TABLE OF CONTENT

INTRODUCTION……………………………………………………………… 03
POOR CUSTOMER QUALITY……………………………………………… 03
HIGH LABOR TURNOVER 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 report is to analysis the “employee perspective issues” that are mainly concerning and involving the employees who are contribute to the poor services quality of the Tengo Ltd. The report is mainly focusing some key areas that are including some key suggestions and it may be overcome the direct and indirect difficulties that effect employees on their job. Using organizational theories and analyzing the employee’s attitude to justify the information that they provides and forecast some solution as well as recommendations moreover the whole report is mainly based on employee job satisfaction and dissatisfaction, absenteeism and lacks of involvement with job, turnover of the employees which HR strategies are expected to improve relations of employees. The main objectives that focus on this report, how Tengo Ltd can improving their work environment moreover to reduce employees dissatisfaction which get better work performance 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 can deal with the upcoming challenges.

POOR CUSTOMER QUALITY:
In actual fact, Tengo’s poor customer quality can be endorsed the problems of people and the whole process. The new computerized system which required standardizing customer service, develop the management capability to monitor the service quality of Tengo and accelerate the response times is not provide the desired result. Also customer dissatisfaction indicates that the quality of



References: Fried, Yitzhak, Shirom, A. & Gilbon, S. and Cooper, G (2008), The Medating Effects 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 & Practice, 7, 351-356 Kemery, 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 Maximum 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: 44:98-104

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