Use your Problem Statement from step # 3 as the basis to summarize your written report and your formal presentation . Sell the reader (or the audience to whom you are making your presentation ), on your recommendation . Articulate /express a business case for your recommendation ( consider the strategic objectives and /or goals and objectives of the organization . If strategic objectives or goals and objectives do not exist for your case then make them up . Sell the reader !!! Sell the audience !!!

Case 8: Repairing Jobs That Fail to Satisfy Learning Goals Companies often divide up work as a way to improve efficiency, but specialization can lead to negative consequences. FlowFix is a company that for years has effectively used specialization to reduce costs relative to that of its competitors, but rising customer complaints suggest that the firm's strong position may be slipping. After reading the case, suggest some ways the company can create more interesting work for employees while improving customer satisfaction rates. You will also need to tackle the problem of how to find people qualified and ready to perform the multiple responsibilities required in Flowfox's jobs. Continued Next Page rganizational Behaviour: Cc X Bb 3953752 (157) Amrinder gill 65634_1&course_id=_44330_1 Major Topic Areas Job design (Chapter 5) Job satisfaction (Chapter 3) Personality (Chapter 2) Emotional labour (Chapter 2) request for plumbing services, receiving a roturn cal within 24 hours with the Information required to solve the problem. In both scenarios, FlowFb's order processors determine from the customer's description of the problem whether a plumber or a plumber's assistant should make the service cal. The job is then assigned accordingly, and a service representa- tive gols to the location. When the job has been completed, the Information is relayed to a billing representative. The biling representative forwards the invoice to the service rop via cellphone, and the service rep then presents a bill to the customer for payment by credit card, debit card, or cash corporate clients rernit payment via monthly invoices rather than on-the-spot) nother The Scenario FlowFx is a mid-sized residential and commercial plumbing maintenance firm that operates in the Greater Vancouver area. It has been a major regional player in plumbing for decades. Tyron Johnson has been the senior executive at Flowfix for about two years. He used to work for a newer competing chain Lighting Plumber, which has been drawing away more and more customers from FlowFbx. Although his job at FlowFax pays more. Tyron is not happy with the way things are going. He has noticed the work environment is not as vital or energetic as the environment he saw at Lightning Plumber Tyron thinks the problem is that employees are not motivated to provide the type of customer service Lightning Plumber employees offer. He recently sent surveys to customers to col lect information about customer service performance, and the data contrmed his fours. Although 60 percent of respondents said they were satisfied with their experience and would use Powfox again, 40 percent doit their experience was not good, and 30 percent said they would use a competitor the next time they had a plumbing problem Tyron wondering whether FlowFix's job design might be contributing to its problems in retaining customers. Flow has about 10 employees who are divided into one of four basic job categories: plumbers, plumber assistants Order processors, and billing representatives. This structure is designed to costs as low as possible. Plumbers, who are loensed, maka very high wago, whereas plumber's assistants make about one-quarter of what a lcanced plumber makes Using plumber's assistants is therefore a very cost-effective strategy that enables FlowFox to asily undercut the compati tion when it comes to price Order processors make avon less than plumber's assistants but about the same so biling processors. Al work lo specialized, but employees are often dopondent on those in other job categories to perform at the most officient level Like most plumbing companies, FlowFix got a lot of residential business from people who consult the Internet Corporate clients also the company online Interface to make no routine maintenance roquete Customers other call in 10 describe a plumbing problem or submit an online The Problem Although specialization cuts costs significantly, Tyron is wor- ried about customer dissatisfaction. According to his survey. about 26 percent of customer contacts ended in no service call because customers were confused by the diagnostic questions the order processors asked or because the order processors did not have sufficient knowledge or skal to explain the situation. That means fully one in four people who cal FlowFix to hire a plumber were worse than dissatisfied. They did not become customers at all! The remaining 75 percent of calls that did end in a customer service encounter resulted problema The most frequent complaints. Tyron discovered via the customer surveys, were about response time and cost, espe cially when the wrong person was sent to a job. A plurber's assistant cannot complete a more technically complicated job assistant arrives on site and cannot do the work the appointment must be rocheduled (with a foorsed plumber and the customer's time and the stats time have been wasted The resulting delay often caused customers to decine further contact with Flowfox-many of the decided to move forward with Lightning Plumber instead. When I arrive at a job I can't take care of," says plumber assistant Klora Fritz, the customer gets tiedot They thought they were getting a licensed plumber since they were caring for aplumber. Toting them they have have someone come 't go over wed On the other hand, when a plumber responds to a job easily handled by a plumbers assistant, the customers charped at