Reference no: EM132883411

Background

In the year 2017, Dindin opened his first coin laundry shop in Taman Kinrara 3, Puchong. The business model is relatively simple. After the initial investment in machinery and renting a shop, the shop can operate with just one unskilled staff. It has soon become a big hit. Armed with the profit made, Dindin opened new coin laundry shops in Taman Kinrara 1, 2, 3, and 4. He now owned four shops in total operating 24 hours and 7-days a week.

In 2018, Dindin had decided to introduce wash and fold, dry cleaning, pressing, and cloth alteration services in each of his shops. He decided based on two reasons: there is plenty of unused space in his existing shop, and there is a high demand fbr those services fi-oin the community. There onwards, he renamed his laundry shop to PowerLaundry (PL). The introduction of the new services provides Dindin with great returns beyond expected. He saw an increase of70 percent in the total revenue and 45 percent in total profit.

About Dindin

The spirit of the entrepreneur is rooted in Dindin. He put priority on business expansion and leave the monitoring and controlling of the operation to his shop managers. In one of the interviews with BeeFM, a very popular radio station covering the news of entrepreneur, Dindin revealed that he is a firm believer of the Chinese proverb of ????,????.It means "do not use someone that you don't have trust on; do not doubt someone when you have .decided to pass the task to him." "I will make sure that I interview eacli candidate for the position of my shop manager. I asked a lot of questions to know their background. Those who come fi'oin poor family will always be my first choice as I believe tiiat they will work harder and appreciate the opportunity given. I came fi-oni a poor fhniily too." When asked in during the interview if he has any standardized job descriptions and job specifications developed for his workers, Dindin answered "My managers are capable enough to give proper instructions. We are small and we do not want to tie ourselves down with so many red tapes. These are theories. A waste of time." When asked about how Dindin ensure the performance ofhis staffs

Dindin said "You can expect me to come hard on you when there is a complaint made on you. The customer is king. I want all my staff to remember this." The interview session ended with a question on how Dindin rewards his staff "We practice the minimum wage set the Malaysia government. On top of that, each shop has its own financial target to achieve. Upon receiving the targeted profit, 25 precent fi'om the profit made will be shared to all the staff of the shop. According to Dindin, the shop manager will enjoy 40 percent while the remaining 60 percent will be shared equally by the remaining staff Every shop has in average 5 staff excluding the manager.

Now

Currently, Dindin owned 40 laundry shops scattered around Puchong, Serdang, Old Klang Road, and Bukit Jalil. When everyone thought Dindin is doing well, Chat Keaw, her daughter, knows that is not the case. Dindin recently received many complaints about poor and inconsistent customer service fi'om some ofthe shops. The staff attitudes are rude, and the shop managers seem to do nothing about it. Chat Keaw and Dindin had tried to visit the shops more frequently and held several talks with the stafG but nothing seems to improve. Next, Dindin notices that there is an unusual drop in revenue in some of his shops. While inventory usage, water, and electricity charges remain constant, the profit had reduced. From an exit interview, he found out that it is not uncommon for his staff to occasionally patrol and offer the similar services that PL offers to the neighbourhood. Those who did so are the senior staff of PL. Upon receiving any orders, they will then be arrived at the shop earlier to use the company resources for their interest. The income made went into their pockets. Lastly, in Dindin's plan, each shop manager is expected to help each other when one's shop receives job orders that exceed its capacity. One of Dindin's business policies stated that no shop managers should reject any job orders before exhausting their options. For example, upon knowing that the shop has reached the maximum capacity, but the job orders keep coming in, the manager is expected to reach out to the nearest shops for support. The shops that have the excess capacity have to support it. Very few managers adhere to the policy, however. Upon an exit interview, the staff told Dindin that no shop manager is willing to do so. "At times, the call can come in the morning. We can support the shop if we are fi-ee, but we have no idea if we will receive any job orders over the ? rest of the day. By committing ourselves too early wi II see us shooting our own feet. You must

realize that all the revenue goes to the shop that received thejob order. There is nothing for us. We have our key performance indicator to meet as well. You can't blame us for not supporting the call for help until we are sure that we will be fi'ee. At times, the other shop calls us one or two hours before the operation ends and asks for support. The shop manager could have planned better. We do not want to ask our staff to go overtime as it is an additional cost to us."

Dindin has no idea in mind on what he can do to solve all these issues. Chat Keaw knows PL needs to have new practices to solve all these human resource related issues. She turns to you for help.

Question 1

With what you have learned and the facts from the case, identify the root-causes to the THREE (3) main issues PL is currently facing.

Question 2

With a minimum of THREE (3) related human resource management Hinctioiis, propose relevant solutions that may help PL to solve all the issues.