Rowe Program at Best Buy

ROWE Program at Best Buy
Alicia N. Danley
Strayer University – Online
Dr. Michael Powers
12/14/2010

ROWE Program at Best Buy
Case Overview
Best Buy introduced the ROWE program to reduce stress and overwork in their employees at their headquarters. The program basically allows you to work from anywhere, any hours you choose, as long as the job gets done. The employees at Best Buy’s headquarters generally worked long hours until the ROWE program was introduced. Employee burnout and turnover was high. After the ROWE program’s implementation, productivity has increased and voluntary turnover has decreased.
The Culture of Best Buy
Prior to the implementation of ROWE at Best Buy, employee morale was low; the turnover rate was high, employees worked very long hours. “The company’s culture used to embrace long hours and sacrifice” (Hellriegel & Slocum p533, 2010).Employees spent a lot of time in impromptu meetings called by management. Employees were called upon to complete reports with little or no notice. Some employees stated they spent little time with their families and worked even when they were not physically in the office.
The system at Best Buy before ROWE was work, work, and more work. Employees seemed to be working 24hrs a day. Now, with more control of their time, employees are more productive. They are able to decide when and where they want to work. The change has also helped them to confront some biases in the workplace. Deciding whether or not to extend the same benefit to hourly employees exposed how some managers felt. They resisted because of their belief that it was not for everyone, some people needed to be held to the old system. Best Buy realizes the system may not suit every department or employee.
Approach to Organizational Change
Organizational change occurs when an organization changes its overall strategy for success and wants to change the very nature by which it operates. Best Buy’s organizational change started at the... [continues]

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