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Problem-Solving Application Case— Incentives Gone Wrong, then Wrong Again, and Wrong Again   The Wells Fargo scandal demonstrates how a company’s choice and implementation of performance management incentives can have disastrous side effects. This activity is important because it illustrates why managers must never implement an incentive scheme without considering as much as possible any and all effects that it may have on employees’ behavior.   The goal of this activity is for you to understand the link between the details of Wells Fargo’s incentive scheme and the employee behaviors that resulted from it.   Read about how performance incentives led to scandal at Wells Fargo. Then, using the three-step problem-solving approach, answer the questions that follow.   Money is an important tool for both attracting and motivating talent. If you owned a company or were its CEO, you would likely agree and choose performance management practices to deliver such outcomes. It also is possible you’d use incentives to help align your employees’ interests, behaviors, and performance with those of the company. After all, countless companies have used incentives very successfully, but not all. The incentives used by Wells Fargo had disastrous consequences for employees, customers, and the company itself.   The Scenario and Behaviors A client enters a bank branch and opens a checking account. The performance expectations of the banker that helped open the client's checking account was that the banker needed to open eight accounts for each customer, which meant he or she needed to persuade that customer to open seven additional accounts! This resulted in the banker then attempting to open a savings account and maybe a credit card account, simple enough. But the problem happened when the customer left without opening additional accounts and many bankers did so anyway—without the customer’s consent. Customers who had mortgages with the bank sometimes had insurance policies opened without their knowledge. The bank also financed automobiles for many customers, and insurance was also often added unknowingly to these. Small business customers were frequently overcharged for credit cards and other services. More generally, customers for one product were cross-

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sold other products, and along with many of these additional accounts were fees. The increased number of accounts helped employees meet their numbers, and the fees provided still more income for the bank.1

  Even after all of these efforts, many bankers still fell short of their goals and opened accounts in family members names. One branch manager opened 24 accounts in her teenage daughter’s name and 21 in her husband’s. Other reports include Wells Fargo bankers canvassing employees at stores in which they shopped.2 Pet insurance was added in some instances!3

  Some sham accounts were closed once the employee received credit, but many remained open, charging fees and affecting customer’s credit.   The Damage to Customers and Employees Wells employees created approximately 3.5 million fake accounts; even now precise numbers are difficult to obtain.  But it seems as if 1.5 million deposit and 500,000 credit card accounts were opened without customer consent, and it erroneously foreclosed on over 400 mortgages and repossessed thousands of cars. Over 800,000 customers with auto loans were charged for auto insurance.4 The list goes on.   The negative consequences within Wells Fargo also have been enormous. CEO John Stumpf was ousted along with former head of community banking, Carrie Tolstedt. Seventy-five million dollars in compensation was clawed back from these two executives, as it was considered ill- gotten and due to illegal or at least unprofessional behaviors. The same executives lost additional millions in compensation, and approximately 5300 employees were fired. Numerous regulatory agencies fined Wells Fargo for nearly $200 million, the company’s stock underperformed its competitors’, and it is difficult to estimate the cost of damage to the company’s reputation and the resulting lost business.5 And then there are the incalculable cost to customers—money, frustration, ruined credit, lost vehicles, and lost homes.   The Culprits Much of this carnage has now been attributed to perverse incentives and poor leadership. Investigations revealed that both Stumpf and Tolstedt were well aware of these unethical behaviors, but they turned a blind eye or even encouraged these behaviors. It was reported that Tolstedt repeatedly denied and resisted complaints about goals being unachievable and problematic.6 But what about the thousands of employees that actually opened the accounts? When writing about the Wells Fargo scandal, Professor Elizabeth Tippett noted, “research suggests that ethical behavior is not about who you are or the values you hold. Behaviors are often a function of the situation in which you make the decision, even factors you barely notice.7

  Another interesting detail regarding performance expectations is that the eight-account expectation for every customer was only three 10 years earlier. It also is important to note that this sort of cross-selling—multiple products to the same customer—was something Wells was known for and contributed to its past success. It’s been reported that the reason for eight instead of another number was that CEO Stumpf said it rhymed with “great.”   Actions To be fair, numerous examples exist of Wells Fargo management explicitly instructing employees not to engage in such activities, including ethics training and the deployment of risk professionals to identify and correct inappropriate conduct. But this obviously wasn’t enough, and even though employees were expected to report any misdeeds, they didn’t. Incentives stayed in place and employees continued to be pressured and even fired if they did not make their sales quotas. Some involved in the scandal argued it isn’t the employees’ fault, they needed a paycheck and this is what their employer required.8 Tim Sloan, who worked at Wells for decades, was inserted as the new CEO and charged with cleaning up the mess, restoring the bank’s reputation, and warding off a potential new $1 billion fine.9

  Sloan worked in the role for two years before stepping down in 2019, presumably for not being able to turn things around.10 Whoever replaces him has the same challenges. Assume you are the new CEO, what would you do?

