Case Study Analysis: Employee Satisfaction and Management Strategies

This case study presents a simulated conversation between a management consultant and an employee who is dissatisfied with their job. The dialogue unfolds in a question-and-answer format, covering various aspects of the employee's work experience, including their expectations, challenges, and perceptions of management. The consultant explores topics such as the employee's enjoyment of the company culture, future job expectations, how they handle team resistance to new ideas, conflicts with colleagues, receiving criticism, project mistakes, aspects of their job they dislike, feeling valued, and management transparency. The employee's responses provide insights into their motivations, frustrations, and suggestions for improvement. The case study also touches on team dynamics, learning from past experiences, and the employee's overall satisfaction and how they give feedback. The employee expresses a lack of motivation and suggests an action plan for their future development. The case study serves as a practical exercise to analyze employee satisfaction and understand management strategies.

PRACTICAL EXCERCISE BASED ON
CASE STUDY

TASK 1
Below is the conversation between management consultant and an employee not satisfied with
his job. This role play has been designed in question and answer form between two; where
question is been asked by consultant and reply is given by employee:
Management Consultant: Do you enjoy company’s culture and working with managers?
Unsatisfied employee: I enjoy having my hands in a lot of different projects, so I like working
with managers who allow their employees to experiment, be independent, and work cross-
functionally with other teams. At the same time, I really welcome it when a boss provides me
with support, guidance, and coaching. No one can do anything alone, and I believe when
managers and employees collaborate together and learn from one another everyone comes out on
top.
Management Consultant: What are future expectations about job?
Unsatisfied employee: I only hope to continue to grow and improve as a leader, so I’d really
appreciate a boss who’s willing to put themselves in my shoes and mentor me as I lead my team.
I wouldn’t need them to be on call all the time, but just having that sounding board every once in
a while to bounce ideas off of and practice giving feedback with would be incredibly helpful. My
last boss did a really good job of this, and as a result of their tutelage I was able to train and
propel the success of my three direct reports.
Management Consultant: How would you handle it if your team resisted a new idea you
introduced?
Unsatisfied employee: At first, I understood the thoughts behind my team's challenge. This is
probably due to the fact that they don't know of any other frameworks I need to configure and
many of them agree with the old way of doing things. Once I understood their point of view, I
would organize an introduction or preparation to show my group why my idea is correct. I would

have done so as long as I was aware of the separation and joined their questions in my
introduction. I would also like to allow my organization to offer confidential criticism, so all
staff felt their ratings could be related to the new framework - I would never need to disclose as
if my opinion was the main route. It would be great if the study or teaching courses allowed my
group to think.
Management Consultant: What would you do if you were assigned to work closely with a
colleague on a project, but you two just couldn’t seem to see eye-to-eye?
Unsatisfied employee: Another project manager and I were allotted common project together. I
quickly noticed that my partner paid attention to the development and communicated with the
client unlike me. I like to update and visit the phone regularly at different stages of the customer
process, but my colleague has seen no reason to talk to the customer so often. Finally, I talked to
my colleague about her latest style than mine. We traded and agreed to reach the customer on a
clockwork basis, rather than on a regular basis, to speed up the coordinated effort. I was glad I
approached the position with my head held high, and I also understood and realized that my
colleague had a different approach.
Management Consultant: How would you handle an instance of receiving criticism from a
superior?
Unsatisfied employee: In my last post, I have regularly met delegates intimately and in person,
and I have really enjoyed it. Be that as it may, they would sometimes take me on the phone and
with the ultimate goal of multitasking; I usually spoke to them immediately. My boss heard two
of those phone calls, and inevitably told me that I was looking briefly at the phone and, more
horribly, I was often not as prepared as I could be, for I had been assigned another and found my
humiliation. He was absolutely right: I never thought I could tell the customer that I would get
back to them or let the call go by voicemail. With the ultimate goal of running more productive
activities, I really allowed my clients to stay engaged. I benefited from that submission and as I
progressed I felt confident I advised the client that he should arrange an appointment with me
regardless of whether he needed to speak on the phone.

