, D.C dietitian, says you become less efficient without a lunchbreak. You need that break just to get back into the swing of things after lunch” (McCullough, 1998). “Less than 10% of U.S office workers take the full 60 minutes or more for lunch, according to the based fast-food company, KFC. Also, 58% eat lunch at their desks while working and more than half spend their lunch break eating, running errands etc. Three-fourths of all surveyed workers said their productivity benefit from taking a break from the office at lunch time. A regular lunch break and getting away from the desk can add to workers productivity. There is clearly a bottom line impact that eventually affects retention, burnout workers leave and burnout workers don’t treat customers the way they need to be treated”(Gurchiek, 2006). “Evidence comes from a poll of 1,023 North American workers, which found that less than 20% of employees take a lunch break. Thirty-nine percent of poor beleaguered Morlocks lunch at their desk. And 28% report seldom taking any break at all, presumably wolfing down a cheeseburger or gluten-free vegetable bowl while pounding out a reply to the latest e-mail chain. More than 80% state that a proper lunchtime is a thing of the past. “This is yet another warning sign of the relentless stress experienced by workers in the U.S. and Canada," says an executive at Right Management, the research group that conducted the study” (Bing, 2012). Leadership Development Plan According to Walgreens history, the company operated on the founding value principles honesty, trust, and integrity. The company offer quality service by being consistent and reliable with their customers. The company offer quality even in their product. Walgreens is caring, compassionate, and driven to delivering a great customer and patient experience through outstanding service and a desire for healthy outcomes. Walgreens acts as a strong community commitment and presence built through service, expertise, and the personal engagement of every Walgreens team member. Ultimately, Walgreens practice being an example of a modest company. I Timothy 4:12 says, “Let know man despise your youth; but be an example of the believers in word, conversation, and charity”. Walgreens allows it business operation to speak for its credibility and reputation. It is why the company has become known as a place where health and happiness comes together to help people get well, stay well, and live well. It is also why Walgreens was rank 36 in Fortune 500 among America’s largest companies according to CNNMoney.com. “Of the 1431 associate employment rating, 2.9% say the company is okay while 47% says they will recommend the company to a friend”(Glassdoor, 2012). Leadership Development Plan Goals The Walgreens Leadership Development Plan goal would be to improve the pharmacy managers’ leadership and management abilities and behavior. The S.M.A.R.T goals introduced by Paul J. Meyer’s will play a part in establishing and implementing the goals of the development plan. Paul Meyer’s first says that the goals have to be specific because it would have a greater chance of being accomplished than a general goal. You have 6 W’s of the specific goals. They are: why (reason, purpose of accomplishing the goals), who (who is involved), what (what do I want to accomplish), which (identify requirements and constraints), when (establish time frame, and where (identify a location). Each of the S.M.A.R.T goals will be measurable to help stay on track. They will be attainable, realistic, and timely. However, some adjustment may be made if the there are some unforeseen problems that may occur. The goals that are being set for the pharmacy managers in the Jackson, MS District 244 that is being carried out as follows (See Appendix A): I. Goals To Build Effective Leadership A. Consistent and detail training and seminars on leadership will be given. B. Research on specific leaders to see what was their strength and weakness. C. Role play and feedback II. Building A Motivated Team A. Do team building activities to enhance employees “Buy-In” and “Engagement” by focusing on accountability, communication, and motivation. B. Conflict Management Workshop The training session will be a year which will include bi-weekly and monthly follow-up to see how much improvements have been made with each pharmacy manager at their respective store. Each of the S.M.A.R.T Goals is specific which make them more attainable. They also realistic and measurable. The development plan will involve consistent and detail training and seminars that will given on leadership. It will also be involved in researching specifics leaders. The training will also include role playing and feedback. Those action plan with be done monthly. In order to measure the criteria for success, each pharmacy manager will measure the current leadership against the information from research, role playing, and feedback from the development seminar. The action plan for building a motivated team would include bi-weekly team building activities to enhance “buy-in” and “engagement” in the pharmacy vision. The pharmacy managers will be given bi-weekly sessions in conflict management, communication, accountability and motivation. The pharmacy managers will measure their success by going back to their prospective store and practice the skills and learning from the training. They will give reports in each session. Outcome of The Leadership Development Plan Once an effective Leadership Development Plan for Walgreens pharmacy manager in District-244 (Jackson, MS area) has been established, the following outcomes of the plan are expected: A. Each pharmacy manager will