The impact of human capital management on operational performance at the gambia national water and
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- 4.6.5 Pay for Performance
| 4.6.4 Self-managed teams
The idea to encourage self managed teams at both divisional level and Companywide was welcomed by 4 out of the 8 officials interviewed. They posited that self-managed teams are good and should be encouraged companywide. Their argument was that it will “keep people on their feet” as expressed by one. Self-managed teams they said, encourages the individual employee involved as he/she exhibits potentials that may have been hidden. It also gives a sense of responsibility and independence. This motivational aspect of it can lead to higher commitment and enthusiasm to work hard for the Company to achieve its goals. Some said that self managed team working develops in the staff the sense of “able to do”. Generally it is believed that self-managed teams “encourages challenges, creates opportunities for staff to build their capacity and increases their confidence level”. Four others were a little more apprehensive and saw self-managed teams as a good idea in certain administrative set-ups but not in an operational situation like NAWEC. Their concern was the fact that NAWEC operations are very critical and would rather not encourage self-managed teams but group team working, where the whole unit or division works as a team. The lesser apprehensive ones who saw it as a means of relaxed authority, would want to ensure that there is goal congruence in the teams as well as give very clear and precise terms of reference for all team members to avoid ambiguity. 58 4.6.5 Pay for Performance Interviewees were asked to give their views on performance related pay policy and they all clearly expressed their view that it is one of the most important policy to be implemented and properly managed by the human resource division. One of them is quoted thus; “If pay is not performance based, then staff become dead wood”. They agreed that promotions must be performance based and therefore saw the need for an appraisal system which is not in place currently. This would mean that the compensation practice must be fair and equitable. Performance must be assessed before any compensation is given by setting targets. It was also viewed as a tool to reduce wastage and unnecessary labour costs. When properly managed, pay for performance encourages high performance but when badly done or not practiced at all, it discourages high performers and achievers. The concept was said to be problematic to implement but very important for the success of any organization. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
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