The Engstrom Auto Mirror Plant was a case study that examined the issues facing a manufacturing facility in terms of employee motivation and productivity. The plant was facing a number of challenges, including high levels of absenteeism, low morale, and high levels of employee turnover. In order to address these issues, the management at Engstrom implemented a number of changes, including the introduction of a rewards program and the implementation of a "lean" manufacturing process.
One of the main issues facing the Engstrom Auto Mirror Plant was low levels of employee motivation. Many of the employees at the plant felt that they were not valued or appreciated by management, and as a result, they were not motivated to work to their full potential. This lack of motivation was reflected in the high levels of absenteeism and employee turnover at the plant.
To address this issue, the management at Engstrom introduced a rewards program that provided incentives for employees to improve their performance. This program was based on the premise that employees would be motivated to work harder if they were given rewards for their efforts. The rewards program included a number of different incentives, such as cash bonuses, promotions, and additional time off.
In addition to the rewards program, the management at Engstrom also implemented a "lean" manufacturing process in an effort to increase efficiency and productivity at the plant. The lean manufacturing process involved streamlining the production process and eliminating waste in order to increase efficiency. This involved identifying and eliminating non-value-added activities, such as unnecessary steps in the production process, and reducing the amount of inventory on hand.
Overall, the changes implemented at the Engstrom Auto Mirror Plant were successful in increasing employee motivation and productivity. The rewards program provided incentives for employees to work harder, and the lean manufacturing process helped to increase efficiency and reduce waste. As a result, the plant was able to increase its production and reduce its costs, leading to improved profitability.
In conclusion, the Engstrom Auto Mirror Plant case illustrates the importance of addressing issues of employee motivation and productivity in order to improve the performance of a manufacturing facility. By introducing a rewards program and implementing a lean manufacturing process, the management at Engstrom was able to successfully address these issues and improve the overall performance of the plant.
Engstrom Case Study Analysis childhealthpolicy.vumc.org
Evaluation of alternatives 9 4. After the Scanlon Plan, business was back up and sales were successful. What is next, it is necessary to assess the potential obstacles to the implementation of the strategy, especially those related to indifference, hostile perceptions of the resistance to change, and a lack of supporting processes or resources. Human Resources Case Study 911 Words 4 Pages In a company Human Resource is a very important part of the strategic plan. Engstrom Case Study Analysis Milestone 1: Introduction Engstrom Auto Mirror Plant: Motivating in Good Times and Bad Jeff Bishop Southern New Hampshire University Engstrom Auto Mirror, a mirror manufacturing plant has had recent success with their Scanlon employee incentive plan. Organizational Issues in the Workplace Unfortunately, like all entities, there are certain organizational issues that are currently present in my workplace; they all vary in severity.
Case Study Analysis Milestone 4: Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
Bent determined that the average productivity at 40% of expectation. Human resource planning is a process that systematically identifies current and future human resource needs based on the mission, vision and strategic objectives of an organization. They can serve as a precursor to any sort of company related action, such as exploring recognizing new initiatives, making decisions related to new policies, identifying possible areas for change and improvising. Engstrom Auto Mirror Plant solution proposal contain key terms, such as, …show more content… Managers of any organization goal should build and maintain a positive and open communication with workers and job fulfillment as the root based of a successful organization. The business of 209 employees manufactured mirrors for trucks and automobiles.
Engstrom Case Study Analysis
This bonus plan was a monthly payout based on productivity and it seemed to be working extremely well for a couple of years. S-China Economic and Security Review Commission 6. HRM practices like, training and development, performance appraisal allow the employees to do better in order to enhance the organizational performance Snell and Dean, 1992; Pfeffer, 1998. However, the purpose of the plan failed because the employees became demotivated by the incentive system, as a result of not receiving their bonuses for seven months. . Employees no longer had job security and this was a cause for concern.
Case Analysis Of Engstrom Auto Mirror Plant And Workplace...
When things are working properly, teamwork and knowledge sharing typically improve in Scanlon organizations: collaboration fosters innovation and creativity, which in turn drive improvements in productivity, thereby ensuring the payment of bonuses. I feel that he used the supportive model mentioned in our book Organizational behavior: Human behavior at work. Retrieved May 20, 2020 from universalclass Kalliath, P. It utilizes the talent and opportunity within the human resources department to make other departments stronger and more effective. Employees are exhausted by the constant communication sharing with their staff, supervisors, and co-workers knowledgeable of their current work progress and sharing of information that my not be applicable to them. No matter how professional and strong your team is, a small misunderstanding or miscommunication can lead to a much larger issue if it is not dealt with promptly.
Engstrom Auto Mirror Plant and Work Analysis Case Study
Once Engstrom experienced layoffs of a large portion of its staff, moral dipped even further. Production lines were being redesigned to incorporate new technology, increasing production time which caused frustrated customers in addition to losing some. It is described as being proud of organizational accomplishments, personal accomplishments that are important and well done, and receiving recognition for it. Ron joined the company when it was going through a similar issue in the past. Our rewards and recognition systems still focus primarily on task completion and goal achievement. Bent and management must decide to keep the exact plan in place, repair it, or design a new incentive plan. If the employees did not have the same knowledge or understanding of the message as the managers intended then it was not received properly.
