Case Study Analysis
案例研究分析
Case Study Analysis The analysis discusses the case study, “Engstrom Auto Mirror Plant: Motivating in Good Times and Bad”···
Abstract Case Study Analysis
The analysis discusses the case study, “Engstrom Auto Mirror Plant: Motivating in Good Times and Bad”. Milestone One develops an in-depth description of the organization issues within the company. The section also outlines a clear path for the analysis of the company. Milestone Two identifies and investigates the major root causes or key organizational issues from a perspective of human behavior.
The section validates the investigation with supportive research proof. Talks about the influence of weakly administered and poorly managed human behavior theories at the company. While explaining the theory of human behavior. Milestone Three offers potential solutions to the issues at the company. This incorporates issues of the company by the use theories that validate the research analysis. The recommendations offered will create a more proactive environment at the company.
Milestone Four reveals personal workplace issues at the company. Uses human behavior perspective to analyze the root causes and presented supportive evidence to validate the analysis. The section also discusses my personal experience as an on-campus employee and relates it to the condition at Engstrom Auto Mirror Plant. Milestone Five gathers and summarizes the analysis and insights and discusses how they are related to the application of theories. And concepts of human behavior as seen from the behavioral point of view inside a workplace.
译文：抽象的
分析讨论了案例研究，“Engstrom 汽车后视镜工厂：在顺境和逆境中激励”。里程碑一深入描述了公司内部的组织问题。该部分还概述了分析公司的清晰路径。里程碑二从人类行为的角度识别和调查主要的根本原因或关键的组织问题。
该部分使用支持性研究证据验证调查。谈论公司管理不善和管理不善的人类行为理论的影响。同时解释人类行为的理论。里程碑三为公司的问题提供了潜在的解决方案。这通过验证研究分析的使用理论包含了公司的问题。所提供的建议将为公司创造一个更加积极主动的环境。
里程碑四揭示了公司的个人工作场所问题。使用人类行为的角度来分析根本原因并提供支持性证据来验证分析。该部分还讨论了我作为校园员工的个人经历，并将其与 Engstrom 汽车后视镜工厂的情况联系起来。里程碑五收集并总结了分析和见解，并讨论了它们与理论应用的关系。以及从工作场所内的行为观点来看人类行为的概念。
Table of Contents Case Study Analysis
Milestone Two: Root Cause Case Study Analysis
Milestone Three: Solutions Development
Milestone Four: Workplace Analysis
译文：目录
里程碑一：简介 4
里程碑二：根本原因案例研究分析 6
里程碑三：解决方案开发 8
里程碑四：工作场所分析 11
里程碑五：结论 15
参考文献 17
Milestone One: Introduction Case Study Analysis
Located in Richmond, Indiana, Engstrom Auto Mirror Plant is a private company that manufactures automobile mirrors. With a workforce of 209 workers, the company has had its share of good and bad times. After a drastic decline of sales, Ron Bent, the manager of the company, was forced to emancipate 20% of his employees. The productivity of the company dropped, morale of the employees lowered. And product-quality issues surfaced, threatening key company-customer relationships (Beer and Collins, 2008).
The downturn strained the plant to put Scanlon Plan back to power. Scanlon Plan was a full-fledge incentive program industrialized by Joseph Scanlon in 1930s. The major objective of the plan was to boost participative management. The three basic components of the plan include:
- Employees at all levels are open to submit improvement suggestions,
- The suggestions are evaluated by the key committees of the company,
- The fruits of improved productivity are shared through bonuses between employees.
译文：里程碑一：简介
Engstrom Auto Mirror Plant 位于印第安纳州里士满，是一家生产汽车后视镜的私营公司。该公司拥有 209 名员工，经历了好坏参半。在销售额急剧下降后，公司经理罗恩·本特被迫解雇了 20% 的员工。公司的生产力下降，员工士气低落，产品质量问题浮出水面，威胁到公司与客户的关键关系（Beer 和 Collins，2008 年）。
经济低迷使工厂紧张，不得不重新启动 Scanlon Plan。斯坎伦计划是约瑟夫斯坎伦在 1930 年代工业化的一项全面激励计划。该计划的主要目标是促进参与式管理。该计划的三个基本组成部分包括：
各级员工都愿意提交改进建议，
建议由公司主要委员会评估，
提高生产力的成果通过员工之间的奖金分享。
The reinstatement of Scanlon Plan enhanced employee productivity Case Study Analysis
Boosted their morale, and increased the quality of products. Workers began to receive consistent Scanlon bonuses for numerous years. The company even grouped the bonuses with monthly paychecks. Scanlon bonuses were no longer prize money but were owed to the employees. But they were not a long-term solution. And the company needed to craft a creative plan to get them back on track.
