Harrah Case Study Solution

1105 Words 5 Pages
HARRAH’S CORPORATION STRATEGY REPORT
HARRAH’S ALIGNS STRATEGY AND HUMAN RESOURCE PRACTICES
Harrah’s executives wanted to transform the corporation into a marketing-based company with an emphasis on customer service. To do so, the human resource department had to modify their previous procedures which included little effort to value Harrah’s employees. Thus, the company established reformed practices to reduce employee turnover rates and reorganize the employee recruitment and integration process.

EMPLOYEES AND HUMAN RESOURCES IMPLEMENT NEW STRATEGY
Gary Loveman, the president and chief operating officer of Harrah’s corporation, believed that focusing on marketing and customer satisfaction would give the company a competitive edge. Employees
…show more content…
Winn presented many programs, among which was the bonus payout plan. The bonus payout plan catalyzed positive change in several of the corporation’s locations. Winn’s plan proved favorable as customer and employee satisfaction steadily increased after the plan’s enactment.

SATRE OBJECTS WINN AND LOVEMAN’S PROPOSAL
As part of Harrah’s new strategy, Loveman wanted to implement an external hiring system. However, Phil Satre, the president of Harrah’s Corporation, thought that hiring internally was the most effective way to increase company loyalty and employee retention rates. Given Satre and Loveman’s contrasting employment histories, the two debated the best approach of hiring new employees.

HARRAH’S STRATEGY FAVORS EXTERNAL EMPLOYMENT
Loveman’s concept of external hiring works favorably for the future of Harrah’s. Hiring external candidates presents new opportunities to a company looking to improve their corporation. Hiring new employees for upper-level positions is a creative and cost-efficient strategy that enhances and diversifies the company’s
…show more content…
Gary Loveman, the president and chief operating officer of Harrah’s corporation, believed that adopting a “marketing-focused and customer-obsessed company” would give the company a competitive edge (Delong & Vijayaraghavan, 2003, p.2). As part of the company’s new strategy, Loveman focused on internal operations to motivate employees and increase retention rates and hiring standards.

Employees played a critical role in implementing Harrah’s new strategy. Employees were the foundation of the business. Their job satisfaction and overall feelings towards the company greatly influenced their behavior both on the floor interacting with customers, and off the floor interacting with management and fellow employees. To increase profits and improve Harrah’s public image, Loveman believed that Harrah's needed to motivate its employees. The company “introduced gainsharing to further [its] goal of customer service” (Delong & Vijayaraghavan, 2003, p.6). This program offered rewards and incentives to employees, thus motivating them to improve customer-employee relations and find fulfillment in customer

Related Documents