be able to make effective decisions according to any given situation at hand. B. Each pharmacy manager will understand their role as a leader and become perfected in that role by character development and being a model image. C. Each pharmacy manager will build a cohesive team and establish accountability. D. Each pharmacy manager will be able to share and promote the vision for their particular pharmacy department as it should be align with the company’s overall vision. E. Each pharmacy manager will be able to strategic plan to carryout the demands of their individual departments (staffing, breaks, community events, flu vaccine season etc.). Walgreens mission is to be the most trusted, convenient multichannel provider and advisor of innovative pharmacy, health and wellness solutions, and consumer goods and services in communities across America. A destination where health and happiness come together to help people get well, stay well and live well. You will need strong leadership in the pharmacy to make sure that corporate mission is carried out and gets fulfilled. 3 John 2 says, “I pray in all respect that you prosper and be in good health even as your soul prospers”. It is God’s divine will for each person to get well, live well, and stay well physically, emotionally, and intellectually. Proverbs 17:22 tells us that a merry hearth doeth good like medicine. Happiness is a medicine that helps you live, get, and stay well. Nehemiah 8:10 says, “The joy of the Lord is my strength”. Where there is joy regardless of how a person is feeling, they will have strength to stand and endure. Leadership Assessment The tools that will be used in the Leadership Development Plan for Walgreens pharmacist in Jackson, MS District-244 will be 360 degree feedback. “The advantage of the 360 degree feedback is that it provides insight into self-perceptions and others’ perceptions of leadership skills” (Curphy, Ginnett, &Huges, 2011). After doing a 360 degree feedback, the results will show the pharmacy managers how their staff pharmacists and technicians view their leadership. Of course, those will be areas they will be able to improve upon. A SWOT analysis will be used to determine how pharmacy managers’ leadership is affecting Walgreens ability to reduce employee turnover. A SWOT Analysis is a strategic planning tool used to identify strength, weakness, opportunity, and threats. Figure 1 Sample SWOT Analysis Diagram STRENGTH | WEAKNESS | OPPORTUNITY | THREAT | The strength and opportunity are your internal analysis whereas; opportunity and threat are your external analysis. You would us your strength(s) to minimize your weakness (es). Also, you would use your opportunity to take away your threat(s). Action Steps and Feedback Process In order to ensure that progress is being made and feedback is provided, the 360-degree feedback and SWOT analysis result will be provided. The 360-degree feedback involves the pharmacy managers of Walgreens District-244 being evaluated by their staff pharmacist and technicians. Each evaluator will answer questions pertaining to the pharmacy manager’s leadership ability. The 360-degree feedback will be done quarterly to have a fair assessment of the pharmacy managers’ improvement. The 360-degree feedback evaluation will include the S.M.A.R.T goals that were presented in this Leadership Development Plan. The results will be measurable based on the relevance of specific questions ask. The evaluation of the overall program will be done at the end of each year. It will then be determined whether or not the Leadership Development Program needs to be restructured or done over. Feedback Plan The feedback plan will include one on one session with each pharmacy manager in district-244 and their supervisor. The reason for including the pharmacy managers’ supervisors in the feedback is so he can hear how the pharmacy manager staff is rating them. The supervisor will also discuss any issues that may be of concern based on the feedback information. The SWOT analysis will also be included in this feedback plan. The analysis will help you focus on the internal factors (Strength and Weakness) and external factors (Opportunities and Threats) (See Appendix B). Program Resources Walgreens will have an outside business to come in to conduct the training for the pharmacy managers. They will also administer the questionnaire to the staff pharmacists and technicians. Walgreens will be paying the outside business to conduct the assigned tasks. The pharmacy managers’ training and meetings will be held at the district office meeting room which will not cost the company any money. All expenses for this Leadership Development Plan will be paid for by Walgreens. Budget Projection The Leadership Development Program is to perfect the leadership abilities and skills of the pharmacy managers in Walgreens District-244, Jackson, MS. They training cost are yearly figures. The proposed expense for the cost involved in conducting the training are: 1. Training Facility………………………………………$0.00 *Training will be held at the district office in the conference room. 2. Trainers Salaries……………………………………$48,000 *You will have 3 highly qualified trainers @ $16,000 each 3. Supplies……………………………………………...$13,500 4. Travel Expenses……………………………………. $7,000 *Travel expenses include lodging for training, rental car etc. 5. Total Expenses……………………………………..