Incorporating the ERG (Existence, Relatedness, and Growth) motivation theory, Adam’s Equity Theory, and Vroom’s Expectancy Theory was admittedly challenging due to the different perspectives that they offered. However, the integration of the said theories helped me institutionalize change as a crucial component of the organizational practice at the Bridgestone Aiken plant. Incorporating the specified notions into the workplace environment of the plant and, particularly, the Mixing Department led to the improvement of production quality to a noticeable degree. For example, the use of the VET framework helped to understand how the existing range of incentives enhanced the performance of staff members. Used in tandem with the AET framework, it helped build a better strategy for catering to employees’ needs by providing them with opportunities for personal and professional growth.
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For instance, due to the improvement in communication and creating the feedback channel for employees, the issues associated with the increasingly high demands for performance and the skills required for it were resolved successfully. By integrating the motivational theories based on the content analysis, I, as a manager, defined the factors that affected the staff’s performance rates. The process theories of motivation, in turn, allowed me to define how to handle the located concerns, namely, the fears that the employees had for their security, safety, and comfort.
The promotion of trust as the key pillar of manager-employee relationships in the Bridgestone Aiken setting helped me resolve the key problems. Specifically, I developed a talent management framework that could encourage employees to acquire new competencies. Moreover, by appealing to their need for self-actualization, I built the basis for the staff’s motivation to rise consistently.