When analyzing the scenario at Engstrom Auto Mirror Plant, Rob Bent has a plenty of roads ahead. But the identification of the road he should take for the mutual benefit of the company and its employees is the complex part. Perhaps he could devise a strategy where employees could still win a reward, but they have to work for it. Thus, bonus could become a symbol of effort at the company. So employees at all levels would no longer get them on a silver platter, rather they will have an equal opportunity to earn it.
Maslow’s Hierarchy of Needs rank basic human needs on a five-tier pyramid. The first-tier represents physiological needs like water, food, rest and warmth. The second-tier includes the need for security and safety. The third-tier is the need for relationships and friendship, love and belongingness. The fourth-tier take in the need for a sense of accomplishment and self-esteem. The fifth-tier shows a need for self-fulfillment and self-actualization.
译文：Scanlon 计划的恢复提高了员工的工作效率，鼓舞了他们的士气，并提高了产品质量。多年来，工人开始获得一致的 Scanlon 奖金。该公司甚至将奖金与月薪组合在一起。 Scanlon 奖金不再是奖金，而是欠员工的。但它们不是一个长期的解决方案，公司需要制定一个创造性的计划来让他们回到正轨。在分析 Engstrom 汽车后视镜工厂的情景时，Rob Bent 有很多路要走，但确定他应该为公司和员工的共同利益走的路是复杂的部分。也许他可以设计一种策略，让员工仍然可以获得奖励，但他们必须为此而努力。因此，奖金可能成为公司努力的象征，因此各级员工不再将奖金放在银盘上，而是有平等的机会获得奖金。马斯洛的需求层次理论将人类的基本需求按五层金字塔排列。第一层代表生理需求，如水、食物、休息和温暖。第二层包括对安保和安全的需求。第三层是对人际关系和友谊、爱和归属感的需要。第四层需要成就感和自尊。第五层显示了对自我实现和自我实现的需求。
Every person has the ability and desire to reach a higher level of self-actualization. Case Study Analysis
However, failure to meet the needs at a lower level disrupts the progress towards the top-tier. Certain life experiences like the loss of a job or failure of a marriage cause people to fluctuate between the lower and higher pyramids. Thus, every person does not follow a unidirectional path towards achievement, but may continuously move back and forth between numerous needs (Mcleod, 2016).
On the basis of Saul Mcleod’s theory, it appears that Maslow Hierarchy of Needs can explain the behavior of employees at Engstrom Auto Mirror Plant. The bonuses make company’s employees believe they have reached the highest level in the pyramid.They feel like they have the potential to work towards the betterment, they enjoy a sense of self-accomplishment.
The loss of that bonus would take that away from them. And make the feel like they moved downwards on the pyramid. In short, the employees have raised their standards towards a certain way of life. Unfortunately, they will have to make up for that loss now and learn to survive without that bonus money.
译文：每个人都有能力和渴望达到更高层次的自我实现
但是，无法满足较低级别的需求会破坏通往顶级的进程。 某些生活经历，例如失业或婚姻失败，会导致人们在低金字塔和高金字塔之间摇摆不定。 因此，每个人都不会遵循单向的成就路径，而是可能会在众多需求之间不断来回移动（Mcleod，2016）。根据 Saul Mcleod 的理论，马斯洛需求层次理论似乎可以解释 Engstrom 汽车镜厂员工的行为。 奖金让公司的员工相信他们已经达到了金字塔中的最高水平，他们觉得自己有潜力朝着更好的方向努力，他们享受自我意识精神。失去奖金会使他们失去这种感觉，并让人感觉他们在金字塔上向下移动。简而言之，员工对某种生活方式的标准提高了。不幸的是，他们现在必须弥补这一损失，并学会在没有奖金的情况下生存。
Milestone Two: Root Cause Case Study Analysis Case Study Analysis
Over the years, employee motivation and productivity at Engstrom Auto Mirror Plant has reduced due to company’s detrimental organizational issues. It is important to acknowledge these issues and identify their root cause from human behavioral perspective. Investigating these issues and causes ensures the development of effective preventive steps for a better future.
The organizational issues at Engstrom Auto Mirror Plant arose when the “Scanlon Bonus Program” crashed (Beer and Collins, 2008). The system of reward was first reinstated with a goal to motivate employees so that they exceed the work standard normally expected of them. The program began as an incentive scheme, but with the passage of time, it became a norm. Employees started to expect rewards for doing the iota of required effort.
