Recommendations on employee involvement in Fiat in England

Extraits

[...] • Reward cooperation and not competition • Share information whenever possible. • Employees select new members or suppliers. (Baard, classroom lecture, june 2008 and the example of Saturn Company) (Carl Rogers's theory) Topic: Competence The last innate need is competence: optimal challenge. The need to grow, to feel challenged, to acquire knowledge people want to be challenged with its work. I observed problems in the team which can affect the competence: • People have problem to use the software and they loose a lot of time to find solutions • The team has too much missions in the same time at the expense to the quality of the work • The turn-over of the employees is relatively high. [...]

[...] • The goals must be decided together and not only by managers, indeed the pressure will be reduced and the participation of the employees will be more important, this is essential in the process of motivation. • To finish, even if the software is essential for the follow up of the activity, it must not be a weapon to control the team. Its use by managers must be more “relax”. (Baard, classroom lecture, june 2008 and the example of Saturn Company) (Richard Decharms theory) Topic: Relatedness Employee have an innate need to be connect, to have mutual reliance with others people want to be a part of a real team and the need of relatedness is in trouble in the team: • There is no place to eat together and to share moments together, in this way the communication between employees is reduced. [...]

[...] It's a kind of “big brother.” Each goal, new mission is decided by the manager and employees are not involved in the decision process. The atmosphere is good but employees are frustrated not to participate more to the daily life of the company. Overview of the theory Dear Douglas, I'm reporting to you on motivational matters. Indeed if we follow the Self Determination theory of Decy and Ryan, we realize that the motivation of the employee can be improved and the efficiency too. [...]

[...] Managers have to play with the intrinsic motivation (do something for enjoyment) and with the extrinsic motivation (do something to get benefits and improve culture and daily life) of each employee too but they have to avoid elements that lead to amotivation. The amotivation is the fact to do something without enjoyement. People do the minimum and are frustrated. (Baard classroom lecture of june) People have a need for autonomy, relatedness and competence and they satisfy these needs by different ways. The Benefit of the intrinsic motivation is that people are content to work and do missions with enjoyement. They are self-motivated and this motivation is regulated by internal factors. The intrinsic motivation permits to maximize sales relationship. [...]

[...] • Employees are not involved in the decision process and every goals are defined by managers. Employees have just to follow instructions without thinking. • A couple of time a year, if the goals have been achieved, the company might offer incentive like trip or gifts for the best employees but the company reward all employees the same. • Every morning and every evenings we have to sign a paper and report the time of our coming and our departure. [...]