The Call Centre and Tengo Ltd.

TABLE OF CONTENT INTRODUCTION……………………………………………………………… 03 POOR CUSTOMER QUALITY……………………………………………… 03 HIGH LABOR TURNOVER IN THE CALL CENTRE…………………….. 04 REMEDY “TURNOVER”…………………………………………………….. 05 IS TURNOVER LIKELY TO BE UNIVERSALLY DYSFUNCTIONAL?… 06 CONCLUSION………………………………………………………………… 07 RECOMMENDATIONS………………………………………………………. 08 REFERENCES………………………………………………………………… 12 INTRODUCTION: The main objective that focus on this report is to analysis the “employee perspective issues” that are mainly concerning and involving the employees who are contribute to the poor services quality of the Tengo Ltd.

The report is mainly focusing some key areas that are including some key suggestions and it may be overcome the direct and indirect difficulties that effect employees on their job. Using organizational theories and analyzing the employee’s attitude to justify the information that they provides and forecast some solution as well as recommendations moreover the whole report is mainly based on employee job satisfaction and dissatisfaction, absenteeism and lacks of involvement with job, turnover of the employees which HR strategies are expected to improve relations of employees.

The main objectives that focus on this report, how Tengo Ltd can improving their work environment moreover to reduce employees dissatisfaction which get better work performance in the organization. .At the end of the report, there are some detailed recommendations with possible solution will include. The recommendation mainly based on how Tengo Ltd can deal with the upcoming challenges. POOR CUSTOMER QUALITY: In actual fact, Tengo’s poor customer quality can be endorsed the problems of people and the whole process.

The new computerized system which required standardizing customer service, develop the management capability to monitor the service quality of Tengo and accelerate the response times is not provide the desired result. Also customer dissatisfaction indicates that the quality of service is not appears a function of workplace technology. The resolution of the poor customer service is supplementary promising to arrange in the organization of work. The main impact comes from the restructuring process and in particular way the inflexible severance between units and the awareness of workers in exact areas of customer service.

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This process mainly removed the job rotation which is expected to show the approach to develop equal advantages of service quality and job satisfaction. High turnover rate in the customer complaints department mainly indicates a lack of essential job satisfaction in the workplace. However this fact is directly related with the employee’s attitudes towards their job. In addition, the growing labor turnover rate at Tengo’s is indicating unconstructive impacts on service quality as well as the new trained workers are replaced with skilled employees.

The restructuring process and the job loss are mainly liable to have employee confidence and moral that might be measured to represent the abuse of psychosomatic agreement with a consequent impact on the expression of flexible behavior. HIGH LABOR TURNOVER IN THE CALL CENTRE: For analyzing the labor turnover two themes are included at the beginning stage. Firstly the nature of call centre work and the second theme is the work and management at Tengo Ltd. Thaler and Carter (1999) said that, the use of call centre and development criteria are to handle different characteristics of customer relationship management maintains to grow quickly.

Mainly the call centre provides both customer service and opportunities of sales to the public. The main considerable issue whether the call centre works is naturally dissatisfying and the lack of diplomacy (means lack of control) and the management performances are liable to be connected with poor employee relation. Slater (1999) noted that, the call centre employees get very little respect from their superior. For that reason they felt more stress. To analyze the Tengo Ltd it has been clearly view that the employees are not satisfied with their work.

For the reason of restructuring employees are always stressful and their service quality fall down. The restructuring process mainly detached the job rotation which is the key area to develop the employee ability and get equal advantages of service quality as well as job satisfaction. Frenkel et al. (1999) describe that, the great job satisfaction is being connected by the end appearance of the work. This categorization can be useful where complaint management, for illustration, is expected to stick to the previous, even as the technical help is being possible to be related with concluding.

In addition the beginning of differentiation and the task spelization between units can also be talk about comparative to low satisfaction, required multiplicity and boredom as achievable “push” factors. The additional issue apprehensions terms and conditions of worker at Tengo and it seems that better Tengo and call centre’s (other than pay) existing at other close by call centers. The restructuring and content of morale is too likely to be important. Tengo’s payment method is higher than others call centre. However the work environment is not friendly that’s why employees are discouraged and dissatisfied with their job.

The less favorable facilitates includes work longer shift comparing nearby call center’s employees, employees are received few holidays and very few opportunity for training and development. Only payment is not the key criteria to satisfied organization’s employees. The consent meaning of Granny, Smith and Stone (1992) the job satisfaction is an sentimental (called emotional) effect to one’s job, consequential from the present evaluation of real outcomes with individuals that are desired (deserved, expected and so on). REMEDY TURNOVER:

For the proper understanding on labor turnover the organization’s management needs to find out some key criteria that are mainly relevant to understand properly for the reason of turnover. The reason of turnover is not always showing the bad things happen in the organization. However, the perspective of business analysis turnover is not bringing good things for the organization in most of the time. The criteria that management needs to address: 1. Who/who is not leaving the organization? 2. Why they are leaving/ staying in the organization? 3.

