How to improve the employees' work efficiency - Thesis Example

?Chapter 5 Over a long period, time management has continued to be a contentiously debated and researched area. Inadvertently, work efficiency directly relates to time management. In this research carried out at SDPW, time management is a critical issue that has elicited numerous responses that have shed more light and given a new perspective on work efficiency. Repeatedly, successful companies and organizations, like SDPW, strive to put up measures to reduce time wasting, while employees on their part try to evaluate how to manage their time at work (Nayab, 2011). All these are the parameters for checking time management that would, in turn, bring about work efficiency. In chapter four, the results of the survey have been critically analyzed. Activities that waste employees’ time at work have been displayed. In respect to that, it is clearly seen that technological advances in many companies worldwide have not done much to increase work efficiency. This can be attributed to the fact that most employees at work are poor time managers; hence, they cannot utilize technological resources at their disposal (Taylor, 1981). From the survey conducted, internet use consumes most of the employees’ time at work. Computers provide a platform to perform duly work efficiently and reduce workload by a bigger percentage. Employees, unfortunately, have applied computers available at the work place for their personal use instead of the company’s interests and activities. While it is known that time is a preciously limited resource, managing it is equally indispensable. As Chinese proverb goes, gold cannot get anyone time that has been lost. It is, therefore, clear-cut: time management is hazardous when improperly utilized. When properly managed, a company can reap many benefits of effectively managing time; work efficiency ultimately influences the outcome of services provided by the company. In everyday life, the amount of work needed to be done inevitably piles up more and more. In the work place, there are many deadlines to beat, assignments to hand in and schedules that need to be kept. In this regard, work efficiency will not be achieved if the time factor is thrown into the backburner. The time always seems to be limited, no matter what we do (Groves et al., 2004). Time management in essence is the key to overcoming all the bottlenecks associated with work efficiency. It all comes down to how employees manage their time at the work place, which, in turn, determines the amount of work done and the levels of achievements reached. Time management is ultimately the key to doing everything within limited amounts of time given and still being efficiently productive in the end. The research study carried out at SDPW was an involving project. True to its effect, the activities of data collection undertaken between the months of February and March 2012 reflect and capture the views and experiences on employees of SDPW. Work efficiency as acknowledged is a critical area of study that its findings go a long way in shaping up working environments in many companies. There is a growing need for efficiency at the workplace as presented by the study carried out. The specifics and range of research methodologies was particularly put in place to ensure maximum results were achieved. The quantitative method of research, focus group and the absolute structured interview of parameters of time wasting ensured that the researchers put into consideration the different angles of work efficiency. This ensured that the managers, the engineers, officers and employees were specifically sampled. The sampling included those with considerable levels of experience at the company and those who were particularly less familiar with the company. Conclusion The research findings from SDPW revealed that efficiency at work comes down to how many employees maximize their use of the limited time resource. In particular, the essence of an employee working efficiently by adequately using time is a factor that shapes the growth of a company (Jill and Roger, 1997). Findings from the study provided tangible evidence that waste of time by a company employee across the SDPW is apparent and that both personal and company factors are to blame. In the study, the main research findings showed that: • Employees daily morning meetings, consumed and wasted less working time at SDPW; a good number of respondents felt a need to have more of them. • Work planning and scheduling was a key factor that wasted time and many employees decried the lack of proper procedures for work schedule and planning. • Because of meetings in the morning for company developments and briefing, the employees lacked teamwork. • Technology largely has not enhanced the efficiency of work at SDPW. Many respondents acknowledged that, in spite of them not using computers for personal work, they do not use it extensively for company activities. • The employees engage in internet surfing during their work hours instead of focusing on company activities. • Distractions within the company from fellow employees are rampant; in turn, time is wasted from chatting and engaging in work un-related activities. • Employees do not keep their desks well arranged and neat. • Work pressure and stress result from heavy workloads at the work place. The data from the research findings augments the knowledge that work efficiency can be achieved and on the flip side work inefficiency is inevitable if measures are not taken to address it. Apparently, company directors are responsible for determining whether work efficiency can be achieved (Yin, 2003). It has to be acknowledged that they are responsible for making fundamental and far-reaching management policies that enhances work efficiency. This has to be done in conjunction with the stuff and the entire employees of a company. There is a need to shift from under achievements of company employees to giving them an opportunity to realize their real potentiality. Engaging them in activities that ensure maximum utilization of time resource for work efficiency is pivotal. Nevertheless, the research indicates, that there is a strong support for company policies that ensure work efficiency is achieved. For instance, the SDPW employees believe that increasing the number of morning meetings to at least thrice a week will enhance their work efficiency. This portrays how many employees depend on the management or company directors for directions, instructions, and assignments. Implications for Practice This research study has a number of implications for practice, most importantly, that the process of implementing and putting in place the right policies for time management is complicated and dynamic. A process incorporates the interaction of interdependent factors of implementing policies. From the findings, this study proposed the interdependent and dynamic balancing of quality management skills and available resources in the work place. Work efficiency can and will only be achieved through a system that employees freely express themselves in the workplace and adhere to the set rules and regulations set by a company. A corollary of this implication would be the need for company administrators and directors to plan for modalities of improving work efficiency from the conclusions of this study. More importantly, the research findings indicate the relationship between quality management systems and work efficiency in the work environment. This proposition hence can be used to foster a working environment that allows for the growth and sustainability of work efficiency. Planning and scheduling company assignments should be carefully checked to reduce inconsistencies in carrying out of duties. For this reason, the management should be available to provide the required management guidance to enhance successful implementation of such a policy. Personal attributes have to be critically analyzed since the level of an individual’s effort is reflected in work outcomes (Brehob, 2001). On a higher note, personal planning should be emphasized. Personal development in the work place has the implications of how an individual relates with the management and fellow employees. This finding, hence, would have a direct implication