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What is a Case Study?

A case study analysis requires you to investigate a business problem, examine the alternative
solutions, and propose the most effective solution using supportive evidence.

A case study should include background information on the specific topic, an analysis of the case
under student showing problems or effective strategies, as well as recommendations.

A case study can focus on a business or entire industry, a specific project or program, or a person.

Format your paper according to your assignment instructions.

The following sample includes APA-style citations and references.

*Adapted by the UAGC Writing Center from original paper by Aimee Garten. Used by permission.
The introduction of your case study should introduce the business, industry,
project, or person that is represented in your study. 2

An Analysis of Human Resources Practices at Starbucks Coffee Company

The thesis should state the
Organizations must perform at reliable and successful levels to stay inproposed
business.
solution to the
problem you have determined or
One indicator of organizational performance is its human resources outcomes.
state theTo be assessment of
general
the case being studied.
competitive in a global marketplace, a large multinational organization should manage

human resources as strategically as any other division or department. Starbucks is an

example of strong human resources strategy coupled with logistical planning and effective

management. It serves as a strong example for all large organizations to model human

resources upon.

Overall Human Resources Strategies

Human capital is a large investment for any organization. Management of this

capital is a necessary task to ensure strong return on the investment. Human resource
Section 1:
The first section of the case study should
management
discuss the background of therequires strong strategy to effectively and efficiently achieve goals,
organization,
industry, or program.
objectives, and – in turn – better performance. The strategy, management program, and all

other human resource activity are then required to determine relevant dimensions of

performance and the impact on the company’s success (Cania, 2014).

Starbucks, a Seattle-based global coffee company, follows a mission to “inspire and

nurture the human spirit: one person, one cup, and one neighborhood at a time” (Starbucks,

2015, para. 4). The company fulfils this mission through ethical sourcing of product,

environmentally friendly processes and recycling practices, and employee service in the

community. After the era of Great Recession, the company launched a new motto: “Great

Coffee Everywhere” and grew to include international locations and at-home products

(Noe et. al, 2013). This growth also included the acquisition of the La Boulange, Seattle’s

Best Coffee, Tazo, Evolution Fresh, and Teavana brands. With large competitors like
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Dunkin’ Donuts and new start-up Joyride, Starbucks is poised to be a leader in the next

generation of coffee shops or be left behind as an outdated relic (Sacks, 2014).

Unlike most large companies, employees of Starbucks are called “partners” and

are encouraged to join young and build a career with the organization. Human resources

are handled by Starbucks’ “Partner Resources Department” with 500 employees serving

roles in staffing, learning and development, compensation and benefits, organizational

development, and partner services (Starbucks, n.d.). Researchers Korschun et al. (2014)

describe the engaged employee’s impact on the brand as follows:

Employees who identify with the organization will adopt suggested workplace

behaviors and be motivated to support the company’s products and brands. Yet

prior research also prompts us to suggest that this effect will be mediated by the

employee’s customer orientation. Identification is known to encourage behaviors

that benefit the collective. Thus, the more an employee identifies with the

organization, the more he or she will seek opportunities to contribute to company

performance. Because serving customers’ needs is a key way that frontline

employees help the company maintain and deepen relationships with those

customers, such employees may view their own efforts to contribute to customer

loyalty as helping drive long-term organizational success (p. 24).

To remain competitive in the coffee and food-and-beverage marketplace, Starbucks needs

to keep its partners happy and the public coming back for more.
 Sections 2-4:
4 the writer
In the following three sections,
focuses on several key points or operations
about the case.
Recruiting Practices
Here, the author ties her evaluations of the case to
theories or research. What theory can you use as
support to show that yourRecruitment
case study has aprocesses
problem, are an important part of any human resources strategy.
or is an effective practice?
Economic crisis, market booms, natural disasters, and other unforeseen occurrences should
It isn’t enough to simply state what is working or
what is not working. You need
not send thetohiring
support thisfiring
and with process into a tailspin. Instead, organizations should have
evidence from theories, experts, or examples.
strong plans to weather any literal or metaphorical storm. Long-term vision should include

anticipation of the need for new hires, job specificity, strong candidate pools, logical

assessment of candidates, securing the best talent, integrating new hires, and reviewing

processes for efficiency and efficacy (Fernandez-Araoz et al., 2009). Though Starbucks

responded to the recent recession with slashed jobs and closed locations, later efforts

focused on long-term goals and recruitment strategy. The “Starbucks College Achievement
Be sure to include
an evaluation of
Plan” was recently launched, offering free college education through Arizona State
each key point of
the case.
University Online to all partners, including part-time employees (Starbucks, n.d.).

