Carter Cleaning Company

Continuing Case

July 24, 2021

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 Chapter 4

4.18. What should be the format and final form of the store manager’s job description?

The following format would be the best format for Jennifer Carter to use in her company:
• Job Identification
• Job Summary
• Duties and Responsibilities
• Authority of Incumbent
• Standards of Performance
• Working Conditions
• Job Specification

A job description should be designed on the basis of mentioned points, would give a guideline
to managers on the performance standards they are expected to show and provide a general
description on their duties and responsibilities along with the authorities.
This job description would help the employees and the store manager to understand company’s
policies, procedures and expectations. It can be even more fruitful if Jennifer uses a
competency-based approach that puts the jobs in terms of the measurable, observable and
behavioural competencies that is required for employees’ performance. This analysis would
focus more on “how” the worker meets the job’s objectives or accomplishes the work; it is
more worker focused.

4.19. Is it practical to specify standards and procedures in the body of the job description,
or should these be kept separate?

In my opinion, I think it is practical to specify standards and procedures in the body of the job
description. In fact, they do not need to be kept separately. Both Jennifer and her employees
would be better served by merging standards and procedures into the body of the description.
However, in case if these standards and procedures are so complex, it would be better if they
maintain a separate procedure manual to keep it simple.

4.20. How should Jennifer go about collecting the information required for the standards,
procedures, and job description?

First, Jennifer should make a job analysis which includes collecting information about work
activities that are performed in the company. After collecting this information on job activities,

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she must also find out the workers behaviours, performance standards, job context, employees
needs and requirements and so on. In addition, she must also maintain a detailed sheet on actual
conditions of machineries, tools and equipment available for each of the task.
She can collect this information through various methods such as direct personal interviews,
observations, questionnaires by employees. Moreover, she has to make sure that she identifies
the essential functions of a job and prepares the job description that has no fault with the HR
rules and does not contradict with law.

4.21. What, in your opinion, should the store manager’s job description look like and
contain?

The store manager’s job description might include a list of significant responsibilities and
duties. For example, the following duties could be included: quality control, store appearance
and cleanliness, customer relations, cash management, cost control and productivity, damage
control, pricing, inventory control etc. as mentioned in the case itself. The job description must
also include any educational requirements as well as information about working conditions.

Chapter 5

5.18. First, how would you recommend we go about reducing the turnover in our stores?

I recommend that Jennifer can do a fast analysis on what it costs her to recruit and train a brand-
new employee including the value of lower productivity as an individual learns a brand-new
job. Every reduction in employees’ turnover is translated to dollars. In fact, Jennifer can
improve working conditions with none change in her profit if she pays for improvements from
savings in turnover costs. the most effective source of ideas from improvement may come from
exit interviews which has questions like what would we've got done to our work environment
that will have made you more likely to stay? Existing employees may be interviewed regarding
the work environment that they'd prefer. for instance, air-conditioned work space, more
employees to cut back work hours, longer or more frequent breaks. Job rotation could even be
an answer in some cases though it's a more complicated one. the employment of deferred
compensation or portion is additionally one among the probabilities to stay employees a full
year.
For quick results, we are able to also hire more qualified employees with certain years of
experiences within the related field so we don’t need much time to coach those employees.
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Rehiring, i.e hiring someone who has already worked for us might be another possibility. This
benefits to the corporate because the staff have already got knowledge about the organizations
culture and policies thus reducing the time in training. Providing favourable work environment,
understanding employees’ needs and motivating them towards organizational goal may be a
must.

5.19. Provide a detailed list of recommendations concerning how we should go about

increasing our pool of acceptable job applicants so we no longer face the need to hire
almost anyone who walks in the door.

