15 november 2018 prepared by ucf performance solutions€¦ · •tardiness •long breaks...
TRANSCRIPT
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Employee Time OptimizationPrepared by UCF Performance Solutions15 November 2018
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Who We AreUCF Performance Solutions is an applied research group who
seeks to improve productivity and performance for organizations and strengthen quality of work life for employees. Performance
Solutions accomplishes this with the latest technology and research, providing a fresh perspective on business procedures
with UCF’s faculty and graduate students in the Industrial Organizational Psychology program leading the way.
Our MissionTo deliver evidence-based organizational
solutions that enhance the workplace, for both the organization and its employees.
UCF Performance Solutions
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To share knowledge and solutions in order to promote productive, healthy workplaces.
Our Vision…
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What organization are you representing?
What brought you here today?
Introduce yourselves!
1
2
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Agenda
Contemporary Views
Recovery
Questions
Time Optimization Context
Traditional Views
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5 Categories of CWBs
Abuse Against Others
Production Deviance Sabotage
Theft Withdrawal
(Spector et. Al 2006)
Counterproductive Work Behaviors
Umbrella term covering wide variety of unproductive behaviors that occur in the workplace
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5 Categories of CWBs
Abuse Against Others
Production Deviance Sabotage
Theft Withdrawal
(Spector et. al 2006)
Counterproductive Work Behaviors
Umbrella term covering wide variety of unproductive behaviors that occur in the workplace
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Production Deviance
• Intentional failure to perform job tasks & work effectively, & the way they should be performed
• Off task behaviors• Drug/alcohol misuse
• Passive• Less visible to the organization – more covert • Does not involve interpersonal interactions
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Withdrawal
• Behaviors that restrict the amount of time spent working to less than what is required of the employee
• In other words: Behaviors that result in the employee working less time then required
• Examples:• Tardiness• Long breaks• Absenteeism
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$759 billion annuallyon average, $5,720 per employee
(Malachowski, 2005)
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Our ApproachReducing
Absenteeism and Time Banditry
Increasing Time
Optimization
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Traditional Views
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360 View of Absences
Fish Bowl Activity:• On 3 separate sticky notes, write:
• An example of when you were absent and what effect you thought your absence had on the workplace
• An example of when your coworker was absent and how that affected your ability to do your work
• An example of when your supervisor was absent and how that affected your work and your team’s work
Write Answers on Sticky Note & Place in Center of your Table
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Absenteeism
• What does this look like?• Tardy• Absent• Use excessive sick leave
• Information Age• Easy to track! • Understand the impact on organizations
(Sackett, 2002)
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Effect on Organizations
• Bureau of National Affairs stated that 60% of organizations consider absenteeism to be the most serious discipline problem they face
• Absence due to health-related issues costs American organizations $153 billion annually
(Scott, Markham, & Robers, 1985; Rybczynski, 2017)
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Absenteeism
Individual problem or organizational problem?
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Absenteeism
Individual problem or organizational problem?
• We’ll show you solutions to both!• Individual: Self-management training• Organizational: Absence culture
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Individual-Level Solution
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Self-Management Training
(Atwater & Elkins, 2009)
Employees will identify behaviors
to change Set Goals
Reward and Punish
themselves
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Self-Management Process
(Atwater & Elkins, 2009)
1Establish short- and
long-term goals
2Maintain a record of
progress
3Establish self-reward and self-punishment system
4Create written contract
to themselves
5Identify situations most
likely have poor attendance
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Benefits
(Atwater & Elkins, 2009)
Employees hold themselves accountable
Takes burden off of managers
Do you have any examples of a similar process at your organization?
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Organizational-Level Solution
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Absence Culture
• Depends largely upon the consequences that workers feel will result from absence
(Martocchio, 1994)
Encouragers of Absence
• Break from work• Spend time with
friends & family• Leisure time
Deterrents of Absence
• Loss of wages• Loss of
promotional opportunities
• Heavier workload
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How to Create the Culture
(Martocchio, 1994)
Focus absence management efforts on the emergent absence culture
Policy development, informal communication, and incentives
Unit-level absence control interventions
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360 View of Absences
Fish Bowl Activity:• An example of when you were absent and what effect you thought you had
• An example of when your coworker was absent and how that affected your ability to do your work
• An example of when your supervisor was absent and how that affect your work and your team’s work
Let’s talk about it!
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Contemporary Views
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Time Banditry
• “Propensity of employees to engage in non-work-related activities during work time”
• Technology plays a big role today
• Falls within production deviance
(Martin et al., 2010)
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Precursors of Time Banditry
(Martin et al., 2010; Brock, M. E. 2011)
Job SatisfactionCareer Stage
Perceived Fairness
Task EngagementSupervisory PresenceAccountability of EEs
Performance ExpectationsCulturePolicies
Do you have issues with any of these in your organization?
Individual
Work
Organizational
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How does this lead to Time Banditry?
Precursors Cognitive Justification Opportunity
(Martin et al., 2010)
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Who Are Our Time Bandits?
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Time Bandit Profiles
(Martin et al., 2010)
Mercenaries
Parasites
Weasels
Sandbaggers
Engagement
Pro
duc
tivi
ty
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Time Bandit Profiles
Weasels
▪ Engaged-productive▪ Moderate commitment
to job▪ Reasonably complete
their tasks▪ Could perform
better… if they wanted to.
Targeted Solution
(Martin et al., 2010)
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Time Bandit Profiles
Weasels
▪ Engaged-productive▪ Moderate commitment
to job▪ Reasonably complete
their tasks▪ Could perform
better… if they wanted to.
