Manufacturing unit workers are the frontline workers in a manufacturing industry. A manufacturing industry includes any businesses that convert raw materials into finished products or component products, and those that convert or assemble component products into finished products.
Motivation on the other hand are internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. Motivation is the energizer of behavior and mother of all action. The employees within an organization are a key resource.
They account for a significant role in achieving the objectives of the organization. The performance and achievement of employees, to a large extent, has a significant impact on the growth and efficiency within an organization. In order to ensure the employees to work consistently with the accomplishment of organizational goals, motivation then is the key in influencing the behavior and morale of employees. There are various theories of motivation and they include: Maslow’s theory of needs, McGregor’s theory x and theory Y, Herzberg‘s two factor theory, reinforcement theory, goal setting theory e. . c For this paper, I will like to present it as a case study situation, where I am the consultant that created and helped implement a motivation schemes for unit workers of a manufacturing factory in Nigeria. Case study- unit workers motivation scheme. Initial situation Eleganza limited Nigeria, a medium-size stainless steel factory in Nigeria, had no real system in place to recognize or reward workers.
The result not only affected the factory’s efficiency and productivity but also contributed to a lack of commitment on the part of workers, which led to high absenteeism and high turnover rates.As the factory’s general manager put it, “morale was low, and there was a general show of indifference” on the part of the factory’s workers. Recommendations made by me: -Devise a simple programme for soliciting suggestions for factory improvement from workers. Give feedback on workers’ suggestions. Recognize, reward and implement the best suggestions -Make sure that the same social and profit sharing opportunities are offered to all types of workers for example: invite blue-collar workers to attend Xmas lunch previously enjoyed only by white-collared, and offers free share options to manual workers.
Provide training and development opportunities. Set up processes to identify the hidden management potential in your people. Attempt to promote within. This will ensure that talent isn’t trapped in a dead-end job. Develop a skills training programme or offer apprenticeships around the role.
-Create a flexible work hour program, where the unit workers can take some occasional afternoons off to meet other obligations -Redesigning of jobs: This is designing of already existing routine jobs into more creative or at least not a boring one.Various ways of redesigning the jobs that I offered are as follows •Job rotation: It is the periodic shifting of an employee from one task to another. This ensures that the employee doesn’t do the same thing again and again for a considerably long period of time. •Job enlargement: It is the process of increasing the number and variety of tasks that an individual performs results in jobs with more diversity. This increases the scope of the job and makes it more interesting. •Job enrichment: It is the vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution and evaluation of the work. Job sharing: It is the arrangement that allows two or more individuals to split a traditional 40-hour-a- week job. This promotes co-operation amongst the employees.
-I also recommended the company to use informal rewards systems for employee’s good work.For example, they could keeps a large box, secured with a padlock, filled with gifts. An employee being recognized on the spot for some accomplishment is brought to the “Treasure Chest” by his or her supervisor, who holds the keys. The employee gets to choose an item from the box, which could be anything from a gift certificate, to a coupon for lunch or dinner, to movie tickets. Creation of a flexible retirement plan.
Results after implementation of my recommendation The table below shows the different actions that motivated and appealed to the different generations in the factory. Baby boomers(born between 1940 and 1960)Generation X ( born between 1960 and 1980)Generation Y 9 born between in the mid 1980’s and later) Flexible retirement optionsFlexible work schedulesDevelopment opportunities Profit sharingDevelopment opportunitiesFlexible work schedules Job enrichmentSuggestion/feedback programJob rotation and suggestion program Opportunity to train othersProfit sharing and rewardsProfit sharing and rewardsIMPACT These changes boosted morale at the factory. Once they were included in the process of factory improvement, workers became vested in the factory’s improvement and began to work harder to reduce defect rates, reduce costs and improve quality. In the end, the time spent reworking defective products was also reduced. Relations between the factory’s workers and management were also greatly improved.
Recalling what had been lacking at the factory, the factory’s general manager noted that “in all these years we never explored the possibility of looking to workers for constructive ideas for factory improvement.Implementing the suggestion box scheme and recognizing and rewarding workers’ suggestions tapped into our employees’ knowledge and, in the end, saved us money, encouraged workers to participate, developed our relationship with them, reduced overall waste and improved quality. ” CONCLUSION The most difficult job that faces a supervisor is learning how to effectively motivate and keep his/her employees motivated.
The average person when asked how to motivate someone will tell you what motivates him or her. Unfortunately, everyone is different and what motivates one employee may only make another employee angry.The method we use to motivate each employee must be tailored to the individual employee. We must offer them something that value as an incentive to work towards a goal. One size does not fit all when it comes to motivation.
REFERENCES Stephen p. robbins, mary coutler, Management, ninth edition V. H. Vroom, work and motivation (new York: john wiley, 1964) ATKINSON, J. W.
and FEATHER, N. T. , 1966, A Theory of Achievement Motivation (New York: Wiley) http://positivesharing. com/2007/01/ask-the-cho-motivation-for-production-workers/