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
Human Resources business
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.
3
5 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?
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
