Hypothesis Testing

For context, briefly provide the topic and study idea you developed for the Discussion this week (opioids and increased risk of chronic pain) (fewer than 50 words).

Propose a survey method for collecting data (e.g., a structured or nonstructured interview, a focus group, questionnaires) and your rationale for selecting this method as it relates to your specific study idea.

Explain one advantage and one potential disadvantage of the survey method you proposed as it relates to your specific study idea.

Explain at least one strategy that you could use to attempt to get individuals to respond to your proposed survey method.

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Answer The Following Question

watch the videos, What Is Cause Marketing? and Why Cause Marketing Is Important, and answer the following questions:

Question One

• Let’s create a cause marketing campaign for your million-dollar idea that you have already discussed in week six. What is the marketing reason for implementing this campaign? Are you trying to keep existing customers, steal from your competitors, or make your employees feel good about working for you?

Question Two

• Select the cause you want to support and provide the rationale for that choice. Identify a specific organization that you would like to partner with.

Question Three

• How will you structure and promote this campaign to achieve your results? Provide an example to illustrate your point. Provide your rationale.

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The Nurse Leader As A Knowledge Worker

Review the concepts of informatics as presented in the Resources.

Reflect on the role of a nurse leader as a knowledge worker.

Consider how knowledge may be informed by data that is collected/accessed.

The Assignment:

Explain the concept of a knowledge worker.

Define and explain nursing informatics and highlight the role of a nurse leader as a knowledge worker.

Develop a simple infographic to help explain these concepts.

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Questions and Answers

1.1 What is the OSI security architecture?

1.2 What is the difference between passive and active security threats?

1.3 List and briefly define categories of passive and active security attacks.

1.4 List and briefly define categories of security services.

1.5 List and briefly define categories of security mechanisms.

1.6 List and briefly define the fundamental security design principles.

1.7 Explain the difference between an attack surface and an attack tree.

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DB2-502

The readings assigned this week challenge you to think critically about the purpose of education.

  1. What is the purpose of education and how have these readings challenged your perceptions of education?
  2. How have sociological theories been used to explain racial inequality in education?
  3. Which theory do you find most compelling? Why?

Write an initial post fully addressing all components of the prompt above (minimum 500 words).

Responses must reference assigned readings (both ASA and APA format are acceptable)

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The Effect of Overcompensation on Customers’

The Effect of Overcompensation on Customers’

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Breffni M. Noone and Chung Hun Lee Reactions to Denied Service

Hotel Overbooking: The Effect of Overcompensation on Customers’

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334

Journal of Hospitality & Tourism Research, Vol. 35, No. 3, August 2011, 334-357 DOI: 10.1177/1096348010382238 © 2011 International Council on Hotel, Restaurant and Institutional Education

Hotel overbooking: tHe effect of overcompensation on customers’

reactions to DenieD service

breffni m. noone chung Hun lee

Pennsylvania State University, University Park

Overbooking represents an important strategy for many service providers that apply revenue management. Although the objective is to overbook such that no customers are denied service, denials may result when the customer no-show rate is lower than expected. Research has shown that denied service can increase customer complaining behavior, and decrease customer satisfaction and spending behavior. Therefore, it behooves the service provider to put a service recovery strategy in place that will mini- mize the likelihood of these negative outcomes. This study investigates, in the context of denied service due to hotel overbooking, the role of overcompensation (type and amount) in shaping customers’ reactions to the service failure/recovery experience. Results sug- gest that cash-based overcompensation will yield significantly higher satisfaction rat- ings than voucher-based overcompensation or normal compensation alone, although the relationship between cash-based overcompensation and satisfaction is not linear. Additionally, overcompensation, regardless of type or amount, does not significantly influence customer repatronage intentions over and above normal compensation alone.

