An hypothesis suggesting an inverse relationship between age at doctorate and six tive association between age at PhD and all six indices of productivity. pay-productivity gap. We perform an analysis of the relationship between age, wage and productivity using a matched worker-firm panel dataset from Dutch. Worker productivity tends to slide with age for a myriad of reasons. They're likely more interested in improving social relationships and.
Inthe nation is expected to become an aged society, with the elderly making up This trend is predicted to continue, and the elderly population is expected to comprise As workers age, their physical and mental abilities tend to decline, and, accordingly, the occurrence of accidents and diseases within workers increases as they age 4.
Therefore, work ability evaluations and the systematic management of elderly workers are necessary. The term work ability has been used since the s, beginning with several research and praxis-oriented projects completed in Finland.
The basis for measuring work ability was also established in the early s in a follow-up study of ageing municipal employees 5. Research on the correlation between work ability and age has been consistently conducted, but mainly in Europe. The results of a study completed at an early stage of this research, which were confirmed in later studies, show that when people reach a certain age, their work ability significantly decreases 6.Jordan Peterson: Advice for Hyper-Intellectual People
According to further research, as workers continue to age, their work ability continues to decrease 78. However, there are also contrasting study results.
For example, the differences in physical ability among elderly workers aged 50 or older are relatively smaller than those among young workers aged 39 or younger ; in particular, the former can maintain certain physical abilities to perform essential tasks 9. Accordingly, the aim of the present study was to investigate the work ability of workers aged 55 or older working in heavy industry and to examine the correlations between their ages, the numbers of years they worked, and their cognitive abilities.
Participation in the study was voluntary, and it involved completing an anonymous survey. This study complied with the ethical standards of the Declaration of Helsinki. A total of subjects participated, and all were workers above 55 years of age working in heavy industry in the Ulsan area. Before the study, the principal investigator explained all the procedures to the subjects in detail.
Individual job performance is found to decrease from around 50 years of age, which contrasts almost life-long increases in wages. Skirbekk paper has a weakness of not having a proven statistical conclusions or results, and it might not be the reliable or generalizable source.
Wasmer MagorzataAgeing, Productivity, and Earnings: Econometric and Behavioral Evidence This research aimed at estimating the actual profile of productivity for different age groups. The originality of this study is twofold. First, the estimated econometric model allows the imperfect substitution between different age groups and skill categories of workers.
Up to now, workers belonging to different age groups were always assumed to be perfect substitutes.
In order to evaluate labor productivity, we estimate the production function with a nested constant-elasticity-of-substitution CES specification in labor. Second, the labor force has been differentiated not only by age as it is usually done but also by skills.
It allowed us observing the pattern of productivity for the young, mid-age and older workers separately within the low-skilled and the high-skilled category. The major focus of this research is the earning impact on productivity, while the age impact on productivity was not the driver of this study.
The social-psychological literature demonstrates clearly that the characteristics or perceived characteristics of the situation can have a substantial impact on the influence of personal characteristics Cleveland et al. Furthermore, theories of self-assessment Fisher, support the importance of the person's perception of the social environment as a key factor shaping the development of self-perceptions.
This research has been conducted from the supervisory point of view which might be most of the time subjective. Literature Review How effective is your sales staff? If you have mediocre, underachieving or poor sales people, what are you doing to change that?
If your sales staff is not effective, not performing to its potential and is in need of improved performance ten strategic actions to take to change to Improve Sales Staff Productivity.
Suggested the following strategic actions: Develop and implement a clearly defined and focused strategic marketing and sales plan for your business. Make sure every member of the sales staff is committed to the plan. Develop and implement an effective program to develop qualified leads for the sales staff. Develop and implement a system for accountability of the sales staff.
Focus on accountability to improve performance. Recruit and retain a professional business coach to work with the sales staff to facilitate improvements. Coaching your top performers will help yield the fastest and highest results. Develop a reporting system that will document the results of the sales staff efforts. Get rid of the agony and the pain of poor performers as soon as possible. Provide coaching and mentoring to help each person understand how to use his or her time in a more strategic manner, which will lead to improved productivity and significant improvements in sales.
Develop a sound sales management system and make sure that managers have the tools to manage the areas of sales responsibility given to them. Create and foster an environment of self-motivation.
Sales Productivity in Volume Terms: This is more of a supporting parameter to help build and manage your sales performance. A shareholder is more concerned about the sales value productivity. Sales volume productivity has to be carefully balanced, as both highs and lows have an undesirable impact.
This KPI measures the performance around sales unit volume number of pieces or units sold achieved per sales channel instance sales executive, sales manager, sales outlet…. There is a reason for separating value and volume productivity. One needs to look at both these KPIs to get the bigger picture. Business Objective behind the KPI: Sales unit volume productivity KPI is an important component in terms of how an organization manages it business effectiveness.
This could lead to a drying-up of your current target segment.
Therefore a lot depends on what is your strategy, and this defines your expectations out of the KPI. Sales unit volume productivity KPI is calculated as sales unit volume achieved for all the sales invoice raised to the customer reflecting as the accounts receivable in the financial books divided by the total sales force.
Here are the areas, which will need clarity within the organization to ensure that we know what we are measuring: This increases the sales volume productivity but reduces the margin sometime over the long term, by which the head of sales has got the promotion and moved on.