MKTG 260 Regent University Wk5 Enterprise HR Strategies Discussion Responses I will need 2 Response posts (only) to the 2 attached posts below. My original

MKTG 260 Regent University Wk5 Enterprise HR Strategies Discussion Responses I will need 2 Response posts (only) to the 2 attached posts below. My original one will also be attached.

– 150-200 Words Each

– Supportive References

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Study from this week:

Post a message that presents your answers to the case questions for Case 28 Enterprise Rent-A-Car Focuses on its People.

Read: Levy and Weitz, Chapters 16

Retailing Management, (Boston, MA: McGraw-Hill Irwin, 9th edition, 2014), Michael Levy and Barton Weitz, ISBN: 9780077512378
APA 6th Edition Publication Manual of the American Psychological Association, (2009), American Psychological Association, ISBN 978-1-4338-0561-5. Available through http://www.apa.org/pubs/books/4200066.aspx Running head: RETAIL MANAGEMENT
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My original Post:
In the analysis of the Case Study 28, several pros and cons have been identified of the
Enterprise’s human resource management strategy. The first advantage of the adopted Enterprise
Service Quality Index (ESQI) increases motivation to workers in terms of customer satisfaction.
Since ESQI was used to motivate managers were basing on the customer satisfaction scores, thus
prioritizing the clients. By prioritizing customers, it boosts the company’s productivity and
profitability. In 1 Corinthians 14:40, the bible states that “but all things should be done decently
and in order.” Therefore, the retail management process that was established was an appropriate
one despite the developing challenges. On the contrary, the disadvantage of Enterprise’s human
resource management strategy is that it overworks workers, which can lead to job dissatisfaction.
The main reason is that to provide high-level services, new employees have to face grueling
hours to meet the standards. This mechanism seems inappropriate, as stated in 1 Corinthians
14:40.
Furthermore, I would want to work for Enterprise Company because of the following
reasons. According to Levy and Weitz (2014), a company that prioritizes customer satisfaction
boosts productivity and profitability but a time bomb of employee job satisfaction. Hence, I
would work in such a system to influence change in terms of doing things decently and in order.
Finally, the human resource strategy of Enterprise Company complements the quality of
customer service delivered by its representative by ensuring managers meet the company’s
average scores of customer satisfaction. Enterprise complements the quality of customer service
by promoting managers that earn the required average. By doing this, it again articulates what 1
Corinthians 14:40 that things should be done decently to acquire productivity. Using the ESQI
model was appropriate but failed to consider employee job satisfaction.
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RETAIL MANAGEMENT DISCUSSION
References
KJV Bible, (2010). 1 Corinthians 14:40. Creative Commons Attribution License.
Levy, M., and Weitz, B. (2014). Retailing Management, 9th Edition: Chapter Sixteen. Boston,
MA: McGraw-Hill Irwin.
Posts to respond to:
Post #1 – Kat
1. What are the pros and cons of Enterprise’s human resource management strategy?
The main goal of human resource management is to station their employees within their
company in the place where they will most likely thrive and grow. Enterprise’s human resource
management strategy is a fascinating strategy to analyze, as the system presents various pros and
cons. For instance, some advantages of Enterprise’s model is that it empowers employees to
become individual entrepreneurs, be recognized and rewarded for their good work and zeal, and
presents a secured opportunity for promotion within the company, as Enterprise recruits from
within for higher company positions. However, a disadvantage to this system is that good
recruits may pass up the opportunity to work at Enterprise in the first place, as “The firm does
not hire outsiders for other than entry-level jobs” (Levy, Weitz, & Grewal, 2014, p. 589),
meaning that the more advanced positions are exclusively reserved for just Enterprise veterans.
This could be an issue for Enterprise, as this means that the company may not only be missing
out on good recruits, but also rob themselves of the opportunity of fresh, new insight for the
company from younger people or people with outside leadership skills (McCracken, Currie, &
Harrison, 2016).
2. Would you want to work for Enterprise? Why or why not?
Personally, I am enticed by Enterprise’s recruiting methodology given that they look for
candidates who have participated on sports teams, as this can suggest that they would have
strong interpersonal skills. I appreciate this company’s hiring technique, as it suggests to me that
maybe I could find like-minded people/kindred spirits within the pool of Enterprise employees.
Furthermore, I admire that Enterprise’s human management system is centered around
encouraging individuals for what they are doing right, and also that it is addressed and corrected
when things are performed below-standard (Nel, 1993). Lastly, another contributing factor that
would attract me to the Enterprise company is that their headquarters are based in St. Louis, MO,
metro area, which is exactly where I am moving to in less than 2 months. However, due to the
fact that Missouri’s minimum wage is $8.60/per hour, I am not severely keen about entry-level
positions being the expected place for people to start at.