Keywords: revenue management; overbooking; overcompensation; customer sat- isfaction; repatronage intentions; hotels

introDuction

Revenue management has been applied across a number of service industries, including the airline (B. C. Smith, Leimkuhler, & Darrow, 1992), hotel (Hanks, Robert, & Noland, 1992; Kimes, 1989), car rental (Carroll & Grimes, 1995; Geraghty & Johnson, 1997), and cruise line industries. More recently, revenue management practices have also been associated with broadcasting (Secomandi, Abbott, Atam, & Boyd, 2002), restaurants (Kimes, Chase, Choi, Lee, & Ngonzi, 1998), golf course operations (Kimes, 2000), and utilities and the health care industry (Secomandi et al., 2002). The goal of revenue management is to maxi- mize revenue using demand-based pricing and duration controls (Kimes & Chase, 1998). A variable pricing structure allows for the use of discounted rates to stimulate demand for inventory that would otherwise go unsold, whereas the

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Noone, Lee / HOTEL OVERBOOKING 335

application of duration controls is focused toward maximizing revenue across all time periods rather than during high demand periods alone.

There are a number of tools that service providers can use to control the dura- tion of customer use of a given service, including the use of penalties, service guarantees, forecasting, and process redesign (see Kimes & Chase, 1998, for a comprehensive discussion of these, and other, duration control tools). Techniques for managing arrival uncertainty also fall within the domain of duration control tools. For example, deposits and credit card guarantees are typically used by hotels and car rental companies to discourage customer no-show activity. Overbooking also plays a pivotal role in managing arrival uncertainty. Airlines often sell more tickets than there are seats on an aircraft, and hotels sell more guest rooms than are available, in an attempt to protect against the lost revenue associated with customer cancellations and no-shows (Wangenheim & Bayón, 2007).1

Although the objective is to overbook such that no customers are denied ser- vice, denials (e.g., being “bumped” off a flight or “walked” to another hotel) can result when there are fewer customer no-shows than expected.2,3 From a customer perspective, denied service as a result of overbooking can be regarded as a ser- vice failure (Wangenheim & Bayón, 2007). Compensation can, and does, con- stitute one of the key service recovery attributes that a firm can employ when this type of service failure occurs (A. K. Smith, Bolton, & Wagner, 1999). Unlike the airline industry where federal law dictates the amount of compensa- tion to be given to customers in the event that they are involuntarily bumped off a flight, there are no federal laws governing compensation for walks in the hotel industry (Perkins, 1998). Therefore, it is the responsibility of the hotel operator to determine the type, and amount, of compensation to award the walked guest.

Although the standard “best practice” employed by hotel organizations is to provide the walked guest with a free night’s accommodation in a comparable hotel, transportation, and a telephone call (Salomon 2000), there is evidence that hotels will go beyond this norm, offering additional compensation in an effort to placate the disgruntled guest (e.g., a free night on a future stay, bonus reward program points, a cash amount; DeKay, Yates, & Toh, 2004; Salomon, 2000). This raises an important question: Will the offer of additional compensation yield returns to the hotel organization in terms of customer satisfaction and repatronage intentions?

Previous research across a number of service- and product-related contexts has shown that compensation following service failure is positively related to satisfaction (e.g., Goodwin & Ross, 1989; Hocutt, Chakraborty, & Mowen, 1997; Ruyter & Wetzels, 2000; Sundaram, Jurowski, & Webster, 1997), repur- chase (e.g., Goodwin & Ross, 1989; Hoffman, Kelley, & Rotalsky, 1995; Hoffman, Kelley, & Soulage, 1995; Mack, Mueller, Crotts, & Broderick, 2000; Sparks & McColl-Kennedy, 2001; Webster & Sundaram, 1998) and word-of- mouth activity (e.g., Blodgett, Wakefield, & Barnes, 1995; Gilly & Hansen, 1985; Richins, 1983). Although the literature supports some compensation (including partial) being better than no compensation (e.g., Conlon & Murray, 1996; Goodwin & Ross, 1989; Mount & Mattila, 2000), there appears to be no

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consensus regarding the optimal type, or amount, of compensation to be given in the event of service failure (Davidow, 2003).

In this study, we investigate, in the context of denied service due to hotel overbooking, the role of overcompensation in determining customer reaction to service failure/recovery experiences. We define overcompensation as any addi- tional compensation, over and above normal compensation, that is offered to the walked customer. Given that there are no federal regulations governing com- pensation for walks in the hotel industry, we draw on the standard practice employed by leading hotel chains (Salomon, 2000) and define normal compen- sation as consisting of a free night’s accommodation in a comparable hotel, transportation, and a telephone call.

