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Coursework Bba 1010

The document discusses numerous factors that can affect productivity including methods, capital, quality, technology, management, standardizing processes, quality differences, use of the internet, computer viruses, searching for lost items, new workers, safety, shortages, education and training of workers, health, outsourcing, and layoffs. It also provides steps to improve productivity such as developing measures, studying improvement methods, establishing goals, gaining management support, measuring improvements, and considering efficiency versus productivity.

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HQMichelleTan
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27 views

Coursework Bba 1010

The document discusses numerous factors that can affect productivity including methods, capital, quality, technology, management, standardizing processes, quality differences, use of the internet, computer viruses, searching for lost items, new workers, safety, shortages, education and training of workers, health, outsourcing, and layoffs. It also provides steps to improve productivity such as developing measures, studying improvement methods, establishing goals, gaining management support, measuring improvements, and considering efficiency versus productivity.

Uploaded by

HQMichelleTan
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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COURSEWORK

Name : Michelle Tan Hui Lin


Student ID : 202372
IC : 961009-01-6694
Factors that Affect Productivity
Numerous factors affect productivity. Generally, they are methods, capital, quality,
technology, and management.
A commonly held misconception is that workers are the main determinant of
productivity. According to that theory, the route to productivity gains involves getting
employees to work harder. However, the fact is that many productivity gains in the past
have come from technological improvements. Familiar examples include
Fax machines

Automation

Copiers

Calculators

The Internet

Computers

Voice mail, cellular phones

E-mail

Computerized billing

Software

However, technology alone won't guarantee productivity gains; it must be used


wisely and thoughtfully. Without careful planning, technology can actually reduce
productivity, especially if it leads to inflexibility, high costs, or mismatched operations.
Another current productivity pitfall results from employees' use of computers for nonwork-related activities (playing games or checking stock prices or sports scores on the

Internet). Beyond all of these is the dip in productivity that results while employees
learn to use new equipment or procedures that will eventually lead to productivity gains
after the learning phase ends.
Other factors that affect productivity include the following:
Standardizing processes and procedures wherever possible to reduce variability can
have a significant benefit for both productivity and quality.
Quality differences may distort productivity measurements. One way this can happen is
when comparisons are made over lime, such as comparing the productivity of a factory
now with one 30 years ago. Quality is now much higher than it was then, but there is no
simple way to incorporate quality improvements into productivity measurements.
Use of the Internet can lower costs of a wide range of transactions, thereby increasing
productivity. It is likely that this effect will continue to increase productivity ltt the
foreseeable future.
Computer viruses can have an immense negative impact on productivity.
Searching for lost or misplaced items wastes time, hence negatively affecting
productivity. Scrap rates have an adverse effect on productivity, signaling inefficient use
of resources.
New workers tend to have lower productivity than seasoned workers. Thus, growing
companies may experience a productivity lag.
Safety should be addressed. Accidents can take a toll on productivity.

A shortage of information technology workers and purer technical workers hampers the
ability of companies to update computing resources, generate and sustain growth, and
take advantage of new opportunities.
Layoffs often affect productivity. The effect can be positive and negative. Initially,
productivity may increase after a layoff, because the workload remains the same but
fewer workers do the workalthough they have to work harder and longer to do it.
However, as time goes by, the remaining workers may experience an increased risk of
burnout, and they may fear additional job cuts. The most capable workers may decide
to leave.
Labor turnover has a negative effect on productivity; replacements need time to get up
to speed.
Design of the workspace can impact productivity. For example, having tools and other
work items within easy reach can positively impact productivity. Incentive plans that
reward productivity increases can boost productivity.
And there are still other factors that affect productivity, such as equipment breakdowns
and shortages of parts or materials. The education level and training of workers and
their health can greatly affect productivity. The opportunity to obtain lower costs due to
higher productivity elsewhere is a key reason many organizations turn to outsourcing.
Hence, an alternative to outsourcing can be improved productivity. Moreover, as a part

of their strategy for quality, the best organizations strive for continuous improvement.
Productivity improvements can be an important aspect of that approach.

Improving Productivity
A company or a department can take a number of key steps toward improving
productivity:
1. Develop productivity measures for all operations. Measurement is the first step in
managing and controlling an operation.
Look at the system as a whole in deciding which operations are most critical. It is
overall productivity that is important. Managers need to reflect on the value of
potential productivity improvements before okaying improvement efforts. The issue
is effectiveness. There are several aspects of this. One is to make sure the result will
be something customers want. For example, if a company is able to increase its
output through productivity improvements, but then is unable to sell the increased
output, the increase in productivity isn't effective. Second, it is important to adopt a
systems viewpoint: A productivity increase in one part of an operation that doesn't
increase the productivity of the system would not be effective. For example, suppose
a system consists of a sequence of two operations, where the output of the first
operation is the input to the second operation, and each operation can complete its
part of the process at a rate of 20 units per hour. If the productivity of the first
operation is increased, but not the productivity of the second operation, the output of
the system will still be 20 units per hour.

2. Develop methods for achieving productivity improvements, such as soliciting ideas


from workers (perhaps, organizing teams of workers, engineers, and managers),
studying how other firms have increased productivity, and reexamining the way
work is done.
3. Establish reasonable goals for improvement.
4. Make it clear that management supports and encourages productivity improvement.
Consider incentives to reward workers for contributions.
5. Measure improvements and publicize them.
6. Don't confuse productivity with efficiency. Efficiency is a narrower concept that
pertains to getting the most out of a fixed set of resources; productivity is a broader
concept that pertains to effective use of overall resources. For example, an
efficiency perspective on mowing a lawn given a hand mower would focus on the
best way to use the hand mower; a productivity perspective would include the
possibility of using a power mower.

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