YakkaTech Corp. is growing IT services firm which mainly installs and upgrades enterprise software systems and related hardware. They have grown and consolidated as well as become more efficient at their business but this isn’t without growing pains. Their employees seem to lack job satisfaction and their customers feel that the employees “seem indifferent to their problems.” The company’s voluntary quit rates have risen above the industry average while management raises pay rates in the hopes that customer service quality and productivity would improve. However, customer service complaints and productivity remain low and employee moral seems to be low as well. So what symptoms in this case study suggest that something has gone wrong? First,
If that doesn’t signal a fire somewhere then I don’t know what management was thinking. The cause of this is that job satisfaction is a primary cause for employee turnover and lack of work effort or involvement. Remember the Exit, Voice, Loyalty and Neglect Model (EVLN)? EVLN is a template that identifies ways that employees respond to dissatisfaction. Another cause is poor company culture. YakkaTech has a highly rigid organizational structure that creates an organizational culture surrounding individual work. This type of culture results in lack of communication, lack of direction towards a common objective/goal and lack of commitment to the
To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences. Performance Rewards. In order to retain the higher performance staff, they should give rewards based on performance. By doing this, it will encourage YakkaTech staff to perform better from time to time. Feedback from customer also required to evaluate staff performance. For sure, the reputation of the company in the eyes of customer will be better by having higher performance staff. Job Rotation. To avoid the employee felt bored due to maintain at a position or functional specialization for a long time, job rotation can be implemented. Job rotation can give new skills to the employee plus it can produce multi-skills workforce after certain period of time. Employees also will appreciate their job as they understand the whole system & the importance of each part of total
The next problem is poor morale. Morale is the job satisfaction, outlook, and feelings of an employee. Right now, employees do not feel secure within the business and are rebelling against it. They do not have a positive outlook for the future of the business and feel betrayed because of all of the people getting let go. The employees right now have a poor morale due to all these factors.
Describes how job rotation can be used to combat the problems caused by job specialization?
Riordan Manufacturing is going through organizational changes because of fluctuations in profits and declining sales. The customers are now serviced by a sales team instead of a salesperson. The manufacturing plants have been restructured into self-directed work teams and some of the manufacturing work has been moved from the U.S. plants to China. Due to all these changes, the employees are experiencing a high level of dissatisfaction. The wide range of demographics creates a challenge for increasing job satisfaction and improving motivation among all employees.
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
Another reason may also come from an employee getting a good, decent salary. This not only improves the job satisfaction, but gives the member of staff an understanding of the fact that they get fair payment for their labors. “[But] if an employee does not get satisfaction in their work, they may seek satisfaction in other work unrelated areas. He or she may also be content with work as it relates to those work-related areas. Job dissatisfaction may also cause an employee to quit” (Robbins).
There are various ways to increase the productivity of workers in the workplace. Through motivation, rewards and punishment, etc. However, none of those approach will success without the cooperation from the employees. In order to improve the company, manager must be able to allocate their employees to respected field. Professionalism can be achieved with the certain amount of time and dedication. Management cannot ignore the importance of low employees’ turnover. This report will show several benefit from having loyal employees in the company.
In many organisations, managers and bosses have found it a struggle implementing successful strategies to improve job satisfaction and productivity among its employees. While dealing with unproductive, unmotivated and unsatisfied employees, there is an increased risk for turnover, which can be prevented. The risk of high turnover is a problem to workplaces as turnover has been proven to ‘take its toll’ on productivity as it disrupts current projects and increases workloads for other employees. It also has a negative impact on team cohesion (Patrick and Sonia, 2012). Job satisfaction is one’s general attitude to the job, and higher the job satisfaction, the more likely he/she will hold a positive attitude towards their job (De Menzes, 2011). De Menzes (2011) believes that employees who are satisfied with their jobs are likely to be more committed to their organisation and be more productive. People are significantly more productive when they are content and achieving individual and organisational goals are able to be fulfilled in a work environment where employees feel happy and motivated. Interventions which can be used to improve job satisfaction and productivity to decrease rates of turnover and unmotivated employees include an increase in workplace training, as well as performance pay.
The correlation results showed that the measures of job rotation were directly related to the employee motivation, development and the job commitment. From the study, 110 employees, which accounts for 88%, suggested that by through job rotation, they have acquired so many knowledge and competences on various job sections in the company. Consequently the study revealed that 120 of the employees have been in the company for more than 3 years. From their response, the most of them indicated that they enjoyed working in various job placements as they usually gained a lot of ideas and satisfaction, which may not be gotten from anywhere else. This showed that job rotation can indeed improve employees’ personal development through acquiring organizational and technical knowledge as well as enhancing their stay at the company, which is commitment. This relationship between the job rotation and the employee development and commitment indicates that a company that gives its workers various chances of gaining the skills diversity, also enhances their interests and thus, would have promotion chances in the institution. This is so in regard that, 60% of the Amazon Inc were found to have been promoted to superior positions due to their interests and competences they acquired from job rotations (Jorgensen,
For managers, the key issue regarding ability is to ensure that employees have the abilities they need to perform their jobs effectively. There are three ways to manage ability in organizations to ensure this happens; selection, placement, and training. (George & Jones, 2005)
The purpose of this report is to brief the management on the importance of employee satisfaction in achieving the competitive goals of the organization through increasing the retention of the employees.
Job Rotation is the third approach known for helping the employees have a greater variety with their jobs by rotating employees from one specialized work to another. Given the appropriate training, employees are allowed to perform more than one job, which will help them increase their motivation and engagement. With the implementation of Job Rotation, easier scheduling will be achieved thanks to the variety of abilities learned by the different trainings and
...ll benefit when the employees are well equip with the excellent oral communication, critical thinking, strong work ethic, teamwork, competence and setting the goal which requires a lot of thinking process.
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
To achieve equilibrium, H&M encourages open communication and employee engagement within the company to satisfy both goal and needs. They came up with an “open book principle” granting every employee the right to express their thoughts on work related issues directly with management. They, too, reinforce the Human Resource Management system by having performance appraisal, a method to evaluate job performance. H&M has done it by using the method of providing feedback as they believe in learning through their own mistakes. Besides, to ensure workers’ work-life balance, the company strongly discourage overtime work and endorse flexible working hours. Everyone in the company is given the opportunity to schedule around their personal and working responsibility. The company also provide comprehensive fringe benefits for their worker which includes staff discounts, incentive bonuses, maternity leave and many more. This is because the Human Resources in H&M emphasise more on job satisfaction rather than title or pay structure. Analysis indicates that H&M has incorporated job enlargement into their business whereby they increase task variety by combining two or more task for more experience working. However, the volume of task to be done is too gruelling for employees causing their company to be listed as one of the highest employee turnover and lowest labour morale in 2008. This shows they have poor job
Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.