Case Incident : Repairing jobs that fail to satisfy

Anish Joshi Rachana Dangol

Luna Joshi Subita Kapali

Nirjal Dhakal Umesh Agrawal

Facts
In the past, the company has allowed to operate effectively with low costs. In recent years, losing customers to competitors, experiencing a decline in job satisfaction and job motivation due to the overspecialization of certain jobs The overspecialization has led to various issues
incorrect order processing, customer service issues with billing representatives and customer service issues with engineers and engineers assistants.

A few years ago, Firm hired a management consulting company to assess worker attitudes. A survey found that LaptopDoctors employees were less satisfied than other employees in comparable jobs.

Facts
As revenues shrink and cost savings fail to materialize, change necessary to survive in the competitive industry. A new regional manager at LaptopDoctors has observed that the work environment is not as vital or energetic. She believes that using a cash rewards program will improve employee performance, job satisfaction, customer satisfaction, and ultimately LaptopDoctorss revenue. Current hiring procedures were unstructured and inconsistent among each locations general managers. It is believed that standardizing the hiring process will produce employees that have better customer service and organizational behavior tendencies.

Theoretical Background
enhance employees knowledge, skills, and abilities, motivation, and opportunity to contribute associated with positive outcomes greater commitment, lower turnover, higher productivity and quality, better service performance, enhanced safety performance, and better financial performance

Hackman & Oldhams Job Characteristics Model

Core Dimensions
Skill Variety Task Identity Task Signif. Psychological States Outcomes

Meaningfulness of Work

Autonomy

Responsibility for outcomes

High intrinsic Motivation, High job performance, High job satisfaction, Low absentee ism & turnover

Feedback

Knowledge of Results

Analysis:
Job Structure and Organizational Design
Organizational structure designed for low costs, uneven reward structure Job dissatisfaction can lead to higher absenteeism, job turnover and workplace deviance uneven rewards structure can lead to tension and resentment between employees Original Survey shows employees not satisfied. Each work group has complained about the output of other work groups, decreased levels of productivity

Analysis:
Job Structure and Organizational Design
25% of cases, turning customers away from the company five core dimensions of a job; skill variety, task identity, task significance, autonomy, and feedback LapDocs positions are so specialized, no opportunity to expand upon current skills no performance review system to feed information back the rest of the company The current job structure does not score high therefore should be reviewed for possible redesign.

Analysis:
Incentive Structure
Customer retention 75%, customer satisfaction 60%, and decreasing revenues calls for change Currently, no incentive structure to motivate employees to put extra effort into their job. The current pay structure may be externally competitive but need to look at the internal equity or worth of each job to the organization. may consider paying employees more to meet customer needs, high pay often leads to betterqualified, more motivated employees who want to stay with their current organization.

Analysis:
Incentive Structure
Because of LapDocs customer retention issues, quality not quantity should be emphasized in a rewards system The New Managers proposed solution drives employees to complete orders, not ensure their customer is satisfied. must weigh the costs and benefits of a cash rewards system find a balance between intrinsic (employees feel valuable) and extrinsic rewards research shows financial incentives provide short-term motivation, intrinsic or nonfinancial rewards motivate long term.

Analysis:
Hiring Practices
Current hiring inconsistent in the way managers choose employees. result in employees that are unqualified for the position and/or dissatisfied with work Most employees lack training in customer service, organizational behavior and are anxious about speaking with customers The lack of customer service and organizational behavior exemplified by employees stresses emotional labor and thus increases emotional dissonance.

Analysis:
Hiring Practices
This has led to feelings of frustration and resentment and detracted from an employees ability to perform their duties efficiently. These deficiencies have resulted in a direct negative impact on the revenue and cost savings, which were to be achieved by dividing assignments and specializing job responsibilities.

Conclusion
Incentive Structure how LapDoc can improve in three areas: job structure, incentive structure, and hiring practices. The new job structure will allow for more cross training between office workers and service providers, enrich all jobs by adding different tasks, autonomy, and feedback. The new incentive structure will allow for flexible benefits and recognition, motivate employees and improve customer service,

Conclusion
The new hiring practices will provide a repeatable solution for finding a cohesive set of new employees To successfully address the overarching strategic issues, LaptopDoctors needs to increase employee satisfaction and increase customer satisfaction to foster customer retention and increased revenue These goals will enhance the overall well-being of the company and the bottom line

Conclusion
Job Structure and Organizational Design
1. Account Executive: Order processors and billing representatives duties combined Scope to build relationship with customer through service, payment and feedback. Receive training to enhance their knowledge of common computer maintenance problems 2. Assistants: Perform similar tasks with addition as a shadow to executives

Conclusion
Job Structure and Organizational Design
3. Engineers: current tasks and will prepare and execute computer maintenance training for the account executives Earn valuable feedback about customer relationship from AE. The motivating potential score will increase for each one of the job categories by increasing the values of skill variety, task identity, task significance, autonomy, and feedback

Conclusion
Incentive structure
New Incentive program: rewards system will be based on both skill and merit reward skills such as training in customer service, computer maintenance problems, or even organizational behavior Reward for each training session attended Merit based rewards for those who create and maintain high customer retention rates and customer satisfaction scores, based on survey will have an employee recognition program

Conclusion
Hiring Practices
New Hiring Practice: standardized hiring methods to properly assess and gauge an employees best fit effectively identify personality traits that would favor customer service and emotional labor. The Big Five Model : It is most important for managers to be able to gauge individuals' dimensions of extraversion (comfort level with relationships), agreeableness (an individual's propensity to defer to others), and emotional stability (person's ability to withstand stress).