$68,500.00 Regulatory Consideration Walgreens will be solely responsible for making sure that Federal Regulations are in compliance when it comes to discrimination and unfair promotion practices. Conclusion Walgreens pharmacy in District-244 in Jackson, MS has been facing turnover rates heavily in the pharmacy department. Some of the reasons are: staffing issues and breaks/lunches. The Leadership Development Program will help the pharmacy managers in this Walgreen District to become better equipped as a leader to affect their individual pharmacy staff. Ephesians 4:12 says, “Their responsibility is to equip God's people to do his work and build up the church, the body of Christ”. As a pharmacy manager, it is their responsibility to equip their staff to do the ultimate work of Walgreens and help their customers to get well, live well, and stay well. It would take the help of each person to make it happen. Appendix A Organization Development Plan Organization: Walgreens Pharmacy Managers Planning Period: Feb. 2013- Feb 2014 Development Goals | Action Plans and Development Activities | Time Line | Success Criteria | Building Effective Leadership Skills | *Consistent and Detail training and seminars will be given on leadership*Research on specific leaders*Role play and feedback. | MonthlyMonthly Monthly | Each pharmacy managers will measure the current leadership skills against the information from research role play and feedback during the development seminar. | Building Motivated Team | *Do teambuilding activities to enhance “buy-in” and engagement in your vision.*Conflict Management*Communication, Accountability, and Motivation | Bi-WeeklyBi-WeeklyBi-Weekly | The pharmacy managers will go back to their prospective store and practice the skills and training. They will come back and make an oral report the next session. | Appendix B SWOT ANALYSIS Strengths1.Expertise and Knowledge in their field2. Counsel Patients on medication3. 24hours service4. Able to perform technician jobs when short staffed | Weakness 1. No Lunchbreaks are givenfor pharmacist 2. One pharmacist is on duty 3. Pharmacy has to close if the pharmacist call out | Opportunities 1. Hire a part-time pharmacist 2. Have on-going training sessions monthly. | Threats 1. Continuous turnover 2. Poor Customer Service 3. OSHA Violation | Appendix C Evaluatee_________________________ Date_________________________ 360-Degree Feedback Questionnaire Read the following statements and answer them by rating the person 1 which is the lowest and represent never, 2 represent sometimes, 3 is neutral, 4 is almost always, and 5 which is the highest and represent always. 1. Demonstrate willingness to take lead………………………………………1 2 3 4 5 2. Exercise confidentiality when dealing with sensitive issues……………1 2 3 4 5 3. Express Ideas Clearly………………………………………………………...1 2 3 4 5 4. Let people know what is expected of them before they began a task…..1 2 3 4 5 5. Set an appropriate example for others to follow…………………………...1 2 3 4 5 6. Develop realistic plans for reaching goals…………………………………1 2 3 4 5 7. Accept difference of opinion…………………………………………………1 2 3 4 5 8. Challeng current thinking for the way we have always doing it…………1 2 3 4 5 9. Discuss technical matters so you can understand them…………………1 2 3 4 5 10. Work across functional groups to achieve company goals…………….1 2 3 4 5 11. Increase level responsibility to prepare you/others for higher position...1 2 3 4 5 12. Provide feedback in a constructive manner………………………………1 2 3 4 5 The information and results on this 360-degree feedback will not be used for promotionable purpose. It is a training tool that is used ehnace individual skills and abilities. It should not be used for any other purpose beside its intentional use of training. Reference Anderson,R., Corazzini-Gomez, K., & McDaniel, R. (2002). Reducing Nursing Homes Turnover. Academy of Management Proceedings and Membership Directory. Linking Transformational Leadership and Employee Outcome. Internal Journal of Human Resource Management. Vol. 20, p.206-219 Bing, S. (2012). Occupy Lunch. Fortune Magazine. Vol. 166, Issue 8 Boardman , T. (2012). Why The Staff Turnover Is So High In Hospitality Industry. Retrieved from: www.helium.com/items/1912987-staff-turnover-in-hospitality. Curphy, G., Ginnett, R., & Huges, R (2011). Leadership: Enhancing The Lessons Of Experience (6th Ed). New York, NY: McGraw Hill (Belhaven Custom). Employer Group (2006). Turnover. Retrieved from: www.employersgroup.com Gurchiek, K. (2006). Lunch Hour' More Like A Half Hour. HR Magazine. Vol. 51 Issue 8 p.35 Hani, S., Park, J., & Rutherford, B. (2011). Increasing Job Performance and Decreasing Salesperson Propensity To Leave. Journal of Personal Selling and Sales Management. Vol. 31, Issue 2, p.171-184. Institute of Management Administration (2005).Poor Management Hurts Productivity, Morale, and Workers Engagement. HR Focus. Vol. 83 Ivancevich, J., Konopaske, R. & Matteson, M. (2011).Organizational Behavior and Management. New York, NY: McGraw Hill (Belhaven Custom). McCormick,M.(2012).How To Increase Employee Performance In The Workplace. Retrived:www.smallbusiness.chron.com/increase-employee-performance.workplace-1950 Mushrush, W. (2002). Reducing Employees Turnover. Retrieved from: www.missouri Business.net/sbtdc/doc/reducing-turnover Rutherford, W.J (2007). Five Proven Ways To Increase Your Leadership Abilities. Retrieved from: www.ezinarticles.com/'five-ways-to-improve-your-leadership- abilities Tsa, W., Chein, H. & Cheng, J. (2009).Employees Positive Moods As A Mediator Linking Transformational Leadership and Employee Outcome. Internal Journal of Human Resource Management. Vol. 20, p.206-219 Warren, R.(2007). Five Proven Way To Increase Leadership Abilities. Retrieved from: www.ezinarticles.com/five-proven-way-to-increase-leadership-abilities. Weinstein, M (2006).Why Leaders Need Development. Training. Vol. 43, Issue 2 Walgreen Information (2012). Company History. Retrieved from: www.walgreens.com