kofi boakyei
TRANSCRIPT
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EXECUTIVE SUMMARY
Company Current Overview: Ghana Electricity Company was the only sole
provider of electricity in Ghana since its inception from post-colonial era up to
now and still be in business for many years with a large number of loyal
customers of which name is known throughout the country but the reputation is
declining because of political interference in management, poor quality of
service, and poor employee relations, besides, the company depends mostly on
central Government of which it has been seriously undercapitalized, through
which the manpower strength is above the industrial average requirement. At
the moment, GEC has a hierarchical structure with a number of functional
departments, which is highly bureaucratic. The enthusiasm of the workforce
has been worsened by the uncertainty about future job prospects. As a
consequence, the relationship between managers and workers is weak and
several attempts to introduce new forms of organization have failed. Most
people believe that, the systems for communication are poor and news is often
published in the local newspaper before it is announced to employees. There
are known to be several, specific skill shortages. There is lack of team work in
the organization. Provision of quality service has been a long term problem and
must be significantly improved to reduce warranty costs, hence that brought the
sale.
However, as a newly appointed managing director of KB Hydroelectric
Company Ghana Ltd (KBHC) I will provide the following policy documents
guide lines for the report:
We will ensure to prepare a policy document that is expected tocontribute to a business plan for the next five years at KB Hydroelectric
Company Ghana Ltd (KBHC) through the creation of new vision and
mission statement that will direct towards the parent company vision.
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We will ensure that, the company will meet its market share target withinthe next five years as planned by the new owners through lunching of
thermal plants projects as an additional power source alternative.
We will ensure that, based on assessments of current status and proposalsfor the future of KBHC , we shall conduct an analysis showing the
strengths, weaknesses, opportunities, threats (SWOT), and Do
environmental analysis (PESTEL) and cultural analysis to show case our
five years vision.
We shall also asses the current structure and make proposals forimprovement in the future, showing why we are recommending particular
solution for the five years in question.
We shall outline an action plan programmes for performance andmotivation of the employees
We shall outline our proposed plans for enhancing communications,management of change, Training and Development and address the
employee relations issues and how to solve the problem of skill shortagein the light of the over populated manpower at GEC.
We shall also outline the a plan of action to cut down the over populatedmanpower
Industry & Marketplace Analysis: One third of the Ghanas population has no
electricity. The majority of these people live in rural, remote areas of the Ghana
poorest regions. Global development is a multi-billion dollar industry, with theWorld Bank providing huge sums of money to fund large-scale projects. In the
past ten years, global electricity demand has grown by 40%. During this time,
the use of RE has expanded at ten times the rate of fossil fuels. Experts predict
that the Ghanas electricity demand could triple by 2020, a colossal increase
that will be fuelled by the industrialization of developments. As a specialty
provider and integrator of systems designed for developing communities,
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KBHC will position itself to capitalize on this explosive trend. KBHC will
establish its first project in all the regional capitals.
Products & Services: KBHC will introduce affordable electricity to Northern
part of Ghana by offering attractive financing options for solar electric systems.
This will enable families to make purchases in small monthly instalments, so as
to reduce more power from the national grid for urban areas consumption. In
addition, KBHC will construct a 15,000-watt solar/wind power station and
community centres, where services such as electric coffee processing, water
pumping, refrigeration, computing, telecommunications access, and Internet
browsing will be sold. This community center will also serve as a nucleus of
education, where northern residents will be exposed to a contagious spirit of
entrepreneurship. The services provided here will enable, motivate, and educate
people to start new businesses. In this way, KBHC presence in Northern part
will substantially boost the regions economic prosperity.
Marketing Strategy: Northern part is a dispersed farming community of
350,000 people. The area is so remote that power lines may never be extendedthere, and only 2% of the population has electricity. KBHC target customer is a
Northern part family that earns about Ghc700 per year. A basic solar electric
system will be priced at Ghc288 or Ghc24 per month.
Market research conducted in Northern part strongly suggests that this price is
feasible, despite the fact that it represents 45% of a typical familys annual
income. Currently, Northern part families use crude and dangerous kerosenelamps to light their homes, and expensive dry-cell batteries to power their
radios. A solar electric system is safer, more reliable, provides better lighting,
and promises better value than the alternatives mentioned above. Construction
of the power station and community center will advertise KBHC dedication to a
sustainable, long-term presence within the community. KBHC will partner with
a local company called Genser Power Ghana Ltd (GPG).
