Read and watch Case Study Hard Rock Resource Strategy on page 438. Answer discussion questions and submit your work for grading. Each answer should be about 100 words and supported by the facts from the case study and/or chapter information.

Discussion Questions*

1. What has Hard Rock done to lower employee turnover to half the industry average?

2. How does Hard Rock's human re source department support the com pany's overall strategy?

3. How would Hard Rock's value system work for automobile assembly line workers? (Hint: Consider Hackman and Oldham's core job characteristics.)

4. How might you adjust a traditional as sembly line to address more "core job characteristics"?

11:11 Video Case Hard Rock's Human Resource Strategy Watch Hard Rock's Human Resource Strategy Res ces Everyone-managers and hourly employees alike-who goes to work for Hard Rock Cafe takes Rock 101, an initial 2-day training class. The Hard Rock value system is to bring a fun, healthy, nurturing environment into the Hard Rock Cafe culture. This initial course and many other courses help employees develop both personally and professionally. The hu- man resource department plays a critical role in any service organization, but at Hard Rock, with its "experience strategy," the human re- source department takes on added impor- tance. 11:11 Long before Jim Knight, manager of corporate training, begins the class, the human resource strategy of Hard Rock has had an impact. Hard Rock's strategic plan includes building a cul- ture that allows for acceptance of substantial diversity and individuality. From a human re- source perspective, this has the benefit of en- larging the pool of applicants as well as con- tributing to the Hard Rock culture. a Creating a work environment above and be- yond a paycheck is a unique challenge. Out- standing pay and benefits are a start, but the key is to provide an environment that works for the employees. This includes benefits that start for part-timers who work at least 19 hours per week (while others in the industry start at 35 hours per week); a unique respect for individuality; continuing training; and a high level of internal promotions-some 60% of the managers are promoted from hourly employee ranks. The company's training is very specific, with job-oriented interactive DVDs covering kitchen, retail, and front-of- the-house service. Outside volunteer work is especially encouraged to foster a bond be- tween the workers, men community, and is 11:11 tween the workers, their community, and is- sues of importance to them. Applicants also are screened on their interest in music and their ability to tell a story. Hard Rock builds on a hiring criterion of bright, positive-attitude, self-motivated individuals with an employee bill of rights and substantial employee empowerment. The result is a unique culture and work environment, which no doubt contributes to the low turnover of hourly people-one-half the industry average. The layout, memorabilia, music, and videos are important elements in the Hard Rock "ex- perience," but it falls on the waiters and wait- resses to make the experience come alive. They are particularly focused on providing an authentic and memorable dining experience. Like Alaska Airlines, Hard Rock is looking for people with a cause-people who like to serve. By succeeding with its human resource strate- gy, Hard Rock obtains a competitive advan- tage. Discussion Questions* 1. What has Hard Rock done to lower employee turnover to half the industry average? 2. How does Hard Rock's human re- source department support the com- pany's overall strategy? 3. How would Hard Rock's value system work for automobile assembly line workers? (Hint: Consider Hackman and Oldham's core job characteristics.) 4. How might you adjust a traditional as- sembly line to address more "core job characteristics