ion line itself represented threats to their physiological needs, such as demanding quality improvements and changes to how the work was conducted to meet new standards. In addition, their basic needs for security and belonging were being threatened by different cost-cutting efforts that could have, at the perceptual level, put them out of a job. These needs strongly influence whether they find value or self-confidence in their job roles, therefore issues of motivation needed to be addressed at the human resources level. People and their motivations are strongly connected to whether any structural or process changes meet with improved productivity, therefore they could not simply be dismissed. Employee needs will impact their dedication levels to meeting organizational goals or even, possibly, make them look for different work at another organization which could put high costs on the recruitment and retention budgets.
At one company I worked for, there was a major project to improve the business resource planning software package so that inventory, purchasing, invoicing, and raw materials monitoring could be improved by a large margin. Technology in this case promised to eliminate all manual checks for inventory and also promised to reduce the amount of labor needed in the purchasing division. Throughout the entire project, which lasted about 18 months, workers were simply reminded that they needed to find other employment after the project was launched or try to find an opening in a different division through a bidding process. Instead of providing counseling services or trying to motivate employees to assist in the project development, the human resources angle was missing and workers kept trying to sabotage the new project to make sure it did not launch successfully. If the company had realized motivational needs in these soon-to-be-displaced employees, I believe the project would have been ready for launch much faster than the 18 months it took to