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Working with GPG, KBHC will sponsor informational forums to educate
customers about the economic benefits of financing, the technology behind
solar electricity, and the use of electricity in cultivating a prosperous economy.
Operations and Development: By October 2013, KBHC will begin building
the thermal energy (TE) power stations and community centers.
An expert in the TE field has been recruited to design this stations, and to
oversee its construction around all the regional capitals. GPG will run all
operations of the business in Northern part, including inventory handling,
payment collection, product distribution, and maintenance repair. All power
systems will be sold to customers as pre-packaged kits, assembled by GPG
employees.
Motivation and Performance: Operational implications are in terms ways in
which incentives and other motivators can be used to mobilise capacity and to
promote development performance. This is done in relation to the following:
How to Stimulate Better Performance in the KBHC
How to retain and attract talent on the Global Labour Market How to encourage local service delivery in remote areas
How to encourage poor people to claim their rights
How to align aid for capacity development
This policy document will suggests throughout potential strategies and tools to
pursue the psychological contract among the management team.
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Change Management: under this we shall look at the types and forms of
organizational change that will best suit KBHC with the following objectives in
mind:
I. To define organizational change as the process by which organizations will reachtheir desired goals.
II. To examine the various targets of change within GECIII. To discuss both the forces for change and the resistances to change in the companyIV. To contrast the revolutionary and evolutionary approaches to the changes.V. To explain and apply Lewiss Force Field Theory of Change in the new
management team.
VI. To explain and apply the basic steps of action research.VII. To examine the various components of Organizational Development for the next
five years.
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Training & Development: This objective of training (i.e. to make its other
services more effective) will involve mostly the acquisition of knowledge
needed for staff to perform their functions. This is an important prerequisite to
staff undertaking the second role of an employers' organization in training,
which is to provide training to members (and sometimes to non-members) in
areas in which they expect services. But unlike in the case of the first objective
of training earlier referred to, this second role or objective requires not only
knowledge in the areas of training, but also training skills i.e. in training
techniques or methodologies. If staff do not develop training skills
They will be able to transfer knowledge
But not the skills to apply the knowledge to particularsituations which arise in
enterprises (productivity is increasingly the application of knowledge).
Examples include negotiation, workplace mechanisms to improve workplace
relations and human resource management policies and practices such as:
Recruitment, selection, induction
Performance appraisal Leadership and motivation
Employee retention
Wage and salary determination
Where enterprises have a training department, to train their personnel.
It follows that the staff of employers' organizations are not themselves
practitioners in people management. They are trainers of those engaged inmanaging people and, occasionally of other trainers.
Training and Development:
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COMPANY OVERVIEW
The name KB Hydroelectric Company Ghana Ltd. (KBHC) derives from a parent
company, KB ENERGY USA, which is one of the worlds largest ENERGY
Companies, has just purchased Ghana Electricity Company (GEC) appropriately,
therefore, the commitment of KBHC Energy Solutions will be to spread
technologies for harnessing renewable energy (RE). The term renewable
refers to sources of energy that can never be diminished or exhausted, such as
wind and sun. The most common commercial RE technologies are photovoltaic
(PV) modules, wind turbines, and, increasingly, fuel cells, which produce
electricity from solar radiation, wind, and hydrogen, respectively.
Vision Statement
To achieve customer satisfaction by providing services which fully meet the
expectations of our customers and Development of our Core Business Values.
Five Years Mission Statement
To provide quality, reliable and safe electricity cutting age services to support
economic growth and development of Ghana and KB ENERGY .Group of
Companies.
Values Statement
We are passionate about our customers.
Quality of service delivery Reliable and safe power supply
We want the best.
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Professionalism Competence Core Values Employee empowerment through the Partners for High Performance
(PFHP)
Clear communication of KBHC's priorities
We value each other
Personal development using the Partners for High Performance (PFHP) Partnering our suppliers Safety consciousness
We can be trusted
Integrity Transparency and Commitment to live up to our promise.
Business Objective
To be among the leading electricity distribution companies in Africa in terms of
quality, safety and reliability
Ownership of Business
State-owned (30%) shares which will be oversight by the Minister responsible
for energy and (70%) private owned by KB Energy USA which will be
oversight by the company President.
