Managing a Multi-Aged Staff

Judy Everett
Revised by: Nancy J. Rabolt , Judy K. Miler

Business Case
Source: Bloomsbury Fashion Business Cases
DOI: 10.5040/9781474208796.0014
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A chain of twenty-five specialty stores of better and designer merchandise has several Western US locations, mostly in California. A young assistant manager of a San Diego location has been promoted to manager of the Arizona store which has a multi-aged staff: several older employees who are almost ready to retire and several young sales associates eager to proceed with their career in the company. The new manager is not happy with the low energy level of the older employees and the resentment from the younger employees. In addition, a company promotion policy that requires a promoted employee to move to another store location disadvantages the younger employees who cannot move out of the area due to family situations. Employee morale is low. Despite efforts to motivate personnel, morale and motivation has not increased. Also, being far from friends and family has led the new manager to be lonely with no personal support system. Something needs to change.

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