In a production oriented organization or manufacturing organization, the employees function like a chain. If any one link (employee) goes out of order or damaged in a chain (Organization), the strength and cohesion of the chain (Organization) will be lost. For example in a tire manufacturing unit, it is important that all the three divisions (mixing, building and curing) function properly in order to ensure 100% productivity. If the mixing people fail to deliver the processed rubber compound in time, green tire building will be affected whereas if the building people fail to complete their duties in time curing will be affected. Thus all the employees in a manufacturing unit complement each other in order to attain maximum productivity.
Management of employees in a manufacturing unit is not an easy task. In fact the job of a production supervisor is a complex one since he should act as the link between the employees and the management. The interests of employees and the management may often contradict each other and the production supervisor is the person who needs to satisfy both the management and the employees. This paper briefly analyses the management of employee performances in a manufacturing unit by a production line supervisor.
In most of the manufacturing units, the production supervisor has the responsibility of finishing the production in time. He should follow the schedules he received from his superiors or planning department in order to ensure maximum production in his shift. At the same time, unforeseen problems may occur at the time of production. For example, some of the employees might be absent, some of the machineries faced breakdowns or some of the other departments linked with the production have not performed well. In all such circumstances, the employees will contact the production supervisor for the advice and instructions. For example, if some of the employees absent in a particular shift, it is difficult for