Introduction
While being rather basic, Mayo’s HRT worked miraculously well in the Bridgestone Aiken setting. The members of the Mixing Department were particularly impressed with the willingness of the organization to create the setting in which they feel most comfortable and remove the factors that they deem as distracting. Culture-related prejudices that led to confrontations in the workplace were removed, whereas cultural competence principles and strategies for managing conflicts were added. These factors were determined after assessing the problems that contributed to delays and misconceptions in project management. Therefore, adopting the HRT framework as a tool helped establish trust-based relationships between the manager and the team of employees.
Testing and Its Effects
The resulting increase in the loyalty rates among the latter led to a rise in their motivation and the quality of their performance. These trends were measured by conducting a survey among the team members and analyzing the results. Moreover, the use of the proposed theoretical framework has minimized the levels of resistance to innovations observed among the staff after the reorganization of their work and the promotion of new quality standards. Thus, the tenets of the selected theory turned out to have a profoundly positive influence on employees and their performance rates. Similarly, the use of the Kaizen philosophy has affected the employees on a very profound level, causing them to respond to the established demands more actively and delivering better results.
Conclusion
The Kaizen philosophy as a management theory can be defined as a compromise between the introduction of strict quality standards and the necessity to recognize employees’ needs. As a result, the Kaizen philosophy was used very productively to address the emotional response that the staff was about to produce regarding the increased difficulty of tasks and the rise in the number of workplace responsibilities.