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Business Model
Government policies (from the Ministry of Energy) to a large extent will no
longer determine the companys strategic direction because of the composition
of shareholding ratio. Therefore, once the industry has recently been sold to
allow private companies to generate energy through the Thermal plants as an
additional source of power and put it onto the transmission network; as a result
KBHC will now buys from the transmission companies, not the generator, andthen distribute to customers.
KBHC will be grown and transformed to a more effective distributor largely as
a result of foreign technical and financial assistance which has enabled the firm
to invest in various areas to improve the quality of the network. KBHC will
focus on building several distribution lines and the installation of prepaid
metering. The company will also focusing on becoming a national power trader
to grow the company.
The KBHC development objective will be to improve the reliability of
electricity supply and increase the populations access to electricity. The project
will have four components: sector and institutional development; transmission
improvement; distribution improvement; and access expansion. KBHC will be
responsible for the implementation of the Distribution component and the
Intensification sub-component of the Access component and thus will be
required to enter into a subsidiary loan agreement with the government if
necessary.
The distribution component will support investments that aim at improving the
distribution business in terms of: network upgrade for reliable supply to be
measured by better voltage and reduced outage times as well as energy losses;
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commercial character of the business as measured by enhanced billing and
increased revenues; and customer interface measured by time required to
respond to complaints, customer services, etc. The project will also facilitate
development of capacity in KBHC in terms of technical, commercial and
personnel systems and capabilities.
Current Status
KBHC Energy Company will maintain Accra as their operational head office
with an executive office in KB ENERGY USA, during the third quarter of 2012.
The company will serve as a for-profit holding, investing, and consulting
agency, and will work in partnership with developing communities to establish
sustainable RE projects all over Ghana in five years period.
Market & Services
KBHC will immediately specialize in providing electricity and electric services
for rural communities, and will utilize two different business strategies to
distribute power. First, KBHC will sell solar electric systems for home and
commercial applications by allowing customers to finance the cost of these
systems over time. Second, the company will offer end-user services direct to
customers by establishing electrified community centres in the heart of their
villages. At these centres, people will be able to purchase services ranging from
crop processing to refrigeration to telecommunications access to internet
browsing.
Objectives
KBHCs first RE project will be in in the three northern regions, remote
agricultural communities in Ghana. The company will aggressively expand into
a global provider of RE products and services by seeking new opportunities in
other parts of Africa, as well as in Asia and Latin America. By 2020, KBHC
will be the worlds undisputed leading provider of RE products and services,
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and will operate Research & Development divisions for creating innovative
novel technologies that address the environmental crises of the 21st Century.
This business plan will present KBHCs strategy for getting started, by
establishing a profitable and sustainable RE business in Accra, Ghana.
PRODUCT AND SERVICES
Description of Services
KBHC will offer financing packages for home and commercial-scale solar
electric systems. The retail price of a small solar electric system in rural area
will be around Ghc 80.00. KBHC will enable Ghanaian customers to purchase
systems in affordable monthly instalments, similar to the way most people in
the United States purchase their energy products.
These financing options will be especially popular in poor regions such as
northern, upper east and upper west where affordability drives a preventative
wedge in a customers ability to buy. This business plan will mainly describe
the financing aspect of KBHCs operation in the north.
To solidify peoples confidence in these financing options, and to demonstrate
the companys dedication to the country power development, a 15,000-watt
thermal power station and community centres will be constructed in the
southern part where more energy are consumed because of many industrial
areas and over populated nature. In addition, educational centres will be
instituted, where customers will learn how to use electricity and technology to
start new businesses, or to expand existing ones. Most of these services will be
provided within a five years after KBHCs initial establishment in Ghana, but
eventually they will generate as much as 75% of the companys revenue. All of
these services will be designed to help Ghanaians residents augment their
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incomes. In this way, KBHC hopes to foster economic activity, and thus
prosperity, within the community. This business plan will not describe the
community center aspect of KBHCs operation in detail, but the offering of
these services is part of the companys long-range plan for development in
Ghana.
