Chat with us, powered by LiveChat Retention: Deciding to Act Wallys Wonder Wash (WWW) is a full-AD;service, high-AD;tech, high-AD;touch car wash company owned solely by Wally Wheelspoke. - Writeedu

Retention: Deciding to Act Wallys Wonder Wash (WWW) is a full-AD;service, high-AD;tech, high-AD;touch car wash company owned solely by Wally Wheelspoke.

Case study must be a minimum of 3 full pages of original discussion and analysis, not counting the title page, reference page, figures, tables, and appendixes. The statements in each Case Study must be supported by at least 1 scholarly reference, cited throughout the narrative and placed on the reference list in the APA format. Organize content under Level 1 headings.  

CASE INFORMATION AND QUESTIONS ATTACHED

Criteria Ratings Points

Topic, domains and concepts

35 to >31 pts

Advanced

Clearly addresses the topic assigned, stays on topic, evaluates all domains, comprehensive in content, uses terms and concepts from reading, demonstrates clarity of expression. Statements are supported by at least 1 scholarly source published within the past five years, correctly cited throughout the narrative.

31 to >28 pts

Proficient

Addresses the topic assigned, stays on topic, evaluates most domains, discusses content, uses terms and concepts from reading, and demonstrates clarity of expression. Statements are supported by at least 1 scholarly source published within the past five years, cited at least once in the narrative.

28 to >0 pts

Developing

Does a poor to fair job of addressing the topic assigned, stays on topic, evaluates some domains, discusses content, does not use terms and concepts from reading, does not demonstrate clarity of expression. Statements are not supported by at least 1 scholarly source published within the past five years and cited in the narrative.

0 pts

Not Present

Failing. Student shows evidence of refusal or inability to provide the required content.

35 pts

Work Habits

30 to >27 pts

Advanced

Superior work in all areas. Student consistently exceeds minimal expectations in all areas regarding content analysis, synthesis, and evaluation of topics, participation, timeliness, and writing style.

27 to >24 pts

Proficient

Good work in most areas. Student demonstrates minor deficiencies in some areas regarding content, analysis, writing style, and/or participation.

24 to >0 pts

Developing

Poor to fair work in most areas. Student exhibits need for improvement in most areas regarding content, analysis, writing style, and/or participation.

0 pts

Not Present

Failing. Student shows evidence of refusal or inability to meet minimum standards of work.

30 pts

Personal application

5 to >4 pts

Advanced

The student provides thorough applications as a result of his/her professional life.

4 to >3 pts

Proficient

The student provides good applications as a result of his/her professional life.

3 to >0 pts

Developing

The student provides poor to fair applications as a result of his/her professional life.

0 pts

Not Present

The student provides zero applications as a result of his/her professional life.

5 pts

Case Study Grading Rubric | BUSI643_B01_202320

Criteria Ratings Points

APA Formatting

10 to >9 pts

Advanced

APA format followed, organizes content under APA headings, no large filler quotes, clearly does not plagiarize, clearly finds supportive reasons in reading and applies them in the case study. APA-formatted reference list and in-text citations are included.

9 to >7 pts

Proficient

APA format followed most of the time, headings contained some errors, has no large filler quotes, does not plagiarize, finds supportive reasons in reading and applies them in the case study. Reference list and in-text citations contain 2 – 5 errors.

7 to >0 pts

Developing

APA format inconsistent throughout; missing headings; some large filler quotes; does not plagiarize; finds few supportive reasons in reading and applies them in the case study; reference list, in-text citations, and headings contain more than 5 errors.

0 pts

Not Present

APA format was not followed; large filler quotes present; does not plagiarize; does not find supportive reasons in reading or apply them in the case study; reference list and in-text citations are not included.

10 pts

Spelling, Grammar and Mechanics

10 to >9 pts

Advanced

The Case Study begins with a title page and was typed in 12-point Times New Roman fonts on all pages; all pages were double-spaced; 1-inch margins on all four sides were used. Correct grammar and punctuation were present throughout. Correct spelling and spacing were present throughout. The paper was typed in a formal style and written in the third person.

9 to >7 pts

Proficient

Some errors with the title page, 12-point Times New Roman fonts, double-spacing; or 1-inch margins were present. Some errors with errors with one or more of the following were present: • Grammar, and/or; • Punctuation, and/or, • Spelling, and/or; • Spacing. Some errors with formal style and/or third person were present. 1 – 3 errors were present.

7 to >0 pts

Developing

Significant errors with the title page, 12-point Times New Roman fonts, double-spacing; align text left; extra spacing; or 1-inch margins were present. Significant errors with one or more of the following were present: • Grammar, and/or; • Punctuation, and/or, • Spelling, and/or; • Spacing. Significant errors with formal style and/or third person were present. More than 3 errors were present.

0 pts

Not Present

Errors with spelling, grammar, and/or mechanics were so pervasive that the readability and level of scholarship of the paper were substantially reduced.

10 pts

Case Study Grading Rubric | BUSI643_B01_202320

Criteria Ratings Points

Page count

10 to >9 pts

Advanced

At least 3 complete pages of original graduate-level analysis, evaluation, and discussion (plus title page, reference page, and tables or figures).

