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The use of standard time values is advocated as a means of measuring and improving productivity in materials handling. Although handling operations are difficult to schedule and are subject to many variations in order, size and quantity, common and repetitive activities exist which are measurable and controllable. Application of Master Standard Data methods and Method Time Measurement to materials handling operations in a public warehouse have demonstrated that accurate standards can be developed. These standards embrace both physical and cost measures. Although a heavy resource commitment is required to implement these standards and worker attitudes may be negative, adoption of these standards is advocated as a positive action pattern for dealing with typically unprofitable handling operations.

This chapter discusses techniques for scheduling and organizing staff to meet guest demands and financial obligations. Key building blocks relevant to labor management are explained, such as productivity, fixed and variable labor hours, and the development of realistic performance standards to help organizations optimize productivity. As a next step, this chapter illuminates the importance of providing management labor standards and staffing models, which are key management tools. Lodging and food and beverage labor strategies are presented. Finally, effective planning of labor scheduling is also discussed.

The measurement of productivity has been a problem area for many years because of the difficulties inherent in precisely defining and quantifying all the outputs and inputs which constitute the productivity equation. A productivity measurement technique is presented which focuses on the business aspects of an organisation′s performance, using standard cost accounting information, so providing an effective system to measure the productivity of an organisation and its departments. The technique is simple and flexible, and does not require the collection of additional information. It is based on the standard total productivity model where Productivity = Output divided by Input, and develops from this model a simple formula for calculating overall organisational productivity, as well as a differential approach which relates departmental productivity variances to standard cost and volume variances. Critical factors in the approach are the use of business goals, and the determination of effective output measures. This “business productivity” concept is considered to have many benefits over other productivity accounting approaches because it provides a great deal of information vital to effective management decision making.

Personnel costs comprise the largest clinical laboratory expense. Yet standards to judge the productivity of personnel have not been established. A survey of the authors’ own personnel was conducted to derive productivity standards in the Clinical Hematology Laboratory at the Massachusetts General Hospital, Boston, Massachusetts, USA. Technologists were asked how many white blood cell differentials they could perform in an eight‐hour shift. Differential productivity was tracked before and after the survey. Of the respondents, 100 per cent failed to meet their own expectations of productivity. Nine technologists were tracked both before and after the survey was mailed and manifested a significant increase in productivity. These results suggest that technologists are objective in their assessment of their own productivity, that their opinions might be a resource for establishing productivity standards within the laboratory, and that such surveys may serve as motivational tools to augment productivity.

The purpose of this study was to evaluate the impact of quality certifications on apparent labour productivity in a sample of hotels in Spain.

In line with Mairesse and Kremp (1993), the theoretical model was based on a Cobb–Douglas production function readapted to the goals of the study.

The descriptive results show that labour productivity increases only when certifications and quality standards specific to the hospitality industry are implemented and the tourist destination is committed to quality. The econometric analysis shows that the hotel category, belonging to a chain, and outsourcing services have a positive impact on labour productivity. In contrast, the location of the establishment in areas other than the coast or the capital city of a province has a negative effect on labour productivity. Of the quality models and certifications studied, only the Spanish Q-Mark certificate significantly improves hotel productivity (an average increase of 23.27 per cent).

These results provide support for the Spanish Tourism Quality System implemented by the Spanish Ministry of Tourism, which has not only attempted to increase the quality of tourism hotels by increasing their competitiveness and performance but also by providing them with a quality certificate that can be used as a marketing strategy in international markets.

The main contribution of this study is to show how the adoption of quality standards and certifications increases or decreases labour productivity in hotels. Given that most of the previous literature has only taken into account quantities, this study adds to the literature by incorporating the concept of quality into productivity issues.

Three separate but related streams of productivity research have recently appeared in the accounting and distribution literature. One stream has been concerned with the conceptual approach to developing productivity measurement systems. A second stream has argued that accounting‐oriented information systems have been ineffective in meeting the productivity reporting requirements of the marketing and distribution functions. The third stream has applied the conceptual approaches of the first stream to the problems cited in the second to produce a more effective distribution productivity measurement and reporting system. This article is a continuation of the third line of research. Specifically, the article describes a methodology for measuring productivity changes in distribution with the use of specific management accounting tools.

