Client satisfaction and thus retention are key drivers of future financial performance in any service organization. This paper examines a specific case wherein the existing criteria and process for the transfer of business clients between two departments in a particular Canadian Financial Institution, and its associated employee pay-for-performance structure, puts at risk client satisfaction and impacts employee motivation.This situation arises because determining factors governing which department manages a given clients needs are based on profitability and an arbitrary dollar amount ($250,000) of borrowing. Through application of existing literature related to client satisfaction and pay-for performance structures to data on transfers which took place in 2009, and measures of performance for roles involved in the transfer, a linkage is drawn illustrating why the current process is flawed. This is mainly because direct client contact is largely absent and employee motivation is unbalanced. Since