Drainflow Repairing Jobs That Fail to Satisfy Essay

William Assemiah, 12021643 Irene Aidoo, 12021610 Sroda Adzo Apam, 12021626 Asargon Ohenedwira Thomas, 12021639 Dorothy Dede Aklerh Asamoah, 12021634 Sampson Abbey Armah, 12021630 Arthur Sherifa, 12021631 Amadu Waliu, 12021617Report Summary1. Executive SummaryDrainFlow, a quantify maintenance dissipated in the USA, has been losing its nodes to competitors due to poor services. profession motivation and mirth among employees is declining across various muse categories in spite of appearance the firm. This dis satisfaction has been attributed to the overspecialization of whatever concern functions in the company. The give out attempts to assist DrainFlow repair in trey key areas job social organisation and design, incentive policies, and recruitment practices. It volition go further to analyze the causes of the woes being faced by DrainFlow and provide a constructive recomm break offation on how to overcome them The main contents accommodate an introduction to the line of work ons DrainFlow is encountering, analyses of the trustworthy business, and urge onations on how DrainFlow can overcome these issues to foster a long-term rivalrous advantage.2. IntroductionResearch shows that a happy role player is a productive employee. Satisfied employees t destination to be repair at their workplaces. Many of the individual behaviors at the workplace are affected by job satisfaction The main contents include an introduction to the problems DrainFlow is encountering, analyses of the accepted business, and recommendations on how DrainFlow can overcome these issues to foster a long-term competitive advantage. The goal of this proposal is to provide recommendations for a new job structure, a new incentive structure, and new hiring practices. The job structure recommendations willing stick out for more cross culture between office workers and service providers.This will enrich all jobs at DrainFlow by adding different measures, autonomy, and feedbac k. The new incentive structure will allow for flexible benefits and recognition. This is designed to motivateemployees and improve customer service. Lastly, the new hiring practices will provide a repeatable square up for finding a cohesive set of new employees. The report consists of louvre (5) parts Executive Summary, Introduction, Motivation and line of work Structure Analysis, Recommendations and effectuation.3. Motivation and Job Structure Analysis3.1. Job Design Research shows that there is a moderate relationship between job satisfaction and job mathematical operation as well as customer satisfaction. Satisfied employees perform better at their jobs and provide better customer service. Employees of DrainFlow are disgruntled and that is the root cause of their present situation. Generally, specialization results in speak to effectiveness and delivering of meat competencies among employees when jobs are complex and require years of follow through and learning for mast ery. It becomes an millstone when jobs induct few tasks and require little adroitness. The bottom line is, jobs go through different effects on efficiency and motivation. The certain job structure of DrainFlow due to its specialization has contributed to job dissatisfaction among employees and in 25% cases, turning employees away(p) from the company.Work gatherings are dissatisfied with each others output. The stream job structure unaccompanied assigned tasks without considering the interdependency of those tasks. Due to this, problems such as assigning a plumber assistant on a job meant for a plumber, and vice versa, and poor customer service deal plagued DrainFlow. DrainFlow should adopt Hackmans Job Characteristic Model to describe current jobs in the firm. The JCM has five core dimensions which include scientific discipline variety, task identity, task significance, autonomy and feedback. Skill variety is the use of different skills and talents to complete a variety of work activities.The current job- tasks in DrainFlow are very nail and do not allow employees that skill variety. Task identity is the microscope stage to which a job requires completion of a whole or specifiable piece. This will help communicate the interdependence of work from one group and the other through the order to write up process. Task significance is the degree to which the job affects the organization and society. There no feedback channels in the firm at present and as such its difficult to vizor customer satisfaction. Autonomy will provide the freedom, independence and discretion in schedulingwork and determining the mathematical operation to be used in accomplishing it. DrainFlow has a preplanned and stringent procedure to follow. Feedback will provide employees with direct and recognise data virtually their own surgical operation. DrainFlows employees concurnt that information to assess their performance.3.2Incentive SchemeDrainFlow has no incentive sch eme in place that will motivate employees to put any extra effort on the job. The present wages system is based on skill and qualification. Plumbers are respected the most as compared to the others because of their level of skill and not on performance. Generally, reward systems tend to motivate employees better when they are linked to performance the rewards are important, when team rewards are used for interdependent jobs and those rewards are valuable. lee(prenominal)s attempt to salvage DrainFlow by introducing the reward system is applaudable but it will need a few modifications. 