As the Scanlon Bonus Program deteriorated, strong distrust grew between employers and employees. The employers demonstrated the personalities of Theory Y, whereas the employees were found to have the characteristic of Theory X. Not only that, other key aspects of the company’s healthy work culture also diminished. Such as leadership, employee motivation and workplace morale.
译文：里程碑二：根本原因案例研究分析
多年来，由于公司不利的组织问题，Engstrom 汽车镜厂的员工积极性和生产力有所下降。重要的是要承认这些问题并从人类行为的角度确定其根本原因。调查这些问题和原因可确保为更美好的未来制定有效的预防措施。当“Scanlon 奖金计划”崩溃时，Engstrom 汽车镜厂出现了组织问题（Beer 和 Collins，2008 年）。奖励制度首先恢复，目的是激励员工，使他们超越通常对他们的工作标准。该计划最初是一个激励计划，但随着时间的推移，它变成了一种规范。员工开始期望因付出必要的努力而获得回报。随着 Scanlon 奖金计划的恶化，雇主和雇员之间的不信任感越来越强。雇主展示了 Y 理论的个性，而员工被发现具有 X 理论的特征。 不仅如此，公司健康工作文化的其他关键方面也有所减弱，例如领导力、员工积极性和工作场所士气。
The production at Engstrom Auto Mirror Plant begin to compromise greatly Case Study Analysis
As the employees were no longer motivated to put effort into their daily tasks. They key to the success of a company is to ensure that its employees are motivated. Motivation is a psychological force of distinct complexes that either attract the employees to put their best in work or disengage them. When employees are monetarily remunerated or verbally recognized. They feel a sense of satisfaction, and it is wise to repeat the action that produced the desired outcome. They major drivers are power, achievement motivation and affiliation motivation (Newstrom, 2015).
Leadership styles vary greatly. Mostly, they are categorized by the perceptions of a leader for workforce and human behavior. Douglas McGregor introduced Theory X and Theory Y in 1957 to explain the diverging assumptions about the functions of a company. The theories serve as beliefs or set of propositions about basic human nature.
Theory X explores the conventional stance about people. While Theory Y is a set of supportive and humanistic strategies to deal with people (Newstrom, 2015). So, when Theory X believes that people hate work, are irresponsible, intrinsically lazy and should be forced to perform the needed work. Theory Y suggests that work is a norm, people are not born lazy, they have the ability to do better. And they are creative enough to not view work as a burden.
译文：Engstrom 汽车后视镜工厂的生产开始出现严重问题
因为员工不再有动力将精力投入到他们的日常工作中。公司成功的关键是确保员工有积极性。动机是一种不同情结的心理力量，它要么吸引员工全力投入工作，要么让他们脱离工作。当员工获得金钱报酬或口头上的认可时，他们会感到满足，并且重复产生预期结果的行动是明智的。他们的主要驱动力是权力、成就动机和从属动机（Newstrom，2015）。领导风格差异很大。大多数情况下，它们根据领导者对劳动力和人类行为的看法进行分类。道格拉斯·麦格雷戈 (Douglas McGregor) 于 1957 年引入了 X 理论和 Y 理论来解释关于公司职能的不同假设。这些理论作为关于基本人性的信念或一组命题。 X 理论探索了关于人的传统立场，而 Y 理论是一套与人打交道的支持性和人文主义策略（Newstrom，2015）。因此，当 X 理论认为人们讨厌工作、不负责任、本质上懒惰并且应该被迫完成所需的工作时； Y 理论认为工作是一种常态，人们并非天生懒惰，他们有能力做得更好，而且他们有足够的创造力，不会将工作视为负担。
It appears that the plant manager Case Study Analysis
Ron Bent, perceives employees through the lens of Theory X ever since the incentive plan, the Scanlon Bonus Plan, began to deteriorate. Employees are viewed as naturally lazy, lacking the ability to perform the required work, having no ambition or motivation, and truly irresponsible. They are looked down upon as self-centered people.
Indifferent to the needs of the company, and forces against change. The provision of ordinary rewards is not an efficient solution to make employees like work. So, the managers have started to control, force, or even threaten the employees to achieve satisfactory results (Newstrom, 2015). Although management does not agree with this allegation, their actions demonstrate their point of view.
