Economic Demand

Employee motivation and differentiation in continuous improvement 1
EMPLOYEE pauperism AND EMPLOYEE DIFFERENTIATION IN
CONTINUOUS IMPROVEMENT:
EVIDENCE FROM A multinational COMPANY IN CHINA
ROH PIN LEE
section of argumentation Administration
Technische Universität Bergakademie Freiberg
09596 Freiberg, Germany
Phone: +49 (0) 3731-39-4423, Fax: +49 (0) 3731-39-4555
roh-pin.lee@iec.tu-freiberg.de/ rohpin.lee@gmail.com
MICHAEL NIPPA
Department of Business Administration
Technische Universität Bergakademie Freiberg
09596 Freiberg, Germany
Phone: +49 (0) 3731-39-2081, Fax: +49 (0) 3731-39-3313
nippa@bwl.tu-freiberg.de / mnippa@marshall.usc.edu
ANDREAS KLOSSEK
Department of Business Administration
Technische Universität Bergakademie Freiberg
09596 Freiberg, Germany
Phone: +49 (0) 3731-39-4843, Fax: +49 (0) 3731-39-4555
andreas.klossek@iec.tu-freiberg.de
Employee motivation and differentiation in continuous improvement 2
ABSTRACT
The executing of a sustainable continuous improvement (CI) program is particularly
challenge in China, as traditional Chinese organizational cultures, prudence systems, and
workforce characteristics tend to deter employee empowerment and participation.



The research
presented here, which is carried out in the Chinese plant of a leading multinational company,
challenges the precondition of independency between employee motivation, ability and knowledge
in the CI context. It illustrates the immenseness of focusing on developing employee ability to
participate in CI activities as well as their knowledge of what they argon expected to do in the CI
context in fix to encourage CI participation. Furthermore, the value of employee differentiation
in enabling companies to accomplish insights into specific CI weaknesses that might deter CI
participation is examined.
Keywords: unremitting Improvement, Employee Motivation, Employee Differentiation,
Employee Participation, China
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