Targeted Solution
✓ Intervention efforts may consist of minor changes:✓ Job enrichment
✓ Reinforce cultural norms against time banditry
✓ Reinforce performance standards.
(Martin et al., 2010)
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Time Bandit Profiles
Mercenaries
▪ Unengaged-productive▪ Little commitment to
job▪ Reasonably complete
their tasks▪ Could also choose to
perform better
Targeted Solution
(Martin et al., 2010)
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Time Bandit Profiles
Mercenaries
▪ Unengaged-productive▪ Little commitment to
job▪ Reasonably complete
their tasks▪ Could also choose to
perform better
Targeted Solution✓ Work to increase
engagement:✓ Assign as trainers or
leaders✓ Use participative
management✓ Enforce policies
against time banditry✓ Ensure prevention
strategies are within reason
(Martin et al., 2010)
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Time Bandit Profiles
Sandbaggers
▪ Engaged-unproductive
▪ Seem to be involved, but it’s really impression management
▪ Banditry evident when closely scrutinized
▪ Could be positive!▪ OCBs
Targeted Solution
(Martin et al., 2010)
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Time Bandit Profiles
Sandbaggers
▪ Engaged-unproductive
▪ Seem to be involved, but it’s really impression management
▪ Banditry evident when closely scrutinized
▪ Could be positive!▪ OCBs
Targeted Solution
✓ Focus on increasing productivity:
✓ Implement performance goals
✓ Assign tasks that build up to a full process or product
✓ Monitor Sandbaggers
(Martin et al., 2010)
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Time Bandit Profiles
Parasites
▪ Unengaged- unproductive▪ Drain resources▪ Commonly commit:
▪ Social loafing▪ Free riding▪ Shirking▪ Job neglect
Targeted Solution
(Martin et al., 2010)
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Time Bandit Profiles
Parasites
▪ Unengaged- unproductive▪ Drain resources▪ Commonly commit:
▪ Social loafing▪ Free riding▪ Shirking▪ Job neglect
Targeted Solution
✓ Terminate vs. Rehabilitate✓ Rehabilitation:
✓ Training
✓ Job enrichment
✓ Job rotation
(Martin et al., 2010)
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Universal Solutions
• Regular performance appraisals and feedback
• Online software to detect non-work related use of Internet
Tool to evaluate habits
of employees
• Time card system to monitor lateness/leaving early
• Blocking access to certain non-work related Internet sites
System to hold employees
accountable for their time
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Negative Effects
• Undermines organization’s mission• Undermines morale & productivity• Undermines institutional support
Keep in mind…• Close monitoring of employees’ behavior can have negative consequences too
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Positive Effects
Surprisingly, there are positive effects!
•Some off-task behavior isn’t all bad:• Employees participating in Organizational
Citizenship Behaviors
• Microbreaks have many benefits….
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Recovery
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People are going to take breaks…
but let’s train them to recover properly – saving your organization’s time and money.
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What is Recovery?
• Employee replenishes their resources following job strain • Maintains employee well-being
• Relaxation protects against increased job exhaustion during high job demands
(Siltaloppi et al., 2009)
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Recovery
Time
Pro
du
ctiv
ity
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Recovery Mechanisms During Work Hours
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Foster Climate of Positive Group Context
• Perceived encouraging work conditions
• ↑ Positive group context; ↓ Withholding effort
Best Practices
• Form self-managed teams• Establish peer mentoring• Openly discuss effort and performance link
(Kidwell & Valentine, 2009)
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Encourage Micro-Breaks
• Short respites during the work day• Relaxation• Nutrition Intake• Social • Cognitive
• Offset strain from work demands
(Kim et al., 2017; Kidwell & Valentine, 2009)
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Encourage proper Micro-Breaks
• Distance oneself from work• Take the time to relax! Do not handle a non-work hassle
• i.e. making a doctor’s appointment
• Incorporate caffeine
(Kuhnel et al., 2009; Marzuq & Drach-Zahavy, 2012)
Best Practices
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Recovery Mechanisms Outside of Work Hours
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Maintain Work/Life Balance
• When employees take work home, it can inhibit the recovery process
• Boundaries help create psychological detachment
• Recovery levels when employees arrive predicts recovery levels at the end of the work day
(Meijman & Mulder, 1998; Park et al., 2011; Sonnentag, 2009)
Why does this work?
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Maintain Work/Life BalanceBest Practices
Set standard office hours Set work-home segmentation normsAvoid allowing employees to take work home Discourage use of work email on smart phones
(Kuhnel et al., 2009; Park et al., 2011; Derks et al., 2012)
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• Involving in social activities on the weekend…• Fosters fulfillment of everyday work tasks• Increases work engagement• Increases production of proactive behaviors
• i.e. initiative taking and pursuit of learning
Invest in Leisure Activities
Plan corporate events i.e. holiday parties, volunteer/charity events
Encourage corporate recreation sports teamsRecognize employee special interests
Best Practices
(Fritz & Sonnentag, 2005; Sonnentag, 2003; Sonnentag, 2003)
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Fish Bowl Activity
• What constraints/stressors are unique to your employees?
• Which recovery mechanisms do you believe would help the most?
Write Answers on Sticky Note & Place in Center of your Table
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Key Takeaways
Address Absence Culture
Target Time Bandits
Encourage-Micro Breaks
Remember Balance is Key!
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Questions?
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Thank You!Please feel free to meet with our consultants and indulge
in some refreshments!