6.2 Main themes
6.2.4 Involvement as a catalyst towards employee well-being
161
Employees however believed that it was government that lacked a clear position on the future of the company.
Government seems to be in a dilemma with its policies because they don’t have a clear position on the life of diamond operations here in Chiadzwa. This has created uncertainty not just to shop floor employees but even on us managers because we really don’t know what is going on (M4).
Lack of a guiding policy both at national and company levels can be pointed as a major contributor to the disharmony between the companies, employees and the communities.
That this disharmony affects the psychological well-being of employees is unarguable.
162
In determining their satisfaction on the work they perform, the participants pointed frustration as a contributor to their dissatisfaction. Frustration among employees has multiple negative consequences. For the participants in the current study, frustration has resulted to them being withdrawn from their work among other factors.
I don’t know where to begin on this issue of me being satisfied with my work because it is difficult to really trace the genesis of the problem. What I can tell you, however, is that the person you are seeing is a bunch of frustration and I am sure it is not just me alone but we are many in this company. As a result, I cannot say I am happy or satisfied in my job. Everything is just boring (WC4).
In support of the above, management also pointed that the threat to employee well-being in the company has resulted in most employees being dissatisfied in their work.
With all that has been obtaining in this company especially on the area of employee well-being, I don’t think you will find ten employees who will say they are satisfied with their work. The frustration here is too much for them to handle (M3).
It is difficult to be fully engaged in your work given the prevailing working environment. As a result, it’s an environment characterised by frustrated employees and you know what that means. It means employees are withdrawn from their work.
They are just here for them to get something for their families and nothing else (WC2).
From the above, it is clear that lack of information leads to confusion so much so that one becomes less effective in their work. This was also supported by another workers’
committee member who pointed that;
163
Our main cry as employees of this company is on the deprivation of information concerning what is to happen or happening and shall happen in the company we are working for. Management find it difficult to inform us even on simple issues.
This has made us to rubbish works council and its non-existence in this company should speak volumes (WC2).
By not involving employees in the structure and other dynamics of the work (such as planning) causes resentment among workers;
The most frustrating thing is that we are made to do work we have not been part of in its planning. You are monitored like a slave and as if you don’t know what you are doing no matter how qualified you are for the job.
The above sentiment(s) points to the fact that effectiveness in the company under study is determined more by output levels and little consideration is given to the transformation process of employees. This has caused frustration on employees on what may-be viewed by management as less important.
The voice of employees through the workers’ committee representative clearly anchors the idea that organisational systems are cybernetic and have permeable boundaries (Botan &
Hazleton, 2006). The connection between an organisation and its employees is clearly shown through emotional expressions by employees leading to demotivation, detaching themselves from their work, losing sense of belongingness and over all being less effective.
“As workers we are physically here but spiritually we are somewhere else. We feel we are just tools stored at a workshop which are only retrieved when needed” (WC).
164
Similar feelings were shared by some black management despite them being seniors in the company. One manager put it clearly that;
You find that in this company, power is centred on one race, no matter how junior their position is in the company. So there is frustration on the blacks because we will not be aware of where the company is going. You are then forced to simply be a follower who cannot do much to both the company and oneself (M4).
In support of the above, another manager pointed that;
You see, I am a senior in my department and Chinese are juniors, but they dominate me. They are the ones who are in charge and I'm powerless. It is a frustrating situation and it makes me not enjoy my work at all (M6)
Interviewed participants in the current study viewed themselves as important information holders with capacity to determine the success of the company. For instance, one participant was of a mind that;
I don’t know why people who get into management quickly forget the key role(s) that employees play because I believe one begins by being a lower level employee before joining the higher ranks (WC5).