From the two cases of Starbucks above, propose the Human Resource Management Practice from the theory of Schuler and Jackson 1987: 1. Recruitment and Selection: - external sources or internal sources - limited socialization or extensive socialization - assessment of specific skills or assessment of general skills - narrow career paths or broad career paths

2. Training and Development: - focus on current job skills or focus on future job skills - individual orientation or group orientation - train few employees or train all employees - spontaneous & unplanned or planned & systematic

3. Compensation and Rewards: - Pay weight toward salary & benefits or pay weighted toward incentives - Short-term incentives or long-term incentives - emphasis on internal equity or emphasis on external equity - individual incentives or group incentives

4. Performance Management: - behavioral criteria or results criteria - development orientation or administrative orientation - short-term criteria or long-term criteria - individual orientation or group orientation *Explaining why Starbucks should hire externally or internally, and how should they do it; whether the recruitment process is limited socialization or extensive socialization (provide evidence if possible); and will the employees have narrow career paths or broad career paths upon recruitment (and justify); and during the recruitment process, do they asses the applicant specific skills or just general skills (and why?). Hope this helps, if you require more information pls let me know :)

Starbucks: Refocusing on the Brew Using HR Practices Starbucks, the Seattle-based coffee store, has To cope with the economic conditions, Starexperienced incredible growth in the past several bucks' best customers are saving money by years by opening more than four stores and add- making fewer visits to Starbucks each month. To ing 200 employees each day. However, Starbucks ensure that customers are delighted and coffee has had to change its strategy and reposition its served meets high-quality standards, Starbucks brand to cope with the recession that has caused went so far as to shut down operations of most consumers to save more and spend less. Because of its stores in February 2008 for three and a half of its growth goals, the company made poor hours for a full-day training event. Training is inteselection for new stores, cluttered the stores with gral for Starbucks to successfully compete in the merchandise, and lost its focus on coffee. Howard weak economy in which customers are spending Schultz, who returned to the Starbucks chief exec- less. The training event, known as "Perfect the utive officer (CEO) position in 2008, has supported Art of Expresso," was designed to help barisrefocusing the company on coffee by ordering tas deliver high-quality expresso. One activity a phaseout of breakfast sandwiches and cutting consisted of pulling an expresso shot and then the number of new store openings. The company evaluating the process and the product (Was it has had to change its human resource policies the right color? Did it take too long or too short and emphasize certain practices more than others a time?). Staff discussions about how the training while still trying to preserve its value-and-treat- would benefit customers were held at each store. employees-right approach that is part of the com- Employees were told to greet regular customers pany culture. One of the company's six guiding by their first name and to not resteam milk that principles is "to provide a great work environment had been steamed once. To counter percepand treat each other with respect and dignity." tions that Starbucks is the home of the $4 cup Starbucks has taken several drastic steps in of coffee, the company is training baristas to tell its human resource practices to ensure that it customers that the average price of a Starbucks can survive the sharp decline in its sales. CEO beverage is less than $3 and 90 percent of StarHoward Schultz and other top executives did not bucks drinks cost less than $4. Baristas are also earn bonuses in 2008 as a result of the company's encouraged to promote to customers its new dispoor financial performance. Schultz asked the counted paring of coffee and breakfast for $3.95. board of directors to reduce his $1.2 million in base pay to $1. The compensation committee agreed to cut his pay to less than $4 per month Schultz believes that one of Starbucks' most in salary, although he will still receive his stock serious problems is that its successes have left compensation. The committee put the company's the company too cautious. Part of this is because new corporate jet up for sale. Starbucks has had he is seen as the soul of the company, which to close 300 underperforming stores and layoff causes employees to consider "What will How6,700 employees. Starbucks also announced that ard think?" before making decisions. He creates it would no longer match employees' contribu- passion but also creates anxiety. Schultz is trying tions to their 401(k) retirement plans. However, to change his image and at the same time make Starbucks continues to offers comprehensive Starbucks more innovative. When one employee Starbucks continues to offers comprehensive in a California store suggested that he could health benefits that exceed those provided create better artwork than what was hanging by other retailers. Although 85 percent of its on the walls, Schultz told him to put his pictures employees are part-time, they are still eligible for up saying, "Don't ask for permission, ask for full-time benefits if they work 240 hours a quar- forgiveness." ter. Less than 30 percent of part-time workers in the United States receive health care, paid sick _ Sources: Based on G. Weber, "Preserving the Counter Culture," Workleave, or eligibility for bonuses or stock options. force Management, February 2005, pp, 28-34; J. Adamy, "Schultz's Starbucks provides all employees and their Second Act Jolts Starbucks," Wall Street Journal, May 19, 2008, pp. A1, sive health benefits that include medical, dental, February 9, 2009, p. B3; J. Adamy, "Starbucks CEO, Top Officials Didn't and vision care as well as tuition reimbursement, Get Bonuses for 2008," The Wail Street Journal, January 23, 2009, B3; and vision care as well as tuition reimbursement, J. Adamy, "Starbucks Could Cut 410(k) ) Match," The Wall Street Journal, stock options, vacation, and the 401(k) retire- December 24, 2008, p. B3; J. Adamy, "At Starbucks, a Tall Order for ment plan. New Cuts, Store Closures," The Wall Street Journal, January 29, 2009, pp. B2,B3; J. Adamy, "Starbucks Shift Focus to Value, Cost Cutting," F.rhihit 9 Human Resource Management, 3rd Ed., St. Paul, MN: West Publishing. 1988