The Call Centre and Tengo Ltd. Essay

The table 9 demonstrated how AFRICEL-TEMPO employee were dependable in handling customer service problems, the preference of the customers was good with 37.8% of the respondents, the rest 32.2% of the respondents said that the handling customer service problems was fairly good, 16.5 of

Moreover, Andera should offer some challenging, but achievable tasks, which to provide a sense of satisfaction for the staffs who successfully handle these unexpected tasks finally. Secondly, Andrea should consider that the tasks provide a certain degree of independence and discretion to staffs performing the work. When the staffs have chances to use their initiative and judgment in carrying out the work, they would tend to experience more responsibility for their outcomes and more satisfying with their work. Thirdly, Andrea should redesign the tasks in a way that the task itself can provide clear information to the staffs about how well they are performing. So the staffs can have chances to figure out whether they perform well and what they can improve to perform better. All in all, by redesigning the job tasks in a way that providing more variety, identity, significance, autonomy, and feedback, staff’s job satisfaction levels tend to increase, which help the task area’s combination go as smoothly as

Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.

Restructuring the organization will be considered to be a major reconfiguration of the internal administrative structure that is associated with an intentional management change program. The goal of the restructuring will include results such as productivity improvements, cost reductions, increased shareholder value, and/or a better alignment of the organization with a changing environment. It’s important to recognize that although management views restructuring as a source of order during a turbulent time, their subordinates view restructuring as a source of disorder because it

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

As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty.

The main cause of these symptoms is the lack of motivation among customer service employees. As according to the results of employee survey and informal comments given by employees, we can conclude that most of the employees do not meet their job satisfaction. This is the main factor for the lack of engagement in doing their task, ended with poor performance in their customer service. The work effectiveness is strongly affected by employees’ work motivation and job satisfaction.

Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.

Corporate Reorganization occurs in the form of new acquisitions, business takeovers, and buyouts of new ownership. The decision to restructure the business activities forms an important part of the strategic plan for business development. Change in the operational activities, implementing changes in customer services, and many others involved in the process. The process includes designing the internal work condition, which is essential for the growth of the business. Managers select the process based on the future goals and expectations of the company to offer services to the clients (Boxall et al. 2007).

Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon

Work redesign - is the third level of goal setting focus. This deals with changing the setup of a main products and services of the organization.

Working in today’s society has changed in the last few decades. The economy and technology are the main reasons for this change. The type of job and environment where one works has also changed. The fact that many people work from home via the internet has drastically changed the workforce and the environment surrounding it. With this change have come new demands, expectations, and opportunities for employers. Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years the need for job satisfaction has not. In today’s economy the job is not as stable as it used to be. One must be prepared for changes in the future.

In the case of restructuring the HIS in order for it to be more aligned in structure-to-behaviour the study pinpointed low morale, accountability, and boredom as problems and proposed increased responsibility and feedback through work process reorganization. The work process reorganization proposed was to introduce a reward system whereby employees reap rewards for good work or bear consequence for bad work, and job enrichment to decrease monotony and boredom.

It is evident from the table that the external customers, the majority of the respondents (78%) say that the public sector companies have not inclined towards the customer service in all aspects. There is a small percentage of the respondents (22%) who are with the public sector companies for their customer service practices.

The most important resource, and the one in least supply, is additional time for those involved in restructuring. When implementing change, you must be creative with time, all the plans be perfect however if there is no time for the people involved to come together the perfect plans cannot be executed. Guideline five, acknowledge the emotional reaction to change. When implementing change, you should anticipate emotional reactions to change. The stages of emotions are; uninformed optimism, informed pessimism, hopeful realism, informed optimism, and a sense of rewarding completion. Guideline six, anticipate restructuring problems and identify problem-solving skills. Attitude and emotional issues; process factors such as lack of coordination, planning, or communication; and lack of resources are a few problems that should be anticipated whenever change is being facilitated. Other predictable problems are unanticipated crises, competing demands, limiting physical environments and perceived low or minimal control among those involved in the change effort. Effective problem solving approaches