The impact of human capital management on operational performance at the gambia national water and
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5.2 Conclusion It can be concluded from the study undertaken that the relevant HR bundle that constitutes HCM in NAWEC is; employment security, selective hiring, self-managed teams, high compensation contingent on performance, training and information sharing. Inadvertently, most of these practices leave much to be desired thus creating the gap and eventual inefficiency of the HR division. Policies are either not available or not communicated to staff. The study also highlighted the mediating and moderating roles that felt obligation and employee commitment play in NAWEC. Those employees who feel obliged and committed to their job are those who felt they were well treated by Management. Consequently, the majority of employees do not see the compensation process as being fair and equitable. This general feeling of unfair treatment is growing resentment among employees and to some extent seen as a contributing factor to the poor and negative work attitudes and employee bahaviours currently prevalent in the Company. 67 The degree of employee involvement in the decision making process in NAWEC is characterized by apprehension from the part of the leadership. The operations of NAWEC are indisputably critical to lives nationwide. The work environment is therefore marked with high degree of apprehension and insecurity. Employees generally do not want to take decisions or be accountable for actions done. 5.3 Recommendations On the basis of the findings, the following recommendations are advanced for the attention of NAWEC. 5.3.1 Talent acquisition, development and retention The study has revealed that talent acquisition is gravely flawed in two folds, the scarcity of qualified personnel in the labour market, and the influences on the recruitment process. It is therefore recommended that management should consider as a matter of urgency, the need to corroborate with training centres through the National Training Authority, in developing curriculums with the requisite knowledge and skills to work in NAWEC. Another recommendation would be to recruit directly from senior high schools and provide internal training for them before selection. This will go a long way to improve selective hiring practices for improved productivity. Talent development is critical for improved performance and productivity. It is therefore recommended that the training policy be reviewed to address the issues raised about academic training and balance it with professional practical training. Also recommending the immediate refurbishment and effective management of the training school as well as the institution of an effective career development plan for all staff particularly those identified with core competencies. |