Human Resources In African Business Ventures

SOCOMETAL is a Jv French company centered at Senegal, Africa. The business is 52% held by the French mother or father company and 48% by Senegalese. The business has been performing for the past twenty years from a downsize of 150-800 employees with earnings of 400 million African Francs or $144 million. The increase and function of the business got made this organization a model in the continent by the Africanization of the management.

There has been a cultural assumption by the French and Italian expatriates that the local people would not do over time or increase their performance, but experienced a strong feeling that they the Africans were not lazy and they could work to have but once they have sufficient they won't work. It does not make any sense for them to work harder or longer for extra pay, this assumption have been built up by the management of their experience that they had tried 2 yrs before by threatening the personnel that they can be fired if indeed they miss the target or slow the work by 1 day monthly and by tempting them that they could easily get a bonus if they reach the targeted creation, each one of these were said to encourage them to do the work required by the business. But each one of these offers experienced no result, as it got no determination or ranking which needed a strong innovator and a model employee.

Under These situations the management had planned to increase the development by 30% everyday which includes been endorsed to Diop, a Senegalese Engineer working as an assistant administrator who acquired his education at one of the elite executive from Grandes Ecoles in Lyon, France, with this he in term mobilizes all the workers through N'Diaye, who was a tribal chief's kid having the qualities of a innovator, he neither had any links with the union nor was the official consultant of any group in the business. He was a model stock staff member to whom other workers looked upon in times of personal and professional issues. Diop was to survey right to Mr. Oliver Bernard, the production manager who possessed a tendency to be arrogant, uncommunicative and negative

Mr. OLIVER BERNARD'S CULTURAL ASSUMPTION:

Mr. Bernard' possessed indeed decided to a contract which required a volume of production in a short time that was also never achieved before by the business but the ethnic assumption was that it might be impossible for the employees to meet up with the deadline and targeted production which possessed never been achieved before regardless of doing quick calculation, organize the work using stream charts which was precise, which have been assumed on the basis of the previous experience acquired by the company. The personal features of Mr. Bernard who got never claimed up the hierarchy of the business was his arrogant, uncommunicative and negative tendency, though he had been graduated in Ecole Centrale in Paris which is considered one of the prestigious executive academic institutions in France where his family also resided at among the finest devote Marseille, and it turned out the practice of Mr. Bernard to assign Diop the various flow charts precisely along with the date and amount of work to be completed and return to France for a period of time.

N'DIAYE AND DIOP'S BASIC ASSUMPTION:

When the contract with the staff was to be arranged the production was at 12000 models a day and the attaining focus on was 20000 devices, whereas the essential assumptions taken by Diop and N'Diaye was to take their staff into confidence to achieve the targeted production based on the liability of the work rate by working extra two hours daily for the 30% increase in the development, this risk have been used by Diop after a thorough assessment by firmly taking the opinion of a few of the influential people in the different departments of the business to get their views that was noiseless different and in agreeable as to why the workers would not do the as time passes but agreed in taking the chance as it was well worth trying, which revealed a increase of 30% to 43% more than your day before creation for another 2 months, this production acquired never been achieved or experienced in the annals of the company. The staff found the contract an excellent initiative with an opportunity to make a little more money and also to show their management that they were more than ready in performing satisfied with their pay increase and finally involved in their work that it was a veritable miracle to the expatriates as to what they thought.

MY Thoughts and opinions:

If I have been the employer of Mr. Bernard i. e. the Managing Director of the company I would took the view of today's scenario of the company and sided with Diop who's the neighborhood man and also recognized who's the best to submit in the company to really have the work done in the stipulated timeframe and that no damage is done to the business's future and financial background, he previously used the service of N'Diaye so that nothing influences the business. N'Diaye being the son of the tribal key, to whom the employees belonged, experienced no personal interest in the union band of the company nor was an official agent of any group in the manufacturer. Since he was the child of the chief, almost all of the workers experienced good value for him. This made the duty easier for Diop, as N'Diaye was a model worker of the company, he made other problems and responsibilities of his co-workers easier, making himself approachable sometimes of personal or professional issues, he was also a role model in the company which indicate he cannot go against the business but side the business in times of problems as it was his trait in belonging to the ruling family of their tribe which adhered him in not heading astray which could make him an undesirable example before his people.

