Rewards and Organizational Goal Achievement: A Case Study of Toyota Motor Manufacturing In Kentucky

5 May 1995

journal article
research article
Published by Wiley in Journal of Management Studies

Vol. 32 (3) , 383-399
https://doi.org/10.1111/j.1467-6486.1995.tb00781.x

Abstract

This research elaborates a theory which explains how Japanese‐managed organizations use rewards to encourage individuals to co‐operate in organizational goal achievement. I contend that in Japanese organizations the small work group and the community of fate ideology are important intermediary social constructs between individuals and rewards. I illustrate this model by showing that at Toyota Motor Manufacturing in Kentucky, rewards are not tied directly to individual performance, but instead are used to nurture the bonds within the work team and to reinforce belief in the community of fate ideology. the work team and belief in the community of fate ideology in turn, positively impact individual co‐operation in organizational goal achievement thereby enhancing the influence of the rewards on individuals.

Keywords

MANAGEMENT

This publication has 6 references indexed in Scilit:

Beyond Mass Production
Published by Oxford University Press (OUP) ,1993
Building Theories from Case Study Research
Academy of Management Review, 1989
The Road to Nissan
Published by Springer Nature ,1987
The art of Japanese management
Business Horizons, 1981
Work, Mobility, and Participation
Published by University of California Press ,1979
For Harmony and Strength
Published by University of California Press ,1974