for the management of time in the work place and the need for work efficiency. As to the company management, this has the implication for developing a healthy relationship with the junior employees who are prone to quality work performance and satisfying self-esteem that allows mutually binding co-existence at the work place. In the findings, morning meetings were reported to be highly productive. Work efficiency is influenced by morning briefings and work delegations from the management or company directors. At SDPW, the level efficiency was reported to be high when meetings were held in the morning. While it cannot be downright essential, morning meetings were considered to assemble all employees on the same ground. The implications are that morning meetings could be used as forums for employees to air out their views and grievances to the right people. Team building and use of company resources to support activities which bring about smooth teamwork should be observed. According to the research findings, many respondents preferred more morning meetings to bring about teambuilding in their respective departments. Morning meetings mean that employees are able to share common goals and problems in a highly professional way (Mancini, 2007). Professional respect for one another means employees can comfortably work within their respective departments without unnecessary disturbances from their colleagues as indicated in the research findings. The adoption and use of modern technology in the work place is essential in managing time and enhancing work efficiency. Modalities for adoption and proper use and management of such technological equipment are needed in order to reduce misuse of such for personal gains rather than company activities. Modern computers, software, and gadgets reduce the workload by a bigger percentage. The implications are that set targets will be realized when work efficiency is always at its optimum. The research study at SDPW also highlighted the significance of company directors to provide principled leadership skills in developing procedures for improving time management. The findings highlight the need to have company directors who value the need to manage time in order to have objectives realized. This in light to the advancement in technology implies that the employees will have a role model in the leadership provided by them. The personal contribution and hard work portrayed by the leaders significantly influence the employees’ hard work. Work efficiency and a robust time management hence will be achieved when all parties put their efforts together for the greater good. Recommendations There is a need for: 1) Time management should be treated as an all-inclusive duty that cuts across all departments of a company, from the directors to the low-level employees (Finn et al, 2000). 2) Company directors should be in the forefront in implementing measures to reduce time wasted during working hours. 3) Companies should adopt and consult with technology planners in order to use equipments that are efficient and easy to operate. 4) Departmental offices should be concisely arranged in a way that distractions from colleagues are significantly reduced, and at the same time allow for easy supervision. 5) Team building through morning meetings and teas should be encouraged. 6) Company retreats and outings to enhance team building should be fully sourced by companies. This helps employees have time to relieve themselves of work stress arising from workloads. 7) Departmental managers should delegate duties adequately and consistently to avoid procrastinations and confusion amongst the employees. 8) Companies should clearly indicate their visions and missions for employees to know what is required of them in the workplace. Employees too should be encouraged to set their own goals at the work place. 9) Modalities for punishing and disciplining errand employees who are found using company computers for personal use should be implemented (Neuman, 2010). 10) Company engineers should always ensure that machine breakdowns are minimized by regular doing maintenance work on them. 11) Management policies need to be implemented in line with employees’ need of fostering excellent working relationships. In light of this study, several implications for future research are identified. They are briefly discussed. This study seeks to propose a conceptual framework for the proper management of time to enhance employees work efficiency. Further quantitative research on this framework within production companies would be immensely helpful. Research extension that would validate the framework of time management in companies should be carried out across all sectors of the economy. Even on personal terms, further research needs to be carried out. Research into improving employees’ efficiency at work using time management is particularly limited, and further research is needed to establish a range of data from a different angle of settings. In this research study, focus was only on one company that produces digital cameras in China (Alec, 1997). Future studies need to be carried out at least in more than one companies that produce different products altogether. Sample variables e.g. capital index, market share, number of employees in a company and company size need to be considered in future. In this research, the findings indicate the significance of valuing limited time and maximally using it in order to achieve a desired level of efficiency. It is clear that misuse of time directly results in poor work efficiency amongst employees in a company. Future research would in detail look into other parameters apart from the time that lead to the provision of environments for work efficiency in production companies. The research findings further established the pivotal role that proper use of technology in companies is critical. In particular, the use of computers to simplify complex tasks into easily manageable assignments. The availability of internet at the work place for accessing email services rather than using it for personal use is also highlighted (Bunin, 2005). In future studies, researchers could as well focus on a variable like misuse of internet for personal use in the office. Research into the occurrence of social media sites that seem to consume much time at work should be an enthralling hypothesis for researchers. Another possible area for research is the level of professionalism displayed by employees in the work place, as opposed to the level of skills and competence. Concisely, recommendations from this study are: • Further quantitative research in companies need to be undertaken to form a clear conclusion on work efficiency. • Further research using different parameters apart from time management need to be undertaken. • More research looking at the role technology plays in improving work efficiency needs to be undertaken. • Further research on the role company directors and the chief executive officers in respect to improving employee work efficiency is necessary. • Further research on the effects of new social media on employees work efficiency need is also necessary. Closing Remarks This study seeks to underscore and develop a deeper understanding of how time management influences employees work efficiency in SDPW Wuxi, China. It was based on the proposition that valuable data could be collected from a sample of employees of SDPW where a number of activities by the employees resulted in work inefficiency (Manheim & Richard, 1995). From the research, findings indicate that time management is a precisely dynamic process that can be said to be both unique and complex, depending on a number of factors like company environment and the size of the company. In an environment where competition with other companies is inevitable, work efficiency should be prioritized. Companies could be distinctively different in nature, however, how well they manage their time matters. Company cultures that need to be observed also vary, but variables that are examined are homogeneous. These factors are internet surfing, work planning and scheduling, morning meetings, levels of workloads and technological advances. In essence, the study revealed how these factors can enhance or discourage work efficiency. Read More