The impact of human capital management on operational performance at the gambia national water and
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| CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS 5.0 Introduction This chapter focuses on the findings, conclusion and recommendations relevant to the problems identified in the research. The research sought to explore and understand the relationship between a selected bundle of Human Resource practices in NAWEC that make up Human Capital and its usefulness on the operational performance of the Company by seeking the views of Management and the general staff body. Elicited responses from both the questionnaires and the interviews point to the fact that the following HR practices; employment security, selective hiring, self-managed teams, high compensation contingent on performance, training and information sharing when correctly managed would generate the desired results in terms of operational performance. From observation and discussions held, it was evident that the impact of such HR practices on the operational performance of the Company would be highly positive. In general, employees feel that there is no employment security especially with top management and selective hiring leaves much to be desired too. The less apprehensive officials were comfortable with self managed teams but noted the need to ensure proper management of the process and the selection of team members. On the contrary, others who were more hesitant defended their views with the fact that NAWEC operations were very critical and this could not be left to chance as it can cost one’s life. Generally, compensation is said to be very competitive but an urgent need to ensure a fairer and 63 more equitable process is raised. Employees strongly agreed to compensating people based on performance and would welcome the practice of it for better and higher performance. This they said would greatly reduce bitterness among staff that leads to malice, envy and de-motivation. Throughout the study, the issue of employee driven training, a current practice, was not applauded. Instead the need for an organizational training needs assessment was highly recommended not only to improve performance but a necessity to continue to be in operation. They also expressed the need for a more hands on approach to training, where academic training is supported or complimented with practical training. This would mean reengineering the defunct training school and review of the training policy as a whole. Most of the employees were of the opinion that effective communication is vital and a must to foster understanding and coordination of work activities for better and higher performance. Employees feel content when they are fully informed of issues around them in the workplace and especially when it concerns or affects them directly. They feel respected and would also be more confident because as the saying goes, knowledge is power. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
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