A discussion on the motivation processes of organizations, with a focus on Southern California Edison and how it uses motivation on employees and management in the claims department.
Written in 2004; 1,294 words; 7 sources; MLA; $ 43.95
Paper Summary:
This paper examines how, since the deregulation of the power industry, electric utility companies have had to pay increasing attention to customer satisfaction levels and how industry performance on overall customer satisfaction is now regularly measured, based on performance. In particular, it looks at the company, Southern California Edison, and attempts to show that, when it comes to the claims department, high motivation levels become even more paramount, since this type of department has the dual objective of minimizing SCE's financial liability, while at the same time striving to maintain customer satisfaction levels. It demonstrates how SCE has used Herzberg's theory to some success and, in exploring SCE's use of Herzberg's theory, it also reviews the suitability, implementation, and results of SCE's motivational processes as applied to its claim department.
From the Paper:
"Frederick Herzberg's Motivation-Hygiene Theory had two basic suggestions: the first being that there are two types of motivators, one type which results in satisfaction with the job, and the other which merely prevents dissatisfaction. The two types are quite separate and distinct from one another. Herzberg called the factors which result in job satisfaction motivators and those that simply prevented dissatisfaction which he refers to as hygienes. The factors that lead to job satisfaction (the motivators) are: achievement, recognition, work itself, responsibility, and advancement. The factors which may prevent dissatisfaction (the hygienes) are things such as company policy and administration, working conditions, interpersonal relations, money, status, and security."
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