Akron Machining Institute Burger Boy Restaurant History Paper I want someone who is able to do this report for me everything is explained in the files belo

Akron Machining Institute Burger Boy Restaurant History Paper I want someone who is able to do this report for me everything is explained in the files below If you have any questions let me know. Your Turn: Burger Boy
Summary of Case
Burger Boy is a fast food restaurant. The case explains the scenario at the restaurant on a
Friday lunch rush hour. Friday is considered the busiest day and lunch hour usually sees
peak customer traffic. The restaurant is understaffed with only 8 employees on this day,
including the assistant store manager and shift supervisor, as against 13 people. Work has
been divided amongst the employees, however due to the lack of enough people and an
excess crowd, some of them have volunteered to double up on the absentees’ duties.
Learning Objective
The students are expected to understand the management of the restaurant and identify the
discrepancies, and analyze the best possible compensation package to motivate the
employees at Burger Boy.
Teaching Guideline
Use this case to help students relate the issues at a demanding workplace to compensation
and to provide solutions to these issues.
Discussion of Case Questions
1. What appear to be the problems at this Burger Boy?
Burger Boy, on the Friday afternoon that has been summarized in the case, is
understaffed by 5 people and the afternoon is considered the busiest of the week. The
fact that most employees have prior experience at similar jobs in different companies
does not make it easier to handle the rush. Otis, the assistant store manager is concerned
with reducing the pile up of consumers at the drive-thru window, and decreasing the
drive time from the current 3.05 to 2.30. There seems to be absolute chaos at Burger
Boy and little or no planning to combat the doubling up of duties. The employees are
also most likely worked up over the fact that the pay they receive does not justify the
work involved. The rest breaks do not seem to be given in order of need for the frazzled
employees. The management, by themselves, is not organized—a conclusion from the
fact that the stocking of items is not standardized. This Burger Boy seems to be highly
disorganized and incapable of coping with changes, and stressful periods. There is also
an apparent lack of communication between employees and the management.
2. How many of these problems could be explained by compensation issues?
Otis and Leon seem to be mostly dissatisfied with the work they do. Marge, although
working at the easiest job at this Burger Boy (the fries station), is simply unable to
handle the influx of customers although she tries hard. Chuck is doubling up at the pay
window and the drive-thru window, and seems to be unhappy with the fact that
employees are absent on the busiest day of the week and is grumbling about it. This
could show that he is unhappy with the pay and the extra responsibility that he needs to
undertake. Leon and Otis each feel that they are working way too hard at duties that,
according to them, do not fall under their responsibilities. All this goes on to show that
all the employees, including the management, are unhappy with the compensation.
3. How many other problems could be lessened with diligent use of rewards other
than pay?
The lack of motivation and the sense of unrest can easily be combated with the regular
use of a well-planned out reward system. Jerry Newman (second author of this book)
has mentioned that in the two weeks that he has worked at the Burger Boy, the first
time his work was acknowledged was on the Friday in question. This shows that
employees, although, working hard at their jobs, are not recognized and appreciated.
This in turn, as enough research points to, could be a determining factor in the lack of
enthusiasm and the potential dissatisfaction with the base pay itself. A well-planned out
rest-break could also help in ensuring a rise and sustenance in employee productivity
and morale. Communication between the employees and the management and positive,
regular feedback can also boost this entire process.
4. Are hours of work a reward? What might explain why I was happy to be working
20 hours per week, but Chuck was unhappy with 30 hours per week? How might
schedules be used as a reward?
Student answers may vary.
In the current scenario presented, hours of work are probably not considered a reward.
If that was the case, then simply put, Otis, Leon, and Lucy should have been the
happiest working, followed closely by Chuck and Marge. This, however, is not the
case. The fact that the Jerry Newman (second author of this book) is happy working 20
hours as against Chuck’s 30 hours could depend on several factors—his ability to enjoy
cooking, ability to handle stress, etc; although the fact that Otis yells at him for
apparently having taken a half hour break, when in fact he has taken only 6 minutes of
the allotted 10, he does let the assistant store manager know he’s angry! The fact that
Chuck is unhappier as compared to Jerry shows that its not the number of hours, but
rather the associated intrinsic rewards (or the lack of) that determines satisfaction and
motivation at this Burger Boy. Schedules might well be a tool to accommodate for the
heavy work that employees face on Friday’s. Employees can divide their
responsibilities in a staggered, planned manner, so that the productivity and quality of
the service/orders does not suffer. Obviously, stress and over-work have resulted in just
that. Over-time, if required, can be planned and accommodated and justly paid so that
work can be completed successfully, without any one person bearing the entire brunt.
