個案資料
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Spic & Span: Cultivating Inclusivity to Shape Employee Motivation
內容大綱
In May 2020, Benjamin Chua, the founder of Spic & Span, a cleaning company with a stated social mission to employ marginalized Singaporeans, was reviewing the company’s strategic goals. Since its founding in 2017, the start-up had become an award-winning company, and with the introduction of its new cleaning technology, Speco, in September 2019, new job opportunities had been brought to the table for cleaners and management staff alike. The company’s workforce had effectively doubled in size in less than a year. Spic & Span was expanding its services from condominiums and offices to schools, restaurants, hotels, transportations, hospitals, and homes. While the new technology had opened up new job opportunities for marginalized Singaporeans, it had also increased the level of job complexity. As a consequence, the turnover rate of newly employed staff had increased. Why were the cleaners not motivated by the new job opportunities? How could Chua motivate cleaners to stay with the company?
學習目標
This case study is suitable for undergraduate and graduate-level core and elective courses in human resources management, organizational behaviour, non-profit management, and social entrepreneurship. By working through the case and assignment questions, students will have the opportunity to:<ul><li>Understand the expectations of employees and external stakeholders in social enterprises and address how organizations can respond to and resolve retention issues appropriately.</i><li>Explore the motivational tools available in the workplace and decide which combination of tools might best suit the needs of a small-to-medium-sized social enterprise.</li><li>Discuss the transformation journey of the company and its employees.</li></ul>