...Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center Institute Of Management Sciences, Lahore HUMAN RESOURCE MANAGEMENT Question #1 Make a list of five specific HR problems you think Carter Cleaning will have to grapple with Answer: Carter Cleaning center will have the following main problems to grapple with if they do not experience the proper management and HR practices in their Cleaning center 1. Carter Cleaning center business has increased from two stores to six stores which have created a need of having skilled workers, so Carter Cleaning center will have to devise a system of Selecting, Hiring, Training, Appraising and Compensating the employees. 2. The Carter Cleaning center will have the problem of communication and coordination between the employees, for this they have to motivate and guide them of right behavior. 3. Carter Cleaning center will have the problem of proper HR staff, as at this scale of business the introduction of proper HR staff is not profitable so site managers employed in the Carter Cleaning Center will have to perform the job of HR as well, as every manager should have the ability to perform staff (human resource) and line functions both in order to be competitive. 4. Carter Cleaning center could have the problem of high turnover of employees if the employees are not provided with the proper facilities and health care services and if they feel as if their salaries are unfair and...
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...Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center Institute Of Management Sciences, Lahore HUMAN RESOURCE MANAGEMENT Question #1 Make a list of five specific HR problems you think Carter Cleaning will have to grapple with Answer: Carter Cleaning center will have the following main problems to grapple with if they do not experience the proper management and HR practices in their Cleaning center 1. Carter Cleaning center business has increased from two stores to six stores which have created a need of having skilled workers, so Carter Cleaning center will have to devise a system of Selecting, Hiring, Training, Appraising and Compensating the employees. 2. The Carter Cleaning center will have the problem of communication and coordination between the employees, for this they have to motivate and guide them of right behavior. 3. Carter Cleaning center will have the problem of proper HR staff, as at this scale of business the introduction of proper HR staff is not profitable so site managers employed in the Carter Cleaning Center will have to perform the job of HR as well, as every manager should have the ability to perform staff (human resource) and line functions both in order to be competitive. 4. Carter Cleaning center could have the problem of high turnover of employees if the employees are not provided with the proper facilities and health care services and if they feel as if their salaries are unfair and...
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...Question #1 Make a list of five specific HR problems you think Carter Cleaning will have to grapple with Answer: Carter Cleaning center will have the following main problems to grapple with if they do not experience the proper management and HR practices in their Cleaning center 1. Carter Cleaning center business has increased from two stores to six stores which have created a need of having skilled workers, so Carter Cleaning center will have to devise a system of Selecting, Hiring, Training, Appraising and Compensating the employees. 2. The Carter Cleaning center will have the problem of communication and coordination between the employees, for this they have to motivate and guide them of right behavior. 3. Carter Cleaning center will have the problem of proper HR staff, as at this scale of business the introduction of proper HR staff is not profitable so site managers employed in the Carter Cleaning Center will have to perform the job of HR as well, as every manager should have the ability to perform staff (human resource) and line functions both in order to be competitive. 4. Carter Cleaning center could have the problem of high turnover of employees if the employees are not provided with the proper facilities and health care services and if they feel as if their salaries are unfair and unjust with regards to the work they perform. 5. The Carter Cleaning center will have to update itself with the continuously changing trends such as Globalization...
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...Continuing Case: Carter Cleaning Centers Mskatdog Online University Continuing Case: Carter Cleaning Centers I.Make a list of five specific HR problems you think Carter Cleaning Centers will have to grapple with. 1) Carter Cleaning Centers will have to grapple with communication issues between the various centers and will need to establish some type of communication standard by which all the centers receive the same information, and are delivering identical information to all of its customers at all its different locations (info such as pricing, services, etc.). This could be accomplish through regular meetings, memos, or even an intranet for the company. 2). Carter Cleaning Centers will have to grapple with work standards throughout its various locations, to insure all its staff is treated fairly, and that no one is working more at one store or being paid less while in the same position. And also the centers will have to address training standards for the different levels of labor at each center. 3). Carter Cleaning Centers will have to grapple with fair hiring practices to avoid being accused of discrimination. It cannot risk hiring only one group of people, such as all males and refuse females employment as this will definitely end up in someone’s courtroom. 4). Carter Cleaning Centers will have to grapple with following the legally established pay minimum for every one of its employees. If the centers are open 24/7, then the workers will have to be placed on a work...
