Realignment of individual productivity and team's capacity standard in Quezon City delivery team of LBC

• Main Author: Tamodra, Jovel Lou E.
• Format: text
• Language: English
• Published: Animo Repository 2020
• Subjects: Performance standards; Express service—Employees—Rating of; Express service—Philippines; Performance Management
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6205; https://animorepository.dlsu.edu.ph/context/etd_masteral/article/13259/viewcontent/Tamodra_JovelLou_11685409_1_Redacted.pdf
• Institution: De La Salle University

In this collaborative action research, our team focused on addressing the issue of inability of our Quezon City Courier Delivery Team (QCDHA) in LBC to meet the delivery performance standards for Courier Associates due to outdated or unrealistic productivity standards set by our Top Management. Manifestations of the issue of inability to meet productivity standards in QC Courier Delivery Team operations were the consecutive months of failing Delivered on-Time (DOT) ratings, high recorded complaints and claims, and high turnover rate of Courier Associates. In Cycle 1, our team adopted the Goals, Performance Measure, and Behavior model introduced by Werther, Ruch, & MacClure (1986) as the framework for this study, together with several industrial performance measurement tools for us to obtain the realistic individual productivity standard for Courier Associate. The implementation of the new individual productivity standard for Courier Associate brought positive results on both operational and financial measurement of the Company. At the same time, some Courier Associates were transferred to Teams or delivery areas where they are really needed. But the Courier Associates who were transferred to new location could not consistently hit the Delivered-on Time % standard because of their low familiarity with their new assigned delivery area. Therefore, in Cycle 2, we implemented the “Buddy System” of assigning an Associate who has adequate knowledge on the delivery area to work with the newly transferred Courier Associate. This was to hasten the familiarization of assigned area as well as achieve the DOT Rating consistently. Results showed that under this new system, the trainees no longer need the probationary training period of two (2) weeks to hit our daily individual productivity standard per Courier Associate. Within a week, all transferred Courier personnel assigned to QCDHA consistently hit the DOT Rating consequently.