Change Management
Before we can effectively change management team we should first of all look
at the current structure of GEC and see where we can cut down the over
populated staff. Currently we assumed that GEC have 5,383 permanent staff on
their pay roll in the whole country before it was sold to KBHC, let see the
following table as current structure when it was 100% Government own before
we recommend any new structure for the new owners:
STATISTICAL PRESENTATION OF STAFFING BEFORE THE SALES TO THE NEW OWNERS
REGION MALE FEMALE TOTAL
% OF
TOTAL
STAFF
HEAD OFFICE684 135 819 15%
REG. &
DISTRICTS3,640 916 4,556 85%
BOARD 8 8Total 4,332 1,051 5,383 100%
MANAGEMENT156 15 171 3%
SENIOR STAFF1,044 180 1,224 23%
JUNIOR STAFF3,124 856 3,980 74%
BOARD 8 8
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Total
4,332 1,051 5,383 100%
Region
Management Senior
Staff
Junior
Staff
Total Male
Western 6 111 440 557 460
Central 9 79 345 433 366
Accra
West10 102 458 570 442
Accra
East10 122 379 511 371
Tema 9 104 352 465 344
Volta 5 91 360 456 370
Eastern 7 83 378 468 393
Ashanti
West10 95 381 486 391
Ashanti
East9 93 355 457 359
Sub-T 5 60 88 153 144
Head
Office91 284 444 819 684
BOARD 8 8 8
Total 179 1224 3980 5,383 4,332
TABLE 1.
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THEN ORGANISATIONAL CHART
From the above table 1 and the organizational chart, you could see that there
was actually beurocratic system of management and a lot of manpower waswasting in the GEC. Therefore, Organizational change occurs when an organization
restructures resources to increase the ability to create value and improve effectiveness. A
declining company seeks ways to regain customers; a growing organization designs new
products. So Change is prevalent. In the past 10 years, over 50 per cent of all Fortune 500
companies have undergone significant restructuring. Targets of Organizational change
include changes in four areas such as:
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Human resources are an organizations most important asset What changes are made in human resources? Investment in training, socializing employees, changing norms to motivate a diverse
workforce, monitoring promotion and reward systems, and changing top
management.
So we need to change structure, culture, and technology to improve the value created by
GEC.
PROPOSED STRUCTURE
TABLE 2
PROPOSED NUMBER OF STAFF FOR EFFICIENCY
REGION MALE FEMALE TOTAL
HEAD OFFICE348 46 394
REG. & DISTRICTS1589 256 1845
BOARD 4 3 8
CEO
1
Corporate PlanningDirector
M.D
Northern ZonalPlanning
REGIONALPLANNINGMANAGERS
M.D Southern Zonal
Planning
REGIONALPLANNING
MANAGERS
HRM Director Director OfMornintoring
M.D
Northern Zone
REGIONAL
MANAGERS
M.D
Southern Zone
REGIONALMANAGERS
BOD
5
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Total 1,941 305 2,247
MANAGEMENT96 11 107
SENIOR STAFF215 92 307
JUNIOR STAFF3,124 202 1825
BOARD 8 8
Total
1,622 1,051 2,247
TABLE 3
WHY THE NEED OF STAFF REDUNDANCY IN KBHC
The criteria used in cutting down the staff was bases on the following seven s
model, therefore to use the Seven S Model in the current GEC example you
would take each S in turn and test it against the mission for the KHBC as in
Following questions in Seven S Model
What staffdo we need if we are to achieve our mission? Do we have them?Here it is best to think in terms of numbers, and grades, and things like
Attitude/motivation.
What skills are the most important if we are to achieve our mission? Do we
have them? It can be helpful here to consider skills under four headings:
clinical/technical; interpersonal; managerial (deployment of resources including
time); research/reflection.
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What are the most important features of an organisational structure if we are
to achieve the mission? How does this compare with the structure we have in
place?
Does the structure make the most of the staff and skills we have within the
department?
Does it fit with our systems, our management style and our shared beliefs?
Of all the systems that make any department function (and there are multiple
candidates here: referral, assessment, discharge, recruitment, appraisal, training,
and so on) are there any that are absolutely critical to achieving our mission? Do
we have them in operation?
What strategy are we working towards over the next 6-12 months? In other
words have we declared any priorities, have we discussed where we are going?
Is this strategy going to help us achieve our mission?
What is the predominant management style within the department? Is it
autocratic, laissez-faire or participative? Empowering or controlling? What
words come to mind as you think about it? Is this the management style weneed if we are to achieve the mission?
