please answer questions 11/20-23 from HR departments perspective. include question in answer. Answer thoroughly and elaborate. complete sentences and paragraph style.

health care CEV February 26, 2004 HR IN ACTION CASE INCIDENT 2 Carter Cleaning Company The Incentive Plan trigued Jack Carter well or not that year." The question of whether to pay Carter Cleaning employees average 22 to 23 tops per hour (someone else did pants) and an hourly wage or an incentive of some kind has always in so hed earn perhaps $300 and still finish each day in time to leave by 3:00p.m. so he could pick up his children at school His basic policy has been to pay employees an hourly But when things were very slow in the store, his productivity wage, except that his managers do receive an end-of-year bo would drop to perhaps 12 to 15 pieces an hour, so that at the nos depending as Jack puts it. "on whether their stores do end of the week hed end up earning perhaps $280, and in fact not go home much earlier than he did when it was busy However, he is considering using an incentive plan in Jack spoke with Walt several times, and while Walt al. one store , Jack knows that a presser should press about 25 ways promised to try to do better, it gradually became ap Trops" (jackets, dresses, blouses, per hour . Most of his press parent to Jack that Walt was simply going to earn his $300 ers do not attain this ideal standard, though. In one instance, per week no matter what. Though Walt never told him so directly, it dawned on Jack that Walt had a family to support a presser named Walt was paid $8 per hour and Jack noticed and was not about to earn less than his"target" wage, regard that regardless of the amount of work he had to do, Walt al less of how busy or slow the store was. The problem was that ways ended up going home at about 3:00 p.m., so he earned ahout $300 at the end of the week. If it was a holiday week, the longer Walt kept pressing each day, the longer the steam boilers and compressors had to be kept on to power his ma- for instance, and there were a lot of clothes to press, he might chines, and the fuel charges alone ran close to $6 per hour. 356 PART 4. COMPENSATION AND TOTAL REWARDS CHAPTER 11 Jack clearly needed some way short of firing Walt to solve the problem, since the fuel bills were eating up his profits. His solution was to tell Walt that, instead of an hourly $8 wage, he would henceforth pay him $0.33 per item pressed That way, said Jack to himself, if Walt presses 25 items per hour at $0.33 he will in effect get a small raise. He'll get more items pressed per hour and will therefore be able to shut the machines down earlier. On the whole, the experiment worked well. Walt gener- ally presses 25 to 35 pieces per hour now. He gets to leave ear lier and, with the small increase in pay, he generally earns his target wage. Two problems have arisen, though. The quality of Walt's work has dipped a bit, plus his manager has to spend a minute or two each hour counting the number of pieces Walt pressed that hour. Otherwise, Jack is fairly pleased with the results of his incentive plan, and he's wondering whether to extend it to other employees and other stores. Questions 11-20. Should this plan be extended to pressers in the other stores? 11-21. Should other employees (cleaner/spotters, counter people) be put on a similar plan? Why or why not? if so, how, exactly? 11-22. Is there another incentive plan you think would work better for the pressers? Describe it. 11-23. A store manager's job is to keep total wages to no more than 30% of sales and to maintain the fuel bill and the supply bill at about 9% of sales each. Managers can also directly affect sales by ensuring courteous customer service and by ensuring that the work is done properly. What suggestions would you make to Jennifer and her father for an incentive plan for store managers? EVDENIA