CASE 2: REPAIRING JOBS THAT FAIL TO SATISFY
DrainFlow is a major plumbing maintenance firm who specializes in both residential and commercial services. For decades, DrainFlow has operated around the United States, using their specialization strategy to stay ahead of its competitors. Although DrainFlow’s specialization strategy has helped reduce its costs, customer complaints have been rising. Often, the customer complaints are about response times and costs. Several appointments have been rescheduled due to the wrong staff members being sent to jobs. Also, some customers have been overcharged due to more experienced and expensive workers being sent to perform ...view middle of the document...
In this case, employees at DrainFlow are not motivated and therefore, lack the customer service that they should be providing. Competitors such as Lightning Plumber offer great customer service in comparison. Lightning Plumber has also created a more vital and energetic work environment.
Since the early 1900’s, job satisfaction and job performance have been linked together. Beginning with the Hawthorne studies, happy workers were described as productive workers. Throughout the years, these findings were challenged and the linkage was proven to be moderately strong. Research suggests that organizations with more satisfied workers tend to be more effective than organizations with fewer (Robbins, 2001).
In addition to job performance, there are many more behavioral outcomes associated with job satisfaction. These associations can be either positive or negative in regards to performance. An employee’s organizational citizenship behavior (OCB) is highly dependent on their level of job satisfaction. Satisfied employees will go beyond their work expectations simply because they have positive feelings toward their job. Support by co-workers and positive experiences in the workplace usually cause employees to engage in OCB. Also, customer satisfaction has been found to positively contribute to job performance. Satisfied employees have the ability to increase customer satisfaction and loyalty. Currently, DrainFlow is receiving several surveys reflecting customer dissatisfaction. 40% of the total survey respondents felt that their experience was not good while 30% of the total survey respondents disclosed that they would use a competitor the next time they experience a plumbing issue (Robbins, 2001).
On the contrary, some associations with job satisfaction can result in negative behavioral outcomes. Absenteeism, turnover, and workplace deviance all have a negative relationship with job satisfaction. When employees are dissatisfied with work and alternative jobs are available, they will have high absence rates. However, when few alternative jobs are available, dissatisfied employees have the same low absence rates as satisfied employees (Robbins, 2001). Similarly, turnover is a result of alternative job prospects. Employees are influenced by the “pull-push” mechanism, the luring of the other job and the unattractiveness of the current job. High human capital, such as high ability, can even influence employees to consider other available alternatives. Finally, workplace deviance causes withdrawal at work. Employees dislike their jobs so much that rather than finding the source of the problem, they will control the situation with different responses. Workplace deviance includes substance abuse, unionization attempts, and stealing at work.
Question 2) Using job characteristics theory, explain why the present system of job design may be contributing to employee dissatisfaction. Describe some ways you could help employees feel more satisfied with their work...