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Essay / Research Paper Abstract
This 4 page paper looks at GE in order to assess the way that employee motivation is created and managed as well as identifying the underlying management philosophies of the company. The bibliography cites 4 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEGEmotiv.rtf
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Unformatted sample text from the term paper:
general culture and philosophy which have been put into place to increase efficiency, productivity and motivation. When looking at the way motivation is taking place there is a strong leaning
towards the human relations school of though where man is seen as social, rather economic which is associated with scientific school of management. The human relations school accepts that employees
will have multiple needs that should be satisfied in order to be motivated and that issues such as the employment relationship is very important.
When the CEO of General Electric, Jack Walsh was asked what he though was more rewarding for employees money or recognition he answered "you have to get rewarded
in the soul and the wallet" (Lewis, 2000; 7). This is indicative of the way employees are motivated and the underlying philosophies that arte present at General Electric. The idea
is that employees need to be appreciated and empowered in order to act, they also need to be rewarded in material terms as well as with recognition. In order
to create this philosophy Walsh had to make changes at the company in order to be able to maximize the human capital within the company and motivate it so it
was targeted towards company goals. GE was criticized in the 1980s for having an unresponsive and slow moving management team, so not only were the operations targeted the style, structures
and systems (Grant, 2004). Changes took place to increase efficiency, which tackled processes and people, processes where the focus, but people were the key to managing the changes and benefiting
from them. Jack Welch started this process with the de-layering of the company, the management structure was flattened, where there had been a hierarchy of between nine or ten layers
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