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Case Study Example (edited from a web source):

Employee motivation at Google

Google’s success is underpinned by its effective motivational policy. For the past few years Google has been repeatedly ranked as one of the best employers in the world. Employees are allowed to come to the office dressed informally. Employees feel liberated from getting this freedom and feel at ease inside the company.

Meeting rooms in Google’s office are filled with beanbags in place of hard office chairs. Food is given free to the employees in the company cafeteria and the office space is interspersed with table-tennis tables and play stations for their recreation. Employees of Google can spend 20 per cent of their time on the project of their choice. The Google office in Australia provides unlimited number of sick leaves to its employees and it gives them very generous health insurance. Employees are also allowed flexible working hours in the facility. In addition, Google gives a generous annual reimbursement for educational expenses to employees.

Google motivates its employees through substantial bonuses. In 2007 it distributed three and a half thousand bonuses. Every aspect of Google is designed so as to create a culture of information sharing and collaboration. Employees feel motivated and empowered by the company’s mission statement: “To organize the world’s information and make it universally accessible and useful.”

Frederick Herzberg’s two factor theory best describes rewards management and motivation techniques at Google. Google provides its employees with hygiene factors such as very good salary and perks, enjoyable work environment and freedom to employees. Beyond the hygiene factors, Google provides employees with adequate motivational factors. These factors include bonuses for good performance and opportunities for employee development and growth. Employees take pride in being part of Google and in creating products and services that are changing the world.

Google’s human resource management process intrinsically believes in Theory Y. Theory Y says that employees naturally look forward to work and responsibilities and therefore they should be given freedom in performing their job tasks. Theory X, on the other hand, is based on an idea that employees naturally dislike work and responsibility and therefore should be coerced or bribed into performing their job tasks. Google gives a great deal of freedom to employees in performing their job tasks.

Google’s motivational and rewards system takes care of all the five needs that are listed in Abraham Maslow’s hierarchy of needs. Through free meals, excellent pay, bonuses, and a cordial and inviting climate, Google takes care of physical, security and social needs. Through measures such as reimbursement of employees’ annual education costs , Google motivates its employees to strive for higher level self-actualization and self-esteem needs. Because Google is an innovative knowledge-based company, the individual fulfillment of higher level needs, like self-esteem and self-actualization, is of high importance to the company mission. Employees can be expected to strive for innovation as they try to fulfill their higher level needs.

Is it possible that the novelty of Google’s rewards system and office environment could wear off thereby reducing their motivational potential? Not so likely because Google is using rewards management as a technique for motivating employees not merely to maximize its profits but also because the welfare of employees is really one of the core values of Google; it is part of its vision and mission. The company has stakeholder value maximization, and not shareholder wealth maximization solely, as its core value. Google’s rewards management and motivational techniques are very comprehensive. They cater to all the needs of the employees, from the lowest physical needs to the ultimate self-actualization needs.

Google may reinvent its rewards management from time to time so that the rewards management system does not become stale, especially to more senior employees. The company may also need to fine tune some policies to remain efficient and responsive to the needs of the market. However, Google’s motivational technique will likely to continue its success in motivating their employees because Google truly appears to believe that having the interests of the employees at the heart of its operations will result in better performance at both individual and organizational levels.

Student submission:

Wiki Organizational Case study example (http://www.eater.com/2013/4/18/6448307/shake-shack-ceo-randy-garutti-on-consistency-training-and-expansion and http://thinkprogress.org/economy/2014/03/21/3417056/shake-shack-wages-benefits/ )

Shake Shack

When someone usually thinks about working in fast food, usually it is about fulfilling extrinsic motivation, such as getting enough money from the Mcjob and being able to support my family. However, an up and coming burger chain called “Shake Shack” from New York is changing all that. Instead, they focus on intrinsic motivation instead of extrinsic motivation. First, their starting salary is higher is $9.50 per hour rather than the $7.25 per hour for minimum wage. In addition, to the starting salary, workers can attain a sense of accomplishment and competence at performing and mastering work tasks and gain a sense of autonomy and control, through a program called “Shake Bucks”. With “Shake Bucks”, employees can earn raises to their salaries in conjunction with the company’s top lines sales. Therefore the average salary is $10.70. In addition to this, full-time workers health, dental, vision, retirement, and disability benefits.

