Dunkin Donuts Performance Management

The company has been in operation since 1 950 and serves more than 3 million customers ally, Its stores offer online order placement services and franchise options. The company’s stores provide a selection of cookies, bagels and sandwiches. Dunking’ Donuts also sells 52 varieties of donuts and more than a dozen coffee beverages. At the end of 2008 there were over 8,800 stores, Including 6,395 franchised restaurants in 34 united States and nearly 30 countries throughout the world.
In 2008 its sales revenue was approximately $5. 5 billion. The company uses performance management to manage employees performance and make pay decisions but, Just like most of the companies, Dunking Donuts doesn’t SE performance management to help manage talent through Identifying training needs and developing leadership talent. The company is not able to provide pay, rewards and development activities that differentiate excellent, average, and poor performers.
The brand Dunking’ Donuts is a coffee and doughnut franchise under the ownership and control by parent company Dunking’ Brands. Dunking’ Donuts was founded in of the snack food and beverage sector in the geographic region. Today, Dunking’ Donuts dominates the snack food sector and is making its mark on the coffee house sector not only in the U. S. , but across 30 countries world over (wunderkind’s. Com). Dunking’ Donuts is the world’s biggest coffee and baked goods chain, with more than 3 million customers daily.

In the p of the last decade, Dunking’ Donuts has produced a quality line of coffee blends and espresso drinks that have led to it achieving the number one spot in the US in coffee-by-the-cup sales (Bright Agency. 2006). To build strong, profitable, long-term customer relationships, Dunk’s Donuts has developed marketing strategies and plans. The firm must determine how to best create value for its chosen target market. So, the firm should connect with his customers to establish and strengthen customer relationships.
If its website is any indication, Dunking’ Brands, which today has a portfolio of three implementers brands: Dunking’ Donuts, Tog’s (the California sandwich shop) and Basking-Robbins (the largest and one of the most-loved ice cream chains in the world), has no intention of abandoning its focus on high-quality, affordable food and beverages on the go. Each of their brands appeals to a different time of day, working together to offer great food and great value to their customers. The company combines the strength of its brands by housing two or three in a single storefront, completely redefining the quick service experience for their clientele.
With a focus on “how Dunking’ Donuts keeps busy Americans fueled and on the go… He ad campaign is a fun and often quirky celebration of life, showing Americans embracing their work, their play and everything in between, accompanied every step of the way by Dunking’ Donuts. ” Dunking Donuts’ focus on customer satisfaction is an attempt to keep the current customers and gain new ones. It tries to provide innovative products and services as opposed to their competitors. Apart from providing superior quality and innovative products, they also influence the market share by providing competitive prices.
So where the company is seems to be mistaken? Dunking Donuts is lacking on HRS Integration. The integration will link different aspects of human resources management, specially human resources development and rewards, to achieve a coherent approach to the management and development of people. The Human Resource department of an organization has multiple responsibilities. It is responsible for employee selection, development, evaluation, compensation and employee relations.
The role of Human Resource management is being increasingly affected and reshaped by the growing diversity of the workforce, global and domestic compensation, and complex legal and ethical issues. In short, the Human Resource organization it serves as well as the society in which it operates. In a short amount of time, Human Resources (HRS) management has gone from an administrative function to a fully fledged strategic partner in the enterprise. Many companies have completed this transition, but some companies still struggle with the changing duties of the modern HRS department.
HRS today encompasses much more than hiring, firing, and filling out benefits forms. Some of the responsibilities of HRS now include (Evangelic, 2001, p. 5), Equal employment opportunity (EWE) compliance. Job Analysis. Human resource planning. Employee recruitment, selection, motivation, and orientation. Performance evaluation and compensation. Training and development. Labor relations. As a strategic partner in the organization, HRS has to change constantly to meet future trends, legal issues, and other threats and opportunities.
The responsibility for performing the HRS functions does not reside only in the HRS Department; all managers at all levels of the organization share in that responsibility. HRS staff designs HRS policies and procedures and the operating managers implement them. (Pitter Growler, 2006). We know that not every company will be large enough to have either a separate human resources department or one containing all of the personnel functions or areas of responsibility. Even some of the largest corporations are not necessarily structured in the same manner.
Nevertheless, similarities exist among organizations and thus it is possible to be specific about the essential functions in which every human resource department should be involved. On the particular situation, the Dunking Donuts owner and operator have twelve locations with one Personnel Manager and one Office Manager. The Job of the Personnel Manager includes a variety of other duties in addition to HRS, including the supervision of the bookkeeping, payroll, hiring, sales, and clerical functions. The Office Manager is the owner.

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