Morgan Moes Case Study
e Study
Morgan-Moe’s Drug Stores
Morgan-Moe’s Drug Stores
6 month study on Performance Management System
Problem:
Due to customers spending less, low commodity purchases, and location closers employees at Morgan-Moe’s drug store have been insecurity about their jobs was taking a toll on attitudes.
Objective:
Over the last 6 months, stores throughout the company have used a performance management system to boost morale, respond to employees’ sense of hopelessness and fear, and retain effective employees.
Performance Management System:
* Program I – Traditional Management. Providing employees with little to no information or opportunities for participation.
83 /299 stores (the oldest stores and those in the most economically distressed areas.)
* Program II - Tracks employee absence and sick leave and shares information.
27 / 299 stores (in urban areas and in areas where the workforce was younger on average.)
* Program III - Tracks sales and inventory replacement rates across shifts shares information.
35 / 299 stores (in urban areas and in areas where the workforce was younger on average.)
* Program IV - Tracks the same information as Programs II and III. Managers communicate it in weekly brainstorming sessions, during which employees try to determine what they can do better in the future and make suggestions for improving store performance
67 / 299 stores (in stores in rural areas, and especially where the workforce is older on average)
* Program V - Keeps the idea of brainstorming but doesn’t provide employees with information about their behavior or company profits.
87 /299 Stores (in rural areas, and especially where the workforce is older on average)
Results:
(I) Independent / Dependent Variables:
The Most Popular Independent Variables are intelligence, personality, job satisfaction, experience, motivation, reinforcement patterns, leadership style, reward allocations, selection methods,
Morgan-Moe’s Drug Stores
Morgan-Moe’s Drug Stores
6 month study on Performance Management System
Problem:
Due to customers spending less, low commodity purchases, and location closers employees at Morgan-Moe’s drug store have been insecurity about their jobs was taking a toll on attitudes.
Objective:
Over the last 6 months, stores throughout the company have used a performance management system to boost morale, respond to employees’ sense of hopelessness and fear, and retain effective employees.
Performance Management System:
* Program I – Traditional Management. Providing employees with little to no information or opportunities for participation.
83 /299 stores (the oldest stores and those in the most economically distressed areas.)
* Program II - Tracks employee absence and sick leave and shares information.
27 / 299 stores (in urban areas and in areas where the workforce was younger on average.)
* Program III - Tracks sales and inventory replacement rates across shifts shares information.
35 / 299 stores (in urban areas and in areas where the workforce was younger on average.)
* Program IV - Tracks the same information as Programs II and III. Managers communicate it in weekly brainstorming sessions, during which employees try to determine what they can do better in the future and make suggestions for improving store performance
67 / 299 stores (in stores in rural areas, and especially where the workforce is older on average)
* Program V - Keeps the idea of brainstorming but doesn’t provide employees with information about their behavior or company profits.
87 /299 Stores (in rural areas, and especially where the workforce is older on average)
Results:
(I) Independent / Dependent Variables:
The Most Popular Independent Variables are intelligence, personality, job satisfaction, experience, motivation, reinforcement patterns, leadership style, reward allocations, selection methods,