trosper_elizabeth
Expectation Effect
Assertion: Dr Pepper Snapple Group's Rapid Continuous Improvement program leverages the Hawthorne Effect to drive efficiencies and streamline operations.
Evidence: As a sub-principle of the Expectation Effect, the Hawthorne Effect states that "Employees are more productive based on their belief that changes made to the environment will increase productivity." The RCI program created an on-going paradigm of "Kaizen" meetings comprising employees from a cross-section of the company to engineer a mutually-agreed upon change in their work environment. Measures of post-Kaizen productivity always exceeded pre-Kaizen measures.
Commentary: While efficiencies were part of the Kaizen process, the program also effectively used the Expectation Effect to ensure that employees "owned" the results of the program and ensured its success.
Expectation Effect
Assertion: Dr Pepper Snapple Group's Rapid Continuous Improvement program leverages the Hawthorne Effect to drive efficiencies and streamline operations.
Evidence: As a sub-principle of the Expectation Effect, the Hawthorne Effect states that "Employees are more productive based on their belief that changes made to the environment will increase productivity." The RCI program created an on-going paradigm of "Kaizen" meetings comprising employees from a cross-section of the company to engineer a mutually-agreed upon change in their work environment. Measures of post-Kaizen productivity always exceeded pre-Kaizen measures.
Commentary: While efficiencies were part of the Kaizen process, the program also effectively used the Expectation Effect to ensure that employees "owned" the results of the program and ensured its success.