Quicken Loans Organizational structures throughout the world continue to evolve into various designs embraced by highly competitive corporations. Work environments surfacing encompass diverse work practices allowing employees to communicate from remote locations via teleconference as an example (Aghina et al. 2014). Regardless of the type of work environment, values possessed by individuals and/or corporations consistently affect job choices, work decisions and job satisfaction (Carpenter 2012). Quicken Loans corporation provides goals and values for employees, consumers, and business strategies, affecting in essence the job satisfaction and motivation of the Quicken Loan workforce. This paper examines the Quicken Loans Corporation in reference …show more content…
According to Schmitt, Quicken Loans drives success by developing excellence in its work place with organizational behavior practices such as strong individual rewards and/or development, teamwork, individual and collective creative decision-making, and visionary leadership. Key values and goals are presented by Quicken Loans as ISMs promoting principles for employees and leadership to live by in the workplace. Collectively, the ISMs represent key goals and values as teamwork, respect/value, and integrity. The Founder, Dan Gilbert, and the Chief Executive Officer, Bill Emerson, of Quicken Loans actively participate in new employee orientation by spending a full day explaining and promoting the company’s values and goals, i.e. ISMs (Quicken 2016). The company promotes teamwork in the view of a united group, working together to develop innovations and accomplish tasks quickly and completely, while compiling ideas in order to obtain the best solution regardless of position in the company. According to Quicken Loans respect/value of fellow coworkers, consumers, time, and money exist by employing a “we” attitude not an “us” and “them” approach. In essence, the corporation believes by exhibiting excellence and passion, in addition to becoming an expert in the specified job role, employees will create the wealth or income …show more content…
Quicken Loans consistently receives the J.D. Power award, a coveted consumer satisfaction award, in addition achieving the recognition of local and national Best Places to work, resulting in the majority of employees exhibiting high job satisfaction and motivational behavior (Gallagher et Reindl 2013). Specific employee reviews of Quicken Loans discovers current and former employees with varying levels of motivational needs and satisfaction. Studying employees’ comments posted on various review sites, the common consistency existed as high levels of autonomy, an amazing fun culture offsetting stress, excellent benefits, and relaxed, colorful work environment, offsetting the complaint of long work hours without compensation (Glassdoor 2016). The high energy demands at Quicken Loans of “every client, every time, no exceptions, no excuses” proves to be rewarding for some employees yet unacceptable for others Gallagher et Reindl 2013). According to USA Today, a lawsuit filed by former Quicken Loans’ employees suing for unpaid overtime hours exhibits the dissatisfaction of workers. Consistently, long hours and overtime hours existed as the number one criticism of previous personnel. However, when employing the Job Characteristics Model developed by Schmidt, employee satisfaction
The Nordstrom department store empire has been one of the leading companies in the fashion market. They generated over 2.5 billion dollars in sales last year, yet they are facing several internal problems. While Nordstrom strives to have the best customer service in the industry, living by the “Nordstrom way” has caused some hardships on the companies’ employees. An in-depth analysis of the sales position at Nordstrom using the job characteristic model reveals that the job design may moderately increase employees intrinsic motivation, but it is lacking in several areas.
According to Fred Herzberg, eighty percent of motivation comes from “motivating factors”, such as recognition, responsibility, learning opportunities and meaningful work. (Guinn, S. L., 2013). When USAA call center employees were surveyed, the top motivating factor was interesting work. USAA lacks in this area merely because research has shown that call center representatives have limited task control, limited control over the timing in which they have to answer calls and are faced with routine tasks that become monotonous for the
Many organizations have developed written statements known as Mission and vision statements, which support employee performance and motivation strengthening the organizations culture and helping reach goals. Some organizations promote high performance restructuring by dedicating the introduction of a team approach to work structuring, and high skill variety and feedback on performance, which results in job characteristics and improved satisfaction. Organizations nowadays are forced to pay extra attention to their employees’ needs and customers’ needs by means of employee recognition, goal alignment and work force engagement. For teams to be engaged and effective, members must feel appreciated, and believe in their leaders (Dixion & Hart, 2010). Organizational culture obtained with Path-goal theory is equivalently important because appropriate culture is required to sustain or facilitate established high performance efforts. With high employee performance and goal alignment organizations use management by objective (MBO) an integrative approach for management that supports the attainment of customer satisfaction through wide variety of tools and procedures that the end result will be higher quality of goods and services achieving business excellence (Evans J
Job satisfaction is an important issue to address within a work force because it ensures that the employees’ care and value is considered. If the company puts effort into making their employees happy with their work, then this will produce positive outcomes. This includes having more people wanting to work for the company, the employees will want to stay longer, increased productivity and the company will gain an exceptional reputation. When employee satisfaction is not addressed, the ...