In addition, another way that the burger chain keeps others motivated is following Herzberg’s Two-factor theory, where there are two factors motivators and hygienes that are important in determining worker satisfaction and motivation Motivators are factors when present, cause job satisfaction and hygienes are factors when absent, cause job dissatisfaction. In an interview with the CEO of Shake Shack with Randy Garutti, he emphasizes a level of trust that he had with each of his Shake Shack franchises. He does this by not doing secret tasting of his products from different stores, but entrusting that the managers and employees of each store have the proper training to do things well. This introduces motivator factors such as responsibility and content of work. Especially, he emphasizes how if he did such secret tasting, he would reduce the contentment of the workers and reduce the quality of his product. In addition, Garutti also employs hygiene factors, in his interview he emphasizes the trust that he has in his managers and franchisees in running the stores and keeping with a the company policy of being the best burger chain in the world. Lastly, in his interview he emphasized how shake shack has a working condition of growth and achievement by emphasizing the opportunity that in each one of his stores how a humble burger cook or a milkshake maker can rise into a manager or general manager position.

Zappos: From Hierarchy to Holacracy

According to Zappos' CEO Tony Hsieh, "Every time the size of a city doubles, innovation per person increases, but when a company gets bigger, innovation per person goes down. Why is that?... In a city, people and businesses are self-organizing. We're trying to do the same thing at Zappos.” (Logan, 2014)

In May 2013, the online company with a well-known reputation for their value-driven culture and ability to deliver excellent customer service with happy employees, decided to no longer have a traditional hierarchical management organizational structure and instead became a holacratic self-organizing organizational structure (WonderWorks, 2014). So, what is a holacracy? In a holacratic system, a business is organized not around the workers themselves but around the work they perform and allows for increased autonomy, self-direction, self-management, and greater innovation and efficiency (Holacracy, n.d.). The ultimate goals of holacracy are to achieve greater productivity and engagement (Holacracy, n.d.). Since this approach eliminates the hierarchy found in traditional organizational structures, it also eliminates the need for the traditional/classic managerial job titles; hence, allowing individual employees to lead, exercise their power/authority, and take charge with accompanying expectations, responsibility, and accountability (McGregor, 2014).

According to the Holacracy website video, holacratic companies are organized in circles (each with different functions) and employees may be members of several circles depending on the number of roles they agree to take on, each of which has specific expectations (similar to jobs with job descriptions). For each circle, there is a lead link who assigns (and can remove—though not fire) employees to roles but cannot tell them what to do; however, a larger circle’s lead link can tell a smaller circle (then referred to as a subgroup with a rep link) what they are accountable for doing (Holacracy). A governing process, consisting of members from each circle, determines the function(s) of the circle and the specifics for each role (Holacracy). The authority and scope to make decisions is defined by or linked to specific roles; however, everyone is focused on innovation and realizing the organization’s purpose, goals, and strategy (Holacracy).

