Program I is opting out of the new idea, continuing to stay the course and providing employees with little to no
information or opportunities for participation. Program II tracks employee absence and sick leave and shares that information with individual employees, giving them feedback about things they can control. Management takes no further action. Program III tracks sales and inventory replacement rates across shifts. As in Program II, information is shared with employees, but without providing employee feedback about absence and sick leave. Program IV, the most comprehensive, tracks the same information as Programs II and III. Managers communicate it in weekly brainstorming sessions, during which employees try to determine what they can do better in the future and make suggestions for improving store performance. Program V keeps the idea of brainstorming but doesn’t provide employees with information about their behavior or company profits. Your task is to prepare a report for the company’s executive committee on the effectiveness of these programs. Make certain it is in the form of a professional business document. Your audience won’t necessarily know about the organizational principles you’re describing, so make sure you provide detailed explanations that someone in a real business can understand. 1. Consider the five management systems as variables in an experiment. Identify the independent and dependent variables and explain how they are related to one another. 2. Based on the discussion of independent and dependent variables in the textbook, is there anything else you’d like to measure as an outcome? 3. Look over the data and decide which method of management appears most effective in generating revenues and reducing turnover, and why. Which methods appear least effective, and why? 4. Are there any concerns you have about this data? a. Does a comparison of the number of stores using each method influence your conclusions at all? b. Does the fact that managers are selecting the specific program to use (including Program I, which continues the status quo) affect the inferences you can draw about program success? c. What are the advantages of randomly assigning different conditions to the stores instead of using this self-selection process? 5. How does the changing nature of the workforce and the economy, described in your textbook and in the case, affect your conclusions about how to manage retail employees? Does the participation of a more experienced workforce help or hurt these programs? Why might these programs work differently in an economy that isn’t doing so poorly? 6. Claussen essentially designed the program on his own, with very little research into goal setting and motivation. Based on your textbook, how well has he done? Which parts of the program appear to fit well with research evidence on goal setting? What parts would you change to get more substantial improvements in employee motivation? 7. Describe the feelings employees might have when these systems are implemented that could help or hinder the program’s success. What advice would you give managers about how to implement the programs so they match the principles of organizational justice described in your textbook?
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