The Carter Cleaning Company can use the subsequent strategies to seek out suitable candidates:
a) Internal candidates: Job posting is unsuitable because company needs a permanent staff
before promoting someone.
b) Rehiring: As stated above, if hiring someone who has already worked for us, is feasible then
it might create plenty of advantages to the corporate like reduced training costs and employee’s
familiarity with company’s culture.
c) Internet Recruiting: the foremost people nowadays use the net to search out suitable jobs.
For this reason, it's important for us to own an honest internet presentation, which incorporates
our homepage, Online Recruiting Job Boards and Social Media Websites. If we would like to
recruit new applicants over the net, it's important to formulate an in depth list with all
requirements the applicant need for the task.
d) The Media (Job Ad): The classical way is to position a poster within the local newspaper.
Job Ad is popular and effective method of seeking candidates with the advantage of wider
reach.
e) Referrals and walk-ins: Existing employees refer names of potential candidates suitable for
the vacant jobs. it's benefits of more applicants, more hires and more yield ratio; prime quality
candidates with realistic picture of employer; low turnover; cost effective.

Chapter 6

6.12. What would be the advantages and disadvantages to Jennifer’s company of

routinely administering honest tests to all its employees?

Polygraph testing raises an oversized number of legal and moral issues; issues Carter Cleaning
would best avoid. Use a number of the available “paper and pencil” honesty tests could also be
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an opening. In general, these are shown to be reasonably reliable and valid. they're still
controversial. the prices related to these tests can also make them prohibitive to a little operation
like Jennifer’s.

6.13. Specifically, what other screening techniques could the company use to screen out
theft-prone employees? How exactly could these techniques be used?

More thorough make background checks are a recommend technique to eliminate potential
thieves. Some firms chose to contract this dead set a non-public security agency (Cost is also
a difficulty to Jennifer). However, the corporate can quickly check to determine if savings from
reduced theft would offset the value of an out of doors agency. As a part of the duty preview,
Carter must communicate those jobs in her company are worth keeping; dishonesty and theft
won't be tolerated. Further company policies regarding theft should be clearly communicated
to new and existing employees.

6.14. How should her company terminate employees caught stealing and what kind of
procedure should be set up for handling reference calls about these employees when they
go to other companies looking for jobs?

Terminating employees for theft should include the involvement of proper authorities and may
only be done when there's absolute proof of the theft and who committed it. Such an action will
send a message to the opposite employees that you simply won't tolerate theft of company
resources. While many employers are reluctant to prosecute employees for theft, developing
evidence with police and thru the courts will be beneficial in providing future employers of the
individual with truthful and factual information.

Chapter 7

7.19. In general, what can Jennifer do to improve her employee interviewing practices?
Should she develop interview forms that list questions for management and
nonmanagement jobs, and if so, what form should these take and what questions should
be included? Should she initiate a computer-based interview approach, and if so why and
specifically, how?

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The company has an inadequate, unstructured way of interviewing and hiring. It can utilize a
structured interview guide as a tool that managers could use to boost their interviewing
practices. an inventory of questions will be included within the structured interview guide. A
computer-based approach is additionally an opening, the Carters should explore the pros and
cons of this given the character of the organization and weigh the cost/benefit of utilization of
this technology.

7.20. If she implements a training program for her managers, and if so, specifically what
should be the content of such an interview training program? In other words, if she did
decide to start training her management people to be better interviewers, what should
she tell them and how should she tell it to them?

The obvious answer to the present question is yes, a educational program should be designed
and delivered. Jennifer should include suggestions from the section on designing and
conducting interview effective interviews, including training in preparation, utilization of a
structured interview process, and interviewing techniques discussed during this chapter. She
should educate managers within the potential pitfalls that come up within the interviewing
process as outlined within the text, and supply opportunity for practice with mock interviews
within the training session so managers get a chance to use the abilities they learn and become
comfortable with the method.

Chapter 8

8.21. What specifically should Carter and Jennifer cover in their new employee
orientation program, and how should they convey this information?

