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Executive Summary
When Robert J. Dewar’s “The Savage Factory: An Eyewitness Account of the Auto Industry’s Self Destruction” is read and evaluated, it becomes crystal clear that the Sharonville transmission plant at the Ford Company could not realize the negative consequences of their obsolete management style. In this case study, the main purpose is to examine the methods implemented at the firm and suggest a substitute impactful approach to resolve the various issues that had surfaced up at the Ford facility. In the past, Sharonville transmission plant’s torque converter line was failing to meet their expected production yield as a result of inadequate and competent leaders as well as motivational factors among employees. After Dewar (Bob) started to work as a line supervisor at the Ford, he started questioning the methods and approach adopted by the Ford management. Deliberately and vigilantly, Bob began to check and analyze the boundaries by employing his past professional learning and experiences. His aim was to understand his coworkers as human beings, not machines. Consequently, his endeavors paid off positively within his own Department 258. The paper stresses that if Ford wants to experience a company-wide upgrading and advancement, it must introduce the guidelines devised by Bob Dewar to manage the workforce. In the similar connection, this study suggests the implementation of Vroom’s Expectancy Theory to the Ford Company. If this theory is adopted and followed by the senior managers and supervisors at Ford, it could benefit all employees working at lower positions. The Vroom’s Expectancy Theory offers a complete framework to the firm to perform efficiently and motivate its workers. Considering employees as the most valuable assets, the Ford Company can surpass all levels of successfulness by controlling the production outcomes.
The book describes the challenges and ups and downs that the Ford Company experienced over years. It also presents the issues that challenged Robert Dewar, a new supervisor, when he started working for the Ford Company. It also offers a classic example of situations when the firm failed in helping and facilitating its employees achieving their full potential. However, the main problem discussed in the book is the low morale of employees at Ford Motor Company even though they were paid excellent remunerations. The management thought that higher salaries would make employees work hard and increase their productivity. However, the situation was opposite. The book talks about several indicators that revealed the poor performance of the employees and the subsequent decreased production. In addition, the book also highlights Bob’s struggles while trying to steer the firm to greater heights of production.
As far as employee motivation is concerned, it can be simply described as implementing mechanisms that would ensure the happiness and satisfaction of employees at workplace. It also means to ensure that employees work in a relaxed manner at the workplace and are contented with the environment. When employees are motivated, they perform better even if their salaries are less. On the other hand, when they work under pressure in difficult circumstances, they are not likely to perform well. Their physical presence does not denote their mental and spiritual presence at the workplace. Understandably, such employees cannot help the firm in achieving the desired outcomes. At Ford Motors Company, the management felt that paying higher salaries to employees would motivate them to work better. However, money did not motivate the employees at Ford and the poor production outcomes soon made the management realize this fact.
The lack of motivation was at Ford was a consequence of several factors. First, the workers were forced to carry out their duties. The utilization of 4600 was another factor. It meant that the first mistakes that employees made received a lesser punishment. However, when they made subsequent mistakes, the punishments increased. For example, the first 4600 led to a written warning. The second 4600 led to the employees pay being docked. The third and fourth 4600 led to employees being given 1 and 3 days off. The punishment increased until the management decided for the employee’s dismissal. The aim of the 4600 was to ensure that the employees were being put under pressure to perform with efficiency and effectiveness.
Another element that contributed in increasing employees’ lack of motivation was the manner they were segregated. For instance, the hourly employees were the main ‘victims’ of the 4600. In contrast, the other employees were less affected. The segregation of employees on the basis of their position levels definitely led to a lack of motivation and low morale. Also, there was no communication or contact between the management and junior employees. Surprisingly, the employees were not referred to by their names. Instead, they were called by their employment numbers. This shows that the management had no regard for the employees. In fact, they considered employees as a group of machines, not humans. he management felt that everything would work out perfectly if they create a barrier between them and the employees.
When Bob started working at Ford, he became aware of the 4600. He was informed that it was his prime responsibility to ensure that employees reach the last stage of 4600. Reaching the last stage of 4600 meant that the employees would ultimately be sacked by the management, losing all their benefits in the end. Since the employees were aware of what awaited them, they naturally lost the motivation to work for this firm. There was no enthusiasm and zest to work for the company as everyone knew that the management plans to sack them unceremoniously sooner or later. The clear message that was being sent to the employees was that their bosses had evil plans for them. Unfortunately, the management failed to realize that such policies did not motivate employees to work wholeheartedly. The employees used to come to the firm daily but they did not have any motivation to spend their energies as they were aware of the intentions of the management.