What about the beliefs we share (and dont share) as a department? What
beliefs will be helpful to achieving the mission? Is there a match or a gap?
Beliefs can include beliefs about: self, the value of the work, colleagues,
patients, bosses, the organisation, the future...
Having seen the above one will clearly confirm that 60% of work force was just
there without any specific roles but only to make up a number without any
impact to the organisation.
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PEST ANALYSIS OF KBHC
In thinking about Seven S we analysed factors affecting the internal
environment of the KBHC. A PEST analysis offers a similar holistic approach,this time to analysing the external environment. The term PEST is an acronym,
abbreviated from Political, Economic, Social and Technological, each heading
referring to factors in the environment surrounding a service.
Political factors might include initiatives stemming from central government,
from the local community, and from the small p politics within an
organisation such as KBHC.
Economic factors might include finances, and also the different markets the
energy might operate in. For example, the department may be competing for a
high skills staff in the local labour market. And so on.
An increasing interest in work-life balance, the ageing of society and the
impact on caring responsibilities for women, and multi-cultural aspects, are just
some of the trends you might think relevant under the sociological heading.
When it comes to technologies you need to think wider than new kinds of
equipment and use the term in its original sense of an approach. So you might
think of clinical audit, plan-do-study-act (PDSA) cycles, and some of the other
tools described in Organisational Change(Iles and Sutherland, 2001) and of
course all the new systems that Ashok is considering introducing.
Using these four headings, let us identify some factors likely to be affecting
KBHC at the present moment in time. We have not included in the case much
information about the external environment, so do not restrict your thinking to
what is described in the case, draw on your knowledge of what is happening
now in the wider health and social care environment.
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TRAINING AND DEVELOPMENT
Developing a company role in training is important for an employers'
organization for several reasons. First, it enables the organization to contribute
to the development of a company human capital, through its influence on
education policies and systems and training by public training institutions, to
better serve business needs. It also enables it to influence employers in regard to
the need for them to invest more in training and employee development - which
employers should recognize as one key to their competitiveness in the future.
Second, it provides an important service to members, especially in industrial
relations in respect of which sources of training for employers in developing
countries are few. Third, it is an important source of income provided the
organization can deliver relevant quality training. Fourth, it compels its own
staff to improve their knowledge without which they cannot offer training to
enterprises through their own staff. Fifth, the knowledge required for training
increases the quality of other services provided by the organization - policy
lobbying, advisory and representation services.Sixth, it contributes to better human relations at the enterprise level and
therefore to better enterprise performance, by matching corporate goals and
people management policies. Finally, it improves the overall image of the
organization and invests it with a degree of professionalism, which can lead to
increased membership and influence.
Internal Training
The role of an employers' organization in training has to be viewed from
different perspectives.
First and foremost it must be viewed from an "internal" point of view i.e. the
training and development of its own staff. This is essential to the effectiveness
of the organization's training services as well as to the other services it provides
members, all of which fall within the following:
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influencing the legal and policy environment needed for the company growth
and development direct services to members.
This requires that the staff be trained in the areas of the organization's services
and core competencies which may include areas such as:
Industrial relations,
Human resource management,
Occupational safety and health,
Information analysis and research for
o influencing the policy environment
o transferring knowledge to members
o undertaking wage and other surveys
However, in some areas training undertaken by employers' organizations and
other institutions overlap. An example is negotiation skills on which business
education institutions in some countries have highly effective programmes.
Another is human resource management.
Therefore it is important for employers' organizations to develop an expertise in
training in industrial relations (laws, workplace labour relations practices,
wages, negotiation). It is a subject in which it can develop a comparative
advantage, especially since in many countries such training is seldom offered by
other institutions. Even if other institutions do, they may lack the practical
experience employers' organizations develop if they provide direct services to
members.An increasingly important target group is the small enterprise sector which,
unlike the large scale sector, usually lacks a human resource manager or a
training policy and in house training facilities. A special needs assessment may
have to be conducted in this sector as its needs tend to differ from those of large
and medium scale enterprises.
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Establishing Training Priorities
The employers' organization should establish a priority table in respect of the
areas in which it wishes to
Itself provide the training
Act only in a subsidiary capacity by, for instance, collaborating with external
institutions or individuals.
provide training material
Some of the areas in which an employers' organization can undertake training
are:
a. Industrial Relations and Labour Law. This should be a priority as it is the
labour relations role which, more than any other, distinguishes an employers'
organization from other employer bodies.
b. Personnel and Human Resource Management. Training in this area helps to
strengthen personal departments and human resource management functions.
