Part of my management duties is responsibility for a call center. These are bulk jobs, better pay than, but not much more demanding than your typical first job in fast food. It's low wage, low chance for advancement, not terribly engaging and not attractive to professionals.
Since the people there know that there's another job with the exact same pay and exact same conditions around the corner, there's very little incentive for them to improve, and very little room for me to brighten the situation due to the reality of the value they bring to the organization. There's almost no way to stand out, so all the tips to grow people run into a natural ceiling of ability and departmental need.
Needless to say the percentage of "top performers" in the group is much lower than your typical college grad go-getter crowd. Those rare top performers respond very well to the manager-tools approach, eager for feedback and coaching, happy to improve and driven. And the rest respond much less positively. They're much less responsive to feedback (typically requiring 2nd stage to actually prompt change), and much slower to come up with their own ideas for ways to change their behavior.
What changes do you make to your approach for people that aren't intrinsically motivated by a sense of professionalism, team spirit or sense of duty? Do you fast-food restaurant managers notice this same apathy, and how do you adjust to deal with it?