How A Blended System Works Promote Employee Satisfaction And Retention At Positive Levels

I will discuss how Marshall can improve on his management style by discussing three different types of management; Maslow hierarchy style, McGregor’s theory x and y, and lastly the Blake and Moutons managerial grid.

The company’s people-driven values and assumptions about employees are that productivity and employee performance are the means the means to achieve customer satisfaction. It is

Publix Supermarkets, Inc. has been constantly recognized on various (The Best of) lists, winning numerous awards not only for employee satisfaction but customer satisfaction as well. Their endurance is built on creating and maintaining an efficient workforce, which gives it the competitive edge needed in the current economy. Their mission statement is, “Where shopping and working are a pleasure”. This report will detail the company’s history, financials, SWOT analysis, internal/external environments, and a breakdown of their human resource policies. As you will read in this report, Publix understands the correlation between an engaged and satisfied workforce and the positive effects it has on their customer satisfaction.

Which results in better performance, greater efficiency, improved customer satisfaction, and lower costs, turnover, and absenteeism. In the current business and organization literature, employee satisfaction, respect, loyalty, and an atmosphere of feeling valued is imperative to the success of a business. The feeling that an employer sincerely cares for its employees is remarkable. In line with Gupta & Agarwal (2012), it is imperative that employees understand the worth of their lives in the workplace. Companies that express a genuine mutual care towards its employees gets better results. They are motivated to work harder and smarter. Many employers are only interested in the bottom line and performance, not their employees’ well-being and their

Employee satisfaction is a prerequisite for the customer satisfaction. Enhanced employee satisfaction leads to higher level of employee retention. There is a definite link between employee attitudes and customer satisfaction. If employees are unhappy or dissatisfied, despite their best efforts; it is difficult for them to conceal this factor when interacting with customer and other staff members. One of the primary reasons for evaluating employee satisfaction is to identify problems

I tailor every interaction with my customers to their specific needs and desires by simply giving them a chance to talk and by asking a few simple questions.” This explains that a successful leader is constantly having to adapt to situations as well as current and future employees as well. The example of the car salesman reminds me of Fielder’s LPC theory. By being compassionate with the LPC’s or directing, the work professionals around the LPC are constantly evaluating how the leader commands and treats everyone on the employment

In the Verizon organization attitudes and behavior is what governs professional quality in servicing customers. The goals and visions are set in place to assure that behavior does not obstruct organization wellness and to keep everything into a perspective. In case study 1 we acknowledged the goals, vision, and mission of this organization and now it’s time to look at some aspects of the employees and how work satisfaction, emotions and benefits play roles in the organization. For one Verizon is a large telecommunication organization and provide a variety of

I believe that Kip Tidwell’s statement, that highly satisfied employees will lead to highly satisfied customers and stakeholders would be true. If an employee is happy and is treated excellent; they will produce better products and enjoy working for the company (Ferrell, Hirt, & Ferrell, 2009). By having better-made products means a customer will be loyal to that company. Furthermore, continue to buy products from that company. The stakeholders will benefit from a satisfied employee, on the count, the customers will buy the products in return the stakeholder will make money.

The critical factors in the successful transformation of British Airways were changing the culture of the organization for the employees and the consumers. British Airways embarked on an aggressive media campaign that helped change the “face” of the airline. Their new tag line was “The worlds favourite airline”. Customer service became the number one priority for all employees. Lead by Colin Marshall, “an enabling culture (was put) in place to allow customer service to come out, where rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company” Jick (2011)(p.30). A “Putting People First” (PFF) program was instituted for all front line employees. This helped to unify the employees with the new vision of customer service first for the company. During these two day mandatory meetings, all front line staff interacted with all levels of managers and leaders on an even playing

The customer culture that MidwayUSA has created is one of the best. This culture is driven from the top down, beginning with the Founder and CEO. One example of their positive culture is that all salaried employees, including the CEO and management, answer customer calls for an hour each week. This allows employees direct contact with the customers, which aids them with customer focus. Another example is that employees are rated based on how friendly, courteous, and respectful they are while providing an ethical service (MidwayUSA, 2009). These evaluations and ratings are a determining factor in the profit sharing the company provides for

The classical theory is the earliest form of management that perceived that a set of universal principles would apply to all the organizations in all situations to achieve efficiency and organization's goals. Scientific management and bureaucratic theory were one of the several components of the classical school of organization. Important pioneers among them are Frederick Taylor and Max Weber. The classical theories have been contested of little relevance to work and organization today simply

The customer satisfaction surveys reveal that a small portion of Company X employees are a part of the problem. Customers have complained about certain employees acting unprofessional which is a direct cause of customer dissatisfaction. Upper management has also noticed employees' lack professional knowledge due to the lack of training. There is also a concern for outside forces such as family problems, stress or even a drug dependency that is affecting the performance of some personnel. If employees cannot perform to their fullest potential then the company suffers a series of problems. Each problem is related to the other, slowly causing a domino effect.

The study conducted by Eugene W Anderson, Cales Fornell, Roland T. Rust rightly points out that most of the organizations wrongly tend to believe they should be high on bars in both employee productivity and customer satisfaction. It brings out the very important point that the short term measures like laying- off to improve productivity will impact another important dimension that organizations wish to measure – “customer satisfaction”. The paper “Customer

Study findings show that strong leadership systems focus on customers, motivate employees, and implement their customer service vision. They also focus great attention on gathering the information needed to track customer satisfaction, and employees overall performance. Customer service should be designed and delivered seamlessly from the customer's point of view. Customer-driven operations lead to success. Decentralized, uncoordinated customer service provision makes for a most frustrating experience for customers.

So far so good, but if we look into the management of an organization, we find a different way of thinking that doesn’t help improve service quality. Frontline service employees, trained to follow all procedures, and encouraged by management to achieve more results in less time, find themselves answering a phone, opening the mail, or meeting the next customer in person saying to themselves, “I hope this next customer isn’t a pain in my neck! Customers with questions and unusual requests generally require increased time, lead to increased errors, and can result in a slowing down of the system. Small wonder many customer requests for anything out of the ordinary are met with retort. Leading many employees to say “We do not do it that way” or “That is not how our procedures work here.”