Productivity in the Workplace
An average employee lives around 10,000 days of his lifetime working. When one looks at it this way, it is rational to try and make this time at work as gratifying and rewarding as one can, so that people can be saved from burning out in advance. As a matter of fact, it is proven by research that the easiest and most effective way to uplift morale, be proof against turnover, and enhance output at the office is through encouraging fun in the workplace. Though most people draw back at the likelihood of achieving momentous goals and having fun simultaneously, it is a very viable blend.
Impediments to Productivity at Workplace productive workplace without discrimination is a key concern of a number of existing and proposed programs and policies, as well as the focus of substantial current research. An analysis of demographic, income and health care characteristics of working-age persons (aged 15 to 64) provides insights into the potential barriers faced at improving productivity at workplace. They also help to explain the role of employment in personal and household income, poverty status, and access to health insurance and amenities, as these factors are vital to the motivation of an employee at workplace (Hale, 1994).
Research Findings on Discrimination at Workplaces
In order to explore the segments of the working-age population that face the greatest difficulties in being productive at workplaces, these and other outcomes are examined separately by demographic grouping of persons with and without disabilities.
According to the Survey of Income and Program Participation (SIPP), only 29.5% of persons aged 20 to 64 years with severe disabilities participated in workplace activity - that is, they either had worked, had looked for work, or were on layoff from a job - during the month before the survey was administered. This proportion was far below that for persons in the same age group with no disabilities (84.5%) and for those with moderate disabilities (81.6%) (SIPP, 1995). This pattern of similar workplace activity rates between those with moderate and those with no disabilities, contrasted with sharply lower rates for those with severe disabilities, appears across many major demographic groups. The relative severity of the disability probably explains much of this difference, but other factors - notably, age and education - also may have some impact.
Persons with severe disabilities tend to be older, on average, than the other two groups, and, of course, older people are less likely to be productively active at workplaces than are younger ones. Among persons aged 20 to 64 with severe disabilities, almost one-third were 55 to 64 years old. This figure compares with only about 10% of persons with no disabilities and 20% of persons with moderate disabilities (SIPP, 1995).
The implication is that a significant proportion of those with severe disabilities are in an age group in which many people have already retired. Nonetheless, when the workplace productivity rate of persons with no disabilities is compared, age for age, with the rates of those with moderate and those with severe disabilities, it becomes clear that the last group consistently has lower rates than the other two groups.
The Effects of Discrimination on Workplace
The effects of discrimination on the work activity of individuals in a workplace are pervasive and, in a global sense, negative. This is particularly evident in labor force activity rates: persons with severe disabilities participated in the labor market at dramatically lower rates than did persons with no disabilities or with moderate disabilities. Moreover, persons with disabilities tend to be less educated and, therefore, to be restricted occupationally (Kruse, 1995).
Also, the likelihood of persons with severe disabilities working full time was considerably lower than that of persons with no disabilities. This reduced likelihood of working full time contributed to the fact that there exists discrimination with respect to the earnings. The earnings of those with severe disabilities were substantially lower than the earnings of individuals with no disabilities. In addition, persons with severe disabilities were consistently - and considerably - more likely than persons with no disabilities to be looking for work or to be on layoff. Even relatively high levels of educational attainment (which has a profound impact on most facets of labor market activity) do not change these relationships in any significant way (Kruse, 1995).
The Role of Leadership in Improving Productivity at Workplace
Whenever teams of people are called upon to assemble a "product" or achieve a goal by working together towards a "best of breed" solution, they tend to work in a customary style. This reduces inter-group competition and the measures of success - time, cost, aesthetics or functionality - cannot compare progress effectively. The process is usually chaotic as this takes its source from a customary style of leadership.
Workplace Drug Screening Testing for drugs has developed into a significant security concern in places of work for management. The purpose of screening is to diminish the effects that illegal substance abuse has on the places of business, comprising lateness, non-attendance, turnover, mind-set troubles, theft, reduced output, misdeeds and hostility. "The U.S. Department of Labor estimates that drug use in the workplace costs employers $75 to $100 billion dollars annually in
Workplace Violence Major Findings and Implications Corrective Actions and Recommendation Plan Evaluation of Effectiveness of Plan This paper is based on workplace violence, predominantly in the health care industry. Workplace violence in the today's time has accelerated immensely amongst various industries, and healthcare industry is considerable amongst them. The violent actions and behaviors performed in the workplace environment that can cause emotional and psychical damage to a person is typically referred to as workplace
Conclusion Learning through a workplace within the organizations is important part in the lives of most employees or a given team. Workplace learning creates knowledge to individuals and workers. By doing so, individuals acquire different styles of learning which enable them in understanding in different ways; which include concrete experience, reflective observation, abstract conceptualization as well as active experimentation. It is observed above that workplace training eliminates some avoidable expenses like
Workplace Violence Violence in the workplace is an everyday event that affects employees throughout the nation. It must be addressed, clearly defined, and possible solutions presented that will eventually identify the potential aggressor and victim. According to the United States Department of Justice (1998) the workplace is the most dangerous place to be in America. In fact, workplace homicide is the fastest growing category of murder in the United States (U.S.
Workplace Diversity Cultural diversification is a term that has become very popular in the recent years, especially among the people working in various organizations. A lot of concerns have arisen due to the flow of the immigrants into the major cities of the United States. Due to the arrival of the immigrants and the varying concerns of the people, a lot of human and civil rights organizations have started to ask
Workplace Motivation Is More Than Just a Good Idea Workplace motivation represents a key area of interest in many academic circles. Interest in the topic ranges from managerial students to those on the human resources management area. The area of workplace motivation reaches almost every area of the business, including the accounting department. The ability to motivate employees affects the organization in many ways. Many of these ways are more obvious,
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