Staffing problem Staffing is an essential part of firm’s value orientation. Value in a firm emanates from the employees’ satisfaction level since they develop loyalty. The satisfaction of the employees results from quality management practices, policies, and support services that enable them to satisfactorily serve customers. A special leadership tool that emphasizes on employees’ satisfaction, customer satisfaction, and quality management practices are necessary to a firm’s productivity and increase its performance. Thus, this reflective treatise attempts to comprehensively understand importance of proper staffing in quality service delivery and design as an alternative tool for assessing the cause of employees’ underperformance in relation to level of training. Proper staffing and continuous training are therefore important in identify the levels of customer satisfaction through identifying employee performance and service delivery. Staffing problems that lead to underperformance have been associated with inability to balance the relationship between “employee satisfaction, productivity, financial performance and customer satisfaction” (Biswas, 2011, p. 99). These events lead to increased profitability since customers end up becoming loyal upon complete satisfaction. However, when this lacks in staffing process, the results are not satisfactory. In addition, staffing involves establishment of attractive rewards and remuneration. Rewards increase employee satisfaction, which subsequently influences their performance. Reward is a management tool that contributes to the effectiveness of the firm by influencing group and individual behaviors. A common practice of most of the organizations today, is to use promotions, pay bonuses and other rewards to encourage and motivate high levels of employees’ performance. When this is absent in the staffing process, performance is likely to be below standards. Moreover, insufficient workforce capability, loyalty and satisfaction make customers perceive value for their money as below expectations. When customers perceive value in services provided as substandard, “they become less satisfied and disloyal” (Weiss, 2011, p.23). In the end, the firm attains inverted growth. Therefore, proper staffing establishes the correlation between employees’ capability perception, satisfaction and customers’ satisfaction. When the same is wanting, expected results might not be satisfactory since service delivery depends on proper integration of employees to their duties. Thus, staffing appraisal procedure is all encompassing and it reflects the actual performance by the staff members since it involves both the line managers and the staff members. Also there is comparison of the actual and expected performance and any variances are noted and actions inform of trainings, development and disciplinary measures are taken to improve on future performance. In underperforming firms, the hierarchical order is often inactive and lacks the link to coordinate professionalism between the workers and the management team. Firms should therefore come up with their own models since firms differ in the way they define customer satisfaction and em