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Assignments Case: "Repairing Jobs that Fail to Satisfy"

An analysis of job satisfaction issues and strategies to improve workplace fulfillment.

Charlotte Young
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AssignmentsCase:"RepairingJobsthatFailtoSatisfy"RepairingJobsThatFailtoSatisfyCompaniesoftendivideupworkasawaytoimproveefficiency,butspecializationcanleadtonegativeconsequences.DrainFlowisacompanythathaseffectivelyusedspecializationtoreducecostsrelativetoitscompetitors'costsforyears,butrisingcustomercomplaintssuggestthefirm'sstrongpositionmaybeslipping.Afterreadingthecase,youwillsuggestsomewaysitcancreatemoreinterestingworkforemployees.You'llalsotackletheproblemoffindingpeoplequalifiedandreadytoperformthemultipleresponsibilitiesrequiredinthesejobs.TheScenarioDrainFlowisalargeresidentialandcommercialplumbingmaintenancefirmthatoperatesaroundtheUnitedStates.Ithasbeenamajorplayerinresidentialplumbingfordecades,anditsfamiliarrhymingmotto,"WhenYourDrainWon'tGo,CallDrainFlow,"hasbeenplasteredonbillboardssincethe1960s.LeeReynaldohasbeenaregionalmanageratDrainFlowforabout2years.Sheusedtoworkforanewercompetingchain,LightningPlumber,thathasbeendrawingmoreandmorecustomersfromDrainFlow.AlthoughherjobatDrainFlowpaysmore,Leeisn'thappywiththewaythingsaregoing.She'snoticedtheworkenvironmentjustisn'tasvitalorenergeticastheenvironmentshesawatLightning.Leethinkstheproblemisthatemployeesaren'tmotivatedtoprovidethetypeofcustomerserviceLightningPlumberemployeesoffer.Sherecentlysentsurveystocustomerstocollectinformationaboutperformance,andthedataconfirmedherfears.Although60percentofrespondentssaidtheyweresatisfiedwiththeirexperienceandwoulduseDrainFlowagain,40percentfelttheirexperiencewasnotgood,and30percentsaidtheywoulduseacompetitorthenexttimetheyhadaplumbingproblem.LeeiswonderingwhetherDrainFlow'sjobdesignmightbecontributingtoitsproblemsinretainingcustomers.DrainFlowhasabout2,000employeesinfourbasicjobcategories:plumbers,plumber'sassistants,orderprocessors,andbillingrepresentatives.Thisstructureisdesignedtokeepcostsaslowaspossible.Plumbersmakeveryhighwages,whereasplumber'sassistantsmakeaboutone-quarterofwhatalicensedplumbermakes.Usingplumber'sassistantsisthereforeaverycost-effectivestrategythathasenabledDrainFlowtoeasilyundercutthecompetitionwhenitcomestoprice.Orderprocessorsmakeevenlessthanassistantsbutaboutthesameasbillingprocessors.Allworkisveryspecialized,butemployeesareoftendependentonanotherjobcategorytoperformattheirmostefficientlevel.Likemostplumbingcompanies,DrainFlowgetsbusinessmostlyfromtheYellowPagesandtheInternet.Customerseithercallintodescribeaplumbingproblemorsubmitanonlinerequestforplumbingservices,receivingareturncallwithinformationwithin24hours.Ineithercase,DrainFlow'sorderprocessorslistentothecustomer'sdescriptionoftheproblemtodeterminewhetheraplumberoraplumber'sassistantshouldmaketheservicecall.Thejobisthenassignedaccordingly,andaserviceprovidergoestothelocation.Whenthejobhasbeencompleted,viacellphoneabillingrepresentativerelaysthefeetotheservicerep,whopresentsabilltothecustomerforpayment.Billingrepresentativescantakecustomers'creditcardpaymentsbyphoneore-mailaninvoiceforonlinepayment.TheProblem

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Subject
Human Resource Management

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