Reseach on Performance Work Systems in Local Councils the Case of Harare City Council in Zimbabwe Essay

1.0 IntroductionThis chapter forms the basis of the hit the books on the assessment on the exercise of tall mathematical process add systems film on Harargon urban center council operationers for transactionive and efficiency ser criminality deliverance. This paper is going to provide a background of the study stating the hassle, purpose and importance of the study. To add to the above, the objective, anticipated constraints and question questions, including literature review and look method actingology are going to be highlighted. 1.1 Background of the studyPerformance has been a widely inquiryed subject by most complaisant scientist and industrial psychologist in an attempt to establish what motivates great deal to do what they do, and why they do it. An organisational surgical process has forever and a day been an issue for managers, as it is believed that satisfied workers dispose to be more productive, creative and committed to their ancestrys. in that loc ation is at that placefore invite to establish whether high implementation work systems are what bring satisfactory transaction or there are other(a) factors. High work work systems is a complex and multifaceted concept, which chiffonier mean different things to different pack. However, the tec in this study attemptto establish the division of high transaction systems, whether it brings positive or invalidating moments with particular attention at Harare City Council. 1.2 Statement of the problemThe dilemma at hand is that the Harare city council workers are say to be hindering the performance circles of which are of particular appeal to call for the residents. The council provide services to the residents which are not helpful precisely however distract them from create their communities in the proper manner they desire. This is happening cod to the failure by the council to carry out good question on its performance since today employees are expected to work in teams quite than solely on their ingest. They are expected to keep learning brisk skills and to assume broader roles through the employment security, selective hiring of new individualnel, self-managed teams and decentralization of ending making as the basic principles of organizational design, comparatively high salary contingent on organizational performance, extensive training, reduced status distinctions and barriers including dress, lecture office arrangements, and wage differences across levels, extensive sharing of financial and performance information throughout the organisation.1.3 Objectives of the study1 To investigate and establish the role of high performance work systems in likeness to organisational performance as this affects the service delivery. 2 To establish what ca affairs poor performance and service delivery in the organisation. 3 To find out shipway of maintaining and improving cater loyalty, motivation and performance. 4 To recommend on changes to improve council performance and supply offbeat policy. 1.4 Significance of the studyAs a tec it is of dominant importance to conduct a study on the role of high performance work systems by the local authority. One can soft notice that it is beta to carry out this research as it The research findings of this research were also intended to assist instruction in addressing concerns and expectations of provide in sound out to harness their full contribution and effort to the site on of the organization. The organizationwould then handling the research findings to redesign its human re rises policies towards the workers welfare and provide the answers to the questions presented on the sub problems of the research problem. Employees could use the research as a platform to express their concerns and desires to management, which they would not probably get, and also use it as a reference point to those who would intend to do their own researches. 1.5 Literature reviewReview of t ie ind literature is the most important part of research. It refers to the systematic exploration of issues related to the adepts research which has been treated to date by different authors and authorities. According to the high performance work systems Assessment, by social impacts we mean the consequences to human populations of whatsoever frequent or private actions that alter the ways in which people live, work, play, relate to one another, organise to meet their involve and generally cope as members of society. The concept of high performance work systems and organisational performanceHigh performance work systems have been defined as a distinctive managerial approaching that enables high performance through people. (1987).High performance work systems are somewhat not quite the same as motivation, but the two are closely linked. Many thoughts and views have been developed to define performance at work but much of it explains ones respondion, noticeings and emotions to wards the accomplishment of organisational goals. Many research studies were however founded to explain how people react in the manner they do in their jobs. Various factors have been associated with ones performance. These factors admit * The level of pay and benefits,* The perceived fairness of the progress system within a company, * The quality of the working conditions,* Leadership and social coitionships* The job itself.Different gravels were developed to account for the attitudes that people develop at various situations. The fol firsting models of job mirth shall be discussed to aid the reasonableness of high performance work systemsat work. Classical theories of Maslow (1943), Herzberg (1968) and Vroom in relation to high performance work systems have been the basis of the ultramodern day studies. Abram Maslow proposed a