9 to >7 pts

Proficient

At least 2.9 pages of original graduate-level analysis, evaluation, and discussion (plus title page, reference page, and tables or figures).

7 to >0 pts

Developing

2.0 – 2.8 pages of original graduate-level analysis, evaluation, and discussion (plus title page, reference page, and tables or figures).

0 pts

Not Present

Less than 2 pages submitted.

10 pts

Total Points: 100

Case Study Grading Rubric | BUSI643_B01_202320

,

Retention: Deciding to Act

Wally’s Wonder Wash (WWW) is a full-­service, high-­tech, high-­touch car wash company owned solely by Wally Wheelspoke. Located in a midwestern city of 200,000 people (with another 100,000 in suburbs and more rural towns throughout the county), WWW currently has four facilities within the city. Wally plans to add four more facilities within the city in the next two years, and later on he plans to begin placing facilities in suburban locations and rural towns. Major competitors in the city include two other full‒­service car washes (different owners), plus three touchless automatic facilities (same owner).

Wally’s critical strategy is to provide the very best to customers who want and relish extremely clean and “spiffy” vehicles and to ensure they have a positive experience each time they come to WWW. To do this, WWW seeks to provide high-­quality car washes and car detailing and to generate considerable repeat business through competitive prices combined with attention to customers. To make itself accessible to customers, WWW is open seven days a week, 8:00 a.m. to 8:00 p.m. Peak periods, volume-­wise, are after 1:00 p.m. on weekdays and from 10:00 a.m. to 5:00 p.m. on weekends. In addition, Wally uses his workforce to drive his strategy. Though untrained in HR, Wally knows that he must recruit and retain a stable, high-­quality workforce if his current facilities, let alone his ambitious expansion plans, are to succeed.

WWW has a strong preference for full-­time employees, who work either 7:30 a.m. to 4:00 p.m. or 11:00 a.m. to 8:00 p.m. Part-­timers are used occasionally during peak demand times and during the summer when full-­timers are on vacation. There are two major jobs at WWW: attendant (washer) and custom service specialist (detailer). Practicing promotion from within, WWW promotes all specialists from the attendant ranks. There are currently 70 attendants and 20 custom service specialists at WWW. In addition, each facility has a manager. Wally has filled the manager jobs by promotion from within (from either the attendant or custom service specialist ranks), but he is unsure if he will be able to continue doing this as he expands.

The job of attendant is a demanding one. Attendants vacuum vehicles from front to rear (and trunk if requested by the customer), wash and dry windows and mirrors, dry vehicles with hand towels, apply special cleaning compounds to tires, wipe down the vehicle’s interior, and wash or vacuum floor mats. In addition, attendants wash and fold towels, lift heavy barrels of cleaning compounds and waxes, and perform light maintenance and repair work on the machinery. Finally, and very important, attendants consistently provide customer service by asking customers if they have special requests and by making small talk with them. A unique feature of customer service at WWW is that the attendant must ask the customer to personally inspect the vehicle before leaving to ensure that the vehicle has been satisfactorily cleaned (attendants also correct any mistakes pointed out by the customer). The attendants work as a team, with each attendant expected to be able to perform all of the above tasks.

Attendants start at a base wage of $8.00/hour, with automatic $.50 raises at six months and one year. They receive brief training from the manager before starting work. Custom service specialists start at $9.00/hour, with $.50 raises after six months and one year. Neither attendants nor custom service specialists receive performance reviews. Managers receive a salary of $27,000, plus an annual “merit” raise based on a very casual performance review conducted by Wally (whenever he gets around to it). All attendants share equally in a customer tip pool; custom service specialists receive individual tips. The benefits package is composed of the following: (1) major medical health insurance with a 20% employee co-­pay on the premium, (2) paid holidays for Christmas, Easter, July 4, and Martin Luther King Jr.’s birthday, and (3) a generous paid sick-­pay plan of two days per month (in recognition of high illness rates due to extreme working conditions).

In terms of turnover, Wally has spotty and general data only. In the past year WWW experienced an overall turnover rate of 65% for attendants and 20% for custom service specialists; no managers left the company. Though lacking data further back, Wally thinks the turnover rate for attendants has been increasing. WWW’s managers constantly complain to Wally about the high level of turnover among attendants and the problems it creates, especially in fulfilling the strong customer service orientation for WWW. Though the managers have not conducted exit interviews, the major complaints they hear from attendants are (1) the pay is not competitive relative to the other full-­service car washes and many other entry-­level jobs in the area, (2) the training is hit-­or-miss at best, (3) promotion opportunities are limited, (4) managers provide no feedback or coaching, and (5) customer complaints and mistreatment of attendants by customers are on the rise.

Wally is frustrated by attendant turnover and its threat to his customer service and expansion strategies. He calls on you for assistance in figuring out what to do about the problem. Use the decision process shown in Exhibit 14.11 to help develop a retention initiative for WWW. Address each of the questions in the process:

1. Do we think turnover is a problem?

2. How might we attack the problem?

3. What do we need to decide?

4. How should we evaluate the initiatives?

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