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  Apply the 3-Step Problem-Solving Approach to OB   Use the Organizing Framework in Figure 6.6 and the 3-Step Problem-Solving Approach to help identify inputs, processes, and outcomes relative to this case.   Apply the 3-Step Problem-Solving Approach Step 1: Define the problem.

A. Look first to the Outcome box of the Organizing Framework in Figure 6.6 to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and current state. State your problem as a gap and be sure to consider problems at all three levels. If more than one desired outcome is not being accomplished, decide which one is most important and focus on it for steps 2 and 3.

B. Cases have key players, and problems are generally viewed from a particular player’s perspective. You need to determine from whose perspective—employee, manager, team, or the organization—you’re defining the problem. As in other cases, whether you choose the individual or organizational level in this case can make a difference. In this case you’re asked to assume the role of the new CEO.

C. Use details in the case to determine the key problem. Don’t assume, infer, or create problems that are not explicitly included in the case itself.

D. To refine your choice, ask yourself, why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current chapter, because we generally select cases that illustrate concepts in the current chapter.

  Step 2: Identify causes. Using material from this chapter and summarized in the Organizing Framework, identify what are the causes of the problem you identified in Step 1. Remember, causes tend to appear in either the Inputs or Processes boxes.

A. Start by looking at the Organizing Framework (Figure 6.6) and determine which person factors, if any, are most likely causes to the defined problem. For each cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to root causes of the problem. There may be few or no person factors but be sure to consider them. For example, did attributes of the leaders or other employees contribute to the problems defined in Step 1?

B. Follow the same process for the situation factors. For each ask yourself, Why is this a cause? For example, leadership at the executive and other levels might have some effect on the problem you defined. Aside from performance management, did other HR practices contribute to the problem? If you agree, which specific practices and why? By following the process of asking why multiple times you are likely to arrive at a more complete and accurate set of causes. Again, look to the Organizing Framework for this chapter for guidance.

C. Now consider the Processes box in the Organizing Framework. Performance management processes are clearly part of the story, but are any other processes at the individual, group/team, or organizational level that caused your defined problem? For any process you consider, ask yourself, why is this a cause? Again, do this for several iterations to arrive at the root causes.

D. To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem and confirm the link or cause and effect connection.

  Step 3: Make recommendations for solving the problem, considering whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible?

A. Given the causes identified in Step 2, what are your best recommendations? Use material in the current chapter that best suits the cause. Remember to consider the OB in Action and Applying OB boxes, because these contain insights into what others have done.

B. Be sure to consider the Organizing Framework—both person and situation factors, as well as processes at different levels. C. Create an action plan for implementing your recommendations, and be sure your recommendations map onto the causes and resolve the

problem.   Footnotes

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2. Award: 0.00 points    

1. M. Egan, “The Two-Year Wells Fargo Horror Story Just Won’t End,” MoneyCNN.com, September 7, 2018, https://money.cnn.com/2018/09/07/news/companies/wells-fargo-scandal-twoyears/index.html. 2. S. Cowley and J. A. Kingson, “Wells Fargo to Claw Back $75 Million from Two Former Executives,” The New York Times, April 10, 2017, https://www.nytimes.com/2017/04/10/business/wellsfargo-pay-executives-accounts-scandal.html. 3. M. Egan, “The Two-Year Wells Fargo Horror Story Just Won’t End,” MoneyCNN.com, September 7, 2018, https://money.cnn.com/2018/09/07/news/companies/wells-fargo-scandal-twoyears/index.html. 4. G. Morgenson, “Wells Fargo Forced Unwanted Auto Insurance on Borrowers,” The New York Times, July 27, 2017, https://www.nytimes.com/2017/07/27/business/wells-fargo-unwanted-autoinsurance.html. 5. E. Wolff-Mann, “Every Wells Fargo Consumer Scandal Since 2015: A Timeline,” YahooFinance.com, August 8, 2018, https://finance.yahoo.com/news/every-wells-fargo-consumer-scandalsince-2015-timeline-194946222.html. 6. S. Cowley and J. A. Kingson, “Wells Fargo to Claw Back $75 Million from Two Former Executives,” The New York Times, April 10, 2017, https://www.nytimes.com/2017/04/10/business/wellsfargo-pay-executives-accounts-scandal.html. 7. Elizabeth C. Tippett, “How Wells Fargo Encouraged Employees to Commit Fraud,” The Conversation Media Group Ltd., October 7, 2016, https://theconversation.com/how-wells-fargo-encouraged-employees-to-commit-fraud-66615. 8. M. Corkery and S. Cowley, “Wells Fargo Warned Workers Against Sham Accounts, but ‘They Needed a Paycheck,’” The New York Times, September 16, 2016, https://www.nytimes. com/2016/09/17/business/dealbook/wells-fargo-warned-workers-against-fake-accounts-but-they-needed-a- paycheck.html. 9. CBS This Morning, January 25, 2019. 10. R. Merle, “After Years of Apologies for Customer Abuses, Wells Fargo CEO Tim Sloan Suddenly Steps Down,” The Washington Post, March 28, 2019, https://www.washingtonpost.com/business/2019/03/28/wells-fargo-ceo-tim-sloan-step-downimmediately/?utm_term5.27bf62d146f8.

