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For each case assignment, students will review and apply content from the assigned readings in answering the applicable questions along with using at least one outside source (peer-reviewed articles). Assignment submissions may vary in length, but must be comprised of at least 2 pages in length, not including title page, reference page, and any applicable appendices/exhibits. Submissions should be developed in accordance with APA format (6th edition). This assignment is to be written in essay format and should include the following:
Introduction Paragraph (summary of the case)
You must answer every question of each case study. (Do not write in first person). Your answers should reflect a higher order of thinking.
Conclusion Paragraph should include your Christian perspective of the case.
Your answers must be supported by using the textbook and at least one outside resource retrieved from the Warner Library Database. (You must conform to the APA format when citing information from the text or any other sources.)
Retrofit’s Mobile Performance Management
Retrofit offers a combination of a mobile app and personal coaching to help people achieve and maintain a healthy weight. It serves companies looking to improve the health of their workforces and health care organizations seeking to promote healthy lifestyles in their patient populations. Individuals also can sign up for Retrofit’s service. Participants use the mobile app to track their food consumption, physical activity, hours of sleep, and weight. They and their coach monitor their progress on a dashboard, and the coach uses the performance data to provide personalized coaching via online video connections.
As an employer of almost 50 people, Chicago-based Retrofit applies similar features—ease of use, mobile technology, and frequent feedback—to its performance management system. Originally, the company started out requiring twice-yearly performance appraisals, but it recently replaced that system by introducing an app called TINYpulse Perform.
Employees work with their managers to enter goals into Perform. When a manager observes goal-related performance to rate, he or she simply opens the app and swipes right for meeting expectations, up for exceeding expectations, or down for falling short. Employees and managers also can enter comments and post supporting documents such as e-mails in praise of an employee’s work. At the end of the year, the performance data are available on the app to represent a year’s worth of efforts and outcomes for each employee.
According to Catalina Andrade, director of employee happiness at Retrofit, the app supports a goal of making reviews “instantaneous.” Managers and employees are less likely to forget about achievements or problems they want to discuss because they quickly record the information right after these events occur. That efficiency supports Retrofit’s expectation that managers will discuss performance with their employees at least twice a month. The expectation of frequent feedback, in turn, aims to support employee engagement and what the company’s vice president of human resources calls Retrofit’s “culture of health and happiness.”
What methods for measuring performance would be most suitable for the system Retrofit is using? Why?
What advice would you give managers at Retrofit to help them deliver performance feedback effectively when they meet with their employees?
Learning through Gaming at GameStop
GameStop, a retailer of new and used video games, consumer electronics, and wireless services, has over 53,000 employees in more than 5,800 locations worldwide. GameStop customers can get games there that aren’t available anywhere else, and the company allows customers to buy, sell, or trade old games and electronics, unlike many of its competitors. GameStop serves a variety of customers, from five year olds and their parents who are looking for Nintendo games, to adult gamers who want to buy the latest gaming equipment. Most GameStop employees (called game-associates) hold part-time, entry-level jobs that require them to work several shifts during the week. Most new employees who join GameStop are expert gamers, have expertise about the technology and trends influencing the gaming market, and were loyal customers themselves. GameStop believes the gaming experience and gaming passion of its employees differentiate it from big-box retailers that also sell games.
Training is especially important for GameStop because of the business realities of normal turnover and seasonal hiring. Game-associates often leave for other jobs or opportunities such as going back to school. During the holiday season, the company hires and needs to train up to 25,000 temporary employees. Although only approximately 15% of these temporary employees become full-time employees, even if they never work for GameStop again, they are still potential customers. Training helps ensure new employees provide consistent customer service, which translates into satisfied customers and return business. As a result, GameStop’s training doesn’t focus on teaching employees about video games but instead emphasizes how to interact with customers and understand their gaming needs. Also, the training helps employees become ambassadors for the company by sharing their knowledge and passion for gaming with customers.
The Level Up program is an online game-based training program that enables employees to complete training on their own time and at their own pace, scoring points and earning badges based on achieving different skills and advancing to the next level. Learning missions require trainees to read documents, watch videos, and take quizzes. No mission is longer than 30 minutes. Training content varies based on the employees’ needs, allows them to log in and out of training at any time, and allows them to skip content they already know. As they earn points to Page 326complete levels, the next level of learning is unlocked, giving them access to new badges and learning missions. In addition to preparing new game-associates, the Level Up program provides training for more experienced game-associates who may be more interested in a retail career and want to gain the knowledge and skills necessary to become assistant managers and store managers. To support online learning, all managers complete a train-the-trainer program designed to help them mentor and coach all employees, but especially seasonal hires. Managers learn how to explain the customer service process, create opportunities for new hires to “shadow” them, and provide feedback when trainees make mistakes.
The results for Level Up have been positive. Customer surveys show high levels of satisfaction, employees feel prepared to do their jobs, and managers like having the ability to easily track employees’ training progress.
Does Level Up support GameStop’s business? Explain.
Do you think that online game-based learning like Level Up needs to be supplemented with some type of face-to-face training or coaching? Why or why not?
What features of game-based learning such as Level Up contribute to its effectiveness as a training method? Explain why.