MBA Operations Management - Case Study Guides - 10: HARD ROCK’S HUMAN RESOURCE STRATEGY

HARD ROCK’S HUMAN RESOURCE STRATEGY

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An 8-minute video filmed specifically for this text and case is
available in MyOMLab.
1. Hard Rock has lower employee turnover than the industry
due to its:
 Thorough screening at hiring
 Tolerant, even accepting, culture of diversity
 Great benefit package
 Effective indoctrination and training, empowerment
 Focus on teamwork and even outside volunteer work.
LO 10.2: Identify the major issues in job design
AACSB: Analytical thinking
2. The human resource department supports the overall theme
restaurant strategy (the experience economy concept) by aggressive
screening, including an evaluation of how the employee will contribute to the Hard Rock experience. The human resource department at Hard Rock recognizes that they are responsible for a critical
element in Hard Rock’s strategy. So they must recruit and retain the
human capital that is necessary to fulfill that mission and strategy.
LO 10.2: Identify the major issues in job design
AACSB: Analytical thinking
3. An automobile assembly line probably allows less opportunity for creativity and individual expression than a waiter or waitress at Hard Rock, although both organizations can probably put
motivated well-trained personnel to good use.
LO 10.2: Identify the major issues in job design
AACSB: Analytical thinking
4. The job design literature is rich with many improvements that
can be made in the traditional assembly line. The Hackman and
Oldham core job characteristics can, with a little imagination, be
applied to the assembly line. Job rotation can aid Skill Variety;
helping employees see the fruits of their labor in the finished
product will help with Job Identity and Job Significance; providing opportunity for self-direction by adding planning and control
tasks to the job can contribute to Autonomy; and Supervisory
Feedback is easy for the tuned-in supervisor. All these are further
augmented by job enlargement, job enrichment, Maslow’s selfactualization, and Hertzberg’s motivators, such as responsibility,
the work itself, recognition, advancement, and achievement. And,
of course, the hygiene factors of security, status, working conditions, pay, interpersonal relations, supervision, and company
policy and administration can all play a positive role in the quality
of life on the job/assembly line. Note: Maslow’s hierarchy and
Hertzberg’s dual factors are not discussed in the chapter.
LO 10.2: Identify the major issues in job design
AACSB: Analytical thinking
 

 

 

 

 

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Operations Management: Sustainability and Supply Chain Management, 12th Edition (Free Ebooks Download)
Jay Heizer, Texas Lutheran University
Barry Render, Graduate School of Business, Rollins College
Chuck Munson, Carson College of Business, Washington State University

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