Where are the leavers departing to work (if somewhere)? To analyze this case study, many reasons that happens to leave the workplace at Tengo Ltd. According to this report several criteria can be found why employees are leaving their workplace. Employees are dissatisfied about their job Impact of restructuring for that reason job rotation is being removed Work environment is not friendly Work in longer shifts and getting fewer holidays Lack of training and development Rigid workplace Job redesigns that why some employees lost their job. Less employee priority

Reduce training and development cost that’s why it’s not effectives Lack of promotion The problem arises when restructuring process starts and the new job design implement by the organization. There are mainly three units in this restructuring process level 1, level 2 and level 3. But the main facilitates goes to the level 3 employees who deal the technical work. That affects employee’s moral and turnover increase. On the other hand, before restructuring the employees can moved other departments if they want and this process they cannot felt boring and they got the trained to take on a multiplicity of roles.

However, after the restructuring process the customer service director divided the employee’s responsibility of every department and give restriction for going other departments to improve the employees. Even though, this process cannot work properly and after two months, 25 percent of new recruits employees left the job. Kemery et al. (1985) said that, most of the stressful jobs are directly connected to intention to leave the organization. In that case, the management needs to identify with the dynamic of labor turnover and to recognize outline of turnover that might contain a negative result on the employee performance.

For doing this work organization obtain immediate approach and search for the categorization of former or present patterns of turnover during exit interviews and analysis of turnover data. Besides such an approach, the organizational management might too be proactive in looking for the identification and address the interior drovers of turnover throughout attitude survey of employee and appropriate responses to “head-off” any probable problems. IS TURNOVER LIKELY TO BE UNIVERSALLY DYSFUNCTIONAL?

Constantly the turnover is visibly affecting the customer service quality at Tengo Ltd. However some turnover is expected to be functional somewhere it directs to the failure of poor performance or individuals inappropriate to the work place. Although this situation become visible to be the case in the complaints unit where after passing a short time the new recruits are leaving from the organization. Although this turnover emerge to specify a collapse in employee training and selection. Fried et al. (2008) describe a remarkable step.

They analyze and found that the role anxiety was directly connected to the individuals work performance during the job satisfaction and was ultimately connected to job performance during tendency to leave. The process of recruitment and selection criteria is not working appropriately in the Tengo Ltd. However Tengo’s Payment method is higher comparing others call centre even it is creating problem when management decide to reduce the training and development cost as lower as possible. The new recruit’s workers are not getting proper training from the organization.

Even though the newly recruits employees are working with the present experienced employees. The gap is too high between newly recruits and experienced employees since the newly recruits employees are not well trained. For the reason of job redesign process 25 percent of new recruit’s employees ware being leave there job within two months. Wilton (2010) described that, the majority of employee turnover can be measured dysfunctional for the multiplicity of reasons and the reasons are failure of knowledge/skill, worse return on speculation in HRD, indicative of wider worker relations problems.

CONCLUSION: Here the solution would appear to be relevant whether the Tengo’s management was looking for poor service quality as well as high labor turnover. The possible scheme might be contain the reintroduction of several job rotation and connected with cross-training program, enhanced the effective selection and recruitments processes to ensure pragmatic job preview, more emphasize for training and development program moreover present benchmarking implementation by focusing terms and conditions of employ relation to that of opponent. RECOMMENDATIONS:

After analyzing this case study and current situation of Tengo Ltd, following criteria would be focus for recommended to the managers of this call centres. Determining the job satisfaction in the course of evaluation: Tengo’s HR manager must assess the overall job satisfaction of the employees moreover why employees are not satisfied when they got the high payment comparing others call centre. In addition the job satisfaction is very sensitive issue which is mainly consequential from the evaluation of jobs based on several assured features.

However the evaluation procedure might be included following criteria: 1. Survey research: HR manager at Tengo Ltd should accomplish survey research among all the employees who works in Tengo Ltd to verify the job satisfaction level. The survey has been taken by two ways that are verbal and written process moreover the written process is more effective comparing to the verbal process. In addition the written survey process is more realistic, reliable, cost effective and more accurate.

On this written survey research process the question for the employees might be “what issue/issues is/are mainly the big reason for employee job dissatisfaction? ” 2. Rating method: moreover another way to measure the employee’s job satisfaction is the rating method. The rating method mainly includes two ways measuring criteria. Single global technique and summation score technique. However the global rating method is mainly based on the single question technique that is judging all the characteristic of job satisfaction and how much satisfied the employees about their job as well.

In addition, the summations score technique measures all the aspects of job and ask the questions for employees that includes the entire characteristic of jobs and determine each and every job feature separately. To measure the job satisfaction at Tengo Ltd, the summation score technique is more effective rather than global rating method. Enhance to use the summation technique the managers would be able to measure every characteristics individually moreover that includes supervision, recent pay scale, effective relationship with co workers, nature of work environment.

