The impact of human capital management on operational performance at the gambia national water and
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| 4.6.9 Involvement and empowerment
In giving their opinion on how involvement and empowerment of employees can lead to a change in work attitudes, two out of the interviewees were totally in for what was termed “Japanese Success”, saying involvement leads to commitment. The rest of the interviewees felt that in as much as Employee involvement is good, there is need for some control particularly when dealing with certain characters of people. The fact is not disputed they said, that it will help individual employees use their potentials better and develop more, but their concerns were issues of trust. For some, involvement and empowerment can be a source of motivation and inculcating a sense of ability, confidence and self esteem in individual employees. This also encourages positive attitudinal change and creates equal opportunities for staff to perform. Three out of the eight interviewees expressed concerns that one must first be sure of the calibre (personality) and ability to perform of the person to be empowered. This they said is important as “some involvement can make matters worse”. As far as they are concerned, involvement and empowerment must be handled with due diligence. 4.6.10 Benefits of Talent Acquisition, development and retention Soliciting management’s understanding of talent acquisition, development and retention and their relevance to the Company, there was a general consensus on what these terms meant to the interviewees and their relevance to the Company. Talent acquisition was said to be the first step in moving any business. They saw the need for a very good human resource base for continued growth, so therefore getting the right people with the right skills, knowledge and attitudes is vital for the Company. Because talent acquisition is expensive, it is equally important for the Company to do all it takes to retain that talent and ensure it continues to be motivated to remain. As part of its 61 strategy they explained, NAWEC will develop all acquired talent to tap their full potentials and provide all the necessary support for the growth of the individual and the Company eventually. As corroborated by Barney (1995), The dominant view of human resource efficacy is that individual human resource practices ‘have the limited ability to generate competitive advantage in isolation but in combination, they can enable a firm to realize its full competitive advantage’ (Barney, 1995: 56). It is therefore very vital for NAWEC to acquire, develop and retain talent in order to continue to deliver as expected by the public. |