Read “Case 2-2: Performance Management at KS Cleaners” from the textbook. Answer questions #1, #2, and #3 (located at the end of the case study and also as follows).

Question #1: In the context of KSC, critically evaluate the availability of any prerequisites to implementing a performance management process.

Question #2: Discuss your plans for developing formal job descriptions for the employees at the second shop.

Question #3: Explain key features of developing performance plans for the employees. Provide examples of factors you would consider in developing such plans for the dry cleaner.

You will need to include a brief introduction of the case and critically evaluate the current situation of KSC. It is important to display adequate analysis of the case and integrate sufficient support from scholarly resources throughout the assignment. Use suitable headings and subheadings to organize the work in an appropriate manner.

Your well-written paper should meet the following requirements:

• Be 4-5 pages in length, which does not include the title page, abstract, or required reference page, which are never a part of the content minimum requirements.
• Use Saudi Electronic University academic writing standards and APA style guidelines.
• Support your submission with course material concepts, principles and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
• Review the grading rubric to see how you will be graded for this assignment.

  Case Study: KS Cleaners(KSC) KS Cleaners is a small company that provides severalservices to its customers: dry cleaning of clothes, laundry, ironing, and someclothing repair work. KSC specializes in low-cost volume, promising that drycleaning will be returned to its customers the day after it is turned in. Thecharge is $1.50 for each item dry-cleaned; there is an extra charge forironing, although ironing is usually not necessary because the items are placedon clothes hangers immediately after they are removed from the dryers. Laundry is$1.00 per item, with an extra charge for ironing if desired. Clothing repair,such as hemming, replacement of buttons and zippers, and so on, is charged bythe hour. In addition to Kevin, the owner and manager, there are eightemployees: two dry cleaners, a seamstress, and five general duty employees, whorotate where they are needed among front counter customer service and sortingclothes, loading the machines, removing clothes from machines, folding orhanging up the items, and preparing them for pickup. Kevin has found that hecan hire teenagers for the general duty positions, because these duties don’trequire much training. The company needs employees who are focused on customersatisfaction and quick turnaround; when there are slow times, however, thesehigh school students often work on homework or socialize, which is acceptablebehavior as long as the work gets done and the customers are happy. Pay ranges from minimum wage for the general duty employeesto $15 per hour for the dry cleaners. The seamstress is paid on a negotiatedpiecework basis, depending on the complexity of the task. This shop has been doing so well that Kevin is thinkingabout opening another shop. He has done some research and realizes that he willneed to formalize procedures that, heretofore, he has run almost by instinct. Anew manager will need to operate the new shop in a fashion that is identical tothe successful way he has run his current shop. Although he dreads the process,he recognizes that it is time to document procedures and to formalize jobdescriptions. He has hired you to help him to develop a formal performancemanagement process.

  1. In thecontext of KS Cleaners, critically evaluate the availability of anyprerequisites to implementing a performance management process.
  2. Discussyour plans for developing formal job descriptions for the employees at thesecond shop.
  3. Explainkey features of developing performance plans for the employees. Provideexamples of factors you would consider in developing such plans for thedry cleaner.