Case Study 2: Repairing Jobs that Fail to Satisfy
Case study 2: Repairing Jobs that Fail to Satisfy
Group D
Applied Organizational Behavior/MAN3240
4/3/2016
Deatra Riley
1
shared via CourseHero.comCase Study 2:
...
Case Study 2: Repairing Jobs that Fail to Satisfy
Case study 2: Repairing Jobs that Fail to Satisfy
Group D
Applied Organizational Behavior/MAN3240
4/3/2016
Deatra Riley
1
shared via CourseHero.comCase Study 2: Repairing Jobs that Fail to Satisfy
Dear Ms. Reynaldo,
After reviewing the information, many possible solutions were identified to ameliorate
the problems that we have been encountering within DrainFlow, and are identified in the
following document.
Employees who are not necessarily satisfied with their work tend to be less motivated to
achieve organizational goals. If employees are not satisfied they have difficulties in
accomplishing goals, or it takes a longer time for them to do so. The employees at DrainFlow
were not motivated and this was evident in the customer service they provided. On the other
hand, when employees are satisfied as seen with lightning Plumber, they have a more energetic
work environment and offer better customer service. Research suggests that organizations with
more satisfied workers are generally more effective than those with fewer. “The driving force
seems to be that happier workers use the time they have more effectively, increasing the pace at
which they can work without sacrificing quality,” (Kelly Parkes-Harrison-Warwick ,2014).
In addition to job performance, there are several other behavioral outcomes associated
with job satisfaction. Organizational citizenship behavior (OCB), customer satisfaction,
absenteeism, turnover and workplace deviance. Satisfied employees are those who are excited to
go to work, they increase customer satisfaction and engage in OCB. Dissatisfied employees find
it hard to go to work on a daily basis, as a result they practice absenteeism and contribute to the
turnover rate.
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