Management Consultant: What would you do if you were almost finished with a project on a
tight deadline, when you realize you’d made a mistake back in the beginning that required you to
start over?
Unsatisfied employee: Initially, I would study the problem and the source and make a number of
different agreements. If none of these preparations were possible without fully trying the
campaign again and with the possibility that I didn't realize that the mistake would waste my
cutting time, I would speak quickly to my manager and tell her the situation. Especially if mixing
is my case, it's important to be simple and open about it - it's a good open door to learning and
development for me, and it can prevent others from making the mistake that - this is the same.
Finally, I would have invested extra energy if it was important to get the job done.
Management Consultant: How would you handle it if you were unsatisfied by an aspect of your
job?
Unsatisfied employee: I love working with people, which is why I was looking for an
administrative job, but I don't like office work. Just off the bat, I expected to make sense as I
moved to lots of desk work so it didn't impact my enjoyment for different parts of my business.
Initially, I researched the material and realized that while it might not be fun, it was undoubtedly
crucial in making sure my body was effective. The moment I saw it added to our field of
knowledge, I appreciated it. At that point, I set aside one day for seven days to run the
administration, instead of cutting it up every day. On Monday morning, first of all, I would shut
down my PC, stay away from crashes and finish it. So to speak, this enjoyed its own way, as it
was a raid period.
Management Consultant: Do you feel valued at work?
Unsatisfied employee: Yes, I very much feel valued at work.
First thing when your boss appreciates your work and gives you more responsibilities.
Secondly, he seeks your advice and opinions while executing a new project.

Thirdly, he promotes you when you least expect it.
Fourthly, he grants you leave when you deserve it.
Fifthly, he asks my impression of a child who has problems settling down or behaves badly. In
so many ways I was given recognition and importance that I really felt valued at work.
Management Consultant: How transparent do you feel the management is?
Unsatisfied employee: Transparency is not something: things don't have to be completely open or
completely secret. Des confirms this, he says, “I think you deserve a fundamental limit in
choosing what is truly useful for everyone, what is not a mystery but a mystery, it needs to be
fixed and something that could be a mystery since you don't have to freeze everyone for
something. "Transparency is a field, and on the off chance that you can't do everything 100%
unexpectedly, you could catch people in time, disturb or cause them a problem. Everyone has
data limits and overloads everything that's happening in the presentation, in the support, in the
structure, in the engineering, being too much.
Management Consultant: Why did the team achieve/ not achieve your objectives? What
challenges did you face? How did you overcome these challenges?
Unsatisfied employee: We have worked well together. We saw all our features and made sure
they were used. It was a very good idea in general how we built a comprehensive system,
however our individual connections and we made sure that this was reinforced by the
organization. The framework worked through the operation of this system and the development
of a common message. As an organization we have neglected how difficult it is to see the
problem and have adopted an over-focused strategy. We found that our main focus was on
patients with complex resolution needs that were difficult to screen when a ton of invitations
could be done more quickly and easily by self examination on the wider range of explanations
behind the canceled assignments.
Management Consultant: What have the team learned from this?

