A Discussion on Press-Enterprise Statistics

The aim of every business enterprise is to prosper with respect to its set objectives, which in most cases reflects back to profit maximization. The excellence of a firm’s business productivity is subject to numerous aspects. One of the most important of these aspects is the human resources. However, as indicated by the statistics from the Press-Enterprise, there is a controversy about the extent to which, employee’s non-work activities affect the average enterprise productivity. The enterprises blame their productivity losses on employee’s non-work activities. However, for the sake of employee motivation, which leads to the overall positive business performance, it is reasonable to indulge in work-unrelated activities occasionally in the course an employee’s 8-hour workday.

Enterprise Productivity versus Employee Satisfaction

The ultimate goal of every business enterprise appears clearly in both its mission and vision statements. In short, it is improving business productivity. In the quest of meeting this goal, each business enterprise is aware that, there are many factors contributing to the effective accomplishment of this goal. The level of business productivity relies how well the enterprise coordinates and controls all the factors of production, that is, land, capital, entrepreneurship, and labor, the labor especially (Cooper, 2012). In this case, labor represents the human resource needed to link all the other three factors. Each business enterprise provides the standard procedures and steps necessary for the efficiency of meeting its goals. Each employee, for instance, receives a job description upon recruitment. For optimal business productivity, it is in order for each of the employees therefore, to follow strictly his or her job description, by spending the entire day doing work-related business activities.

On the other hand, employees tend to diverge from the core expectations as stipulated in their individual job specifications. Unfortunately, most of the work-unrelated activities they indulge themselves end up categorized as time wasting activities that have a direct negative impact on business productivity. Specifically, the time wasting work-unrelated activities include among, un-necessary co-worker interactions, excessive meetings, indulgence in office politics, elongated mistake fixing, and surfing the internet. In fact, the leading of this time wasting work-unrelated employee activities is surfing the internet, which surfaces a lot due to the availability and access of social media at work places (Conner, 2012). The fact that the above mentioned, among other related activities, are time wasting activities is known to the employees who practice such acts. In fact, they forward reasons that are rationally viable to consider. In their explanation, the specifications stipulated in the job descriptions issued to employees upon joining various business enterprises is too rigid and does not include a section of mental rejuvenation. According to the employees thus, strictly doing only the job related activities as appearing in the job descriptions is impossible and unrealistic. In fact, the efficiency of human resource relies on the employee’s level of motivation (Ferguson, 2006). The rigidity of following a job description to the tooth is a de-motivator. Therefore, in as much as work-unrelated activities in an enterprise may hinder business productivity, they are good since they boost the employee motivation.

Conclusion

Business productivity is a key aspect in business performance. In the same context, employee motivation is vital in improving business productivity. Since work-unrelated activities culminate into poor business productivity, employees should be discouraged from indulging in such acts. However, implementing strategic alternatives ensure that the employees draw motivation from elsewhere. This is possible by breaking the rigidity of the job descriptions by including break periods during which employees rejuvenate and thus reduce the time used on unwarranted work-unrelated activities during planned work hours.

References

  • Conner, C. (2012, July 17). Employees Really Do Waste Time at Work. Retrieved May 3, 2013, from forbes.com: http://www.forbes.com/sites/cherylsnappconner/2012/07/17/employees-really-do-waste-time-at-work/
  • Cooper, L. (2012). Improving Productivity with Clean Language. Management Services, 22-24.
  • Ferguson, K. L. (2006). Human Resource Management Systems and Firm Performance. Ann Arbor: ProQuest, UMI Dissertations Publishing.
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