Party City

  www.partycity.com
  www.partycity.com
There are newer employer reviews for Party City

 

GREAT PEOPLE SO MUCH FUN TO BLOW UP BALLOONS AND PUT EVERYTHING BACK IN STORE HALLOWEEN IS THE BEST

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Culture & Values
  • Career Opportunities
Current Employee - Crew Member in Harrisburg, PA
Current Employee - Crew Member in Harrisburg, PA

I have been working at Party City part-time (less than an year)

Pros

blowing up balloons
Employees
Flexible hours
halloween is the best time to work !

Cons

Nothing is wrong with party city. It is an awesome place to work.

Recommends
Positive Outlook
Approves of CEO

392 Other Employee Reviews for Party City (View Most Recent)

Sort: Rating Date
  1.  

    Decent first time job.

    Current Employee - Stocker in Lawrenceville, NJ
    Current Employee - Stocker in Lawrenceville, NJ

    I have been working at Party City full-time (more than an year)

    Pros

    Good for a first time job. Good experience interacting with customers and understanding how retail really works.

    Cons

    Depends on the manager. It can be a pretty easy job or a pretty tough job. Halloween keeps you busy so the time goes by fast but any other time during the year can be slow making the time drag on during the day.

    Advice to ManagementAdvice

    Not all your employees are slacking when you're not around.

    Recommends
    Neutral Outlook
    No opinion of CEO
  2. 5 people found this helpful  

    You'll love your job. I guess. ...If you're into that sorta thing.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Sales Associate in Royal Oak, MI
    Former Employee - Sales Associate in Royal Oak, MI

    I worked at Party City part-time (less than an year)

    Pros

    30% employee discount that also covers immediate family members.

    Cons

    The corporate culture leaves much to be desired, and seems to permeate many levels up the organizational hierarchy, trickling down to the individual stores from above. The corporation seems to be somewhat delusional (at best) about itself, or terribly disingenuous (at worst) in its self-presentation, for there is a wide gap between the way Party City describes and presents itself, and the reality of how it actually operates. Abusive leadership is tolerated and rewarded (this was my experience, and from what I've been able to read it seems to be a fairly common experience for low-level employees from many stores across the country), morale is low, store-level managers seem to have narcissistic tendencies, customer-service/customer-engagement/customer-experience seems to be a surprisingly low priority, training of associates is essentially non-existent or (at best) chaotic and inconsistent, at the lowest rung of personnel performance and achievement goes little recognized and unrewarded, employee engagement is lacking while organizational citizenship behaviors are rare, incivility is high (both among employees and frequently towards customers), talent retention and development is overlooked and undervalued, there is little room for advancement for low-level employees who show promise, and their potential goes unrecognized as there is no general corporate preference for "promoting from within" (IE: if you start your career w/ the company from the bottom, you'll have gained little more than a dead-end job, even if you have trainable competencies and high-ambition), there seems to be a Peter Principle type phenomenon taking place at the level of lower & middle management, stores seem to be run with a faint but distinct attitude of vague hostility toward associates (which seems nevertheless to be a consciously determined element of the basic corporate business model) wherein associates are dehumanized into an exploitable company resource to be mined and squeezed (and casually discarded) and exploited to the max and the negative bottom-line effect that this personnel strategy has on the VALUE and PRODUCTIVITY of the various units of human capital seems to generally be discounted (which is a real shame, because it's a lose-lose for both the company and it's employees), and this attitudinal tendency on the part of management to frame its relationship with front-line employees as essentially a zero-sum game (in which the company gains in direct proportion to the extent to which it is unpleasant and unrewarding to work for, as if incentivising employee engagement represents a company cost to be cut, than a gain to maintain) does nothing to create value for customers whose relationships with Party City and its brand are comprised of interactions with with disengaged, stressed out, resentful, frightened, apathetic, underpaid, overworked, borderline-exploited, professional-abused front line employees. The stores are disorganized, and have a peculiar mix of being both under- and over-staffed. The payroll is too meager to schedule an adequate number of employees to be present @ the store @ any given time, but the total *number* of employees *on* that meager payroll is ridiculously, unnecessarily large, such that most employees are given anywhere from 7-23 hrs/wk (seemingly averaging somewhere around 15hrs), and this is only if they are willing to make their availability each week 100% (so forget picking up another part-or-less-than-part-time job, because lower management and I suspect middle and upper as well feel that their "on call" part-of-part-time wage slaves owe them (and their company) *undivided* loyalty. Even if you explicitly express to the hiring managers during your interview your ultimate intention to reach full-time employment, through >1 job if necessary, they will punish you for having the audacity to actually do this by simply cutting your hours down to nothing until you are effectively terminated. You will be totally and utterly expendable, regardless of performance, productivity, or potential, and should go in prepared and expecting this. The sales associate staff is not immune to the negativity and dysfunction that manifests from the corporate culture of this organization. I found there to be a small number of my co-workers whose robust, well-defined personalities, and well-developed value systems more or less insulated them from imbibing the pathological qualities and negative attitudes that defined the workplace environment and social dynamics. [Continued below...]

