Productive Time and Success Rates: Their Causes and Effects in Polish Firms

• Autorzy: Ryszard Kłeczek

Warianty tytułu

Produktywny czas i wskaźniki sukcesu - przyczyny i efekty w polskich przedsiębiorstwach

• Języki publikacji: EN

Abstrakty

EN

Purpose: The aim of this research is to answer the following question: what actions are performed to increase productive time and success ratios of employees and financial value drivers in polish firms? Design/methodology: In the first section, the author of the paper suggests three quantitative relations between non-financial and financial value drivers based on controlling and motivation system that covers salespeople, sales manager, purchase manager and product manager: (1) positive relation between productive time of salespeople and sales dynamics and operating profit of their firm, (2) positive relation between sales effectiveness and sales dynamics and operating profit and (3) positive relation between new products introduced in the market and operating profit margin. The quantitative relations between non-financial and financial value drivers don't mean that they (the drivers) are the real causes of Net Present Value (NPV). The firm can perform various actions to increase productive time, success ratios and financial value drivers for the activities of particular employees or their groups cooperating in value creation. The activities are the real causes of Net Present Value (NPV). Research questions To understand what actions can influence (as causes) both non-financial and financial value drivers (as effects), the author of the article has formulated the following research questions: Research question 1: What actions can reduce the unproductive time of employees? Research question 1 a: Are there any differences in how these actions cause changes in unproductive time and in financial value drivers when applied to individual employees and when applied to employee groups? Research question 2.What actions can improve success ratios? Research question 2a. Are there any differences in how the actions cause changes in the success ratios and in financial value drivers when applied to individual employees and when applied to employee groups? In second section of the paper, results of qualitative research on how managers perceive relations between performed actions and value drivers in polish firms are shown. The research has been performed in June and July 2014. The author of the article asked 23 managers - students of part-time MBA at Wroclaw University of Economics - to tell stories about what actions have been performed in their companies to influence both non-financial and financial value drivers. Stories were delivered in form of short, structured accounts along the following format: "In a firm in industry...an activity consisting in ...concerning employees...was performed in year....The effect of the performed activity was: (a) an increase of time devoted to the employees' main activities ...in which their main skills... are used, and a decrease of time devoted to auxiliary activities...in which their main skills are not used, and consequently/finally a growth of financial value driver (which one?).... (how many....?) months after the activity; or (b) an increase of any success ratio, meaning an increase of a number of successes.... or decrease a number of failures.... in activities...of employees... after (how many?)... months. The 23 managers delivered 130 accounts of activities performed in years 2009- 14, in companies working in such industries as: media, construction, FMCG, sugar production, cosmetics, clothing, automotive industry, transport, pharmaceuticals, banking, insurances. The reports described actions concerning following employees: sales representatives, production workers, foremen and managers, storage and handling workers and managers, construction workers, construction foremen and managers, truck drivers, journalists and editors, supervisors, accountants. Analysis of the reports consisted of searching for replicable patterns of relations between actions performed by companies (causes) and non-financial and financial value drivers (effects). Findings: The author of the research has identified patterns of how particular actions influence both non-financial and financial value drivers. It was found that the managers find more actions performed in their firms to effectively reduce unproductive time of employees than to effectively improve their success rates. Apart from that, different patterns of cause-effect relations between the actions and value drivers have been found for sales persons and non-sales employees: (1) the activities addressed to salespeople influence sales and operating profit margin while (2) the activities addressed to other employees influence the effectiveness of current assets investment. The above identified patterns can be used as hypotheses in quantitative research. The time-to-effect of all of the patterns was at one to 6 months. No strategic activities that influence new product introductions together with establishing higher prices have been identified in the research. Lack of effects in value creation period can be explained by lack of R&D and NPD actions reported. Originality/value: The study contributes to management theory by: (1) clarifying the conceptual relations between value drivers and their causes, (2) analysing the managers' perceptions of real business value creation processes, instead of experts' and scholars' declarations about importance of intangible assets in value creation. (original abstract)

Badanie miało na celu uzyskane odpowiedzi na pytanie: Jakiego rodzaju działania podejmowane są w celu zwiększenia produktywności czasu i wskaźników sukcesu pracowników oraz finansowych generatorów wartości w polskich przedsiębiorstwach? W części pierwszej trzy ilościowe relacje zostały ustalone pomiędzy niefinansowymi oraz finansowymi generatorami wartości. W części drugiej zaprezentowano wyniki badań jakościowych dotyczących tego, jak menadżerowie spostrzegają relację pomiędzy podejmowanymi działaniami a generatorami wartości. Zostały zidentyfikowane specyficzne wzorce wpływu poszczególnych działań na niefinansowe i finansowe generatory wartości. (abstrakt oryginalny)

Słowa kluczowe

EN

Enterprise effectiveness; Effectiveness; Productivity; Enterprise productivity

PL

Efektywność przedsiębiorstwa; Efektywność; Produktywność; Produktywność przedsiębiorstwa

• Czasopismo: Prace Naukowe Wyższej Szkoły Bankowej w Gdańsku
• Rocznik: 2015
• Tom: 41 Potencjał kulturowy i społeczny oraz zasoby ludzkie w procesach zarządzania
• Strony: 149--162

Twórcy

autor

Ryszard Kłeczek

• Wrocław University of Economics, Poland

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