Improve Workforce Productivity Research Articles

Impact of Artificial Intelligence (AI) Technology in Healthcare Sector: A Critical Evaluation of Both Sides of the Coin.

The influence of artificial intelligence (AI) has drastically risen in recent years, especially in the field of medicine. Its influence has spread so greatly that it is determined to become a pillar in the future medical world. A comprehensive literature search related to AI in healthcare was performed in the PubMed database and retrieved the relevant information from suitable ones. AI excels in aspects such as rapid adaptation, high diagnostic accuracy, and data management that can help improve workforce productivity. With this potential in sight, the FDA has continuously approved more machine learning (ML) software to be used by medical workers and scientists. However, there are few controversies such as increased chances of data breaches, concern for clinical implementation, and potential healthcare dilemmas. In this article, the positive and negative aspects of AI implementation in healthcare are discussed, as well as recommended some potential solutions to the potential issues at hand.

МЕТОДЫ ПОВЫШЕНИЯ ПРОИЗВОДИТЕЛЬНОСТИ ТРУДА ПЕРСОНАЛА В ГОРНО-МЕТАЛЛУРГИЧЕСКОМ КОМПЛЕКСЕ

The article is dedicated to the pressing issue of developing and implementing effective methodologies and strategies aimed at improving workforce productivity in the mining and metallurgical industry. The paper identifies the most efficient methods of managing working hours and optimizing work processes that can reduce production costs and increase productivity. It outlines motivation systems that enhance worker efficiency, examines technologies and tools being introduced in the industry enterprises to optimize work processes, assesses the impact of working conditions and the application of ergonomic principles on productivity and quality of work, and reaffirms the importance of continuous training of employees to maintain high qualification and adapt to changing market conditions. The foundation of the research is based on the analysis of successful practical cases, as well as a review of the current scientific literature on the topic.

The Impact of Digital Technologies on the Companies’ Strategic Management

"Thanks to digital technologies, companies ensure competitiveness in the market, acquire new sources of revenue and transform management strategies. The companies have gained more opportunities to enter global markets and access goods and services in any country worldwide. These opportunities change their strategic development priorities and enable the scaling up of their activities. The article aimed to analyze the impact of digital technologies on the strategic management of companies. Methodology. The authors utilize a statistical analysis approach to assess changes in the strategic management of companies in the context of digital technology integration and solutions. They analyze secondary data from a survey of 414 IT directors in 2020 regarding the strategic priorities in the digitalization era. The research results confirm the shift in strategic priorities of enterprises (during and after the pandemic) due to the active integration of digital technologies. The authors identify the trends of increasing investments in direct digital business transformation and digital transformation expenditures, from $1,6 trillion in 2022 to $3,4 trillion in 2026. Starting in 2020, digital transformation and changes in business processes, operational efficiency improvement, optimization of customer experience, and support for remote work have become key strategic priorities for businesses. The need for enhancing cybersecurity and protection, optimizing digital employee experience, improving workforce productivity, and increasing profitability are identified among important business initiatives. The following challenges and opportunities for enterprises during the implementation of digital technologies have been identified: (1) data becomes a foundation of competitiveness; (2) development of the Internet of Things allows large companies to enter markets and expand internationally; (3) digitalization of business and economic sectors, active development of new segments (biotechnology, digital communications, medical technologies, etc.); (4) virtualization of IT systems as physical infrastructure; (5) the use of artificial intelligence for facilitating strategic decision-making through processing and analysis of large volumes of data."

“Make it the done thing”: an exploration of attitudes towards rest breaks, productivity and wellbeing while working from home

ObjectiveTaking regular rest breaks while working positively impacts productivity and wellbeing. While home and hybrid working styles have become a popular choice for employees, the impact of, and perceptions towards, taking breaks while working at home is poorly understood. The current research aimed to explore attitudes towards taking rest breaks while working from home and capture levels of breaks taken, wellbeing and productivity in a sample of UK white-collar workers.MethodsA mixed method approach was applied where self-report data from an online survey were gathered from individuals (N = 140) from one organisation. Open-ended questions regarding attitudes and perceptions towards rest break behaviours were obtained. Further quantitative measures included the number of breaks taken while working from home, levels of productivity (measured by the Health and performance Presenteeism subscale) and mental wellbeing (measured by the Short Warwick-Edinburgh Mental wellbeing scale). Both quantitative and qualitative analysis approaches were applied.ResultsQualitative responses indicated two overarching themes (1) Personal and (2) Organisational sat above four further themes including Movement outside, Structure of home working, Home environment and Digital presence. Additionally, quantitative findings indicated that the number of breaks taken outside was associated with positive changes in wellbeing.ConclusionEmployers could aim to support employees working from home in taking outside breaks through flexible working patterns, authentic leadership, and a change in company social norms around break behaviours. Such organisational changes could help to improve workforce productivity and wellbeing.

