Expectancy (or E>P expectancy) relates to whether an employee can achieve the performance standards expected of them. This is likely to be low because expectancy (E>P) with respect to good service quality is undermined by a time consuming referral process which relies on an overloaded decision maker (department manager) that may not be the ideal person for making routine service decisions. This suggests job design is a causative (primary) problem because the way work is organised is impeding on the expectancy of operators regarding customer service. Too little decision making discretion is given to the team leaders and the departmental leader would appear to be overloaded with routine decisions as a consequence. The lack of cooperation with other departments is also hindering E>P and given this teamwork problem should also be addressed by leadership, there are clear indications there has been insufficient investment in leadership and team development (another primary problem).Instrumentality (or P>O expectancy), relates to the allocation of an outcome/s (reward) for attainment of the needed performance standard. Instrumentality has been undermined by a failure to offer monetary rewards for good customer service so this rating is low. This reward system primary problem has meant that many employees focus efforts instead on the things that improve pay increases - new business sold and contacts per hour. While some staff appear to be trying to do the right thing by

Expectancy (or E>P expectancy) relates to whether an employee can achieve the performance standards expected of them. This is likely to be low because expectancy (E>P) with respect to good service quality is undermined by a time consuming referral process which relies on an overloaded decision maker (department manager) that may not be the ideal person for making routine service decisions. This suggests job design is a causative (primary) problem because the way work is organised is impeding on the expectancy of operators regarding customer service. Too litthe decision making discretion is given to the team leaders and the departmental leader would appear to be overloaded with routine decisions as a consequence. The lack of cooperation with other departments is also hindering E>P and given this teamwork problem should also be addressed by leadership, there are clear indications there has been insufficient investment in leadership and team development (another primary problem). Instrumentality (or P= expectancy), relates to the allocation of an outcomes (reward) for attainment of the needed performance standard. Instrumentality has been undermined by a failure to offer monetary rewards for good customer service so this rating is low. This reward system primary problem has meant that many employees focus efforts instead on the things that improve pay increases - new business sold and contacts per hour. While some staff appear to be trying to do the mght thing by servicing customers well, they are disadvantaged in pay increase considerations as they are also dealing with general service enquiries that others are cutting off in order to inflate their contacts per hour. Valence is the value placed on the outcomes by employees and this behaviour suggests many employees value money highly (ie: high valence re bigger pay increases). So if the firm fixes the rewards system problem by offering larger pay increases for good customer service, this problem could be addressed