After hearing the insides into Maruti Suzuki, I learnt that
if there is a discontent or dissatisfaction among the employees it can be felt.
There was negativity among the employees. Management wanted to renew the work
culture in Maruti Suzuki. They didn’t have trust in the management nor did they
have any pride in being associated with the organization.
Manesar Plant in the past, was a high performing, high
quality production plant. It had an inspired workforce and celebrated festivals
together. They had the best systems and technology to carry on their work.
Associates were efficient and enthusiastic about their work.
The Manesar plant of Maruti Suzuki was closely monitored and
operated by Japanese. There was a high number of contract labour in the organization
at associate level. Gurgaon and Manesar plant had a different culture, Manesar
plant was more focused on efficiency, quality and effectiveness whereas Gurgaon
was more focused on people. They most high selling cars were produced in this
plant which increased the pressure on volumes and operations. Incentives were
also low as compared to Gurgaon plant. Medical, performance and reward system
was also not constructed well. There was less communication, no grievance were
handled or given importance. There was a disconnection between Gurgaon and
Manesar plant as there was no frequent interaction.
There was no feeling of belongingness among the employees.
They were not happy with the policies or procedure in place. In case they had a
grievance there was no one they could address to. This all led to frustration
among the employees and resulted in serious consequences. It can be said that
management could see the conflict coming. It was necessary to do something in a
positive way to make up for it.
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