Repairing jobs that fail to satisfy Hành vi tổ chức

1 Term Paper on Repairing Jobs That Fail to Satisfy MBA 610 ORGANIZATIONAL BEHAVIOR Submitted to PROF DR M MAHMODUL HASAN School of Business, AUST Submitted by Date of Submission 25th April, 2019 2 Letter of Transmittal Date 25th April, 2019 To Professor Dr M Mahmodul Hasan School of Business, Ahsanullah University of Science Technology 141 142, Love Road, Tejgaon Industrial Area, Dhaka 1208 Subject Submission of term paper on Organizational Behavior for “Repairing jobs that fails to satisfy. We are very much satisfied and pleased to you for having such a prospect to make a report on Organizational Behavior. Our topic was “Repairing jobs that fails to Satisfy”. This paper assists us to congregate convenient and very significant knowledge about the jobs that fail to satisfy. It was really an enlightening experience to work on this term paper. The overall working environment was very friendly. The term paper gave us the opportunity to experience the corporate culture and know about Organizational Behavior. We would like to thank you for guidance you have provided throughout the paper. Now, we want to place our report and for this reason we want your Kind approval.

Term Paper on: Repairing Jobs That Fail to Satisfy

MBA - 610: ORGANIZATIONAL BEHAVIOR

Submitted to:

PROF DR M MAHMODUL HASAN

School of Business, AUST

Submitted by:

Ahsanullah University of Science & Technology

141 & 142, Love Road, Tejgaon Industrial Area, Dhaka - 1208

Subject: Submission of term paper on Organizational Behavior for “Repairing

jobs that fails to satisfy”

We are very much satisfied and pleased to you for having such a prospect to make a report on Organizational Behavior Our topic was “Repairing jobs that fails to Satisfy” This paper assists us

to congregate convenient and very significant knowledge about the jobs that fail to satisfy It was really an enlightening experience to work on this term paper The overall working environment was very friendly The term paper gave us the opportunity to experience the corporate culture and know about Organizational Behavior We would like to thank you for guidance you have provided throughout the paper

Now, we want to place our report and for this reason we want your Kind approval

Acknowledgment

At first, we would like to express our deep gratitude to the creator, who created and nurture us in this transitory world I also express my gratitude to Prof Dr M Mahmodul Hasan for giving us an opportunity to complete our term paper successfully as a partial requirement of OB course We would like to express our indebtedness to our honorable Prof Dr M Mahmodul Hasan (School of Business, Ahsanullah University of Science and Technology) whose scholastic supervision, kind and sympathetic guidance, warm advice and encouragement have enabled us to materialize this term paper successfully

We would like to thank Stephen P Robbins, Timothy A Judge and Neharika Vohra for their wonderful creation ‘Organizational Behavior’ None of this could have been possible without the assistances of this mesmerizingly well explained book

Last but not the least, a big thanks goes to Larry Page and Sergy Brin for inventing Google search engine so magnificently that the problems faced by the students in searching contents for their assignments as well as papers have been shortened

Executive Summary

In recent years, the company has been losing customers to competitors specifically Lightning Plumber while experiencing a decline in job satisfaction and job motivation across the job spectrum within the company This dissatisfaction among employees and customers alike is attributed to the overspecialization of certain jobs within the company that, in the past, has allowed the company to operate effectively with low costs In recent years, this overspecialization has led to negative outcomes including incorrect order processing, customer service issues with billing representatives, and customer service issues with plumbers and plumbers' assistants Meanwhile, the company hired

a management consulting company to assess worker attitudes A survey found that their employees were less satisfied than other employees in comparable jobs Obviously, the company is in trouble, and as revenues shrink and cost savings fail to emerge, a change is evident to survive in this competitive industry As a newly hired regional manager who previously worked for Lightning Plumber, there has been a decline in attitude that does not correspond to the energetic work environment at their previous employer We believe that using a cash rewards program will improve employee performance, job satisfaction, customer satisfaction, and ultimately company profits Moreover, we need to hire people who are a better fit with the company's new goals Current hiring procedures are unstructured and inconsistent among each location's general managers It is believed that standardizing the hiring process will produce employees that have better customer service and organizational behavior tendencies

