Presented by:

Arbin Thakur
Dhananjay Srivastav
Pranidhi Tuladhar
Rajan Rai
Sawan Chaudhary
(Group 2, EMBA, Ace Institute of Management)

Repairing Jobs That Fail to Satisfy
Background
Drainflow an US-based large residential and commercial
plumbing firm.
The company has issues within the company as:
Incorrect order processing;
Improper billing service;
Plumbing services.
The company is losing customers and revenue.
Employees are less satisfied with jobs and not motivated to
provide the good customer service.
Salary and reward structure are based on skills and levels of
employees. Drainflow does not follow incentive structure.
The work environment not as vital or energetic.
Current procurement process is unstructured and inconsistent.

Analysis. Job Structure and Organizational Design
Job Structure and Organizational Design
The survey shows that DrainFlow employees are not
satisfied with their jobs;
Job dissatisfaction can lead to higher absenteeism, job
turnover and workplace deviance which impact on
productivity.
At other hand, satisfied employees help organization to
grow and can directly affect positive customer outcomes.
All the employees work directly with customers, so it is
imperative that DrainFlow takes measures to ensure the job
satisfaction and customer satisfaction.
The salary and reward structure is not proper. The uneven
reward (payment as per skills or levels) structure can lead to
demotivation and tension among employees. DrainFlow
should work to minimize the risk.







Analysis. Incentive Structure
Incentive Structure
With customer retention at 75%, customer satisfaction at
60%, and decreasing revenues, it is clear that a change is
necessary at DrainFlow.
With low customer retention and customer satisfaction,
DrainFlow may consider paying employees more to meet
customer needs.
DrainFlow must weigh the costs and benefits of a cash
rewards system.
Financial incentives can have certain negative impacts by
fostering unethical behaviors to obtain personal objectives.
Therefore, a cash rewards system should not be the only
basis of DrainFlows incentive structure.


Analysis. Procurement process
Procurement process
DrainFlow is attracting the right type of potential
employees;
The survey shows that DrainFlow employees are not
satisfied with their jobs;
Employees hired based on inaccurate perceptions
developed during the interview process ;
Most employees lack training in customer service,
organizational behavior and are anxious about speaking
with customers;
Order processors do not have sufficient knowledge or skill
to explain the customer's situation;
Billing representatives are unaware of any job details;
The lack of customer service and organizational behavior
exemplified by DrainFlow employees stresses emotional
labor.


Recommendation
Job Structure and Organizational Design
Redesigning each job at DrainFlow to better fit the needs of the
company and to increase employee satisfaction.
The job rotation will also provide another informal training
opportunity for the account executives;
Interactive training sessions should be arranged to provide technical
knowledge.
Incentive Structure
DrainFlow needs to implement a new incentive structure (reward
system);
The new incentive structure might have an employee recognition
program.
Peer-to-Peer rewards are especially important at DrainFlow because
the employees are highly dependent on one another.
Hiring Practices
DrainFlow should establish consistent interview procedures by
implementing the proposed questionaries' samples.






Conclusion
DrainFlow can improve in three areas: job structure,
incentive structure, and hiring practices;
The proposal utilizes the current talent within the
organization to manage employee satisfaction and trains
employees;
A new incentive structure will motivate employees in all
positions and foster productivity and customer retention;
DrainFlow will find and train employees that fit with their
business model.