'Drainflow Repairing Jobs That Fail to Satisfy Essay\r'

'William Assemiah, 12021643 Irene Aidoo, 12021610 Sroda Adzo Apam, 12021626 As be Ohenedwira Thomas, 12021639 Dorothy Dede Aklerh Asamoah, 12021634 Sampson Abbey Armah, 12021630 Arthur Sherifa, 12021631 Amadu Waliu, 12021617\r\nReport abstract\r\n1. Executive Summary\r\nDrainFlow, a plumb sustentation firm in the USA, has been losing its nodes to competitors payable to poor ser offenses. hypothesise motivation and triumph among employees is declining across various trade categories within the firm. This dis expiation has been attributed to the overspecialization of some hypothecate social functions in the comp each. The typography attempts to assist DrainFlow amend in three cite beas: gambol organize and cast, incentive policies, and recruitment practices. It go out go further to analyze the causes of the woes being face up by DrainFlow and reserve a constructive testimonial on how to strike them The main contents hold an introduction to the problems DrainFl ow is encountering, analyses of the true business organization, and recomm abateations on how DrainFlow fucking overcome these issues to harbor a long-term hawkish advantage.\r\n2. asylum\r\nResearch shows that a happy encounterer is a productive employee. Satisfied employees tend to be damp at their piece of litigates. M some(prenominal) of the individual behaviors at the run away show up ar affected by job satisfaction The main contents take an introduction to the problems DrainFlow is encountering, analyses of the current 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 invigorated job structure, a new incentive structure, and new hiring practices. The job structure recommendations bequeath entirelyow for more cross learn among office workers and service providers.\r\nThis forget enrich all jobs at DrainFlow by adding different task s, autonomy, and feedback. The new incentive structure ordain digest for flexible benefits and recognition. This is designed to motivate employees and improve node service. Lastly, the new hiring practices result provide a repeatable solution for purpose a cohesive set of new employees. The spread over consists of five (5) parts: Executive Summary, Introduction, Motivation and ancestry Structure epitome, Recommendations and execution.\r\n3. Motivation and Job Structure Analysis\r\n3.1. Job Design Research shows that there is a moderate relationship between job satisfaction and job performance as well as customer satisfaction. Satisfied employees perform better at their jobs and provide better customer service. Employees of DrainFlow atomic number 18 dissatisfied and that is the root cause of their present moorage. Generally, specialization results in be effectiveness and delivering of core competencies among employees when jobs are labyrinthine and require years of acknowledge and learning for mastery. It becomes an albatross when jobs have few tasks and require little skill. The throne line is, jobs have different effects on efficiency and motivation. The current job structure of DrainFlow due to its specialization has contributed to job dissatisfaction among employees and in 25% cases, good turn employees away from the company.\r\nWork groups are dissatisfied with to each one other’s output. The current job structure only assigned tasks without considering the interdependency of those tasks. Due to this, problems such(prenominal)(prenominal) as assigning a plumber appurtenant on a job meant for a plumber, and vice versa, and poor customer service have plagued DrainFlow. DrainFlow should assimilate Hackman’s Job Characteristic Model to render current jobs in the firm. The JCM has five core dimensions which allow skill variety, task identity, task significance, autonomy and feedback. acquisition variety is the use of different skills and talents to complete a variety of work activities.\r\nThe current job- tasks in DrainFlow are very narrow and do non allow employees that skill variety. Task identity is the compass point to which a job requires completion of a whole or identifiable piece. This will help communicate the interdependency of work from one group and the other by the place to bill process. Task significance is the degree to which the job affects the organization and society. There no feedback carry in the firm at present and as such it’s difficult to measure customer satisfaction. Autonomy will provide the freedom, independence and daintiness in scheduling work and determining the cognitive process to be used in accomplishing it. DrainFlow has a preplanned and mean purpose to follow. Feedback will provide employees with make and name information about their own performance. DrainFlow’s employees harbor’t that information to assess their performance.\r \n3.2\r\nIncentive abstract\r\nDrainFlow has no incentive fascinate in place that will motivate employees to put any unneeded effort on the job. The present yield administration is based on skill and qualification. Plumbers are rewarded the more or less as compared to the others because of their take of skill and not on performance. Generally, reward governances 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.\r\nLee’s attempt to salvage DrainFlow by introducing the reward system is laudable but it will need a few modifications. 3.3.\r\nRecruitment Practices\r\nThe current recruitment processes by DrainFlow are based on unstructured interviews by different managers thereby creating a higher direct of inconsistencies in the choices of selection of employees. The use of shortcuts for judgment such as selective perception (tendency to se lectively look what one sees based on one’s interests, background, experience and attitudes), or stereotyping (judging someone on the groundwork of one’s perception of the group to which that person belongs) are prevalent. Although the shortcuts whitethorn aide accurate perceptions and because predictions, they are not full proof and may result in perception inaccuracies.