Since one of the main objectives of HRM is to integrate it with the functions of
line managers, HRM training should be made available to all enterprisemanagers. However, training in this field may require linking up with
institutions which are qualified in this regard, as it is difficult to build a
comparative advantage without external assistance.
c. Negotiation and negotiation skills. This is important not only for the conduct
of collective bargaining but also for enterprise managers in their frequent
interactions with their employees and other enterprises.d. Safety and health. An employers' organization could develop a limited role,
such as interpreting relevant laws and training safety committees in enterprises.
e. Productivity. Here a limited role is possible, largely through training to
achieve sound industrial relations and in HRM practices which promote
productivity improvement.
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Productivity bargaining and performance and skills based pay systems are a part
of an employers' organization's mandate directly linked to productivity.
f. Supervisory training. This often neglected area of training is an important
means of improving workplace labour relations and productivity. The ILO has
developed a supervisory training module which has been found useful by
enterprises.
g. Cross-cultural management training. In the context of increasing investment
in countries from both within and outside the region and the apparent
proliferation of disputes flowing from cross-cultural "mismanagement", there is
scope for the development of training programmes for foreign personnel
designed to acquaint them with local practices and cultural factors relevant to
managing local employees.
Increasingly, local employees also need to adjust to the management
requirements and styles of foreign companies. Strangely, this has been a much
neglected area of training.
Equipping the Organization for Training
The organization should equip itself to perform a training role. Among other
things, this involves the followings:
Analysing the organization's strengths and weaknesses in training in the light
of the needs assessment surveys and identification of the areas of training. Training the staff in training skills
Where relevant, studying the management of the training function of
employers' organizations which have developed an excellence in training
Improving the organization's information/research/knowledge base
Developing training courses and materials
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Where necessary entering into arrangements with outside individuals or
institutions to design and/or conduct training programmes
Appointing a training manager, or at least a person to plan and coordinate the
training
Acquisition of the training equipment needed.
MOTIVATION AND PERFORMANCE
Motivation is essential to nearly all behaviour at work. However, motivation
involves both feelings (emotions) and thinking (cognition). It is useful to think
of three aspects to motivation for your workers:
Direction: Exactly what behaviours, and at what level of accomplishment, are
we talking about? It is very important to be clear about this. We might describe
a person as unmotivated because he or she avoids work, but perhaps this
avoidance behaviour is very well motivated that is, the person goes to a lot of
trouble to avoid work.
Effort: How much of his or her psychological and/or physical capacity is aperson devoting to the behaviour in question?
Persistence: For how long does a person maintain his or her effort and
direction?
While it is important, motivation alone does not dictate all of a persons
behaviour. A persons ability clearly also matters, and so do factors like the
resources a person is given to do his or her job. Successful work performancecan arise from a variety of motives. Two people doing similar jobs may both be
successful but for very different motives. For example, one salesperson may be
motivated by the commission earned on sales, while another may be more
concerned about rising to the challenge of meeting sales targets, perhaps for his
or her own satisfaction, or perhaps because of a desire to please the boss.
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In most workplaces, incentive and performance management systems reward
some aspects of work behaviour more than others. Also, different behaviours
may be rewarded in different ways, and particular ways may suit some people
better than others.
Different Foci in Motivation
A distinction is commonly made between what motivates a persons behaviour
(content), and how motivation is unlocked and feeds through to behaviour
(process). Most approaches to motivation focus on one of these more than the
other. In reality, though, content and process are closely connected.
Some approaches to motivation emphasise aspects of the person such as his/her
needs, values, self-confidence and personality. Extrinsic rewards are those that
are tangible; most notably pay, while intrinsic rewards come direct from doing
the job (e.g. a sense of achievement). Clearly, though, both person and
environment matter. For example, work that stretches a persons abilities is
likely to appeal most to someone with a high need for achievement, while work
with variety and a lot of social contact will appeal to extraverts more thanintroverts. Over the years many theories of motivation have been put forward.
