1

Pluckers Wings Bar

Chris Fisher, Darcy Estrada, Hasan Faizan, Jatin Julakanti, Jofelle Lewis
Dr. Kyle D. Edgington
OBHR 3310.0E1 Organizational Behavior
April 27, 2015

Research Methodology
In order to gain insight into how the employees themselves view motivating factors, we
conducted a written survey to be completed anonymously by 32 of the Pluckers employees at the

location in Allen, TX. The survey consisted of 10 Likert Scale questions, and was completed by
32 employees. The survey questions and results are listed in appendices two and three
respectively, and are referenced during the motivation portion of the analysis.
History
Pluckers Wing Bar was founded in 1995 in Austin, Texas by Mark Greenberg and Dave
Paul, two University of Texas students who noticed a lack of late night and delivery dining
options. Shortly after graduation, these entrepreneurs opened the first Pluckers directly across
from the UT campus. Their first location began as a delivery and takeout only restaurant, but
they have since expanded to a full-service restaurant and bar. Currently Dave Paul, Mark
Greenberg, and Marks younger brother Sean own the privately held company and all of their 15
Texas locations. They have 7 stores in the Dallas-Fort Worth area, 5 in the greater Austin area, 1
in San Marcos, and 1 in Kileen. There are 2 more stores in Baton Rouge, Louisiana that are
franchised to one of Mark and Seans cousins. The partners have no stated desire to franchise any
more or to expand too quickly. According to Sean in an interview for The Community Impact
Newspaper, We could have a lot more stores, but we are so focused on the product we give to
the people. In order to do that right, it means doing it slower. Were not growing for the sake of
growing (Denney 2012).
Mission
This commitment to superior product, service, and to their customers was evident in
every step of our analyses of the company. According to Jennifer Miller of the
Accounting/Payroll department, Pluckers is currently in the process of reworking their mission
statement, but she offered us their current working mission statement in the way of three
questions and answers. Who are we? We are a family that cares. What do we do? We feed you,

make sure you have fun, and make sure you stay connected. Why? Because we want to win.
These three questions show that the companys values go deeper than merely making money, but
that they measure success also by how well they bring people together. This commitment to
creating a family atmosphere, both on an organizational level and for their customers, is an
instrumental part of their success. Despite expanding the concept from one location in Austin to a
17 store chain around Texas and Louisiana, Pluckers has done a remarkable job of sticking to
their core values and executing company policies while still maintaining a light-hearted, fun
attitude. Their motto still remains, If you dont like our wings, well give you the bird. The
company prides itself on their quality food with fresh ingredients. We started with food first,
said co-owner Sean Greenberg, We wanted to make really good chicken wings and fries. We
always use fresh ingredients, meat, sauces made from scratch. (Denney 2012). This
commitment to quality food and exceptional guest experience requires a strong team.
Organizational Structure
Pluckers operates under a functional structure, both on the corporate level, and on the
restaurant level. This hierarchy is described in detail below and illustrated in Appendix 1.
Within the corporate structure, there are five division heads which all report directly to the three
owners. According to Ms. Miller, The three owners still have their hands in every aspect of the
organization. Everything goes through them on some level and all department heads still report
to the owners. The Accounting, Human Resources, Operations/Training, Marketing, and
Facilities departments all handle various tasks independently of each other, while communicating
directly to the owners.
At the restaurant level, Pluckers Allen location also operates as a functional structure with
81 employees reporting to one of the nine various restaurant managers, each with different