The specific objective of the study is to examine the impact of two dimensions of overcompensation, type (cash based or voucher based) and amount (i.e., dollar value), on customer satisfaction with the service failure/recovery experience and repatronage intentions. Cash- and voucher-based overcompensations repre- sent two key types of overcompensation currently used by hotel organizations to manage denied service experiences (DeKay et al., 2004; Salomon, 2000). They differ along a number of dimensions, including timing, certainty, and flex- ibility. Thus, their potential differential impact on customer reaction to denied service merits examination. We are also interested in the level, or amount, of overcompensation required to placate the walked customer. In other words, is the sky the limit or is a point reached at which there is no benefit to be gained in terms of customer satisfaction and repatronage intentions from providing above-normal compensation? Exploration of these issues provides an opportu- nity to add to the literature on service failure/recovery experiences by addressing the, still ambiguous, role of overcompensation in driving customer satisfaction and behavioral intentions (Davidow, 2003). From a managerial perspective, we seek to provide insights that will guide overbooking policy decisions for hospi- tality organizations.

The structure of this article is as follows. First, we review the literature rel- evant to our research hypotheses. We then present a description of our research methodology and empirical results. We conclude with a discussion and manage- rial implications.

backgrounD literature

customer reaction to Denied service

Overbooking has the longest research history of any of the components of the revenue management problem (McGill & van Ryzin, 1999). Much of the research in this domain has focused on methods for establishing optimal over- booking levels (see, e.g., Alstrup, Boas, Madsen, & Vidal, 1986; Belobaba, 1987; Brumelle & McGill, 1989; Ladany, 1976, 1977; Lambert, Lambert, & Cullen, 1989; Lefever, 1988; Liberman & Yechiali, 1977, 1978; Littlewood, 1972; Rothstein, 1974; Toh & DeKay, 2002; Williams, 1977). Although a number of studies have examined customers’ reactions to revenue management practices,

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particularly in relation to pricing (see, e.g., Choi & Mattila, 2004; Kimes, 1994; Kimes & Wirtz, 2003; Noone & Mattila, 2009; Wirtz & Kimes, 2007), research on customers’ reactions to the overbooking component of revenue management is relatively scarce.

In the context of airline overbooking, a positive relationship between denied boarding and customer complaints has been demonstrated (Dresner & Xu, 1995). Denied boarding has also been shown to negatively affect customer sat- isfaction (Lindenmeier & Tscheulin, 2008). However, a study by Suzuki (2004) revealed that denied boarding does not affect passengers’ subsequent carrier choice. Wangenheim and Bayón (2007) investigated the long-term behavioral and monetary effects of airline responses to overbooking (i.e., upgrades, down- grades, and denied service). They found that where airline customers experi- enced downgrades and denied service, their number of transactions with the airline was significantly reduced. However, customers who received an upgrade exhibited only weak positive responses. McCollough (2000) reported a similar finding in relation to upgrades in the context of hotel overbooking. “Superb recovery” (i.e., being upgraded to a suite at no additional charge when the reserved economy room was unavailable) failed to yield higher customer satis- faction ratings than when the customer received the reserved economy room. In fact, in the case of unstable recovery (i.e., where the customer believed that the recovery was unstable and unlikely to recur), customer satisfaction ratings were actually lower. McCollough (2000) also found that, depending on the consum- ers’ failure and recovery attributions, superior recovery may have an adverse impact on consumers’ service quality attitudes. Meanwhile, Gilly and Hansen (1985) evaluated three levels of compensation where a hotel could not honor a customer’s reservation: underbenefit (no room is available and nothing is done), equity (arrangements are made for comparable facilities at another location), and overbenefit (arrangements are made for comparable facilities at another location, in addition to a complimentary dinner and a free weekend at the hotel chain). They found that those who received the overbenefiting option were significantly more likely to be satisfied, stay at the hotel again, and recommend the hotel to their friends. Investigating explanation as a service recovery strat- egy, Sparks and Fredline (2007) demonstrated, in the context of denied service due to hotel overbooking, that referential explanations were associated with higher levels of satisfaction and loyalty than justifications.

