Presented by: Arbin Thakur

Dhananjay Srivastav Pranidhi Tuladhar

Rajan RaiSawan Chaudhary

(Group 2, EMBA, Ace Institute of Management)

Repairing Jobs That Fail to Satisfy

Background Drainflow – an US-based large residential and commercial

plumbing firm. The company has issues within the company as:

Incorrect order processing; Improper billing service; Plumbing services.

The company is losing customers and revenue. Employees are less satisfied with jobs and not motivated to

provide the good customer service. Salary and reward structure are based on skills and levels of

employees. Drainflow does not follow incentive structure. The work environment not as vital or energetic. Current procurement process is unstructured and

inconsistent.

Analysis. Job Structure and Organizational Design

Job Structure and Organizational Design The survey shows that DrainFlow employees are not

satisfied with their jobs; Job dissatisfaction can lead to higher absenteeism, job

turnover and workplace deviance which impact on productivity.

At other hand, satisfied employees help organization to grow and can directly affect positive customer outcomes.

All the employees work directly with customers, so it is imperative that DrainFlow takes measures to ensure the job satisfaction and customer satisfaction.

The salary and reward structure is not proper. The uneven reward (payment as per skills or levels) structure can lead to demotivation and tension among employees. DrainFlow should work to minimize the risk.

Analysis. Incentive Structure

Incentive Structure With customer retention at 75%, customer satisfaction at

60%, and decreasing revenues, it is clear that a change is necessary at DrainFlow.

With low customer retention and customer satisfaction, DrainFlow may consider paying employees more to meet customer needs.

DrainFlow must weigh the costs and benefits of a cash rewards system.

Financial incentives can have certain negative impacts by fostering unethical behaviors to obtain personal objectives.

Therefore, a cash rewards system should not be the only basis of DrainFlow’s incentive structure.

Analysis. Procurement process

Procurement process DrainFlow is attracting the right type of potential

employees; The survey shows that DrainFlow employees are not

satisfied with their jobs; Employees hired based on inaccurate perceptions

developed during the interview process ; Most employees lack training in customer service,

organizational behavior and are anxious about speaking with customers;

Order processors do not have sufficient knowledge or skill to explain the customer's situation;

Billing representatives are unaware of any job details; The lack of customer service and organizational behavior

exemplified by DrainFlow employees stresses emotional labor.

Recommendation Job Structure and Organizational Design

Redesigning each job at DrainFlow to better fit the needs of the company and to increase employee satisfaction.

The job rotation will also provide another informal training opportunity for the account executives;

Interactive training sessions should be arranged to provide technical knowledge.

Incentive Structure DrainFlow needs to implement a new incentive structure (reward

system); The new incentive structure might have an employee recognition

program. Peer-to-Peer rewards are especially important at DrainFlow because

the employees are highly dependent on one another. Hiring Practices DrainFlow should establish consistent interview procedures by

implementing the proposed questionaries' samples.

Conclusion

DrainFlow can improve in three areas: job structure,

incentive structure, and hiring practices;

The proposal utilizes the current talent within the

organization to manage employee satisfaction and trains

employees;

A new incentive structure will motivate employees in all

positions and foster productivity and customer retention;

DrainFlow will find and train employees that fit with their

business model.