While motivational and job satisfaction theories can help employers or leaders to gauge what motivates their employees, it is impossible for them to be used to explain all motivating factors. By analyzing these theories, it is possible to understand their basic concepts, and see how they can be an advantage in motivating their employees to the best possible outcome for the
Spector, P. (1997). Job satisfaction: Application, Assessment, Cause and Consequences. 1st ed. Thousand Oaks, Calif.: Sage Publications.
After the success of the company, it was not reported that Kodak continued to hire, keep and invest quality workers to prolong the progress of the company (Bolman & Deal, 2008). Bolman and Deal (2008) reported that by hiring the right people, big name organizations became superior due to having the right staff. However, it is not enough just to hire the right staff, investing and keeping them is also vital to any company’s success (Bolman & Deal, 2008). According to Bolman and Deal (2008), in order to maintain the workforce, organizations need to protect employees’ jobs, promote employees’ within the company and give employees ownership within the company. Investing in employees meets the core basic needs theory which in return attracts better motivated workers to do an excellent work (Bolman & Deal, 2008). Bolman and Deal (2008) implied that this basic needs
Many of Harrah’s employees deemed the goals set by Winn’s current incentive program to be unrealistic; on the other hand, others felt a sense of entitlement for bonuses. Therefore, Winn’s job is to provide a recommendation to Gary Loveman, on how to motivate and get employees energized. In order to motivate the employees, Winn had implemented an incentive pay plan to rewards Harrah’s employees in all of its properties for improving customer service. The company’s purpose for incentive program was to implant a competitive mindset in its employees as well as to show the employees that they are core of the...
Working in today’s society has changed in the last few decades. The economy and technology are the main reasons for this change. The type of job and environment where one works has also changed. The fact that many people work from home via the internet has drastically changed the workforce and the environment surrounding it. With this change have come new demands, expectations, and opportunities for employers. Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years the need for job satisfaction has not. In today’s economy the job is not as stable as it used to be. One must be prepared for changes in the future.
Whether or not employees feel valued in their contribution to the workplace is one of the most important factors in their overall perception of their company as a great place to work. In fact, among the “100 Best Companies to Work For” recognized by Fortune (2014), an employee’s sense of their value through strategies such as recognition programs and performance incentives, is more closely associated with their experience of a great workplace than factors such as competent leadership, unique benefits, and even fair pay. However, while programs designed to promote employees sense of value can drive an organization towards success and promote a strong company culture, the performance-based culture of the modern business world can push leadership personnel to inadvertently fall into a pattern of behavior, or “Pittfalls of Leadership”, that leaves their employees feeling as if they don’t matter.
Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Thousand Oaks: Sage Publications.
This thread will discuss and analyze the business problem of job dissatisfaction through the application of Core Self-Evaluations and the personality-job fit theory. This work will also offer a spiritual and biblical examination of job dissatisfaction as they relate to the biblical principle of Covenant. Two key elements of Covenant, hesed and mutual accountability will also be examined.
Kumar, N. (2012). Relationship of Personal and Organizational Values with Job Satisfaction. Journal of Management Research , 12 (2), 80.
Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg. 58-59).
Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. There is a considerable impact of the employees’ perceptions for the nature of his work and the level of overall job satisfaction. Financial compensation