Motivation Theory & Employee Engagement
CASE STUDY 2
While speaking with Mr. Yamauchi about employee engagement, Angela Corriero realized her strategic and costly error in Africa. My motivation theory had been wrong: For the original employee engagement interview with Toyota Motor Corporation`s former Senior Managing Director, click here
For the original employee engagement interview with Toyota Motor Corporation`s former Senior Managing Director, click here
In 2007 in Addis Ababa, Ethiopia, I consulted for a small company with 90 employees. I had thought everything was going very well. After just a few months, profits were up 23%, workers were energized and morale was good. My game plan:
Incentives included increased respect, recognition, new uniforms, a previously unpaid bonus was paid, weekly meetings to discuss issues and improvements. Staff thanked me for the better working conditions and began to smile as they worked. Customer numbers rose. I was in heaven. But not for long...
I was floored. There were spies, gossip, conspiracies..."I caught Angela allowing a worker to use the customer`s toilets!" shouted a manager at a meeting. I couldn`t understand what was happening and it distressed me greatly. I had thought everyone naturally had a vested interest in vitalizing the company. The owner had made it clear that if things didn`t turn around, the business would close. Isn`t that incentive enough for management? No amount of meetings, words of support or encouragement brought them over to my side. My mistake: I had assumed the game was:
But I was wrong. This realization hit me like a brick while meeting with Mr. Yamauchi.
I had taken management for granted.