Kepner, Karl

Customer Complaints and Types of Customers

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, Karl Kepner, and Michelle Glasser

This document discusses the importance of handling customer complaints effectively to provide superior customer performance. It identifies five types of complainers: Meek, Aggressive, High-Roller, Rip-Off, and Chronic Complainer, and offers tailored responses for each. The article emphasizes the need for organizations to acknowledge, identify, and handle complaints positively, suggesting a seven-step procedure for resolving complaints. It concludes by highlighting the necessity of training customer service personnel to manage complaints efficiently and encourages feedback for continuous improvement. Published May 2001.

Telecommuting as a True Workplace Alternative

Derek Farnsworth, Jennifer L. Clark, Kelli A. Green, Mayra López, Allen Wysocki, and Karl Kepner

What Business Winners Do Right, Where Business Losers Go Wrong

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, and Karl Kepner

This document explores the characteristics that distinguish successful businesses from unsuccessful ones. It identifies six traits common to failing businesses, such as financial poverty and managerial ignorance, and ten traits of successful businesses, including innovation and customer-centric thinking. The article provides checklists for managers to assess their organizations and suggests actions to eliminate negative traits and enhance positive ones. It emphasizes the importance of continuous improvement and strategic planning for long-term success. First published June 2001.

A Manager's Role in Obtaining a Fair Day's Work for a Fair Day's Pay—Part I

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, and Karl Kepner

This document explores the role of managers in ensuring associates deliver a fair day’s work for a fair day’s pay.  The article discusses eight agree/disagree statements to highlight common management beliefs and their impact on motivation and performance. Part 1. 

Financial Management: Important Generalizations

Derek Farnsworth, Jennifer L. Clark, Karl Kepner, and Allen Wysocki

The Role of Monetary and Nonmonetary Incentives in the Workplace as Influenced by Career Stage

Derek Farnsworth, Jennifer L. Clark, Andrew Ballentine, Nora McKenzie, Allen Wysocki, and Karl Kepner

Creating a Positive Workplace for Your Associates

Derek Farnsworth, Jennifer L. Clark, Amanda Ruth, Chip Crawford, Allen Wysocki, Karl Kepner

A Manager's Role in Obtaining a Fair Day's Work for a Fair Day's Pay—Part II

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, and Karl Kepner

This document explores the role of managers in ensuring associates deliver a fair day’s work for a fair day’s pay.  The article discusses eight agree/disagree statements to highlight common management beliefs and their impact on motivation and performance. Part 2. 

Reservists Called to Active Duty and the Effect on Human Resource Management

Derek Farnsworth, Jennifer L. Clark, Nichole Schroeder, Julie Gatlin, Allen Wysocki, and Karl Kepner

This document discusses the impact of reservists being called to active duty on human resource management. It highlights the challenges faced by managers when employees are absent for extended periods due to military service. The article outlines the federal guidelines provided by the Uniformed Services Employment and Reemployment Rights Act (USERRA), which protects the employment rights of reservists. It also offers management recommendations for ensuring a smooth transition during such absences, including understanding USERRA regulations, planning for temporary replacements, and supporting reservist employees. 

Recognizing Average Associates

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, and Karl Kepner

This document outlines a managerial process to ensure average associates are no longer overlooked. It emphasizes recognizing and motivating typical employees to enhance organizational performance. The authors provide strategies for managers to identify and support these associates, fostering a more inclusive and productive work environment. The process includes practical steps for implementing recognition programs and feedback mechanisms that cater to the needs of average associates, ultimately benefiting the entire organization. First published June 2001. 

Understanding Conflict in the Workplace

Derek Farnsworth, Jennifer L. Clark, Julie Gatlin, Allen Wysocki, and Karl Kepner

Understanding Motivation: An Effective Tool for Managers

Derek Farnsworth, Jennifer L. Clark, Ian Bessell, Brad Dicks, Allen Wysocki, and Karl Kepner

Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools

Derek Farnsworth, Jennifer L. Clark, Kelli Green, Mayra López, Allen Wysocki, and Karl Kepner

Managerial Feedback, Associate Performance, and Eleven Positive Feedback Rules

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, and Karl Kepner

Transformational Leadership: The Transformation of Managers and Associates

Derek Farnsworth, Jennifer L. Clark, John Hall, Shannon Johnson, Allen Wysocki, and Karl Kepner

The Associate's Role in Delivering a Fair Day's Work for a Fair Day's Pay

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, and Karl Kepner

This document explores the concept of “a fair day’s work for a fair day’s pay,” emphasizing the roles of both associates and managers in achieving this balance. It discusses eight agree/disagree statements to highlight common management beliefs and their impact on associate productivity. The authors argue that factors such as inclusiveness, appreciation, and effective communication are more critical than job security and wages. They also challenge the notion that people naturally resist change, suggesting that resistance often stems from a lack of involvement in decision-making. The document aims to guide managers in fostering a productive and motivated workforce. Original publication date May 2001.

Managing Conflict in the Workplace

Derek Farnsworth, Jennifer L. Clark, Julie Gatlin, Allen Wysocki, and Karl Kepner

This document outlines five conflict resolution styles: confront, compromise, collaborate, accommodate, and avoid. It explains how to identify and strategically use these styles in workplace conflicts. The document also discusses three strategies for conflict resolution: engage, do-not-engage, and negotiate, providing examples for each. Additionally, it highlights different types of negotiators and offers advice on effective negotiation techniques. The goal is to help managers and associates resolve conflicts efficiently by understanding and applying appropriate conflict resolution styles and strategies. Original publication date June 2002.

Managing Time in the Workplace

Derek Farnsworth, Jennifer L. Clark, Sara Walker, Allen Wysocki, and Karl Kepner

Associates and Motivation

Derek Farnsworth, Jennifer L. Clark, Allen Wysocki, Karl Kepner, and Michelle Glasser

This document discusses the concept of motivation in the workplace, emphasizing that motivation stems from internal factors and cannot be externally imposed by management. It highlights the importance of creating a positive motivational climate to enhance productivity. The article categorizes motivation into three levels: negative, maintenance, and positive, and identifies key motivators and de-motivators based on Herzberg’s theory. It also outlines effective motivational techniques, such as personal recognition and performance-based promotions, to foster a motivating work environment. Published May 2001.

Building Teamwork and the Importance of Trust in a Business Environment

Derek Farnsworth, Jennifer L. Clark, Clayton Becton, Allen Wysocki, and Karl Kepner

Demonstrating Personal Competitive Advantage in a "Rightsizing" Environment

Derek Farnsworth, Jennifer L. Clark, Brian Dougherty, Tori Schenck, Allen Wysocki, Karl Kepner