All employees of Toyota are satisfied with lower level needs, they make great wages, they have job stability, and the job sites are full of safety initiatives and well planned (Liker, 2004, p.210). Toyota also provides family benefits to help with raising children and the wellbeing and health while at work, with all these benefits employees are content and can focus on big picture ideas. Toyota promotes a strong team mood and a sense of unity by showing very little to zero favoritism in staff including higher-level positions. In particular, “There are no private parking facilities, private cafeterias for managers, private offices, or private secretaries. All staff are encouraged to wear the company’s uniform and are called by their first name” (Besser, 1995, p.390). This practice makes employees really feel that they are a part of a community and creates a strong bond between employees and the company.
Toyota instills in its employees to try to solve challenging problems to build up their confidence so that they can satisfy their higher needs in self-assurance and self-actualization. ...
... middle of paper ...
...s without consequence is a testament of what the organization provides and promotes. It’s the soft innovation to managing work teams that keep Toyota employees happy and productive. Knowing that you are in an environment that provides learning and growth from within the organization creates a work force that is willing to strive for the most that they are capable of accomplishing. Instilling the concept of kata allows employees to not only achieve improvement for themselves, but also always think about what is best for the company. Aligning company goals with the individual goals of the employees give employees the feeling of empowerment and constant fulfillment, that they are important to the success of the company. Ultimately, Toyota fosters motivation through teamwork and knowing that they will make you the best employee in mind, body, and spirit.
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