Some of them are broad theories of human behaviour, others more specific to
the workplace. Recent theories tend to confine themselves to one specific
domain, such as altruistic behaviour at work. That is, they specify the
directional component of motivation and thereby hope to be able to say more
about effort and persistence. We will now examine some insights offered bytheories about the content and process of motivation.
Goals Matter
This is one of the best-known conclusions from the study of motivation and
performance. Goals can help to establish a direction, and this in turn encourages
people to persist in trying hard to achieve them. Work performance tends to be
significantly better if the following conditions hold than if they do not:
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1. A goal for work performance is defined in clear and precise terms.
2. It is perceived as difficult but not impossible.
3. The person is committed to goal achievement (perhaps because he or she has
participated in setting the goal).
4. There is feedback on how he or she is doing,
There are exceptions to this. For example, when a person is learning a new task,
it is better to avoid performance goals at first. Also, although goal-setting is
often successful, there may be cases when a person is not willing to commit to a
goal that his or her boss would like to see achieved? Goal-setting theory does
not pay little attention to the social processes that might occur in goal
negotiation, nor to the different reasons might individuals have for wanting or
not wanting to achieve any particular goal. And of course, if a person wants to
achieve, goal A quite a lot but goal B even more, then goal A will probably not
get much attention. This means it is important for managers and researchers to
be aware of all the goals that a person might consider important. Therefore,
Motivation can offer several importances to the KBHC management that canproduce:
Higher efficiency Reduce absenteeism Reduces employee turns over Improves a corporate image Good relations. Improved morale wastages and breakages Reduced accidents. Facilitates initiative and innovation.
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So it is normally believed that money acts as a motivator. In general the role of
money as a motivator depends upon certain factors:
Money fails to motivate people, when there is no direct relationshipbetween reward and effort.
Economic conditions of people influence the Importance of money.For poor person, the value of certain amount of money is quite high as
compared to rich.
Money is a significant motivator at lower level of employees levelhowever money may not be a significant factor for senior executives
who have already fulfilled their lower level needs.
Employees are concerned not only with the amount of money paid tothem, but it should be fair and equitable as paid to that of other
employees of same level or status.
A social attitude towards money and wealth also decides themotivation to earn more and more.
Motivational Theories: Maslows-Hierarchy of Needs Theory: This theory
was proposed by Abraham Maslow and is based on the assumption that people
are motivated by a series of five universal needs. These needs are ranked,
according to the order in which they influence human behaviour, in hierarchical
fashion
Physiological needs are deemed to be the lowest- level needs. These needs
include the needs such as food & water.
So long as physiological needs are unsatisfied, they exist as a driving or
motivating force in a person's life. A hungry person has a felt need. This felt
need sets up both psychological and physical tensions that manifest themselves
in overt behaviours directed at reducing those tensions (getting something to
eat). Once the hunger is sated, the tension is reduced, and the need for food
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ceases to motivate. At this point (assuming that other physiological
requirements are also satisfied) the next higher order need becomes the
motivating need.
Thus, safety needs -- the needs for shelter and security -- become the
motivators of human behaviour.
Safety needs include a desire for security, stability, dependency, protection,
freedom from fear and anxiety, and a need for structure, order, and law.. In the
workplace this needs translates into a need for at least a minimal degree of
employment security; the knowledge that we cannot be fired on a whim and that
appropriate levels of effort and productivity will ensure continued employment.
Social needs include the need for belongingness and love.
Generally, as gregarious creatures, human have a need to belong. In the
workplace, this need may be satisfied by an ability to interact with one's co-
workers and perhaps to be able to work collaboratively with these colleagues.
After social needs have been satisfied, ego and esteem needs become the
motivating needs.
Esteem needs include the desire for self-respect, self-esteem, and the esteem of
others. When focused externally, these needs also include the desire for
reputation, prestige, status, fame, glory, dominance, recognition, attention,
importance, and appreciation.
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RECOMMENDED COMMUNICATION PROCESS
Having referred back to the then organisational chart, you will realised that
before we can propose any plans to enhance communications in KB
Hydroelectric Company Ghana Ltd. (KBHC), we would have to look at various
forms of communications flows in an organization and pick up the one that can
best fit in the new management team so as to avoid the bureaucracy. Therefore,
communication flows can be grouped in 5 main directions-
1. Downward2.
Upward
3. Lateral4. Diagonal5. External
CRITICAL SUCCESS FACTORS IN HAVING EFFECTIVE
INFORMATION FLOW BETWEEN ORGANIZATION LEVELS IN
TEAM DISCUSSIONS CONTEXT
The reason why we are recommending the above communication flow systems
for our company is that, we took the following critical success factors in to
considerations:
Process to facilitate and encourage people to share information and expresstheir knowledge as well as process to create environment of trust which
empowers people to talk with less worries in seniority.
