Further recommendations and solutions to these issues found

MOTTVATING WORKERS AT JOHNSONVILLE SAUSAGE When Ralph Straver became president of They started to become committed to making Johnsomille Sausage in 19se, the company was high-quality sausage. They even asked for inforin good financial shape Johnsonville was selling mation about costs and customers' reactions to in sausespos in Wisconsin. Michigan, and Min- various types of sausages. Another group of em. mesota and growing by a rate of about 20 percent ployecs developed a new vacuum-sealed plastic as a cur. Cussomers bought is product because of package that prevented air leaks. This group nisceratify. However, Strayer noticed that em- gathered data, identificd problems, worked with performance. Pcople made dumb mistakes, such ited retail stores to find out how to make a better as mislabcling products, adding the wrong sea- package. The team took responsibility for measomings or failing to mix the sausages properly. suring quality and then used those measureAnother employee ruined a big batch of fresh ments to improve production processes. Now sausage by spraying it with water while cleaning employees started to complain about fellow the area. Generally, people did what they were workers whose performance was slipshod or inTo get employees more motivated and com- management to either train them or fire them. mitted to the company, he and his senior man- Instead of firing them, the team designed ways agers decided to permit employees to make de- to coach them so that they could improve their cisions. They assigned quality to employees. Top performance. management stopped tasting the sausage, and Strayer, his top managers, and a group of the people who made sausage started tasting it. Workers also designed a new pay system called "company performance share," Under this pay 3. 3. Expectations are driven by goals and pay system, a fixed percentage of pretax profits is divided every six months among all employees. Individual shares are based on the employee's 4. The actions by supervisors and other manperformance appraisal, an appraisal designed agers greatly affect an employee's expectaand administered by employees from various de- 5. Each employee is capable of leaming a partments. Some of the items on which employ- 6. The organization's results reflect me and team,attendance,andsafety.Finally,teamsofemployeesareresponsibletionsunderwhichanindividualssuperbperformanceservesboththeindividual Finally,teamsofemployeesareresponsibleorselecting,training,andevaluating,and,whenperformanceservesboththeindividualandthecompany. necessary, firing, fellow employees. They make decisions about schedules, budgets, quality mea- QUESTIONS: surements, and capital improvement. These 1. How do Strayer's motivational policies satteams have taken over many of the jobs superviisfy Maslow's needs? 2. Explain the success of the policies using expectancy theory. lines: 3. Would you like to work at Johnsonville 1. People want to be great. If they aren't, it's Foods? Why? because management won't let them. 4. Did Strayer emphasize hygiene or motiva- 2. Performance begins with individual's extor factors in the program? pectations. Motivate people by telling them what you expect, and you influence how people perform