Although the aforementioned studies provide insights into the impact of denied service and various recovery strategies (e.g., upgrades, explanation) on important outcome variables (e.g., customer satisfaction), none of them, with the exception of Gilly and Hansen (1985) directly addresses the role of compensation in shaping customers’ reactions to denied service. Although the findings of Gilly and Hansen (1985) suggest that more compensation is better, studies in the broader marketing literature in relation to the impact of overcompensation on customer reaction to service failures have yielded conflicting findings, calling into question the notion that “more is better” (Davidow, 2003). In the following section, we review these studies and develop the hypotheses to be tested in the current study.

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Hypotheses Development

Studies that have examined the impact of overcompensation on customers’ reactions to service failures have reported inconsistent results (Davidow, 2003). For example, when Boshoff (1997) tested three levels of redress in an airline context (missed connecting flight because of delay)—apology, apology and refund of expenses, and apology and refund of expenses plus an additional free airline ticket—he found that the higher the level of compensation, the more satisfied consumers were. In the context of a dry cleaning problem, Megehee (1994) found that satisfaction was positively related to the level of compensa- tion received, with compensation ranging from $2.50 (50% of the $5 drycleaner charge for clothing that was still stained after cleaning) to $15 (300% of the $5 charge). However, she also found that those respondents who received $5 in compensation (i.e., the exact amount of the error as redress) had a greater inten- tion to use the service again than those receiving greater amounts of compensa- tion. Garrett (1999) tested three levels of compensation in the context of consumer goods: according to current company policy (i.e., a coupon approximately equal to the product’s average retail value for each unit of product that the consumer bought [retail price range of products was from $2 to $5]), twice as much, and three times as much, as current company policy. Above-normal compensation was not found to increase repatronage, word-of-mouth activity, or satisfaction. In a similar vein, Mack et al. (2000) concluded, based on their study of service failures in the restaurant industry, that overspending on recovery efforts is not necessarily called for, and organizations should beware of overkill strategies, or “giving away the house.”

Not only do the aforementioned studies call into question the optimal level, or dollar amount, of overcompensation to provide customers in the event of service failure, but also none of them address the potential effect of overcom- pensation type on customers’ reactions to overcompensation. In other words, overcompensation was limited to a single type, thus negating examination of the potential differential effect that compensation type may have on customer reac- tion to overcompensation. For example, Garrett (1999) used coupons toward future purchases of company products. Similarly, Gilly and Hansen (1985) operationalized overbenefit in terms of complimentary product that required future consumption of hotel services. Megehee (1994) also used coupons as the form of compensation in her study, although, in that context, she also examined the timing of the compensation (application to current cleaning transaction or future cleaning transactions). She found that timing of the recovery response did not affect satisfaction. However, she also noted that this may be a much more important factor in other service contexts and called for further research in the domain.

Overcompensation type and customer satisfaction. Mental accounting sug- gests that people represent consumption in terms of topical accounts (Kahneman & Tversky, 1984) and that a consumption experience can be construed as an account where consumers track the losses (costs) and gains (benefits) accruing

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Noone, Lee / HOTEL OVERBOOKING 339

from the service. Mental accounting principles suggest that a service failure, such as being denied service, constitutes a large loss, whereas service recovery efforts represent the gain offered to the consumer to offset the loss incurred (A. K. Smith et al., 1999). Here, we propose that when overcompensation is used to offset the loss associated with denied service, its impact on customer satisfaction with the service failure/recovery experience, over and above the satisfaction derived from a normal level of compensation, depends on the com- pensation type. Specifically, we propose that cash-based overcompensation rep- resents a greater benefit to the consumer than voucher-based overcompensation. As a result, cash-based overcompensation is more likely than voucher-based overcompensation to exert a larger positive effect on customer satisfaction than normal levels of compensation alone.

Differences in the timing, certainty, and flexibility associated with the two compensation types provide the basis for this argument. First, a key factor dif- ferentiating cash- and voucher-based compensation is the time at which the benefits are received. Cash-based compensation is received at the time of service failure, whereas the benefits associated with vouchers are typically received at a later date. It has been shown that rewards that are more immediate (e.g., price discounts) are preferred over delayed rewards (e.g., frequent shopper points; Zhang, Krishna, & Dhar, 2000). Additionally, it has been proposed, in the con- text of price promotions, that the timing of a given type of promotion (e.g., money off at-point-of-sale for current purchase vs. coupon toward future use of the product or service) will affect the way consumers encode the savings (Folkes & Wheat, 1995), with immediate savings resulting in lower price expec- tations than delayed savings. For example, the savings associated with a post- poned gain such as a rebate will be discounted because it does not occur at the time that the purchase is made. Equally, we suggest that a postponed gain such as voucher-based compensation will be discounted because it cannot be used at the time of purchase, whereas cash-based compensation represents an immedi- ate benefit that the consumer can use. The notion that gains are discounted in time (Mowen & Mowen, 1991) fits with the economic principle of the time value of money, that is, the value of outcomes is discounted or diminished in response to increases in temporal distance from those outcomes (Mehrez, & Sinuany-Stern, 1983; Ross, Westerfield, & Jordan, 2006).

