Factors influencing the productivity of knowledge workers: a case study from an Iranian Oil Company

Abstract

This study aimed at studying factors influencing the productivity of knowledge workers at the Iranian Oil Company (IOC) through factor analysis. Ninety experts working at the staff units of IOC were selected and responded to a researcher-made questionnaire. This questionnaire, the reliability of which was confirmed by Cronbach , included 50 items. Findings were analysed through second-order factor analysis using LISREL software. Findings revealed job satisfaction and capability were the individual factors which impacted productivity. In addition, of the organisational factors, participation, education, motivation and organisational communication influenced productivity. Finally, role clarity, challenging work and autonomy were the occupational factors affecting the variable. Indices for the fitness of the model 460 A. Noruzy et al.were root mean square error of approximation, adjusted goodness-of-fit index, goodness-of-fit index and comparative fit index with their scores being 0.062, 0.91, 0.94 and 0.93, respectively, indicative of the appropriate fitness for the model.

Relationship Between Characteristics of Teamwork and Productivity in Manufacturing Enterprises in Latvia

“…Researchers in productivity measurement from Iran have also noted: "Labor productivity is the result of worker ability and promotion" (Salehi et al, 2013, p. 58). Noruzy et al (2011) carrying out a case study on an Iranian Oil Company have discovered that job satisfaction and employees' abilities are the individual factors that affect the labor productivity; participation, education, motivation and communication -organizational factors, but clarity of employees' role, challenging work and autonomy are the professional factors that affect productivity in the studied enterprises (Noruzy et al, 2011). Choosing between technological factors or the human resource factor to achieve the company's performance, including the issue of productivity increase, the entrepreneur and one of the most socially active representatives of the Latvian business environment Vīksna (2009) has pointed out that the enterprise's efficiency can be increased in various ways -optimizing costs, reviewing the customer database, introducing the latest technologies.…”

“…In Palčic et al (2010) study it is confirmed that teamwork in production is one of the most widely used organizational innovation concepts in Slovenian manufacturing enterprises (Palčic et al, 2010), while a study in manufacturing enterprises in Germany has found that almost 2/3 of manufacturing enterprises apply teamwork and a positive relationship between flexibility, complexity, new products, organizational concepts and the introduction of teamwork in production has been indicated (Bikfalvi, 2011). Islam and Syed Shazali (2011) while studying the levels of skills, impact of a favourable work environment and R&D on the productivity of manufacturing-intensive industries, have found that productivity is positively related to a favourable work environment (Islam & Syed Shazali, 2011), but the study of the Iranian Oil Company has found a link between productivity and such teamwork characteristics as participation, communication in the enterprise, clarity of the role, challenging work and autonomy (Noruzy et al, 2011). Whereas a study by Munyai et al (2018) has found that there is a strong link between the organizational culture of efficiency and productivity improvement in cable manufacturing processes (Munyai et al, 2018).…”

“…Also, researchers Noruzy et al (2011) have previously indicated the relationship between communication, participation, clarity of the employees' role and autonomy and labor productivity in manufacturing enterprises (Noruzy et al, 2011). Moreover, the authors (Noruzy et al, 2011) consider that managers should be encouraged to give their employees both professional autonomy and they should also try to give purpose and challenge to their employees' work.…”

“…Currently the speed of growth has moderated, and overall productivity is still below the EU average. As noted by the Ministry of Economics of the Republic of Latvia (2021) in the Latvian National Industrial Policy Guidelines for 2021-2027, the level of productivity in manufacturing industry is 60% 2012; Noruzy et al, 2011;Ozoliņa-Ozola, 2009;Siņicins, 2009;Vīksna, 2009;Zvirbule-Bērziņa et al, 2004;etc. ), enterprise managers also have a variety of possible solutions at their disposal to increase it.…”