译文：自从激励计划、斯坎伦奖金计划开始恶化以来
工厂经理罗恩·本特似乎通过 X 理论来看待员工。员工被视为天生懒惰，缺乏执行所需工作的能力，没有抱负或动力，并且真正不负责任。他们被视为以自我为中心的人，对公司的需求漠不关心，反对变革。提供普通的奖励并不是让员工喜欢工作的有效解决方案。因此，管理者开始控制、强迫甚至威胁员工以取得令人满意的结果（Newstrom，2015）。尽管管理层不同意这一指控，但他们的行为表明了他们的观点。
Milestone Three: Solutions Development Case Study Analysis
For a company to operate like a well-oiled apparatus, employee empowerment is a necessity. The Scanlon Bonus Program appeared a quick fix at first, but it was not a permanent solution. Empowerment must give your employees a sense of trust and independence through well-balanced guidance, instruction and control of the situations in the ways they see it best (Newstrom, 2015).
Once it was clear that Scanlon Bonus Program was no longer functional. And the employees were deprived of the bonus money they became accustomed to. The upper management needed to schedule an immediate manager-employee meeting to win the trust of employees. Of course, the employees would not be glad to receive lower wages without knowing what the future has in store for them.
The managers should have come up with another manageable incentive plan where employees could earn a reward for completing certain milestones. So, every one of them would have the opportunity to get a monetary reward, but only when they truly worked for it.
译文：里程碑三：解决方案开发
对于一家像运转良好的机器一样运作的公司来说，员工授权是必要的。 Scanlon Bonus Program 起初似乎是一个快速解决方案，但它并不是一个永久的解决方案。赋权必须通过平衡的指导、指导和以他们认为最好的方式控制情况，让您的员工感到信任和独立（Newstrom，2015）。
一旦明确 Scanlon Bonus Program 不再起作用，并且员工被剥夺了他们习惯的奖金，高层管理人员需要立即安排经理 – 员工会议以赢得员工的信任。当然，如果员工不知道他们的未来会怎样，他们不会乐意接受较低的工资。经理应该想出另一个可管理的激励计划，员工可以通过完成某些里程碑获得奖励。因此，他们每个人都有机会获得金钱奖励，但前提是他们真正为此付出了努力。
Employee empowerment is not achieved by a quick fix Case Study Analysis
It can only be obtained through a serious change in the way a company is being operated (Marquet, 2015). Once employees see a key change to organizational structure or function, they feel a sense of control and power that affects their performance at work. Employees should be motivated to meet the needs of the company, and compensated for when they fulfill their obligations. Consistent employee empowerment and motivation is the key to tremendous achievement for Engstrom Auto Mirror Plant.
The use of Rensis Likert’s supportive model could enable employers to feel a sense of importance and personal worth that leads to increased work ethic. When employees feel a sense of content with their employers, know that they are supportive, understandable and communicable, they will strive to accomplish the tasks of the company despite their initial discontent.
To boost that effect, the collegial model can be applied as an extension of the supportive model, to build the relationship between managers and employees. The employees complete the required tasks because they feel a sense of responsibility towards them, not because they are scared or threatened by the punishments if they do not. This creates job satisfaction and a sense of self-discipline in the company (Kashyap, 2015).
译文：员工授权不是一蹴而就的
它只能通过公司运营方式的重大改变来实现（Marquet，2015）。 一旦员工看到组织的关键变化最终的结构或功能，他们会感受到影响他们工作表现的控制感和权力感。员工应该有动力去满足公司的需要，并在他们履行义务时得到补偿。一致的员工授权和激励是 Engstrom 汽车后视镜工厂取得巨大成就的关键。使用 Rensis Likert 的支持模式可以让雇主感受到重要性和个人价值，从而提高职业道德。当员工对他们的雇主感到满意，知道他们是支持的、可以理解的和可沟通的，他们会努力完成公司的任务，尽管他们最初不满意。为了增强这种效果，可以应用合议模型作为支持模型的延伸，以建立经理和员工之间的关系。员工完成要求的任务是因为他们对他们有责任感，而不是因为如果他们不这样做，他们会害怕或受到惩罚的威胁。这在公司中创造了工作满意度和自律感（Kashyap，2015）。
Empowered employees are able to deal with work situations better than those who are not. Case Study Analysis
So, when the feeling of usefulness develops among the employees, they begin to feel more autonomous. As a consequence, their actions and attitudes become positive towards the company. They start to see work tasks in a bright light. They are more committed and helpful to company’s success rather than their own (Newstrom, 2015). The Engstrom Auto Mirror Plant is required to lay a strong base for the employees to feel a sense of inspiration and appreciation so they could give their best at work.
