<![CDATA[This study aims to analyze the employee performance development strategy and to identify the supporting and inhibiting factors faced by the owners of the Nasi Goreng Abu business in developing the performance of employees at the Tanjung Raya II and Imam Bonjol branches to improve service quality. A qualitative approach with a case study method was used. Data was collected through in-depth interviews with the business owner, ten employees, and two customers, complemented by observation and documentation, and were analyzed through data collection, data reduction, data display, and conclusion drawing, with credibility established through source and technique triangulation. The results show that both branches apply comparable development strategies, namely structured task division, routine briefings, WhatsApp-based communication, a live-in policy, and weekend incentives, and both can deliver good service across the five SERVQUAL dimensions. The main difference between the branches lies in the number of employees and the scope of role specialization. Supporting factors include participative leadership, routine informal training, digital communication, the live-in policy, motivational incentives, and a family-based teamwork culture, while inhibiting factors include high employee turnover, the absence of official uniforms, and limited formal training. The findings suggest that small-scale culinary businesses can strengthen service quality through informal, relationship-based human resource practices, although written standard operating procedures and structured training remain necessary for sustainable improvement.]]>
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