Reference no: EM133107516

Please answer with detailed explaination

Carter Cleaning Company, Cleaning in Challenging Time

Carter Cleaning Company is a small business in Southeastern Unites States that started its first laundromat business in 1998, and the second in 2001. As the economic downturn worsened a few years ago, revenues at the Carter stores fell steeply. Many of their customers were simply out of work and didn't need (or couldn't afford) dry cleaning. The Carters actually fond themselves some free

cleaning services. They started a new program wherein existing customers could get one suit or dress cleaned free each month if they need it for a job interview. In the midst of this downturn, the Carters knew they had to get their employment costs under control. The problem was that, realistically, there wasn't much room for cutting staffing in a store. Of course, if a store got very slow, they could double up by having a cleaner/ spotter spend some time pressing, or having the manager displace the counter person. But if sales only fell 15% to 20% per store, there really wasn't much room for reducing employee head count because each store never employed many people in the first place. The question therefore naturally arose as to whether the Carters could cut their employment expenses with dismissing too many people.

(Source: Dessler, Gary, Carter Cleaning Company, Human Resources Management, 2017, page 644)

Question:

Considering the size of each store, please explain how Carter Cleaning Company use its size for Familiarity, Flexibility, Fairness and Informality. To provide a complete answer, you may use other company as well as an example. Or you may also refer the Carter Cleaning Company cases in previous chapters in the book.