The supportive and collegial models vary greatly from the autocratic model due to the fact that it is a strict and methodical behavior model to push employees to refocus on work. A company that follows the autocratic model is authority-oriented and employee-obedient. The top-tier managers have the supreme authority to hire and fire employees as they desire.
This model works in situations where lazy employees tend to skim their work. Generally, the managers threaten the employees by withholding their wages or bonuses in cases where they do not complete the task or obey the authorities.
译文：有能力的员工能够比没有能力的员工更好地处理工作情况
因此，当员工产生有用的感觉时，他们开始感到更加自主。结果，他们的行为和态度对公司变得积极。他们开始在明亮的光线下看待工作任务。他们对公司的成功比他们自己的成功更有承诺和帮助（Newstrom，2015 年）。英格士通汽车后视镜厂需要为员工打下坚实的基础，让他们感受到灵感和欣赏感，让他们在工作中发挥自己的最佳水平。支持和合议模式与专制模式有很大不同，因为它是一种严格而有条理的行为模式，可以促使员工重新专注于工作。遵循专制模式的公司是权威导向和员工服从的。高层管理人员拥有最高权力，可以随心所欲地雇用和解雇员工。这种模式适用于懒惰的员工倾向于浏览工作的情况。一般情况下，如果员工不完成任务或不服从当局，管理人员会通过扣发工资或奖金来威胁员工。
The autocratic model also has its weaknesses Case Study Analysis
This is where the need for the custodial model comes in. Employees under an autocratic work environment often feel frustrated and insecure with the management. To soften that anger for harsh and strict employers, the custodial model is used to develop employer-employee connection. Progressive managers often apply this model to put emphasis to monetary benefits and rewards.
Even small things would make a huge difference to the employees. For instance; managers often use the technique of ‘Employee of The Month’ where the employee who completed every task successfully receives an extra 75$, or a group competition where the group who performs the best gets a gift card to a nice restaurant after one month. Such tactics would take the attention of the employees away from a reduce paycheck, and distract them for the time being so they could focus their energy into performing better for the company in hopes of getting a pat on the back.
译文：专制模式也有其弱点，这就是需要托管模式的地方
专制工作环境下的员工经常对管理层感到沮丧和不安全。为了缓和对苛刻和严格的雇主的愤怒，使用监护模式来发展雇主与雇员的联系。渐进式管理者经常应用这个模型来强调金钱利益和奖励。即使是很小的事情也会对员工产生巨大的影响。例如;经理们经常使用“本月最佳员工”的技术，成功完成每项任务的员工会额外获得 75 美元，或者团队竞赛，表现最好的团队在一个月后获得一张去一家不错的餐厅的礼品卡。这种策略会将员工的注意力从减薪上转移开，暂时分散他们的注意力，这样他们就可以集中精力为公司更好地表现，希望能得到别人的认可。
Milestone Four: Workplace Analysis Case Study Analysis
I took an on-campus job when I first got admitted for my Bachelor’s degree. I worked there for four years to meet my expenses. I remember that two semesters in, the management of the department changed. They new managers decided to start ‘Student Employee of The Month’ program. At first, the students laughed it off, even joked about it. No one took it seriously until they announced the reward; that was, 30$ Starbucks gift card and a 30$ bookstore card.
Now, that may not sound like a huge deal, but as a freshman, it was like a dream come true. I did not have enough to buy coffee every day, or purchase books. So, I decided to put my game face on to earn those rewards. When the desires or needs of people are at stake, they are motivated to work hard for them. Motivation is driven by internal and external factors, but the motivation of employees at workplace is the key to the success of a company (Newstrom, 2015).
Each one of us was at our best behavior for one month. We went over the moon to fulfill our job responsibilities, and were extremely polite to the management. The behaviors were so good that each one of us could easily win the title, but there could only be one winner. So, we tried even hard. But alas!
We were defeated by that one person who did not only receive the prize, but the management office put up his smiling picture on the bulletin board for the entire month. The steak we all craved for was ripped away from us, and we were no longer interested to work hard after we felt a sense of unappreciation for our best efforts.
