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Using the video case study explain on which extent the organisation keeps their side of the empowerment bargain?

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Introduction

Coursework: Using the video case study explain on which extent the organisation keeps their side of the empowerment bargain? Nowadays, a new business process emerges, the empowerment. The context is that managers are working in pair with employees. Managers give opportunity to the staff to give their ideas, and being more involved in the firm as a whole. Its mean more confidence and trust in each other. Does the empowerment way is a threat against the organisation? The aim is to discuss the extent to which the organisation is able to keep their side of the empowerment "bargain". Therefore, the following study is supported by the "Alliance and Leicester Building society". It occurs in the banking sectors and this firm is a call centre on which the empowerment is present. The two mains actors are the managers on the first hand, and the Customers Service Agents (CSA) on the other hand. The customer service aim is to deliver a rapid answer to the client needs. The CSA are operating directly with the clients while managers are trying to improve the service efficiency. By improving efficiency it means implant and developed the empowerment. Different stages are identified in the firm. ...read more.

Middle

The important point is that organisation has control of the CSA work by providing standardised relation. But the rules have to be explains. The IT has succeeded to create the monitoring in call centre. It is an electronic tool. CSA and managers have constant access to the information which is provided. There is a rating, minimum of calls per hours, average of time spend per call...The agent logs themselves before working. They are under constant monitoring. The point is that CSA are agrees to follow the organisation rules while the quality is in peril. That is called the psychological contract, when workers give and take involvement in their task, with a total confidence in organisation. Management controlled satisfaction by looking on abandon rates and call monitoring. Moreover, there is a wide variety of customers with different type of request. But CSA are working on quantity not quality even if they would prefer quality. They work for employer; in consequence they are agreeing to follow the rules (Alan Miciak, Mike Desmarais). CSA are under monitoring control, and cannot really manage their work as they want to. The workers are not always able to know when they are monitored (Marx and Sheriden, 1986). ...read more.

Conclusion

CSA are under a huge surveillance, which result is a self discipline. The organisations control the CSA improvement. Organisation desires are assigned to CSA by the "coaching". Organisation control the conflict by successfully maintained a non unionized labour force. The organisation rules surpass the CSA beliefs. It was clearly shows that the empowerment in the Alliance and Leicester building is under control. Empowerment is not a way to give more responsibility to the staff in this case. This is a tool to let the agent work finally more and achieve the organisation desires. The point is that more control the organisation get, more pleasant the job seems to be for the CSA point of view. It will be important to see on which way the organisation will improve the CSA skills and let them grow inside the company. Creating an internal labour market is the objective result of empowerment. Involvement and training let workers have access to higher job. Instead of developing and using the agents' skills, the call centres standardised the labour process. Is it really the most efficient way? But it is clear that the Alliance and Leicester firms keep their side of the empowerment bargain by having a total controls on each level. They control all the empowerment stages and agents do not mind but found their jobs pleasant. ...read more.

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