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This is “Recruiting, Motivating, and Keeping Quality Employees”, chapter 7 from the book An Introduction toBusiness (index.html)(v. 2.0).This book is licensed under a Creative Commonsby-nc-sa 3.0 (3.0/)license. See the license for more details, but that basically means you can share this book as long as youcredit the author (but see below), don't make money from it, and do make it available to everyone else under thesame terms.This content was accessible as of December 29, 2012, and it was downloaded then by Andy Schmitz()in an effort to preserve the availability of this book.Normally, the author and publisher would be credited here. However, the publisher has asked for the customaryCreative Commons attribution to the original publisher, authors, title, and book URI to be removed. Additionally,per the publisher's request, their name has been removed in some passages. More information is available on thisproject's attribution page ().For more information on the source of this book, or why it is available for free, please see the project's home page(). You can browse or download additional books there.i
Howard Schultz toasts at thelaunch of their new “everyday”brew, Pike Place Roast, April 8,2008, in Bryant Park in New YorkCity.Chapter 7Recruiting, Motivating, and Keeping Quality EmployeesThe Grounds of a Great Work EnvironmentHoward Schultz has vivid memories of his father slumped on the couch with his legin a cast.Introductory material on Howard Schultz and Starbucks comes fromHoward Schultz and Dori Jones Yang,Pour Your Heart into It: How Starbucks Built aCompany One Cup at a Time(New York: Hyperion, 1997), 3–8. The ankle would heal,but his father had lost another job—this time as a driver for a diaper service. It wasa crummy job; still, it put food on the table, and if his father couldn’t work, therewouldn’t be any money. Howard was seven, but he understood the gravity of thesituation, particularly because his mother was seven months pregnant, and thefamily had no insurance.This was just one of the many setbacks that plagued Schultz’s father throughout hislife—an honest, hard-working man frustrated by a system that wasn’t designed tocater to the needs of common workers. He’d held a series of blue-collar jobs (cabdriver, truck driver, factory worker), sometimes holding two or three at a time.Despite his willingness to work, he never earned enough money to move his familyout of Brooklyn’s federally subsidized housing projects. Schultz’s father died neverhaving found fulfillment in his work life—or even a meaningful job. It was thesaddest day of Howard’s life.