It will be interesting to see how this switch all plays out once it has been fully implemented and operational at Zappos. It appears that there has been a great deal of tension during its gradual implementation phase (WonderWorks, 2014). I am all for tension and pushback if it respectfully streamlines processes and fosters creativity. In implementing a holacracy, those who have held leadership roles will probably have to adjust a great deal (relinquishing most of their power is not easy). The average employee who felt they could never really exercise their own individual power or felt powerless to fully voice their “ideas,” “concerns,” or “tensions” may also have a great deal of adjustment to make (not knowing how to speak up, pushback, or debate effectively). Perhaps, there will need to be communication training and coping mechanism sessions implemented to assists both groups in this process. This “dip” or period of change many experience, though uncomfortable, is inevitable and necessary when something new is introduced in a company. It is too early to determine whether this change has been fully effective or not; however, there have been some positive anecdotes from those who champion the changeover and, likewise, there have been some for whom this changeover has been particularly difficult and for whom leaving the organization will be the only viable option (Wonderworks, 2014; Logan, 2014). As this, I believe, is the largest top-down traditional hierarchical company converting to the holacratic structure to date, I will be keeping a watchful eye to see how it all pans out. As other self-organizational structures like holacracy have been successful in other companies I am hopeful that more companies will transition from traditional organizational structures to nontraditional self-organizational structures allowing employees to have greater autonomy, a voice in company concerns, and decision-making authority which can lead to greater engagement, passion, innovation, and efficiency—all of which seem to be lacking in traditional organizational structures. However, there are quite a few questions that remain to be figured out by Zappos. Foremost, how do they compensate their employees who are now assuming, based on a variety of skills possessed, more roles than they did before?

Works Cited

Holacracy. (n.d.) Video: Introduction to Holacracy. [Video File] Retrieved from http://holacracy.org/resources/video-introduction-to-holacracy

Logan, D. (2014, March 5). Go to work but ditch the boss? Zappos embraces holacracy. CNN. Retrieved from http://www.cnn.com/2014/03/05/opinion/logan-zappos-holacracy/

McGregor, J. (2014, January 3). Zappos says goodbye to bosses. The Washington Post. Retrieved from http://www.washingtonpost.com/blogs/on-leadership/wp/2014/01/03/zappos-gets-rid-of-all-managers/

WonderWorks Consulting. (2014, November 3). Holacracy at Zappos – The first year of adoption. [Video File] Retrieved from https://www.youtube.com/watch?v=EG02dmwWN8w

Employee motivation at United States Automobile Association (USAA)

USSA’s believes that serving those who serve adds an increased measure of devotion and commitment to any job. At USAA, which serves the insurance and financial needs of veterans and members of the military, the sense of mission is pervasive and empowering. Employees say helping customers, who have sacrificed for their country, provides a true sense of satisfaction. They also enjoy the company's many unique perks, from a cash bonus at the holidays equal to two weeks of salary to wellness programs and summer camps for kids. Those accustomed to the military’s sense of teamwork and camaraderie will find themselves at home here.

The below benefits are offered at USAA:

Healthy Work Environment: USAA employees have access to stress-relieving rooms, workout areas, including a 24-hour gym, free flu shots, smoking cessation and weight management programs and healthy food options at work.
Domestic Partner Benefits: USAA recognizes domestic partners and same sex marriages and extends benefits to the partners of employees who choose to add them.
Flexible Work Options: Employees have opportunities to work flexible hours or work remotely from home as needed to achieve work-life balance. Approximately 25 percent of employees either work remotely or have a flexible work schedule, which may include compressed schedules, flexible start- and stop-times and part-time schedules.
Healthy Points Program: Employees are rewarded with points for engaging in healthy behaviors, allowing them to reduce their medical premiums by an additional 5 percent. Those who make significant progress in their healthy behaviors receive a 2 percent reduction in their medical coverage.
Onsite Summer Camps: USAA employees in some locations can enroll their children, grandchildren, nieces and nephews in week-long, onsite YMCA summer camps for a small fee, which take place on USAA's campus from June through August.
USAA continually develops its employees, with internal career assessment tools and training programs in leadership development, management development and interpersonal skills. The company also has special programs for preparing former military officers for the civilian workforce and the Volunteer Innovation Program, which allows employees to expand their skill sets by volunteering to work on ideas or research projects about which they are passionate.
Even in the busiest of areas, there are still scheduled group events, and training opportunities abound to ensure the growth of the employee.
College Tuition Reimbursement: $5,250

USAA exhibits intrinsic motivation in that rewards are derived from the workers’ sense of accomplishment and competence at performing and mastering work tasks and from a sense of autonomy or control over one’s own work. Workers are motivated by challenges at work, with the reward being the satisfaction of meeting the challenge or of a job well done.