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...The very first outlet of the Carter Cleaning Company was established back in 1995 by Jack Carter. Carter Cleaning Company is a coin based Laundromat that slowly expanded its operations by opening a second store in 1998. Mr. Carter was primarily interested in this business as it required more capital rather than being labor intensive. He believed that such stores could be managed by one “unskilled employee” and as a result would not have to face any labor related problems. Within a year, Jack decided to diversify in related services so he added two new services to his stores: dry cleaning and pressing. This allowed better utilization of floor space and extraction of higher profit margins. He renamed his stores “Carter Cleaning Center”. By 2004, the Carter Cleaning Centers were making generous amounts of profits; this allowed Mr. Carter to expand his business to four more stores. Each store had an on-site manager and about seven employees and earned revenue of approximately $500,000 per annum. Jack’s daughter, Jennifer Carter, joined her father’s business in 2005, after her graduation. She acted as a troubleshooter/ consultant for the business. She aimed to learn the business and help it grow by introducing modern management concepts and techniques that would help overcome the problems faced by their business in these contemporary times. The Importance of Human Resource Management in Laundromats Over the years the face of the Laundromats has evolved;...
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...CHAPTER 1: Carter Cleaning Centers Q1: Make a list of five specific HR problems you think Carter Cleaning will have to grapple with? 1. High Turnover: Carter Cleaning Company will more than likely face the HR issue of high turnover because of the nature of the business. Most service industry/retail jobs result in high turnover rates due to the demanding workload and hours in return for little compensation. Since the dry cleaning business does not require skilled labor, the employees are not committed to the development of their careers and therefore are much more willing to look for better employment. 2. Lack of training: Due to the nature of the employment, the workers are unskilled laborers and therefore lack any training whatsoever in regards to the business functions with the exception of their daily responsibilities. 3. Employees not working at their peak performance. Since the employees are not skilled laborers they therefore lack drive and determination to work at their top levels of performance. They may not necessarily be unmotivated to work at all but they would more than likely be inclined to do the bare minimum to collect a paycheck. 4. Grievance/employee dissatisfaction. Service/retail jobs function under very similar qualifications that tend to arouse discontent and disenchantment: pay, time/hours, and work-load. I do not expect that Carter Cleaning Company will be immune to this. 5. Economic trends. It is my experience that service industries...
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...HRM Tutorial Exercises 1 Carter Cleaning Company Jennifer Carter graduated from State University in June 2005, and, after considering several job offers, decided to do what she always planned to do – go into business with her father, Jack Carter. Jack Carter opened his first Laundromat in 1995 and his second in 1998. The main attraction of these coin laundry businesses for him was that they were capital – rather than labour-intensive. Thus, once the investment in machinery was made, the stores could be run with just one unskilled attendant and none of the labour problems one normally expects from being in the retail service business. The attractiveness of operating with virtually no skilled labour notwithstanding, Jack had decided by 2015 to expand the services in each of his stores to include the dry cleaning and pressing of clothes. He embarked, in other words, on a strategy of “related diversification” by adding new services that were related to and consistent with his existing coin laundry activities. He added for several reasons. He wanted to better utilise the unused space in the rather large store he currently had under lease. Furthermore, he was, as he put it, “tired of sending out dry cleaning and pressing work that came in from oor coin laundry clients to a dry cleaner 5 miles away, who then took most of what should have been out profits.” To reflect the new, expanded line of services, he renamed each of his two stores Carter Cleaning Centers and was sufficiently...
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...Jennifer Carter had her MBA degree from State University with an HR major in June 2008, and, after considering several job offers, decided to do what she always planned to do-go into business with her father, Jack Carter. Jack Carter opened his first Laundromat (Self service laundry) in 1995 and his second in 1998. The main attraction of these coin laundry businesses for him was that they were capital-rather than labour-intensive. Thus, once the investment in machinery was made, the stores could be run with just one unskilled attendant and none of the labour problems one normally expects from being in the retail service business. The attractiveness of operating with virtually no skilled labour notwithstanding, Jack had decided by 1999 to expand the services in each of his stores to include the dry cleaning and pressing of clothes. He embarked, in other words, on a strategy of “related diversification” by adding new services that were related to and consistent with his existing coin laundry activities. He added these for several reasons. He wanted to better utilize the unused space in the rather large stores he currently had under lease. Furthermore, he was, as he put it, “tired of spending out the dry cleaning and pressing work that came in from our coin laundry clients to a dry cleaner 5 miles away, who then took most of what should have been our profits”. To reflect the new, expanded line of services, he renamed each of his two stores Carter Cleaning Centres and was sufficiently...
