Workplace Motivation Case Study Example | Topics and Well Written Essays - 1250 words

Workplace Motivation - Case Study ExampleMitsubishi Motors is the leading car manufacturer operating on the global scale. During 1990s, the company experienced tasks with workers motivation which influenced outputivity level and product quality. The main sources of resistance were lack of skills and low morale, low personal commitment and fear of technological changes (Mitsubishi Motors 2007).The heap has to deal with motivation from the standpoint of the environment, that is, the various kinds of rewards and pressures within which people operate at work. Also, the corporation pays focusing to motivation from the standpoint of the individual himself his needs and purposes and how he acquires them. In order to increase productiveness, Mitsubishi Motors develops new worry strategies based on intrinsic motivation. As the most important, they underline managers division in motivation and commitment. The expose to a productivity-motivated workforce is a supervisory style which en hances the workers proprietorship of their jobs. Management has too often approached the problem negatively, by depriving workers of control in order to forestall stoppages and g dodderybricking. Mitsubishi Motors pleads for a positive approach, for delegating this control in order to make the satisfactions of self-discipline possible (Scheuer, 2000).The morale changes occurred after men begin to think of themselves as belonging to a group. Part of the bargain is a workers passive acceptance of any method that management might choose for organizing his work, even if this meant fragmenting his job to the point of tedium and regulating it to the point of puppetry (Scheuer, 2000). As a result, the men feel that they are important rather than taken for granted each man knows that the groups account book would suffer if he slackens, and most are determined not to let this happen. It is important to note that productivity is the goal, and control is merely one of several possible means t o achieve it. The way to achieve the great profit is to remove the artificial impediments to productivity rather than to impose a regulatory system, no head how tidy. A consistent record of excellence would then become a matter of personal gazump rather than a meaningless exertion for somebody elses gain. The key to linking the individuals most potent aspirations to the goals of his company is his social station in a group which participates in its own management -- a group in which the role of the supervisor is changed from that of an enforcer or overseer to that of an expediter, an information giver, and above all an ego supporter. (Robbins, 2002). Security in the past and fear of change are another problems faced by Mitsubishi Motors. The 1990s were marked by technological and information changes, so many workers were afraid of negative consequences of these improvements. For a worker, the principal value of the old system is that he knows it well it is at least predictable and that, for him, is not a small advantage by any means. He pass on not welcome change, but he is not believably to resist it very much, either. He considers resistance useless, and besides, he expects that in the long run all systems will work out about equally for him. Mitsubishi Motors introduces extensive training programs for assembly workers (off-job and on-job training). Also, the company proposes financial benefits for