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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: Date of Submission: 25th April, 2019 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 Sincerely yours, Group: e-Lemon Name I.D Humayun Ahmed 17-02-52-001 Masud Miah 12-02-51-117 Md Shawon 18-02-51-126 Md Nazibur Rahman 16-01-52-003 Muhammad Zahirul Islam 17-02-52-003 Mahabuba Rahman 18-01-51-051 Signature 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 constructive recommendation on how to overcome them The main contents include an introduction to the problems Drain Flow is encountering, analyses of the current business, and recommendations on how Drain Flow can overcome these issues to foster a long-term competitive advantage Table of Content Serial No Content Page No 01 Letter of Transmittal 02 Acknowledgement 03 Executive Summary 04 Organizational Behavior Definition 05 Key Forces Affecting Organizational Behavior 06 Features of Organizational Behavior 07 Introduction 08 Questions from The Case Job Design Job Satisfaction Emotional Labor 10 Personality 10 11 Question 12 Question 15 Question 18 Question 20 Question 22 Question 24 09 Recommendation 26 10 Conclusion 28 11 References 29 12 Appendix 30 Organizational Behavior Organizational Behavior (OB) is the study of Human Behavior in organizational settings, the interface between human behavior and the organization, and the organization itself Organizational Behavior researchers study the behavior of individuals primarily in their organizational roles “Organizational behavior is directly concerned with the understanding, prediction, and control of human behavior in organizations.” — Fred Luthans Organizational behavior is the study of both group and individual performance and activity within an organization 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 10 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 motivational and will lead to greater job satisfaction Job enrichment allows employees to have more freedom and responsibility so that they can assess and correct their own performance (Robbins, 2001) I would enrich the jobs by implementing the JCM within each guideline 16 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 17 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 I would improve this reward system by creating a number of guidelines First, this reward system should be done on a monthly basis I believe this time frame allows billing representatives to collect 18 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 everyone is doing their best and are making an effort to improve customer satisfaction, they should be presented with an incentive to even better 19 Chapter-4 Question: Explain the advantages and disadvantages of using financial incentives in a program of this nature What, if any, potential problems might arise if people are given money for achieving customer satisfaction goals? What other types of incentives might be considered? Analysis 4.1: Financial incentives may result in both advantages and disadvantages The main advantage of financial incentives is that they are highly motivational A program of this nature would benefit from financial incentives because they would be striving to meet short-term goals Research suggests that financial incentives may be more motivating in the short term rather than the long-term In addition, financial incentives challenge employees and make them set higher goals for themselves This then improves performance and subsequently customer satisfaction Some disadvantages of financial incentives include the loss of organizational focus Employees may not be able to concentrate on organizational goals and tend to focus more on receiving the cash reward For organizations, they will incur higher compensation costs to account for the additional bonuses Finally, financial incentives increase competitiveness within the workplace and takes away from competing outside the organization Given these disadvantages, potential problems may arise if people are given money for achieving customer satisfaction goals Organizations could start losing more and more money if employees are constantly meeting satisfaction goals Although meeting these goals are pertinent, giving money as an incentive becomes costly Also, employees may put pressure on customers by always requesting feedback I feel that feedback should be given at one’s ease To prevent these possible problems and any additional problems from happening, other types of incentives could replace the form of money Organizations can use a variety of employee recognition programs that are either private or widely publicized For example, Drain Flow’s regional managers could announce 20 employee accomplishments or even create a visible employee recognition wall for everyone to see These are both inexpensive ways to recognize employee performance and to motivate other employees Furthermore, organizations could recognize employees by giving them rewards of some value For instance, one-month Drain Flow could decide to make the reward a free pair of movie tickets This method allows management to be more creative with their incentives and leaves employees excited about their potential reward 21 Chapter-5 Question: Create a specific plan to assess whether the reward system is working What are the dependent variables that should change if the system works? How will you go about measuring success? Analysis 5.1: As regional manager of Drain Flow, Lee Reynaldo should evaluate the customer surveys on a weekly basis It is important that she is aware of the progress of the employees and the feedback from their customers After roughly months of implementing the reward system, Lee should assess which individual employees and specific job categories are receiving the most rewards She should continue with this evaluation for every months By keeping track of the employees and job categories that value this reward system, she can see how effective the system actually is This will also help her decide whether the reward system is working for everyone at Drain Flow or just within specific job categories Lee can then decide if she wants to keep the reward system, make changes, or get rid of the reward system all together If the reward system is perceived to work, productivity and job satisfaction are expected to increase Employees will view this reward system as another goal they must reach and when they reach it, 22 they become much more satisfied with their job Also, absenteeism and turnover rates are expected to decrease Employees will be even more motivated to come to work and increase their chances of earning the cash reward They will value their job titles and are most likely not to leave their organization However, turnover could benefit Drain Flow if underperforming employees leave the organization and can be replaced by someone with the proper skills and that are interested in meeting the organization’s goals Consequently, the success of the reward system will be based on positive customer feedback Drain Flow will be much more successful if