I have read and reviewed the above case study.

Yes

No

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Workers at Amazon are Not Feeling Motivated   While Amazon has become the undisputed giant of the e-commerce world, its growth has come at the expense of employee motivation. Poor working conditions in its fulfillment centers suggest an imminent employee morale crisis. Amazon now faces difficult decisions about balancing the needs of its workers with its mandate to deliver growth and profits to shareholders. This activity is important because it illustrates such tradeoffs, which are common in both large and small companies.   The goal of this exercise is for you to consider options that Amazon might have to address employee motivation and morale in a number of critical areas.   Read about Amazon’s working conditions and employee morale crisis. Then, using the three-step problem-solving approach, answer the questions that follow.   Across the globe at over 175 fulfillment centers, more than 125,000 workers frantically “pick, pack, and ship millions of Amazon.com customer orders to the tune of millions of items per year.”1 Amazon’s innovations, like free 2-day shipping for Prime members, dash buttons, and in-home delivery, have made the retail giant a standout in customer service. The company has consistently received award-winning customer satisfaction ratings.2 Amazon became the most valuable public company and second largest e-commerce company in the world in 2019 by being hyper- focused on customer experiences.3

  But many of Amazon’s fulfillment center workers are unhappy with what they are required to do to assure these esteemed customer experiences.4 The result has been public outcry, boycotts, poor attitudes and health, and extremely high turnover rates among workers. What’s making employees so miserable inside Amazon fulfillment centers?   Working at an Amazon Fulfillment Center   Amazon designs its fulfillment center jobs for efficiency, with managers constantly monitoring and tracking employees in three primary areas. First, workers are monitored for productivity as they race to fill as many orders as possible to meet or exceed daily quotas. Those who don’t meet their quotas are written up, and excessive write-ups can lead to termination.5 A recent undercover investigation revealed that some

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employees are so fearful of missing their quotas that they forego taking necessary bathroom breaks and instead urinate in bottles and trash cans inside the warehouses.6 The company is so dedicated to its productivity goals that workers reportedly don’t speak to one another during their shifts, saying that managers strongly discourage any kind of camaraderie.7

  Second, management monitors fulfillment center workers for security purposes. One employee described the environment as resembling a prison, noting time-consuming scans for contraband (e.g., sunglasses, phones, hoodies) and stolen items at the beginning and end of shifts.8

There’s also a custom of publicly shaming employees who steal from the company on flat-screen TVs and bulletin boards around the warehouses.9

  Third, fulfillment center managers track employee attendance. Workers can be fired for excessive missed work days, or, as Amazon calls it, going into negative unpaid time off (UPT). Employees have reported being so terrified of missing work that they show up even when they are too sick or injured to work safely, in spite of the extremely physically demanding nature of the job.10

  How Does Amazon Attract Fulfillment Center Workers?   How is it that news of a new Amazon fulfillment center is still seen as cause for celebration, given what has been reported about working conditions? Employment opportunities are one key explanation. The company tends to locate fulfillment centers on the outskirts of major metropolitan areas, often in regions that have yet to recover from the recent economic recession and are desperate for increased jobs.11 In other words, if Amazon opens a fulfillment center in your town, chances are your employment prospects will be better than those you’ve got right now.   Even so, many Amazon fulfillment center employees feel the compensation they receive is not commensurate with the extreme working conditions and job demands. Worker retention thus seems to be a function of a lack of viable alternatives rather than positive employee attitudes toward the company. As one worker stated, “that’s what makes people not want to quit—the pay” . . . “you can treat me any type of way, since this is the best money we can get out here . . .”12

