I wonder why that person "needs to" work those awful hours, @PaulS. There are several reasons, ranging from poor productivity habits to unrealistic expectations from the company. Or something in the middle. Does that person come into the office at 2:30 am, meaning they're also arising/showering/driving to work even earlier? That's nuts!
Great article Alison... There are a few people where I work who work crazy hours and make sure people know about it. I look at them and think they are nuts. The stress you put yourself under isn't worth it. One of these people work from 2:30am to 5pm routinley... Now that is the extreme but that's nuts. You try to tell them it's not worth it and they just say I need to. It's sad really.
I think, a management sometimes doesn't understand how much a loss of a skilled employee because of health problems will cost to the company. And there is also a problem of professional burning out, as well.
An interesting point Tasha made when I asked her whether Gen Y showed signs of healthier work habits: From the research she'd seen, the answer is "No." Despite the fuzzy warm stories about this generation's proclivity for disliking certain aspects of prior generations' work habits, Tasha has not seen any evidence that these workers are less likely to work smarter or manage smarter, in terms of time-management.
It sounds like common sense, but there are still many people and managers who ascribe to the philosophy that companies, somehow, won't succeed unless they consistently work late and work weekends or without vacations. It's actually a sign of poor productivity, poor management, and poor planning if your company cannot operate without you. What happens when you keel over or need time out at a health institute because your body and mind have become overloaded?
Alison, I don't understand why this research was made.All you need to come to the same conclusions is to know how a human body acts. If our nervous system is working for too long, it is being exhausted, so the productivity drops down and it takes much more time to recover.
I know that in some companies a 5-10 minute break per hour is a must- it helps employees to be more productive and less tired.
So many jobs are now ruled by metrics -- and that should be good news for productive, efficient people IF done correctly. I'll take publishing because I know it! Whereas reporters never knew before who read their stories or where they went once written, execs can now measure how many eyeballs view each article; how many times they're shared; how many errors are made; how many stories written; how many interviews conducted, etc. It's very easy to see who is contributing to a publication -- and who isn't. Of course, there may be other responsibilities besides writing, but for a pure journalism job, you can easily measure your top (and bottom) reporters. Does it really matter, then, if your top reporters are coming in at 10 and leaving at 6? It wouldn't bother me, that's for sure! It would, however, bother me if my least productive reporters were doing this.
I'd also wonder what was going on if my least productive reporters were working 12-hour days -- but only writing minimal copy. What are they doing? Why are they so unproductive? What processes are they using/ What tools are they missing? Or do they spend half the day chatting with their GF/BF/mom?
Well we had many good examples of laid and lays off back in history and out of which one more particular example is that in 1982, the General Motors (GM) plant in Fremont, California was a management disaster waiting to happen. The plant had an average daily absenteeism rate of 20 percent, five thousand worker grievances were outstanding and labour management relations were extremely tense. The General Motors finally gave up and closed the plant. Shortly after the shutdown, General Motors entered into a joint venture with Toyota of Japan. The Fremont plant was subsequently reopened with a Japanese Management team in charge. The new managers rehired many of the former workers, including several of the most militants. This time, however, things were different. Workers were organized into teams and were given a much greater voice in how to do their jobs. Closed offices, private parking spaces, and the executive dining rooms were done away. Everyone was feeling as if he was working with other people in a co-operative venture.
By mid 1985, half as many workers were producing twice as many cars. Absenteeism was around 2 percent and only two grievances were filed during the year. Moreover, the quality of the cars being produced was higher than at any other GM plant. What had changed? The clearest difference was the relationship between management and the workers. The new system treated workers as equals. They had a voice in what was being done in the plant and were made to feel part of a team with management
Great examples, shehzadi, of productivity and the ability to focus on the important. So often that is ignored in the pursuit of spending lots of time on the job and looking good. If we would be measured on contributing to the important it might make a difference.
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