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Business Management Case Study: Yakkatech Corp.

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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, …show more content…

In this essay, the author

  • Explains that yakkatech corp. is a growing it services firm that installs and upgrades enterprise software systems and related hardware. their employees lack job satisfaction and customers feel that the employees "seem indifferent to their problems."
  • Explains that the increase in customer complaints about poor quality services and the lack of employee and administration engagement with their customers suggest something has gone wrong.
  • Recommends improving communication between departments within the company and with their customers becoming more organized as a corporation. they also suggest creating and setting goals to motivate employees and improve skills and training.
  • Analyzes how yakkatech management lacked a true understanding of the underlying causes of their staff's problems and their essential needs and drives.
  • Opines that performance management systems need to provide precision through proper goal setting and training. management needs to examine employees and make changes for improvement through surveys and group meetings.
  • Explains that employee resignations or "voluntary employee quit rates" have increased above the industry average and employee referrals have all but disappeared. job satisfaction is a primary cause for employee turnover and lack of work effort.
  • Opines that yakkatech should introduce personalized incentive schemes suitable for staff to remedy this last symptom and its causes.
  • Concludes that yakkatech executives need to develop employee competency and provide compulsory and supplementary training to their employees.
  • Opines that yakkatech should reward employees based on their performance, which will encourage them to perform better. feedback from customers is also required to evaluate staff performance.
  • Explains that job rotation can be implemented to avoid the employee feeling bored due to maintaining at a position or functional specialization for long time.

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 …show more content…

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

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    • Explains that numerous classification schemes are available in the competence related literature. distinction is made between general and organizational specific knowledge and skill.
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    • Explains that seminars and conferences bring people from the industry closer. they are helpful in broadening the knowledge base of attendees by sharing information / and transfer of learning from one expert to another.
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    • Opines that management development programmes conducted by outside agencies address generic issues pertaining to industries or non-specific to industry.
    • Explains that vocational training programmes can be used to develop standard technical competencies and industry level competencies. engineering colleges and technical institutions train people for specific professions and industries.
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    • Explains that competency is a critical variable in individual, team, and organisational performance. competence conceptualized at sub-individual level helps us visualise competence pool with in department, group, or team.
    • Argues that ability to learn is central to the concept of competence building. organizations need to provide conducive climate for learning.
    • Explains that work related competence and skills are often used synonymously. woolliams defines competence as what is needed to be effective in a particular job.
    • Explains that to be competent in any trade or profession a person needs brain, study, and real-world training. ulrich defines competence as knowledge, skill or ability of employees relevant for organizational performance.
    • States pavett and lau's categorization of 4 skills: technical, human, conceptual, and political. the u.s. department of labor proposed a 3-part foundation scheme of 5 competencies.
    • Explains that human capital theory research on managerial work does not provide a comprehensive classification of skills needed in specific task, industry, and firm level.
    • Explains that meta-competencies include literacy, learning capability, analytical ability, creativity, ability to tolerate and master ambiguity, communication, cooperating with others, and dealing with complex problems.
    • Explains that intra-organizational competencies are firm-specific meta-competencies, which include knowledge about organizational culture, communication channels, informal networks and alliances, and familiarity with political dynamics of the organization.
    • Explains that aptitude, skill, and understanding of the task are cognitive factors and can be considered the components of ability or competence.
    • Explains that mentoring is a process where one wiser and more experienced person assists another person to grow and learn.
    • Explains that mentoring process will be helpful in developing all the six types of competences. meta-competences include interpersonal and conceptual skills. mentoring will positively impact intra-organisational competencies.
    • Explains that in house training programmes are organized to generate fit between the individual and the organisational needs. they address organizational culture and norms and are important for developing intra-organizational competence.
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  • Employee Training and Career Development
    explanatory essay
    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.

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    • Opines that training and development are important factors to the success of any organization. training supports and makes possible the development of new skills and knowledge.
    • Opines that acquiring experience and hands-on knowledge of human resource management is a definitive and attainable goal in the next five years.
    • Explains that each individual's career path is distinctive and depends on their outlook, behavior, work experiences, and activities. the incentives associated with career development are universal and include increasing earning potential and acquiring additional skills and abilities.
    • Explains that training is an integral part of any organization's development and an ongoing process. orientation is the starting point in an employee’s training and helps new employees assimilate
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