Leadership and productivity: A study of the perceptions of the non-supervisory civilian personnel at the Garrison

by Kungis, John P., Ph.D., CAPELLA UNIVERSITY, 2006, 146 pages; 3237804


This study identified those factors perceived by Garrison civilian employees as most important to their overall productivity. In April 2006 six hundred sixty-six workers were invited to respond to a survey containing forty scaled and four open-ended questions relating to their perceptions of the best and most limiting aspects of their work. Seventy-nine surveys were returned for a 14.39% return rate. Accordingly, the survey population is considered a census of nonsupervisory and supervisory positions in the Garrison. The survey indicated strongly that Garrison employees find their work rewarding in itself along with the autonomy, flexibility and freedom they have to do their work. The data showed that leadership factors (e.g., bureaucracy and politics, regulations and standing operating procedures and personnel practices, training, team work, recognition and structure), are consistent over time. Non-supervisors consider communication, training and rewards and recognition as ways to improve workplace productivity. Non-supervisors did not mention "recognition", "responsibility", or "advancement" as best aspects of their jobs presents the Garrison with a significant no cost opportunity for managers to improve productivity. Productivity is a fundamental concept central to the survival and development of any organization and to the prosperity of its employees. The most direct approach known to increase productivity is the innovation of process-level work methods that reduce resource consumption and increase quality, speed, efficiency, simplicity and market innovation. Application of this study's findings would help Garrison supervisors implement managerial behaviors and practices that could improve overall productivity. The non-supervisors have indicated their desire for improved leadership, management and supervision, personnel practices, training, team work, recognition, structure and poor work practices and policies. Garrison supervisors have indicated their perception of good performance in these same areas. Determining the extent to that Garrison leaders tangibly provide these factors would enable the managers to appropriately adjust their workplace activities to increase employee motivation and productivity.

AdviserMartin Lees
Source TypeDissertation
SubjectsManagement; Public administration; Military studies
Publication Number3237804

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