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Best Buy’s Reshaping
Analysis of the ROWE Culture
Tracey E. Turner
UMUC

Issues and Practices in Human Resource Management
Professor Steve L. Whatley
March 10, 2013

Organizations will implement change typically in response to a problem that needs to be corrected. Businesses that are not only customer focused, but are also employee focused, initiate change based on quality of service and quality of life for employees. Leadership engages change based on assessing the possibilities and having an expectation that the adjustments will have a positive impact on services and hopefully culture of the organization. Best Buy implemented an approach to management that measured results by productivity as opposed to physical time spent in the office. There was a possible connection with employee engagement to client satisfaction. As stated in the Case Study 1-1, Smashing the Clock, performance would be based on output not hours. Managers would base assessments on data and evidence, not feelings and anecdotes (Cascio, 2012, p. 32). The results-only work environment (ROWE) is a concept developed by Human Resources professionals, Cali Ressler sand Jody Thompson. Ressler and Thompson tied employee engagement to productivity and results. The idea of a less traditional work environment, and offering an improved quality of life would translate into improved retention rates and improved focus and results. They identified the needs of the organization and implemented a process in stages by assessing its results.
As with any change, the impact had its risks. Employees are left to manage their own time. The ability to work outside of the office and the expectation to self-manage time can be an opportunity for disaster. The question becomes, will an employee still be able to meet deadlines and answer to management through results? Will the employee develop an appreciation for

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