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Productivity Improvement at the Workplace
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Productivity Improvement at the Workplace
The fast-changing workforce features, the daily changing technology, increasing competition as well as ways to improve productivity are the unrelenting issues for various organizations affecting the whole world economy system. Organizations are integrating all possible and acceptable features that would help on improving the productivity levels to aid in the competitive atmospheres. Despite technological influences, the human resource plays an important part in determining a firm’s productivity rate. Every manager in various organization operational sections is under the guidance of the corporate objectives that mandates sufficiency in organizational production. However, this does not guarantee attainment of all set goals. In most cases, companies have failed to achieve their goals because of poor working conditions. Simply knowing that organizations are driven by persons as workers in step towards fulfilling the set productivity levels, necessitates the understanding of how employees, their practical terms, and environment interconnect with the productivity rate. Fundamentally anything that needs the human input for its efficiency equally demands a conditional environment that sets the standards for their performance. Additionally, people, in this case, workers need a motivating working atmosphere. Companies make sure that they recruit individuals with the required knowledge and skills to their fields of work.

Quite often, this guarantees the workers the capacity to know the operational protocols and produce averagely. Nevertheless, if employee’s working conditions are furnished; there are possibilities of increased employee production levels. Maximization of employee production levels depends on the availability of essential aspects dictating a motivational environment. Hence, well trained and healthy workers working in a real relational environment with reasonable remunerations for their responsibilities are capable of managing their working time well to increase their productivity levels.
Employee training furnishes their skills at the same time improves their confidence at work hence maximizes their productivity. Even though possessing the knowledge and expertise for their fields, workers continuously require training and refreshing of their experience to keep them updating to the changing production requirements at their place of work. It has been reported that training positively impacts on the employee performance. A study carried out on mechanics in India, said that on-the-job training drove to greater innovation and implicit skills; therefore, both technical and professionals skills are ideal for the worker to attend to their duties in an efficient manner (Jehanzeb & Bashir, 2013). Provision of training to the employees serves an important purpose towards their performance achievements.
Furthermore, the enhanced knowledge and skills play a significant role in idealizing employees’ confidence level to the state that they are capable of creating and innovating new competent approaches that improve the production levels. Gabriel Thompson (2012) in his article, A Gringo in the Lettuce Fields, writes, ““Pedro steps in. “When you make the first cut, it is like you are stabbing the lettuce.” He makes a quick jabbing action. “You want to aim for the center of the lettuce, where the trunk is,” he says” (p. 350). Pedro who supervises the lettuce field employees takes part in training Thompson, a new field worker, who quickly catches up with his duties. The ability later displayed by Thompson is an accurate reflection of the importance of skills and training at the workplace. Employees have to undergo frequent training so as to boost the production levels. Additionally, workers are more probable to have confidence in an organization that readily incurs a cost to having them trained. In return, the confidence instills loyalty to their companies increasing their performance and production capabilities.
Moreover, healthy employees have higher chances of improving their performance, efficiency as well as their production rate. Edwards & Bolitho (2013) in their research concludes that healthy, resilient and fit workers have lower probabilities of encountering physical and mental sickness. Good physical and psychological health affect the wellbeing that ends supporting productivity to induce employer competitive advantage. Engaged employees face higher chances of returning to the work while nursing their injuries, are less likely to resign, and have higher compliance rate as well as openness. Employee health upkeep at the places of work sets up a connection of loyalty between the worker and the firm. Also, healthy employees are energetic, consistently motivated, responsive at the same time likely to work for longer periods before giving up work.
However, in consideration of Thompson’s encounters in the lettuce fields where the health of workers is significantly compromised, as only few farm workers manage to work in the areas to the ages of fifty years. The workers are exposed to poor working conditions resulting in illnesses like crooked fingers, swollen hands and permanently hunched backs(Thompson, 2012). The consequences of working for long periods in the lettuce fields for a lettuce field employee detailed are as a result of harsh working conditions. The workers in the field are likely to get cut injuries, but because of the less valuing firm, they have to report to work continuously irrespective of the exhausting conditions. A healthy worker displays great devotion to their job, report to their workplace in time and all the time according to the schedule. Hence, companies have a duty to maintain the health of their workers, as they need to care for the employees when they offer services exposing them to any potential health risk. In addition to that, poor employee health increases the likelihood of more absenteeism and presenteeism at the workplace. The employees will display a less motivated character at the same time spend much time out of work. Therefore, this leads to a lower input, and ultimately lower personal as well as company productivity levels.
Apart from that, employee relationship at the place of work significantly impacts on their productivity. The strong loyalty and reduced cases of conflicts are essential to boost organization performance. Regardless of the fact that all employees have their allocated duties and responsibilities to meet, they cannot make it without the presence of other involved workers. Specifically, the establishment of a healthy relationship between the employee and the employer can serve as a key to the success of a company. It has been reported that a good employee and employer relationship boosts the workers’ competence, loyalty, reduce conflicts, and in the long run increases production (O’Brien, 2014). Competent and friendly working atmosphere lowers the cases of conflicts amongst the workers. Reduced conflict frequency is attributed to a more focused workforce on the available work, and as a result, there is increased production.