responsibilities. With this many employees working together, a clearly defined hierarchical
structure is in place to ensure that the companys high standards are being met. There is one
General Manager (GM) per location who is in charge of all operations within the restaurant and
reports to his/her direct supervisor, the Area Manager. Under the GM is one Assistant General
Manager (AGM), followed by one Coach in Training, and then several Front of the House (FOH)
and Back of the House (BOH) Shift Leaders. From there, the hierarchy is split between the FOH
and BOH employees reporting directly to their immediate supervisors, in addition to the above
listed managers. Lead Cooks supervise all prep workers, cooks, dishwashers, and all other BOH
employees. In the FOH, the hierarchy then goes to Guest Service Coordinators, followed by
Trainers, then the service staff.
Training
Pluckes has an extensive hiring process and training program for all employees. Each
employee goes through a minimum of three interviews, and is given a 150 page manual. To
become a server at Pluckers, a minimum of 60 hours of training must be completed, and
employees have to pass at least 5 different tests. Both FOH and BOH management training
programs are about 10 weeks. Most managers are promoted from within but, Pluckers does also
hire some entry-level managers from the outside. Pluckers does not, however, hire from outside
the company for the upper positions within each store (i.e. GM/AGM).
Team and Taskwork Processes
Teamwork is essential for high performance when it comes to businesses and
organizations. It is used in several industries to increase culture within the company, job
performance, and unity within employees. Teamwork is a valuable asset in organizations
allowing collaborations among employees and a well sporting teams. Without teams, taskwork

process would not exist. Having a team is the foundation to a mixture of three components in
taskwork processes; creative behavior, decision making, and boundary spanning. As much as
teamwork surrounds our daily activities whether it may be at work or school it is a function we
cannot evade to become essential employees. As consumers we tend to have the wrong
perception of how business run their organizations such as fast food links or restaurants.
The foundation to an excellent organization are the teams a organization possesses.
Pluckers, like several other restaurants and bars is busy throughout the entire day, not to mention
the weekends. Their market is active not only because of what they service, but because of the
teamwork they put together to satisfy their customers needs. Questions like, Are managers
involved in every shift, how do employees work as a team to process orders and deliver those
wants, and how much support and back up to they have from their fellow employees and
corporate office are part of team management. After observing this organization and speaking
with the employees, my team and I learned that there is more than just team work involved to
achieve their goal of the day. High customer satisfaction and efficiency in resource allocation is
the key to Pluckers. Interdependence and cohesiveness develops over time from interpersonal
and group level attraction.
The way team work evolves at Pluckers begins with the hostess who is responsible to
greet walking customers. The hostess then sits the customer at their desired table. The waiter
takes role and orders beverages and food for the customers, returning a few times to make ensure
that customers are okay with their food. After this, management walks to each table ensuring that
the service that is being given to customers by the hostess and waiter is what the customer
envisioned. Finally, the busboy clears all tables giving access to new incoming customers. This is
the average way of handling a restaurant.

However, Pluckers is a restaurant that increases the environment by placing teamwork as

one of their top priorities. They are a very highly cohesive group that possess bonds linking one
another to the team as a whole. Restaurants retain this by increasing customer satisfaction,
exceed sales goals, and most importantly by valuing their employees. Having a great leader is
definitely the key to a great team. Pluckers management is not the average manager.
Team-member positions were created to make all possible. From corporate to general
manager, floor manager, shift leader, kitchen manager, cashier, hostess, waiter, busboy and a
trainer who is familiar with all restaurant roles to provide service in case the team is shorthanded.
A member of the team spoke of how not having sub-groups within the team has helped each
other get along as family. Each team is involved to create a positive atmosphere. The help they
lend to one another like everyone helping with tables, refilling drinks for each others tables,
cleaning, and offering help if needed is what draws each individual working at Pluckers to strive
for job performance. At the beginning of each shift the entire crew have what they call a
brainstorming meeting. This meeting takes place to inform each other of specials to promote,
must know games/sports on T.V, and notes for the day. Along with this Pre-shift gathering
management serve breakfast to employees.
As much as management is involved, the restaurant receives monthly visit from corporate
office to ensure all is under good standards. Training is important as each member is required to
train and entitled to a week of test and training. At Pluckers, employees are rewarded for their
positive contribution and performance. Employees are rewarded with Plucker Bucks earning
bucks for doing something good, performing well, and maintaining a positive atmosphere. The
only way employees are given these bucks is by a manager. Managers must observe employees
to give away Plucker Bucks. This reflects the involvement and hierarchy sensitivity in

