Repairing Jobs that Fail to Satisfy
Contents Executive Summary 3 Introduction 3 Goal and Recommendations 3 Introduction 4 Background 4 Data Analysis 5 Job Structure and Organizational Design 5 Incentive Structure 6 Hiring Practices 7 Recommendations 7 Job Structure and Organizational Design 7 Incentive Structure 9 Hiring Practices 9 Strategy and Implementation 10 Conclusion 11 Appendix 12 1. Customer Survey 12 When Your Drain Won’t Go, Call DrainFlow 12 2. Original Survey 13 3. Sample Interview Questions for Interview Consistency 13 4. Financial Analysis 14 5. Current Process Map 15 6. Future Process Map 16 7. Current Org Structure 16 8. Proposed Org Structure 17 9. Peer to
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In recent years, this overspecialization has led to various issues including incorrect order processing, customer service issues with billing representatives and customer service issues with plumbers and plumbers’ assistants. A few years ago, DrainFlow hired a management consulting company to assess DrainFlow worker attitudes. A survey found that DrainFlow employees were less satisfied than other employees in comparable jobs. The company is in trouble, and as revenues shrink and cost savings fail to materialize, a change seems to be necessary to survive in this competitive industry. A new regional manager at DrainFlow who previously worked for a competitor has observed that the work environment is not as vital or energetic as the environment at her previous employer. She believes that using a cash rewards program will improve employee performance, job satisfaction, customer satisfaction, and ultimately DrainFlow’s revenue. Additionally, the manager wants to find people who are a better fit with the company’s new goals. Current hiring procedures are unstructured and inconsistent among each location’s general managers. It is believed that standardizing the hiring process will produce employees that have better customer service and organizational behavior tendencies.
Job Structure and Organizational Design It is