Engstrom Auto Mirror Plant Milestone Three

Engstrom Auto Mirror Plant: Motivating in Good Times Abstract In Milestone Three, I have identified organizational improvement outcomes that are a direct remedy to the organizational issues identified in the case study analysis of the Engstrom Auto Mirror Plant: Motivating in Good Times and Bad. Also, including recommended strategic actions that would proactively lead the organization by applying human behavior theories and concepts to validate my recommendations for the study. III. Solutions Development According to "equity theory," companies should strive to make employees feel that they are neither over-rewarded nor under-rewarded. If employees feel that either case is being applied in their work setting, they will strive to balance equity. The first solution that could be used by the company is the improvement of equity in the organization, which was a direct correlation of the lack of variance in the Scanlon Bonus Plan (incentive program) for employees who were not extrinsically motivated by money. It is evident that the employees felt that they were not being treated fairly; therefore, actions should be taken to fix that. For example, the company needs to amend the existing compensation plan, along with the inclusion of employees in the decisionmaking process. By involving the employees in developing the incentive program and how to improve it, the company is allowing the employees "to contribute to group goals and share responsibility for them" (Newstrom, 2015, p. 208). This allows for true participation, which ultimately empowers the employees. To explain further, when it comes to deciding the number of bonuses that should be handed down to the employees, it would be a good idea to include some of them. That way, they can weigh-in on the details of the plan along with air out their opinions on what they believe is fair. (i.e., company/individual/team goals, and the number of bonuses, etc.). Another move that can be undertaken by the company is to ensure that management also takes a hit when it comes to decision making regarding layoffs. If they cannot be laid off from their employment, they can make a significant reduction in their salaries. That way, the employees will feel that the organization is treating all of the employees equally, and it will work to improve on their productivity. The difference in bonuses between the employees and the management should not be too high. The higher the difference, the higher the feeling of inequality in the organization and, ultimately, reduced productivity. Significant differences in bonuses should, therefore, be lowered in the organization. The company should also seek to find ways of coping with the financial crisis without necessarily involving layoffs. These methods include minimal salary reductions for every employee. Also, the company needs to create a feedback loop whereby each month management reviews and displays the feedback regarding the bonus plan and the actions they plan to take as a result. By doing this, they are establishing consistency in management behavior, which in turn will rebuilding/regaining the employee's trust. Just as the employees want to be treated fairly, they also want to have the chance to achieve while on the job. The second solution should be the improvement of the employees' sense of achievement in the company. According to (Newstrom, 2016), "research shows that when employers address all four factors successfully, employees motivation – and organizational success – is greatly strengthed" (i.e., 1. Engagement, 2. Commitment, 3. Satisfaction and 4. Turnover (pp. 115-116). Therefore, the company should leverage Maslow's need hierarchy model as people have multiple needs they wish to satisfy, which operate simultaneously, some levels are partly satisfied and gratified needs are not as strongly motiving as unmet needs. As such, you have a higher likelihood to appeal to employee's intrinsic and extrinsic needs. For starters, the company should focus on a better reward system that transcends money, such as employee improvement through education subsidies. By creating a personal development program, the employees will feel that the company recognizes their achievements in the company through this reward system. For example, the individual development plans would be tailored toward the employee's personal goals (i.e., career advancement, skill-based training, job shadowing, and side-by-sides, etc.). The employees will also work harder to make achievements because, ultimately, they will be rewarded in a way that will secure their future employment. The company can also focus on personalized accomplishments rather than generalized achievements. For this will ensure that each employee has an equal opportunity to reap the rewards, for it only relies upon their commitment towards their accomplishments. Also, the company should publicly praise productive employees so that they can feel good about their work while being complemented by others. An example of this could be a group email, which highlights the performance of a team member. The next solution is the improvement of camaraderie. Creating a culture of engagement requires that leaders identify employee's motivational drivers. Rigoni and Nelson (2016) found that employees are more likely to become engaged if their basic needs are met. The company needs to develop a culture and atmosphere that promotes interaction and team building whenever possible. An example of this could be making the company goals known to the employees by putting them on display as well as establishing the communication meetings to explain how the goals can be achieved through cooperation. That way, transparency is being established by management; the employees have specific targets and the blueprint of how to achieve them through collaboration. The organization can also ensure that the business environment is free from tension. The primary cause of stress was job insecurity and increased competition. Therefore, alternatives that will provide job securities for the employees should work towards a reduction in tension. More so, personalized goals and reward systems should decrease competition enough to have an impact on the strain. Following a decrease in stress, the organization should focus on improved cooperation between the employees. This can be done by setting up a reward system based on the collective achievements of a team. For example, the first team that completes all of its results will acquire a fully paid holiday. The reward system should also be able to create a platform for further rapport between the management and employees, such as the holiday where the employees can socialize. The company can also focus on periodical team building activities, for these will ensure that there are consistent opportunities for the team to get to know one another naturally, which will, in turn, lead to friendships. Again, establishing consistency in management behavior by providing a comfortable, positive, and supportive working environment. The company's strategies should, therefore, focus on the improvement of the employee's experience in the business. The organization should comprehend that the employees are as crucial as the clients. The success of the businesses heavily reliant on the employees' input. Therefore, the company should work to improve the general experience of the employees (i.e., amend the incentive program, create a feedback loop, create individual development plans, praise productive employees, and a culture of engagement). Through fairness, achievement, and camaraderie, as suggested by Sirota's human behavior on motivation.