Topics: Employment, Minimum wage, Wage Pages: 2 (665 words) Published: March 7, 2013
Kelowna Case

Ruffian is a Western based Canadian clothing retail store that has expanded their operations into Kelowna, which is the second largest city in British Columbia. The stores location and population had potential for high sales. From 1986 to 2005 the store had been successful primarily because of their stable management. Today, Kelowna has had a relatively high employee turnover and has lost their solid leader who can manage the store.

The target market for Ruffian are males and females from the ages of 15 to 25 who wear action sports clothing apparel. Ruffian wanted their employees to reflect their target market so they hire part-time sales associates from 15 to 25 years old who have little advanced education, limited work experience, and were willing to work for minimum wage. Ruffian’s hiring process tells us that the store is taking a risk on part-time employees in order to save money on their employees’ wages and believes that their more sales incentive will lead to great work by their employees.

The critical problem in the case is that the Kelowna Store has become unsuccessful in sales due to the lack of incentive for employees and the lack of management within the store. Nathan Edwards, the store manager of Kelowna is holding the store together while working with inexperienced workers whom Edwards has no time to teach. Edward is also receiving limited bonus and appreciation while he continues to stay with the company even though he wants to leave. The current state of affairs is problematic because if Edward decides to leave which he can with a two weeks’ notice at any time, then the Ruffian will have no one too successfully manage the Kelowna Store unless they want to hire someone who may not be the best candidate for the job.

One alternative solution for the problem in the Kelowna Store would be to give Nathan Edwards a bonus for the short term only until they can find the appropriate employee to take over...
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