Impacts of Employee Engagement and Workforce Productivity on Retail Companies

Employee disengagement has become a big concern for retail companies to increase productivity. In the United States, retail companies lose at least $96 billion in revenue every year. Using transformational leadership theory, the purpose of this qualitative multiple case study was to explore strategies needed by retail companies to improve employee engagement and increase workforce productivity. From data collected using face-to-face open-ended interview questions with 4 retail business leaders located in the eastern region of the United States and who have experienced this phenomenon; three major themes emerged. The primary themes that emerged were professional development, collaboration, and work-life balance. Based on the tenets of transformational leadership, the findings indicated that the 3 major themes were strategic to promote employee engagement, improve workforce productivity and financial stability. The findings also reveal that potential leaders could use transformational leadership strategy to improve workforce productivity and financial stability, thereby improving the quality of life for the employees, economic independence, and wellbeing in the local community.

Towards next generation cyber-physical systems and digital twins for construction

The construction industry continues to seek innovative ways to safely, timely and cost-effectively deliver construction projects. Several efforts have been made to automate construction processes but marginial success has been achieved in effectively reducing the long standing risks suffered by the industry. While industry 4.0 promises to improve project efficiency, reduce waste and improve productivity, the transition to this will depend on the successful adoption of many emerging technologies such as virtual design modeling technologies, sensing technologies, data analysis, storage and communication technologies, human-computer interaction technologies, and robotics. To accelerate innovation, digital twins and cyber-physical systems will be a necessity to advance automation and real-time control with these technologies. While digital twin represents a digital replica of the asplanned and as-built facility, cyber physical systems involve integration of physical systems with their digital replica through sensors and actuators. Despite evidence of the efficacy of cyber-physical systems and digital twins for reducing non-fatal injuries, enhancing safety management, improving progress monitoring and enhancing performance monitoring and control of facilities, their adoption in the construction industry is still in its infancy. This paper sheds light on the opportunities offered by cyber-physical systems and digital twins in other industry sectors and advocates for their increased deployment in the construction industry. This paper describes cyber-physical integration of emerging technologies with the physical construction or constructed facility as the next generation digital twin and cyber-physical systems. Potential scenarios of next generation cyber physical system and digital twin for improving workforce productivity, health, and safety, lifecycle management of building systems, and workforce competency are presented.

Workforce productivity evaluation of the US construction industry from 2006 to 2016

Purpose Currently, there is a dearth of research studies regarding macro analysis of the workforce productivity of the US construction industry. The purpose of this paper is to calculate the workforce productivity changes of the US construction industry from 2006 to 2016, with the number of laborers as input and value of construction industry as output. Design/methodology/approach The present study introduced the data envelopment analysis (DEA) based Malmquist productivity index model to measure the workforce productivity of the US construction industry from 2006 to 2016. Findings The results indicated that the workforce productivity of the US construction industry experienced a continuous decline, except for the increases from 2011 to 2013 and from 2014 to 2015. It was also shown that there were gaps in the workforce productivity development level among all states and nine regions in the US construction industry. Besides, the relationship between workforce productivity and four aspects, including real estate price, workforce, climate distribution and economic factors, was analyzed. Research limitations/implications The calculation of the productivity of the US construction industry is based on the premise that the external environment is fixed and unchanged from 2006 to 2016, but the multi-level DEA model for further calculation is required for obtaining more effective conclusions. Social implications This paper measures the workforce productivity of the US construction industry over the past 11 years, which added latest analysis and knowledge into the construction industry, providing decision-makers with advice and data support to formulate policies to improve workforce productivity. Originality/value This study provided both government decision-makers and industrial practitioners with important macro background environment information, which will facilitate the improvement of workforce productivity in the construction industry in different regions of the US.

