工作设计和文化

案例研究18.3　就像风一样地飞:Falcon汽车制造公司的激励、工作设计和文化

数年来，总部设在瑞典的Falcon汽车制造公司，其在传统的生产流水线从事工作的员工对工作十分不满意。这反映在较高的员工缺勤率和人员流动率，以及按计划很难招聘到合适员工等方面。

为了使员工对工作产生更多的兴趣，公司制订出了许多计划，包括让操作员组成班组。每一名操作员并不是要完成对单一的、较少的工作任务，而是要接受培训。这样做是让每个人都能做班组里的所有工作。每个班组都有自己的入口、更衣室、咖啡屋和桑拿室。工厂修建了六个不同的生产车间，每个车间都完全可以组装一部整车，而不仅仅是安装零部件。Falcon公司允许员工自己安排时间来学习进修，或安排自己的探亲假或产假。该汽车公司的工资相对来说是比较高的，而且对于完成了高质量的工作，公司还会给予奖励津贴。生产工人有机会从车间工人提高到更高的职位。现在生产经理，卡尔伯格（Karlberg）先生，就曾是该公司生产线上的一名工人。

在整个组装过程的每道工序上，要出厂的汽车都要经过严格的检查。在汽车进入下个班组时，上个班组都要对自己的组装工作进行检查。如果发现质量不合格，那么他们就要追究操作员的责任，并在工作区的公布栏中进行公布。如果不合格的现象频繁地出现或者非常严重，那么他们的主管将会和操作员一起来查看，并指出问题的所在。

“我们要用一种积极的方式让员工知道他们所犯的错误。我们不能允许错误持续下去。”卡尔伯格先生说道。Falcon汽车制造公司总结出来的经验已经帮助他们减少了公司最初存在的高缺勤率、高周转率以及多次招募等问题。

“工厂车间流水线上的工作已变得非常紧密，操作员在一旁操作，而生产零部件就要运到他们手上。员工受到的教育越多，那么工作对于他们来说也越来越有兴趣。”卡尔伯格先生还说道。

在Falcon汽车制造公司进行种种变革的结果表明，员工的士气明显地提高了。而员工流失率和缺勤率的大大下降也证明了这一点。

你的任务

把自己当做卡尔伯格先生，以Falcon汽车制造公司生产经理的名义向公司运营经理写一份报告，报告的内容包括以下方面:

（1）说明Falcon汽车制造公司在过去为什么出现传统流水线员工高流失率、高缺勤率以及普遍不满的现象。

（2）说明Falcon汽车制造公司为什么要向每个班组提供供自己用的入口、更衣室、咖啡屋和桑拿室的原因。

（3）运用适当的理论来解释员工积极性提高的原因。

（4）以Falcon汽车制造公司为例，说明要改变一个公司的文化应注意哪些因素和采取哪些手段。

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