the plumbers higher rata Lensed under Philip Wong also does not like being in the position of ving custom ors bed now. "If I get cated out to do something SEO a drain, the customer isn't expecting a betty but between a rock and a hard place-loont sat the rates or make the appointments, but I'm the one who gets it from out the customer. Pumbers also resent being sent to do such A couple of months ago, a human resource managment simple work corstart was hired to survey FlowFx employees about the Louisa Gomez is one of Flowfish order processors. She is job attitudes. The resuts, shown below on a scale of 1 to also frustrated when the wrong person is set to a job but feels 5, indicated that Powf employees were less satissed than she and the other order processors are doing the best they employees in comparable jobs. The table below provides a can. We have a questionnaire we're supposed to folow with breakdown of respondents' satisfaction levels sorossarumber the calls to find out what the problem is and who needs to take of categories the job," she explains. The customers don't know that we have a standard form, so they think we can answer all the ques tions. Most of us don't know any more about plumbing than The Proposed Solution the caller. I they don't use the terms on the questionnaire, we The company is in trouble, and a revenues shrink and the cost don't understand what they're talking about. A plumber would savings that were supposed to be achieved by dividing up work but we're not pumbers, we just take the cals. tal to materiellze, a charge seerns to be in order Customer service issues also involve the billing representa Tyron proposes using cash rewards to improve pertomance tives. They are the ones who are responsible for contrung to among employees. He thinics i ermployees were paid based on contact customers about payment. "t's not my faut the wrong work outcomes, they would work harder to saisty customers. guy was sent," says Susan MacArthur. "Mtwo guys wert out. Because it's not easy to measure how satisfied people are with that's two trip. If a plumber did the work, you pay plumber the initial can. Tyron would like to give the order processors rates. Some of these customers don't get that I didn't take a smali reward for every 20 cals successtay completed. For their first call, and so I get yeted at. The billing representatives the hands-on work, he would like to have each billing pro also complain that they see only the tal end of the process, so sentative collect information about customer satisfaction for they don't know what the original cal entailed. The job is fairly each completed call no complaints are made and the job is Impersonal, and much of the work involves recording customer handed promptly, a moderate cash reward would be given to complaints. Remember -40 percent of customers are not sat- the plumber or plumber's assistant. I the customer indicates istied, and it's the billing representatives who take the brunt of real satisfaction with the service, a larger cash reward would customers' negative reactions on the phone. be provided All employees have to engage in emotional labour and Tyron also wants to find a way to hire people who are a is not clear that they have the skills or personality traits to better fit with the company's new goals. The current hiring complete the customer interaction component of their jobs. Procedure relies on unstructured interviews, and Tyron has FlowFx's employees are not trained to provide customer ser ratzed that he is senior office manager and his most expen- von, and they see their work mostly in technical or mechanical enced load plumber are not very consistent when interviewing terms. Quite a few are actually andous about speaking directly Furthermore, they often rely on their gut instinct when making with customers. The order processors and billing representa firing decisions. Tyronthnks it would be better it hiring methods tives realize customer service is part of their job, but they also were standardized and customer service skills were evaluated find dening with negative feedback from customers and co during that process to help them orthy recruts who can actu workers taong aly succeed in the job Pow Pumbor As Powf Pumbers Powe Ooo Employees 25 3.7 AP Pumber 43 Oce Employees 25 30 tomated with the work on toe omised with my woning conditions om sed with my interactions with co work tom sled with my intercons with my 318 225 23 3.5 34 The information that our brand choose from one of a compare bodo dobudol The Cowowerowong sung the concern Powerplay Ty worried out but not been on The Power band wong and there are con rganizational Behaviour Cc X Bb 3953752 (157) Amrinder gil 65634_1&course_id= 44330_1 834 Additional Ceses Discussion Questions 1. Although it's clear employees are not especially satisfied with their work, do you think this is a reason for concern? Does research suggest satisfied workers are actually better at their jobs? Are any other behavioural outcomes associated with job satisfaction? 2. Using the job characteristics model, explain why the present system of job design may be contributing to employee dissatisfaction. Describo somo ways you could help employees feel more satisfied with their work by redesigning their jobs 3. Tyron has a somewhat vague idea about how to imple ment the cash rewards system. Describe some of the specific ways you would make the reward system work better, while keeping morale high, based on the case 4. Explain the advantages and disadvantages of using financial Incentives in a program of this raturo. What, If any, potential problers might artse people are Oven money for achieving customer satisfaction goals? What other types of Incentives might be considered? 5. Create a specific plan to assess whether the reward system is working. What are the dependent variables that should change if the system wortes? How will you go about measuring success? 