The impact of human capital management on operational performance at the gambia national water and
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- 5.1.2 Felt obligation and employee commitment
| 5.1
Summary of Findings The following are the summary of findings 5.1.1 Relevant bundle of HR practices Analysis of the conducted research in NAWEC, shows the interconnectedness and complementary roles HR practices play in an organization. As posited by Spellman (1992) ‘Human Capital Management is an integrated effort to manage and develop human capabilities to achieve significantly higher levels of performance.’ The careful 64 selection of HR practices to manage human capital is therefore a precedent to the successful and effective management of human capital. The analysis showed that employees, especially at management level, are more likely to encourage employee involvement and information sharing if they have employment security. On another platform, employees generally are more likely to show interest in team working if their efforts are rewarded with performance-related incentives, given some degree of autonomy and see the compensation as fair and equitable. Likewise, if selective hiring was done, managing the knowledge, skills and capabilities of these employees, would involve career development and retention in the form of compensating them with the right incentives. In the same light, the employees felt that their involvement in decision-making has a positive influence on their work attitudes and behaviours. Their participation or involvement in the day to day activities of their jobs motivates them to want to do more towards achieving the goals of the Company. It also builds their self esteem and confidence to perform assigned tasks with innovation and creativity. 5.1.2 Felt obligation and employee commitment From the analysis of the research conducted, employees illustrate the fact that NAWEC employees demonstrate high sense of obligation and commitment to work. The employees felt that obligation to work and high performance comes as a result of Management’s commitment to their well being. Therefore these activities of intrinsic motivation are reciprocal. Management must first demonstrate an obligation to compensate the employees well, and be committed to their well being in order for the employees to also feel obliged to repay the Company for the way they treat their 65 employees. It therefore augurs with the adage that Companies get what they pay for. Management can only succeed in their leadership when their employees are committed to the same vision and mission. Employees who feel a part of their workplace and can see evidence that they are making meaningful contributions to the success of the organization will give extra effort to get the job done. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
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