Case ID: 4353     Solution ID: 37113     Words: 1815 Price $ 45

Raleigh & Rosse: Measures to Motivate Exceptional Service Case Solution

Abstract

The issues identify with recessionary patterns in the mold business as well as particularly to the inspiration levels of the workforce at R&R, particularly the business partners. The fundamental issue is that the organization's administration, in its quest for client benefit greatness, appears to have overlooked the worries of its inside clients and partners; that is its representatives. It is clear that the business partners are not completely roused every day at their work, rather than what was seen in the years preceding 2007-2008.

Human Resources Management The target SPH was based on each employee hourly wage and department, thus, each employee had different targets. However, according to Management by Objectives (MBO) programs. but at the same time they must provide all the customer service that R&R demand. So during the period that associates are doing customer service, they are accumulating more hours and none sale to their SPH.

This could lead to a quicker and worst customer service in return to more sales. Another problem in this connection was the empowerment that store managers had for reallocate and schedule the time periods for each sales associate,%% which gave no power or flexibility to the sales associates. In order to maximize this link, the company should provide feedback to its employees. Store managers would monthly provide a publicly review of the sales associates' SPH performance versus its target. Under these circumstances R&R did provide feedback but in our opinion not in the best way, because it should be provided individually and not publicly. The second connection is results-to-evaluation, where the company should provide a clear definition of the job and the relevant results that would be evaluated. This is exactly what did not occurred in R&R, in which employees complained for not having a straight distinction between "selling time" and "non-selling time", to calculate the SPH. We can also refer that the SPH targets could not be under the control of the employees because it was the store managers who chose the work schedule of sales associates. Therefore a sales associate who works on peak hours will probably sell more than one who works on off-peak hours. This could lead to the problem of self-fulfillment prophecy, i.e. if a store manager believes that one associate is good he will put him working on peak hours and consequently this employee will sell really well and be considered an excellent associate. The third connection is evaluation-tooutcome, which in this case study analysis was constant over time in result of the fact that R&R used always the SPH. The last connection is outcome-to-need satisfaction, in which we can enhance the fact that sometimes the outcome was not consistent with an employee current need state. 

 In result of our analysis we could conclude that the SPH model is not efficient and fair, so as expected the model brings several problems to R&R. The work environment was really cumbersome, with frequent sales contest between associates, leading associates to steal credits from each other. However, since the customers are satisfied, the company does not care about this intense work environment. The model also incentives employees to manipulate the system by logging in only in the best hours, and by working extra hours that would not be recorded. This last problem ended up in two investigations, which resulted in two lawsuits against the company as well. Another important aspect of R&R is that during the years, the company was only concerned with its customers and did not pay any kind of attention to employees' issues and complaints. Therefore the R&R's human resource policy resulted in rewarding the "smarter" employees and not the more committed, which led, as we saw in the last years, to a decrease of the company's performance. Thus, we can conclude that the employees' evaluations and outputs are not placed in the correct way so that employees will not focus their efforts in ways that will lead to the desired level of performance improvement 9. In sum, the group concluded that the Human Resources strategy was not aligned with the company overall strategy and the performance management was not aligned with the company goals. Therefore R&R should listen to Bill Schwartz and change the company's Ownership Culture, by developing a Performance management in order to ensure that employees' activities and outputs are congruent with the company's goals10.

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Questions Covered

1- What is the cause of the problems described in the case? How serious are these problems? How would you quantify the potential financial risk to R&R?
2- Are R&R employees pressured inappropriate by the sales-per-hour system, by management, by their peers?
3- How effective is the memo reproduced as Case Exhibit #4 in clarifying the distinction between "sell" and "nonsell" time?
4- How would you redesign compensation and performance appraisal systems at R&R? Consider whether SPH is an effective measure of customer satisfaction and how well R&R's HR policies are fully aligned with its business strategy.
5- Recommend 2-3 strategies for improving motivation, based on the reading thus far in this course (Pink and others) and your own research and reflection. Support your strategies with properly cited sources. Your submission should follow APA guidelines for format and citation of sources.