This document is a critical analysis of the claims services in Sécuriplus, highlighting the issues of poor service quality, errors, and low productivity. It explores the impact of the division of labor, the role of complaint clerks, and the need for employee satisfaction and motivation. Written as part of a human relations course, this study aims to provide insights into the factors affecting the performance of the claims services and proposes solutions to improve the quality of work and employee engagement.
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[...] ) I always tell them to take out their training manual and study them.» Mr. Blanchette does not participate in the life of his clerks, he does not help them understand the software, he stays in his office, he sends memos to communicate with them. He does not explain the expected perspectives of the system implemented, he is satisfied with the technical information of the software. And he does not stimulate his employees to take the initiative, on the contrary. In opening up spaces for discussion, the participatory approach allows individuals to reconfigure their modes of thinking and acting in the face of problems they need to address, such as the problem of customer dissatisfaction. [...]
[...] This work is broken down into elementary operations: mail reception, mail opening, mail sorting, complaint classification. It is the same for the complaints/medicines service, the complaint clerks, the cheque service, and the mail service. Upon receipt of the mail, the complaints/medicines service treats it in turn in three categories ( . The complex complaints were reimbursement requests addressed to two services.». The management wants these workers not to think about how to improve the service. They simply expect them to execute the tasks assigned to them. [...]
[...] The complaints submitted to the complaints/medical service . followed a specific sequential path that began at the medical division's mail service.». This path is characteristic of a task fragmentation, where each operation is divided into elementary operations. For Adam Smith, the division of labor has three advantages: it increases the skill of workers individually, it allows for a reduction in downtime related to changes in work, and finally, it enables a more systematic use of machines (here computers) to facilitate work. [...]
[...] At all levels of the social scale, the zeal and activity of agents are increased by initiative.' He recommends that: 'The initiative of all, coming to add to that of the chief and, if necessary, to supplement it, is a great force for businesses. We notice it especially in difficult times. Therefore, we must encourage and develop this faculty as much as possible.' 'All things being equal, a manager who knows how to give initiative to his personnel is infinitely superior to one who does not know how to.' 13. The union of personnel. She is a great force in this company. Fayol specifies that 'Therefore, we must strive to establish it. [...]
[...] In the Sécuriplus society, the manager imposes discipline through the fear of dismissal. However, according to Fayol3, « Discipline is the respect for conventions that have as their objects obedience, obedience, punctuality, activity and outward signs of respect. It imposes itself on the greatest leaders as on the most modest agents. The most effective means of establishing and maintaining it are: 1° Good leaders at all levels; 2° As clear and as equitable conventions as possible; 3° Judiciously applied penal sanctions . [...]
