The paper "Effort-to-Performance Expectancy" is a wonderful example of a Management Case Study. YakkeTech Pty Ltd is an IT service firm, employing 1500 individuals across New Zealand and Australia. The company has a consulting division and a customer service division. The company faces significant problems in its company structure and human resource management, leading to poor quality service, specifically in the customer service center. This paper discusses the problems at YakkaTech, through the lense of Expectancy organizational theory. It further uses organizational theories that can enable executive management to identify the solutions to existing problems (Dunn, 2009). Symptoms suggesting problems at YakkaTech In the present case scenario, it is clear that something has gone wrong, since Yakkatech Pty Ltd has failed to live up the customers as well as employees’ expectations. In particular, there is a problem with quality service, since customers have complained about the poor services offered by the call center division.
Additionally, employees' are indifferent to customer needs. The company's service business has almost doubled over a five-year period. However, this has also seen increased customer complaints concerning poor quality services.
Indeed, many customers have complained that employees disregard their complaints. Some customers have also complained about the slow response to their complaints. The employees are continually being educated by the customers. Further, there is a case of employee resignations in the company. The employee turnover rate at the contact center has risen beyond the industry average. This has increased cost of labor, as the company has to recruit new employees. The monotony of work is also a problem. Aside from informal comments from employee conversations, the results of an employee survey show that many employees regard their work as being monotonous. Cases of conflict are also prevalent.
An employee survey has found cases of ongoing conflicts within employees in the departments. This is also encouraged by the stress related to service to dissatisfied customers. Despite increased salaries to motivate employees, there is no improvement in productivity. Despite the need to motivate the employees by increasing their salaries, based on the assumption that higher pay would decrease the number of resignations and improve their morale, productivity and customer satisfaction has not improved. There are also cases of employee referrals (Dunn, 2009). The main causes of the symptoms The main cause of the problems that the YakkaTech faces is linked to the motivation of the employees.
The causes of the problems can be best explained by the Expectancy Theory. The problems related to low motivation due to policies that tend to infringe on the employee’ s instrumentality, expectancy, valence as well as a mix of the three. The three depict the key dimensions of Expectancy theory. Indeed, the theory can be used to apply all the factors affecting the employees to establish the motive force.
For instance, lowering one of these factors leads to a lack of motivation among the employees (Lunenburg, 2011). The expectancy theory relies on four fundamental assumptions. First, the employees at YakkaTech’ s call center must have joined the organization while expecting the company to fulfill their needs, past experiences and motivations. Consequently, efforts by the company to satisfy these expectations determine how employees react to the company.
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