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Case Study One

The regional manager has appointed a new store manager at the Kwetu Store which is experiencing several challenges, including high staff absence and turnover, falling sales compared to a new rival store, and employee concerns about lack of training. The regional manager wants the new store manager to address these issues, including investigating transferring to a cheaper alternative store location, improving financial management and the employee appraisal process, reducing the phone bill, and providing temporary cover at another store.

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Amulioto Elijah Muchelle
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122 views1 page

Case Study One

The regional manager has appointed a new store manager at the Kwetu Store which is experiencing several challenges, including high staff absence and turnover, falling sales compared to a new rival store, and employee concerns about lack of training. The regional manager wants the new store manager to address these issues, including investigating transferring to a cheaper alternative store location, improving financial management and the employee appraisal process, reducing the phone bill, and providing temporary cover at another store.

Uploaded by

Amulioto Elijah Muchelle
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
Download as pdf or txt
Download as pdf or txt
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CASE STUDY ONE

It is January.
You are the regional manager of a chain of stores selling computer equipment and
accessories, mainly based on out-of-town retail parks.
Following promotion, a new manager has just been appointed to the Kwetu Store
which employs 20 staff.
The store is currently experiencing a number of challenges which you wish the new
manager to address. Among the stores problems are the following:

A growing absence problem among the stores staff.


Deterioration in staff morale, largely due to the unpopularity of the previous
manager who left suddenly about a month ago.
Sales have been falling since a rival opened up a store on the same site. It is
well known that the rival chains products are not only cheaper, but much
more unreliable.
The lease on the current property expires in July. The company has an option
on a store of similar size on the far side of town. The rent on the alternative
store would be cheaper, but it is unlikely that all the current employees
would be prepared to transfer to the new store. You need to get your
manager to investigate this issue.
The newly-appointed manager, although highly competent as a team
manager has admitted that financial management is not his strong point.
The company has a formal appraisal process for all staff, but the previous
manager is known to have neglected this area. As regional manager you wish
to address this issue.
Although many of the in-store employees have long service, there is still a
problem in retaining newly-appointed staff. Labour turnover currently stands
at 20% although the norm for the retail sector is 10%.
The company operates an annual employee opinion survey. In the last survey,
employees in the Kwetu store collectively raised concerns over lack of
training. You have allocated KES. 1,000,000 for employee development for
the store.
The telephone bill for the store is twice that of other stores in the chain.
Occasional personal calls from the employee rest area are allowed, providing
that permission has been given by the store manager.
The manager of the smaller Punguka store is currently on sick leave and you,
the regional manager, have agreed that a suitable temporary replacement
will be provided from the Kwetu branch.

Based on the above issues, select which you think are the six most appropriate Goals
to be included in an annual performance management plan, and compile a suitable
set of performance objectives for your newly appointed manager, complete with
measures and timescales.

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