Factors Affecting Worker Productivity-Free-Samples for Students

Question: Discuss about the Impact of Workplace Factors on Worker Productivity. Answer: Introduction Workers and employees are considered to be most effective resources in the organisation. The current review of Harvard Journal by Ben Waber, Jennifer Magnolfi and Greg Lindsay highlights the multiple ways and methods in which productivity of workers can be raised significantly(Waber, 2014). The journal reviews various thoughts and concepts for analysing correlation with any factor that might be able to impact productivity of workers. As organisations spends huge money on their workers, it is critical that such forces be retained and their productivity increased. Till recently various studies have been conducted that could analyse ways in which individual performances can be peaked. No studies have been aimed at diagnosing effectiveness or efficiency resulting from group related or coworker based productivity. Effects of group based and coworking space has become a topic of discussion across various Universities, Institutes and Organisations. Designing of office spaces to increase eff ectiveness of employee performance is largely becoming an interesting domain of study. The scope of the following study reveals the descriptive analysis undertaken by the journal(Attridge, 2009). Analysis Organisations deploy various methods aimed at increasing individual performance of workers and employees, while this domain has been immensely explored, the concept of group or coworking spaces still remain unexplored. A number of corporations local as well as global are concentrated in reinventing their workspaces such that employee productivity and perforamcne can be impacted.. Organisations deploy various means and methods for increasing their workers productivity. In the Silicon Valley there is a tight correlation established, that is enhancing productivity of their workers, namely innovations, faith, performance, interactions that has been implemented by Google for increasing encounter chances(Jaskiewicz, 2012). Facebook, Samsung and Yahoo are tremendously able to increase their workloads from providing innovative work ideas to their employees. Some have allowed working at home, while others have designed a long hall way type of structure and so on. Samsung have designed workspa ce that allows engineers to mingle along with their sales people such that they can gain relevant inputs. Primary drivers of such workforce believes that innovative ideas for the Company will be created once workers are allowed to roam free or interact with other people(Taris, 2009). Earlier workspaces were open, then cubicles were created, later again with opening up of workspaces, introverts want their private spaces. Hence, the concept of new office design does not exist, hence there are only reinventing of ideas to allow spaces to work. In order to determine the effectiveness of various approaches, key metrics for companies to measure space cost per square foot needs to be determined for focusing on efficiency(Aral, 2012). Companies needs to measure whether space design promotes or hurts performances, turn sensors, activity trackers and social networks. These similar sensors can be used for customers as well such that they can be turned inwards for engineers and salespeople getting it to work. Companies have already collected varied forms of data by means a tools through simple analytics to sociometric badges. These can be used in capturing communication, interactions and local information. Data collected from employees of diversified industries were meant to decipher primary results(Halac, 2014). Focus of data collection technique was to collide employees where new ideas could be generated, as interactions and encounter enhances workers performance. The study focuses on specific performance outcomes as productivity for increasing innovation. The findings from the study can be used to reflect ways in which office spaces is built in the future(Boxall, 2009). Firstly, office spaces needs to be looked as a strategic growth tool rather than amortized asset. Consulting and designing firm Strategy Plus estimates that utilizing office spaces results in peaking of employee productivity to about 42%. The best means to increase productivity is by removing of wasted office spaces, hence re-engineering space for interactions can impact efficiency and increase new-product launch or sales(Kosfeld, 2011). Designing of office spaces to reflect 21st century digital work happening. Collaborating of digital communication patterns along with physical spaces can increase profitability of interaction finally leading to productivity. Re-engineering of offices for weaving a building, a collection of buildings or variety of workspaces for generating an urban fabric effect. Office spaces that are networked, shared or are multipurpose can improve companies performance along with those of individuals(Reio Jr, 2011). For such endeavors data collected needs to be provided to urban planners, municipal governments and so on. Such structures will facilitate transformation of IT, HR, facility management across support functions. Norwegian telecommunications company Telenor has been able to transform its workspace by getting it designed by Oslo. The new workspace allows improved communication, improvised decision making and create an aggressive mind frame. Thus, office spaces has emerged as strategies to bring about effectiveness into being(Pobst, 2014). Space uniquely designed can improve communications and improvise chances of collision for generating positive outcomes. Spaces needs to be conducive to encourage workers int eract more and improve their productivity and engagement. Open area is a key feature for generating more of innovative ideas. Increasing amount of engagement in companies as Telenor can be detrimental as it can lead to employee diversion. While interactions increased productivity and interactions at office spaces, it lead to drop in energy levels to about 14%(Ileana Petrescu, 2008). Changes in offices spaces has been recognised to be the key factor in leading valuable interactions, which can be more valuable than companies actually realize. While interacting