Identify 2 additional human resources practices that may help Starbucks to compete better in markets CHAPTER 1Human Resource Management: Gaining a Competitive Advantageup saying, "Don't ask for permission, ask forforgiveness."Schultz believes that one of Starbucks' mostserious problems is that its successes have leftthe company too cautious. Part of this is becausehe is seen as the soul of the company, whichcauses employees to consider "What will How-ard think?" before making decisions. He createspassion but also creates anxiety. Schultz is tryingto change his image and at the same time makeStarbucks more innovative. When one employeein a California store suggested that he couldcreate better artwork than what was hangingon the walls, Schultz told him to put his picturesSources: Based on G. Weber, "Preserving the Counter Culture," Work-force Management, February 200s, pp. 28-34; J. Adamy, "Schultz'sSecond Act Jolts Starbucks," Wall Street Journal, May 19, 2008, pp. A1,A11; M. Weinstein, "Fresh Cup of Training," Training, May 2008, p. 103;J. Adamy, "Starbucks Plays Common Joe," The Wall Street Journal,February 9, 2009, p. B3; J. Adamy, "Starbucks CEO, Top Officials Didn'tGet Bonuses for 2008," The Wall Street Journal, January 23, 2009, 83:J. Adamy, "Starbucks Could Cut 410(k) Match," The Wall Street Journal,December 24, 2008, p. B3; J. Adamy, "At Starbucks, a Tall Order forNew Cuts, Store Closures." The Wall Street Journal, January 29, 2009,pp. 82,83; J. Adamy, "Starbucks Shift Focus to Vaiue, Cost Cutting."Wall Street Journal, December 5, 2008, p. B1. ENTER THE WORLD OF BUSINESSStarbucks: Refocusing onthe Brew Using HR Practices by other retailers. Although 85 percent of itsStarbucks continues to offers comprehensivehealth benefits that exceed those providedemployees are part-time, they are still eligible forfull-time benefits if they work 240 hours a quar-ter. Less than 30 percent of part-time workers inthe United States receive health care, paid sickleave, or eligibility for bonuses or stock options.Starbucks provides all employees and theirsame-sex or opposite-sex partners comprehen-sive health benefits that include medical, dental,and vision care as well as tuition reimbursement,stock options, vacation, and the 401(k) retire-ment plan.To cope with the economic conditions, Star-Starbucks, the Seattle-based coffee store, hasexperienced incredible growth in the past severalyears by opening more than four stores and add-ing 200 employees each day. However, Starbuckshas had to change its strategy and reposition itsbrand to cope with the recession that has causedconsumers to save more and spend less. Becauseof its growth goals, the company made poorselection for new stores, cluttered the stores withmerchandise, and lost its focus on coffee. HowardSchultz, who returned to the Starbucks chief exec-utive officer (CEO) position in 2008, has supported bucks' best customers are saving money byrefocusing the company on coffee by orderinga phaseout of breakfast sandwiches and cuttingthe number of new store openings. The companyhas had to change its human resource policiesand emphasize certain practices more than otherswhile still trying to preserve its value-and-treat-employees-right approach that is part of the com-pany culture. One of the company's six guidingprinciples is "to provide a great work environment less. The training event, known as "Perfect theand treat each other with respect and dignity."Starbucks has taken several drastic steps inits human resource practices to ensure that itcan survive the sharp decline in its sales. CEOHoward Schultz and other top executives did notearn bonuses in 2008 as a resuit of the company's a time?). Staff discussions about how the trainingpoor financial performance. Schultz asked theboard of directors to reduce his $1.2million inbase pay to $1. The compensation committeeagreed to cut his pay to less than $4 per monthin salary, although he will still receive his stockcompensation. The committee put the company's of coffee, the company is training baristas to tellnew corporate jet up for sale. Starbucks has hadto close 300 underperforming stores and layoff6,700 employees. Starbucks also announced thatit would no longer match employees' contribu-tions to their 401(k) retirement plans. However,making fewer visits to Starbucks each month. Toensure that customers are delighted and coffeeserved meets high-quality standards, Starbuckswent so far as to shut down operations of mostof its stores in February 2008 for three and a halfhours for a full-day training event. Training is inte-gral for Starbucks to successfully compete in theweak economy in which customers are spendingArt of Expresso," was designed to help baris-tas deliver high-quality expresso. One activityconsisted of pulling an expresso shot and thenevaluating the process and the product (Was itthe right color? Did it take too long or too shortwould benefit customers were held at each store.Employees were told to greet regular customersby their first name and to not resteam milk thathad been steamed once. To counter percep-tions that Starbucks is the home of the $4 cupcustomers that the average price of a Starbucksbeverage is less than $3 and 90 percent of Star-bucks drinks cost less than $4. Baristas are alsoencouraged to promote to customers its new dis-counted paring of coffee and breakfast for $3.95.

