IHIGH I IHIGH I
6. CONCLUSION 1 Introduction
6.2 Recommendations
It is recommended that the starting point for improving the success of tactic implementation and optimising work performance lies in the relationship between employees and their line supervisor, as well as top management and the wider
organisation. Some employees have indicated that Engen Refinery was "like a family"
and that relational aspects are improving, which is a positive sign. However, other employees also indicated that relationships were not good, that trust, respect and effective communication were lacking.
6.2.1 Supervisor Training and Behaviour
Supervisor training with regard to people skills and values should be done regularly. In addition, the theory of behaviour modification through regular and sincere acts or words of recognition should be applied in an equitable manner. Acts of favouritism must be aborted, particularly with regard to performance appraisal and reward.
Coaching skills should be taught to supervisors to ensure that employees get the
direction they need. Situational leadership could also playa role in improving the work performance, commitment and confidence of employees. It is therefore important for supervisors to be trained in the application of this theory. It is also critical that supervisors take a keen and sincere interest in employees and understand their
individual needs as well as get an appreciation for what motivates those individuals. If, for example, flexibility of work hours improves an individual's performance, it should be optimised.
It may be necessary to consider 360 degree appraisals in order to get a better feel for how well supervisors are performing their role for the long term benefit of the wider organisation. Supervisors who do not live the "People Values" that Engen Refinery endorses should not be rewarded. Dishonesty and favouritism on the part of supervisors which, by equity theory, would only result in a drop in performance of employees and psychological contract violation, with the ultimate result of termination of the contract by the employee, should not be rewarded. The theory of behaviour modification should be applied by top management to supervisors to ensure that the supervisory role serves
performance and commitment of lower level employees. Hence, any behaviour that has the potential for increasing feelings of inequity and insincerity must be stopped at the middle management level, before it cascades to the rest of the organisation.
When candidates are being considered for promotion to middle management, they should undergo an assessment which measures their relational ability. If they are unable to relate to others and communicate sufficiently well, regardless of their technical ability, the gap should be closed by training before promotion, or no such promotion should be given. The consequences of violating employee psychological contracts due to the appointment of middle managers who are unable to build relationships and maintain the contract, is too high a price to pay for the loss in performance and annihilation of well-thought out strategy it can cause.
It is recommended that the company does an assessment of the current relational
intelligence of supervisors and implement training programmes to close the gaps appropriately. In addition, if it is shown that certain supervisors are having a negative effect of employee motivation, they should not be rewarded for such behaviour, and if training does not result in an improvement, these supervisors should be replaced.
6.2.2 Trust
Trust levels should be measured by the company regularly to give an indication of whether the relational aspects of the psychological contract are improving. Surveys should be done at least once a year in order to measure the relational state of the organisation. The survey could also be used to gauge how employees feel the situation could be improved. It may also indicated if there are any departments which require greater attention with regard to improving the psychological contract, in order to effect better work performance and successful implementation of management tactics.
Trust will improve as sources of inequity, such as favouritism or the lack of
recognition, are removed. Clear communication and honesty are also important in this regard. Misunderstandings should be avoided or resolved as soon as they occur. If supervisors lie or evade employees' needs for communication, trust will be destroyed and the psychological contract will be violated.
6.2.3 The Role of Management in the Implementation of Tactics
Top management needs to show visible commitment and support for tactics in order to facilitate their success. Tactics should also be communicated clearly to employees and linked to their own work objectives. The opportunity for employees to clarify those objectives and any other work related issues should always be present, and supervisors should be approachable. Managerial styles which include affiliation, coaching,
authoritative and democratic aspects, which are applied to suit the circumstances and individual employees, are more likely to create a motivating environment, and these should be advocated.
Sensitive issues, like the implementation of Employment Equity, must be handled in a manner that would not create adverse reactions amongst other employees. The
competence of Employment Equity candidates may need to be demonstrated
quantitatively to other employees and recognition of employees who are not promoted should still be prevalent. Positive reinforcement is one way to help change employee attitudes from being negative.
6.2.4 Performance Management
Feedback is an important part of performance management. It also influences the psychological contract in that it clarifies the employer's expectations. Employees expressed the need for regular, one-on-one feedback sessions with their supervisors, and the company must ensure that this happens.
These sessions should serve the purpose of clarifying goals, directing job requirements, assessing gaps in performance and coaching the employee with regard to how
performance may be improved. The quality of communication at these sessions is also important. Both parties should reach a mutual understanding and clarity sought on any point which may cause perceived violations of the psychological contract later on.
Performance appraisals and ratings should not result in large differences in opinion between the supervisor and employee if interim feedback sessions are done well. It is therefore recommended that quality feedback sessions are done regularly. Depending on the task-relevant psychological maturity of individuals, as proposed by situational leadership theory, the frequency of feedback sessions needs to be customised for
6.2.5 Implementation of Recommendations
The implementation of these recommendations requires that supervisors have some level of understanding about the personality of individual subordinates and can use appropriate techniques to motivate them accordingly.
This requires that supervisors are trained well to do this, and also that they are willing to do it. A lack of sincerity on the part of supervisors can be easily detected by
employees and will result in suspicion or mistrust which will have a detrimental effect on the work environment.
In summary, improving the relationship aspects of the psychological contract, through communication, trust, respect and the application of the theories of equity and behaviour modification is expected to facilitate the successful implementation of tactics and optimise employee work performance.
6.3 Further Research
Further research should be done to assess the employer view of the psychological contract, which was beyond the scope of this study.
In addition, reasons for differences observed in responses from men and women should be further researched. This may assist in determining whether men and women should be supervised differently or not, in order to further optimise work performance.
The effects of the implementation of the Employment Equity policy should also be researched further in order to determine how any negative influences could be minimised. Employees raised a concern that individuals appointed to Employment Equity positions were not competent and if this was so, it could have far reaching consequences for the long term success and reliability of the refinery.