Case Analysis for City Bank
City Bank was a small branch with less than a dozen employees. Of those employees, 8 were tellers. The tellers were a very senior group and were very close. None of the tellers had a college degree. The 3 officers at the bank were not well versed in managing employees. They were bankers. They did, however, manage to hire a college graduate to their teller staff. The addition of this employee threw a monkey wrench in the status quo at City Bank. The new teller was contentious and hard working. She worked through the ranks and became head teller in a year. She elicited the scorn and distrust of her fellow tellers in the process. This conflict, in turn, spilled out to affect the customers. So, Cit Bank had a problem. Their central concern was the decline in the quality of service to the customers. This poor customer service can be attributed to the group dynamics. Specifically, the addition of Ms. S to the teller staff exposed the social loafing that existed prior. This exposure, in turn broke down the cohesiveness of the group, plunging it back to the confrontation phase. City Bank had to find a way to keep this situation from affecting its customers.
There are many factors at City Bank that attributed to the work attitudes of its tellers. First, the compensation and incentives did not differentiate those who excelled and those who did not. Why would employees want to do a great job when they get paid the same as their slacker coworker? Without any incentive to pursue personal excellence, they abandoned the pursuit. This led them to specifically work at the same pace and accomplish similar workloads. In this situation, a new addition to the team is instantly a threat to the status quo. These tellers took years perfecting their group. As time passed and the new teller did not conform to the group dynamic, the group lost cohesion and separated in to sub groups.
Second, the officers were...