Equity theory of motivation also exist at USAA because there workers are motivated by a desire to be treated equitably or fairly. If workers perceive that they are receiving fair treatment, their motivation to work will be maintained, and steady performance can be expected. First proposed by J. Stacey Adams (1965) states that the worker brings inputs to the job, such as experience, education and qualifications, energy, and effort, and expects to receive certain outcomes, such as pay, fringe benefits, recognition, and interesting and challenging work, each in equivalent proportions.

Lastly, Herzberg’s two-factor theory, (motivators and hygienes can be seen at USAA. Motivators are factors related to job content; they are inherent in the work itself. The type of work, the level of responsibility associated with the job, and the changes for recognition, advancement and personal achievement are all motivators. Hygienes are related to the context in which people perform their jobs. Common hygienes include benefits, working conditions (including both physical and social conditions), and type of supervision, base salary and company policies. All of these criteria are present at USAA.

References:

www.usaa.com
www.us.greatrated.com

UPS Employees are a Priority

UPS stops at nothing to make sure every package is delivered and that their customers are treated as a number one priority. That’s why UPS treats their employees like a priority so that it reflects back on to their customers. They have great healthcare and compensation, with full-time benefits for part-time employees and one of the most comprehensive total payment packages available for everyone. In fact, UPS is one of the only companies in business today that offers hourly employees full benefits, from medical/dental coverage to tuition assistance.

The UPS Tuition Assistance Program (TAP) is to assist employees in furthering their educational development. In the United States, tuition assistance is available to full-time non-union employees, part-time management employees and part-time union employees. In the year 2010 alone, UPS has provided $24 million in tuition support to approximately 14,000 students. Since the program began in 1999, they have invested $187 million in tuition assistance for approximately 113,000 college students. UPS also invests about $300 million a year on training programs to help employees further their careers within the company. Student can earn $5,250 in assistance per calendar year with a lifetime maximum of $25,000. Eligibility begins the day the student is hired and benefits are prorated accordingly in case the student is hired mid–semester

In addition, approximately 56 percent of their current full–time drivers were once part–time employees, and more than 73 percent of their full–time managers (including most vice presidents) were once non–management employees. Their part–time workforce totaled 180,000 people at the end of 2010. During that year 2,642 part–time employees advanced to full–time work. Their management ranks at the end of the year included 1,174 employees who moved into management for the first time.

With that being said, UPS provides its employees with the most care and appreciation than I would have expected. Their desire to see their employees grow, excel and learn shows others and myself that they are more than just a “job”. They care about their employees’ wellbeing and their families by offering scholarships, assistance for schooling and award winning healthcare.

References:

https://ups.managehr.com/earn-and-learn-program.htm

https://ups.managehr.com/benefits.htm

Execution-Oriented U.S. Bank

A large U.S. bank whose very well known, and also known to be a leading bank in America, would possibly be running into trouble economically if they hadn't changed the ways of their structure built within their company. This had occurred right before the bank crisis in the U.S. A newly appointed CEO of the large bank searched of ways to improve to continue to have their company earning double digits, remain one of the leading banks in the U.S., and also have the ability to continue to grow. This was all thought up to be done by improving customer satisfaction.

The efforts put forth to make this change were as follows:

- "Mining the seams"- create all businesses all alike and with one focus. That is, providing value to their customers.

- Reducing customer attrition to less than 10 percent

- Improving cross-sell rates

- Achieving top-quartile customer loyalty in every business

These four efforts were to be put forth to understand where interventions would have the most impact. They also did this by analyzing performance data stretching back for years. (McKinsey,1998). The four studies that were performed, brought about some of what the company had been deficient in. That is, the company's traditional ways of the bank's culture had been overplayed and needed a newer "twist" to it to add appeal, encouragement of adding in collaborative ideas for the whole organization across the globe to take part within this "enterprise", improving customer focus while working on customer loyalty by making easier and more efficient ways of being able to make improvisations to bank queuing times and quality of the resolution. This company was required to bring three or more of their banks together and form groups with two different leaders from businesses to be in charge of these changes and implement them the proper way.