Influence of Gender and Age on the Effectiveness of Talent Management in Mangalore Chemical Fertilizers (MCF)

Organisations are constantly seeking new ways of improving workforce productivity for which they are focusing on maximizing their investment in people. Talent management forms an important part of Human resource Management in this respect. It is a well-built finding that those Organizations will have a significant competitive advantage which support for managing the talents of the people in a positive way. With a view to understanding the talent management components at MCF and also whether age and gender of the employees play any important role in influencing the talent management practices a study in the relevant area was taken up. The findings state that the Talent management practices at MCF are transparent with no influence casted by age and gender and employees seem to be happy with the talent management components and practices. With a view to make the talent management a productive exercise, open communication channels that inform the employees regarding the practices in the organization helps in making them aware of the present talent management strategies along with future challenges and opportunities in the relevant spectrum.

Bi-level multi-objective optimization model for last mile delivery using a discrete approach

To reduce traffic congestion as well as to improve workforce productivity, a bi-level multi-objective model is proposed for an urban logistics metropolis, in which there are two decision-makers, one is the center operator (leader) of an urban consolidation center at the upper level and the other is the logistics party (follower) who manages the delivery at the lower level. In this model, we suppose the supply side risk and the demand side risk exist simultaneously and the decision-makers at both levels are risk-averse. The leader makes his decision by considering the demand from the follower and his own economic efficiency, environmental emissions, and highly dependent time windows with penalties for late delivery. The follower arranges his transportation plan by considering the cost for the order from retail stores and the time window set by the center operator at the upper level. To solve the resulting bi-level multi-objective model, a new solution method is constructed. Numerical tests are given to show the efficiency of our method.

Improving Workforce Productivity Through Formal Maintenance Planning and Scheduling

Improving Workforce Productivity Through Formal Maintenance Planning and Scheduling

Improving Workforce Productivity Through Formal Maintenance Planning and Scheduling

Improving Workforce Productivity Through Formal Maintenance Planning and Scheduling

An exploratory study of the relationship between construction workforce physical strain and task level productivity

The monitoring of construction workforce physical strain can be a valuable management strategy in improving workforce productivity, safety, health, and quality of work. Nevertheless, clear relationships between workforce performance and physical strain have yet to be established. An exploratory investigation of the relationship between task level productivity and physical strain was conducted. Nine participants individually performed a four-hour simulated construction task while a wearable physiological status monitor continuously assessed their physiological condition. Heart rate, relative heart rate, and breathing rate were utilized as predictors of physical strain, and task level–single factor productivity was used as an index of productivity. Numerous regression models were generated using the collected data. This investigation initially unsuccessfully attempted to establish a relationship between physiological condition and productivity at the individual worker level. However, an analysis of the regression models showed that there is a relationship between productivity and either heart rate or relative heart rate at the group level, and that this relationship is parabolic. Breathing rate was proved to not be a significant predictor of productivity. Research results significantly improve understanding of the relationship between work physiology and task productivity. Researchers and practitioners may use the tested monitoring devices, analysis methods, and results to design further applied studies and to improve workforce productivity.

Abstract 229: Economic Burden of Deep Vein Thrombosis and Pulmonary Embolism for Employees and Employers