A related factor that we propose influences the amount of benefit that con- sumers attribute to the two compensation types is the uncertainty associated with receiving the benefit. The very fact that the benefits associated with a voucher are not received at the time of purchase but at a later date may lead to some uncertainty about their ever being received. If the benefits are tentative, consumers may be inclined to segregate them from the loss that they have incurred, in turn resulting in less of an impact on their satisfaction with the service failure/ recovery experience (Klein & Oglethorpe, 1987). Although there is a risk that a voucher will go unused, and thus the benefit may not be received, cash repre- sents a “guaranteed” benefit, with no risk of going unused. It, therefore, represents a more positive benefit in the service experience mental account. Flexibility, in

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terms of how the benefit is used, may also affect the perceived amount of ben- efit associated with different compensation types (Campbell & Diamond, 1990). With cash-based compensation, there are no restrictions in terms of how the compensation is used by the consumer. For example, consumers may choose to apply the cash amount toward the future use of the given product or service. Equally, they may decide to apply the cash to a completely unrelated purchase that they perceive provides them with greater utility. Voucher-based compensa- tion, on the other hand, provides a lesser degree of flexibility as it is tied to future consumption of the product or service. As a result, it may not provide the same degree of utility to the consumer as a more flexible form of compensation.

In sum, we posit that, because of the characteristics associated with cash-based compensation in terms of timing, certainty, and flexibility, cash-based overcom- pensation will generate significantly greater satisfaction levels than normal com- pensation alone. Voucher-based compensation, given that it is delayed in nature and is associated with a great degree of uncertainty and inflexibility, is much less likely to add as significantly to the benefit column of the service experience mental account as cash-based overcompensation. Therefore, we hypothesize as follows:

Hypothesis 1: The impact of overcompensation on customer satisfaction with the service failure/recovery experience is influenced by the type of additional com- pensation offered to the consumer. Cash-based overcompensation will result in significantly higher satisfaction ratings than normal compensation. Cash-based overcompensation will also exert a significantly greater impact on satisfaction with the service failure/recovery experience than voucher-based overcompensation.

Overcompensation and customer satisfaction: How much is enough? While we are proposing that cash-based overcompensation will yield the greatest impact on satisfaction with the service failure/recovery experience, the question remains as to whether the relationship between cash-based overcompensation and satisfaction is strictly positive. In other words, is there a point at which overcompensation will have no effect? Garrett (1999) suggests that a potential reason for the insignificant results that his study yielded with respect to the effect of above-normal compensation on customer satisfaction, repatronage, and word-of-mouth activity is that the impact of compensation on complaining consumers has different effects in specific zones along the continuum of pos- sible compensation values. That is, complaining consumers may become pro- gressively more satisfied with compensation offers up until the “price paid” point (i.e., reimbursement equal to 100% of the price paid by the consumer). Beyond that point, increased amounts of compensation may not significantly affect complaining consumers. Similarly, Davidow (2003) proposes that once reasonable compensation levels have been reached, compensation may cease to be as important a variable in determining postcomplaint consumer behavior. He suggests that this might be considered a type of needs hierarchy, below a certain level of which compensation is necessary to cover expenses and replacement.

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Noone, Lee / HOTEL OVERBOOKING 341

Once that level is reached, compensation may not be as critical to postcomplaint customer behavior.

