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Essay / Research Paper Abstract
This 3-page paper offers an argument supporting Best Buy's "Results-Only-Work-Environment," also known as ROWE. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: D0_MTbesburow.rtf
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Unformatted sample text from the term paper:
ROWE and had, as its goal, the idea that presence meant productivity (Conlin). In other words, Best Buy was making an effort to judge employees by output, as opposed to
hours (Colin). Conlin points out that, until Best Buys efforts, the idea of "clock-smashing" wasnt new. However, Best Buy was the first
company to actually implement it - and it wasnt implemented from top-down, but rather bottom-up (Colin). In fact, the CEO didnt know anything about it until two years after it
was covertly implemented - and he noticed better results from his staff (Colin). Something seems to be working, however, as since the programs inception, productivity is up 35% in departments
that have switched to ROWE, while voluntary turnover is down (Colin). Additionally, employee engagement (which measures employee satisfaction) is on the rise as well (Colin).
The reason why ROWE is such a radical departure from the standard organizational structure is because it eschews the 9-to-5 philosophy on which the majority of businesses
are based. It allows employees to come and go as they please, as long as they meet their output for the week. It means many of the employees are choosing
to work at home, with minimal supervision. At one time, in the corporate world, working at home was considered tantamount to laziness. And going to the movie in the middle
afternoon, as one unit manager did in the article, would have been considered a waste of time. In other words, coffee breaks can go beyond 15 minutes to three hours;
so long as the employee meets his or her output goal for the week. Basically, what ROWE does is empower employees -
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