\r\nResearch indicates that impressions are formed within a tenth of a second, based on a first glance. prostitute perceptions may result in employees that are straight-out for the position and/or dissatisfied with work. The current situation at DrainFlow was aggravated by these perceptional recruitment inefficiencies. approximately employees lack pedagogy in customer service, organizational behavior and are anxious about discourse with customers. Order processors do not have qualified experience or skill to explain the customer’s situation to DrainFlow Plumbers or Plumber Assistants .\r\n accusation representatives must deal with the negative reactions of dissatisfied customers; however, write up processors are only involved at the end of the job process and unaware of any job details. DrainFlow plumbers are sometimes reluctant to deliver no-count news of an unexpectedly high bill to customers. Furthermore, it is nominate that a majority of station 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 represent savings, which were to be achieved by dividing assignments and specializing job responsibilities.\r\n4.0\r\nRecommendations\r\nA. Job design\r\nDrainFlow 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 measuring rod Pro cessing be merged into one work unit under a job title. This will enable employees to have a first-time touch with customers. scotch training programs should be organized to enhance their knowledge of plumbing and plumbing-related activities. Feedbacks on customer satisfaction can easily be tracked.\r\nPlumbing partners, besides perform less technical plumbing works, should be minded(p) the opportunity to do rotational job activities in Order and explanation Processing unit. This will foster a better relationship among employees, enhance skill variety, cross training; reduce boredom and accession motivation and job satisfaction. Plumbers should organize training sessions on plumbing for worker in Order and Bill Processing Unit and continue to do tortuous plumbing works. The training should be interactive and heighten on providing skill on how to respond to plumbing problems. This is to add a variety to plumbers’ activities.\r\nB. Incentive intent\r\nThere is no curre nt incentive arrangement in place that is capable of providing employee satisfaction and motivation. DrainFlow should close in an incentive system of rules geared towards increasing 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 create and maintain high customer property 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 Lee’s reward scheme.\r\nRewarding performance should be an current managerial and not just periodic.\r\nTherefore, extrinsic rewards such as performance pay should be reconciled with overall management objectives, used to reinforce a motivational in which nonmonetary rewards exist such as employee recognitio n.\r\nC. Recruitment Practices\r\nBased on the problem analytic thinking 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 function well on the job. The recruitment policy procedure should emphasize on:  A brief digest judgment about the applicant’s say-so and weaknesses  Interpreting facts as they appear on tote up and make judgments; highlight and comment on experience and skills only as they apply to the unavoidably of DrainFlow  Identifying spirit traits (such as Agreeableness, conscientiousness, openness to experience, extraversion, and emotional stability) that will improve customer service and emotional labor\r\n4. Implementation\r\nThis is probably the hardest part of it all. DrainFlow’s challenges of improving employee and customer satisfaction whiles increasing profit level s through cost containment and job performance is contingent on implementing our recommendations. However, any successful implementation of these recommendations will require stick up from toplevel management. The objectives of the diverges should be clearly communicated to employees. DrainFlow should not do any radical changes; they should introduce the changes gradually in order of importance. Redesigning the job structure is essentially the first change management should introduce.\r\nThe focus is on combining order and billing work responsibilities into a single work unit. This should be followed by cross training and periodical job rotational activities. Workers of the newly created Order and bang Unit should be given the opportunity to toller a plumber or plumber assistant to learn the basic concepts of plumbing. This will equip them with the essential competencies in executing order and bill processing. DrainFlow needs to implement a new incentive scheme that is capable of boosting employee satisfaction to put in more effort in their work.\r\nThe proposed incentive scheme should include a financial reward system, as proposed by Lee, and an intrinsic, employee recognition program. Research has shown that financial rewards are more often than not effective and deliver good results only in the short-run. Employee loyalty and long-term motivational needs are triggered by non-financial rewards such as recognition.\r\n5. Conclusion\r\nThis herald summarized recommendations on how DrainFlow will gain a competitive advantage by improving three appoint knobs: job structure and design, incentive scheme and recruitment practices. The recommendations are clear and understandable and should be technically easy and financially cost effective to implement. The score proposes combining some job units, encouraging a weekly job rotational activities, cross training by utilizing the current talents available within the organization, and so on\r\nA 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 optimistic changes in employee satisfaction, customer satisfaction and retention, motivation, loyalty, performance, productivity and profitability.\r\n'