译文：里程碑四：工作场所分析
当我第一次被学士学位录取时，我在校内工作。我在那里工作了四年来支付我的开支。我记得那两个学期，系里的管理发生了变化。他们的新经理决定启动“本月学生员工”计划。起初，学生们一笑置之，甚至开玩笑。在他们宣布奖励之前，没有人认真对待它；也就是说，30 美元的星巴克礼品卡和 30 美元的书店卡。现在，这听起来可能不是什么大事，但作为一名新生，这就像梦想成真。我没有足够的钱每天买咖啡或买书。所以，我决定用我的游戏脸来获得这些奖励。当人们的愿望或需要受到威胁时，他们就会有动力为他们努力工作。动机由内部和外部因素驱动，但工作场所员工的动机是公司成功的关键（Newstrom，2015）。一个月来，我们每个人都表现得最好。我们登月完成了我们的工作职责，并且对管理层非常有礼貌。行为如此之好，我们每个人都可以轻松赢得冠军，但获胜者只能是一个。所以，我们更努力了。可惜！我们被那个人打败了，他不仅没有获得奖品，而且管理办公室在整个月的公告板上都张贴了他的微笑照片。我们都渴望的牛排被剥夺了，当我们感到对我们最大的努力没有感激之情后，我们不再有兴趣努力工作。
Employers need to be careful when devising a motivational plan for the employees. Case Study Analysis
They need to consider the side-effects of the program. We all fit to the criteria of Theory Y before the start of the reward plan. We were not lazy, worked hard and completed our duties at work. But then work turned into a competition, and each one of us strive hard to be the winner. When we did not win the program, we turned into Theory X employees; we felt unmotivated, lazy and defeated.
We did not even want to put in bare minimum effort. The incentive program that was supposed to be a motivation and support eventually came out as two-edged sword. The manager at work could have avoided the situation by acknowledging each one of us for our efforts, and although we understood he could not offer us all a gift card, he could have just distributed chocolates among us to encourage good behavior in the future.
Such situations require the leader-member exchange theory to come into play. The theory emphasizes on constructive experiences of the employees and boosts the effectiveness of the company to lay the foundation of a great relationship between managers and sub-ordinates. The theory states that leaders build an exchange with the employees, and the nature of that exchange can influence the responsibility of employees, their performance, decisions and access to company’s resources.
译文：雇主在为员工制定激励计划时需要小心
他们需要考虑程序的副作用。在奖励计划开始之前，我们都符合 Y 理论的标准。我们不偷懒，努力工作，完成了工作中的职责。但后来工作变成了比赛，我们每个人都努力成为赢家。当我们没有赢得该计划时，我们就变成了Theory X员工；我们感到没有动力、懒惰和失败。我们甚至不想付出最低限度的努力。本来应该是一种激励和支持的激励计划最终变成了一把双刃剑。工作经理本可以通过感谢我们每个人的努力来避免这种情况，虽然我们知道他不能给我们所有人一张礼品卡，但他可以在我们之间分发巧克力以鼓励未来的良好行为。
这种情况需要领导成员交换理论发挥作用。该理论强调员工的建设性经验，提高公司的效率，为管理者与下属之间的良好关系奠定基础。该理论指出，领导者与员工建立交流，这种交流的性质会影响员工的责任、绩效、决策和对公司资源的访问。
The process of motivating the employees in unpredictable Case Study Analysis
unique due to the affect of distinct extent of motivational characteristics on certain task performers. Miscellaneous levels of affect of these characteristics on the results of activity, and assorted affect of similar motives on different employees. Thus, the process of motivation is complicated and uncertain (Halushchak an Halushchak, 2016). Let’s suppose our case, we demonstrated a high level of performance, but we did not receive the same level of monetary reward. This fluctuation is truly showed between the levels in the pyramid of Maslow’s Hierarchy of Needs.
Engstrom Auto Mirror Plant also has the same organizational issues. They cannot choose the right system of rewards. The principle of behavior modification (Newstrom, 2015) suggests that the application of a contingent reward system is disagreeable, since the instrumental rule leaves employees insecure and dissatisfied about their position and performance, that leads them to hate the reward system.
Organizational behavior specifically looks at the attitudes or employees at their company both as individual workers. And team mates (Newstrom, 2015). Organizational behavior is equipped with the tools and techniques that help recognize the influence of human behavior on the goals, objectives and success of the company.
Organization behavior is required at Engstrom Auto Mirror Plant to create harmony. Everyone at the company has become used to getting rewards and bonuses on the silver platters, they no longer know the true purpose behind working for a company that deals with loyal and satisfied clients who look forward to quality products.