Drawing on the notion of a needs hierarchy, we propose that, when consum- ers are denied service as a result of overbooking, cash-based overcompensation will increase customer satisfaction but only up to a point. In other words, there is a threshold, beyond which additional compensation has no effect on satisfac- tion. Once consumers perceive that they have received adequate compensation to counteract the potential financial and nonfinancial (e.g., inconvenience, dis- appointment) costs associated with being denied service, they start attending to other needs. As a result, further compensating the consumer to satisfy a need that has already been met will not provide additional utility. Consequently, the impact on customer satisfaction will be negligible. The law of diminishing mar- ginal utility can also be applied in this context. This law states that the perceived value of, or satisfaction gained from, a commodity or service declines with each additional unit acquired or consumed. In other words, there is a certain thresh- old of satisfaction and the consumer will no longer receive the same pleasure from consumption once that threshold is crossed (Dermanov & Eklof, 2001). We hypothesize, therefore

Hypothesis 2: The relationship of cash-based overcompensation with satisfaction with the service failure/recovery experience is not strictly positive. Specifically, cash-based overcompensation will yield increases in customer satisfaction over and above normal compensation but only up to a certain point.

Overcompensation and repatronage intentions. Keaveney (1995) identified core service failures, service encounter failures, and failed employee responses to service failures as three of the main causal variables of customer-switching behaviors in service industries. Therefore, although customer satisfaction repre- sents a key outcome variable on which a firm’s response to service failure can be evaluated, the potential impact of service failure and recovery efforts on customer repatronage should not be overlooked. Here we propose that, when voucher-based overcompensation is received by the consumer, his or her likeli- hood to repatronize the service firm will be significantly higher than under normal compensation or cash-based overcompensation conditions. Returning to mental accounting principles, although the characteristics associated with cash- based overcompensation may drive greater satisfaction with the service failure/ recovery experience than normal compensation or voucher-based overcompen- sation, the characteristics of voucher-based overcompensation lend themselves to the greatest likelihood of repatronage. Specifically, given that voucher-based compensation is tied to repurchase, we suggest that the consumer will avail of the opportunity to redeem the voucher in an attempt to balance out the loss of the service failure, that is, add to the benefit column of his or her mental account for the service failure/ recovery experience. This behavior is consistent with the notion that the consumer feels that he or she “deserves” the benefit that can be derived from redeeming the voucher, and that he or she seeks to restore equity

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following service failure by doing so (A. K. Smith et al., 1999; Walster, Berscheid, & Walster, 1973). We also suggest that the amount (i.e., dollar value) of voucher- based overcompensation will be positively related to repatronage intentions. In other words, the larger the voucher amount, the greater the incentive to repa- tronize the service firm as a means of restoring equity to the service exchange. Therefore, we hypothesize the following:

Hypothesis 3a: Voucher-based overcompensation will lead to significantly higher repurchase intentions than normal compensation or cash-based overcompensation.

Hypothesis 3b: The amount of voucher-based overcompensation is positively related to repurchase intentions.

metHoD

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Info Tech: Case Study 4-2:IBM

Info Tech: Case Study 4-2:IBM

case Study 4-2:IBM

This is for the Social Networking at IBM case study from Chapter 4.

Obviously, you must read the case in its entirety. But, also read the chapter as well. The case requires “short answer” responses to 4 questions. A “short answer” response is a minimum of 6 good sentences. Remember that in addition to applying the knowledge you gained from the readings, this is a writing assignment. To receive full credit for this case assignment, you are expected to cite at least two scholarly sources to support your opinion or assertions. A cover page is NOT required. However, provide an APA style reference list at the end of your response to question 4; only one reference list is required that covers all responses.

Text Book:

Pearlson, K., Saunders, C., Galletta, D. (2016). Managing and Using Information Systems: A Strategic Approach, 6th ed. Burlington, MA: Wiley ISBN: 9781119244288

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Supplemental Reading Post. You Need To Put A Third Item That You Look For An Article Or Video.

Supplemental Reading Post. You Need To Put A Third Item That You Look For An Article Or Video.

[youtube https://www.youtube.com/watch?v=29xau6l1lcY?feature=oembed&w=1200&h=675]
[youtube https://www.youtube.com/watch?v=ZMXfnAdwvSY?feature=oembed&w=1200&h=900]

Supplemental Reading Posts

Each module contains a Supplemental Reading Post where students must submit one post per week. The goal of the post is for the student to describe the lessons learned in the material which they believe applies to their management career ahead. Critique of the material is also welcome.

