Business > CASE STUDY > Engstrom Auto Mirror Plant Motivating in Good Times and Bad Root Cause Analysis .docx R (All)

Engstrom Auto Mirror Plant Motivating in Good Times and Bad Root Cause Analysis .docx R

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Engstrom_Auto_Mirror_Plant_Motivating_in_Good_Times_and_Bad_Root_Cause_Analysis_.docx Root Cause Analysis “ Milestone Two Engstrom Auto Mirror Plant: Motivating in Good Times or Bad Southern Ne... w Hampshire University Root Cause Analysis “ Milestone Two Engstrom Auto Mirror Plant: Motivating in Good Times or Bad Engstrom Auto plant had several organizational issues that caused their lack of motivation throughout the company and their low productivity amongst employees. To understand the root causes it is very important to comprehend the steps that were taken by management that caused their low productivity. Engstrom™s leading organizational issues are a result of implementing the œScanlon Bonus Plan (Beer 2018). The company created this incentive plan to increase employee productivity and engagement. This incentive plan was supposed to be a reward system intended to be only a temporary fix. The bonus plan failed, and it was taken away from employees. With the plan gone employees felt betrayed by management. Several events contributed to disorganization of Engstrom including the decline of employee motivation and failure of incentive and low morale. Employees were discouraged to complete tasks which resulted in low productivity throughout the company. Hervati asserts that employee motivation is highly important for every company due to the benefits that it brings to the company. The incentive plan was the employee™s motivation to work and once it was taken away with no notice they immediately started to disengage. The human theory of motivation ass. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [Show More]

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