Browsing by Subject "Productivity"

Now showing 1 - 7 of 7
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    Addressing mental health in the workplace is good for all
    (Indianapolis Business Journal, 2019-05-08) Malatestinic, Elizabeth L.
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    Knowledge Worker Productivity: Closing The Problem—Solution Gap
    (Midwest Research-to-Practice Conference in Adult, Continuing, and Community Education, 2003) Heeter, Mark
    Peter Drucker (1999) states that “knowledge worker productivity is the biggest of the 21st century management challenges.” These traits that derail personal productivity have been identified in the responses of over 2,000 knowledge workers to the question, “What are the most significant things within your control or generated by you that get in the way of your productivity?” The top 10 survey response results are: 61% trying to do to much, 46% not saying no, 45% procrastinating, 44% doing it myself/not delegating, 37% perfectionism, 34% telephone/ rop by interruptions, 31% disorganization/clutter, 28% unrealistic time estimates, 19% poor planning, and 19% e-mail. I saw the opportunities as: (a) Are there a handful of high leverage personal work processing methods that people can use to counteract these productivity de-railers? (b) If implemented, how much efficiency improvement could be achieved?
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    Open work spaces: Does your company fit?
    (Indianapolis Business Journal, 2018-03-23) Malatestinic, Elizabeth L.
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    Performance Feedback and Productivity: Evidence from a Field Experiment
    (Wiley, 2022) Awaysheh, Amrou; Bonet, Rocio; Ortega, Jaime; Kelley School of Business - Indianapolis
    We theorize that employees use the performance feedback they receive to reassess their beliefs about the marginal benefit of their effort, which may lead them to increase or reduce their effort. To test our model, we conduct a field experiment at the distribution center of a Fortune 500 firm where employees receive individual performance pay, and we study two types of feedback, individual and relative. The results show that employees react to feedback content in a way that is consistent with the model: they increase their effort if the information provided implies that the marginal benefit of increasing effort is high and decrease it if they learn that it is low. Moreover, performance feedback has a greater impact on the lower quantiles of the distribution of productivity.
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    The Positive Effect of Resilience on Stress and Business Outcomes in Difficult Work Environments
    (Wolters Kluwer, 2017-02) Perlman, Adam; Smith, Brad; Lynch, Wendy D.; Shatté, Andrew; IU School of Nursing
    OBJECTIVE: To examine whether resilience has a protective effect in difficult work environments. METHODS: A survey of 2063 individuals measured individual resilience, stress, burnout, sleep problems, likelihood of depression, job satisfaction, intent to quit, absences, and productivity. It also measured work characteristics: job demands, job influence, and social support. Multivariate and logistic regression models examined the main effects and interactions of resilience and job characteristics. RESULTS: High strain work environments (high demand, low influence, and low support) have an unfavorable effect on all outcomes. Resilience has a protective effect on all outcomes. For stress, burnout, and sleep, higher resilience has a more protective effect under low-strain conditions. For depression, absence and productivity, resilience has a more protective effect when job strain is high. CONCLUSIONS: Workers with high resilience have better outcomes in difficult work environments.
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    Reframing Academic Productivity, Promotion and Tenure As a Result of the COVID-19 Pandemic
    (Magna, 2021-01-01) Sotto-Santiago, Sylk; Dilly, Christen K.; O'Leary, Heather A.; Craven, Hannah J.; Kara, Areeba; Brown, Cynthia; Kressel, Amy B.; Rohr-Kirchgraber, Theresa
    Faculty members have been impacted in a multitude of ways by the COVID-19 pandemic. In particular, faculty seeking promotion and tenure have been impacted by the disruption and inconsistent levels of productivity. In this article, we consider academic productivity in the context of clinical, research, education and service missions within higher education and the academic medicine professoriate. We offer a series of recommendations to faculty members, to institutions, and to professional societies in hopes we can challenge pre-existing deficits in promotion and tenure processes, and academic worth.
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    Work Productivity Loss After Minimally Displaced Complete Lateral Compression Pelvis Fractures
    (Wolters Kluwer, 2024) McKibben, Natasha S.; O’Hara, Nathan N.; Slobogean, Gerard P.; Gaski, Greg E.; Nascone, Jason W.; Sciadini, Marcus F.; Natoli, Roman M.; McKinley, Todd; Virkus, Walter W.; Sorkin, Anthony T.; Howe, Andrea; O’Toole, Robert V.; Levy, Joseph F.; Orthopaedic Surgery, School of Medicine
    Objective: To quantify work impairment and economic losses due to lost employment, lost work time (absenteeism), and lost productivity while working (presenteeism) after a lateral compression pelvic ring fracture. Secondarily, productivity loss of patients treated with surgical fixation versus nonoperative management was compared. Design: Secondary analysis of a prospective, multicenter trial. Setting: Two level I academic trauma centers. Patient selection criteria: Adult patients with a lateral compression pelvic fracture (OTA/AO 61-B1/B2) with a complete posterior pelvic ring fracture and less than 10 mm of initial displacement. Excluded were patients who were not working or non-ambulatory before their pelvis fracture or who had a concomitant spinal cord injury. Outcome measures and comparisons: Work impairment, including hours lost to unemployment, absenteeism, and presenteeism, measured by Work Productivity and Activity Impairment assessments in the year after injury. Results after non-operative and operative treatment were compared. Results: Of the 64 included patients, forty-seven percent (30/64) were treated with surgical fixation, and 53% (30/64) with nonoperative management. 63% returned to work within 1 year of injury. Workers lost an average of 67% of a 2080-hour average work year, corresponding with $56,276 in lost economic productivity. Of the 1395 total hours lost, 87% was due to unemployment, 3% to absenteeism, and 10% to presenteeism. Surgical fixation was associated with 27% fewer lost hours (1155 vs. 1583, P = 0.005) and prevented $17,266 in average lost economic productivity per patient compared with nonoperative management. Conclusions: Lateral compression pelvic fractures are associated with a substantial economic impact on patients and society. Surgical fixation reduces work impairment and the corresponding economic burden.