Unsatisfied employee: This proved that a team is larger than the sum of the segments of the parts.
As urgent as it is, we have explored and seen our characteristics and connections and brought
them together to create something more impressive than each of us individually. Also, it was
certain when doing this that real athleticism and energy develop and we understand that the body
itself builds a personality that is beyond the capabilities of the content as well as the people
within. The key point in learning not to rush into commission and invest some energy is to fully
evaluate the problem. All we thought we should welcome was others in the group and it was also
set up to require an investment by talking to more of the vital partners than us. We also quickly
realized that it was certainly more interesting than it was.
Management Consultant: What changes will you make in the way you work as a team?
Unsatisfied employee: This has been a productive team and no major changes are required, but
each of us can use this knowledge of approach to improve the suitability of the various
organizations we work with. We will challenge each other more. All in all, of course, we all
realized that things were not going well. All in all, we understood how to work together
admirably, maintaining that we were reaching our goals. In general, we have been very united as
individuals in the group - and everyone is currently feeling overwhelmed by the outcome. As an
organization we should be sure to stand up and challenge.
Management Consultant: How satisfied are you with your present job?
Unsatisfied employee: I’m not satisfied with my current job and I don’t have much motivation to
take responsibility. I feel that a few different things can have an impact on my business. I'm not
in the mood for much compensation especially in this activity. In any case, I've seen that the kind
of job I'm doing doesn't push me into the industry. The task is to manage the worker in the fleet
of vehicles and not over-test it, looking at my direction and experience.
I think if I want to grow my business I need to make the business even more experimental
and by defining some of the goals and objectives of the industry. You're definitely improving my
presentation for my performance.

My concern is that I do not have reasonable professional performance and I respect the
treatment of staff. Due to a lack of motivation, my employees are not being treated as they
should be. Many thanks to my representatives working when they have done well, the work and
the time they are giving to the association to achieve the goal have not been considered their
requests and issues are usually on take them in a reasonable way and I have understood that staff
are always inclined to complain about things and I was not at all trying to solve problems. I was
not motivated by the lack of detailed entries for them and it did not affect the outcome of the
activity. As a result of the activity evaluation, I developed the action plan for my future
development.
Management Consultant: How efficiently you are giving feedback?
Unsatisfied employee: I not good in giving proper feedback. At some point I have to support my
employees but I struggle to criticize them. I feel that if I give them negative feedback for any
work they have done they may feel frustrated and embarrassed and for that reason I usually
refrain from giving criticism. In any case, I understand that input is important for the director to
provide to their employee and criticism can help activate the association. He also thinks it's
possible for someone to track work before it passes the point where changes can be made.
Likewise, not introducing it can be confusing when something happens after a long time and we
will do what could have been best if it could have been to really criticize this particular issue
when it would be happy. Due to a long time, I feel that the frustrations are mainly due to the
failure to criticize the program. Since I was not a critic of criticism, he did things two different
ways with the employee for not including work for their own job that was not being pursued and
for the lead person for not providing criticism considering the idea of input. I have found that
contribution is fundamental and important in society just as a leader and I put the activity in the
arrangement that accompanies it.

TASK 2
Introduction
This task covers the discussion on work based problem at cleaning company. Here; the company
taken is Cleaning services of UK; the problem identified is low wage rate to cleaners; working
for this company. The mindset of not getting equal wage rate based on effort done by workers
builds the feeling of job satisfaction. In this report; impact and solutions of present work based
problem has been explained.
Scope of problem:
Low pay continues to be an element of work across Europe, with around one in seven EU
representatives rated as low-paid, but the explanations move quickly. Furthermore, speculation
has become increasingly late as the wonder of the "workers". This forthcoming EIRO study
provides guidance on low-wage industry and occupational poverty in the EU and Norway,
reveals the various interpretations used and analyzes the elements leading to low compensation.
At that stage he is posing the question in his modern relational context, examining the work of
minimum wage cadres, established by law or full understanding, and the organization of workers
address quality, affecting the level of low compensation.
Recently, there has been a growing debate across Europe on the issues of "low paid workers" and
those who are "at work". European labor markets have undergone radical changes and changes
since the early 1980s, a period during which the circulation of wages was considered largely
inconsistent. This is seen by some observers because of: the weakening of workers' power under
the pressure of unemployment; change of institution; and changes in the arrangement of the
working power. This widening of income imbalances raises concerns about the life ramifications
of workers at the lower end of the wage differential, with the rate of development of the least
paid workers low to hurt the ability to keep up with expectations that aren't that bad for everyday
comfort. The answer from some areas is to require development of good compensation systems,
such as "wage plans" or something similar.