hierarchical guess of five needs, which gained popularity over the long term and formed a basis for management studies to human motivation at work. Having been simplified by Clayton Alderfer made a fine-tuning to the hierarchical explanations of human needs to that of 3 levels. Abbreviated to ERG, (Existence, Relatedness and step-up), Existence needs constituted Maslows physiological and safety needs, and Relatedness accommodated internal abide by and social needs and lastly, the Growth stage was made up of self actualisation and external esteem needs.The Wikipedia encyclopaedia cited various models of which can help to explain high performance work systems that were written to by different authors as follows * The two-factor theory* The job characteristics model* The fulfilment theory* The candor theoryThese models shall be discussed beneath to aid the research to find the basis of high performance work systems in the workplace.Theories of Employee Motivation for performanceThe two-factor theoryThis theory also know as the inducement-hygiene theory is the work of Fredrick Herzberg (1968). The theory is on the premise that employee cheer has two dimensions namely hygiene and motivation. (Agarwal.1983). According to Herzberg, Hygiene factors include those aspects such(prenominal) as company policies, supervision, salary, inter ain relations and working conditions. Motivators include those aspects that satisfy people such as achievement, recognition, the work itself, business and advancement. The model was criticised by police detectives who failed to empirically measure of propitiation as cosmos a methodological artefact. (Wikipedia encyclopaedia).High performance work systems characteristics simulateThe model was proposed by Hackman and Oldham (1976), which states that there are five core job characteristics, which impact three diminutive psychologicalstates. The five core job characteristics include* scientific discipline variety employees use a variety of skills to complete their jobs, skills that have been acquired by long years of study and/ or experience and are the primary feather reason for their employment and work allocation in a line of credit organisation * Task identity involvement of the employee in all stairs of the job, thus providing identification with the task. * Task significance The significance of the job macrocosm properly executed to the well being of the organisation. * Autonomy The freedom to do the job with responsibility and by oneself. * Feedback The provision of feedback providing information about the righteousness of performance of the job. The three psychological states include* Experienced meaningfulness,* Experienced responsibility for outcomes, and* Knowledge of the actual results.The Fulfilment theoryAccording to Agarwal (1983), fulfilment theory regard satisfaction as resulting from outcomes (rewards) a person receives or the extents to which a persons needs are satisfied. The difficulty with the fulfilment approach is that satisfaction is a function of not only what a person receives but also what he feels he should receive and/or wants to receive. battalion have different expectations and what satisfies one may dissatisfy another. Equity systemAccording to literature by Agarwal (1983), a persons satisfaction is situated by his perceived equity. Received equity is, in turn, determined by his input-output balance as compared to his comparison others input-output balance. Input-output balance is a perceived ratio of what a person receives from his job relative to what he put in the job. According to the equity theory, either under reward or over reward can lead to dissatisfaction although the feeling associated with them are different. As illustrated by the adjacent diagram the comparison may result in one feeling unfairly treated when outcome authentic appears get off than others or feels guilty when received more than others. The equity theoryAPerceived outcomes actually receivedA = BSatisfactionA BDissatisfactionA BGuilty and discomfortPerceived personal inputBPerceived personal outcome that s hould be receivedPerceived outcome of comparison othersPerceived input of comparison others trope 1.Equity Theory (Agarwal 1983)Determinants of high performance work systemsAgarwal (1983) says that there are various factors that determine performance. These are discussed below.Employee SupervisionAs with Herzberg hygiene factors, supervision is critical to provide leadership to employees performance. A good leader is one who establishes trustfulness from his followers and promotes feedback. He knows how to treat employees at different situations. search has shown that low performance and low productivity occurs when a supervisor is a laissez faire showcase of leader. Agarwal (1983). Research has also discovered that those peoples reason to try out employment is to get paid (money) though not a motivator but they desire to be paid fairly. solicitude must always ensure consult for salaries and benefits to see whether their employees match the market. (Putting Theory Into Practice , October 1999 publication)The work multitude in relation to employee performanceEmployees need to socialise with others to create an purlieu of belongingness, develop a sense of camaraderie and teamwork. Social interaction creates organisational performance though depending on their affiliation. Inappropriate behaviour should not be encourage though because of influences, but strong reprimands should be exercised. (Putting Theory Into Practice, October 1999 publication)Job subject area in relation to high performance work systems Employees need to feel that the work or task they are doing is of great importance to the company. Their contributions result in positive outcomes. It is therefore essential for management to recognise as an important a task to the