Companies often divide up work as a way to improve efficiency, but specialization can lead to negative consequences Most of the company has effectively used specialization to reduce costs relative to its competitors’ costs for years, but rising customer complaints suggest the firm’s strong position may be slipping After reading the case, you will suggest some ways it can create more interesting work for employees We will also tackle the problem of finding people qualified and ready to perform the multiple responsibilities required in jobs The new incentive structure will allow for flexible benefits and recognition This is designed to motivate employees and improve customer service Lastly, the new hiring practices will provide a repeatable solution for finding a cohesive set of new employees

It will go further to analyze the causes of the woes being faced by Drain Flow and provide a

06 Features of Organizational Behavior

Job Design Job Satisfaction Emotional Labor Personality

Key Forces Affecting Organizational Behavior

Features of Organizational Behavior

Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations It does this by taking a system approach

That is, it interprets people-organization relationships in terms of the whole person, the whole group, the whole organization, and the whole social system

Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives

Job design

Job satisfaction

Emotional Labor

Personality

Introduction

Drain Flow is a major plumbing maintenance firm who specializes in both residential and commercial services For decades, Drain Flow has operated around the United States, using their specialization strategy to stay ahead of its competitors Although Drain Flow’s specialization strategy has helped reduce its costs, customer complaints have been rising Often, the customer complaints are about response times and costs Several appointments have been rescheduled due to the wrong staff members being sent to jobs Also, some customers have been overcharged due to more experienced and expensive workers being sent to perform simpler tasks that assistants could handle The rising number of complaints has caused many customers to seek services from a newer competing chain, Lightning Plumber

Regional manager, Lee Reynaldo, has been analyzing the problems at Drain Flow and has predicted possible sources Lee believes that employees are not motivated enough and that the job design could be contributing to the problems As a result, Lee has proposed to use cash rewards to improve performance among employees She also wants to find new employees who are a better fit with the company’s new goals Whether Lee decides to go through with these proposed solutions or not, a change needs to be in order to help Drain Flow return back to its highly competitive position within the market

Chapter-1

Question: Although it’s clear employees are not especially satisfied with their work; do you think

this is a reason for concern? Does research suggest satisfied workers are actually better at their jobs? Are any other behavioral outcomes associated with job satisfaction?

Analysis 1.1: Employees who are not especially satisfied with their work tend to be less motivated

to achieve organizational goals This raises a high concern for the organization, in which organizational goals may take even longer to accomplish In this case, employees at Drain Flow are not motivated and therefore, lack the customer service that they should be providing Competitors such as Lightning Plumber offer great customer service in comparison Lightning Plumber has also created a more vital and energetic work environment

Since the early 1900’s, job satisfaction and job performance have been linked together Beginning

In addition to job performance, there are many more behavioral outcomes associated with job satisfaction These associations can be either positive or negative in regards to performance An employee’s organizational citizenship behavior (OCB) is highly dependent on their level of job satisfaction Satisfied employees will go beyond their work expectations simply because they have positive feelings toward their job Support by co-workers and positive experiences in the workplace usually cause employees to engage in OCB Also, customer satisfaction has been found to positively contribute to job performance Satisfied employees have the ability to increase customer satisfaction and loyalty Currently, Drain Flow is receiving several surveys reflecting customer dissatisfaction 40% of the total survey respondents felt that their experience was not good while 30% of the total survey respondents disclosed that they would use a competitor the next time they experience a plumbing issue (Robbins, 2001)

On the contrary, some associations with job satisfaction can result in negative behavioral outcomes Absenteeism, turnover, and workplace deviance all have a negative relationship with job satisfaction When employees are dissatisfied with work and alternative jobs are available, they will have high absence rates However, when few alternative jobs are available, dissatisfied employees have the same low absence rates as satisfied employees (Robbins, 2001) Similarly, turnover is a result of alternative job prospects Employees are influenced by the “pull-push” mechanism, the luring of the other job and the unattractiveness of the current job High human capital, such as high ability, can even influence employees to consider other available alternatives Finally, workplace deviance causes withdrawal at work Employees dislike their jobs so much that rather than finding the source of the problem, they will control the situation with different responses Workplace deviance includes substance abuse, unionization attempts, and stealing at work

