S.C. SIVASUNDARAM ANUSHAN, M.B.A, M.Phil.,
Department of Management Studies,
In this day and age, any company that wants to get ahead needs to have motivated workers. Traditional incentive programs have been based upon extrinsic motivators such as salary and benefits. Intrinsic motivation, however, is needed in order to arouse a persons passion or commitment to the job. Shared vision, leadership, teamwork, training, increased capability, and goal accomplishment are powerful motivators which can be encouraged, embedded, or "designed in" to create a high performance culture. A 1993 public relations brochure on the Opel production system makes a surprising statement: "Employee motivation represents one of our largest productivity reserves and is therefore a key element for increasing the international competitiveness of German automobile manufacturers" "Continuous improvement at Open Essence is part of the team concept. People on the job understand their immediate work environment and are expected to optimise the process, to change details of the assembly, or to develop new procedures . There are two more lessons to consider. One is the surprising level of work motivation created by giving people full control over their jobs and letting them organize their workplace to reach the highest possible degree of overall efficiency. This changes the role of management to becoming a resource of advice and support, based on close partnership and open communications. The other is the impo! rtance of learning, or continuous skill acquisition. Learning with the team and across the team structure at Opel Eisenach provides the people with a good understanding of the conceptual framework of the facility and everyones role within it. Examples: Motivational Practices
1.Mars, Inc.: Every employee, including the...