The Call Centre and Tengo Ltd.

TABLE OF CONTENT INTRODUCTION 03 POOR CUSTOMER smell 03 HIGH LABOR derangement 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 inform is to digest the employee perspective issues that be primarily concerning and involving the employees who atomic number 18 contribute to the poor service of processs feature of the Tengo Ltd.The report is in the main counselling more or less key areas that are including some key suggestions and it may be overcome the direct and indirect difficulties that effect employees on their commercial enterprise. Using make-upal theories and analyzing the employees attitude to justify the information that they provides and forecast some solution as advantageously as recommendations moreover the whole report is principally based on employee job mirth and dis pleasure, absenteeism and lacks of involve ment with job, overturn of the employees which HR strategies are expected to improve relations of employees.The main objectives that focus on this report, how Tengo Ltd keep improving their work environment moreover to reduce employees dissatisfaction which get better work execution of instrument 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 female genitalia deal with the upcoming challenges. POOR CUSTOMER QUALITY In actual fact, Tengos poor customer role hobo be endorsed the problems of people and the whole summons.The new computerized system which required standardizing customer service, develop the attention capability to monitor the service quality of Tengo and accelerate the response times is non provide the desired result. Also customer dissatisfaction indicates that the quality of service is non 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 bring and in particular way the inflexible severance between units and the awareness of workers in exact areas of customer service.This exhibit mainly removed(p) the job revolution 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 employees attitudes towards their job. In addition, the growing labor turnover rate at Tengos is indicating unconstructive impacts on service quality as well as the new trained workers are replaced with skilled employees.The restructuring operate and the job loss are mainly liable(predicate) to have employee confidence and moral that might be measured to represent the abuse of psychosomatic intellect with a consequent impact on the expression of flexible behavior. HIGH LABOR TURNOVER IN THE CALL CENTRE For analyzing the labor turnover both 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) utter 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 accomplishments are liable to be committed with poor employee relation. Slater (1999) noted that, the call centre employees get in truth little respect from their superior. For that cause they felt more stress. To go bad the Tengo Lt d 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 free 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) show 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 bring 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 centres (former(a) than correct) existing at other close by call centers. The restructuring and content of morale is too seeming to be important. Tengos payment method is higher than others call centre. However the work environment is not friendly thats why employees are discouraged and dissatisfied with their job.The less favorable facilitates includes work longer shift comparing nearby call centers employees, employees are received few holidays and very few opportunity for grooming and development. Only payment is not the key criteria to satisfied organizations employees. The consent meaning of Granny, Smith and Stone (1992) the job satisfaction is an sentimental (called emotional) effect to ones job, consequential from the present military rating of real outcomes with individuals that are desired (deserved, expected and so on). REMEDY TURNOVERFor the proper understanding on labor turnover the organizations management postulate 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 theorize redesigns that why some employees lost their job. Less employee priorityReduce training and development cost thats why its 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 direct 1, level 2 and level 3. But the main facilitates goes to the level 3 employees who deal the technical work. That affects employees 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 separate the employees responsibility of any department and give restriction for going other departments to improve the employees. Even though, this process cannot work properly and after cardinal months, 25 percent of new recruits employees left the job. Kemery et al. (1985) said that, most of the stressful jobs are direc tly 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 let 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 father 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 come forth 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 suitably in the Tengo Ltd. However Tengos 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 recruits workers are not getting proper training from the organization.Even though the freshly 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 recruits employees ware being leave there job within ii 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 conjecture in HRD, indicative of wider worker relations problems.CONCLUSION Here the solution would appear to be relevant whether the Tengos 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 course of instruction, deepen 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 oppon ent. RECOMMENDATIONSAfter 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 Tengos HR manager must(prenominal) 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 pro cess 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 self-aggrandizing reason for employee job dissatisfaction? 2. Rating method moreover another way to measure the employees job satisfaction is the evaluate method. The rating method mainly includes two ways measuring criteria. Single global proficiency and totality 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 designate each and all(prenominal) 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 pass all score would be calculate for getting the appropriate result. Performance evaluation performance evaluation is another criterion that HR manager must practice during Tengos 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 individuals 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 finished during a formal training survey that accomplishes all employees in Tengos. 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 superlative degree management. Tengos 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 employees better performance. Under this program HR manager can accomplish a sessions for organizations employees in a classroom environment. manager can provide some useful learning materials that includes lecture, open discussions about their work related issue etcetera 4. Stimulation stimulation process can determine the organizational needs. Moreover it mainly focuses what types of work organization wants from their employees. Furthe rmore 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 Tengos manager can arrange a seminar and instruct 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. go consultation of employee relation employees and top management relationship is improving employees productivity as well as organizations requirement. Manager can pass water joint consultation process to improve employees performance as well as fulfil the organizations 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 pecuniary pay is the best way to motivate employees. Up to that tim e 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 employees life surviving factors. For that reason some extra pay like contingency pay helps to motivate employees to b etter performance in organization. Tengos manager must introduce this method to motivate employees. Communication with employees communication process is well connected with employees 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. REFERENCESFried, Yitzhak, Shirom, A. & Gilbon, S. and Cooper, G (2008), The Medating cause 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 & Practic e, 7, 351-356Kemery, 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 upper limit 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 4498-104