Store Manager - Store Manager Tractor Supply Employee Review

1.0
May 26, 2015
Recommend
CEO approval
Business Outlook

Pros

15% off stock shares and a pretty good 401k plan.

Cons

Tractor Supply talks a lot about their 'Mission & Values' but doesn't believe in them at all. For instance, they talk about 'BALANCE' yet they require Store Managers to work a minimum of 52 hours a week, that breaks down to 6-1/2 days a week, when the rest of America typically works 40 hours a week. In fact, 52 hours a week is not nearly enough to accomplish all that has to be done with the minimal payroll dollars that managers are given to staff their store. In addition, managers are forced to cut their budgets (i.e., reduce payroll) in order to achieve rigorous quarterly profit goals. The company is making money hand over fist but they are doing it on the backs of the salaried Store Managers. Unfortunately, the company will not change this strategy because it is a proven formula for success as shown in the stock evaluation over the last few years and the 100+ store growth per year, and more importantly they know that a new crop of Assistant Managers will be gunning for a chance to be Store Manager. Tractor Supply will then ride them for a year or two before they figure out how the system works and then jump ship, at which time TSC will grab another ASM at a bargain price. So would I work there, NO, would I buy stock there, YES.

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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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