Here Diop experienced foreseen the grade of leadership in N'Diaye and experienced used it consequently in that manner a production manager should have done in reading the attitude of the staff and eloping them into doing the best that you can do by activating their interest. As the Managing Director I would have used Mr. Bernard's potential in arranging the production in a variety of flowcharts, maintaining the office work and appointing him as the reporting specialist of the company.

And for Diop, I would have allocated him in working with various proposals in controlling the workers, assessing their ability in keeping and increasing the level of production of the company and also use him in the other departments of interest relating to his capacity.

REWARD SYSTEM:

Procedure, Rules, and Standards Associated with alloegation of benefits and payment to employees.

FLEXIBLE REWARD SYSTEM:

Remuneration method in which employees can tailor the mixture of salary and benefits (such as visiting allowance, paid vocation) to match individual needs.

DESINING AN INCENTIVE SYSTEM:

Identify the business goals a incentive program will support.

Identify the desired worker performance that will support the company's goal.

Determine the main element performance or behaviour based on previous achievement.

Determination of appropriate rewards for individuals and clubs or communities.

Communication of the programs to the employees.

(Journal - Academy of management executive 2005, vol 19, No. 4, "Management Corporate and business culture through incentive system" - Jeffrey & John W. Slocum, Jr. )

With the market economy getting better the job readily available is a tight schedule hoping more of the task to be done accordingly and more competitively, for professional struggling to control the organizational change, the corporate culture has become an important tool. Many managers have found that culture cannot be manipulated straight. Culture has proved to be a subtle, intangible occurrence - pervasive but difficult to control. A corporate culture determines and reflects the prices, beliefs and attitudes of its customers. These beliefs and values foster norms that influence employees' behavior. In a reward system it signifies a specific powerful means for influencing an organizational culture. Such culture can be involved with controlling the behaviours and behaviour of organization customers and the praise system is a primary method of reaching control. It defines the partnership between the company and the average person member by specifying the conditions of exchange: It specifies the efforts expected from customers and expresses principles and norms to which those in the organization must conform, as well as the responsible individuals can expect to receive as a result of the performance. It specifies who gets rewarded and why. It is concerned with two major issues: performance and rewards.

Performance includes defining and evaluating performance and providing employees with reviews. Rewards include bonus offer, salary increases, marketing promotions and stock awards.

TWO TYPES OF REWARD SYSTEM:

The hierarchy-based system and the performance-based system. In the hierarchy, superior identified and evaluated the performance of subordinates where performance was defined qualitatively and quantitatively, and may vary regarding to who one was working for. The performance based mostly system objectively identified and measured performance and explicitly linked rewards to performance - that was almost completely defined quantitatively.

Therefore, it has become a compelling task for the companies to provide incentives to specific to make sure they are get more orders for the business, this really benefits the company and the employees as well, however in some case the business looks to have significantly more from their employee in terms of quality work, as the employees look to have or have more from the business, in conditions of financial benefits, as the companies want more quality work, more of the business corporate prefer to increase the quality while reducing the cost, on the 1st basis. One should first identify the goals of the business, (w)here the goal of the company is upsurge in creation now this goal should maintain such a way such that the management makes it communicable to the matter in such a way that they first understand the goal of the business and see the feasibility of the work to be done in the time frame without reducing on the quality and the work already in force by the business, now when this is not feasible in the limited time frame the management can than get a reward program which within it will support the pay back program, reward is nothing than a bonus deals for the excess work to be done by the employee which than should be appropriate by the staff, Because the reward programme should be beneficial to the worker which should not trim into the gains or harm the financial part of the company, at the same time the worker should be determined by the management to have the work done in the stipulated time frame.

To make this happen, the below facts can be viewed as:

The company should first know the desire of the worker performance and behaviour that will help in building the business's goals, so if the employee is not desirous in performing the goals of the company then it is not advisable for the company to go ahead with the task, therefore studying the behavior of an employee is much important.

Here the company should actually note that the employee's performance has really increased so that the rewarding will not get in vain, if the staff is not in support of the task or program then it is a mere waste of hard work.

So before rewarding, measuring of the quality of work done is required;

E. g. : reduction in defects, better performance in maintenance, delivery and happy customer.

Rewards Systems can be divided into:

1. Attendance 2. Specific performance 3. Group performance

4. Outstanding success 5. Group cooperation. 6. Communication

ATTENDANCE:

Attendance is the logging in of the worker in time for the work and maintain a regularity by the worker to start the project on time so there is absolutely no break in the work hours that the company had determined in having the work done, gleam uniformity in the task force, where maybe it's easy to measure the quality and level of work that can be achieved in the timeframe.