Question

Identify 2 additional human resources practices that may help Starbucks to compete better in markets CHAPTER 1Human Resource Management: Gaining a Competitive Advantageup saying, &#34;Don't ask for permission, ask forforgiveness.&#34;Schultz believes that one of Starbucks' mostserious problems is that its successes have leftthe company too cautious. Part of this is becausehe is seen as the soul of the company, whichcauses employees to consider &#34;What will How-ard think?&#34; before making decisions. He createspassion but also creates anxiety. Schultz is tryingto change his image and at the same time makeStarbucks more innovative. When one employeein a California store suggested that he couldcreate better artwork than what was hangingon the walls, Schultz told him to put his picturesSources: Based on G. Weber, &#34;Preserving the Counter Culture,&#34; Work-force Management, February 200s, pp. 28-34; J. Adamy, &#34;Schultz'sSecond Act Jolts Starbucks,&#34; Wall Street Journal, May 19, 2008, pp. A1,A11; M. Weinstein, &#34;Fresh Cup of Training,&#34; Training, May 2008, p. 103;J. Adamy, &#34;Starbucks Plays Common Joe,&#34; The Wall Street Journal,February 9, 2009, p. B3; J. Adamy, &#34;Starbucks CEO, Top Officials Didn'tGet Bonuses for 2008,&#34; The Wall Street Journal, January 23, 2009, 83:J. Adamy, &#34;Starbucks Could Cut 410(k) Match,&#34; The Wall Street Journal,December 24, 2008, p. B3; J. Adamy, &#34;At Starbucks, a Tall Order forNew Cuts, Store Closures.&#34; The Wall Street Journal, January 29, 2009,pp. 82,83; J. Adamy, &#34;Starbucks Shift Focus to Vaiue, Cost Cutting.&#34;Wall Street Journal, December 5, 2008, p. B1. ENTER THE WORLD OF BUSINESSStarbucks: Refocusing onthe Brew Using HR Practices by other retailers. Although 85 percent of itsStarbucks continues to offers comprehensivehealth benefits that exceed those providedemployees are part-time, they are still eligible forfull-time benefits if they work 240 hours a quar-ter. Less than 30 percent of part-time workers inthe United States receive health care, paid sickleave, or eligibility for bonuses or stock options.Starbucks provides all employees and theirsame-sex or opposite-sex partners comprehen-sive health benefits that include medical, dental,and vision care as well as tuition reimbursement,stock options, vacation, and the 401(k) retire-ment plan.To cope with the economic conditions, Star-Starbucks, the Seattle-based coffee store, hasexperienced incredible growth in the past severalyears by opening more than four stores and add-ing 200 employees each day. However, Starbuckshas had to change its strategy and reposition itsbrand to cope with the recession that has causedconsumers to save more and spend less. Becauseof its growth goals, the company made poorselection for new stores, cluttered the stores withmerchandise, and lost its focus on coffee. HowardSchultz, who returned to the Starbucks chief exec-utive officer (CEO) position in 2008, has supported bucks' best customers are saving money byrefocusing the company on coffee by orderinga phaseout of breakfast sandwiches and cuttingthe number of new store openings. The companyhas had to change its human resource policiesand emphasize certain practices more than otherswhile still trying to preserve its value-and-treat-employees-right approach that is part of the com-pany culture. One of the company's six guidingprinciples is &#34;to provide a great work environment less. The training event, known as &#34;Perfect theand treat each other with respect and dignity.&#34;Starbucks has taken several drastic steps inits human resource practices to ensure that itcan survive the sharp decline in its sales. CEOHoward Schultz and other top executives did notearn bonuses in 2008 as a resuit of the company's a time?). Staff discussions about how the trainingpoor financial performance. Schultz asked theboard of directors to reduce his $1.2million inbase pay to $1. The compensation committeeagreed to cut his pay to less than $4 per monthin salary, although he will still receive his stockcompensation. The committee put the company's of coffee, the company is training baristas to tellnew corporate jet up for sale. Starbucks has hadto close 300 underperforming stores and layoff6,700 employees. Starbucks also announced thatit would no longer match employees' contribu-tions to their 401(k) retirement plans. However,making fewer visits to Starbucks each month. Toensure that customers are delighted and coffeeserved meets high-quality standards, Starbuckswent so far as to shut down operations of mostof its stores in February 2008 for three and a halfhours for a full-day training event. Training is inte-gral for Starbucks to successfully compete in theweak economy in which customers are spendingArt of Expresso,&#34; was designed to help baris-tas deliver high-quality expresso. One activityconsisted of pulling an expresso shot and thenevaluating the process and the product (Was itthe right color? Did it take too long or too shortwould benefit customers were held at each store.Employees were told to greet regular customersby their first name and to not resteam milk thathad been steamed once. To counter percep-tions that Starbucks is the home of the $4 cupcustomers that the average price of a Starbucksbeverage is less than $3 and 90 percent of Star-bucks drinks cost less than $4. Baristas are alsoencouraged to promote to customers its new dis-counted paring of coffee and breakfast for $3.95.

Accepted Answer

Human resource management (HRM): It consists of activities, which required human resources (people)…