A book published this month gives a detailed account of a new approach to improving motivation and performance adopted by a uk oil manufacturing company. Faced with the problems of inadequate motivation and low productivity with which sectors of British industry are only too familiar, Shell UK Ltd set up a small planning team within its personnel function to study its problems in depth and to produce some long‐term solutions. The team's proposals were to lead to a far‐reaching development programme, based on a major change in the formulation of the company's objectives and in its management philosophy.
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