译文：由于动机特征对某些任务执行者的影响程度不同
这些特征对活动结果的影响程度各不相同，以及相似动机对不同员工的不同影响，从而以不可预测和独特的方式激励员工的过程。因此，动机的过程是复杂和不确定的（Halushchak an Halushchak，2016）。让我们假设我们的案例，我们展示了高水平的表现，但我们没有获得相同水平的金钱奖励。这种波动真正体现在马斯洛需求层次金字塔的层次之间。Engstrom Auto Mirror Plant 也有同样的组织问题。他们无法选择正确的奖励制度。行为矫正原则 (Newstrom, 2015) 表明，偶然奖励制度的应用是令人不快的，因为工具性规则让员工对他们的职位和表现感到不安全和不满意，这导致他们讨厌奖励制度。组织行为专门将公司的态度或员工视为个体工人和团队成员（Newstrom，2015）。组织行为配备了工具和技术，有助于识别人类行为对公司目标、目的和成功的影响。 Engstrom 汽车镜厂需要组织行为来创造和谐。公司里的每个人都习惯了在银盘上获得奖励和奖金，他们不再知道为一家与期待优质产品的忠诚和满意的客户打交道的公司工作背后的真正目的。
The key here is to remember that the company should be refueled to get it back on track and working. Case Study Analysis
An important factor to consider here is to raise employee drive. The 2012 Gallup’s State of the American Workplace Report referred to a declining workforce trend. About 70% employees were lazy and did not want to actively engage in any tasks, which led to a huge loss of nearly $500 billion to employers per year.
Not only that, it caused a loss of time, work and resources, that did not only affect large businesses but startups as well (Tolman and Wiker, 2014). It is a fact that employees who are used to compensation checks will cause great harm to the company when the company fails to afford extra monetary rewards. These employees lead the company to lose copious sum of money, loyal customer and market reputation, in turn, the company becomes unable to support them.
译文：这里的关键是要记住，应该为公司加油，使其重回正轨并正常工作
这里要考虑的一个重要因素是提高员工的积极性。 2012 年盖洛普美国工作场所状况报告提到劳动力呈下降趋势。大约 70% 的员工懒惰，不想积极从事任何任务，这导致雇主每年损失近 5000 亿美元。不仅如此，它还造成了时间、工作和资源的损失，这不仅影响了大型企业，也影响了初创企业（Tolman 和 Wiker，2014 年）。事实是，习惯了薪酬支票的员工，当公司无法提供额外的金钱奖励时，会对公司造成很大的伤害。这些员工导致公司损失巨额资金、忠诚客户和市场声誉，反过来公司也无法支持他们。
The social systems in our society are applicable to workplace. Case Study Analysis
A successful social system offers the prospect of achieving the goals (Newstrom, 2015). It is a known fact that employees who have responsibilities at home do not put their job at risk just because they feel like they are entitled to a reward. In fact, they encourage their colleagues to strive for success and feel thankful since the company enables them to earn a respectable sum of money.
The employees who put their job on the stake and demand continuous bonuses are those who have extra jobs, financial help from members of the family or they simply do not care enough and wish to join a new company. But the situation of the economy suggests that work is hard to find, which is why employees are Engstrom Auto Mirror Plant should reevaluate the compensation situation.
At Engstrom Auto Mirror Plant, the employees seek stability and security, where non-ecological model could be applied. So, when ecological model accepts the ever-changing stature of the environment. Non-ecological model assumes a consistent environment. Here, employees need assurance and financial consistency so they are not deprived of the pay raises or compensations in the future.
译文：我们社会的社会制度适用于工作场所。
成功的社会系统为实现目标提供了前景（Newstrom，2015 年）。众所周知，在家负有责任的员工不会仅仅因为觉得自己有权获得奖励而将工作置于危险之中。事实上，他们鼓励他们的同事争取成功并感到感激，因为公司让他们赚到了一笔可观的钱。那些将自己的工作置于赌注并要求持续奖金的员工是那些有额外工作、来自家庭成员的经济帮助或他们只是不够关心并希望加入一家新公司的员工。但经济形势表明工作难找，这就是为什么英格斯特罗姆汽车镜厂的员工应该重新评估薪酬状况的原因。在英格斯特龙汽车镜厂，员工追求稳定和安全，可以应用非生态模式。所以，当生态模型接受环境的不断变化的地位。非生态模型假设一个一致的环境。在这里，员工需要保证和财务一致性，这样他们才能在未来不会被剥夺加薪或补偿。
Milestone Five: Conclusion Case Study Analysis
Throughout the assignment, I analyzed the case of unproductivity at Engstrom Auto Mirror Plant and related it to behavioral issues in the company. The major objective of the analysis was to demonstrate the significance of human behavior theories at the company. Why it was significant for them to be consistent with the values of the company. And apply these theories to create a strategic set of recommendations that eventually leads Engstrom Auto Mirror Plant to a better future.
