Also we can observe that the management also has redesigned the job of the workers. The hierarchical structure has been diminished and the teams hold more responsibility. Eventually, this will create new challenges for the members of the team.
There is also evidence that the jobs of the workers no longer involve monotonous tasks. The jobs of the team members are halved so that they can concentrate on the development of the team. Every fortnight the team members talk for 45 minutes to solve problems and to gather new ideas. The assembly line workers who were previously responsible only in the production levels were now having additional roles in tackling problems and suggesting solutions which has resulted in huge gains for the organization. By making the job more challenging and providing opportunities for achievement, recognition, responsibility and growth, the job itself becomes a source of motivation.
b) The management of BMW has taken the approach to maintain the hygiene and motivational factors as suggested by Herzberg's motivation-hygiene theory. In this theory, Herzberg explains that there are hygiene factors, which are not intrinsic part of the job but the conditions under which a job is performed. These factors do not help in the improvement of efficiency of the organization, but they prevent losses in the performance of the workers. These factors help in maintaining a reasonable level of output from the workers. At BMW the hygiene factors are already well established. Hence, to heave a motivated workforce, the management decided to improve the motivational factors such as increasing the responsibility, achievement and recognition. By dividing the workers into teams and empowering them to solve problems and make decisions, the management has increased the presence of motivational factors in the organization.
The jobs of the workers now include a variety of tasks and the formal structures have given way to more people oriented teams. This creates job enrichment. The idea of maintaining the motivational factors hs lead to job rotation, job enrichment and job enlargement, which has benefitted the company to a major extent. By increasing the scope of responsibility and recognition the management has created more value to the job of the assembly line worker. The Herzberg's approach can often motivate the members to achieve new heights which the human resource policies fail to achieve.
c) Working in groups benefits both the employees and the organization. For the employees it is very useful by creating a participatory work environment. At BMW, the management also takes part in the production process, hence the environment of participatory work is established. Next, there is improved organizational processes and procedures. The teams are empowered to make decisions, hence the processes and procedures followed become more effective. The worker satisfaction is increased because of the additional roles played by the team members. Working in empower teams helps to establish a positive work environment which gives room for better human relationships. Hence, this helps the workers to reduce stress, increase shares responsibility and trust amount the members of the team thus increasing the quality of the work life. Also, the workers are made to attend workshops and training programs by the management, which gives them opportunity to develop themselves.