This organization completed all of these changes in order for motivation to be high within the business units, therefore, making the correct change occur. It also provided a way for employees to become mentored and trained properly, if they hadn't gotten the proper training prior. There were also courses provided for the workers to complete as well... The outcome of this organizational implementation consisted of a high increase in production. It had increased customer loyalty by thirty-three percent, decreased customer attrition by sixty percent, and cross sell-rates exceeded their expectations. (McKinsey,1998). The level of customer loyalty this U.S. organization reached the top quartile for the whole industry.

Works Cited:

McKinsey. (n.d.). Reorganizing to build customer loyalty. Retrieved April 15, 2015, from http://www.mckinsey.com/client_service/organization/case_studies/improving_on_success

Amanco: Developing the Sustainability Scorecard

Company: Amanco
Publisher: Harvard
Call Number: 9-107-038
Year Published: 2008

The case describes the challenges of using the Balanced Scorecard to implement a triple-bottom-line strategy for delivering excellent economic, environmental, and social performance. The owners and senior executive team of Amanco, a producer of plastic pipe and complete water treatment systems, want strong financial returns but are also deeply committed to improving the environment and making a difference in people's lives. Robert Salas, CEO, wants a management system that communicates and motivates Amanco's three high-level goals.

What is the dilemma or tough decision?
How can Amanco develop and implement an effective measuring stick for its sustainability that will lead to effective managerial strategies?

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1596&R=107038-PDF-ENG&conversationId=1790366

_______________________________________________________________________________________________

Start postings for Summer 2015 Below:

Will Rebrand for Revenue

The saying "out with the old, in with the new" couldn't be more true for the fast food industry over the past few years. Once dominant chains, such as Wendy's and McDonald's, are having to submit to newer, more attractive companies, like Shake Shack and the upbringing of fast-casual restaurants. These new companies are getting creative with options. Shake Shack even has menu items for dogs and an exclusive line of wine and beer. Also, the use of fresh or organic products has become popularized, which puts fast food chains at a disadvantage. Intriguing factors like these allow customers to hang around for more than just fast food and thus, greatening the likelihood of increasing check averages and ultimately raising profits. However, in the past few years Wendy's has been successful in giving themselves a face lift. Everything from store aesthetics to menu items to advertisement. Since 2013, Wendy's has renovated hundreds of stores in the United States, including adding tech-savvy layouts and fireplaces. Another thing that is getting updated is the menu. From their pretzel buns to Honest tea, Wendy's seemingly is trying to keep up with consumer's fast paced trends. Recently, it has been reported that they are even trying out a meat free, veggie burger in two locations. Have they been successful in this reimaging? According to the stock market, Wendy's profit is on the rise bringing a year to date increase of 25.8% as of May 22,2015.

Sources:

http://money.cnn.com/quote/financials/financials.html?symb=WEN

http://www.bloomberg.com/bw/articles/2013-02-28/lets-go-to-wendys-and-cuddle-by-the-fireplace

http://time.com/3847693/wendys-veggie-black-bean-burger-ohio/

http://www.shakeshack.com/location/winter-park/

Katie Allen

How companies solve organizational challenges:

One of the many challenges that Walt Disney World is faced with is managing employees that are not from one cultural background but from diverse cultural group and racial backgrounds. Employees are essential to the company as it relies on people skills to develop a large market share in the media and entertainment field.

In order to solve these challenges, WDW place a lot of value on it's human resources. The company claims to have an understanding of the great value gained from ensuring that the best business etiquette, ethics and practices are observed by all its employees and that all employees are given the treatment they deserve. To achieve this, WDW runs a business ethics and standards training program designed to improve the understanding and grasping of these codes of conduct and ethics as stipulated by the organization.Cited from: http://best-management-articles.blogspot.com/2012/09thewalt-disneycompany.html

Kerry-Ann Nugent

Motivational theory in practice at Tesco:

Tesco considers that the business depends on two groups of people customers and staff. It appreciates that staff are unique and have diverse lifestyles outside of work. To this end Tesco supports staff with a work/life balance and offers reward through:

flexible working
free or reduced rate health benefits
discount gym membership
competitive salaries
staff discount
company share options.

