In correct APA format, write the Reference Listing for the article. Four pages (no more five pages)
Professional Assignment 1 – CLOs 1, 2, 3 Read Case Publix on pages 94 & 117 from your textbook and address the following questions. 1. If you reflect on all the things Publix does to build and maintain satisfaction levels, which would “move the needle” for you the most? Why? 2. If you had the opportunity to allocate a portion of your paycheck to stock ownership in your company, would you? Why or why not? How do you think owning stock would shape your attitudes toward your employer? 3. Businesses like Publix employ a lot of part-time employees, and employees who are just getting started in their work careers. Do you think it’s easier to build job satisfaction levels among such employees, or harder? In correct APA format, write the Reference Listing for the article. Four pages (no more five pages) *Please refer to the Grading Criteria for Professional Assignments in the University Policies for specific guidelines and expectations. Additional information P97 :Can you guess the two best supermarkets in the United States, in terms of customer service ratings provided by the American Customer Satisfaction Index? One is Trader Joe’s, the Monrovia, California-based chain. But who’s the other? The answer is Publix—founded in 1930 by George Jenkins in Winter Garden, Florida. How does Publix provide such good customer service? One way is by having happy employees. Jenkins had two goals in founding the company: (1) to create the world’s best shopping experience, and (2) to create the world’s best workplace. Notes one store manager, “The reason Publix is such a great place to work is that nothing has changed in 86 years.” Other employees obviously agree, as the company’s been named one of Fortune’s 100 Best Companies to Work For every year since its inception. What exactly makes Publix such a great place to work? For one, the company promotes from within. There’s a formal process for part-timers to go to full-time and for fulltimers to pursue a long-term career. Indeed, virtually all of Publix’s management team started out in entry-level positions. Of the 60,000 openings at the chain last year, over 26,000 were filled internally. And 30 percent of the rest were filled using employee referrals. Says incoming CEO Todd Jones, “You can do whatever you want in this company, including becoming CEO.” Jones should know, given that he started out bagging groceries at Publix 36 years ago. The company also pays well, with above-market starting salaries. Employees are eligible for raises after their first six months and can gain stock in the company six months later. Managers provide new hires with generous amounts of feedback, including 30-day, 60-day, and 90-day “checkin meetings.” The company also offers a tuition reimbursement program to employees who work at least 10 hours per week, paying up to $12,800 per employee. All these reasons explain why so many employees “bleed green”—a term used to capture the extreme satisfaction and loyalty felt by the rank and file. It’s that satisfaction that employees are asked to channel into better customer service. In fact, new hires are asked to memorize a slogan coined by the founder: “Make every customer’s day a little bit better because they met you.” Colquitt, Jason; Colquitt, Jason. Organizational Behavior: Improving Performance and Commitment in the Workplace (p. 93). McGraw-Hill Higher Education. Kindle Edition. P117,George Jenkins started Publix’s employee stock ownership plan in 1974. Employees who work more than 1,000 hours and have one year of tenure are granted shares that have an initial value around 10 percent of annual compensation. Employees then receive additional grants each year for as long as they stay, while having the option to purchase additional stock with an automatic deduction from their paychecks. Since 1974, Publix’s stock has delivered an average annual return of almost 17 percent. To get a sense of what that means during a career, a veteran store manager with 20,000 shares would have over $900,000 in stock. Publix’s stock ownership plan has helped it become the largest employee-owned company in the world (it sits at 101 in the Fortune 500). That level of ownership is one reason that employees are termed “associates”—to signify that they are co-owners of the firm. Even the company’s promotion-from-within policy is referred to as “succession planning,” a term typically only used with top executives. One manager notes that jargon is used to show that “no associate is better or more important than the others.” The ownership structure also gives the company a bit more freedom to chart its own course. “I’m amazed that more companies don’t offer ownership in the company in order to get better performance,” argues Publix’s outgoing CEO, Ed Crenshaw. “Being a privately held company gives us the freedom to take a longer view of the business, and it makes a huge difference in how you can allocate and spend capital. We’re very fortunate to be able to do that.” Scientific studies of stock ownership suggest that employees feel higher satisfaction levels because of the mindset that comes with owning. There certainly seems to be some evidence of that at Publix. Its annual voluntary turnover rate sits at just 5 percent in an industry that averages 65 percent! In part, that loyalty can be seen as repaying a company that has never downsized in its 90-year history. All of this has created admirers outside the company, not just inside it. As billionaire investor Warren Buffett summarizes, “It’s the kind of company I’d like to buy. It has a terrific record in a very, very, very tough industry. There’s a certain amount of magic down there in terms of running the place.” 4.1 If you reflect on all the things Publix does to build and maintain satisfaction levels, Colquitt, Jason; Colquitt, Jason. Organizational Behavior: Improving Performance and Commitment in the Workplace (p. 117). McGraw-Hill Higher Education *Additional information .please follow the Textbook concept : Course Description COURSE NAME Introduction to Organizational Behavior CODE BUS 323 UNITS 3 LENGTH OF CLASS 8 weeks COURSE DESCRIPTION This course begins with an examination of critical personal characteristics of organizational members to see how these factors influence the effectiveness of organizations and their members. Special attention is then given to the role of teams in organizations and group dynamics, the stages of team development, and actions that can support the development of effective teams. This course serves as an introductory course to understanding organizational behavior. REQUIRED TEXT Colquitt, J., LePine, J., & Wesson, M. (2018). Organizational behavior: Improving performance and commitment in the workplace (6th ed.). McGraw-Hill. Print ISBN: 978-1259927669 eText ISBN: 978-1260157949 METHOD OF INSTRUCTION The course is conducted in a hybrid modality. Students interact with each other and with the faculty in a classroom setting and in an online learning system. Learning will be facilitated through lecture-discussions, presentations, cooperative learning, and case studies. SCOPE Student outcomes are measured through professional individual assignments, discussion postings, comprehensive learning assessments, and class participation. This ensures that the scope of this course will be a closed cycle.