Good place to learn retail management - Store Manager Tractor Supply Employee Review

3.0
Jul 4, 2012
Recommend
CEO approval
Business Outlook

Pros

Decent hours, make your own schedule (as the manager), fun customers and team members to work with. Make your monthly sales, you get a small sales bonus to share with the entire team. As the Store Manger, if you make profit plan, you get a substantial bonus, and you add to it by helping your district beat plan and for every dollar you go over plan.

Cons

HARD on managers. My experience showed Tractor Supply has different standards for different managers. What was good for one manager was not good for another; this was across several states and multiple district managers. Mandated to close 2 nights a week, work every weekend, hard to get time off for family vacations. Things that were supposed to happen (one weekend off a month, vacation scheduling, etc) as set forth by the company did not make it to the local level. Very small percent of payroll, we averaged 4% of gross sales and had to cut back on that even when sales were above plan. As the company has grown, it has left behind its best workers. You are now just a number to a large corporation. The CEO used to know everyone by first name, but Jim Wright does not run that style of upper level management.

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1.0
Jul 13, 2026
Recommend
CEO approval
Business Outlook

Pros

You can count on getting biweekly paychecks.

Cons

Words do not exist to adequately describe just how dysfunctional the FAST organization has become. The problem isn’t the people—it’s the structure. Every level of FAST is treated as second-class by Operations, but the hourly FTMs bear the brunt of it. They’re expected to execute impossible workloads while navigating resistance, conflicting priorities, and a complete lack of operational ownership. FAST leadership regularly talks about holding stores and Operations accountable. Yet the moment accountability creates friction or invites criticism, they retreat instead of standing behind their teams. The result is predictable: the people doing the work lose confidence that anyone above them will support them when it matters most. A department cannot succeed when it has responsibility without authority, accountability without support, and expectations without organizational commitment. That’s the reality of FAST today. It’s not just disappointing—it’s unsustainable.

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