The structure of the economy continues to change; where once they are dependent on the productivity of a manual workforce, companies increasingly depend on the productivity of knowledge workers. Today, knowledge workers account for more than two‐thirds of the workforce, and thus should be the focus of strategic plans to improve productivity. Currently there are no universally accepted methods to measure knowledge worker productivity, or even generally accepted categories. This paper provides a taxonomy of knowledge worker productivity measurements, and identifies a number of productivity dimensions that are used to categorize the findings of previous research. Also describes the relative density of discussions along these dimensions and identifies critical areas for future research.

The purpose of this research is to examine how service enablers such as resource management and human resource management practices, identified in prior research as vital, influence both conformance quality and productivity performance. The paper also aims to study how the level of customer contact, a major service differentiator, could moderate the influence of such practices on performance.

Using sample data from 249 service firms in China, hierarchical a regression analyses is employed to test the research questions.

The results indicate that there are common resource management and human resource management practices that positively affect both conformance quality and productivity. Importantly, besides its direct and positive effect on conformance quality and on productivity performance, the level of customer contact was found to have a contingency effect on the relationships between resource management or human resource management practices, and conformance quality or productivity performance.

Future research should consider including other developing countries, more service industries, and a longitudinal study if possible.

Implications of the findings on theory in services and managerial practice in the context of China are offered.

The theoretical value of the research lies in identifying the factors that simultaneously affect both conformance quality and productivity (which are often seen as competing goals) in service sectors, and their dependency on the level of customer contact.

“It should also be noted that the objective of convergence and equal distribution, including across under-performing areas, can hinder efforts to generate growth. Contrariwise, the objective of competitiveness can exacerbate regional and social inequalities, by targeting efforts on zones of excellence where projects achieve greater returns (dynamic major cities, higher levels of general education, the most advanced projects, infrastructures with the heaviest traffic, and so on). If cohesion policy and the Lisbon Strategy come into conflict, it must be borne in mind that the former, for the moment, is founded on a rather more solid legal foundation than the latter” European Commission (2005, p. 9)Adaptation of Cohesion Policy to the Enlarged Europe and the Lisbon and Gothenburg Objectives.

This study is designed to examine the impact of favorable working environment (FWE) and R&D on manufacturing productivity of labor intensive industries. More specifically, the purpose of this study is to generate quantitative evidence of the effect of FWE and R&D‐based manufacturing process on outputs and productivity.

Convenience sampling method has been used to conduct this study. This method provides the opportunity for selecting those manufacturing industries that are convenient to get access for collecting relevant information. Three categories of labor intensive manufacturing industries such as category A, B and C have been chosen to perform this research. Industrial category A represents the manufacturing operations which are based on skill of labor. Category B is a group of industries which provides the FWE the ability to utilize the potential of skill in the manufacturing process. However, category C is a specialized group of industries and its manufacturing process is dependent on R&D. The operating data of inputs cost and the revenue of corresponding outputs have been gathered from audited documents of the relevant sample industries and the data have been analyzed by using standard statistical techniques in order to establish the relationship between dependent and independent variables.

It is found that the industrial category B has spent about 1 percent of revenue on FWE and gained 9.5 percent higher productivity compare to industrial category A. However, the result has shown that the expenditure on FWE is positively associated with productivity (r<0.5). Whereas, the study has revealed that industrial category C has spent about 1.5 percent of revenue on R&D activities for improving manufacturing process and gained 20 higher productivity compare to industrial category A. Nevertheless, the expenditure on R&D is strongly correlated with productivity (r>0.7). The study concludes that FWE as proxy of job satisfaction of workforce and R&D on manufacturing process are value‐added inputs for labor intensive industries and it is positively associated with manufacturing productivity.

This paper presents three original case studies on labor intensive manufacturing industries. This study has addressed an important issue of labor intensive manufacturing industries and generated quantitative evidence of the impact of FWE and R&D activities on productivity. These issues have been well researched in developed and many developing countries in capital‐intensive industries, but no dedicated study is available that has addressed this issue from the perspective of the highly labor intensive industries such as the garment industry. The findings of this research would enrich the present knowledge stock of manufacturing systems. Eventually, the findings would be the basis for further research on manufacturing process for enhancing performance. Based on this concept, this study would be valuable to policy makers, academics and government agencies.