  Amazon does provide some additional incentives to increase productivity at its fulfillment centers. For example, managers often hold competitions that reward employees with “swag bucks”—tokens to spend inside the warehouse on things like t-shirts, water bottles, or cafeteria meals.13 Other rewards reportedly include small gift cards and even cookies. Said one employee, “I don’t want a cookie or a gift card. I’ll take it, but I’d rather a living wage. Or not being timed when you’re sitting on the toilet.”14 Another worker found these incentives insulting, saying that “around this time of year the managers, if their targets are met or exceeded, they get a bonus.”15

  Amazon implemented a policy guaranteeing a minimum wage of $15 per hour after receiving such negative attention in the press. This resulted in raises as small as 25 cents per hour, which many viewed as “damage control.”16 For some tenured workers, the new policy meant their wages became compressed and they lost important benefits they previously received, such as stock options and bonus opportunities.17

  What’s Next?   Stacy Mitchell, co-director of the Institute for Local Self-Reliance, said “There’s this way in which Amazon’s warehouses are perceived to be a good thing for a community, but that’s only because the context in which they are being proposed and built is so devoid of better opportunities.” Said a current employee, “They’re walking a fine line in the community—everybody knows someone who’s worked there, and no one says it’s a good place to work.”18

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Some Amazon workers have attempted to generate interest in union representation but have been unable to gain the momentum necessary for an organizing campaign. This is likely due to two main causes. First, the fact that Amazon has one of the highest turnover rates in the United States means that employees aren’t around long enough for a movement to take shape. Second, workers have expressed they are afraid to speak up and participate in organizing campaigns for fear of retaliation from the company.19

  It’s unlikely we’ll see any sweeping changes to the way Amazon manages its fulfillment center workers in the near future. This is because Amazon already loses money on e-commerce and subsidizes the losses with other segments of its business. Any changes to the current state of affairs could mean a loss of our coveted cheap wares and free two-day shipping.20

  Apply the 3-Step Problem-Solving Approach Step 1: Define the problem.

A. Look first at the Outcome box of the Organizing Framework in Figure 5.11 to help identify the important problem(s) in this case. Remember, a problem is a gap between a desired and current state. State your problem as a gap and be sure to consider problems at all three levels. If more than one desired outcome is not being accomplished, decide which one is most important and focus on it for steps 2 and 3.

B. Cases have protagonists (key players), and problems are generally viewed from a particular protagonist’s perspective. Identify the perspective from which you’re defining the problem—is it the perspective of Amazon or its workers?

C. Use details in the case to identify the key problem. Don’t assume, infer, or create problems that are not included in the case. D. To refine your choice, ask yourself, why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current

chapter, because we generally select cases that illustrate concepts in the current chapter. Step 2: Identify causes of the problem by using material from this chapter, summarized in the Organizing Framework shown in Figure 5.11. Causes will appear in either the Inputs box or the Processes box.

A. Start by looking at Figure 5.11 to identify which person factors, if any, are most likely causes to the defined problem. For each cause, ask: Why is this a cause of the problem? Asking why multiple times is more likely to lead you to root causes of the problem.

B. Follow the same process for the situation factors. C. Now consider the Processes box in Figure 5.11. Consider concepts listed at all three levels. For any concept that might be a cause, ask: Why is

this a cause? Again, do this for several iterations to arrive at root causes. D. To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem.

Step 3: Make recommendations for solving the problem, considering whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible?

A. Given the causes identified in Step 2, what are your best recommendations? Use the content in Chapter 5 or one of the earlier chapters to propose a solution.

B. You may find potential solutions in the OB in Action boxes and Applying OB boxes within this chapter. These features provide insights into what other individuals or companies are doing in relationship to the topic at hand.