6. What types of hiring recommendations would you make to find people better suited for these obs? Which Big Five Personality Model traits would be use ful for the customer service responsibilities and omo- tional labour Case 8: Repairing Jobs That Fail to Satisfy Learning Goals Companies often divide up work as a way to improve efficiency, but specialization can lead to negative consequences. FlowFix is a company that for years has effectively used specialization to reduce costs relative to that of its competitors, but rising customer complaints suggest that the firm's strong position may be slipping. After reading the case, suggest some ways the company can create more interesting work for employees while improving customer satisfaction rates. You will also need to tackle the problem of how to find people qualified and ready to perform the multiple responsibilities required in Flowfox's jobs. Continued Next Page rganizational Behaviour: Cc X Bb 3953752 (157) Amrinder gill 65634_1&course_id=_44330_1 Major Topic Areas Job design (Chapter 5) Job satisfaction (Chapter 3) Personality (Chapter 2) Emotional labour (Chapter 2) request for plumbing services, receiving a roturn cal within 24 hours with the Information required to solve the problem. In both scenarios, FlowFb's order processors determine from the customer's description of the problem whether a plumber or a plumber's assistant should make the service cal. The job is then assigned accordingly, and a service representa- tive gols to the location. When the job has been completed, the Information is relayed to a billing representative. The biling representative forwards the invoice to the service rop via cellphone, and the service rep then presents a bill to the customer for payment by credit card, debit card, or cash corporate clients rernit payment via monthly invoices rather than on-the-spot) nother The Scenario FlowFx is a mid-sized residential and commercial plumbing maintenance firm that operates in the Greater Vancouver area. It has been a major regional player in plumbing for decades. Tyron Johnson has been the senior executive at Flowfix for about two years. He used to work for a newer competing chain Lighting Plumber, which has been drawing away more and more customers from FlowFbx. Although his job at FlowFax pays more. Tyron is not happy with the way things are going. He has noticed the work environment is not as vital or energetic as the environment he saw at Lightning Plumber Tyron thinks the problem is that employees are not motivated to provide the type of customer service Lightning Plumber employees offer. He recently sent surveys to customers to col lect information about customer service performance, and the data contrmed his fours. Although 60 percent of respondents said they were satisfied with their experience and would use Powfox again, 40 percent doit their experience was not good, and 30 percent said they would use a competitor the next time they had a plumbing problem Tyron wondering whether FlowFix's job design might be contributing to its problems in retaining customers. Flow has about 10 employees who are divided into one of four basic job categories: plumbers, plumber assistants Order processors, and billing representatives. This structure is designed to costs as low as possible. Plumbers, who are loensed, maka very high wago, whereas plumber's assistants make about one-quarter of what a lcanced plumber makes Using plumber's assistants is therefore a very cost-effective strategy that enables FlowFox to asily undercut the compati tion when it comes to price Order processors make avon less than plumber's assistants but about the same so biling processors. Al work lo specialized, but employees are often dopondent on those in other job categories to perform at the most officient level Like most plumbing companies, FlowFix got a lot of residential business from people who consult the Internet Corporate clients also the company online Interface to make no routine maintenance roquete Customers other call in 10 describe a plumbing problem or submit an online The Problem Although specialization cuts costs significantly, Tyron is wor- ried about customer dissatisfaction. According to his survey. about 26 percent of customer contacts ended in no service call because customers were confused by the diagnostic questions the order processors asked or because the order processors did not have sufficient knowledge or skal to explain the situation. That means fully one in four people who cal FlowFix to hire a plumber were worse than dissatisfied. They did not become customers at all! The remaining 75 percent of calls that did end in a customer service encounter resulted problema The most frequent complaints. Tyron discovered via the customer surveys, were about response time and cost, espe cially when the wrong person was sent to a job. A plurber's assistant cannot complete a more technically complicated job assistant arrives on site and cannot do the work the appointment must be rocheduled (with a foorsed plumber and the customer's time and the stats time have been wasted The resulting delay often caused customers to decine further contact with Flowfox-many of the decided to move forward with Lightning Plumber instead. When I arrive at a job I can't take care of," says plumber assistant Klora Fritz, the customer gets tiedot They thought they were getting a licensed plumber since they were caring for aplumber. Toting them they have have someone come 't go over wed On the other hand, when a plumber responds to a job easily handled by a plumbers assistant, the customers charped at the plumbers higher rata Lensed under Philip Wong also does not like being in the position of ving custom ors bed now. "If I get cated out to do something SEO a drain, the customer isn't expecting a betty but between a rock and a hard place-loont sat the