Select one (1) developing country, and discuss the fundamental actions that the leadership of the selected country is — or is not — taking to improve the living standards of its people. Next, using this same country, cite one (1) specific example of progress or regress that its government is making in terms of the economy, the political system, and the environment. 125 wordsGo to BizFiling’s Website and read the article titled “Identifying and Addressing Employee Turnover Issues,” located at https://allaplusessays.com/order. Next, examine your current job position or a job position with which you are familiar. Then, choose three (3) significant factors that you believe have contributed to employees leaving the organization. Next, suggest three (3) methods organizations could utilize to retain their employees. Support your rationale with two (2) examples of such factors/methods. 100 words.
Based on the case study Retention: Deciding to Act (Pg. 718 – Pg. 720), determine whether the major complaints presented in the case study are the true reason for Wally’s Wonder Wash’s high turnover rate. Then, suggest two (2) reasonable retention strategies that Wally’s Wonder Wash could implement. Justify your rationale. Note: Remember, turnover is not always about salary. Therefore, please present strategies that would not involve pay increases. 100 words.
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 have customers feel 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, volumewise,
are after 1:00 on weekdays and from 10:00 to 5:00 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 businesses, let alone
his ambitious expansion plans, are to succeed.
WWW has a strong preference for full-time employees, who work
either 7:30 to 4:00 or 11:00 to 8:00. Part-timers are used
occasionally to help fill in 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 special- ists 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 is 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 ser- vice specialists
receive individual tips. The benefits package is composed of: (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 birth- day, 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. Though lacking data farther 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,
specifically:
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