Work available for work, not just long

Work schedules that are irregular are often related to work-family conflicts as well as life and job satisfaction among many employees. Irregular work schedules and overloaded work are the predictors of work-family conflict and that work-family conflict is associated with lower job and life satisfaction. Having to constantly be available for work, not just long hours, creates a daily struggle for workers to reconcile competing caregiving and workplace demands. In this paper, I will apply the knowledge I have gained of organizational change by developing a proposal to implement a tuning change initiative at CarMax.


Irregular and rotating work schedules at CarMax are causing a disturbance between work-family life balances. Working on rotating shift times is worsening work-family conflicts and employees are facing more work stress leading to a decline in overall productivity. Many times I was scheduled to work a closing shift that was followed by an opening shift. For my management team, this was beneficial as it allowed them to rely on me as one of the most trusted employees, but overall it was damaging to their management system in the long run. Closing-opening shifts made me more tired, unhappier and more likely to leave the company causing employee turnover. Having worked a full-time position with the company, I will propose a change plan to identify CarMax’s scheduling policy challenge, diagnose their need and readiness for change, develop a change strategy and action plan as well as discuss the benefits of successful implementation. My change strategy will ensure to aim towards escalating the overall productivity for each employee and also to help contribute to the success of the organization.

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Upon presenting a proposal, I will utilize The Change Path Model to implement a change strategy. Cawsey-Dezca-Ingol states that in the Change Path Model “there is more detail and direction than Lewin and less instruction than Kotter’s change model” (Cawsey, 2016). The Change Path Model consists of (1) awakening stage, which begins with a critical organizational analysis in which the need for change is determined and the nature of the change or vision is depicted. (2) Mobilization step, which identifies the distance between the desired future state and the present state at which the system operates, (3) acceleration stage, which is the process in where plans are developed for bridging the gap between the current mode and the desired future state. This stage basically focuses on action planning and implementation. Lastly, (4) institutionalization stage, which is the process that makes the change inherent in organization processes and considers how to measure change and what measures will be used for level of success desired.