    Advice to ManagementAdvice

    [Continued from above...]
    ...I also found them to be a small minority, surrounded by a majority whose strategy for "getting by" in their job entailed the adoption of near-sighted and narrowly-focused "Lookin' Out for Numero Uno" policy with regards to their team members and the tasks they considered applicable to their role performance for a given current shift. There was hostility, suspicion, undermining (verging at points on out and out sabotage), self-conscious paranoia wherein even basic acts of cooperation necessary for "teamwork-towards-a-shared-goal" were avoided for fear that to help, support, or assist one's co-worker in any way would allow them to perform better in their duties and this would lead to a more negative evaluation of one's own performance by comparison. The idea that, even if you ultimately share a common goal, the less successful your co-worker is at completing their tasks, the better for you and the evaluation of your performance. This attitude was expressed to greater-or-lesser extents, with more-or-less subtlety, but overall, it was absolutely the norm, and it was related to, A) the predictable result of cultural transmission through an organization; if management, whether secretly or explicitly, takes a covertly adversarial stance toward those very individuals with whom it should be cooperating with toward a mutually beneficial shared goal (serving the consumer), and covertly views them as antagonists in a Zero-Sum game, it makes every kind of sense that this cultural attitude will be transmitted down the corporate hierarchy to lower-level employees who would be expected to absorb and emulate it, and B) the predictable result of having low-status individuals in a power-differential relationship to other individuals within a hierarchically structured organization continuously operate in a chronic, if not always intense, *climate of fear*!!

    In sum, the pay sucked (what the NowHiring! fliers distributed by Party City refer to as, and I quote, "Great Pay!" is, in fact, the federal minimum wage, below which is would literally be illegal to offer employment in exchange for hourly labor), and the hours were, *emphatically*, not "flexible" (again, as per the website and fliers). Whether the environment was "fun", is a fundamentally subjective matter of personal preference (I'm sure lording over subordinates with abusive supervision probably *is* "fun" for certain Little Napoleons in lower management, but it is decidedly not "fun" for the recipients of such treatment, or for the customers who are treated to the privilege of witnessing such behavior), so I'll leave that one up to all you potential employees to go and experience and decide upon yourselves. ::sigh:: But seriously, I've only scratched to surface of the tip of the iceberg. I really could write a novel about everything that is wrong with that company, and about the unfortunate circumstance of finding oneself employed by it.
    ***

    ---> ADVICE TO MANAGEMENT:
    Be the kind of management that is fundamentally interested in the kinds of things, kinds of "advice", that might be written in this 'Advice to Management' text box. Get a real HR dept, and make it accessible to your low-status front-line employees, and create accountability for your lower management staff, don't just be a cliched example of the old business adage, "Incompetent middle management results from incompetent employees simply being promoted to the position wherein they can do the least damage". Realize that your sales associates are on the FRONT LINES of customer/company interaction, and their engagement with their jobs are the number 1 thing that defines the experience of your customers with your brand. DO NOT TOLERATE TOP-DOWN INCIVILITY AND ABUSIVE SUPERVISION FROM YOUR STORE MANAGERS AND DO NOT TOLERATE DISTRICT AND REGIONAL MANAGERS WHO DO TOLERATE IT. DO NOT SIMPLY RESIGN YOURSELF TO HIGH-TURNOVER AS A FUNDAMENTAL AND UNCHANGEABLE REALITY OF RETAIL OPERATIONS! ONLY PROMOTE INDIVIDUALS INTO HIRING MANAGER POSITIONS WHO ARE ACTUALLY COMPETENT WITH HIRING DECISIONS, and then MAKE EVEN YOUR LOWEST POSITIONS INTO JOBS WITH WHICH QUALITY EMPLOYEES FIND REWARDING TO ENGAGE. RETAIN TALENT. RECOGNIZE ACHIEVEMENT, and DEVELOP TRAINABLE POTENTIAL. BALANCE YOUR CORPORATE-OWNED STORE MODEL WITH MORE DIVERSE FRANCHISE OWNERSHIP AND REPLICATE THE METHODS AND INNOVATIONS OF YOUR MOST SUCCESSFUL FRANCHISES. "VERTICAL ALIGNMENT" as a corporate business model may have its efficiencies but its weakness is lack of innovation, lack of outside information, the same weakness that is endemic to all bureaucracy, public or corporate. BE HUMBLE. BE HUMANE.

    Doesn't Recommend
    Neutral Outlook
    No opinion of CEO
There are newer employer reviews for Party City

Work at Party City? Share Your Experiences

Party City

 
Click to Rate
or

Your response will be removed from the review – this cannot be undone.