Satisfaction Targets Discussion

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Please make sure that answer initial post with 250 or more word count in apa format. Make sure no response is plagiarized. The initial questions are in bold and the response to students will follow.

external scholarly sources required: 3

Word count requirement for initial discussion board post: 250

Word count requirement for each response to classmate: 100

Of the two types of customer expectations, adequate performance expectations fluctuates the most.

  • Describe a situation that would cause adequate expectations to increase, thereby narrowing the width of the zone of tolerance.
  • What might a firm do in this situation to achieve its satisfaction targets?
  • Support your post with scholarly RESEARCH on product performance expectations.

Student 1 Shoap, Shoshonna,

Customers have expectations that can cover a broad range of subsets. Customers have expectations on how to be treated in good and bad situations. Customers expect to have a product or service that lives up to its claims. Customers expect a company to back the product in the future. Needs can be met in levels of effectiveness that produce superior, mediocre, or sub-par satisfaction for the customer (Ferrell & Hartline, 2014). When a customer is delighted in a product's efficiency, then the baseline requirement is higher. A product could make good on its performance without exceeding or falling below, allowing a product to operate in a foundational level of satisfaction. Sometimes a product fails to meet needs and a customer is unhappy with the product and company. Companies have to dance a fine line of meeting needs, keeping customers, happy, and staying on track financially.

Companies need to address satisfaction with a thorough strategy that identifies customer expectations on product and company performance. By studying customers' past experiences, tracking current expectations, and communicating with the customers, a company can help formulate the customer adequate expectation baseline (Ofir & Simonson, 2007). Regardless if a customer is delighted, satisfied, or dissatisfied, all three include a baseline of the adequate acceptable levels of product performance. If a company wants to minimize the risk of losing a customer, they need to have a firm understanding of what is needed to keep the product at acceptable performance levels.

Delight levels of need fulfillment have the highest level of adequate performance requirements. Performance levels are a huge factor in the very basic core product values. I would correlate the high levels of adequate performance to a more elite, highly customizable commodity. BMW is a car company that is known for expensive, luxurious cars that serve a more demanding clientele. All the cars have many base features that are present regardless of the level of the car in the product line. Customers that buy cars have a very high level of adequate expectations. The cars continue to have a great deal of prestige and status attached to the name. BMW customers will not buy a car if it does not meet all of their expectations. The BMW company has to stay engaged with its customers to ensure that the baseline is met. Customers are spending a great deal of money on even the basic models and therefore demand the value to match the investment. The two biggest components of customer satisfaction, expectations and purchasing experience, are found through active customer orientation and engagement (Bendaraviciene & Vilkyte, 2019). BMW needs to have a focus on strong customer bonds through the entire car buying process and long-term service to each individual customer. The high base levels of adequate expectations mean the company has to stay engaged with the customers. One strategy the company can utilize is talking to customers about previous purchases. If the company can learn what was liked and disliked about past cars, they can improve the product. Another way the company can gather information is to simply ask the customers what they want. The company can then incorporate reasonable and desired expectations into the product. The company can maintain and uphold industry standards so customers can have confidence in continued product quality. The high monetary investment of the customer could be reduced in perceived cost if the company fostered customer-based communities and clubs to add experience-based values. If customers feel emotionally cared for and connected to a product, they are more likely to remain satisfied. Expensive and prestigious products often have high product standards. A company can help preserve the baseline if they continue to engage with the customers and continually seek stable quality standards.

Student 2 Edwards, Kendria

Customer satisfaction can be looked at in two ways it can be defined as the degree to which a product meets or exceeds the expectations of the customer about that product (Ferrell & Hartline, 2014). When it comes to customer satisfaction you have an upper end of expectations which is desired and mostly want the customer wants then you have the lower end as adequate performance which is what customers are willing to accept (Ferrell & Hartline, 2014). Product expectations are often referred to predictions about how good the product performance will be (Monga & Houston, 2005). I get an hour lunch break and depending on the time of the day I go most places are crowded with others out on their lunch break. I might decide on place nearby like Wendy’s because of the convenience of it and the price however I know the service might be horrible and the food is just ok. My expectations are already set because of the levels of performance I got in my past, I am not looking for anything to be different (Johnson, Anderson & Fornell, 1995). But because of the convenience I stated earlier I go back. Sometimes I go it is as expected and other times it is worse. Those times I make sure to fill out the surveys are called the corporate number. Wendy’s as an organization can take the surveys and the complaints they get and plan a training workshop to help on things we as customers are not satisfied with. We know its fast food, but I still expect my food to be fresh and the service to be pleasant.