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RETAIL MANAGEMENT DISCUSSION
3. How does its human resource strategy complement the quality of customer service
delivered by its representatives?
Enterprises’s human resource strategy is very complementary to its company customer service
goals, as the company only promotes and places their workers into new jobs when they have
proven themselves as not only being competent, but also being exemplary in their customer care.
One way that Enterprise has made this system of organization possible is by creating their own
employee-rating index/system, that receives real-life-data from real customers reviewing their
experience with Enterprise representatives. Enterprise’s reward and promotion system works
similar to how God eagerly awaits to recognize and reward His children for all that they have
done, as Revelation 22:12 showcases: “‘Look, I am coming soon! My reward is with me, and I
will give to each person according to what they have done’” (NIV, 2018). Enterprise’s attention
to customer service and attention to their employees’ efforts is rather encouraging, as employees
can be assured that what they do does not go unnoticed.
References
Levy, M., Weitz, B. A., & Grewal, D. (2014). Retailing Management (7th ed.). New York, NY:
McGraw-Hill.
McCracken, M., Currie, D., & Harrison, J. (2016). Understanding graduate recruitment, development
and retention for the enhancement of talent management: sharpening ‘the edge’of graduate
talent. The International Journal of Human Resource Management, 27(22), 2727-2752.
Nel, D. (1993). Service quality in a retail environment: closing the gaps. Journal of General
Management, 18(3), 37-56.
New International Version (2018). Grand Rapids, MI: Zondervan.
Post #2 – Dan
What are the pros and cons of Enterprise’s human resource management system?
Enterprise’s human resource management is designed in a manner that promotes the following
reality: “customer service and sales performance have been identified as key differentiators
between successful and less successful retail organizations.” (Silvester & Ferguson, 2003, p. 115)
They recruit primarily college graduates with leadership experience or showed extreme dedication
(i.e. former college athletes). Jack Taylor wanted the company to be known for its high-quality
personalized service. According to Levy (2014), managers need to set goals and provide feedback
on the employee’s performance relative to those goals in order to effectively motivate their staff.
(p. 462) Enterprise’s goals and compensation programs provide motivation to their employees to
meet or exceed expectations. More importantly, they are also good for the company’s bottom line.
I am a bit skeptical of Enterprise’s strong focus on the service quality score for managers to be
considered for a promotion. The company could lose good performing managers (i.e. those that
contribute directly to company profits) as a result. The benchmark customer service quality metric
that requires managers to exceed the company average despite exceeding sales goals and
increasing profits could lead to high turnover over the long term. In my opinion, a manager that
continuously beats sales goals is doing something right and must be recognized accordingly. The
customer service quality goal must be reviewed.
RETAIL MANAGEMENT DISCUSSION
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Would you want to work for Enterprise? Why or why not?
I am not a college athlete nor was I ever involved in college clubs so I do not match the profile of
their typical hire. My extensive retail experience of nearly ten combined years may compensate
for this but it would also mean that my profile would differ greatly from those of my peers. While
Enterprise appears to have an attractive compensation package for managers, I do not believe it
would be the place for me.
More than likely, I would be forced to start at the bottom of the ladder once again. With my
experience, I should be able to land supervisory or even managerial positions when life goes back
to normal. I believe I would be a better fit in an environment that sells other kinds of merchandise
like technology/gadgets, medicines/pharmaceuticals, etc.
How does its human resource strategy complement the quality of customer service delivered
by its representatives?
The company hires people who are perceived to be dedicated and possess strong interpersonal
skills. The goals it sets for employees focus on both sales and profit as well as customer
satisfaction. Because compensation and promotions are tied to these goals, it provides a clear
motivation for employees to take up the cause.
Silvester et al. (2003) found that the key to success, especially in sales and customer service is “an
individual’s belief in their ability to influence their environment and other people.” (p. 129) If their
confidence in this regard is high then initiative and results will follow. Enterprise’s success can be
attributed to its hiring practices. They hire the right people who possess the right skills while
offering an attractive compensation package. The question is, can this confidence be retained if
they do not review and adjust their benchmarks from a promotion standpoint? (see question 1)
References:
Levy, M., Weitz, B. A., & Grewal, D. (2014). Retailing Management (7th ed.). New York, NY:
McGraw-Hill.
Silvester, J., Patterson, F., & Ferguson, E. (2003). Comparing two attributional models of job
performance in retail sales: A field study. Journal of Occupational and Organizational
Psychology, 76(1), 115-132. doi:10.1348/096317903321208916

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