Tesco's Employee Reward Program has some similarity to Taylor”s theory. Its financial reward packages are one motivating factor.

Every year Tesco invites its staff to take part in a staff satisfaction survey called Viewpoint which gives them the opportunity to express their views on almost every aspect of their job. The results from the survey help Tesco make sure it is offering the right things to its staff to keep them motivated. Some of the benefits available to staff include:

Lifestyle break this offers 4-12 weeks off work and guarantees the job back at the end
Career break this allows staff between 6 months and 5 years away from work with right of return
Pension scheme this award-winning scheme provides clearly defined long term benefits.

Herzberg showed that to truly motivate an employee a business needs to create conditions that make him or her feel fulfilled in the workplace.
Tesco aims to motivate its employees both by paying attention to hygiene factors and by enabling satisfiers. For example, it motivates and empowers its employees by appropriate and timely communication, by delegating responsibility and involving staff in decision making. It holds forums every year in which staff can be part of the discussions on pay rises. This shows recognition of the work Tesco people do and rewards them.

Tesco staff can even influence what food goes onto its restaurant menus. Employees thus become motivated to make choices that will increase their use of the restaurants.

Tesco provides opportunities for its managers and staff to take a share and a greater interest in their own employment. Since every employee is an individual, with different needs and aspirations, the process of reviews and personal development plans allows recognition of their abilities and achievement, as well as potential development.

This benefits the individual by providing career progression. It also benefits Tesco by ensuring the business can deliver high levels of customer service through its skilled employees.

Link: http://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/conclusion.html#axzz3ddrjPkXC.

Bernard Hart

“Freedom and Responsibility Culture” and Unlimited Vacation Hours at Netflix

Company: Netflix

Link: http://www.dailytitan.com/2014/09/companies-including-virgin-and-netflix-hope-that-giving-unlimited-vacation-hours-increases-worker-productivity/

While many countries in the world are required to give paid vacation days, there is no such requirement in the United States. Netflix took a bold move in instituting a policy of unlimited vacation hours for their employers. They first did this back in 2004, and have kept this many years later. The corporate culture at Netflix is called a “freedom and responsibility culture” by its CEO, Reed Hastings. Our book defines organizational culture as values, beliefs, assumptions, and patterns of behavior that are shared within an organization. Our book also notes that organizational culture can help direct behavior and that flexible cultures can influence the expansion, growth, and innovation of an organization. Netflix’s culture of freedom and flexibility in vacation hours has most likely influenced its further development and advancement.

Netflix wants responsible people, and to Hastings, it is all about accomplishment. Hastings explained that, “We want people who want to work here because they are well paid, challenged and excited. Employees can leave here at any time without losing compensation.” This shows that to Netflix, job satisfaction is important. According to our book, all good and bad aspects of a job affect ones attitude about their job and their job satisfaction. Although job satisfaction can be looked at overall, another way of looking at job satisfaction is the facet approach, which our book describes as considering all of its different facets. Netflix considers such facets in their concern for their workers being “…well paid, challenged and excited.” In allowing workers to never lose compensation, Netflix can increase employee job satisfaction through their pay.

According to our book, job satisfaction in turn can influence job performance through rewards. Netflix offers rewards such as feelings of accomplishment through being challenged and unlimited vacation hours. These rewards come from having good job performance, including responsibility and self-motivation, which leads to higher job satisfaction.

Our book also notes that job satisfaction can also influence organizational commitment and that this includes aspects of wanting to stay with the organization, working hard for the organization, and accepting their values and goals. Netflix’s “freedom and responsibility culture,” including unlimited vacation hours, is likely to encourage employees to show organizational commitment due to appreciation and desire for reward.