Orientation should cover Information on employee benefits and personnel policies, Company
structure, processes and operations, Safety measures, Facilities tour, Daily routine.
A successful orientation should accomplish number of things for brand spanking new
employees such as:
• Make them feel welcome and help them begin the method of becoming socialized into
the firm’s ways of acting and doing things.
• Help them understand the organization and its culture.
• Clarify what's expected from them in terms of performance and behavior.

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8.22. Which specific training techniques should Jennifer use to train her pressers,
cleaner-spotters, managers, and counter staff, and why?

• For the pressers and cleaner-spotters should be trained using On- the- job training:
Coaching/ Understudy Approach to supply them with the educational and practical
skills needed for the duty.
• Managers should first receive Off-the-job training
Lectures: about the products used and equipment, then with Management Games to
develop problem-solving skills, planning, leadership and cooperation.
Behaviour Modelling technique: to understand a way to cope with different situations.
• Counter staff should be trained using the subsequent techniques:
lectures: to supply them with the knowledge about sort of customers and the way to
pander to them appropriately.
Job instruction training: to supply step-by-step, key points and basic tasks training and
soft skills.
Behaviour Modelling technique: to supply the staff with communication skills and
knowledge to be ready to accommodate differing kinds of consumers.

8.23. Which specific training techniques should Jennifer use to train her pressers, her
cleaner/spotters, her managers, and her counter people? Why should these training
techniques be used?

To create a cheerful, productive workforce, training Jennifer must provide opportunities for
further training and growth. Matching the categories of employee training to Jennifer's
employee needs can ensure they receive the knowledge they have, within the format best suited
to it.

The best types of employee training methods may include:

• Instructor-led training
• eLearning
• Simulation employee training
• Hands-on training
• Coaching or mentoring
• Lectures
• Group discussion and activities
• Role-playing

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 • Management-specific activities
• Case studies or other required reading

Chapter 9

9.20. Is Jennifer right about the need to evaluate the workers formally? The managers?
Why or why not?

Jennifer is correct; her father Jack conducted many informal appraisals because of not knowing
a way to couple or because other things were more important to him like boosting sales and
lowering cost. irrespective of things, an appraisal is critical because it measures employees
current or past performance. Workers is potentially mistreated in areas like promotion, pay
increases or recognition for employment well done if appraisals don't seem to be formally
conducted. Evaluation also can help management identify the subsequent step in their
development process like career path. In another hand, managers should even be appraised;
they're the leaders of various departments within a company. Therefore, specific
responsibilities fall on their shoulders like coaching, maintaining, motivating, company goals,
productivity, and sales. As Jennifer stated before, managers have an inventory of quality
standards, and that they should be appraised per their performance also.

9.21. Develop a performance appraisal method for the workers and managers in each
store.

Performance appraisal method for workers, the simplest option on behalf of me personally is
that the 360-degree feedback, information collected comes from all sources such peers,
supervisors, internal and external customers. The 360-degree’s primary purpose is for
development rather than salary purposes in step with the textbook. i believe some companies
can still use it for pay determination like increases or promotion selection.

Chapter 10

10.19. What would be the advantages to Carter Cleaning of setting up a career planning
program?

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The advantages of putting in place a career planning program at carter cleaning would be the
discovering of every personal skill, knowledge, and motivation. Career planning is an open
door for information about opportunities and choices. It establishes action plans to achieve
specifics goals. Jennifer mentioned that such programs haven't been implemented within the
workplace, and a few people are working for the corporate for several years, i feel is merely
fair to convey those people a chance to excel and understand if this is often a career path they'd
prefer to continue. Having a transparent understanding if this is often the correct job for you,
attending career planning programs will end in employee retention.

10.20. Who should participate in the program, and why? All employees? Selected
employees?

Career planning is that the process by which one selects career goals and also the path to those
goals. the foremost focus of career planning is on assisting the staff achieve a higher match
between personal goals and therefore the opportunities that are realistically available within
the organisation.
I believe career planning is optional. But it should be recommended to all or any employees,
in order that their short-term growth and development objectives are aligned and supported by
their managers or supervisors and their long-term career expectations are realistic.

