Such perks are no longer enough to keep all the workers happy. Starbucks’ pay doesn’t come close to matching the work load it requires, complain some staff. Says Carrie Shay, a former store manager in West Hollywood, California: “If I were making a decent living, I’d still be there.” Shay, one of the plaintiffs in the suit against the company, says she earned $32,000 a year to run a store with 10 to 15 part-time employees. She hired employees, managed their schedules, and monitored the store’s weekly profit-and-loss statement. But she was also expected to put in significant time behind the counter and had to sign an affidavit pledging to work up to 20 hours of overtime a week without extra pay a requirement the company has dropped since the settlement.
For sure, employee discontent is far from the image Starbucks wants to project of relaxed workers cheerfully making cappuccinos. But perhaps it is inevitable. The business model calls for lots of low-wage workers. And the more people who are hired as Starbucks expands, the less they are apt to feel connected to the original mission of high service bantering with customers and treating them like family. Robert J. Thompson, a professor of popular culture at Syracuse University, says of Starbucks: “It’s turning out to be one of the great 21st century American success stories complete with all the ambiguities.”
Such perks are no longer enough to keep all the workers happy. Starbucks’ pay doesn’t come close to matching the work load it requires, complain some staff. Says Carrie Shay, a former store manager in West Hollywood, California: “If I were making a decent living, I’d still be there.” Shay, one of the plaintiffs in the suit against the company, says she earned $32,000 a year to run a store with 10 to 15 part-time employees. She hired employees, managed their schedules, and monitored the store’s weekly profit-and-loss statement. But she was also expected to put in significant time behind the counter and had to sign an affidavit pledging to work up to 20 hours of overtime a week without extra pay a requirement the company has dropped since the settlement. For sure, employee discontent is far from the image Starbucks wants to project of relaxed workers cheerfully making cappuccinos. But perhaps it is inevitable. The business model calls for lots of low-wage workers. And the more people who are hired as Starbucks expands, the less they are apt to feel connected to the original mission of high service bantering with customers and treating them like family. Robert J. Thompson, a professor of popular culture at Syracuse University, says of Starbucks: “It’s turning out to be one of the great 21st century American success stories complete with all the ambiguities.”
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