Environment shapes a workplace – especially the interaction with employees, employers, groups, clients, agencies and companies (Miles et al., 1974). When Engstrom Auto Mirror Plant faced a drastic sales decline. The plant manager sent 20% employees back home. The downturns led the company to apply the company-wide Scanlon Plan, to encourage the participation of employees.
The plan worked; employee motivation and morale boosted; product quality increased. But the company needed a long-term plan. As Scanlon Plan was a mere distraction that would not always benefit the employees. Ron Bent needed to take a lot of actions to gain the confidence of employees and out the company back on track, but he failed to do so. Instead, the hatred of employees towards the management developed to a level they stopped putting in the required effort.
译文：里程碑五：结论案例研究分析
在整个任务中，我分析了 Engstrom 汽车后视镜工厂生产力低下的案例，并将其与公司的行为问题联系起来。分析的主要目的是证明人类行为理论在公司中的重要性。为什么对他们来说与公司的价值观保持一致很重要。并应用这些理论来制定一系列战略性建议，最终将 Engstrom 汽车后视镜工厂带入更美好的未来。环境塑造工作场所——尤其是与员工、雇主、团体、客户、机构和公司的互动（Miles 等，1974）。当 Engstrom 汽车镜厂面临销售急剧下滑时。工厂经理将 20% 的员工送回了家。经济低迷促使公司在全公司范围内实施 Scanlon 计划，以鼓励员工参与。计划奏效了；提高员工的积极性和士气；产品质量有所提高。但该公司需要一个长期计划。因为 Scanlon 计划只是一种分散注意力的东西，并不总是能让员工受益。 Ron Bent 需要采取很多行动来赢得员工的信心并使公司重回正轨，但他没有这样做。相反，员工对管理层的仇恨发展到他们不再付出所需努力的程度。
Due to this immense hatred for company Case Study Analysis
The management needs to control or even threaten Theory X employees so they start doing work. Rob Bent needs to identify these employees as Theory X and compensate them accordingly. There needs to be another plan to motivate and reward these employees so they can transform their hatred into positive work energy.
Empirical and normative models be applied hand-in-hand to achieve the desired outcome, as empirical model deals with the behavior and attitudes of employees to determine their performance, whereas normative model tends to find the right path for the management to get best results (Kashyap, 2015).
Engstrom Auto Mirror Plant needs to hone in an efficient work structure, a manageable and reasonable compensation system and secure, communicable and agreeable employee-employer relations to get back in a place of quality production and consumer satisfaction.
译文：由于这种对公司的巨大仇恨案例研究分析
管理层需要控制甚至威胁 Theory X 的员工，以便他们开始工作。 Rob Bent 需要将这些员工识别为 X 理论并相应地补偿他们。 需要有另一个计划来激励和奖励这些员工，以便他们将仇恨转化为积极的工作能量。经验模型和规范模型并驾齐驱以实现预期结果，因为经验模型处理员工的行为和态度以确定其绩效，而规范模型倾向于为管理层找到正确的路径以获得最佳结果（ 卡夏普，2015 年）。Engstrom Auto Mirror Plant 需要在高效的工作结构、可管理且合理的薪酬体系以及安全、可沟通和令人愉快的劳资关系方面进行磨练，以重新获得优质生产和消费者满意度。
References Case Study Analysis
Beer, M. & Collins, E. (2018). “Engstrom Auto Mirror Plant: Motivating in Good Times and Bad.” Harvard Business School Brief Case 082-175.
Halushchak, O. & Halushchak, M. (2016). The Causes of Appearance and Ways of Staff’s Demotivation Solving in Organizations. 1st ed. Academy of Social Management.
Kashyap, D. (2015). “Top 5 Models of Organizational Behavior” YourArticleLibrary.com: The Next Generation Library.
Marquet, D. (2015). “6 Myths About Empowering Employees.” Harvard Business Review.
McGregor, D. “Human Relations Contributors.” Theory X Theory Y Employee Motivation Theory.
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Miles, R., Snow, C., & Pfeffer. J. (1974). “Organization‐Environment: Concepts and Issues.” Industrial Relations: A Journal of Economy and Society.
Tolman & Wiker. (2014). “Why Employee Engagement Has a Direct Impact on Your Business Bottom Line.” Tolman & Wiker Insurance Services, LLC.