10.21. Outline and describe the career development program you would propose for the
cleaners, pressers, counter people, and managers at the Carter Cleaning Centres.

Carter Cleaning must consider its overall direction and goals so as to assess the competencies
that they have from their workforce to achieve success. it's equally important that they take into
consideration an employee’s motivation to succeed as a private.
Each employee should have a career plan that has been discussed with their manager.
Generally, this might occur during the performance review process.
The career plan includes an assessment of the “gaps” or training requirements. The career plan
should be reviewed on an ongoing basis. This ensures that both the employee’s and therefore
the organization’s needs and objectives are adjusted over time.

Designing of career planning might include the following:

• Current job: Does the worker have the abilities to satisfy the responsibilities of their
current job?

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 • Gaps: Assess the person’s current levels of competency and their future requirements.
this may reveal what gaps have to be addressed to develop their skills in order that they
can meet future job requirements
• Future aspirations: Where does the worker see themselves within the future? What
business results do they hope to achieve?
• Career plan: Develop a roadmap that allows the worker to accumulate the skill set
needed for his or her current job and for the longer term. Use a career plan template as
a part of the performance review process. The template should include:
- Areas of development
- Development goals: Action steps, Expected completion date, Obstacles and
solutions, and Evaluation criteria.

Chapter 11

11.18. Is the company at the point where it should be setting up a formal salary structure
based on a complete job evaluation? Why?

Yes, because there are many advantages for creating a formal salary structure such as:
• It gives a framework for fair, consistent and effective decisions around compensation.
• It gives a solid grounding of knowledge to justify pay decisions, making defending any
quite grievance or legal claim much easier.
• It helps avoid discrimination claims or equal pay claims within the first place by
reducing the likelihood of inequalities creeping in.
• It reduces inconsistencies in pay creeping in, which happens more often where quite
one manager is making decisions about pay and ends up in resentment and possibly
grievances.
• It provides reassurance to employees that decisions around their pay are fair and
consistent, reducing distrust of management.

11.19. Is Jack Carter’s policy of paying 10% more than the prevailing rates a sound one,
and how could that be determined?

Jack’s policy may increase the availability of candidates, increase selection rates of qualified
applicants, increase morale and productivity, decrease turnover or discourage unionization

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efforts. However, before implementing a lead compensation strategy, he should identify the
expected benefits, keeping in mind that this kind of structure will increase overall labor costs.
This strategy is usually most appropriate for organizations located in highly competitive labor
markets. Employers that adopt such a method will must monitor it closely to work out whether
the anticipated benefits of the strategy are being realized.
However, by matching the pay rates of its competitors, Carter Cleaning ensures its
compensation structure remains competitive, therefore improving its ability to draw in and
retain top talent and to raised manage labor costs.

11.20. Similarly, is Carter’s male-female differential wise? If not, why not?

No, I think it's not wise pay male employees over their female counterparts due to several
reasons such as: Equal pay can be from a justice perspective, Higher wages for girls, Gender
pay gap are often reduced, Overall working conditions for ladies may improve, Better working
atmosphere, Higher incentive for ladies to figure within the corporate world, Equal pay may
help to stay talented women during a company, and will be able to reduce poverty.

11.21. Specifically, what would you suggest Jennifer do now with respect to her
company’s pay plan?

Jennifer should be prepared to do the following:

• Survey employees regarding the incentives they might value.
• Explain to employees how the incentives work, including what level of performance is
important for them to profit.
• Check in with employees regularly to measure their satisfaction with the plan.
• Interview employees who are leaving the organization voluntarily to seek out if the
inducement pay program had anything to try and do with their decision to go away.

Examples of common short-term incentive pay plans Jennifer can use include: Annual
incentive plan, Discretionary bonus plan, Spot awards, Profit-sharing plan, Gain-sharing plans,
Team/small-group incentives, Retention bonus, Project bonus.

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