carter cleaning company/person-environment

carter cleaning company/person-environment

Part 1

  1. The response has an appropriate length, which should be more than 8-10 lines
  2. The response appropriately cites (i.e., using APA guidelines) any outside sources, including the course text, that were used in formulating the response

Reflect on the idea of person-environment (P-E) fit, and respond to the below questions.

  • How can a company assess person-job fit (P-J) before hiring employees? What methods do you think would be helpful?
  • How can a company determine person-organization (P-O) fit before hiring employees? What methods do you think would be helpful?
  • What can organizations do to increase P-J and P-O fit after they hire employees?

Part 2 and Part 3-short answers only per questions

Part 2-short answers

Continuing Case me about human resources planning and trend analysis, says Jen- Carter Cleaning Company nifer. Were fighting an economic war, and Im happy just to be able Getting Better Applicants to round up enough live applicants to be able to keep my trenches If you were to ask Jennifer and her father what the main problem fully manned. In light of this problem, Jennifers father asked her to answer the was in running their firm, their answer would be quick and short: hiring good people. originally begun as a string of coin-operated following questions: laundromats requiring virtually no skilled help, the chain grew to six stores, each heavily dependent on skilled managers, cleaner/ Questions spotters, and pressers. Employees generally have no more than a 5-19. First, how would you recommend we go about reducing the high school education, and the market for them is very competitive. turnover in our stores? Over a typical weekend, literally dozens of want ads for experienced 5-20. Provide a detailed list of recommendations concerning how pressers or cleanerspotters can be found in area newspapers. All we should go about increasing our pool of acceptable job these people usually are paid around $15 per hour, and they change applicants so we no longer face the need to hire almost jobs frequently. Jennifer and her father thus face the continuing task anyone who walks in the door. (Your recommendations of recruiting and hiring qualified workers out of a pool of individuals regarding the latter should include completely worded they feel are almost nomadic in their propensity to move from area online and hard-copy advertisements and recommenda- to area and job to job. Turnover in their stores (as in the stores of tions regarding any other recruiting strategies you would many of their competitors) often approaches 400%. Dont talk to suggest we use.)

Part 3-short answers


Jennifer Carter, of the Carter Cleaning Centers, and her father have what the latter describes as an easy but hard job when it comes to screening job applicants. It is easy because for two important jobs the people who actually do the pressing and those who do the cleaning/spotting the applicants are easily screened with about 20 minutes of on-the-job testing. As with typists, Jennifer points out, Applicants either know how to press clothes fast enough or how to use cleaning chemicals and machines, or they don t, and we find out very quickly by just trying them out on the job. On the other hand, applicant screening for the stores can also be frustratingly hard because of the nature of some of the other qualities that Jennifer would like to screen for. Two of the most critical problems facing her company are employee turnover and employee honesty. Jennifer and her father sorely need to implement practices that will reduce the rate of employee turnover. If there is a way to do this through employee testing and screening techniques, Jennifer would like to know about it because of the management time and money that are now being wasted by the never-ending need to recruit and hire new employees. Of even greater concern to Jennifer and her father is the need to institute new practices to screen out those employees who may be predisposed to steal from the company. Employee theft is an enormous problem for the Carter Cleaning Centers, and one that is not limited to employees who handle the cash. For example, the cleaner/spotter and/or the presser often open the store themselves, without a manager present, to get the day s work started, and it is not unusual to have one or more of these people steal supplies or run a route. Running a route means that an employee canvasses his or her neighborhood to pick up people s clothes for cleaning and then secretly cleans and presses them in the Carter store, using the company s supplies, gas, and power. It would also not be unusual for an unsupervised person (or his or her supervisor, for that matter) to accept a 1-hour rush order for cleaning or laundering, quickly clean and press the item, and return it to the customer for payment without making out a proper ticket for the item posting the sale. The money, of course, goes into the workers pocket instead of into the cash register. The more serious problem concerns the store manager and the counter workers who actually handle the cash. According to Jack Carter, You would not believe the creativity employees use to get around the management controls we set up to cut down on employee theft. As one extreme example of this felonious creativity, Jack tells the following story: To cut down on the amount of money my employees were stealing, I had a small sign painted and placed in front of all our cash registers. The sign said: YOUR ENTIRE ORDER FREE IF WE DON T GIVE YOU A CASH REGISTER RECEIPT WHEN YOU PAY. CALL 552 0235. It was my intention with this sign to force all our cash-handling employees to give receipts so the cash register would record them for my accountants. After all, if all the cash that comes in is recorded in the cash register, then we should have a much better handle on stealing in our stores. Well, one of our managers found a diabolical way around this. I came into the store one night and noticed that the cash register this particular manager was using just didn t look right, although the sign was placed in front of it. It turned out that every afternoon at about 5:00 P.M. when the other employees left, this character would pull his own cash register out of a box that he hid underneath our supplies. Customers coming in would notice the sign and, of course, the fact that he was meticulous in ringing up every sale. But unknown to them and us, for about 5 months the sales that came in for about an hour every day went into his cash register, not mine. It took us that long to figure out where our cash for that store was going. Here is what Jennifer would like you to answer:


1. What would be the advantages and disadvantages to Jennifer s company of routinely administering honesty tests to all its employees?

2. Specifically, what other screening techniques could the company use to screen out theft-prone and turnoverprone employees, and how exactly could these be used?

3. How should her company terminate employees caught stealing, and what kind of procedure should be set up for handling reference calls about these employees when they go to other companies looking for jobs?




Solution Preview


            Person-Job Fit (P-J) is defined as fit amid a person’s cultural values as well as those that are needed to carry out the particular job. A company assesses person-job fit by paying close attention to the experience and abilities that potential employees convey to the interview table. By using a skilled human resource, the company will be able to measure the candidate’s job fit by considering culture, values and the total picture portrayed. Various helpful methods can be employed in this exercise; one of them is the training of the hiring managers, this is because specific training can advance the capability to recognize values in the course of the interview that is used to determine job fit. Secondly, interviewers need to utilize a screen-out procedure in pinpointing aspects that might disqualify an applicant, relatively than a screen-in procedure which finds out for the utmost desired characteristics (Carless, 2005). 

(917 words)

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