The Management of Productivity Measurements

In modern day, there are many techniques for productivity measurements which are used for a variety of reasons and purposes by a variety of groups. The techniques for many different applications have been developed too. Therefore, it is a must to unify and combine the different techniques and views. Typically, this is simply for us to reach a broader and better understanding of the productivity concept. However, in the discussions of productivity, many different authors have many different ways to use such terms as "evaluation", "measurement", "improvement" "performance" as well as "productivity". We will introduce them again. Performance In fact, productivity is calculated as the output divided by the input (O / I). It seems to be easily applied, defined and calculated. However performance is a more comprehensive term than productivity including factors such as customer satisfaction, quality and the morale of employees. So that these are not quantified easily. The inclusion makes the calculations more difficult as well as dilutes and fuzzy the clarity of these measurements. Productivity We will say again with strickly speaking: productivity is calculated as the output divided by the input (O / I). Measurement and evaluation The measurement is known as the methodology to establish an amount of wok which is involved in a working function. Evaluation is using above measurements which are not quantitative strictly. It uses these measurements such as superior, fast, good, bad and others. Using qualitative measures can make the data manipulation more difficult, but allow the inclusion of aspects of previously unmeasured work. It is expected the fuzzy mathematics application to these terms might be useful someday. Improvement This can refer to the change designed in order to produce many positive changes in the productivity measured. In addition, this term refers to the changes in productivity which had led to the changes of such design. Resistance Almost the systems for productivity measurement are always unwelcome to both workers and managers. The best known objection to the measurements of the knowledge of worker productivity is the inaccurate results. These productivity measurements are much valuable dynamic gauge, not just a measure for static. This is because these errors are consistent, the measure of dynamic can be a good gauge of the change. The workers' expectation is a high hurdle in the implementation of productivity measures. For many years ago, productivity efforts had been highly organized and detailed, well documented and very structured. Productivity measures of the knowledge work seem to be less accurate and more loosely structured than the measures of many other types. And as you know, we are always unwilling to accept anything with less accuracy and less structure. Solutions For many years ago, knowledge work had been exempted completely from productivity evaluations due to the complexity. But know it should have some cost. To compensate for this mindset, experts and authors suggest businesses to prepare the people involved and the work area. A large part of the management of these productivity programs would include self-evaluation, group participation and discussions.