Impact
The impact of low pay on unemployment is questionable, the structure of the labor market is
important. For example, if the job posting is monopsony, the statutory minimum wage cannot
cause unemployment. The effect of the minimum wage allowed by the law on wage differences
is significant. For example, talented employees just above the statutory minimum wage may feel
they deserve more. Like these lines, an increase in the minimum wage allowed by law can
encourage an increase in compensation for all levels of compensation. Be that as it may, an
increase in the statutory minimum wage will affect wage inequalities in general. Direct
confirmation from the UK suggests that a moderate increase in the statutory minimum wage will
not cause a decline in the industry. In this way, the main study is how the statutory minimum
wage can rise before it can work.
Hence, in this case; the mindset of cleaners is they are getting low wage rate compared to
other jobs. As cleaning is not an easy task for everyone and considered as vulnerable post by
society; so if wage rate is consistently low then it could raise the situation of job dissatisfaction
and impact the cleaning industry in higher staff turnover.
Information on identified problem
The development of the corporate cleaning sector since the 1970s has been driven by a greater
redistribution of indoor and outdoor cleaning facilities to dedicated suppliers, as associations
from all sectors of the economy seek to reduce costs reduce and focus on center exercises. Area
development was not linked to improving working conditions. Contrary to what you might
expect, working conditions appear to have deteriorated or deteriorated, with some observatory
records acknowledging issues of misuse of weak staff gatherings, for example, original workers
and female travelers with limited educational skills for research very little maintenance or work
all day. Employee groups are very close to the department, so the measures to raise pay are
weak. In addition, job demands and careers are usually driven by strict (and usually expanding)
goals. Let’s start by highlighting the highs of the body cleansing sector in Germany, Spain and
the UK.
Low wages are associated with increased stress, low confidence, and a more specific
tendency to engage in unhealthy habits like smoking. The effects of low-wage well-being
become an infinite curve, where unexpected vulnerabilities hinder employment and wage

development. On the other hand, higher wages and better health offer employees a unique
opportunity to receive advancement, guidance and preparation and, therefore, the ability to gain
greater flexibility.
The expected benefits of the minimum wage come from higher wages for affected workers,
some in low-wage or low-wage households. The downside is that the higher salary allowed by
law could debilitate companies from using their low-paid, low-experienced employees and it is
suggested that basic salaries will help. If basic wages reduce the work of low-skilled workers, the
minimum wage is not a "free lunch" to help poor, low-wage families, but instead represents a
trade-off of benefits for some over costs for other people. However, the survey results are
inconsistent, particularly in the UK, with evidence suggesting that basic wages will reduce the
number of jobs available to low-potential workers.
Reason for low wage rate at cleaning industry
The main reason behind less pay rate at cleaning company is complexity of job. As cleaning is
simple job and doesn’t require much skills and practice; so entry into this field is easy for job
seekers. Due to this demand is less compare to supply of labor, that’s why bargaining power for
pay is in the hand of employer and hence low pay rate. But it is also expected that with the
improvement of living condition of all the people in UK will simultaneously increase the scope
of better education and skills and getting recognizable job. In that situation, demand will not
meet with supply of labor and pay rate will increase.
Alternative solutions to low pay rate
Low pay rate and invisibility can cause high staff turnover which could increase the overall cost
of company in hiring, training and increasing productivity of labor. Therefore the solutions for
such problem have been discussed based on different aspects and level below:
Company level:
Company manages labor and paid them regularly by keeping their overall cost low. Below are
some of the methods by which workers can get their pay:

1. Hourly pay: In this method; a per hour rate can be set for the labor and the calculation
done by multiplying the total hours worked with wage rate per hour (total hours worked *
pay rate per hour). The advantages of such method are as follows:
Advantages:
 It is easy to reveal to new candidates and representatives.
 It is easy to give incremental raises, £ 0.10, £ 0.15, £ 0.25 at the same time.
 Record keeping is very simple and easy.
 It is easy to ensure that you are legitimate with the minimum wage allowed by
law and various requirements.
 Split jobs are usually just for paying employees they just pay for their time.
Disadvantages:
 The cost of the product can become too high effectively with this model
 It really is possible to punish a proper employee who targets and cleans up quickly
 Low pays for those who are slower in cleaning
2. Commission pay: Under this model; a commission is paid as a percentage of sales like for
instance, the supervisor gets 25% and labor gets 6% of each job cleaned.
Advantages:
 Maintaining the cost of selling goods is very simple. The cost of a company as a
percentage will always be flat.
 Encourage workers to keep up
 The big cleaners can make better compensation than expected
Disadvantages:
 Promotion and distribution to new employees tends to be very difficult
 Thinking about pay can be confusing, especially in limited positions
 It can make workers stand up and cut corners
 Inadequate job offers reduce staff salaries and morale. You pass on the cost of the
bad job offer from owner to agent.
 It can be suspicious to make sure you stay in just half the minimum wage allowed
by law. Whether or not you always pay or not, you still need the hours you tried to

make sure everyone’s salary level consistently stays above the prescribed state the
minimum payment allowed by law on a regular basis.
3. Hybrid model: There are also hybrid models as well. Some people pay an hourly rate, but
all jobs pay many hours regardless of the length of the cleaning machine. For example,
the leader receives £ 12.25 per hour and the right hand £ 10.10 for 60 minutes. Smith's
house is a 4-hour house, so everyone gets 2 hours at their designated rate with little
consideration of the time it takes to clean the house. This model tries to reinforce some of
the foundations of each model. Regardless of how you go, the required test will continue
to be the same as before:
 If you don't pay by the hour, you should be able to have screen time.
 On the off chance that you don't pay using a commission, you should also have
the option of high quality screening.
Be that as it may, as a result of the intrinsic motivational forces built into each facility,
producers tend to move too moderately (per hour) or too fast (commission). The group
expects the initiative to balance these incentives. Here are a few examples of balancing
frames. Some of these frames can be used in both models:
 Ask your customers to rate the level of cleaners.
 Use that quality level to increase or decrease the bonus level to ensure that there is
an encouraging fiscal force without compromising.
 Create a culture that celebrates and values quality.
 Monitor the levels of the items or dollars generated on an hourly basis and the
extra cleaners will rely on it to persuade them to keep their bargains.
 Be very competent at the approximate times of each room and give clearers clear
objectives in advance that cleaning times should be.
Government level:
It is hard for cleaning industry to pay more wage rate to labors in this cut throat competition. As
to maintain price, cleaning company tries to keep their cost of service low and in this

maintenance they try to hire less expensive labors. In such situation government intervention to
fix minimum wage rates for worker can prove to be better solution for given problem.
Selecting appropriate solution:
Government intervention is a long term solution and requires lots of consent. Thus for short
period of time, choosing hybrid model could be better option here. The reason behind choosing
such model is its flexibility. It can be counterbalance according to the needs of client and
company.
This model suggests paying more to skilled and veteran workers for the productivity they
bring to cleaning industry. This method also generates opportunity to earn in a limitless, as more
work and efficiency will bring more income for them. It also builds a field of professionalism or
freelancer for experienced workers. It will bring job satisfaction for workers with the feeling that
they are getting equal payment based on their skills, experience and efficiency.
Conclusion
After analyzing whole report; it can be concluded that the given problem which is low pay rate
for cleaners raises the job dissatisfaction. Due to this the staff turnover ratio in cleaning services
are pretty much high than other industry. There’s no long lasting solution for this problem except
the interference by government. But at company level, some of the health benefits and
implementation of hybrid model can bring satisfaction at job. Company may also adopt some of
the alternatives to shift burden of cost cutting from labor to other fields like expenses on hiring
and training of new cleaners.