an employee explores, engages hence leading productivity or creativity for the organisation. Till date the major issue in the analysing productivity has been in reviewing performance of individuals and not for the entire team(Karr-Wisniewski, 2010). Secondly, investments has been made to increase individual productivity and not group productivity. If money would have been invested into group endeavors for creating workspaces allowing individuals to interact more then results would have been far better. Corporations are increasingly realising that office spaces are not the sole place where employees work, there are other options as well. Workspaces that are more conducive, where employees are able to freely engage deliver more creativity considered to ones that does not(Haas, 2007). Shift in office spaces has been revolutionized in the past decade where It employees took on the challenge. The primary goal was to work side by side, rather than working in their cubicles or confining spaces. Working side by side also referred to as coworking spaces have led to increase in productivity of workers. Study conducted across various IT offices and data gathered from programmers and designers reveal high energy levels in their performances. Productivity increased to 75% since opening up of cubicle arrangements, 80% revealed that there has been a growth in their business network, 92% reported an increase of their social circle, 86% told that it decreased their sense of isolation and 83% reported that trust in coworking spaces grew(Ayers, 2007). Currently, more than 160,000 people are utilizing coworking spaces in United States as well as in Europe. Forecast reveals that such coworking spaces is bound to grow in the future with more people joining in. With innovation of coworking space approximate ly 72% individuals reflected on increase in their incomes. Success of coworking spaces have been widespread in nature and has resulted in a number of companies reinventing their spaces to increase workers productivity. Not only there are concerns in regards to workers productivity but also organisations have realized that innovation and creativity is the core to their competitive advantages. In order to lead in the competitive workspaces, and establish core competencies especially in service driven corporations, they need to increase productivity of their employees. Not only productivity can be enhanced by way of focusing on individual activities, rather it should be considered a group effort. Group effort or interaction amongst working individuals can be impacted by way of proving spaces that allows such interactions. Companies are hence considering designing of office spaces to new ways and innovative techniques such that brainstorming can be created. Brainstorming and interactions amongst employees from a diversified backgrounds can lead to creative solutions that would otherwise not been possible. The scope of individual work related productivity has faded and increasing coworker base productivity in enhanced. Data collected form diversified work organisations reflect ways and means in which work spaces have been transformed form cubicles to coworking spaces. Collision has been regarded as the key factor that can generate an impact on employee productivity. Conclusion Coworking within organisations by integrating workspaces is succeeding at a number of places. With exploration of digital work habits, benefits of coworking are high with increase in high collision rates. As more and more diverse employees with divergent skills come together, there is more likeliness of generation of an innovative idea or increased productivity at workplaces. Global corporations are reinvesting in their workspaces that could generate or lead to concepts and new ideas around their businesses. However, such interactions need to be monitored in a manner that it does not lead in energy level drop or creating negative outcome. Innovating office spaces has become a leading idea that can generate positive impact on the work atmosphere and help the company achieve productivity from its employees. More the collision amongst various employees from varied sections or departments more likely is the generation of ideas, hence corporations are emerging with ways and possibilities in which their workspaces could to re-engineered Reference Lists Aral, S. B. 2012. Information, technology, and information worker productivity. Information Systems Research, 849-867. Attridge, M. 2009. Measuring and managing employee work engagement: A review of the research and business literature. . Journal of Workplace Behavioral Health, 383-398. Ayers, K. 2007. Ayers, K. Manufacturers Monthly. Boxall, P. . 2009. Research and theory on high?performance work systems: progressing the high?involvement stream. Human Resource Management Journal, 3-23. Haas, M. R. 2007. Different knowledge, different benefits: Toward a productivity perspective on knowledge sharing in organizations. . Strategic Management Journal, 1133-1153. Halac, M. . 2014.Managerial attention and worker engagement. Ileana Petrescu, A. . 2008. Human resource management practices and workers' job satisfaction. International Journal of Manpower, 651-667. Jaskiewicz, W. . 2012. Increasing community health worker productivity and effectiveness: a review of the influence of the work environment. Human resources for health, 38. Karr-Wisniewski, P. . 2010. When more is too much: Operationalizing technology overload and exploring its impact on knowledge worker productivity. . Computers in Human Behavior, 1061-1072. Kosfeld, M. . 2011. Getting more work for nothing? Symbolic awards and worker performance. . American Economic Journal: Microeconomics, 86-99. Pobst, G. F. 2014. Meeting the challenge of knowledge worker shortages with strategic talent management. American Journal of Management, 62. Reio Jr, T. G.-R. 2011. Thinking about workplace engagement: does supervisor and coworker incivility really matter? Advances in Developing Human Resources, 462-478. Taris, T. W. 2009. Well-being and organizational performance: An organizational-level test of the happy-productive worker hypothesis. Work Stress, 120-136. Waber, B. M. 2014. Workspaces that move people. . Harvard business review, 68-77.