Harrah's Casino
Harrah’s Casino Case Analysis Marilyn Winn has been appointed HR director for Harrah’s Casinos. Under her leadership, Harrah’s casinos employees have become motivated about customer service and she had decreased the turnover rate. Winn’s central force behind motivating employees was the implementation of an incentive pay plan to reward employees for improvements in customer service. When first introduced, the incentive pay plan was a great success. However, as time passed, employees became tired of working hard and not reaping the benefits of the incentive plan. Winn is now faced with the conflict of recommending to the COO a way to motivate employees either with the incentive plan or through a newly designed program. Under CEO,
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Harrah’s also created the Total Rewards program to gather information and understand customer preferences so they could tailor the most appropriate marketing strategies and monitor customer loyalty. This new operating system distinguished Harrah’s from other casinos by its desire to not build new attractions to the casino to attract new customers. Instead, Harrah’s wanted to maintain its clientele based on customer satisfaction. With the new operating system, Harrah’s hoped to gain a larger share of customers’ gaming budgets for existing properties and focusing on increasing same-store revenues. The new operating strategy implied that management personnel across the organization would have to focus on customer service and decreasing turnover, whereas in the past the management personnel were mostly concerned about executive …show more content…
Under the gain sharing program, employees would be rewarded for improving customer service without any respect to company profits. Gain sharing program was successful at Harrah’s in that it changed the focus of the employees from being a detail-oriented company to a company that was devoted to customer service. The employees would now be able to improve communication, teamwork, and create competitive spirits between the departments, which in the long run will improve productivity and allow employees to feel like the company is there
Harrah’s also created the Total Rewards program to gather information and understand customer preferences so they could tailor the most appropriate marketing strategies and monitor customer loyalty. This new operating system distinguished Harrah’s from other casinos by its desire to not build new attractions to the casino to attract new customers. Instead, Harrah’s wanted to maintain its clientele based on customer satisfaction. With the new operating system, Harrah’s hoped to gain a larger share of customers’ gaming budgets for existing properties and focusing on increasing same-store revenues. The new operating strategy implied that management personnel across the organization would have to focus on customer service and decreasing turnover, whereas in the past the management personnel were mostly concerned about executive …show more content…
Under the gain sharing program, employees would be rewarded for improving customer service without any respect to company profits. Gain sharing program was successful at Harrah’s in that it changed the focus of the employees from being a detail-oriented company to a company that was devoted to customer service. The employees would now be able to improve communication, teamwork, and create competitive spirits between the departments, which in the long run will improve productivity and allow employees to feel like the company is there