Cockerell's Rules 14-22

The way people act relects the way they feel about their jobs and it has a lot to do with their values and attudide about their workplace. Their job satisfaction and organizational commitment has to do with values in the workplace specifically with expectations, outcomes, acceptable behaviors those values are what an employee holds in regards to work.

For any business to be successful it needs motivated employees. They are the single most important factor in the long-term success of an organisation.

In today’s business world, it seems that the major pitfall is in employees’ lack of motivation and engagement in their positions. This results in decreased productivity and satisfaction, and overall diminished views of the establishment. The relationships between employers and employees also suffer from poor morale in the workplace. According to an article by Chris Musselwhite, Creating a Culture of Motivation, the first place to start in correcting this problem, is to educate managers on the benefits of an empowered workforce, and how to effectively inspire them.

You can de-escalate a tense situation with ease and grace—working through a tough issue or bug with an upset customer not only doesn’t scare you, it’s a challenge you’re eager to take

An employee’s morale is tied to their work, the more stressed and dissatisfied the employees are the more their work will suffer. A happy employee means more work will be done, working in a happy and safe and secure work environment will make the workers more willing to work harder.

Tokumitsu confirms that employees can resist being controlled by companies because “doing what you love” (DWYL) goes directly against corporations (2). By “DWYL” it promotes employees to break away from the company and to do something that makes them happy. Although Tokumitsu says how great it is to “DWYL” she claims that there is a negative side that is destructive to others by saying “DWYL distracts us from the working conditions of others while validating our own choices and relieving us from obligations to all who labor, whether or not they love it” (2). This means that people who “DWYL” become only concerned with themselves being happy and do not care about the other workers who have terrible jobs. The mantra “DWYL” opposes both Hochschild’s and Davies’ views on what takes place within the workplace. Davies and Hochschild claim that employees have either accepted the “emotional labor” placed on them or simply will not show up to work. Neither Hochschild nor Davies have ever discussed whether employees are able to truly “enjoy” working unless management gives workers certain incentives. As a result Tokumitsus shares the views of Hochschild and Davies about how corporations are effecting employees’ emotions but has

In working in the work force I have come up close and personal with situations with customers that need to be resolved in a professional way. Situations with customers handled properly and resolved hastily leads customers with a good feeling ;so that they will continue to come to your area of business. For example, when I was working at Hobby Lobby I became upon a very distraught and upset customer. The Customer wanted to make a return on merchandise but was missing her receipt. The customer began to yell at me and said that she just wanted to easily make the return and go on with their day. The person was unhappy because the product did work the way she expected it to for her project. I looked at the merchandise and it was worth more than twenty dollars meaning without the receipt the customer had only two options. One was exchange the product for a product that wasn’t defective like this one, or I could give the person store credit.

Interaction with customers about products are also of high value. As one employee stated, “Our customers don’t just come here to buy a loaf of bread. They can do that anywhere. They come to try new things. They come to see a friendly face. They come because they know our names and we know theirs. But most of all, they come because we can tell them why not all Alaskan salmon has to come from Alaska or the difference between a Shiraz and a Syrah. The flow of ideas and information at the store level is always invigorating”. (p. W-100) When you create a culture of enthusiasm along with social interaction and higher pay, almost always the result is an increase job performance and higher satisfaction amongst employees.

When managers say ‘I want my staff to be caring, pleasant, happy and enthusiastic’, you would ask, ‘what are you giving them so they will do all of this?’ The reply is usually, ‘They get paid.’ If you want your staff to do all the above then they need a return in the appropriate dimension - the emotional one. This means creating an atmosphere where the staff passes on to your customers what they get from you. For example:

Working in fast food I deal with a large amount of difficult customers. Most people don’t think anything of it. To them, I’m just another kid working in a drive thru line that is too long and they have other places to be. Customers are rude so often I became almost numb to their impolite, demanding tones or the grimace on their faces as they forcefully snatch the bag from my hands. Each customer is very different, so at every car you have to be prepared to deal with either someone sweet and friendly or someone already upset or irritable due to what they have going on in their lives.

I was very annoyed because the customer told a liar to my supervisor; I believe so due to not able to take him to the coatroom and because I helped to hold his jacket while putting his key inside his bag, this gave him the opportunity to get me into trouble. The reflection from this, I have learned that to not touch customers

Let the customer vent 3. Deal with the emotion first 4. Avoid emotional trigger words 5.Delay action or consult a second opinion When it comes to emotional events, these are very helpful suggestions and I have realized that I employ these strategies in my interactions with friends and family. I also

If you've ever worked in retail, you know that the customer is always right, even when they're wrong. It's all about "service with a smile" and making sure the customer is always happy. What about the employee? What happens to the mentality of the employee who gets scolded by customers that are exhibiting verbal aggression? These are questions Anat Rafaeli, Shy Ravid, Dorit Treister, Amir Erez, Rellie Derfler-Rozin, and Ravit Scheyer (2012) asked which led to the study on how the verbal aggression of customers affects the cognition of an employee.

Successful organizations demand satisfied employees. Figure 1 below shows a theoretical one-way linkage chain called the "Engagement-Profit Chain." This chain directly shows how active employee engagement leads to good service which ensures that customers will to continue coming back, providing a solid foundation on which the company can grow. As employee effort is indeed discretionary, it has been observed that higher levels of engagement, or the way management commits itself emotionally to employees, pushes a higher level of discretionary effort (Kruse, 2014). It is not by chance that

When have you had to deal with an irate customer? What did you do? How did the situation end up?