Each week students will:

Be asked to comment on two of the items (Items include journal articles and videos) in the Supplemental Reading Post module

Find an academic peer-reviewed article similar to one of the items to attach to their post. Some modules have as many as 10 items to choose from, but you only need to comment on two items.

The post should be in the form of a single thread with all of the topics included in the one thread. The thread should contain three to five sentences per item and have an attached PDF version of the student’s new article attached. If there are both articles and videos, a student should choose one of each. In the case you only find articles and no videos, you do two articles and vice versa.

A sample post will be provided in the first Supplemental Reading Post.

Expectations:

The approximate length of a response: 6-10 sentences (3-5 sentences per item (article/video).

Students are not required to respond to other student’s posts.

Each forum is only available for the dates listed in the forum.

All posts are due by Sunday at 11:59 PM of the week of the module.

Posts are worth two points each.

Students will be evaluated on their ability to utilize the concepts presented in the text to explain how these articles and videos inform their management career ahead.

Grades will normally be posted within 5 days.

Feedback for the Supplemental Reading Post will be provided when the student is not on track.

Emailed submissions will not be accepted.

No group work is required.

No attachments! Use the space provided on the board to write or paste your post

Supplemental Reading Post 4

Title: Michael J Tews and Hubert B Van Hoof, 2011, In favor of hospitality management education.

Professors Artilce: Seventy-Five Years of U.S. Hotel Revenues, Expenses, and Profits

Synopsis: The article gives an overview over 7 decades of the triumphs and failures of the lodging industry. Starting form the great depression through the boom in the 50s and into the first decade of the 21stcentury. The wars brought a boom to the industry due to the high demand for rooms for shelter and the new highway system. The article justifies the importance of good management in any situation. Having tactics in order for any disaster should always be in place no matter what the situation is.

Lesson for my management career: This article expounds the importance of preparation. No matter what the economy goes through a lodging operations should always be prepared for the worst.

New Article: In Favor of hospitality management educations

Synopsis: The article explains the arguments and criticism one receives from getting the education in hospitality. Since there are some individuals whom believe it’s more of a common sense industry this article shows reasons why it’s also a great idea to pursue this industry through education.

Lesson for my management career: A few times I have had people ask me why pursue a degree in hospitality and instead just work my way up. The article is informative of the importance of education. One does have the common sense of serving others but all the strategies and an extra layer of knowledge is achieved through reading. I am proud to be completing my education for the hospitality field.

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Can Anyone Help?

Can Anyone Help?

Assignment Guidelines

The outline of the paper will contain a breakdown of, but is not limited to, the following questions:

How did you select the topic in terms of its importance to the social community?

Did it come from the media? Why or why not?

What are the issues, problems, or policies that need to be addressed?

Is it an issue, problem, or policy? Explain.

Is it a combination of an issue, problem, or policy? Why or why not? Explain.

What implemented changes are proffered to affect the topic(s) selected?

Be specific with recommended changes.

Match recommendations with the specific component that you are intending the implementation to affect.

How are the changes valid for the topic(s)? (This is the defense portion and should be significant.)

The positions and changes recommended must be defended with logic and facts.

Facts must all be supported with adequate research sources from legitimate references (cite the facts in APA style in the outline).

Without defended recommendations, this paper will have no merit.

What is the anticipated outcome of the changes for the research topic(s)?

Use logic and deductive approaches to the anticipated outcome.

If you can show something to be so, and it relates to the next step, then the deduction will be strong.

Remember that if any of the arguments in deductive logic are false, then the outcome cannot be valid.

A minimum of 8–10 appropriate references must follow the outline.

This is the backbone of your decision-making process

It cannot be stressed enough that your references need to be from legitimate academic and scholarly sources and must be sound in their scientific acceptance.

Use academic search engines if you are using the Internet.

Do not use simple Internet searches.

Do not limit yourself to Internet-only resources if possible.

The references must be written in APA style for a reference page. Each reference should be followed by a short paragraph that describes what this reference source is going to contribute to the research.

Citations are appropriate in the outline from the references that you have provided. Citations will be in APA format.

Note: If you are able to do this outline in just 6 pages, then the quality needs to be extremely high. While it is a 4–6 page minimum, it is recommended that you stop when you meet the goal, not just because you got to 6 pages.

Paper position needs to be based on “Prosecution of Police Officers”.

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