Chapter-2

Question: Using job characteristics theory, explain why the present system of job design may be

contributing to employee dissatisfaction Describe some ways you could help employees feel more satisfied with their work by redesigning their jobs

Analysis 2.1: Currently, Drain Flow’s job design is contributing to employee dissatisfaction Not

only are they lacking organization, they are lacking coordination and the proper knowledge The 2,000-employee firm is divided by four basic job categories: plumbers, plumber’s assistants, order processors, and billing representatives All job categories are dependent on another job category to perform at their most efficient level Under the job characteristics model (JCM), the jobs at Drain Flow can be described by five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback Plumber’s and plumber’s assistants both reflect high scores of task identity, task significance, and feedback Both jobs require completion of a piece of work and are significant in the living or working conditions of customers They also tend to generate customer feedback upon completion Plumber’s and plumber’s assistants must tend to all of their assigned jobs However, just because they are assigned to a job, they may not be able to solve the problem For example, when the wrong employee is sent to a job that is too complex for them, the job must

be rescheduled

By sending the wrong employee, the customer and employee have wasted their time and in most cases, the customer declines further contact with Drain Flow Employees are then having to deal with customer complaints on the spot and are having to explain that they are not in control of making appointments Employees are overwhelmed not only with performing their job but also providing customer service Similarly, the wrong employee sent to a job can affect the rates the customer has to pay A highly skilled plumber sent to perform an easy task like snake a drain results

in a hefty bill

Although the existing job design at Drain Flow seems quite simple and straight-forward, employees have become frustrated with having to perform duties outside of their job description As mentioned before, the lack of coordination and knowledge has led to employee dissatisfaction Employees in all four job categories are not working together to gain a better understanding of others skills and the proper knowledge of typical plumbing requests If I were given the opportunity to help employees feel more satisfied, I would redesign their jobs using two distinct methods Through job rotation, I would periodically shift an employee from one task to another I would most likely use this method on plumber’s and plumber’s assistants, where they would take on the duties of an order processor This could benefit Drain Flow because plumber’s and plumber’s assistants already have the knowledge related to plumbing and know exactly who to assign to each job The rotation of jobs reduces boredom and increases motivation in employees (Robbins, 2001) I would also expand jobs through job enrichment This method increases the degree to which the worker controls planning, execution, and the evaluation of work (Robbins, 2001) I believe all job categories would find this

Hopefully though these two methods, the employees at Drain Flow would understand the meaningfulness of their work and how customer satisfaction affects an employee’s job satisfaction

Chapter-3

Question: Lee has a somewhat vague idea about how to implement the cash rewards system

Describe some of the specific ways you would make the reward system work better, based on the case

Analysis 3.1: Based on the case, I believe a cash rewards system would help motivate employees

and will ultimately improve their performance So far, Lee has developed a plan for how she would like to implement the reward system She has determined a few ways on how to measure job performance and how the rewards are to be given to each job category However, she has not determined how to reward the billing representatives, the amount of the cash rewards, and how often the cash rewards will be distributed

just enough information to determine customer satisfaction and job performance Also, employees will have the opportunity to make any changes and improvements to redeem themselves before the end of the month The cash rewards will be given based on the information collected in surveys by the billing representatives For the plumber’s and plumber’s assistants to be eligible they must receive no complaints and all jobs must be handled promptly Order processors will be rewarded for every 20 successful calls and billing representatives will be rewarded on the number of completed surveys they receive The cash rewards will be distributed individually where as a category-wide distribution will result in slackers and only a few employees working hard This will motivate employees even more to work harder to satisfy customers

Looking back at Lee’s initial idea, I would not classify the rewards as small, moderate, or large There is no basis to measure how big the reward should be Therefore, all rewards will be of the same amount, whether it is a $50 bonus or a $100 bonus per employee I believe as long as