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Customer feedback capabilities and mechanisms were identified and evaluated in30 bank and credit union sites in Las Vegas, Nevada, USA. Additionally, 82 US Internet bank sites were identified and evaluated withrespect to their customer feedback capabilities. Comparisons were made between the brick/mortar and Internet banks and their respective feedback mechanisms. While this study identified a number of value‐enhancing customer feedback characteristics employed in banks, many of these financial institutions were found to be lacking even the most basic methods of feedback collection. Suggestions for improvement and areas for future research were included in the study.

The use of comment cards is a very popular method for obtaining customer feedback in the hospitality industry. An investigation was made regarding the current status of comment card usage in hotel‐restaurants offering high quality, Sunday champagne buffets, in Las Vegas, Nevada, USA. Cards were assessed with regard to frequency and mode of availability, information content, service quality, card design, and management follow‐up. Although 81 per cent of the buffets made use of comment cards, problems were found with accessibility, comprehensiveness of information, questionnaire design principles and frequency of call‐backs.

The use of comment cards is a very popular method for obtaining customer feedback in the hospitality industry. An investigation was made regarding the current status of comment card usage in hotel‐restaurants offering high quality, Sunday champagne buffets, in Las Vegas, Nevada, USA. Cards were assessed with regard to frequency and mode of availability, information content, service quality, card design, and management follow‐up. Although 81 per cent of the buffets made use of comment cards, problems were found with accessibility, comprehensiveness of information, questionnaire design principles and frequency of call‐backs.

The correspondence between individual work goals and available organizational rewards is a primary determinant of job satisfaction and motivation and is also likely to impact job performance. Differences between upper and lower division business students’ work goals suggest that changes had occurred as the students progressed through the curriculum that are likely to be functional for their work adjustment in modern organizations affected by current trends in job and organization design. However, some student priorities remained poorly matched with the available rewards and work requirements they are likely to find in these organizations. The mismatched priorities contrasted sharply with those displayed by U.S. managers in a previous study.