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...Although small companies may not need to have specific training programs, in order to grow and maintain consistency within a business, more concrete programs need to be put in place. Carter Cleaning Company should update their orientation program, identification of tasks performed by employees and use specific training techniques to accomplish their goal of growing their business and maintaining consistent employee results. To standardize employee behavior and performance, and have the ability to measure an employee's success in these areas, there must be rules and guidelines to follow. The purpose of this paper is to explain specifically what Carter Cleaning Company should cover in their new employee orientation program, explain why a job instruction sheet will help their counter person in the performance of their job, and describe specific training techniques the company should use to train pressers, cleaners/spotters, managers and counter people. The purpose for these changes is to increase employer and customer retention as well as standardize all aspects of the different jobs when they begin to expand to more cleaning sites. The Carters have progressed from a small company whose policies and procedures were scattered and unfocussed to a company who now needs to implement more formal orientation, training policies, and procedures to ensure job consistency and employee and customer retention. Dessler (2013) gives a brief synopsis of some of the difficulties encountered...
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...Submitted to Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center (The Job Description) Institute Of Management Sciences, Lahore Human Resource Management Questions 1. What should be the format and final form of the store manager’s job description? There is no standard format as to what should be included in the job description of store manager but most job descriptions cover the following sections • Job identification • Job summary • Responsibilities and Duties • Authority of incumbent • Standards of performance • Working conditions • Job specification 2. Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate? Not all the standards and procedures are important to mention in the body of job description except the ones that are relevant and important for the applicants to know i.e. Performance and Competency standards. Note: It depends upon the type of job under discussion as to what sort of standards to include. 3. How should Jennifer go about collecting the information required for the standards, procedures and job description? First of all Jennifer should conduct a complete job analysis for the job of store manager and she should also check out existing policies and procedures of the company in place, then she should use one or more of the following methods for collecting information about Standards...
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...Submitted to Name Khuram Shahzad I.D. 083268 Section C Assignment Fourth (4th) Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center (The Job Description) Institute Of Management Sciences, Lahore Human Resource Management Questions 1. What should be the format and final form of the store manager’s job description? There is no standard format as to what should be included in the job description of store manager but most job descriptions cover the following sections • Job identification • Job summary • Responsibilities and Duties • Authority of incumbent • Standards of performance • Working conditions • Job specification 2. Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate? Not all the standards and procedures are important to mention in the body of job description except the ones that are relevant and important for the applicants to know i.e. Performance and Competency standards. Note: It depends upon the type of job under discussion as to what sort of standards to include. 3. How should Jennifer go about collecting the information required for the standards, procedures and job description? First of all Jennifer should conduct a complete job analysis for the job of store manager and she should also check out existing policies and procedures of the company in place, then she...
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...Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...Human resource management Carter Cleaning Company1 1. What would you do first if you were Jennifer? If I was Jennifer, I would have done the following things: -First thing, I would get information about the workforce, the employees, their situation and specific skills they have. I would try to find their motivations and their concerns in order to build a stronger relationship between them and my company. This first step must be develop during recruiting (one and one meeting) where I would have an overview about an applicant and see if he or she fits with the company’s goals. But Jenifer needs also to train them since her father wants the employees to do more different tasks. -Then I will set up a promotion plan so that employees’ motivation would be increase by working harder for their company. The issue is simple here; Tiffany has to deal with unskilled and unmotivated workforce who doesn’t really care about their job. So I would try to get them more involved by praising and compensating them. I would rather raise their salaries a bit more to keep them than doing many interviews that waste both time and money. -Last but not least, I would consider my employees as workers who add value to my company and service I provide and certainly not as “cost or adding charges”. This has to be one of the main matters of a human resource manager, about how to increase the employees’ value through management. I would provide to my employees clear data about the company in order...
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