CONCLUSIONS AND SUGGESTIONS - Perceived Strategic Human Resource Development Activities and Bar

The chapter provides conclusions derived from the findings and discussions.

Furthermore, the chapter will highlight the limitations that were encountered during the research while also making recommendations aimed at improving the human resource area and for further research. Lastly, the chapter will give some practical and theoretical implications arising from the research.

Conclusion

The major driving force behind the interest in the topic of this research was to find out how the performance of public sector employees in the government of Swaziland can be enhanced. As alluded to in Chapter I, the subject of performance does not only concern private sector managers, but is of growing interest to public sector leaders as well. In order for human resource development practitioners to effectively execute their duties, the practitioners must understand first, and from the employees themselves, how they perceive their performance and the perceptions they hold regarding the various activities in strategic human resource development.

The understanding, according to Bocas (2013), can enable human resource practitioners to fully understand the kind of motivation and support needed by their employees in order to enhance their performance. Moreover, employee performance is hard to dictate and predict because many other factors that influence it. Hence, expecting every employee to constantly perform at their peak is not realistic.

A number of strategic human resource development activities were explored and described in order to ascertain their specific role in enhancing employee performance.

Describing the various strategic human resource development activities was one way of ensuring that the researcher gets an in-depth understanding of the operations of human resource development practitioners in order to be able to make recommendations for enhancing employee performance. The angle of examining the perceptions of the employees themselves was critical in obtaining a comprehensive coverage of the problem area.

A conceptual framework was proposed in order to answer the research questions in the research. The findings of the research enabled the researcher to identify the variables that have a relationship with enhanced performance and those that are perceived by the employees

to be of good practice in their departments, thus, likely to enhance performance. The findings were informed by the responses from the employees regarding the SHRD activities and perceived barriers to enhanced performance.

Supervisors and employees’ perceptions of SHRD activities

Of particular note with regard to the perceived SHRD activities was that the percentage of responses from subordinates was slightly higher, 53.9%, than that of supervisors, 46.1%.Therefore, the subordinates constituted a majority of the sampled respondents than supervisors. The responses of both supervisors and subordinates were analysed collectively for the perceived SHRD activities. The combined responses indicated that all the employees perceive two SHRD activities as highly appropriate toward enhancing their performance. The mean scores for the two variables; systematic training and quality strategy, were slightly higher than the midpoint on the Likert scale.

Consequently, ensuring that the good practices on systematic training and quality strategy are continuously undertaken in an effective and efficient manner is important to realising enhanced performance in the public sector. Enhanced performance would, in turn, be beneficial for the government of Swaziland as it seeks to ensure that each and every department within the public sector is appropriately staffed with well trained and qualified employees.

On the other hand, the results showed that communication as well as accountability and ownership have the least mean scores compared to the other SHRD activities. The implication from the low mean scores is that human resource practitioners still have a challenge to ensure effective communication processes are put in place for their departments, as literature has discovered that performance can be enhanced if the employees know how to communicate well and share knowledge in their daily duties and responsibilities.

Furthermore, human resource practitioners are challenged to develop knowledge sharing networks and actually encourage a culture of knowledge sharing. Regarding accountability and ownership, the challenge is presented to senior level management to develop reporting structures that make accountability clear and precise for supervisors and their subordinates. Moreover, senior management is challenged to consider reward options that could be implemented in order to motivate employees toward a sense of ownership as

they execute their duties and responsibilities in the public sector, thus, enhancing performance.

Perceptions of female and male employees

The independent samples t-test for the sex demographic variable revealed that the female and male employees had differing perceptions on the quality strategy. The differing views could be attributed to the fact that among the respondents, a majority of the employees were females. However, for the other SHRD activities, the perceptions between male and female employees had no differences.

Differences exist between the perceptions of married and single

Another independent samples t-test was conducted for the marital status variable. The results show that difference of perceptions existed between single and married employees regarding the quality strategy and perceived barriers to enhanced performance. Slightly higher level significant differences were particularly observed on the perceived barriers variable.

Differences between perceptions of supervisors and subordinates

Only one difference was observed between perceptions held by subordinates and supervisors on the performance management. As mentioned before, the performance management system to measure employees’ performance in the public sector of the Swaziland government has not yet been implemented. As observed in the responses, employees generally perceive the performance management is a better tool to measure their performance and would like to see it being implemented soon. However, from the supervisors’

perspective, implementation is not as easy as employees would perceive. Channels that have to be travelled to ensure support from the highest authorities, especially since some of the activities have cost implications (rewards for good performance).

The process itself seeks to engage all employees in the setting of performance goals and expectations that are realistic and sustainable as well as have a direct impact on the employees’ ability to perform. However, since the performance appraisal is still in place, most employees are yet to appreciate the implementation of the PMS which then accounts for the differences in perceptions. The supervisors already consider the activity as operational

while the employees are yet to see the envisaged benefit of the system regarding their performance.