Adding up the company would be use a rating scale that mainly called liker scale moreover it includes 1 to 5 consequent points. The rating scale might be related to “highly dissatisfied and highly satisfied”. However this process is very easy for employees since employees would be able to circle the best suitable number for all characteristic and at last all score would be calculate for getting the appropriate result. Performance evaluation: performance evaluation is another criterion that HR manager must practice during Tengo’s development process.

Under this evaluation program managers have to set up several development processes that are implement for access to every employees in this organization. Furthermore, the call centres advisors should be expectant to generate their individual’s personal development plans, for that reason being they might be develop as well as monitor their individual performance. Learning as well as training: training program creating employees more effectives. Tengo must provide the training program for their employees to achieve organizational goals and improving their work quality as well.

The first task is to identify the training needs for the organization and this responsibility goes to the HR managers. In addition managers can use training needs analysis process that helps to identify what types of training are recommended for the organization. Moreover this process might be completed during a formal training survey that accomplishes all employees in Tengo’s. 1. On the job training: on the job training is more effective. The long service employees might be locating as advisor and to train the recent and newly recruits employees.

This process is very helpful to know how to perform better in organization. 2. Team meetings: team meeting is another way to determine employees mind about their work related issue moreover it helps to increase the employee relationship with top management. Tengo’s HR manager should arrange team meeting with employees. They can set up an idea that relates every week team meeting with every employee to find their perspective about job. Moreover it increases the workers productiveness and get better co relationship. 3.

In-house course: in-house training program is another term to increase employee’s better performance. Under this program HR manager can accomplish a sessions for organization’s employees in a classroom environment. manager can provide some useful learning materials that includes lecture, open discussions about their work related issue etc. 4. Stimulation: stimulation process can determine the organizational needs. Moreover it mainly focuses what types of work organization wants from their employees. Furthermore this process is very useful to connect employees with organizational work environment and culture. 5.

Seminars: organization can arrange seminar to touch employees mind and build up better relationship. In every month Tengo’s manager can arrange a seminar and briefing them to hit the targets very quickly moreover this is the best way to giving employees feedback that might be very useful to get better performance from employees. Joint consultation of employee relation: employees and top management relationship is improving employees productivity as well as organization’s requirement. Manager can establish joint consultation process to improve employee’s performance as well as fulfil the organization’s demand.

Rewarding employees based on performance: to give reward and to get feedback is the best way to encouraging employees performance. The effective reward management should include following criteria: 1. Monetary pay: monetary pay is the best way to motivate employees. Up to that time the payment criteria at Tengo was based on total time spent in organization, job evaluation grade and hierarchical ranking. However direct monetary pay method is an effective approach which certifies that organizational workers are paid according to their involvement with organization. . Non monetary benefits: this is basically a non-financial reward. This process cans reinforcement employees to emphasize on better performance moreover it also motivates organizational employees. However managers at Tengo Ltd should appear at wide-ranging benefits that are given to employees in other organization. Tengo Ltd can introduce some non-financial benefits like transport service, medical care, life insurance, prize bond etc. 3. Contingency pay method: this method includes some extra pay in agreement with the fundamental pay structure.

In some cases basic pay is not enough for employee’s life surviving factors. For that reason some extra pay like contingency pay helps to motivate employees to better performance in organization. Tengo’s manager must introduce this method to motivate employees. Communication with employees: communication process is well connected with employee’s performance. To get the better performance form employees, the implementation of communication process is very important. The main objectives of this process is to get know employees feedback as well as employee engagement with work. REFERENCES:

Fried, Yitzhak, Shirom, A. & Gilbon, S. and Cooper, G (2008), The Medating Effects of Job Satisfaction and Propensity to Leave on Role Stress-Job Performance Relationships: Combining Meta-Analysis and Structural Equation Modeling. International Journal of stress Management, 15, 305-328 Granny, C. Smith, P. and Stone, E. (1992), job satisfaction: advances in research and application, Lexington, MA: Lexington Books. Hemphill, T. A. (2005), US Offshore Outsourcing of R&D: Accomodating Firm and National Competativeness Perspectives. Innovation: Management, Policy & Practice, 7, 351-356

Kemery, E. Bedeian, A. Mossholder, K. and Touliatos, J. (1985), Outcomes od Role Stress: A Multisampling Constructive Replication, Academy of Management Journal, 28, 63-75 Lind, S. and Otte, F. (1994), Management Style, Mediating Variables and Stress Among HRD Professionals. Human Resource Development Quarterly, 5, 301-316 Slater D. Holding Patterns: Call Centers can be Poked and Prodded to Provide Maximum Efficiency. But Will it Cost You Your Costomers? CIO, 1999: 12: 54-61 Thaler-Carter RE. Why Sit and Answer the Phone all Day? HR Magazine-1999: 44:98-104

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