management at Pluckers. The correlation and diversity at Pluckers has provided effective
expertise in teamwork. The contribution each employees put into teamwork allows other factors
such as stress, motivation and job performance run smoothly to creating an effective
environment and goal accessible.
Stressors
Problems caused by workplace stress have been and always will be a major concern for
employers and employees. Stress is defined as A Psychological response to demands that
possess certain stakes for a person and that tax or exceed the persons capacity or resources.
Stress can tax the body both mentally and physically and can be derived by a number of reasons
that include physical demands, difficult expectations, interpersonal issues or just simply being
overwhelmed. Stress leads to physical and mental exhaustion that can result in burnout, financial
difficulty and make it difficult to keep up with commitments. Stress isnt just limited to the
person dealing with it, it can negatively affect a business as well the employer. The employer has
a responsibility to itself and its workers to minimize stress of its workers. Containing stress can
be very costly in the short term but ignoring it causes an even larger monetary loss in the long
term according to The American Institute of Stress job stress costs U.S. businesses more than
$300 billion annually which comes in the form of absenteeism, diminished productivity,
employee turnover and medical expenses.
Businesses that properly address employee stress can expect to see more productivity and
lower insurance costs. In an journal released by BMC Public Health employees with a higher
stress levels visited physicians 26 percent more often. This would lead to higher insurance costs
which in turn hinder a company's ability to give employees a pay raise.

Productivity loss due to absenteeism is a serious challenge business face most employers
believe simply paying an employee is enough of a reason for an employee to be happy with their
respected job however this is not that case numerous studies indicate that money although a
factor is not enough to keep an employee productive. Productivity loss is on the rise and CBS
estimates it costs employers about a $100 billion annually according to a study done by The
European Agency for Safety and Health at Work states that 550 million working days are lost in
the U.S, from absenteeism which are stress related.
Its pretty clear stress affects both the employees and employers in numerous ways but the
good news is businesses can reduce stress if they take the correct steps. We are now seeing
multibillion dollar companies invest in stress relief programs something as simple as having a
gym in the workplace, offering sessions with a psychiatrist or encouraging a social environment
by having company activities like bowling or lunches to help employees from getting
overwhelmed.
Plucker is no stranger to stress the management seems to understand that unhappy
employees can lead to high employee turnover and absenteeism. We had the pleasure of speaking
with Chase Williamson he gave us an insight of how he and Pluckers minimizes stress while
maximizing productivity. I asked Chase when his employees feel the most overwhelmed and
stressed he told me that the weekends were generally the most stressful times for them he said he
combats it by making sure his employees are prepared and ready for the challenges ahead he
makes sure they are aware of their responsibilities and duties as well as being well staffed and
ready. The next question I asked him was how he managed to keep employees stress levels to a
minimum and keep productivity high? His answer was training he went on to say that Plucker

puts a great deal of emphasis to training their employees and making sure they are prepared for
the challenges that they will face.
Chase said that he is not a manager but rather a coach he said keeping a good attitude
goes a long way he too feels stressed sometimes but doesn't let his employees know it. They have
team meeting in the mornings in which they share stories and what needs to be done for today.
They also eat together which which nurtures a family environment and on slow days play games
to help get their minds off work.
Motivation
The main source of motivation that was observed from the employees seems to come
from factors related to the expectancy theory of motivation. For a lot of the servers and
bartenders, this job is a stepping stone as they finish school or work on starting their careers. The
employees we interviewed do not seem content on finishing their career in their current position.
Money is a strong motivating factor for employees, but just as important seems to be the sense of
camaraderie amongst the staff. Most of the staff are friends with each other and spend time
hanging out together outside of work. The survey responses show that employees believe their
effort, above all else, dictates their performance. They believe that if put forth maximum effort,
they will perform well, which in turn will lead to greater results. It was evident during our
observation that instrumentality and valence both play a big role in the performance of
employees within the organization. Most of their motivation seems to come from these extrinsic
factors.
Goal setting theory also does seem to play a part in motivating the employees, but does
not appear to be the main source of motivation. It was mentioned by an employee that
management is good about giving employees feedback, and that comment cards are discussed