Introduction: Though, deep vein thrombosis (DVT) and pulmonary embolism (PE) impose a major burden on US healthcare system, limited data exists on the economic impact of DVT and PE on younger working population. DVT, which occurs in approximately 1 in every 1,000 adults every year, is estimated to cost between $5-8 billion annually or on average $20,000 per treated patient per year. PE occurs in 0.6 million patients annually and results in 50,000 to 200,000 deaths every year. This study examined the total burden of illness, including the direct and indirect healthcare costs to employers and employees with DVT and PE. Methods: Retrospective analyses from 2007-2010 were performed using two datasets: (1) Integrated Benefits Institute’s Health and Productivity Benchmarking Database was used for short-term disability (STD) and long term disability (LTD) claims, and (2) IMS LifeLink data was used for medical and pharmacy claims. Indirect costs analyses included costs of lost work days from STD and LTD claims and wage replacement costs. Direct costs included annual pharmacy and medical claims for newly diagnosed DVT and/or PE individuals. Total healthcare cost estimates between the two datasets were linked by derived age and gender analytic weights. Results: 5,445 (female=54%) and 6,199 (female=50%) disability claims were filed for DVT and PE, respectively. Employees with DVT lost on average 57 (SEM 4.6) STD and 440 (SEM 30.5) LTD days per disability incident. For employers, estimated lost productivity costs per DVT claim were STD=$7,414±625 and LTD= $58,181±4,332. Total annual DVT healthcare costs per employee including out of pocket costs were $2,449 + 106 with $2,160±102 for annual medical and $290 ±20 for total pharmacy costs. Employees with PE lost on average 56 (SEM 3.0) STD and 364 (SEM 26.1) LTD days per disability incident. For employers, the estimated lost productivity costs per PE claim for STD and LTD were $7,605±402 and $48,751±3,615, respectively. Total annual PE healthcare costs per employee including out of pocket costs were $5,040 + 460 with $4,851±457 for annual medical and $190 ±22 for total pharmacy costs. Hospitalizations accounted for 84% of total annual PE health costs. Conclusion: DVT and PE constitute a heavy economic and lost productivity burden for both employers and their employees. Direct and disability costs to employees are substantial. Productivity losses for employers are also significantly high. Appropriate management of DVT and PE may help improve lost days from work, reduce healthcare resource utilization, improve workforce productivity, and reduce total economic burden.

To improve work force productivity in a medium size manufacturing enterprise by MOST Technique

Competitive market is forcing big organizations to utilize the untapped potential of Medium Size Manufacturing Enterprises (MSME). Lean manufacturing system (LMS) is characterized by reduced product development and manufacturing lead-time, team based work organizations, low setup/changeover times, multifunctional workers and JIT deliveries from few reliable suppliers. Effective utilization of workforce is a primary objective for any manufacturing organization is no exception to this. In-fact, considering the significant environmental and safety risks associated ,it becomes imperative to deploy the right number of associates in the plant and at appropriate locations. MOST (Maynard Operation Sequence Technique) is a work measurement technique developed by H. B. Maynard and Company, Inc. in the Unites States. MOST has been already introduced into the wide varieties of industries, such as aerospace, automotive, electronics, etc., in EU, US, and Asia. MOST is a work measurement system which can be easily implemented and practically maintained. *MOST is a registered trademark of H. B. Maynard and Company, Inc. Keywords—LEMW (Lean Enterprises MOST Way), LMS (Lean Manufacturing System), MOST (Maynard Operation Sequence Technique), MDAT (MOST Application Data Acquisition Tools), MSME (Medium size Manufacturing Enterprise), TMU (Time Measurement Unit), Productivity.

Is the Use of Short-Term Incentives Good Organization Strategy?

This article is based on research conducted on Jamaica’s hotel industry. The study sought to determine if there are any advantages to both employers and employees in use of short-term incentives in that industry. Using theories of motivation and the concepts governing incentive compensation to construct a theoretical framework, the article sought to make the link between short-term incentives, motivation and employee productivity. The debate by both academicians and human resource practitioners is about the right types as well as the right mix of workplace motivators. It is acknowledged that there are strong arguments on all sides. This article seeks to add to the academic debate by advancing that what is critical is that (a) the need for employee motivation should not be viewed as optional but must be fully appreciated, planned and implemented thoughtfully by employers; and (b) the motivational processes used will be influenced by the thinking of an organization’s leadership team as well as the culture of the organization. It is posited for this discussion that where organizations are on a quest to improve workforce productivity, their employees need to be motivated by a combination of intrinsic and extrinsic rewards. In turn, the right types and levels of motivation will lead to employees performing at the desired levels.

