Optimizing individual performance, raising the bar of organizational productivity, and being able to accomplish these two organizational objectives without compromising an individual's work and life effectiveness have become subjects of paramount importance. A growing body of research indicates that a productive, efficient, and healthy learning organization is a necessary and key ingredient for global competition (Loehr, 2001; Madhok & Phene, 2001; Mumford, 2000). The present study explored, analyzed, and documented how an organization could become more productive and competitive by enabling its employees to raise their overall level of work performance. The results of this effort were intended to assist employees to operate at a higher level of their capacity by enabling them to leverage many of the common factors or best practices used by the top performing employees in their organizations. These factors include: (1) perceived good employee-manager working relationships, (2) top individual motivating or de-motivating factors, and (3) any other best practices. This study attempted to determine the best way managers and employees can partner to nurture a work environment where they can grow, develop, and maximize their full potential. This study has two major benefits. First, it identifies and documents the most common factors that have a positive or negative impact on employee performance and productivity. It attempts to capture the attributes and practices of high performing employees in an organization and perform this analysis on low and medium performers as well. The intent was to identify the common factors that lead to the development of best practices, employee-manager relations, new employee-manager communication baselines, and standards of interaction. Second, the study attempts to identify any cross-cultural factors that could have an impact on the overall productivity of an individual in a work environment. The present research sampled over 350 employees in the U.S., Malaysia, Philippines, China, and Costa Rica. It determined that the issues of employee performance, low morale, employee burnout, and work/life effectiveness were closely linked and not limited to one section of a specific organization (e.g., engineering or manufacturing) or a specific country. In summary, this study determined that five factors had a significant or measurable impact on employee performance: (1) leadership/management, (2) the impact of the job itself, (3) the environment of the job, (4) emotional intelligence, and (5) an individual's motivations or drivers. Research focused on these five factors and made a closer assessment of any sub-factors within these areas on employee performance. In conclusion, this study provided evidence that organizational productivity, effectiveness, and creativity flow naturally from individual productivity, effectiveness, and creativity.
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