ABSTRACT
Productivity can be an elusive term for an organization. Some organizations limit the definition to work measurement and/or time and motion studies to help determine staffing or how many people are needed to produce a certain quantity and quality of goods or services. In times of upheaval, the predictability of employee behavior to perform at their best and continued dedication to the organization can ease the often expensive transitions caused by change. Most companies, when measuring productivity, tend to rely on the single input factor of labor or people. A positive quality of work life will motivate employees to be more productive and a negative one is an obstacle to productivity. Japanese managers also recognize that their authority and power can create ill feelings if not carefully handled. The underlying principle is that of mutuality — of dedication to a common purpose and a shared fate in the outcome. The paradox disappears when viewed this way.
