Productivity when the level of job performance

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Productivity . When the level of job performance increase the output per unit of input goes up. Thus, match between job characteristics and productivity traits of employees generally result in higher productivity. 23.3.3 Obstacles to Quality of Working Life Programs Barriers 1. A proper definition. Confusion exists about the definition of quality. " Many companies are similarly confused in defining quality. Three prevalent definitions of quality is a process, not a program. While programs-or training- provide tools to implement the process, there is the danger that such activity will become an end in itself or perceived. 2. Focus on quick fix. Management is under constant pressure to find and fix problems quickly, with immediate results. This leads to treating symptoms instead of solving problems. Treating symptoms is like taking two aspirin and drinking orange juice for the common cold. You might feel a little better but you still have a cold. Implement a problem-solving process. Management must provide a long-term focus and look towards the future. 3. Who’s responsible?. The great mystery of management is ""who's responsible" for something rather than "what happened," and "how can we prevent this problem from occurring in the future?" This barrier includes what' we know and don't know about people, equipment, processes, products, and services. It is important for employees and managers to realize what we know as well as what we don't know opportunity to really do their job and have pride of workmanship. 4. Failing to fix problem. People issues, management vs. leadership, processes, procedures, and systems can all cause problems. Many times we treat symptoms and overlook problems. The manager's role is to find and fix problems. 23.3.4 Overcoming Barriers Barriers to quality take on many shapes and forms. In general, they involve poor Human Resource Development and deployment. So to implement a quality approach, management must create ways for employees to "buy in" to organizational goals-that is, genuinely have a part of the "action." 1. Show what is expected . Every member of the organization must understand what's expected of them and what requirements must be met for success. Many employees are insecure because they don't know what's expected. Management's job is to define this. Every employee has a right to know requirements for processes, people, and equipment.' These expectations should be well defined, concisely written, and clearly communicated. In fact, the employee should be included in defining requirements. 2. Involve people. People involved in the decision-making process take more responsibility for finding and implementing solutions. Involve people in ownership
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217 of the ideas. A team' process lets individuals contribute to the long-term success of a business, thus overcoming barriers. Earlier I discussed the focus on the quick fix, failing to fix problems, and selfishness. Involving people throughout the organization, at all levels, can help overcome these barriers.
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