The first problem is a classic case of Taylorism. The work practices have been broken down to their component parts leading to de-skilling within the company, making the work repetitive. This situation calls for a less manufactured way of running the company i. e. the rules and the work have been manufactured to suit the speed of the company rather than to suit the needs of its employees and its customers. I think that the problems here are both context and content the rules being context and the work being content.
If we apply Frederick Herzberg's motivator hygiene theory (1966), as identified by Cherrington D (1990) and change the content of their jobs and give the staff a little more control over the hygiene factors i. e. allowing them to personally reply to customers that need more information that can be given in a standard letter. Also the team should be given to the ability to reorder the way in which their workday is structured. This will lead to higher self-esteem and self-actualization, which are the two top needs on Maslow's theory of basic hierarchy of basic human needs.
The second problem is context; the way the company handles customer relations needs to be changed. I feel that all members of staff need to be trained in customer relations and a rotation of who deals with customers on a day-to-day basis needs to be arranged. Job rotation was proposed by Herzberg to combat monotony and increase employee motivation. This should reduce dissatisfaction and improve levels of satisfaction making staff feel more motivation within the work place. Problem three is that skills within the company are going unused, and this is extremely wasteful.
Management need to do a skills check including everyone at the firm, find out what people are actually capable of doing and start delegating jobs accordingly. I also feel that a rotation of jobs would be in order for those people with skills in the same area of expertise, this would also be a good way of training staff who are less skilled in certain areas of the company. This means that staff will also become multi-skilled and through job enrichment programs will experience greater job satisfaction. Applying McClelland's learned theory of motivation (Mullins L.
1998) could solve the fourth problem, as some people that have greater nPow (the need to influence others and situations, to be dominant, to control) and may respond better to the re-delegation of work and the additional responsibility that comes with delegated work. When this has been applied productivity should improve and management will have more time to get on with some of the more important jobs within the company giving them the opportunity to do a few jobs well rather than a lot of jobs less effectively.