Benjamin Chua, the Founder of Spic & Span Case Study - Management Assignment Help

Assignment Task :

Task:

On May 28, 2020, Benjamin Chua, the founder of Spic & Span, a cleaning company with a stated social mission to employ marginalized Singaporeans, was reviewing the company's strategic goals. Since its founding in 2017, the start-up had become an award-winning company, and with the introduction of its new cleaning technology, Speco, in September 2019, new job opportunities had been brought to the table for cleaners and management staff alike. The company's workforce had grown to more than 100, effectively doubling in size in less than a year. Spic & Span was expanding its services from condominiums and offices to schools, restaurants, hotels, transportation, hospitals, and homes. While the new technology had opened up new job opportunities for marginalized Singaporeans, it had also increased the level of job complexity. As a consequence, the turnover rate of newly employed staff had increased from 20 per cent to 40 per cent. Chua was puzzled by this. Why were the cleaners not motivated by the new job opportunities? How could he motivate cleaners to stay with the company? How could he help them to understand the job opportunities and eventual career paths that he was providing for them? Would Speco be the solution to resolve this issue? Would Chua be able to steer the company in the direction he desired? What else could be done? 
THE ENVIRONMENTAL CLEANING INDUSTRY IN SINGAPORE 
In Singapore, the cleaning profession was commonly perceived as being a "dirty" or "invisible" job.2 Cleaners sometimes encountered uncivil behaviour. People complained about how smelly cleaners were and often failed to show any appreciation for the work cleaners did. Sometimes cleaners were falsely accused of theft for belongings that had gone missing. Some parents warned their children that if they did not study hard, they might end up becoming cleaners. Cleaners themselves noted that they did the dirty work for the general public.3 In fact, cleaners regularly worked long hours, and their work encompassed a wide range of tasks and places that people did not normally notice, including homes and offices, food courts and markets (e.g., tray and plate collectors), and outdoor areas. Sometimes, depending on the area of their work, cleaners interacted with clients. It was not uncommon to see cleaners scolded, looked down upon, or ill-treated by customers. Rest areas for cleaners were often poor, located near rubbish chutes or staircase landings, with little space for the cleaners to sit or rest during breaks.'` 
 

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