How many hours per day do you work? How much work do you actually get done during those hours?
There is a concept known as Parkinson’s Law. It is by C. Northcote Parkinson, who stated in the 1950s that work speeds up or slows down to fill the time allotted for a job to get done. Parkinson suggests that, by way of human nature, people are prone to stretch out or expand work to fill the time they are given to complete the job. In other words, the more time a person knows they have to complete work, the more likely they are to procrastinate, or the less likely they will be to promptly do the work. Conversely, when a person has a shorter time frame to get a job done, they are likely to work more speedily.
This is worth considering. Can you in any way relate to this theory?
While employment is important to job seekers, time is extremely valuable to this modern-day workforce. Work-life balance has become a deal-breaker for potential employees, and workplace culture continues to evolve throughout industries. It is definitely not business as usual, neither for employees nor employers.
Research suggests that the average worker is only productive for roughly three to four hours at best per eight-hour workday. This would mean that long hours do not automatically translate to higher levels of productivity from employees. As such, it would be more crucial for organisations to prioritise efficiency and value over the number of hours spent at work.
Regardless of our individual work ethics, physical burnout and mental fatigue can sabotage our production capability at any point. Neither burnout nor mental fatigue has to be directly related to the workload assigned to a person. However, the hours involved in preparing for work, getting to work, being in the work environment, especially if it is toxic, and getting back home can be draining by themselves, thereby preventing people from being actively engaged and effectively contributing to an organization. Fatigue and burnout can also lead to frequent call outs from work, mistakes, and poor judgement, which may lead to injuries on the job. These outcomes do not benefit the employee or the organization.
Many businesses are beginning to recruit by offering options for remote work, flex hours, and, in some cases, four-day work weeks. This is because it is becoming clearer that productivity is the ultimate win in the workplace, and hours do not guarantee ultimate productivity.
So, what are some of the ways that organisations can increase productivity in the workplace? I came across three tips on “Live on Purpose TV.”
- A POSITION OF GRATITUDE FOSTERS PRODUCTIVITY
It is important for employers to remember that employees evaluate themselves. They are, in most cases, the first to assess their efforts and contributions to the organization. They are also evaluating their employers’ attitudes towards them. They are judging themselves, and they are judging how their employers view them. They might feel they are doing extremely well, or they might feel that they are not adding up. Either of these views has implications for how much work they will produce.
While their personal evaluation of themselves might stay fixed in their minds, employers do have the ability to shift their judgement of how they view their staff, treating each as part of the team. Employers are at an advantage for greater productivity if employees know that there is an expressed high level of gratitude for their efforts and contribution. This goes beyond wages or any tangible perks or benefits extended to staff.
CEOs, managers, and supervisors should try not to allow employees to guess whether or not they are viewed as valuable to the organization. A restless and dissatisfied mind is an occupied mind, but occupied with thoughts that do not increase productivity on the job. When workers know that what they do matters, they are more likely to keep striving for greater productivity.
- CHANGE THE OUTLOOK AROUND MISTAKES
Mistakes happen; we all make them. Should we ignore mistakes? No, that’s not what is being suggested. However, oftentimes, a lot of effort is spent focusing on the fact that a mistake happened. What if there could be a shift in how a mistake is handled? Try to see if there is an opportunity or new possibilities present in the mistake. Not every mistake has to be viewed as complete doom or failure.
Sometimes, what was initially considered a mistake turns out to be a new innovation that could be a possible avenue for greater productivity. Only if there is a shift in the culture of how mistakes are viewed or handled will individuals or organisations discover new products or new ways of producing out of mishaps. Look out for “profitable mistakes.” When employees don’t have to work in fear of making a mistake, they’ll most likely work in a more creative manner and discover ways to produce accurately and effectively in ways that are more functional for them as individuals.
Additionally, if employers are more open-minded about how they view and respond to mistakes, they might be able to identify ways to outdo their competitors. Tip number two will most likely be a challenging approach for most persons, especially those who are set in their old ways.
- TAKE CARE OF PEOPLE’S MINDS
There is no manual that comes with being an adult. We figure it out as we go along, and often times, a little help along the way is greatly needed. Investing in the personal development of employees is a good recipe for greater productivity. Not every employee has the luxury of a personal mentor or life coach. Consider putting in place a personal development programme that offers training in areas such as positive thinking (Philippians 4:8 is stellar in this regard), attitude adjustment, coping strategies, etcetera. This goes beyond job training as it expresses concern for the wholeness and wellness of your people on and off the job. If you can help your employees get it together, both from a personal and professional standpoint, then you are likely to have some of the best talents in your pool. Investing in the wellbeing of their minds positions the organisation to benefit from higher levels of output.
It is quite likely that these tips could lead to new realities among employers and employees alike.
LET’S DO SOME MATH
Consider this: eight hours for work leaves only sixteen hours out of a 24-hour day.
From those 16 hours, between 6 to 8 hours of that time are spent getting a good night’s sleep. This means there are only between 8 to 10 hours available for every other activity in the average working person’s life. Don’t overlook the fact that at least another 2 to 4 hours account for the time the person spends preparing for work and travelling to get there, then leaving work and travelling back home. So, if I’m doing good math, this means there would only be around 4 to 6 hours out of a 24-hour day to fit in all the other life activities!
Hmmm…4 to 6 hours!
Whether or not the workweek should be reduced is really up for debate, and this article is not arguing for or against that move. However, both employers and employees should evaluate output, not hours worked per day.
As long as work is being completed correctly and on time, the hours should not be the instrument of determination for productivity.
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Orlease King is author of the book, ‘Making Your Way to God.’ Contact her at freedomcomerain@gmail.com