— END —
(Due date: July 20, 2020)
Final Report An in-depth HRD related case study analysis of a selected organization (please see the case study under
your name in the table on page 1 assigned to you).
Use theories and concepts outlined in the textbook (Mankin, D. (2009). Human Resource Development.
Oxford University Press, Oxford, UK.) to answer the questions in the analysis part of the report.
The final report should be submitted on Blackboard until July 20, 2020.
There should be no COPY PASTE from the internet, or somewhere else. If copied material is found it
will result in Zero marks.
The final report should be around 10-12 pages and include the following:
1. Title, name, student number (page)
2. Table of Content (page 1)
3. Introduction (page 1~2)
4. Company profile (page 1~2)
5. Analysis (page 4~5)
6. Conclusion and recommendations (page 1~2)
7. Reference list (page 1)
Introduction (page 1~2)
This is the part where you explain why you are writing this report and why your report is
If possible then show if there any problem in the company, or not or we do not know.
It should give a very brief idea (no more than a paragraph) about what is discovered in the paper.
Company profile (page 1~2)
A brief of the company profile for example vision, mission, values, goals and objectives,
strategies, leadership, businesses, history, products, services, local or global presence etc.
Analysis (page 4~5)
Please see above the CASE STUDY under your name
Conclusion and recommendations (page 1~2)
Summarize the content of the report and your recommendations.
Please utilize some of the concepts from the textbook.
— END —
Your Turn
Burger Boy
This is a true case. Jerry Newman (second author of this book) spent 14 months working in
seven fast-food restaurants. He wrote about his experiences in the book My Secret Life on
the McJob (McGraw-Hill, 2007). This is a description of events in one store … labeled here
Burger Boy
Job Title
Assistant Store Manager
Shift Supervisor
Crew Member (fries)
Drive-thru Window
Sandwich Assembler
Base Salary
Other Wage Information
Exempt (no overtime pay)
Avg Hrs/Wk
It’s now 2:10 and Marge has told Otis twice that she has to leave. Her agreement with the store
manager at the time of hire was that she would leave no later than 2:30 every day. Her daughter
gets off the school bus at 2:45, and she must meet her at that time. Otis ignores her first request,
and is nowhere to be seen when, at 2:25, Marge looks around frantically and pleads to no one in
particular, “What should I do? I have to leave.” I look at her and declare, “Go. I will tell Otis when
he comes out again.” Marge leaves. Ten minutes later we have a mini-surge of customers. Leon
yells, “Where the hell is Marge? That’s it; she’s out of here tomorrow. No more chances for her.”
When he’s done ranting, I explain the details of Marge’s plight. Angrily Leon stomps back to the
manager’s office and confronts Otis. The yelling quickly reaches audible levels. Everyone in the
store, customers included, hear what is quickly broadening into confrontations about other unre-
solved issues:
Leon: “I’m sick of coming in here and finding nothing stocked. Otis, it’s your job to make sure
the lunch shift (roughly 10 a.m.-2 p.m.) stocks items in their spare time. It never happens and
I’m sick of it. Now you tell me you’re leaving and sticking me with a huge stocking job.”
Otis: “I’m sick of your whining, Leon. I work 50-60 hours a week. I’m sick of working 10-12
hours a day for crappy wages. You want things stocked … you do it. I’m going home and try
to forget this place.”
With that Otis drops what he has in his hands, a printout of today’s receipts so far, and walks out
the door. Leon swears, picks up the spreadsheet, and storms back to the office. I finish my shift and
happily go home. No more Burger Boy for this burger boy.
