Motivation in customer care organisation
Motivation in customer care organisation
The customer care services have become the main place for communication between the organisation and customers, and it has become a core element in an organisation’s operation (Russell, 2008). Feinberg et al. (2002), pointed out that more than 70% of customer contact are made through a call center. According to Nelson and Quick (1997), calls center employees need to be constantly motivated to show enthusiasm for their work. Nelson and Quick (1997), Further, explains motivation is just the process of inspiring and maintain goal-oriented behavior.
The company I worked for is a highly reputed contact center organisation which is specialized in customer care services. The organisation provides the clients with a series of business process outsourcing services provided by skilled and well-trained personnel. Same way, the company is expanded into other areas such e-commerce, logistics, automobile, insurance, travel, leisure and healthcare. The organisation provides the following benefits in brief.
• Friendly environment
• Compensations
• Rewards given for attending work on time and without any absenteeism, better performance.
• Share customer appreciation in front of other employees.
• Bonus.
According to Dartley (2011), Herzberg’s findings indicate that certain characteristics of work are always related to job satisfaction, while different factors are not related to job satisfaction. (as illustrated in figure 2.0)
Figure 2.0: The motivation- Hygiene theory of employee engagement
The
following is a Brief description of each motivation factor
Achievement
According to Adair (2006), Positive achievements include
achieving specific successes, such as completing arduous tasks on time, solving
problems related to work, or seeing positive results of work. Further Adair
(2006), states negative achievements involve poor work progress or poor work
decisions
Interest
in the work
Nelson (1997), states in order to actively motivate
employees, managers should focus on their work interesting. According to Nelon
(1999), increase visibility; everyone is grateful for getting
credit when they expire. Further Nelson (1999), insists new
opportunities to perform, learn and grow, as a will motivate employee to work
hard.
Responsibility
According to Adair (2006), responsibilities are related to obtaining freedom to make decisions and being satisfied. Liu, W. (2004), explains responsibility as one of the significant advantage of the bottom-up employee engagement method is that is that it has a responsibility to find the best way to intervene in the hands of employees.
Advancement
According to Mumford (2000), advancement is the progress of integration and reorganization of knowledge which generate new ideas. Lawless and Anderson (1996), states advancement makes employees more effective and the company more efficient. Further, Hitt et al..(1997), explain advancements as an important factor affecting employee progress performance improvement. Advancement involves the emergence of new ideas, and the implementation of ideas to solve some major problems (Mumford and Gustafson,1998).
Tesco and the hygiene factors (Bent
and Freathy, 1997).
Tesco
aims is to motivate its employees, both by paying attention to hygiene factors
and by enabling satisfiers. For example, it encourages and empowers its
employees by providing appropriate and timely communication, delegating
responsibility and involving staff in decision-making. Every year, it holds
forums in which staff can take part in discussions on pay increases. This shows
recognition of the work that people do, and rewards them. They can even
influence what food goes on their restaurant menus. Employees are thus
motivated to make choices that increase their use of restaurants.
Video 2.0: Motivating Your Team Using
Herzberg's Motivators and Hygiene Factors
Source: MindToolsVideos (2018)
The
above video explains Herzberg’s motivation and hygiene factors that helps to
determine the factors that produce high job satisfaction in the workplace,
understand the factors and how to use the Herzberg model to improve job
satisfaction in the workplace.
References
Adair,
John. (2006). Part 2. Maslow and Herzberg, Chapter 6. Herzberg’s
motivationhygiene theory. Leadership and motivation. London and Philadelphia:
Kogan Page.
Bent,
R. and Freathy, P. (1997). Motivating the Employee in the Independent Retail
Sector. Journal of Retailing and Consumer Services, 4 (3), pp. 201-208.
Bozionelos,
N. (2008). Improving Employee Motivation and Retention in Call Centers: Is
Adding Layers the Answer? Academy of Management Perspectives, Vol. 22(3),
pp.114-116.
Bragg,
T. (2000). How to Effectively Reward and Inspire Your Team. Occupational
Hazards, Vol. 62(10), p. 131.
Choi,
S., Cheong, KJ. & Feinberg, R. A. (2012). Moderating effects of supervisor
support, monetary rewards, and career paths on the relationship between job
burnout and turnover intentions in the context of call centers. Managing
Service Quality, Vol. 22(5), pp.492-516
Dartey, B. (2011), Application of Frederick Herzberg’s
Two-Factor theory in assessing and understanding employee motivation at
work,Vol 3. European Journal of Business and Management.
Feinberg, R, Leigh, H. Rajesh, K. and IKSuk, K. (2002), "Operational determinants of Caller satisfaction in the banking/ financial services call center", International Journal of Bank Marketing, Vol 20 No. 4, pp. 174-180.
Hitt, M.A., Hoskisson, R.E. and Kim, H. (1997), Ïnternational diversification effects on innovation and firm performance in product diversified firms", Academy of Management Journal, Vol. 40, pp. 767-98
Kaldenberg Do, Regrut BA. Do satisfied patients depends on satisfied employees? or do satisfied employee depend on satisfied patients? The Satisfaction Report newsletter. Volumn 3. South Bend, Ind: press, Ganey Associates Inc; 1999.
Koehl, M., Poujol, J. F. & Tanner, J. F. (2016). The impact of sales contests on customer listening: an empirical study in a telesales context. Journal of Personal Selling & Sales Management, Vol. 36, 3, pp.281-293
Lawless,
M.W. and Anderson, P.C. (1996), “Generational technological change: effects of
innovation and local rivalry on performance”, Academy of Management Journal,
Vol. 39,pp. 1185-217.
Mumford,
M.D. (2000), “Managing creative people: strategies and tactics for innovation”,
Human Resource Management Review, Vol. 10 No. 3, pp. 313-51.
Murphy,
W., Dacin, P. & Ford, N. (2004). Sales contest effectiveness: An
examination of sales contest design preferences of field sales forces. Journal
of the Academy of Marketing Science, Vol. 32(2), pp.127-143.
Nelson,
D.L. and Quick, J.C. (2003), Organizational Behaviour: Foundation, Realities
and Challenges (4th ed.), Australia: Thomson South-Western.
Retrieved from https://blog.kainexus.com/employee-engagement/employee-engagement-software/the-motivation-hygiene-theory-of-employee-engagement
Russell, B. (2008), “Call centers: A decades of research”, International Journal of Management Reviews, Vol. 10 No 3, pp 195-219.
Agree with you, Happy employees tend to show enthusiasm when interacting with their customers, and how employees are treated, or the atmosphere of the internal culture, will dictate how your employees feel, Attitude of employees tied to the employee’s performance and will transform into the quality of their work. Ultimately, what is felt and experienced by customers through employees, turns into a decision to return to your business or visit a competitor. When a company does not have to tell its customers why they are the best in their market, then it is naturally a business, we gravitate to because we feel good about paying the company as the product is very good and the customer service is very good (Subramanian 2018).
ReplyDeleteAgree Mahesh, according to Zerbe et al (1998), motivated employees can deliver better results compared to unsatisfied employees. and performs effectively when employees feel satisfied with the company. Simon and DeVaro (2006), argued that investment on motivated employees will benefit the organization in the long run as it improves employee efficiency and service quality.
ReplyDeleteOrganizations need to encourage initiatives and participation by employees, as this will help build leadership at various levels. For leadership roles formal authority is not the criteria but it is the initiatives and innovation. Employees at all levels can choose to be a leader if they have an opportunity, and this helps motivate and influence other employees (Jeffrey L. Herman et al , 2011).
ReplyDelete