Employee Productivity Management through Employee Engagement, Employee Commitment and Human Resource Management Practices in select IT Companies.

Abstract

This paper seeks to take a comparative perspective on Productivity Measurement and Management (PMM) in Information Technology sector in order to undercover the performance of Human Resources Management Practices on engaged and committed workforce and reflect relevant lessons and issues about PMM. Factors impacting Employee Productivity/Designing Measurement techniques/methodology/approach – Drawing from a range of documents and experts, three important elements were identified which reflected changing aspects of PMM from the early twentieth century until today. The analysis shows that most of PMM may derive from employee engagement and employee commitment. The general trend shows a movement away from productivity measurement towards productivity management. The paper illustrates how views of PMM have moved in three directions: the broadening of the unit of analysis; the deepening of productivity measures and relationship with HRM practices; and the increasing range of performance measures in implementation of HRM practices. Research limitations/implications – The paper concludes by presenting reflections and challenges including the fact that the drive for productivity still exists and there is a need to continue to develop measures across organizations which are also predictive. Originality/value – The paper argues that in order to evaluate the movement in the three directions effectively it is necessary to differentiate between the terms productivity measurement, productivity reporting and productivity management.