INDIVIDUAL PERFORMANCE:

This is measured by the amount of work done. An individual could be rewarded for his or her accomplishment for producing additional business or higher profits. The amount of work done in the grade of time is the most crucial aspect for the success of an individual performance. The performance includes the work end result in less time than required with affordable ways.

GROUP PERFORMANCE:

As more business organizations, use team structures to attain the goals, many enterpreneurs look for ways to reward cooperation between department and individuals. Bonuses, profit sharing may be used to prize group and team achievements. Group based compensation systems are based on a measurement of team performance with specific rewards received on the basis of this performance.

COMMUNICATION:

A extensive communication is a must in spelling out a reward program, where in fact the specific needs of each individual staff is spelled out plainly so that the individual understands in regards to what is been asked of him in terms of performance, it also is determined by the power of the worker to understand what is dictated to him/her when they are determined. When this is achieved through the make of communicating the idea in getting work done in the stipulate time in order to get the rewards and performance improved to achieve the goals of the business should be achieved by regular meeting, memo so that it promotes this program in obtaining goals of the business and pay back to the worker, by also keeping our contacts and communications simple and regular to really have the employee reminded of the changes in the system/management.

PAY SYSTEM:

Pay is the main element factor which affects the relationship at the job. The circulation and degree of the pay can have a considerable influence on the morale and production of the labor force. It's the method of satisfying the workers for his or her contribution to the organization.

There are basic rate systems, where the worker receives a fixed rate with no additional payment where the pay will not vary with regards to achievement or performance,

And those where pay, or part pay does indeed vary in relation to performance.

INTERNATIONAL HRM:

International Human Source of information Management is the procedure of allocating, procuring and utilizing human resources in a multinational organization.

Torrington (1994) concluded that international HRM is not simply human learning resource management on a grander scale. He considered that several familiar aspects of HRM, such as recruitment, selection and employee relations are in fact outside the opportunity of international HRM as a result of different (primarily national) legislative frameworks to that they must adhere. For instance, he mentioned that

"Employees are picked in one country or another, and wherever the choice is undertaken there are a selection of conventions and legal requirements that contain to be met. The individual appointed will most likely have a deal of work that will fit within the legal construction of 1 country but probably not another"

A SIMILAR LABOUR PROBLEM OBSERVED IN AN INDIAN TEXTILE INDUSTRY:

The Indian textile industry is earning a name abroad: sweatshop. Non-governmental organisations are alleging unfair labour procedures in apparel systems in Tamil Nadu. Activists intensify their campaign against low wages, unnecessary work and discriminatory techniques, the industry is weaving mutually a defence by planning highway shows in leading cities in Western Europe.

A recent review by Tirupur People's Forum (TPF), an NGO, found that textile items in Tamil Nadu, which use about 3. 5 million individuals, do not execute labour standards. The analysis says, "Forced labour in the form of compulsory overtime, night time shifts, abnormal working time and inadequate pay for overtime will be the key problems. "

The study is specially critical of the Sumangali design under which textile models hire young rural women for a consolidated gross annual pay of Rs 10, 000. "The system offers no statutory benefits in disguise of offering the young women personnel a chance to earn money for his or her dowry, " says A. Aloysius, convener of TPF. Women account for 60 % of the full total workforce in the sector and except in spinning - where male personnel earn Rs 20 more per day - wages will be the same for both male and female workers.

According to the analysis, female workers suffer from limited sleep, health disorders including menstrual problems, and malnutrition scheduled to low-calorie food. The study also discovered that the women are generally woken up in the wee hours to wait urgent work.

The industry, however, refutes these allegations. Regarding to S. V. Arumugam, chairman of the Southern India Mills, the devices follow the guidelines outlined by Justice E. Padmanabhan in a judgement given in 2000, on security and safety of women workers, besides providing them accommodation. "The lifestyle and health condition of rural women improved after they were employed in textile mills, " says Arumugam

CONCLUSION:

For Socometal, the key to preserve a performing worker is by recognizing and compensating them properly. When employees perceive that the system provides fair settlement and rewards, their proposal and retention improves. Effective goal alignment and performance management establishes true pay for performance in the business by providing the foundation for meticulously linking rewards for a person or a team, thus allowing the management to hold to high performing employees. When one employee has a system that works effectively, and is considered an expert, others can be trained to check out those guidelines and become successful.

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