INSTRUCTION Please refer to the Case Study: Karstadt versus J.C Penney and answer the following questions Karstadt versus J.C Penney Andreas Drauschake and Angie Clark work comparable jobs for comparable pay at department stores in Berlin and suburban Washington, DC. But there is no comparison when it comes to the hours they put in. Mr. Drauschake's job calls for a 37 hour week with 6 weeks' annual vacation. His store closes for weekend at 2 P.M. on Saturday afternoon and stays open one evening each week - a service law in Germany that implemented since 1989, that Mr. Drauschake detest. "I can't understand that people go shopping at night in America," says the 29-year-old, a supervisor at Karstadt, Germany's largest department store chain. "Logically speaking, why should someone need to buy a bicycle at 8:30 P.M?" Mrs. Clark work at least 44 hours a week, including evening shifts and frequent Saturdays and Sundays. She often brings paperwork home with her, spends her days off scouting the competition, and never takes more than a week off at a time. "If I took any more. I'd feel like I was losing control," says the merchandising manager at J.C. Penney. While Americans often marvel at German industriousness, a comparison of actual workloads explodes such national stereotypes. In manufacturing, as example, the weekly U.S average is 37.7 hours and rising;in Germany, it is 30 hours and has fallen steadily over recent years. All German workers are guaranteed by law a minimum of 5 weeks' annual vacation. The German department store workers also fiercely resists any incursions on their leisure hours, while many J.C. Penney employees work second jobs and rack up 60 hours a week. Long and irregular hours come at a price, however. Staff turnover at the German store is negligible; at J.C. Penney, it is 40% a year. Germans serve apprenticeships of 2 to 3 years and know their wares inside out. Workers at J.C. Penney recieve trainning of 2 to 3 days, and it is economic necessity, more than any devotion to work for its own sake, that appears to motivate most of the American employees. Mr. Drauschake has a much different view: work hard when you're on the job and get out as fast as you can. A passionate garderner with a wife and young child, he has no interest in working beyondthe 3? hours his contract mandates, even if it means more money. \"Free time can't be paid for,\" he says. The desire to keep hours short is an obsession in Germany and a constant mission of its powerful unions.When Germany introduced Thursday night shopping back in the 1989, retail workers went on strike. Most Germany retail workers find it hard to staff the extra 2 hours on Thursday evening, even though the late shift means an extra hour less reward on the overall job. Mr. Drauschake, like other Germans, also finds the American habit of taking a second job inconceivable. "I already get home at II", when should I work?\" he asks. As for vacations, it is illegal yes, illegal for Germans to work at other jobs during vacations, a time that is strictly for recovering.\" He explains. At J.C Penney, Mrs. Clark begins the workday at 8 AM. Though the store doesn't open until 10 AM, she feels she needs the extra time to check floor display and schedules. Most of the sales staff clock in at about 9 AM to set up registers and restock shelves a sharp contrast to Karstadt, where salespeople come in just moments before the shop opens. Source: heizer {.201 7} The Questions {a} Discuss the basic advantages and disadvantages of each system. [5 Marks) (b) Imaging that you were the top operations executive for an international department store chain with store in both Germany and the United States; construct basic issues that you need to address regarding corporate human resource policies. (5 Marks] {c} Base on the above case; manipulate the type of system which you prefer to work. [5 Marks}