read this 3 pages then answer the 5 quection. this is one case one assghnmemt. so you have to answer 5 Q at once.

HR IN ACTION CASE INCIDENT 2 Carter Cleaning Company Introduction A main theme of this text is that HR management activities like recruiting, selecting, training, and reward- ing employees-is not just the job of a central HR group but rather a job in which every manager must engage. Perhaps nowhere is this more apparent than in the typi- cal small service business. Here the owner/manager usu- ally has no HR staff on which to rely. However, the success of his or her enterprise (not to mention his or her family's peace of mind) often depends largely on the effectiveness through which workers are recruited, hired, trained, evaluated, and rewarded. Therefore, to help illustrate and emphasize the front-line manager's HR role, throughout this book we will use a continuing case based on an actual small business in the southeast- ern United States. Each chapter's segment of the case will illustrate how the case's main player-owner/manager Jennifer Carter-confronts and solves personnel prob- lems each day at work by applying the concepts and The attractiveness of operating with virtually no skilled labor notwithstanding, Jack had decided by 2003 to expand the services in each of his stores to include the dry cleaning and pressing of clothes. He embarked, in other words, on a strategy of related diversification" by adding new services that were related to and consistent with his existing coin laundry activities. He added these in part because he wanted to better utilize the unused space in the rather large stores he currently had under lease. But he also did so because he was, as he put it, "tired of sending out the dry cleaning and pressing work that came in from our coin laundry clients to a dry cleaner 5 miles away, who then took most of what should have been our profits." To reflect the new, expanded line of services, he renamed each of his two stores Carter Clean- ing Centers and was sufficiently satisfied with their per formance to open four more of the same type of stores over the next five years. Each store had its own on-site manager and, on average, about seven employees and annual revenues of about $700,000. It was this six-store cleaning centers chain that Jennifer joined upon graduat- ing from State University. Her understanding with her father was that she would serve as a troubleshooter and consultant to the elder Carter with the aim of both learning the business and bringing to it modern management concepts and techniques for solving the business's problems and facili tating its growth. Questions 1-21. Make a list of five specific HR problems you think Carter Cleaning will have to grapple with. 1-22. What would you do first if you were Jennifer? techniques of that particular chapter. Here is background information you will need to answer questions that arise in subsequent chapters. (We also present a second, unre- lated case incident in each chapter.) Carter Cleaning Centers Jennifer Carter graduated from State University in June 2013 and, after considering several job offers, decided to do what she really always planned to do-go into busi- ness with her father, Jack Carter. Jack Carter opened his first laundromat in 2001 and his second in 2004. The main attraction of these coin laundry businesses for him was that they were capital intensive rather than labor intensive. Thus, once the investment in machinery was made, the stores could be run with just one unskilled attendant and have none of the labor problems one normally expects from being in the retail service business. HR IN ACTION CASE INCIDENT 2 Carter Cleaning Company The High-Performance Work System As a recent graduate and as a person who keeps up with the business press, Jennifer is familiar with the benefits of programs such as total quality management and high- performance work systems. Jack has actually installed a total quality program of sorts at Carter, and it has been in place for about five years. This program takes the form of employee meetings. Jack holds employee meetings periodically, but particu- larly when there is a serious problem in a store such as poor quality work or machine breakdowns. When problems like these arise, he meets with all the employees in that store. Hourly employees get extra pay for these meetings. The meetings have been useful in helping Jack to identify and rectify several problems. For example, in one store, all the fine white blouses were coming out looking dingy. It turned out that the cleaner/spotter had been ignoring the company rule that required cleaning ("boiling down") the perchloroethylene cleaning fluid before washing items like these. As a result, these fine white blouses were being washed in cleaning fluid that had residue from other, earlier washes. Jennifer now wonders whether these employee meetings should be expanded to give the employees a bigger role in managing the Carter stores' quality. "We can't be everywhere watching everything all the time," she said. "Yes, but these people earn only about $8 to $15 per hour. Will they really want to act like mini-managers?" Jack replied. Questions 3-19. Would you recommend that the Carters expand their quality program? If so, specifically what form should it take? 3-20. Assume the Carters want to institute a high- performance work system as a test program in one of their stores. Write a one-page outline summarizing important HR practices you thin they should focus on. HR IN ACTION CASE INCIDENT 2 Carter Cleaning Company Guaranteeing Fair Treatment Being in the laundry and cleaning business, the Carters have always felt strongly about not allowing employ- ees to smoke, eat, or drink in their stores. Jennifer was therefore surprised to walk into a store and find two employees eating lunch at the front counter. There was a large pizza in its box, and the two of them were sip. ping colas and eating slices of pizza and submarine sand wiches off paper plates. Not only did it look messy, but there were also grease and soda spills on the counter and the store smelled from onions and pepperoni, even with the four-foot-wide exhaust fan pulling air out through the roof. In addition to being a turnoff to customers, the mess on the counter increased the possibility that a cus- tomer's order might actually become soiled in the store. Although this was a serious matter, neither Jennifer nor her father felt that what the counter people were doing was grounds for immediate dismissal, partly because the store manager had apparently condoned their actions. The problem was, they didn't know what to do. It seemed to them that the matter called for more than just a warning but less than dismissal. Questions 12-20. What would you do if you were Jennifer, and why? 12-21. Should a disciplinary system be established at Carter Cleaning? 12-22. If so, what should it cover, and how would you suggest it deal with a situation such as the one with the errant counter people? 12-23. How would you deal with the store manager? Instructions: 1. Carefully read the Carter Cleaning Company Cases for all of the chapters in Unit 1 (1.3, 12), making note of the pertinent information and issues. For each question below, identify the relevant HR Management concept from the chapter 2. Using this concept, construct a thorough and unique response to the questions. Be sure to provide support in order to justify your response. You can use examples from class discussion, your work experience, and the case details. 3. Submit your assignment on or before the due date. Your work is evaluated according to the rubric here in this assignment. Case Questions: 1. Discuss the problems/issues at hand at Carter Cleaning for this unit. 2. Early on, Jennifer No definitions available. E duties will involve Human Resources Management. What kind of HR-related problems might exist at Carter Cleaning Company? Why would Jennifer want to more formally incorporate HR Management practices at Carter Cleaning? 3. Can Carter Cleaning employees be successfully involved in improving quality? Why or why not? Explain. 4. What options does Jennifer have to handle the employee misbehavior she's witnessed? Explain the pros and cons of each, 5. If you were Jennifer, would you discipline the counter employees? Explain why or why not. What would you do about the store manager's behavior? Explain. Academic Intesty