Additionally, the establishment of a pleasant working environment is related to impacting on the employees’ loyalty to their company, encouraging a loyal workforce. In return, a loyal workforce makes it easy for the organization to retain its best performing employees, cuts in the hiring and recruitment expenses hence a profitable end (Lane, 2013). In general, healthy relationships between the employees as well as between employees with their employer at the place of work creates a pleasant environment improving the workforce morale and motivation. Regarding that, it is worth to conclude that, “A happy workforce is a productive workforce” (O’Brien 2014). The companies that invest a lot in motivational and pleasant working environments are linked to higher productivity rates. Hence, the employers have a duty of reinstating these motivational working conditions that highly dominates over the performance of the employees.
In particular, reasonable remuneration will exponentially determine the workers’ and company productivity. The fundamental reason for working is to earn; hence for the employees to stay motivated, they have to receive compelling compensations for their services. Bevan (2012) found out that the robust and emanating trend to improve the transparency of the rewards provides a chance to develop what employees values like fairness, establishes clarity on pay structures and generates shared value in a manner that shapes trust. The workers deserve fair compensation to their assigned duties. Therefore, firms should display transparency to the employees through correct assessment of their value based on their functions, and compare to their counterparts’ responsibilities.
Besides that, the human nature of the employees instills the urge to find out how their fellow employees are compensated for the roles they play at work. In cases where the structuring of the remunerations are done privately, the staff safety is compromised, and they may conclude that the organization is biased. In addition to that, the employees feel demoralized and demotivated once they realize that a worker of their caliber is compensated higher than what they get. Nonetheless, the transparency shown by the company in these concerns justifies how the company values its workforce. Moreover, the workers identify themselves with the organizational competence, as they understand that social values like equality and fairness are upheld in the organization. Consequently, the workers remain promising in their working lifetime. It has been reported that persons are naturally linked to laziness and are only capable of operating under the payment (Schwartz, 2015). Hence, as remunerations motivate employee performance, their rate of production can be actuated through rewards and bonuses. Organizations operating in competitive environments have to motivate their employees with rewards and bonuses to boost their input.
Lastly, working time management in an organization reflects its production ability. In A Gringo in the Lettuce Fields, Pedro, the workers’ supervisor in the lettuce fields, is amongst the time-conscious managers. Pedro has the self-drive of knowing when it is time for the employees to break same as when they have to resume their duties (Thompson, 2012). So as to work efficiently towards attaining the organization set goals, managers have the function of creating a schedule to make use of their time appropriately. Employees being human, they are prone to wearing off when exposed to longer periods of continuous work without rest, in return affects the productivity. Even though the production could be higher during these long working hours, the quality of the products is likely to be compromised. It is reported that extra working hours could echo an employee’s commitment to the job, employer or labor force, workplace as well as the hope of achieving higher current or future earning. However, longer working periods inevitably starts to induce dangers and time conflicts that hinder with both the quality of out-of-work life and on-the-job performance (Golden, 2011). Employers have a responsibility of evaluating their employees based on their best performing times. Therefore, they have to allocate their employees the best suitable time of their performance so as to maximize their productivity. In case a worker works within an appropriate period that does wear them off but instead makes sure their performance is of quality, then the productivity level improvement is guaranteed.
In summary, every company works under a set of objectives that dictates their success in limited time depending on their production demand. However, without capitalizing in the employees, the achievements cannot be certain. The human resource is an essential part of any given company at the same time susceptible to any change in the work atmosphere. Workers’ productivity fluctuates from time-to-time throughout their working lifetime. Nonetheless, this can be sustained or improved from day-to-day through the provision of a motivating working environment. The human resource needs replenishing of their knowledge and skills to have them updated to the changing working systems to improve their performance. A healthy employee is a promising worker displaying little cases of absenteeism; hence ensuring productivity levels are high.
Moreover, the establishment of the healthy relational environment and pleasing atmosphere motivates the workers, eventually boosting their performance. In addition to that, remunerations and time scheduling significantly impacts on the productivity of the workforce. Hence, for a firm to be in a position of attaining its set objectives and goals in a prescribed period, the human resource should be one of the highly valued aspects.
References
Bevan, S. (2012). Good Work, High Performance, and Productivity. The Work Foundation, 1-31.
Edwards, G. & Bolitho, L. (2013). Improving workforce health and workplace productivity A Virtuous Circle. The Royal Australasian College Of Physicians: Health & Productivity, 3-19.
Golden, L. (2011). The effects of working time on productivity and firm performance: a research synthesis paper. International Labor Office – Geneva, 33, 1-33.
Jehanzeb, K. & Bashir, N. (2013). Training and Development Program and its Benefits to Employee and Organizations: A Conceptual Study. European Journal Of Business Management, 5(2), 243-252.
Lane, D. (2013). Improving workplace productivity and corporate culture: perceptions and experiences of the effects of workplace massage. College Of Sport And Exercise Science, 1-244.
O’Brien, P. (2014). Why Strong Employee/Employer Relationship is Important and How to Achieve This?. Business To Community, 1-4.
Schwartz, B. (2016). Rethinking Work. Nytimes.com. Retrieved 28 November 2016, from http://www.nytimes.com/2015/08/30/opinion/sunday/rethinking-work.html
Thompson, Gabriel. “A Gringo in the Lettuce Fields.” The Little Brown Reader. Eds Marcia Stubbs and Sylvan Barnet 12 ed. Boston: Pearson Education, 2012. 349-353. Print.