The techniques for measuring productivity in the workplace are as varied as the industries in which measurements are taking place. Traditional techniques were developed to measure assembly line Productivity:
These measures are based on tracking output in units of dollars per input, usually in the form of a human hour spent working oil the relevant task. These figures are still used in many Productivity oriented firms today.
Measuring productivity in the workplace
In the service and professional areas, traditional productivity measures have fallen. It is difficult; it is not possible to measures-some types of activities, which respect output per input.
When traditional measures are used in non-production areas, great Productivity numbers may not result in good outcomes. One example of this was found at Motorola.
Recruiters for Motorola were assigned to the goal of spending less per hire each year as a measure of productivity. Each year Productivity rose. Things should have been good, but they were not.
The quality of the new hires began to decrease. Obviously, if you spend only a few dollars to select employees, the new hires selected may not be qualified or effective workers. By cutting costs in this way, the thoroughness of the screening process will deteriorate.
To solve this problem, Motorola changed its policy. It now measures recruitment productivity by how well its recruits do at Motorola after being hired.
For example, recruiters measure oil items such as how will qualify the person was for the job and whether the salary was determined.
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