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with the employees whenever customers mention in the cards that these employees performed
exceptionally well. Good customer reviews are shared with other staff members, which
strengthens the self-efficacy of the employees. Although the job is viewed by most employees as
fun, the relatively low task complexity of the job itself could play a role in the level of goal
commitment being low at times for hourly employees. Management seems to have higher goal
commitment; this is probably due to the fact that they are more committed to further their careers
within the company.
Pluckers does not do much in the way of sales contests, goals, and incentives, but rather
encourages employees to perform well all the time. According to Chase one of the managers
interviewed, The only hard incentives employees get are Pluckers Bucks, which rewards them
for every hour they work and good behavior. Those can be used to purchase food and items in
their store. Chase mentioned that they run contests against other stores, and that once a year
they have a Pluckers Field Day, where they shut down all DFW locations to play games and
compete with other locations. It's basically an employee appreciation day, and they provide the
employees with free food and drinks while they play various games. Chase said it's his favorite
time of the year, and that his employees love them too.
While the majority of the employees surveyed do not see themselves working for
Pluckers in five years, nearly 40% of them do see this as a possibility. This number is higher than
we expected, given the relatively short average tenure of employees in the foodservice industry
in the U.S. as a whole. According to the United States Department of Labor, among employees
working in service occupations, food preparation workers had the lowest median tenure, at 2.2
years. (United States Department of Labor 2014). In an industry with such a high level of
turnover, Pluckers employees seem to have a higher than average sense of commitment. This

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could stem from the companys commitment to promotion from within. According to the survey,
the majority of the employees believe that if they perform well, they will have an opportunity for
advancement within the company. Seeing other employees move up within the organization
plays a big role in reinforcing this belief.
The survey results show a higher than expected level of psychological empowerment
among employees. Most of the employees surveyed answered that they are either neutral or that
they agree on some level that their work has an impact. This shows that they are motivated on
some level by intrinsic factors too. The employees surveyed seem to buy into the mission of the
organization to make sure people have fun and stay connected, and that they believe their job
does have some meaningfulness. In an industry not necessarily known for its impact on society,
it shows that the employees believe in their competence to provide a fun environment that brings
joy and closeness to the customers, even if only for the short time they spend visiting the
establishment.
Job Performance
Job performance is an essential criterion for organizational outcomes and success. In
which, employee contributions through task performances and citizenship behaviorswhether
negative or positiveplays an immense role to organizational goal accomplishment. In
Pluckers, the three dimensions of job performance: citizenship behavior and task performance,
were clearly apparent; counterproductive behaviors were divulged later after speaking with
several of their employees.
Task Performance
Responsibilities are clearly stated at Pluckers. The shift manager ensures that his
employees are all in the same tempo by conducting a team huddle prior to their opening. Job

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descriptions are discussed and tasks are apportioned into shifts. Good etiquette of workers and
proper customer service are also reiterated. Much of the task performance is echoed pretty well
during our observation, as the managers words manifested into action. Due to their dedicated
team meetings, employees handle demands easier because they have been informed and trained
to manage them.
When serving customers, the employees conduct a check-back. They have a couple of
minutes after food is delivered to check for any order error or oversight. If there are any errors,
the employee rectifies right away and informs the manager. One employee stated that majority
of customer service complaints are handled directly by the on-site manager, regardless of the
enormity of the complaint. This gives the customer the impression of worthiness.
Citizenship Behavior
Both interpersonal and organizational citizenship behaviors are positive in Pluckers, and
are evident in their team. They support and assist each other in every way they can, even if their
job title does not state so. They work as a team, and act like a family. Helping seems to be a
strong component in their work ethics. An assessment was done to a handful of the first shift
employees to measure their helpfulness. It was scaled from 1 to 7, with 7 as employees
strongly agreeing, and providing great help to others. Some questions were, I help others in this
group with their work responsibilities, I volunteer to do things for my work group, and I get
involved to benefit my work group. Majority of the answers ranged between 6 and 7, several
5s, and none answered 4 or below.
Having a voice also resonates within the company. Although, employees cannot
implement new regulations, they can however, offer new designs on company shirts and