overall achievement of the organizational goals. Agarwal cited Herzberg, Mauner and Suyderman as holding a view that job content factors such as achievement, recognition, advancement, responsibility and the work itself tend to provide satisfaction but their absence such as supervision, working condition, company policies and salary tend to build dissatisfaction but their presence does not produce satisfaction.Age in relation to performanceAccording to Agarwal (1983), some research works have describe a positive correlation between age and performance. Older workers tend to be more satisfied with their jobs than their younger counterparts because older workers are verbalize to have adjusted to their jobs while young workers still have ambitions and need for advancement. Job Satisfaction and performanceThe analysis of results from the work of Herzberg et al, on 26 studies focusing on the relationship between job satisfaction and performance, fourteen of these showed that workers with positive job attitudes had higher performance than those with negative attitudes. Nine studies have shown that job attitudes and performance were not related, and in three studies, workers with positive attitudes had po orer performance records than those with negative attitudes. Lawler, 1977 and Porter, 1961, hold the view that it is productivity that leads to satisfaction and not the vice versa. Performance leads to rewards and if these rewards are consideredto be equitable in relation to the intelligence of the worker of the rewards of his referent others and his perceptions of what he should receive, he ordain experience satisfaction. The following is the illustrative diagram. Model of performance leading to satisfactionPerceived equity of rewards in relation to referent othersPerformanceReward intrinsic & extraneousSatisfactionPerception of how much he should receiveFig 2.Source Agarwal 1983 Model of performance leading to satisfaction Adapted from Lawler III & Porter The effect of Performance on job satisfaction, Human relations, October, 1967 P23 1.5 Justification of the studyThe area of discussion is worth studying because it aims at alerting the management of the Harare City Council how their service provision are being hindered by the employee performance, thus organisational performance is affected as well. As such the research is vital as it exit help in meeting or adding information on the importance of high performance work systems being as well as its importance to the Ministry of local government urban and rural development. The Minister leave be able to see if there are any amendments which need to be done and if there are any gaps left which need to be filled. Furthermore the research pass on see the researcher attain the ultimate goal for a bachelor-at-arms of science Honours degree in Local Governance Studies 1.6 Research MethodologyVarious techniques will be exploited to achieve the proposed objectives of the study. Haralambos (199536) asserts that whatsoever academic subject requires methodology to reach itsConclusions, it must have ways of producing and analysingData so that theories can be tested, accepted or spurnedwithout a systematic way of producing knowledge thefindings can be dismissed.The researcher is going to use both quantitative and qualitative techniques to come up with conclusions as both techniques can be used to complement each other as well as questionnaires. According to wordiq.com (2011), quantitative research is the numeric representation and manipulation of observations for the purpose of describing and explaining the phenomena that those observations reflect. It is bent on developing and employing mathematical models. On the other hand, Qualitative research is a method of inquiry appropriated in any different disciplines. It means a non numerical data collection or explanation based on the attributes of the source of data. Qualitative research is used to gain insight into peoples behaviour, attitudes, value systems, motivations concerns, aspirations, culture or lifestyles. Christensen (1994) expressed that a prove makes a better study. Leedy (1993) agreed with the same idea saying that, the larger t he sample the better. I will select the people that are going to break up relevant information to this study for example the most affected people and the possible problem solvers. 1.7 Research Tools(a) Interviews (GroupThe researcher intends to use interviews as a research technique. Gray et al (2007) allude that the best data gathering technique for survey research is the interview. These interviews will be done in groups so as to save time.(b) ObservationThe researcher will use observation in tackling the research problem. The rationale for using this technique is that the researcher intends to learn about the sensitive issues that participants business leader be unwilling to pause or talk about with regards to the research. (c) Analysis of secondary sourcesThe researcher will make use of other researchers that have been studied in relation to the field under study. This will be done in order to weigh the impacts that the previous researchers have had. Target PopulationThe stud y will be focussing on the Harare City Council employees. Anticipated constrainsWikipedia (20114) notes that any limit or restriction given for the design process is called a constraint. The study is likely to encounter a number of challenges which may via media the quality of research results and these include (a)Access to informationThe information is mostly hush-hush in the Harare City Council thus releasing information might be problematic. Some may be reluctant to disclose such information as such the respondents will be guaranteed that their information will be treated with utmost privacy and confidentiality. 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