Setting same goals and objectives when people are on the same goals andobjectives, they are willing to share information and try to achieve outcomes
from each team meetings or discussions. This will allow better flow of
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information when people are trying to achieve the same thing.
Plan the meeting agenda The group leader must prepare meeting agendacarefully. The topics to be discussed should be listed in some logical order,
in a sequence that servers the purpose of the group. The meeting agenda
should be prepared and distributed in advance (Krizan, et al., 2005).
The time at which a meeting is held can have an effect on its success.Scheduling a meeting for early morning suggests importance; starting at an
office hour time encourages punctuality; selecting an odd starting time
captures interest; and scheduling meetings for times just before lunch or at
the end of the day encourages timely adjournment (Krizan, et al., 2005).
Select and prepare the meeting facility. Most routine business meetings areheld on-site. Off-site meetings encourage efficiency by minimizing
interruptions and creates different meeting environment.
Lead the group discussion. During the meeting, the primary role of the leaderis to assist the group in achieving its purpose. A good group leader server as
a facilitator someone who motivates participants to work together
effectively and who secures group decisions after adequate discussion.
Prepare to participate every member of a team should learn as much aspossible about the groups purpose. If an agenda is provided in advance,
information can be gathered on each topic to ensure intelligent participation.
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Listen Effectively meetings can challenges listening skills. Membersshould not have side conversations, gaze into space or exhibit with other
behaviour that detracts from effective listening.
ALTERNATIVE COMMUNICATION CHANNELS AND MEETING FORMATS
Apart from face-to-face meetings, staff will be using other communication
channels or meeting formats to share the information within the organizations.
Sometimes, these alternatives will be used because people may be in different
locations, ability to document conversations and keep it as evidence, ability to
share information anonymously. The following communication channels and
meeting formats were identified by these project groups.
Electronic mail (E-mail) becomes one of the most popular channels incommunicating within the organizations. E-mail is used when people are
afraid of face-to-face meeting or confrontation. Information can flow without
any organization level boundaries via e-mail. Moreover, people tend to use
e-mail more because it allows them to document all the communications. Website which allows employees to share ideas and people can look for
information in the website.
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REFERENCE
a) Otter, A. D., & Emmitt, S. (2007), Exploring effectiveness of teamcommunication: Balancing synchronous and asynchronous
communication in design teams, Engineering, Construction and
Architectural Management, 14, 5, 408-419
b) Powell, R. A., & Single, H. M. (1996), Focus Groups, InternationalJournal of Quality in Health Care, 8, 5, 499-504.
c) Smeltzer, L. (1996), Communication within the managers context,Management Communication Quarterly, 10, 1, 5-26
d) Stewart, D. W., & Shamdasani, P. N. (1990), Focus Groups Theory andPractice. California: Sage Publications.
e) Spinks, N., & Wells, B. (1995), Communicating with groups: prompt,purposeful, productive team meetings, Executive Development, 8, 5, 13-
19
f) Tukiainen, T. (2001), An agenda model of organizational communication,Corporate Communication: An International Journal, 6, 1, 47-52
g) Jeremy, D. J. 2003. Business History and Strategy. In A. Pettigrew, H.Thomasand R. Whittington (eds) Handbook of Strategic Management.
London: Sage, pp. 436-460
h) Newton, J., Graham, J., McLoughlin, K. and Moore, A. 2003.Receptivity toChange in a General Medical Practice, British Journal of
Management, 14, 2, 143-153
i) Pettigrew, A., Ferlie, E. and McKee, L. 1992. Shaping Strategic Change.j) London: Sage Pettigrew, A., and Whipp, R. 1991. Managing Change for
Competitive Success. Oxford: Blackwell Business
k) http://www.managementstudyguide.coml) ECG websitem)
Kofi Boakyie Handout
http://www.managementstudyguide.com/http://www.managementstudyguide.com/http://www.managementstudyguide.com/ -
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