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Essay / Research Paper Abstract
A 31 page paper examining events and employee questions at two companies, Riordan Manufacturing and the Chubb Group of Insurance Companies. The Chubb story is older, specifically selected to illustrate the length of time that the company took in arriving at current practice following a pattern of assessing a situation; consulting employees; designing changes based on the needs of the company as well as the needs of employees; implementation; and review of the new policy in practice. The paper assesses Chubb's activities in terms of Maslow and provides 5 pages of bibliographic annotations of articles used. Bibliography lists 18 sources.
Page Count:
31 pages (~225 words per page)
File: CC6_KShrEmpMotBib.rtf
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Unformatted sample text from the term paper:
Too many companies believe that employee motivation rests in monetary rewards, without either realizing or acknowledging individuals needs for recognition. Formal studies and informal
surveys alike reveal that while managers often will list money as the top factor in motivating employees, the employees themselves are much more likely to list first their desire for
recognition, for someone to let them know they truly have done a good job. Todays most successful companies are ones in which employees have no question of the regard
in which the companys leadership holds them. The cases of a plastic manufacturer and an insurance company reveal two very different approaches to
valuing employees. It is likely that the first is still struggling, while several years tracking of the results of the second reveal a high degree of employee loyalty, which
can be used as an informal measure of motivation among employees. This paper examines events and questions at two companies, Riordan Manufacturing and
the Chubb Group of Insurance Companies. The Chubb story is older, specifically selected to illustrate the length of time that the company took in arriving at current practice following
a pattern of assessing a situation; consulting employees; designing changes based on the needs of the company as well as the needs of employees; implementation; and review of the new
policy in practice. It is a version of Demings (1986) plan-do-check-act (PDCA) cycle that has been so valuable in manufacturing contexts. The
bottom line at Chubb - Riordan likely is still seeking solution - has been that knowingly or not, the company applied Maslows hierarchy of needs to the needs of the
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