I believe what happened with Enterprise is cyclical and they will go back to the business model they had for years that made them the number one rental company, focusing on their customers and their employees first before profits. The management will need to empower their employees again by coaching job mastery, giving the employees more control, and providing successful role models (Newstrom, 2015). When I first started with Enterprise, I was given a coach – this person remained my coachthroughout my first year with the company, providing monthly follow up with training and coaching in sales and overall performance. Most of the coaches were experienced managers that could provide insight into making yourself promotable and helping get you to the next step. All new employees looked forward to these meetings, most of us were out of college with little to noprofessional work experience, so we looked up to these successful role models. This would help bridge the gap between the new employees and managers, creating more well-rounded, experienced employees that eventually will feel empowered and take control over their career, creating a more positive workplace environment.
20Enterprise would also benefit by bringing back their monthly event highlighting top performers. This was something that was stressed every day for overall sales success when I wasan employee. It used to be based purely on sales performance, but it had morphed through the years to expand its categories of how you qualified to go to “the best of the best”. The event used to be a monthly gathering of corporate administration, usually at a team building event, highlighting top performers in sales and rewarding them with a bonus (usually a few hundred dollars, depending on where you were in the rankings) and the afternoon off work. This event has apparently turned into a quarterly extravaganza, taking employees to sporting events, day cruises, or whatever elaborate event the administration had thought of to remove the employees from the office for the day. This new setup of this reward event has actually lost its appeal with employees because it’s not continuously reinforced by management. Employees get lost in the day to day operations and lose sight of their reward coming three months down the line. At least when the event was monthly, you set your goal for those four weeks and the reward was almost immediate. Creating this foreseeable motivating factor again and reducing its cost again to not make it so elaborate, will help motivate the employees to want to receive this recognition and reward month after month, thus creating a better sales environment.
21AbstractIn milestone five, I summarize my points of the analysis of the Engstrom Auto MirrorPlant case study based on my own practical insights gained by applying human behavior theoriesfrom actual workplace experience.
22Milestone five: ConclusionThroughout this term, I have analyzed the issues that the Engstrom Auto Mirror Plant faces with their profitability and negative employee morale as it relates to human behavior theories and organizational issues.
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- Spring '15
- Management, Auto Mirror Plant, Engstrom Auto Mirror