1. Why was the productivity of the Safelite installers so low? The productivity of the Safelite installers (technicians) was low for a number of reasons. One of the reasons was directly in the employees control; however, many of these reasons were out of their hands. According to Performance Pay at Safelite Auto Glass, the following inhibited productivity:
• Work ethic—The technicians were not trying very hard. One of the managers stated that “some technicians spent too much time playing pinochle” (Hall, 2001). The technicians lacked motivation. After calculating productivity, Safelite discovered technicians were only installing 2.5 glass units per day. Each installation took approximately one hour plus travel time. It made senior leaders, including CEO John Barlow, question what the technicians were doing with their time during an 8-hour shift.
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Herzberg’s hygiene-motivation theory asserts that the “factors involved in producing job satisfaction are separate and distinct from the factors that lead to job dissatisfaction” (Herzberg, 1987). Furthermore, the two feelings, satisfaction and dissatisfaction, are not opposites of each other. The opposite of job satisfaction is no job satisfaction while the opposite of job dissatisfaction is no job dissatisfaction. “Hygienes” such as compensation, incentives, and other extrinsic motivators “create no dissatisfaction and their absence creates dissatisfaction” (Herzberg, 1987). Motivation comes from job content factors like responsibility and growth/advancement. The technicians need and expect compensation and incentives in order to support themselves and their families. Even Sonny Gassiott, the District Operations Manager in New Orleans, recognized that money is not the only motivators. He admitted that “it’s just not as simple as thinking ‘if I pay him [a technician] a dollar more, he’ll work that much harder’” (Hall,
• Work ethic—The technicians were not trying very hard. One of the managers stated that “some technicians spent too much time playing pinochle” (Hall, 2001). The technicians lacked motivation. After calculating productivity, Safelite discovered technicians were only installing 2.5 glass units per day. Each installation took approximately one hour plus travel time. It made senior leaders, including CEO John Barlow, question what the technicians were doing with their time during an 8-hour shift.
• …show more content…
Herzberg’s hygiene-motivation theory asserts that the “factors involved in producing job satisfaction are separate and distinct from the factors that lead to job dissatisfaction” (Herzberg, 1987). Furthermore, the two feelings, satisfaction and dissatisfaction, are not opposites of each other. The opposite of job satisfaction is no job satisfaction while the opposite of job dissatisfaction is no job dissatisfaction. “Hygienes” such as compensation, incentives, and other extrinsic motivators “create no dissatisfaction and their absence creates dissatisfaction” (Herzberg, 1987). Motivation comes from job content factors like responsibility and growth/advancement. The technicians need and expect compensation and incentives in order to support themselves and their families. Even Sonny Gassiott, the District Operations Manager in New Orleans, recognized that money is not the only motivators. He admitted that “it’s just not as simple as thinking ‘if I pay him [a technician] a dollar more, he’ll work that much harder’” (Hall,