rates or make the appointments, but I'm the one who gets it from out the customer. Pumbers also resent being sent to do such A couple of months ago, a human resource managment simple work corstart was hired to survey FlowFx employees about the Louisa Gomez is one of Flowfish order processors. She is job attitudes. The resuts, shown below on a scale of 1 to also frustrated when the wrong person is set to a job but feels 5, indicated that Powf employees were less satissed than she and the other order processors are doing the best they employees in comparable jobs. The table below provides a can. We have a questionnaire we're supposed to folow with breakdown of respondents' satisfaction levels sorossarumber the calls to find out what the problem is and who needs to take of categories the job," she explains. The customers don't know that we have a standard form, so they think we can answer all the ques tions. Most of us don't know any more about plumbing than The Proposed Solution the caller. I they don't use the terms on the questionnaire, we The company is in trouble, and a revenues shrink and the cost don't understand what they're talking about. A plumber would savings that were supposed to be achieved by dividing up work but we're not pumbers, we just take the cals. tal to materiellze, a charge seerns to be in order Customer service issues also involve the billing representa Tyron proposes using cash rewards to improve pertomance tives. They are the ones who are responsible for contrung to among employees. He thinics i ermployees were paid based on contact customers about payment. "t's not my faut the wrong work outcomes, they would work harder to saisty customers. guy was sent," says Susan MacArthur. "Mtwo guys wert out. Because it's not easy to measure how satisfied people are with that's two trip. If a plumber did the work, you pay plumber the initial can. Tyron would like to give the order processors rates. Some of these customers don't get that I didn't take a smali reward for every 20 cals successtay completed. For their first call, and so I get yeted at. The billing representatives the hands-on work, he would like to have each billing pro also complain that they see only the tal end of the process, so sentative collect information about customer satisfaction for they don't know what the original cal entailed. The job is fairly each completed call no complaints are made and the job is Impersonal, and much of the work involves recording customer handed promptly, a moderate cash reward would be given to complaints. Remember -40 percent of customers are not sat- the plumber or plumber's assistant. I the customer indicates istied, and it's the billing representatives who take the brunt of real satisfaction with the service, a larger cash reward would customers' negative reactions on the phone. be provided All employees have to engage in emotional labour and Tyron also wants to find a way to hire people who are a is not clear that they have the skills or personality traits to better fit with the company's new goals. The current hiring complete the customer interaction component of their jobs. Procedure relies on unstructured interviews, and Tyron has FlowFx's employees are not trained to provide customer ser ratzed that he is senior office manager and his most expen- von, and they see their work mostly in technical or mechanical enced load plumber are not very consistent when interviewing terms. Quite a few are actually andous about speaking directly Furthermore, they often rely on their gut instinct when making with customers. The order processors and billing representa firing decisions. Tyronthnks it would be better it hiring methods tives realize customer service is part of their job, but they also were standardized and customer service skills were evaluated find dening with negative feedback from customers and co during that process to help them orthy recruts who can actu workers taong aly succeed in the job Pow Pumbor As Powf Pumbers Powe Ooo Employees 25 3.7 AP Pumber 43 Oce Employees 25 30 tomated with the work on toe omised with my woning conditions om sed with my interactions with co work tom sled with my intercons with my 318 225 23 3.5 34 The information that our brand choose from one of a compare bodo dobudol The Cowowerowong sung the concern Powerplay Ty worried out but not been on The Power band wong and there are con rganizational Behaviour Cc X Bb 3953752 (157) Amrinder gil 65634_1&course_id= 44330_1 834 Additional Ceses Discussion Questions 1. Although it's clear employees are not especially satisfied with their work, do you think this is a reason for concern? Does research suggest satisfied workers are actually better at their jobs? Are any other behavioural outcomes associated with job satisfaction? 2. Using the job characteristics model, explain why the present system of job design may be contributing to employee dissatisfaction. Describo somo ways you could help employees feel more satisfied with their work by redesigning their jobs 3. Tyron has a somewhat vague idea about how to imple ment the cash rewards system. Describe some of the specific ways you would make the reward system work better, while keeping morale high, based on the case 4. Explain the advantages and disadvantages of using financial Incentives in a program of this raturo. What, If any, potential problers might artse people are Oven money for achieving customer satisfaction goals? What other types of Incentives might be considered? 5. Create a specific plan to assess whether the reward system is working. What are the dependent variables that should change if the system wortes? How will you go about measuring success? 6. What types of hiring recommendations would you make to find people better suited for these obs? Which Big Five Personality Model traits would be use ful for the customer service responsibilities and omo- tional labour