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merchandise. As simple as that sounds, it gives employees that sense of involvement, and
appreciation if their design is chosen.
Counterproductive Behavior
Without a doubt, there are bad apples in any organization, and some are more
transparent and recognizable than others. These types of behaviors hinder an organizations
mission objective. However, in the case of Pluckers, these behaviors are unintentional. One
employee admitted that everybody goes through those terrible days where everything seems to
go wrong for them; personal conflicts are brought into work, or just a bad shift with a coworker.
Those behaviors are unavoidable, and handled by the manager without delay. Chase, the
manager we interviewed, said that he pulls his employees aside, and let them air their grievances.
Whatever it takes to make them feel betteryell, scream, or just talk. Then its back to work
right after. Doing that prevents the problem from escalating and causing any harm to the teams
spirit. Furthermore, there were no production or property deviance disclosed, nor any personal
aggression. There were, however, some slight political deviances that involved gossiping
amongst employees, which some employees admitted as both good and bad gossips. Though,
they assured that gossiping in their workplace does more good than harm to others.
Organizational Commitment
Every behavior that is studied in organizations is linked to whether the employees
remains long enough to benefit the company. Organizational commitment is the desire of an
employee to remain a part of the company and is the perennial indication of a thriving work
environment. We now delve into how Pluckers works to retain employees and how successful
they are in doing so.
Our insight into commitment began with manager Chase Williamson, who was drawn by
the atmosphere and glued by the culture. Chase carries experience in the restaurant industry for

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ten years and has ingrained himself in the Pluckers family for the last two. Initially hired as a
lower manager in Austin, his drive propelled him to a Coach-in-Training and eventually an
Assistant GM. Chase attributes these promotions to his perceived organizational support that
Pluckers values his contributions and cares about providing rewards and protecting his job
security. He emphasized that the company was big on promoting management from within, and
alluded to a server who is now undergoing management training. However, only 53% of the
employees somewhat or strongly agreed that if they performed well that they will have an
opportunity for advancement and will be supported by supervisors for that advancement
(Appendix 2). Chase also has an affective commitment to the company, which is a desire to
remain with the company due to an emotional attachment. Every Cowboys game here feels like
youre at AT&T Stadium so you can drive in on Sundays but dont have to pay 50 dollars to
park.
Examining the average employees time at Pluckers places Chases fast corporate climb
into perspective. The company aims to get three to six months out of employees, which observes
on average at the Allen franchise. If you dont make it in the first two week, youre out and its
it. Its either that or nine months, Williamson explained. This leads to a dynamic equilibrium
between tenured and brand new staff. When asked whether they could see themselves working
for the company in five years, 41% strongly disagreed and another 19% disagree. Only 13%
expressed a strong commitment about being at the company in five years (Appendix 2).
There are several key reasons for the employees short time with the company. Chase
found that the most common reason for leaving is that the pace and pressures of the job are too
much for them. Because 40% of the staff is students, it is sometimes their first job and they
didnt fully understand what they were getting into. Statistics from Pluckers headquarters also

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indicate that scheduling problem is a big reason for leaving. However, Chase has successfully
dealt with this issue by being open to cooperating with employees on urges them to let him know
what they need and works to make it happen. Personnel difference with another employee is also
a reason for leaving. This conflict is mitigated by pulling both parties aside and allowing them to
vent.
On the other side of the spectrum, Chase observed that the common denominator among
people who stick around longer is embeddedness in the organization. People who make friends
and embrace the family support structure are able to endure stressful times by pushing and
latching onto their friends. Reasons that create continuance commitment, or the desire to remain
because of awareness of the costs of leaving, also keep the Pluckers family intact. If youre
working your butt off to go through school, youre going to perform better. If you have kids at
home and are trying to put food on the table, you do better. If you live at home with your parents
and want spare money, you dont work out as much because youre not motivated, Williamson
noted. Those who embrace the initial steep learning curve eventually find comfort in their job.
66% of employees strongly agreed that their effort dictates their performance, which dictates
their outcome. Another 25% somewhat agreed (Appendix 2). Comfort is a big factor in
retention so if theyre comfortable in what they doing, theyre happier, make more money, and
stick around longer.
Chase has also been deeply influenced and lives by a quote from Rick Hendrick in
Nascar that if you care about your employees they will care about you. By investing in
employees and learning what they care about leads them to in turn care about what the manager
and company does. Because it is company policy to not hang out with employees outside of
work, he uses the night when closing the store to talk about their lives. He knows most of the