1. What appear to be the problems at this Burger Boy?
2. How many of these problems could be explained by compensation issues?
3. How many other problems could be lessened with diligent use of rewards other than pay?
4. Are hours of work a reward? What might explain why I was happy to be working 20 hours per week,
but Chuck was unhappy with 30 hours per week? How might schedules be used as a reward?
It’s a hot Friday in Florida, and lunch rush is just beginning. Chuck is working the pay window
and is beginning to grouse about the low staffing for what is traditionally the busiest day of
the week. “Where the heck is LaVerne?” he yells to no one Chuck has only worked here for six
weeks but has prior experience at another Burger Boy. Marge, typically working the fries station
(the easiest job at this Burger Boy), has been pressed into service on the front drive-thru window
because 2 of 10 scheduled workers have called in sick. She can handle the job when business
is slow, but she clearly is getting flustered as more cars enter the drive-thru line. I’m cooking, my
third day on the job, but my first one alone. I’ve worked the grill for 10 years as a volunteer at
Aunt Rosie’s Womens Fastpitch Softball Tournament, but nothing prepared me for the volume
of business we will do today. By 11:30 I’ve got the grill full of burgers. Lucy is going full speed
trying to keep up with sandwich assembly and wrapping. She’s the best assembler the place
has and would be a supervisor if she could just keep from self-destructing. Yesterday she lit a can of
vegetable spray with a lighter and danced around the floor, an arc of flame shooting out from
the can. She thinks this is funny. Everyone else thinks she’s nuts. But she’s rumored to be a friend of
the manager, Nancy, so everyone keeps quiet.
“Marge, you’ve got to get moving girl. The line’s getting longer. Move girl, move,” shouts
Otis, unfazed by the fact that Marge really isn’t good enough to work the window and clearly is
showing signs of heavy stress. “I’ll help her,” chimes in Chuck. “I can work the pay window, then
run up front to help Marge when she gets way behind.” Otis says nothing and goes back to the
office where he begins to count the morning receipts for the breakfast rush.
My job as cook also includes cooking baked potatoes in the oven and cooking chicken
in the pressure cooker, so I have little time to do anything besides stay on top of my job.
Finally, at noon, in comes Leon. He will replace Otis at three, but for now he is a sorely
needed pair of hands on the second sandwich assembly board. Leon looks over at me and
shouts above the din, “Good job, Jerry. Keeping up with Friday rush on your third cook-
ing day. Good job.” That’s the first compliment I’ve received in the two weeks I’ve worked
here, so I smile at the unexpected recognition. By 12:30 we’re clearly all frazzled. Even with
Chuck’s help, Marge falls farther behind. She is now making mistakes on orders in efforts to
get food out the drive-thru window quickly. Otis comes barreling up front from the office
and shouts for everyone to hear: “We’re averaging 3:05 (minutes) on drive time. Someone’s
in trouble if we don’t get a move on.” He says this while staring directly at Marge. Everyone
knows that drive times (the amount of time from an order being placed until the customer
receives it) should be about 2:30 (two minutes, thirty seconds). In my head I do some mental
math. The normal staffing for a Friday is 13 people (including management). Because of ab-
senteeism we’re working with eight, including Otis and Leon. By noon Marge is crying, but
she stays at it. And finally things begin to slow at 1 p.m. We know rush is officially over when
Lucy tells Leon she’s “going to the can.” This starts a string of requests for rest breaks that are
interrupted by Otis, “All right, for God’s sake. Here’s the order of breaks.” He points to people
in turn, with me being next to last, and Marge going last. After Lucy, Chuck is second, and the
others fill in the gap ahead of me. When my turn finally comes I resolve to break quickly, taking
only 6 minutes instead of the allotted 10. When I return Otis sneers at me and chides, “What
was that, about a half hour?” I snap, I’m angry, and let him know it. “If I could tell time, would I
be working fast food?” Now I realize I’ve done the unforgivable, sassing my boss. But I’m upset.
and I don’t care. My only care is I’ve just claimed fast food is work for dummies, and I absolutely
don’t believe this. But as I said, I was mad. Otis looks me over, staring at my face, and finally de-
cides to let out a huge bellow, “You’re ok, Newman. Good line!”

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