Rowe and Flexible Work and Success at Best Buy
ROWE and Flexible Work and Success at Best Buy
I. Point of View:
Consultant
II. Statement of the Problem:
ROWE program has a difficulty of implementation for retail employees compared to employees in corporate offices and nonretail jobs.
III. Objective/s: 1. To identify what are the factors that the ROWE program for retail employee is more difficult to implement.
IV. Areas of consideration:
1. With increased productivity, as claimed by the ROWE program, employer expectations of outcome by employees may rise.
2. Retail industry is usually dependent on when the costumer wants to purchase their product, so if the person at the retail store isn’t there when the costumer is there because of “flexible time schedules” then potential sale could be lost.
3. Employees would want only certain times of the year to meet results.
4. Features of ROWE program.
a. No timetables.
b. No compulsory meetings.
c. No impression-management hustles.
d. Work no longer a place to go. Work is something to be done.
e. Performance would be based on output, not hours.
5. The basic premise of ROWE was that productivity was the cornerstone of work, and work meant the achievement of results and not presence at the workplace. Accordingly, employees working under ROWE were allowed to work when they wanted and where they wanted, as long as they achieved their targets.
6. Implementing ROWE is not easy. In the first place, it requires a complete overhaul of people's attitudes towards work. Traditionally, employees were programmed to think that displaying a commitment to work by coming in early and leaving late could ensure them success. But this was eliminated as a criterion for judging performance under ROWE. Several employees who were working with ROWE admitted to having misgivings about whether they would be able to cope with the new system. Some people reportedly felt confused about
I. Point of View:
Consultant
II. Statement of the Problem:
ROWE program has a difficulty of implementation for retail employees compared to employees in corporate offices and nonretail jobs.
III. Objective/s: 1. To identify what are the factors that the ROWE program for retail employee is more difficult to implement.
IV. Areas of consideration:
1. With increased productivity, as claimed by the ROWE program, employer expectations of outcome by employees may rise.
2. Retail industry is usually dependent on when the costumer wants to purchase their product, so if the person at the retail store isn’t there when the costumer is there because of “flexible time schedules” then potential sale could be lost.
3. Employees would want only certain times of the year to meet results.
4. Features of ROWE program.
a. No timetables.
b. No compulsory meetings.
c. No impression-management hustles.
d. Work no longer a place to go. Work is something to be done.
e. Performance would be based on output, not hours.
5. The basic premise of ROWE was that productivity was the cornerstone of work, and work meant the achievement of results and not presence at the workplace. Accordingly, employees working under ROWE were allowed to work when they wanted and where they wanted, as long as they achieved their targets.
6. Implementing ROWE is not easy. In the first place, it requires a complete overhaul of people's attitudes towards work. Traditionally, employees were programmed to think that displaying a commitment to work by coming in early and leaving late could ensure them success. But this was eliminated as a criterion for judging performance under ROWE. Several employees who were working with ROWE admitted to having misgivings about whether they would be able to cope with the new system. Some people reportedly felt confused about