Organisational Behaviour - NUMMI : Assignment
Added on 2020-10-04
9 Pages3228 Words36 Views
Leadership ManagementProfessional DevelopmentMechanical Engineering
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OB Assignment 1IntroductionNew United Motor Manufacturing, Inc(NUMMI) has done a notable job in creating a workingenvironment with satisfied and motivated employees, which is the most important aspecttoachieve profit goals in the long run (McShane et.al., 2013). The objective of this essay is look atNUMMI's ideology’s similarity with the three theories, Maslow, Herzberg and the JobCharacteristics Model. The essay also lays a focus on the operations which should and should notbe done by NUMMI. The company has delegated authority to the workers of the to allocate job,training, job rotation. Maslow's hierarchy of needs theoryThe first category in Maslow's need hierarchy is the basic needs of an individual (Lester 2013).NUMMI employed previous workers from theFremont plant, which provides them with a joband income. Employees will then be able to support themselves and their families to buy dailynecessities such as food. Therefore, by securing this job, it might resolve their grievances andfulfil their basic needs. After the satisfaction of all the physiological needs,which include physical and mental state of aperson, safety needs are the next level in Maslow’s hierarchy. These are those needs which makean employee feel secure. Safety needs of human beings are physical, environmental andemotional protection (Maslow 2013). In order to satisfy the safety needs of the employees,NUMMI created job security for the workers by signing an agreement contract with United AutoWorkers union regarding the no layoff and no strike policy.The company made sure of makingthe environment safe for workers and supporting them emotionally to help them fully focus atwork. Therefore, employees will feel valued which in turn satisfies their esteem needs too.Theworkers will feel motivated and work more when they feel cared for by the company. Esteem needs constitutes the self-respect of the employees as everyone wants to feel respected(Maslow 2013). At NUMMI, even skilled people such as engineers are required to work a fewweeks on the line of production. In this way, engineers will understand the challenges theworkers face and appreciate their work. Workers will feel respected as they are treated equally.In addition, NUMMI made their workers experience esteem as they gave them the right to make1
decisions about the job allocation, rotation and training. They feel motivated to work hardthrough these practices and feel respected by management,the workers are motivated as they arerespected by the engineers for the work they are doing. NUMMI is motivating its its workers bygiving them the authority to make decision.Self-actualisation needs include the needs ofenhancement and developmentin one's skill and abilities.It is believed that self-actualisationcould be achieved through the idea of peak experiences (Maslow 2013). When the workers makemistakes, NUMMI entrusts them by giving them rights and responsibilities to stop and check forfaults in their part of any line. The workers gain experience from this and it helps to build theircharacter. The company also showed trust in the employees by the system of no time clock andgiving them time check lists which allows them to work freely, the workers can come at any timewithout being answerable to the authority and also the check list system allows them to fill inthe work hours themselves. The old systems were removed to improve the employee relationsand form a trusted bond within the working staff.Herzberg’s theory (Hygiene and Motivation)Hygiene factorsHygiene factors are known as ‘dissatisfiers’ which includes job security, salary, fringe benefitsand working environment. The wages given to workers had a difference of only 60 cents inbetween the team leader and the worker, which created an equal hierarchy among them. Thisprevents the risk of underperformance as the workers feel motivated, they feel they are beingvalued as much as their superior.NUMMI also provides ahealthy working environment. Manager's voluntary wearing of theuniform worn by workers made an equity statement within the workers that the managers andworkers have the same dignity and respect. This might improve the employee relations betweenthe workers and management. NUMMI also made a decision of no walled offices which might make the workers feel equal toother employees. Sitting in an open environment with all the other employees make the wholecompany feel important. Through this, it allows more communication and interactions, which2
builds equity and teamwork within the company. To make the workers more satisfied NUMMItook further steps to enhance trust between the management and the workers.NUMMI introduced the systems of no clock time and no-fault which allows the workers to takeleave of absence and come late to work without having to answer about their situation. Thispractice builds up trust. These factors do not motivate staff but they can avoid dissatisfaction andunmotivated behaviour (Herzberg, 2011).Motivator FactorsMotivator factorsinclude challenging work, recognition and growth potential. NUMMI's newideology gives workers the right and responsibility to stop their section of theproduction line torepair any fault in the section.(Ayd, 2012). The workers are responsible for their section andmake decisions about it which inculcates decision making power.NUMMI gave workers power to make decision within the factory. The step to allow workers tomake decision about allocation of job, training, the standards of the work and job rotationmotivate the workers and makes them feel confident. This practice improves creativeenvironment within the factory and instil a psychological ownership which inspires motivation inthem (Kanfer 2012).NUMMI's step of rewarding a performance bonusand involvement in the practices ofproduction, training etc makes workers feel equal and satisfied by their job. This motivatesworkers to work harder.NUMMI provides workers with training which enhance their 'opportunities', this makes theworkers feel cared for and valuable to the company. Their morale boosts and they are motivatedto work harder. Job Characteristics theoryThis theory given by Hackman & Oldman focuses on enlargement, enrichment and rotation oftasks by management to increase motivation among workers (Piccolo, 2010).Job enlargement refers to giving workers more time to do work and widening the scope of theiractivities in the team (Mathe 2012). Workers were given the task of manually installing the seatswhen the machinery in the production line is in fault. While it is being repaired, jobs wereenlarged for mechanics to work manually.3
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