Case Study 2

SRI BALAJI SOCIETY(SBS)
SEMESTER-II-BATCH (2019-21)
HUMAN RESOURCE MANAGEMENT
CASELETS
____________________________________________________________________________
UNIT-1
Carter Cleaning Company
Introduction
A main theme of this book is that human resource management activities like recruiting,
selecting, training, and rewarding employees are 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 typical small service business. Here the owner/manager usually has no HR staff to rely on.
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 southeastern 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
problems each day at work by applying the concepts and techniques of that particular
chapter.
Here is background information that you will need to answer questions that arise in subsequent
chapters. (We also present a second, unrelated"application case" case incident in each chapter.)
Carter Cleaning Centers

Jennifer Carter graduated from State University in June 2008 and, after considering several job
offers, decided to do what she always planned to do-go into business with her father, Jack
Carter.
Jack Carter opened his first laundromat in 1998 and his second in 2001. The main
attraction of these coin laundry businesses for him was that they were capital- rather than labor-
intensive. Thus, once the investment in machinery was made, the stores could be run with just
one unskilled attendant and none of the labor problems one normally expects from being in the
retail service business.
The attractiveness of operating with virtually no skilled labor notwithstanding, Jack had
decided by 2004 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 for several reasons. He wanted to better utilize the unused space in the rather
large stores he currently had under lease. Furthermore, 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 Cleaning Centers and was
sufficiently satisfied with their performance to open four more of the same type of stores over
the next 5 years. Each store had its own on-site manager and on average, about seven
employees and annual revenues of about $500,000. It was this six-store chain that Jennifer
joined after graduating.
Her understanding with her father was that she would serve as a troubleshooter
/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
facilitating its growth.
Questions:
1. Make a list of five specific HR problems you think Carter Cleaning will have to grapple with.
2. What would you do first if you were Jennifer?
CASE –II
Carter Cleaning Company
The Job Description
Based on her review of the stores, Jennifer concluded that one of the first matters she had to
attend to involved developing job descriptions for her store managers.
As Jennifer tells it, her lessons regarding job descriptions in her basic management and HR
management courses were insufficient to convince her of the pivotal role job descriptions
actually play in the smooth functioning of an enterprise. Many times during her first few weeks
on the job, Jennifer found herself asking one of her store managers why he was violating what
she knew to be recommended company policies and procedures. Repeatedly, the answers
were either "Because I didn't know it was my job" or "Because I didn't know that was the
way we were supposed to do it." Jennifer knew that a Job description, along with a set of
standards and procedures that specified what was to be done and how to do it, would go a
long way toward alleviating this problem.
In general, the store manager is responsible for directing all store activities in such a way
that quality work is produced, customer relations and sales are maximized, and profitability is
maintained through effective control of labor, supply, and energy costs. In accomplishing that
general aim, a specific store manager's duties and responsibilities include quality control,
store appearance and cleanliness, customer relations, bookkeeping and cash management,
cost control and productivity, damage control, pricing, inventory control, spotting and
cleaning, machine maintenance, purchasing, employee safety, hazardous waste removal,
human resource administration, and pest control.
The questions that Jennifer had to address follow.
Questions
1. What should be the format and final form of the Store Manager's job description?
2. Is it practical to specify standards and procedures in the body of the job description, or
should these be kept separate?
3. How should Jennifer go about collecting the information required for the standards,
procedures, and job description?
4. What, in your opinion, should the store manager's job description look like and contain?

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SRI BALAJI SOCIETY(SBS)

Carter Cleaning Centers

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