4. In the context of KSC, create two results-oriented performance standards for the general duty employees. KS Cleaners is a case study (KSC) KS Cleaners is a small business that offers a variety of services to its customers, including dry cleaning, laundry, ironing, and some clothing repair. KSC specializes in low-cost volume and guarantees that dry cleaning will be returned to consumers the next day. The fee is $1.50 per item dry-cleaned; there is an additional fee for ironing, which is normally unnecessary because the goods are promptly hung on clothes hangers after being removed from the dryers. Laundry costs $1.00 per item, plus an ironing fee if needed. Clothing repairs, such as hemming, button and zipper replacement, and so on, are billed by the hour. In addition to Kevin, the owner and manager, there are eight employees: two dry cleaners, a seamstress, and five general duty employees, who rotate where they are needed among front counter customer service and sorting clothes, loading the machines, removing clothes from machines, folding or hanging up the items, and preparing them for pickup. Kevin has found that he can hire teenagers for the general duty positions, because these duties don't require much training. The company needs employees who are focused on customer satisfaction and quick turnaround; when there are slow times, however, these high school students often work on homework or socialize, which is acceptable behavior as long as the work gets done and the customers are happy. Pay ranges from minimum wage for the general duty employees to $15 per hour for the dry cleaners. The seamstress is paid on a negotiated piecework basis, depending on the complexity of the task. This shop has been doing so well that Kevin is thinking about opening another shop. He has done some research and realizes that he will need to formalize procedures that, heretofore, he has run almost by instinct. A new manager will need to operate the new shop in a fashion that is identical to the 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 job descriptions. He has hired you to help him to develop a formal performance management process