Perceptions of employees with different educational levels

The ANOVA test conducted on the educational level revealed employees with different educational levels had different perceptions on three SHRD activities. On the systematic training activity, more bachelor’s degree holders had differing perceptions from high school leaving certificate holders. Indeed the educational gap between the two educational levels can prevent a similar or common understanding of issues. In addition, the different educational levels between employees were observed for the performance management domain where another majority of bachelor’s degree holders held different perceptions to master’s degree holders. Lastly, the high school leaving certificate holders had different perceptions from master’s degree holders on enhanced performance.

Perceived Barriers to Enhanced Employee Performance

The results of the research showed that the perceived barriers are not correlated to perceived enhanced performance. The implication is that there is a possibility that other moderating factors have an impact of the perceived barriers variable. Even on the average scores for the responses on the Likert scale, perceived barriers shows low mean scores. The employees, both subordinates and supervisors, do not perceive the identified barriers as having a relationship with their performance. However, a correlation exists between the number of subordinates a supervisor has and the perceived barriers.

Correlation between demographic variables and performance

Among the demographic variables, the age and number of subordinates did not show a correlation with enhanced performance. The implication is that no matter how young or old an employee was, they all had similar perceptions regarding enhanced performance. However, the years of experience did indicate a correlation with enhanced performance. The relationship is a strong, negative correlation that means the older the employees in the public sector, the less their perception of enhanced performance.

Furthermore, the regression analysis uncovered four variables that were observed to have a significant contribution to the prediction of enhanced performance. The significant variables are systematic training, culture building, quality strategy and performance management.

Limitations

The survey was limited to public sector employees that are based in the Hhohho region, Mbabane city of Swaziland. Three other regions, Manzini, Shiselweni and Lubombo were omitted from the study because of financial constraints involved in reaching them in the distant locations.

Another limitation was the time allocated for the study. The researcher only had one month to conduct the survey since it was during the University’s winter break. Indeed time was of essence because the period during which the survey was conducted was just after the Christmas holidays and the festive season in Swaziland. The norm is that during that period government operations are a bit slow as some officers would normally take vacation leave to travel or spend time with their families. Government operations resume fully usually towards the end of January. Lack of time also limited efforts at the control on nonresponse error of survey research. Thus, these findings are confined to those who self-selected to respond.

Time was also limiting in that the researcher was unable to conduct a pilot study to test the instrument for internal consistency reliability. However, the overall Cronbach’s Alpha for the SHRD activities shows an above acceptable level of reliability.

Suggestions

The study provided an analysis of the perceptions of both subordinates and supervisors of SHRD activities and barriers to enhanced performance. By exploring and describing the various SHRD activities undertaken by different departments in the Swaziland government, the study hoped to help human resource practitioners to identify areas in which employees can be motivated and encouraged to enhance their performance. In addition, exploring the perceptions of the employees themselves was an attempt to comprehensively study the obtaining situation on the ground in an effort to identify appropriate interventions can be implemented to realize the envisaged end result, which is to enhance employee performance in the public sector of the Swaziland government.

Different skills need to be harnessed in order to achieve the desired outcome of enhanced performance, thus, the exploration of SHRD activities and barriers to enhanced employee performance was an important starting point. Arising from the results and findings of the research, the following suggestions are made, addressing four areas of interest that the researcher hopes will be useful in consideration, decision making and implementation of the suggestions. These areas include; the government of Swaziland, human resource development practitioners, the employees and future research.

To the Swaziland Government

The government of Swaziland should be applauded for the commitment that is continually shown toward investment in the training of public sector employees. The commitment does not go unnoticed as confirmed by the employees’ responses regarding the SHRD practices of systematic training. However, an outcry on the absence of an effective monitoring and evaluation tool to measure the effects and benefits of such training has been made. The suggestion to the Swaziland government is that the human resource development department develops techniques and instruments that can be used to measure the output of employees before and after training so as to document the benefits of the said training.

Various training evaluation models can be proposed such as the return on investment (ROI) to ensure sustainability of the training budget.

The systematic training strategy was the most highly rated good practice by employees as having a relationship with perceived enhanced performance. Indeed training as an activity, can ensure enhanced employee performance because training helps to develop an employee’s competencies on the job and directly link those competencies to the employee’s performance.

Another pertinent suggestion is with regards to the accountability and ownership practice which showed low ratings on the responses. The suggestion is that the government of Swaziland develops a reward system in order to motivate and encourage employees to continue being loyal public employees and commit to enhanced performance through ownership.

Perhaps the most important suggestion to the Swaziland government is related to policy making and decision making. If the public sector is to achieve the envisaged enhanced

employee performance, the policies governing operations in the public sector should be supportive of initiatives aimed at improving the state of affairs. Those in positions of authority, responsible for making the final decisions about the implementation of SHRD activities must support the initiatives and approve the activities.