How the Ford Company could have solved the issue?
When the main problem faced by the firm is closely inspected, it becomes apparent that the management could have resolved it without involving a lot of people. One of the methods that could have been employed was to scrape off the scientific theory that was being put into practice and embrace the Vroom’s Expectancy Theory for leading to greater production in the workplace. Once put into practice, it could have given appropriate guidelines for employees to make them work hard in the workplace.
Vroom's Expectancy Theory states that there are some factors that may affect how an employee performs his work (ProQuest 76). Some of these factors are inborn while others exist in the environment. Under Vroom's Expectancy Theory, it can be said that factors such as skills, personality, experience, and abilities among others play a significant role in ensuring that individuals work better. In case of Ford, the management had to ensure that it played a role in making the employees work hard. On the other hand, expectancy, instrumentality, and valance are some of the variables that are also used in this theory (Pro Quest 79). These variables influence the employees’ input in a given task to a great extent.
According to the expectancy belief of the Vroom’s Expectancy Theory, employees have varied expectations and confidence level about their capabilities. In this case, it was essential for Bob to discover the training, resources, and supervisions that were needed by the Ford employees. In a lot of cases, this approach is based on the perceived performance-effort relationships. It is expected that the effort of a particular employee leads to highly desired performances. This approach is also based on the past experiences, perceived difficulties, and self-confidence in order to attain set goals. For example, if employees from Ford Motor Company had worked hard, it could have resulted in high level of production. The problem with employees of Ford Motor Company was that they did not put hard work due to lack of motivation. They did not work with the intention of making their company successful. This attitude towards work led to low production of commodities from the company. The expectancy belief of this theory helps in addressing the issue of low performance due to lack of motivation. Through this belief, the management could have discovered the required resources to motivate employees. For example, Bob could have developed initiatives for rewarding employees with gifts, bonuses, etc. Through such motivational resources, employees could have increased their productivity. Proper training was also a great option for enhancing work performance and increasing the overall factory productivity. For example, employees could have been trained to perform effectively. Through this approach, high productivity could have been realized as well. In addition, proper supervision of employees could have heightened their level of motivation. It must be remembered that strict supervision is not essential in an organization. For example, Bob could have implemented a supervision style that did not affect employees’ freedom and autonomy. Such an approach is usually helpful in increasing the motivation levels among employees consequently leading to high production (Redmond 12).
According to the variable of instrumentality, the employees are made aware of what to expect if they perform their jobs in the required manner or when they perform their jobs beyond expectations (Redmond 21). In a lot of cases, there is a reward system for employees who demonstrate high quality performance. The motivation comes in the form of promotions in the workplace. The management at Ford Motor Company did not have any policy like that. The hourly employees could have been informed about the promotions they could receive at the workplace if they worked hard. For instance, they could have been promoted or employed on permanent terms. Unfortunately, the Ford employees had no such incentives. Instead, they were being looked out for faults and dismissed constantly. When employees are treated without any concern for them, it automatically makes them disillusioned and non-serious about their work.
When it comes to valence, this variable makes certain that employees know the monetary gain they would make after working for the respective firm (Redmond 25). It needs to be mentioned that the monetary aspect comes last in motivating employees. On the contrary, the Ford Company had chosen to put money first at the expense of other factors. With such misplaced priorities, it is understandable why the employees could not perform as desired.
Considering all indicators, it is easy to conclude that the Expectancy theory could have been the best solution for resolving most of the problems witnessed at the Ford Motor Company. When all is said and done, it can be seen that employee motivation would be attained in this firm
Conclusion
The Savage Factory offers a classic example of how firms fail to facilitate their employees achieve their full potential. When employees are not motivated in the workplace, they are not able to perform well for their employers irrespective of the high salaries they pocket as remuneration. Also, the absence of harmony in the workplace, the employees cannot do much. There must be cohesive relationship among the various cadres of employees irrespective of their professional positions. The application of the scientific theory in the workplace may not make employees work efficiently. Instead, it may make the employees work lesser. The best theory that can be applied in the workplace is the Expectancy Theory where there are expectations that are set at the beginning of the job. Later, each party is given a role to play. When each party plays its role in the expected manner, output in the firm will be higher and the employees will be motivated. When the motivation of the employees is high, production levels are improved. With the utilization of Expectancy Theory, the many barriers that would exist between employees and the management could be eliminated. It is, therefore, clear that Expectancy Theory could have been the best theory to implement at the Ford Motor Company for heightening employee motivation.
