See attached for question 1-4

1. What appear to be the problems at this Burger Boy?

2. How many of these problems could be explained by compensation issues?

3. How many other problems could be lessened with diligent use of rewards other than pay?

4. Are hours of work a reward? What might explain why Jerry was happy to be working 20 hours per week, but Chuck was unhappy with 30 hours per week? How might schedules be used as a reward?

question 5

Your Turn Burger Boy This is a true case. Jerry Newman (second author of this book) spent 14 months working in seven fast-food restaurants. He wrote about his experiences in the book My Secret Life on the McJob (McGraw-Hill, 2007). This is a description of events in one store . . . labeled here Burger Boy. Person Job Title Base Salary Other Wage Information Avg Hrs/Wk Otis Assistant Store Manager 34k Exempt (no overtime pay) Leon Shift Supervisor 23k Nonexempt Marge Crew Member (fries) $6.25/hr Nonexempt 30 Me Cook $6.50/hr Nonexempt 20 Chuck Drive-thru Window $7.00/hr Nonexempt Lucy Sandwich Assembler $7.00/hr Nonexempt338 Part Four Employee Contributions: Determining Individual Pay It's ndonot Friday in Florida, and lunch rush is just beginning. what is working the pay buswow and is beginning to grouse about the low staffing for what is traditionally pay man rest day of the week. "Where the heck is Laverne?" he yells to no one. Chuck has only gets worked here for six weeks but has prior experience at another Burger Boy. Marge, typically and king the fries station (the easiest job at this Burger Boy), has been pressed into service pa the front drive-thru window because 2 of 10 scheduled workers have called in sick. she he can handle the job when business is slow, but she clearly is getting flustered as more care yell enter the drive-thru line. I'm cooking, my third day on job, but my first one alone. jars W worked the grill for 10 years as a volunteer at Aunt Rosie's Womens Fastpitch Softball m moment, but nothing prepared me for the volume of business we will do today. By 1120 st I've got the grill full of burgers. Lucy is going full speed trying to keep up with sandwich assembly and wrapping. She's the best assembler the place has and would be a supe she could just keep from self-destructing. Yesterday she lit a can of vegetable spray with lighter and danced around the floor, an arc of flame shooting out from the can. She thinks this is funny. Everyone else thinks she's nuts. But she's rumored to be a friend of the man. ager, Nancy, so everyone keeps quiet. "Marge, you've got to get moving girl. The line's getting longer. Move girl, move." shouts Otis, unfazed by the fact that Marge really isn't good enough to work the window and clearly is showing signs of heavy stress. "I'll help her," chimes in Chuck. "I can work the pay window, then run up front to help Marge when she gets way behind. " Otis says nothing fast rush. and goes back to the office where he begins to count the morning receipts for the break- My job as cook also includes cooking baked potatoes in the oven and cooking chicken in the pressure cooker, so I have little time to do anything besides stay on top of my job. Finally, at noon, in comes Leon. He will replace Otis at three, but for now he is a sorely needed pair of hands on the second sandwich assembly board. Leon looks over at me and shouts above the din, "Good job, Jerry. Keeping up with Friday rush on your third cooking day. Good job." That's the first compliment I've received in the two weeks I've worked here, so I smile at the unexpected recognition. By 12:30 we're clearly all frazzled. Even with Chuck's help, Marge falls farther behind. She is now making mistakes on orders in efforts to get food out the drive-thru window quickly. Otis comes barreling up front from the office and shouts for everyone to hear: "We're averaging 3:05 (minutes) on drive time. Someone's in trouble if we don't get a move on." He says this while staring directly at Marge. Everyone knows that drive times (the amount of time from an order be- ing placed until the customer receives it) should be about 2:30 (two minutes, thirty seconds). In my head I do some mental math. The normal staffing for a Friday is 13 people (including management). Because of absenteeism we're working with eight, including Otis and Leon. By noon Marge is cry- ing, but she stays at it. And finally things begin to slow at 1 p.m. We know rush is officially over when Lucy tells Leon she's "going to the can." This starts a string of requests for rest breaks that are interrupted by Otis, "All right, for God's sake. Here's the order of breaks." He points to people in turn, with me being next to last, and Marge going last. After Lucy, Chuck is second, and the oth- ers fill in the gap ahead of me. When my turn finally comes I resolve to break quickly, taking only 6 minutes instead of the allotted 10. When I return Otis sneers at me and chides, "What was that, about a half hour?" I snap, I'm angry, and let him know it. "If I could tell time, would I be working fast food?" Now I realize I've done the unforgivable, sassing my boss. But I'm upset, and I don't care. My only care is I've just claimed fast food is work for dummies, and I absolutely don't believe huge bellow, "You're ok, Newman. Good line!" this. But as I said, I was mad. Otis looks me over, staring at my face, and finally decides to let out auck is working the pay of lenbiviun Chapter 9 Pay-for-Performance: The Evidence 339 hat is traditionally the to one. Chuck has only r Boy. Marge, typically It's now 2:10 and Marge has told Otis twice that she has to leave. Her agreement with the store en pressed into service manager at the time of hire was that she would leave no later than 2:30 every day. Her daughter gets off the school bus at 2:45, and she must meet her at that time. Otis ignores her first request, ave called in sick. She and is nowhere to be seen when, at 2:25, Marge looks around frantically and pleads to no one in Flustered as more cars particular, "What should I do? I have to leave." I look at her and declare, "Go. I will tell Otis when first one alone. I've he comes out again." Marge leaves. Ten minutes later we have a mini-surge of customers. Leon astpitch Softball Tour- yells, "Where the hell is Marge? That's it; she's out of here tomorrow. No more chances for her." ill do today. By 11:30 When he's done ranting, I explain the details of Marge's plight. Angrily Leon stomps back to the ep up with sandwich manager's office and confronts Otis. The yelling quickly reaches audible levels. Everyone in the uld be a supervisor if store, customers included, hear what is quickly broadening into confrontations about other unre- egetable spray with a solved issues: n the can. She thinks Leon: "I'm sick of coming in here and finding nothing stocked. Otis, it's your job to make sure a friend of the man- the lunch shift (roughly 10 a.m.-2 p.m.) stocks items in their spare time. It never happens and I'm sick of it. Now you tell me you're leaving and sticking me with a huge stocking job." Move girl, move,' Otis: "I'm sick of your whining, Leon. I work 50-60 hours a week. I'm sick of working 10-12 o work the window hours a day for crappy wages. You want things stocked . . . you do it. I'm going home and try uck. "I can work the to forget this place." d. " Otis says nothing With that Otis drops what he has in his hands, a printout of today's receipts so far, and walks out eipts for the break- the door. Leon swears, picks up the spreadsheet, and storms back to the office. I finish my shift and happily go home. No more Burger Boy for this burger boy. nd cooking chicken 1. What appear to be the problems at this Burger Boy? on top of my job. a sorely needed pair 2. How many of these problems could be explained by compensation issues? nd shouts above the 3. How many other problems could be lessened with diligent use of rewards other than pay? y. Good job," That's 4. Are hours of work a reward? What might explain why I was happy to be working 20 hours e at the unexpected per week, but Chuck was unhappy with 30 hours per week? How might schedules be used as falls farther behind. a reward? ru window quickly. raging