Workplace violence and gender discrimination in Rwanda's health workforce: Increasing safety and gender equality

BackgroundWorkplace violence has been documented in all sectors, but female-dominated sectors such as health and social services are at particular risk. In 2007-2008, IntraHealth International assisted the Rwanda Ministries of Public Service and Labor and Health to study workplace violence in Rwanda's health sector. This article reexamines a set of study findings that directly relate to the influence of gender on workplace violence, synthesizes these findings with other research from Rwanda, and examines the subsequent impact of the study on Rwanda's policy environment.MethodsFifteen out of 30 districts were selected at random. Forty-four facilities at all levels were randomly selected in these districts. From these facilities, 297 health workers were selected at random, of whom 205 were women and 92 were men. Researchers used a utilization-focused approach and administered health worker survey, facility audits, key informant and health facility manager interviews and focus groups to collect data in 2007. After the study was disseminated in 2008, stakeholder recommendations were documented and three versions of the labor law were reviewed to assess study impact.ResultsThirty-nine percent of health workers had experienced some form of workplace violence in year prior to the study. The study identified gender-related patterns of perpetration, victimization and reactions to violence. Negative stereotypes of women, discrimination based on pregnancy, maternity and family responsibilities and the 'glass ceiling' affected female health workers' experiences and career paths and contributed to a context of violence. Gender equality lowered the odds of health workers experiencing violence. Rwandan stakeholders used study results to formulate recommendations to address workplace violence gender discrimination through policy reform and programs.ConclusionsGender inequality influences workplace violence. Addressing gender discrimination and violence simultaneously should be a priority in workplace violence research, workforce policies, strategies, laws and human resources management training. This will go a long way in making workplaces safer and fairer for the health workforce. This is likely to improve workforce productivity and retention and the enjoyment of human rights at work. Finally, studies that involve stakeholders throughout the research process are likely to improve the utilization of results and policy impact.

The changing Australian healthcare landscape: implications for paramedics

This article argues that the Australian paramedic sector has reached a critical point in its development as a recognized profession. It identifies and describes a number of the most influential factors that are currently driving change throughout the Australian health care system and that can be demonstrated to have significant impact upon the emergency health care sector. In order to remain and grow as an autonomous and respected part of being part of contemporary service delivery, and consequently becoming recognized as a profession, a number of key questions demand answers: does the sector have the capacity to help with burgeoning health care workforce shortages or offer alternatives in service delivery? If it does, does the role equate to some form of extended practitioner or shared care roles such as physician assistant or paramedic practitioner? Either way, it appears reasonable that the role, responsibilities and function of a paramedic both in urban and rural locales in the near future will undergo some form of change: the question is whether any such change will be professionally developmental or detrimental? While this article focuses on the issues in Australia, many of these issues are also faced by the paramedic profession and health care sector in the UK. Therefore, it should provide the JPP readership with useful material in their ongoing development of alternative service delivery models and quest to improve workforce productivity.

Academia 1.0: Slow Food in a Fast Food Culture? (A Reply to John Hartley)

Academia 1.0: Slow Food in a Fast Food Culture? (A Reply to John Hartley)

Guidelines for Analysis of Economic Return from Health Management Programs

Double-digit health care inflation and an increasing focus on improving workforce productivity are substantive challenges for virtually all employers. Conventional health care cost management strategies (e.g., cost shifting, network discounting) have not been enough to stem the tide, and employers have increasingly turned to alternative strategies, such as health and productivity management, to target the root causes of these problems and achieve sustained improvements. Mercer’s 2005 National Survey of Employer Sponsored Health Plans indicates that more than 62% of large employers (500 or more employees) and 81% of jumbo employers (20,000 or more employees) view health management as a ‘‘significant’’ or ‘‘very significant’’ strategy to address increasing health care costs. The marketplace is aggressively trying to address these concerns and capitalize on the opportunity—leading to a fluid, complicated, and changing marketplace because of increased investments by employers in health and productivity management programs. As companies invest more in health management programs, a need has emerged for comprehensive evaluation of their impact on changing behaviors, improving health, and managing health costs—as well as determining their economic return and overall return on investment (ROI). Additionally, most employers and providers lack the capabilities to determine the full impact of these investments in a way that demonstrates cause-and-effect relationships, for plausible impact analyses and ROI can be hampered by real-world limitations. As health management programs become commonplace, health-and-benefits professionals, actuaries, and payers need to understand both how these programs affect medical trend and how to make the appropriate adjustments required for both shortand long-term business decisions, thus the guiding purpose for this edition of The Art of Health Promotion. For the purposes of this article, the use of the term employer connotes both employer-sponsored and health-plan–sponsored programming efforts. In this edition of The Art of Health Promotion, we will cover the following issues: