Cincinnati Super Subs
Week Three Written Assignment
Motivation and Performance
Robert J. Conlin, RN
November 9, 2014
MBA 530
Benedictine University
Introduction Understanding the drivers to employee engagement is a critical skill for effective business leaders today. Employee engagement intelligence is a strong indicator of company and employee performance. Highly engaged employees have been shown to increase business successes whereas lower engaged, or actively disengaged employees have been shown to disrupt and negatively impact motivation of the employee workforce. This paper will explore the case study, Cincinnati Super Subs (McShane, 2013) in which a large Midwest sub sandwich chain is experiencing a demotivated workforce and revolving challenges are faced by the management.
Symptoms
There are a number of symptoms within Cincinnati Super Subs that would suggest that employee engagement is challenged. Over the past eighteen months, the company has experienced below average results in regards to the bottom line, breaches in store policy, low morale, high employee turnover and an increase in wasted product. Management bonuses are tied to a percentage of profits relative to wastage of product and the two members of the management team have not received bonuses for the past 5 months. This has led the management team to enforce harsher and stricter terms on employees. Employees also regularly help themselves and give away product seemingly without any negative consequence. Team leaders have also not readily reported wastage or unauthorized employee eating to management for fear of repercussions from staff. Finally, current employees are discouraging and not recommending Cincinnati Super Subs as a good place to work. In addition to challenges of retaining experienced team members, management is also having difficulty recruiting new team members.
Symptom Causes Starting with the management team, there is inadequate supervision and engagement with the
Motivation and Performance
Robert J. Conlin, RN
November 9, 2014
MBA 530
Benedictine University
Introduction Understanding the drivers to employee engagement is a critical skill for effective business leaders today. Employee engagement intelligence is a strong indicator of company and employee performance. Highly engaged employees have been shown to increase business successes whereas lower engaged, or actively disengaged employees have been shown to disrupt and negatively impact motivation of the employee workforce. This paper will explore the case study, Cincinnati Super Subs (McShane, 2013) in which a large Midwest sub sandwich chain is experiencing a demotivated workforce and revolving challenges are faced by the management.
Symptoms
There are a number of symptoms within Cincinnati Super Subs that would suggest that employee engagement is challenged. Over the past eighteen months, the company has experienced below average results in regards to the bottom line, breaches in store policy, low morale, high employee turnover and an increase in wasted product. Management bonuses are tied to a percentage of profits relative to wastage of product and the two members of the management team have not received bonuses for the past 5 months. This has led the management team to enforce harsher and stricter terms on employees. Employees also regularly help themselves and give away product seemingly without any negative consequence. Team leaders have also not readily reported wastage or unauthorized employee eating to management for fear of repercussions from staff. Finally, current employees are discouraging and not recommending Cincinnati Super Subs as a good place to work. In addition to challenges of retaining experienced team members, management is also having difficulty recruiting new team members.
Symptom Causes Starting with the management team, there is inadequate supervision and engagement with the
References: Calabrese, G. (1997). Communication and co-operation in product development: A case study of a European car producer. R&D Management, 27. 239-252. McShane, S.L., & Von Glinow, M.A. (2013). Organization behavior: Emerging knowledge. Global reality. New York, NY: McGraw-Hill Irwin.