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Mc. Tavish Industries

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Introduction

RESEARCH PAPER ON ORGANIZATIONAL BEHAVIOUR DATE OS SUBMISSION - 14/12/2006. ( BY - PUNIT. D. BAUVA) PROF:-- MARIA . CHARALAMBOUS. McTavish Industries BACKGROUND Despite its new �180 million facility for overhauling industrial controls, McTavish Industries is having trouble meeting its production and quality goals. The morale of the workforce is low and absenteeism and tardiness are major problems in the plant. Customers have complained about installation delays and variances in the performance of revamped control systems. This has led to a number of liability claims that have raised costs unexpectedly for the company. The plant is located near Edinburgh, Scotland and approximately 70 per cent of the 2000 employees are Scottish, however only a few of them are supervisors. The plant is managed by a former colonel with extensive experience in the British military, but only limited experience in a high tech remanufacturing organisation. The controls facility was designed to use the most up-to-date technology in controls repair and overhaul. Out-dated control modules enter at one end of the 1000 yard facility, where they are disassembled and placed on a conveyor belt for delivery to the work units which specialise in repairing, replacing, and cleaning various components such as solid state pressure switches, light sensors and temperature control modules. Highly specialised teams are made up of ten to fifteen workers and a supervisor. The volume of incoming controls determines the teams' workload. After a team has performed its functions, the refurbished control is sent to a testing group and then on to the next team for combination with other parts into a subassembly to match customer specifications. The completed subassemblies are sent to the testing department for an operational check. ...read more.

Middle

Direct feedback: The evaluation of performance should be timely and direct. 2. New learning: A good job enables people to feel they are growing. All jobs should provide opportunities to learn. 3. Scheduling: People should be able to schedule some part of their own work. 4. Uniqueness: Each job should have some unique qualities or features. 5. Control our resources: Individuals should have some control over their job tasks. 6. Personal accountability: People should be provided with an opportunity to be accountable for the job. As the theory and practise of job enrichment have evolved, managers have become aware that successful applications require numerous changes in the way work is done. Table 5.1 Herzberg's principles of job design Principles Examples 1 Give employees as much control over the mechanisms of task completion as possible. A manager allows repairmen to order parts and maintain inventories. 2 Hold employees accountable for their performance. A manager conducts semi-annual, formal feedback sessions with subordinates concerning goal achievements. 3 Within limits, let employees set their own work pace. The company installs a flexible hours work policy. 4 Design jobs so employees experience accomplishment. A manager gives employees the authority to handle customer complaints personally. 5 Design jobs so employees learn new skills and work procedures. A company offers a seminar to teach managers approaches to quality control. Herzberg's work stimulated organisational efforts to improve job designs over the simplified and specialised designs created by the use of scientific management. Herzberg has advanced a number of 'principles of job design' which are briefly noted in the above table. Also team approach to job design is essential as mentioned earlier in the second statement of the problem. Self-directed teams are organisational arrangements which integrate the technical and social aspects of group work. ...read more.

Conclusion

* Extrinsic motivation comes into play when people are compelled to do something or act a certain way because of factors external to them (like money or good grades). Thus both the motivations are equally important in order to result in the good performance of the workers of the plant. Motivators or satisfiers in Herzberg's Two Factor theory of motivation are meant to provide intrinsic rewards to individuals. Justification: Since in the earlier part it has been justified that the Two- Factor theory of Herzberg is the most suitable one as compared with the other theories of motivation. And also the Job-enrichment part is been justified as it refers to the process of building several positive, intrinsic inducements and attractions in the job with a view to make the job more interesting, meaningful and challenging. It was Frederic Herzberg who advocated job enrichment as a follow up of his Two Factor Theory of motivation. Job enrichment, according to him, was a way of internalizing motivators or 'satisfiers' in the job itself, which are sources of higher productivity and satisfaction. Herzberg strongly advocated job enrichment as the most important way to improve motivation and performance of workers and employees. Referrences: Hackman, J. (1977) 'Work Design' in Hackman, J. R. and Suttle, J. L. (eds.), Improving Life at Work: Behavioral Science Approaches to Organization Change. Santa Monica, CA: Goodyear. Hackman, J. R. and Oldham, G. (1976) 'Motivation Through the Design of Work: A Test of a Theory', Organizational Behavior and Human Performance: 250-79. Herzberg, F., Mauser, B. and Snyderman, B. (1959) The Motivation to Work, 2nd edn. New York: Wiley. http://www3.interscience.wiley.com/cgi-bin/jhome/4691?CRETRY=1&SRETRY=0[online]. http://en.wikipedia.org/wiki/Organizational_behavior http://en.wikipedia.org/wiki/Motivation http://edweb.sdsu.edu/people/ARossett/pie/Interventions/jobdesign_1.htm http://www.icai.org/icairoot/index.jsp Hines, G. (1981) 'Cross Cultural Differences in Two-Factor Theory', Journal of Applied Psychology 58: 313-17. Ivancevich, J. and Matteson, T. (1987) Organizational Behavior and Management. Plano, TX: BPI. ...read more.

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