Training Structure

Business failures can sometimes be solved through training to develop new skills,

refine efficiency, and instruct staff on new policies, procedures, and tools. Issues

frequently trigger training but training efforts should always trigger business results

(Castaldi, 2012). When a large mistake, error, or need for improvement arises, not every

company is prepared to make improvements. As a large successful company, Starbucks

has more resources available to take staff out of their daily work and place them in

training sessions. Investment in training needs assessment and training sessions

themselves may be daunting for small companies; however, an organization operating in

more flexible environments can reap the rewards (van Eerde, Tang, & Talbot, 2008). As

an example of a luxurious training session, Starbucks took their entire work force off the
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line for a three-hour barista training event, focused on making perfect espresso, in the

middle of the economic meltdown of 2008 (MacDonald, 2008). Most retail outlets would

steer clear of a door-closing event during busy open hours. Starbucks, however, deemed
Here again, the author is presenting an
the reward to be greater than the risk. evaluation of this particular practice of
this company. The author also uses
Organizational Effectiveness theory or research to support her
evaluation.
Starbucks has a strong human resources strategy and management system. This

has led to high organizational effectiveness in the industry, stemming in part from

successful employee engagement. Positive employee engagement leads to a

psychological climate, cultural attitude, and set of employee behaviors that positively

impact an organization from top to bottom (Kataria, Rastogi & Garg, 2013). Therefore, it

is safe to say that Starbucks’ Partner Resources has had positive effect on the

organization as a whole. Solutions

Solutions If your case study focuses on a

problem within the company or
In a recent article, food editor Bret Thorn (2014) described the project, you would include a section
on your proposed solution.

“starbucksification” of Dunkin’ Donuts. While a donut shop is not, specifically,

Be sure to both present your solution
and to also present theory or research
competition for a coffee shop, customers are loyal to the coffees made by each
to support your solution.

What theory,
establishment. This includes the spread of Dunkin’ Donuts to wider regions across expert,
the or example can
you use as support to show that your
proposed solution would work?
United States with larger retailing of their coffee products. Like Starbucks, Dunkin’

Donuts offers K-Cup and ground coffee in supermarkets and convenience stores around
In this section, the writer is
the world. showing a comparison of her case
study to a case study from a
Like Starbucks, Dunkin’ Donuts (n.d.) recruits online, focusing on entry-level competitor.

employees who seek career mobility. Unlike Starbucks, Dunkin’ Donuts has only 7,500

storefronts in just 40 states. Each location is a franchise with unique local business
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owners running daily operations. Dunkin’ Brands, Inc. is the corporate entity and also

owns the Baskin Robbins ice cream shop chain. Corporate headquarters boasts free

coffee, donuts, and ice cream at corporate offices along with fitness centers, electric car

charging stations, and half-day Fridays (Dunkin’ Donuts). This cannot be said for

employees of franchised locations.

Without the central mission, homogenous culture, and overall size of Starbucks,

Dunkin’ Donuts cannot provide a bold and uniform human resources management system

for all employees. This gives Starbucks the competitive edge for recruiting from the

common pool of potential employees. With more money to spend, Starbucks has more to

offer in terms of investment in human capital. Thus, Starbucks has the edge.

Conclusion

Employers ask employees to work hard, be pleasant, and show results. The

investment of time and money into human resources can, and will, pay off in positive

organization outcomes if a strategic management system is in place and well-used.

Seattle-based Starbucks has been an example of success through strategic human

resource management through good times and bad. Its practices, though occasionally

flawed, show an overwhelmingly successful model of large company investment in

human capital.
The conclusion is where you wrap up your take-
away points for your reader. Here, you may also
present the significance of your case study. Why
is this valuable?
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References

Cania, L. (2014). The Impact of Strategic Human Resource Management on

Organizational Performance. Economia: Seria Management 17(2), 373-383.

Castaldi, J. (2012). Constructing a Business Case for Training: Cause, Coincidence, or

Correlation?. T+D, 66(6), 32-34.

Dunkin’ Donuts. (n.d.) Come Run with Dunkin’.

[Link]

Fernández-Aráoz, C., Groysberg, B., & Nohria, N. (2009). The Definitive Guide to

Recruiting in Good Times and Bad. Harvard Business Review, 87(5), 74-84.

Kataria, A., Rastogi, R., & Garg, P. (2013). Organizational Effectiveness as a Function of

Employee Engagement. South Asian Journal of Management, 20(4), 56-73.

Korschun, D., Bhattacharya, C. B., & Swain, S. D. (2014). Corporate Social

Responsibility, Customer Orientation, and the Job Performance of Frontline

Employees. Journal of Marketing, 78(3), 20-37.

[Link]

MacDonald, N. (2008). Starbucks goes back to coffee camp. Maclean's, 121(10), 44.

Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical

and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11.

[Link]

Sacks, D. (2014). Brewing the perfect Cup. Fast Company, (188), 86-104.

Starbucks. (2015). Starbucks Company Profile.

[Link]
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Starbucks. (n.d.). Supplier Diversity Program.

[Link]

Starbucks Career Center. (2015). Career Center: Working at Starbucks, Military &

Spouses – Serve with Us, Starbucks College Achievement Plan, Our Brands.

[Link]

Thorn, B. (2014). The Starbucksification of Dunkin' Donuts. Nation's Restaurant News,

48(19), 110. [Link]

van Eerde, W., Tang, K. S., & Talbot, G. (2008). The mediating role of training utility in

the relationship between training needs assessment and organizational

effectiveness. International Journal of Human Resource Management, 19(1), 63-

73. [Link]