Also, the majority of the employees surveyed did not enjoy their assigned shift nor did they feel they were given the proper tools to perform their jobs effectively. Finally, the majority of the sample felt the company was not good at communicating effectively. All these would indicate reasons why the company would have such a high employee turnover rate. The survey was effective in determining why employees were leaving so frequently, enabling the company to develop new policies and procedures that will help increase employee morale and happiness which could lead to a reduced turnover
Karen may have been more upset at herself than her company. At the time she thought money was her main motivator. She came to the realization that out of the three motivators money, recognition, and cause (Gunn and Gullickson, 2007) that her main motivator was recognition. The fact that her main motivator was being fulfilled could be the reason why she undervalued her work and failed to ask for an adequate raise. Another assumption is that women often took jobs for the wrong reasons (Gunn and Gullickson, 2007).
While some are covered by Medicaid, this plan offers only limited choices and benefits depend on funding which often competes with prisons and schools. Generally poor and lacking education, most people in this tier have serious trouble overcoming the information gap between patients and providers. They may be largely ineffective in changing legislation or the structure of health care. If the problem of access is to be solved, it will need to be driven from the top two tiers. Quality & Trust Most research indicates that HMO enrollees and indemnity insurance enrollees are about equally satisfied with the quality of care in their plans—even patients who were sick when they were surveyed (Dranove, 2000; Weiss & Lonnquist, 2000).
Problem Statement The problem, in this case, stemmed from declining department sales and inappropriate business practices that created unpleasant work conditions and significant reductions in employee productivity. There was poor communication between management and employees and the tally system incentivized individual goals rather than the group goal. This methodology caused
Mean: 2.7 Question 9: The company is good at communicating. Mean: 2.2 Question 10: You do not fear that you will lose your job. Mean: 2.7 Based on the means for the ten quantitative questions from the survey, it is clear that employees feel that the employees of BIMS do not enjoy working for the company, do not enjoy assigned shifts, do not feel as though desired shifts were fulfilled, do not feel well trained for work, do not feel paid fairly, do not feel as though the supervisor treats them fairly, do not feel the supervisor’s boss is treating the division fairly, and most employees do not feel BIMS is good at communicating in general. Based on these results, it is safe to assume that major changes need to be made at BIMS. In closing it is recommended that BIMS begin to work to improve these various areas within the company.
The loss of production and or customers due to failure to deliver the employees or products you sell is also an indirect cost that affects the business in a negative way. One indirect cost many of us do not think of is the effect on the companies morale and that can take a toll on others employees especially the ones who are taking the brunt of the work that the separated employee was performing. Turnover and the indirect cost can even include more frequent accidents and higher injuries due to the inexperience of newcomers. If you take all of the cost, the indirect and direct cost into consideration, you can start to see the full scope and calculate the cost of the
L. Sierra said this statement, “The sad fact is that many business leaders don’t understand the value of communication” (L. Sierra, 2003). Personally, I find this fact to be shocking but I can also say that in my personal experience of dealing with people it is true. Sierra gave an equation to show non-communicators the value of communication. Sierra equation is: “Value = (Cost + Effort) Perception; That is, the value of communication is equal to the costs plus the efforts of what you're communicating to the power of perception.” (L. Sierra, 2003). Can we really measure the value communication?
Results showed that overall the participants are satisfied with the program. However, others have concerns about it and expressed their dislikes. Some mentioned they disliked the process with which the care providers are hired. Others mention dissatisfaction with the small amount of hours given to the care providers that attend to them on cleaning, dressing, feeding, etc. Moreover, unhappy with the treatment that the care givers get from the
Once you have a good handle on what is on his heart and mind, then you will know how to offer the customer helpful solutions that are attractive to him because they have value to him. Is Customer Service Outdated Tom Peters tells us that 70% of customers hit the road not because of price or product quality issues, but because they did not like the human side of doing business with the provider of the product or service. Research conducted by The Forum Corporation supports this fact and indicates that 45% of these customers said they switched to another company because the attention they did receive was poor in quality. Customers today are often treated like a nuisance, instead of the reason that a company is in business at all. Products and services continue to increase in cost.
First USA was the second-largest credit card issuer, yet it had so many flaws, such as low customer satisfaction, payment-processing problems, a shortening of late-fee grace period for some customers, and a very competitive low-interest/zero percent solicitation. These flaws angry the customers, which led to declining in net-interest margin. And that’s not all, once the customer lost his/her trust in the business, it is very hard