Productivity and Human Resources

The successful economic performance of a company is a prerequisite for the growth and security of its employees. Therefore, the role of productivity assumes great importance.

Improving productivity has always been a hot topic for management. As the profitability of an organization mainly depends on productivity improvement, managers are always striving to find ways to achieve the goal of productivity improvement. Productivity is usually defined mechanically, as the ratio of input to output. But, in fact, it is an organizational challenge that encompasses human, cultural, technological and moral aspects. It is a total effort in all areas of activity of the organization to achieve the goal of the most efficient management of all available resources.

“Money”, “Machine”, “Material” and “Method” all have their share of importance in increasing productivity. But it is the “Man”, that is, the human resource that dominates the show. There is no amount of money, technological ingenuity or job innovation. he will do the trick. Unless the most vital resource, that is, the human resource, is ready to rise to the occasion, there is no chance of meeting this challenge. Undue emphasis on engineering aspects can affect the Esprit De Corps and the culture of the Organization. The organization’s human resource must be the focal point of any movement toward increased productivity. Being productivity an attitude, it cannot be transplanted to the body of the Organization. It can only be cultivated through a systematic process that involves a lot of upfront legwork in the form of a solid organizational structure, balancing across various activities within the organization, as well as clear organizational goals.

The philosophy and basic principles that support the spirit of the organization play an important role in the search for greater productivity. It is up to Senior Management to give spiritual leadership. A high degree of manifestation of morality, integrity, fair play and fairness in your practices could go a long way in preparing the right ground for fostering productivity. Any discrepancy between “the Preaching” and “the Practice” will erode management’s credibility. The organizational climate and work environment have a very important influence on the drive to improve productivity. A communication system that leads to an open dialogue between management and employees, where there is a free two-way flow of information, helps create the most pleasant atmosphere to improve productivity. Mutual trust, mutual respect and sharing of common goals is a sign of the most harmonious relationship between management and employees, which is a sine qua non condition for building employee morale and their orientation towards improving productivity.

It is no use saying that Managerial Leadership can inspire employees to peak performance. We are going through a time of change. Autocracy is giving way to democracy. There is a growing hatred for any form of force or authority. Managers cannot remain oblivious to the events around them. They must change their style to suit the realities of the time. It is time for leadership through example and excellence to replace leadership through status and authority.

Management must set very high performance standards for their own work, if they advise their workforce to follow their lead. Management inefficiencies in the form of poor planning, inadequate security arrangements, worn out equipment, irregular supply of raw material, inability to make decisions at the right time, make management a target in the crosshairs and affect morale. the employees. Management must ensure operations are smooth and hazard-free if they want to prove their credentials to the workforce.

Once management is able to convince its workforce of its own integrity, credibility, and efficiency, the next step is employee development. It is up to managers to inspire, guide and improve the quality of their work. The most important step is this connection would be the very concept of work. Work should not remain just a way of earning a living, but as a source of self-satisfaction and self-realization. Therefore, careful job design and placement that takes into account the ability, skills, mental orientation, and versatility of the worker is of paramount importance. It is necessary to follow the principle of the right person in the right job at the right time. Workers must also have a complete understanding of the work they are doing not only in the sense of its immediate implications, but also in its salutary effect and contribution to company goals.

Productivity is often mistaken for simply more work from the workforce. However, it is more related to better planning than to squeezing the workforce to the limit. It represents an improvement in the work qualities of the employees, due to innovations in the planning and organization of the available resources. Improving performance is more the result of smart planning and effective implementation than the extra sweat of workers. The efficiency of workers cannot be increased by overloading them with work, but by reorganizing their work in such a way that they can apply their skills most effectively. Repetition and increased work experience (specialization) help increase efficiency up to a certain point, after which it begins to give negative feedback due to boredom and monotony of work, negatively affecting efficiency. Therefore, continuous motivation of workers is the only way out to achieve higher productivity.

The first step, maintenance (employee retention instead of rotation) is related to working conditions, the inter-se relationship both vertical and horizontal, technical supervision and personal status. Good working conditions, good relations between superiors and subordinates and between employees, may not be motivating by themselves, but their absence certainly has an adverse effect on efforts to motivate employees. The second step in motivation has to do with satisfaction. A disinterested or disgruntled employee can never give their best. He will remain immersed in his own concerns and problems. Such an employee has a very demoralizing effect on the rest of the workforce. If the problems affecting his performance are job-related, it will be helpful to resort to job redesign, replacement, job enrichment, or even job rotation. In case of emotional and psychological problems, counseling medium provides the best solution.

The third step is the analysis of the situation for motivation. An employee’s motivational needs span the range of physical and financial well-being, companionship, love and affection, self-respect, personal fulfillment, autonomy, and perspective. However, employee motivation patterns do not remain constant. They keep changing and it becomes necessary to keep track and stay on top of the latest situation for effective motivation. It varies with time, environment and people. However, there is a general recognition that security, success, achievement and longing have a healthy effect on employees, resulting in their motivation towards better performance. A system is necessary that promotes the desire and the capacity of creation and fulfillment of the worker. The most important act on the part of the management in this sense is to delegate to the workers the responsibility for their work and the information required for its control. This would create a true feeling of belonging and participation and would show that the workers are responsible members with special value and not merely technical factors. Realizing that one knows the real situation, that one is important and can take initiatives and decisions without fear, creates a feeling of security and euphoria and raises the morale of the workers. Workers, if they are convinced that their efforts will lead to desirable goals, will respond enthusiastically to genuine opportunities to create and do their best.

Management must instill a spirit of dynamic growth seeking in its workforce and provide them with the opportunities to fully utilize their talents and abilities. Mediocrity or stagnant work standards can destroy the talent and skills available. Therefore, it is imperative to set high, yet achievable, performance standards to harness the energies of workers.

Management must pursue the goal of increased productivity not only for its own benefit, but as a source of continuous improvement in the working lives of employees. Matching the needs of the workforce with the achievement of organizational goals provides the right kind of boost for peak performance. Employees began to bond with the organization’s successes. Therefore, it is necessary that the prosperity of the company is reflected in the standard of living of its employees. Good human relations is sometimes confused with total surrender or lenient leniency on the part of management. The misconception creates several problems, lack of discipline being one of them. Firmness or discipline carried out carefully without hurting the self-respect of employees can act as a motivating force. Waste or unnecessary costs disguised as liberalization and experimentation are dangerous. Leakage, unproductive habits and attitudes negatively affect efforts to improve productivity. Management should also lead in this field by strictly adhering to sales discipline, simplicity and austerity. The entire exercise to achieve greater productivity can end in vain if careful consideration is not given to eliminate or control these factors. Therefore, it is up to management and employees to act together to avoid these rough waters if they want to reap the full harvest of productivity.