Process Improvement Plan: Process Proposal

Process Improvement Plan: Process Proposal
Name
Institution

Abstract
To facilitate performance of the military at the Army Sustainment Command, employee satisfaction will be used as an improvement plan. The policy is expected to revise on the current system so that various gaps are identified and corrected appropriately. Employee satisfaction in the military is associated with building good working relationships and a positive working environment where the soldiers feel that they are encouraged towards service delivery. The policy is aimed to identify the weaknesses within the military such as a poor working relationship between the civilian workers and the military. The supervision is expected to consider the welfare of the army so that they are not demoralized with the methods of supervision. The leadership is supposed to promote shared responsibility among the soldiers so that they are motivated hence leading to employee satisfaction. All the process in the military is expected to match the demand of the soldiers so that they are encouraged to provide excellent customer relationships and improved worker relationships.
Keywords: Employee satisfaction, military, relationships, customer service, shared responsibility, civilian, supervision, gaps, soldiers 

Process Improvement Plan: Process Proposal
Improving employee satisfaction
Discussion 1
The challenge that arises between the military and the civilian employees is the lack of understanding that only contributes to the dissatisfaction.

The civilian supervisors do not have well-structured supervisory guidelines that encourage positive contact with the military. Working towards achieving employee satisfaction will enhance a concrete military working comprehensively to provide quality services to the customers (Sanchez, Bray, Vincus & Bann, 2004). Through the Fielder model, the military leadership needs to shape their management culture to promote the sharing of responsibility and effectiveness. The Fielder model, when combined with an understanding of the military, contributes to employee satisfaction. Therefore the military leadership should promote job satisfaction among the troop so that they are motivated towards performance and improved customer service
Discussion 2
The current trends of the strengths in the army can be adapted in the process improvement plan to reinforce its operation. Working as a cohesive unit promotes the sharing of ideas that can be used in the military processes and hence leading to the motivation of the workers. The military is encouraged, and development in the profession will be evident with an improved model of employee satisfaction (Shabane, Schultz & van, 2017). The hiring practices in the Army Sustainment Command is ethical, and in an organization where organizational commitment is adhered to, employee satisfaction is encouraged and hence performance. Acquiring a professional workforce and doing job appraisals on their performance promotes increased worker output and improvement in quality for a sustainable environment of service delivery.
Discussion 3
The policy is expected to improve on the gaps that were identified in the military such as the progressive transfer of soldiers leading to insufficient working relationships. To promote employee satisfaction, the soldiers will be allowed to stay in a unit for more than five years and only transferred when a significant Improvement is observed (Sanchez, Bray, Vincus & Bann, 2004). Therefore to initiate a good working environment where workers are supported towards career developments through satisfaction with their jobs, the current policy will be revised and necessary improvements made on the employee services.

References
Sanchez, R. P., Bray, R. M., Vincus, A. A., & Bann, C. M. (2004). Predictors of Job Satisfaction Among Active Duty and Reserve/Guard Personnel in the U.S. Military. Military Psychology (Taylor & Francis Ltd), 16(1), 19–35. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=12436970&site=ehost-live
Shabane, Z. W., Schultz, C. M., & van Hoek, C. E. (2017). Transformational leadership as a mediator in the relationship between satisfaction with remuneration and the retention of artisans in the military. South African Journal of Human Resource Management, 15(1), 1–9. https://doi.org/10.4102/sajhrm.v15i0.923