Many reports and recommendations may have been made but would never see the light of the day because of lack of support. Those mobilising for support of SHRD activities should fully commit put continuous effort to obtaining the much needed approval of the activities that would yield enhanced performance by the public sector employees.

To HR Practitioners

The human resource departments, together with supervisors should engage their subordinates at individual level to develop realistic and sustainable performance expectations because employees are different; hence, their performance may be affected by different factors. A one-size fits all solution for all employees’ performance challenges does not exist.

For example, the accountability and ownership strategy directly speaks to private sector organizations where employees would be given part of the company in shares or stocks, rewarding employees for excellent performance. However, the model cannot apply in public institutions because ownership is by the state.

Since culture building has been observed to rate low among the strategies, a suggestion is made to senior management and supervisors to invest their time and energy in creating a good environment that is conducive for enhanced performance. Heathfield (2014), argued that culture building was difficult for managers because they are expected to change an existing organizational culture which is a challenge. However with support from the top level management and training on the new culture, adapting to the new culture would be possible for all employees.

Furthermore, related to culture building is the communication strategy. While a majority of employees perceived the strategy not to be an issue in enhancing their performance, a suggestion is made that management creates and maintains open lines of communication and promote a knowledge sharing culture. In pursuit of a common set of shared values and norms, effective communication does not only serve to create awareness but also provides employees with useful information, thus, ensuring commitment and

enhanced performance. Knowledge management is one field that can be explored to ensure improved communication in the public sector.

Regarding performance management, the results indicated a difference in perceptions between subordinates and supervisors. Therefore, the researcher suggests that while acknowledging and appreciating the performance management system, which the government of Swaziland is in the process of developing to measure the performance of the public sector employees, active involvement and participation by the employees in the process is also encouraged. Employees, through their supervisors, must be made aware of what is expected of them and in turn this will increase ownership and, hopefully, enhance performance.

Therefore, the role of the human resource practitioners is to ensure that a reward system for exceptional performance and corrective measures for unsatisfactory performance are put in place once the performance management system is implemented.

The human resource departments should work on how to motivate their employees to perform. While acknowledging and having awareness that the Swaziland government may not have the funds to support financial rewards, such initiatives as employee of the month and day off for best performer for the month may motivate employees to enhance their performance.

To the Employee

Having responded to the statements about the perceptions gave an indication that the employees also have an idea of activities that their departments should be focusing on in order to enhance their performance. However, the employees need to do more than just wait for their human resource officers to action on initiatives. The suggestion is that employees should also be proactive in matters that concern their duties and responsibilities in the public sector. Being proactive means accepting responsibility and being accountable for your duties.

Public sector employees have been observed to take a backseat when coming to their jobs, yet still the first to complain should poor performance be noted. Therefore, taking charge and delivering on individual duties and responsibilities without being pushed is important. The public sector employees should refrain from adopting the attitude that government is a relaxed work environment where employees can do as they please without worrying about their performance or meeting their targets.

Another suggestion to public sector employees would be for each employee to set their own performance goals, complete with a schedule and time management plan that will guide daily and weekly tasks to ensure optimal performance. An employee who is committed to their job should derive satisfaction from successfully completing given tasks within the assigned period of time. No employee should expect constant supervision but the ability to work independently should be of importance.

While conducting the survey, the researcher observed that in most departments, professionalism is still a challenge. While a lot of factors are brought up to justify the lack of professionalism, each employee can make an effort to be as best an employee in the public sector as they would be in the private sector. The different in levels of efficiency between the private and public sector was highlighted in literature as one of the reasons for the need to enhance public sector employee performance. Therefore, a suggestion is made to public sector employees to try and be professional in their conduct and behaviour. For example, the official working hours and break times should be observed, punctuality should be enforced and the dress code should are some issues that each employee can address to create a good image in the workplace.

While knowledge sharing was identified as a challenge facing management, individual employees are also encouraged to adopt a culture and willingness to share information with colleagues. Older employees, being more experienced and wise, should teach younger employees about the work since they have worked for a longer period.

Teamwork is a greater part of success in the execution of duties and responsibilities, thus encouraged to ensure improved productivity.

To the Future Researcher

For the future research, the topic has broadly identified areas that can serve as good research topics. Therefore, further research can be conducted on the individual domains relating to enhanced performance, be it in the public sector or private sector in general.

Furthermore, an observation that other moderating factors may have accounted for the difference in perceptions of subordinates and supervisors was made. In-depth research into these factors may be necessary. In addition, the study explored six strategies under SHRD;

however, future research should be encouraged into each strategy regarding its specific role in enhancing performance.

In the interest of getting in-depth understanding of the issues surrounding employee performance and improvement thereof, the recommendation would be that future research be

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