Operations Management: Optics
Introduction (Definition of Optics)
Popularly used in the field of physics to imply the study of behavior of light as it travels, the term optics is also gaining some popularity in the field of operations management. In the field of operations management, it implies the likely perception that a company’s market, its workers, as well as the general society, might have towards it. Optics in operations management means that a company’s management has to be conscious always of the fact that the company is on the “stage” or ‘spotlight.’ In discussing this concept in management, it obviously would not go without saying that corporate social responsibility (CSR) is an essential aspect of optics in operations management. Product quality also goes hand in hand with CSR in eliciting a positive brand image, particularly among a company’s target market. As Merchant (2011) explains, this concept is also incredibly crucial for organizational managers, and he goes ahead to ask two simple questions to guide leaders in understanding the concept, “How do you behave when business productivity is at its peak? Do you pump your chest and demean the rest?” And “How do you handle situations of stress and failure?” To Merchant, these are important questions as they influence the perceptions developed by those who are watching, particularly employees.
Example of Optics at My Place of Work
An example of optics at my workplace would be our Head of Department always using the pronoun “they” instead of “we” or “I” when giving reports about the department’s milestones. The aim behind this is to give the impression that despite him being fully aware that he is the leader of the department and has the ability to take all the credit for the hard work by members of his team; he chooses to be humble and to recognize the effort of everyone, particularly those who were involved directly in sacrificing their time to work. According to Hao & Yazdanifard (2015), a true organizational leader should place the welfare of those under his supervision first before his own personal needs and gains. Employees are also fully aware of this quality and are continually watching their leaders to examine if they represent some of these values. It is, therefore, important that as a leader, you are able to manage optics, taking credit the right way, without ignoring the efforts of your team members.
The Role of Metrics in Creating Equal Focus
Metrics in operations management also play a vital role in optics management, particularly amongst team members. In order to promote other aspects like employee retention and motivation, metrics are essential in recognizing the efforts of team members or employees—giving credit to the person who deserves it (Chijioke & Chinedu, 2015). In every organizational or team situation, there are always members who work more or sacrifice as opposed to others who might strictly work according to the confines of their job description or even not perform according to the set standards for their job description. Instead of employees having to brag about their achievements in meetings or to the top management, which optically might paint them as over-ambitious, proud, or insensitive to the other workers’ efforts, scores can speak for themselves. Chijioke & Chinedu (2015) specifically explain that metrics can be maintained in an organization based on a reward system, reasonably designed and in consultation with employees, and with policies that are strictly adhered to. Metrics can equal focus, in the sense that employees can all work in Line-of-Site, which implies dedication or working in line with a company’s goals, missions, or targets, and focusing less on the competition. Additionally, in a globalized society that is characterized by stiff competition, with increased access to latest communication and technology systems, as well as unconstrained access to financial markets globally, the aptitude to retain and attract qualitative staff, and keep them greatly motivated has become of very great importance (Ngwa et al. 2019). Employers lately require their team to do more, and in turn, employees are requesting for more incentives (Gerhart, 2017). This has made many companies to device systems help to strike a balance between them and the employees.
Suggestion for Metric and Optics Strategy
My idea on how metrics should be used to ensure optics in an organization would be as suggested by Chijioke & Chinedu, in the sense of creating a rewards system that involves extra compensation in the form of monetary gifts that are awarded to top-performing employees after every quarter of every year. The issuing of these rewards can be done in the form of a ceremony, in which the employees that receive these rewards not only get to receive their awards but also recognition in front of other employees. The presence of these rewards optically also shows that an organization’s leadership is fair to all employees and recognizes their efforts. Additionally, employees are optically placed at a better position of not “showing off” or bragging, as their efforts have not been recognized by them, but by the organization. The end result of this formal recognition is higher employee retention rates, loyalty, and motivation to those who might also want to achieve the rewards and recognition received by others. A fair criterion that relies on the number of working hours of employees, as well as extra achievements in the course of a quarter, and the percentage of targets achieved per quarter, can be used in deciding who and what to reward. Apart from the monetary rewards, there would also be trophies for the top three performers.
Personal Experience Tied to Analysis
From my personal experience with metrics, in the organization that I have worked for in the past, there was a reward system, but this involved an annually held ceremony, in which employees were recognized, as I have suggested in this paper. The problem with this annual approach, as opposed to a quarterly system, was that employees only increased their efforts towards the end of the year when they were hit by the realization that the reward ceremony was around the corner. The rates of absenteeism were recorded higher in the first quarters of the year, and these rates went lower as the year approached a close. The annual approach impacted the perception that the reward was for far away or that there was time to improve. However, with the quarterly approach that I have suggested in this paper, it is possible always to keep employees on their toes and to increase competition, as every quarter counts. The purpose of the trophies for the top three performers would also be to increase the rates of competition, as one would want to retain their title or improve. At the same time, others might also fight for the same title, to be able to receive the same gratification as those who have the trophies.
Conclusion
The principal deduction from this analysis is that optics is an integral part of operations management looking at it from the perspective of leadership and brand name, as well as a critical part in human resource management from the perspective of employee relations and performance. From the study, the underscoring point is that as an individual, leader, or team, it is always important to keep in mind that there are those watching, and therefore, it is essential to give the best impression always. Metrics has also come out in this paper as an indispensable part of optics in operations management, helping in the formal recognition of employees’ efforts, without them personally having to acknowledge or point out their achievements, as this would be viewed optically as inappropriate. Finally, in this paper, I also get to suggest a metric system or reward system that uses a criterion of man-hours, overtime, extras, and percentage achievement of the target to award employees in the form of monetary gifts, as well as trophies for the top three performers, on a quarterly basis.
References
- Chijioke, N., & Chinedu, E. (2015). Effect of Rewards on Employee Performance in Organizations: A Study of Selected Commercial Banks in Awka Metropolis. European Journal of Business and Management, 7 (4).
- Gerhart, B. (2017). Incentives and Pay for Performance in the Workplace. In Advances in Motivation Science, 4, p.91-140, Elsevier.
- Merchant, N. (2011). Managing Optics vs. Getting Credit. Retrieved from: https://www.businessinsider.com/managing-optics-vs-getting-credit-2011-5?IR=T
- Ngwa, W., Adeleke, B., Agbaeze, E., Ghasi, N., & Imhanrenialena, B. (2019). Effect Of Reward System On Employee Performance Among Selected Manufacturing Firms In The Litoral Region Of Cameroon. Academy of Strategic Management Journal, 18 (3)
- Hao, M., & Yazdanifard, R. (2015). How Effective Leadership can Facilitate Change in Organizations through Improvement and Innovation. Global Journal of Management and Business Research: A Administration and Management, 15 (9)