The impact of human capital management on operational performance at the gambia national water and

Employee Involvement and Information Sharing

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Chuyển đổi dữ liệu	27.06.2023
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RACHEL GRACE NICOL-KEITA

2.3.5 Self Managed Teams/Teamworking
2.3.6 High compensation contingent on Performance
2.3.7 Reduction of Status differences/harmonization

2.3.4 Employee Involvement and Information Sharing
First, open communication about financial performance, strategy and operational
matters not only ensures workers are informed about organizational issues, it also
conveys a symbolic and substantive message that they are to be trusted and treated in an
open and positive manner. Second, for team working and to be successful, workers
require information in order to provide a basis from which to offer their suggestions and
contribution to improvements in organizational performance.
2.3.5 Self Managed Teams/Teamworking
Team working has been identified by many employers as a fundamental component of
organizational success (Marchington 1999). ‘Evidence suggests that employees who
work in teams generally report higher levels of satisfaction than their counterparts
working under more traditional regimes, although they also report working hard as
well’. Researches in the past suggests that self-managed teams produce a form of
control more powerful, less apparent and more difficult to resist than that of the former
bureaucracy because it shifts the locus of control from management to workers.
2.3.6 High compensation contingent on Performance
Rewards should reflect different levels of worker contribution, perhaps being paid as a
regular bonus or through profit sharing schemes. Despite the extensive criticisms of
performance-related pay, it is included in most lists of ‘best practice’, particularly those
conducted in the United States of America. Rewards should not be restricted to pay
alone and it can then relate to employee contributions to organizational performance,
whether on an individual, department or establishment-wide basis.

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2.3.7 Reduction of Status differences/harmonization
The principal point behind moves to single status and harmonization is that it seeks to
breakdown artificial barriers between different groups of staff, thus encouraging and
supporting team working and flexibility. Different surveys vary in their reports but the
conclusion is that Human Resource practices are not embedded in a majority of work
places especially in the public sector. A few have put in place coherent range of
practices considered or associated with improved higher performance.

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