The impact of human capital management on operational performance at the gambia national water and
Figure 4.11 Job Category of Respondents
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- 4.6.1 Recruitment process
| Figure 4.11 Job Category of Respondents
Source: Researcher’s field work; Dec.2012 From table 4.17 above, 55(43%) of the respondents are clerical staff while 53(42%) are supervisors. Sixteen (12.6) of the respondents are managers while 3 (2.4%) respondents were senior managers or directors. These figures show that in effect there is no supervision if every supervisor supervises only one or two employees some supervisors may not even have a subordinate. This calls for a review of the supervisory category and possibly the overall structure to be more equitable and efficient. This, the researcher was made to understand from the interviews held, is as a result of the lack of proper job descriptions and promotion criteria, in the absence of a performance management system. 4.6 Interview with top management officials Interviewing top management officials of NAWEC, threw more light on the issues raised leading to a better understanding of the real situation. The study was initially set out to explore and understand the relationship between a selected bundle of human resource practices that make up human capital management and its usefulness on the 55 operational performance of the Company. In analyzing the data, the researcher appreciated better, the kind of responses from the open ended questions that were asked during the interviews. This has helped the researcher better understand the underlying issues that explain the impact of such HR practices on the operational performance of the Company. The 10 questions that laboured on the acquisition, development and retention of talent as well as team working, communication and employee involvement, were discussed as below. 4.6.1 Recruitment process When asked to describe the recruitment process in NAWEC, and whether there was a policy guide for recruitment, 6 out of the 8 officials interviewed, expressed dissatisfaction with the process. Some believed that the process is not transparent while others attribute it to the influence of higher authorities when recruiting. Even though the requesting division is represented during the recruitment process, the final decision to select and appoint does not come from them. Most times individuals or colleagues do influence such decisions. In such scenarios, the criteria for recruitment are not adhered to. Therefore one of the interviewees called for some degree of “professionalism in getting the right people to do the right thing”. Two of the interviewees said the process was good as far as they understand it. To them, the Human Resource Division is doing well in that regard. But overall there was no policy in place but a guide for recruitment which is mostly not adhered to. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
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