This case describes events at the customer service centers of YakkaTech, Inc., an information technology services firm employing 1500 people throughout Washington and Oregon. YakkaTech relies on a ticket system, in which staff complete work for a specific “ticket” rather than serve one client all of the time. The system (as well as dramatically larger customer service centers) has resulted in several problems, including poorer customer service, employee indifference to client problems, slow response, and lack of staff knowledge about each client. Staff turnover has increased above the industry average. Employees report that the work is monotonous and they feel disconnected from their work results. the company increased pay rates and introduced a vested profit-sharing plan to improve morale and reduce turnover. turnover dropped, but customer complaints and productivity remain below expectations or have worsened.

1. What symptom(s) in this case suggest that something has gone wrong?

2. What are the main causes of these symptoms?

(a) Jobs Have Low Motivational Potential

(b) Poor Alignment of Money and Rewards

(c) Continuance Commitment from Golden Handcuffs

(d) Exit-Voice-Loyalty-Neglect (EVLN)

3. What actions should YakkaTech executives take to correct these problems?