You are on page 1of 6


Employee absenteeism (unplanned leaves) Employee absenteeism negatively affects employee productivity in an organization as it creates a disruption in the execution plan. It can affect the productivity of the group as it increases the workload on others. It also has an effect on meeting client commitment and produces anxiety for people working on the project. 2. Lack of integration of processes and systems to provide consolidated information (i.e. lack of access to data to track productivity) 3. Relationship with the immediate supervisor When the supervisor fails to keep promises, never gives credit when due, makes negative comments, or blames others for their mistakes, the productivity level of their employees is significantly impacted. A poor supervisor is definitely the No. 1 factor that causes low productivityHealth 4. Technology For an employee to be efficient and productive in today’s job environment means equipping employees with the right gear. Companies that don’t upgrade or ignore the necessity for tech tools, run the risk of diminished employee productivity. 5. Downsizing and Outsourcing Morale Employers fail to recognize that if they downsize or outsource, they need to provide support to the employees that remain. The psychological impact on employees can directly impact productivity, forcing many to focus on their second careers instead of the job at hand. 6. Corporate culture

7. Administrative Burden Time lost due to absenteeism, short-term disability, or other cases of personal leave and other administrative activities such as filing, email, voicemail, and meetings. Productivity is also impacted by corporate policies on professional education, job-related training and town hall type briefings.

Factors that might lead to increases in productivity include technological innovation, capital accumulation, increased skill of workers, increased access to

Team effectiveness  Why is it important? . motivate them to commit to the strategic plan and encourage contribution . and changes in patterns of trade. By offering comprehensive training and an efficient monitoring system in place. Senior leadership  Why is it important? .Employees' acceptance of. then the employees are better able to do their jobs. employees can learn to be more proactive in the execution of their duties. Accountability culture . goal directed behaviour and contribution to the broader organisational goals 5.The extent to which the senior leadership team exemplifies the best practices in leadership . changes in business practices.  Long term direction measures: . Team leadership  Why is it important? . support.The strength of relationship between the front line supervisor and their employee 4.The performance of the team at the individual and team level with regard to communication.They work in the best interests of the organisation  Team effectiveness measures: . trust in and commitment to the vision 3.Attitude and buy-in to the communication process and the plan itself 2.The clarity of communication of strategic goals by senior management . When management is not standing in the way of employees.Good front line leaders form positive relationships with their employees .natural resources.They consider opinions. Micro-managing employees can decrease productivity. changes in labor processes such as division and specialization.They exemplify the organisation's strategy and values . Proactive Employees A productive workforce is one that understands their jobs and is given the freedom to reach their goals.Good leaders inspire employees with their vision.They transfer information to the rest of the organisation  Team leadership measures: . 1.Good teams communicate effectively and support team members .The extent to which employees understand this communication . individual talent and circumstances  Senior leadership measures: . Long term direction  Why is it important? Effective strategic planning and communication is an important part of becoming a high performing organisation.

Their day-to-day actions promote the safety. 8.6.Systems need to be enabling and should enhance employees' ability to do their job well  Investment in systems measures: .They tend to recruit and retain the best people.Thriving organisations have great human resource systems that encourage people to perform well. privacy and dignity of all stakeholders and enhance performance  Accountability culture measures: . Why is it important? .Employees and organisations make formal and informal commitments every day .The way organisations and employees deliver on these commitments . talent management.The success of the organisational systems at facilitating the performance of all employees External focus  Why is it important? .The effectiveness of all the broader human systems in the workplace .These support organisational procedures used in the workplace . succession planning. anti-bullying & harassment policies and work-life balance Investment in systems  Why is it important? .High performance organisations assess external threats and opportunities and compare themselves critically against their peers . performance appraisal. reward them and provide excellent training/development opportunities  Investment in people measures: .The extent to which organisations are concentrating on implementing systems and processes . stay in the job and act as advocates .Whether the culture of the organisation enables them to improve their capacity for high performance Investment in people  Why is it important? .They understand the views of their customers  .How employees.High performing organisations have effective systems that provide a positive and effective foundation . 9. managers and the organisation as a whole are accountable for their ethical and performance standards every day Performance culture  Why is it important? . 7.These include: organisational commitment to employees. enhancing diversity.Organisations also need to put performance enhancing systems in place so they can improve their capacity to achieve high performance  Performance culture measures: .It is not sufficient to challenge employees to improve performance using existing systems and processes .

product differentiation/innovation. there are three key drivers: .They also consider their place in the world and the impact of the organisation on the environment and the community External focus measures: .Relationship with immediate supervisor .Belief in senior leadership .Pride in working for the company This focuses on the central importance of the direct management relationship that can make or break an employee’s feelings about work and therefore .They include: customer orientation. .The organisation's focus on aspects outside the organisation . industry benchmarking and contribution to community and environment Key Drivers of Employee Engagement Research shows that although there are many factors that impact employee engagement.

and often. honestly.  Accountability and performance . A well-defined recognition and reward system allows employers to effectively differentiate between good and poor performers and tie recognition and rewards directly to the behavior that matters for the success of the organization. Don’t shield your employees from news of business failures—they’ll only hear about it elsewhere. the more profitable the company as employees invest more time and efforts  Rewards and recognition More than two-thirds of employees say they would work harder if they were recognized more. This includes formal recognition. like years of service or employee of the month programs. The better the culture. Most employee development occurs on the job in the form of new projects or responsibilities. as well as informal programs like company “points” or thank-you cards. Keeping your employees engaged by finding out how they’d like to stretch and giving them appropriate opportunities for growth in that direction helps to increase their productivity. The single greatest predictor of employee engagement—and whether those employees will continue working at your company—is their relationships with their managers. new reading materials. The other important elements that play a vital role in engaging an employee are as below:  Communication Good communication makes sure you communicate with your employees openly. lead the company in the right direction and openly communicate the state of the organization is another key in driving engagement.performance. regional conferences.  Culture A positive corporate culture results in happy employees who want to come to work every morning. or certification courses. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged. Praise from a direct manager is almost twice as effective at motivating employees. and hearing it from you will engender trust. Employees said that believing in the ability of senior leadership to take their input. What gets recognized gets repeated.  Professional and personal growth The opportunity to develop new skills and capabilities is critically important to ambitious employees.

. If employees feel like a part of something bigger than themselves.  Vision and values Engaged employees understand the big picture and how they fit into it. and timely criticism can help avert future problems. and encourage employees to participate in worthy causes that make the world a better place. they are much more likely to go above and beyond to contribute to that greater purpose.People who perform well feel good about themselves—and where they work. Immediate praise reinforces desired behaviors. A clearly communicated vision and statement of core values give employees something to rally around. Successful companies tend to be deeply engaged with their communities.  Corporate social responsibility Employee engagement levels are twice as high among employees who say they are proud of the contributions their organization has made to the community. But like any team. they need coaches who can provide honest feedback. committed to social outreach.