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12 Compensating the Flexible Workforce Contingent Employees and Flexible Work Schedules Learning Objectives G When you finish studying this chapter, A you should be able to: 12-1. Describe the four groups ofTcontingent workers. 12-2. Discuss pay and benefits issues for contingent workers. E 12-3. Summarize the three categories of flexible work schedules. S 12-4. Discuss the pay and employee benefits issues for flexible work schedules, , telecommuting arrangements. compressed workweeks, and 12-5. Describe unions’ reactions to contingent work and flexible work schedule arrangements. D 12-6. Identify strategic issues andE choices companies have regarding the use of contingent workers. A N D R CHAPTER WARM-UP! If your professor has assigned this,Ago to the Assignments section of mymanagementlab.com to complete the Chapter Warm-Up! and see what you already know. After reading the chapter, you’ll have a chance to take the Chapter Quiz! and see what you’ve learned. 1 1 Changing business conditions and personal preferences for work–life balance have led to an increase in contingent workers and the use of 2 flexible work schedules in the United States. This chapter looks at compensation issues for contingent 3 workers and demonstrates that compensating contingent workers is a complex proposition. Human resource (HR) and compensation professionals encounter T tremendous challenges in managing pay and benefits for these individuals. Many companies employ both types of individuals, often in theS same jobs. To the casual onlooker, including others in the workplace, there are no visible differences; however, HR and compensation professionals must take many factors into consideration. As we will learn in this chapter, compensation professionals should be aware of the differences between core employees and contingent workers and the complexities of compensating contingent workers, particularly, pertaining to the domain of legally required benefits. 12-1 Describe the four groups of contingent workers. 280 The previous chapters addressed compensation issues for core employees. Core employees have full-time jobs or part-time jobs, and they generally plan long-term or indefinite relationships with their employers. In addition, all core employees were assumed to work standard schedules Strategic Compensation: A Human Resource Management Approach, Ninth Edition, by Joseph J. Martocchio. Published by Pearson. Copyright © 2017 by Pearson Education, Inc. ISBN 1-323-59381-0 THE CONTINGENT WORKFORCE  ;    > ?x (i.e., fixed 8-hour work shifts, 5 days per week). Compensation practices differ somewhat for the flexible workforce. According to the U.S. Bureau of Labor Statistics, contingent workers1 are those who do not have an implicit or explicit contract for ongoing employment. Persons who do not expect to continue in their jobs for such personal reasons as retirement or returning to school are not considered contingent workers, provided that they would have the option of continuing in the job were it not for these reasons. Alternatively, some refer to contingent employment as ‘on-demand’ employment.2 This idea relies on job security as the basis for distinguishing between contingent and noncontingent employment. Figure 12-1 details questions that determine whether workers expect their employment to continue, that is, whether their work arrangement is considered to be contingent. Groups of Contingent Workers There are four distinct groups of contingent workers: G A T E PART-TIME EMPLOYEES The Bureau of Labor Statistics defines S a part-time worker as an individual who works fewer than 35 hours per week.3 The Bureau also distinguishes between two kinds of , part-time employees: voluntary and involuntary. A voluntary part-time employee chooses ISBN 1-323-59381-0 š š š š Part-time employees Temporary and on-call employees Leased employee arrangements Independent contractors, freelancers, and consultants to work fewer than 35 hours per regularly scheduled workweek. In some cases, individuals supplement full-time employment with part-time employment D to meet financial obligations. Some workers, including a small but growing number of professionals, elect to work parttime as a lifestyle choice. These part-timers sacrifice pay, E and possibly career advancement, in exchange for more free time to devote to family, hobbies, and A personal interests. They often have working partners or spouses whose benefits, generally including medical and dental insurance, N extend coverage to family members. Involuntary part-time employees work fewer than D 35 hours per week because they are unable to find full-time employment. Involuntary part-time Rwork represents a substantial share of all part-time employment. There is a commonly held but inaccurate stereotype of involuntary A part-time workers as being low skilled and uninterested in career advancement. To the contrary, many involuntary part-time workers hold entry-level career-track jobs.4 Although we have discussed voluntary and involuntary part-time work as part of 1 the contingent workforce, it is important to emphasize that many core workers negotiate part-time schedules with employers. 1 and the number of individuals who Table 12-1 lists the specific reasons for part-time work 2 each reason. The table also shows work part-time, defined as fewer than 35 hours weekly, for those who usually work on a full-time or part-time basis, for 3 economic reasons, the majority of the workers who were employed on a part-time basis because of slack work or business condiT tions, or they could only find part-time work. We can reasonably say that those individuals are probably working part-time on an involuntary basis. Noneconomic reasons explain approxiS mately 80 percent of those who usually work part-time. Most of those workers indicate that they usually work part-time because they are in school or training, are retirees whose Social Security retirement benefit requirements place a limit on additional earnings. The average weekly hours worked for individuals who usually work part-time based on economic reasons was 22.6 hours and 19.8 hours for noneconomic reasons. Companies may experience advantages and disadvantages from employing part-time workers. Flexibility is the key advantage. Most companies realize a substantial cost savings because they offer few or no discretionary benefits. In addition, companies realize cost savings for benefits that are linked to hours worked (e.g., retirement plan contributions). Table 12-2 shows employers’ costs for providing various discretionary benefits and legally required benefits to Strategic Compensation: A Human Resource Management Approach, Ninth Edition, by Joseph J. Martocchio. Published by Pearson. Copyright © 2017 by Pearson Education, Inc. 281 282   N     >>  24       ) 0          0      )4 )   ‹ 74 0    0   )     +ˆ              0‹ ‰ Š ‰ Š Š
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satisfaction target
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Submission date: 17-Jul-2019 11:15AM (UTC-0400)
Submission ID: 1152640343
File name: satisfaction_targets.edited.docx (36.04K)
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satisfaction target
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Running head: SATISFACTION TARGETS

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Satisfaction Targets
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SATISFACTION TARGET...


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