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staffs stories because hes used his time to interact with them and create an open environment.
His also embraces Pluckers field day, which gives him an opportunity to grab a beer with
employees and bond outside work. Competing with other franchises also creates a strong team.
When asked whether they have fun working for the company, 63% strongly agreed and 25%
agreed (Appendix 2). Employees eventually translate this commitment to build regular customers
and work to bring them back one more time a month.
Recommendations
Pluckers seems to be effective with the way they run their company, at least thats what it
seems at the Allen location. However, theres always room for improvement to encourage
employees and motivate them to improve their job performance, and ultimately strengthen their
organizational commitment.
Its evident that Pluckers try to create and foster a family oriented work atmosphere.
Both the manager and employees that we interviewed agree that they are comfortable with the
people they work with, and feel like theyre within close friends and family. That can be
considered a strong asset for those that already work there, because it strengthens their
camaraderie and team cohesion. But that can also play an adverse role for those who are new,
and still orientating themselves in the workplace. Factions or cliques can form with the longer
tenured staff, and alienate new employees, regardless if they do harbor a friendly environment.
Those types of behavior are unavoidable in any kind of workplace. Chase had mentioned that
employees either work at Pluckers for a really short period of time, or have been there for quite
sometime. One concern was those that quit didnt get along with other coworkers. Although,
Chase tries to relieve those dilemmas as they arise, some situations are out of his control. One
solution that Chase has been doing to mitigate the problem of cliques is by bringing different

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games to work. They play whenever work is slow to bring his team together and to rid the
monotony that serving brings. Another strength the management offers is hosting their annual
Pluckers Day, which brings team members together to have fun and bond.
Another problem that I learned was how employee evaluations are being conducted.
Manager evaluations are done correctly, in my opinion. They are evaluated through surveys or
staff appraisals, and those are conducted every six months. Those kinds of evaluations are
particularly honest since theyre done anonymously, and opinions of employees are heard. Staff
evaluations, however, are done verbally. Like the managers, the junior employees are also
evaluated every six months, with test of work knowledge done every quarter. Chase said that
they dont use logbooks or any kind of paper trail to track employee performance, whether good
or bad conduct. My suggestion is to start one and create a file for each employee, and track any
kind of demeanor. It can be useful when it comes time for promotion or demotion.
The company also needs to needs to shorten the discrepancy between what the manager
and the employee believe can be achieved. Managers at the Allen franchise are very aware of the
drop-off that happens at the end of two weeks. This is because many starting employees work
and work and their situation doesnt change. Persistent employees see the light at the end of the
tunnel when others can and embrace the initial steep curve (Godin). Managers should make this
explicit to new employees so they are better prepared for the new challenges and are motivated
to cross the first threshold. A mentorship program can be implemented to help guide noticeably
struggling employees and create a sense of solidarity among employees who may otherwise be
on the fringe of social networks. Under CEO Jack Welch, GM implemented a highly successful
reverse mentoring program, where 500 top-level executives were forced to reach out to people
below them to learn how to use the Internet (Kwoh). A one-hour conversation with someone who

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works at the corporate level can mutually benefit the employee see a more lucrative future and an
administrator gain perspective on the inner workings of a restaurant.
While most employees dont see a future at the company in five years, they should also
be encouraged see it more than an internship or experience to lead to a better job. Employees
attribute high pay as part of the continuance commitment that makes them stay. The company
can use that reputation of paying good salaries to help employees envision a future with bigger
checks if they show commitment. Posters can be placed near employee break areas of managers
at the franchise with testaments of their hard work and encouragement of the managers before
them to elevate their position at the company. This can serve as an effective reminder on a daily
basis that both the company and their immediate supervisors care about their progress and place
an emphasis on taking care of their employees. It is a small step to combat the idea of having to
move out in order to move up.
Encouragement from management and intrinsic drive should be complemented with more
immediate and concrete rewards. In exception to the Plucker Bucks and the field day - both staff
favorites - the company does little in terms of contests at the store. However, 78% of employees
are either neutral or agree that they are excited to come to work when a contest is in place
(Appendix 2). For example, Ben and Jerrys Jog Gang hold monthly joy events during which all
production stops for a few hours to be replaced by Wild West parties, table tennis contests, and
employee appreciation celebration (Carmichael). Having fun competitions at the end of rough
stretches of time can create spontaneity and give employees short-term motivation to keep
working hard. The Joy Gang takes pleasure in guerilla tactics, which are secret activities in
order to surprise employees (Carmichael). Some of the rewards of these contests can allow for
more manager and employee interaction - like having a free beer with your boss at work - to