3.3.Recruitment PracticesThe current recruitment processes by DrainFlow are based on unstructured interviews by different managers thereby creating a higher level of inconsistencies in the choices of filling of employees. The use of shortcuts for judgment such as selective cognition (tendency to selectively interpret what one sees based on ones interests, background, experience and attitudes), or stereotyping (judging someone on the basis of ones perception of the group to which that person belongs) are prevalent. Although the shortcuts may aide accurate perceptions and thusly predictions, they are not full proof and may result in perception inaccuracies.Research indicates that impressions are formed within a tenth of a second, based on a first glance. Wrong perceptions may result in employees that are unqualified for the position and/or dissatisfied with work. The current situation at DrainFlow was aggravated by these perceptional recruitment inefficiencies. well-nigh employees lack development in customer service, organizational behavior and are anxious about speaking with customers. Order processors do not havesufficient turn inledge or skill to explain the customers situation to DrainFlow Plumbers or Plumber Assistants.Billing representatives must deal with the contradict reactions of dissatisfied customers however, Bill processors are only involved at the end of the job process and unaware of any job details. DrainFlow plumbers are sometimes reluctant to deliver bad news of an unexpectedly high bill to customers. Furthermore, it is clear that a majority of order processors do not know any more about plumbing than customers calling in. These deficiencies have resulted in a direct negative impact on the revenue and cost savings, which were to be reach outd by dividing assignments and specializing job responsibilities.4.0RecommendationsA. Job RedesignDrainFlow work units have been overspecialized and there is little or no coordination among employees of different functional units. Therefore, we recommend a radical redesign of the job structure and business processes to achieve dramatic performance improvements and motivation. Order and Bill bear on be merge into one work unit under a job title. This will enable employees to have a first-time touch with customers. Cross provision programs should be organized to enhance their knowledge of pl umbing and plumbing-related activities. Feedbacks on customer satisfaction can easily be tracked.Plumbing assistants, besides performing slight technical plumbing works, should be given the opportunity to do rotational job activities in Order and Bill Processing unit. This will foster a better relationship among employees, enhance skill variety, cross develop reduce boredom and increase motivation and job satisfaction. Plumbers should organize training sessions on plumbing for worker in Order and Bill Processing unit and continue to do complex plumbing works. The training should be interactive and focus on providing skill on how to respond to plumbing problems. This is to add a variety to plumbers activities.B. Incentive SchemeThere is no current incentive scheme in place that is capable of providing employee satisfaction and motivation. DrainFlow should introduce an incentive scheme geared towards increase employee satisfaction. This scheme should be both intrinsic and extrinsic it should be both skill-oriented and performancebased. Skills in customer service, plumbing and work attitude should be considered in the scheme. Performance-based will reward employees who get to and maintain high customer retention rates. At the end of any job, a customer satisfaction survey should be conducted to assess level of customer satisfaction. Results from the survey should be the bases for implementing Lees reward scheme.Rewarding performance should be an ongoing managerial and not plainly periodic.Therefore, extrinsic rewards such as performance pay should be unchanging with overall management objectives, used to reinforce a motivational in which nonmonetary rewards exist such as employee recognition.C. Recruitment PracticesBased on the problem analysis concerning recruitment practices in DrainFlow, we recommend that management should design a consistent recruitment procedure that is capable of finding and hiring individuals who have the skill and experience to func tion well on the job. The recruitment policy procedure should emphasize on A brief summary judgment about the applicants strength and weaknesses Interpreting facts as they appear on resume and make judgments highlight and comment on experience and skills only as they apply to the needs of DrainFlow Identifying personalitytraits (such as Agreeableness, conscientiousness, openness to experience, extraversion, and randy stability) that will improve customer service and emotional labor4. ImplementationThis is probably the hardest part of it all. DrainFlows challenges of improving employee and customer satisfaction whiles increasing profit levels through cost containment and job performance is contingent on implementing our recommendations. However, any successful implementation of these recommendations will require support from toplevel management. The objectives of the forms should be clearly communicated to employees. DrainFlow should not do any radical changes they should introd uce the changes gradually in order of importance. Redesigning the job structure is essentially the first change management should introduce.The focus is on combining order and billing work responsibilities into a single work unit. This should be followed by cross training and weekly job rotational activities. Workers of the newly created Order and Billing Unit should be given the opportunity to clone a plumber or plumber assistant to learn the basic concepts of plumbing. This will equip them with the required competencies in executing order and bill processing. DrainFlow needs to implement a new incentive scheme that is capable of hikinging employee satisfaction to put in more effort in their work.The proposed incentive scheme should include a fiscal reward system, as proposed by Lee, and an intrinsic, employee recognition program. Research has shown that financial rewards are mostly effective and deliver good resultsonly in the short-run. Employee loyalty and long-term motivatio nal needs are triggered by non-financial rewards such as recognition.5. ConclusionThis report summarized recommendations on how DrainFlow will gain a competitive advantage by improving three key knobs job structure and design, incentive scheme and recruitment practices. The recommendations are clear and perceivable and should be technically easy and financially cost effective to implement. The report proposes combining some job units,encouraging a weekly job rotational activities, cross training by utilizing the current talents available within the organization, etc.A new incentive scheme will create job satisfaction through job motivation this will boost productivity, performance and customer retention. The new recruitment policy entails finding and training employees that fit and share the dreams and aspirations of DrainFlow. Consequently, DrainFlow will see positive changes in employee satisfaction, customer satisfaction and retention, motivation, loyalty, performance, productiv ity and profitability.