The job satisfaction and organizational commitment that the culture of Netflix would help produce is important in relation to employee attendance, according to our book. Our book explains that employee attendance includes absenteeism, missing work for other personal reasons, and turnover, leaving a job. Turnover is bad for an organization as our book notes there are costs in hiring and training new employees, and the loss of a valued employee can cause a decrease in productivity. As job satisfaction and organizational commitment can impact whether employees are likely to leave an organization, Netflix’s focus on these would lessen the chance for turnover and resulting expenses and decreased productivity.

Absenteeism occurs because employees have personal things that they would like to attend to above work. As Netflix offers unlimited vacation hours, with no loss of compensation, its employees do not have to worry about missing a social event or taking time off of work for health reasons. As job satisfaction influences absenteeism, and Netflix has taken steps that to increase job satisfaction, employees are more likely to want to work when not using their unlimited vacation hours. This in turn could impact quality of work and overall productivity. While many organizations face challenges with many of these aspects, Netflix’s decision to have a “freedom and responsibility culture” and unlimited vacation hours, in my conclusion for the reasons above, offers a positive solution.

References

Gamboa, C. (2014, September 29). Companies including Virgin and Netflix hope that giving unlimited vacation hours increases

worker productivity. Daily Titan. Retrieved from http://www.dailytitan.com/2014/09/companies-including-virgin-and-netflix-hope-

that-giving-unlimited-vacation-hours-increases-worker-productivity/

Riggio, R. E. (2013). Introduction to industrial/organizational psychology. United States: Pearson Education.

The Starbucks winning career path and motivation

Starbucks Coffee is on the list of the Fortune magazine as “America’s Most Admired Companies” And it is not all about the coffee. It is about how they manage and treat their employees.

Starbucks is not only a coffee company it is also a benevolent organization.

Starbucks started in a market in Seattle. It is only 41 years old. It has accomplished amazing growth. Starbucks is in 66 Countries and have 21,000 retail stores.

The familiar Starbucks logo comes from Herman Melville’s Moby Dick and is inspired by Greek mythology.

Starbucks has a very successful stock plan. Which is available for both part time and full time employees. The more successful the company, the more profit to the employees.

A benefit is not obligatory but is extra compensation for the employees and obviously is based on the company being successful.

Benefits

Legally required benefits (Social Security and Medicare, unemployment insurance, workers’ compensation)
Paid time off (vacations, holidays, sick leave)

Insurance (health benefits, life insurance, disability insurance)
Retirement benefits
401(k) plans

Starbucks will paid for online programs for up to 10,000 dollars a year for employees who qualify for this new benefit. And online underclassmen will get partial reimbursement.

Starbucks extends job protection for employees who enter the military. They are assured they will have their jobs waiting when they are discharged honorably.

At Starbucks the employee feel they are value and they work with enthusiasm.

Starbucks takes care of the Maslow’s hierarchy-of Needs Theory by Safe needs feeling secure at the job, social needs by working with other people, esteem needs providing motivation to continue the education.

Another way Starbucks keep the employees motivated is following Herzberg’s Two-factor theory by giving the employee opportunity for personal growth, job security, and relation with others, promotions.

Employees are treated equally and fairly by the equity theory.

Works Cited:

http://www.businessinsider.com/the-20-most-inspiring-companies-of-2014-2014-8?op=0#starbucks-will-pay-for-college-for-thousands-of-its-employees-16

Stanger, Melissa. “ The Inspiring Companies of 2014. “Business Insider, Inc 12 aug.2014. Web 21 June 2015.

https://new.edu/nodes/managing-human-resources-teamwork-and-communications

“New. Edu. BA201: Introduction to Business.” New.edu BA201: introduction to Business. NP. Web 21June 2015

http://www.workforce.com/articles/starbucks-is-pleasing-employees-and-pouring-profits

“Starbucks is Pleasing employees and Pouring Profits. “Starbucks Is pleasing Employees and Pouring Profits. N.p,. nd web 21 June 2015.

Leidy Ortega