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create a deeper connection outside immediate workplace hassles and alleviate tensions.
Monsanto groups staffers into people teams charged with designing employee-bonding activities
like snowshoe softball, creating tight bonding and a voluntary turnover rate of only 3 percent.
Finally, while in some workplaces stress is completely normal, excessive amounts of
stress can lead a negative impact of productivity as well as physical and emotional health.
Pluckers management cannot fully control the work environment however it can limit the
amount of stress it workers endure. By teaching employees how to cope and manage stress as
well as regularly assessing stress levels within its organization Pluckers can go a long way in
improving its overall environment. One way Pluckers can reduce stress put a greater emphasis on
organization and prioritization, management can really help its workers by breaking down
everything into well balanced schedules and prioritizing important tasks. This would allow
employees to take control of their situation and help curb poor workplace habits such as
procrastination and inefficient time management. By giving employees assigned prioritized tasks
and schedules, Pluckers management would have a better grasp on its organization, as well as
clear and understandable work roles that wouldn't be conflicting or uncertain. It would encourage
employees to take responsibility for their own job and help them realize their contribution to the
company.

Appendix 1

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Pluckers Wing Bar Organizational Structure

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Appendix 2
Please respond to the following survey by circling the corresponding number that
represents your level of agreement with the statement and/or question asked. This survey
will be used only for a University of Texas at Dallas school project, and all responses will
remain anonymous.

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Strongly Disagree-1 Somewhat Disagree-2 Neutral-3 Somewhat Agree-4 Strongly Agree-5

1.

I believe that my effort dictates my performance, which then dictates my outcomes.

1
2
3
4
5
2.
I believe that setting goals is the primary driver of the intensity and persistence of my
effort.
1
2
3
4
5
3.
I believe that my motivation comes mainly from knowing that every employee is
treated equally and then given the same opportunities as everyone else.
1
2
3
4
5
4.
I believe that my motivation comes mainly from the belief that my work contributes
to a larger purpose and truly makes a difference.
5.

1
2
3
4
5
I get excited to come to work when I know that there is a contest in place.

6.

1
2
3
4
I believe in the core goals of this company.

1
2
3
4
5
7.
I believe that if I perform well that I will have an opportunity for advancement in the
company.
1
2
3
4
5
8.
I believe that if I perform well, my immediate supervisors will support my
advancement in the company.
9.

1
2
3
I have fun working for this company.

1
2
3
4
5
10. I could see myself working for this company in five years.
1

Appendix 3

Question 1

Strongly
Disagree

Somewhat
Disagree

Neutral

Somewhat
Agree

Strongly
Agree

21

24

Question 2

10

18

Question 3

12

Question 4

13

Question 5

12

11

Question 6

12

14

Question 7

11

Question 8

Question 9

20

Question
10

13

Works Cited

Carmichael, Evan. "Lesson #2: Remember That Happy Workers Are Harder Workers." Lesson
#2: Remember That Happy Workers Are Harder Workers. N.p., n.d. Web. 26 Apr. 2015.
Denney, Amy. (May 25, 2012.) Pluckers wing bar. Austin Metro. Community Impact Newspaper.
Retrieved from: http://impactnews.com/austin-metro/northwest-austin/pluckers-wing-bar/
Godin, Seth. The Dip: A Little Book That Teaches You When to Quit (and When to Stick). New
York: Portfolio, 2007. Print.

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Kwoh, Leslie. "Reverse Mentoring Cracks Workplace." WSJ. Wall Street Journal, 28 Nov. 2011.
Web. 26 Apr. 2015.
United States Department of Labor. (September 18, 2014). Bureau of labor statistics. Employee
tenure summary. Retrieved from: http://www.bls.gov/news.release/tenure.nr0.htm