>> MIM Speaks
TRYING TO IMPROVE STAFF MORALE
DEC 24, 1995 -
NEWS STRAIT TIMES
SIGMA Concrete Manufacturers Sdn Bhd was established more than
15 years ago. During the last eight years, it has grown by
leaps and bounds in line with the rapid expansion in the
construction industry.
To keep abreast with increased production necessary to meet
market demands, the Engineering Department of Sigma has grown
three fold since 1989. The total number of engineers has
increased from two to six and the draftsmen from five to 14.
Around mid-1992, Nelson joined Sigma as Chief Engineer,
overseeing more than 20 staff. At the age of 36 his technical
expertise in the production of heavy duty concrete structural
components is well proven. His previous employers were in the
same field.
During the last couple of months, Nelson had heard that the
morale of his staff was deteriorating. He was aware of this
situation as he had noticed increased scheduling difficulties
and conflict among group members increasing. He also noticed a
slight drop in department productivity. But somehow he had let
his own busy work schedule distract him for all these small
signals of employee dissatisfaction.
It was during the usual monthly department meeting, last month
that one of the engineers brought up the issue of
deteriorating work atmosphere within the department. Nelson
decided that he must find out the factors leading to this not
so-favourable situation. So he had a long and open discussion
with his six engineers and three senior draftsmen, none of
them above 30 years of age.
Only after the long closed door meeting did Nelson realise the
extent or sever ity of the situation.
Among both the engineers and the draftsmen, salary is the
prime topic of discussion. As the company grew in sales and
production, so did the engineers and draftsmen's
responsibilities and workload. For instance an average weekday
means nine hours, minimum half-day on Saturday and time on
Sunday when necessary.
Most of felt them strongly that inflation during the last two
to three years had actually reduced their buy ing power. Their
annual increments for 1993 and 1994 were around seven per cent
and below the real consumer price index.
Nelson is his heart agrees with them that the widely Published
inflation rate of below four per cent is unrealistic. Also as
chief engineer of his department he is fully aware that the
company has no formal performance appraisals or job
descriptions. Staff turnover in his department had stabilised
around 10 per cent as compared to 35 per cent before he joined
Sigma. His subordinate had, in fact, told him that most of
them do not leave the company because they liked working under
him.
That night, Nelson pondered over what he learnt from his
subordinates. He remembered clearly that the staff turnover in
the engineering department before he joined, was high because
of the autocratic and unreasonable behaviour of his
predecessor. And he had retired from Sigma, in 1992 when he
reached 55. Being young himself, Nelson was able to establish
a very cordial working relationship.
With his participative leadership style he had, in fact raised
the productivity of the department by at least 100 per cent if
compares to three years ago. Nelson is also cognisant of the
fact that the general work culture of the entire factory is
not that great. Even though the factory was started 15 years
ago about 30 per cent of the workforce are above 50 years old.
Nelson's boss, George, the factory manager, is a nice man in
his late 50s. He runs the factory with a laissez faire or
free-rein leadership style. And became George is by nature a
very thrifty person, seven per cent annual increment is, to
him, already a big deal. Nelson knows in his heart that for
1996, he won't be able to obtain for his staff salary
increments more than previous years.
On the other hand, he does not want his staff to resign, and
he is afraid that is what is going to happen.
In the quiet of his study room, Nelson pondered over the
following issues:
1. He knows that about one-quarter of his engineers and
draftsmen are extremely co-operative and productive about half
are average performers, and the balance have poor-to-bad work
attitudes.
2. He knows that his boss George will only accept proposals if
they can reduce cotst and increase the bottom line.
3. He knows that, if his subordinates want to, the
productivity in his department can be increased.
SYNOPSIS:
DURING a three day leadership development programme at Pulau
Pangkor senior supervisor Rosman 33, brought up the issue of
supervisors sandwiched (unfavourably) between management and
the workers.
He said that some managers in his factory, behaved in a rather
immature manner. For instance, they don't listen to their
subord inates, scream at workers and supervisors, and are over
demanding.
Justine, a junior manager in a consulting firm suggest ed that
may be it is the pressure to achieve production targets, from
top management, that made them so.
And Ashraf, a senior supervisor from Penang said that workers
today are a very indisciplined lot. They absent themselves
without warning, have negative work attitudes, and even
sabotage the system.
This small work-group consisting of six participants had to
present their solution to the other participants the following
morning.
"Compassionate" management is what motivates people to achieve
results.
Managers who still believe today that production targets are
achieved through force or pressure are wrong. Human beings
don't work that way in our current Malaysian environment.
Managers who are not sensitive to the emotional anxieties and
strains on the supervisors and workers are bound to encounter
all kinds of resistance.
They must realise that factors, such as the following, greatly
influence performance:
a) the working environment: user friendly systems and tools
that are available to the workers at the moment of need,
documentation and communication systems that keep workers well
informed
b) teamwork by small groups (around 10 to 12 persons, for
example) and trusting relationship at all levels.
c) a broad range of work activities that keep work
sufficiently challenging and providing learning opportunities.
d) stress levels that are not counter-productive for
individuals, and for groups.
Assuming that all the above factors are favourable, and
assuming that production targets are realistic and the
supervisors and workers are well trained and experienced,
pushing people for results, apply pressure to meet deadlines
making people feel guilty to reach targets, blaming
supervisors and workers when failures happen, finding
scapegoats to hide bad decisions, etc, are undesirable
practices that are counter productive.
Managers must give considerations to the fact that:
a) People are both emo tional and thinking individuals they
respond well if they are treated with some measure of
"respect":
b) Most workers want to be loyal employees, and subjecting
them to pressure only arouses negative emotional and
destructive reactions:
The immature behaviour of some of the managers may be due to a
lack of experience because they are young and other factors
heavy workload, etc.
It is necessary that managers and supervisors be sent for
training in interpersonal and communication skills.
Jong feels that a pleasant working environment is inevitable
if a company were to achieve high productivity and success.
Jong suggests holistic approach, as follows:
l. Understanding and friendly relationship between management
and workers is very important.
2. Senior managers should set goals or production targets that
are realistic, pragmatic and attainable.
Most organisations in Malaysia and elsewhere are built based
on control. As a result mutual distrust between management and
workers is the norm. In highly productive organisations, the
relationship between employer and employee is based more on:
l. Shared goals and shared values:
2. Mutual trust, loyalty and commitment rather than on control
and coercion.
Malaysian organisations should find ways to generate high
energy levels and high productivity through a more
"people-approach" than our traditional approach of "cracking
the whip" or coercion.
|
