Case Study Analysis (Milestone Two):
Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
Tiffani Brown
Southern New Hampshire University
Abstract
In Milestone Two, I have identified and analyzed some root causes of known
organizational issues from a human behavior perspective. I have also validated the
analysis with supportive research evidence, explained the resulting impact of poorly
aligned and administrated human behavior theories and concepts within the Engstrom
Auto Mirror Plant case study, all while discussing human behavior theory.
Engstrom Auto Mirror Plant has some very detrimental organizational issues
contributing to their low employee productivity and lack of motivation throughout the
entire company. It is important to not only acknowledge what these issues are, but to also
identify what exactly caused them from a human behavioral aspect. Exploring the root
causes of the major issues on hand reassures preemptive steps towards preventing
situations such as these from arising again at some point in the future.
The event that instigated Engstrom's major organizational issues stems from the fall
of the "Scanlon Bonus Plan" (Beer, 2008). This incentive system was initially created so
that employees were motivated to exceed the standard that was expected of them. It was
supposed to be a reward system, but with due time, employees expected to be rewarded
as though it was the norm for doing the bare minimal of work. With the Scanlon Bonus
Plan's deterioration grew a strong distrust between employees and employers.
Additionally, many aspects that contributed to a healthy work environment also
diminished due to the failure of the incentive, such as employee motivation, comradeship.
and the overall workplace morale.
Employees at Engstrom were no longer motivated to complete their everyday tasks,
resulting in the plant's production being greatly comprised. "Ensuring that employees are
motivated is critical to organizational success. Motivation is also a complex combination
of psychological forces that either attract an employee or push an employee to disengage
When an employee feels rewarded (either monetarily or with verbal recognition), it is a
powerful force to repeat the behavior that caused the desired reaction. The three drivers
include achievement motivation, affiliation motivation, and power (Newstrom, 2015)