C. Create an action plan for implementing your recommendations.   Footnotes 1. See “Our Fulfillment Centers,” Aboutamazon.com, https://www.aboutamazon.com/amazon-fulfillment/our-fulfillment-centers, accessed March 20, 2019; and “Amazon’s Fulfillment Network,” Aboutamazon.com, https://www.aboutamazon.com/working-at-amazon/amazons-fulfillment-network, accessed April 2, 2019. 2. See E. Feinberg, “How Amazon Is Investing In Customer Experience by Reimagining Retail Delivery,” Forbes, January 4, 2018, https://www.forbes.com/sites/forbescommunicationscouncil/2018/01/04/how-amazon-is-investing-in-customer-experience-by-reimagining-retail-delivery/#5c78fd7f2c2e; and B. Morgan, “Costco Takes Top Spot In Online Customer Satisfaction over Amazon,” Forbes, February 27, 2019, https://www.forbes.com/sites/blakemorgan/2019/02/27/costco-takes-top-spot-in-online- customer-satisfaction-over-amazon/#1290d33949a7. 3. See L. Feiner, “Amazon Is the Most Valuable Public Company in the World after Passing Microsoft,” CNBC, January 7, 2019, https://www.cnbc.com/2019/01/07/amazon-passes-microsoft- market-value-becomes-largest.html; and A. Levy, “The 7 Largest E-Commerce Companies in the World,” The Motley Fool, December 26, 2018, https://www.fool.com/investing/2018/12/26/the- 7-largest-e-commerce-companies-in-the-world.aspx. 4. S. Liao, “Amazon Warehouse Workers Skip Bathroom Breaks to Keep Their Jobs, Says Report,” The Verge, April 16, 2018, https://www.theverge.com/2018/4/16/17243026/amazon- warehouse-jobs-worker-conditions-bathroom-breaks. 5. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/.

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1. Award: 0.00 points    

6. N. Godlewski, “Amazon Working Conditions: Urinating in Trash Cans, Shamed to Work Injured, List of Employee Complaints,” Newsweek, September 12, 2018, https://www.newsweek.com/amazon-drivers-warehouse-conditions-workers-complains-jeff-bezos-bernie-1118849. 7. C. Lieber, “Bernie Sanders Called Out Jeff Bezos for Poor Treatment of Amazon Workers. In a Rare Move, the Company Fired Back,” Vox, August 30, 2018, https://www.vox.com/2018/8/30/17797786/amazon-warehouse-conditions-bernie-sanders. 8. S. Liao, “Amazon Warehouse Workers Skip Bathroom Breaks to Keep Their Jobs, Says Report,” The Verge, April 16, 2018, https://www.theverge.com/2018/4/16/17243026/amazon- warehouse-jobs-worker-conditions-bathroom-breaks. 9. E. Fox, “Amazon Reportedly Has Scoreboards to Shame Its Workers,” Vanity Fair, March 8, 2016, https://www.vanityfair.com/news/2016/03/amazon-warehouse-theft. 10. I. A. Hamilton and Á. Cain, “Amazon Warehouse Employees Speak Out about the ‘Brutal’ Reality of Working during the Holidays, When 60-Hour Weeks Are Mandatory and Ambulance Calls are Common,” Business Insider, February 19, 2019, https://www.businessinsider.com/amazon-employees-describe-peak-2019-2. 11. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/. 12. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/. 13. I. A. Hamilton and Á. Cain, “Amazon Warehouse Employees Speak Out about the ‘Brutal’ Reality of Working during the Holidays, When 60-Hour Weeks Are Mandatory and Ambulance Calls Are Common,” Business Insider, February 19, 2019, https://www.businessinsider.com/amazon-employees-describe-peak-2019-2. 14. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/. 15. I. A. Hamilton and Á. Cain, “Amazon Warehouse Employees Speak Out about the ‘Brutal’ Reality of Working during the Holidays, When 60-Hour Weeks Are Mandatory and Ambulance Calls Are Common,” Business Insider, February 19, 2019, https://www.businessinsider.com/amazon-employees-describe-peak-2019-2. 16. A. Bhattarai, “Amazon Is Doling Out Raises of as Little as 25 Cents an Hour in What Employees Call ‘Damage Control,’” The Washington Post, September 24, 2018, https://www.washingtonpost.com/business/2018/09/24/it-feels-like-damage-control-amazon-warehouse-workers-say-company-is-quietly-doling-out-small-raises/? noredirect=on&utm_term=.57415d467603. 17. K. Weise, “Some Amazon Workers Are Fuming About Their Raise,” The New York Times, October 9, 2018, https://www.nytimes.com/2018/10/09/technology/amazon-workers-pay- raise.html. 18. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/. 19. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/. 20. A. Semuels, “What Amazon Does to Poor Cities,” The Atlantic, February 1, 2018, https://www.theatlantic.com/business/archive/2018/02/amazon-warehouses-poor-cities/552020/.

I have read and reviewed the above case study.

Yes

No

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