Facility location refers to the identification of the best geographical site where the firm can operate. The managers of food manufacturing companies have to weigh out all the factors before settling on the place that is desirable including the customers, labors and the transport cost (Ogunyomi, and Bruning, 2016). Movement of goods and service internally and those that go to the customers together with the roles played by the public relations and marketing projects have to be considered before settling on the locations of choice. For shake shark, the decision on location has a role to play in marketing and public relations. This is because it depends entirely on the customers and the number of people who will use the goods (Weller, Hymer, Nyberg, and Ebert, 2019). This means that the company has to have the best choice of location that can allow goods to move from one place to another. The decision of area operation management is a huge consideration because the customers have to come and consume the goods from the supply chain store.
As a consequence of their location strategy, the management of the company has decided to make locations such as stadiums and places that are close to sports arenas where they can access the customers. As a popular food chain supplier, the company plans to open several other domestic operated locations to maintain the quality of the products. The expansion is therefore important for shake shark, and this is why selecting a location is the most crucial strategy. The company operates on food products that have to consider a client base and regions where the people prefer the food that they are operating. When it comes to the support activities, the company is maintaining different facilities in its locations including offices such as those that are in new york, Nevada na Brooklyn. For good such as packed food, this decision of area of operations management applies concerning the suppliers and their manufacturers of these goods.
Human Resources and Job Design:
Human resource policies have to be oriented toward the same objective. The objective is to have policies that mutually satisfy the employees. Job design has to do with the expansion and enlargement of the firm. Continuously implementing improvement programs together with different reviews done regularly gives the benefits of training for the employees (Saks, and Gruman, 2017). This is an important factor in employee satisfaction, and a program that can help an organization shake shack depends on these policies to achieve success. Human resource together with the job design has been key to success as a management operations area for the company and have been just as important as other operation management like the location. The company implements continuous reviews and training programs for the employees. Also, the employees that are trained include the management staff as well as the junior staffs. Human resource management also addresses the decisions which are an area in the operations management that emphasizes on being smart and excellent (Pila-Ngarm, and Siengthai, 2017). The company has for a long time benefited from having employees who are excellent at what they do and know how to interact and address their customers. Through hiring smart employees, it shows that the company is concerned about their customers. The company pays less regard to experience especially for those that are being employed. The new employees have to be excellent and smart and have the best strategies that can improve customer relationship. Retaining the employees is the other idea that is covered within human resource management as an area in operations management. Shake shack users offer a compensation package that is highly competitive involving salaries as well as incentives. The most commonly used intensives for the company includes free holidays for the employees. Since the founding in the year 2004, the company has massively grown in terms of its client base. The success only comes as a result of the better human resource management the company operates on a mentality that advocates for expansion. Human resource management allowed the alignment of different type of providers.
Ogunyomi, P., & Bruning, N. S. (2016). Human resource management and organizational performance of small and medium enterprises (SMEs) in Nigeria. The International Journal of Human Resource Management, 27(6), 612-634.
Weller, I., Hymer, C. B., Nyberg, A. J., & Ebert, J. (2019). How matching creates value: Cogs and wheels for human capital resources research. Academy of Management Annals, 13(1), 188-214.
Saks, A. M., & Gruman, J. A. (2017). Human resource management and employee engagement. A Research Agenda for Human Resource Management. Edward Elgar Publishing.
Pila-Ngarm, P., & Siengthai, S. (2017). Job Redesign and Employee Performance: The Mediating Effects of Human Capital Investment and Job Satisfaction. Organization Development Journal, 35(2), 79.