Due to subpar services, DrainFlow, a plumbing maintenance company in the USA, has been losing clients to rivals. Employee satisfaction is crucial in any workplace since it impacts many actions individuals engage in. When managers or owners of an organization cannot obtain satisfying performance from their staff, it truly affects the results of the organization and its productivity. Across most job categories within the company, employee engagement and job satisfaction may be dropping, which has been linked to the company’s overspecialization in specific job roles. The ideas on improving DrainFlow in three crucial areas—hiring, incentive programs, and work structure and design practices – will be introduced further. It will investigate the root reasons for DrainFlow’s problems in more detail and give helpful suggestions for getting around them.
The concerns DrainFlow is facing, evaluations of the current market, and suggestions for how DrainFlow might resolve these problems to create a sustainable competitive advantage make up the bulk of the document. Like DrainFlow’s performance diminishes, this division of labor does not increase employee satisfaction. In a competitive business climate with a multitude of companies, the organizational behavior portrayed by the company is subpar. Unhappiness is made worse by the employees’ lack of development that is appropriate for their jobs. This is the most critical strategic problem that needs to be solved for the management to keep the company afloat in a cutthroat market. The right motivational incentives must increase employee satisfaction and improve the company’s performance.
The link between job happiness, job performance, and customer satisfaction is moderate. Dissatisfaction among employees and customers is directly tied to DrainFlow’s deteriorating performance as a company. According to Robbins and Judge, “Happy workers are more likely to be productive workers” (88). The person must put in emotional labor while dealing with client complaints, generally, “individuals with higher job satisfaction perform better, and organizations with more satisfied employees tend to be more effective than those with fewer” (Robbins and Judge 88). When tasks are complex and need years of training and experience to perfect, specialization typically results in cost-effectiveness and the delivery of core capabilities across individuals. An employee’s “assessment of satisfaction with the job is thus a complex summation of many discrete elements” (Robbins and Judge 83). Therefore, when jobs have few tasks and need minimal ability, it becomes an obligation that does not allow growth. DrainFlow has had issues, including allocating a plumber assistant to work required for a plumber and vice versa, as well as subpar customer service. With the existing job tasks in DrainFlow, employees cannot use a wide range of skills. The degree to which a study needs the completion of a whole or recognizable portion is called task identity. This will make it easier to explain how the order-to-bill process involves the interdependence of labor from different groups.
The relevance of a task is how much it impacts the organization and society. When there is autonomy, people have the freedom, independence, and discretion to choose when and how to complete tasks. DrainFlow adheres to a meticulously defined process. In general, incentive programs linked to performance are essential, employed in teams for interdependent tasks, and users tend to inspire employees better than those not. The present hiring procedures used by DrainFlow are based on unstructured interviews conducted by several managers, which leads to increased levels of inconsistency in the personnel decisions made. It is common to utilize judgment shortcuts like stereotyping or selective perception. The shortcuts may help with accurate perceptions and predictions, but they are not foolproof and may lead to inaccurate views.
Work units at DrainFlow are overly specialized, and there is little to no cooperation among staff from various functional departments. In general, most employees are happy with intriguing employment that offer training, variety, flexibility, and control, and unsatisfied employees are more likely than satisfied ones to abandon their jobs or be absent. Therefore, one of the suggestions would be to completely revamp the employment structure and business procedures to generate significantly better motivation and performance, enabling employees to interact with customers for the first time. Programs for cross-training should be set up to improve their understanding of plumbing and tasks related to it. It is simple to track client satisfaction ratings. Order and bill processing unit rotational job activities for plumbing helpers should be available with less specialized plumbing tasks. This will improve workplace relationships, increase skill variety, promote cross-training, lessen boredom, and boost motivation and job satisfaction. Plumbers should continue doing intricate plumbing work while planning plumbing training sessions for employees in the Order and Bill Processing Unit. The training should emphasize practical skills for handling plumbing issues and be participatory, which will diversify the work that plumbers do.
Currently, no incentive program in place can motivate and satisfy employees. DrainFlow ought to implement an incentive program aimed at raising staff happiness. The plan should consider a person’s aptitude for plumbing, customer service, and work ethic. Employees who generate and sustain high client retention rates will receive compensation based on performance. Personality or characteristics play a significant role in job satisfaction, impacting issues including performance, employee retention, punctuality, security, frustration, and collective representation. Robbins and Judge claim that “creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that managers’ efforts to improve employee attitudes will likely result in positive outcomes, including greater organizational effectiveness, higher customer satisfaction, and increased profits” (94). Any job should end with a customer satisfaction survey to determine the level of performance, which should be rewarded regularly, not simply when it is warranted. Extrinsic benefits like performance pay should be congruent with overall management goals and used to support non-monetary rewards for motivation, like staff appreciation.
Another suggestion would be that management creates a standardized hiring process to locate and hire people with the necessary skills and experience to do well at work. Employees of DrainFlow may experience greater job satisfaction as a result of job expansion. The hiring process should follow by offering a summary assessment of the applicant’s qualifications and shortcomings, reading data and drawing conclusions, emphasizing and commenting on experience and skills solely as they relate to the needs of the organization, and identifying necessary personality attributes that will enhance customer service and emotional labor. Employees ought to be fully aware of the reforms’ goal. At the same time, DrainFlow should implement the modifications gradually and in order of significance because the “individual must have the ability to perform and perceive the performance appraisal system as fair and objective” (Robbins and Judge 241). The first change management should redesign the employment structure, with the primary goal being to combine order and billing duties into a single work unit. Employees of the recently established Order and Billing Unit should be allowed to learn the fundamentals by copying a plumber or plumber’s assistant plumbing, providing them with the skills they need to carry out billing and order processing.
In conclusion, suggestions were outlined for how DrainFlow may improve three crucial areas, including employment structure and design, an incentive program, and hiring procedures, to obtain a competitive advantage. A new incentive program would increase job satisfaction through employee motivation, improving performance, productivity, and client retention. Finding and training individuals that match and share DrainFlow’s goals is a requirement of the new hiring policy. As a result, DrainFlow will experience improvements in employee happiness, client retention and satisfaction, motivation and loyalty, performance and productivity, and profitability.
Works Cited
Robbins, Stephen P., and Timothy A. Judge. Organizational Behavior (18th Ed.) Pearson, 2018.