customers are satisfied with their services Customer satisfaction results in returning customers and possibly new referrals The customer feedback will be gathered from surveys and will be kept on record The surveys will measure the success of the employee meeting its goals by customers using a scale The scale to rate the employee will be from to 5, being unsatisfactory and being satisfactory The customers will be able to rate them on a number of things and can leave additional comments if they please 23 Chapter-6 Question: What types of hiring recommendations would you make to find people better suited for these jobs? Which Big Five personality traits would be useful for the customer service responsibilities and emotional labor? Analysis 6.1: Considering the problems with current employees at Drain Flow, there needs to be a few changes to find people who are better suited for these jobs All job categories should go through a similar interview process but, interviews should be standardized within each job category This allows the general manager to better understand how qualified a person is for the specific job They must have the ability to perform all of the tasks required of that position Although a candidate may seem qualified for a job, they should still go through a 2-week training session This should make the general manager along with any regional managers at Drain Flow to have more confidence in their employee’s performance The sessions will cover basic knowledge pertinent to the job category, organizational behavior, customer service, and a brief overview of other contributing jobs at Drain Flow In addition, personality tests should be part of the hiring process Personality traits allow managers to better understand how an individual will behave in certain situations and how well they can interact with others Both aspects are key components when working at Drain Flow 24 In my opinion, all Big Five personality traits would be useful for the customer service responsibilities and emotional labor Customer service responsibilities mostly reflect the extraversion and conscientiousness dimensions The extraversion dimension describes someone who is sociable while the conscientiousness dimension describes someone as responsible and organized (Robbins, 2001) Customer service interacts with customers constantly and need to know how to properly communicate with them They are depended upon to handle any issues a customer may have Similarly, emotional labor mostly reflects the extraversion and emotional stability dimensions All employees at Drain Flow engage in emotional labor, a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work (Robbins, 2001) 25 Recommendations Some recommendations for Policies for improvement of the level of job satisfaction are as follows: a) Three major areas of dissatisfaction These are: salary, promotion and benefits The dissatisfaction regarding promotion is serious than any other issue It is true that the promotion opportunity is narrower in the upper levels In spite of this the Bank Management should think positively and take care of it so that the dissatisfaction level can be reduced at least up to an acceptable level b) Salary is the primary and most important factor for satisfaction It should be high enough to maintain the living standard of employees The authority should consider that salary structure and benefits should be reasonable and comparable with that of other banks and /or other similar institutions c) The bank should have a transparent standing policy for promotion of employees so that an officer not getting promotion can clearly understand the causes behind it and may devote him to be fit for promotion So that they can improve their working standard with a competitive attitude to make themselves fit for the future promotion d) In addition to salary, there are some kinds of benefits such as insurance coverage, various staff loan, leave fair and other fringe benefits There should be maintaining equality for every level of officers in providing these benefits e) The study determined six areas of job satisfaction of JBL officers They are: supervision, rewards, operating procedure, co-workers, nature of work and communication system The bank authority should be careful to maintain this trend, so that the level of job satisfaction can prevail in the minds of officers f) A congenial and supportive atmosphere should be maintained in the working place so that officers can enjoy their job The helpful attitude of co-workers to each other should be maintained g) Operating procedure of the bank should be simple and transparent The employees should feel at home and find satisfaction in their job if the working procedure is easily understandable to them In this regard provisions in service training and guidance should be provided to perform banking job efficiently h) Sharing of information among different divisions within the organization should be possible; so that the employees feel belongingness 26 i) All the superiors at each level should be cordial and friendly to their subordinates j) There should be provision for different kind of rewards for better performance It will encourage them to take responsibility and also will improve their willingness to perform better 27 Conclusion Satisfaction or dissatisfaction of employees is one of the most important and crucial parts of a company Without satisfied employees no company can run smoothly even may not survive For the success of a company it is the major responsibility of management to ensure employees satisfaction It is not an easy task for management and lots of research works are required to find out the way for employee’s satisfaction Company need to design policies and strategies that will satisfy employees as well as cost efficient from company’s perspective This report summarized recommendations on how Drain Flow will gain a competitive advantage by improving three key 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 report proposes combining some job units, encouraging a weekly job rotational activities, cross training by utilizing the current talents available within the organization, etc A 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 Drain Flow Consequently, Drain Flow will see positive changes in employee satisfaction, customer satisfaction and retention, motivation, loyalty, performance, productivity and profitability 28 References Book: Stephen P Robbins, Timothy A Judge, Neharika Vorha; Organizational Behavior (Fifteenth Edition); Pearson WEB: http://www.ukessays.com/essays/management/repairing-jobs-that-fail-to-satisfymanagement-essay.php#ixzz3hsA0j0lc http://www.ukessays.com/essays/management/repairing-jobs-that-fail-to-satisfymanagement-essay.php#ixzz3hs9atSnP https://www.firsttennessee.com/global/Careers/Benefits/ http://www.entrepreneur.com/article/70060 https://www.academia.edu/31598118/Term_Paper_on_Repairing_Jobs_That_Fail_to_Satisf y https://phdessay.com/he-repairing-jobs-that-fail-to-satisfy/ https://studymoose.com/drainflow-repairing-jobs-that-fail-to-satisfy-essay 29 Appendix 30