Improving productivity often brings to mind the thoughts of doing more with less (Rue & Byars, 2010). However, improving productivity is simply defined as “to produce more with the same amount of human effort” (Rue & Byars, 2010, p. 366). Improving productivity can be a positive experience if implemented correctly at the right time. Too often efforts fail because it was not based on realistic processes or implementation occurred at the wrong time.
Successful efforts start with understanding what motivates people. According to Reeve, 2009, “the four areas of engagement are behavioral, emotional, cognitive and voice” (p. 12). Behavioral engagement displays the persistence needed to accomplish the plan (Reeve, 2009). Emotional engagement allows the person to maintain interest and enjoy the process (Reeve, 2009).
Cognitive engagement creates self-regulation and personal strategies to meet goals (Reeve, 2009). The final aspect of engagement is voice. This area allows for self-expression which is vital to maintain participation (Reeve, 2009). While the supervisor will concentrate on behavioral and voice aspects with employees, knowing the basics of all areas will have an impact on productivity.
Another impact on productivity is trust (Covey, 2006). If trust is absent then the goal for increased productivity will not be realized to its full potential. Supervisors that create a high-trust working environment will reap the benefit of employee loyalty, increased innovation, and better collaboration (Covey, 2006). Investing the time to build trust will have a lasting benefit and will positively impact production and cost reduction by reducing absenteeism, tardiness, turnover and other areas (Covey, 2006).
Once the...
... middle of paper ...
...dollars. The change in product improved employee satisfaction as they did not have to wait as long for the product to work in the patient’s room.
In summary, an effective supervisor will build trust within the team and utilize the knowledge that they have. The supervisor cannot assume that what is being done today will be sufficient to meet the needs of tomorrow. Complacency will eventually lead to reduced productivity and increased cost. The supervisor needs to remain vigilant in the areas of productivity and cost reduction to remain effective.
Works Cited
Covey, S. (2006). The speed of trust. New York, NY: Simon and Schuster, Inc.
Reeve, J. (2009). Understanding motivation and emotion (5th ed.). Hoboken, New Jersey: John
Wiley and Sons, Inc.
Rue, L., Byars, L. (2010). Supervision: Key link to productivity. (10th ed.). New York, NY:
McGraw-Hill/Irwin
As now it can be concluded that to make a supervision session effective it is essential to have a deep understanding of these facts and theories. Characteristics of both supervisor and supervisee are equally important. As supervisors must know their roles and responsibilities at the same time, supervisee should have interest towards reflective practice. Maintaining a good supervisory relationship will be useful to analyse the problems. If there are any signs of underperformance seen in the supervisee, the supervisor can approach them to sort out the matter before it causes
Introduction What does it mean to be an effective supervisor? Before taking this class, I thought that if a supervisor is able get their employees to work effectively, and efficiently, then the person is an effective supervisor. I didn’t realize until taking this class that supervisors do so much more. After learning more about the other tasks supervisors do like planning, being effective listeners, and motivating employees, I have a better understanding of effective supervision. I am aware that I have had supervisory experiences.
b) Higher work group productivity: People working in groups are more productive when tasks require working together and when rewards are related to group success. Groups that had both integrated work and members on their team who had a high preference for group work had high productivity even when rewards were not group based.
Established by Elton Mayo and associates while conducting a study in 1933, it recognizes the importance of human interaction and that social factors are significant in accomplishing organizational goals. The research showed that technical rationality such as, procedures, processes, and structures, were not sufficient enough to guarantee maximum productivity. They concluded, social factors, were as important, if not more important, than technical factors. They based the findings off of the observation that productivity seemed to be connected to worker morale and the sense of social responsibility to their co-workers (Hutchison 2011).
When reading the book The Goal written by Eliyahu Goldratt, there were many lessons that I learned in order to have a clear and concise understanding of a positive level of productivity in a company. To have a positive level of productivity there are may components that are taken into consideration. Understanding what it actually means to be productive and how to increase the level of productivity by knowing the actual goal of the company that is trying to be reached and the components that go into the process of being productive. There are many factors that contribute to the level of productivity and being able to identify these factors is the key ingredient to having a successful level of productivity.
Nevertheless, there remains a debate over the differences between productivity and performance, and how they are measured. Performance is comprised of seven dimensions, of which one is productivity, as well as effectiveness, efficiency, quality, profitability, quality of work, and innovation (Haynes, 2007). Productivity is defined as “the relationship between outputs and the inputs provided to create those ou...
D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135 Gordon, S. P. (1989).
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135
How employee & supervisor will work together to sustain, improve, or build on existing employee performance.
Rich, B., Lepine, J., & Crawford, E. (2010). Job engagement: Antecedents and effects on job performance. Academy Of Management Journal, 53(3), 617-635. Retrieved from EBSCOhost.
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135
In many organisations, managers and bosses have found it a struggle implementing successful strategies to improve job satisfaction and productivity among its employees. While dealing with unproductive, unmotivated and unsatisfied employees, there is an increased risk for turnover, which can be prevented. The risk of high turnover is a problem to workplaces as turnover has been proven to ‘take its toll’ on productivity as it disrupts current projects and increases workloads for other employees. It also has a negative impact on team cohesion (Patrick and Sonia, 2012). Job satisfaction is one’s general attitude to the job, and higher the job satisfaction, the more likely he/she will hold a positive attitude towards their job (De Menzes, 2011). De Menzes (2011) believes that employees who are satisfied with their jobs are likely to be more committed to their organisation and be more productive. People are significantly more productive when they are content and achieving individual and organisational goals are able to be fulfilled in a work environment where employees feel happy and motivated. Interventions which can be used to improve job satisfaction and productivity to decrease rates of turnover and unmotivated employees include an increase in workplace training, as well as performance pay.
“Business productivity is dependent on employee job satisfaction”. When an employee feels satisfied, secure and trust the employer, they work harder which will enhance the business productivity (Philip, 1958). Moreover, when the employee feels respected, admired, and appreciated by their employers, they will produce productive work which will generate high profit and revenue and hence less turnover (Kalim, Syed & Muahmmad,
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135
The fact is employee productivity can make or break a firm, and a firm staffed with underperforming employees will inevitably fail regardless of the amount invested into business development. Many firms that do recognize the importance of employee productivity often invest in improving the corporate culture, but overlook investing in the right tools that result in increased productivity.