Performance Pay at Safelite Essay

Safelite was the largest nation-wide auto meth play along in the United States with about 500 stores, more than 3000 employees and 3000 trucks. The company has started mobile returns and gained 12% of market share. Although Safelite offered mobile service from close all of its stores by the early 1990s, the main focus of the company was to answer the customers at their place and the trend of the stores was decreasing so forth. The incentive was $ meter to open a new store as bonus. So each employee tried to open a new store rather works hard and improving the production. The employees of the Safelite were required to work for eight hours and according to the chief operating officer John Barlow, they were only putting in windshields for two and a half(prenominal) hours. They were non putting their complete efforts and loyalty to the company. Wasting their times and non working for what they were paid. The other reason of the low productivity was the popularity of mobile servic e, which lessen the demand of the store-based services, and the customers trend was changing to mobile service rather than store services. The other reasons includes the customer was not at the stance where the mobile truck was called when the technician arrived or the technician was given the bad accusations of the technician failed to understand the direction given by the customers. The employees didnt put their complete efforts to the work and they were not working hard.Another reason was the problem understanding of the customers. Many of the technicians were not able to understand the complete problem of the customers. They came to know the problem when they reached the customers place. sometimes the technicians were not carrying their appropriate tools, which were needed in the repairing for the customers. The mobile truck was credible to travel to the location where customer calls them. The reason of that was stores were not easy to find. It was because the stores were no t well located they were simply opened for the sake of adding more locations and were not always located in the prime service areas. John Barlow in like manner added that if the location is not well located so why a customer bothers to find and go to the store. The fleet of the trucks became unable to justify its experience cost. The company was seeing one repair job per truck per day to be maintained but they thought that this is a little expense. respective(prenominal) technicians were installing an average of only 2.5 glass unit a day. It wasthe precise bad performance than that of they had expected. Since the installation of a single windshield principally took less than an hour to complete. And lastly, some DCC managers didnt cared to hustle and assigned jobs ingenuous rather than funneling more jobs to those technicians who worked the fastest.