Running head: PROCESS IMPROVEMENT PLAN
PROCESS IMPROVEMENT PLAN 5
Process Improvement Plan for Unilever
Professor Robert Kane
10 January 2016
Founded in the year1930 and commonly known to be one of the great multinationals in the business sequences; Unilever deals with the production of consumer products like beverages, foods, personal home care products and cleaning agents. Unilever is considered to be the third largest consumer goods company globally by revenues closely following Procter and Gamble and the Nestle. Being one of the oldest consumer products company in the world, Unilever has its presence in about 100 countries. It has about 400 brands in different countries with 25 of its largest brands accounting for an approximate 70% of total sales (Rummler & Brache, 2012).
One of the problems that Unilever faces is ineffective motivation. Despite the effective management, the company has failed to set examples of motivating its staffs. The company does not mainly focus on human rights and ensuring that there is compliance with human rights in positive assurance. In failure to learn about its employees, Unilever has been adamant to carry out self-assessments of workers and training.
The strategic management team has failed to realize that employee’s happiness directly have an influence on the performance and growth. In this concern, there is a failure of initiating several campaigns internationally which decreases the motivation of workers and weakens human resources strategy (Lalitha, V. (2015). Due to this problem the company launched social impact Hub to the workers which helped little to introduce its workers to social activities. This had little impact on the community and employee motivation, as this strategy was not followed up with rewards, recognition, and promotion. Before the recent introduction of Hub, there was no technology to test job satisfaction and employee motivation, this means several workers left work place feeling dissatisfied and demotivated.
The organizational procedures and policies that are directly related to effective motivation include leadership standard. These policies are expected to be seen in employees and management. They help to drive culture and performance. The second classification is rewards-rewards acts as the main motivator to the workers. They consist of gifts, salary increment, and enticement. If the reward policies are not effectively implemented, it leads to poor performance and mismanagement. Recognition is a non-monetary motivation that mainly focuses on appreciation for the work done. The policies and procedures in this category state that by calling the name of a person and recognizing the effort done by an employee can act as a greater motivator; this is because it involves some management decisions.
The organization behavior and theory are considered to be the essential theory in business planning and mitigating the ineffectiveness in employee motivation. The theory of classical organization has evolved and represents administrative, bureaucratic theory and scientific management theory. The theory of scientific management has four principles which include: close supervision of workers and the use of punishment and rewards as the main motivators. Secondly, finding the alternative way of performing each task, finally, planning and controlling of task management and carefully matching the employees and work. The scientific management theory has fared on well with modern companies. This philosophy of people second and production first has left a legacy of dissatisfaction at work and loss of pride (Lalitha, V. (2015).
Ethical issues are the strategic agenda. The planning usually goes beyond issues of compliance and reacts to manage integrity. Integrity and ethical consideration are the priority not only because it is the right thing but also it is validly required. The workers who know workplace decisions, processes and behaviors that exist in the context of ethics are motivated to act ethically. These will be of a concern when the process is changing because the workers who view those activities as continuous are detached from alternative ethical value hence may not be alert to ethical implications and more inspired to act unethically (Rummler & Brache, 2012).
Lalitha, V. (2015). Effective motivation–a field experience. NTI Bulletin, 39(1-2), 48.
Rummler, G. A., & Brache, A. P. (2012). Improving performance: How to manage the white space on the organization chart. John Wiley & Sons.