reasons for low productivity in organizations
Word Count: 1478
What are the reasons for low productivity in organizations
R1 and R2
Organizations with effective management and policies tend to have a higher productivity than its counterparts attributing to its survival in its industry.
On the other hand, low productivity can lead to poor customer satisfaction and when prolonged could eventually lead to liquidation of the organization. Low productivity of employees can also result in their unemployment. In my stint as a part time employee at a particular restaurant, I personally experienced the importance of productivity for an organization to survive. Due to the restaurant's lack of productivity leading to dissatisfaction of the customers and the subsequent low inflow of customers, the restaurant eventually shut down its operations.
This phenomenon of low productivity in an organization could be better viewed through the lens of 2 OB constructs:
The foundations of motivation: Adam's equity theory of motivation and the benefits of incentives
Group dynamics: Role conflict and role ambiguity
Foundations of motivation
Adam's Equity Theory of Motivation explains how feelings of inequity by an individual can influence his or her motivation to act in a certain way. These inequities can be classified as negative or positive inequity. The feeling of inequity is evaluated by comparing the perceived fairness of an individual's employment with respect to that of relevant others 1. Negative inequity in an organization arises when individuals notice relevant others receiving greater outcomes for similar inputs. Faced with such a disadvantage, individuals may ditch efforts to do more than the minimum. When this happens, the organization's productivity declines. Research done supports this claim of reduced organizational productivity. The greater tension an individual feels due to perceived inequity, the harder they will work to decrease their tension and increase perceived levels of equity 2. This means that
What are the reasons for low productivity in organizations
R1 and R2
Organizations with effective management and policies tend to have a higher productivity than its counterparts attributing to its survival in its industry.
On the other hand, low productivity can lead to poor customer satisfaction and when prolonged could eventually lead to liquidation of the organization. Low productivity of employees can also result in their unemployment. In my stint as a part time employee at a particular restaurant, I personally experienced the importance of productivity for an organization to survive. Due to the restaurant's lack of productivity leading to dissatisfaction of the customers and the subsequent low inflow of customers, the restaurant eventually shut down its operations.
This phenomenon of low productivity in an organization could be better viewed through the lens of 2 OB constructs:
The foundations of motivation: Adam's equity theory of motivation and the benefits of incentives
Group dynamics: Role conflict and role ambiguity
Foundations of motivation
Adam's Equity Theory of Motivation explains how feelings of inequity by an individual can influence his or her motivation to act in a certain way. These inequities can be classified as negative or positive inequity. The feeling of inequity is evaluated by comparing the perceived fairness of an individual's employment with respect to that of relevant others 1. Negative inequity in an organization arises when individuals notice relevant others receiving greater outcomes for similar inputs. Faced with such a disadvantage, individuals may ditch efforts to do more than the minimum. When this happens, the organization's productivity declines. Research done supports this claim of reduced organizational productivity. The greater tension an individual feels due to perceived inequity, the harder they will work to decrease their tension and increase perceived levels of equity 2. This means that